Fort Walton Beach — Fiscal Year 2019-20 Adopted Budget

FORTWALTON BEACHFLORI DA www. fw b. org ( 850)833- 9500 FY 201 9-2020 Adopt edBudge t  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 Fire Services (emergencies 911) City Manager 833-9504 Administration 833-9565 Public Information 833-9504 Recreation & Cultural Services Administrative Services Cemetery (Beal Memorial) 833-9618 Human Resources 833-9507 Auditorium 833-9583 Information Technology 833-9620 Golf Course 833-9664 Police Services (emergencies 911) Heritage Park & Cultural Center 833-9595 Administration 833-9547 Library 833-9590 Dispatch 833-9533 Tennis Center 244-4566 Records 833-9543 Public Works & Utility Services Growth Management Administration 833-9613 Administration 833-9607 Field Office 833-9613 Building & Permitting 833-9605 Garbage Collection 833-9655 Code Enforcement 833-9601 Streets & Stormwater 833-9932 Planning & Zoning 833-9927 Water Operations 833-9630 City Clerk 833-9509 Financial Services Accounting 833-9504 Customer Service (Utility Billing) 833-9500 Purchasing 833-9524 Cover photo by Michael Tucker Budget Availability Reference copies of the annual budget are available at the City Clerk’s Office and Library. The budget may also be viewed and printed from the City’s website: www.fwb.org.  CITY OF FORT WALTON BEACH, FL 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 ……………………………………………….. 1 Core Values, Vision, Mission, Strategic Plan…………………………………………………… 2 City Manager’s Budget Message ………………………………………………………………. 5 Budget Overview Fund Structure ……………………………………………………………………………….. 12 Budget Basis & Budget Process ……………………………………………………………... 15 Financial Policies …………………………………………………………………………….. 18 Debt Schedules ………………………………………………………………………………. 26 Summary of Estimated Financial Sources & Uses …………………………………………… 28 Executive Budget Summary ……………………………………………………………………. 30 Summary Budget Information Revenue Discussion……………………………………………………………………………. 37 Expenditure Discussion………………………………………………………………………... 40 Personal Services ……….…………………………………………………………………….. 45 Detail Information by Fund GENERAL FUND Fund Highlights ………………………………………………………………………………. 51 Revenues ……………………………………………………………………………………... 52 0100 City Council ……………………………………………………………………………. 56 0200 City Manager …………………………………………………………………………… 58 0300 Human Resources ……….……………………………………………………………... 60 0310 Risk Management ……………………………………………………………………… 62 0320 Information Technology ……………………………………………………………….. 64 0400 City Clerk ………………………………………………………………………………. 66 0500 Financial Services ……………………………………………………………………… 68 0530 Purchasing ……………………………………………………………………………… 70 0800 Police …………………………………………………………………………………… 72 0900 Fire ……………………………………………………………………………………... 76 1000 Recreation Services …………………………………………………………………….. 80 1010 Parks ……………………………………………………………………………………. 84 1040 Golf Club ……………………………………………………………………………….. 86 1045 Golf Grounds …………………………………………………………………………… 88 1060 Library ………………………………………………………………………………….. 90 1070 Museum ………………………………………………………………………………… 92 1080 Cemetery ……………………………………………………………………………….. 94 1200 Engineering Services …………………………………………………………………… 96 1205 Planning & Zoning ……………………………………………………………………... 98 1217 Code Enforcement ……………………………………………………………………… 100 1220 Fleet ……………………………………………………………………………………. 102 1230 Facilities ………………………………………………………………………………... 104 1240 Streets …………………………………………………………………………………... 106 1499 ½ Cent Sales Tax………………………………………………………………………... 108 1500 Non-Departmental ……………………………………………………………………… 109 LAW ENFORCEMENT TRUST FUND ………………………………………………………… 4 112 LAW ENFORCEMENT TRAINING FUND …………………………………………………….. 114 FLORIDA BUILDING CODE FUND ……………………………………………………………. 2 116  Table of Contents continued Page # COMMUNITY DEVELOPMENT BLOCK GRANT FUND ……………………………………. 120 COMMUNITY REDEVELOPMENT AGENCY FUND Fund Highlights ………………………………………………………………………………. 123 Revenues ……………………………………………………………………………………... 124 2000 CRA ………………….…………………………………………………………………. 125 DEBT SERVICE FUND …………………………………………………………………………. 127 BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND ……………………………….. 129 UTILITIES FUND Fund Highlights ………………………………………………………………………………. 132 Revenues ……………………………………………………………………………………... 133 0520 Customer Service ………………………………………………………………………. 134 1300 Utility Services …………………………………………………………………………. 136 1305 GIS……………………………………………………………………………………… 138 1310 Water Operations ………………………………………………………………………. 140 1340 Water Distribution ……………………………………………………………………… 142 1350 Sewer Collection & Treatment …………………………………………………………. 144 1500 Non-Departmental ……………………………………………………………………… 147 SANITATION FUND Fund Highlights ……………………………………………………………………………… . 148 Revenues ……………………………………………………………………………………… 149 1360 Solid Waste ……………………………………………………………………………... 150 1370 Recycling ……………………………………………………………………………….. 152 1500 Non-Departmental ……………………………………………………………………… 154 STORMWATER FUND Fund Highlights ……………………………………………………………………………… 155 Revenues …………………………………………………………………………………….. 156 1380 Stormwater …………………………………………………………………………….. 157 1500 Non-Departmental …………………………………………………………………….. 159 IT Replacement Program ……………………………………………………………………… 161 Fleet Replacement Program …………………………………………………………………… 166 Capital Improvements Program (CIP) CIP Process ………………………………………………………………………………….. 169 Five-Year Funding Schedule ………………………………………………………………… 172 General Fund Projects ……………………………………………………………………….. 174 Utilities Fund Projects ………………………………………………………………………. 182 Statistical Information History & Profile …………………………………………………………………………….. 185 Neighborhood Information ………………………………………………………………….. 186 Location, Employment ………………………………………………..…………………….. 190 Demographics ……………………………………………………………………………….. 191 Property Taxes ………………………………………………………………………………. 192 Select Fee Schedules ………………………………………………………………………… 193 Five Year Financial Forecasts……………………………………………………………….. 195 Glossary of Terms & Acronyms Glossary of Terms ……………………………………………………………………………. 197 Acronyms …………………………………………………………………………………….. 207 Carryovers: Grant and CIP Project Carryovers, followed by Purchase Order Encumbrance Carryovers … 208 Resolution 2019-12 – Millage ………………………………………………………………… 211 Resolution 2019-13 – Budget …………………………………………………………………. 213  CITY OF FORT WALTON BEACH, FL City Council Left to right (standing): Mike Holmes, David Schmidt, Nic Allegretto, Kirby Locklear, and Nathan Kelley Left to right (seated): MG Moran, Mayor Dick Rynearson, and Amy Jamieson Council members are elected in odd years for four-year staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00 p.m. in the City Council Chambers located at 107 Miracle Strip Parkway, Fort Walton Beach, Florida. Appointed Officers Department Directors City Manager – Michael D. Beedie, PE Finance – Brandy L. Ferris, CPA, CGFM City Clerk – Kim Barnes Public Works & Utility Services – Daniel Payne, PE City Attorney – Hayward Dykes, Jr. Growth Management – Chris Frassetti Fire Services – Ken Perkins, Chief Human Resources – Tarey Franxman Police Services – Robert Bage, Chief Recreation & Cultural Services – Jeff Peters 1  Core Values Rather than being just words found on the website or located at the top of a letterhead, these core values are the guiding principles by which City Council, Department Directors, and City Staff will conduct themselves, allocate resources, and prioritize goals and objectives. These principles form a non-negotiable code of conduct and will guide our government on who we hire, how we train, and how we reward. These values will define who we are, what we stand for, and influence policies, procedures, and guidelines. Adopted by City Council in May 2011, after a collaborative effort by Department Directors and the City Manager to consolidate employee suggestions, these five core values represent the first milestone in instituting the City’s new Performance Excellence Program. Integrity We will conduct ourselves in an honest, trustworthy, and ethical manner. Accountability We will take full responsibility for our actions, resources, and attitudes. Teamwork We will work together to provide quality services. Customer Service We will be professional, use all available resources, and strive to meet the needs of our customers. Continual Improvement We will promote a culture that seeks to better our organization. Adopted by City Council in September 2011, after a collaborative effort by Department Directors and the City Manager, the updated Vision and Mission for the City are as follows: Vision The City of Fort Walton Beach: a recognized leader in the provision of Community Services. Mission To enhance and protect the Community by providing quality services. 2  Strategic Plan Adopted in July 2019 City Council’s primary responsibility is to shape public policy to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents and leaders change, as do the priorities of the community. There is probably no more daunting a task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multiyear plan and the budget process determines which parts of the Plan receive resources each year. Each Objective is in line with the City’s Vision, Mission Statement and Core Values. Throughout this document, Strategic Plan Objectives have been tied to expenses, capital improvement projects, and performance measures – look for the icons below Objective #1 – Safe and Livable Community for Citizens Quality of Life Survey Data, Crime Stats, Traffic Injury Stats, Pedestrian and Bike Safety, and Reducing Congestion Objective #2 – A Government that Maximizes the City Budget, Tax Revenue, and Population Stats Objective #3 – Support Intelligent Growth City Population Data, Percentage of People Under 25, Building Permits and Parks and Recreation Data Objective #4 – Maintain a Well-Trained, Talented and Engaged Municipal Workforce Employee Engagement and Turnover 3 4 City Manager’s Budget Message October 1, 2019 Honorable Mayor, City Council Members, and Citizens: It is my pleasure to submit the FY 2019-20 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 high quality services in a cost-controlled manner, developing an assortment of revenues to fund programs 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 2019-20 budget of $47,231,660 is $5.5M, or 13.23%, more than the adopted FY 2018-19 budget. Ad Valorem revenues will remain consistent with prior year, as the City Council has set the millage rate at the roll-back rate, which is the rate that would generate the same amount of property tax revenue as the prior year. Assessed values are anticipated to increase 3.21% in the General Fund and 22.88% in the CRA fund. The budget is predicated on reducing the millage rate to 5.6395 mills. ECONOMIC ENVIRONMENT National economic indicators - somewhat useful for evaluating the local framework within which the City of Fort Walton Beach operates - indicate economic recovery that continues to show growth in each of the past few budget years. Consumer Price Municipal Cost Consumer Confidence Leading Economic Index Index Index Index *Arrow indicates direction of performance during past year; Color denotes if change has a positive (green) or negative (red) impact* The Consumer Price Index (CPI) – prepared by the US Bureau of Labor Statistics and the most widely used gauge of inflation – is 2.2% 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 relatively flat, at 0.96% higher than a year ago. The Consumer Confidence Index – prepared by the Conference Board based on a representative sample of U.S. households – is 9.17% higher than a year ago, which is an excellent indicator of solid economic recovery. The Leading Economic Index – also prepared by the Conference Board and designed to signal turning point patterns in economic data – has decreased slightly for the first time since December of 2018. Unemployment in Okaloosa County is 2.70%, which is the second lowest in the State. The State of Florida projects a decrease in local option fuel tax and communication services tax revenues, two of four of the City’s revenue sharing funds (local option fuel taxes, municipal revenue sharing and half-cent sales tax), which reflects slightly lower fuel prices. The communication services tax revenues have declined in projections over the last few years due to the bundling of taxable wireless services. The Okaloosa County Property Appraiser anticipates a 6.22%, or $84M, increase in taxable assessed value for the City, as the real estate market continues its recent boom. City of Fort Walton Beach, FL 5 City Manager’s Budget Message TOP BUDGET ISSUES Current Year – FY 2019-20 Prior Year – FY 2018-19 Fire Assessment Fee $2,500,000 ▲ Property Taxes $376,316 ▲ Fee has an effective date of 10/1/2019 and is designed Assessed value increase of $78M or 6.13% due to to cover the costs of Fire Protective Services. increasing property values. Millage rate unchanged. Pension Benefits $431,893 ▼ Pension Benefits $349,926 ▼ Decrease in Pension Contributions for DB Plans due Decrease in Pension Contributions for DB Plans due to to employee turnover and higher investment earnings. inactive retiree mortality, lower assumed CPI. Insurance Benefits $545,261▲ Insurance Benefits $545,240 ▲ Increase of 4.70% in overall rates for health, dental, 8.60% in overall health, dental, life, and vision life, and vision insurance; change to employer insurance. premium contributions. Property Taxes The City’s 2019 gross taxable property value for operating purposes is $1.440 billion, an increase of $84 million, or 6.22%, from the 2018 final gross taxable property value of $1.356 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 9 1,400 8 Ad Valorem Taxes (millions) 7 1,200 Taxable Value (millions) 6 1,000 5 800 4 600 3 400 2 200 1 - - 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained its millage rate in FY 2009-10 and reduced personnel and other expenses in response to lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues, as the recession was in full swing. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13. 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. As property values continue to rise, the City has lowered the millage rate to 5.6395 mills, which is the millage rate that the proposed budget is predicated on. This rate, known as the rolled-back rate, generates the same amount of property tax revenue as the prior year, even with the increases in property values. One mill equals $1 per $1,000 of taxable property value. Wage Adjustments The last full Pay & Classification Study was completed in FY 2013-14. The FY 2018-19 budget City of Fort Walton Beach, FL 6 City Manager’s Budget Message allocated $35K to complete a new Pay & Classification Study. Work on the Study began in March 2019. The Study includes: • Conducting a comprehensive survey of public and private labor market comparables, designed to include salary range and actual salaries to ensure the City’s compensation is equitable and competitive in its compensation package relative to internal factors and external markets for substantially similar classifications. • An analysis that addresses the issue of internal equity and pay compression. • A job-task analysis audit of all employee positions to verify and validate information from existing job descriptions, including personal interviews with employees, supervisors and directors, as needed, to determine if classifications are correctly placed in organizational hierarchy and if individual positions are classified correctly. • A review and revision of the City’s current assignment of exempt versus non-exempt status as related to the Fair Labor Standards Act (FLSA). In June 2019, the City received results addressing internal equity and pay compression. The pay changes related to this review were implemented on August 1, 2019, with excess budgeted funds that were available due to vacant positions. The full year cost of these changes was $213K and impacted 129 employees. The three remaining tasks outlined in the Study have not been received as of adoption of the budget. However, Citywide, approximately $891K has been set aside to implement the recommendations, likely by January 1, 2020. Additionally, a 2.0% Cost of Living Adjustment for all employees, excluding Fire Bargaining Union Members, which have been allocated to each member in accordance with current Collective Bargaining Unit., has been allocated in the budget. The FY 2019-20 budget includes $1.6 million for wage and personnel changes, which are discussed further in this document. Pension Defined Benefit Changes The City is required to maintain its three defined benefit pension plans in a fiscally sound manner. Investment earnings and employee/employer contributions comprise the plans’ income. General employees and police officers currently contribute 5% of wages while firefighters contribute 8% of wages into their respective plans. The City’s annual contribution, as a percent of payroll, is based on actuarially determined contribution levels. The actuary determines City contribution requirements using estimated future earnings of members of the plan, as well as other assumptions on investment returns, retirement age, and, among others, expected mortality. Minimum benefits for both the Police and Fire Defined Benefit Plans are mandated by Florida State Statutes 175 and 185. While the Fire Plan meets or exceeds these minimum benefit levels, the Police Plan does not. The proposed budget includes bringing the Police Plan up to par as defined by F.S.S. The minimum benefit options that are not currently in compliance are: • Early retirement penalty – 3% per year for each year prior to Normal Retirement (currently 6%) • Normal retirement eligibility – 55 with 10 years of service, or age 52 with 25 years of service (currently 30 years of service) The City’s contribution to the General Employees defined benefit plan is budgeted at $1.4M, which is a decrease of $714K over the prior year. This plan was closed to new entrants in January City of Fort Walton Beach, FL 7 City Manager’s Budget Message 2010, therefore, contributions will continue at a fixed rate of $1.4M for the foreseeable future. The City’s contribution to the Police Officers plan is budgeted at $1.1M and the contribution to the Firefighters plan is budgeted at $1.4M, which is a combined increase of $282K, or 12.8%. Insurance Increases In 2010, the Federal Government passed the Patient Protection and Affordable Care Act. The Act, which mandates, among other things, that employers offer specific medical insurance for any employee working more than thirty (30) hours per week, has had a negative impact on the cost of providing such insurance. Since this time, the average rate increase has been 6.15%. The total impact budgeted for insurance is $2.7M citywide, an increase of $545K, or 13.31%. The City contributes 100% of the premium for employee coverage in its Standard Insurance Plan and 75% of the employee coverage for those who elect the Premium Insurance Plan. For employees hired before October 1, 2008, the City contributes 75% of all dependent coverage. Employees hired after this date receive a 50% contribution from the City for all dependent coverage. Fleet Replacement The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of eight 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 an 8-year cycle and the remainder of the fleet on a 10-12 year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive mechanism 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. Since 2014, the City, working under a future sustainability plan, has funded replacements based on the FRP. Vehicles totaling $1,618,000 are scheduled for replacement. Detailed information on vehicle replacement can be found in the Fleet Replacement Schedule on page 166. 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. 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 City of Fort Walton Beach, FL 8 City Manager’s Budget Message c. Replacement Due to Exceeding Service Life d. General Maintenance of Systems The immediate needs for City facilities were laid out and the FY 2019-20 proposed budget includes funding for the highest priority facility repairs to HVAC systems and controls, in the amount of $121K. In June 2015, City Council completed a master plan for City facilities. While the master plan focused on all City-owned and operated facilities, the priority for replacement was quickly determined to be the field office complex, which includes engineering, sanitation, utilities, fleet, and various field operations. In FY 2017-18, $865K was utilized for the design of a new consolidated field office complex. The design was completed and the Guaranteed Maximum Price (GMP) for the Complex of $12.5M was approved by City Council on June 27, 2018. The Complex, which is currently under construction, is scheduled to open in October 2019. It includes the replacement and consolidation of eight (8) separate City facilities. Financing for the construction was approved in the form of a twenty year note with Sterling Bank. More information on this debt issuance can be found on page 26. Through the elimination of duplicative services, operating costs and capital outlay, the debt service payment fits within current revenue streams. OTHER ASSUMPTIONS & CHANGES REVENUES (detailed discussion beginning on page 37) 1. Revenues are estimated at conservative levels to guard against unanticipated economic shifts, legislative changes, or collection levels. General government revenues are largely budgeted based on historical collection and growth levels. Ad Valorem and State shared revenues are budgeted based on external estimates received from their respective authorities. Enterprise revenues are based on historical usage and/or number of customers. A new five (5) year utility rate study, which includes water & sewer, sanitation and stormwater, is currently in process. The study determines the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements and will be updated on an annual basis to account for real-time revenues, expenses, and changes within the enterprise systems. FY 2019-20 will include the implementation of Year 1 of the new five (5) year rate study, which will likely be adopted in January 2020. 2. Use of reserves – Appropriations from fund balance (governmental funds) or net assets (enterprise funds) are budgeted as follows: a. General Fund - $1,118,639 from Restricted Fund Balance, accumulated through the ½ cent local sales tax that was approved by Okaloosa County voters in August 2018. b. Law Enforcement Trust Fund - $5,000 from fund balance for forfeiture related expenses. EXPENSES (detailed discussion beginning on page 40 1. Wages have been adjusted as previously discussed. 2. Benefits have been adjusted as follows: City of Fort Walton Beach, FL 9 City Manager’s Budget Message a. Medical insurance – health insurance premiums, including medical, dental, vision, and life, increased by 4.7% based on actual rate changes and 8.61% based on enhanced coverage for employees. b. Employee defined benefit pension – as previously discussed, for a total impact of $3.9M. 3. Computer replacements are budgeted at a total cost of $78K; the FY 2019-20 IT replacement schedule, which details each replacement, can be found beginning on page 161. 4. The following vehicle and equipment replacements and building improvements are budgeted at a total cost of $2.7M. The FY 2019-20 vehicle replacement schedule can be found beginning on page 166. a. General Fund – 6 police patrol cars; 5 trucks/SUVs; 1 playground unit (recreation); 2 trailers (parks); library books; 1 fire engine, cardiac monitors, 1 ATV for transport, 36 ballistic vests, 1 hose testing machine, various fitness equipment (fire); 1 message board with speed trailer, license plate readers, 1 shooting simulator, 1 drone, 2 light towers, 5 rapid ID kits (police); 1 asphalt truck, 1 curb roller (streets) b. Building Code Fund – 1 iPlan Table c. Community Redevelopment Agency Fund – Landing playground equipment d. Utilities Fund – 1 generator table, 3 trucks, 1 pump station control set and 1 generator fuel pump e. Sanitation Fund – 2 sideloaders f. Stormwater Fund – 1 dumptruck, 1 plate compactor, 1 brush mower, 1 truck 5. The following capital improvement projects (CIPs) are budgeted at a total cost of $545K. More detailed information for CIPs is available beginning on page 169. a. General Fund – street resurfacing, pedestrian and intersection improvements b. Community Redevelopment Agency Fund – district branding c. Utilities Fund – sewer line grouting 6. Certain capital improvement projects, grants, and/or purchases that were authorized, budgeted, and appropriated by City Council in a prior fiscal year but are incomplete as of September 30th are carried forward into the new fiscal year. These special projects and purchase order encumbrances are identified in the budget resolution at the end of the document. ACKNOWLEDGEMENTS Preparation of this budget would not have been possible without the efficient and dedicated services of Finance Director, Brandy Ferris and Carol Godwin, Budget & Grants Analyst. I would like to express my appreciation to all Department Directors and staff who assisted and contributed to the preparation of this budget. I would also like to thank the Mayor and City Council for their commitment to conducting the financial operations of the City of Fort Walton Beach in a responsible and progressive manner. Sincerely, Michael D. Beedie, City Manager City of Fort Walton Beach, FL 10 City Manager’s Budget Message The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Walton Beach, Florida for its annual budget for the fiscal year beginning October 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Fort Walton Beach, FL 11 Budget Overview The fundamental purpose of the City’s budget is to link what City Council wants to accomplish for the community with the resources necessary to do so. As such, the budget offers more than just financial elements – it presents an overview of the City's overall operations. This document is intended to provide City Council and our citizens with a plan addressing financial, operational, and policy issues. The budget serves as a: Policy Document – The budget presents financial policies, addresses Strategic Plan goals, and identifies the short and long-term impact programs, services, and capital improvements will have on the City’s operations and finances. Financial Plan – The budget outlines the financial structure and operational changes required for financial stability, including the capital improvements program and debt management information. Operations Guide – The budget provides direction to departments by identifying the relationships between organizational units and programs, identifying the workforce and historical data on operations, identifying the impact of capital spending, and establishing measurable performance goals and objectives 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 af balanced h f budget, whereby sufficient e etm resources Mb must be identified to fund programs and sd M City of Fort Walton Beach, FL 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 √ $3.3M Finance √ Purchasing √ Fleet √ Facilities √ Public Safety Police √ √ √ √ $12.1M Fire √ Recreation √ Recreation Parks/ROW √ Services Golf Club √ Operations $6.4M Library √ Museum √ Cemetery √ Growth Engineering √ Management Planning/Zoning √ Bldg Insp/Permits √ $895K Code Enforcement √ Fleet √ Facilities √ Streets √ Public Customer Services √ Works & Utility Services √ Utility Services Water Operations √ Water Distribution √ $19.0M Sewer Operations √ Sewer Collection √ Sanitation √ Stormwater √ DEPARTMENT & DIVISION INFORMATION A Department is a major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area (e.g. Police Department, Recreation & Cultural Services Department). The smallest organizational unit budgeted is a Division. Each division indicates responsibility for one functional area (e.g. Library Division within Recreation & Cultural Services Department). When divisions are combined, a department is formed. In order to provide City Council and citizens with a well-rounded presentation of each department, the following elements are presented in the annual budget: organizational chart, revenues & expenditures, mission, description, goals & objectives, and accomplishments. The performance metrics reflect an operational plan and demonstrate how dollars and cents are translated into tangible returns for the citizens. BUDGET BASIS Annual appropriated budgets are adopted by resolution for all governmental and proprietary funds. The City is not legally required to budget for proprietary or fiduciary funds and those budgets are not included in the City’s audited financial statements. The basis of accounting used for purposes City of Fort Walton Beach, FL 14 of financial reporting in accordance with generally accepted accounting principles (GAAP) is not the same basis used in preparing the budget document. All funds are budgeted on a cash basis. In GAAP financial statements, however, governmental funds use the modified accrual basis of accounting and proprietary funds use the accrual basis of accounting. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET PROCESS This budget continues the City’s commitment of using planning processes and citizen input as blueprints for providing services and programs for the betterment of the community. Planning Processes Frequency Description Budget Impact Comprehensive Long Range Plan - Provides direction to guide Budget expenditures (e.g. Plan developed in and control development and Capital Improvements Plan) 1990, updated in redevelopment, as required must be concurrent with the 2000 & 2011. per Florida Statute Chapter Comprehensive Plan. 163. Vision Plan Long Range Plan - Defines the broad, idealistic Outlines the general allocation developed in values that citizens cherish of resources to achieve the 1994, updated in and desire for their desired service levels and 2004 & 2011. community and creates quality of life. shared commitments among citizens, City Council, and staff. Strategic Plan Mid-to-Short Translates the Vision Plan Allows for the reallocation of Range Plan – first into current and future resources due to changing held in 2004 and priorities based on priorities or economic updated annually. importance to City Council conditions. and funding availability. Budget Policy Short Range Plan Defines changes to service Provides the framework for Workshop - held annually. levels or program objectives developing the current budget. based on City Council goals and available fiscal resources. Capital Short-to-Mid Provides estimated dates and Provides anticipated 5-year Improvement Range Plan - costs for the acquisition, funding level for facilities and Plan updated annually. construction, replacement, or infrastructure. renovation of facilities and infrastructure. City of Fort Walton Beach, FL 15 Roles & Responsibilities The budget process begins in January with the Finance Director and Budget & Grants Analyst developing five-year financial forecasts for the General and Enterprise Funds, including best, likely, and worst-case scenarios. Revenue assumptions are developed using financial forecasting software to analyze historical trends and account for any anticipated major economic or legislative changes. Revenue projections are continually updated until the budget is adopted to ensure the amounts are based on the most current information available. Expenditure assumptions are similarly developed in the forecast model considering relevant benchmark indices such as the municipal cost index, consumer price index, and producer price index. New programs and projects are also included to determine the future impact of current financial decisions. FISCAL YEAR FINANCIAL FORECAST BEGINS DEVELOPED In March, the City Council, acting as the Legislative Body of Oct 1 Jan the City, holds a Strategic Planning Session. The goals set BUDGET BUDGET MEETING during this meeting, are used by staff to formulate the budget ADOPTION Sep Jun policy items that are presented to City Council in June and then utilized to prepare the Budget. A summary of this Plan can be PUBLIC BUDGET DEPARTMENT MEETINGS found on Page 57 of this document. In addition, the icons used WORKSHOPS Aug BUDGET May/Jun COMMITTEE to illustrate the strategic goals are seen throughout the budget REVIEW Jun/Jul to notate when a strategic objective is being met. A Budget Meeting is held with City Council in June to determine Council’s priorities and position issues specific to development of the operational and capital budgets for the upcoming fiscal year. City Council’s decisions provide the framework under which the budget is prepared to meet City Council’s programmatic objectives within available fiscal resources projected in the five-year forecasts. The meeting is open to the public and the public is encouraged to attend and participate. Department Directors are responsible for identifying their staffing needs, operational funding needs within budget development parameters, five (5) year capital requests, as well as corresponding revenue sources to fund their needs. In addition, they must conduct a comprehensive review of departmental goals, objectives, and metrics. The City Charter charges the City Manager with the duty of presenting a balanced budget to City Council. The budget is considered balanced if the total of all available financial resources (either on hand at the beginning of the year or generated during the year) equals or exceeds the total of all financial requirements. In order to accomplish this goal, a Budget Committee is formed comprised of the City Manager, Finance Director, and Budget & Grants Analyst. The Committee conducts comprehensive meetings with Department Directors to review their budget requests and a collaborative effort is undertaken to achieve City Council and department goals within fiscal constraints. The Budget Committee enlists assistance for areas of specialized interests, such as the Information Technology Manager for computer issues and the Human Resources Director for personnel and risk management issues. Department goals, objectives, and metrics are also evaluated during budget development to determine the effectiveness of program activities and appropriate funding levels. After the departmental meetings, the Budget Committee finalizes the proposed budget given revenue projections, economic conditions, funding requirements, and City Council program priorities and issues previously identified in the budget process. Once a balanced budget is achieved, it is presented to City Council for consideration. City of Fort Walton Beach, FL 16 Community Participation In prior years, the City solicited input annually from its residents and businesses to gauge citizen satisfaction and progress toward improving services. Due to the low response rate, the Public Information Manager is currently working on a citizen survey, which is being sent out and collected via mail. 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 2019 Five-Year Financial Forecasts Developed responsible for reviewing the proposed March 2019 Strategic Planning Session with City Council budget to ensure it meets the goals and May 2019 Department Budget Submissions objectives of the City, conducting Revenues Fee Schedule Personnel Operating Expenses meetings on the budget to enlist public Computers Equipment/Vehicles comment, and conducting public hearings Capital Improvement Projects prior to the final adoption of the budget. Current Year Accomplishments Budget Year Goals & Objectives Performance Measures In July, a budget meeting is held with the City Council to review and discuss the June 2019 Departmental Budget Reviews proposed budget. The City Manager July 2019 Capital/CIP Ranking Meeting reviews major issues and Department July 16, 2019 City Council Budget Policy Meeting Discussion Budget Issues Directors are present for the discussions Set Proposed Millage Rate for TRIM Notice and study of the proposed budget. The meeting is open to the public and the September 4, 2019 City Council Meeting – Adopt Tentative Millage Rate and Budget by Resolution public is encouraged to attend and September 18, 2019 City Council Meeting – Adopt Final Millage participate. Rate and Budget by Resolution During September, two public hearings on the millage (i.e. property tax) rate and budget are held per State Statute before final budget consideration. These meetings are advertised as part of the agenda and Florida Law requires certain newspaper advertisements prior to the second and final budget hearing. At the public hearings, the public may make formal comment either for or against the proposed budget and ask questions of City Council about the budget. Budget adoption occurs in September after City Council deliberations and two public hearings. City Council may take action to modify the proposed budget at its discretion. Prior to budget adoption, City Council must adopt a millage rate to support budgeted funding levels. An adopted budget is published no later than October 1st. Budget Maintenance Budget maintenance is a year-round activity of the Department Directors, Finance Director, and Budget & Grants Analyst. Spending control mechanisms include Finance Department review of purchase requisitions and departmental review of reports presenting budget versus actual revenues and expenditures. These financial reports are prepared and reviewed by staff monthly and provided to City Council quarterly to identify and communicate any spending variances. Performance measures are prepared and reported to Council quarterly to monitor progress against goals and objectives, citizen satisfaction, and benchmarks. City of Fort Walton Beach, FL 17 Annual appropriations lapse at fiscal year-end with the exception of encumbrances and appropriations related to multi-year projects and other items identified by City Council to be carried over to the next fiscal year. These carry-overs are included in the ensuing year’s adopted budget resolution. Budget Transfers Operationally, the City functions at a fund level basis allowing budget transfers within funds for individual line items that exceed the budgeted amount without a formal budget amendment. Budget transfers are used only to transfer appropriations between line items within a fund, not to increase the total budget or to transfer resources between funds. Budget transfers are permitted in accordance with Administrative Policy FIN-13. All budget transfers are performed in the City’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 the Water & Wastewater, Sanitation and Stormwater Funds are adjusted annually in accordance with the most recent five-year rate study. The FY 2019-20 rate study will be presented to City Council for approval in January 2020.  All other rates are adjusted by 1% - 3% based on historical patterns.  Personal Services in all funds have been adjusted by 2.0%, for cost of living and will further be adjusted when the Pay & Classification Study that is in process is completed and approved by City Council, likely in January 2020, except for the Collective Bargaining Employees, whose wages will be adjusted in accordance with their Contract.  Operating Expenses are adjusted by 2% - 3% based on historical patterns. City of Fort Walton Beach, FL 18 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 195. Asset & Infrastructure Inventory – Evaluate (and reprioritize as necessary) the five-year capital needs of the City annually as part of the budget process. Assets, as defined for purposes of this review, include computers, vehicles, and motorized equipment. Infrastructure improvements (e.g. street resurfacing, water/sewer lines, parks) are evaluated during development of the five (5) 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. City of Fort Walton Beach, FL 19 Non-Recurring Revenues – Fund recurring expenditures with recurring revenues. One-time revenues will be reserved for future emergencies or projects identified by City Council to the greatest extent possible. Unpredictable Revenues – Budget unpredictable revenues at conservative levels (e.g. building permits) to safeguard against a shortfall. Expenditures Operating Expenses – Pay all current year operating expenses with current year revenues and/or available fund balance. Contingencies – Appropriate contingency funds in the General Fund and Enterprise Funds to guard against unanticipated price increases (e.g. fuel, utilities), emergency repairs, or revenue shortfalls. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. City practice is to budget 1% of personnel and operating expenses as contingency funds to be used as a last resort. Budget residuals (excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred) will be exhausted before contingency funds are used. The City currently meets this policy for the applicable funds. Special Project Carryovers – Carry forward into the new year through the budget resolution with the corresponding revenue source of the prior year. These are projects and/or purchases that are incomplete as of September 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). City of Fort Walton Beach, FL 20 2. Restricted (externally enforceable limitations) – resources with limitations imposed by creditors, grantors, laws, regulations, or enabling legislation.  ½ Cent Sales Tax – Okaloosa County voters imposed an additional ½ cent sales tax to be used for capital projects and non-recurring expenditures. This equates to approximately $1.6M each year for ten (10) years. Unrestricted 3. Committed (self-imposed limitations) – resources whose use is constrained by limitations that the governing body has imposed and remains binding until removed in the same manner as imposed.  Disaster/Emergency Reserve – City Council established a committed fund balance of 30% of annual budgeted expenditures per Resolution 2011-13 adopted August 16, 2011. This equates to $6.7M in the current year budget. 4. Assigned (limitation resulting from intended use) – resources whose use is constrained by a body or official designated by the governing body.  Subsequent Year’s Budget – City Council authorizes City management to set forth in the annual budget (and any amendments thereto) fund balance for specific purposes per Resolution 2011-13 adopted August 16, 2011. 5. Unassigned (residual net assets not otherwise classified) – total fund balance in excess of the nonspendable, restricted, committed, and assigned fund balances (e.g. surplus). There is currently $2.3M. $14 General Fund Reserves $12 $10 $8 Millions $6 $4 $2 $0 Actual 2014‐15 Actual 2015‐16 Actual 2016‐17 Actual 2017‐18 Budget 2019‐20 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 City of Fort Walton Beach, FL 21  a new vehicle. In addition, ½ cent sales tax proceeds that began coming in during the later half of FY18 were identified in fund balance as of 09/30/19. Use of these is restricted by voters and a total of $1.1 million is allocated from fund balance for FY2019-20. This representation of fund balance includes total fund balance. Changes in Fund Balance - Governmental Funds Actual Budget Variance FY19 to FY20 FY 2018 FY 2019 FY 2020 $ % General Fund $11,176,488 $12,044,324 $10,925,955 -$1,118,369 -9.3% Law Enf. Trust Fund $144,524 $144,524 $139,524 -$5,000 -3.5% Law Enf. Training Fund $4,031 $4,031 $4,031 $0 0.0% FBC Fund $360,472 $352,218 $352,218 $0 0.0% CDBG Fund $7,023 $0 $0 $0 0.0% CRA Fund $2,976,507 $4,001,388 $4,961,786 $960,398 24.0% - Debt Service Fund $26 $26 $0 -$26 100.0% Beal Memorial Fund $3,513,713 $3,566,935 $3,586,157 $19,222 0.5% * Amounts depicted in chart include total fund balance Working Capital (proprietary funds) Working capital refers to the difference between current assets and current liabilities reported in a proprietary fund. This measure indicates relative liquidity. Credit rating agencies consider the availability of working capital in their evaluations of a local government’s creditworthiness. Working capital is also important in mitigating unanticipated events and ensuring stable services and fees. The City’s target level of working capital is 90 days of annual operating expenses, and currently exceeds this level for all funds. It is not feasible to project this measure into the future. Working Capital Analysis - in Days Actual FY 2016 FY 2017 FY 2018 Utilities Fund 364 422 395 Sanitation Fund 441 246 232 Stormwater Fund 1823 643 671 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). City of Fort Walton Beach, FL 22  2. Unrestricted – funds not required to be on hand and that have not been identified for a particular purpose; available for capital projects or to balance the budget; the measure of financial health for an enterprise fund.  City Council established that unrestricted net assets will be maintained at 33% of operating, debt service, and transfers out per Resolution 2011-13 adopted August 16, 2011. The City currently meets this policy for all funds. Net Assets Analysis Actual Estimate FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Utilities Fund 68.7% 89.0% 88.3% 81.8% 90.6% Sanitation Fund 65.8% 56.0% 54.6% 51.8% 49.5% Stormwater Fund 143.6% 141.5% 140.4% 143.5% 138.2% 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 City of Fort Walton Beach, FL 23 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 pay-as-you-use financing used for long-term, non-recurrent capital expenditures.  Pay-As-You-Go – A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. Example: annual street paving.  Pay-As-You-Use – A type of financing whereby long term debt is used to pay for capital improvements. Example: debt financing for a new municipal facility. Debt Policy Statement – The following policy statements govern the City’s use of debt to finance long-term, non-recurring capital improvements:  Recurrent capital expenditures for replacement, expansion and/or acquisition of plant, equipment, and/or motor vehicles will be financed on a pay-as-you-go basis from funds available and appropriated in the City’s annual operating budget.  Only long-term, non-recurrent capital expenditures for public improvements having a relatively greater cost and longer useful life, and which require additional funding over and beyond the fiscal capacity of the City’s annual operating budget, will be financed through the issuance or creation of long-term debt. These expenditures will not be debt-financed for periods exceeding the projected useful life of the improvement.  All capital improvements financed through the use of long-term debt will be consistent with the adopted Capital Improvements Program and the current fiscal year’s adopted Budget.  Revenue sources that will be used to pay long-term debt will be conservatively projected to ensure that such debt is adequately and soundly financed.  The City’s total general obligation debt will not exceed 10% of its assessed valuation. The City does not currently have any general obligation debt.  The City will use special assessment revenue bonds or other self-supporting bonds where possible and appropriate to finance long-term, non-recurrent capital improvements, rather than general obligation bonds.  The City will establish and maintain effective communications with bond rating agencies to keep them informed of its financial condition. Debt Capacity – The debt capacity of both the General Fund and Utilities Fund is contingent upon available resources and existing debt. The current outstanding debt requires a coverage ratio of City of Fort Walton Beach, FL 24  Principal Interest Total Existing Debt 2,388,051 1,080,453 3,468,504 New Debt anticipated in FY 2019-20 - - - FY 2018-19 Budget Debt Impact 2,388,051 1,080,453 3,468,504 1.15 time earnings. The General Fund is at 12.90 and the Utilities Fund is at 2.06. The Sanitation and Stormwater funds are participating in the facilities consolidation. Their coverage ratio is currently undeterminable, as they are both participants in a first year rate study. Debt Ratio – Indicates the percentage of assets financed via debt, and therefore the financial flexibility of the fund. Debt Ratio Analysis Actual Budget FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 General Fund 46.2% 39.8% 82.7% 86.8% 83.1% Utilities Fund 41.4% 51.8% 50.1% 67.8% 65.2% Sanitation Fund 0.0% 0.0% 0.0% 30.7% 30.7% Stormwater Fund 0.0% 0.0% 0.0% 42.6% 42.6% Debt Rating – The City maintains an AA rating with both Standard and Poor’s and Fitch. Principal Interest Total Existing Debt 2,388,051 1,080,453 3,468,504 New Debt anticipated in FY 2019-20 - - - FY 2019-20 Budget Debt Impact 2,388,051 1,080,453 3,468,504 City of Fort Walton Beach, FL 25  Debt Principal and Interest Payments by Fund General Fund Enterprise Funds Total Fiscal Yr Principal Interest Principal Interest Principal Interest 2019-20 810,244.16 294,312.95 1,577,806.92 786,140.24 2,388,051.08 1,080,453.19 2020-21 799,647.01 276,932.35 1,590,675.75 772,306.60 2,390,322.76 1,049,238.95 2021-22 751,985.71 260,589.01 1,605,318.58 758,348.57 2,357,304.29 1,018,937.58 2022-23 771,637.06 244,687.56 1,619,721.80 744,221.36 2,391,358.86 988,908.92 2023-24 786,007.84 228,320.40 1,633,871.21 729,939.15 2,419,879.05 958,259.55 2024-25 744,553.37 222,608.83 1,647,751.89 804,516.87 2,392,305.26 1,027,125.70 2025-26 762,070.53 207,091.05 1,658,939.65 793,378.71 2,421,010.18 1,000,469.76 2026-27 779,252.41 191,159.45 1,669,696.39 782,233.56 2,448,948.80 973,393.01 2027-28 3,319,265.64 174,821.86 1,681,000.20 771,103.36 5,000,265.84 945,925.22 2028-29 322,923.70 90,212.88 1,692,828.14 759,981.82 2,015,751.84 850,194.70 2029-30 325,877.95 97,259.23 1,703,156.37 837,863.60 2,029,034.32 935,122.83 2030-31 327,687.30 93,699.94 1,711,551.28 830,211.47 2,039,238.58 923,911.41 2031-32 25,351.99 90,148.01 1,718,265.07 822,714.88 1,743,617.06 912,862.89 2032-33 21,899.32 93,600.68 1,726,265.64 815,435.11 1,748,164.96 909,035.79 2033-34 18,314.42 97,185.58 1,069,519.62 808,347.15 1,087,834.04 905,532.73 2034-35 14,592.21 100,907.79 585,308.93 820,874.59 599,901.14 921,782.38 2035-36 10,727.44 104,772.56 86,794.74 847,705.26 2036-37 6,714.65 108,785.35 54,327.63 880,172.37 2037-38 2,548.17 66,531.90 20,617.03 538,303.58 10,601,300.89 3,043,627.37 25,053,416.83 14,903,798.26 35,472,988.06 15,401,154.61 DEBT SCHEDULES Facility & Infrastructure Debt Service by Fiscal Year Fund 001, 401, 403 & Fund 401 Fund 401 Fund 001 Fund 001 405 2015 2013 2013 2013A GRAND TOTAL SRF Loan Revenue Note Revenue Note Revenue Note Revenue Note Pump Station & Force Utility System Recreation Complex Fiscal Yr Main Improvements Municipal Facilities Municipal Facilities & Equipment 2019-20 943,366.76 664,080.40 850,000.00 306,467.10 557,524.86 3,321,439.12 2020-21 943,366.76 663,115.60 849,999.99 306,422.20 557,525.30 3,320,429.85 2021-22 943,366.76 663,800.40 849,999.99 305,887.02 557,524.70 3,320,578.87 2022-23 943,366.76 664,076.40 850,000.00 309,637.04 557,524.58 3,324,604.78 2023-24 943,366.76 663,943.60 850,000.00 307,637.08 557,525.26 3,322,472.70 2024-25 943,366.76 663,402.00 950,000.00 305,137.44 557,524.76 3,419,430.96 2025-26 943,366.76 663,451.60 950,000.00 307,136.60 557,524.98 3,421,479.94 2026-27 943,366.76 663,063.20 949,999.99 308,387.28 557,524.58 3,422,341.81 2027-28 943,366.76 663,236.80 950,000.00 308,887.50 3,080,700.00 5,946,191.06 2028-29 943,366.76 663,943.20 950,000.00 308,636.58 2,865,946.54 2029-30 943,366.76 663,153.20 1,050,000.01 307,637.18 2,964,157.15 2030-31 943,366.76 663,896.00 1,049,999.99 305,887.24 2,963,149.99 2031-32 943,366.76 663,113.20 1,049,999.99 2,656,479.95 2032-33 943,366.76 663,834.00 1,049,999.99 2,657,200.75 2033-34 943,366.76 1,050,000.01 1,993,366.77 2034-35 471,683.52 1,050,000.00 1,521,683.52 2035-36 1,050,000.00 1,050,000.00 2036-37 1,050,000.00 1,050,000.00 2037-38 628,000.68 628,000.68 Total $ 14,622,184.92 $ 9,290,109.60 $ 18,028,000.64 $ 3,687,760.26 $ 7,540,899.02 $ 53,168,954.44 City of Fort Walton Beach, FL 26  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 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 $ - $ 278,317.90 $ 148,094.01 $ 6,777.00 $ 433,188.91 City of Fort Walton Beach, FL 27  CITY OF FORT WALTON BEACH, FL Summary of Estimated Financial Sources & Uses - All Funds Major Funds 1 GENERAL FUND UTILITIES FUND SANITATION FUND 2017-18 2018-19 2019-20 2017-18 2018-19 2019-20 2017-18 2018-19 2019-20 Actual Budget Budget Actual Budget Budget Actual Budget Budget Financial Sources Ad Valorem Taxes 6,041,303 6,293,118 6,293,119 - - - - - - Other Taxes 5,610,125 5,867,428 6,885,912 - - - - - - Licenses and Permits 2,157,111 2,359,976 4,535,934 - - - 10,037 10,037 10,037 Intergovernmental Revenue 4,029,164 3,171,713 3,235,874 - - - - - - Charges for Services 2,739,021 2,629,674 2,701,972 10,718,495 10,973,508 11,176,267 3,774,519 3,751,967 4,288,858 Fines and Forfeitures 95,091 95,961 104,695 - - - - - - Interest & Other Revenues 577,609 613,360 855,737 174,290 147,491 88,551 46,354 31,645 17,277 Other Financing Sources - 58,251 60,816 - - - - - - 21,249,424 21,089,481 24,674,060 10,892,785 11,120,999 11,264,818 3,830,910 3,793,649 4,316,172 Appropriation from Reserves - 332,164 1,118,639 - - - - - - $ 21,249,424 $ 21,421,645 $ 25,792,699 $ 10,892,785 $ 11,120,999 $ 11,264,818 $ 3,830,910 $ 3,793,649 $ 4,316,172 Interfund Transfers In 847,373 789,122 937,509 - - - - Total Financial Sources $ 22,096,795 $ 22,210,768 $ 26,730,208 $ 10,892,785 $ 11,120,999 $ 11,264,818 $ 3,830,910 $ 3,793,649 $ 4,316,172 Financial Uses General Government 3,631,410 3,516,533 4,077,060 - - - - - - Public Safety 9,808,371 10,411,433 11,707,386 - - - - - - Physical Environment 412,095 384,118 420,846 9,301,033 7,602,782 7,811,998 3,774,624 3,404,756 3,704,807 Transportation 762,058 974,711 801,279 - - - - - - Economic Environment - - - - - - - - - Culture & Recreation 4,477,927 4,945,559 5,185,935 - - - - - - Capital Outlay/Improvements 3,279,317 668,945 3,094,649 740,184 640,092 521,329 220,748 130,000 260,000 Debt Service 7,205 1,042,586 1,104,546 502,795 1,607,267 2,142,954 - - 85,001 Reclass of Capital for Depreciation - - - (740,184) - - (220,748) - - 22,378,383 21,943,886 26,391,701 9,803,828 9,850,142 10,476,281 3,774,624 3,534,756 4,049,808 Contingencies - 227,962 297,524 - 111,210 112,648 - 37,936 38,745 Reserves - - - - 516,926 - - 74,556 - $ 22,378,384 $ 22,171,847 $ 26,689,225 $ 9,803,828 $ 10,478,278 $ 10,588,929 $ 3,774,624 $ 3,647,249 $ 4,088,553 Interfund Transfers Out 1,021,261 38,922 40,983 642,721 642,721 675,889 146,401 146,401 227,619 Total Financial Uses $ 23,399,645 $ 22,210,768 $ 26,730,208 $ 10,446,549 $ 11,120,999 $ 11,264,818 $ 3,921,025 $ 3,793,649 $ 4,316,172 Net Increase/(Decrease) in (1,302,847) (332,164) (1,118,639) (1,477,850) 516,926 - (205,829) 74,556 - Fund Balance / Net Assets4 Fund Bal / Net Assets4 - Oct 1 12,162,313 10,859,466 10,527,302 10,695,479 9,217,629 9,734,555 2,228,968 1,984,091 2,058,647 4 Fund Bal / Net Assets - Sep 30 $ 10,859,466 $ 10,527,302 $ 9,408,663 $ 9,217,629 $ 9,734,555 $ 9,734,555 $ 1,935,093 $ 2,058,647 $ 2,058,647 Notes 1 Major funds each comprise at least 10% of the total appropriated budget 2 Other Governmental Funds - Law Enforcement Trust, Law Enforcement Training, Florida Building Code, CRA, CDBG, Debt Service, Beal Memorial 3 Other Enterprise Funds - Stormwater 4 Fund Balance / Net Assets amounts used are unrestricted, except CRA Fund which is committed to capital projects 28  Non-Major Funds 2 3 OTHER GOVERNMENTAL OTHER ENTERPRISE Total All Funds 2017-18 2018-19 2019-20 2017-18 2018-19 2019-20 2017-18 2018-19 2019-20 % of Actual Budget Budget Actual Budget Budget Actual Budget Budget Budget 1,090,214 1,139,801 1,352,976 - - - 7,131,517 7,432,919 7,646,095 16.2% - - - - - - 5,610,125 5,867,429 6,885,913 14.6% 428,924 387,249 355,325 - - - 2,596,072 2,757,262 4,901,296 10.4% 851,773 859,020 982,490 - - - 4,880,937 4,030,733 4,218,364 8.9% - - - 975,805 1,030,654 988,713 18,207,840 18,385,803 19,155,810 40.6% 6,287 4,000 4,000 - - - 101,378 99,961 108,695 0.2% 241,655 65,463 63,598 12,108 8,625 24,894 1,052,016 866,584 1,050,057 2.2% - - - 40,080 - - 40,080 58,251 60,816 0.1% 2,618,853 2,455,533 2,758,389 1,027,993 1,039,279 1,013,608 39,619,966 39,498,942 44,027,047 - 13,254 5,000 - - - - 345,418 1,123,639 2.4% $ 2,618,853 $ 2,468,787 $ 2,763,389 $ 1,027,993 $ 1,039,280 $ 1,013,608 $ 39,619,966 $ 39,844,360 $ 45,150,686 1,021,261 1,080,663 1,143,465 - - - 1,868,634 1,869,785 2,080,974 4.4% $ 3,640,114 $ 3,549,450 $ 3,906,854 $ 1,027,993 $ 1,039,280 $ 1,013,608 $ 41,488,600 $ 41,714,146 $ 47,231,660 - - - - - - 3,631,410 3,516,533 4,077,060 8.6% 776,059 384,396 361,966 - - - 10,584,430 10,795,829 12,069,353 25.6% 13,377 12,200 12,200 727,282 655,651 681,005 14,228,411 12,059,508 12,630,857 26.7% - - - - - - 762,058 974,711 801,279 1.7% 1,045,687 909,723 1,142,525 - - - 1,045,687 909,723 1,142,525 2.4% - - - - - - 4,477,927 4,945,559 5,185,935 11.0% 295,506 119,291 272,000 312,001 187,424 125,650 4,847,756 1,745,752 4,273,628 9.0% 1,008,360 1,041,741 1,104,543 - - 136,001 1,518,360 3,691,594 4,573,046 9.7% - - - - - - (960,932) - - 0.0% 3,138,989 2,467,351 2,893,235 1,039,283 843,075 942,656 40,135,107 38,639,209 44,753,681 - 3,996 - - 10,393 10,136 - 391,497 459,053 1.0% - 1,078,103 1,013,620 - 127,562 - - 1,797,147 1,013,620 2.1% $ 3,138,989 $ 3,549,450 $ 3,906,855 $ 1,039,283 $ 981,031 $ 952,793 $ 40,135,107 $ 40,827,853 $ 46,226,354 - - - - 58,251 60,816 1,810,383 886,296 1,005,309 2.1% $ 3,138,989 $ 3,549,450 $ 3,906,854 $ 1,039,283 $ 1,039,280 $ 1,013,608 $ 41,945,490 $ 41,714,146 $ 47,231,660 501,125 1,064,849 1,008,620 (11,290) 127,562 - (456,890) 1,451,729 (110,019) 2,453,654 3,289,457 4,354,306 1,110,626 1,099,336 1,226,898 28,651,040 26,449,979 27,901,708 $ 2,954,779 $ 4,354,306 $ 5,362,926 $ 1,099,336 $ 1,226,898 $ 1,226,898 $ 28,194,150 $ 27,901,708 $ 27,791,689 29  Executive Budget Summary Where the Money Comes From … … And Where the Money Goes Budgeted Revenues: $47,231,660 Budgeted Expenditures: $47,231,660 Ad Valorem Taxes , Debt Service, Reserves , $7,646,095 , 16.2% Other Taxes , Capital Outlay/ $4,573,046 , 9.7% Contingencies, $1,123,639 , 2.4% $6,885,913 , 14.6% Improvement, $459,053 , 1.0% $4,273,628 , 9.0% Reserves, Interfund Transfers , $1,013,620 , 2.1% $2,080,974 , 4.4% Culture & Licenses & Permits , Recreation, $5,185,935 , 11.0% Interfund Transfers, Interest & Other $4,901,296 , 10.4% $1,005,309 , 2.1% Revenues , $1,110,873 , 2.4% Economic General Environment, Government, $1,142,525 , 2.4% $4,077,060 , 8.6% Fines and State Revenue Forfeitures , Sharing & Other $108,695 , 0.2% Transportation, Intergov't , $801,279 , 1.7% $4,218,364 , 8.9% Stormwater Fees , $988,713 , 2.1% Physical Environment, Public Safety, Garbage Fees , Recreation, Golf, $12,630,857 , 26.7% $12,069,353 , 25.6% $4,288,858 , 9.1% Water & Sewer Fees Cemetery, Other Fees , $11,176,267 , , $2,701,972 , 5.7% 23.7% User Fees are the largest revenue source for the City Physical Environment includes water, sewer, at 40.6% and generate $19.1M. Unlike taxes, these garbage, stormwater, and cemetery operations, charges are directly related to the service received comprising the largest expense to the City at and are collected for recreation & golf activities, $12.6M, or 26.7%. water & sewer services, garbage collection, and Public Safety includes police, fire, code stormwater. enforcement, and building inspection and totals Ad Valorem (Property) Taxes are the City’s second $12M, or 25.6%, of expenses. largest revenue source at $7.6M, or 16.2%, of Recreation & Cultural Services totals $5.1M, or revenues. Property taxes fund essential services such 11.0%, of expenses and includes parks & recreation as police, fire, planning, & code enforcement. programs and facilities, senior activities, library, Other Taxes total $6.8M and are the third largest museums, and golf courses. revenue source at 14.6%. This category includes local option gas tax, ½ cent sales 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 2019-20 FY 2018-19 $ Variance % Variance General Fund 26,730,208 22,210,768 4,519,440 20.3% Law Enf. Trust Fund 7,309 7,309 - 0.0% Law Enf. Training 4,097 4,097 - 0.0% FBC Fund 357,560 399,603 (42,043) (10.5)% CDBG Fund 151,789 138,113 13,676 9.9% CRA Fund 2,216,134 1,893,165 322,969 17.1% Debt Service Fund 1,104,543 1,041,741 62,802 6.0% Utilities Fund 11,264,818 11,120,999 143,819 1.3% Sanitation Fund 4,316,172 3,793,649 522,523 13.8% Stormwater Fund 1,013,608 1,039,280 (25,672) (2.5)% Beal Memorial Fund 65,422 65,422 - 0.0% GRAND TOTAL $47,231,660 $41,714,146 $5,517,514 13.23% City of Fort Walton Beach, FL 30 Executive Budget Summary Operating Budget Capital Budget $42,958,036 $4,251,628 $14 $3,000 $12 $2,500 $10 $2,000 $8 Millions Thousands $1,500 $6 $1,000 $4 $2 $500 $0 $0 Highlights for the upcoming year include: General Government is comprised of the City IT Replacements – 27 computers, 14 laptops, 2 Council, City Manager, IT, Human servers, 8 tablets & 2 Cisco network switches Resources, City Clerk, Finance, Purchasing, Development Services, Fleet, and Vehicle Replacements – 6 police patrol vehicles, 5 Facilities. These groups shape overall City policy trucks, 1 fire engine (rescue upgrade), 1 asphalt and/or provide guidance and assistance to other truck, 1 vactron vacuum truck, 1 sideloader departments and the public. Facility Repairs – Fire: Station 6 removal water Public Safety includes Police, Fire, Code damage East wall; Museum: Mound lighting; Golf: Enforcement, and Building Permitting & storage shed, tee box renovations, paint building Inspections. These groups monitor the interior; Recreation: resurface gym floor, safety and welfare of City Auditorium motorized curtain replacement property owners. Street Resurfacing/Restriping – Resurfacing: Physical Environment includes the production and Yacht Club Drive Ne from Cinco Bayou to Ferry distribution of drinking water, collection and Road NE treatment of wastewater, collection of Sidewalk Construction – Construct new sidewalk residential and commercial garbage, on Lake Drive NW from Destin Drive NW to recycling, management of stormwater and Virginia Drive NW environmental issues, and cemetery operations. Sewer Grouting & Lining – locations based upon Transportation includes right-of-way, engineering, video reports, maintenance, and flow monitoring and streets. Storm Drainage Improvement – identified in the Economic Environment includes the CDBG five-year schedule listed in the Stormwater Master program for low-moderate income Plan families and the CRA program to revitalize blighted areas. Recreation activities include neighborhood and facility parks, a tennis center, a library, a museum complex, a recreation complex, and two 18-hole golf courses. City of Fort Walton Beach, FL 31 Executive Budget Summary Did You Know? . . . The City of Fort Walton Beach comprises 35.5% of a citizen’s tax bill. One mill equals $1 per $1,000 of taxable property value. Over 12% of properties within the City have exemptions that enable them to pay no property taxes (i.e. homestead exemptions). Other Financing Sources Other Taxes Intergov't Revenue Fines & Forfeitures $2,141,790 $6,885,913 $4,218,364 $108,695 Ad Valorem Taxes Licenses & Permits Charges for Services Interest & Other Fund Balance / Net Assets $7,646,095 $4,901,296 $19,155,810 $1,050,057 $1,123,639 67% of residents & 58% of businesses will pay $50.00 or less per month in City property taxes That’s far less than two common monthly bills…. Basic Cable TV & Internet Cell Phone $109.99 $129.98 City of Fort Walton Beach, FL 32 Executive Budget Summary Revenues by Category Budget 2019-20 Budget 2018-19 Actual 2017-18 Actual 2016-17 Actual 2015-16 $0 $5 $10 $15 $20 $25 Millions Fund Balance / Net Assets / Transfers Other Financing Sources Interest & Other Fines & Forfeitures Charges for Services Intergov't Revenue Licenses & Permits Other Taxes Ad Valorem Taxes Expenses by Category Budget 2019-20 Budget 2018-19 Actual 2017-18 Actual 2016-17 Actual 2015-16 $0 $2 $4 $6 $8 $10 $12 $14 $16 Millions Other Financing Uses Debt Service Capital (net of Reclass) Culture & Recreation Economic Environment Transportation Physical Environment Public Safety General Government City of Fort Walton Beach, FL 33 Executive Budget Summary Cost of . . . One Police Officer, 24 Hrs/Day Starting Salary 37,093 Incentive Pay 3,120 Overtime 799 Holiday Worked 1,464 Cost of . . . Health Insurance 15,453 One Firefighter/EMT, 24 Hrs/Day Pension 17,419 Starting Salary 37,203 Federal Taxes 3,250 Incentive Pay 1,800 Overtime 2,227 Cost to . . . Workers Comp 1,336 Holiday Worked 1,155 Maintain 10 Acres of Park Personnel $ 79,934 Health Insurance 15,453 Salaries 25,094 Equipment & Supplies 2,133 Pension 23,593 Health Insurance 15,453 Vehicle Fuel & Repair 6,018 Pension 1,882 Federal Taxes Workers Comp 3,243 2,146 Insurance Vehicle Insurance 827 327 Federal WorkersTaxes Comp 1,920 612 Personnel $ 86,820 Operating $ 8,978 Personnel $ 44,961 Annual Recurring 88,912 Physicals,Immunizations 350 Uniform Replacement Training/Other 335 1,000 Utilities & Fuel 4,913 Immunizations 250 Operating $ 1,685 Vehicle/Equip Repair 799 Radio,Uniform,Vest,Gun 2,437 Grounds Maintenance Other 3,840 1,146 Annual Recurring 88,505 Vehicle & Equipment In-Car Video System 44,000 5,425 Operating $ 10,698 Uniform 2,949 Non-Recurring $ 46,687 Annual Recurring 55,659 Non-Recurring $ 2,949 Total Cost to Hire & Total Cost to Hire & ½ Ton Truck 24,000 Equip One Officer $ 135,599 Equip One Firefighter $ 91,454 52" Mower 19,500 Field Rake 9,800 2 Officers Required 3 Firefighters Required (min . ma n n in g ) Trailer 2,500 for 24 Hour Coverage x2 for 24 Hour Coverage x3 Backpack Blower 450 Total Cost $ 271,198 16" Chainsaw 300 Total Cost $ 274,361 Non-Recurring $ 56,550 The cost per day for one police Total Cost $ 112,209 officer is $743.01 The cost per day for one firefighter/EMT is $751.67 The cost per day to maintain The City has 50 sworn police officers 10 acres of parks is $307.42 The City has 44 firefighters The City has 182.7 acres of park City of Fort Walton Beach, FL 34  CITY OF FORT WALTON BEACH, FL Revenue Trends - All Funds Revenues by Fund $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 General Fund FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2015-16 2016-17 2017-18 2018-19 2019-20 Variance Variance General Fund 20,663,018 20,727,459 22,096,795 22,210,768 26,730,208 4,519,440 20.35% Law Enf. Trust Fund** 24,227 25,155 7,720 7,309 7,309 - 0.00% Law Enf. Training Fund** 5,906 4,918 4,648 4,097 4,097 - 0.00% FL Bldg Code Fund 377,649 411,818 405,790 399,603 357,560 (42,043) -10.52% CDBG Fund 117,087 246,186 60,589 138,113 151,789 13,675 9.90% CRA Fund 1,702,177 1,742,543 1,926,576 1,893,165 2,216,134 322,969 17.06% Debt Service Fund 997,306 990,703 1,021,261 1,041,741 1,104,543 62,803 6.03% Utilities Fund 10,123,818 11,114,323 10,892,785 11,120,999 11,264,818 143,820 1.29% Sanitation Fund 3,599,838 3,735,232 3,830,910 3,793,649 4,316,172 522,523 13.77% Stormwater Fund 1,372,919 1,512,242 1,027,993 1,039,280 1,013,608 (25,672) -2.47% Beal Memorial Fund** 216,372 305,378 213,530 65,422 65,422 - 0.00% Revenues 39,200,317 40,815,957 41,488,600 41,714,146 47,231,660 5,517,514 13.23% ** not included on chart Revenues by Category $40 $30 Millions $20 $10 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Fines & Forfeitures Actual Actual Actual Budget Budget % 2015-16 2016-17 2017-18 2018-19 2019-20 $ Variance Variance Ad Valorem Taxes 6,602,563 6,844,049 7,131,517 7,432,919 7,646,095 213,176 2.87% Other Taxes 5,338,748 5,376,343 5,610,125 5,867,429 6,885,913 1,018,484 17.36% Licenses & Permits 2,634,043 2,524,215 2,596,072 2,757,262 4,901,296 2,144,034 77.76% Intergov't Revenue 4,322,696 4,266,425 4,880,937 4,030,733 4,218,364 187,631 4.66% Charges for Services 16,987,101 18,022,048 18,207,840 18,385,802 19,155,810 770,008 4.19% Fines & Forfeitures 121,513 127,406 101,378 99,961 108,695 8,734 8.74% Interest & Other 885,428 1,274,908 1,052,016 866,584 1,050,057 183,473 21.17% Other Financing Sources 504,288 586,146 40,080 58,251 60,816 2,565 0.00% Fund Balance / Net Assets / Transfers 1,803,937 1,794,419 1,868,634 2,215,203 3,204,613 989,410 44.66% Revenues 39,200,317 40,815,957 41,488,600 41,714,146 47,231,660 5,517,514 13.23% 35  CITY OF FORT WALTON BEACH, FL Expenditure Trends - All Funds Expenditures by Fund $45 $40 $35 $30 Millions $25 $20 $15 $10 $5 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 General Fund* FL Bldg Code Fund CRA Fund Debt Service Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2015-16 2016-17 2017-18 2018-19 2019-20 Variance Variance General Fund* 20,153,995 20,217,391 22,096,795 22,210,768 26,730,208 4,519,440 20.35% Law Enf. Trust Fund** 21,567 130,335 7,309 7,309 7,309 - 0.00% Law Enf. Training Fund** 16,780 4,429 7,197 4,097 4,097 - 0.00% FL Bldg Code Fund 340,612 416,683 368,811 399,603 357,560 (42,043) -10.52% CDBG Fund* 119,072 254,125 119,807 138,113 151,789 13,675 9.90% CRA Fund 2,139,079 1,627,422 1,738,969 1,893,165 2,216,134 322,969 17.06% Debt Service Fund 1,001,599 990,703 1,042,894 1,041,741 1,104,543 62,803 6.03% Utilities Fund 10,060,160 10,031,847 11,139,019 11,120,999 11,264,818 143,820 1.29% Sanitation Fund 3,407,992 3,830,618 3,804,419 3,793,649 4,316,172 522,523 13.77% Stormwater Fund 611,351 681,541 975,867 1,039,280 1,013,608 (25,672) -2.47% Beal Memorial Fund** 12,604 33,341 75,554 65,422 65,422 - 0.00% Expenditures 37,884,811 38,218,434 41,376,640 41,714,146 47,231,660 5,517,513 13.23% ** not included on chart Expenditures by Category $40 $30 Millions $20 $10 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 General Government Public Safety Physical Environment Transportation Economic Environment Culture & Recreation Actual Actual Actual Budget Budget % 2015-16 2016-17 2017-18 2018-19 2019-20 $ Variance Variance General Government 3,017,374 3,228,767 3,062,560 3,516,533 4,077,060 560,527 15.94% Public Safety 9,053,178 9,913,344 10,584,430 10,795,829 12,069,353 1,273,524 11.80% Physical Environment 13,781,136 13,630,039 14,228,411 12,059,508 12,630,857 571,349 4.74% Transportation 852,602 890,762 762,058 974,711 801,279 (173,432) -17.79% Economic Environment 1,432,788 1,468,393 1,045,687 909,723 1,142,525 232,802 25.59% Culture & Recreation 4,196,979 4,170,787 4,477,927 4,945,559 5,185,935 240,376 4.86% Capital (net of Reclass) 2,105,686 1,598,285 4,847,756 1,745,752 4,273,628 2,527,876 144.80% Debt Service 1,646,884 1,523,638 1,518,360 3,691,594 4,573,046 881,452 23.88% Other Financing Uses 1,798,184 1,794,419 849,451 3,074,940 2,477,982 (596,958) -19.41% Expenditures 37,884,811 38,218,434 41,376,640 41,714,146 47,231,660 5,517,513 13.23% 36 Revenues FY 2019-20 Budgeted Revenues $47,231,660 Ad Valorem Taxes , Other Taxes , $7,646,095 , 16.2% $6,885,913 , 14.6% Reserves , $1,123,639 , 2.4% Interfund Transfers , Licenses & Permits , $2,080,974 , 4.4% $4,901,296 , 10.4% Interest & Other Revenues , $1,110,873 , 2.4% State Revenue Sharing Fines and Forfeitures , & Other Intergov't , $108,695 , 0.2% $4,218,364 , 8.9% Stormwater Fees , $988,713 , 2.1% Recreation, Golf, Garbage Fees , Cemetery, Other Fees , $4,288,858 , 9.1% $2,701,972 , 5.7% Water & Sewer Fees , $11,176,267 , 23.7% 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 $19.2M and are the largest source of revenue for the City at 40.6%. Unlike taxes, these charges are directly related to the service received. User fees include leisure services such as recreation programs, senior activities, library, museums, and golf; fire assessments; water and sewer service; garbage collection; and stormwater management. Fees are set by City Council based on the cost of providing these services, reviewed and adjusted annually as part of the budget process, and published in the Comprehensive Fee Schedule. Revenues are budgeted based on historical usage and/or number of customers, adjusted for current rates. $12 Water and sewer rates will generate approximately $11.2M in revenues. A new five- $10 year utility rate study, which includes stormwater $8 and sanitation is in process and will likely be Millions adopted in January 2020. The study determines $6 the required rates to generate sufficient revenue to $4 sustain renewal and replacement reserves and account for debt service requirements and is $2 updated on an annual basis to account for real- $0 time revenues, expenses, and changes within the Recreation Water & Sewer Garbage Stormwater/Other utility system. 2015-16 2016-17 2017-18 Budget 2018-19 Budget 2019-20 Garbage fees account for $3.8M in revenues. Recreation and other fees – recreation programs, park rentals, senior activities, the library, museums, golf, and cemetery sales – generate $4.3M in revenues. Stormwater user fees comprise $1.0M in revenues at a residential-equivalent unit of $4.75 per City of Fort Walton Beach, FL 37 Revenues month. Ad Valorem (Property) Taxes – Citywide, the 2019 gross taxable property value for operating purposes is $1.440 billion, an increase of $84 million, or 6.22%, from the 2018 final gross taxable property value of $1.356 billion. Ad valorem taxes levied by the City comprise $7.6M, or 16.2%, of total revenues. 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. Property tax revenues are allocated to the CRA Fund based on the growth in assessed value from the base year (i.e. year of CRA designation). Funding from County property taxes comprises $831K, or 37.5%, of CRA Fund revenues. 1,600 9 1,400 8 Ad Valorem Taxes (millions) 7 1,200 Taxable Value (millions) 6 1,000 5 800 4 600 3 400 2 200 1 - - 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 General Fund CRA Fund Tax Revenue Millage As the chart above depicts, the City maintained its millage rate in FY 2009-10 and reduced personnel and other expenses in response to lower tax revenues as property values began to fall. The millage rate was increased in FY 2010-11 in order to maintain revenues, as the recession was in full swing. Further staffing and operational cuts were made in FY 2011-12 and FY 2012-13. 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. As property values continue to rise, the City has lowered the millage rate to 5.6395 mills, which is the millage rate that the proposed budget is predicated on. This rate, known as the rolled-back rate, generates the same amount of property tax revenue as the prior year, even with the increases in property values. One mill equals $1 per $1,000 of taxable property value. Franchise Fees & Utility Taxes – The City’s franchise fee agreements provide a 6% rate on gross electric and gas sales of utility companies serving $3.0 Fort Walton Beach. A $1.84 per ton sanitation $2.5 host fee on garbage collected outside the City limits and brought to the transfer station is also $2.0 collected per contract. Franchise fees comprise Millions $1.5 $2.0M, or 4.3%, of revenues and have decreased 13.7% over the previous fiscal year. $1.0 Utility taxes are contractually levied against $0.5 electric, gas, and water revenues of local utility $0.0 companies at the rate of 10%. Over the past five Franchise Fees Utility Taxes 2015-16 2016-17 2017-18 Budget Budget years revenues have steadily increased. This year, 2018-19 2019-20 City of Fort Walton Beach, FL 38 Revenues these revenues are expected to decrease by 11.3%. A large portion of electric and natural gas utility bills is exempt since the tax on the fuel charge component is based on 1973 fuel prices (and therefore immaterial to a great extent). Utility taxes are anticipated to generate $2.8M, or 5.9%, 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, $1.1M is budgeted, which is an 8.6% decrease when compared to FY 2018-19. 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 category includes a $4.00 state-shared revenue distribution, derived from $3.75 $3.50 net 6% state sales tax revenue (which is the $3.25 $3.00 largest source of revenue sharing for local $2.75 $2.50 governments), as well as a ½ cent county- $2.25 Millions $2.00 distributed sales tax, implemented by voters in $1.75 $1.50 FY 2018-19. Together, this revenue source is $1.25 $1.00 anticipated to generate approximately $3.7M, or $0.75 $0.50 7.9%, of total revenues. The revenue estimate, $0.25 $0.00 also published by the Office of Economic and Communication Services Tax Sales Tax Municipal Revenue Local Option Fuel Sharing Tax Demographic Research (EDR), which has 2015-16 2016-17 2017-18 Budget Budget rebounded as the economy has improved, is 2018-19 2019-20 estimated to decline slightly by 3.2%. Municipal Revenue Sharing – This is funded by 1.3409% of sales and use tax collections, 12.5% of state alternative fuel user decal collections, and the net collections from the one-cent municipal fuel tax. This revenue estimate is published by the Office of Economic and Demographic Research (EDR), and is budgeted at $917K, or 1.9%, of total revenues. EDR anticipates this revenue source to remain relatively stable. Local Option Fuel Tax – These proceeds are allocated via a ten-year interlocal agreement between the county and municipalities based on transportation expenditures. Counties are authorized to levy up to 12 cents of local option fuel taxes in the form of three separate levies. The first is 1 cent; the City does not receive a portion of this. The second is 1 to 6 cents; the County levies the full 6 cents and the City receives 9.7956%. The third is 1 to 5 cents, of which the County currently levies 3 cents. The City’s local option fuel tax proceeds for FY 2019-20 are budgeted at $564K and $263K, respectfully. This revenue source is anticipated to decrease on an average of 10.4%. Interfund Transfers – Interfund transfers represent $2.1M, or 4.4%, 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 $41K 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 $675K from the Utilities Fund and $61K from the Stormwater Fund (6% of water & sewer and stormwater fees) as a franchise/right-of-way access fee and $228K from the Sanitation Fund to compensate for additional roadway wear & tear caused by heavy sanitation trucks. City of Fort Walton Beach, FL 39  Expenditures FY 2019-20 Budgeted Expenditures $47,231,660 Debt Service , Capital Outlay/ Contingencies , $459,053 , $4,573,046 , 9.7% Improvement , 1.0% $4,273,628 , 9.0% Reserves , $1,013,620 , 2.1% Culture & Recreation , Interfund Transfers , $5,185,935 , 11.0% $1,005,309 , 2.1% Economic Environment General Government , , $1,142,525 , 2.4% $4,077,060 , 8.6% Transportation , $801,279 , 1.7% Public Safety , Physical Environment , $12,069,353 , 25.6% $12,630,857 , 26.7% Physical Environment – This category comprises $12.6M, or 26.7% 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 $12.1M, or 25.6%, of total 2015-16 2016-17 2017-18 Budget 2018-19 Budget 2019-20 expenses. The increase in FY 2017-18 was attributable to the defined benefit pension contribution increases caused by State changes in $6.10 mortality assumptions, which has levelled out in $5.35 FY 2019-20. $4.60 $3.85 Recreation & Cultural Services – This category equals $5.2M, or 11.0%, of total Millions $3.10 $2.35 expenses and includes parks & recreation $1.60 programs and facilities, senior activities, library, $0.85 museums, and golf courses. A portion of these $0.10 -$0.65 Police Fire Code Enf Bldg Insp leisure service expenses are offset by revenues such as facility and park rentals, youth and adult 2015-16 2016-17 2017-18 Budget Budget athletic fees, recreation center memberships, and 2018-19 2019-20 City of Fort Walton Beach, FL 40 Expenditures museum entrance fees. This category is relatively flat when compared to FY 2018-19. After opening a new recreation complex in May 2015, the department is settling in at the new facility, and continues to bring multiple sports tournaments to the City. General Government – This category is $4.1M, or 8.6%, of total expenses and includes the following units of City government funded from ad valorem tax proceeds that provide support services to other departments and information to $5.0 the public: City Council, City Manager, City $4.5 Clerk, information technology, human resources, $4.0 $3.5 risk management, accounting, budgeting, $3.0 Millions purchasing, planning, fleet, and facilities. $2.5 $2.0 Debt Service – This category totals $4.6M, or $1.5 9.7%, of total expenses and includes principal and $1.0 interest payments for the City’s equipment and $0.5 facilities funded via capital lease/purchase, $0.0 General Gov't revenue notes, or other debt financing. In FY 2015-16 2016-17 2017-18 Budget Budget 2018-19, the City issued new debt to pay for a new 2018-19 2019-20 facility that consolidates eleven (11) existing facilities. Capital Outlay/Improvement – This category $3.0 comprises $4.3M, or 9.0%, of total expenses. $2.5 Capital outlay includes the purchase of computers, vehicles, equipment, and other assets $2.0 Millions with a value greater than $1,000 and a useful life $1.5 of more than one year. Capital improvement $1.0 includes the acquisition, construction, replacement, or renovation of facilities and $0.5 infrastructure with a value greater than $25,000 $0.0 and a useful life of ten years or more (e.g. Capital Outlay Capital Improvement buildings, parks, streets, and water and sewer 2015-16 2016-17 2017-18 Budget Budget 2018-19 2019-20 lines). IT funding of $78K includes various laptops and desktops replacements. Vehicle and equipment replacements in the amount of $2.7M includes 6 police patrol vehicles, 5 trucks, 1 fire engine, 2 knuckleboom loaders, and 1 asphalt truck. The following capital improvement projects are budgeted at a total cost of $545K: water line replacement, stormwater drain improvements, facility repairs, sidewalk construction, sewer grouting/lining and street resurfacing/restriping. Various other improvements are detailed in the Executive Summary of this document. Interfund Transfers – Interfund transfers represent $2.1M, or 4.4%, of total expenses. Transfers to the General Fund total $1.9M based on the Cost Allocation Plan, which provides reasonable and proportionate reimbursement for services provided to enterprise and special revenue funds such as city clerk, city council (including city attorney), city manager, administrative services (i.e. human resources, risk management, information technology), financial services (i.e. budget, grants, accounting, accounts payable, payroll, purchasing), and engineering services (i.e. engineering, fleet, facilities). City of Fort Walton Beach, FL 41 Expenditures Economic Environment – This category totals $2.0 $1.1M, or 2.4%, of total expenses and includes the $1.8 Community Development Block Grant (CDBG) $1.6 $1.4 program for low-moderate income families and $1.2 the Community Redevelopment Agency (CRA) Millions $1.0 to revitalize blighted areas. CDBG funding $0.8 comes from the U.S. Department of Housing and $0.6 Urban Development. CRA activities are funded $0.4 $0.2 from a portion of City and County tax dollars. Ad $0.0 valorem revenues are anticipated to increase and CDBG CRA the additional funding will be utilized for various 2015-16 2016-17 2017-18 Budget Budget 2018-19 2019-20 Capital Improvement Projects. The timing of capital projects accounts for the annual fluctuations in prior years. Transportation – This category represents $0.9 $801K, or 1.7%, of total expenses and includes $0.8 streets, right-of-way, and engineering. Roadway- $0.7 related expenses are funded in large part by local $0.6 Millions $0.5 option fuel tax proceeds and reimbursements from $0.4 the Florida Department of Transportation. $0.3 Reserves – Reserve funds are budgeted if $0.2 anticipated revenues exceed budgeted expenses or $0.1 for the specific purpose of rebuilding fund balance $0.0 Streets Right-of-Way Engineering (governmental funds) or net assets (enterprise 2015-16 2016-17 2017-18 Budget Budget funds). Reserves totaling $1.0M, or 2.1%, of 2018-19 2019-20 expenses are budgeted in the General, Florida Building Code, CRA, Utilities, Sanitation, Stormwater, and Beal Memorial Cemetery funds. The City is planning to utilize CRA fund balance to complete improvements at the Landing Park, in conjunction with grant funding. As it is unknown when the grant funding will be received, a budget amendment will be prepared if needed during the fiscal year. In addition, projects planned to be funded from the new ½ cent sales tax proceeds are included in this category. Contingencies – Contingency funds total $459K, or 1.0%, 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 42  CITY OF FORT WALTON BEACH, FL Total Expenditures by Category - All Funds Capital Capital Debt Cost Interfund Replenish 2019-20 2018-19 Budget Change Outlay Improv. Service Allocation Transfer Reserves Budget Budget $ % City Council - - - - - - 430,759 470,034 (39,275) -8.36% City Manager - - - - - - 410,506 431,298 (20,792) -4.82% Human Resources - - - - - - 317,424 355,331 (37,907) -10.67% Information Technology - - - - - - 469,962 510,735 (40,773) -7.98% Risk Management - - - - - - 569,764 569,764 - 0.00% City Clerk - - - - - - 243,244 256,698 (13,454) -5.24% Finance - - - - - - 696,036 733,215 (37,179) -5.07% Purchasing - - - - - - 192,675 181,324 11,350 6.26% Police 176,000 - 144,040 - - - 6,218,601 5,964,958 253,643 4.25% Fire - - 244,487 - - - 5,865,209 4,858,439 1,006,771 20.72% Recreation 25,000 - 541,485 - - - 1,825,250 1,656,474 168,776 10.19% Parks/Right-of-way 71,000 - - - - - 1,080,234 1,262,078 (181,844) -14.41% Golf Club - - - - - - 894,550 862,759 31,791 3.68% Golf Grounds - - 3,234 - - - 1,181,643 1,132,594 49,048 4.33% Library 35,000 - 18,389 - - - 636,004 606,489 29,514 4.87% Museum - - - - - - 262,362 269,033 (6,671) -2.48% Cemetery - - - - 40,983 - 461,830 431,040 30,790 7.14% Growth Management - - - - - - 161,906 196,420 (34,514) -17.57% Planning & Zoning - - - - - - 187,113 247,822 (60,709) -24.50% Code Enforcement - - - - - - 188,102 191,269 (3,167) -1.66% Fleet - - - - - - 579,696 556,424 23,272 4.18% Facilities 24,000 - 152,912 - - - 1,163,706 1,037,590 126,116 12.15% Streets 22,000 - - - - - 661,372 735,810 (74,438) -10.12% 1/2 Cent Sales Tax 2,694,639 - - - - - 2,694,639 - 2,694,639 100.00% Non-Departmental-001 47,010 - - (1,986,705) - - (662,377) (1,306,830) 644,453 -49.31% General Fund 3,094,649 - 1,104,546 (1,986,705) 40,983 - 26,730,208 22,210,768 4,519,440 20.35% Law Enf. Trust Fund - - - - - - 7,309 7,309 - 0.00% Law Enf. Training Fun - - - - - - 4,097 4,097 - 0.00% FBC Fund 7,000 - - 47,011 - - 357,560 399,603 (42,043) -10.52% CDBG Fund - - - - - - 151,789 138,113 13,675 9.90% CRA 265,000 - - 178,171 - 960,398 2,216,134 1,893,165 322,969 17.06% CRA Fund 265,000 - - 178,171 - 960,398 2,216,134 1,893,165 322,969 17.06% Debt Service Fund - - 1,104,543 - - - 1,104,543 1,041,741 62,803 6.03% Customer Service - - - - - - 482,013 460,207 21,806 4.74% Utility Services - - 535,501 - - - 1,140,901 526,807 614,095 116.57% GIS - - - - - - 246,039 280,463 (34,425) 100.00% Water Operations 29,500 - 116,947 - - - 1,114,450 1,159,883 (45,433) -3.92% Water Distribution 92,309 - 180,365 - - - 699,446 725,594 (26,148) -3.60% Sewer Collect&Treatmt 200,000 195,000 1,310,141 - - - 5,622,551 5,553,234 69,317 1.25% Non-Departmental-401 4,520 - - 1,155,411 675,889 - 1,959,418 2,414,811 (455,393) -18.86% Utilities Fund 326,329 195,000 2,142,954 1,155,411 675,889 - 11,264,818 11,120,999 143,820 1.29% Solid Waste 260,000 - 85,001 - - - 3,374,350 2,993,520 380,830 12.72% Recycling - - - - - - 266,848 141,371 125,476 88.76% Non-Departmental-403 - - - 406,311 227,619 - 674,974 658,758 16,216 100.00% Sanitation Fund 260,000 - 85,001 406,311 227,619 - 4,316,172 3,793,649 522,522 13.77% Stormwater 124,750 - 136,001 - - - 768,916 673,942 94,974 14.09% Non-Departmental-405 900 - - 172,214 60,816 - 244,692 365,338 (120,646) -33.02% Stormwater Fund 125,650 - 136,001 172,214 60,816 - 1,013,608 1,039,280 (25,672) -2.47% Beal Memorial Fund - - - - - 53,222 65,422 65,422 - 0.00% TOTAL ALL FUNDS 4,078,628 195,000 4,573,046 (27,588) 1,005,308 1,013,620 47,231,660 41,714,146 5,517,517 13.23% 43 44  CITY OF FORT WALTON BEACH, FL Personal Services Trends - All Funds Personal Services by Fund $24 $20 $16 Millions $12 $8 $4 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 General Fund Law Enf. Trust Fund Law Enf. Training Fund FL Bldg Code Fund CDBG Fund CRA Fund Utilities Fund Sanitation Fund Stormwater Fund Actual Actual Actual Budget Budget $ % 2015-16 2016-17 2017-18 2018-19 2019-20 Variance Variance General Fund 13,548,762 13,992,146 16,702,585 16,871,688 18,349,095 1,477,407 8.76% Law Enf. Trust Fund - - - - - - 0.00% Law Enf. Training Fund - - - - - - 0.00% FL Bldg Code Fund 213,551 230,067 265,105 271,590 242,343 (29,247) 0.00% CDBG Fund 8,180 14,121 21,191 24,852 24,852 - 0.00% CRA Fund 490,959 441,202 357,543 366,995 426,406 59,411 16.19% Utilities Fund 1,902,177 2,291,470 2,498,700 2,483,751 2,528,416 44,665 1.80% Sanitation Fund 971,424 1,206,972 1,208,900 1,190,614 1,252,170 61,556 5.17% Stormwater Fund 251,922 281,006 320,538 323,941 352,483 28,542 8.81% Personal Services 17,386,973 18,456,984 21,374,563 21,533,431 23,175,766 1,642,335 7.63% Personal Services by Category $24 $20 $16 Millions $12 $8 $4 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Salaries Social Security Medicare Retirement Health/Dental/Life Ins. Workers Comp. Unemployment Comp. Actual Actual Actual Budget Budget % 2015-16 2016-17 2017-18 2018-19 2019-20 $ Variance Variance Salaries 11,716,831 11,866,601 13,368,357 13,559,443 15,204,574 1,645,131 12.13% Social Security 680,741 686,655 728,634 733,117 773,667 40,550 5.53% Medicare 159,431 160,755 170,476 171,453 181,011 9,558 5.57% Retirement 2,927,337 3,595,064 4,553,452 4,225,120 3,799,400 (425,720) -10.08% Health/Dental/Life Ins. 1,612,085 1,757,194 2,203,041 2,422,399 2,744,777 322,378 13.31% Workers Comp. 290,001 386,235 325,602 396,899 447,335 50,436 12.71% Unemployment Comp. 547 4,479 25,000 25,000 25,000 - 0.00% Personal Services 17,386,973 18,456,984 21,374,563 21,533,431 23,175,766 1,642,335 7.63% 45  CITY OF FORT WALTON BEACH, FL Personal Services by Category - All Funds Service Incentive/ Gross Overtime Total Wages Awards Merit Pay Add Pays Wages & Holiday Wages City Council 41,356 - - - 41,356 - 41,356 City Manager 270,303 271 - - 270,574 - 270,574 Human Resources 208,444 54 - - 208,498 - 208,498 Information Technology 222,852 - - - 222,852 - 222,852 City Clerk 119,277 - - - 119,277 25 119,302 Finance 346,697 217 - - 346,914 400 347,314 Purchasing 133,323 - - - 133,323 100 133,423 Police 2,894,472 324 94,223 6,000 2,995,019 309,046 3,304,065 Fire 2,551,036 921 45,949 - 2,597,906 376,460 2,974,366 Recreation 565,576 379 - 565,955 - 565,955 Parks/Right-of-Way 431,193 - - - 431,193 4,020 435,213 Golf Club 411,545 270 - - 411,815 100 411,915 Golf Grounds 534,432 488 - - 534,920 3,765 538,685 Library 323,318 108 - - 323,426 200 323,626 Museum 158,832 - - - 158,832 20 158,852 Cemetery 111,374 - - - 111,374 600 111,974 Engineering Services 105,491 - - - 105,491 - 105,491 Planning & Zoning 107,523 - - - 107,523 150 107,673 Code Enforcement 101,252 - - - 101,252 150 101,402 Fleet 323,581 - - - 323,581 1,500 325,081 Facilities 236,495 - - - 236,495 - 236,495 Streets 156,977 - - - 156,977 1,000 157,977 Non-Departmental 891,711 - - - 891,711 - 891,711 General Fund 11,247,060 3,032 140,172 6,000 11,396,264 697,536 12,093,800 FL Bldg Code Fund 156,109 - - - 156,109 1,000 157,109 CDBG Fund 24,852 - - - 24,852 - 24,852 CRA 227,086 - 24,022 - 251,108 17,627 268,735 CRA Fund 227,086 - 24,022 - 251,108 17,627 268,735 Customer Service 177,915 - - - 177,915 500 178,415 Utility Services 321,916 758 - - 322,674 - 322,674 GIS 135,842 - - - 135,842 - 135,842 Water Operations 287,959 - - - 287,959 14,350 302,309 Water Distribution 168,904 - - - 168,904 23,450 192,354 Sewer Collect & Treatmt 488,841 379 - - 489,220 32,000 521,220 Non-Departmental 10,000 - - - 10,000 - 10,000 Utilities Fund 1,591,377 1,137 - - 1,592,514 70,300 1,662,814 Solid Waste 708,817 433 - - 709,250 29,600 738,850 Recycling 37,368 108 - 37,476 1,590 39,066 Non-Departmental 1,500 - - - 1,500 - 1,500 Sanitation Fund 747,685 541 - - 748,226 31,190 779,416 Stormwater 216,240 108 - - 216,348 1,000 217,348 Non-Departmental 500 - - - 500 - 500 Stormwater Fund 216,740 108 - - 216,848 1,000 217,848 TOTAL ALL FUNDS 14,210,909 4,818 164,194 6,000 14,385,921 818,653 15,204,574 46  Social Pension Retirement Health, Dental Work Unempl. Total FY 2019-20 Security Medicare Defined Benefit Defined Contrib & Life Ins. Comp Comp Benefits TOTAL 2,564 600 - - 131,064 76 - 134,304 175,660 16,403 3,836 52,159 12,693 30,847 540 - 116,478 387,052 12,692 2,968 - 12,455 7,394 396 - 35,905 244,403 11,836 2,768 - 12,268 50,416 423 - 77,711 300,564 7,041 1,646 22,529 5,663 13,936 227 - 51,042 170,344 18,573 4,344 67,588 8,386 84,862 659 - 184,412 531,725 8,082 1,890 22,529 6,926 7,890 253 - 47,570 180,994 172,615 40,370 924,892 20,175 585,775 77,301 - 1,821,128 5,125,193 148,383 34,702 1,253,992 - 556,925 119,077 - 2,113,079 5,087,445 32,241 7,540 67,588 21,070 99,889 21,417 - 249,745 815,701 25,556 5,977 67,588 14,004 93,121 17,531 - 223,777 658,990 25,050 5,859 45,058 11,381 8,268 - 95,616 507,532 31,172 7,290 67,588 20,266 105,995 14,443 - 246,754 785,439 19,555 4,573 67,588 2,939 14,479 1,085 - 110,219 433,846 9,681 2,264 22,529 4,391 14,173 302 - 53,340 212,192 5,900 1,380 67,588 - 34,234 8,553 - 117,655 229,628 6,252 1,462 . 5,275 13,386 200 - 26,575 132,065 6,512 1,523 - 6,941 33,389 219 - 48,584 156,257 5,844 1,367 45,058 - 20,088 2,076 - 74,433 175,834 17,375 4,064 45,058 13,543 101,384 9,628 - 191,052 516,132 14,163 3,312 45,058 5,704 39,061 16,136 - 123,434 359,930 9,103 2,129 22,529 5,666 35,050 13,003 - 87,480 245,458 - - - - - - 25,000 25,000 916,711 606,593 141,864 2,906,919 178,365 2,084,739 311,813 25,000 6,255,293 18,349,095 9,961 2,329 22,529 5,694 39,995 4,726 - 85,234 242,343 - - - - - - - - 24,852 13,853 3,314 90,233 - 41,611 8,660 - 157,671 426,406 13,853 3,314 90,233 - 41,611 8,660 - 157,671 426,406 9,996 2,338 22,529 7,570 39,638 338 - 82,409 260,823 18,605 4,351 67,588 12,708 67,063 3,095 - 173,410 496,084 8,185 1,914 22,529 4,771 7,088 258 - 44,745 180,586 15,504 3,626 22,529 12,140 68,238 13,426 - 135,463 437,772 9,998 2,338 67,588 2,723 52,708 16,072 - 151,427 343,781 28,322 6,623 112,647 11,317 103,960 15,280 - 278,149 799,370 - - - - - - - - 10,000 90,610 21,190 315,410 51,229 338,695 48,469 - 865,603 2,528,416 38,302 8,958 135,175 21,061 181,648 49,008 - 434,152 1,173,003 1,906 446 22,529 - 10,948 2,772 - 38,601 77,667 - - - - - - - - 1,500 40,208 9,404 157,704 21,061 192,596 51,780 - 472,753 1,252,170 12,442 2,910 45,058 5,198 47,141 21,887 - 134,636 351,983 - - - - - - - - 500 12,442 2,910 45,058 5,198 47,141 21,887 - 134,636 352,483 773,667 181,011 3,537,853 261,547 2,744,777 447,335 25,000 7,971,190 23,175,766 state contribution police 181,576 state contribution fire 195,017 22,799,173 47  CITY OF FORT WALTON BEACH, FL Full Time Equivalent (FTE) Position Summary Actual Budget Mid Year Budget Department 2015-16 2016-17 2017-18 2018-19 Changes 2019-20 City Manager 5.00 3.00 3.00 3.00 0.00 3.00 Human Resources 3.60 5.60 8.70 8.70 (0.70) (a) 8.00 City Clerk 2.50 2.50 2.40 2.40 (0.40) (b) 2.00 Financial Services 15.50 14.50 14.50 14.50 0.00 14.50 Police Services 61.90 66.90 70.90 71.82 3.00 (c) 74.82 Fire Services 37.00 37.00 37.00 37.00 7.00 (d) 44.00 Recreation Services 71.53 70.08 68.03 70.73 0.47 (e) 71.20 Growth Management 0.00 0.00 41.00 41.00 (29.00) (f) 12.00 Public Works & Utility Srvcs 95.00 96.00 54.00 52.00 29.00 (g) 81.00 Total Funded FTE's 292.03 295.58 299.53 301.15 9.37 310.52 Frozen/Unfunded FTE's Total Authorized FTE's 292.03 295.58 299.53 301.15 9.37 310.52 2019-20 Budget Changes (a) Eliminated PT Admin Position (b) Eliminated PT Admin Position (c) Added (3) Police Officer Positions (d) Added (1) Asst Fire Chief, (3) Driver Engineers, (3) Firefighters (e) Combined & eliminated PT positions through out Recreation Services (f) Department Re-Organization (g) Department Re-Organization Full Time Equivalent (FTE) Positions 310 300 290 280 270 260 250 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 48  Citizens of Fort Walton Beach City Council City Clerk City Manager City Attorney 2 FTE 3 FTE 0400 0200 Public Works Financial Fire Services Human Resources Police Services Recreation Services Growth Management and Utilities Services 44 FTE 8 FTE 74.82 FTE 71.20 FTE 81 FTE 12 FTE 14.50 FTE 1200 & 1300 1200 0500 & 0520 & 0530 0900 0300 & 0320 0800 1000 & 1010 Utility Administration Building Inspections Accounting Advanced Life Human Resources Uniform Patrol Athletics – Adult & & Permitting Support Youth Fleet & Facilities Auditing Insurance & Risk K-9 Patrol Code Enforcement Fire Suppression Management Recreation Centers GIS/CAD Budgeting Criminal and Programming CDBG Fire Prevention IT Investigations Sanitation Purchasing Grounds Planning Fire Inspection Community Policing/ Maintenance: Parks, Sewer Collections Debt Service & CRA CRA Management Hazardous Materials Right-Of-Way and Stormwater Response Crime Prevention Cemetery Treasury Streets Fire Education Communications Library Utility Billing Water Distribution Records Museum Contingencies & Water Operations Transfers Support Services Golf Club Operations School Crossing Guards Reserve Officers 49  CITY OF FORT WALTON BEACH, FL Authorized Full-Time Equivalents BUDGET SUPPORT STAFF BUDGET SUPPORT STAFF BUDGET SENIOR MANAGEMENT 2019-20 (TECHNICAL & SERVICE DELIVERY) 2019-20 (TECHNICAL & SERVICE DELIVERY) 2019-20 City Clerk (Charter Officer) 1.00 Accounting Coordinator 1.00 Public Information Officer 1.00 City Manager (Charter Officer) 1.00 Accounting Specialist 1.00 Public Safety Quartermaster 1.00 Finance Director 1.00 Accounting Technician 2.50 Purchasing Agent 1.00 Fire Chief 1.00 Accreditation Specialist 1.00 Records Clerk 1.00 Human Resources Director 1.00 Administrative Coordinator 8.80 Records Clerk II 1.00 Police Chief 1.00 Adult Services Librarian 2.00 Recreation Specialist 3.80 Growth Management Director 1.00 Athletic Coordinator 2.00 Reserve Police Officer 0.72 Recreation Services Director 1.00 Building Inspector 1.00 Sanitation Operator 8.00 Public Works & Utility Srvcs Director 1.00 Carpenter 1.00 School Crossing Guard 0.92 FTE TOTAL 9.00 Chemical Specialist 1.00 Senior Accounting Technician 1.00 % of Total Staff 3% Childrens Services Librarian 1.00 Senior Code Enforcement Inspector 1.00 Code Enforcement Inspector 1.00 Senior Sanitation Operator 8.00 BUDGET Combination Plans Examiner 1.00 Senior Traffic Technician 1.00 MID-LEVEL MANAGEMENT 2019-20 Communications Officer 8.10 Service Worker I 22.00 Assistant Fire Chief 1.00 Crime Analyst 1.00 Service Worker II 14.00 Battalion Chief 3.00 Crime Scene Investigator 1.00 Sewer Collections System Tech 3.00 Budget & Grants Analyst 1.00 Crime Scene Technician 0.70 Sewer Equipment Operator 1.00 Building Code Official 1.00 Custodian 2.03 Small Engine Mechanic 1.00 Cemetery Supervisor 1.00 Driver Engineer 12.00 Street Sweeper Operator 1.00 City Engineer 1.00 Electrician 1.00 Survey Chief 1.00 Communications Supervisor 1.00 Equipment Mechanic 4.00 Survey Specialist 1.00 Comptroller 1.00 Executive Assistant 1.00 Traffic Technician 1.00 Fire Captain 7.00 Firefighter 18.00 Utilities Billing Specialist 2.00 Fire Marshal 1.00 GIS/CAD Analyst 2.00 Utilities Inspector 1.00 Fleet Shop Foreman 1.00 Golf Course Attendant 9.96 Wastewater Pretreatment Coordinator 1.00 Fleet Supervisor 1.00 Heavy Equipment Mechanic 2.00 Water Treatment Operator 3.00 Foreman 5.00 Heavy Equipment Operator 4.00 Water Treatment Operator Assistant 1.00 GIS CAD Supervisor 1.00 Human Resources Generalist 2.00 Welder 1.00 Golf Course Maintenance Manager 1.00 Information Technology Analyst 3.00 FTE TOTAL 241.02 Golf Course Operations Manager 1.00 Lead Purchasing Agent 1.00 % of Total Staff 78% Golf Course Operations Supervisor 1.00 Library Assistant 4.89 Grounds Maintenance Supervisor 1.00 Lift Station Mechanic 1.00 Human Resources Supervisor 1.00 Lube Technician 1.00 Information Technology Manager 1.00 Maintenance Technician 1.00 Lead Equipment Mechanic 1.00 Meter Reader 2.00 Library Manager 1.00 Lead Water Treatment Operator 1.00 Maintenance Supervisor 1.00 Museum Assistant 0.60 Museum Manager 1.00 Museum Operations Coordinator 1.00 Planning Supervisor 1.00 Museum Program Coordinator 1.00 Police Major 1.00 Permit Specialist 1.00 FULL TIME EQUIVALENT TOTAL 310.52 Police Lieutenant 2.00 Planner I 1.00 Police Sergeant 8.00 Planner II 1.00 Records Supervisor 1.00 Planning Specialist 1.00 Recreation Coordinator 1.00 Police Corporal 5.00 Recreation Program Supervisor 1.00 Police Officer 37.00 Recreation Supervisor 2.50 Purchasing Coordinator 1.00 Sanitation Foreman 1.00 Sanitation Supervisor 1.00 Full‐Time Equivalent Staffing by Type Sewer Collection Supervisor 1.00 Stormwater & Streets Supervisor 1.00 Utilities Billing Supervisor 1.00 Utilities Supervisor 1.00 Water Distribution Foreman 1.00 MID‐LEVEL Water Operations Supervisor 1.00 MANAGEMENT FTE TOTAL 60.50 19% SUPPORT STAFF % of Total Staff 19% 78% SENIOR MANAGEMENT 3% SENIOR MANAGEMENT MID‐LEVEL MANAGEMENT SUPPORT STAFF 50  General Fund The General Fund encompasses 53.2% of the City’s activities and services and accounts for all financial resources not accounted for in other funds. Services such as police and fire protection, code enforcement, recreation, grounds maintenance, streets, along with internal support functions such as human resources, finance, purchasing, information technology, and fleet and facility maintenance are funded here. Revenue Highlights $30 Budget. $25 ……2019-20. $ Change % Change Ad Valorem Taxes 6,293,119 - 0.0% $20 Other Taxes 6,885,912 1,018,484 17.4% Millions $15 Licenses & Permits 4,535,934 2,175,958 92.2% Intergov’t Revenue 3,235,874 64,161 2.0% $10 Charges for Services 2,701,972 72,298 2.7% $5 Interest & Other 960,433 251,112 35.4% Interfund Transfers In 998,325 251,112 150,952 17.8% $0 Actual Actual Actual Budget Budget Use of Reserves 1,118,639 786,474 236.8% 2015-16 2016-17 2017-18 2018-19 2019-20 1,118,639 $26,730,208 $4,519,440 20.3% Ad Valorem Taxes Other Taxes Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • The budget is predicated on reducing the millage (Ad Valorem) rate to the rolled-back rate of 5.6395 mills. One mill equals $1 per $1,000 of taxable property value. Expenditure Highlights $30 Budget. 2019-20. …… $ Change % Change $25 Personal Services 18,728,332 1,856,644 11.0% Operations & Maintenance 3,761,698 173,071 4.8% $20 Capital Outlay/Imprvmt 3,094,649 2,425,704 362.6% Millions Debt Service 1,104,546 61,960 5.9% $15 Interfund Transfers Out 40,983 2,061 5.3% Replenish Reserves 0 0 0.0% $26,730,208 $4,519,440 20.3% $10 $5 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers • The personal services increase is attributable to pay and classification changes related to internal equity and compression, increasing the City’s (thereby decreasing the employees’) contribution to insurance coverage, and enhancing public safety. • Operating expenses increased due to increasing cost of utilities, as well as maintaining sustainable operations. • Capital Outlay increased due to the 1/2 cent sales tax projects, funding of which was approved by Okaloosa County voters in November 2018. 51  001 GENERAL FUND - REVENUES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 5,585,021 5,779,257 6,022,855 6,293,118 0500-311-1000 Ad Valorem Taxes 6,293,119 0.00% $ 5,585,021 $ 5,779,257 $ 6,022,855 $ 6,293,118 Total Ad Valorem Taxes $ 6,293,119 0.00% 567,081 569,363 601,461 596,456 0500-312-4100 Local Option Fuel Tax 564,433 -5.37% 257,378 256,935 272,487 310,959 0500-312-4200 Local Option Fuel Tax - 2nd 263,278 -15.33% - - - - 0500-312-6010 Local Discretionary Sales SurTax 1,600,000 100.00% 181,303 190,399 - 181,576 0800-312-5200 Insurance Premium Tax - Police Pension 181,576 0.00% 201,904 204,568 - 204,568 0900-312-5100 Insurance Premium Tax - Fire Pension 195,017 -4.67% $ 1,207,666 $ 1,221,264 $ 873,948 $ 1,293,559 Total Other Taxes $ 2,804,304 116.79% 2,217,751 2,266,788 2,387,745 2,549,995 0500-314-1000 Electric 2,200,140 -13.72% 295,413 307,533 308,341 337,471 0500-314-3000 Water 317,467 -5.93% 213,377 211,915 255,125 266,625 0500-314-4000 Gas 280,013 5.02% 8,703 8,909 10,076 10,595 0500-314-8000 Propane 9,658 -8.84% $ 2,735,244 $ 2,795,145 $ 2,961,287 $ 3,164,686 Total Utility Taxes $ 2,807,278 -11.29% 1,196,695 1,167,714 1,220,739 1,210,512 0500-315-1000 Communications Services Tax 1,106,236 -8.61% $ 1,196,695 $ 1,167,714 $ 1,220,739 $ 1,210,512 Total Communications Services Tax $ 1,106,236 -8.61% 162,948 188,612 153,285 196,161 0500-316-1000 Business Tax Receipts 168,094 -14.31% 3,218 3,541 3,381 2,500 0500-316-1010 Penalties - Business Tax Receipts - -100.00% - 66 - 10 0500-316-1020 Transfer Fees - -100.00% $ 166,166 $ 192,219 $ 156,666 $ 198,671 Total Business Tax Receipts $ 168,094 -15.39% $ 10,890,793 $ 11,155,600 $ 11,235,494 $ 12,160,546 TOTAL TAXES $ 13,179,031 8.38% 2,002,283 1,840,308 1,895,071 2,061,671 0500-323-1000 Electric 1,753,985 -14.92% 179,611 171,240 213,274 247,721 0500-323-4000 Gas 236,787 -4.41% 20,526 22,661 22,759 23,923 0500-323-7000 Solid Waste - Host Fee 22,952 -4.06% $ 2,202,421 $ 2,034,209 $ 2,131,104 $ 2,333,315 Total Franchise Fees $ 2,013,724 -13.70% 598 598 1,624 940 1240-325-1002 Girard Avenue 940 0.01% 2,045 2,045 2,045 3,432 1240-325-1003 Stokes Avenue 3,432 0.01% 0900-322-2010 Fire Assessment Fee 2,500,000 100.00% $ 2,644 $ 2,644 $ 3,670 $ 4,373 Total Special Assessments $ 2,504,373 100.00% 303 135 - 100 0800-329-4000 Taxi Permit/Bicycle License 100 0.00% 3,697 4,534 - 3,445 0900-329-2010 Fire Safety Plan Review - -100.00% 12,953 30,769 14,787 16,087 1205-329-1001 Zoning/Variances Fees 13,796 -14.24% 4,484 7,426 4,533 2,031 1205-329-2000 Zoning Site Plan Review 3,427 68.73% - - 363 625 1205-329-9010 Licenses & Registrations - Golf Cart 514 -17.76% $ 21,437 $ 42,864 $ 19,682 $ 22,288 Total Other Licenses & Permits $ 17,837 -19.97% $ 2,226,501 $ 2,079,717 $ 2,154,456 $ 2,359,976 TOTAL LICENSES & PERMITS $ 4,535,934 92.20% 21,256 29,107 32,319 31,000 0500-333-1000 Housing Authority 31,000 0.00% $ 21,256 $ 29,107 $ 32,319 $ 31,000 Total Federal Payments In Lieu of Taxes $ 31,000 0.00% 687,864 - - - 1592-331-1200 Federal Grants - 0.00% $ 687,864 $ - $ - $ - Total Federal Grants $ - 0.00% - 831,270 334 State Grants - 0.00% $ - $ 831,270 Total State Grants $ - 0.00% 814,991 864,789 896,364 874,165 0500-335-1221 Municipal Revenue Sharing 916,860 4.88% 9,630 10,890 10,318 15,485 0500-335-1400 Mobile Home Licenses 12,189 -21.28% 39,271 48,770 42,711 82,975 0500-335-1500 Alcoholic Beverage License 44,399 -46.49% 1,882,694 1,966,542 2,067,353 2,053,848 0500-335-1800 Sales Tax 1/2 - 5th Cent 2,119,076 3.18% 9,190 10,713 - 10,790 0900-335-2100 Fire Supplemental Compensation 9,096 -15.70% $ 2,755,776 $ 2,901,704 $ 3,016,745 $ 3,037,263 Total State Shared Revenues $ 3,101,620 2.12% 001-Revenues 9/19/2019 10:24 AM 52  001 GENERAL FUND - REVENUES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 74,626 79,687 - 73,596 1500-337-7000 Library Cooperative Funding 81,376 10.57% $ 74,626 $ 79,687 $ - $ 73,596 Total Other Grants $ 81,376 10.57% 25,467 28,057 28,189 29,854 0500-338-1000 County Business Tax Receipt - Municipality Share 21,878 -26.72% $ 25,467 $ 28,057 $ 28,189 $ 29,854 Total Local Shared Revenues $ 21,878 -26.72% $ 3,564,988 $ 3,038,555 $ 3,908,524 $ 3,171,713 TOTAL INTERGOVERNMENTAL REVENUE $ 3,235,874 2.02% - 225 175 300 0500-341-3000 Administrative Fee - Returned Checks 50 -83.33% 4,525 4,600 6,143 450 1060-341-9110 Passport Fees - Library 450 0.00% 800 975 835 250 1070-341-9110 Passport Fees - Museum 250 0.00% 4,200 5,560 4,380 6,720 1200-341-3001 Overhead Banner Installation Fee 11,571 72.19% - - - 5 1200-341-9310 Engineering Drawings - -100.00% 709 666 191 210 1230-341-9330 Special Events - Barricades, Orange Cones 205 -2.38% 334 - 250 500 1230-341-9600 Sign Shop Sales 500 0.00% - 10,649 16,456 11,264 1500-341-3010 Admin Service Fees - Documents 12,507 11.04% - 200 - 200 1500-341-9120 Election Qualifying Fees - -100.00% 417 750 4,196 100 1500-341-9300 Photo Copies/Certifying 396 296.00% $ 10,986 $ 23,625 $ 32,626 $ 19,999 Total General Government $ 25,929 29.65% 2,364 3,005 - 2,387 0800-342-1000 Law Enforcement Services 3,263 36.70% 7,504 9,016 - 5,376 0800-342-1300 Police Special Events - -100.00% 4,759 4,440 - 4,415 0800-342-1800 Photo Copies 5,504 24.67% 675 1,125 - 945 0900-342-2200 Safety Permits & Licenses 1,389 46.94% 21,863 21,506 - 26,734 0900-342-2700 Annual Safety Inspection Fees 20,312 -24.02% $ 37,165 $ 39,091 $ - $ 39,857 Total Public Safety $ 30,468 -23.56% 129,750 126,360 176,790 194,610 1080-343-8000 Sale of Lots 204,917 5.30% 10,560 9,565 2,790 5,580 1080-343-8100 Crypt Sales 8,082 44.84% 9,715 23,215 10,235 6,870 1080-343-8200 Niche Sales 20,788 202.59% 24,435 21,150 17,120 21,490 1080-343-8300 Weekend/Holidays Interments 22,431 4.38% 167,355 160,160 143,250 160,620 1080-343-8400 Openings/Closings 178,217 10.96% - - - 1,684 1080-343-8500 Transfer Fees 488 -71.02% $ 341,815 $ 340,450 $ 350,185 $ 390,854 Total Cemetery $ 434,923 11.28% 43,774 43,774 43,774 43,774 1010-344-9007 DOT Right-of-Way Maintenance Contract 43,774 0.00% 6,950 12,130 11,833 8,640 1240-343-9100 Cut Paved Surface/Curb 8,640 0.00% 99,946 102,946 106,035 106,035 1240-344-9008 DOT Lighting Maintenance Contract 113,543 7.08% 63,688 93,274 95,599 98,504 1240-344-9009 DOT Traffic Signal Maintenance Contract 99,716 1.23% $ 150,670 $ 158,850 $ 161,641 $ 256,953 Total Transportation $ 265,673 3.39% 129,996 133,735 116,827 133,735 1000-347-2000 Program Revenue 111,011 -16.99% 38,540 37,244 43,046 37,244 1000-347-2011 Program Revenue - Not City Staff Provided 48,201 29.42% 31,675 31,120 41,015 36,001 1000-347-2100 Sponsorship Revenue 44,494 23.59% 18,363 21,357 19,487 21,071 1000-347-2200 Rental - Auditorium, Rec Centers, etc 16,572 -21.35% 16,525 20,775 16,560 12,980 1000-347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc 23,012 77.29% - - - - 1000-347-2300 Concession Revenue - 0.00% - - - 46,884 1000-347-2500 Memberships 44,480 -5.13% 2,240 2,030 2,100 2,100 1000-347-4030 Holiday Parade Entry Fee 1,750 -16.67% $ 237,338 $ 246,261 $ 239,036 $ 290,015 Total Recreation $ 289,520 -0.17% 39,664 35,957 31,450 35,957 1010-347-2200 Rentals - Liza Jackson 16,245 -54.82% 14,530 17,314 8,926 17,314 1010-347-2210 Rentals tax-exempt - Liza Jackson 8,727 -49.60% - - 1,890 25 1010-347-4020 Spec Evt tax-exempt - Landing - -100.00% $ 54,194 $ 53,271 $ 42,267 $ 53,296 Total Parks $ 24,972 -53.14% 530,014 600,422 677,330 646,155 1040-347-5000 Greens Fees 670,353 3.74% 2,960 3,228 436 500 1040-347-5020 Tournament Fees 510 2.00% 001-Revenues 9/19/2019 10:24 AM 53  001 GENERAL FUND - REVENUES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change - 42,695 49,086 25,389 1040-347-5025 Tournament Fees - Tax Exempt 28,955 14.05% - - - 65,383 1040-347-5099 Golf.Now Green Fees 65,383 0.00% 94,104 104,647 109,776 104,599 1040-347-5100 Membership Fees 107,737 3.00% 452,371 500,332 559,183 483,952 1040-347-5200 Golf Cart Rental 508,925 5.16% 632 623 458 792 1040-347-5210 Pull Cart Rental 322 -59.34% - - - 49,208 1040-347-5299 Golf.Now Golf Cart Fees 49,208 0.00% 56,016 59,092 60,620 57,838 1040-347-5300 Driving Range 54,051 -6.55% 73,438 66,113 28,524 28,578 1040-347-5400 Rental and Lease Income - Restaurant & Pro Shop 24,993 -12.54% 2,160 2,070 2,190 1,890 1040-347-5510 GHIN Handicapping Service 3,134 65.82% 5,307 4,694 6,741 6,952 1040-347-5900 League Play 9,134 31.39% - - - 31,415 1040-347-5900 Merchandise Sales 28,229 -10.14% (57) (98) (188) 50 1040-347-5920 Cash Over/(Under) 150 200.00% $ 1,216,947 $ 1,383,819 $ 1,494,156 $ 1,502,701 Total Golf Club $ 1,551,084 3.22% 1,710 1,865 1,850 3,660 1060-347-1000 Library Fees 3,660 0.00% 6,985 5,899 6,323 6,432 1060-347-1010 Photo Copy Revenue 6,432 0.00% 75 225 125 150 1060-347-1210 Rentals - Taxable 171 14.00% - 50 - - 1060-347-1220 Rentals - Tax Exempt - 0.00% $ 8,770 $ 8,039 $ 8,298 $ 10,242 Total Library $ 10,263 0.21% - 78 - - 1070-347-2000 Program Revenue - 0.00% 30,297 31,677 34,233 26,990 1070-347-3500 Admission Fees 28,744 6.50% 30,124 27,424 31,313 26,508 1070-347-3510 Merchandise Sales 27,646 4.29% 8,944 8,154 9,872 10,518 1070-347-3520 Fees - Tax Exempt 11,616 10.44% - 1,307 1,439 1,741 1070-347-3610 Memberships 1,134 -34.85% $ 69,365 $ 68,640 $ 76,856 $ 65,757 Total Museum $ 69,140 5.14% $ 2,127,249 $ 2,322,046 $ 2,405,065 $ 2,629,674 TOTAL CHARGES FOR SERVICES $ 2,701,972 2.75% 38,980 38,831 - 30,210 0800-351-5000 Traffic Fines 41,665 37.92% 21,058 20,959 - 16,006 0800-351-5030 Traffic Fines - Law Enforcement Automation 19,911 24.40% $ 60,037 $ 59,790 $ - $ 46,216 Total Traffic Fines $ 61,576 33.23% 11,529 10,229 9,704 1,000 1060-352-1000 Library Fines - -100.00% 136 302 229 157 1060-352-1010 Lost Publications 518 229.92% $ 11,665 $ 10,531 $ 9,934 $ 1,157 Total Library Fines $ 518 -55.23% (60) 875 - 240 0800-354-1100 Parking Citations 231 -3.57% 950 1,650 - 1,150 0800-354-1200 False Alarm Fines - Police 1,243 8.09% 29,440 37,394 28,762 41,731 1217-354-1000 Code Enforcement - Fines 38,136 -8.61% 12,686 8,500 4,465 5,467 1217-354-1010 Code Enforcement - Fees 2,991 -45.29% $ 43,016 $ 48,419 $ 33,227 $ 48,588 Total Violations of Local Ordinances $ 42,601 -12.32% $ 114,719 $ 118,740 $ 43,160 $ 95,961 TOTAL FINES & FORFEITURES $ 104,695 9.10% 150,166 29,006 24,332 247,500 1500-361-1000 Interest Income 500,000 102.02% 7,731 6,110 21,823 10,500 1500-361-2000 Dividend Income 10,500 0.00% $ 157,897 $ 35,116 $ 46,155 $ 258,000 Total Interest Income $ 510,500 97.87% 6,026 4,730 3,925 2,484 1010-362-1000 Rentals & Leases 2,636 6.12% 24,764 26,568 26,568 26,568 1040-362-2010 Rental and Lease Income - Golf Tower 26,568 0.00% 213,753 211,348 223,681 279,348 1500-362-1000 Rental and Lease Income 269,073 -3.68% $ 244,543 $ 242,646 $ 254,174 $ 308,400 Total Rents and Royalties $ 298,277 -3.28% - 1,474 10,227 - 0800-366-1000 Contributions/Donations - Police - 0.00% - 1,750 750 - 0800-366-3010 Designated Donations - 0.00% - 1,217 1,853 - 0900-366-1060 Contributions/Donations - Fire - 0.00% - 14,173 - - 1000-366-1000 Contributions/Donations - Recreation - 0.00% 001-Revenues 9/19/2019 10:24 AM 54  001 GENERAL FUND - REVENUES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change - 2,679 - - 1000-366-2010 Contributions/Donations - Recreation - 0.00% - 7,500 - - 1000-366-3010 Designated Donations - Recreation - 0.00% 45,000 - - - 1010-366-1000 Contributions/Donations - Parks - 0.00% 6,762 - - - 0310-366-1026 Contributions/Donations - HR Safety Program - 0.00% - - - - 1020-366-1000 Contributions/Donations - Senior Center - 0.00% - 4,704 5,144 - 1060-366-2010 Contributions/Donations - Library - 0.00% 13,782 930 1,015 - 1070-366-2010 Contributions/Donations - Museum - 0.00% - 1,012 - - 1070-366-3010 Designated Donations - Museum - 0.00% - - - - 1200-366-1000 Contributions/Donations - Engineering - 0.00% 16,175 17,211 1,350 - 1500-366-1000 Contributions/Donations - General - 0.00% 28,891 2,700 20,000 - 1500-366-6000 Contributions/Donations - Capital - 0.00% $ 110,610 $ 55,350 $ 40,340 $ - Total Contributions/Donations $ - 0.00% - 21,734 - - 0800-369-9000 Abandoned Property - 0.00% 1,418 1,048 1,574 1,600 0000-369-9091 Discounts 1,600 0.00% - - 97,568 - 1500-369-3000 Proceeds - Insurance - 0.00% 360 360 360 360 1500-369-5000 Proceeds - Sales Tax Credit 360 0.00% 18,392 35,725 57,246 45,000 1500-369-9000 Miscellaneous 45,000 0.00% $ 20,170 $ 58,866 $ 156,749 $ 46,960 Total Other Revenues $ 46,960 0.00% $ 533,220 $ 391,978 $ 497,417 $ 613,360 TOTAL INTEREST & OTHER REVENUES $ 855,737 39.52% 20,364 20,217 - - 1600-381-2400 Transfer from Beal Memorial Cemetery Fund 34,000 100.00% 619,771 618,208 642,721 642,721 1600-382-4100 Transfer from Utilities Fund 675,889 5.16% 136,074 143,531 146,401 146,401 1600-382-4300 Transfer from Sanitation Fund 227,619 55.48% - - 58,251 58,251 1600-382-4500 Transfer from Stormwater Fund 60,816 4.40% $ 776,209 $ 781,956 $ 847,373 $ 847,373 Total Interfund Transfers $ 998,325 17.81% - - - - 1500-384-1075 Proceeds from Debt - 0.00% $ - $ - $ - $ - Total Proceeds from Debt/Loans $ - 0.00% - - - 153,318 1600-389-9100 Appropriation from Unassigned Fund Balance - -100.00% - - - 12,007 1600-389-9500 Approp. from Assigned Fund Balance (Vehicle/Equip Maint) - -100.00% - - - 166,839 1600-389-9500 Approp. from Assigned Fund Balance (Building Maint) - -100.00% - - - - 1600-389-9600 Approp. from Restricted Fund Balance - 1/2 Cent Sales Tax 1,118,639 100.00% $ - $ - $ - $ 332,164 Total Non-Operating Sources $ 1,118,639 236.77% $ 776,209 $ 781,956 $ 847,373 $ 1,179,537 TOTAL TRANSFERS IN $ 2,116,964 79.47% $ 20,233,680 $ 19,888,591 $ 21,091,491 $ 22,210,768 TOTAL FUND REVENUES $ 26,730,208 20.35% 001-Revenues 9/19/2019 10:24 AM 55  001 GENERAL FUND - 0100 CITY COUNCIL Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: - - - 200 341-9120 Election Qualifying Fees - -100.00% - - - - 366-1000 Contributions/Donations - 0.00% $ - $ - $ - $ 200 TOTAL REVENUES $ - -100.00% Personal Services: 39,450 40,319 40,708 41,243 511-1100 Executive Salaries 41,356 0.28% 2,452 2,506 2,536 2,557 511-2100 FICA Taxes 2,564 0.26% 573 586 593 598 511-2101 Medicare 600 0.26% 79,706 103,574 121,032 154,090 511-2300 Dental, Life & Health Insurance 131,064 -14.94% 64 64 77 73 511-2400 Worker's Compensation 76 4.08% $ 122,246 $ 147,049 $ 164,946 $ 198,561 Total Personal Services $ 175,660 -11.53% Operating Expenditures: 2,358 995 166,857 - 511-3100 Professional Services - 0.00% 67,698 94,704 - 98,000 511-3101 Legal Services 98,000 0.00% 82,710 82,710 82,710 82,710 511-3400 Other Services 82,710 0.00% 12,245 7,487 5,727 14,000 511-4000 Travel and Per Diem 12,000 -14.29% 96 106 118 99 511-4100 Communication Services 117 18.18% - 500 - - 511-4400 Rentals & Leases - 0.00% 25 - - 100 511-4700 Printing & Binding 100 0.00% - - - 1,000 511-4801 Special Events 1,000 0.00% - 13,320 - 17,600 511-4910 Election Expense - -100.00% 56 - 511-5100 Office Supplies - 0.00% 5,528 12,551 2,992 5,583 511-5200 Operating Supplies 8,000 43.29% 27 115 - 800 511-5210 Uniform Expense 800 0.00% 4,062 4,477 4,309 4,478 511-5400 Books, Dues & Publications 3,074 -31.35% 7,220 5,388 4,246 5,000 511-5500 Training 7,000 40.00% Non-Operating: 41,949 41,940 42,430 41,917 511-8200 Grants & Aids 42,298 0.91% $ 223,974 $ 264,293 $ 309,389 $ 271,287 Total Operating Expenditures $ 255,099 -5.97% Debt Service 182 182 182 186 581-9121 Transfer to Debt Service Fund - -100.00% $ 182 $ 182 $ 182 $ 186 Total Debt Service $ - -100.00% $ 346,402 $ 411,524 $ 474,517 $ 470,034 TOTAL EXPENSES $ 430,759 -8.36% $ (346,402) $ (411,524) $ (474,517) $ (469,834) NET REVENUE / (EXPENSE) $ (430,759) -8.32% 56 0100-City Council 9/19/2019 10:25 AM CITY COUNCIL Share of City Budget $430,759, DESCRIPTION 0.9% The City Council is the legislative body of the City. It is comprised of the Mayor and seven Council members, elected on a citywide basis in odd years for four-year, staggered terms. City Council meets on the second and fourth Tuesday of each month at 6:00pm in the Council Chambers located at City Hall. The City Council appoints the City Manager, City Clerk, City Attorney, and members of Boards and Committees, as well as adopts ordinances and resolutions setting City policy. City Council’s primary responsibility is to shape public policy in order to achieve the citizens’ desires for the future. As time passes, the complexion of a community, its residents, and leaders change, as do the priorities of the community. There is probably no more daunting task that any community faces than planning for its future and identifying future priorities. The Strategic Plan is a multiyear plan and the budget process determines which parts of the plan receive resources each year. Each Strategic Plan Objective falls in line with the City’s Vision, Mission Statement and Core Values. MISSION To enhance and protect the Community by providing quality services. VISION The City of Fort Walton Beach: a recognized leader in the provision of Community Service. STRATEGIC PLAN FY20 Plan Initiative Plan Objective Status #1 Safe and Livable Quality of Life Survey Data, Crime Stats, Traffic Injury Stats, Pedestrian and Community for Citizens Bike Safety, and Reducing Congestion. #2 A Government that Budget, Tax Revenue, and Population Stats Maximizes the City #3 Support Intelligent Growth City Population Data, Percentage of People Under 25, Building Permits and Parks and Recreation Data. #4 Maintain a Well-Trained, Employee Engagement and Turnover. Talented and Engaged Municipal Workforce 57  001 GENERAL FUND - 0200 CITY MANAGER Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 140,330 131,293 128,715 130,780 512-1100 Executive Salaries 134,154 2.58% 78,974 99,917 106,096 113,367 512-1200 Regular Salaries 136,149 20.10% 108 54 - - 512-1201 Service Awards 271 100.00% 13,205 13,676 14,730 15,395 512-2100 FICA Taxes 16,403 6.55% 3,269 3,419 3,607 3,600 512-2101 Medicare 3,836 6.56% 61,776 75,914 130,370 112,507 512-2200 Retirement Contributions 52,159 -53.64% 2,010 2,159 2,350 2,667 512-2204 Retirement Contributions - DC Plan 5,593 109.72% 6,645 6,698 6,867 6,921 512-2210 Deferred Compensation 7,100 2.59% 15,486 17,498 17,948 20,268 512-2300 Dental, Life & Health Insurance 30,847 52.19% 398 412 491 490 512-2400 Worker's Compensation 540 10.28% $ 322,201 $ 351,040 $ 411,174 $ 405,996 Total Personal Services $ 387,052 -4.67% Operating Expenditures: 500 1,475 6,764 8,688 512-3100 Professional Services 4,788 -44.89% 5,443 7,814 3,395 4,150 512-4000 Travel and Per Diem 6,950 67.47% 1,511 1,949 1,616 1,674 512-4100 Communication Services 1,592 -4.89% 101 24 36 155 512-4200 Postage 155 0.00% - - 6 - 512-4620 Vehicle / Maintenance Repair 75 100.00% 120 117 73 120 512-4700 Printing & Binding 65 -45.83% 142 369 - - 512-4800 Promotional Activities - 0.00% 199 - - 200 512-5100 Office Supplies 200 0.00% 2,481 4,226 2,342 3,956 512-5200 Operating Supplies 3,568 -9.81% - - 206 - 512-5204 Fuel & Oil 500 100.00% 104 109 - 300 512-5210 Uniform Expense 300 0.00% 2,046 333 120 - 512-5231 Computer Hardware/Software - 0.00% 3,299 3,328 3,181 3,542 512-5400 Books, Dues & Publications 3,250 -8.24% 3,517 3,817 1,936 1,960 512-5500 Training 2,010 2.55% $ 18,963 $ 22,086 $ 19,675 $ 24,745 Total Operating Expenditures $ 23,453 -5.22% Capital Outlay: - - 25,135 - 512-6404 Trucks - 0.00% $ - $ - $ 25,135 $ - Total Capital Outlay $ - 0.00% Debt Service 554 545 545 557 581-9121 Transfer to Debt Service Fund - -100.00% $ 554 $ 545 $ 545 $ 557 Total Debt Service $ - -100.00% $ 341,718 $ 373,671 $ 456,529 $ 431,298 TOTAL EXPENSES $ 410,506 -4.82% $ (341,718) $ (373,671) $ (456,529) $ (431,298) NET REVENUE / (EXPENSE) $ (410,506) -4.82% 0200-City Manager 9/19/2019 10:27 AM 58 CITY MANAGER Share of City Budget $410,506, 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 03/31 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Promote Organizational Efficiency Overall Employee Satisfaction (Strongly Agree & Agree) 82.0% 81.0% 86.0% 83% 80% 80% Performance Excellence / Leadership Training Courses 6 8 10 16 10 10 Deliver Services in Most Cost-Efficient Manner Cost of Services per Citizen - General Fund $923 $963 annual measure annual measure $930 $930 Develop incentives for a Neighborhood Redevelopment Program. Continue to effectively market the City to citizens, visitors, and potential business owners. Aggressively pursue expansion opportunities for services and possible annexation. FUTURE GOALS (FY21 & FY22) Begin implementation of the Downtown Master Plan infrastructure improvements. Begin implementation of the Commerce & Technology Park Master Plan improvements. Create a neighborhood redevelopment partnership program with developers and contractors. PRIOR YEAR ACCOMPLISHMENTS (FY19) Conducted a successful Strategic Planning Session with City Council to continue the positive direction of the City. Completed Phase I and Phase II of the Downtown Master Plan; worked to get Around the Mound on the TPO's Five-Year Work Plan. Continued to work with the EDC and Chamber of Commerce on bringing industry and business to the City. Began a Leadership Training Program for the Senior Leadership Team with the Studer Community Institute. 59  001 GENERAL FUND - 0300 HUMAN RESOURCES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 3.00 3.60 4.60 4.70 Number of Funded Employees (FTE's) 4.00 82,193 82,617 84,145 86,317 513-1100 Executive Salaries 88,544 2.58% 65,535 91,219 106,213 116,588 513-1200 Regular Salaries 119,900 2.84% - - - - 513-1201 Service Awards 54 100.00% 108 200 - - 513-1202 Incentive/Merit Pay - 0.00% 13,345 - 6,088 17,080 513-1300 Part-Time Wages - -100.00% - 883 112 150 513-1400 Salaries - Overtime - -100.00% 9,715 10,897 11,735 13,109 513-2100 FICA Taxes 12,692 -3.18% 2,272 2,548 2,744 3,066 513-2101 Medicare 2,968 -3.19% 11,121 13,772 - - 513-2200 Retirement Contributions - 0.00% 7,528 8,198 11,241 12,303 513-2204 Retirement Contributions - DC Plan 12,455 1.23% 9,926 11,216 13,820 31,982 513-2300 Dental, Life & Health Insurance 7,394 -76.88% 275 296 394 418 513-2400 Worker's Compensation 396 -5.25% $ 202,019 $ 221,846 $ 236,492 $ 281,012 Total Personal Services $ 244,403 -13.03% Operating Expenditures: 36,814 27,441 38,972 43,471 513-3100 Professional Services 43,781 0.71% 11,180 10,678 13,163 12,750 513-3102 Employee Physicals & Immunizations 12,750 0.00% - 2,616 - - 513-3400 Other Services - 0.00% 681 1,394 1,047 800 513-4000 Travel and Per Diem 800 0.00% 1,207 1,263 1,423 1,305 513-4100 Communication Services 1,244 -4.67% 506 280 703 190 513-4200 Postage 100 -47.37% 461 486 481 487 513-4400 Rentals & Leases 487 0.00% 596 1,218 1,096 600 513-4700 Printing & Binding 500 -16.67% - - 400 940 513-4800 Promotional Activities 650 -30.85% 6,477 - - - 513-4901 Recruitment/Relocation - 0.00% 349 825 50 500 513-4920 Advertising 250 -50.00% 2,383 2,331 1,845 2,600 513-5100 Office Supplies 2,600 0.00% 8,053 5,801 9,738 8,250 513-5200 Operating Supplies 8,215 -0.42% 195 78 417 500 513-5210 Uniform Expense 400 -20.00% 682 1,646 811 - 513-5231 Computer Hardware/Software - 0.00% 487 533 732 545 513-5400 Books, Dues & Publications 420 -22.94% 1,462 7,004 12,854 825 513-5500 Training 825 0.00% $ 71,533 $ 63,594 $ 83,732 $ 73,763 Total Operating Expenditures $ 73,022 -1.00% Capital Outlay: $ 2,882 $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 726 757 908 557 581-9121 Transfer to Debt Service Fund - -100.00% $ 726 $ 757 $ 908 $ 557 Total Debt Service $ - -100.00% $ 277,160 $ 286,197 $ 321,132 $ 355,331 TOTAL EXPENSES $ 317,424 -10.67% $ (277,160) $ (286,197) $ (321,132) $ (355,331) NET REVENUE / (EXPENSE) $ (317,424) -10.67% 0300-HR 9/19/2019 10:28 AM 60 HUMAN RESOURCES Share of City Budget $317,424, 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Attract and Retain a High-Quality Workforce Career Development and Training Classes Held 38 49 29 11 20 20 Employees Recognized (Yearly) 61 72 36 40 50 50 Managers Recognized (Yearly) 15 13 13 15 10 10 Turnover Rate: Public Safety Personnel 21% 16% 5% 18% 10% 10% Turnover Rate: Non-Public Safety Personnel 35% 46% 59% 39% 20% 20% Performance Evaluations Review Rollout of performance evaluation training program Improve employee recognition program Reduce turnover for both public safety and non-public safety personnel. On line HR Lab - Training Provide additional training options for employees Re-establish Safety Committee Continue to build health and wellness committee (bi-monthly meetings) Focus on Health & Wellness (Health & Wellness Fair, Lunch & Learns, etc. ) FUTURE GOALS (FY21 & FY22) Promote health & wellness, control insurance cost and promote a high-quality workforce and environment of continual improvement. PRIOR YEAR ACCOMPLISHMENTS (FY19) Performance Evaluations & Personnel Manual Review Introduce new employee handbook to all employees Wellness fair Insurance - Open Enrollment Finalize updated Personnel Manual Police Promotional Test Fire Entry Level Testing Employee Satisfaction Survey 61  001 GENERAL FUND - 0310 RISK MANAGEMENT Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Operating Expenditures: 3,647 3,740 1,088 2,400 519-4000 Travel and Per Diem 2,400 0.00% 474,837 487,964 492,652 517,289 519-4500 Insurance 517,289 0.00% 52,795 159,877 34,225 50,000 519-4501 Unrecovered Insurance Claims 50,000 0.00% 4,681 - 5,832 - 519-5200 Operating - 0.00% 80 150 75 75 519-5500 Training 75 0.00% $ 536,039 $ 651,731 $ 533,872 $ 569,764 Total Operating Expenditures $ 569,764 0.00% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% $ 536,039 $ 651,731 $ 533,872 $ 569,764 TOTAL EXPENSES $ 569,764 0.00% $ (536,039) $ (651,731) $ (533,872) $ (569,764) NET REVENUE / (EXPENSE) $ (569,764) 0.00% 0310-Risk Mgmt 9/19/2019 10:29 AM 62 RISK MANAGEMENT Share of City Budget $569,764, 1.2% DESCRIPTION Risk Management is responsible for protecting the City from liability through risk retention and transfer, claims handling, and safety programs. The City's safety program aims to reduce illness and injury to employees and citizens. MISSION Continuously develop, manage and improve insurance and safety/occupational services to provide quality, cost effective support to our customers and to protect the City's financial well being. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Reduce Workers Compensation Expense Workers Compensation Accidents 47 56 51 39 35 35 Workers Compensation Accidents with Injuries 29 41 37 33 10 10 Workers Compensation Lost Work Days 128 48 16 46 10 10 Workers Compensation Open Claims 31 44 35 26 5 5 Workers Compensation Experience Modification 0.80 0.80 0.80 0.80 1.00 1.00 Minimize Liability Exposure At-Fault Employee Vehicle & Equipment Incidents 21 25 23 11 5 5 Provide a Safe Workplace Safety Training Classes Held 8 4 2 0 15 15 Reduce workers compensation accident frequency, accidents with injuries, and lost work hours through improved safety training. Reduce at-fault employee vehicle and equipment incidents through improved safety program. Offer avenues of safety training to promote a safe workplace and environment of continual improvement. Implement safety training/recognition programs. Develop on-line safety training programs for employees (HR Training Lab). FUTURE GOALS (FY21 & FY22) Reduce workers compensation experience modification factor Develop on-line safety training programs for employees (HR Training Lab). Enhance wellness program and development wellness incentives. PRIOR YEAR ACCOMPLISHMENTS (FY19) Provided drug-free workplace training for all supervisors. 63  001 GENERAL FUND - 0320 INFORMATION TECHNOLOGY Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.00 2.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 110,329 127,519 159,506 224,300 516-1200 Regular Salaries 222,852 -0.65% - - 527 - 516-1300 Temp Employee - 0.00% - - - 100 516-1400 Overtime - -100.00% 1,263 111 - - 516-1503 Auto Allowance - 0.00% 8,633 7,372 9,266 10,665 516-2100 FICA Taxes 11,836 10.98% 2,019 1,724 2,167 2,494 516-2101 Medicare 2,768 11.00% 24,749 22,979 26,797 35,464 516-2200 Retirement Contributions - -100.00% 1,039 1,226 5,304 7,382 516-2204 Retirement Contributions - DC Plan 12,268 66.19% 16,548 22,562 35,152 58,840 516-2300 Dental, Life & Health Insurance 50,416 -14.32% 191 216 322 391 516-2400 Worker's Compensation 423 8.25% $ 164,770 $ 183,709 $ 239,041 $ 339,637 Total Personal Services $ 300,564 -11.50% Operating Expenditures: 124,072 116,823 113,098 116,189 516-3100 Professional Services 119,186 2.58% - 1,835 1,038 1,239 516-4000 Travel and Per Diem 1,239 0.00% 34,334 25,281 16,230 28,635 516-4100 Communication Services 27,468 -4.08% - 177 243 - 516-4620 Vehicle Repair 0.00% 6,271 2,425 3,076 10,000 516-4630 Equipment Repair 8,500 -15.00% 1,357 2,690 2,530 1,500 516-5200 Operating Supplies 1,500 0.00% - - 181 - 516-5204 Fuel & Oil 140 100.00% 172 40 382 400 516-5210 Uniform Expense 400 0.00% 2,035 6,991 5,202 9,000 516-5231 Computer Hardware/Software 8,000 -11.11% - 739 - - 516-5233 Tools - 0.00% 2,458 2,616 2,438 2,898 516-5400 Books, Dues & Publications 2,470 -14.77% 595 410 727 495 516-5500 Training 495 0.00% $ 171,294 $ 160,027 $ 145,145 $ 170,356 Total Operating Expenditures $ 169,398 -0.56% Capital Outlay: 5,296 - 17,567 - 516-6420 Computer Hardware/Software - 0.00% $ 5,296 $ - $ 17,567 $ - Total Capital Outlay $ - 0.00% Debt Service 726 757 908 742 581-9121 Transfer to Debt Service Fund - -100.00% $ 726 $ 757 $ 908 $ 742 Total Debt Service $ - -100.00% $ 342,087 $ 344,493 $ 402,661 $ 510,735 TOTAL EXPENSES $ 469,962 -7.98% $ (342,087) $ (344,493) $ (402,661) $ (510,735) NET REVENUE / (EXPENSE) $ (469,962) -7.98% 0320-Info Tech 9/19/2019 10:29 AM 64 INFORMATION TECHNOLOGY Share of City Budget $469,962, 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Current Technology to Users Computers, Servers, Laptops & Tablets Replaced 13% 15% 11% 19% 20% 20% Police Laptops Replaced 17% 0% 5% 20% 20% 20% Support Department Productivity by Minimizing Downtime Hours of Downtime: Public Safety (police & fire) 8 12 5 15 10 10 Hours of Downtime: Non-Public Safety 17 18 6 4 20 20 Ensure current technology to users by replacing desktop computers and servers that are 5 years old. Ensure current technology to police department by replacing laptops every five years. Ensure no more than 10 hours of downtime for public safety personnel. Ensure no more than 20 hours of downtime for non-public safety personnel. Implement Microsoft Office 365 City Wide FUTURE GOALS (FY21 & FY22) Continue to implement new technology to increase security on the City's network. Implement Phase I and II of storage area network (SAN). PRIOR YEAR ACCOMPLISHMENTS (FY19) Purchased 7 rugged laptops for PD Purchase of 40 desktops 65  001 GENERAL FUND - 0400 CITY CLERK Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: - - - 100 341-9300 Photo Copies/Certifying 396 296.00% $ - $ - $ - $ 100 TOTAL REVENUES $ 396 296.00% Personal Services: 2.50 2.50 2.50 2.40 Number of Funded Employees (FTE's) 2.00 68,270 67,403 68,837 70,503 512-1100 Executive Salaries 75,502 7.09% 34,923 39,016 40,926 42,673 512-1200 Regular Salaries 43,775 2.58% - - 108 270 512-1201 Service Awards - -100.00% - - - 12,200 512-1300 Part-Time Wages - -100.00% 136 30 136 25 512-1400 Salaries - Overtime 25 0.00% 6,052 6,203 6,432 7,348 512-2100 FICA Taxes 7,041 -4.18% 1,415 1,451 1,504 1,719 512-2101 Medicare 1,646 -4.22% 10,982 14,038 25,782 22,788 512-2200 Retirement Contributions 22,529 -1.14% 4,961 5,039 5,155 5,288 512-2204 Retirement Contributions - DC Plan 5,663 7.09% 14,942 16,930 17,880 19,713 512-2300 Dental, Life & Health Insurance 13,936 -29.31% 177 180 219 238 512-2400 Worker's Compensation 227 -4.77% $ 141,857 $ 150,290 $ 166,979 $ 182,765 Total Personal Services $ 170,344 -6.80% Operating Expenditures: 23,973 40,273 27,236 37,332 512-3100 Professional Services 35,506 -4.89% 1,676 2,912 1,722 3,077 512-4000 Travel and Per Diem 3,254 5.75% 720 740 668 764 512-4100 Communication Services 784 2.62% 262 336 79 300 512-4200 Postage 300 0.00% 6,151 2,985 3,069 11,138 512-4400 Rentals & Leases 11,696 5.01% 2,022 1,762 741 2,000 512-4912 Recording Fees 2,000 0.00% 14,008 12,126 9,828 12,000 512-4915 Legal Advertising 12,000 0.00% 479 634 417 1,500 512-5100 Office Supplies 1,500 0.00% 1,411 1,659 1,707 2,000 512-5101 Office Supplies - City Hall Copier (Dept Alloc) 2,000 0.00% 5,367 13 6,979 200 512-5200 Operating Supplies 1,200 500.00% 156 - - 200 512-5210 Uniform Expense 200 0.00% - - 811 - 512-5231 Computer Hardware/Software - 0.00% 438 593 671 1,350 512-5400 Books, Dues & Publications 570 -57.78% 1,155 1,144 1,589 1,515 512-5500 Training 1,890 24.75% $ 57,819 $ 65,177 $ 55,517 $ 73,376 Total Operating Expenditures $ 72,900 -0.65% Capital Outlay: - - - - 512-6420 Computer Hardware/Software - 0.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 545 514 363 557 581-9121 Transfer to Debt Service Fund - -100.00% $ 545 $ 514 $ 363 $ 557 Total Debt Service $ - -100.00% $ 200,221 $ 215,981 $ 222,858 $ 256,698 TOTAL EXPENSES $ 243,244 -5.24% $ (200,221) $ (215,981) $ (222,858) $ (256,598) NET REVENUE / (EXPENSE) $ (242,848) -5.36% 0400-City Clerk 9/19/2019 10:29 AM 66 CITY CLERK Share of City Budget $243,244, 0.5% DESCRIPTION The City Clerk is a Charter Officer, appointed by and reporting to, the City Council. The City Clerk performs as part of the Administrative Branch of the City. The Clerk serves as the custodian of the City seal, custodian of records, and provides administrative support to the Mayor and City Council. MISSION Provide professional, knowledgeable and accurate service to the Mayor and City Council Members, the public, and other Municipal departments by preparing agendas and minutes, processing and monitoring records requests, and updating the Code of Ordinances and Land Development Code. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Continue to properly maintain public records Boxes Scanned/Destroyed na 47 45 76 50 50 Documents Recorded with County na 46 31 28 40 40 Requisitions/Purchase Orders na 18 16 22 15 15 Continue to provide prompt & professional customer service Public records requests & Public records requested $ generated na 621 / $688 757/$3,924 706/$199 600/$500 600/$500 Legal/Display Ads na 26 19 23 20 20 Lien requests/dollars generated na 431 / $10,572 406/$16,200 365/$13,750 400/$10,000 400/$10,000 Number of pages transcribed (Council/Board/Comm) na 239 213 232 225 225 Continue to provide professional administrative support Contracts/Leases/Agreements/MOA/MOU processed na 53 51 32 50 50 Number of Council and Board/Committee meetings na 57 55 45 50 50 Ordiances & Resolutions approved by Council na 40 27 33 35 35  Implement Phase II of the Public Records Request Management Software System, JustFOIA to increase productivity and accountability, to provide monitoring capabilities of the status of requests, and to maintain history.  Provide Code of Ordinance and Land Development Code additions and revisions to Municode immediately after approval for posting . FUTURE GOALS (FY21 & FY22)  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 (FY19)  Partially implemented the Public Records Request Management Software System, JustFOIA, to increase productivity and accountability, to provide monitoring capabilities of the status of requests, and to maintain history. First Phase implemented in the the Police Department.  Streamlined Lien Searches which minimized multiple staff interruptions. 67  001 GENERAL FUND - 0500 FINANCE Actual Budget 2018-19 2019-20 % 2105-16 2016-17 2017-18 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 99,590 98,506 96,381 102,823 513-1100 Executive Salaries 105,477 2.58% 204,048 222,176 220,029 243,941 513-1200 Regular Salaries 241,220 -1.12% 162 - - - 513-1201 Service Awards 217 100.00% 193 114 824 400 513-1400 Overtime 400 0.00% 16,817 17,635 18,146 18,859 513-2100 FICA Taxes 18,573 -1.51% 3,933 4,124 4,244 4,410 513-2101 Medicare 4,344 -1.51% 77,437 95,695 136,393 106,711 513-2200 Retirement Contributions 67,588 -36.66% 3,953 4,748 7,669 10,137 513-2204 Retirement Contributions - DC Plan 8,386 -17.27% 64,400 77,318 73,925 81,021 513-2300 Dental, Life & Health Insurance 84,862 4.74% 527 549 640 659 513-2400 Worker's Compensation 659 0.00% $ 471,060 $ 520,865 $ 558,251 $ 568,962 Total Personal Services $ 531,725 -6.54% Operating Expenditures: 46,023 42,312 52,009 75,881 513-3100 Professional Services 76,860 1.29% 55,363 56,359 64,574 58,407 513-3200 Annual Audit Services 59,458 1.80% 3,206 - 197 - 513-3400 Other Services - 0.00% 6,106 7,837 7,556 8,550 513-4000 Travel and Per Diem 8,550 0.00% 1,048 1,077 1,151 1,158 513-4100 Communication Services 1,028 -11.19% 4,280 2,627 4,665 2,600 513-4200 Postage 2,600 0.00% 470 488 507 530 513-4610 Maintenance Contracts 551 3.96% 1,293 1,132 1,060 1,025 513-4700 Printing and Binding 1,025 0.00% 0 2 11 25 513-4903 Sales Tax Expense/Penalty 25 0.00% 4,057 4,035 3,649 4,850 513-5100 Office Supplies 4,350 -10.31% 1,811 2,190 2,308 2,980 513-5200 Operating Supplies 2,730 -8.39% 400 442 491 600 513-5210 Uniform Expense 600 0.00% 311 614 1,631 - 513-5231 Computer Hardware/Software - 0.00% 2,245 2,050 1,800 2,705 513-5400 Books, Dues & Publications 2,705 0.00% 3,056 1,439 1,944 3,828 513-5500 Training 3,828 0.00% $ 129,669 $ 122,604 $ 143,553 $ 163,139 Total Operating Expenditures $ 164,310 0.72% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 1,089 1,089 1,089 1,114 581-9121 Transfer to Debt Service Fund - -100.00% $ 1,089 $ 1,089 $ 1,089 $ 1,114 Total Debt Service $ - 100.00% $ 601,819 $ 644,558 $ 702,892 $ 733,215 TOTAL EXPENSES $ 696,035 -5.07% $ (601,819) $ (644,558) $ (702,892) $ (733,215) NET REVENUE / (EXPENSE) $ (696,035) -5.07% 0500-Finance 9/19/2019 10:31 AM 68 FINANCE Share of City Budget $696,036, 1.5% DESCRIPTION Finance's primary function is to maintain financial stability for the City. Responsibilities include monitoring appropriations, revenues, and expenditures; developing policies and procedures relating to finance issues; ensuring compliance with City, State, and Federal regulations; and oversight of purchasing and customer service. MISSION Provide professional support in financial administration, uphold the public's trust and reliance on financial reports, and maintain the City's sound financial position and stability while offering quality services efficiently and responsively. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Accurate and Timely Financial Information Monthly Financial Reports Prepared within 20 Days 98% 99% 98% 80% 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) 92% 95% 95% 95% 95% 95% Achieve GFOA Certificate of Achievement for Financial Reporting    annual measure    Prepare 95% of monthly financial reports within 20 days of the end of the month to provide timely financial information.  Achieve growth beyond the rate of inflation for invested surplus funds.  Increase the number of grants awarded to the City through grant-writing training and new avenues of grant opportunities. FUTURE GOALS (FY21 & FY22)  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 (FY19)  Received GFOA Distinguished Budget Presentation Award and Certificate of Achievement for Financial Reporting. 69  001 GENERAL FUND - 0530 PURCHASING Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: Division Does Not Generate Revenue $ - $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 2.75 2.75 3.00 3.00 Number of Funded Employees (FTE's) 3.00 122,298 122,298 120,846 125,594 513-1200 Regular Salaries 133,323 6.15% 54 54 162 - 513-1201 Service Awards - 0.00% - - - - 513-1300 Part-Time Wages - 0.00% 61 61 119 100 513-1400 Overtime 100 0.00% 7,613 7,613 7,356 7,616 513-2100 FICA Taxes 8,082 6.12% 1,781 1,781 1,720 1,781 513-2101 Medicare 1,890 6.14% 18,562 18,562 21,996 19,574 513-2200 Retirement Contributions 22,529 15.10% 3,711 3,711 6,217 7,844 513-2204 Retirement Contributions - DC Plan 6,926 -11.70% 9,784 9,784 7,003 7,568 513-2300 Dental, Life & Health Insurance 7,890 4.25% 209 209 244 239 513-2400 Worker's Compensation 253 5.99% $ 164,072 $ 164,072 $ 165,663 $ 170,315 Total Personal Services $ 180,994 6.27% Operating Expenditures: 7,931 7,931 8,234 7,922 513-3100 Professional Services 8,162 3.03% - - - 135 513-4000 Travel and Per Diem 1,335 888.89% 561 561 740 740 513-4100 Communication Services 563 -23.89% 66 66 66 120 513-4200 Postage 120 0.00% - - - 500 513-4630 Equipment Repair 500 0.00% - - - 75 513-4700 Printing & Binding 75 0.00% - - - 340 513-5204 Fuel & Oil 340 0.00% - - - 300 513-5210 Uniform Expense 300 0.00% 682 682 1,622 - 513-5231 Computer Hardware/Software - 0.00% 285 285 285 320 513-5400 Books, Dues & Publications 285 -10.94% $ 9,525 $ 9,525 $ 10,947 $ 10,452 Total Operating Expenditures $ 11,680 11.75% Debt Service 545 545 726 557 581-9121 Transfer to Debt Service Fund - -100.00% $ 545 $ 545 $ 726 $ 557 Total Debt Service $ - -100.00% $ 174,142 $ 174,142 $ 177,337 $ 181,324 TOTAL EXPENSES $ 192,674 6.26% $ (174,142) $ (174,142) $ (177,337) $ (181,324) NET REVENUE / (EXPENSE) $ (192,674) 6.26% 0530-Purchasing 9/19/2019 10:31 AM 70 PURCHASING Share of City Budget $192,675, DESCRIPTION 0.4% Purchasing is responsible for the acquisition of supplies, materials, equipment, and other commodities needed for operations, as well as supervising the preparation and processing of all bids, proposals, quotations, and required advertisements. MISSION Procure goods and services at the best possible cost consistent with the quality needed to provide the best services to the public. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Procure Products As Efficiently As Possible Purchases Made By Purchase Order n/a n/a 2,986 2,289 2,800 2,800 Time Between Requisition Approval And Purchase Order Creation n/a n/a 4% 3% <5% <5%  Develop succession planning for Purchasing Division to assure continuity of proper purchasing policies and city requirements.  Systematically update wording, requirements for formal bid documents. FUTURE GOALS (FY21 & FY22)  Develop and implement procurement tracking for item order frequency. PRIOR YEAR ACCOMPLISHMENTS (FY19) Expanded ITB/RFP postings to include St of FL Office of Supplier Diversity website (minority; woman-owned; veteran-owned  businesses); and on LinkedIn. 71  001 GENERAL FUND - 0800 POLICE Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 181,303 190,399 202,468 181,576 312-5200 Insurance Premium Tax - Police Pension 181,576 0.00% 303 135 180 100 329-4000 Taxi Permit/Bicycle Registration 100 0.00% 2,364 3,005 2,367 2,387 342-1000 Law Enforcment Services 3,263 36.70% 7,504 9,016 2,688 5,376 342-1300 Police Special Events - -100.00% 4,759 4,440 5,040 4,415 342-1800 Photo Copies 5,504 24.67% 38,979 38,831 31,298 30,210 351-5000 Traffic Fines 41,665 37.92% 21,058 20,959 17,598 16,006 351-5030 Traffic Fines - Law Enforcement Automation 19,911 24.40% 470 875 710 240 354-1100 Parking Citations 231 -3.57% 950 1,650 2,275 1,150 354-1200 False Alarm Fines 1,243 8.09% - 1,750 - - 366-3010 Designated Donations - 0.00% $ 257,691 $ 271,059 $ 264,624 $ 241,460 TOTAL REVENUES $ 253,493 4.98% Personal Services: 55.66 61.90 64.90 66.10 Number of Funded Employees (FTE's) 69.82 68,790 88,429 75,288 93,727 521-1100 Executive Salaries 105,948 13.04% 2,127,944 2,251,835 2,314,015 2,635,620 521-1200 Regular Salaries 2,700,686 2.47% 1,678 866 1,137 432 521-1201 Service Awards 324 -25.00% 650 100 100 - 521-1202 Incentive/Merit Pay - 0.00% 67,807 - 80,324 87,838 521-1300 Part-Time Wages 87,838 0.00% 113,966 168,416 182,088 176,589 521-1400 Salaries - Overtime 240,000 35.91% 64,366 68,295 68,338 69,046 521-1401 Salaries - Overtime Holiday Worked 69,046 0.00% 44,021 57,180 64,510 113,513 521-1501 Incentive Pay 94,223 -16.99% 2,198 3,890 5,747 5,400 521-1507 Clothing Allowance 6,000 11.11% 152,622 153,484 162,347 169,388 521-2100 FICA Taxes 172,615 1.91% 35,694 35,895 37,968 39,614 521-2101 Medicare 40,370 1.91% 122,079 90,711 163,582 143,058 521-2200 Retirement Contributions - General Employees 135,175 -5.51% 506,169 506,474 739,416 732,187 521-2201 Retirement Contributions - Police Officers 789,717 7.86% 181,303 190,399 202,468 181,576 521-2203 Insurance Premium Tax - Police Pension 181,576 0.00% 10,865 18,873 13,833 26,371 521-2204 Retirement Contributions - DC Plan 20,175 -23.50% 367,051 375,530 382,030 518,064 521-2300 Dental, Life & Health Insurance 585,775 13.07% 52,254 55,472 74,032 76,103 521-2400 Worker's Compensation 77,301 1.57% (52,210) (51,636) - - 521-1298 Salary Allocation Reimb from CRA Fund - 0.00% $ 3,867,249 $ 4,014,213 $ 4,567,223 $ 5,068,526 Total Personal Services $ 5,306,769 4.70% Operating Expenditures: 88,419 71,160 99,620 95,408 521-3100 Professional Services 90,912 -4.71% 1,575 375 - 1,500 521-3101 Legal 1,000 -33.33% 350 376 299 1,000 521-3510 Information & Evidence 1,000 0.00% 3,393 16,477 28,403 25,000 521-4000 Travel and Per Diem 25,000 0.00% 32,900 98,634 29,785 30,211 521-4100 Communication Services 34,865 15.40% 959 1,110 1,185 1,250 521-4200 Postage 1,250 0.00% 47,993 44,760 40,799 44,760 521-4300 Utilities 40,800 -8.85% 3,559 3,737 6,306 3,709 521-4400 Rentals & Leases 4,171 12.46% 16,707 13,595 50,115 76,262 521-4610 Maintenance Contracts 80,818 5.97% 29,686 28,708 35,844 37,000 521-4620 Vehicle Repair 37,000 0.00% 7,888 2,373 1,742 3,000 521-4630 Equipment Repair 3,000 0.00% 105 - - - 521-4640 Building Maintenance - 0.00% 1,075 2,533 2,203 2,350 521-4700 Printing & Binding 2,350 0.00% (154) 135 306 1,000 521-4904 Wrecker Expense 1,000 0.00% 51 - - - 521-4915 Legal Advertising - 0.00% 4,584 6,540 6,440 8,500 521-5100 Office Supplies 7,500 -11.76% 22,638 75,610 59,005 61,500 521-5200 Operating Supplies 60,000 -2.44% 73,073 89,776 114,608 89,776 521-5204 Fuel & Oil 114,608 27.66% 0800-Police 9/19/2019 10:32 AM 72  001 GENERAL FUND - 0800 POLICE Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 20,903 62,596 26,130 30,175 521-5210 Uniform Expense 29,250 -3.07% 11,848 21,598 16,716 20,000 521-5213 Ammunition Expense 20,000 0.00% 1,066 1,480 - - 521-5222 Explorer Post Spending - 0.00% 3,199 225 2,232 - 521-5223 Citizen Police Academy Alumni Donation Spending - 0.00% - 297 - - 521-5224 Coin/Pin Donation Spending - 0.00% - 1,363 750 - 521-5226 Designated Donation Spending - 0.00% 19,478 1,985 16,973 500 521-5231 Computer Hardware/Software 500 0.00% 2,065 52,752 6,226 5,200 521-5233 Tools/Guns 4,000 -23.08% 81 475 194 450 521-5250 Operating Supplies - Grounds Maintenance 450 0.00% 5,070 7,604 7,499 7,550 521-5400 Books, Dues & Publications 7,319 -3.06% 4,045 19,475 15,807 25,000 521-5500 Training 25,000 0.00% $ 402,553 $ 625,749 $ 569,187 $ 571,101 Total Operating Expenditures $ 591,793 3.62% Capital Outlay: - - 19,778 - 521-6401 Office Furniture & Fixtures - 0.00% 1,241 - 1,385 - 521-6402 Equipment - 0.00% 245,882 373,320 291,713 176,000 521-6403 Passenger Vehicles 176,000 0.00% 2,825 17,431 61,939 - 521-6406 Specialized Equipment - 0.00% - 58,825 18,040 - 521-6420 Computer Hardware/Software - 0.00% $ 249,948 $ 449,576 $ 392,855 $ 176,000 Total Capital Outlay $ 176,000 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 149,925 150,870 149,202 149,331 581-9121 Transfer to Debt Service Fund 144,040 -3.54% $ 149,925 $ 150,870 $ 149,202 $ 149,331 Total Debt Service $ 144,040 -3.54% $ 4,669,676 $ 5,240,408 $ 5,678,464 $ 5,964,958 TOTAL EXPENSES $ 6,218,602 4.25% $ (4,411,985) $ (4,969,349) $ (5,413,840) $ (5,723,498) NET REVENUE / (EXPENSE) $ (5,965,109) 4.22% 0800-Police 9/19/2019 10:32 AM 73 POLICE Share of City Budget $6,218,601, 11.6% DESCRIPTION Police Department functions include patrol, community policing, street crimes, investigations, communications, and records. The Police Department is responsible for enforcement of laws, minimizing illegal activity, criminal investigations, maintaining accurate law enforcement records. Community involvement to devise solutions and monitor resolutions is strongly promoted and a Citizens Police Academy is conducted to educate citizens about safety and enhance community based crime prevention efforts. MISSION Protect the welfare of citizens and their property and enhance public safety through proactive problem solving and increased community partnerships. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Respond Promptly to Calls for Service Sworn Officers per 1,000 Citizens 1.95 1.96 2.19 Annual 2.25 2.25 Response Time: Top Priority Calls (min:sec, call received to on-scene) 1:45 2:02 4:05 2:34 2:25 2:25 Protect Life and Property Increase number of Subscribers into the RUOK Program na na 1 0 100% 100% Promote Community Involvement Citizens Police Academy Participants (# of attendees) 0 11 0 0 0 0 Training Increase Supervisor Training na na 1 12 8 8 Increase Officer Training na na 19 65 20 20 Increase Dispatch Training na na 2 3 4 4 Complete CIT Training for all Sworn Officers na na 2 0 14 14  Achieve average response times (call received to officer on-scene) of under 2 minutes for emergency calls  Increase RUOK subscribers by 100% and respond within one hour to check on the subscriber who fails to acknowledge the verification call.  Conduct house checks for all subscribing citizens.  Conduct a Citizens Police Academy Class with at least 15 participants. FUTURE GOALS (FY21 & FY22)  Obtain Commission for Florida Law Enforcement Accrediation Certification  Decrease the number of traffic crashes through Education, Engineering and Enforcement  Locate and apply for additional funding through Public Grants  Colaborate with local stakeholders to improve publice welfare PRIOR YEAR ACCOMPLISHMENTS (FY19)  Weekly Police Bike rides were conducted in business and residential neighborhoods to promote Community engagement Partnership was established with Ring Doorbell to allow residents to share video footage with Police Department and allow Police Department to  share messages with residents  Improved inter-departmental communications and work jointly to improve the quality of life and welfare for residents and visitors  False Alarm ordinance was reveiwed and recommendations were made to decrease the number of false alarms within the City  All Sworn Member of the Department attended specialzied training such as Fair and Impartial Policing and Active Shooter.  Eight members of the Department received certification in Crisis Intervention Training  False Alarm ordinance was reveiwed and recommendations were made to decrease the number of false alarms within the City 74 75  001 GENERAL FUND - 0900 FIRE Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 205,007 204,568 195,017 204,568 312-5100 Insurance Premium Tax - Fire Pension 195,017 -4.67% 322-2010 Fire Assessment Fee 2,500,000 100.00% 5,471 4,534 2,475 3,445 329-2010 Fire Safety Plan Review 3,445 0.00% 7,615 10,713 10,735 10,790 335-2100 Fire Supplemental Compensation 9,096 -15.70% 720 1,125 1,328 945 342-2200 Safety Permits & Licenses 1,389 46.94% 23,491 21,506 21,600 26,734 342-2700 Annual Safety Inspection Fees 20,312 -24.02% $ 265,795 $ 263,952 $ 252,755 $ 273,216 TOTAL REVENUES $ 2,749,571 906.37% Personal Services: 38.00 37.00 37.00 37.00 Number of Funded Employees (FTE's) 44.00 101,619 99,311 101,435 104,053 522-1100 Executive Salaries 106,738 2.58% 1,706,709 1,825,164 1,864,699 2,027,867 522-1200 Regular Salaries 2,444,298 20.54% 704 541 487 648 522-1201 Service Awards 921 42.13% - 600 200 26,350 522-1202 Incentive Pay 30,412 15.42% 236,318 256,493 256,833 239,162 522-1400 Salaries - Overtime 306,419 28.12% 60,127 71,476 74,382 70,041 522-1401 Salaries - Overtime Holiday Supplement 70,041 0.00% 16,072 20,491 20,389 15,509 522-1501 Incentive Pay 15,537 0.18% 734 305 305 - 522-1506 Paramedic Pay - 0.00% 11,500 8,092 - - 522-1508 Battalion Chief Pay - 0.00% 126,335 135,592 133,688 123,565 522-2100 FICA Taxes 148,383 20.08% 29,546 31,711 31,266 28,898 522-2101 Medicare 34,702 20.08% 10,150 12,603 22,578 19,651 522-2200 Retirement Contributions - General Employees 22,529 14.65% 744,019 794,144 1,089,746 1,016,560 522-2202 Retirement Contributions - Firefighters 1,231,466 21.14% 201,904 204,568 195,017 204,568 522-2203 Insurance Premium Tax - Fire Pension 195,017 -4.67% 233,883 277,989 303,719 335,060 522-2300 Dental, Life & Health Insurance 556,925 66.22% 70,973 77,265 104,716 96,877 522-2400 Worker's Compensation 119,077 22.92% $ 3,550,594 $ 3,816,345 $ 4,199,460 $ 4,308,808 Total Personal Services $ 5,282,463 22.60% Operating Expenditures: 27,167 28,170 26,175 25,265 522-3100 Professional Services 18,216 -27.90% - 14,146 - 15,000 522-3102 Employee Physicals & Immunizations 16,380 9.20% 5,788 6,038 6,111 - 522-3400 Other Services 5,861 100.00% - 1,408 2,815 10,000 522-4000 Travel and Per Diem 23,000 130.00% 15,866 17,092 14,701 12,739 522-4100 Communication Services 11,657 -8.49% 172 141 282 500 522-4200 Postage 300 -40.00% 41,273 41,990 45,393 41,990 522-4300 Utilities 45,394 8.11% 2,464 2,645 3,734 1,452 522-4400 Rentals & Leases 1,452 0.00% 10,306 12,753 13,417 15,149 522-4610 Maintenance Contracts 14,504 -4.26% 26,211 67,420 47,584 51,000 522-4620 Vehicle Repair 70,000 37.25% 7,708 4,105 7,116 10,000 522-4630 Equipment Repair 15,000 50.00% 526 1,044 1,002 1,000 522-4700 Printing & Binding 1,000 0.00% 887 756 866 1,200 522-5100 Office Supplies 1,500 25.00% 88,989 38,590 43,934 40,500 522-5200 Operating Supplies 42,400 4.69% 15,012 16,245 21,734 16,245 522-5204 Fuel & Oil 21,700 33.58% 12,970 13,746 12,986 12,360 522-5210 Uniform Expense 18,800 52.10% 550 574 8,798 3,000 522-5216 Medical Supplies 5,000 66.67% - 1,202 1,728 - 522-5224 Donation Spending - 0.00% 1,364 434 1,622 - 522-5231 Computer Hardware/Software - 0.00% 11,524 3,506 2,605 3,000 522-5234 Safety Supplies/Equipment 10,000 233.33% - 475 194 - 522-5250 Operating Supplies - Grounds Maintenance - 0.00% - 1,000 733 1,000 522-5261 Fire Dept Open House 2,000 100.00% 2,098 1,986 2,701 1,700 522-5400 Books, Dues & Publications 2,195 29.12% 5,318 7,995 8,015 9,000 522-5500 Training 11,900 32.22% 0900-Fire 9/19/2019 10:33 AM 76  001 GENERAL FUND - 0900 FIRE Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 470,638 - 1,020,927 - Grant-Related Expenses - 0.00% $ 746,832 $ 283,461 $ 1,295,173 $ 272,100 Total Operating Expenditures $ 338,259 24.31% Capital Outlay: - 21,256 - 522-6401 Office Furniture & Fixtures - 0.00% 25,080 24,290 3,216 6,800 522-6402 Equipment - -100.00% 29,899 1,019 - - 522-6403 Passenger Vehicles - 0.00% - - - 11,500 622-6401 Office Furniture & Fixtures - -100.00% - - - 12,800 522-6405 Communication Equipment - -100.00% - 5,025 - - 522-6407 Fire Equipment - 0.00% - 8,155 7,205 - 522-7200 Interest Payments $ 54,979 $ 38,489 $ 31,677 $ 31,100 Total Capital Outlay $ - -100.00% Debt Service 191,239 191,922 190,715 246,431 581-9121 Transfer to Debt Service Fund 244,487 -0.79% $ 191,239 $ 191,922 $ 190,715 $ 246,431 Total Debt Service $ 244,487 -0.79% $ 4,543,644 $ 4,330,217 $ 5,717,026 $ 4,858,439 TOTAL EXPENSES $ 5,865,209 20.72% $ (4,277,848) $ (4,066,265) $ (5,464,271) $ (4,585,223) NET REVENUE / (EXPENSE) $ (3,115,639) -32.05% 0900-Fire 9/19/2019 10:33 AM 77 FIRE Share of City Budget $5,865,209, 11.0% DESCRIPTION Fire Department functions include fire suppression, regulation, prevention, and inspection; emergency medical services, vehicle extrication; technical rescue; and hazardous materials response. The department coordinates the City's Emergency Management and Preparedness efforts and conducts public education efforts to prepare citizens to learn ways to better protect themselves from the ravages of fire and disaster. A Citizens Emergency Response Team (CERT) Program is conducted to educate citizens about safety and how to assist the community in the aftermath of a disaster. MISSION Ensure that fire prevention and suppression is paramount; advance life support service provides the best treatment available; the City is prepared to address major emergencies and disasters. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Respond Promptly to Calls for Service Response Time Under 5 Minutes (dispatch to on-scene) 71% 76% 64% 69% >74% >74% Fire Code Review of Construction Plans Completed within 5 Business Days 100% 100% 100% 100% >89% >89% Minimize Injuries, Death, and Property Destruction One & Two Family Residential Structure Fires Confined to Room of Origin 75% 73% 47% 58% >70% >70% Patients in Full Cardiac Arrest Who Regain a Specified Heart Rhythm 25% 38% 47% 28% >19% >19% Reduce Liability Exposure Fire Personnel Injuries with Time Lost per 1000 Incidents 0.02 0.37 0.00 0.00 <0.5 <0.5 Property Damage and Equipment Loss $1,000 $5,600 $450 $920 <$2,000 <$2,000 Promote Community Involvement Events, Programs, Outreach Initiatives 50 103 55 42 >49 >49  Achieve a response time (dispatch to on-scene arrival) of under 5 minutes at least 80% of the time.  Complete Fire Code review of construction plans within 5 business days of submission at least 80% of the time.  Ensure patients in full cardiac arrest regain a specified heart rhythm prior to ambulance arrival at least 15% of the time. Decrease the number of on-the-job injuries through implementation of a comprehensive department Safety Program and implementation of  appropriate safety rules, regulations, and guidelines.  Conduct or attend at least 50 community and public relations events. FUTURE GOALS (FY21 & FY22)  Position the fire department so that it's less dependent on outside resources to accomplish its primary mission.  Complete the construction of a classroom/storage building at the Fire Training Facility  Review and update Continuity of Operations Plans and Comprehensive Emergency Management Plan for the City.  Coordinate National Incident Management training for all Department Directors and those personnel operating at the EOC in times of disaster.  Enter into a Public Safety Partnership with the City of Mary Esther for better coverage of the City's western district and Commerce and Technology Pa PRIOR YEAR ACCOMPLISHMENTS (FY19)  Completed Drill Tower and Driving Range components of the new Fire Training Facility.  Hosted a very successful Open House Event for the Fire Department, drawing well over 1,000 residents.  Participated in the countywide Flood Disaster Exercise  Completed review by ISO for establishment of new Public Protection Classification 78 79  001 GENERAL FUND - 1000 RECREATION Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 109,237 133,735 116,827 133,735 347-2000 Program Revenue 111,011 -16.99% 16,402 37,244 43,046 37,244 347-2011 Program Revenue - Not City Staff Provided 48,201 29.42% 28,225 31,120 41,015 36,001 347-2100 Sponsorship Revenue 44,494 23.59% 19,856 21,357 19,487 21,071 347-2200 Rentals - Auditorium, Rec Centers, etc. 16,572 -21.35% 14,755 20,775 16,560 12,980 347-2210 Rentals tax-exempt - Auditorium, Rec Centers, etc. 23,012 77.29% - 42,277 45,372 46,884 347-5610 Memberships 44,480 -5.13% 1,435 2,030 2,100 2,100 347-4030 Holiday Parade Entry Fee 1,750 -16.67% 1,186 14,173 - - 366-1000 Contributions/Donations - 0.00% $ 479,497 $ 302,711 $ 284,407 $ 290,015 TOTAL REVENUES $ 289,520 -0.17% Personal Services: 12.64 12.40 11.50 12.70 Number of Funded Employees (FTE's) 12.70 95,504 94,696 97,152 98,710 572-1100 Executive Salaries 101,257 2.58% 290,774 368,456 339,377 344,135 572-1200 Regular Salaries 380,001 10.42% 108 271 54 - 572-1201 Service Awards 379 100.00% - 100 - - 572-1202 Incentive/Merit Pay - 0.00% 66,434 - 57,676 84,318 572-1300 Part-Time Wages 84,318 0.00% 8,171 9,616 6,272 - 572-1400 Salaries - Overtime - 0.00% - 1,701 - - 572-1502 Fitness Cert/Teacher - 0.00% 26,943 27,311 28,564 29,960 572-2100 FICA Taxes 32,241 7.61% 6,301 6,387 6,680 7,007 572-2101 Medicare 7,540 7.61% 55,533 61,854 111,731 97,485 572-2200 Retirement Contributions 67,588 -30.67% 12,089 15,050 17,025 18,117 572-2204 Retirement Contributions - DC Plan 21,070 16.30% 57,715 61,235 73,773 82,129 572-2300 Dental, Life & Health Insurance 99,889 21.62% 13,275 13,668 18,482 18,993 572-2400 Worker's Compensation 21,417 12.76% $ 632,847 $ 660,345 $ 756,786 $ 780,854 Total Personal Services $ 815,701 4.46% Operating Expenditures: 7,736 9,803 11,968 11,100 572-3100 Professional Services 11,100 0.00% 90,782 109,612 66,392 59,500 572-3400 Other Services 64,500 8.40% 28,864 28,687 35,193 48,300 572-3407 Program Instruction 45,950 -4.87% - - 4,797 5,000 572-3450 Other Services - Grounds Maintenance 4,550 -9.00% 928 1,194 643 1,500 572-4000 Travel and per Diem 1,500 0.00% 4,460 4,318 3,765 5,553 572-4100 Communication Services 5,547 -0.11% 279 250 232 100 572-4200 Postage 200 100.00% 203,419 209,909 210,661 209,909 572-4300 Utilities 210,660 0.36% 6,248 10,792 8,738 9,631 572-4400 Rentals & Leases 7,304 -24.16% 4,794 4,544 3,246 4,510 572-4610 Maintenance Contracts 4,968 10.15% 206 488 502 350 572-4620 Vehicle Repair 350 0.00% 1,447 502 17 400 572-4630 Equipment Repair 600 50.00% 35 175 - - 572-4700 Printing and Binding - 0.00% 2,760 2,731 2,801 4,000 572-5100 Office Supplies 4,000 0.00% 18,718 12,853 14,204 26,750 572-5200 Operating Supplies 22,950 -14.21% 4,492 4,585 4,123 4,585 572-5204 Fuel & Oil 2,730 -40.46% 21,612 15,196 8,719 13,025 572-5207 Program Expense 10,375 -20.35% 32,118 38,846 49,025 42,550 572-5208 Sponsorship Expense 42,550 0.00% 1,437 1,658 1,832 1,400 572-5210 Uniform Expense 1,400 0.00% 959 2,785 - - 572-5224 Donation Spending - 0.00% - 7,502 - - 572-5226 Designated Donation Spending 0.00% 682 1,322 2,433 - 572-5231 Computer Hardware/Software - 0.00% - 260 178 - 572-5266 Designated Donation Spending Senior 0.00% 486 299 358 505 572-5400 Books, Dues & Publications 505 0.00% 425 590 900 1,325 572-5500 Training 1,325 0.00% 1000-Recreation 9/19/2019 10:33 AM 80  001 GENERAL FUND - 1000 RECREATION Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change $ 462,553 $ 468,901 $ 430,727 $ 449,993 Total Operating Expenditures $ 443,063 -1.54% Capital Outlay: - - 1,200 - 572-6214 Building Improvements - 0.00% 243,905 17,717 - - 572-6257 Buildings - 0.00% 80,516 - 3,731 65,000 572-6310 Improvements Other Than Building - -100.00% 17,633 48,153 - - 572-6402 Equipment 25,000 100.00% 26,087 - - 25,000 572-6404 Machinery & Equipment - -100.00% $ 368,140 $ 65,870 $ 4,931 $ 90,000 Total Capital Outlay $ 25,000 -100.00% Capital Improvements Program: 272,523 - - - Prior Years Capital Improvement Program - 0.00% $ 272,523 $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 337,045 337,030 337,074 335,626 581-9121 Transfer to Debt Service Fund 541,485 61.34% $ 337,045 $ 337,030 $ 337,074 $ 335,626 Total Debt Service $ 541,485 61.34% $ 2,073,108 $ 1,532,146 $ 1,529,519 $ 1,656,473 TOTAL EXPENSES $ 1,825,250 10.19% $ (1,593,611) $ (1,229,435) $ (1,245,112) $ (1,366,458) NET REVENUE / (EXPENSE) $ (1,535,730) 12.39% 1000-Recreation 9/19/2019 10:33 AM 81 RECREATION Share of City Budget $1,825,250, 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Diverse Recreational Opportunities Youth After School Participants (Total registrations) 116 120 132 108 45 45 Youth After School Program Capacity 68% 67% 75% 75% 100% 100% Adult & Youth Sports Teams Participants 273 328 308 209 225 225 Adult & Youth Sports Teams with Sponsors 100% 100% 100% 100% 100% 100%  Complete Phase 2 with 4 Sand Volleyball Courts, Handicap Parking, and lighting  Reached maximum capacity with Summer Recreation numbers  Installed 12 online Camera System FUTURE GOALS (FY21 & FY22)  Build additional multipurpose fields on Hollywood blvd - Opening up Gateway to Athletic Complex PRIOR YEAR ACCOMPLISHMENTS (FY19)  Completed Volleyball Complex  Completed Ferry Park Renovation  Had 500 teams from out of state play at the Preston Hood Athletic Complex from May-July  Completed an agreement with USTA to manage the FWB Tennis Center and local Tennis programs 82 83  001 GENERAL FUND - 1010 PARKS / ROW Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 39,664 35,957 31,450 35,957 347-2200 Rentals - Liza Jackson 16,245 -54.82% 14,530 17,314 8,926 17,314 347-2210 Rentals tax-exempt - Liza Jackson 8,727 -49.60% - - - - 347-4010 Spec Evt - Landing - 0.00% - - 1,890 25 347-4020 Spec Evt - tax-exempt - Landing - -100.00% - - - - 344-9007 DOT Right-of-Way Maintenance Contract 43,774 100.00% 6,026 4,730 3,925 2,484 362-1000 Rentals & Leases 2,636 6.12% 45,000 - - - 366-1000 Contributions/Donations - 0.00% $ 105,220 $ 58,001 $ 46,192 $ 55,780 TOTAL REVENUES $ 71,382 27.97% Personal Services: 10.00 10.00 10.25 12.00 Number of Funded Employees (FTE's) 13.00 317,789 304,822 337,125 398,245 572-1200 Salaries 431,193 8.27% - 325 108 432 572-1201 Service Awards - -100.00% 108 - 100 - 572-1202 Incentive/Merit Pay - 0.00% 5,925 2,780 7,221 4,000 572-1400 Salaries - Overtime 4,020 0.50% 196 239 500 - 572-1401 Salaries - Overtime Holiday Worked - 0.00% 18,704 18,961 20,073 22,545 572-2100 FICA Taxes 25,556 13.36% 4,374 4,434 4,695 5,272 572-2101 Medicare 5,977 13.38% 64,437 65,506 102,603 99,296 572-2200 Retirement Contributions 67,588 -31.93% 2,490 6,171 9,422 11,272 572-2204 Retirement Contributions - DC Plan 14,004 24.23% 62,030 65,045 77,351 104,141 572-2300 Dental, Life & Health Insurance 93,121 -10.58% 10,965 10,379 14,857 16,546 572-2400 Worker's Compensation 17,531 5.95% $ 487,019 $ 478,662 $ 574,055 $ 661,750 Total Personal Services $ 658,990 -0.42% Operating Expenditures: 600 - - 280 572-3100 Professional Services 280 0.00% - 2,959 619 - 572-3400 Other Services 57,497 100.00% 14,620 27,150 29,146 33,390 572-3450 Other Services - Grounds Maintenance 38,962 16.69% 3,168 2,548 2,647 3,412 572-4100 Communication Services 6,263 83.56% 78,049 78,744 80,219 78,744 572-4300 Utilities 89,509 13.67% 5,730 10,683 7,511 1,200 572-4400 Rentals & Leases 8,712 626.00% 550 568 567 610 572-4610 Maintenance Contracts 631 3.44% 6,468 4,403 5,658 3,300 572-4620 Vehicle Repair 4,600 39.39% 10,207 15,031 14,933 12,900 572-4630 Equipment Repair 17,030 32.02% 7,257 20,962 18,193 11,650 572-5200 Operating Supplies 14,725 26.39% 12,955 13,849 18,898 15,349 572-5204 Fuel & Oil 14,700 -4.23% 582 750 178 600 572-5210 Uniform Expense 1,200 100.00% - - 811 - 572-5231 Computer Hardware/Software - 0.00% 4,044 6,867 6,666 8,000 572-5233 Tools 11,225 40.31% 1,371 1,261 1,094 2,000 572-5234 Safety Supplies/Equipment 2,530 26.50% 51,177 60,671 63,854 70,730 572-5250 Operating Supplies - Grounds Maintenance 81,680 15.48% 110 - - 200 572-5400 Books, Dues & Publications 200 0.00% - 50 80 350 572-5500 Training 500 42.86% $ 196,889 $ 246,496 $ 251,074 $ 242,715 Total Operating Expenditures $ 350,244 44.30% Capital Outlay: - - 41,300 - 572-6214 Building Improvements - 0.00% 44,068 15,571 457,124 - 572-6310 Improvements Other Than Building - 0.00% - 11,600 61,613 - 572-6402 Equipment 5,000 100.00% 41,528 45,733 - - 572-6404 Trucks 66,000 100.00% 69,560 - 44,894 - 572-6406 Specialized Equipment - 0.00% - - 1,207 - 572-6420 Computer Hardware/Software - 0.00% $ 155,156 $ 72,904 $ 606,138 $ - Total Capital Outlay $ 71,000 0.00% 1010-Parks 9/19/2019 10:34 AM 84 85  001 GENERAL FUND - 1040 GOLF CLUB Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 608,722 600,422 677,330 646,155 347-5000 Greens Fees 670,353 3.74% 8,572 3,228 436 500 347-5020 Tournament Fees 510 2.00% - 42,695 49,086 25,389 347-5025 Tournament Fees - Tax Exempt 28,955 14.05% - - - 65,383 347-5099 GolfNow/Comp Green Fees 65,383 0.00% 100,142 104,647 109,776 104,599 347-5100 Membership Fees 107,737 3.00% 536,649 500,332 559,183 483,952 347-5200 Golf Cart Rental 508,925 5.16% 991 623 458 792 347-5210 Pull Cart Rental 322 -59.34% - - - 49,208 347-5299 GolfNow/Comp Golf Cart Fees 49,208 0.00% 65,261 59,092 60,620 57,838 347-5300 Driving Range 54,051 -6.55% 73,289 66,113 28,524 28,578 347-5400 Rental and Lease Income - Restaurant & Pro Shop 24,993 -12.54% 2,145 2,070 2,190 1,890 347-5510 GHIN Handicapping Service 3,134 65.82% 12,838 4,694 6,741 6,952 347-5900 League Play 9,134 31.39% - 27,607 38,686 31,415 347-5915 Merchandise Sales 28,229 -10.14% (57) (98) (188) 50 347-5920 Cash Over/(Under) 150 200.00% 24,600 26,568 26,568 26,568 362-2010 Rental and Lease Income - Tower 26,568 0.00% $ 1,433,152 $ 1,437,994 $ 1,559,410 $ 1,529,269 TOTAL REVENUES $ 1,577,652 3.16% Personal Services: 13.93 13.81 13.81 13.96 Number of Employees (FTE's) 13.42 95,873 305,411 107,242 109,840 572-1200 Regular Salaries 119,093 8.42% 162 217 208 - 572-1201 Service Awards 270 100.00% 201,293 - 203,828 278,096 572-1300 Part-Time Wages 292,452 5.16% 123 429 - 100 572-1400 Salaries - Overtime 100 0.00% 18,094 18,598 18,888 23,606 572-2100 FICA Taxes 25,050 6.12% 4,231 4,349 4,417 5,522 572-2101 Medicare 5,859 6.11% 30,093 37,539 67,756 58,655 572-2200 Retirement Contributions 45,058 -23.18% 8,257 9,342 9,943 10,893 572-2300 Dental, Life & Health Insurance 11,381 4.48% 4,596 4,705 5,922 7,186 572-2400 Worker's Compensation 8,268 15.06% $ 362,722 $ 380,590 $ 418,204 $ 493,897 Total Personal Services $ 507,532 2.76% Operating Expenditures: 27,801 30,294 33,886 42,839 572-3100 Professional Services 43,176 0.79% - - 470 - 572-3450 Other Services - Grounds Maintenance - -100.00% 3,329 3,398 3,287 3,317 572-4100 Communication Services 3,189 -3.86% 193 126 127 100 572-4200 Postage 100 0.00% 89,117 66,410 69,751 66,410 572-4300 Utilities 69,752 5.03% 98,659 87,499 90,085 90,116 572-4400 Rentals & Leases 90,031 -0.09% 1,524 1,663 1,936 2,023 572-4610 Maintenance Contracts 2,044 1.04% 4,334 980 2,595 4,000 572-4630 Equipment Repair 3,300 -17.50% - - - 1,750 572-4680 Plant & System Repair 1,750 0.00% 10,745 14,095 13,195 15,000 572-4800 Promotional Activities 13,000 -13.33% 116,489 - 116,807 114,591 572-4899 GolfNow/Comp Golf Rounds & Carts 114,591 0.00% 601 565 834 1,090 572-5100 Office Supplies 1,090 0.00% 12,434 16,018 10,852 17,375 572-5200 Operating Supplies 16,375 -5.76% 4 (40) - - 572-5204 Fuel & Oil - 0.00% - 19,603 18,205 - 572-5205 Goods for Resale 20,000 100.00% 475 185 222 1,440 572-5210 Uniform Expense 1,440 0.00% 2,046 - - - 572-5231 Computer Hardware/Software - 0.00% - - 590 4,700 572-5250 Operating Supplies - Grounds Maintenance 4,700 0.00% 2,661 2,494 2,557 2,440 572-5400 Books, Dues & Publications 2,480 1.64% $ 370,412 $ 243,290 $ 365,399 $ 367,191 Total Operating Expenditures $ 387,018 5.40% Capital Outlay: - - 5,251 - 572-6402 Equipment - 0.00% - - 2,413 - 572-6420 Computer Hardware/Software - 0.00% $ - $ - $ 7,664 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service: 1,271 1,271 1,271 1,671 581-9121 Transfer to Debt Service Fund - -100.00% $ 1,271 $ 1,271 $ 1,271 $ 1,671 Total Debt Service $ - -100.00% 734,405 625,151 792,539 862,759 TOTAL EXPENSES 894,550 3.68% 1040-Golf Ops 9/25/2019 2:50 PM 86 GOLF CLUB Share of City Budget $894,550, 1.9% DESCRIPTION The Golf Club consists of two championship 18-hole golf courses, putting green, driving range, and clubhouse. The club holds many community oriented golf tournaments and promotes a Junior Golf Program every summer with clinics. MISSION Provide a quality golf experience to members and visitors through excellent customer service. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Ensure Player Satisfaction Active Memberships 412 412 459 359 450 450 Active Youth Memberships 70 69 50 51 75 75 Promote Play During Off-Peak Times Rounds Teeing Off Between Noon and 4pm 11,145 16,092 17,435 13,290 18,000 18,000 % of Rounds Teeing Off Between Noon and 4pm 31% 37% 32% 31% 35% 35% Marketing Rounds Distributed 3300 3283 3351 2566 3000 3000 Marketing Rounds Redeemed 2628 2722 2781 2171 2200 2200 Revenues Generated from Marketing Rounds $103,954 $94,430 $163,148 $139,603 $120,000 $120,000  Get Edwin Watts space leased to company  Remove old buildings off of Country Club. FUTURE GOALS (FY21 & FY22)  Increase membership to 600  Install covered pavilion to increase revenue through rentals and tournaments. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Landscaped the area outside the Veranda  Renovated all practice greens to excellent condition 87  001 GENERAL FUND - 1045 GOLF GROUNDS Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: Revenues Shared with Golf Club Operations Division $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 16.25 15.75 15.75 15.75 Number of Employees (FTE's) 15.75 386,904 367,830 359,590 473,639 572-1200 Regular Salaries 515,126 8.76% 217 325 262 - 572-1201 Service Awards 488 100.00% 13,329 - 13,365 19,306 572-1300 Part-Time Wages 19,306 0.00% 1,542 568 2,627 1,000 572-1400 Salaries - Overtime 1,000 0.00% 2,635 3,184 2,971 2,765 572-1401 Salaries - Overtime Holiday Worked 2,765 0.00% 23,971 22,292 23,956 29,175 572-2100 FICA Taxes 31,172 6.84% 5,606 5,214 5,603 6,823 572-2101 Medicare 7,290 6.85% 85,819 89,762 108,472 72,463 572-2200 Retirement Contributions 67,588 -6.73% 2,972 4,435 10,361 19,851 572-2204 Retirement Contributions - DC Plan 20,266 2.09% 40,610 34,060 38,340 111,215 572-2300 Dental, Life & Health Insurance 105,995 -4.69% 6,231 5,761 7,562 9,726 572-2400 Worker's Compensation 14,443 48.50% $ 569,836 $ 533,431 $ 573,109 $ 745,964 Total Personal Services $ 785,439 5.29% Operating Expenditures: 2,304 2,304 2,867 2,496 572-3100 Professional Services 2,496 0.00% 115 120 - 125 572-3400 Other Services 125 0.00% 50,417 43,260 27,880 31,430 572-3450 Other Services - Grounds Maintenance 40,130 27.68% 656 529 438 288 572-4100 Communication Services 264 -8.33% 8,521 6,552 5,750 6,552 572-4300 Utilities 5,750 -12.24% 11,191 14,995 14,864 15,277 572-4400 Rentals & Leases 33,039 116.27% 714 732 751 1,075 572-4610 Maintenance Contracts 1,096 1.95% 3,279 1,338 830 500 572-4620 Vehicle Repair 500 0.00% 33,880 44,190 43,938 31,000 572-4630 Equipment Repair 31,000 0.00% (694) 149 (108) - 572-4916 Inventory Short/Over - 0.00% 16 34 18 45 572-5100 Office Supplies 45 0.00% 7,873 7,066 8,845 8,045 572-5200 Operating Supplies 8,095 0.62% (501) 7,424 5,543 - 572-5203 Fleet Maintenance Clearing Account - 0.00% 14,847 16,022 22,283 16,022 572-5204 Fuel & Oil 12,000 -25.10% 1,829 1,396 2,181 2,295 572-5210 Uniform Expense 2,295 0.00% 2,687 3,915 3,806 6,000 572-5233 Tools 6,000 0.00% 1,483 900 866 3,400 572-5234 Safety Supplies/Equipment 3,910 15.00% 242,791 222,717 138,175 258,750 572-5250 Operating Supplies - Grounds Maintenance 245,500 -5.12% 75 425 455 90 572-5400 Books, Dues & Publications 725 705.56% $ 381,484 $ 374,068 $ 279,382 $ 383,390 Total Operating Expenditures $ 392,970 2.50% Capital Outlay: - - 147,750 - 572-6402 Equipment - 0.00% $ - $ - $ 147,750 $ - Total Capital Outlay $ - 0.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service: 11,825 3,239 3,240 3,240 581-9121 Transfer to Debt Service Fund 3,234 -0.20% $ 11,825 $ 3,239 $ 3,240 $ 3,240 Total Debt Service $ 3,234 -0.20% 963,145 910,738 1,003,481 1,132,594 TOTAL EXPENSES 1,181,643 4.33% 1045-Golf Grounds 9/19/2019 10:35 AM 88 GOLF GROUNDS Share of City Budget $1,181,643… DESCRIPTION The Pines Course offers 18-holes in a challenging layout of over 6,800 yards through a tree-lined, upland pine forest. The Oaks course offers 18-holes over 6,400 yards of narrow fairways lined with oak trees and water hazards. MISSION Provide a quality golf experience to members and visitors through excellent course maintenance. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Reduce Maintenance Costs Out-of-Play Areas with Native Plant Material 16% 15% 15% 15% 15% 15%  Install Covered storage for all new equipment  Level tee boxes on #3 and #15 on Pines Course FUTURE GOALS (FY21 & FY22)  Make #12 and #13 Oaks ponds a natural cord grass retention area.  Landscape renovations out front of clubhouse  Demo old buildings by Country Club Road PRIOR YEAR ACCOMPLISHMENTS (FY19)  Repair bridge decking on #5 Pines, #6 Pines and #17 Oaks  Repair roofs at Maintenance shop  Landscape area out front of Veranda  Have all 36 Greens in good playing condition year round 89  001 GENERAL FUND - 1060 LIBRARY Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: - 79,687 73,596 337-7000 Cooperative Funding - Operations 81,376 10.57% 6,670 - - - 337-7005 Library Co-Op Program Revenue - 0.00% 6,125 5,575 6,143 450 341-9110 Passport Fees 450 0.00% 2,025 1,865 1,850 3,660 347-1000 Library Fees 3,660 0.00% 7,005 5,899 6,323 6,432 347-1010 Photo Copy Revenue 6,432 0.00% 425 225 125 150 347-1210 Rentals - Taxable 171 14.00% 11,648 10,229 9,704 1,000 352-1000 Library Fines - -100.00% 86 302 229 157 352-1010 Lost Publications 518 229.92% 4,045 4,704 13,246 - 366-1000 Contributions/Donations - 0.00% - - - - 389-9600 Approp. from Reserved Fund Bal - Harvey Trust - 0.00% $ 38,028 $ 108,486 $ 37,621 $ 85,444 TOTAL REVENUES $ 92,607 8.38% Personal Services: 7.92 8.02 8.72 8.72 Number of Funded Employees (FTE's) 9.73 172,986 270,319 184,209 188,657 571-1200 Regular Salaries 202,556 7.37% - 271 - 162 571-1201 Service Awards 108 -33.33% 650 600 - - 571-1202 Incentive/Merit Pay - 0.00% 93,967 - 97,188 120,762 571-1300 Part-Time Wages 120,762 0.00% 100 720 936 200 571-1400 Salaries - Overtime 200 0.00% 16,385 16,597 17,109 18,742 571-2100 FICA Taxes 19,555 4.34% 3,832 3,881 4,001 4,383 571-2101 Medicare 4,573 4.34% 41,525 51,945 93,565 80,345 571-2200 Retirement Contributions 67,588 -15.88% 2,622 746 2,787 2,865 571-2204 Retirement Contributions - DC Plan 2,939 2.57% 5,461 7,174 12,221 13,330 571-2300 Dental, Life & Health Insurance 14,479 8.62% 784 790 1,005 1,039 571-2400 Worker's Compensation 1,085 4.47% $ 338,311 $ 353,043 $ 413,021 $ 430,484 Total Personal Services $ 433,846 0.78% Operating Expenditures: 2,541 2,348 2,447 2,474 571-3100 Professional Services 2,730 10.35% 1,498 2,281 1,525 1,770 571-3400 Other Services 1,795 1.41% 548 698 - 400 571-3407 Program Instruction 400 0.00% - - - 250 571-3450 Operating Supplies - Grounds Maintenance 250 0.00% 471 87 - - 571-4000 Travel and Per Diem - 0.00% 1,785 1,903 1,952 1,855 571-4100 Communication Services 1,855 0.00% 169 340 131 200 571-4200 Postage 200 0.00% 61,077 78,425 95,236 78,425 571-4300 Utilities 103,106 31.47% 14,993 15,406 15,586 15,528 571-4400 Rentals & Leases 15,525 -0.02% 1,415 1,819 1,928 1,950 571-4610 Maintenance Contracts 2,487 27.54% 1,613 11,000 - - 571-4640 Building Maintenance - 0.00% 2,089 1,716 1,622 1,460 571-5100 Office Supplies 2,510 71.92% 29,475 39,823 16,808 15,113 571-5200 Operating Supplies 17,042 12.76% 345 493 921 600 571-5207 Program Expense 600 0.00% 2,693 909 3,746 - 571-5223 Passport Fee Spending - 0.00% 2,144 3,857 3,389 - 571-5224 General Donation Spending - 0.00% 682 134 7,702 - 571-5231 Computer Hardware/Software - 0.00% 191 - 23 - 571-5250 Grounds Maintenance - 0.00% 762 262 265 262 571-5400 Books, Dues & Publications 269 2.67% 300 - - - 571-5500 Training - 0.00% $ 124,791 $ 161,501 $ 153,281 $ 120,287 Total Operating Expenditures $ 148,769 23.68% Capital Outlay: - 1,246 - - 571-6401 Furniture and Fixtures - 0.00% 2,209 - - - 571-6402 Equipment - 0.00% - - 12,600 - 571-6420 Computer Hardware/Software - 0.00% 34,809 40,117 38,309 35,000 571-6600 Books, Publications & Library Materials 35,000 0.00% $ 37,018 $ 41,363 $ 50,909 $ 35,000 Total Capital Outlay $ 35,000 0.00% $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Debt Service 20,758 20,849 20,484 20,718 581-9121 Transfer to Debt Service Fund 18,389 -11.24% $ 20,758 $ 20,849 $ 20,484 $ 20,718 Total Debt Service $ 18,389 -11.24% $ 520,879 $ 576,756 $ 637,696 $ 606,489 TOTAL EXPENSES $ 636,004 4.87% $ (482,850) $ (468,270) $ (600,075) $ (521,044) NET REVENUE / (EXPENSE) $ (543,396) 4.29% 1060-Library 9/25/2019 2:52 PM 90 LIBRARY Share of City Budget $636,004, 1.3% DESCRIPTION Library resources include books, movies, games, ebooks, and e-audio for children and adults. Children's learning activities for all ages conducted weekly with holiday and special programs being offered throughout the year. Facilities include a children's activity room, 5 study rooms, an art gallery, a digital media lab, meeting space for large and small groups, Wi-Fi access, children's learning stations, and 11 computer stations. MISSION Create and foster a comprehensive variety of print and media resources and materials designed to educate and entertain. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Resources to Promote Literacy, Education, & Enrichment Inventoried Collection Per Citizen 3.6 3.1 3.3 3.0 3.0 3.0 Circulation per Item 2 1.8 2.2 0.6 2.5 2.5 Circulation per Active Borrower (City and Non-City Residents) 6.6 6.4 7.3 5.6 7.8 7.8 City Residents Who Have an Active Library Card 33% 45% 49% 41% 40% 42% Leverage updated physical collection with display and marketing innovations to enhance circulation and collection use. Use social media marketing of non-print resources, such as the media lab and physical spaces, to enhance the value of the library to the community. FUTURE GOALS (FY21 & FY22) Offer a variety of classes, clubs, and events to bring in more people ages 13-30, using the library's media lab, meeting spaces, and maker resources. Explore off-site outreach opportunities in the community to encourage library use by young adults and teens. PRIOR YEAR ACCOMPLISHMENTS (FY19) Increased use of the adult non-fiction collection by 11% with weeding and updating of the collection through targeted acquisitions. Instituted an annual planning process to better utilize resources toward more relevant services for citizens. Conducted new Maker Day fair to bring new families, small businesses, and activities into the library. Increased marketing of non-print resources through marketing inhouse and through social media. 91  001 GENERAL FUND - 1070 MUSEUM Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 1,225 975 835 250 341-9110 Passport Fees 250 0.00% 36 78 - - 347-2000 Program Revenue - 0.00% 32,828 31,677 34,233 26,990 347-3500 Admission Fees 28,744 6.50% 24,063 27,424 31,313 26,508 347-3510 Merchandise Sales 27,646 4.29% 7,486 8,154 9,872 10,518 347-3520 Fees - Tax Exempt 11,616 10.44% - 1,307 1,439 1,741 347-3610 Memberships 1,134 -34.87% 385 - - - 366-1000 Contributions/Donations - 0.00% $ 66,023 $ 69,615 $ 77,691 $ 66,007 TOTAL REVENUES $ 69,390 5.13% Personal Services: 4.10 4.10 4.00 3.60 Number of Funded Employees (FTE's) 3.60 123,905 143,530 128,741 135,961 573-1200 Regular Salaries 143,387 5.46% - - 325 54 573-1201 Service Awards - -100.00% 108 100 500 - 573-1202 Incentive/Merit Pay - 0.00% 23,040 - 12,650 15,445 573-1300 Part-Time Wages 15,445 0.00% 32 4 1 20 573-1400 Salaries - Overtime 20 0.00% 8,497 8,827 8,660 9,239 573-2100 FICA Taxes 9,681 4.78% 1,987 2,064 2,025 2,161 573-2101 Medicare 2,264 4.78% 27,628 32,630 41,258 37,568 573-2200 Retirement Contributions 22,529 -40.03% 1,541 1,930 3,951 4,101 573-2204 Retirement Contributions - DC Plan 4,391 7.08% 27,949 23,390 12,720 13,281 573-2300 Dental, Life & Health Insurance 14,173 6.72% 533 435 283 288 573-2400 Worker's Compensation 302 4.75% $ 215,220 $ 212,910 $ 211,114 $ 218,117 Total Personal Services $ 212,192 -2.72% Operating Expenditures: 2,422 2,599 2,324 3,230 573-3100 Professional Services 3,230 0.00% 220 220 220 335 573-3400 Other Services 750 123.88% - 332 - - 573-4000 Travel and Per Diem - 0.00% 1,064 1,084 1,074 1,104 573-4100 Communication Services 1,104 0.00% 45 115 82 120 573-4200 Postage 120 0.00% 14,846 13,088 12,853 13,088 573-4300 Utilities 12,853 -1.80% 3,039 1,659 556 560 573-4400 Rentals & Leases 559 -0.18% 2,388 2,255 2,201 2,639 573-4610 Maintenance Contracts 2,860 8.37% 158 91 87 100 573-4630 Equipment Repair 50 -50.00% 250 - - - 573-4640 Building Maintenance - 0.00% 996 1,056 2,582 1,300 573-4700 Printing & Binding 1,200 -7.69% 7,685 2,431 4,846 3,085 573-4800 Promotional Activities 2,635 -14.59% 811 1,085 838 1,490 573-5100 Office Supplies 1,490 0.00% 1,065 1,344 4,027 3,200 573-5200 Operating Supplies 3,150 -1.56% - - - 100 573-5204 Fuel & Oil 50 -50.00% 13,895 14,976 14,147 15,000 573-5205 Goods For Resale 15,000 0.00% 430 233 238 400 573-5207 Program Expense 400 0.00% 186 223 371 500 573-5210 Uniform Expense 400 -20.00% 2,759 1,445 1,519 2,860 573-5215 Exhibit / Collection Supplies 2,536 -11.33% 87 756 412 - 573-5223 Passport Fee Spending - 0.00% 74 788 950 - 573-5224 General Donation Spending - 0.00% - 379 - - 573-5225 Fundraising Spending - 0.00% 480 1,211 812 - 573-5231 Computer Hardware/Software - 0.00% - - 80 100 573-5234 Safety Supplies/Equipment 50 -50.00% 1,155 1,123 599 650 573-5250 Operating Supplies - Grounds Maintenance 700 7.69% 842 969 957 1,055 573-5400 Books, Dues & Publications 1,033 -2.09% $ 54,897 $ 49,462 $ 51,775 $ 50,916 Total Operating Expenditures $ 50,170 -1.47% Capital Outlay: 9,954 3,998 - - 573-6402 Equipment - 0.00% - 1,207 - 573-6420 Computer Hardware/Software - 0.00% $ 9,954 $ 3,998 $ 1,207 $ - Total Capital Outlay $ - 0.00% $ 280,071 $ 266,370 $ 264,093 $ 269,033 TOTAL EXPENSES $ 262,362 -2.48% $ (214,048) $ (196,755) $ (186,402) $ (203,027) NET REVENUE / (EXPENSE) $ (192,972) -4.95% 1070-Museum 9/25/2019 2:52 PM 92 MUSEUM Share of City Budget $262,362, 0.6% DESCRIPTION The Indian Temple Mound Museum was the first museum in Florida owned and operated by a municipality and is recognized for having one of the finest collections of prehistoric ceramics in the Southeast United States. Historic structures such as the Camp Walton Schoolhouse and Garnier Post Office Museums are fine examples of Northwest Florida history and house artifacts that relay the story of early Camp Walton. The Civil War Exhibits Building interprets the First Florida Militia and their activities while stationed at what we today call The Fort Walton Landing. MISSION Share 14,000 years of Fort Walton culture and history through stewardship, education and interpretation of its prehistoric and historic collections. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Share Community History With Public Visitors Per General Visitation Hour of Operation 5.4 5.3 5.3 5.7 6.0 6.0 Educational Programming Visitors During Non-General Visitation Hours 5,025 4,407 5,330 3,784 5,500 5,500 Outreach Programming Visitors During Non-General Visitation Hours 8,695 11,482 8,565 16,685 11,000 11,000 City Savings from Volunteer Assistance $14,306 $10,996 $10,995 $10,498 $11,000 $11,000  Continue to improve public access to museum properties and downtown community. Completed renovation of mound staircase and  Continue to provide event and activity programming to increase visitation to and public awareness of Heritage Park.  Provide 2018 Advertising and Marketing Partnership in conjunction with Okaloosa County Tourist Development Council. Its purpose is to develop awareness of and visitation to Heritage Park and the downtown area. Provide programming activities designed to match State Standards for Civil War education to attract older grade students of field trips to  Heritage Park. FUTURE GOALS (FY21 & FY22)  Complete NAGPRA process for 8OK6M (Fort Walton Temple Mound) archaeological site from filing to certification.  Look into the possibility of painting the historic structure - the Camp Walton Schoolhouse Museum  Create parking areas accessible to school buses, RVs and shuttle buses for improved public access to facilities. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Continued training: staff and volunteers received training on museum programs, collections care, customer service and exhibits. This training takes place on a monthly basis.  Continued use of museum volunteers: Volunteers assist in museum activities and events, as well as keeping the historic buildings open longer hours to the public. Donated hours are anticipated to exceed 2,000 hours this year. Museum volunteers provide assistance with educational and recreational programming such as Zombie Walk, various Open House days and the Camp Walton Christmas event. These experiences afford visitors the opportunity to enjoy free admission days. Continued Community Involvement: Museum partnership with Emerald Coast Archaeology Society allows visitors to attend 4-6 guest  speakers on archaeology topics throughout the year. Museum partnership with Thunderbird Honor Guard strengthens ties to the Native American community and provides access to cultural demonstrations during the year. Museum partnership with Reeds Raiders at Bowlegs in defense of the City increases public awareness of museum activities and raises awareness that history can be fun. Museum partnership with Musical Echoes provides cultural and arts festival to general public which increases awareness and strengthens Native American commitment to the mound and museum. Continued Public Awareness Campaign: The Indian Temple Mound Museum seeks out advertising opportunities and has been on various  websites, Facebook, blogs, NWF Daily News, Emerald Coast Magazine, Visit Florida, FWB Chamber of Commerce, the Four Points Sheraton in-room compendium of things to do and see, WUWF’s “Unearthing Pensacola” segments, and WEAR ABC Channel 3. The museums were able to display their events on various Lamar advertising boards which has increased visibility. Local organizational newsletters increase awareness, promote activities and show the accomplishments of the museums and their partners. These include Florida Public Archaeology Network (Pensacola), Baker Block News (Baker), Panhandle Historic Preservation Alliance News (reaches all panhandle), Emerald Coast Archaeology Society (OK County), Heritage News (Niceville); GWFC Our Voice Florida Woman's Club newsletter (OK County), and Genealogical Society of Okaloosa County (OK County). Through TDC partnership we were able to have an advertisement at the Panama City Airport to advertise museum and City events.  Provide Successful Programming: It is the goal of Heritage Park to be at the forefront of educational experiences and activities for students in our four county service area. As such we are constantly developing new presentations for schools and the public designed to showcase the artifact collection, archaeology in general and to present the history of the local community in exciting ways. We have increased our homeschool programming to reach new audiences. We began a campaign to bring back schools who visited in the past but no longer do so. This is an ongoing project, but has already begun to bear fruit.  TDC Partnership: This year the TDC Partnership was entitled Marketing and Advertising Package. Its goal was to promote the offerings and accomplishments of Heritage Park and the downtown community. It included rackcards for distribution at hotels from Panama City to Pensacola, hotel room keycards focused on guests already aware of our facility, ads in coupon books targeted guests not already aware of our facility, pole banners were utilized to reach downtown visitors and finally the creation of a marketing video will inspire visitors for a long time to come. 93  001 GENERAL FUND - 1080 CEMETERY Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 187,635 126,360 176,790 194,610 343-8000 Sale of Lots 204,917 5.30% 6,975 9,565 2,790 5,580 343-8100 Crypt Sales 8,082 44.84% 4,335 23,215 10,325 6,870 343-8200 Niche Sales 20,788 202.59% 4,825 21,150 17,120 21,490 343-8300 Weekend/Holidays Interments 22,431 4.38% 175,500 160,160 143,250 160,620 343-8400 Openings/Closings 178,217 10.96% 804 2,981 2,013 1,684 343-8500 Transfer Fees 488 -71.02% 20,364 20,217 - - 381-2400 Transfer from Beal Memorial Cemetery Fund 34,000 100.00% $ 400,438 $ 363,648 $ 352,288 $ 390,854 TOTAL REVENUES $ 468,923 19.97% Personal Services: 3.00 3.00 3.00 3.00 Number of Funded Employees (FTE's) 3.00 96,847 100,032 102,502 106,013 539-1200 Regular Salaries 111,374 5.06% - 108 325 - 539-1201 Service Awards - 0.00% 495 1,810 446 500 539-1400 Salaries - Overtime 500 0.00% 79 512 62 100 539-1401 Salaries - Overtime Holiday Worked 100 0.00% 5,339 5,591 5,588 5,686 539-2100 FICA Taxes 5,900 3.76% 1,249 1,308 1,307 1,330 539-2101 Medicare 1,380 3.75% 28,736 35,990 65,489 56,611 539-2200 Retirement Contributions 67,588 19.39% 24,666 28,000 29,814 32,664 539-2300 Dental, Life & Health Insurance 34,234 4.81% 5,209 5,364 6,892 6,816 539-2400 Worker's Compensation 8,553 25.48% $ 162,619 $ 178,715 $ 212,425 $ 209,721 Total Personal Services $ 229,628 9.49% Operating Expenditures: 948 948 948 950 539-3100 Professional Services 950 0.00% 69,170 63,325 68,925 74,000 539-3400 Other Services 74,000 0.00% 450 250 - - 539-3450 Other Services - Grounds Maintenance - 0.00% 847 840 898 896 539-4100 Communication Services 851 -5.02% 68,460 75,416 94,334 75,416 539-4300 Utilities 94,333 25.08% 42 - - 60 539-4400 Rentals & Leases 60 0.00% 796 562 692 883 539-4610 Maintenance Contracts 904 2.37% 325 173 434 - 539-4620 Vehicle Repair - 0.00% 712 232 755 1,850 539-4630 Equipment Repair 1,850 0.00% 1,075 - 7,500 - 539-4640 Building Maintenance - 0.00% 6,410 17,560 6,637 - 539-4980 Repurchase Cemetery Lots - 0.00% 1,918 831 1,269 1,375 539-5200 Operating Supplies 1,375 0.00% 1,123 1,122 1,603 1,122 539-5204 Fuel & Oil 800 -28.70% 215 223 494 180 539-5210 Uniform Expense 180 0.00% - - 811 - 539-5231 Computer Hardware/Software - 0.00% 471 720 690 1,100 539-5233 Tools 1,100 0.00% 183 250 170 600 539-5234 Safety Supplies/Equipment 600 0.00% 9,462 16,767 13,510 15,925 539-5250 Operating Supplies - Grounds Maintenance 14,175 -10.99% - - - 40 539-5500 Training 40 0.00% $ 162,608 $ 179,219 $ 199,670 $ 174,397 Total Operating Expenditures $ 191,218 9.65% Capital Outlay: 26,673 - - - 539-6214 Building Improvements - 0.00% - 18,005 - - 539-6310 Improvements Othern Than Building - 0.00% - - 7,210 - 539-6355 Landscaping & Fences - 0.00% 18,848 20,217 7,623 8,000 539-6402 Equipment - -100.00% $ 45,521 $ 38,222 $ 14,833 $ 8,000 Total Capital Outlay $ - -100.00% Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% Interfund Transfers: 24,668 21,760 34,031 38,922 581-9162 Transfer to Beal Memorial Perpetual Care Fund 40,983 5.30% $ 24,668 $ 21,760 $ 34,031 $ 38,922 Total Interfund Transfers $ 40,983 5.30% $ 395,416 $ 417,916 $ 460,957 $ 431,040 TOTAL EXPENSES $ 461,830 7.14% $ 5,021 $ (54,268) $ (108,670) $ (40,186) NET REVENUE / (EXPENSE) $ 7,093 -117.65% 1080-Cemetery 9/25/2019 2:53 PM 94 CEMETERY Share of City Budget $461,830, 1.0% DESCRIPTION Cemetery staff is responsible for the sale of plots, niches, and mausoleum spaces; grounds maintenance; and supervision of funerals at the City's two cemeteries – Beal Memorial Cemetery and Brooks Cemetery. MISSION Provide a well-maintained and peaceful resting place of burial. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide a Well-Maintained Resting Place of Burial Cemetery Grounds with Turf in Good Condition 95% 90% 78% 95% 95% 95%  Leveling headstones in all sections  Replace doors on Niche Wall FUTURE GOALS (FY21 & FY22)  Replace all fencing around perimeter  Develop a sod farm in open area of cemetery for use for newly dug graves.  Install central control system for irrigation. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Replaced Mausoleum Roof 95  001 GENERAL FUND - 1200 ENGINEERING SERVICES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 3,800 5,560 4,380 6,720 341-3001 Overhead Banner Installation Fee 11,571 72.19% - 22 - 5 341-9310 Engineering Drawings - -100.00% $ 3,800 $ 5,582 $ 4,380 $ 6,725 TOTAL REVENUES $ 11,571 72.06% Personal Services: 4.00 3.00 3.00 2.00 Number of Funded Employees (FTE's) 2.00 86,952 86,167 88,451 89,870 541-1100 Executive Salaries 72,003 -19.88% 69,287 56,586 31,068 32,645 541-1200 Regular Salaries 33,488 2.58% 108 54 - 108 541-1201 Service Awards - -100.00% 541 - 500 - 541-1202 Incentive/Merit Pay - 0.00% 230 458 710 - 541-1400 Overtime - 0.00% 11,091 8,379 7,065 7,048 541-2100 FICA Taxes 6,252 -11.30% 2,594 1,960 1,652 1,648 541-2101 Medicare 1,462 -11.28% 1,614 - - - 541-2200 Retirement Contributions - 0.00% 9,952 8,519 7,700 7,923 541-2204 Retirement Contributions - DC Plan 5,275 -33.43% 20,169 22,558 23,353 26,060 541-2300 Dental, Life & Health Insurance 13,386 -48.63% 267 242 240 233 541-2400 Worker's Compensation 200 -14.06% $ 202,806 $ 184,923 $ 160,739 $ 165,536 Total Personal Services $ 132,065 -20.22% Operating Expenditures: 5,610 5,618 3,889 3,644 541-3100 Professional Services 3,738 2.58% 958 24 1,442 800 541-4000 Travel and Per Diem 1,600 100.00% 1,496 1,696 1,511 1,207 541-4100 Communication Services 1,368 13.34% 4,865 3,991 4,403 6,565 541-4200 Postage 6,565 0.00% 3,263 3,423 1,960 3,663 541-4400 Rentals & Leases 1,878 -48.73% 4,100 4,300 - 2,500 541-4610 Maintenance Contracts 2,500 0.00% 7 14 113 125 541-4620 Vehicle Repair 125 0.00% 707 - - 600 541-4630 Equipment Repair 600 0.00% - 35 218 35 541-4700 Printing & Binding 35 0.00% 5,629 4,304 2,504 7,689 541-5100 Office Supplies 7,689 0.00% 333 1,950 793 500 541-5200 Operating Supplies 500 0.00% 381 475 426 475 541-5204 Fuel & Oil 315 -33.68% 298 222 80 200 541-5210 Uniform Expense 200 0.00% - 713 - - 541-5231 Computer Hardware/Software - 0.00% 48 85 - - 541-5234 Safety Supplies/Equipment - 0.00% 317 13 60 185 541-5400 Books, Dues & Publications 560 202.70% 1,205 319 1,149 1,954 541-5500 Training 2,168 10.95% $ 29,216 $ 27,182 $ 18,548 $ 30,142 Total Operating Expenditures $ 29,841 -1.00% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 741 726 545 742 581-9121 Transfer to Debt Service Fund - -100.00% $ 741 $ 726 $ 545 $ 742 Total Debt Service $ - -100.00% $ 232,763 $ 212,831 $ 179,833 $ 196,420 TOTAL EXPENSES $ 161,906 -17.57% $ (228,963) $ (207,249) $ (175,453) $ (189,695) NET REVENUE / (EXPENSE) $ (150,335) -20.75% 1200-Engineering 9/19/2019 10:36 AM 96 GROWTH MANAGEMENT SERVICES Share of City Budget $161,906, 0.3% DESCRIPTION Growth Management Adminstration provides administrative and customer service support to the Planning, Building, and Code Enforcement departments by providing the necessary tools for everyday function as well as providing information regarding services and operation of each department. MISSION Provide high quality, timely and cost effective services in all facets of operations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Achieve <90% of above average customer satisfaction rating for service rendered by na na na na na 90% Growth Management Administration  Maintain current projects paid in a timely manner  Provide oprational services and tools to each division FUTURE GOALS (FY20 & FY21)  Create survey metric system to determine quality of customer satisfaction; both internally and externally PRIOR YEAR ACCOMPLISHMENTS (FY18)  This Division was created during new Fiscal Year, therefore no prior achievements were recorded 97  001 GENERAL FUND - 1205 PLANNING & ZONING Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 13,385 30,769 14,787 16,087 329-1001 Zoning/Variances Fees 13,796 -14.24% 4,425 7,426 4,533 2,031 329-2000 Zoning Site Plan Review 3,427 68.73% - 1,375 363 625 329-9010 Licenses & Registrations 514 -17.76% $ 17,809 $ 39,570 $ 19,682 $ 18,743 TOTAL REVENUES $ 17,737 -5.37% Personal Services: 2.00 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 141,898 149,248 146,973 170,113 515-1200 Regular Salaries 115,143 -32.31% - 54 - 54 515-1201 Service Awards - -100.00% 108 - - - 515-1202 Incentive/Merit Pay - 0.00% 120 63 49 150 515-1400 Overtime 150 0.00% 8,446 8,336 8,333 9,434 515-2100 FICA Taxes 6,512 -30.97% 1,975 1,949 1,949 2,207 515-2101 Medicare 1,523 -31.00% 12,024 - - - 515-2200 Retirement Contributions - 0.00% 5,393 8,110 6,794 9,660 515-2204 Retirement Contributions - DC Plan 6,941 -28.15% 22,935 29,455 27,325 33,759 515-2300 Dental, Life & Health Insurance 33,389 -1.10% 228 237 280 305 515-2400 Worker's Compensation 219 -28.26% (6,779) (9,141) (9,376) (7,231) 515-1296 Salary Allocation Reimb from FBC Fund (7,620) 5.38% (7,670) (12,240) - - 515-1297 Salary Allocation Reimb from CDBG Fund - 0.00% - (7,729) - - 515-1298 Salary Allocation Reimb from CRA Fund - 0.00% $ 178,678 $ 176,071 $ 182,327 $ 218,452 Total Personal Services $ 156,257 -28.47% Operating Expenditures: 24,200 10,093 140,923 20,717 515-3100 Professional Services 22,505 8.63% - 7,058 - - 515-3400 Other Services - 0.00% 1,353 1,407 2,671 1,200 515-4000 Travel and Per Diem 1,200 0.00% 825 1,112 1,171 857 515-4100 Communication Services 924 7.81% - - - 757 515-4200 Postage 757 0.00% - 500 - - 515-4610 Maintenance Contracts - 0.00% 952 822 794 1,650 515-4700 Printing & Binding 1,650 0.00% 291 352 - 300 515-5100 Office Supplies 300 0.00% 90 460 - 375 515-5200 Operating Supplies 375 0.00% 411 149 186 400 515-5210 Uniform Expense 400 0.00% 1,890 - 811 - 515-5231 Computer Hardware/Software - 0.00% 789 774 905 1,142 515-5400 Books, Dues & Publications 1,145 0.26% 1,382 1,355 984 1,600 515-5500 Training 1,600 0.00% $ 32,183 $ 24,082 $ 148,445 $ 28,998 Total Operating Expenditures $ 30,856 6.41% Capital Outlay: $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 530 605 726 371 581-9121 Transfer to Debt Service Fund - -100.00% $ 530 $ 605 $ 726 $ 371 Total Debt Service $ - 0.00% $ 211,391 $ 200,758 $ 331,498 $ 247,822 TOTAL EXPENSES $ 187,113 -24.50% $ (193,581) $ (161,188) $ (311,816) $ (229,079) NET REVENUE / (EXPENSE) $ (169,376) -26.06% 1205-Planning 9/19/2019 10:37 AM 98 PLANNING & ZONING Share of City Budget $187,113, 0.4% DESCRIPTION Planning is responsible for sustainable growth and development in Fort Walton Beach, ensuring implementation of the Comprehensive Plan, and compliance with the Land Development Code. Staff facilitates and serves on various boards and committees. MISSION Foster sustainable development by providing professional and technical services to City Council, citizen boards, property owners, and businesses in order to promote high quality of life and prosperity for the citizens of Fort Walton Beach. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Increase Development Activity Citywide (Net) New Business Openings 77 63 63 69 60 60 New Developments Approved 10 5 5 8 10 8 Parcels Annexed into the City 2 2 2 1 1 1 Population Increase 0.99% 0.95% 0.97% 0.45% 1.5% 1.5%  Ensure the effectiveness and efficiency of City codes and regulations by updating the City Code of Ordinances.  Continue to update S.O.P. related to changes that arose from implementation of TRAK-iT software. FUTURE GOALS (FY21 & FY22)  Promote sustainable economic growth through the use of efficient business and development review services.  Review Land Development Code and prepare amendments based on the Downtown Master Plan and Commerce & Technology Park Plan. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Updated sections of the City Land Development Code & Code of Ordinances to increase effectiveness and efficiency.  Approved ten development order applications for new commercial and multi-family developments.  Annexed three properties totaling approximately 2 acres into the City limits.  Completed update of Comprehensive Plan in accordance with the Evaluation & Appraisal Report (EAR). 99  001 GENERAL FUND - 1217 CODE ENFORCEMENT Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 19,215 37,394 28,762 41,731 354-1000 Code Enforcement - Fines 38,136 -8.61% 7,265 8,500 4,465 5,467 354-1010 Code Enforcement - Fees 2,991 -45.29% $ 26,480 $ 45,894 $ 33,227 $ 47,198 TOTAL REVENUES $ 41,127 -12.86% Personal Services: 2.00 2.00 2.00 2.00 Number of Funded Employees (FTE's) 2.00 97,271 96,854 97,538 98,705 529-1200 Regular Salaries 101,252 2.58% 325 - - 529-1201 Service Awards - 0.00% 48 4 153 150 529-1400 Overtime 150 0.00% 5,746 5,684 5,693 5,725 529-2100 FICA Taxes 5,844 2.08% 1,344 1,329 1,331 1,339 529-2101 Medicare 1,367 2.07% 28,863 34,959 61,480 52,708 529-2200 Retirement Contributions 45,058 -14.51% 14,388 16,354 17,435 19,137 529-2300 Dental, Life & Health Insurance 20,088 4.97% 1,626 1,598 1,951 1,885 529-2400 Worker's Compensation 2,076 10.12% $ 149,284 $ 157,107 $ 185,581 $ 179,649 Total Personal Services $ 175,834 -2.12% Operating Expenditures: 2,951 2,951 5,789 7,513 529-3100 Professional Services 8,331 10.89% 223 - - - 529-3400 Other Services - 0.00% 661 599 673 - 529-4000 Travel and Per Diem - 0.00% 761 783 1,281 1,338 529-4100 Communication Services 1,554 16.14% 236 347 6 200 529-4620 Vehicle Repair 200 0.00% - - 20 97 529-5200 Operating Supplies 97 0.00% 767 991 987 991 529-5204 Fuel & Oil 876 -11.60% - 146 46 400 529-5210 Uniform Expense 460 15.00% 284 - 2,451 - 529-5231 Computer Hardware/Software - 0.00% 70 150 150 110 529-5400 Books, Dues & Publications 150 36.36% 450 375 395 600 529-5500 Training 600 0.00% $ 6,404 $ 6,342 $ 11,798 $ 11,249 Total Operating Expenditures $ 12,268 9.06% Capital Outlay: 19,841 - - - 529-6404 Trucks - 0.00% $ 19,841 $ - $ - $ - Total Capital Outlay $ - 0.00% Debt Service 363 363 363 371 581-9121 Transfer to Debt Service Fund - 0.00% $ 363 $ 363 $ 363 $ 371 Total Debt Service $ - 0.00% $ 175,892 $ 163,812 $ 197,742 $ 191,269 TOTAL EXPENSES $ 188,102 -1.66% $ (149,412) $ (117,919) $ (164,515) $ (144,071) NET REVENUE / (EXPENSE) $ (146,975) 2.02% 1217-Code 9/19/2019 10:37 AM 100 CODE ENFORCEMENT Share of City Budget $188,102, 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 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Implement Nuisance Abatement Program Number of Derelict Properties Brought Into Compliance - CRA 0 0 0 0 2 2 Number of Derelict Properties Brought Into Compliance - non-CRA 0 0 0 0 1 1  Update Code Enforcement S.O.P. related to any changes that arise from implementation of the Trak-it computer system. FUTURE GOALS (FY21 & FY22)  Complete implementation of eTRAKiT web portal allowing citizens to view case status and submit code enforcement tickets online. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Maintained a 98% code case compliance ratio without the need for Code Enforcement Board action. 101  001 GENERAL FUND - 1220 FLEET Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 225 - - - 365-1010 Sale of Used Oil - 0.00% $ 225 $ - $ - $ - TOTAL REVENUES $ - 0.00% Personal Services: 9.00 9.00 9.00 9.00 Number of Funded Employees (FTE's) 9.00 274,075 278,462 295,251 314,644 519-1200 Regular Salaries 323,581 2.84% 487 - - 162 519-1201 Service Awards - -100.00% 108 600 500 - 519-1202 Incentive/Merit Pay - 0.00% 5,575 - - - 519-1300 Part-Time Wages - 0.00% 640 363 779 1,000 519-1400 Salaries - Overtime 1,000 0.00% 154 - 169 500 519-1401 Salaries - Overtime Holiday Worked 500 0.00% 15,678 16,149 16,377 17,275 519-2100 FICA Taxes 17,375 0.58% 3,667 3,777 3,830 4,040 519-2101 Medicare 4,064 0.59% 43,244 41,585 67,806 59,366 519-2200 Retirement Contributions 45,058 -24.10% 6,516 7,489 9,063 10,791 519-2204 Retirement Contributions - DC Plan 13,543 25.50% 63,348 65,181 67,857 75,832 519-2300 Dental, Life & Health Insurance 101,384 33.70% 6,011 5,781 7,983 8,109 519-2400 Worker's Compensation 9,628 18.73% $ 419,503 $ 419,387 $ 469,615 $ 491,718 Total Personal Services $ 516,132 4.97% Operating Expenditures: 7,734 8,341 7,653 9,153 519-3100 Professional Services 12,383 35.29% 1,730 2,218 3,198 3,000 519-3400 Other Services 3,500 16.67% - 448 - 100 519-4000 Travel and Per Diem - -100.00% 1,308 1,227 1,146 1,126 519-4100 Communication Services 1,099 -2.43% 135 - - - 519-4200 Postage & Freight - 0.00% 26,447 24,069 26,984 24,069 519-4300 Utilities 21,006 -12.73% 239 259 256 649 519-4400 Rentals & Leases 649 0.00% 721 709 841 1,087 519-4610 Maintenance Contracts 1,128 3.79% 477 462 2,095 520 519-4620 Vehicle Repair 520 0.00% 1,942 2,403 2,497 4,000 519-4630 Equipment Repair - -100.00% 3,887 - - - 519-4640 Building Maintenance - 0.00% 59 178 27 100 519-5100 Office Supplies 169 69.00% 12,826 12,595 12,635 12,500 519-5200 Operating Supplies 13,000 4.00% 11,152 (5,223) (1,465) - 519-5203 Fleet Maintenance Clearing Account - 0.00% 2,283 2,360 3,357 2,360 519-5204 Fuel & Oil 2,420 2.54% 866 1,040 1,172 1,350 519-5210 Uniform Expense 1,350 0.00% 1,506 - 811 - 519-5231 Computer Hardware/Software - 0.00% 951 2,551 1,179 1,800 519-5233 Tools 2,500 38.89% 660 733 761 1,600 519-5234 Safety Supplies/Equipment 1,840 15.00% 380 1,656 460 550 519-5500 Training 2,000 263.64% $ 75,303 $ 56,026 $ 63,607 $ 63,964 Total Operating Expenditures $ 63,564 -0.63% Capital Outlay: 29,337 3,768 7,337 - 519-6402 Equipment - 0.00% - 20,920 120 - 519-6404 Trucks - 0.00% $ 29,337 $ 24,688 $ 7,457 $ - Total Capital Outlay $ - 0.00% Debt Service 726 726 726 742 581-9121 Transfer to Debt Service Fund - -100.00% $ 726 $ 726 $ 726 $ 742 Total Debt Service $ - 0.00% $ 524,868 $ 500,827 $ 541,406 $ 556,424 TOTAL EXPENSES $ 579,696 4.18% $ (524,643) $ (500,827) $ (541,406) $ (556,424) NET REVENUE / (EXPENSE) $ (579,696) 4.18% 1220-Fleet 9/19/2019 10:37 AM 102 FLEET Share of City Budget $579,696, 1.2% DESCRIPTION Fleet is responsible for maintaining safe, reliable, economical, and environmentally-friendly vehicles and heavy equipment. MISSION Ensure fleet is available and functioning properly. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Minimize Unscheduled/Unanticipated Downtime and Repairs Workload Attributable to Scheduled Preventative Maintenance & Inspections 40% 39% 41% 39% 40% 37% Workload Attributable to In House Repairs 58% 60% 58% 58% 57% 60% Workload Attributable to Commercial Repairs 3% 2% 2% 3% 2% 3% Repeat Repairs that is Performed 0 0 0 0 1% 0%  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 (FY21 & FY22)  Implement the cylinder rebuild system to reduce cylinder failure and catalog cylinders  Centralize the fleet operations to the city garage  Complete and implement the MJ replacement schedule PRIOR YEAR ACCOMPLISHMENTS (FY19)  Switch from county fuel systems to our own  Consolidate fleet operations for the move to the new facility 103  001 GENERAL FUND - 1230 FACILITIES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 496 665 191 210 341-9330 Special Events - Barricades, Orange Cones 205 -2.38% 513 - 250 500 341-9600 Sign Shop Sales 500 0.00% $ 1,009 $ 665 $ 441 $ 710 TOTAL REVENUES $ 705 -0.70% Personal Services: 7.00 7.00 7.00 6.00 Number of Funded Employees (FTE's) 6.00 239,373 229,891 180,589 234,482 519-1200 Regular Salaries 236,495 0.86% 162 271 271 - 519-1201 Service Awards - 0.00% - 500 - - 519-1202 Incentive/Merit Pay - 0.00% 1,829 1,575 608 3,000 519-1400 Salaries - Overtime 3,000 0.00% 103 - 344 - 519-1401 Salaries - Overtime Holiday Worked - 0.00% 14,061 14,111 10,280 13,348 519-2100 FICA Taxes 14,163 6.11% 3,288 3,300 2,405 3,122 519-2101 Medicare 3,312 6.09% 48,503 50,227 70,870 73,807 519-2200 Retirement Contributions 45,058 -38.95% 4,469 4,574 4,244 5,580 519-2204 Retirement Contributions - DC Plan 5,704 2.22% 28,416 24,679 25,950 44,590 519-2300 Dental, Life & Health Insurance 39,061 -12.40% 9,950 9,888 10,804 12,306 519-2400 Worker's Compensation 16,136 31.13% $ 350,155 $ 339,016 $ 306,365 $ 390,235 Total Personal Services $ 362,930 -7.00% Operating Expenditures: 3,950 - 17,912 36,840 519-3100 Professional Services 36,840 0.00% 5,000 6,754 2,733 1,100 519-3400 Other Services - -100.00% 34 11 - - 519-4000 Travel and Per Diem - 0.00% 3,286 3,256 12,647 3,823 519-4100 Communication Services 4,230 10.65% 148,494 123,973 110,895 165,830 519-4300 Utilities 156,323 -5.73% 239 259 701 649 519-4400 Rentals & Leases - -100.00% 3,308 26,988 44,286 39,039 519-4610 Maintenance Contracts 37,661 -3.53% 3,445 4,506 1,485 2,750 519-4620 Vehicle Repair 2,750 0.00% 4,113 130 268 300 519-4630 Equipment Repair 300 0.00% 72,936 156,313 162,278 164,195 519-4640 Building Maintenance 230,300 40.26% 122,907 239,824 115,512 134,492 519-4645 Heating/Cooling Repairs 120,650 -10.29% - - 546 1,500 519-4670 Traffic Signals 1,500 0.00% 33 42 38 400 519-5100 Office Supplies 400 0.00% 5,828 4,920 6,499 6,305 519-5200 Operating Supplies 6,305 0.00% 5,312 6,266 5,719 6,266 519-5204 Fuel & Oil 4,500 -28.18% 533 477 255 420 519-5210 Uniform Expense 420 0.00% 682 823 - 600 519-5231 Computer Hardware/Software 600 0.00% 2,872 4,197 2,897 5,630 519-5233 Tools 7,600 34.99% 1,089 1,012 669 1,525 519-5234 Safety Supplies/Equipment 1,735 13.77% 16,434 9,868 15,175 13,050 519-5301 Street Markings 11,750 -9.96% 295 180 - - 519-5500 Training - 0.00% (5,375) - (1,606) - 519-9905 Capitalized Costs Allocation - Labor - 0.00% (1,953) - (956) - 519-9906 Capitalized Costs Allocation - Benefits - 0.00% (1,158) - (287) - 519-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 392,304 $ 589,799 $ 497,666 $ 584,714 Total Operating Expenditures $ 623,863 6.70% Capital Outlay: - 23,250 - - 519-6402 Equipment - 0.00% 22,785 - 34,283 - 519-6404 Trucks 24,000 100.00% $ 22,785 $ 23,250 $ 34,283 $ - Total Capital Outlay $ 24,000 100.00% Capital Improvements Program: - - 799,171 - Prior Years Capital Improvement Program - 0.00% $ - $ - $ 799,171 $ - Total Capital Improvements Program $ - 0.00% Debt Service 59,966 60,166 59,601 62,641 581-9121 Transfer to Debt Service Fund 152,912 144.11% $ 59,966 $ 60,166 $ 59,601 $ 62,641 Total Debt Service $ 152,912 144.11% $ 825,210 $ 1,012,231 $ 1,697,085 $ 1,037,590 TOTAL EXPENSES $ 1,163,706 12.15% $ (824,201) $ (1,011,566) $ (1,696,645) $ (1,036,880) NET REVENUE / (EXPENSE) $ (1,163,001) 12.16% 1230-Facilities 9/25/2019 2:56 PM 104 FACILITIES Share of City Budget $1,163,706, 2.4% DESCRIPTION Facilities is responsible for all maintenance work, including electrical, heating and air conditioning, plumbing, and wood work as well as installation and maintenance of traffic control devices, traffic signals, signs, and roadway markings. MISSION Maintain City facilities and traffic control devices in a safe, reliable, economical, and environmentally-friendly manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Safe & Clean Facilities for Employees & the Public Man-hours per Job Order 4 3 3 3 3 3 Works Orders Satisfactorily Completed within 3 Business Days 95% 97% 92% 95% 95% 96%  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 (FY21 & FY22)  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 (FY19)  Install new netting at the Volly Ball Court  Installed new service and new ball field lighting for Ferry park  Completed 1400 work orders 105  001 GENERAL FUND - 1240 STREETS Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 549,257 569,363 - 596,456 312-4100 Local Option Fuel Tax 591,934 -0.76% 250,047 256,935 - 310,959 312-4200 Local Option Fuel Tax - 2nd 271,484 -12.69% 3,676 598 1,624 940 325-1002 Girard Avenue 940 0.01% 48,590 2,045 2,045 3,432 325-1003 Stokes Avenue 3,432 0.01% 6,500 12,130 11,833 8,640 343-9100 Cut Paved Surface/Curb 14,533 68.21% 97,035 102,946 106,035 106,035 344-9008 DOT Lighting Maintenance Contract 113,543 7.08% - 93,274 95,599 98,504 344-9009 DOT Traffic Signal Maintenance Contract 99,716 1.23% $ 955,104 $ 1,037,291 $ 217,136 $ 1,124,966 TOTAL REVENUES $ 1,095,582 -2.61% Personal Services: 6.00 6.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 139,706 121,163 106,796 152,190 541-1200 Regular Salaries 156,977 3.15% 108 - - 541-1201 Service Awards - 0.00% 378 361 280 1,000 541-1400 Salaries - Overtime 1,000 0.00% 8,569 7,487 6,476 9,246 541-2100 FICA Taxes 9,103 -1.54% 2,004 1,751 1,515 2,162 541-2101 Medicare 2,129 -1.52% 10,746 13,615 24,782 21,758 541-2200 Retirement Contributions 22,529 3.54% 3,565 4,610 2,955 4,929 541-2204 Retirement Contributions - DC Plan 5,666 14.96% 4,471 759 5,514 38,193 541-2300 Dental, Life & Health Insurance 35,050 -8.23% 9,537 8,210 9,397 11,081 541-2400 Worker's Compensation 13,003 17.35% $ 178,977 $ 158,064 $ 157,715 $ 240,559 Total Personal Services $ 245,458 2.04% Operational Expenditures: 65,306 92,022 94,315 98,504 541-3400 Other Services 101,078 2.61% 148 840 - - 541-4000 Travel and Per Diem - 0.00% 829 - 840 996 541-4100 Communication Services 2,157 116.57% 245,114 252,000 247,844 252,000 541-4300 Utilities 247,844 -1.65% 79 138 82 5,082 541-4400 Rentals & Leases 5,090 0.16% 8,536 4,910 4,676 6,000 541-4620 Vehicle Repair 7,000 16.67% 2,735 3,226 1,258 3,000 541-4630 Equipment Repair 4,000 33.33% 3,510 3,660 2,584 3,500 541-5200 Operating Supplies 3,500 0.00% 6,941 10,024 10,725 10,024 541-5204 Fuel & Oil 7,250 -27.67% 682 509 330 675 541-5210 Uniform Expense 675 0.00% 655 2,495 569 1,000 541-5233 Tools 2,390 139.00% 1,294 1,420 950 1,770 541-5234 Safety Supplies/Equipment 1,920 8.47% 2,547 5,919 1,945 6,000 541-5250 Operating Supplies - Grounds Maintenance 4,125 -31.25% 5,083 4,824 1,702 5,000 541-5300 Road Materials & Supplies 5,000 0.00% 514 665 255 1,000 541-5304 Street Materials/Concrete 1,000 0.00% 680 300 410 700 541-5500 Training 885 26.43% (38,032) - (47,989) - 541-9905 Capitalized Costs Allocation - Labor - 0.00% (11,465) - (21,253) - 541-9906 Capitalized Costs Allocation - Benefits - 0.00% (7,884) - (9,865) - 541-9907 Capitalized Costs Allocation - Overhead - 0.00% 287,271 382,952 289,378 395,251 Total Operating Expenditures 393,914 -0.34% Capital Outlay: 113,218 - 6,674 - 541-6351 Roads - 0.00% 61,044 16,014 25,627 - 541-6402 Equipment - 0.00% - 34,424 - - 541-6404 Trucks / Vans 22,000 100.00% $ 174,262 $ 50,438 $ 32,301 $ - Total Capital Outlay $ 22,000 0.00% Capital Improvements Program: 113,218 - - 100,000 5018 - Street Resurfacing - -100.00% 17,219 541-6351 Refer to CIP for specific locations - - - - 5306 - Sidewalk Construction - 0.00% - - - - 541-6353 Prior Years Capital Improvement Program - 0.00% $ 130,437 $ - $ - $ 100,000 Total Capital Improvements Program $ - -100.00% $ 770,946 $ 591,454 $ 479,393 $ 735,810 TOTAL EXPENSES $ 661,372 -10.12% $ 184,158 $ 445,837 $ (262,257) $ 389,156 NET REVENUE / (EXPENSE) $ 434,210 11.58% 1240-Streets 9/25/2019 2:57 PM 106 STREETS Share of City Budget $661,372, DESCRIPTION 1.4% Streets maintains and resurfaces 100 miles of paved streets and maintains 61 miles of sidewalk in the City. MISSION Provide a safe and reliable transportation network by maintaining clean, safe, hazard-free roadways, and working to provide the highest level of service to customers and motorist. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide A Dependable Transportation Network Pavement With Condition Index of 'Fair' or Better 94.5% 95.1% 96.5% annual measure 96.0% 96.5% Streets With Sidewalks on At Least One Side 82.0% 82.0% 85.5% annual measure 85.0% 85.5% 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 (FY21 & FY22)  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 (FY19)  Resurfaced Hill Avenue NW from Ajax Drive NW to Lovejoy Road NW. Resurfaced McArthur Avenue NW from Sotir Street NW to Beal Parkway NW, L'ombre Circle from L'ombre Court to Cul-De-Sac, 417  Hollywood Boulevard from Hollywood Boulevard to Hollywood Boulevard.  Restripe Walter Martin Road NE from Beal Parkway NE to Eglin Parkway NE.  Completed Carson Drive Streetscape.  Completed Hollywood Boulevard speed limit reduction.  Completed Gulfview Parking Area.  Completed driveways at Holmes Boulevard NW and Alabama Avenue NW.  Completed Bud Day Trail sidewalk connection (California Drive NE).  Completed driveways on Bradley Drive NE (Water Main Relay).  Completed driveways on Higdon Court NW (Water Main Relay). 107  001 GENERAL FUND - 1499 1/2 CENT SALES TAX Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues 1/2 Cent Sales Tax 2,694,639 100.00% Transfer From Reserve 1/2 Cent Sales Tax $ - $ - $ - $ - Total Revenue $ 2,694,639 100.00% Capital Projects Down Town Master Plan 700,000 100.00% Improvements Fire Safety 911,000 100.00% Fire Engine (Rescue Upgrade) SCBA & Cardiac Monitors ATV for Transport Ballistic Vests Hose Testing Machine Fitness Equipment Emergency Management 77,539 100.00% EOC Planning Citywide Software Evaluation Performance Evaluation - Review Snap Police Safety 319,000 100.00% Message Board & Speed Trailers License Plate Reader Shooting Simulator Drone Light Tower (2 @ $24,000 Each) Rapid ID (5 @ $2,000 Each) Patrol Car & Equip Patrol Car & Equip Commerce & Technology Park 25,000 100.00% Infrastructure & Technology Infrastructure 662,100 100.00% General Street Resurfacing Intersection & Pedestrian Improvements Asphalt Truck Curb Roller $ - $ - $ - $ - Total Capital Expenditures $ 2,694,639 100.00% $ - $ - $ - $ - TOTAL EXPENSES $ 2,694,639 100.00% 1499-Sales Tax _001 9/19/2019 10:25 AM 108  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 251,217 122,373 75,721 50,000 519-1216 Final Leave Pay 891,352 1682.70% - 7,711 451 - 519-2300 Life & Health Insurance - 0.00% 547 4,479 298 25,000 519-2500 Unemployment Compensation 25,000 0.00% $ 251,764 $ 134,563 $ 76,470 $ 75,000 Total Personal Services $ 916,352 1121.80% Operating Expenditures: 78,722 276,822 1,111,006 31,000 519-3100 Professional Services 16,000 -48.39% 770 1,411 1,928 - 519-3400 Other Services - 0.00% - - 4,630 - 519-4000 Travel and Per Diem - 0.00% - - - 288 519-4100 Communication Services 288 0.00% 2,748 5,737 5,866 5,650 519-4400 Rentals & Leases 6,414 13.52% - - 4,484 - 519-4908 Property Taxes - 0.00% - - 600 5,900 519-4911 Holiday Gift Certificates 5,900 0.00% - - 1,160 - 519-4912 Recording Fees - 0.00% 70 29 10 - 519-4913 Cash Over/(Short) - 0.00% (370) 122 348 - 519-4916 Inventory Over/(Short) - 0.00% 176,980 26,554 - - 519-4941 Disaster Recovery - 0.00% - 689 533 - 519-4943 Hurricane - 0.00% - - 14,792 - 519-4994 Tornado 2018 - 0.00% - - - 227,962 519-4995 Contingencies 297,524 30.51% 1,223 - 2,757 - 519-5200 Operating - 0.00% 255 - - 14,280 519-5231 Computer Hardware/Software 21,840 52.94% - 129 - - 519-5249 Weather Events Pub Asst - 0.00% - - - - 519-5400 Dues & Publications 13,000 100.00% - 11,794 2,226 44,000 519-5500 Training - -100.00% - - Prior Year Expenditures - 0.00% $ 260,399 $ 323,287 $ 1,150,340 $ 329,080 Total Operating Expenditures $ 360,966 9.69% Capital Outlay - - 100,000 - 519-6100 Land - 0.00% - - - 169,900 519-6404 Trucks - -100.00% - 27,370 - - 519-6405 Communication Equipment - 0.00% 18,645 58,945 519-6420 Computer Hardware/Software 47,010 -20.25% 18,645 27,370 100,000 228,845 Total Capital Outlay 47,010 -79.46% Other Financing Activity (42,676) (144,672) (44,964) (45,999) 513-9916 Cost Allocation Reimb from FBC Fund (47,011) 2.20% (510) - (23,961) (24,852) 513-9917 Salary Reimb from CDBG Fund (27,588) 11.01% (176,289) (167,123) (174,381) (174,335) 513-9919 Cost Allocation Reimb from CRA Fund (178,171) 2.20% (1,041,639) (1,063,612) (1,526,252) (1,130,539) 513-9941 Cost Allocation Reimb from Utilities Fund (1,155,411) 2.20% (364,433) (372,074) (388,626) (397,564) 513-9943 Cost Allocation Reimb from Sanitation Fund (406,311) 2.20% (154,493) (157,704) (359,617) (168,507) 513-9945 Cost Allocation Reimb from Stormwater Fund (172,214) 2.20% (336) - - - 513-9945 Cost Allocation Reimb from Perpetual Care Fund - 0.00% 4,191 4,161 4,176 2,042 581-9121 Transfer to Debt Service Fund - -100.00% $ (1,776,185) $ (1,901,024) $ (2,513,625) $ (1,939,755) Total Other Financing Activity $ (1,986,705) 2.42% $ (1,245,377) $ (1,415,804) $ (1,186,815) $ (1,306,829) TOTAL EXPENSES $ (662,377) -49.31% 1500-NonDept_001 9/19/2019 10:24 AM 109  001 GENERAL FUND - 1500 NON-DEPARTMENTAL Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 211.75 214.50 214.03 224.93 Number of Funded Employees (FTE's) 225.43 0.22% 317,646 411,535 474,517 470,034 City Council 430,759 -8.36% 716,703 375,257 456,529 431,298 City Manager 410,506 -4.82% 792,826 1,284,671 1,257,665 1,435,831 Administrative Services 1,357,150 -5.48% 186,202 216,035 222,858 256,698 City Clerk 243,244 -5.24% 734,696 796,562 880,229 914,539 Finance 888,708 -2.82% 4,879,620 5,255,948 5,678,464 5,964,958 Police 6,218,602 4.25% 4,457,796 4,350,336 4,696,099 4,858,439 Fire 5,865,209 20.72% 9,506,225 5,520,344 6,005,540 6,220,466 Recreation Services 6,341,872 1.95% 620,046 577,401 709,073 635,511 Growth Management - General Fund 537,122 -15.48% 2,121,025 2,104,512 2,717,884 2,329,824 Total Public Works & Utility Services - General Fund 2,404,774 3.22% - - - - 1/2 Cent Sales Tax 2,694,639 100.00% (1,245,377) (1,415,804) (1,186,815) (1,306,830) Non-Departmental (662,377) -49.31% $ 23,087,408 $ 19,476,797 $ 21,912,043 $ 22,210,768 TOTAL FUND EXPENSES $ 26,730,208 20.35% $ (3,004,750) $ - $ - $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_001 9/19/2019 10:24 AM 110  Law Enforcement Trust Fund The Law Enforcement Trust Fund encompasses 0.02% of the City’s activities and services and accounts for revenues from grants and forfeitures that are legally restricted for specific purposes, such as crime prevention, community policing, and drug education. Per State Statute, law enforcement agencies that receive at least $15,000 in forfeitures within a fiscal year must expend or donate no less than 15% of such funds to support drug abuse prevention, crime prevention, or safe neighborhood programs. Revenue Highlights $40,000 Budget. $35,000 …… 2019-20. $ Change % Change $30,000 Interest & Other 2,309 0 0% $25,000 Use of Reserves 5,000 0 0% $20,000 $7,309 $0 0% $15,000 $10,000 $5,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Other Taxes 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 $150,000 Budget. …… 2019-20 $ Change % Change Personal Services 0 0 0% $100,000 Operations & Maintenance 7,309 0 0% Capital Outlay/Imprvmt 0 0 0 $50,000 $7,309 0 0% $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Operations & Maintenance Capital Outlay/Imprvmt • Drug-lab cleanup and legal services account for the operational expenses; however, these fees are recouped by the proceeds from the forfeiture cases. 111  102 LAW ENFORCEMENT TRUST FUND Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 38,008 20,145 - - Grant Revenues - 0.00% $ 38,008 $ 20,145 $ - $ - Total Grants $ - 0.00% $ 38,008 $ 20,145 $ - $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% - 767 - - 1800-356-1000 Fines & Forfeitures - 0.00% - 95 - - 1800-358-2000 Assets Seized by Law Enforcement - 0.00% $ - $ 862 $ - $ - Total Fines & Forfeitures $ - 0.00% $ - $ 862 $ - $ - TOTAL FINES & FORFEITURES $ - 0.00% 2,384 2,479 165 2,309 1800-361-1000 Interest Income 2,309 0.00% $ 2,384 $ 2,479 $ 165 $ 2,309 Total Interest Income $ 2,309 0.00% - 1,166 - - 1800-364-1000 Sale of Surplus Assets - 0.00% $ - $ 1,166 $ - $ - Total Other Revenues $ - 0.00% $ 2,384 $ 3,645 $ 165 $ 2,309 TOTAL INTEREST & OTHER REVENUES $ 2,309 0.00% - - - 5,000 1600-389-9100 Appropriation from Fund Balance 5,000 0.00% $ - $ - $ - $ 5,000 Total Non-Operating Sources $ 5,000 0.00% $ - $ - $ - $ 5,000 TOTAL TRANSFERS IN $ 5,000 0.00% $ 40,392 $ 24,652 $ 165 $ 7,309 TOTAL FUND REVENUES $ 7,309 0.00% 1800 - STATE FORFEITURE EXPENSES Grant Expenses: 20,357 - Grant Expenses - 0.00% $ 20,357 $ - $ - $ - Total Grant Expenses $ - 0.00% Operating Expenditures: 372 2,500 - 5,000 521-3100 Professional Services 5,000 0.00% 10,713 70 - 1,609 521-3101 Legal Services 1,609 0.00% - 69,045 - - 521-4610 Maintenance Contracts - 0.00% 21,099 - - - 521-4640 Building Maintenance - 0.00% - - - 500 521-4912 Forfeiture Filing Fees 500 0.00% - - - 200 521-4915 Legal Advertising 200 0.00% 10,747 24,806 - - 521-5200 Operating Supplies - 0.00% 6,746 - - 521-5210 Uniform Expense - 0.00% 500 - - - 521-5400 Dues & Publications - 0.00% 298 - - - 521-5500 Training - 0.00% $ 50,476 $ 96,421 $ - $ 7,309 Total Operating Expenditures $ 7,309 0.00% Capital Outlay: - - - - 521-6403 Vehicles - 0.00% 11,764 8,970 140 - 521-6406 Specialized Equipment - 0.00% $ 11,764 $ 8,970 $ 140 $ - Total Capital Outlay $ - 0.00% $ 82,597 $ 105,391 $ 140 $ 7,309 STATE EXPENDITURES $ 7,309 0.00% 1800 - FEDERAL FORFEITURE EXPENSES Operating Expenditures: 5,455 9,371 11,829 - 1543-521-5210 Uniform Expense - Ballistic Vests (50% Grant) 15,573 - 1579-521-5200 Operating Supplies & Expenses - 0.00% - - - - 1800-521-6406 Specialized Equipment - 0.00% $ 5,455 $ 24,944 $ 11,829 $ - Total Operating Expenditures $ - 0.00% $ 5,455 $ 24,944 $ 11,829 $ - FEDERAL EXPENDITURES $ - 0.00% $ 88,052 $ 130,335 $ 11,969 $ 7,309 TOTAL FUND EXPENSES $ 7,309 0.00% $ (47,661) $ (105,683) $ (11,804) $ - NET REVENUE / (EXPENSE) $ - 0.00% 102 - LETF 9/25/2019 3:07 PM 112  Law Enforcement Training Fund The Law Enforcement Training Fund encompasses 0.01% of the City’s activities and services and accounts for revenues from traffic fines that are legally restricted for specific purposes, such as school crossing guards and police officer training. Revenue Highlights $15,000 Budget. …… 2019-20 $ Change % Change Interest & Other 4,097 0 0% $10,000 Use of Reserves 0 0 0% $4,097 $0 0% $5,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Interest & Other Appropriations • Traffic fines have declined over the years as the state retains a larger portion of the revenue for court and clerk operations. Expenditure Highlights $15,000 Budget. …… 2019-20 $ Change % Change Operations & Maintenance 4,097 0 0% $10,000 $4,097 $0 0% $5,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Personal Services Operations & Maintenance Replenish Reserves • A portion of police officer training is accounted for in this fund. 113  103 LAW ENFORCEMENT TRAINING FUND Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 5,816 4,918 4,646 4,000 1830-351-5020 Traffic Fines - Training 4,000 0.00% $ 5,816 $ 4,918 $ 4,646 $ 4,000 Total Fines & Forfeitures $ 4,000 0.00% $ 5,816 $ 4,918 $ 4,646 $ 4,000 TOTAL FINES & FORFEITURES $ 4,000 0.00% 89 - 2 97 1830-361-1000 Interest Income 97 0.00% $ 89 $ 97 Total Interest Income $ 97 0.00% $ 89 $ - $ - $ 97 TOTAL INTEREST & OTHER REVENUES $ 97 100.00% - - - - 1600-389-9100 Appropriation from Fund Balance - 0.00% $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 5,905 $ 4,918 $ 4,646 $ 4,097 TOTAL FUND REVENUES $ 4,097 0.00% Operating Expenditures: 1,910 - - - 521-3100 Professional Services - 0.00% - 4,428 1,194 4,097 521-4000 Travel and Per Diem 4,097 0.00% - - - - 521-5500 Training - 0.00% $ 1,910 $ 4,428 $ 1,194 $ 4,097 Total Operating Expenditures $ 4,097 0.00% Other Financing Activity: $ - $ - $ - $ - Total Other Financing Activity $ - 0.00% $ 1,910 $ 4,428 $ 1,194 $ 4,097 TOTAL FUND EXPENSES $ 4,097 0.00% $ 3,995 $ 490 $ 3,452 $ - NET REVENUE / (EXPENSE) $ - 0.00% 103 - LETF 9/25/2019 3:08 PM 114  Florida Building Code Fund The Florida Building Code (FBC) Fund encompasses 1.0% of the City’s activities and services and accounts for revenues from building permits and inspections that are legally restricted for enforcing the Florida Building Code per State Statute. Revenue Highlights $450,000 Budget. $400,000 2019-20. …… $ Change % Change $350,000 Licenses & Permits 355,325 (31,924) (8.2)% $300,000 Interest & Other 2,235 (1,865) (45.5)% $250,000 Appropriation from Reserves 0 (8,254) (100.0)% $200,000 0$357,560 $(42,043) (10.5)% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Licenses & Permits Interest & Other Appropriation From Reserves • The decrease in revenue is due to a larger project being budgeted in FY 2018-19 – the revenue is in line with previous years. Expenditure Highlights $450,000 $400,000 Budget. 2019-20. …… $ Change % Change $350,000 Personal Services 242,343 (29,247) (10.8)% $300,000 Operations & Maintenance 61,207 1,809 3.0% $250,000 Capital Outlay 7,000 (15,617) (69.0)% $200,000 Interfund Transfers 47,011 1,012 2.2% $150,000 100.0% $357,560 $(42,043) (10.5)% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers • The decrease in Personal Services is due to staff turnover. • The decrease in Capital expenses is due to prior fiscal year vehicle replacement. 115  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Revenues: 153,354 195,364 195,975 186,532 1215-322-1000 Building Permits 184,422 -1.13% 5,553 2,753 - 2,996 1215-329-1001 Re-Inspection Fee 2,996 0.00% 8,065 9,008 - 10,729 1215-329-1002 Working Without A Permit Fee 17,367 61.87% 3,445 3,800 - 3,591 1215-329-1010 Notice of Commencement 3,591 0.00% 5,070 5,370 - 2,877 1215-329-1020 Certificate of Occupancy/Completion/Use 2,877 0.00% 45,564 46,283 49,706 51,070 1215-322-1030 Processing Fee 40,410 -20.87% 21,078 26,380 25,126 24,786 1215-322-2000 Electrical Permits 19,000 -23.34% 10,740 17,476 16,009 8,857 1215-322-3000 Plumbing Permits 8,857 0.00% 7,297 7,648 3,239 4,664 1215-322-4000 Gas Permits 4,664 0.00% 18,902 16,726 23,794 20,016 1215-322-5000 Mechanical Permits 13,000 -35.05% 1,030 1,165 - 834 1215-329-9090 Surcharge F.S. 468.631 & 553.721 834 0.00% $ 280,096 $ 331,973 $ 313,850 $ 316,952 Total Licenses & Permits $ 298,018 -5.97% 88,198 73,452 - 67,990 1215-322-1003 Building Plan Review 55,000 -19.11% 3,855 4,495 1,346 2,307 1215-329-3000 Sign/Banner Permit 2,307 0.00% $ 92,053 $ 77,947 $ 1,346 $ 70,297 Total Other Licenses & Permits $ 57,307 -18.48% $ 372,149 $ 409,919 $ 315,196 $ 387,249 TOTAL LICENSES & PERMITS $ 355,325 -8.24% 3,377 3,330 - 4,100 1215-361-1000 Interest Income 2,235 -45.49% - 1,741 - - 1215-369-9000 Miscellaneous Revenues - 0.00% $ 3,377 $ 5,071 $ - $ 4,100 Total Interest Income $ 2,235 -45.49% $ 3,377 $ 5,071 $ - $ 4,100 TOTAL INTEREST & OTHER REVENUES $ 2,235 -45.49% - - - 8,254 1215-389-9100 Appropriation from Unassigned Fund Balance - -100.00% $ - $ - $ - $ 8,254 Total Non-Operating Sources $ - -100.00% $ - $ - $ - $ 8,254 TOTAL TRANSFERS IN $ - -100.00% $ 375,526 $ 414,990 $ 315,196 $ 399,603 TOTAL REVENUES $ 357,560 -10.52% 106 - FBC 9/19/2019 10:26 AM 116  106 FLORIDA BUILDING CODE FUND - 1215 BUILDING INSPECTION & PERMITTING Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 4.00 4.00 4.00 4.00 Number of Funded Employees (FTE's) 4.00 155,924 159,736 170,241 182,106 524-1200 Regular Salaries 163,729 -10.09% - - - 216 524-1201 Service Awards - -100.00% 504 3,356 2,182 1,000 524-1400 Salaries - Overtime 1,000 0.00% 9,251 9,581 10,129 10,614 524-2100 FICA Taxes 9,961 -6.16% 2,163 2,241 2,369 2,482 524-2101 Medicare 2,329 -6.15% 15,226 17,726 31,839 27,869 524-2200 Retirement Contributions 22,529 -19.16% 7,313 6,222 8,615 9,599 524-2204 Retirement Contributions - DC Plan 5,694 -40.68% 12,941 15,961 21,866 26,391 524-2300 Dental, Life & Health Insurance 39,995 51.55% 3,449 3,630 4,095 4,082 524-2400 Worker's Compensation 4,726 15.77% 6,779 9,141 9,376 7,231 524-1291 Salary Allocation Reimb to General Fund (7,620) -205.38% $ 213,551 $ 227,594 $ 260,712 $ 271,590 Total Personal Services $ 242,343 -10.77% Operating Expenditures: 42,461 23,103 29,262 32,070 524-3100 Professional Services 34,776 8.44% 2,149 2,385 2,379 4,014 524-4000 Travel and Per Diem 4,014 0.00% 2,433 2,631 3,600 2,395 524-4100 Communication Services 2,479 3.51% 125 132 70 100 524-4200 Postage 100 0.00% 4,204 4,288 4,276 4,288 524-4300 Utilities 4,275 -0.30% - 94 1,126 1,200 524-4400 Leases 1,126 -6.17% - 500 1,100 1,100 524-4610 Maintenance Contracts 1,100 0.00% 792 125 523 575 524-4620 Vehicle Repair 575 0.00% 35 35 70 180 524-4700 Printing & Binding 180 0.00% - - 25 100 524-4911 Holiday Gift Certificates 100 0.00% 1,098 758 477 850 524-5100 Office Supplies 850 0.00% 1,771 289 666 1,000 524-5200 Operating Supplies 1,000 0.00% 1,530 1,693 1,640 1,693 524-5204 Fuel & Oil 1,130 -33.25% 344 242 382 400 524-5210 Uniform Expense 400 0.00% 2,040 - 5,136 - 524-5231 Computer Hardware/Software - 0.00% 981 250 246 300 524-5234 Safety Supplies/Equipment 390 30.00% 2,167 1,676 3,627 2,789 524-5400 Books, Dues & Publications 2,789 0.00% 1,966 2,278 3,276 2,348 524-5500 Training 2,348 0.00% - - - 3,996 524-4995 Contingencies 3,576 -10.52% $ 64,095 $ 40,479 $ 57,881 $ 59,398 Total Operating Expenditures $ 61,207 3.05% Capital Outlay: - - - - 524-6402 Equipment 7,000 100.00% 20,291 - - 22,617 524-6404 Trucks - -100.00% - - - - 524-6420 Computer Hardware/Software per IT Plan 1,200 100.00% $ 20,291 $ - $ - $ 22,617 Total Capital Outlay $ 7,000 -100.00% Other Financing Activity: 42,676 - - 45,999 524-9901 Cost Allocation Reimbursement to General Fund 47,011 2.20% $ 42,676 $ 45,999 Total Other Financing Activity $ 47,011 2.20% $ 340,612 $ 268,073 $ 318,593 $ 399,603 TOTAL EXPENSES $ 357,560 -10.52% $ 34,913 $ 146,917 $ (3,397) $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 106 - FBC 9/19/2019 10:26 AM 117 FLORIDA BUILDING CODE FUND (FBC) Share of City Budget $357,560, 0.8% DESCRIPTION Building officials issue building permits, review building plans, and inspect all facets of construction including structure, electrical, plumbing, mechanical, gas, fences, and signs. MISSION Provide efficient assistance with, and ensure adherence to, state and local Land Development and Building Codes. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Timely & Efficient Building Permits % of Residential Permits Issued within 3 Business Days of Application 97% 97% 97% 94% 98% 98% % of Commercial Permits Issued within 5 Business Days of Application 95% 96% 97% 92% 98% 98% Provide Timely & Efficient Building Inspections % of Residential Inspections Completed within 3 Business Days of Request 95% 98% 97% 97% 98% 98% % of Commercial Inspections Completed within 3 Business Days of Request 95% 98% 97% 98% 98% 98% Expand our customer service levels to one of the best building departments in this area. Enhance contractor & developer education through no less than two training seminars in Etrak It provide by the Building Division. FUTURE GOALS (FY21 & FY22) Become fully digital in processing of plan review and permitting with the implementaion of TRAKiT and Blue Beam Revu. Obtain and all required certifications for Building Inspector. PRIOR YEAR ACCOMPLISHMENTS (FY19) Hired a new Building Inspector Promoted Combination Plans Examiner to Building Official position. 118  Community Development Block Grant Fund The Community Development Block Grant (CDBG) Fund encompasses 0.3% of the City’s activities and services and accounts for grant funds from the US Department of Housing and Urban Development that are legally restricted for specific purposes such as capital outlay projects and summer care programs to benefit low and moderate income families. Revenue Highlights $300,000 $250,000 Budget. 2019-20 …… $ Change % Change $200,000 Intergov’t Revenue 151,789 13,676 9.9% $150,000 Approp. from Reserves 0 0 0% $151,789 $13,676 9.9% $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Intergov't Revenue Interest & Other • Revenues from the Federal entitlement are largely population-based. The City’s population is relatively stable since the community is built-out; therefore, the award dollars are allocated similarly each year. Expenditure Highlights $300,000 Budget. $250,000 2019-20 …… $ Change % Change Personal Services 27,588 2,736 11.0% $200,000 Operations & Maintenance 60,538 43,951 265.0% $150,000 Capital Outlay/Imprvmt 63,663 (33,011) (34.1)% $100,000 Interfund Transfers Out 0 0 0.0% $151,789 $13,676 9.9% $50,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 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. 119  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 117,087 246,186 60,586 138,113 1900-331-5027 Annual Entitlement Grant 151,789 9.90% $ 117,087 $ 246,186 $ 60,586 $ 138,113 Total Federal Grants $ 151,789 9.90% $ 117,087 $ 246,186 $ 60,586 $ 138,113 TOTAL INTERGOVERNMENTAL REVENUE $ 151,789 9.90% - - - - 1900-366-1000 Donations - 0.00% - - - - Discounts - 0.00% $ - $ - $ - $ - Total Other Revenues $ - 0.00% $ - $ - $ - $ - TOTAL INTEREST & OTHER REVENUES $ - 0.00% - - - - 1600-389-9200 Appropriation from Fund Balance - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 117,087 $ 246,186 $ 60,586 $ 138,113 TOTAL FUND REVENUES $ 151,789 9.90% 107 - CDBG 9/19/2019 10:26 AM 120  107 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 8,180 14,121 23,961 24,852 1900-554-1291/98 Salary Allocation Reimb to General Fund/CRA 27,588 11.01% $ 8,180 $ 14,121 $ 23,961 $ 24,852 Total Personal Services $ 27,588 11.01% Operating Expenditures: 21,523 55,152 - - 1900-554-3100 Professional Services - 0.00% - - - - 1900-554-3101 Legal Services - 0.00% - - - 801 1900-554-4000 Travel and Per Diem 800 -0.12% 18 2 - 20 1900-554-4200 Postage 20 0.00% 1,377 981 580 1,800 1900-554-4915 Legal Advertising 1,800 0.00% - - - 150 1900-554-5500 Training 150 0.00% Land Clearance 23,474 7,854 14,038 9,816 1910-554-3400 Nuisance Abatement 35,000 256.56% 7,459 - - - Economic Development - 0.00% 1920-554-8200 Small Business Program 23,474 - - - 1930-554-3400 Housing Rehabilitation - 0.00% - Public Services 3,212 5,060 1,030 4,000 1940-554-3451 Rec Center Summer Program 4,000 0.00% - - - - 1940-554-5200 Operating Supplies - 0.00% 17,440 - - - 1940-554-5251 Life Center of Gregg Chapel A/C - 0.00% 26,789 - - - 1940-554-5253 Okaloosa Comprehensive Head Start - 100.00% - 10,278 - - 1940-554-5254 Youthbuild & Community Development - 100.00% 9,344 32,993 5,645 - 1940-554-5255 One Hopeful Place Community Development - 100.00% - 4,517 7,600 - 1940-554-5258 S4P Synergy Inc - 0.00% - - - - 1940-554-5258 90Works Porject90 9,250 100.00% - - - - 1940-554-5258 Bridgeway Center, Inc. 9,518 100.00% - - - - 1940-554-8200 Grants & Aid to Prv't. Org. - 0.00% $ 130,898 $ 111,777 $ 27,863 $ 16,587 Total Operating Expenditures $ 60,538 264.97% 255 Public Facilities 50,000 - 19,957 1950-554-5253 Okaloosa Comprehensive Head Start - -100.00% - - - 1950-554-5258 S4P Synergy Food Pantry Enhancement - 0.00% - 4,000 - 1950-554-5263 Bountiful Blessings Food Pantry - 0.00% - 15,935 16,717 1950-554-5262 HHA Inclement Weather Shelter - -100.00% - - - 1950-554-5264 HSU Educational Foundation 33,000 100.00% 45,723 1,209 - 1950-554-5259 Eleanor Johnson Restroom - 0.00% 7,505 - - 1950-554-5260 Peace Outreach Feeding Pantry - 0.00% 12,000 - - 1950-554-5261 Gegg Chapel Basketball Court - 0.00% 60,000 1950-554-5255 FWB Senior Pickleball Court 30,663 -48.90% - - - - 1950-554-6355 Improvements Other than Building - 0.00% - - - - Land Acquisition - 0.00% 255 115,228 21,144 96,674 Total Capital Improvements 63,663 -34.15% Other Financing Activity: 8,180 - - - 1600-554-9901 Salary Reimbursement to General Fund - 0.00% $ 8,180 $ - $ - $ - Total Other Financing Activity $ - 0.00% $ 147,513 $ 241,126 $ 72,968 $ 138,113 TOTAL FUND EXPENSES $ 151,789 9.90% $ (30,427) $ 5,060 $ (12,382) $ - NET REVENUE / (EXPENSE) $ 0 100.00% 107 - CDBG 9/19/2019 10:26 AM 121 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Share of City Budget $151,789, 0.3% DESCRIPTION The Community Development Block Grant provides Federal funding for housing and community development needs for low and moderate income areas. MISSION Administer the Community Development Block Grant (CDBG) program in accordance with all Federal regulations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Eliminate Influences of Blight in Target Areas Nuisances Abated in Target Area 0 0 1 1 1 1 Improve Safety and Livability of Neighborhoods Capital Improvements Completed in Target Area 0 0 0 2 1 1 Provide Access to Quality Public and Private Services Summer Youth Program 4 0 0 2 5 5 After School Program Participants 0 0 10 0 n/a n/a Disburse Grant Funds in Timely Fashion Grant Funds Spent in Same Year Awarded 37% 100% 90% 100% 100% 100%  Increase access to quality public facilities and neighborhood livability by completing one capital improvement project.  Restore Summer Youth Program participation. FUTURE GOALS (FY21 & FY22)  Spend all grant funds in same year awarded.  Maintain a balanced approach to housing and community development needs. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Eliminated blighted conditions on target areas by completing three nuisance abatement projects 122  Community Redevelopment Agency Fund The Community Redevelopment Agency (CRA) Fund encompasses 4.5% of the City’s activities and services and accounts for funding derived from City of Fort Walton Beach and Okaloosa County Tax Increment Funding (TIF) – proceeds from increases in the taxable assessed value of the CRA District. The original CRA area was formed in 1980, with that being the base year for the purpose of determining the growth in assessed taxable value. In 2019, 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 $2,500,000 Budget. 2019-20 …… $ Change % Change $2,000,000 Ad Valorem Taxes 1,352,976 213,175 18.7% $1,500,000 Intergov’t Revenue 830,701 109,794 15.2% Interest & Other 32,457 0 0% $1,000,000 Approp. from Reserves 0 0 0% $2,216,134 $322,969 17.1% $500,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Ad Valorem Taxes Intergov't Revenue Interest & Other Interfund Transfers Appropriations • The budget is predicated on reducing the City millage (Ad Valorem) rate to the rolled-back rate of 5.6395 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 3.8308 mills. Expenditure Highlights $2,500,000 Budget. $2,000,000 ……2019-20 $ Change % Change Personal Services 426,406 59,411 16.2% $1,500,000 Operations & Maintenance 386,159 59,205 18.1% Replenish Reserves 960,398 (64,483) (6.3)% $1,000,000 Interfund Transfer 178,171 3,836 2.2% $500,000 Capital Outlay/Imprvmt 265,000 265,000 100.0% 0 $2,216,134 $322,969 17.1% $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Interfund Transfers Replenish Reserves • The increase in personal services and operating expenses is due to pay and classification changes related to internal equity and compression, as well as an increase is the City covered portion of employee insurance. • The increase in capital outlay is due to newly planned projects, specifically full renovation of the Landing. 123  109 COMMUNITY REDEVELOPMENT AGENCY FUND Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 787,039 802,377 837,841 865,478 2000-311-1000 Ad Valorem Taxes - City Original TIF 983,485 13.63% 230,503 234,074 252,373 274,323 2000-311-1100 Ad Valorem Taxes - City Expanded TIF 369,491 34.69% $ 1,017,542 $ 1,036,451 $ 1,090,214 $ 1,139,801 Total Ad Valorem Taxes $ 1,352,976 18.70% $ 1,017,542 $ 1,036,451 $ 1,090,214 $ 1,139,801 TOTAL TAXES $ 1,352,976 18.70% 468,029 476,794 553,733 553,733 2000-338-2000 Ad Valorem Taxes - County Original TIF 603,841 9.05% 142,868 136,344 167,174 167,174 2000-338-2100 Ad Valorem Taxes - County Expanded TIF 226,860 35.70% $ 610,897 $ 613,139 $ 720,907 $ 720,907 Total Local Shared Revenues $ 830,701 15.23% - - - - Prior Years Grants - 0.00% $ - $ - $ - $ - Total Grants $ - 0.00% $ 610,897 $ 613,139 $ 720,907 $ 720,907 TOTAL INTERGOVERNMENTAL REVENUE $ 830,701 15.23% 24,938 27,428 33,831 32,457 1500-361-1000 Interest Income 32,457 0.00% - - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 24,938 $ 27,428 $ 33,831 $ 32,457 Total Interest Income $ 32,457 0.00% 12,000 - 1500-362-1000 Rental and Lease Income - 0.00% $ 12,000 $ - $ - $ - Total Rents and Royalties $ - 0.00% - - - - 1500-364-1000 Gain/Loss on Fixed Assets - 0.00% - - - - 1500-369-9000 Miscellaneous Revenue - 0.00% - - - - 2000-345-9019 Other Economic Env. Changes - 0.00% $ - $ - $ - $ - Total Other Revenues $ - 0.00% $ 36,938 $ 27,428 $ 33,831 $ 32,457 TOTAL INTEREST & OTHER REVENUES $ 32,457 0.00% - - - - 1600-389-9100 Appropriation from Fund Balance - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 1,665,377 $ 1,677,018 $ 1,844,952 $ 1,893,165 TOTAL FUND REVENUES $ 2,216,134 17.06% 109-Revenues 9/19/2019 10:27 AM 124  109 CRA FUND - 2000 CRA Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 3.00 2.00 2.00 5.00 Number of Employees (FTE's) 5.00 43,237 24,319 - 194,090 552-1200 Regular Salaries 227,086 17.00% - 10,834 552-1202 Incentive Pay 24,022 121.73% 258 27 - 9,481 552-1400 Salaries - Overtime 9,481 0.00% - - - 8,146 552-1401 Salaries - Overtime Holiday Worked 8,146 0.00% - 1,685 552-1501 Incentive - -100.00% 2,359 1,454 - 11,914 552-2100 FICA Taxes 13,853 16.28% 552 340 - 2,786 552-2101 Medicare 3,314 18.95% - 71,259 552-2201 Retirement Contributions - Police Officers 90,233 26.63% 382 194 - - 552-2204 Retirement Contributions - DC Plan - 0.00% 9,400 2,629 - 49,650 552-2300 Dental, Life & Health Insurance 41,611 -16.19% 1,229 752 - 7,150 552-2400 Worker's Compensation 8,660 21.12% 11,581 7,729 - - 552-1291 Salary Allocation Reimb to General Fund - 0.00% $ 68,997 $ 37,444 $ - $ 366,995 Total Personal Services $ 426,406 100.00% Operating Expenses: 91,942 225,862 159,352 - 552-3100 Professional Services - 0.00% 3,682 - - - 552-3101 Legal Services - 0.00% 169,739 169,527 331,365 159,265 552-3400 Other Services 216,744 36.09% 906 10,589 1,100 - 552-3450 Other Services - Grounds Maintenance - 0.00% 1,609 890 (2) 1,200 552-4000 Travel and Per Diem 1,200 0.00% 1,959 1,870 264 - 552-4100 Communication Services - 0.00% - - - 700 552-4200 Postage 700 0.00% 125,274 118,689 127,016 107,324 552-4300 Utilities 107,324 0.00% 4,974 3,030 2,350 - 552-4400 Rentals & Leases - 0.00% - 825 - - 552-4610 Maintenance Contracts 1,726 100.00% 243 669 519 - 552-4620 Vehicle Repair - 0.00% 777 574 922 - 552-4630 Equipment Repair - 0.00% 40,444 36 - - 552-4640 Building Maintenance - 0.00% 280 - - 5,000 552-4800 Promotional Activities 5,000 0.00% - - - - 552-4911 Holiday Gift Certificates - 0.00% 786 575 802 - 552-4915 Legal Advertising - 0.00% - - - - 552-5100 Office Supplies - 0.00% 11,493 2,163 84 - 552-5200 Operating Supplies - 0.00% 1,728 1,881 1,436 - 552-5204 Fuel & Oil - 0.00% 130 115 - - 552-5210 Uniform Expense - 0.00% - - - - 552-5231 Computer Hardware/Software - 0.00% 1,154 1,750 - - 552-5233 Tools - 0.00% 135 80 - - 552-5234 Safety Supplies/Equipment - 0.00% 28,937 19,850 31,459 - 552-5250 Operating Supplies - Grounds Maintenance - 0.00% - - 109 - 552-5300 Road Materials & Supplies - 0.00% 1,600 1,450 1,440 2,415 552-5400 Dues & Publications 2,415 0.00% 790 - 444 1,050 552-5500 Training 1,050 0.00% Non-Operating: 563,362 - 72,626 50,000 552-8200 Grants and Aids 50,000 0.00% $ 1,051,941 $ 560,425 $ 731,286 $ 326,954 Total Operating Expenditures $ 386,159 18.11% Capital Outlay: - - 681,042 - 552-6214 Improvements Buildings - 0.00% 364,159 9,774 18,930 - 552-6310 Improvements Other Than Buildings 265,000 100.00% $ 364,159 $ 9,774 $ 699,972 $ - Total Capital Outlay $ 265,000 0.00% 109-2000-CRA 9/23/2019 1:48 PM 125 126  Debt Service Fund The Debt Service Fund encompasses 2.5% of the City’s activities and services and accounts for the accumulation of resources for and the payment of general long-term debt principal and interest. Funds are transferred from the General Fund. Revenue Highlights $1,200,000 Budget. $1,000,000 2019-20. …… $ Change % Change Interfund Transfers In 1,104,543 62,802 6.0% $800,000 $1,104,543 $62,802 6.0% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Interfund Transfers • Transfers from the General Fund cover annual debt payments as required per Generally Accepted Accounting Principles (GAAP) for governmental funds. Expenditure Highlights $1,120,000 $1,100,000 Budget. $1,080,000 ……2019-20 $ Change % Change $1,060,000 Debt Service 1,104,543 62,802 6.0% $1,040,000 $1,104,543 $62,802 6.0% $1,020,000 $1,000,000 $980,000 $960,000 $940,000 $920,000 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Debt Service • Debt Issues: 2011A Revenue Note – Fire Ladder Truck (year 9 of 10) 2013 Revenue Note – Municipal Facilities (year 7 of 18) 2013A Bank Loan – Recreation Complex, Fairway Sweeper/Vacuum, Bucket Truck (year 7 of 15) 2015 Interfund Loan – Fire Pumper Truck (year 7 of 10) 2015 Rec Center Fitness Equipment (year 5 of 5) 2018 Revenue Note – Field Office Complex (year 1 of 19) 127  201 DEBT SERVICE FUND Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 133,204 124,619 124,619 178,193 1600-381-0100 Transfer from General Fund 240,565 35.00% 2011 Cap Imp Rev Note -Ladder Truck- yr 9 of 10 2015 Interfund Loan -Fire Pumper- yr 7 of 10 2015 Rec Ctr Fitness Equipment-yr 5 of 5 2018 Rev Note - Field Offc Complex-yr 1 of 19 206,628 308,637 305,087 306,022 1600-381-1301 306,467 0.15% 2013 Revenue Note -Municipal Facilities - yr 7 of 18 557,475 557,447 557,525 557,525 1600-381-1302 Transfer from General Fund - 2013A Sinking Fund 557,511 0.00% 2013A Bank Loan -Recreation Complex- yr 7 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 7 of 10 2013A Bank Loan -Bucket Truck- yr 7 of 10 $ 897,306 $ 990,703 $ 987,231 $ 1,041,741 Total Interfund Transfers $ 1,104,543 6.03% $ 897,306 $ 990,703 $ 987,231 $ 1,041,741 TOTAL TRANSFERS IN $ 1,104,543 6.03% $ 897,306 $ 990,703 $ 987,231 $ 1,041,741 TOTAL FUND REVENUES $ 1,104,543 6.03% Debt Service: 673,851 682,230 718,320 767,536 2100-517-7100 Principal Payments 810,235 5.56% 2011 Cap Imp Rev Note -Ladder Truck- yr 9 of 10 2013 Revenue Note -Municipal Facilities Police- yr 7 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 7 of 18 2013 Revenue Note -Municipal Facilities Library- yr 7 of 18 2013 Revenue Note -Municipal Facilities General- yr 7 of 18 2013A Bank Loan -Recreation Complex- yr 7 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 7 of 10 2013A Bank Loan -Bucket Truck- yr 7 of 10 2015 Interfund Loan -Fire Pumper- yr 7 of 10 2015 Rec Ctr Fitness Equipment-yr 5 of 5 2018 Rev Note - Field Offc Complex-yr 1 of 19 327,748 308,472 290,040 274,204 2100-517-7200 Interest Expense 294,309 7.33% 2011 Cap Imp Rev Note -Ladder Truck- yr 9 of 10 2013 Revenue Note -Municipal Facilities Police- yr 7 of 18 2013 Revenue Note -Municipal Facilities Fire- yr 7 of 18 2013 Revenue Note -Municipal Facilities Library- yr 7 of 18 2013 Revenue Note -Municipal Facilities General- yr 7 of 18 2013A Bank Loan -Recreation Complex- yr 7 of 15 2013A Bank Loan -Fairway Sweep/Vac- yr 7 of 10 2013A Bank Loan -Bucket Truck- yr 7 of 10 2015 Interfund Loan -Fire Pumper- yr 7 of 10 2015 Rec Ctr Fitness Equipment-yr 5 of 5 2018 Rev Note - Field Offc Complex-yr 1 of 19 - - - - 2100-517-7300 Paying Agent Fees - 0.00% $ 1,001,599 $ 990,703 $ 1,008,360 $ 1,041,740 Total Debt Service $ 1,104,543 6.03% $ 1,001,599 $ 990,703 $ 1,008,360 $ 1,041,741 TOTAL FUND EXPENSES $ 1,104,543 6.03% $ (104,293) $ (302,096) $ (21,130) $ (233,405) NET REVENUE / (EXPENSE) $ - 0.00% 201-Debt 9/19/2019 10:28 AM 128  Beal Memorial Cemetery Fund The Beal Memorial Cemetery Perpetual Care Fund encompasses 0.22% of the City’s activities and services and accounts for a portion of revenues from lot, crypt, and niche sales that are being reserved for perpetual care. Cemetery operations are currently funded in the General Fund, but interest earnings on the reserves will be used for maintaining the cemetery once all spaces have been sold. Revenue Highlights $350,000 Budget. $300,000 …… 2019-20 $ Change % Change Interest & Other 26,500 0 0.0% $250,000 Interfund Transfers In 38,922 0 0.0% $200,000 $65,422 $0 0% $150,000 $100,000 $50,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 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 $70,000 Budget. $60,000 …… 2019-20 $ Change % Change $50,000 Operations & Maintenance 12,200 0 0% $40,000 Interfund Transfers 34,000 34,000 100% Replenish Reserves 19,222 (34,000) (63.9)% $30,000 $65,422 $0 0% $20,000 $10,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Operations & Maintenance Interfund Transfers Replenish Reserves • Operations & maintenance includes the annual investment portfolio management fee. • The increase in interfund transfers is a result of cemetery maintenance equipment. 129  602 BEAL MEMORIAL CEMETERY CARE FUND Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 282 54 578 26,500 1500-361-1000 Interest Income 26,500 0.00% 50,320 57,341 66,111 - 1500-361-2000 Dividend Income - 0.00% 185,299 194,486 89,338 - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% (19,529) 31,737 57,503 - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 216,372 $ 283,618 $ 213,529 $ 26,500 Total Interest Income $ 26,500 0.00% $ 216,372 $ 283,618 $ 213,529 $ 26,500 TOTAL INTEREST & OTHER REVENUES $ 26,500 0.00% 24,668 21,760 34,031 38,922 2200-381-0100 Transfer from General Fund 38,922 0.00% $ 24,668 $ 21,760 $ 34,031 $ 38,922 Total Interfund Transfers $ 38,922 0.00% - - - - 1600-389-9100 Appropriation from Fund Balance - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ 24,668 $ 21,760 $ 34,031 $ 38,922 TOTAL TRANSFERS IN $ 38,922 0.00% $ 241,040 $ 305,378 $ 247,560 $ 65,422 TOTAL FUND REVENUES $ 65,422 0.00% Operating Expenditures: 12,268 13,122 13,376 12,200 2200-539-3100 Professional Services 12,200 0.00% $ 12,268 $ 13,122 $ 13,376 $ 12,200 Total Operating Expenditures $ 12,200 0.00% Other Financing Activity: 20,700 20,217 - - 1600-581-9102 Transfer to General Fund 34,000 100.00% - - - 53,222 1600-581-9920 Reserve for Future Cemetery Perpetual Care 19,222 -63.88% $ 20,700 $ 20,217 $ - $ 53,222 Total Other Financing Activity $ 53,222 0.00% $ 32,968 $ 33,339 $ 13,376 $ 65,422 TOTAL FUND EXPENSES $ 65,422 0.00% $ 208,072 $ 272,039 $ 234,184 $ - NET REVENUE / (EXPENSE) $ - 0.00% 602-Beal 9/19/2019 10:32 AM 130 131  Utilities Fund The Utilities Fund encompasses 26.7% of the City’s activities and services and accounts for water production and distribution and sewer collection and treatment. These activities are financed and operate 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 through user charges. Revenue Highlights $12 Budget. 2019-20 …… $ Change % Change $10 Charges for Services 11,176,267 202,759 1.8% Interest & Other 88,551 (58,940) (40.0)% $8 $11,264,818 $143,819 1.3% Millions $6 $4 $2 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Licenses & Permits Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • A new five-year utility rate study is currently in process and will be presented to City Council for approval and implementation in January 2020. The study will determine the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $12 Budget. $10 2019-20. …… $ Change % Change Personal Services 2,528,417 44,666 1.8% $8 Operations & Maintenance 4,240,818 141,116 3.4% Millions $6 Capital Outlay/Imprvmt 521,329 (118,763) (18.6)% $4 Debt Service 2,142,954 535,687 33.3% Interfund Transfers Out 1,831,300 58,040 3.3% $2 Replenish Reserves 0 (516,926) (100.0)% $0 $11,264,818 (516,926,926 $143,819 1.3% Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The decrease in replenish reserves is due to prior year’s accumulation of funds for the construction of a new consolidated field office complex. 132  401 UTILITIES FUND - REVENUES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 2,164,659 2,262,172 2,266,875 2,350,903 1310-343-3000 Service Fees - Residential 2,503,806 6.50% 1,366,759 1,409,228 1,407,465 1,419,650 1310-343-3100 Service Fees - Commercial 1,398,616 -1.48% 7,988 17,990 8,433 7,666 1500-343-3600 Connection Fees - Residential 25,144 227.99% 16,588 106,450 38,000 19,720 1500-343-3700 Connection Fees - Commercial 49,767 152.37% 2,560 4 - 25 1500-343-3810 Hydrant Service 25 0.00% $ 3,558,553 $ 3,795,844 $ 3,720,773 $ 3,797,964 Total Water Operations $ 3,977,358 4.72% 4,357,920 4,619,084 4,652,434 4,811,637 1350-343-5000 Service Fees - Residential 4,661,300 -3.12% 1,952,654 2,049,706 2,075,738 2,093,128 1350-343-5100 Service Fees - Commercial 2,153,395 2.88% 6,900 17,250 9,750 11,500 1500-343-5600 Connection Fees - Residential 37,127 222.84% 6,987 161,624 21,606 9,620 1500-343-5700 Connection Fees - Commercial 152,138 1481.48% - 38,120 - - 1500-343-5894 Work Orders - 0.00% $ 6,324,461 $ 6,885,784 $ 6,759,529 $ 6,925,885 Total Sewer Operations $ 7,003,959 1.13% 2,517 4,225 3,425 2,837 0520-343-3001 Administrative Fee - Returned Checks 2,837 0.00% 109,908 104,786 101,337 114,650 1310-343-3200 Service Charges 84,650 -26.17% 128,040 130,096 127,132 132,172 1310-343-3300 Penalties 107,463 -18.69% $ 240,465 $ 239,107 $ 231,894 $ 249,659 Total Combined Operations $ 194,950 -21.91% $ 10,123,479 $ 10,920,735 $ 10,712,196 $ 10,973,508 TOTAL CHARGES FOR SERVICES $ 11,176,267 1.85% 2,654 5,950 - - 1310-324-2100 Impact Fees - Water - Residential - 0.00% 7,191 17,625 - - 1310-324-2200 Impact Fees - Water - Commercial - 0.00% 3,867 3,833 - - 1350-324-2100 Impact Fees - Sewer - Residential - 0.00% 8,315 20,303 - - 1350-324-2200 Impact Fees - Sewer - Commercial - 0.00% $ 22,027 $ 47,711 $ - $ - Total Licenses & Permits $ - 0.00% $ 22,027 $ 47,711 $ - $ - TOTAL LICENSES & PERMITS $ - 0.00% - 19,752 44,950 - 5421-334-3502 State Grants - 0.00% $ - $ 19,752 $ 44,950 $ - Total State Grants $ - 0.00% $ - $ 19,752 $ 44,950 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 94,707 587 165,761 125,420 1500-361-1000 Interest Income 66,480 -46.99% - - - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - - - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 94,707 $ 587 $ 165,761 $ 125,420 Total Interest Income $ 66,480 -46.99% 17,898 18,435 18,988 19,571 1500-362-2020 Rental and Lease Income 19,571 0.00% $ 17,898 $ 18,435 $ 18,988 $ 19,571 Total Rents and Royalties $ 19,571 0.00% 8,312 (20,279) 500 1500-364-1000 Sale of Surplus Assets 500 0.00% 3,477 28 9,804 2,000 1500-369-9000 Miscellaneous Revenue 2,000 0.00% $ 11,790 $ 28 $ (10,475) $ 2,500 Total Other Revenues $ 2,500 0.00% $ 124,395 $ 19,051 $ 174,275 $ 147,491 TOTAL INTEREST & OTHER REVENUES $ 88,551 -39.96% - - - - 1600-382-4300 Transfer from Sanitation Fund - 0.00% $ - $ - $ - $ - Total Interfund Transfers $ - 0.00% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% - - - - 1600-389-9515 Appropriation from Desig. Net Assets (Impact Fees) - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 10,269,901 $ 11,007,249 $ 10,931,421 $ 11,120,999 TOTAL FUND REVENUES $ 11,264,818 1.29% 401-Revenues 9/19/2019 10:32 AM 133  401 UTILITIES FUND - 0520 CUSTOMER SERVICE Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 5.50 5.50 5.50 5.50 Number of Funded Employees (FTE's) 5.50 146,916 165,231 152,135 159,253 536-1200 Regular Salaries 162,815 2.24% 54 108 - - 536-1201 Service Awards - 0.00% 108 - - - 536-1202 Incentive/Merit Pay - 0.00% 12,667 - 12,822 14,094 536-1300 Part-Time Wages 15,100 7.14% 77 93 92 500 536-1400 Salaries - Overtime 500 0.00% 8,953 9,036 9,275 9,611 536-2100 FICA Taxes 9,996 4.00% 2,094 2,113 2,169 2,248 536-2101 Medicare 2,338 3.99% 8,069 9,529 17,193 15,068 536-2200 Retirement Contributions 22,529 49.52% 6,922 7,116 5,498 7,467 536-2204 Retirement Contributions - DC Plan 7,570 1.37% 25,187 29,063 24,736 29,073 536-2300 Dental, Life & Health Insurance 39,638 36.34% 273 278 328 330 536-2400 Worker's Compensation 338 2.43% $ 211,322 $ 222,567 $ 224,248 $ 237,642 Total Personal Services $ 260,823 9.75% Operating Expenditures: 128,217 133,100 143,039 131,516 536-3100 Professional Services 132,101 0.44% 17,203 16,744 12,936 14,500 536-3400 Other Services 14,500 0.00% - - - - 536-4000 Travel and per Diem - 0.00% 1,336 1,406 1,495 1,422 536-4100 Communication Services 1,397 -1.76% 53,059 51,491 49,921 58,750 536-4200 Postage 58,750 0.00% 11,891 11,961 11,114 11,961 536-4300 Utilities 10,026 -16.18% 2,812 2,332 2,464 2,600 536-4700 Printing & Binding 2,600 0.00% 1,269 784 1,328 1,216 536-5200 Operating Supplies 1,216 0.00% 499 331 500 600 536-5210 Uniform Expense 600 0.00% 2,046 20 - - 536-5231 Computer Hardware/Software - 0.00% - - - - 536-5500 Training - 0.00% $ 218,332 $ 218,169 $ 222,797 $ 222,565 Total Operating Expenditures $ 221,190 -0.62% 429,654 440,736 447,046 460,207 TOTAL EXPENSES 482,013 4.74% 0520-CustomerSvc 9/19/2019 10:31 AM 134 CUSTOMER SERVICE Share of City Budget $482,013, 1.0% DESCRIPTION Customer Service is responsible for invoicing and receiving customer payments, opening and closing utility accounts, resolving customer inquiries, and collecting receivables. MISSION Provide superior customer service in the administration of utility accounts and receivables. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Accurate Water Meter Consumption Information Accounts with Meter Profile Evaluations Performed 4.0% 4.0% 4.8% 3.0% 2.0% 3.0% Minimize Account Write-Offs Write-Offs as % of Current Year Billing 1.00% 1.00% 0.50% annual measure <1% 1.0% Convert the credit card payment process for utility customers to Sungard/Selectron. The new process will be more efficient and offer the  customer more options for payment methods. This is an ongoing process. FUTURE GOALS (FY21 & FY22)  Revise Customer Service's policies and procedures (ongoing).  Look at updating how addresses have been input in Land Management so we can make them match with the USPS addresses. PRIOR YEAR ACCOMPLISHMENTS (FY19) Evaluated the credit card payment process for utility customers, and determined the most effective and efficient process will be to  recommend contracting with Sungard/Selectron for credit card payment services. 135  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 19.00 19.00 19.00 19.00 Number of Funded Employees (FTE's) 19.00 596,203 641,792 634,036 677,848 534-1200 Regular Salaries 708,817 4.57% 433 271 54 216 534-1201 Service Awards 433 100.46% 541 - - - 534-1202 Incentive/Merit Pay - 0.00% 10,975 10,126 13,068 11,600 534-1400 Salaries - Overtime 11,600 0.00% 10,027 16,294 12,429 18,000 534-1401 Salaries - Overtime Holiday Worked 18,000 0.00% 34,387 36,991 38,381 37,525 534-2100 FICA Taxes 38,302 2.07% 8,042 8,651 8,976 8,776 534-2101 Medicare 8,958 2.07% 96,184 103,730 168,364 144,628 534-2200 Retirement Contributions 135,175 -6.54% 15,563 18,072 17,904 21,582 534-2204 Retirement Contributions - DC Plan 21,061 -2.41% 138,912 150,929 140,462 152,333 534-2300 Dental, Life & Health Insurance 181,648 19.24% 36,378 37,900 44,863 44,591 534-2400 Worker's Compensation 49,008 9.91% $ 947,644 $ 1,024,756 $ 1,078,537 $ 1,117,099 Total Personal Services $ 1,173,003 5.00% Operating Expenditures: - - - 2,500 534-3400 Other Services 2,000 -20.00% 2,821 2,932 2,947 2,837 534-4100 Communication Services 2,877 1.41% 5 28 34 135 534-4200 Postage 135 0.00% 7,900 9,104 6,583 9,119 534-4300 Utilities 6,583 -27.81% 1,636 1,653 1,776 1,858 534-4400 Rentals & Leases 1,858 0.00% 903 961 1,028 1,181 534-4610 Maintenance Contracts - -100.00% 193,984 214,542 283,615 203,000 534-4620 Vehicle Repair 248,000 22.17% 293 265 50 300 534-4630 Equipment Repair 200 -33.33% 530 382 - 800 534-4640 Building Maintenance - -100.00% - 504 192 800 534-4645 Heating/Cooling Repairs - -100.00% 772 723 369 1,000 534-4700 Printing & Binding 900 -10.00% 246 279 192 440 534-5100 Office Supplies 440 0.00% 10,066 9,320 7,849 18,000 534-5200 Operating Supplies 14,000 -22.22% 91,802 109,031 143,702 118,341 534-5204 Fuel & Oil 95,835 -19.02% 2,676 2,184 3,311 2,970 534-5210 Uniform Expense 2,970 0.00% 549,322 560,173 598,642 586,340 534-5219 Landfill Fees - Commercial 647,800 10.48% 458,710 433,374 432,274 481,740 534-5220 Landfill Fees - Residential 485,100 0.70% 241,306 261,560 270,799 264,260 534-5222 Landfill Fees - Yard Waste 296,985 12.38% 31,543 22,136 31,605 31,750 534-5225 Sanitation Containers - Bulk 31,750 0.00% 14,682 14,332 10,005 14,400 534-5226 Sanitation Containers - Residential 14,400 0.00% 682 322 701 - 534-5231 Computer Hardware/Software - 0.00% 330 726 345 800 534-5233 Tools 600 -25.00% 1,272 2,175 2,158 3,600 534-5234 Safety Supplies/Equipment 3,690 2.50% - - - - 534-5250 Operating Supplies - Grounds Maintenance - 0.00% 212 212 212 250 534-5400 Books, Dues & Publications 223 -10.80% - - - - 534-9905 Capitalized Costs Allocation - Labor - 0.00% - - - - 534-9906 Capitalized Costs Allocation - Benefits - 0.00% - - - - 534-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 1,611,693 $ 1,646,918 $ 1,798,389 $ 1,746,421 Total Operating Expenditures $ 1,856,346 6.29% Capital Outlay: 2,603 - - - 534-6402 Equipment - 0.00% 204,643 255,700 185,749 130,000 534-6404 Trucks 260,000 100.00% $ 207,246 $ 255,700 $ 185,749 $ 130,000 Total Capital Outlay $ 260,000 100.00% Debt Service: Principal Payments - - - - 534-7100 2018 Rev Note - Field Offc Complex-yr 1 of 19 47,952 100.00% Interest Expense - - - - 534-7200 2018 Rev Note - Field Offc Complex-yr 1 of 19 37,049 100.00% $ - $ - $ - $ - Total Debt Service $ 85,001 100.00% 2,766,583 2,927,374 3,062,674 2,993,520 TOTAL EXPENSES 3,374,350 12.72% 1360-Solid Waste 9/25/2019 3:13 PM 136 UTILITY SERVICES Share of City Budget $1,140,901, 2.4% DESCRIPTION Utility Services is responsible for providing quality, safe, and cost effective potable water and sanitary sewer in compliance with all City, State, and Federal codes, policies, and other regulations. MISSION Provide high quality and cost effective services in all facets of water and wastewater operations. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide Timely & Responsive Customer Service Citizen Requests/Complaints Responded to within 2 Business Days 100% 100% 100% 100% 99% 99% Locate & Mark Existing Utilities within 48 Hours of Request 99% 99% 99% 97% 100% 100%  Complete construction of utility and infrastructure projects on schedule and within budget.  Minimize damage of existing utility infrastructure by providing accurate and timely line locates for City utilities.  Construct new City Field Office Complex. FUTURE GOALS (FY21 & FY22) Implement a in-house training program to increase the knowledge base and safety awareness of the employees through workshops for field  employees and supervisors.  Develop and maintain computer hydraulic models of water, sewer, and stormwater systems to assist in identifying and prioritizing CIP projects.  Consolidate City Utility Services Department to new Field Office Complex. PRIOR YEAR ACCOMPLISHMENTS (FY18)  Completed all line spot tickets within the required time frame.  Provided construction stakeout and inspection services for every City construction project.  Completed design of new City Field Office Complex. 137  401 UTILITIES FUND - 1305 GIS Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 3.00 3.00 Number of Funded Employees (FTE's) 3.00 - - 124,399 132,424 536-1200 Regular Salaries 135,842 2.58% - - 7,392 7,846 536-2100 FICA Taxes 8,185 4.32% - - 1,729 1,835 536-2101 Medicare 1,914 4.31% - - 35,664 30,977 536-2200 Retirement Contributions 22,529 -27.27% - - 3,165 4,651 536-2204 Retirement Contributions - DC Plan 4,771 2.58% - - 11,418 13,041 536-2300 Dental, Life & Health Insurance 7,088 -45.65% - - 440 892 536-2400 Worker's Compensation 258 -71.10% $ - $ - $ 184,207 $ 191,665 Total Personal Services $ 180,586 -5.78% Operating Expenditures: - - 31,354 41,023 536-3100 Professional Services 38,517 -6.11% - - 22 - 536-4000 Travel and Per Diem 1,900 100.00% - - 500 1,858 536-4100 Communication Services 1,724 -7.20% - - - 50 536-4200 Postage 50 0.00% - - - 1,000 536-4300 Utilities 1,000 0.00% - - 1,422 1,536 536-4400 Rentals & Leases - -100.00% - - 1,800 3,400 536-4610 Maintenance Contracts 2,700 -20.59% - - 1,389 500 536-4620 Vehicle Repair 500 0.00% - - - 900 536-4630 Equipment Repair 900 0.00% - - 1,039 3,275 536-5100 Office Supplies 3,200 -2.29% - - 1,559 1,000 536-5200 Operating Supplies 1,000 0.00% - - 200 411 536-5204 Fuel & Oil 441 7.30% - - 205 300 536-5210 Uniform Expense 300 0.00% - - 629 - 536-5231 Computer Hardware/Software - 0.00% - - 179 200 533-5234 Safety Supplies/Equipment 260 30.00% - - 10,620 10,600 536-5500 Training 12,960 22.26% - - (262) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% - - (119) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% - - (62) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% Non-Operating - - - - 536-8200 Grants & Aids - 0.00% $ - $ - $ 50,475 $ 66,053 Total Operating Expenditures $ 65,452 -0.91% Capital Outlay: - - 5,025 20,995 536-6402 Equipment - -100.00% 1,750 536-6420 Computer Hardware/Software - -100.00% $ - $ - $ 5,025 $ 22,745 Total Capital Outlay $ - -100.00% - - - - Capital Improvements Program: $ - $ - $ - $ - Total Capital Improvements Program $ - 0.00% $ - $ - $ 239,706 $ 280,463 TOTAL EXPENSES $ 246,039 -12.27% 1305-GIS 9/19/2019 10:29 AM 138 GIS Share of City Budget $246,039, 0.5% DESCRIPTION GIS maintains an accurate and complete spatial geodatabase of City assets using a Geographic Information System (GIS); provides detailed drafting and design drawing packages for sidewalk, water, sewer, stormwater, and reuse projects; and prepares maps for internal use, annexation, Comprehensive Plan amendments and newspaper ads. MISSION Provide high quality, timely, and cost effective drafting, data analysis, mapping, and web application services. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Maintain and Further Develop GIS System to Track & Monitor City Assets Street Data Accurately Entered in GIS - Changes and additions implemented N/A N/A 100% 60% 100% 100% Water Features Accurately Entered in GIS - Changes and additions implemented N/A N/A 100% 85% 100% 100% Sanitary Sewer Features Accurately Entered in GIS - Changes and additions implemented N/A N/A 100% 95% 100% 100% Stormwater Features Accurately Entered in GIS - Changes and additions implemented N/A N/A 100% 60% 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 Applications 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 (FY21 & FY22) Continue mapping City infrastructure in GIS with a strong emphasis on disaster preparedness and recovery and performing duties more  efficiently. Conduct annual disaster recovery exercise.  Continue to expand the use of GIS users internally and externally.  Complete 100% of the quality control check of the water and sewer systems GIS data.  Convert hand drawn Water and Sewer references to digital AutoCAD drawings. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Kept the GIS database for the City's water and sewer infrastructure up to date. Performed disaster preparedness exercise.  Continued to improve and add available data to the GIS Web Map Application for all City employees on the City intranet.  Completed 70% of the quality control check of the water and sewer systems GIS data. Completed a new Am I in the City web application to determine whether a property lies inside or outside of the City Limits of the City of Fort  Walton Beach. 139  401 UTILITIES FUND - 1310 WATER OPERATIONS Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 9.00 9.00 9.00 8.00 Number of Funded Employees (FTE's) 8.00 281,385 285,380 263,441 283,307 533-1200 Regular Salaries 287,959 1.64% 108 108 162 - 533-1201 Service Awards - 0.00% - 600 500 - 533-1202 Incentive/Merit Pay - 0.00% 2,370 2,832 6,402 12,500 533-1400 Salaries - Overtime 12,500 0.00% 1,965 2,005 1,286 1,850 533-1401 Salaries - Overtime Holiday Worked 1,850 0.00% 17,038 16,664 15,722 15,947 533-2100 FICA Taxes 15,504 -2.78% 3,985 3,897 3,677 3,729 533-2101 Medicare 3,626 -2.77% 59,107 54,923 67,144 57,832 533-2200 Retirement Contributions 22,529 -61.04% 5,992 7,763 8,220 7,990 533-2204 Retirement Contributions - DC Plan 12,140 51.94% 33,940 44,326 32,636 55,377 533-2300 Dental, Life & Health Insurance 68,238 23.22% 8,102 8,131 11,591 11,786 533-2400 Worker's Compensation 13,426 13.91% $ 413,990 $ 426,629 $ 410,781 $ 450,318 Total Personal Services $ 437,772 -2.79% Operating Expenditures: 33,155 26,481 12,485 26,750 533-3100 Professional Services 34,520 29.05% - - - 100 533-3400 Other Services 100 0.00% 1,139 239 612 500 533-4000 Travel and Per Diem 2,030 306.00% 2,409 2,428 2,724 4,466 533-4100 Communication Services 4,642 3.94% 193,096 173,278 188,729 173,278 533-4300 Utilities 188,729 8.92% 7,778 7,729 7,956 7,450 533-4610 Maintenance Contracts 7,544 1.26% 3,601 5,513 3,076 5,000 533-4620 Vehicle Repair 5,000 0.00% 2,307 1,395 806 1,100 533-4630 Equipment Repair 1,100 0.00% 287 588 208 800 533-4640 Building Maintenance 800 0.00% - - - 500 533-4645 Heating/Cooling Repairs - -100.00% 406,442 99,087 53,723 270,000 533-4680 Plant & System Repair 231,699 -14.19% 120 - - 950 533-4700 Printing & Binding 950 0.00% 27,382 27,771 28,252 21,431 533-5200 Operating Supplies 25,755 20.18% 9,831 10,848 11,953 10,848 533-5204 Fuel & Oil 10,178 -6.18% 929 556 718 1,080 533-5210 Uniform Expense 1,080 0.00% - - 1,622 - 533-5231 Computer Hardware/Software 1,680 100.00% 974 376 1,990 1,000 533-5233 Tools 2,000 100.00% 430 1,363 737 1,600 533-5234 Safety Supplies/Equipment 1,840 15.00% 6,560 7,100 6,860 6,135 533-5400 Books, Dues & Publications 6,285 2.44% 3,665 1,963 2,455 4,300 533-5500 Training 4,300 0.00% $ 700,104 $ 366,715 $ 324,906 $ 537,288 Total Operating Expenditures $ 530,232 -1.31% Capital Outlay: 19,850 - - 30,000 533-6362 Water Well Improvements 20,000 -33.33% - 1,705 - - 533-6402 Equipment 9,500 100.00% 20,753 25,364 533-6404 Trucks - -100.00% 1,033 - 533-6420 Computer Hardware/Software - 0.00% $ 41,636 $ 1,705 $ - $ 55,364 Total Capital Outlay $ 29,500 -46.72% Capital Improvements Program: - - 2,940 - 533-6300 Prior Years Capital Improvement Program - 0.00% $ - $ - $ 2,940 $ - Total Capital Improvements Program $ - 0.00% Debt Service - 71,673 - 73,786 590-7100 Principal Payments 78,189 5.97% 2015 Utility System Revenue Note Year 5 of 18 56,525 45,220 42,588 43,127 591-7200 Interest Expense 38,757 -10.13% 2015 Utility System Revenue Note Year 5 of 18 $ 56,525 $ 116,893 $ 42,588 $ 116,913 Total Debt Service $ 116,947 0.03% $ 1,212,256 $ 911,942 $ 781,216 $ 1,159,883 TOTAL EXPENSES $ 1,114,450 -3.92% 1310 - Water Ops 9/25/2019 3:11 PM 140 WATER OPERATIONS Share of City Budget $1,114,450, 2.3% DESCRIPTION Water Operations maintains nine potable water wells, five elevated water storage tanks, and three ground water storage tanks. Responsible for ensuring drinking water meets strict State and Federal regulations, pressure and storage are sufficient to meet domestic and firefighting needs, and water meters are accurately read. MISSION Produce drinking water that is safe and free from objectionable color, taste, and odor. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Provide High Quality Drinking Water to the Public Samples Exceeding Federal/State Maximum Contaminant Levels 0 0 0 0 0 0 Minimize Unbilled Water Loss Metered Revenue Consumption as % of Water Production 85.1% 84.8% 79.2% 78.2% 85.0% 85.0%  Meet all Federal and State Water Quality Testing requirements by having zero water samples exceeding the MCLs.  Continue to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridian Aquifer.  Achieve and maintain less than a 10% unaccounted for water loss within a 12-month period.  Maintain an aggressive Water Tank Asset Management Program.  Continue to upgrade Hyper-tac controls for all City potable wells.  Update and implement changes to Cross-Connection Control Program.  Clean and paint exterior of Hughes Street Ground Storage Tank.  Convert outdated aerator at Well 2 with a forced draft system. FUTURE GOALS (FY21 & FY22)  Convert outdated aerator at Well 11 with a forced draft system.  Install City owned bacteriological sampling points throughout distribution system.  Upgrade Well 3 by replacing the underground ductile iron piping.  Explore and develop strategy to convert all water wells to solar energy power supply. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Met all Federal and State Water Quality Testing requirements. Continued to operate water system wells within NWFWD permitted pumping limits in order to maintain quality and integrity of Floridian  Aquifer.  Achieved and maintained less than a 10% unaccounted for water loss within a 12-month period.  Routinely updated Standard Operating Procedures.  Repaired, cleaned, and painted Elevated Tank on Anchors Street.  Cleaned, repaired, disinfected, and painted Wright Parkway Ground Storage Tank.  Successfully maintained an aggressive Water Tank Asset Management Program.  Replaced screens and sealed access hatches on ground storage tanks on Hill Avenue and Hughes Street. 141  401 UTILITIES FUND - 1340 WATER DISTRIBUTION Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 5.00 5.00 5.00 5.00 Number of Funded Employees (FTE's) 5.00 134,946 147,307 118,835 163,788 533-1200 Regular Salaries 168,904 3.12% 108 - - 108 533-1201 Service Awards - -100.00% 20,603 20,088 24,402 22,100 533-1400 Salaries - Overtime 22,100 0.00% 601 1,098 530 700 533-1401 Salaries - Overtime Holiday Worked 1,350 92.86% 9,299 9,968 8,415 9,567 533-2100 FICA Taxes 9,998 4.51% 2,175 2,331 1,968 2,237 533-2101 Medicare 2,338 4.52% 37,051 44,289 76,537 58,459 533-2200 Retirement Contributions 67,588 15.62% 934 1,259 (26) 2,716 533-2204 Retirement Contributions - DC Plan 2,723 0.26% 17,832 22,023 20,616 42,067 533-2300 Dental, Life & Health Insurance 52,708 25.30% 9,540 10,877 12,150 13,625 533-2400 Worker's Compensation 16,072 17.96% $ 233,089 $ 259,240 $ 263,427 $ 315,367 Total Personal Services $ 343,781 9.01% Operating Expenditures: 238 79 - 590 533-3102 Employee Physicals & Immunizations 590 0.00% 4,661 1,210 8,297 4,500 533-3400 Other Services 4,500 0.00% 165 - - - 533-4000 Travel and Per Diem - 0.00% 1,086 1,095 1,241 1,116 533-4100 Communication Services 1,708 53.05% 1,533 1,401 1,342 1,401 533-4300 Utilities 1,342 -4.21% 5,642 2,870 3,168 4,750 533-4620 Vehicle Repair 4,500 -5.26% 7,390 10,127 3,798 6,250 533-4630 Equipment Repair 6,000 -4.00% 39,928 52,910 44,030 40,000 533-4680 Plant & System Repair 42,500 6.25% - 2,434 (443) - 533-4685 Utility Reloc - Non City - 0.00% 2,737 2,639 3,743 2,315 533-5200 Operating Supplies 2,315 0.00% 7,570 9,409 10,570 9,409 533-5204 Fuel & Oil 7,270 -22.73% 860 761 268 675 533-5210 Uniform Expense 675 0.00% 407 823 1,640 2,100 533-5233 Tools 3,305 57.38% 1,418 1,578 1,239 1,800 533-5234 Safety Supplies/Equipment 1,950 8.33% 4,372 5,189 4,414 5,000 533-5300 Road Materials & Supplies 4,886 -2.28% - 50 - 250 533-5400 Books, Dues & Publications 250 0.00% 421 635 6 1,200 533-5500 Training 1,200 0.00% (19,956) - (18,458) - 533-9905 Capitalized Costs Allocation - Labor - 0.00% (9,705) - (13,632) - 533-9906 Capitalized Costs Allocation - Benefits - 0.00% (2,937) - (4,028) - 533-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 45,831 $ 93,210 $ 47,195 $ 81,356 Total Operating Expenditures $ 82,991 2.01% Capital Outlay: - 36,316 3,558 54,313 533-6402 Equipment 92,309 69.96% - 35,017 - 52,242 533-6404 Trucks - -100.00% $ - $ 71,333 $ 3,558 $ 106,555 Total Capital Outlay $ 92,309 -13.37% Capital Improvements Program: 159,326 17,666 129,365 42,000 5056 - Water Line Replacement - -100.00% $ 159,326 $ 17,666 $ 129,365 $ 42,000 Total Capital Improvements Program $ - -100.00% Debt Service - 110,541 - 113,800 590-7100 Principal Payments 120,591 5.97% 2015 Utility System Revenue Note Year 5 of 18 86,498 69,743 65,684 66,515 591-7200 Interest Expense 59,774 -10.13% 2015 Utility System Revenue Note Year 5 of 18 $ 86,498 $ 180,284 $ 65,684 $ 180,315 Total Debt Service $ 180,365 0.03% $ 524,743 $ 621,733 $ 509,229 $ 725,594 TOTAL EXPENSES $ 699,446 -3.60% 1340 - Water Dist 9/19/2019 10:30 AM 142 WATER DISTRIBUTION Share of City Budget $699,446, 1.5% DESCRIPTION Water Distribution maintains water mains, service lines, valves, meters, and fire hydrants. Responsible for replacement of undersized water mains, installation of new fire hydrants and water meters, making service taps for new construction, and extending water mains as needed. MISSION Ensure delivery of potable water and adequate water pressure to all residents. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Replace Substandard Water Mains Linear Feet of Water Main to be Replaced 1900 3140 2060 900 860 860 Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% annual measure 100% 100%  Exercise water valves throughout the City.  Replace water lines as specified in the Capital Improvement Program (CIP) on-time and within budget.  Provide new service to customers throughout the City. FUTURE GOALS (FY21 & FY22)  Maintain a new 5-year replacement program for water mains throughout the City's service area.  Respond to all water outage reports within one hour of initial notification. Coordinate with the Fire Department to ensure fire protection standards are exceeded throughout the City via increased water main sizes,  installation of additional fire hydrants, and "looping" of the distribution system. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Replaced water main on Bradley Drive NE from Beachview Drive NE to Marshall Drive NE.  Replaced water main on Holmes Bouelvard NW from Beal Parkway NW to Alabama Avenue NW.  Replaced 2" water main on Higdon court NW from west property line of #12 TO end of Cul-De-Sac.  Replaced 2" water main on Windemere Court NW from west property line OF #13 TO end of Cul-De-Sac. 143  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 13.00 13.00 13.00 13.00 Number of Funded Employees (FTE's) 13.00 409,621 400,799 416,385 475,055 535-1200 Regular Salaries 488,841 2.90% 325 - 271 - 535-1201 Service Awards 379 100.00% 23,513 22,277 23,348 30,000 535-1400 Salaries - Overtime 30,000 0.00% 1,413 1,443 1,307 2,000 535-1401 Salaries - Overtime Holiday Worked 2,000 0.00% 24,687 24,211 25,365 27,269 535-2100 FICA Taxes 28,322 3.86% 5,773 5,662 5,932 6,377 535-2101 Medicare 6,623 3.87% 72,984 80,265 144,591 123,761 535-2200 Retirement Contributions 112,647 -8.98% 7,922 9,536 6,802 9,131 535-2204 Retirement Contributions - DC Plan 11,317 23.94% 72,387 68,646 69,388 105,977 535-2300 Dental, Life & Health Insurance 103,960 -1.90% 9,925 9,638 14,289 15,965 535-2400 Worker's Compensation 15,280 -4.29% $ 628,551 $ 622,477 $ 707,678 $ 795,536 Total Personal Services $ 799,370 0.48% Operating Expenditures: 1,800 1,800 56,359 7,150 535-3100 Professional Services 7,150 0.00% 939 304 849 590 535-3102 Employee Physicals & Immunizations 590 0.00% 2,920,207 2,514,487 2,507,125 2,659,814 535-3400 Other Services 2,739,505 3.00% 182 - - - 535-4000 Travel and Per Diem 3,050 100.00% 5,585 5,588 5,637 6,075 535-4100 Communication Services 6,315 3.95% 193,505 170,546 169,839 170,575 535-4300 Utilities 169,839 -0.43% 8,088 9,880 9,398 12,000 535-4400 Rentals & Leases 12,000 0.00% 33,744 34,184 33,699 35,647 535-4610 Maintenance Contracts 36,045 1.12% 30,363 26,367 37,073 18,000 535-4620 Vehicle Repair 18,000 0.00% 7,097 9,345 15,279 8,000 535-4630 Equipment Repair 8,000 0.00% 736 417 960 400 535-4640 Building Maintenance 400 0.00% - 2,467 - - 535-4645 Heating/Cooling Repairs - 0.00% 180,057 151,153 74,394 60,200 535-4680 Plant & System Repair 56,400 -6.31% - 2,647 51 - 535-4685 Utility Reloc - Non City - 0.00% 171 - 56 150 535-4700 Printing & Binding 150 0.00% 19,280 17,199 18,413 22,940 535-5200 Operating Supplies 24,190 5.45% 26,810 22,120 29,587 22,120 535-5204 Fuel & Oil 17,615 -20.37% 1,804 1,352 1,247 1,755 535-5210 Uniform Expense 1,755 0.00% 812 - - - 535-5231 Computer Hardware/Software - 0.00% 818 2,006 2,361 1,750 535-5233 Tools 2,955 68.86% 3,760 3,017 6,085 3,700 535-5234 Safety Supplies/Equipment 4,090 10.54% 790 814 1,188 - 535-5263 Operating Supplies - 0.00% 5,239 4,219 4,736 4,000 535-5300 Road Materials & Supplies 4,000 0.00% 90 5,075 150 255 535-5400 Dues & Publications 255 0.00% 2,344 941 1,040 1,575 535-5500 Training 5,735 264.13% (24,787) - (23,507) - 535-9905 Capitalized Costs Allocation - Labor - 0.00% (10,000) - (10,892) - 535-9906 Capitalized Costs Allocation - Benefits - 0.00% (5,137) - (5,655) - 535-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 3,404,297 $ 2,985,928 $ 2,935,472 $ 3,036,696 Total Operating Expenditures $ 3,118,039 2.68% Capital Outlay: - 25,326 - - 535-6300 Improvements Other Than Buildings - 0.00% 71,008 26,800 44,359 5,000 535-6402 Equipment 14,000 180.00% 22,308 106,795 1,002 405,963 535-6404 Trucks 186,000 -54.18% 1,200 - 1,207 - 535-6420 Computer Hardware/Software - 0.00% $ 94,516 $ 158,921 $ 46,568 $ 410,963 Total Capital Outlay $ 200,000 -51.33% Capital Improvements Program: 5,538 - 15,397 - 5032 - Sewer System Grouting & Lining 30,000 100.00% 987,236 4,493 4,284 535-6361 Refer to CIP for Specific Locations 5031 - Pump Station Rehabilitation 165,000 100.00% 1350-Sewer 9/19/2019 10:28 AM 144  401 UTILITIES FUND - 1350 SEWER COLLECTION & TREATMENT Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 283,681 492,017 - 535-6310 5048 - Lift Station Rehabilitation - 0.00% 18,502 39,832 535-6365 5421 - Reuse Line - 0.00% - 5,100 - - 535-6820 Easements - 0.00% $ 1,294,957 $ 9,593 $ 551,530 $ - Total Capital Improvements Program $ 195,000 100.00% Debt Service - 892,829 - 912,210 590-7100 Principal Payments 952,260 4.39% SRF PS & FS Year 6 of 20 2015 Utility System Revenue Note Year 5 of 18 493,175 397,829 591-7200 Interest Expense 357,881 -10.04% SRF PS & FS Year 6 of 20 2015 Utility System Revenue Note Year 5 of 18 - - - - 590-7310 Amortization Issuance - 0.00% - 417,145 5,613 - 590-7320 Amortization Discount - Interest Expense - 0.00% 5,613 5,613 394,523 - 591-7200 Amortization Discount - Debt Expense - 0.00% $ 498,788 $ 1,315,587 $ 400,136 $ 1,310,039 Total Debt Service $ 1,310,141 0.01% $ 5,921,109 $ 5,092,506 $ 4,641,382 $ 5,553,234 TOTAL EXPENSES $ 5,622,551 1.25% 1350-Sewer 9/19/2019 10:28 AM 145 SEWER COLLECTION & TREATMENT Share of City Budget $5,622,551,… DESCRIPTION Sewer Collection maintains gravity sewer lines, lift stations, and pump stations. Responsible for inspecting the sewer system with closed circuit television equipment, repairing any identified leaks, and repairing or replacing sewer mains and laterals as needed. MISSION Collect and dispose of wastewater in an environmentally sound manner. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Ensure Sewer Collection System is in Good Working Order Linear Feet of Sewer Main Inspected 17,713 22,697 31,497 19,336 25,000 25,000 Sewer System Inspected 2.6% 3.3% 4.6% 2.8% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% annual measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% annual measure 100% 100%  Continue to reduce inflow and infiltration in City Sewer System through flow monitoring, lateral replacement, lining, and manhole rehab.  Replace and relocate Marine Pump Out Station at the Fort Walton Landing.  Adopt a new grease trap ordinance.  Fully automate controls at City Pump Station No. 1. FUTURE GOALS (FY21 & FY22) Perform closed circuit television inspections of the entire sanitary sewer collection system to prioritize future projects and to identify sources of  ground water infiltration.  Install guide rail systems and safety hatches at all lift stations for easier access and reduction of confined space entries.  Install stainless steel inflow protectors in sewer manholes located in flood-prone areas and require the inflow protectors in all new manholes.  Continue an in-house flow monitoring program of the City's collection system basins to evaluate the capacity of the system.  Grout stub-out on sewer mains that have been lined in place.  Relocate and upgrade Lift Station 2. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Reduced inflow and infiltration through flow monitoring, lateral replacement, lining and manhole rehab.  Replace Vehicle 2429 Vac Truck.  Relocate Data Flow Telemetry System central site to Fire Station 7. 146  401 UTILITIES FUND - 1500 NON-DEPARTMENTAL Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 50,770 3,026 4,376 10,000 536-1216 Final Leave Pay 10,000 0.00% (4,466) - 8,035 - 536-1250 Compensated Absences - 0.00% (342) - 614 - 536-2150 FICA - Compensated Absences - 0.00% (88,540) - - - 533-2299 Acturial Pension Expense - 0.00% $ (42,578) $ 3,026 $ 13,025 $ 10,000 Total Personal Services $ 10,000 0.00% Operating Expenditures: 7,958 7,733 8,214 - 536-3100 Professional Services - 0.00% - - 50 950 536-4911 Holiday Gift Certificates 950 0.00% 37,557 - 26,887 - 536-4924 Bad Debt Expense - 0.00% - - - 111,210 536-4995 Contingencies - 1% of Revenues 112,648 1.29% 9,338 - 8,558 - 536-4999 Amortization Expense - 0.00% 1,915,116 1,955,576 1,878,755 - 536-5900 Depreciation - 0.00% 16,794 - 16,794 - 536-5910 Depreciation on Contributed Capital - 0.00% Non-Operating 44,732 - - - 590-9502 OPEB Obligation - 0.00% $ 2,031,495 $ 1,963,309 $ 1,939,258 $ 112,160 Total Operating Expenditures $ 113,598 1.28% Capital Outlay 1,200 - - 2,465 536-6420 Computer Hardware/Software 4,520 83.37% $ 1,200 $ - $ - $ 2,465 Total Capital Outlay $ 4,520 83.37% Other Financing Activity 1,041,639 1,063,612 1,526,252 1,130,539 536-9901 Cost Allocation Reimbursement to General Fund 1,155,411 2.20% 619,771 618,208 642,721 642,721 581-9102 6% Franchise/Right-of-Way Access Fee 675,889 5.16% - 516,926 581-9999 Reserved - Undesignated Net Assets - -100.00% $ 1,661,410 $ 1,681,820 $ 2,168,973 $ 2,290,186 Total Other Financing Activity $ 1,831,300 -20.04% $ 3,651,527 $ 3,648,155 $ 4,121,256 $ 2,414,811 TOTAL EXPENSES $ 1,959,418 -18.86% 40.50 40.50 40.50 40.50 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 40.50 0.00% 429,654 440,816 447,046 460,207 Customer Service 482,013 4.74% 518,850 570,131 423,529 526,807 Utility Services 1,140,901 116.57% - - 239,706 280,463 GIS 246,039 -12.27% 1,212,256 840,107 778,276 1,159,883 Water Operations 1,114,450 -3.92% 408,172 486,166 406,033 725,594 Water Distribution 699,446 -3.60% 4,631,690 4,189,516 4,042,536 5,553,234 Sewer Collection & Treatment 5,622,551 1.25% 3,651,527 3,648,155 4,121,256 2,414,811 Non-Departmental 1,959,418 -18.86% (1,711,783) (621,776) (740,184) - Reclassification of Capital Outlay - 0.00% $ 9,140,365 $ 9,553,115 $ 9,718,198 $ 11,120,999 TOTAL FUND EXPENSES $ 11,264,818 1.29% $ 1,107,509 $ 1,559,627 $ 1,213,223 $ - NET REVENUE / (EXPENSE) $ (0) 100.00% 1500-NonDept_401 9/19/2019 10:25 AM 147  Sanitation Fund The Sanitation Fund encompasses 9.1% of the City’s activities and services and accounts for solid waste and recycling operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services 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. Commercial and residential recycling programs are available. Revenue Highlights $5.0 Budget. $4.5 2019-20. …… $ Change % Change $4.0 Licenses & Permits 10,037 0 0% $3.5 Charges for Services 4,288,858 536,891 14.3% $3.0 Millions Interest & Other 17,277 (14,368) (45.4)% $2.5 $2.0 $4,316,172 $522,5230 13.8% $1.5 $1.0 $0.5 $0.0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Licenses & Permits Charges for Services Interest & Other • A new five-year rate study is currently in process and will be presented to City Council for approval and implementation in January 2020. The study will determine the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $5.0 Budget. $4.0 ……2018-19 $ Change % Change Personal Services 1,252,170 61,556 5.2% $3.0 Operations & Maintenance 2,085,072 230,557 12.4% Millions Capital Outlay/Imprvmt 260,000 130,000 100.0% $2.0 Interfund Transfers Out 718,931 174,965 32.2% Replenish Reserves 0 (74,556) (100.0)% $1.0 0$4,316,172 $522,523 13.8% $0.0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 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 and operating expenses is due to pay and classification changes related to internal equity and compression, as well as an increase in the City covered portion of employee insurance. • The increase in capital outlay is related to vehicle replacements. • The increase in the interfund transfer out is due to an increase in the cost allocation and franchise fee calculation. • The decrease in replenish reserves account is due to the on-going construction of the new consolidated field office complex. 148  403 SANITATION FUND - REVENUES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 1,073,024 1,078,387 1,081,855 1,082,251 1360-343-4000 Service Fees - Residential 1,370,026 26.59% 1,214 1,088 1,225 500 1360-343-4010 Extra Pick-Up Residential 500 0.00% 816,975 837,956 852,319 866,582 1360-343-4100 Service Fees - Commercial 1,088,224 25.58% 11,039 12,872 14,629 10,194 1360-343-4110 Extra Pick-Up Commercial 10,194 0.00% 659,663 663,457 688,394 686,162 1360-343-4200 Tipping Fees - Residential 682,993 -0.46% 916,138 944,342 998,234 987,323 1360-343-4300 Tipping Fees - Commercial 1,002,495 1.54% $ 3,478,053 $ 3,538,102 $ 3,636,656 $ 3,633,012 Total Solid Waste $ 4,154,432 14.35% - 71 - - 1370-343-4600 Service Fees - 0.00% 107,234 109,714 114,162 116,683 1370-343-4610 Service Fees - Commercial Recycling 132,154 13.26% $ 107,234 $ 109,785 $ 114,162 $ 116,683 Total Recycling $ 132,154 13.26% 954 952 946 1,000 1360-343-4080 Cinco Bayou 1,000 0.00% 3,179 2,899 3,289 1,272 1360-343-4130 Special Events - Dumpster Delivery/Pickup 1,272 0.00% $ 4,133 $ 3,852 $ 4,236 $ 2,272 Total Fees & Fines $ 2,272 0.00% $ 3,589,419 $ 3,651,739 $ 3,755,054 $ 3,751,967 TOTAL CHARGES FOR SERVICES $ 4,288,858 14.31% 10,287 11,707 18,114 10,037 1360-323-7010 Solid Waste - 10% Roll Off 10,037 0.00% $ 10,287 $ 11,707 $ 18,114 $ 10,037 Total Franchise Fees $ 10,037 0.00% $ 10,287 $ 11,707 $ 18,114 $ 10,037 TOTAL LICENSES & PERMITS $ 10,037 0.00% 31,570 40,939 49,493 29,120 1500-361-1000 Interest Income 14,752 -49.34% - 14,917 - - 1500-361-3000 Unrealized Gain/(Loss) - 0.00% - 2,837 - - 1500-361-4000 Realized Gain/(Loss) - 0.00% $ 31,570 $ 58,693 $ 49,493 $ 29,120 Total Interest Income $ 14,752 -49.34% 929 21,344 - - 1500-364-1000 Sale of Surplus Assets - 0.00% 1,621 4,223 477 2,500 1500-365-1000 Recycling Scrap Metal Sales 2,500 0.00% - 14,817 - - 1370-365-2000 Recycling Surplus Sales (ECUA) - 0.00% - 1,771 3,594 25 1500-369-9000 Miscellaneous Revenues 25 0.00% $ 2,550 $ 42,155 $ 4,071 $ 2,525 Total Other Revenues $ 2,525 0.00% $ 34,120 $ 100,848 $ 53,563 $ 31,645 TOTAL INTEREST & OTHER REVENUES $ 17,277 -45.40% $ - $ - $ - $ - Total Debt Proceeds $ - 0.00% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 3,633,826 $ 3,764,293 $ 3,826,731 $ 3,793,649 TOTAL FUND REVENUES $ 4,316,172 13.77% 403-Revenues 9/19/2019 10:33 AM 149  403 SANITATION FUND - 1360 SOLID WASTE Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 19.00 19.00 19.00 19.00 Number of Funded Employees (FTE's) 19.00 596,203 641,792 634,036 677,848 534-1200 Regular Salaries 708,817 4.57% 433 271 54 216 534-1201 Service Awards 433 100.46% 541 - - - 534-1202 Incentive/Merit Pay - 0.00% 10,975 10,126 13,068 11,600 534-1400 Salaries - Overtime 11,600 0.00% 10,027 16,294 12,429 18,000 534-1401 Salaries - Overtime Holiday Worked 18,000 0.00% 34,387 36,991 38,381 37,525 534-2100 FICA Taxes 38,302 2.07% 8,042 8,651 8,976 8,776 534-2101 Medicare 8,958 2.07% 96,184 103,730 168,364 144,628 534-2200 Retirement Contributions 135,175 -6.54% 15,563 18,072 17,904 21,582 534-2204 Retirement Contributions - DC Plan 21,061 -2.41% 138,912 150,929 140,462 152,333 534-2300 Dental, Life & Health Insurance 181,648 19.24% 36,378 37,900 44,863 44,591 534-2400 Worker's Compensation 49,008 9.91% $ 947,644 $ 1,024,756 $ 1,078,537 $ 1,117,099 Total Personal Services $ 1,173,003 5.00% Operating Expenditures: - - - 2,500 534-3400 Other Services 2,000 -20.00% 2,821 2,932 2,947 2,837 534-4100 Communication Services 2,877 1.41% 5 28 34 135 534-4200 Postage 135 0.00% 7,900 9,104 6,583 9,119 534-4300 Utilities 6,583 -27.81% 1,636 1,653 1,776 1,858 534-4400 Rentals & Leases 1,858 0.00% 903 961 1,028 1,181 534-4610 Maintenance Contracts - -100.00% 193,984 214,542 283,615 203,000 534-4620 Vehicle Repair 248,000 22.17% 293 265 50 300 534-4630 Equipment Repair 200 -33.33% 530 382 - 800 534-4640 Building Maintenance - -100.00% - 504 192 800 534-4645 Heating/Cooling Repairs - -100.00% 772 723 369 1,000 534-4700 Printing & Binding 900 -10.00% 246 279 192 440 534-5100 Office Supplies 440 0.00% 10,066 9,320 7,849 18,000 534-5200 Operating Supplies 14,000 -22.22% 91,802 109,031 143,702 118,341 534-5204 Fuel & Oil 95,835 -19.02% 2,676 2,184 3,311 2,970 534-5210 Uniform Expense 2,970 0.00% 549,322 560,173 598,642 586,340 534-5219 Landfill Fees - Commercial 647,800 10.48% 458,710 433,374 432,274 481,740 534-5220 Landfill Fees - Residential 485,100 0.70% 241,306 261,560 270,799 264,260 534-5222 Landfill Fees - Yard Waste 296,985 12.38% 31,543 22,136 31,605 31,750 534-5225 Sanitation Containers - Bulk 31,750 0.00% 14,682 14,332 10,005 14,400 534-5226 Sanitation Containers - Residential 14,400 0.00% 682 322 701 - 534-5231 Computer Hardware/Software - 0.00% 330 726 345 800 534-5233 Tools 600 -25.00% 1,272 2,175 2,158 3,600 534-5234 Safety Supplies/Equipment 3,690 2.50% - - - - 534-5250 Operating Supplies - Grounds Maintenance - 0.00% 212 212 212 250 534-5400 Books, Dues & Publications 223 -10.80% - - - - 534-9905 Capitalized Costs Allocation - Labor - 0.00% - - - - 534-9906 Capitalized Costs Allocation - Benefits - 0.00% - - - - 534-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 1,611,693 $ 1,646,918 $ 1,798,389 $ 1,746,421 Total Operating Expenditures $ 1,856,346 6.29% Capital Outlay: 2,603 - - - 534-6402 Equipment - 0.00% 204,643 255,700 185,749 130,000 534-6404 Trucks 260,000 100.00% $ 207,246 $ 255,700 $ 185,749 $ 130,000 Total Capital Outlay $ 260,000 100.00% Debt Service: Principal Payments - - - - 534-7100 2018 Rev Note - Field Offc Complex-yr 1 of 19 47,952 100.00% Interest Expense - - - - 534-7200 2018 Rev Note - Field Offc Complex-yr 1 of 19 37,049 100.00% $ - $ - $ - $ - Total Debt Service $ 85,001 100.00% 2,766,583 2,927,374 3,062,674 2,993,520 TOTAL EXPENSES 3,374,350 12.72% 1360-Solid Waste 9/25/2019 3:13 PM 150 SOLID WASTE Share of City Budget $3,374,350, 6.7% DESCRIPTION Solid Waste is responsible for the collection and disposal of garbage and yard waste. Residential garbage is collected curbside once per week, residential yard waste is collected curbside once per week, and commercial dumpsters are emptied as scheduled based on business needs. MISSION Maintain a sanitary environment with regular collection of residential and commercial solid waste. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Promote Neighborhood Cleanups Household waste collections conducted 2 2 2 1 2 2  Retain a firm to evaluate Solid Waste rates and make adjustments where necessary.  Monitor Bulk Waste tonnages while researching options to save on costs. FUTURE GOALS (FY21 & FY22)  Continue to work with Fleet Operations on a schedule to replace aging and unreliable refuse equipment.  Research and Develop informational materials to increase and promote diversion methods for both residential and commercial customers. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Revised and implemented changes to the Solid Waste Ordinance to include Bulk Waste and Hurricane procedures.  Continued the training and certification process for Solid Waste Operators on both Commercial and Residential equipment. 151  403 SANITATION FUND - 1370 RECYCLING Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 1.00 1.00 1.00 1.00 Number of Funded Employees (FTE's) 1.00 32,054 33,570 34,462 35,923 534-1200 Regular Salaries 37,368 4.02% - - - 534-1201 Service Awards 108 100.00% 95 - 12 200 534-1400 Salaries - Overtime 200 0.00% 616 1,316 1,021 1,390 534-1401 Salaries - Overtime Holiday Worked 1,390 0.00% 1,748 1,843 1,860 1,851 534-2100 FICA Taxes 1,906 2.96% 409 431 435 433 534-2101 Medicare 446 2.94% 10,123 11,931 21,717 19,183 534-2200 Retirement Contributions 22,529 17.44% 8,016 9,042 9,601 10,484 534-2300 Dental, Life & Health Insurance 10,948 4.43% 2,070 2,149 2,611 2,551 534-2400 Worker's Compensation 2,772 8.66% $ 55,131 $ 60,282 $ 71,719 $ 72,014 Total Personal Services $ 77,667 7.85% Operating Expenditures: 1,140 2,249 - 100 534-3400 Other Services 100 0.00% 14,005 - - - 534-3419 Recycle Transport Fee Commercial - 0.00% 15,778 - - - 534-3420 Recycle Transport Fee Residential - 0.00% - - 2,729 15,000 534-3421 TIP/Contamination Fees 130,000 766.67% 699 811 - 1,000 534-4000 Travel and Per Diem 1,000 0.00% 127 128 133 156 534-4100 Communication Services 130 -16.77% 944 - - - 534-4200 Postage - 0.00% 14,430 11,578 6,423 15,500 534-4620 Vehicle Repair 26,500 70.97% - - - 4,250 534-4630 Equipment Repair 3,250 -23.53% 1,065 839 - 500 534-4700 Printing & Binding 500 0.00% 2,038 623 4,191 5,000 534-5200 Operating Supplies 3,500 -30.00% 5,114 6,272 5,296 6,272 534-5204 Fuel & Oil 6,036 -3.76% 73 68 380 165 534-5210 Uniform Expense 165 0.00% - - 12,597 12,714 534-5225 Sanitation Containers - Bulk 10,595 -16.67% 71,812 122,756 1,750 7,800 534-5226 Sanitation Containers - Residential 6,500 -16.67% 199 - - 200 534-5233 Tools 200 0.00% 85 100 81 200 534-5234 Safety Supplies/Equipment 205 2.50% 125 125 150 150 534-5400 Books, Dues & Publications 150 0.00% 305 325 - 350 534-5500 Training 350 0.00% $ 127,940 $ 145,874 $ 33,730 $ 69,357 Total Operating Expenditures $ 189,181 172.76% Capital Outlay: - - - - 534-6402 Equipment - 0.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% 183,071 206,156 105,450 141,371 TOTAL EXPENSES 266,848 88.76% 1370-Recycling 9/19/2019 10:27 AM 152 RECYCLING Share of City Budget $266,848, 0.6% DESCRIPTION Residential single-stream recycling is available via multiple drop-off locations and 95 gal. curbside automated carts. Commercial dumpsters are available for MISSION Reduce the waste stream deposited in landfills. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Promote Reduction of the Residential Waste Stream Single Stream Recycling Drop-Off Locations 15 3 0 0 0 0 Recycling Tonnage Collected 755 1130 1392 1050 1,400 1,420 Waste Stream Diverted from Landfills 32.3% 50.4% 67.0% 45.0% 25.0% 16.0% Promote Reduction of the Commercial Waste Stream Recycling Tonnage Collected 747 596 639 510 700 680 Waste Stream Diverted from Landfills 26.0% 21.2% 22.3% 19.5% 8.0% 5.0%  Meet with current and potential commercial recycle participants on diversion and increased recycling tonnage.  Continue to monitor both residential and commercial recycle commodities for contamination and reduce where applicable. FUTURE GOALS (FY21 & FY22)  Create and Deliver recycling infomercials through Facebook and Webpage for both commercial and residential customers for increased  Continue to work with ECUA on extending our current contract to accept Single Stream Recycling. PRIOR YEAR ACCOMPLISHMENTS (FY19)  Continued with efforts to reduce contamination by increased monitoring and issuing of courtesy notices for violations.  Continued to increase tonnages for both commercial and residential recycling. 153  403 SANITATION FUND - 1500 NON-DEPARTMENTAL Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 1,943 405 25,513 1,500 534-1216 Final Leave Pay 1,500 0.00% 2,243 - (3,168) - 534-1250 Compensated Absences - 0.00% 172 - (242) - 534-2150 FICA - Compensated Absences - 0.00% (35,710) - - - 534-2299 Actuarial Pension Expense - 0.00% $ (31,352) $ 405 $ 22,103 $ 1,500 Total Personal Services $ 1,500 0.00% Operating Expenditures: 1,925 1,989 2,112 - 534-3100 Professional Services - 0.00% - - - 500 534-4911 Holiday Gift Certificates 500 0.00% $25 x 20 Employees 11,447 - 6,740 - 534-4924 Bad Debt Expense - 0.00% - - - 37,936 534-4995 Contingencies 38,745 2.13% - - - 300 534-5231 Computer Hardware/Software 300 0.00% Software Upgrades per IT Plan 308,046 286,265 271,491 - 534-5900 Depreciation - 0.00% 411 - 411 - 534-5910 Depreciation on Contributed Capital - 0.00% Non-Operating 10,674 - - - 590-9502 OPEB Obligation - 0.00% $ 332,503 $ 288,254 $ 280,754 $ 38,736 Total Operating Expenditures $ 39,545 2.09% Capital Outlay - - - - 534-6420 Computer Hardware/Software - 0.00% $ - $ - $ - $ - Total Capital Outlay $ - 0.00% Other Financing Activity 364,433 372,074 477,216 397,564 534-9901 Cost Allocation Reimbursement to General Fund 406,311 2.20% 136,074 143,531 146,401 146,401 581-9102 Transfer to General Fund - Franchise Fee 227,619 55.48% - 74,556 581-9999 Reserved - Undesignated Net Assets - -100.00% $ 500,507 $ 515,605 $ 623,617 $ 618,521 TotalTotal Other Other Financing Financing Activity Activity $ 633,930 2.49% $ 801,657 $ 804,264 $ 926,474 $ 658,758 TOTAL EXPENSES $ 674,974 2.46% 20.00 20.00 20.00 20.00 NumberNumber of Employees (FTE's) of Funded Employees (FTE's) 20.00 0.00% 2,766,583 2,937,762 3,062,674 2,993,520 Solid Waste 3,374,350 12.72% 183,071 206,748 105,450 141,371 Recycling 266,848 88.76% 801,657 804,264 926,474 658,758 Non-Departmental 674,974 2.46% (207,246) (255,700) (185,749) - Reclassification of Capital Outlay - 0.00% $ 3,544,066 $ 3,693,074 $ 3,908,849 $ 3,793,649 TOTAL FUND EXPENSES $ 4,316,172 13.77% $ 27,425 $ 35,711 $ - $ - NET REVENUE / (EXPENSE) $ 0 0.00% 1500-NonDept_403 9/19/2019 10:25 AM 154  Stormwater Fund The Stormwater Fund encompasses 2.5% of the City’s activities and services and accounts for stormwater management operations that are financed and operated in a manner similar to a private business – where the intent is that the cost (expenses, including depreciation) of providing the services be financed and recovered through user charges. This fund accounts for stormwater, storm drainage, and water quality initiatives. Revenue Highlights $1,400,000 Budget. ……2019-20 $ Change % Change $1,200,000 Charges for Services $988,713 $(41,941) (4.1)% $1,000,000 Interest & Other 24,894 16,269 188.6% $800,000 $1,013,608 $(25,672) (2.5)% $600,000 $400,000 $200,000 $0 Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Intergov't Revenue Charges for Services Interest & Other Interfund Transfers Appropriations • A new five-year rate study is currently in process and will be presented to City Council for approval and implementation in January 2020. The study will determine the required rates to generate sufficient revenue to sustain renewal and replacement reserves and account for debt service requirements. Expenditure Highlights $1,400,000 Budget. $1,200,000 ……2019-20. $ Change % Change Personal Services $352,483 28,542 8.8% $1,000,000 Operations & Maintenance 166,443 (7,152) (4.1)% $800,000 Capital Outlay/Imprvmt 125,650 (61,774) (33.0)% $600,000 Debt Service 136,001 136,001 100.0% $400,000 Interfund Transfer 233,031 6,272 2.8% $200,000 Replenish Reserves 0 (127,562) (100.0)% $0 $1,013,608 (127,647 $(25,672) 4.8)% (2.5)% Actual Actual Actual Budget Budget 2015-16 2016-17 2017-18 2018-19 2019-20 Personal Services Operations & Maintenance Capital Outlay/Imprvmt Debt Service Interfund Transfers Replenish Reserves *Expenses shown on a cash basis, exclusive of reclassifications for the audited financial statements.* • The capital outlay expense includes purchase of a flatbed dump truck and a ½ ton pickup truck. • The decrease in replenish reserves is due to prior year’s accumulation of funds for the construction of a new consolidated field office complex. 155  405 STORMWATER FUND - REVENUES Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change 492,534 524,118 553,707 585,028 1380-343-7001 Stormwater Management Fee - Residential 568,676 -2.80% 366,196 393,726 422,098 445,625 1380-343-7101 Stormwater Management Fee - Commercial 420,038 -5.74% $ 858,730 $ 917,843 $ 975,805 $ 1,030,654 Total Stormwater Operations $ 988,713 -4.07% $ 858,730 $ 917,843 $ 975,805 $ 1,030,654 TOTAL CHARGES FOR SERVICES $ 988,713 -4.07% 510,543 1,247,058 40,080 - 15XX-334-3600 State Grants - 0.00% $ 510,543 $ 1,247,058 $ 40,080 $ - Total State Grants $ - 0.00% $ 510,543 $ 1,247,058 $ 40,080 $ - TOTAL INTERGOVERNMENTAL REVENUE $ - 0.00% 7,982 39 9,874 8,625 1500-361-1000 Interest Income 24,894 188.63% $ 7,982 $ 39 $ 9,874 $ 8,625 Total Interest Income $ 24,894 188.63% - 566 - - 1500-369-9000 Miscellaneous Revenues - 0.00% $ - $ 566 $ - $ - Total Other Revenues $ - 0.00% $ 7,982 $ 605 $ 9,874 $ 8,625 TOTAL INTEREST & OTHER REVENUES $ 24,894 188.63% - - - - 1600-389-9300 Appropriation from Net Assets - 0.00% $ - $ - $ - $ - Total Non-Operating Sources $ - 0.00% $ - $ - $ - $ - TOTAL TRANSFERS IN $ - 0.00% $ 1,377,255 $ 2,165,507 $ 1,025,758 $ 1,039,280 TOTAL FUND REVENUES $ 1,013,608 -2.47% 405-Revenues 9/19/2019 10:32 AM 156  405 STORMWATER FUND - 1380 STORMWATER Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 179,669 165,903 186,149 206,673 538-1200 Regular Salaries 216,240 4.63% 217 - - - 538-1201 Service Awards 108 100.00% - 100 - - 538-1202 Incentive/Merit Pay - 0.00% 455 1,510 1,153 1,000 538-1400 Salaries - Overtime 1,000 0.00% 10,525 9,630 10,745 11,791 538-2100 FICA Taxes 12,442 5.52% 2,462 2,252 2,513 2,758 538-2101 Medicare 2,910 5.50% 23,240 27,402 49,373 43,104 538-2200 Retirement Contributions 45,058 4.53% 6,147 4,894 4,162 5,039 538-2204 Retirement Contributions - DC Plan 5,198 3.15% 24,412 25,148 29,054 35,794 538-2300 Dental, Life & Health Insurance 47,141 31.70% 12,254 11,224 16,491 17,282 538-2400 Worker's Compensation 21,887 26.64% $ 259,380 $ 248,063 $ 299,640 $ 323,441 Total Personal Services $ 351,983 8.82% Operating Expenditures: 55,182 8,950 14,000 5,000 538-3100 Professional Services 4,590 -8.20% 5,450 5,700 14,200 65,497 538-3400 Other Services 72,694 10.99% 165 56 - 602 538-4000 Travel and Per Diem 602 0.00% 1,913 1,966 1,999 2,367 538-4100 Communication Services 2,726 15.17% 0 1 16 10 538-4200 Postage 10 0.00% 1,535 1,403 1,343 1,403 538-4300 Utilities 1,344 -4.21% 1,750 2,440 3,344 3,970 538-4400 Rentals & Leases 3,970 0.00% 14,588 5,854 6,613 12,000 538-4620 Vehicle Repair 10,475 -12.71% 11,972 9,257 4,529 9,700 538-4630 Equipment Repair 9,700 0.00% 33,986 30,252 11,618 38,500 538-4680 Plant & System Repair 30,375 -21.10% 180 64 34 300 538-5100 Office Supplies 300 0.00% 2,245 3,796 1,589 2,800 538-5200 Operating Supplies 2,800 0.00% 7,242 7,623 13,910 7,623 538-5204 Fuel & Oil 3,216 -57.81% 598 485 800 810 538-5210 Uniform Expense 810 0.00% 1,487 1,747 2,588 2,790 538-5233 Tools 2,790 0.00% 2,034 1,172 1,157 1,800 538-5234 Safety Programs/Supply 1,980 10.00% 4,984 3,104 201 5,500 538-5300 Road Materials & Supplies 5,500 0.00% 552 650 8,638 650 538-5400 Books, Dues, & Publications 650 0.00% 653 1,388 - 1,755 538-5500 Training 1,650 -5.98% (11,545) - (56,867) - 538-9905 Capitalized Costs Allocation - Labor - 0.00% (4,168) - (25,296) - 538-9906 Capitalized Costs Allocation - Benefits - 0.00% (2,390) - (11,990) - 538-9907 Capitalized Costs Allocation - Overhead - 0.00% $ 128,414 $ 85,908 $ (7,574) $ 163,077 Total Operating Expenditures $ 156,182 -4.23% Capital Outlay: 541,721 - - - 538-6358 Storm Drains - 0.00% - 1,738 60,006 - 538-6402 Equipment 5,750 100.00% 285,172 128,124 - 37,424 538-6404 Trucks 119,000 217.98% $ 826,893 $ 129,862 $ 60,006 $ 37,424 Total Capital Outlay $ 124,750 233.34% Capital Improvements Program: - - - 150,000 5019 - Storm Drainage Improvement - -100.00% 211,917 538-6358 Install Storm Drainage - - 40,080 - Prior Years Capital Improvement Program - 0.00% $ - $ - $ 251,997 $ 150,000 Total Capital Improvements Program $ - -100.00% Debt Service - - - - 590-7100 Principal Payments 76,723 100.00% 2018 Rev Note - Field Offc Complex-yr 1 of 19 - - - - 591-7200 Interest Expense 59,278 100.00% 2018 Rev Note - Field Offc Complex-yr 1 of 19 $ - $ - $ - $ - Total Debt Service $ 136,001 100.00% $ 1,214,687 $ 463,833 $ 604,070 $ 673,942 TOTAL EXPENSES $ 768,916 14.09% 1380-Storm 9/25/2019 3:15 PM 157 STORMWATER Share of City Budget $768,916, 1.6% DESCRIPTION The Stormwater Division maintains 35 miles of storm drain, 11 retention ponds, and over 1,300 curb and surface inlets. Stormwater management helps to ensure the health and safety of citizens while meeting State and Federal regulations. MISSION Improve and preserve natural water quality, comply with existing and upcoming regulatory requirements, and improve operation and management of existing stormwater infrastructure. Actual YTD thru 06/30 Budget CURRENT GOALS, OBJECTIVES, & METRICS (FY20) 2015-16 2016-17 2017-18 2018-19 2018-19 2019-20 Improve Water Quality City Streets Swept at Least Once per Month 41% 3% 54% 30% 96% 97% Cubic Yards of Debris Removed from Stormwater Separators 6 10 5 0 7 8 Improve Stormwater Infrastructure Linear Feet of New Stormwater Pipe Installed 613 155 585 0 100 100 Linear Feet of Stormwater Pipe Replaced 1948 2350 1070 28 820 65 Stormwater Line System Replaced 0.89% 1.07% 49.00% 0.01% Ensure Capital Projects are Completed On-Time & Within Budget Capital Projects Completed On-Time 100% 100% 100% Annual Measure 100% 100% Capital Projects Completed Within Budget 100% 100% 100% Annual Measure 100% 100%  Sweep every City street at least once per month.  Maintain the current amount of debris removed from stormwater separators through regular collection schedule.  Replace failing corrugated metal pipe at various locations throughout the City.  Provide Stormwater improvements as identified in the City's Stormwater Master Plan. FUTURE GOALS (FY21 & FY22)  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 (FY19)  Continuous maintenance of drainage ditches throughout the City.  Completed construction of drainage improvements on Smith Drive NE and Kepner Drive NE.  Completed Golf Course seawall repair.  Completed the stage of procuring a contractor to complete drainage improvements on Anchors Street.  Completed Stormwater corssing at 339 Hollywood Boulevard NW.  Completed installation of new seawall behind Pump Station 2 (Don's Bayou).  Implemented a Department of Corrections Crew for mowing. 158  405 STORMWATER FUND - 1500 NON-DEPARTMENTAL Actual Budget 2018-19 2019-20 % 2015-16 2016-17 2017-18 Adopted Adopted Change Personal Services: 1,320 - - 500 538-1216 Final Leave Pay 500 0.00% (317) 3,720 (1,750) - 538-1250 Compensated Absences - 0.00% (24) 285 (133) - 538-2150 FICA - Compensated Absences - 0.00% (8,437) 25,216 - - 538-2299 Acturial Pension Expense - 0.00% $ (7,458) $ 29,221 $ (1,883) $ 500 Total Personal Services $ 500 0.00% Operating Expenditures: 463 442 469 - 538-3100 Professional Services - 0.00% - - (25) 125 538-4911 Holiday Gift Certificates 125 0.00% $25 x 5 Employees 3,321 - 3,679 - 538-4924 Bad Debt Expense - 0.00% - - - 10,393 538-4995 Contingencies 10,136 -2.47% 72,317 93,401 159,127 - 538-5900 Depreciation - 0.00% 1,995 - - - 538-5910 Depreciation on Contributed Capital - 0.00% Non-Operating (1,574) - - - 590-9502 OPEB Obligation - 0.00% $ 76,522 $ 93,843 $ 163,250 $ 10,518 Total Operating Expenditures $ 10,261 -2.44% - - - - 538-6420 Computer Hardware/Software 900 100.00% $ - $ - $ - $ - Total Capital Outlay $ 900 100.00% Other Financing Activity 154,493 157,704 271,027 168,507 538-9901 Cost Allocation Reimbursement to General Fund 172,214 2.20% - - 58,251 58,251 581-9102 Transfer to General Fund - Franchise Fee 60,816 4.40% - - - 127,562 581-9999 Reserved - Undesignated Net Assets - -100.00% Anticipated Revenues in Excess of Budgeted Expenses $ 154,493 $ 157,704 $ 329,278 $ 354,320 Total Other Financing Activity $ 233,031 -34.23% $ 223,556 $ 280,768 $ 490,645 $ 365,338 TOTAL EXPENSES $ 244,692 -33.02% 6.00 6.00 6.00 6.00 Number of Funded Employees (FTE's) 6.00 0.00% 672,966 467,556 352,073 673,942 Stormwater 768,916 14.09% 223,556 280,768 490,645 365,338 Non-Departmental 244,692 -33.02% (826,893) (1,454,536) (312,003) - Reclassification of Capital Outlay - 0.00% $ 69,628 $ (706,212) $ 530,715 $ 1,039,280 TOTAL FUND EXPENSES $ 1,013,608 -2.47% $ 781,270 $ - $ - $ - NET REVENUE / (EXPENSE) $ (0) 0.00% 1500-NonDept_405 9/24/2019 11:42 AM 159 160 IT Replacement Program The City’s Information Technology Replacement Program (ITRP) is a planning and budgeting tool that serves as a guide for efficient and effective replacement of computers, laptops, tablets, and servers. The FY 2019-20 budget, the first year of the schedule, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. REPLACEMENT SCHEDULE Desktop Computer 5 years Office Laptop 5 years Patrol Laptop 5 years Tablet/IPAD 3 years Server 5 years Software will be upgraded in conjunction with hardware replacements. However, it is each division’s responsibility to budget for the replacement of peripherals such as keyboards, monitors, and printers as needed. City of Fort Walton Beach, FL 161  FY2020 FY2021 FY2022 FY2023 FY2024 Fund # Dept # Device Model Operating System PO Asset # Office Adobe Purchased Total S20 H20 S21 H21 S22 H22 S23 H23 S24 H24 001 0100 City Council 001 0100 CCIQM2‐7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 0100 CCS1‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0100 CCS2‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0100 CCS3‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0100 CCS4‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0100 CCIQM2‐8 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 910 001 0100 DRynearson10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 910 001 0100 CCS5‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0100 CCS6‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0100 CCS7‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0100 CCSMayor‐10 Latitude 3490 Windows 10 Pro 95965 N/A STD FY 2019 1 635 001 0200 City Manager 001 0200 Surface Pro 3 ‐ CM Not Replacing 3rd Gen Windows 8 Pro 150004 STD STD FY 2015 1 001 0200 DRainer10‐T | Surface Pro 3 ‐ PIO Not Replacing 3rd Gen Windows 8 Pro 150003 STD STD FY 2015 1 001 0200 FWBTVXP Optiplex 3040 NO FA FY 2016 1 910 001 0200 CJones7 Optiplex 3040 Windows 7 Pro NO FA STD PRO FY 2016 1 290 910 001 0200 iPad ‐ CM 3rd Gen iOS8 120067 N/A N/A FY 2012 1 001 0200 iPad ‐ PIO 3rd Gen iOS8 120070 N/A N/A FY 2012 1 001 0200 DRainer10 Optiplex 3040 Windows 10 Pro NO FA STD PRO FY 2016 1 290 910 001 0200 MBeedie7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 0300 Administrative Services 001 0300 SOldnettle10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 001 0300 JDittmer10 OptiPlex 3040 Windows 7 Pro NO FA STD PRO FY 2016 1 0 910 001 0300 TFranxman7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0300 PC Name Pending (currently RCarter7 being used by OptiPlex 3060 Windows 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 106 1215 JMcGowin10 Optiplex 3040 Windows 10 Pro NO FA STD STD FY 2017 1 910 001 0300 JHofstetter10 OptiPlex 3050 Windows 10 Pro NO FA STD STD FY 2017 1 0 910 001 0320 Information Technology 001 0320 JRoche‐Pro3 Surface Pro 3 Windows 10 Pro 150023 STD STD FY 2015 1 0 1200 001 0320 PC Name Pending (currently ShuttleB7 / last assignedOptiPlex 3060 Windows 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 001 0320 PC Name Pending (currently ShuttleC7 DS61) OptiPlex 3060 Windows 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 001 0320 JRoche10 OptiPlex 3050 Windows 10 Pro NO FA STD PRO FY 2017 1 290 910 001 0320 City Garage ‐ Switch WS‐C2960C‐12PC‐L IOS: 15.0(2)SE 120085 N/A N/A FY 2012 1 001 0320 Wi‐Fi Access Point | Recreation Center ‐ 1 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Recreation Center ‐ 2 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Recreation Center ‐ 3 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Recreation Center ‐ 4 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Recreation Center ‐ 5 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | City Garage Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | City Hall ‐ Finance Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | City Warehouse Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Fire Dept. 6 AP1 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Fire Dept. 6 AP2 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Fire Dept. 6 AP3 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Fire Dept. 7 AP1 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Police ‐ 1 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Police ‐ 2 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Police ‐ 3 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Police ‐ 4 Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Cisco Wireless Controller (PD1st Floor, not replacing)AIR‐CT2504‐K9 150028 N/A N/A FY 2015 1 001 0320 Wi‐Fi Access Point | City Hall ‐ City Clerk Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | City Hall ‐ IT Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | City Hall Annex Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Council Chambers Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Wi‐Fi Access Point | Golf Club Aruba IAP‐305 95612 N/A N/A FY 2019 1 580 001 0320 Firewall | Beal Memorial Cemetery ‐ ASA ASA5505 ASA: 9.1(5) N/A N/A FY 2008 1 001 0320 Firewall | Museum ‐ ASA ASA5506 N/A N/A FY 2018 1 001 0320 Firewall | Sewer Plant ‐ ASA ASA5505 ASA: 8.2(5) N/A N/A FY 2008 1 001 0320 Network Switch | Police Dept. 1st Floor Cisco 2960‐48POE 100059 N/A N/A FY 2010 1 3360 001 0320 Swilson8 (PD Comm's Project swapped 7050 from POOptiplex 3050 Windows 10 Pro NO FA PRO PRO FY 2016 1 290 910 001 0320 Server ‐ FWB‐TEST Custom Server 2008 R2 N/A N/A 1/1/2010 1 5000 001 0320 Server ‐ Coban retiring 1‐18 taser implementation Custom Server 2008 R2 N/A N/A 5/29/2009 1 001 0320 Network Switch | Engineering Field Office WS‐C2960‐24LC‐S IOS: 12.2(58)SE1 120087 N/A N/A FY 2012 1 001 0320 IT02 Latitude E6440 Windows 8.1 Pro 150016 STD STD FY 2015 1 0 1200 001 0320 PSmith8 OptiPlex 3020 Windows 8.1 Pro NO FA PRO PRO FY 2015 1 290 910 001 0320 Server ‐ FWB‐OSSIU‐N R310 Server 2008 R2 N/A N/A 1/1/2008 1 001 0320 Server ‐ FWBGISW R710 Server 2008 R2 N/A N/A FY 2017 1 11000 001 0320 Server ‐ FWBGISTEST R710 Server 2008 R2 N/A N/A FY 2017 1 7200 001 0320 Server ‐ FWB‐Exchange (Replaced with Office 365) R710 Server 2008 R2 N/A N/A 8/23/2011 1 001 0320 Server ‐ FWB‐Prox‐DMZ R710 ProxmoxVE N/A N/A FY 2011 1 5000 001 0320 Server ‐ FWB‐OSSIC R710 Server 2008 R2 N/A N/A 11/1/2010 1 500 5000 001 0320 Server ‐ FWB‐OSSIR R710 Server 2008 R2 N/A N/A 11/1/2010 1 500 5000 001 0320 Server ‐ FWB‐Main R720 Server 2008 R2 140057 N/A N/A FY 2014 1 001 0320 Network Switch | City Hall Rack SRW204 N/A N/A 1 001 0320 Server ‐ IBS T310 Server 2003 N/A N/A 12/17/2010 1 001 0320 Network Switch | Fire Dept. 6 WS‐C2960‐24PC‐S IOS: 12.2(53)SE2 100058 N/A N/A FY 2010 1 1950 001 0320 Network Switch | City Hall WS‐C2960‐48PST‐S IOS: 12.2(53)SE2 100055 N/A N/A FY 2010 1 3360 001 0320 Network Switch | City Hall Annex WS‐C2960‐48PST‐S IOS: 12.2(53)SE2 100057 N/A N/A FY 2010 1 3360 001 0320 Network Switch | Police Dept. 2nd floor WS‐C2960‐48PST‐S IOS: 12.2(53)SE2 100059 N/A N/A FY 2010 1 3360 001 0320 Network Switch | Recreation Center WS‐C2960X‐48LPD‐L 150026 N/A N/A FY 2015 1 3360 001 0320 Network Switch | City Warehouse WS‐C3560G‐24TS‐E 110151 N/A N/A FY 2011 1 3450 001 0320 Network Switch | Fire Station 7 WS‐C3560V2‐24PS‐ IOS: 12.2(55)SE7 140065 N/A N/A FY 2014 1 001 0320 Network Switch | Golf Club Main Building WS‐C3560V2‐24PS‐ IOS: 15.0(2)SE6 140064 N/A N/A FY 2014 1 001 0320 Network Switch | Service Maintenance WS‐C3560V2‐24TS‐ IOS: 12.2(58)SE2 110158 N/A N/A FY 2011 1 3450 001 0320 Network Switch | City Hall WS‐C3560V2‐48PS‐ IOS: 12.2(53)SE2 100056 N/A N/A FY 2010 1 9850 001 0320 Network Switch | Police Dept. 1st floor WS‐C3560V2‐48PS‐ IOS: 12.2(53)SE2 100056 N/A N/A FY 2010 1 9850 001 0320 Network Switch | Recreation Center WS‐C3650‐48PD 150025 N/A N/A FY 2015 1 9850 001 0320 IT Miscellaneous 1 001 0320 iPad Pro ‐ IT Manager iPad Pro (10.5‐inch) iOS 12 N/A N/A FY 2018 1 800 001 0320 JBroadus10‐L Latitude 5480 Windows 10 Pro STD STD FY 2017 1 0 1200 001 0320 PC Name Pending (currently ITTraining7 Shuttle) OptiPlex 3060 Windows 10 Pro 95965 NO FA STD PRO FY 2019 1 0 910 001 0320 Landing Park Aruba 134 130035 N/A N/A FY 2013 1 580 001 0320 Landing Park Aruba 134 130036 N/A N/A FY 2013 1 580 162 001 0320 Landing Park Cisco 881 130037 N/A N/A FY 2013 1 750 001 0320 Laptop ‐ IT Analyst Latitude E6430 ATG Windows 7 Pro 130038 N/A N/A FY 2013 1 1200 001 0320 Network Switch | Library WS‐C3560V2‐24TS‐E 120088 N/A N/A FY 2012 1 001 0320 Firewall | Police Dept. 1st Floor ‐ ASA ASA5512X 130058 N/A N/A FY 2013 1 7000 001 0320 Network Switch | Police Dept. 1st Floor WS‐C2960S‐24TS‐S 130039 N/A N/A FY 2013 1 1950 001 0320 Network Switch | Sanitation Building WS‐C2960C‐12PC‐L IOS: 15.0(2)SE 120086 N/A N/A FY 2012 1 001 0320 Server ‐ FWB‐GIS R720 Server 2008 R2 130031 N/A N/A FY 2013 1 6000 001 0320 Server ‐ FWB‐Kronos R710 Server 2008 R2 120059 N/A N/A FY 2012 1 6000 001 0320 Server ‐ FWB‐VM R710 Server 2008 R2 N/A N/A 4/17/2012 1 001 0320 Server ‐ PD‐VMWare R710 VMWare 120062 N/A N/A FY 2012 1 7000 001 0320 JBroadus10 OptiPlex 3040 Windows 10 Pro NO FA STD PRO FY 2016 1 0 910 001 0320 RSchumann10 OptiPlex 3050 Windows 10 Pro NO FA PRO PRO FY 2017 1 290 1200 001 0320 RSchumann10‐L Latitude 5580 Windows 10 Pro 180001 STD STD FY 2018 1 1200 001 0320 24PT Cisco Switch Library (Received from OBCC on 3‐3560 24 pt Catalyst Cisco FY 2007 1 001 0320 48PT Cisco Switch Library (Received from OBCC on 3‐3560 48 pt Catalyst Cisco FY 2007 1 001 0400 iPad ‐ City Clerk ‐ WENT TO IT 4th Gen iOS8 130030 N/A N/A 2013‐03 1 001 0400 City Clerk 001 0400 Surface Pro 3 ‐ City Clerk Not being replaced 3rd Gen Windows 8 Pro 150020 STD STD FY 2015 1 001 0400 KBarnes10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD PRO FY 2019 1 001 0400 MPerry8 | Loaner to Burt while we fix his new PC OptiPlex 3020 Windows 10 Pro 140024 STD STD FY 2014 1 001 0400 IQM2 Encoder Optiplex 7020 Windows 8.1 Pro 150024 N/A N/A FY 2015 1 1000 001 0400 Laserfiche10 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 0400 LVanetten7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 0500 Finance 001 0500 CGodwin8 (soon to be CGodwin10) OptiPlex 3050 Windows 10 Pro NO FA STD PRO FY 2017 1 290 910 001 0500 iPad ‐ Finance Director Not Being Replaced 3rd Gen iOS6 130008 N/A N/A 2012‐10 1 001 0500 Surface Pro 3 ‐ Finance Director Not being replaced 3rd Gen Windows 8 Pro 150002 STD STD FY 2015 1 001 0500 ASnow8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 0500 MSchumacher8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 0500 KBlatz8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 0500 Postage8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 0500 BFerris10 OptiPlex 7060 Windows 10 Pro Amazon NO FA STD PRO FY 2019 1 0 910 001 0520 AYates10 OptiPlex 3050 Windows 10 Pro 91864 NO FA STD PRO FY 2017 1 290 910 401 0520 Customer Service 401 0520 CGagnon10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401 0520 BGustman7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 401 0520 JRichburg10 (was JKilpatrick10) OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401 0520 PDurham7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 401 0520 KHart7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 401 0520 TFallon10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 401 0520 Stars10 (currently Stars7 with service tag 7ZGL4V1) OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0530 Purchasing 001 0530 GScott7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0530 JHunt7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 001 0530 GImperial7 OptiPlex 3050 Windows 10 Pro NO FA STD PRO FY 2017 1 290 910 001 0800 Police 001 0800 Surface Pro 3 ‐ Tracy Hart Not being replaced 3rd Gen Windows 8.1 Pro 150021 STD STD FY 2015 1 001 0800 iPad ‐ Chief Not being replaced 2nd Gen iOS6 120066 N/A N/A FY 2012 1 001 0800 JTurner10 OptiPlex 3050 Windows 10 Pro NO FA STD STD FY 2017 1 0 910 109 0800 CommPol3‐7 ‐ Galindo OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 001 0800 PD Spare01 (was PinesTee7) | not on cycle Latitude E6430 Windows 10 Pro 130002 STD STD FY 2013 1 001 0800 PD Spare02 (was OaksTee7) | not on cycle Latitude E6430 Windows 10 Pro 130001 STD STD FY 2013 1 001 0800 PDChief10‐L Latitude 3470 Windows 10 Pro STD STD FY 2016 1 1200 001 0800 PD1004 Latitude E6430 Windows 7 Pro 140003 STD STD FY 2014 1 001 0800 PD1007 / TRASH / HW ISSUES Latitude E6430 Windows 7 Pro 140004 STD STD FY 2014 1 001 0800 PD1012 Latitude E6430 Windows 7 Pro 140005 STD STD FY 2014 1 001 0800 PD1013 Latitude E6430 Windows 7 Pro 140006 STD STD FY 2014 1 001 0800 PD1016 Latitude E6430 Windows 7 Pro 140007 STD STD FY 2014 1 0 2400 001 0800 PD1017 Latitude E6430 Windows 7 Pro 140008 STD STD FY 2014 1 0 2400 001 0800 PD1019 Latitude E6430 Windows 7 Pro 140009 STD STD FY 2014 1 0 2400 001 0800 PD1020 Latitude E6430 Windows 7 Pro 140010 STD STD FY 2014 1 0 2400 001 0800 PD1024 Latitude E6430 Windows 7 Pro 140001 STD STD FY 2014 1 0 2400 001 0800 PD1026 Latitude E6430 Windows 7 Pro 140002 STD STD FY 2014 1 0 2400 001 0800 PD1001 Latitude E6440 Windows 7 Pro 150010 STD STD FY 2015 1 0 2400 001 0800 PD1003 Latitude E6440 Windows 7 Pro 150009 STD STD FY 2015 1 0 2400 001 0800 PD1006 Latitude E6440 Windows 7 Pro 160002 STD STD FY 2016 1 0 2400 001 0800 PD1010 Latitude E6440 Windows 7 Pro 150011 STD STD FY 2015 1 0 2400 001 0800 PDChiefCR10 (was PD1011) Latitude E6440 Windows 10 Pro 160003 STD STD FY 2016 1 1200 001 0800 PD1014 Latitude E6440 Windows 7 Pro 150012 STD STD FY 2015 1 0 2400 001 0800 PD1015 Latitude E6440 Windows 7 Pro 160006 STD STD FY 2016 1 0 2400 001 0800 PD1018 Latitude E6440 Windows 7 Pro 160004 STD STD FY 2016 1 0 2400 001 0800 PD1021 Latitude E6440 Windows 7 Pro 160001 STD STD FY 2016 1 0 2400 001 0800 PD1023 Latitude E6440 Windows 7 Pro 160005 STD STD FY 2016 1 0 2400 001 0800 PD1027 Latitude E6440 Windows 7 Pro 150014 STD STD FY 2015 1 0 2400 001 0800 PD1028 Latitude E6440 Windows 7 Pro 150015 STD STD FY 2015 1 0 2400 001 0800 PD1029 Latitude E6440 Windows 7 Pro 150013 STD STD FY 2015 1 0 2400 001 0800 PD1034 Latitude 5414 Windows 10 Pro 94127 180009 STD STD FY 2018 1 0 2400 001 0800 PD1035 Latitude 5414 Windows 10 Pro 94127 180010 STD STD FY 2018 1 0 2400 001 0800 PD1036 Latitude 5414 Windows 10 Pro 94127 180011 STD STD FY 2018 1 0 2400 001 0800 PD1037 Latitude 5414 Windows 10 Pro 94127 180012 STD STD FY 2018 1 0 2400 001 0800 PD1038 Latitude 5414 Windows 10 Pro 94127 180013 STD STD FY 2018 1 0 2400 001 0800 PD1039 Latitude 5414 Windows 10 Pro 94127 180014 STD STD FY 2018 1 0 2400 001 0800 PD1040 Latitude 5414 Windows 10 Pro 94127 180015 STD STD FY 2018 1 0 2400 001 0800 PD1041 Latitude 5414 Windows 10 Pro 95425 190001 STD STD FY 2019 1 0 2400 001 0800 PD1042 Latitude 5414 Windows 10 Pro 95425 190002 STD STD FY 2019 1 0 2400 001 0800 PD1043 Latitude 5414 Windows 10 Pro 95425 190003 STD STD FY 2019 1 0 2400 001 0800 PD1044 Latitude 5414 Windows 10 Pro 95425 190004 STD STD FY 2019 1 0 2400 001 0800 PD1045 Latitude 5414 Windows 10 Pro 95425 190005 STD STD FY 2019 1 0 2400 001 0800 PD1046 Latitude 5414 Windows 10 Pro 95425 190006 STD STD FY 2019 1 0 2400 001 0800 PD1047 Latitude 5414 Windows 10 Pro 95425 190007 STD STD FY 2019 1 0 2400 001 0800 PD2026 Inspiron 5421 Windows 10 Pro STD STD FY 2014 1 0 2400 001 0800 PD Training Laptop Lenovo Windows XP Pro STD STD FY 2018 1 001 0800 Coban8‐CSI last logged on user Rcarter OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 0 910 001 0800 Coban8‐FTO last logged on user tjames OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 0800 CommPol5‐8 ‐ Randolph OptiPlex 3020 Windows 8.1 Pro 140032 STD STD FY 2014 1 0 910 163 001 0800 THart10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 CRPolice8 (svc tag 57RLH02) (will soon be CRPolice10OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 HMurphy10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 DRosenburg10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 THarmon10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 PDDispatchN‐10 (currently PDDispatchN with serviceOptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 PDDispatchS‐10 (currently PDDispatchS‐7 with servicOptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 PDSCVideo8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 0800 FCIC Machine for Cad North (originally purchased forOptiplex 7050 Windows 7 Pro FY 2016 1 910 001 0800 RUOK7 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 0800 CHunt10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 Pdevidence7 (Third PC Crime Lab) OptiPlex 3040 oR 30Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 CommPol1‐7 ‐ Not Deployed 1‐11‐18 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 PDee10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 CommPol4‐7 At city hall 3‐15‐19 bench Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 DHGreen10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 Invest01‐7 now bchapin7 (old tag GHFHBP1‐ Not DepOptiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 TZbikowski10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 JailE7 Not Deployed 1‐11‐18 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 JailW10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0800 GGaravito10 OptiPlex 3040 Windows 10 Pro NO FA STD STD FY 2016 1 001 0800 MHolt7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 MHorgan10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 001 0800 PD‐SGT01‐7 Pc in the closet at PD 1st floor Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 JMartin10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 001 0800 PD‐SGT03‐7 Not Deployed 1‐11‐18 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 PD‐Corp1‐10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 001 0800 PDFTO7 Not Deployed 1‐11‐18 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 RPTRoomN7 (FL8G9P1) OptiPlex 380 Windows 7 Pro NO FA STD STD FY 2017 1 001 0800 RPTRooms7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 SMercier10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 001 0800 StreetCrimes1‐7 now Invest03‐07 (old GHHHBP1) Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0800 BChapin10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 001 0800 KMccauley7 Optiplex 3040 Windows 7 Pro NO FA STD PRO FY 2017 1 290 910 001 0800 Dell Venue Pro 11 T07G Windows 8.1 Pro STD STD FY 2015 1 001 0800 LOblak10 Optiplex 3050 Windows 10 Pro 91864 NO FA STD STD FY 2017 1 0 910 001 0800 PD1002 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120004 STD STD FY 2012 1 001 0500 MSchumacher10‐L (was PD1005) | not on cycle Latitude E6420 Windows 10 Pro 120005 STD STD FY 2012 1 001 0800 PD1008 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120006 STD STD FY 2012 1 0 2400 001 0800 PD1009 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120007 STD STD FY 2012 1 0 2400 001 0800 PD1022 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120010 STD STD FY 2012 1 001 0800 PD1025 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120009 STD STD FY 2012 1 001 0800 PD1030 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120008 STD STD FY 2012 1 109 0800 PD1031 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120001 STD STD FY 2012 1 109 0800 PD1032 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120002 STD STD FY 2012 1 109 0800 PD1033 On hold waiting for Tablet decision 1‐11‐18 Latitude E6420 Windows 7 Pro 120003 STD STD FY 2012 1 001 0800 CGalindo10 OptiPlex 390 Windows 10 Pro 120024 STD STD FY 2012 1 0 910 001 0800 PD‐SGT06‐7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 0800 WRoyal7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 001 0900 Fire 001 0900 FD6Captain7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 0900 FD7‐FrontOff7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 0900 FD‐SEMS Latitude E6430 Windows 7 Pro 130003 STD STD FY 2013 1 0 1200 001 0900 FDTAB1 Provided spare laptop until we purchase NewXPS 12 Windows 8 130032 STD STD FY 2013 1 0 1200 001 0900 FDTAB2 XPS 12 Windows 8 130033 STD STD FY 2013 1 0 1200 001 0900 GGuarin7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 001 0900 iPad ‐ Leann Calbro 3rd Gen iOS6 130007 N/A N/A FY 2013 1 001 0900 Surface Pro 3 ‐ Fire Chief 3rd Gen Windows 8 Pro 150022 STD STD FY 2015 1 1100 001 0900 iPad ‐ Chief 3rd Gen iOS6 130004 N/A N/A FY 2013 1 001 0900 FDLaptop7 Latitude E5440 Windows 8.1 Pro 150006 STD STD FY 2015 1 0 1200 001 0900 FD6Training10 (not on cycle / will take any hand me OptiPlex 3010 Windows 10 Pro STD STD FY 2012 1 001 0900 ARoom6W10 (currently ARoom6W8 with service tag OptiPlex 3060 Windows 10 Pro 95965 ? STD STD FY 2019 1 0 910 001 0900 Battalion10 (currently Battalion8 with service tag 561OptiPlex 3060 Windows 10 Pro 95965 ? STD STD FY 2019 1 0 910 001 0900 FDCaptain10 (currently FDCaptain8 with service tag 5OptiPlex 3060 Windows 10 Pro 95965 ? STD STD FY 2019 1 0 910 001 0900 KPerkins10 (replaced KPerkins8 with svc tag 664LH02OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0900 LCalabro10 (currently LCalabro8 with svc tag 58DJH0 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0900 ARoom6N7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0900 FD7‐Aroom10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 0900 MJohnson7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 0900 Galaxy Tablet ‐ Battalion Chief Tab 2 10.1 Android 4.2 NO FA N/A N/A FY 2014 1 001 0900 Galaxy Tablet ‐ Truck 6 Tab 2 10.1 Android 4.2 NO FA N/A N/A FY 2014 1 001 0900 Galaxy Tablet ‐ Engine 6 Tab 2 10.1 Android 4.2 NO FA N/A N/A FY 2014 1 001 0900 Galaxy Tablet ‐ Rescue 6 Tab 2 10.1 Android 4.2 NO FA N/A N/A FY 2014 1 001 0900 Galaxy Tablet ‐ Engine 7 Tab 2 10.1 Android 4.2 NO FA N/A N/A FY 2014 1 001 0900 Galaxy Tablet ‐ Fire Chief Tab 2 10.1 Android 4.2 NO FA N/A N/A FY 2014 1 001 1000 Recreation 001 1000 iPad ‐ Parks Director ‐ BROKE SCREEN 3rd Gen iOS6 130005 N/A N/A FY 2013 1 001 1000 JPeters10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD PRO FY 2019 1 290 910 001 1000 BCarmichael8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 1000 Surface Pro 3 ‐ Parks Director Not being replaced 3rd Gen Windows 8 Pro 150019 STD STD FY 2015 1 001 1000 ParksLaptop 2 Latitude E6440 Windows 7 Pro 150017 STD N/A FY 2015 1 0 1200 001 1000 ABradley10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1000 WRiggs10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1000 PSherman8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 1000 TCorcoran8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 1000 JValandingham7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 1000 VGardner10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1010 Parks 001 1010 MPelter7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 1010 Galaxy Tablet ‐ ROW Foreman Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 300 001 1010 RainBird10 Latitude 5480 Windows 10 Pro NO FA STD STD FY 2017 1 0 1200 001 1015 JFortune7 OptiPlex 3010 Windows 7 Pro 130027 STD STD FY 2013 1 0 910 001 1015 Right‐of‐Way 001 1015 Galaxy Tablet ‐ ROW Foreman Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 300 001 1020 JFleming10 OptiPlex 3050 Windows 10 Pro NO FA STD STD FY 2017 1 0 910 001 1020 RCFront2‐10 Shuttle DS87D Windows 10 Pro ? STD STD ? 1 0 910 164 001 1020 RCFront1‐10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1040 Golf Operations 001 1040 GCBackRM10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1040 DTrimm7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 1040 GolfCourseN10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1040 GolfCourseS7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 1040 JAtes10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1040 TQuinones7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 1040 OaksTee10 Latitude 5480 Windows 10 Pro 180003 STD STD FY 2017 1 0 1200 001 1040 PinesTee10 Latitude 5480 Windows 10 Pro ? STD STD FY 2017 1 0 1200 001 1045 Golf Maintenance 001 1045 GCMaint8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 1045 BONeal10 (currently JWilkinson8 or RLong8 with a svOptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1045 REdwards10 (currently redwards7 with service tag 7GOptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1060 Library City 001 1060 libhvacpc7 (bought fy 17 for hvac upgrades) Optiplex 3040 Windows 7 Pro NO FA N/A N/A FY 2017 1 910 001 1060 LLink10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1060 NCardinal8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 1060 PGould7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 001 1060 Library County 001 1060 Library #1 OptiPlex 3020 Windows 8.1 Pro NO FA N/A N/A FY 2015 1 910 001 1060 Library #2 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #3 OptiPlex 3020 Windows 8.1 Pro NO FA N/A N/A FY 2015 1 910 001 1060 Library #4 OptiPlex 3020 Windows 8.1 Pro NO FA N/A N/A FY 2015 1 910 001 1060 Library #5 OptiPlex 3020 Windows 8.1 Pro NO FA N/A N/A FY 2015 1 910 001 1060 Library #6 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #7 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #9 OptiPlex 3020 Windows 8.1 Pro NO FA N/A N/A FY 2015 1 910 001 1060 Library #10 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #11 Latitude E6440 Windows 7 Pro 160008 N/A N/A FY 2016 1 1200 001 1060 Library #12 "Command Module" OptiPlex 7050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #13 OptiPlex 3020 Windows 8.1 Pro NO FA N/A N/A FY 2015 1 910 001 1060 Library #14 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #15 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #16 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #17 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #18 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #19 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #20 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #21 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #22 OptiPlex 3050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #23 OptiPlex 3050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #24 OptiPlex 3050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #25 OptiPlex 3050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #26 OptiPlex 3050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #27 Replaced/Repair 2013 OptiPlex 3060 Windows 10 Pro 95965 NO FA N/A N/A FY 2019 1 910 001 1060 Library #28 OptiPlex 3050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #29 OptiPlex 3050 Windows 10 Pro 91864 n/a N/A N/A FY 2017 1 910 001 1060 Library #32 OptiPlex 3020 Windows 7 Pro 140017 N/A N/A FY 2014 1 910 001 1070 Museum 001 1070 GMeyer10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1070 MWeech10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1070 SFaison10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1070 SchoolHouse8 OptiPlex 3020 Windows 8.1 Pro NO FA STD STD FY 2015 1 0 910 001 1070 POSMuseum10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1070 Museum10 Latitude 5480 Windows 10 Pro 180006 STD STD FY 2017 1 0 1200 001 1070 ESenn10 OptiPlex 3050 Windows 10 Pro NO FA STD STD FY 2017 1 001 1070 AGardner7 OptiPlex 3050 Windows 10 Pro STD STD FY 2017 1 0 910 001 1080 Cemetery 001 1200 iPad ‐ BP Team 3rd Gen iOS6 130006 N/A N/A FY 2013 1 001 1080 JRogers10 OptiPlex 3050 Windows 10 Pro NO FA STD STD FY 2017 1 0 910 001 1200 iPad ‐ GIS Team 3rd Gen iOS6 120068 N/A N/A FY 2012 1 001 1200 Engineering Services 001 1200 Surface Pro 3 ‐ ES Director Not being replaced 3rd Gen Windows 8 Pro 150018 STD STD FY 2015 1 001 1200 iPad ‐ BP Team 3rd Gen iOS6 130006 N/A N/A FY 2013 1 650 001 1200 iPad ‐ GIS Team 3rd Gen iOS6 120068 N/A N/A FY 2012 1 650 001 1200 Pending New Hire (currently ASantiago8 with serviceOptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 290 910 109 2000 CFrassetti7 Optiplex 3040 Windows 7 Pro NO FA STD PRO FY 2016 1 290 910 001 1200 PC Name Pending (currently TBolduc7 with svc tag 7GOptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 290 910 001 1200 TBolducLaptop7 (in the IT office at the moment) Latitude 3470 Windows 10 Pro STD STD FY 2016 1 001 1205 JBallard7 OptiPlex 3050 Windows 10 Pro STD PRO FY 2017 1 290 910 001 1205 Planning & Zoning 001 1205 CDSLaptop7 Latitude E6440 Windows 7 Pro 160010 STD STD FY 2016 1 1200 001 1205 AByrd10 (soon to be renamed for Tara since she has Optiplex 3020M Windows 10 Pro NO FA STD PRO FY 2015 1 290 910 001 1205 TRogers10 (will be renamed with new permitting speOptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 290 910 106 1215 JStevens7 OptiPlex 3050 Windows 10 Pro NO FA STD PRO FY 2017 1 290 910 106 1215 Building Inspections & Permitting 106 1215 iPad ‐ BP Inspector 2nd Gen IOS6 N/A N/A FY 2011 1 290 910 001 0320 PSmith10‐L Latitude E5440 Windows 10 Pro 150007 STD STD FY 2015 1 0 1200 106 1215 CShepheard7 OptiPlex 390 Windows 7 Pro 120028 STD STD FY 2012 1 106 1215 PWTraining10 Optiplex 3040 Windows 7 Pro NO FA STD PRO FY 2016 1 290 910 106 1215 Galaxy Tablet ‐ BP Inspector Tab 4 10.1 Android 4.4.4 NO FA N/A N/A FY 2015 1 106 1215 KMullins10 OptiPlex 3050 Windows 10 Pro NO FA STD STD FY 2017 1 0 910 001 1217 Code Enforcement 001 1217 BRhodes7 OptiPlex 3050 Windows 10 Pro NO FA STD STD FY 2017 1 0 910 001 1217 EMoore10 OptiPlex 3060 Windows 10 Pro 95965 NO FA STD STD FY 2019 1 0 910 001 1217 BRhodes7‐L Latitude E5440 Windows 7 Pro 150005 STD STD FY 2015 1 0 1200 001 1220 Fleet 001 1220 MechanicEast10 OptiPlex 3050 Windows 10 Pro 91864 ? STD STD FY 2017 1 0 910 001 1220 Fleet10‐L (was JSoria7‐L) / not on 5 year cycle / will t Latitude E5440 Windows 10 Pro 140063 STD STD FY 2014 1 001 1220 JBanks7 Optiplex 3040 Windows 7 Pro NO FA STD STD FY 2016 1 0 910 165 Fleet Replacement Program The City’s Fleet Replacement Program (FRP) is a planning and budgeting tool that identifies the replacement of vehicles with a value greater than $10,000 and a useful life of seven years or more. The replacement criteria provides a mechanism for the systematic evaluation of vehicle utilization and repair/maintenance costs, and serves as a guide for efficient and effective replacement. Generally speaking, police patrol vehicles are replaced on a 8-year cycle and the remainder of the fleet on a 10-12 year cycle. Each year as part of the budget process, the fleet is evaluated based on established replacement criteria and a ten-year schedule of replacements is developed depending on a projection of available fiscal resources and the evaluation scoring. Vehicle replacements are funded objectively based on established criteria and funding resources. To maximize the useful life of vehicles and meet service delivery levels, vehicles may be transferred between departments prior to disposal. Prior to replacing a vehicle, an analysis is performed to determine if a less expensive car or truck would meet employee needs at a reduced operating expense to the City or if the vehicle should be removed from the fleet without replacement. According to the economic theory of vehicle replacement, over time vehicle capital costs decline while vehicle operating costs increase. Ideally, vehicles should be replaced around the time that annual operating costs begin to outweigh annual capital costs. The FY 2019-20 budget, the first 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 2020 FY 2021 FY 2022 FY 2023 FY 2024 General $ 188,000 $ 236,000 $ 22,000 $ - $ - FBC $ - $ - $ - $ - $ - CRA $ - $ 88,000 $ - $ - $ - Utilities $ 150,000 $ - $ 25,000 $ - $ - Sanitation $ 250,000 $ 417,000 $ - $ 250,000 $ 500,000 Stormwater $ 97,000 $ - $ - $ - $ - $ 685,000 $ 741,000 $ 47,000 $ 250,000 $ 500,000 City of Fort Walton Beach, FL 166  Suggested Replacement Mileage @ Purchase Light/Heavy/ Safety Replacement Cost Manufacture Year Replacement Yr. Remaining Life Miles Used Received Date Expected Life Department As of 04/30/18 since Last Recorded Purchase Total Cost Division Priority Vehicle Status Mileage on Date to since Purchase Fund Yr. Record 2/2/15 Date to 2/2/15 Notes 2470 Light 001 1230 Facilities 2003 5/13/03 25 68178 68153 $ 6,736.77 2015 2020 12 3-5yrs $24,000 Jamie's Van Good Shape 2486 Light 001 1240 Street 2005 2/21/05 374 50350 49976 $ 3,710.23 2017 2020 12 1-5yrs $22,000 Low Miles Runs Good Body 2497 Light 001 1010 Parks 2006 3/15/06 355 61613 61258 $ 3,278.17 2018 2020 12 3-5yrs $22,000 Damage Runs Good Body 2498 Light 001 1010 Parks 2006 3/15/06 355 67018 66663 $ 5,057.56 2018 2020 12 3-5yrs $22,000 Damage 2532 Light 001 1010 Parks 2007 7/2/07 25 43806 43781 $ 4,257.98 2019 2020 12 4-5yrs $22,000 Dents 2589 Safety 001 0800 Police 2010 9/18/12 35301 87379 52078 $ 2,186.02 2020 2020 7 $38,000 In use Evidence Tech 2606 Safety 001 0800 Police 2006 3/21/14 73821 96270 22449 $ 1,049.08 2020 2020 10 5-7yrs $38,000 In use Titan Sewer 2414 Heavy 401 1350 Collections 1999 10/25/99 492 53518 53026 $ 21,160.73 2014 2020 15 2yrs $75,000 Rolled once Sewer Very Good Shape 5+ 2484 Light 401 1350 Collections 2005 2/9/05 25 71689 71664 $ 8,879.34 2017 2020 12 5-8yrs years Sewer International Dump 2462 Heavy 401 1350 Collections 2003 1/16/03 10 124992 124982 $ 39,713.35 2018 2020 15 2yrs $75,000 Truck Residential Backup 2507 Heavy 403 1360 Solid Waste 2006 6/26/06 1015 79958 78943 $ 179,384.31 2016 2020 10 Backup $250,000 Truck Backup and not used 2423 Light 405 1380 Stormwater 2000 4/24/00 25 54464 54439 $ 2,259.65 2012 2020 12 1-3yrs $22,000 often 2491 Light 405 1380 Stormwater 2005 9/14/05 10 53176 53166 $ 12,240.75 2020 2020 15 5yrs $75,000 International Flatbed 2561 Safety 001 0800 Police 2009 12/4/09 25 68479 68454 $ 2,626.90 2016 2021 7 5yrs $30,000 In use expedition low miles 2531 Safety 001 0900 Fire 2007 6/21/07 10 89043 89033 $ 5,373.98 2017 2021 10 4yrs $ 32,000 Line Yukon 2492 Light 001 0320 IT 2006 1/3/06 25 66628 66603 $ 1,896.78 2018 2021 12 1-5yrs $ 20,000 Replace on Schedule 2565 Safety 001 0800 Police 2011 12/22/10 25 73116 73091 $ 6,645.36 2018 2021 7 3yrs $44,000 In use Good Shape 2579 Safety 001 0800 Police 2011 10/6/11 4 72826 72822 $ 18,443.83 2018 2021 7 3-5yrs $38,000 In use On Schedule Enforcemen 2535 Light 001 1217 t 2007 7/5/07 25 53666 53641 $ 983.15 2019 2021 12 3-5yrs $ 20,000 Good Shape 2540 Light 001 1230 Facilities 2007 8/30/07 5 51374 51369 $ 2,370.07 2019 2021 12 4-5yrs $32,000 Service Body 2543 Safety 001 0900 Fire 2008 1/29/08 25 54836 54811 $ 2,470.32 2020 2021 12 5yrs $ 20,000 Ranger Inspections 2574 Safety 109 2000 Police 2011 10/6/11 5 76491 76486 $ 4,368.14 2018 2021 7 3yrs $44,000 In use Good Shape (CRA) 2575 Safety 109 2000 Police 2011 10/6/11 4 70126 70122 $ 2,251.50 2018 2021 7 3-5yrs $44,000 In use On Schedule (CRA) 2464 Light 403 1360 Solid Waste 2003 4/28/03 25 36542 36517 $ 12,796.03 2015 2021 12 3-5yrs $32,000 F350 Welding Truck Commercial Recycling 2490 Heavy 403 1360 Solid Waste 2005 7/27/05 363 103511 103148 $ 144,500.94 2015 2021 10 3-5yrs $250,000 Good Shape 2572 Heavy 403 1360 Solid Waste 2011 4/25/11 35 73046 73011 $ 18,825.81 2018 2021 7 3yrs $135,000 New Engine 2499 Safety 001 0800 Police 2006 3/15/06 352 27924 27572 $ 3,255.94 2013 2022 7 5yrs $22,000 Admin Meth Truckg5 Years Stormwater to Facilities 2534 Light 001 1230 Facilities 2007 7/5/07 25 15400 15375 $ 596.60 2019 2022 12 5yrs 02.02.18 Sewer 2530 Light 401 1350 Collections 2007 5/24/07 25 59873 59848 $ 7,444.93 2019 2022 12 4-5yrs $25,000 f250 Service Body 2539 Heavy 403 1360 Solid Waste 2007 8/3/07 365 76525 76160 $ 191,348.40 2017 2023 10 1yr $250,000 Residential 2562 Heavy 403 1360 Solid Waste 2010 3/25/10 658 94492 93834 $ 74,867.71 2020 2024 10 5yrs $250,000 Commercial 2559 Heavy 403 1360 Solid Waste 2009 5/27/09 360 73597 73237 $ 126,690.70 2019 2026 10 4yrs $250,000 Residential 401 Safety 001 0900 Fire 1947 10/1/47 4324 6834 2510 $ 8,781.75 1947 NA NA Show Truck 167 168 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 2019-20 budget, the first year of the CIP, is the only year for which funding may legally be appropriated. Future years’ funding requirements are identified, but are not authorized. The CIP provides information on the current and long-range infrastructure needs of the City and provides a mechanism for balancing needs and resources as well as setting priorities and schedules for capital projects. Each project or program is assigned a four-digit CIP number so expenditures can be easily tracked during the year and also across years. Each year as part of the budget process, the list of projects is reviewed for relevance, need, cost, and priority. The five-year CIP is revised annually based on the following parameters:  Relevance to City Council priorities, and Federal or State mandates Relevance to Priorities, Federal & State Mandates  Maintenance and preservation of current infrastructure  Public health and safety Public Health & Safety  Operating budget impact Preservation &  Recreational, cultural or aesthetic value Maintenance and Recreational & Cultural Value  Funding source Each submission is reviewed on an annual basis and ranked in accordance with the above criteria. Once prioritized, the funding source is identified and the project is placed in the budget if funding is available. The Enterprise Funds (Utilities, Sanitation, and Stormwater) are funded with user fees and do not compete with other City projects for funding. The estimated project costs to be funded within the CIP include all costs related to design, engineering, acquisition, construction, and project management. The City’s Strategic Plan Objectives are referenced throughout this document. Each CIP is categorized by objective. In addition to the text, these objectives are highlighted through icons. More information regarding the City’s Strategic Plan can be found on page 5.  Strategy #1 – Safe and Livable Community for Citizens  Strategy #2 – A Government that Maximizes the City City of Fort Walton Beach, FL 169 Capital Improvements Program  Strategy #3 – Support Intelligent Growth  Strategy #4 – Maintain a Well-Trained, Talented and Engaged Municipal Workforce Strategic Objective, Maintain a Well- PROJECTS BY STRATEGIC OBJECTIVE Trained, Talented and Strategic Objective, Engaged Municipal Safe and Livable Workforce, 7% Community for Citizens, 43% Strategic Objective, Support Intelligent Growth, 7% Strategic Objective, A Government that Maximizes the City, 43% FINANCING ALTERNATIVES Capital improvements may be funded by a variety of means depending on the nature of the project, availability of funds, and the policies of City Council. Financing decisions are made based on established City policies and available financing options directly related to project timing and choice of revenue sources. The funding methodology for the CIP is reliant upon available resources including funds from grants and user fees, useful life of the improvement, and sharing the costs between current and future users. While some projects can be delayed until funds from existing revenues are available, others cannot. The City explores all options such as ad valorem taxes, grants, user fees, bonds, loans, and reserves to fund improvements. The following financing sources are available to fund the CIP: City of Fort Walton Beach, FL 170 Capital Improvements Program  Ad Valorem Taxes – The City rarely uses property taxes as a debt security due largely to the required electoral approval (voter referendum) prior to issuance. Property taxes are directly linked to the assessed value of individual property, not to the consumption of specific goods and services (e.g. sales tax).  Non-Ad Valorem Revenues – Non-ad valorem revenues can be pledged to support various types of bond issues. Such bonds are similar to general obligation bonds in that proceeds are often used for general government purposes and repayment is unrelated to the revenue generating capacity of the project being financed. However, unlike general obligation bonds, non-ad valorem revenue bonds are payable solely from revenues derived from the pledged revenue (such as sales tax, local option fuel tax, and the guaranteed portion of municipal revenue sharing).  Special Revenue Sources – Include the following:  Impact Fees – Fees charged in advance of new development and designed to help pay for infrastructure needs resulting from the new development. These fees may only be charged to those who directly benefit from the new capital improvement and the fee must fairly reflect the cost of the improvements (e.g. water and sewer impact fees).  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 171  CITY OF FORT WALTON BEACH, FL Five Year Capital Improvements Program FIVE YEAR Page CIP Project Name FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 TOTAL 174 5071 Tennis Center Improvements 35,000 75,000 25,000 80,000 40,000 255,000 175 TBD Landing Park Improvement 1,100,000 1,100,000 500,000 - - 2,700,000 176 TBD Recreation Complex Phase III 100,000 - 1,750,000 - - 1,850,000 Recreation 1,235,000 1,175,000 2,275,000 80,000 40,000 4,805,000 177 TBD Commerce Technology Park 25,000 - 20,000 220,000 - 265,000 Facilities 25,000 - 20,000 220,000 - 265,000 178 TBD Intersection & Pedestrian Improvements 150,000 75,000 50,000 - - 275,000 179 5018 Street Resurfacing 300,000 175,000 175,000 175,000 175,000 1,000,000 Streets 450,000 250,000 225,000 175,000 175,000 1,275,000 GENERAL FUND TOTAL 1,710,000 1,425,000 2,520,000 475,000 215,000 6,345,000 180 TBD Downtown Master Plan 3,050,000 150,000 3,812,500 3,812,500 23,637,500 34,462,500 CRA FUND TOTAL 3,050,000 150,000 3,812,500 3,812,500 23,637,500 34,462,500 181 5032 Sewer System Grouting & Lining 30,000 100,000 100,000 100,000 100,000 430,000 182 5031 Pump Station #1 Reconfiguration 100,000 - - - - 100,000 183 5031 Pump Station #1B Generator Fuel Tank Rpl 65,000 - - - - 65,000 Sewer Collection & Treatment 195,000 100,000 100,000 100,000 100,000 595,000 UTILITIES FUND TOTAL 195,000 100,000 100,000 100,000 100,000 595,000 5019 Stormwater Improvements - 300,000 100,000 100,000 60,000 560,000 STORMWATER FUND TOTAL - 300,000 100,000 100,000 60,000 560,000 GRAND TOTAL - ALL FUNDS 4,955,000 1,975,000 6,532,500 4,487,500 24,012,500 41,962,500 Where it comes from... ...And where it goes General Fund Revenues Stormwater Revenues Parks & Recreation Facilities Debt Issuance Utilities Revenues Stormwater Streets Grant Funding Fund Balance/Net Assets Water & Sewer General Gov't 172  FUNDING METHODOLOGY FY 2019-20 TIMELINE Operating & FUTURE (1) 1/2 Cent Sales Bond / Debt Other / Fund Bal / FIVE YEAR Estimated Project YEAR Tax Revenues Grant Issue In-Kind(2) Net Assets TOTAL Start Duration EXPENSES 255,000 - - - - 255,000 Oct 2019 48 months - - 2,700,000 - - - 2,700,000 Oct 2019 24 months - 1,850,000 - - - - 1,850,000 Oct 2019 36 months - 2,105,000 2,700,000 - - - 4,805,000 - 265,000 - - - - 265,000 265,000 - - - - 265,000 - 275,000 - - - - 275,000 Oct 2019 12 months - 1,000,000 - - - - 1,000,000 Oct 2019 12 months - 1,275,000 - - - - 1,275,000 - 3,645,000 2,700,000 - - - 6,345,000 - 3,450,000 3,562,500 17,450,000 10,000,000 - 34,462,500 Oct 2019 24 months 3,450,000 3,562,500 17,450,000 10,000,000 - 34,462,500 - 430,000 - - - - 430,000 Oct 2019 12 months - 100,000 - - - - 100,000 Oct 2019 12 months - 65,000 - - - - 65,000 Oct 2019 12 months - 595,000 - - - - 595,000 - 595,000 - - - - 595,000 - 560,000 - - - - 560,000 Oct 2019 12 months - 560,000 - - - - 560,000 - - - 8,250,000 6,262,500 17,450,000 10,000,000 - 41,962,500 - Italics denotes a project beyond the current five-year CIP horizon. (1) Other includes special assessments and land sales. (2) In-kind matching grant contributions are budgeted as operational expenses (usually personal services). Note: Some projects also have carry-over funds, which are not included in these totals but noted as part of the budget resolution at the end of the budget document. 173 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: City of Fort Walton Beach Tennis Center Responsible Department: Recreation & Cultural Services Neighborhood/Loc Oakland Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: 5071 Estimated Useful Life (years): 25 Criteria Type: Continues Existing Project Projected Date of Completion: 09/30/23 Project Description/Justification: The project includes resurfacing the remainder of the Tennis Courts. In addition, prior year improvements included bathroom renovations, lighting and ballast repair, and interior building renovations. FY 2020 Renovate building restrooms, Fence installation, Gate installation FY 2021 Demo block racquetball courts, Asphalt and stripe additional Pickleball Courts FY 2022 Court Resurfacing FY 2023 Fence Replacement FY 2024 Lighting repair, Court Resurfacing BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Cost Improvements 15,000 75,000 25,000 80,000 40,000 235,000 Furniture/Fixture/Equip. 20,000 - - - - 20,000 Operational Impact - - - - - - Total Expenditures 35,000 75,000 25,000 80,000 40,000 255,000 320,000 Expenses From Prior Year(s): $65,000 Funded from Prior Yr. Revenue: $65,000 Prior Year Activity on Project: FY 2019 Court resurfacing (4), Building renovation, lighting repair, landscaping repair Court 12 renovation to 4 Jr courtsOutdoor Restroom renovation, Interior building sectioned off for Tennis Staff, Fence FY 2018 Repair, Painting, landscaping FY 2017 Resurfaced court, New HVAC, bathroom renovations, roof repairs, light and ballast repair FY 2016 FY 2015 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding 25,400 65,400 15,400 70,400 30,400 207,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements 9,600 9,600 9,600 9,600 9,600 48,000 Total Revenue Funding: 35,000 75,000 25,000 80,000 40,000 255,000 320,000 Strategy #2: A Government that Maximizes the City 174 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: City of Fort Walton Beach Landing Responsible Department: Recreation & Cultural Services Neighborhood/Loc East Miracle Strip Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Expanded Service Projected Date of Completion: 09/30/20 Project Description/Justification: The Landing renovation includes an entire Park renovation including new boardwalks, stage reconstruction, park slope grading, palyground equipment and Splash Pad, shade structures, parking lot renovation, and on street parking restructure. Park enhancement will open up park for FY 2020 Stage, Boardwalk FY 2021 Grading,Splash pad, Parking, Playground FY 2022 FY 2023 FY 2024 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Cost Improvements 1,100,000 1,100,000 - - - 2,200,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 1,100,000 1,100,000 - - - 2,200,000 2,200,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2019 FY 2018 FY 2017 FY 2016 FY 2015 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding - - - - - - Grant Funding 1,100,000 1,100,000 - - - 2,200,000 Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - - - - Total Revenue Funding: 1,100,000 1,100,000 - - - 2,200,000 2,200,000 Strategy #3: Support Intelligent Growth 175 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: City of FWB Recreation Complex Addition "Phase 3" Responsible Department: Recreation & Cultural Services Neighborhood/Loc Oakland Responsible Division: Parks Project Manager: Jeff Peters Project Category: Park Facilities Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Continues Existing Project Projected Date of Completion: 09/30/22 Project Description/Justification: FY 2020 Master Plans completed for Phase 3 FY 2021 Demo site of all old buildings FY 2022 Construct 3 Lighted Multipurpose Athletic Fields, Parking, Restroom building, storage, and exercise trail FY 2023 FY 2024 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Cost Improvements 100,000 - 1,750,000 1,850,000 Furniture/Fixture/Equip. - - - - - Operational Impact - - - - - - Total Expenditures 100,000 - 1,750,000 - - 1,850,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2019 FY 2018 Completed Volleyball Complex FY 2017 Completed Skatepark FY 2016 Completed Preston Hood Athletic Complex FY 2015 Completed Recreation Center FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding - Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements 100,000 1,750,000 1,850,000 Total Revenue Funding: 100,000 - 1,750,000 - - 1,850,000 1,850,000 Strategy #2: A Government that Maximizes the City 176 City of Fort Walton Beach, Florida Sales Tax Project Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: Commerce Technology Park - Infrastructure and Technology Responsible Department: Public Works Neighborhood/Loc W.E. Combs Responsible Division: Planning & Zoning Project Manager: Chris Frassetti Project Category: Infrastructure Project Type: Multi-Year Project Number: Estimated Useful Life (years): 50 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/29 Project Description/Justification: The Commerce Technology Park Master plan identified (3) three, infrastructure projects necessary for the continued safe growth of the park. FY 2020 Design for all three projects FY 2021 FY 2022 FY 2023 Curb and Gutter Hollywood FY 2024-2029 Curb and Gutter Lovejoy, WIFI to parks and bus shelters BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY 10 Year Total Project Elements: 2020 2021 2022 2023 2024-29 Total Project Cost Improvements 25,000 20,000 220,000 - 265,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - Total Expenditures 25,000 - 20,000 220,000 - 265,000 265,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2019 FY 2018 FY 2017 FY 2016 FY 2015 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024-29 Total Revenue City Funding - Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements (1/2 Cent) 25,000 20,000 220,000 - 265,000 Total Revenue Funding: 25,000 - 20,000 220,000 - 265,000 265,000 Strategy #3: Support Intelligent Growth 177 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 2 Project Title: Intersection and Pedestrian Improvements Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Streets Project Manager: Daniel Payne Project Category: Capital Equipment Project Type: Multi-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Equipment Replacement Projected Date of Completion: 09/30/20 Project Description/Justification: Replace existing traffic control cabinet and add mast arms at City maintained intersections to accommodate pedestrian movements and allow for them to be compatible with Okaloosa County Traffic. The addition of mast arms provides protection for hurricane events. The following intersections are recommended for traffic cabinet replacement: Hollywood Boulevard NW and Wright Parkway NW. FY 2020 Hollywood Boulevard NW and Wright Parkway NW. FY 2021 Hollywood Boulevard NW and Memorial Parkway SW. FY 2022 Hollywood Boulevard NW and Robinwood Drive SW. FY 2023 FY 2024 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Improvements 75,000 50,000 50,000 - - 175,000 Furniture/Fixture/Equip. 75,000 25,000 - - - 100,000 Operational Impact - Total Expenditures 150,000 75,000 50,000 - - 275,000 275,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2019 N/A FY 2018 N/A FY 2017 N/A FY 2016 N/A FY 2015 N/A FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding 150,000 75,000 50,000 275,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - Total Revenue Funding: 150,000 75,000 50,000 - - 275,000 275,000 Strategy #1: Safe and Livable Community for Citizens Insert Picture Here 178 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Street Resurfacing Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Streets Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5018 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/20 Project Description/Justification: The City resurfaces a portion of roadways each year. Resurfacing is accomplished by conventional overlay or milling and resurfacing. Overlaying a road surface required the use of compacted SP 9.5 asphalt to a depth of 1" to 1 1/2" over the existing surface. Milling and resurfacing requires cutting the existing asphalt surface down and applying a new cost of asphalt on top. Preventative maintenance prevents roadways from deteriorating to a point requiring more costly complete rehabilitation, and provides a safe, comfortable, and aesthetically pleasing transportation network. FY 2020 Yacht Club Drive NE from Cinco Bayou to Ferry Road NE FY 2021 Robinwood Drive NW from Hollywood Boulevard SW to Holmes Boulevard NW. Golf Course Drive NE from Eagle Street NE to N. Fairway Avenue NE, Fairway Avenue NE from Mooney Road NE to Golf Course Drive NE, Powell Drive NE from S. Fairway Avenue NE to Eagle Street NE, Stafford Circle NE from Mooney Road FY 2022 NE to Cul-de-sac, Carlyle Court NE from Merioneth Drive NE to Cul-de-sac. Choctawhatchee Road SE from Elliot Road SE to Hollywood Boulevard NE, Kepner Drive NE from Okaloosa Road NE to FY 2023 Choctawhatchee Road NE, Hudson Drive NW from Fliva Avenue to Sotir Street NW. Striping on Sleepy Oaks from Yacht Club Drive to Mimosa, Brooks Street, Alconese and Robinwood Drive South of FY 2024 Hollywood Boulevard. BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Cost Improvements 300,000 175,000 175,000 175,000 175,000 1,000,000 Furniture/Fixture/Equip. - - - - - - Operational Impact Total Expenditures 300,000 175,000 175,000 175,000 175,000 1,000,000 1,573,586 Expenses From Prior Year(s): $573,586 Funded from Prior Yr. Revenue: $573,586 Prior Year Activity on Project: FY 2019 Striping along Walter Martin NE from Eglin Parkway NE to Beal Parkway NE Hill Avenue NW from City Limits to Lovejoy Road NW, Smith Drive NE from 319 Smith Drive NE to Gardner Drive NE, Gardner Drive NE from Smith Drive NE to 346 Gardner Drive NE, McArthur Avenue from Sotir to Beal Parkway and 417 FY 2018 Hollywood Boulevard Marilyn Avenue NW from Rogers Street NW to Holmes Boulevard NW, Ferry Road NE from Yacht Club Drive NE to entrance of the Yacht Club, Holmes Boulevard NW from the Wright Parkway NW to Memorial Parkway NW, and Wright FY 2017 Parkway NW Alley. FY 2016 Vista Street SW, Holmes Boulevard NW from Robinwood Drive NW to Beal Parkway NW, Rogers Street NW FY 2015 Baker Avenue NW from Holmes Boulevard NW to Beal Parkway NW and Adams Street NW, Striping of Hill Avenue NW FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding 300,000 175,000 175,000 175,000 175,000 1,000,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - Total Revenue Funding: 300,000 175,000 175,000 175,000 175,000 1,000,000 1,573,586 Strategy #1: Safe and Livable Community for Citizens Insert Picture Here 179 City of Fort Walton Beach, Florida Sales Tax Project Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. Project Title: Downtown FWB Master Plan - Infrastructure Improvements Responsible Department: Community Redvelopment Neighborhood/Loc East Miracle Strip Responsible Division: CRA Project Manager: Michael Beedie Project Category: Infrastructure Project Type: Multi-Year Project Number: Estimated Useful Life (years): 50 Criteria Type: Expanded Service Projected Date of Completion: 09/30/29 Project Description/Justification: The Downtown Master Plan identified short-, mid- & long-term infrastructure improvements to accommodate the new Around the Mound concept for U.S. Highway 98. Various funding sources will be used to accomplish the required improvements, including CRA revenues, Half-Cent Surtax revenues, TDC funding, Triumph funding, and assistance from FDOT. FY 2020 Preliminary Design of Downtown FWB Infrastructure Improvements FY 2021 Library Relocation Study & Design Guideline Manual FY 2022 Final Design of Infrastructure Improvements FY 2023 Construction of Phases 1, 2, 3A, 3B, 4A & 4B Begins FY 2024-2028 Construction of Phases 1, 2, 3A, 3B, 4A & 4B Finished BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY 10 Year Total Project Elements: 2020 2021 2022 2023 2023-28 Total Project Cost Improvements 3,050,000 150,000 3,812,500 3,812,500 23,637,500 34,462,500 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - - - - Total Expenditures 3,050,000 150,000 3,812,500 3,812,500 23,637,500 34,462,500 34,712,500 Expenses From Prior Year(s): $250,000 Funded from Prior Yr. Revenue: $250,000 Prior Year Activity on Project: FY 2018 Downtown FWB Master Plan Phase II ($125,000) FY 2017 Downtown FWB Master Plan Phase I ($125,000) FY 2016 FY 2015 FY 2014 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2023-28 Total Revenue City Funding (CRA) 3,050,000 150,000 250,000 3,450,000 Grant Funding (TRIUMPH) 3,562,500 3,562,500 Debt Financing 3,812,500 13,637,500 17,450,000 Other Outside Funding (TDC) 10,000,000 10,000,000 Revenue Enhancements (1/2 Cent) - Total Revenue Funding: 3,050,000 150,000 3,812,500 3,812,500 23,637,500 34,462,500 34,712,500 Strategy #2: A Government that Maximizes the City 180 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 3 Project Title: Sewer System Lining and Grouting Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Sewer Collection & Treatment Project Manager: Daniel Payne Project Category: Infrastructure Project Type: Multi-Year Project Number: 5032 Estimated Useful Life (years): 25 Criteria Type: Improve Existing Svs/Infrastructure Projected Date of Completion: 09/30/19 Project Description/Justification: The City has 110 miles of sewer lines, with a majority of the lines consisting of clay pipe. Clay and unlined cast iron pipe are susceptible to root intrusion, offset joints and cracking due to the brittleness of the material. These problems allow a significant amount of inflow and infiltration and debris into the wastewater system, which can eventually result in stop-ups and possible sanitary sewer overflows. Prior to performing the rehabilitation, mains and manholes are inspected via closed-circuit television and monitored for leaks and other problems. The rehabilitation techniques include cured-in-place pipe lining, epoxy- or urethane-based manhole lining, and chemical root treatment. FY 2020 Sewer System Lining and Grouting FY 2021 Sewer System Lining and Grouting FY 2022 Sewer System Lining and Grouting FY 2023 Sewer System Lining and Grouting FY 2024 Sewer System Lining and Grouting BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Improvements 30,000 100,000 100,000 100,000 100,000 430,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - Total Expenditures 30,000 100,000 100,000 100,000 100,000 430,000 1,851,003 Expenses From Prior Year(s): $1,421,003 Funded from Prior Yr. Revenue: $1,421,003 Prior Year Activity on Project: FY 2019 Sewer System Lining and Grouting FY 2018 Sewer System Lining and Grouting FY 2017 Sewer System Lining and Grouting FY 2016 Sewer System Lining and Grouting FY 2015 Sewer System Lining and Grouting FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding 30,000 100,000 100,000 100,000 100,000 430,000 Grant Funding - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - Total Revenue Funding: 30,000 100,000 100,000 100,000 100,000 430,000 1,851,003 Strategy #1: Safe and Livable Community for Citizens Insert Picture Here 181 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 1 Project Title: Pump Station #01 - Station Control System Reconfiguration Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Sewer Collection & Treatment Project Manager: Daniel Payne Project Category: Infrastructure Project Type: 1-Year Project Number: 5031 Estimated Useful Life (years): 20 Criteria Type: Public Health & Safety Projected Date of Completion: 09/30/20 Project Description/Justification: Currently Pump Station #01 located at 18 Robinwood Drive SW has four main submersible sewage pumps separated into two operating systems identified as "A" and "B". The two systems are interdependent in a limited way, and each system controls two of the four pumps, one system cannot operate all four. System "A" has further control of the force-main by-pass and surge tank system which will operate to prevent an overflow of the gravity system if the pumps cannot handle the inflow to the station. A failure of control system "A" occurred in June 2017, this rendered the pump station in a partial automatic condition with only two pumps available and no automatic control of the emergency by-pass system. Diagnostics, materials, testing and repair took 6 days. The control system complexity is such that attempting to operate these functions in a manual mode could further damage the pumping system and or the environment. A 100% redundant system would allow either operating system "A" or "B" to control all functions in use at pump station #01 in the event of a control system failure. FY 2020 Pump Station #01 - Station Control System Reconfiguration FY 2021 FY 2022 FY 2023 FY 2024 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Cost Improvements 100,000 - - - 100,000 Furniture/Fixture/Equip. - - - - - - Operational Impact - - - Total Expenditures 100,000 - - - - 100,000 100,000 Expenses From Prior Year(s): Funded from Prior Yr. Revenue: Prior Year Activity on Project: FY 2019 FY 2018 FY 2017 FY 2016 FY 2015 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding 100,000 - - - - 100,000 Grant Funding - - - - - Debt Financing - - - - - - Other Outside Funding - - - - - - Revenue Enhancements - - - Total Revenue Funding: 100,000 - - - - 100,000 100,000 Strategy #1: Safe and Livable Community for Citizens Insert Picture Here 182 City of Fort Walton Beach, Florida FY 2020 - 2024 Budget Capital Improvement Program (CIP) (For Projects/Equipment Costing Over $25,000 and Estimated Useful Life of Ten Years or Greater) Priority No. 4 Project Title: Pump Station #01-B Generator Fuel Tank Replacement Responsible Department: Utility Services Neighborhood/Loc Citywide Responsible Division: Sewer Collection & Treatment Project Manager: Daniel Payne Project Category: Capital Equipment Project Type: 1-Year Project Number: Estimated Useful Life (years): 25 Criteria Type: Equipment Replacement Projected Date of Completion: 09/30/20 Project Description/Justification: This 4,000 gallon tank stores and supplies fuel to one of two 600 kilowatt diesel generators at pump station #01. The tank was purchased and installed as part of the station rehabilitation project in 2001 which added a generator for back-up pumping capability. The outer containment wall of the tank has begun rusting through from moisture accumulation within the containment section in several locations. Repairs for this problem have not been successful in stopping this deteriorating action. The replacement tank would be of a pre-cast concrete construction meeting State of Florida DEP regulations for above ground fuel storage tanks. FY 2020 Pump Station #01-B Generator Fuel Tank Replacement. FY 2021 FY 2022 FY 2023 FY 2024 BUDGETED EXPENDITURE SCHEDULE FY FY FY FY FY Five Year Total Project Elements: 2020 2021 2022 2023 2024 Total Project Improvements - Furniture/Fixture/Equip. 65,000 65,000 Operational Impact - Total Expenditures 65,000 - - - - 65,000 65,000 Expenses From Prior Year(s): $0 Funded from Prior Yr. Revenue: $0 Prior Year Activity on Project: FY 2019 FY 2018 FY 2017 FY 2016 FY 2015 FY FY FY FY FY Five Year Total Revenue Funding Summary: 2020 2021 2022 2023 2024 Total Revenue City Funding 65,000 65,000 Grant Funding - Debt Financing - Other Outside Funding - Revenue Enhancements - Total Revenue Funding: 65,000 - - - - 65,000 65,000 Strategy #1: Safe and Livable Community for Citizens Insert Picture Here 183 184 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 185 Statistical Information DATE OF INCORPORATION: June 16, 1941 FORM OF GOVERNMENT: Council & Manager PAVED STREETS: 93.12 miles GEOGRAPHIC AREA: 7.60 square miles SIDEWALKS: 63.67 miles TAXABLE ASSESSED VALUE: $1,449,583,519 WATER & SEWER LINES: 282.82 miles CITY MILLAGE RATE: 5.6395 STORM DRAIN: 43.18 miles POPULATION: 20,940 POLICE STATIONS: 1 FIRE STATIONS: 2 EMPLOYEES: 347 positions, 310.52 FTE’s LIBRARIES: 1 MUSEUMS: 4 SWORN POLICE OFFICERS: 50 18-HOLE GOLF COURSES: 2 FIREFIGHTING PERSONNEL: 44 ACRES OF PARKS: 206 CITY NEIGHBORHOODS (un-shaded portions are not in the City limits) City of Fort Walton Beach, FL 186 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 187 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 188 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 189 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 17,040 ** USAF – Hurlburt Air Force Special Ops Command 11,574 Okaloosa County School District Education Services 5,117 Walmart (Okaloosa Combined) Consumer Products 1,363 Fort Walton Beach Medical Center Medical Services 1,222 Northwest Florida State College Education Services 1,081 Okaloosa County*** Local Government Services 936 Reliance Test and Technology Military Technical Support 750 North Okaloosa Medical Center Medical Services 652 BAE Military Technical Support 545 *Includes military, civilian, and contractor personnel **Includes military and civilian personnel ***Includes County Commission, Clerk of Court, Property Appraiser, Sheriff, Supervisor of Elections, and Tax Collector Non-Agricultural Employment by Industry Federal Government, 8.8% State & Local Other Services, 4.8% Government, 11.5% Mining, Logging, & Construction, 7.0% Leisure & Hospitality, 25.9% Manufacturing, 2.9% Trade, Transportation, & Utilities, 20.8% Education & Health Services, 12.1% Information, 1.2% Professional & Business Financial Activities, Services, 17.2% 7.8% City of Fort Walton Beach, FL 190  Statistical Information DEMOGRAPHICS FWB Population by Race FWB Age Distribution 100% Two or More Races 6000 90% Native Hawaiian or Pacific Islander 5000 American Indian or Alaka 80% Native Asian 70% 4000 Hispanic or Latino 60% People Black 3000 50% White 40% 2000 30% 1000 20% 10% 0 Under 5 5-17 18-24 25-34 35-54 55-64 65+ 0% FWB Population Housing Units 22000 20000 18000 16000 14000 Owner Occupied, People 12000 11496, 50% Renter Occupied, 10000 9444, 41% 8000 6000 4000 Vacant, 2000 2219, 9% 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Median Income by Florida County (in thousands) $75 $60 $45 $30 $15 $0 St.Lucie Miami-Dade Osceola Suwannee Dixie St.Johns Franklin DeSoto Hamilton Citrus Jefferson Highlands Levy Putnam Washington Gilchrist Glades Jackson Bradford Holmes Lafayette Gadsden Madison Calhoun Hendry Union Okeechobee Columbia Taylor Gulf Hardee Hernado Marion Polk Liberty Lee Charlotte Santa Rosa Lake Martin Flagler Volusia Sumter Alachua Baker Nassau Pinellas Broward Brevard Hillsborough Clay Leon Bay Duval Sarasota Collier Monroe Orange Palm Beach Seminole Okaloosa Manatee Indian River Walton Escambia Wakulla Pasco City of Fort Walton Beach, FL 191 Statistical Information PROPERTY TAXES Taxable Assessed Value Comparison (in millions) $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 Cinco Bayou Crestview Destin Fort Walton Laurel Hill Mary Esther Niceville Shalimar Valparaiso Beach 2015 2016 2017 2018 2019 Property Tax Burden Comparison for Okaloosa County’s Residents Total Ad Valorem Municipality Millage Taxable Value Population per Capita Laurel Hill 14.0246 $17.4M 609 $592 Valparaiso 15.5486 $234.2M 5,195 $751 Crestview 17.4712 $1110.0M 24,664 $632 Mary Esther 14.7593 $286.6M 4,370 $1,030 Niceville 14.2246 $1105.6M 15,579 $1,141 Fort Walton Beach 16.1641 $1353.4M 22,284 $960 Shalimar 15.2746 $99.1M 824 $1,673 Cinco Bayou 16.2746 $52.7M 438 $1,605 Destin 13.1396 $5036.3M 14,077 $4,361 Okaloosa County* 14.1246 $17453.6M 202,970 $1,215 *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 – 2018 Taxpayer Total Taxable Value Percentage Gulf Power Co. $ 21,730,963 1.61% Suso 2 Uptown, LP 16,034,926 1.18% DJD Investments of FL II LLC 7,551,299 0.56% DRS Training & Control 6,516,662 0.48% 99 Eglin LTD 6,315,421 0.47% Cox Communications Gulf Coast, LLC 6,203,229 0.46% Pacifica Walton Beach LLC 6,024,781 0.45% Fort Walton Machining, Inc. 5,639,257 0.42% PSH of Okaloosa LLC 5,316,256 0.40% ECH II Captains Quarters, LLC 5,017,416 0.37% $ 86,380,210 6.38% Other Taxpayers $ 1,267,035,305 93.62% Total Taxable Assessed Value $ 1,353,415,515 100.00% City of Fort Walton Beach, FL 192 Statistical Information City of Fort Walton Beach, FL 193 Statistical Information City of Fort Walton Beach, FL 194 Statistical Information FIVE-YEAR FINANCIAL FORECASTS General Fund Pro-Forma for Utilities Fund - 401 Adopted PROJECTED 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Service Fees - Water, resid 2,350,903 2,503,806 2,566,401 2,630,561 2,696,325 2,763,733 Service Fees - Sewer, resid 4,811,637 4,661,300 4,777,833 4,897,278 5,019,710 5,145,203 Service Fees - Water, comm 1,419,650 1,398,616 1,433,581 1,469,421 1,506,156 1,543,810 Service Fees - Sewer, comm 2,093,128 2,153,395 2,207,230 2,262,411 2,318,971 2,376,945 Connection Fees 48,506 264,176 266,818 269,486 272,181 274,903 Service Charges & Penalties 249,684 194,950 196,900 198,868 200,857 202,866 Operating Revenues 10,973,508 11,176,243 11,448,762 11,728,025 12,014,201 12,307,460 Interest & Other Revenues 147,491 88,576 90,348 92,154 93,998 95,878 Non-Operating Revenues 147,491 88,576 90,348 92,154 93,998 95,878 TOTAL REVENUES 11,120,999 11,264,818 11,539,110 11,820,180 12,108,198 12,403,338 Salaries 1,585,269 1,646,577 1,682,802 1,719,823 1,757,659 1,796,328 Salaries-Part-Time 14,094 15,100 15,432 15,772 16,119 16,473 Service/Incentive/Leave 108 1,137 1,137 1,137 1,137 1,137 Social Security & Medicare 108,068 111,800 114,036 116,317 118,643 121,016 Pension Contributions 358,999 315,410 318,564 321,750 324,967 328,217 DC Plan Contributions 43,291 51,229 51,741 52,259 52,781 53,309 Medical Insurance 315,867 338,695 355,630 373,411 392,082 411,686 Workers Compensation 48,056 48,469 49,196 49,934 50,683 51,443 Personal Services 2,473,752 2,528,417 2,588,538 2,650,402 2,714,071 2,779,609 Utilities 364,430 373,820 381,296 388,922 396,701 404,635 Repair and Maintenance 466,851 430,385 438,993 447,773 456,728 465,863 Fuel 43,105 35,904 36,263 36,626 36,992 37,362 Other Operating 3,225,316 4,240,818 4,325,634 4,412,147 4,500,390 4,590,398 Operating Expenses 4,099,702 5,080,927 5,182,187 5,285,468 5,390,811 5,498,257 Vehicles & Trucks 483,569 186,000 60,000 60,000 55,000 60,000 Computer HW/SW 1,750 4,520 1,500 1,500 1,500 1,500 Other Capital Outlay 112,773 135,809 150,000 150,000 150,000 150,000 Capital Improvement Projects 42,000 195,000 599,000 500,000 562,500 600,000 Capital Expenses 640,092 521,329 810,500 711,500 769,000 811,500 Debt Service 2015 Refunding 431,000 297,311 664,080 663,116 663,800 664,076 Debt Service - SRF 693,793 1,310,141 943,367 943,367 943,367 943,367 Debt Service 2018 Refunding - 535,501 Transfer Out-Cost Allocation 1,130,539 1,155,411 1,180,830 1,206,808 1,233,358 1,260,492 Transfer Out-GF ROI 1,159,647 675,889 675,889 675,889 675,889 675,889 Other Expenses 3,414,979 3,974,253 3,464,166 3,489,180 3,516,414 3,543,824 TOTAL EXPENSES 10,628,525 12,104,926 12,045,391 12,136,550 12,390,296 12,633,190 Net Cash Incr/(Decr) 492,474 (840,108) (506,281) (316,370) (282,098) (229,853) City of Fort Walton Beach, FL 195 Statistical Information Pro-Forma for Sanitation Fund - 403 Adopted PROJECTED 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Service Fees - Resid 1,082,751 1,370,526 1,391,084 1,404,995 1,419,045 1,436,073 Service Fees - Comm 876,776 1,098,418 1,109,402 1,120,496 1,131,701 1,143,018 Service Fees - Recylcing 116,683 132,154 134,136 136,148 138,191 140,263 Service Fees - Tipping, Resid 686,162 682,993 693,238 703,636 714,191 724,904 Service Fees - Tipping, Comm 987,323 1,002,495 1,017,532 1,032,795 1,048,287 1,064,012 Fees & Fines 2,272 2,272 2,306 2,341 2,376 2,411 Operating Revenues 3,751,967 4,288,858 4,347,699 4,400,412 4,453,791 4,510,682 Interest & Other Revenues 41,682 27,314 27,860 28,417 28,986 29,566 Non-Operating Revenues 41,682 27,314 27,860 28,417 28,986 29,566 TOTAL REVENUES 3,793,649 4,316,172 4,375,559 4,428,829 4,482,776 4,540,247 Salaries 746,677 779,416 797,343 815,681 834,442 853,634 Social Security & Medicare 48,585 49,612 50,753 51,920 53,115 54,336 Pension Contributions 163,811 157,704 159,281 160,874 162,483 164,107 DC Plan Contributions 21,582 21,061 21,166 21,272 21,378 21,485 Medical Insurance 162,817 192,596 202,226 212,337 222,954 234,102 Workers Compensation 47,142 51,780 52,298 52,821 53,349 53,882 Personal Services 1,190,614 1,252,170 1,283,067 1,314,906 1,347,721 1,381,547 Utilities 9,119 6,583 6,780 6,984 7,193 7,409 Repair and Maintenance 225,831 277,950 283,509 289,179 294,963 300,862 Recycnling Transport - comm - - - - - - Recycnling Transport - resid - - - - - - Landfill Fees - comm 586,340 647,800 651,039 654,294 657,566 660,853 Landfill Fees - resid 481,740 485,100 487,526 489,963 492,413 494,875 Landfill Fees - yard waste 264,260 296,985 298,470 299,962 301,462 302,969 Fuel 124,613 101,871 104,927 108,075 111,317 114,657 Other Operating 162,611 268,783 271,471 274,186 276,927 279,697 Operating Expenses 1,854,514 2,085,072 2,103,722 2,122,643 2,141,841 2,161,323 Vehicles & Trucks 130,000 260,000 260,000 260,000 260,000 260,000 Computer HW/SW - - - - - - Other Capital Outlay - - - - - - Capital Expenses 130,000 260,000 260,000 260,000 260,000 260,000 Transfer Out-Cost Allocation 397,564 406,311 410,374 414,478 418,623 422,809 Transfer Out-Franchise Fee 146,401 227,619 228,757 229,901 231,050 232,206 Other Expenses 543,965 633,930 639,131 644,379 649,673 655,014 TOTAL EXPENSES 3,719,093 4,231,172 4,285,920 4,341,928 4,399,235 4,457,884 Net Cash Incr/(Decr) 74,556 85,000 89,639 86,902 83,541 82,363 Pro-Forma for Stormwater Fund - 405 Adopted PROJECTED 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Service Fees - Resid 585,028 568,676 610,758 645,571 677,850 711,742 Service Fees - Comm 445,625 420,038 451,121 476,835 500,676 525,710 Operating Revenues 1,030,653 988,714 1,061,879 1,122,406 1,178,526 1,237,453 Interest & Other Revenues 8,625 24,894 25,143 25,394 25,648 25,905 Non-Operating Revenues 8,625 24,894 25,143 25,394 25,648 25,905 TOTAL REVENUES 1,039,278 1,013,608 1,087,022 1,147,800 1,204,175 1,263,357 Salaries 208,173 217,848 222,859 227,984 233,228 238,592 Social Security & Medicare 14,549 15,352 15,705 16,066 16,436 16,814 Pension Contributions 43,104 45,058 45,509 45,964 46,423 46,888 DC Plan Contributions 5,039 5,198 5,224 5,250 5,276 5,303 Medical Insurance 35,794 47,141 49,498 51,973 54,572 57,300 Workers Compensation 17,282 21,887 22,106 22,327 22,550 22,776 Personal Services 323,941 352,483 360,900 369,564 378,485 387,672 Utilities 1,403 1,344 1,384 1,426 1,469 1,513 Repair and Maintenance 60,200 50,550 51,561 52,592 53,644 54,717 Fuel 7,623 3,216 3,312 3,412 3,514 3,620 Other Operating 104,369 111,333 112,446 113,571 114,707 115,854 Operating Expenses 173,595 166,443 168,704 171,001 173,333 175,703 Vehicles & Trucks 37,424 119,000 119,000 119,000 119,000 119,000 Computer HW/SW - 900 900 900 900 - Other Capital Outlay - 5,750 - - - - Capital Improvements 150,000 - 200,000 225,000 250,000 300,000 Capital Expenses 187,424 125,650 319,900 344,900 369,900 419,000 Transfer Out-Cost Allocation 168,507 172,214 173,936 175,676 177,432 179,207 Transfer Out-Franchise Fee 58,251 60,816 61,120 61,426 61,733 62,041 Other Expenses 226,758 233,030 235,056 237,101 239,165 241,248 TOTAL EXPENSES 911,718 877,606 1,084,560 1,122,566 1,160,884 1,223,623 Net Cash Incr/(Decr) 127,560 136,002 2,461 25,234 43,291 39,734 City of Fort Walton Beach, FL 196  GLOSSARY OF TERMS ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which the financial effects of transactions, events, and interfund activities are recognized when they occur, regardless of the timing of related cash flows. All proprietary funds use the accrual basis of accounting. AD VALOREM A Latin term meaning “according to value” commonly used when referring to property taxes. ADOPTED BUDGET An annual budget approved by City Council each September detailing the revenues and expenditures of the City for the upcoming fiscal year. ANNUAL BUDGET A budget applicable to a single fiscal year. AMENDED BUDGET A revised version of the adopted budget prepared after the close of each fiscal year to reflect actual revenues and expenditures. AMENDMENT ONE A Florida constitutional amendment approved by voters in 2008 that provides 1) an additional $25,000 homestead exemption, 2) a 10% annual cap for assessed value increases to non-homesteaded properties, 3) a $25,000 exemption for tangible personal property, and 4) portability of accrued “Save Our Homes” benefits. APPROPRIATED BUDGET An expenditure authority created by Ordinance, which is signed into law, and the related estimated revenues. The appropriated budget includes all reserves, transfers, allocations, supplemental appropriations, and other legally authorized legislative and executive changes. APPROPRIATION A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. APPROPRIATION FROM FUND BALANCE A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of governmental, special revenue, and similar funds. APPROPRIATION FROM NET ASSETS A non-revenue funding source used to bridge the gap between anticipated revenues and expenditures in the adopted budget of enterprise funds. ASSESSED VALUE A dollar value of property (land and/or structures) assigned by a public tax assessor for the purposes of taxation. BALANCED BUDGET The total of all available financial resources (either on hand at the beginning of the fiscal year or generated during the fiscal year) equals or exceeds the total of all financial requirements (either planned spending during the year or funds required to be on hand at the end of the fiscal year). The requirement for a balanced budget is established at the fund level and must be met for each individual fund budgeted. This differs from a “structurally balanced budget”, which requires recurring revenues to equal or exceed recurring 197  expenditures. BEAL MEMORIAL CEMETERY PERPETUAL CARE FUND Accounts for funds accumulated to meet the requirements of maintaining the City owned cemetery. BETTERMENT An addition to, or change in, a fixed asset other than maintenance, to prolong its life or increase its efficiency. The cost of the addition or change is added to the book value of the asset. BOND A method of issuing debt for the purpose of raising capital, with a term of more than one year and usually with a fixed interest rate. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. BUDGET AMENDMENT An increase or decrease in the total adopted budget amount. This must be accomplished by an Ordinance approved by the City Council. BUDGET BASIS All funds are budgeted on a cash basis. However, financial statements reflect modified accrual for governmental funds full accrual for proprietary funds. During the year, the City’s accounting system is maintained on the same basis as the adopted budget, which enables department budgets to be easily monitored through the accounting system. The major difference between the budget and GAAP for governmental funds is that certain expenditures (e.g. compensated absences and depreciation) are not recognized for budgetary purposes, but are recorded in the accounting system at year-end. For enterprise funds, the difference between this budget and GAAP is that debt principal payments and capital outlay (i.e. fixed assets) are budgeted as expenditures for budgetary purposes, but depreciation and compensated absences are shown on the financial statements. Staff believes this provides a better day-to-day financial plan. However, all activity is recorded in the accounting system at year-end in accordance with GAAP. BUDGET RESIDUALS Excess budget funds transferred out of an account by the Finance Department once the budgeted expense has been incurred (e.g. capital purchase, maintenance contract). Reallocation of these funds requires City Manager approval. BUDGET TRANSFER A reallocation of funds among line items, within the same fund, with the approval of the City Manager or designee. CAPITAL EXPENDITURE An expenditure affecting the government’s general fixed assets. Capital expenditures are classified as either a capital outlay or capital improvement program. CAPITAL IMPROVEMENT PROGRAM (CIP) A five-year planning and budgeting tool that identifies the acquisition, construction, replacement, or renovation of facilities and infrastructure with a value greater than $25,000 and a useful life of ten years or more. CIP’s may be recurring (e.g. street resurfacing) or 198  non-recurring (e.g. construction of a new park). CAPITAL OUTLAY Generally, a capital outlay item may be defined as an item valued between $1,000 and $25,000 with a life expectancy of less than 10 years. Capital outlay includes furniture, equipment, and vehicles needed to support the operation of the City’s programs, minor construction projects, landscaping projects, and facility repairs. However, for purposes of budgeting, staff has combined small projects into a CIP when collectively they relate to an overall improvement program or project for a facility or system. For example, the repair of bleachers, batting cages, and lighting at the Softball Complex may be part of a CIP for the renovation of the facility, even though individually the specific items do not meet the CIP threshold. CAPITAL PROJECT There are two types of capital expenditures: infrastructure projects and operating programs. Capital projects are addressed in the CIP and generally include major fixed assets or infrastructure with long-term value, such as buildings, roads, and parks. Capital project costs include all expenditures related to planning, design, equipment, and construction and may involve some form of debt financing. CAPITAL PROJECTS FUND Accounts for the planned capital improvements to municipal facilities and infrastructure construction. CASH BASIS A basis of accounting under which revenues are recognized when cash is received and expenses are recognized when cash is paid. CODE ENFORCEMENT BOARD (CEB) Enforces the provisions of the City code and ordinances (i.e. building maintenance, grass height, signage). The board has the authority to impose administrative fines and other non- criminal penalties. The seven members of the board must be residents of the City of Fort Walton Beach and are appointed to three-year terms. The members are limited to two successive terms. The board meets the second Wednesday of each month at 4 PM in the Council Chambers at City Hall. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Accounts for funding from the Federal government to provide services to the citizens with a financial need. These services include providing funding to area non-profit social service organizations, rehabilitating single-family homes, and clearing dilapidated structures. COMMUNITY REDEVELOPMENT AGENCY (CRA) A public organization that works to improve a specific area (called a Community Redevelopment District) in a community through redevelopment and economic investment. The targeted area must meet the state definition of "slum and blight," which includes 14 conditions such as deteriorating buildings, lack of parking and sidewalks, inadequate roadways, faulty lot layout, flooding problems, and outdated building patterns. COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD Oversees redevelopment projects and recommends infrastructure improvements within the CRA district. The board endeavors to implement specific projects to encourage redevelopment within the CRA district. 199 COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND A “discretely presented component unit” that accounts for the revenues and expenditures associated with the CRA. COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR) An audited financial report prepared annually per Florida State Statute 218.32. COMPREHENSIVE LAND DEVELOPMENT PLAN A comprehensive plan which “guides public capital investments, other public fiscal policies, operating policies of the Fort Walton Beach government, and the future use of land in the City” per the Local Government Comprehensive Planning and Land Development Regulation Act (Chapter 163, Florida Statutes). The City’s comprehensive plan may be amended up to twice a year and must be evaluated and updated every five years. The plan must address the following elements: Future Land Use; Traffic Circulation; Sanitary Sewer, Solid Waste, Drainage, Potable Water, and Natural Groundwater; Parks, Recreation, and Open Space; Aquifer Recharge; Capital Improvements; Coastal Management; Conservation; Intergovernmental Coordination; and Housing Element. CONNECTION FEE A fee charged to join or to extend an existing utility system. CONTINGENCIES Funds that do not have an identified purpose and are budgeted for unanticipated or emergency purchases or repairs. The State of Florida allows up to a maximum of 10% of anticipated revenues to be allocated toward contingencies. DEBT CAPACITY The amount of debt that can be repaid in a timely manner without forfeiting financial viability. Includes the determination of the appropriate limit to the amount of long-term debt that can remain outstanding at any point of time, as well as the total amount of debt that can be incurred. DEBT RATIO A financial ratio that indicates the percentage of assets that are financed via debt; the ratio of total debt (current and long-term) and total assets (current, fixed, and other). DEBT SERVICE FUND Accounts for the principle and interest payments of General Fund debt. DEPARTMENT A distinct operating unit within the City, normally contained within one fund, that may or may not be subdivided into divisions. DEPRECIATION A portion of the cost of a fixed asset, other than waste, charged as an expense during a particular period. DISCRETELY PRESENTED COMPONENT UNIT In accordance with GASB 14, the City (primary government) is financially accountable if it 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 200  financial statements to be misleading or incomplete. DIVISION A specialized component of a department. ENTERPRISE FUND Accounts for business-type activities of a government that are financed in whole or part by user fees, such as utilities, mass transit, and airports. EQUITY IN POOLED CASH Each fund’s proportionate share of the City’s investment and checking accounts is called equity in pooled cash. The City commingles each fund’s resources for practical and investment purposes, which is permissible by generally accepted accounting principles. EXPENDITURE A decrease in net financial resources. Expenditures include current operating expenses requiring the present or future use of net current assets, debt service, capital outlays, inter- governmental grants, entitlements, or shared revenues. EXPENSE A use of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services, or carrying out other activities that constitute the entity’s ongoing major or central operations. FIDUCIARY FUND Type of fund used to account for assets not available to support the government’s programs that are held in a trustee or agent capacity. Includes private-purpose trust, pension and other employee benefit trust, investment trust, and agency fund types. FISCAL YEAR The City’s budget year, which runs from October 1 to September 30. FORFEITURE An automatic loss of cash or other property as a penalty for not complying with legal provisions and as compensation for the resulting damages or losses. This term should not be confused with confiscation. The latter term designates the actual taking over of the forfeited property by the government. Even after property has been forfeited, it is not considered confiscated until the government claims it. FRANCHISE FEE A fee levied in proportion to gross receipts on business activities of all or designated types of businesses. FULL-TIME EQUIVALENT (FTE) One position funded for a full year. Either one full-time position funded at 40 hours/week for 52 weeks/year or multiple part-time positions whose funding equates to 40 hours/week for 52 weeks/year. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other 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 201  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 An 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. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) A professional association of state and local finance officers that has served the public finance profession since 1906. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB) An organization that establishes and improves the standards of state and local governmental accounting and financial reporting to produce meaningful information for users of financial reports. GOVERNMENTAL FUND Type of fund through which most governmental functions typically are financed and accounts for taxes, grants, and similar resources. Includes general, special revenue, capital projects, debt service, and permanent fund types. May be referred to as "source and use" funds. IMPACT FEE Imposed on new construction in order to support specific new demands on a given service (i.e. streets, water lines, sewer lines, parks, police, fire). IMPROVEMENT OTHER THAN BUILDING An attachment or annexation to land that is intended to remain attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers. Sidewalks, curbing, sewers and highways are sometimes referred to as betterments, but the term “improvements” is preferred. INVESTMENT Most commonly, securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in government operations. 202 LAW ENFORCEMENT TRUST and TRAINING FUNDS (LETFs) The Law Enforcement Trust Fund accounts for funds received from the sale of confiscated property that are used for drug enforcement. The Law Enforcement Training Fund accounts for funds received from court fines that are used for additional Police Department training. LEGAL DEBT LIMIT The State of Florida does not place a legal limit of debt on the municipalities. For general obligation debts greater than one year, the City must conduct a voter referendum process. Special revenue debt is pledged by a specific revenue source and limited by available revenue; therefore it is not subject to voter referendum. LEGISLATIVE COMMITTEE ON INTERGOVERNMENTAL RELATIONS Branch of the Department of Revenue that computes and published estimates for the following state-shared revenue sources: communication services tax, half-cent sales tax, local option fuel tax, and municipal revenue sharing. MACHINERY AND EQUIPMENT Property that does not lose its identity when removed from its location and is not changed materially or consumed immediately (i.e. within one year) by use. MAJOR FUND Any fund constituting 10% or more of the appropriated budget, and typically presented separately on summary charts. METROPOLITAN STATISTICAL AREA (MSA) A core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. The Fort Walton Beach MSA includes all of Okaloosa County. MILLAGE RATE A tax rate on property expressed in mills per dollar value of property. One mill equals $1 per $1,000 of assessed taxable property value. MODIFIED ACCRUAL BASIS OF ACCOUNTING A basis of accounting under which revenues are recognized in the accounting period in which they become both available and measurable and expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. All governmental funds use the modified accrual basis of accounting. MUNICIPAL PLANNING BOARD (MPB) Acts in an advisory capacity to the City Council on rezoning and development regulations, and monitors the implementation of the City's Comprehensive Plan. The seven members serve four-year terms, must be City of Fort Walton Beach residents, and are limited to two 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 203  of the current fiscal year for the subsequent fiscal year’s budget were the government to budget in accordance with generally accepted accounting principles (GAAP). NON-MAJOR FUND Any fund constituting less than 10% of the appropriated budget, and typically presented in the aggregate with like funds on summary charts. NON-OPERATING EXPENSE A fund expense not directly related to the fund’s primary activities. NON-OPERATING REVENUE A fund revenue incidental to or a by-product of the fund’s primary activities. NON-RECURRING EXPENSE A one-time expense, such as the purchase of a computer or a piece of equipment. OPERATING BUDGET A plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. OPERATING TRANSFER An inter-fund transfer other than a residual equity transfer (i.e. a legally authorized transfer from a fund receiving revenue to the fund through which the resources are to be expended). ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Ordinarily, the statutes or charter will specify or imply those legislative actions that must be by ordinance and those that may be by resolution. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Revenue raising measures, such as the imposition of taxes, special assessments, and service charges, universally require ordinances. PAY AS YOU GO A type of financing whereby current revenues, taxes, and/or grants rather than long term debt are used to pay for capital improvements. PAY AS YOU USE A type of financing whereby long term debt rather than current revenues is used to pay for capital improvements. PERSONAL SERVICES The combination of regular wages, overtime, incentive pay, social security, Medicare, and benefits including deferred compensation, retirement, insurance (dental, health, & life), and 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 204  A financial statement for an enterprise fund that illustrates projected cash flows and changes in net assets. Pro forma statements may be used to demonstrate the expected effect of proposed changes to revenues or expenses on the fund’s financial viability. Lenders require such statements to structure or confirm compliance with debt covenants such as debt service reserve coverage and debt to equity ratios. PROPRIETARY FUND Type of fund used to account for a government's ongoing organizations and activities which are similar to those often found in the private sector. Fund types include enterprise and internal service funds. May be referred to as "income-determining" funds. PUBLIC SAFETY The combination of Police and Fire services. RECURRING EXPENSE An expense incurred year after year, such as a maintenance contract for software or equipment. REFUND To pay back or allow credit for an amount due to an over collection or the return of an object sold. RESOLUTION A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. REVENUE An increase in the net current assets of a fund from sources other than expenditure refunds and residual equity transfers. REVENUE BOND A bond whose principal and interest are payable exclusively from earnings of an enterprise fund. ROLL-BACK RATE The millage rate that will provide the same ad Valorem tax revenue for the taxing authority as was levied during the prior year, exclusive of new construction, additions to structures, deletions, increases in the value of improvements that have undergone a substantial rehabilitation which increased the assessed value of such improvements by at least 100 percent, and property added due to geographic boundary changes. SANITATION ENTERPRISE FUND Accounts for the revenues and expenditures of the City’s solid waste and recycling operations. “SAVE OUR HOMES” 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. 205 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. 206  ACRONYMS CAFR – Comprehensive Annual Financial Report CEB – Code Enforcement Board CDBG – Community Development Block Grant CDS – Community Development Services CIP – Capital Improvement Program CRA – Community Redevelopment Agency DOR – Department of Revenue FBC – Florida Building Code FRDAP – Florida Recreation and Development Assistance Program FDEP – Florida Department of Environmental Protection FTE – Full-Time Equivalent GAAP – Generally Accepted Accounting Principles GASB – Governmental Accounting Standards Board GFOA – Government Finance Officer’s Association LCIR – Legislative Committee on Intergovernmental Relations LDC – Land Development Code LETF – Law Enforcement Trust/Training Fund MPB – Municipal Planning Board MSA – Metropolitan Statistical Area NPDES – National Pollutant Discharge Elimination System PNA – Plan for Neighborhood Action SRF – State Revolving Fund TIF – Tax Increment Financing TRIM – Truth In Millage 207  CITY OF FORT WALTON BEACH FY 2019-20 Grant & CIP Project Carryovers Council Meeting 9/18/2019 Project Account Amount Purchase Module from Central Square 001-0800-521-3100 19,000 Staff Training 001-0800-521-4000 10,000 Axon Car Cameras 001-0800-521-4610 483 Level 4 Trauma vests, outer carriers, drug test kits, new duty equipment 001-0800-521-5200 16,000 Staff Training 001-0800-521-5500 18,443 Station 7 training room 001-0900-522-6401 6,332 Tennis Center Bldg & Playground 001-1000-572-6310 14,859 Tennis Center Bldg & Playground 001-1000-572-6406 25,000 Street Resurfacing 001-5018-541-6351 76,588 New Field Office Complex 001-5147-519-6310 6,071,161 Sidewalk Construction 001-5306-541-6353 13,963 Golf Course Shade Covering for Equipment Lift 001-1045-572-5250 20,000 General Fund 6,291,829 Carson & Third Streetscape last two segments 109-5607-552-6310 81,235 CRA Fund 81,235 Microsoft SQL Software 401-1305-536-6420 15,624 New Truck 401-1310-533-6404 1,209 Upgrade Hypertac Well Monitoring System 401-1310-533-6362 70,000 Waterline Replacement Windemere Court 401-5056-533-6360 6,475 Waterline Replacement Higdon Court 401-5056-533-6360 6,475 Aerator Well 2 401-5500-533-6300 31,268 Utilities Fund 131,051 Dept of Corrections Labor Work Squad 405-1380-538-3400 22,767 Improvements SWMP / Laurie Drive & Okaloosa Road 405-5019-538-6358 99,975 Improvements SWMP / Hollywood Blvd & Lula Belle Lane 405-5019-538-6358 150,000 Anchors Street Grant 405-1591-538-6358 140,338 Sanitation Fund 413,080 Special Project Carry-Over All Funds $ 6,917,195 U:\Finance\Budget\Budget 19-20\Comprehensive\35 Carryovers FY19 to FY20 208 9/24/2019 8:53 AM  CITY OF FORT WALTON BEACH FY 2019-20 Encumbrance Carryovers Council Meeting 9/18/2019 PO or PR Date Vendor Description PO Value Account Completion 96842 05/29/19 Studer Community Institute City Strategic Planning; Dashboard $25,000.00 001-0100-511-3100 Dec 2019 97649 09/06/19 Medley Printing City Resident Survey mailout $2,977.60 001-0200-512-4200 Dec 2019 97649 09/06/19 Medley Printing City Resident Survey mailout $1,750.00 001-0200-512-4700 Dec 2019 97670 09/09/19 Mayer Electric Supply Co. Replace main panel and controls/lighting $2,865.00 001-0310-519-4501 Dec 2019 97671 09/09/19 Sequel Electric Supply Repairs to Volleyball Panel $725.88 001-0310-519-4501 Dec 2019 92841 12/28/17 Sequoia Consulting Group Cost Allocation Plan; RFQ201710-05 $5,180.00 001-0500-500-3100 Jan 2020 97451 08/21/19 Warren Averett, LLC Citywide Financial Audit - 2019 (RFQ 10-022) $49,458.00 001-0500-513-3200 Mar 2020 155766 08/06/19 Axon Enterprises PD Interview Rm Equipment $24,397.96 001-0800-521-1520 Nov 2019 93832 05/07/18 Superion LLC PD software; AVL server/ GPS $12,952.00 001-0800-521-3100 Sept 2020 97209 07/22/19 HON Company Training Room Furniture $13,297.82 001-0800-521-5200 Oct 2019 97346 08/08/19 Chief Supply Detective Badges $324.74 001-0800-521-5200 Dec 2019 97467 08/22/19 Foremost Productions CRA Items $2,274.82 001-0800-521-5200 Oct 2019 97544 08/27/19 Chief Supply Refinishing of 5 Police officer badges $62.50 001-0800-521-5200 Oct 2019 97545 08/27/19 Ray Allen Dog Crate $825.98 001-0800-521-5200 Nov 2019 97575 08/29/19 Army Navy Crossing Guard Paddles $125.94 001-0800-521-5200 Oct 2019 97620 09/04/19 US Digital Media USB Drives $1,020.50 001-0800-521-5200 Oct 2019 97638 09/05/19 Point Emblems Challenge Coins $897.50 001-0800-521-5200 Oct 2019 97619 09/04/19 Galls Rain Jackets $503.82 001-0800521-5210 Oct 2019 97579 08/29/19 Galls Collar Brass $415.00 001-0800-521-5210 Nov 2019 97648 09/05/19 Galls PD Uniform Items $183.96 001-0800-521-5210 Oct 2019 97653 09/05/19 Lowes PD Evidence Containers $215.52 001-0800-521-5210 Oct 2019 97565 08/29/19 Amazon Ink Cartridges $125.94 001-0800-521-5231 Oct 2019 95618 12/18/18 Dana Safety Supply, Inc. PD lights for #2553 Replacement $1,463.74 001-0800-521-6403 Feb 2020 95619 12/18/18 Duval Ford Replaces #2566 - 2020 Ford Interceptor - PD $39,064.50 001-0800-521-6403 Feb 2020 97073 06/27/19 Duval Ford Replaces #2589 - Transit Cargo Van; PD $28,619.00 001-0800-521-6403 Feb 2020 97075 06/27/19 A World of Signs PD Graphics - #2589 replacement $695.00 001-0800-521-6403 Feb 2020 97076 06/24/19 CogginFord Replaces #2606 - Ford F150 Pickup Truck; PD $22,957.00 001-0800-521-6403 Feb 2020 97078 06/27/19 Mobile Communications of North Fl. PD communications for #2606 replacement; PD $962.95 001-0800-521-6403 Feb 2020 97079 06/27/19 Autonation Replaces #2553 - Jeep Grand Cherokee; PD $24,269.00 001-0800-521-6403 Feb 2020 97080 06/27/19 Mobile Communications of North Fl. PD communications for #2553 replacement; PD $962.95 001-0800-521-6403 Feb 2020 97081 06/24/19 Alan Jay Fleet Sales Vehicle; Replaces PD#2657 - 2019 Chevy Tahoe; CM $37,691.00 001-0800-521-6403 Feb 2020 96424 04/04/19 Sacred Heart Medical Group Firefighter Physicals $10,085.00 001-0900-522-3102 Dec 2019 97603 08/15/19 Ten-8 Fire FD Bunker Gear $11,683.45 001-0900-522-5200 Dec 2019 96752 05/21/19 Witmer Associates FD Badge $98.50 001-0900-522-5210 Nov 2019 97643 08/20/19 Bound Tree Medical FD Mannequin $1,480.00 001-0900-522-5216 Nov 2019 97228 07/24/19 Dana Safety Supply, Inc. FD lights package; for #2506 replacement; FD $3,238.10 001-0900-522-6403 Feb 2020 97229 07/24/19 A World of Signs FD Graphics package for #2506 replacement; FD $1,800.00 001-0900-522-6403 Feb 2020 97230 07/24/19 Williams Commuications, Inc. FD Radio equipment for #2506 replacement; FD $3,945.05 001-0900-522-6403 Feb 2020 97231 07/24/19 Fleetco Replaces #2506 - F350 Rescue Truck; FD $20,430.66 001-0900-522-6403 Feb 2020 97233 07/24/19 Mobile Communications of North Fl. FD Radio installation for #2506 replacement; FD $1,520.00 001-0900-522-6403 Feb 2020 87566 06/06/16 Schwalls Consulting LLC CRS & Floodplain Mgmt Support $12,100.00 001-1205-515-3100 Sept 2020 97470 08/22/19 Southern Generator Services Exhaust system $1,924.49 001-1220-519-5203 Dec 2019 96487 04/11/19 Whitrock Associates Roof repair - City Council Chambers $18,175.00 001-1230-519-4640 Dec 2019 97116 07/03/19 Transportation Control Systems Speed Feedback Signs $11,810.00 001-1240-541-6402 Oct 2019 97679 09/10/19 Kelly Tractor PD equipment - Vertical Mass Light Tower $18,500.00 001-1499-521-6402 Oct 2019 155999 08/26/19 Mobile Communications 2 Traffic Message Boards /Radar System $35,320.70 001-1499-521-6402 Oct 2019 156098 08/28/19 Milo Range Training Systems Milo Shooting Simulator $44,960.00 001-1499-521-6402 Oct 2019 156169 08/29/19 Westwind Unmanned Aircraft $12,956.99 001-1499-521-6402 Nov 2019 156325 09/09/19 Ten-8 Fire Fire engine truck (Pierce/Cummins) $531,660.36 001-1499-522-6404 July 2020 156293 09/05/19 Sam Marshall Architects Rec Ctr - Feasibility Study; storm hardening of bldg $22,500.00 001-1499-572-3100 Jan 2020 92834 12/27/17 Superion, LLC IT software - TrakIt; Public Works $4,811.07 001-1500-519-3100 Sept 2020 94823 09/13/18 Larry M Jacobs & Associates Public Works Facility - Materials Testing $18,056.25 001-5147-519-3100 Dec 2019 94784 09/05/18 Big Bend Rebar, Inc. Public Works Facility - ODP $2,398.00 001-5147-519-6200 Oct 2019 94804 09/12/18 Preferred Materials Public Works Facility - ODP $69,008.00 001-5147-519-6200 Oct 2019 95329 11/07/18 Mayer Electric Supply Field Office Complex - ODP $46,427.66 001-5147-519-6200 Oct 2019 95373 11/14/18 Architectural Hardware Product Field Office Complex - ODP $51,029.58 001-5147-519-6200 Oct 2019 95399 11/19/18 Fire Control Systems Field Office Complex - ODP $7,894.00 001-5147-519-6200 Oct 2019 95401 11/19/18 Stuart C Irby Field Office Complex - ODP $553.69 001-5147-519-6200 Oct 2019 95593 12/14/19 Commercial Products Field Office Complex - ODP $6,410.00 001-5147-519-6200 Oct 2019 96313 05/01/19 Capitol Materials Field Office Complex - ODP $494.63 001-5147-519-6200 Oct 2019 96316 03/22/19 Air-Tech of Pensacola Field Office Complex - ODP $4,417.00 001-5147-519-6200 Oct 2019 96428 05/14/19 PPG Architectural Field Office Complex - ODP $26,705.57 001-5147-519-6200 Oct 2019 96679 05/09/19 Ferguson Enterprises LLC Field Office Complex - ODP $39,795.50 001-5147-519-6200 Oct 2019 96685 07/18/19 Ferguson Fire & Fabrication Field Office Complex - ODP $2,256.44 001-5147-519-6200 Oct 2019 96859 05/30/19 Okaloosa County Board of Commissioners Field Office Complex - Conduit & Fiber Insallation $8,157.40 001-5147-519-6200 Oct 2019 97132 07/09/19 Palisades LLC Field Office Complex - ODP $71,792.00 001-5147-519-6200 Oct 2019 97192 07/18/19 Interfaceflor Field Office Complex - ODP $16,654.59 001-5147-519-6200 Oct 2019 97198 07/18/19 Dal-Tile Distribution Inc. Field Office Complex - ODP $10,693.83 001-5147-519-6200 Oct 2019 97226 07/24/19 Stephens Pipe & Steel Field Office Complex - ODP $15,396.35 001-5147-519-6200 Oct 2019 97458 08/21/19 Dade Paper Company Field Office Complex - Tissue Dispenser $5.71 001-5147-519-6200 Oct 2019 95303 11/02/18 Trulite Glass & Aluminum Solutions Field Office Complex - ODP $5,213.21 001-5147-519-6310 Oct 2019 95372 11/14/18 Coral Industries, Inc. Field Office Complex - ODP $4,256.04 001-5147-519-6310 Oct 2019 209  Council Meeting 9/18/2019 PO or PR Date Vendor Description PO Value Account Completion 95823 06/10/19 Stewart & Stevenson FDDA Field Office Complex - ODP $3,500.00 001-5147-519-6310 Oct 2019 97334 08/07/19 Alabama Contract Sales Inc Field Office Complex - Mirror Fleet Bays $590.28 001-5147-519-6401 Oct 2019 97577 08/22/19 Amazon Whiteboard & labels $556.74 001-5147-519-6401 Oct 2019 97627 09/03/19 Knox Company Field Office Complex - Knox-Box $399.00 001-5147-519-6401 Dec 2019 97632 09/05/19 Safco Products Field Office Complex - Shelving $3,325.43 001-5147-519-6401 Dec 2019 97634 09/05/19 DeBourgh Manufacturing Public Wks Complex - furniture; lockers/storage & install $41,860.77 001-5147-519-6401 Dec 2019 97655 09/06/19 Krueger Int'l (KI) Public Wks Complex - furniture, metal & install $26,802.87 001-5147-519-6401 Dec 2019 97656 09/06/19 Office Environments Public Wks Complex - furniture install $2,783.00 001-5147-519-6401 Dec 2019 97658 09/06/19 Jasper Seating (JSI) Public Wks Complex - furniture; office & install $94,680.72 001-5147-519-6401 Dec 2019 97659 08/29/19 Center Line Associates Public Wks Complex - furniture; chairs & install $34,183.06 001-5147-519-6401 Dec 2019 97677 09/10/19 Center Line Associates Field Office Complex - Furniture $3,699.77 001-5147-519-6401 Dec 2019 156201 09/03/19 DJS Supply Field Office Complex - Shades $12,566.77 001-5147-519-6401 Dec 2019 97486 08/13/19 Gulf Ice Systems, Inc. Field Office Complex - Ice Machines $8,961.78 001-5147-519-6402 Oct 2019 96829 05/29/19 Fort Walton Concrete California Sidewalk Project $4,988.00 001-5306-541-6353 Nov 2019 General Fund Total $1,717,778.63 97499 08/27/19 Chief Supply Ballistic Vest (Grant reimbursement) $748.74 102-1543-521-5210 Nov 2019 Law Enforcement Trust Fund Total $748.74 95714 01/07/19 CODES - ABC, Inc Plan Review for City of FWB Assisted Living $4,870.00 106-0000-500-3100 Dec 2019 Florida Building Code Fund Total $4,870.00 97618 08/29/19 The Fencing Co Wood fence & repairs for One Hopeful Place $36,640.00 107-1950-554-5255 Oct 2019 Community Development Block Grant Fund Total $36,640.00 96720 05/16/19 Demolition Pros, LLC 139 Brooks Street - Demo $19,250.00 109-0000-500-3100 Dec 2019 83735 02/20/15 Atkins North America Carson Streetscapes - CRA $47,198.77 109-2000-552-3100 Sept 2020 86091 11/05/15 Noise Consultancy, LLC Acoustical Consulting Svcs $5,400.00 109-2000-552-3100 Sept 2020 86092 11/05/15 Rutgers Univ Noise Tech Asst On-site Certification Course $7,000.00 109-2000-552-3100 Sept 2020 86219 12/02/15 Jenkins Engineering, Inc 206 Florida Place Parking Lot Improvements $13,600.00 109-2000-552-3400 Sept 2020 97487 08/19/19 Cason Environmental 139 Brooks Street - Asbestos Abatement $11,955.00 109-2000-552-6310 Dec 2019 86877 02/09/16 Jenkins Engineering, Inc 141 Miracle Strip Pkwy SE $12,275.00 109-5018-541-6351 Sept 2020 94733 09/04/18 AVCON, Inc FWB Landing - Phase I $56,931.00 109-5352-572-6310 Sept 2020 94734 09/04/18 AVCON, Inc FWB Landing - Phase II $82,500.00 109-5352-572-6310 Sept 2020 Community Redevelopment Agency Fund Total $256,109.77 96843 05/29/19 Mott MacDonald Florida Brooks Bridge Utility Evaluation $29,983.00 401-1300-536-3100 Oct 2019 97681 09/10/19 The Fencing Co Fence Damage City Warehouse $800.00 401-1300-536-4640 Oct 2019 96687 05/09/19 Analytical Services Bacteriological Sampling $2,260.00 401-1310-533-3100 Oct 2019 94678 08/23/18 Control Systems & Instrumentation Well 6 & Well 7 Control Upgrade $13,700.00 401-1310-533-4680 Oct 2019 97551 08/22/19 Ferguson Waterworks Air Release/Vacuum Valve $851.14 401-1310-533-4680 Oct 2019 97342 08/08/19 USABluebook Lifting Sling $62.90 401-1340-533-5233 Oct 2019 97234 07/24/19 Duval Ford Water Ops vehicle - alum sides added $2,420.00 401-1340-533-6404 Feb 2020 96519 04/17/19 Control Systems & Instrumentation Relocate Telemetry Control $29,075.43 401-1350-535-3400 Oct 2019 97472 08/19/19 Gilbert Pump & Mechanical Repair pump $3,250.00 401-1350-535-4680 Oct 2019 97342 08/08/19 USABluebook Lifting Sling $62.90 401-1350-535-5233 Oct 2019 96874 05/31/19 Raftelis Financial Consultants Utility Rate Study $32,157.50 401-1500-536-3100 Jan 2020 94496 08/06/18 O'Connell & Associates Design/Construction Management of Aerator Rep Well 2 $1,635.00 401-5500-533-6300 Jan 2020 96624 04/30/19 Constantine Constructors Well 2 Aerator Replacement $224,922.88 401-5500-533-6300 Jan 2020 Utilities Fund Total $341,180.75 96874 06/01/19 Raftelis Financial Consultants Utility Rate Study $23,497.50 403-1500-534-3100 Jan 2020 Sanitation Fund Total $23,497.50 94573 08/09/18 Jenkins Engineering Design/Eng of Lula Bell Ln & Hollywood Blvd $1,150.00 405-1380-538-3100 Oct 2019 96714 05/13/19 FL Dept of Corrections DOC Work Squad Contracct $34,830.00 405-1380-538-3400 Oct 2019 95801 01/16/19 Duval Ford Replaces #2472 - 2019 Ford F350; Storm Water $36,908.00 405-1380-538-6404 Feb 2020 96874 06/02/19 Raftelis Financial Consultants Utility Rate Study $15,000.00 405-1500-538-3100 Jan 2020 91114 06/17/17 AVCON, Inc Design of drainage improvements on Anchors Street $15,101.25 405-1591-538-6358 Feb 2020 Stormwater Fund Total $102,989.25 TOTAL ENCUMBRANCES $2,483,814.64 210  RESOLUTION 2019- 12 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FORT WALTON BEACH, FLORIDA, ADOPTING THE MILLAGE RATE FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2019 AND ENDING SEPTEMBER 30, 2020; AND PROVIDING AN EFFECTIVE DATE Section 1. Purpose The City of Fort Walton Beach held public budget meetings on July 16, 2019 and August 26, 2019 to discuss the proposed FY 2019- 20 budget. The City held a public budget hearing on September 4, 2019, as required by Section 200.065 of the Florida Statutes. The Okaloosa County Property Appraiser has certified that the gross taxable value for operating purposes not exempt from taxation within the City of Fort Walton Beach is 1, 449, 583, 519. Section 2. Millage Rate The City hereby sets the FY 2019- 20 operating millage rate at 5. 6395 mills, which is equal to the rolled-back rate of 5. 6395 mills. There is no voted debt service millage. Section 3. Effective Date This resolution shall become effective on and after October 1, 2019. Adopted: $ l. e,, b g o G' Richard A. Rynearso ayor Attest: Approved for form, legal s S A J Kim . Barnes, City Clerk d Dykes, Jr., ' oa __ wAiroti ayw o v ; r%' q M4.. F oaioa 211  RESOLUTION 2019- 13 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FORT WALTON BEACH, FLORIDA, ADOPTING THE BUDGET FOR CERTAIN EXPENDITURES, EXPENSES, CAPITAL IMPROVEMENTS AND CERTAIN INDEBTEDNESS FOR THE CITY OF FORT WALTON BEACH, FLORIDA, FOR THE YEAR BEGINNING OCTOBER 1, 2019 AND ENDING SEPTEMBER 30, 2020; AND PROVIDING AN EFFECTIVE DATE. Section 1. Purpose Prior to the beginning of a new fiscal year, the City is required to pass and adopt a budget for the operation of the City government. The City held a public budget meeting on July 16, 2019 and August 26, 2019 to discuss the FY 2019- 20 budget. The Ciiy held a public budget hearing September 4, 2019 and September 18, 2019 as required by Section 200.065 of the Florida Statutes. Section 2. Millage Rate The City Council set the final millage rate at 5. 6395 mills for property assessed as of January 1, 2019. Section 3. Adoption of Budget The document entitled " City of Fort Walton Beach FY 2019- 20 Budget" comprises the total amount of$47,231, 660 for all funds reported. The budget is being presented as a balanced budget whereby there are sufficient revenues to offset all estimated expenditures or expenses. All budget appropriations are based upon the total expenditures and/ or expenses even though the budget has been prepared based on line items and summarized to a categorical level. Section 4. Budget Amendments a. The City Council may make any amendments to the adopted budget, by resolution, as it may deem necessary and proper. b. Budget amendments requesting additional expenditures or expenses must also identify the corresponding funding source. Section 5. Budget Transfers Budget transfers shall be accomplished pursuant to Administrative Policy FIN- 13 as provided by Resolution 2011- 19 adopted by the City Council on August 16, 2011. Section 6. Debt Service Debt service for the General Fund will be paid from operating revenues and/ or transfers from the Debt Service Fund. Debt service for the Utilities, Sanitation and Stormwater Enterprise Funds will be paid from operating revenues from the Enterprise Funds. Section 7. Carryovers a. Projects that were not completed during the prior fiscal year are carried forward and are funded with the carryover appropriations of the prior year. These are corresponding commitments anticipated to be incomplete as of September 30, 2019 and will be continued and made a part of the FY 2019- 20 budget. The document entitled " City of Fort Walton Beach FY 2019- 20 Grant& CIP Project Carryovers" dated September 18, 2019 comprises the total amount of$ 6, 917, 195 for all funds reported. 212  RESOLUTION 2019- 13 b. Encumbrances ( open purchase orders) that were not completed during the prior fiscal year aze carried forward and are funded with the corresponding carryover appropriations of the prior year. These are commitments anticipated to be incomplete as of September 30, 2019 and will be continued and made a part of the FY 2019- 20 budget. The document entitled " City of Fort Walton Beach FY 2019- 20 Encumbrance Carryovers" dated September 18, 2019 comprises the total amount of$2,483, 814.64 for all funds reported. Section 8. Effective Date This resolution sha11 become effective on and after October 1, 2019. Adopted: Y r l S, o G Richard A. Rynearso , Mayor Attest: Approved for form, legal sufficienc Ki . Barnes, City Clerk H ywa ykes, r., Ci o WA OA ti O %""' V f l w C--' . a 4 FIOp 213 214