CITY OF ORMOND BEACH BUDGET FOR THE FISCAL YEAR OCTOBER 1, 2018 THROUGH SEPTEMBER 30, 2019

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1 City of Ormond Beach Proposed Budget FY

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3 CITY OF ORMOND BEACH BUDGET FOR THE FISCAL YEAR OCTOBER 1, 2018 THROUGH SEPTEMBER 30, 2019 CITY COMMISSION BILL PARTINGTON DWIGHT SELBY TROY KENT RICK BOEHM ROB LITTLETON MAYOR ZONE ONE ZONE TWO ZONE THREE ZONE FOUR Joyce A. Shanahan Claire Whitley Kelly A. McGuire Christopher D. Byle City Manager Acting Asst. City Manager Finance Director Assistant Finance Director 3

4 TABLE OF CONTENTS Description Page# Introduction: 5 Community Overview 6 Statement of Vision 7 Organizational Chart 8 Budget Transmittal Letter 9 Strategic Goal Setting and Financial Planning Process 13 Financial Policies 27 Overview 45 General Fund Revenues, Expenditures, Staffing, Goals, 63 Accomplishments, and Perf. Measures Other Funds Revenues, Expenditures, Staffing, Goals, 189 Accomplishments, and Perf. Measures Enterprise Fund Revenues, Expenditures, Staffing Goals, 215 Accomplishments, and Perf. Measures Capital Improvement Program 261 Appendix 267 4

5 INTRODUCTION TABLE OF CONTENTS Description Page# Community Overview 6 Statement of Vision 7 Organizational Chart 8 Transmittal Letter 9 Goal Setting/Financial Policies 13 5

6 COMMUNITY OVERVIEW CITY OF ORMOND BEACH The city that is now Ormond Beach, which is located on the northeast coast of Florida, dates from the period immediately following the Civil War. J. Andrew Bostrom, a former Union soldier originally born in Sweden, settled land on the peninsula. Concentrated settlement on the mainland began in 1873 with the establishment of New Britain, founded by a small community of New Englanders intent on making their living from citrus cultivation. In 1875, New Britain was subdivided into blocks and lots, with the original plat containing eleven (11) streets. Of the eleven (11) streets, seven (7) retain their original names, with four (4) located in present downtown Ormond Beach. By 1880, New Britain had grown enough to warrant incorporation. During the elections for incorporation, the town name was changed to Ormond, in honor of James Ormond III, descendant of an early British colonist from the 1770 s. The town was legally incorporated on April 22, 1880 and adopted the banana tree as the town emblem. The development of Ormond Beach accelerated during the 1880 s when John Anderson, Joseph Price, Stephen Van Cullen White and other pioneers saw that the small wilderness community was linked by rail with the eastern United States. Their entrepreneurial spirit led to the construction of a bridge spanning the Halifax River (Atlantic Intra-coastal Waterway) from the mainland to the peninsula and the Ormond Hotel, a building that helped define the social and economic character of the community. During the late nineteenth and early twentieth centuries, Ormond became one of Florida s most recognized resort communities and the location of some of the first automobile races in the United States. Consequently, Ormond Beach became and is still known today as the Birthplace of Speed. Ironically, following World War I, as the automobile became increasingly available to middle America, the character of Florida tourism changed, and Ormond declined in importance as a winter resort and tourist mecca, becoming a more traditional residential community. In 1959, the City was granted 1,164 acres of land from the Federal government that was developed into a municipal airport that consists of two (2) active runways and six (6) taxiways. In addition, the City purchased 176 acres from the Federal government in 1959; a site that has since been developed into a successful commerce center. Since 1970, the city s population increased from approximately 14,000, to the present population of approximately 38,000, which has resulted from a combination of real growth and annexations. During the 1990 s, residential development and the City s commercial and retail center expanded westward beyond Interstate 95 as the size of the City grew to approximately 29 square miles. The median age of the City s residents is Approximately 42% of households include someone over the age of 65. Median income is $62,243 with 32% of citizens having achieved a higher education (Bachelor or Master degree). 6

7 STATEMENT OF VISION CITY OF ORMOND BEACH FLORIDA The future of the City of Ormond Beach depends on a partnership among citizens, businesses, civic organizations, elected officials and City employees. Working Together, we can make Ormond Beach one of the most attractive, stimulating and progressive cities in the nation. We see Ormond Beach as a community characterized by a high quality of life for all. From our youngest citizens to our oldest citizens, we want to provide significant opportunities for earning, for learning, for leisure and recreation, and for self-expression. We see Ormond Beach as a community of many dimensions. Among these, we see our City as: A family oriented community, striving to provide a safe and supportive environment in which families of all ages can build on their strengths and their traditions. A learning community, in which all citizens may participate in life-long opportunities for personal growth and development, especially as they participate in the strong historic, cultural, artistic, and athletic traditions of the area. An environmentally sensitive community, marked by mature trees, clean water, well-kept neighborhoods, and attractively landscaped thoroughfares. An economically sound community, boasting a diverse economy and a balanced, controlled, but friendly approach to business and development. A diverse community, one in which all citizens and all sectors of the City find meaningful opportunities and one in which all are valued for the unique contribution they make. A responsive community, with a City government that cares and communicates well with the citizenry and provides timely, even-handed, and courteous service to all. A well-run community, offering high quality basic City services in an effective and efficient manner, and encouraging creative and proactive approaches to the conduct of government. An involved community, one in which citizens throughout the community acknowledge and respect their differences, but recognize that the accomplishment of our objectives will require the full participation of all. 7

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9 CITY OF ORMOND BEACH City Manager 22 S. Beach St. Ormond Beach, FL (386) Fax: (386) July 17, 2018 Honorable Mayor, City Commissioners and Citizens of the City of Ormond Beach: It is my pleasure to present the proposed FY budget. The City s Budget is focused on core city services while still being responsible and accountable to the taxpayer. This budget provides that full array of municipal services in a cost efficient and effective manner. The net budget totals $77,689,244 which is an increase of $2,546,533 or 3.39% from the current year budget. The increase is the result of changes from year to year in the amount of capital projects. The General Fund net Budget totals $31,476,432 and is an increase of $1,114,643 or 3.67%. The increase is attributable to funding of wage adjustments, pension costs, and the addition of three full-time positions. The taxable property value is $3.47 billion, an increase of $224.2 million from the 2017 taxable value. The increase in taxable value includes $190.2 million from existing properties and $34 million from new construction and annexations. The taxable value is less than it was 10 years ago. The budget has been prepared with an operating millage rate of which is 5.80% above the rolled back millage rate. This operating millage will provide necessary funding for General Operations, Public Safety, Facilities Renewal and Replacement, Capital Improvements, General Vehicle Replacements and Transportation Improvements. The total millage (including voter approved debt millages of ) is , a reduction of 0.62%. Overall retirement plan costs (including City contributions to the 401a plan) increased by $92,000 as a result of planned salary adjustment. Unfunded liabilities decreased by $1.1 million as a result of favorable investment returns. The budget has been prepared to meet the highest standards of municipal budgeting and outlines the City s commitment to providing quality services in the most cost effective manner possible. The budget document serves several purposes: Financial Plan: The budget outlines the financial structure necessary for financial stability and provides five-year capital improvement program and debt management information. 9

10 Policy Document: The budget identifies service levels, programming and capital improvements and the associated financial impacts. Operation Guide: The budget includes information relative to organization units and workforce as well as establishes goals and objectives for departments. Communication Device: The budget is presented in a manner which is easily understood through graphs, charts and narrative description. Budget Challenges As in years past, the development of the FY budget has been impacted by the slow growth in non-ad valorem revenues. Initiatives and Budget Preparation Guidelines At the 2018 Financial Trends Workshop, the City Commission established the following initiatives and guidelines which were used to prepare the FY budget: Initiatives/Guidelines: Maintain existing tax rate. Maintain a General Fund Reserve of at least 15%. Continue funding of Facilities R&R, General Capital Improvements and Transportation with dedicated millage. Adjust Leisure Services Fees annually to maintain 10-20% of associated costs. Outcomes: The current service level budget will be funded within the existing tax rate of mills. The budget was prepared without use of General Fund reserves. Facilities R&R Funding of $500,000 will be provided through continuation of a dedicated tax millage. General Capital Improvements of $400,000 will be provided through continuation of a dedicated tax millage. Transportation funding of $500,000 will be provided through continuation of a dedicated tax millage. General Vehicle and Equipment funding of $227,000 will be provided through continuation of a dedicated tax millage. Leisure Service fees will be adjusted by 3%. 10

11 Budget Assumptions Revenues 1. Conservative revenue estimates are utilized to allow for unanticipated changes in collection levels or economic deterioration. In the case of revenues distributed by the State such as sales tax and municipal revenue sharing, revenue estimates are based on information provided by the Legislative Committee on Intergovernmental Relations and the City s historical trends. 2. The budget was prepared using an operating millage rate of mills. The total millage, including debt, is The budget includes a 3% increase in Leisure Service fees. 4. The budget was prepared without the use of General Fund Reserves. Expenditures 1. As a service provider, employee costs account for a significant portion of the City s budget. The budget has been prepared according to the following assumptions: a. Retirement contributions Necessary funding for retirement benefits has been included and is based upon the most recent annual actuarial evaluation. Total contributions amount to $5.1 million. b. A health insurance premium The budget provides for estimated increases in healthcare cost and includes the continuation of the annual healthcare incentive. 2. Personnel changes include the following: a. Net change in full-time personnel is 2.5 with the change of a part-time Office Assistant to a full time Office Assistant and the addition of a Permit Technician and Building Maintenance Supervisor. 3. General fund contributions to outside agencies (not for profit) are as follows: Agency Amount Crime Stoppers $ 600 Early Learning Coalition $ 7,440 Operation Caring Through Sharing $1,488 Homeless Initiative $82,000 Hope Place (CDBG Funded) $25,000 11

12 Cost allocation/transfers The City s Engineering Division provides services to capital project funds such as Transportation, Stormwater, General Capital Improvements and Water/Wastewater. The cost allocation plan provides for a direct department charge in lieu of an interfund transfer resulting in more complete financial disclosure. Similarly, the Fleet division provides services for other departments and costs are allocated accordingly. Tax Rate Although the operating tax rate is equal to 5.80% above rolled back tax rate, the total millage declined by 0.62%. The impact on individual property owners will be dependent upon the change in their taxable value. With an average assessed value of $150,000 and a taxable value of $100,000, homesteaded property owners are likely to see an increase in City property taxes of approximately $17.50 per year. Recognition I would like to thank the City s Department Directors and Division Managers for their efforts in preparing and closely monitoring their respective budgets and programs. I would also like to recognize Kelly McGuire, Finance Director and Chris Byle, Assistant Finance Director for their work in preparing the FY budget. Respectfully submitted, Joyce A. Shanahan City Manager 12

13 STRATEGIC GOAL SETTING AND FINANCIAL PLANNING PROCESS The strategic goal setting and financial planning process consists of the following components: City Commission Strategic Planning Workshop. Financial Trends Workshop. Capital Improvement Workshop. Proposed Budget Workshop. Strategic Planning The City conducted a strategic planning process which consisted of citizen vision meetings and a strategic planning workshop for the City Commission. The strategic goals chosen by the City Commission included the development of a long-term financial plan. This plan was reviewed by the Budget Advisory Board and later adopted by the City Commission as part of the FY budget process. The long-term financial plan, included in the appendix of this document, was updated and presented to the City Commission in March 2018 during the Financial Trends Workshop for FY At this workshop, staff reviewed both short and long-term financial trends with the City Commission and developed guidelines for the preparation of the proposed budget as outlined earlier in this section. The following trends were considered during preparation of the FY budget: National Economy: Economic indicators are useful for evaluating the environment within which the City operates. The Consumer Price Index (CPI), a widely used indicator of inflation prepared by the U.S. Bureau of Labor Statistics increased by 2.1% as of the end of calendar year 2017 as compared to Local Economy: According to the U.S. Bureau of Labor Statistics, unemployment for the Deltona- Daytona Beach-Ormond Beach area continues to decline. Unemployment peaked at 12.3% in 2010 and has since declined to 3.8% as of the end of calendar year Currently, an estimated 11,300 people locally are unemployed out of a labor force of 295,

14 3.50% Consumer Price Index 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 300, , , , , , , , , Labor Force

15 290,000 Employed 280, , , , , , ,000 35,000 30, Unemployed Deltona/Daytona/Ormond 25,000 20,000 15,000 10,000 5,

16 Miscellaneous Revenues 3.2% Revenues FY Transfers In 15.5% Bonds 10.1% Fines and Forfeitures 0.1% Taxes 23.1% Charges for Service 33.2% Intergovernmental Revenue 8.2% Licenses and Permits 6.6% 16

17 Property Taxes: The 2017 taxable value is $3.25 billion, an increase of $237.6 million from the 2016 taxable value. The increase in taxable value includes $191.8 million from existing properties and $45.8 million from new construction and annexations. The operating tax rate is mills. The total tax rate (including debt service) is mills. The City of Ormond Beach has the third lowest tax rate of the following 16 Volusia County cities: $4.00 Taxable Property Value In Billions $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $

18 User Fees: User fees are levied to fund the costs of certain activities or services. Unlike taxes, user fees are charges directly related to the service provided. Water and Sewer, Stormwater, and Solid Waste fees are expected to grow slightly. Recreation fees are expected to remain stable. $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Charges for Service Other Major Revenue Sources: Leisure Services Other The largest components of General Fund revenue aside from property taxes are franchise fees, utility taxes, communications service tax, licenses and permits, half cent sales tax and municipal revenue sharing. These non-property tax revenue sources have shown little growth in the past five years and future growth is estimated to be minimal. $3,300,000 $3,200,000 $3,100,000 $3,000,000 $2,900,000 $2,800,000 $2,700,000 $2,600,000 $2,500,000 $2,400,000 Franchise Fees

19 Utility Tax $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Communication Service Tax

20 Business Tax $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Intergovernmental (includes sales tax)

21 Expenditures FY Transfers 15.5% Contingencies 0.7% General Government Services 10.8% Public Safety 18.2% Debt Service 7.1% Leisure Services 9.3% Human Services 0.3% Economic Environment 0.4% Transportation 8.3% Physical Environment 29.5% 21

22 Personnel Trends: Position Count History Fiscal Year Full-time Part-time The total budget includes 328 full-time positions and 43 part-time positions. Personnel costs are budgeted at $28.6 million for FY $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 City-wide Personnel Costs $0 FY FY FY FY FY FY FY FY FY Budget Workers Comp 580, , , , , , , , ,112 Health 1,992,246 1,947,814 1,886,641 2,047,540 2,241,369 2,494,999 2,949,662 3,041,992 3,246,541 Deferred Comp. 14,364 15,137 14,585 22,995 54,301 82,489 98,137 4,699, ,216 Pension 2,487,110 3,117,769 3,953,115 4,994,402 4,909,804 4,261,395 4,744,989 1,305,415 4,811,924 Wages & FICA 17,120,92 16,618,04 16,457,70 17,015,91 19,286,84 17,240,35 16,972,59 17,605,51 19,741,98 22

23 Pension Costs: The City s pension costs (including other funds) are estimated at $4.8 million for FY Actual expenditures for FY are consistent with the prior year. Fiscal Year General* Police Fire Total 2018 Budget $1,875,838 $1,671,142 $1,264,944 $4,811, $1,677,983 $1,405,757 $1,144,434 $4,228, $1,841,947 $1,184,,020 $1,240,944 $4,266, $1,958,386 $1,166,553 $1,136,456 $4,261, $2,308,533 $1,311,447 $1,289,824 $4,909, $2,472,686 $1,267,315 $1,254,401 $4,994, $1,998,459 $948,224 $1,006,432 $3,953, $1,649,904 $695,744 $772,121 $3,117, $1,001,811 $632,568 $852,731 $2,487,110 *Includes Stormwater, Airport, Water/Wastewater, and Solid Waste employee costs. Operations and Maintenance: This category of expenses includes supplies, materials, maintenance and repairs, utilities, fuel, insurance and other charges. These expenses are largely impacted by program and service delivery levels as well as fixed costs over which the City has little control such as utilities, fuel and insurance. Conservation efforts have kept these fixed expenses relatively stable during the past several years. $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY FY FY FY FY FY FY FY FY Budget Fuel Insurance Utilities 23

24 Fund Balance: Beginning in FY , the City adopted the new GASB 54 classifications for fund balance meant to clarify the strength of the constraints that control how specific funds can be spent. The new classifications are: a) Non-Spendable Fund Balance - Amounts that cannot be spent because they are either (a) not in spendable form or (b) legally or contractually required to be maintained intact. b) Restricted Fund Balance - Amounts constrained to being used for specific purposes by external parties. c) Committed Fund Balance - Amounts that can be used only for the specific purposes determined by formal action of the City Commission. d) Assigned Fund Balance - Amounts intended to be used for a specific purpose. The intended purpose may determined by the City Commission, City Manager, or Finance Director. e) Unassigned Fund Balance This classification represents any fund balance that has not been classified in another category. The unassigned fund balance of the City s General Fund was $6.4 million as of September 30, The City s benchmark is 15% of current year expenditures. $8.00 $7.00 $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 Fund Balance History 24

25 Initiatives/Guidelines for Proposed FY Budget: Several guidelines were established by the City Commission during the Financial Trends Workshop which staff used to develop the FY proposed budget. Maintain existing tax rate. Maintain a General Fund Reserve of at least 15%. Continue funding of Facilities R&R, General Capital Improvements and Transportation with dedicated millage. Adjust Leisure Services Fees annually to maintain 10-20% of associated costs. Capital Improvement Program Workshop After the completion of strategic goal setting and financial trend analysis, the City develops the capital improvement program and presents it to the City Commission at a workshop. The City s Five-Year Capital Improvements Program represents a substantial effort to identify and schedule capital investments for a multi-year period. Departments submit capital improvement requests to the Finance Director (capital projects with a cost of $25,000 or greater). The Finance Director and City Manager meet with departments to discuss their requests. The Leisure Services Advisory Board, Quality of Life Board, Aviation Advisory Board, and Public Works Board also provide recommendations for consideration. The proposed capital improvement plan is reviewed and finalized by the City Commission during a workshop in June. Projects recommended for funding in the next fiscal year are incorporated into the proposed annual budget. The CIP workshop focuses on the following areas: Developing a consensus with respect to appropriating the necessary funding for the upcoming budget years. Developing a consensus on the level of funding for property tax supported projects included in the following categories: Facilities Renewal and Replacement, General Capital Improvement and Transportation. Also discuss the addition of a dedicated millage for General Vehicle Replacement. Projects included in the CIP will be funded based on one or more of the following factors with maintenance or upgrade of existing facilities being the highest priority: o Involves necessary or planned maintenance, renovation or construction of an existing facility, equipment or infrastructure. 25

26 o Reflects a prior multi-year commitment previously approved by the City Commission. o Enhances the use or appearance of an existing facility or City-maintained public area. o Included in a previous Master Plan or conceptual plan previously considered and endorsed or reviewed by the City Commission. Budget Development and Workshop Departments submit annual budget requests (personnel and operating) to the Finance Director in April. Department requests are reviewed by the City Manager and Finance Director. Thereafter, the proposed budget is provided to the City Commission for review prior to the budget workshop held in mid-july. This workshop is a culmination of the aforementioned planning workshops. Changes to the proposed budget and tax rate are discussed during this workshop. The tentative tax rate is approved by the City Commission during a regular meeting in July. The final tax rate and budget are approved by the City Commission in September. Outcomes relative to the guidelines set by the City Commission for the preparation of the FY budget are: The current service level budget will be funded within the existing tax rate of mills. The budget was prepared without use of General Fund reserves. Facilities R&R Funding of $500,000 will be provided through continuation of a dedicated tax millage. General Capital Improvements of $400,000 will be provided through continuation of a dedicated tax millage. Transportation funding of $500,000 will be provided through continuation of a dedicated tax millage. General Vehicle and Equipment funding of $225,000 will be provided through continuation of a dedicated tax millage. Leisure Service fees will be adjusted by 3% to maintain benchmark. 26

27 FINANCIAL POLICIES TABLE OF CONTENTS Description Page# Budget Calendar 28 Fund Structure 29 Discussion of Major Funds 30 Financial Policies 34 27

28 DATE March 6 BUDGET CALENDAR ACTIVITY Financial Trends Workshop with City Commission (5:30 at City Commission Chambers) June 5 City Commission Workshop to Review Proposed 5 Year Capital Improvements Program (5:30 at City Commission Chambers) June 5 Budget Requests due from Depts. June Budget Review Meetings with City Manager July 1 July 17 July 31 July 31 September 5 September 19 Certification of taxable value submitted to City Budget document submitted to City Commission Operating Budget Workshop Approval of tentative millage levy at regular City Commission meeting (7:00 at City Commission Chambers) First Public Hearing to adopt proposed millage rates and budget Second and Final Public Hearing to adopt Final millage rates and budget. 28

29 FUND STRUCTURE APPROPRIATED FUNDS NON-APPROPRIATED FUNDS GENERAL FUND SPECIAL REVENUE FUNDS ENTERPRISE FUNDS TRUST AND AGENCY FUNDS CAPITAL PROJECTS FUNDS General Improvements Vehicle Replacement Fund Transportation Improvements Fund Recreation Impact Fee Fund Local Road Impact Fee Fund Stormwater Impact Fee Fund Downtown Redevelopment Trust & Ormond Crossings Stormwater Fund Airport Fund State Law Enforcement Trust Economic Development Fund Federal Law Enforcement Trust Pension Contribution Pass Through Recreation Facility Fee Fund Grant Fund Utility Operating Fund Vehicle and Equipment Replacement Fund Renewal and Replacement Fund West Ormond Reuse Impact Fee Fund Water System Impact Fee Fund Wastewater System Impact Fee Fund Water/Wastewater Debt Service Fund Water Treatment Plant Construction Fireman s Pension Trust Fund General Employees Pension Fund Police Officers Trust Fund Facilities R&R Wastewater Treatment Plant Construction INTERNAL SERVICE FUND DEBT SERVICE FUNDS Watermain Construction 2013A Workers Compensation and General Liability Insurance Fund Downtown Redevelopment Sinking Fund Watermain Construction 2014 Lease Finance Fund 2002/2003 GOB Refunding Sinking SOLID WASTE FUND 29

30 MAJOR FUNDS Governmental Fund Types 1. General Fund - The General Fund is the general operating fund of the City. It is used to account for all financial resources, except those required to be accounted for in another fund. 2. Special Revenue Funds - Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than major capital projects) that are legally restricted to expenditures for specified purposes. a. Downtown Redevelopment Trust and Ormond Crossings Funds Used to account for tax increment proceeds received by the City within a specific district authorized by state statute. b. Stormwater Drainage Utility Fund The fund s purpose is to provide maintenance to the City s existing stormwater drainage system. Revenues are provided from user charges assessed to utility customers. c. Municipal Airport Fund The fund accounts for the financial activities of the Ormond Beach Airport. The airport was deeded to the City in The agreement restricts the use of the land and revenues derived from aviation related purposes. The airport is funded through rentals and lease revenues, grant revenues and transfers from the General Fund. d. Local Law Enforcement Trust Fund Used to account for proceeds generated by confiscation activities of the Police Department. Expenditures are restricted for law enforcement purposes only. e. Economic Development Fund This fund accounts for the City s proceeds of land sales and development costs associated with the City s airport business park. f. Federal Law Enforcement Trust Fund Used to account for proceeds generated by confiscation activities of the Police Department. Expenditures are restricted for law enforcement purposes only. g. Pension Contribution Pass Through Used to account for State contributions to the Police and Fire pension funds. h. Recreational Facility Use Fee Fund This fund accounts for impact fees assessed against users of recreation and cultural facilities within the City. Use of these funds is limited to expansion of those facilities. i. Grant Funds This fund accounts for proceeds of federal and state financial assistance and related capital expenditures. j. Facilities Renewal and Replacement This fund accounts for dedicated tax revenue used to maintain City facilities. 3. Debt Service Funds - Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term debt principal, interest and related costs. 30

31 a. Financing Debt Service Fund This fund records principal and interest payments on various capital lease and notes payable obligations. Revenue sources include interest on investments and transfers from the General Fund. b General Obligation Debt Service Fund This fund records principal and interest payments on Series 2002 General Obligation Bonds. Revenues include ad valorem property taxes and interest on investments. c General Obligation Debt Service Fund- This fund records principal and interest payments on Series 2003 General Obligation Bonds. The proceeds of this debt issue were utilized to construction Fire Station #92. Revenues include ad valorem property taxes and interest on investments. d Revenue Bonds This fund records principal and interest payments on Series 2004 Revenue Bonds. The proceeds of this bond issue were used to construct Fire Station #91. e General Obligation Debt Service Fund- This fund records principal and interest payments on Series 2010 General Obligation Bonds. The proceeds of this debt issue were utilized to construction a beachfront park 4. Capital Projects Funds - Capital Projects Funds are used to account for financial resources to be used for equipment replacement or the acquisition or construction of major capital facilities (other than those financed by proprietary funds and trust funds). a. Capital Improvement Fund This fund is used to account for capital assets acquisitions and construction from general government resources and intergovernmental grants. b. Equipment Renewal and Replacement Fund This fund accounts for replacement of existing capital assets provided by general government resources. c. Transportation Improvements Fund This fund is used to account for transportation related capital infrastructure acquisition and construction from general government resources. d. Recreation Facilities Impact Fee Fund This fund accounts for impact fees assessed and collected against new construction activities. Use of funds is restricted for expansion of existing recreational facilities or construction of new recreational facilities. e. Local Roads Impact Fee Fund This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion of existing local roadway links or construction of new local roadways. f. Stormwater Drainage Impact Fee Fund This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion of existing stormwater management facilities or construction of new stormwater management facilities. 31

32 Proprietary Fund Types 1. Enterprise Funds - Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises--where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. a. Water and Wastewater Fund This fund is used to account for general water and sewer operations. The primary source of funding is user charges to water and sewer customers. b. Water and Wastewater Vehicle and Equipment Replacement This fund accounts for replacement of existing vehicles and equipment for the benefit of Water and Wastewater. c. Water and Wastewater Renewal and Replacement - This fund accounts for replacement of existing capital assets for the benefit of Water and Wastewater. d. Water and Wastewater Debt Service Used to account for principal and interest payments resulting from the issuance of revenue bonds and other forms of debt. e. West Ormond Reuse Impact Fee - This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion and construction of reuse facilities. f. Water Impact Fee - This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion and construction of water facilities. g. Wastewater Impact Fee - This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion and construction of wastewater facilities. h. Water Treatment Plant Construction This fund accounts for the construction costs associated with the expansion of the water treatment plant. i. Wastewater Treatment Plant Construction Used to account for the construction costs associated with the rehabilitation and expansion of the wastewater treatment plant and wastewater system. j. Watermain Construction 2013A This fund accounts for construction costs associated with the first phase of the 2 inch watermain replacement program. k. Watermain Construction 2014 This fund accounts for construction costs associated with the second phase of the 2 inch watermain replacement program. 32

33 l. Solid Waste Fund Used to account for activities associated with the removal of trash and debris. Expenditures are funded through user charges to customers. 2. Internal Service Fund - The Internal Service Fund is used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, or to other governments, on a costreimbursement basis. a. Workers Compensation Fund This fund is used to account for expenditures associated with providing workers compensation coverage to employees. b. General Liability Insurance Fund - This fund is used to account for expenditures associated with providing general liability coverage to employees. Fiduciary Fund Types 1. Trust and Agency Funds - Trust and Agency Funds account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governments, and/or other funds. These funds are not included in the adopted budget. a. Firemen s Pension Fund Used to account for employee and employer contributions towards the Firemen s pension fund. b. Police Officer s Pension Fund - Used to account for employee and employer contributions towards the Police Officer s pension fund. c. General Employee s Pension Fund - Used to account for employee and employer contributions towards the General Employee s pension fund. 33

34 FINANCIAL POLICIES The accounting policies of the City of Ormond Beach conform to generally accepted accounting principles as applicable to governments. The following is a summary of the most significant accounting and budgeting policies. FUND ACCOUNTING The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures, or expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The purposes of the City s various funds and account groups are as follows: Basis of Budgeting The basis of budgeting for all funds is the same as the basis of accounting noted below. Basis of Accounting Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied. All Governmental Funds are accounted for using the modified accrual basis of accounting. Under the modified accrual basis, revenues are recognized when they become measurable and available as net current assets. Revenues that are susceptible to accrual include taxes, intergovernmental revenues, charges for services and investment earnings. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. Exceptions to this general rule include principal and interest on general long-term debt which are recognized when due. All Proprietary Fund Types and Pension Trust Funds are accounted for using the accrual basis of accounting. Their revenues are recognized when earned and expenses are recognized when incurred. 34

35 BUDGET POLICIES 1. Balanced Budget The City will adopt a balanced budget annually. A balanced budget occurs when revenues plus use of available fund balance equals expenditures with individual funds. 2. Budget Transfers and Amendments A. Administrative Approval of Intra-departmental Budget Transfers Any budget transfer between line item expenditures accounts (personal service, operating, and capital outlay) that does not increase or decrease the approved total appropriation of a department within the same fund and is less than $25,000 shall be reviewed by the Budget Director and approved by the City Manager or his designee. B. Commission Approval of Budget Transfers The following budget transfers shall be approved by a majority vote of the City Commission: 1. Transfers of $25,000 or more 2. All interfund transfers C. Commission Approval of Budget Amendments The following budget amendments shall be approved by Resolution by a majority vote of the City Commission: 1. Recognition of non-budgeted and unanticipated revenues received during the fiscal year. 2. Any increase or decrease in appropriated fund balance. 3. Any increase or decrease in the total approved appropriation of a fund. 35

36 REVENUE GUIDELINES The City employs the following revenue guidelines as part of the budget development process: 1. The General Fund operating budget millage rate will be based on a 96% tax collection rate as computed against the Current Year Gross Taxable Value as shown on Form DR-420 provided to the City by the Volusia County Property Appraiser. 2. The City will annually review Charges for Service to ensure that the fee structure, at a minimum, maintains the current level of cost recovery. 3. Ensure that fees charged in enterprise operations are calculated at a level that will support all direct and indirect costs of the enterprise. 4. Ensure that the basis for computing indirect cost allocations are reviewed annually and are based on prudent and defensible assumptions. 5. Revenue projections for all major non-ad valorem revenue sources will be based on prudent trend analysis that considers current and projected economic conditions. Budget projections for State-shared revenues will consider State of Florida estimates that are contained in the Local Government Financial Information Handbook as one of several factors for determining final revenue estimates. 6. Ensure that the City does not accept any revenue source whose terms of acceptance or collection may adversely affect the City. 7. The use of revenues which have been pledged to bond holders will conform to bond covenants which commit those revenues. 8. The undesignated fund balance in the General Fund will be maintained at no less than 15% of the total General Fund budget exclusive of budgeted reserves for contingency. 9. Water and Wastewater Impact fees will be set at a level that recovers the highest percentage of the cost of future capacity as permitted by law. 10. In financing capital improvements through the use of General Obligation Bonds, the City shall limit outstanding indebtedness to no more than 5% of current gross taxable value. 36

37 APPROPRIATION GUIDELINES 1. The City Commission adopts the annual budget at the fund level, whereas department managers prepare their respective budgets at the program level and allocate appropriations to specific line items in order to provide services at the current level of service. 2. Personal services are estimated based on collective bargaining provisions governing salary adjustments, whereas salary adjustments for non-bargaining unit employees are based on parameters defined by the City Manager and approved by the City Commission. Pension amounts are based on the defined level of funding as determined by the city s actuary. Health insurance premiums for employee coverage are estimated based on current market conditions that affect annual premium adjustments. 3. The emphasis in preparing the annual budget is on the development of performance outcomes and the relationship of those outcomes to providing the current or enhanced level of service and the budget resources needed to accomplish the identified service level. 4. The budget request for all programs will include an itemized list of capital equipment with a unit value of $5,000 or more and a separate line item appropriation for vehicle depreciation that will fund future replacement of city vehicles and heavy equipment based on the vehicle replacement schedule developed by the Fleet Manager and Finance Director. 5. Annually, the City Manager will have a comprehensive Five Year Capital Improvements Program (CIP) developed for review and approval by the City Commission. The Five Year CIP will identify and schedule priority capital improvements and provide recommended financing and the estimated operating budget impact for each project. 6. The level of classification detail at which expenditures may not legally exceed appropriations is the fund level. Department Directors and Division Managers are held accountable for their respective budgets at the program level. 7. Encumbrances outstanding at year-end represent the estimated amount of the expenditures ultimately to result if unperformed contracts/receipt of goods or services in process at year-end are completed. Such encumbrances do not constitute expenditures or liabilities, but rather reservations of fund balance for subsequent years appropriation. 8. Debt service millage will be set at levels which will generate sufficient revenue to make all required principal and interest payments. 37

38 City of Ormond Beach Fund Balance Policy 1) Introduction: Sound financial principles dictate that adequate fund balance will be maintained in order to reduce the risks associated with revenue shortfalls, natural disasters, and unanticipated expenditures. As such, the City hereby establishes a Fund Balance policy in accordance with Governmental Accounting and Standards Board Statement (GASB) No ) Fund Balance Classifications: a) Non-Spendable Fund Balance - Amounts that cannot be spent because they are either (a) not in spendable form or (b) legally or contractually required to be maintained intact. Non-Spendable Fund Balance includes items such as inventory, prepaid expenses, and long-term receivables. b) Restricted Fund Balance - Amounts constrained to being used for specific purposes by external parties. Examples of constraints on use of fund balance include those imposed by debt covenants, enabling legislation, and grantors. c) Committed Fund Balance - Amounts that can be used only for the specific purposes determined by formal action of the City Commission. The specific purpose may only be altered or removed by the City Commission taking the same formal action used to originally impose the constraint. The balance must be determined by the close of the fiscal year. d) Assigned Fund Balance - Amounts intended to be used for a specific purpose. The intended purpose may be determined by the City Commission, City Manager, or Finance Director. e) Unassigned Fund Balance This classification represents any fund balance that has not been classified as non-spendable, restricted, committed, or assigned. 3) Minimum Level of Unassigned Fund Balance (General Fund): The City will attempt to maintain unassigned fund balance of 15% of budgeted annual expenditures for the current year in the General Fund. Unassigned fund balance in the General Fund which is in excess of the 15% target may be used for any purpose designated by the City Commission as set forth in the annual budget and subsequent 38

39 budget amendments. The City will attempt to avoid use of unassigned fund balance for recurring expenditures. If, after the annual audit, the unassigned fund balance is determined to be below 15%, the Finance Director will notify the City Commission. The Finance Director will provide a plan to reduce expenditures and/or increase revenues in order to restore the fund balance with a timeframe determined by the City Commission. 4) Classification of Fund Balance (General Fund): a) Non-Spendable Fund Balance: i) Advances to Other Funds-Advances made by the General Fund to address negative balances in other funds. ii) Prepaids iii) Inventories b) Restricted Fund Balance Restricted fund balance reserves in the General Fund consist of: i) Frazier Trust-Funds held by the City for use by the Ormond Memorial Art Museum to establish an endowment as stipulated in the final judgment entered by Judge Rouse on July 21, c) Committed Fund Balance i) Ormond Beach Sports Complex-Funds received from the Volusia County School Board in connection with an agreement dated October 21, 2008 and approved by the City Commission with Resolution d) Assigned Fund Balance The City Commission hereby establishes the following assigned fund balance reserves in the General Fund: i) Assignment to Subsequent Year s Budget-Assigned fund balance may be designated for use in the subsequent year s budget by the City Commission, City Manager or Finance Director to appropriate a portion of unassigned fund balance for the purpose of eliminating projected deficits. e) Unassigned Fund Balance The City Commission hereby establishes the following unassigned fund balance reserves in the General Fund: 39

40 i) Revenue Stabilization- The City hereby establishes a budget stabilization fund of $2 million. The budget stabilization fund will be utilized to ensure adequate funding is available to maintain services during periods of significant revenue declines (both anticipated and unforeseen). Furthermore, the reserve can be used to address unfunded mandates. The use of budget stabilization reserves which may be appropriated in the subsequent year s budget is limited to $1 million or 50% of the revenue stabilization fund balance available. Use of unassigned fund balance will be authorized by the City Commission through approval of a budget ordinance in conjunction with the annual budget process or budget amendment. ii) General Fund- The City will attempt to maintain unassigned fund balance of 15% of budgeted annual expenditures for the current year. This balance is in addition to the Revenue Stabilization fund balance. 5) Spending Order of Fund Balances: Restricted amounts will be used first unless there is a legal prohibition to doing so. The City will then utilize committed fund balance followed by assigned fund balance. Unassigned fund balance will be used last. The Revenue Stabilization balance will only be used to provide funding for existing services/programs and unfunded mandates when current revenues are insufficient. General Fund Unassigned Fund Balance will be used in all other cases which include funding for one-time expenditures/capital projects and increases in service levels/programming. 6) Level of Authority: Committed Fund balance may only be established and revised by approval of the City Commission. The remaining reserve levels and policies herein may be revised and approved by the City Manager or Finance Director. 7) Effective Date: This Policy took effect immediately upon adoption and will be applied beginning with the preparation of the City's September 30, 2011 Comprehensive Annual Financial Report and adoption of the City's Fiscal Year Budget. 40

41 Introduction City of Ormond Beach Purchasing Policy This document serves to provide uniform purchasing procedures for all individuals authorized to make purchases on behalf of the City of Ormond Beach. Every employee involved in the purchasing process is required to adhere to the requirements of this document as well as Chapter 2, Article IX, Division 3 of the City of Ormond Beach Code of Ordinance which outlines the regulations applicable to procurement by City employees. New Vendors 1. The purchaser must submit the New Vendor Request form when making purchases from vendors who have not previously done business with the City. Purchasing Procedures 1. Purchases exceeding $25,000 require issuance of a invitation to bid or RFP: a. Bid/RFP specifications are to be submitted to the Purchasing Coordinator for review along with a Bid/RFP Request Approval form. b. Once the specifications have been approved, the Purchasing Coordinator will advertise the bid/rfp and post to DemandStar. c. All bids/rfp s and corresponding amendments will be provided exclusively through DemandStar unless other arrangements are approved by the Purchasing Coordinator. d. Recommendations for award will be determined as follows: i. For invitations to bid, the Contract Manager will determine the lowest qualified, responsive, and responsible bidder. ii. For RFP s, a review committee will determine which proposal is deemed appropriate for recommendation of award. e. A recommendation for award (via a CM memo) will be prepared by the Contract Manager and submitted to the Finance Director for approval. Once approved, the CM memo will be forward to the City Attorney and City Clerk for placement on the appropriate agenda. 2. Purchases $2,500-$25,000: a. The purchaser will obtain three written quotations. 3. Purchases $501-$2,499: a. The purchaser will obtain three verbal quotations. 4. Special Purchasing Issues: a. Sole source procurement where there is only one source for the required item(s) or service(s). 41

42 i. The purchaser must submit a Sole Source Procurement form to the Purchasing Coordinator prior to making such purchases. ii. The Sole Source Procurement form will be posted on DemandStar for ten days prior to making such purchases. b. Emergency procurements may be authorized by the Finance Director when there exists a threat to public health, welfare or safety; provided that such emergency procurements shall be made with such competition as is practicable under the circumstances. i. The purchaser must submit a memo to the Finance Director outlining the need to make an emergency purchase in advance of making such purchase. c. Change orders i. If the cumulative value is less than $25,000, City Commission approval is NOT required prior to the authorization of additional work. The City Commission will be notified upon completion of the project of the total change order amount. ii. If/when the cumulative value exceeds $25,000, City Commission approval must be received prior to the authorization of additional work. Purchase Requisitions 1. Purchase requisitions should be entered for ALL items/services with the following exceptions: a. Travel reimbursement-in lieu of a purchase requisition, employees should submit a Travel Request Voucher and applicable supporting documentation prior to undertaking any travel. An employee may elect to pay the cost of travel and receive reimbursement thereafter or have payment made directly to the appropriate vendors. b. Debt Service payments c. Reimbursements to employees, civic organizations, entertainers d. Refunds e. Employee/Retiree benefit payments f. Waste Management monthly disbursements 2. Except as noted above, no purchases shall be made until a purchase requisition has been entered and all approvals have been received. 3. Education reimbursement is first approved by submittal of the Education Reimbursement Request form. Once all necessary signatures have been obtained, a purchase requisition should be entered. 4. All vendors who are provided services to the City must be licensed accordingly. It is the purchaser s responsibility to contact the City s building division and validate that the vendor has obtained all applicable business licenses. 5. The purchaser is expected to verify that the vendor chosen has met the applicable insurance requirements as specified in Resolution dated 8/16/11. a. Insurance requirements can be found in the New Vendor attachment. 42

43 b. Existing insurance certificates will be maintained by the Risk Manager and are available for review by the purchaser at S:\VendorInsurance c. If a valid insurance certificate is not available at S:\VendorInsurance, it is the purchaser s responsibility to obtain the necessary certificate(s) and the certificate(s) to the Risk Manager. d. Once the Risk Manager has received the necessary insurance certificate(s), she will approve the requisition. 6. If the purchase requires obtainment of written quotations, the quotations must be ed to the Purchasing Coordinator. All quotations (whether verbal or written) should be documented within the electronic purchase requisition. Requests for Payment 1. Invoices submitted to the Finance Department for payment should include: a. Two signatures, one of which is a Department Head, Division Manager, or Supervisor/Foreman. b. For purchases made with a purchase order: i. Complete the receipts processing in Naviline. ii. Write the purchase order number on the invoice. c. For purchases made without a purchase order, write the account number(s) on the invoice. d. All invoices must be received by Tuesday at noon for payment on Friday of the same week. Credit Card Usage 1. In the event a purchase can only be made via a credit card, the purchaser must first obtain the approval of the Finance Director and Purchasing Coordinator by submitting the Credit Card Approval form. 43

44 City of Ormond Beach Investment Policy 1. The City of Ormond Beach is hereby authorized to invest funds under its control, which are in excess of those funds required to meet short-term expenses, in the following instruments, and may divest itself of such investments, at prevailing market prices or rates, subject to the limitations stated: a. The Local Government Surplus Funds Trust Fund, or any intergovernmental investment pool authorized pursuant to the Florida Interlocal Cooperation Act, as provided in Section , Florida Statutes; b. Securities and Exchange Commission registered money market funds with the highest credit quality rating from a nationally recognized rating agency; c. Savings accounts in state-certified qualified public depositories, as defined in Section , Florida Statutes; d. Certificates of deposit in state-certified qualified public depositories, as defined in Section , Florida Statutes; e. Direct obligations of the U.S. Treasury; and f. Federal instrumentalities. agencies and instrumentalities. 2. The securities listed in subparagraphs (c), (d), (e), and (f) of Paragraph 1 shall be invested to match investment maturities with known cash needs and anticipated cash-flow requirements. 3. This Investment Policy shall not apply to pension funds, trust funds, or funds related to the issuance of debt, provided that there are other existing policies or indentures in effect for such funds. The complete policy can be found in the appendix of this document. 44

45 OVERVIEW TABLE OF CONTENTS Description Page# Budget Summaries 46 Revenue Highlights Taxable Value Trends 50 Property Tax Revenue/Rates 51 Utility and Solid waste Rate Comparison 54 Expenditure Highlights Personnel Costs 56 Position Count 57 Debt Summary 61 45

46 BUDGET SUMMARY FY SPECIAL DEBT CAPITAL WATER AND SOLID INTERNAL TOTAL ESTIMATED REVENUES GENERAL REVENUE SERVICE PROJECT WASTEWATER WASTE SERVICE ESTIMATED FUND FUNDS FUNDS FUNDS FUNDS FUNDS FUNDS REVENUES TAXES Millage Per $1000: Ad Valorem Taxes ,620, ,633, ,253,554 Ad Valorem Taxes (voted debt) , ,237 Delinquent Property Taxes 12, ,000 Local Option Gas Taxes ,275, ,275,000 Franchise Fees 2,800, ,432, ,232,000 Utility Service Tax 3,763, ,763,000 Business Tax 1,941, ,941,200 Licenses and Permits 878,250 41, , , ,969,850 Intergovernmental Revenue 3,874,500 5,528, , , ,594,541 Charges for Service 1,137,500 2,525, ,298,000 7,040,000 1,442,465 31,442,965 Fines and Forfeitures 93,000 15, ,000 Miscellaneous Revenues 2,516, , ,000 10,000 1,000 40,000 2,788,875 TOTAL SOURCES 29,636,358 8,310, ,237 3,518,521 20,960,000 8,473,000 1,482,465 73,126,222 Transfers In 4,126, , , ,500 7,674, ,073,957 Fund Balances/Reserves/Net Assets 0 931, ,000 1,474, ,500 3,198,851 Bond Proceeds ,000 4,999, ,449,000 TOTAL REVENUES, TRANSFERS AND USE OF RESERVES 33,763,296 9,903,215 1,623,549 5,177,021 35,107,984 8,473,000 1,799,965 95,848,030 SPECIAL DEBT CAPITAL WATER AND SOLID INTERNAL TOTAL GENERAL REVENUE SERVICE PROJECT WASTEWATER WASTE SERVICE ESTIMATED EXPENDITURES FUND FUNDS FUNDS FUNDS FUNDS FUNDS FUNDS EXPENDITURES General Government Services 6,291,371 85, ,200 1,851, ,688,000 10,280,544 Public Safety 15,751, , , ,149,385 Physical Environment 0 3,046, ,384,302 7,247, ,678,355 Transportation 4,228,873 3,847, , ,762,273 Economic Environment 331, ,405 Human Services 91, , ,528 Leisure Services 5,884,199 1,596, ,163, ,643,976 Debt Service 0 0 1,608, ,097, ,705,782 TOTAL EXPENDITURES 32,579,261 9,565,323 1,608,562 3,845,665 24,333,495 7,247,942 1,688,000 80,868,248 Transfers Out 2,272, , ,671 9,578,404 1,173, ,965 14,073,957 Fund Balance/Reserves/Net Assets -1,088, ,521 14, ,685 1,196,085 51, ,825 TOTAL EXPENDITURES, TRANSFERS AND RESERVES 33,763,296 9,903,215 1,623,549 5,177,021 35,107,984 8,473,000 1,799,965 95,848,030 46

47 ALL FUNDS SUMMARY The FY budget includes total net appropriations of $77.7 million ALL FUNDS SUMMARY Actuals Budget Budget FY FY Description General Fund (001) 32,256,339 32,762,088 33,763,296 1,001, % Special Revenue Funds: Downtown Redevelopment Trust Fund (104) 704,225 2,326,711 1,914,176 (412,535) % Ormond Crossings Trust Fund (106) - 51,197 82,198 31, % Stormwater Utility Fund (107) 1,926,571 3,035,000 3,406, , % Airport Fund (108) 910,976 1,217,512 2,537,611 1,320, % Local Law Enforcement Trust Fund (109) - 15,000 65,800 50, % Economic Development Fund (110) % State Law Enforcement Trust Fund (112) % Pension Contribution Pass Through Fund (113) 648, , , % Recreation Facility Fee Fund (115) 11,211 38,620 41,600 2, % Grants Fund (116) 362, ,000 1,155, , % Total Special Revenue Funds 4,564,495 8,354,040 9,903,215 1,549, % Debt Service Funds: Financing Debt Service Fund (205) 545, , ,312 90, % 2002 GOB Debt Service Fund (209) 270, , ,464 (12,062) -4.14% 2003 GOB Debt Service Fund (210) 107, , ,443 (6,403) -5.21% 2004 Revenue Bond Fund (211) 157, , ,000 (2,000) -1.25% 2010 Beachfront Park Bond Fund (220) 344, , ,330 (21,703) -5.85% Total Debt Service Funds 1,424,519 1,575,716 1,623,549 47, % Capital Improvement Funds: Capital Improvements Fund (301) 663,348 1,435,933 1,986, , % Equipment Renewal & Replacement Fund (302) 455, , ,231 (151,376) % Transportation Improvements Fund (308) 1,582,674 1,853,802 1,777,366 (76,436) -4.12% Recreational Impact Fee Fund (310) 49, , ,000 90, % Local Road Impact Fee Fund (316) - 35,000 60,000 25, % Facilities Renewal & Replacement Fund (317) 699, , , % Stormwater Impact Fee Fund (318) - 25,000 25, % Total Capital Improvement Funds 3,449,343 4,739,324 5,177, , % Water and Wastewater Funds: Water and Wastewater Fund (401) 21,268,220 20,130,857 19,658,182 (472,675) -2.35% Vehicle Replacement Fund (408) 186, , ,000 (132,000) % Renewal & Replacement Fund (409) 3,365,713 5,459,125 6,766,802 1,307, % Water/Wastewater Consolidated Debt Service Fund (414) 1,139,860 5,400,000 5,550, , % West Ormond Reuse Impact Fee Fund (433) % Water System Impact Fee Fund (434) 61,585 3,653, , , % Wastewater System Impact Fee Fund (435) 200,000 1,405,000 2,532,000 2,532, % Watermain Phase II (444) 64, % Total Water and Wastewater Funds 26,286,354 36,321,757 35,107,984 (1,213,773) -3.34% Solid Waste Fund (460) 14,952,253 8,291,000 8,473, , % Workers Compensation Fund (502) 570, , ,612 67, % General Liability Fund (504) 1,218, , , % TOTAL BUDGET APPROPRIATION 84,722,067 93,776,390 95,848,030 2,071, % Less: Interfund Transfers (16,484,638) (14,500,905) (14,073,957) 426, % Fleet Operations (Internal Service Charges) (1,374,452) (1,280,888) (1,198,698) 82, % Engineering (Internal Service Charges) (967,276) (1,119,421) (1,086,166) 33, % Consolidated Insurance Fund (Internal Service Charges) (1,788,764) (1,732,465) (1,799,965) (67,500) 3.90% TOTAL NET BUDGET 64,106,937 75,142,711 77,689,244 2,546, % 47

48 BUDGET SUMMARY BUDGET THREE YEAR SUMMARY CITY OF ORMOND BEACH, FLORIDA REVENUES Actuals Budget Budget FY FY Taxes 20,995,828 21,629,633 22,689,991 1,060, % Licenses and Permits 6,840,421 6,171,950 6,201,850 29, % Intergovernmental Revenue 12,860,870 7,718,026 9,894,541 2,176, % Charges for Service 31,162,518 31,163,414 31,442, , % Fines and Forfeitures 166, , ,000 (25,000) % Miscellaneous Revenues 4,579,203 3,013,183 2,788,875 (224,308) -7.44% TOTAL SOURCES 76,605,660 69,829,206 73,126,222 3,297, % Transfers In 12,539,639 14,500,905 14,073,957 (426,948) -2.94% Bond Proceeds and Other Sources 3,663,927 9,446,279 8,647,851 (798,428) -8.45% TOTAL REVENUES, TRANSFERS AND BALANCES 92,809,226 93,776,390 95,848,030 2,071, % Actuals Budget Budget FY FY EXPENDITURES General Government Services 9,289,706 10,093,315 10,280, , % Public Safety 15,333,469 17,093,977 17,149,385 55, % Physical Environment 26,691,008 27,669,293 27,164,553 (504,740) -1.82% Transportation 6,748,239 7,761,157 9,276,075 1,514, % Economic Environment 286, , ,405 (4,984) -1.48% Human Services 200, , , % Leisure Services 6,980,447 8,739,206 9,643, , % Debt Service 6,444,349 6,624,928 6,705,782 80, % TOTAL EXPENDITURES 71,974,409 78,634,793 80,868,248 2,233, % Transfers Out 12,747,658 14,500,905 14,073,957 (426,948) -2.94% Contingency 0 640, , , % TOTAL APPROPRIATED EXPENDITURES, RESERVES AND BALANCES 84,722,067 93,776,390 95,848,030 2,071, % 48

49 Change in Fund Balance Estimated Estimated Beginning Budget Budget Use Ending Fund Revenue Expenditures of Fund Fund Description Balance FY FY Balance Balance GENERAL FUND (001) 5,712,760 33,763,296 33,763,296-5,712,760 SPECIAL REVENUE FUNDS DOWNTOWN REDEVELOPMENT TRUST FUND (104) 751,455 1,373,437 1,914, , ,716 ORMOND CROSSINGS TRUST FUND (106) 78,218 82,198 82,198-78,218 STORMWATER UTILITY FUND (107) 6,011,918 3,147,250 3,406, ,580 5,752,338 AIRPORT FUND (108) (490,450) 2,457,181 2,537,611 80,430 (570,880) LOCAL LAW ENFORCEMENT TRUST FUND (109) 190,602 65,800 65, ,602 ECONOMIC DEVELOPMENT FUND (110) 501, ,672 STATE LAW ENFORCEMENT TRUST FUND (112) 5, ,840 PENSION CONTRIBUTION PASS THROUGH (113) - 700, ,000-0 RECREATION FACILITY FEE FUND (115) 325,867 41,600 41, ,867 GRANTS FUND (116) 357,095 1,155,000 1,155, ,095 TOTAL SPECIAL REVENUE FUNDS 7,732,217 9,022,466 9,903, ,749 6,851,468 DEBT SERVICE FUNDS FINANCING DEBT SERVICE FUND (205) 767, , , , GOB DEBT SERVICE FUND (209) 114, , , , GOB DEBT SERVICE FUND (210) 63, , ,443-63, REVENUE BOND FUND (211) 6, , ,000-6, BEACHFRONT PARK BONDS (220) 23, , ,330-23,419 TOTAL DEBT SERVICE FUNDS 975,388 1,623,549 1,623, ,388 CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENTS FUND (301) 745,505 1,986,058 1,986, ,505 EQUIPMENT RENEWAL AND REPLACEMENT FUND (302) 732, , , ,497 TRANSPORTATION IMPROVEMENTS FUND (308) 1,989,869 1,777,366 1,777,366-1,989,869 RECREATION IMPACT FEE FUND (310) 511, , , ,000 36,836 LOCAL ROAD IMPACT FEE FUND (316) 789,489 60,000 60, ,489 FACILITIES RENEWAL & REPLACEMENT (317) 378, , , ,277 STORMWATER IMPACT FEE FUND (318) 510,103 25,000 25, ,103 TOTAL CAPITAL PROJECTS FUNDS 5,657,576 4,702,021 5,177, ,000 5,182,576 49

50 Overview: REVENUE HIGHLIGHTS Citywide net revenues and use of prior year s reserves for FY are budgeted at $77,689,244. Taxable Value: The 2018 taxable value is $3.47 billion, an increase of $224.2 million from the 2017 taxable value. The increase in taxable value includes $190.2 million from existing properties and $34 million from new construction and annexations. (In billions) $4.0 $3.5 $3.0 $2.5 $2.0 $1.5 Gross Taxable Value Ten Year Trend $1.0 $0.5 $

51 Property Tax Revenue and Rates: General operating revenue available for general operations and capital improvements is estimated to be $13.8 million. General Operating Revenue: Description Budget FY Budget FY Change from FY to % Change from FY to FY City Property Taxes $13,358,028 $14,253,555 $895, % Less: Taxes Transferred to TIF Funds 462, ,635 $32, % City Property Taxes Available for General Fund and Capital Project Expenditures $12,895,789 $13,758,920 $863, % Total Tax Revenue: Change from FY to % Change from FY to FY Description Budget FY Budget FY General Operating $12,895,789 $13,758,920 $863, % Downtown Redev (TIF) 432, ,437 $24, % Ormond Crossings (TIF) 29,284 37,198 $7, % 2002 Debt Service 291, ,464 ($12,062) -4.14% 2003 Debt Service 122, ,443 ($6,403) -5.21% 2010 Debt Service 371, ,330 ($21,703) 0.00% Total Tax Revenue $14,143,433 $14,998,792 $855, % Th e operating tax rate is mills. The total tax rate (including debt service) is mills, a reduction of.062%. 51

52 FY Operating Tax Rates (excludes debt millages) Orange City, Deltona, 7.95 Lake Helen, 7.8 South Daytona, 7.8 Oak Hill, Ponce Inlet, 5.65 DB Shores, 5.23 Holly Hill, Deland, Edgewater, 6.7 Daytona Beach, Port Orange, , Ormond Beach, New Smyrna, Debary, Millage 52

53 Summary of Property Tax Rates FY Fund FY FY $ Var % Var Value Revenue General Fund % 3,465,549,293 12,620, Facilities Renewal & Replacement (0.0100) 6.62% 3,465,549, , Capital Improvements (0.0080) 6.61% 3,465,549, , Vehicle & Equipment R & R (0.0050) % 3,465,549, , Transportation Improvements (0.0100) 6.62% 3,465,549, , Subtotal Operating Millage (0.0000) 0.00% 14,253, % above roll back 2002 GOB (0.0095) 11.31% 3,465,573, , GOB (0.0044) 12.57% 3,465,573, , GOB (0.0140) 13.33% 3,465,573, , Subtotal Debt Millages (0.0279) 12.46% Combined City Tax Rate (0.0279) 0.62% General Fund Revenues: General Fund net revenues are budgeted to be $31.5 million, an increase of $1.1 million from the previous year. The change includes an increase in tax revenue of $895,785 resulting from an increase in the taxable value. Non-ad valorem tax revenue is expected to increase by $110,000. There is no use of Fund Balance budgeted for FY The largest components of General Fund revenue include: Property taxes ($12.6 million) Franchise fees ($2.8 million) Utility taxes ($3.8 million) Communications service tax ($1.9 million) Intergovernmental revenues ($3.9 million) which includes the half cent sales tax and municipal revenue sharing. Transfers to the General Fund ($4.1 million) Downtown Redevelopment Fund: Tax increment proceeds are the primary revenue source for the Downtown Development Fund. The incremental taxable value of the district increased by $5.9 million with 95% being captured within the fund. Revenue from tax increment proceeds are used for capital improvements within the district. 53

54 Stormwater Utility Fund: Revenues consist of stormwater user fees in the amount of $2.5 million. The stormwater fee is proposed to decrease by $1.00 per month or 12.5%. Airport Fund: The budget includes $197,000 in revenue from leases and business activities and $2.2 million in grant funding to pay for capital projects. Capital Improvement Fund: Pursuant to the City Commission s direction, the budget includes a dedicated millage for capital improvements of mills which generates $402,000 in property tax revenue. Vehicle/Equipment Renewal and Replacement: Pursuant to the City Commission s direction, the budget includes a dedicated millage for capital improvements of mills. This millage will generate $226,000 in property tax revenue to fund General vehicles. Transportation Fund: Pursuant to the City Commission s direction, the budget includes a dedicated millage for capital improvements of mills which generates $502,000 in property tax revenue. Facilities Renewal & Replacement Fund: Pursuant to the City Commission s direction, the budget includes a dedicated millage of mills for facilities renewal and replacement which generates $502,000. Water and Wastewater: The primary revenue source of the Water and Wastewater Fund consists of user fees to customers both inside and outside the City. Water and sewer fees account for $19.1 million. Water/Wastewater Rate Increase History Date Increase Water Sewer Amount 10/01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /01/ % $ $ $ /30/ % $ $ $ /1/ % $ $ $ /30/ % $ $ $

55 Water and Wastewater Renewal and Replacement Fund: Revenues of the Renewal and Replacement Fund include a transfer of $1.6 million from the Water and Wastewater Operating Fund and bond proceeds of $5 million. Solid Waste: The primary revenue source is solid waste user fees ($7 million). User rates are proposed to increase by 2.38% consistent with the increase in costs to provide service through an outside provider. $ $ $ $80.00 $60.00 $40.00 $20.00 $0.00 Utility Rate Comparison FY (5,000 gallons) Ormond Beach Port Orange Daytona Beach Shores South Daytona Holly Hill Daytona Beach Based on 5,000 gallons Refuse/ Monthly City Water Sewer Subtotal Stormwater Recycling Total Ormond Beach $ $ $ $ 7.00 $ $ Port Orange $ $ $ $ 9.58 $ $ Daytona Beach Shores $ $ $ $ - $ $ South Daytona $ $ $ $ 9.00 $ $ Holly Hill $ $ $ $ 7.00 $ $ Daytona Beach $ $ $ $ $ $

56 EXPENDITURE HIGHLIGHTS Personnel Costs: Total personnel costs are budgeted to be $29.2 million for FY All Funds Wages and Benefits Budget Budget FY FY FY FY to FY to FY Wages 18,291,365 19,229, , % FICA 1,450,624 1,388,441 (62,183) -4.29% Pension/Deferred Comp. 5,009,140 5,101,404 92, % Health Insurance 3,246,541 2,840,376 (406,165) % Worker's Compensation 622, , % 28,619,782 29,182, , % General Fund Wages and Benefits Budget Budget FY FY FY FY to FY to FY Wages 14,453,216 15,210, , % FICA 1,112,871 1,093,580 (19,291) -1.73% Pension/Deferred Comp. 4,232,103 4,488, , % Health Insurance 2,456,043 2,123,581 (332,462) % Worker's Compensation 495, , % 22,749,235 23,411, , % Other Fund Wages and Benefits Budget Budget FY FY FY FY to FY to FY Wages 3,838,149 4,019, , % FICA 337, ,861 (42,892) % Pension/Deferred Comp. 777, ,870 (164,167) % Health Insurance 790, ,795 (73,703) -9.32% Worker's Compensation 127, , % 5,870,547 5,770,751 (99,796) -1.70% 56

57 Pension 5,101, % Health Insurance 3,246, % Personnel Costs All Funds Worker's Compensation 622, % FICA 1,388, % Wages 19,229, % Wages FICA Pension Health Insurance Worker's Compensation Position Count History: The budget includes 331 full-time positions and 42 part-time positions. Position Count History Full-time Part-time Fiscal year Personnel changes consist of adding three full-time positions: Office Assistant I (Human Resources), Permit Technician and Building Maintenance Supervisor. Elimination of the part-time Office Assistant I (Human Resources) is also proposed. 57

58 Authorized Position Count and Full-time Equivalency (excluding seasonal positions) Fire 47 14% Leisure Services 28 8% Police 94 28% Full-time Positions by Function General Gov't 60 18% Public Works % FY FY FY Full-time Part-time Full-time Part-time Full-time Part-time Department / Division Positions Positions FTE Positions Positions FTE Positions Positions FTE Office of City Manager Support Services Office of City Attorney Human Resources Finance Department Budget/Finance Utility Billing Information Technology Planning Department Building Inspections/Permitting Economic Development Police Department Neighborhood Improvement Fire Department Public Works Department Engineering Streets and Roadside Mnt Fleet Operations Page Subtotal

59 Authorized Position Count and Full-time Equivalency (excluding seasonal positions) FY FY FY Full-time Part-time Full-time Part-time Full-time Part-time Department / Division Positions Positions FTE Positions Positions FTE Positions Positions FTE Stormwater Maintenance Utilities Water Production Wastewater Treatment Water Distribution Wastewater Collection Sub-Total: Utilities Solid Waste Collection and Disposal Recycling Sub-Total: Solid Waste Services Total: Public Works Department Leisure Services Building Maintenance Administration Nova Community Center South Ormond Neighborhood Center Gymnastics Athletic Field Maintenance Parks and Grounds Mnt The Casements Environmental Discovery Center Performing Arts Center Senior Center Community Events Sub-Total: Leisure Services Airport TIF Total FTE FY Changes: Full-time: Office Assistant (Human Resources) 1.00 Permit Technician 1.00 Bldg. Maintenance Supervisor 1.00 Total Full Time FTE Change 3.00 Part-time: Office Assistant (Human Resources) (0.50) Total Part Time FTE Change (0.50) 59

60 Expenditures: General Fund: General fund net expenditures are $31.5 million, an increase of $1.1 million or 3.67%. The budget includes $2.1 million for health insurance and $4.6 million for the City s annual required pension contribution. Downtown Redevelopment Fund: The budget includes $1.3 million for maintenance and capital improvements. Property improvement grant funding is also included in the amount of $200,000. Stormwater Utility Fund: The budget includes $1.1 million for personnel and operating costs, transfers of $217,000, and $2 million in capital improvement projects. Airport Fund: The budget includes $254,000 for personnel and operating costs, transfers of $13,000, and $2.3 million in capital improvement projects. Facilities Renewal and Replacement Fund: The budget includes maintenance to various City facilities $195,000 and capital improvement projects of $299,000. Capital Improvement Fund: The budget includes: OBSC Lighting ($950,000) HVAC at City Hall ($260,000) Body Cameras ($450,000) Transportation Fund: The budget includes $525,000 in infrastructure improvements and $688,000 in transfers to the General Fund for streets maintenance. Water and Wastewater: The budget includes $9.8 million of personnel and operating expenditures and $9.9 million in transfers for capital project funding and debt service. Solid Waste: This fund receives fees for solid waste removal and recycling services from City residents and business and pays an outside contractor to perform these services. The budget includes $6.5 million for the collection and disposal of refuse, $772,000 for recycling, and $1.1 million in transfers. 60

61 Debt Summary: The Charter of the City of Ormond Beach does not provide a debt limit. Funding from General Obligation Bonds (GOB) issued in 2002 was used to refund previously issued bond. Bond Series 2003 GOB was issued to finance the construction of Fire Station #92 and was approved through a voter referendum which provided for a dedicate tax millage. Bond Series 2004 was issued to finance the construction of Fire Station #91. The last bond issue, Series 2010, was the result of a voter referendum which approved the levy of a tax millage and associated debt financing for the construction of a beachfront park. GENERAL GOV'T DEBT SERVICE REQUIREMENTS TO MATURITY Amounts in thousands Fiscal Year Ending 2002 A & 2002 B General Obligation 2003 General Obligation Bonds Refunding Bonds Fire Station #92 Principal Interest Total Principal Interest Total Total Fiscal Year Ending 2004 Revenue Bonds 2010 General Obligation Bonds Fire Station #91 Beachfront Park Principal Interest Total Principal Interest Total & Beyond , ,416 Total , ,148 61

62 Water and Sewer Bonds are issued to provide financing for the construction and rehabilitation of the City s water and wastewater system. WATER AND SEWER REVENUE BONDS AND SRF LOAN FOR WWW In thousands FY Ending Principal Interest Total 2019 $ 4,071 $ 1,026 $ 5, $ 4,179 $ 919 $ 5, $ 4,287 $ 808 $ 5, $ 4,406 $ 694 $ 5, $ 3,682 $ 577 $ 4, $ 3,382 $ 467 $ 3, $ 3,494 $ 360 $ 3, $ 1,336 $ 250 $ 1, $ 1,374 $ 213 $ 1, $ 1,418 $ 175 $ 1, $ 1,462 $ 135 $ 1, $ 1,508 $ 95 $ 1, $ 1,072 $ 53 $ 1, $ 829 $ 28 $ $ 384 $ 8 $ 392 Total $ 36,884 $ 5,808 $ 42,692 62

63 GENERAL FUND TABLE OF CONTENTS Page# BUDGETARY AND STAFFING INFORMATION General Fund Revenues/Expenditures 64 City Commission 68 Office of City Manager 70 Support Services 73 City Attorney 76 Budget/Finance/Purchasing 79 Information Technology 82 Human Resources 85 Planning 88 Building Inspections 91 Police 95 Neighborhood Improvement 115 Fire and Emergency Medical Services 119 Roadside and Right of Way Maintenance 124 Engineering 127 Fleet Maintenance 133 Economic Development 136 The Casements 139 Performing Arts Center 144 Senior Center 147 Community Events 150 Leisure Service Administration 154 Gymnastics 158 Nova Community Center 161 South Ormond Neighborhood Center 165 City Sponsored Sports/Athletic Fields Maintenance 168 Environmental Discovery Center 172 Building Maintenance 177 Parks and Grounds 180 Contributions and Transfers

64 GENERAL FUND REVENUES General Fund Revenue Summary Actual Estimate Estimate FY FY Description Revenues Property Taxes 10,828,224 11,736,248 12,632, , % Other Taxes 5,863,664 5,594,200 5,704, , % License and Permits 3,939,725 3,643,250 3,678,250 35, % Intergovernmental 4,256,705 3,764,500 3,874, , % Charges for Services 1,206,470 1,123,544 1,137,500 13, % Fines & Forfeitures 153, ,000 93,000 (25,000) % Miscellaneous Revenue 2,517,404 2,693,278 2,516,875 (176,403) -6.55% Transfers In 4,044,032 4,089,068 4,126,938 37, % Use of Fund Balance: % Total Revenues 32,809,237 32,762,088 33,763,296 1,001, % Less: Fleet 1,374,452 1,280,888 1,198,698 (82,190) -6.42% Less: Engineering 967,276 1,119,421 1,088,166 (31,255) 0.00% Total Net Revenues 32,402,061 30,361,779 31,476,432 1,114, % 64

65 GENERAL FUND REVENUES Business Tax 0.98% License and Permits 1.86% Miscellaneous Revenue 7.45% Charges for Services 3.41% Utility Tax 12.05% Other Taxes 16.89% Property Taxes 31.20% 65

66 GENERAL FUND EXPENDITURE SUMMARY General Fund Summary Actual Estimate Estimate FY FY Description General Government City Commission 300, , ,392 3, % City Manager 382, , ,868 21, % Support Services 394, , ,313 (32,576) -8.83% City Attorney 638, , ,323 36, % Finance 620, , ,936 10, % Information Technology 915, , ,745 (34,564) -3.83% Human Resources 555, , ,406 2, % Planning 705, , ,809 (6,105) -0.91% Building Inspections 898, , ,578 25, % Building Maintenance 775, , ,001 (21,053) -2.87% Total General Government 6,186,307 6,285,538 6,291,371 5, % Economic Development 286, , ,405 (4,984) -1.48% Police Administration 773, , ,022 49, % Operations 5,223,847 5,999,314 6,043,770 44, % Community Outreach 389, , , , % Criminal Investigations 1,041,112 1,206,086 1,285,984 79, % Community Services 367, , ,805 (5,426) -1.41% Records 134, , ,490 (6,778) -4.03% Neighborhood Improvements 356, , ,655 (4,587) -1.03% Total Police 8,285,474 9,289,346 9,552, , % Fire Fire & EMS 5,630,489 5,940,997 6,199, , % Total Fire 5,630,489 5,940,997 6,199, , % Public Works Roadside and Right of Way Mnt. 1,939,788 1,922,339 1,942,009 19, % Engineering 967,276 1,119,421 1,088,166 (31,255) -2.79% Fleet 1,374,452 1,280,888 1,198,698 (82,190) -6.42% Total Public Works 4,281,516 4,322,648 4,228,873 (93,775) -2.17% General Fund Summary Actual Estimate Estimate FY FY Description Leisure Services Parks & Grounds 1,939,842 1,848,392 2,039, , % Administration 629, , ,423 (3,722) -0.59% Cultural Casements 257, , ,972 6, % Performing Arts Center 421, , ,973 (2,117) -0.52% Senior Center 97,219 87,383 92,485 5, % Community Events 170, , ,162 6, % Environmental Learning Center 71, , ,176 1, % Athletics Gymnastics 108, , ,712 5, % Nova Recreation Center 255, , ,882 50, % South Ormond Center 248, , ,273 11, % Athletic Fields/City Sponsored Sport 1,343,591 1,467,598 1,413,296 (54,302) -3.70% Total Leisure Services 5,543,923 5,666,102 5,884, , % Non-Departmental Contributions/Contingency 33,040 (819,472) (997,274) (177,802) 21.70% Transfers 2,011,197 1,740,540 2,272, , % Total Expenditures 32,258,822 32,762,088 33,763,296 1,001, % Less: Fleet expenditures 1,374,452 1,280,888 1,198,698 (82,190) -6.42% Less: Engineering 967,276 1,119,421 1,088,166 (31,255) -2.79% Total Net Expenditures 29,917,094 30,361,779 31,476,432 1,114, % 66

67 GENERAL FUND EXPENDITURES Leisure Services 17.43% Non-Dept. 1.42% General Government 19.62% Public Works 12.53% Police 28.29% Fire 18.36% 67

68 CITY COMMISSION The five member City Commission is the elected legislative and governing body of the City responsible for establishing policies, managing growth and land use, adopting an annual budget and tax rate, setting water and wastewater rates and other fees and charges for City services, adopting local laws and ordinances and hiring and overseeing the City Manager and City Attorney. Four members of the City Commission are elected from geographically defined zones and must reside within the zone to be its elected representative. The Mayor is elected by voters City-wide and must reside within the City limits of Ormond Beach. All members serve two year terms. 68

69 CITY COMMISSION Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 300, , ,392 3, % Total 300, , ,392 3, % Expenditures: Actual Estimate Estimate FY FY Personal Services 121, , ,651 (17,816) % Operating 178, , ,741 21, % Capital % Contributions and Transfers % Total 300, , ,392 3, % Staffing Summary: Actual Estimate Estimate FY FY Mayor % City Commissioners % Total % 69

70 OFFICE OF CITY MANAGER The City Manager is the chief executive officer of the City and provides executive leadership necessary to carry out the mission, goals, and policies established by the City Commission. The City Manager s Office is responsible for administration of all City services and enforcement of all laws pursuant to the City Charter, including: 1) appointment and removal of all employees (except City Attorney and the Attorney s staff, 2) operational and financial management of City services, 3) preparation and recommendation of an annual operating budget and five (5) year capital improvements program, 4) keeping the City Commission informed as to the financial condition and future needs of the City, 5) signing contracts on behalf of the City, 6) preparation of the City Commission s meeting agendas, and 7) implementing and administering the policy directives of the City Commission within the parameters of the City Charter. 70

71 Revenue and Expenditure Summaries Revenues: OFFICE OF CITY MANAGER Actual Estimate Estimate FY FY General Fund 382, , ,868 21, % Total 382, , ,868 21, % Expenditures: Actual Estimate Estimate FY FY Personal Services 357, , ,140 (4,041) -0.94% Operating 24,906 14,078 39,728 25, % Capital % Contributions and Transfers % Total 382, , ,868 21, % Staffing Summary: Actual Estimate Estimate FY FY City Manager % Assistant City Manager % Executive Secretary % Total % 71

72 CITY COMMISSION/CITY MANAGER Goals: The City of Ormond Beach conducted a community visioning/strategic planning process in April and May, Two community workshops were held during which Ormond Beach residents shared their dreams and aspirations for the future of the City. Thereafter, a strategic planning workshop was held for the City Commission and senior staff to discuss citizens recommendations and develop the following goals: Continue/expand maintenance, repair and replacement plan Develop funding model that meets city s needs Develop master plan for IT Continue implementation of Economic Development strategic plan Provide parking for Lincoln Ave and New Britain Update parks/recreation master plan including complimentary uses, tennis courts, beachside Develop historic preservation plan 72

73 SUPPORT SERVICES Support Services provides the following services: preparation of Commission meeting agenda packets and minutes; clerical and word processing services to various City departments and advisory boards; records management including security, retrieval and disposition for all City Commission actions; election administration; internal mail collection and distribution; operating of the receptionist station on the second floor of City Hall. 73

74 SUPPORT SERVICES Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 394, , ,313 (32,576) -8.83% Total 394, , ,313 (32,576) -8.83% Expenditures: Actual Estimate Estimate FY FY Personal Services 271, , ,721 (31,128) % Operating 122,583 89,040 87,592 (1,448) -1.63% Capital % Contributions and Transfers % Total 394, , ,313 (32,576) -8.83% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: City Clerk % Office Assistant III % Office Assistant IV % Assistant City Clerk % Total % 74

75 SUPPORT SERVICES Goals: Continue to maintain initial response to all citizen and media information requests within one work day. Continue to provide timely preparation of City Commission agenda and minutes and reduce number of City Commission agenda packet revisions to improve quality of work product. Provide project assistance and support to vendor and city departments during republication of the Land Development Code. Continue to complete required training and department implementation of Enterprise Resource System. Continue to provide administrative project support as directed for City Commission directed initiatives. Improve contract management utilizing new Munis system. Coordinate with IT for improved training on new archiving system. Provide support to City Commission candidates preparing for the 2018 elections. Continue coordinating full implementation of City s website upgrade. Actuals Estimate Estimate FY FY City Commission Meetings: Number agenda items % Number of items processed within 4 days of meetings % % of minutes completed in 6 working days 98% 95% 95% % Accomplishments: Provided administrative support for 21 regular City Commission meetings, 9 City Commission workshops, and 1 special City Commission meeting in 2017, with agenda packets totaling 388 agenda items, over 22,500 pages, including 238 resolutions and 41 ordinances. Provided administrative support for citizen advisory boards, including Budget, Quality of Life, Neighborhood Improvement, Public Works, General Employees Pension, Firefighters Pension, and Policy Officers Pension boards. Maintained efficient records management program with disposition of 361 cubic feet of records in Processed over 97 public records requests Provided administrative support for content updates on City s website Coordinated with IT and vendor for upgrade of City s website. Coordinated with IT and Munis for development of department records archiving software. 75

76 CITY ATTORNEY The Office of City Attorney is responsible for providing legal advice and recommendations to the City Commission, City Department Directors and Division Managers and to the various advisory and quasi-judicial boards. In addition, the Office of City Attorney is responsible for all litigation brought against or on behalf of the City; is responsible for handling all legal issues involving or affecting the City; and communicates the City s position on various legislative matters to State and Federal legislative bodies. The Office of City Attorney coordinates the City s response and strategy regarding general liability insurance claims brought against the City, handles related litigation, and determines if specialized outside legal assistance is needed. 76

77 CITY ATTORNEY Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 638, , ,323 36, % Total 638, , ,323 36, % Expenditures: Actual Estimate Estimate FY FY Personal Services 592, , ,155 37, % Operating 45,620 43,066 42,168 (898) -2.09% Capital % Contributions and Transfers % Total 638, , ,323 36, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: City Attorney % Deputy City Attorney % Assistant City Attorney % Para-Legal % Total % 77

78 CITY ATTORNEY Goals: Keep the City Commission and management staff apprised of new developments in statutory, regulatory, and decisional law. Assist the City Commission and management staff in avoiding litigation and claims to the maximum extent possible. Successfully defend/prosecute litigation involving the City. Provide legal opinions to the City Commission and management staff in a timely manner. Keep City laws and policies in compliance with current law. Accomplishments: Informed the City Commission and management staff apprised of new developments in statutory, regulatory, and decisional law. Assist the City Commission and management staff in avoiding litigation and claims to the maximum extent possible. Successfully defend/prosecute litigation involving the City. Provide legal opinions to the City Commission and management staff in a timely manner. City laws and policies are in compliance with current law. 78

79 BUDGET/FINANCE/PURCHASING The Department is responsible for maintaining the City's financial accounting system that includes processing of all City financial transactions, maintaining and disseminating financial statements and related reports to City departments, governmental agencies and insurance and bond rating companies, and preparation of the City's bi-weekly payroll. In addition, this program produces the City's Comprehensive Annual Financial Report (CAFR), provides assistance to the City's external auditing firm, provides pension administration services for retired City employees, oversees the investment of City funds and is responsible for debt administration. The Department provides support service of City government responsible for coordinating and directing the development of the City s Annual Operating Budget and five-year Capital Improvement Program. In addition, the Budget Office monitors revenues and expenditures, evaluates performance results of all City programs, provides technical assistance to City departments, oversees the performance outcome system, and provides information and technical assistance to the City Manager, elected officials and City staff. The Department is responsible for overseeing a decentralized purchasing system that reviews and processes purchase orders for commodities and services that exceed $500. The Purchasing Office is also responsible for obtaining price quotes to ensure competitive bidding in accordance with City purchasing thresholds, coordinating and developing formal bids and requests for proposals and ensuring compliance with the City s Purchasing Ordinance and accepted industry standards. 79

80 BUDGET/FINANCE/PURCHASING Revenue and Expenditure Summaries Revenues: Actual Estimate Estimate FY FY General Fund 620, , ,936 10, % Total 620, , ,936 10, % Expenditures: Actual Estimate Estimate FY FY Personal Services 553, , ,551 10, % Operating 67,149 85,385 85, % Capital % Contributions and Transfers % Total 620, , ,936 10, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Finance Director % Assistant Finance Director % Accounting Technician % Purchasing Coordinator % Grants Coordinator % Part-time Positions: Public Media Asst % Total % 80

81 BUDGET/FINANCE/PURCHASING Goals: Maintain the high standard and level of financial reporting in obtaining GFOA Certificate of Achievement for Excellence in Financial Reporting. Complete publication of the Comprehensive Annual Financial Report (CAFR) and submit to the City Commission no later than February following the end of the prior fiscal year. Process 100% of invoice payments within 25 days of approval date. Submit the proposed Five-Year CIP and Annual Budget documents to the City Commission five days prior to the respective scheduled budget workshops. Complete budget document with 30 days of adoption. Achieve a forecast accuracy rate (estimate vs. actual) for undesignated fund balance in the General Fund that is within 5% of audited results. Obtain an average of three (3) responses to formal bids and RFP s. Reimbursement of remaining $5-10 million for hurricane Matthew and Irma. Performance Measures: Actuals Estimate Estimate FY FY Workload: # of A/P checks 7,400 7,400 7,000 (400) -5.41% # of Accounts Payable EFT 1,680 1,500 2, % # of Purchase orders issued 1,200 1,200 1, % # of Payroll checks (650) % # of Payroll direct deposits 8,350 8,350 9, % Effectiveness: - - % participating in direct deposit 83% 83% 90% 7.00% 8.43% Number of days to issue CAFR % Accomplishments: Continued maintaining the high standard and level of financial reporting in obtaining the GFOA Certificate of Achievement for Excellence in Financial Reporting. Completed publication of the Comprehensive Annual Financial Report (CAFR) and submitted to the City Commission in early February following the end of the prior fiscal year and implemented the final phase of Governmental Accounting Standards Board (GASB) Statement Number 34 for the inventory of the donated land, roads, sidewalks, and drainage infrastructure. Maintained participation in the payroll direct deposit program at 85%. Processed 100% of invoice payments within 25 days of approval date. Completed budget document within 30 days of budget adoptions. Submitted proposed Five-Year CIP and Annual Budget to City Commission at least five days before workshops. Implemented a new financial operating system, phase 1. Reimbursement of $5.8 million for hurricane Matthew. 81

82 INFORMATION TECHNOLOGY Information Technology is a support service operation of City government that provides operating system support, software support and technical assistance for the City s local and Wide Area Networks (WAN). The WAN consists of an IBM AS/400 mini-computer, servers, Local Area Networks (LAN), microcomputers and the electronics that connect them. The primary mini-computer applications supported by MIS include: 1) Accounting, Miscellaneous Receivables, Purchasing, and Fixed Assets 2) Utility Billing, 3) Site Plan Review, Building Permits, Occupational Licenses and Code Enforcement, 4) Computer Aided Dispatch and Records Management, 5) Work Order/Facility Management, 6) Payroll and Personnel Management, 7) Cash Receipts and 8) Land/Parcel Management. In addition, there are eight supporting modules which communicate with the primary mini-computer applications which allow both citizens and city staff to conduct business processes and inquiries over the intranet/internet. A Geographic Information System module (Looking Glass) allows the City s users to produce maps from the existing GIS with integrated information from the data base of the primary mini-computer applications. Networking and telecommunications support are provided for all City departmental systems, which include: 1) Leisure Services Registration and Facility Reservation, 2) Support Services (City Clerk) Document Imaging System and Clerks Index, 3) inventory systems for Fleet, 4) the Police network, 5) FireHouse (data management) and TeleStaff (scheduling program) for the Fire Department and 6) the City s internet and systems. 82

83 INFORMATION TECHNOLOGY Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 915, , ,745 (34,564) -3.83% Total 915, , ,745 (34,564) -3.83% Expenditures: Actual Estimate Estimate FY FY Personal Services 524, , ,787 (26,733) -4.86% Operating 390, , ,958 (7,831) -2.22% Capital % Contributions and Transfers % Total 915, , ,745 (34,564) -3.83% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: MIS Manager % Information Systems Specialist % Chief GIS Technician % GIS Technician % Total % 83

84 INFORMATION TECHNOLOGY Goals: Maintain data network overall uptime at 99% or better. Complete 97% of hardware and software help desk support requests within 2 working days. Maintain all Servers and Workstations to current vendor service pack levels within 1 month of release. Performance Measures: Actuals Estimate Estimate FY FY Workload: # of workstations % # of sites maintained % # of support calls 1,600 1,850 1,800 (50) -2.70% Efficiency/Effectiveness: Windows Servers uptime 99.99% 99.99% 99.99% % iseries HTE system uptime 99.99% 99.99% 99.99% % Note: Major software implementation scheduled for this Fiscal Year: Tyler Munis Financials, Human Resources, Payroll Accomplishments: Data networks overall uptime was at 99.9% or better. 97% of hardware and software help desk support requests were completed within 2 working days. Maintained all Servers and Workstations at current vendor service pack levels within 1 month of release. Created new Police File Server at PD for FDLE CJIS security segmentation. System upgrade including new virtual servers. Implemented Tyler/Munis Financials, Human Resources, and Payroll modules. Implemented Mobile Device Management (MDM), upgraded ipads for city staff. Implemented a new Internet Web Security technology for enhanced security Migrated credit card payments to a hosted solution for added security. 84

85 HUMAN RESOURCES The Human Resources Department provides administrative and technical support services to assist in the management of the City s workforce of approximately 400 employees. The core services provided by Human Resources include: 1) recruitment, selection and processing of new employees, 2) maintenance of the pay and classification system, 3) maintenance of employee personnel records, 4) administration of the City s employee benefits program, 5) coordination of employee and supervisory training and publishing of employee and supervisory newsletters, 6) liaison with the City s Human Resources Board and 7) the negotiation and management of collective bargaining agreements with the City s three bargaining units. The Department also is responsible for coordinating the City s Risk Management program through the efforts of a full time Risk Manager. This program conducts employee safety workshops and on-site inspections, keeps departments advised of safety issues, recommends loss control measures and conducts investigations on workers compensation, accidents and general liability claims. 85

86 HUMAN RESOURCES Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 555, , ,406 2, % Total 555, , ,406 2, % Expenditures: Actual Estimate Estimate FY FY Personal Services 375, , ,255 4, % Operating 179, , ,151 (2,500) -1.61% Capital % Contributions and Transfers % Total 555, , ,406 2, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Human Resources Director % Risk Manager % Employee Relations Assistant % Office Assistant % Part-time Positions: Office Assistant % Total % 86

87 HUMAN RESOURCES Goals: Continue to evaluate strategic health care plan and wellness program Design and implement employee intranet Roll out time keeping, time cards, and HR components of Tyler/Munis software system Continue employee and leadership training program Review non-bargaining compensation levels and pay ranges Research and develop strategy for full compensation survey update Review and update Human Resources and Administrative Policies Collective bargaining 2019 contract negotiations Actuals Estimate Estimate FY FY Total employee turnover in government/organization 25% 15% 25% 10% 66.67% Number of individuals hired/placed for period (19) % Number of new employees that left prior to one full year of service % Total number of internal HR-sourced training hours % Number of positions filled from within ranks % Number of positions filled from outside sources (not promotional) (11) % Number of requisitions (request-to-fill, job opening, job order, etc.) during period (34) % Number of requisitions that were filled during period (19) % Average number of Vacancies % Average days to fill position (15) % Average Vacancy Rate 5% 5% 5% 0% 0.00% 2014: Plus 17 summer counselors = 62 total placed and 29 total left prior to 1 yr of service 2016: Plus 20 summer couselors = 75 total placed and 35 left prior to 1 yr of service Accomplishments: Expanded strategic health care plan and employee wellness program through additional health and wellness events and HSA incentive options Received favorable health insurance premium renewal of -2% for 2018 plan year Implemented payroll function in Tyler/Munis enterprise software system Implemented risk management function in Tyler/Munis Developed and implemented employee and leadership training program Expanded utilization of Neogov recruiting software features 87

88 PLANNING The Planning Department performs two distinct functions: comprehensive planning and development review. Comprehensive planning is responsible for monitoring compliance with and administering the City s Comprehensive Plan in accordance with Chapter 163, Florida Statutes, and Chapter 9J-5, Florida Administrative Code. The primary services provided in this program include: 1) review of Comprehensive Plan Amendments; 2) coordination with various regional and State authorities; 3) review for consistency with the Volusia County Growth Management Commission, City Planning Board, and the City s Official Zoning Map and Land Development Code; and, 4) review and updating of the various required elements of the Comprehensive Plan. Development Review is responsible for current planning in general and for administering the City s Land Development Code. Specific activities include: 1) site plan review and permitting of proposed development applications, 2) inspection of all residential and commercial development projects, 3) staff support and liaison with the Planning Board and the Development Review Board, 4) interpreting and processing amendments to the Land Development Code 5) coordinating the activities of the City s Site Plan Review Committee (SPRC) this involves interdepartmental cooperation with Engineering, Building Inspection and the City Attorney. 6) Responding to informational requests by the public regarding zoning, flood zone classification, land use information, and development regulations. 7) reviewing and providing comments to Volusia County for certain applications in the County but located within the Ormond Beach service area, and 8) remaining up-to-date with Federal and State mandates and regulations that will affect development review and procedures (the Unified Mitigation Assessment Methodology, for example). 88

89 PLANNING Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Site Plan Review Fees 46,717 30,000 30, % Zoning Variances/Appeals 123,156 77,500 87,500 10, % General Fund 535, , ,309 (16,105) -2.86% Total 705, , ,809 (6,105) -0.91% Expenditures: Actual Estimate Estimate FY FY Personal Services 545, , ,142 18, % Operating 160, ,002 76,667 (24,335) % Capital % Contributions and Transfers % Total 705, , ,809 (6,105) -0.91% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Planning Director * % Senior Planner % Office Manager % Part-time Positions: Civil Engineer % Total % 89

90 PLANNING Goals: 100% of all professionally prepared plans shall be electronic submittal utilizing ProjectDox. Reduce by 50% the amount of time devoted to each consecutive SPRC review after the first submittal by using ProjectDox simultaneous review and mark-up features. The Site Plan Review Committee shall provide review comments or approval for site plan submittals 14 days from the date of submittal. Transition all non-professionally prepared plans from paper to electronic submittal using ProjectDox. Complete within 60 days of the date that the application is deemed a complete application submittal of discretionary applications such as Planned Developments and Preliminary Plat. Complete an update to the Downtown master plan. Review existing Land Development Code policies and develop strategies for allowance of redevelopment/re-use of existing buildings that are nonconforming. Performance Measures: Actuals Estimate Estimate FY FY Workload: # of site plans % # of Special Exceptions % # of LDC/City code amendments (2) % # of planned development amendment % # Appeal of PD Determination # of annexations/annexation agreements (3) % # of Certificate of Appropriateness % # of Variances % # of rezonings % # of Property Improvement Grants % # of Volusia/Flagler County Reviews % # of Utility Easement/ROW Vacations % # of lot splits % # of Land Use Plan amendments % # of Alcohol Zoning Approvals % # of Zoning Verifications % # of Preliminary or Final Plats % # of Nonconforming Determinations % Bike Plan Total: % Accomplishments: Project management of the EPA Brownfield Cleanup grant in the amount of $400,000 for site investigation and preparation of redevelopment plans for the US 1 North corridor. A five year audit of the City s National Flood Insurance Program Community Rating System was completed with no major issues reported. Transitioned 100% of all professionally prepared site plans and building plans from paper to electronic submittal using ProjectDox. Completed a floodplain management Ordinance that is consistent with the state model and the Florida Building Code. 90

91 BUILDING INSPECTIONS AND PERMITTING Building Inspection Building Inspections provides the following services: 1) review of all construction plans for residential, commercial and industrial construction, 2) issuance of approximately 3,000 building permits annually and 3) conducts approximately 13,000 building, plumbing, mechanical and electrical inspections for various types of construction within the City limits of Ormond Beach in accordance with the Florida building Code and other State and local laws. Occupational Licensing Issues occupational license renewals, new occupational licenses and contractor registrations. 91

92 BUILDING INSPECTIONS AND PERMITTING Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Permit Fees 943, , ,000 35, % General Fund (45,052) 180, ,578 (9,258) -5.12% Total 898, , ,578 25, % Expenditures: Actual Estimate Estimate FY FY Personal Services 799, , ,007 35, % Operating 98, , ,571 (9,802) -7.95% Capital % Contributions and Transfers % Total 898, , ,578 25, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Chief Building Official % Planning Director % Office Manager % Permit Technician % Plans Examiner % Chief Building Inspector % Building Inspector % Engineering Inspector % Total % 92

93 BUILDING INSPECTIONS Goals: Strive to complete permit reviews within streamlined timeframes Continue providing time sensitive inspection response (next business day) to contractors and homeowners. Revise special event permitting processes that will include training PD and Leisure Services in Project Dox electronic reviews Additional training shall be required to gain standard inspector certifications for new inspectors with provisional licenses. Perform in house code training for inspectors and the plans examiner to supplement outside training. Ensure all newly hired joint permit counter technicians have a zoning and permit technician certification. (On-going). Continue to look for ways to streamline processes to increase efficiency. Performance Measures: Actuals Estimate Estimate FY FY All inspections for building construction, residential and commercial. Does not include inspections outsourced by the jurisdictions. Exclude Private Providers. 15,097 20,000 18,000 (2,000) % The percentage volume of building inspections completed by target date of requests for inspection being made. Define on-schedule for your jurisdiction. 99% 99% 99% % Include re-inspections performed by jurisdiction's licensed inspectors only. Exclude outsourced inspections and inspections performed by Private Providers. 2,924 4,800 3,000 (1,800) % All plans approved during the designated fiscal year regardless of the number of reviews required prior to approval , % All BEMP plan reviews. Exclude Zoning reviews. 100% 100% 100% % All permits for building construction, residential and commercial % Time from electronic date that application for permit is entered into the Permits System to when it is entered as "completed" regardless of when customer picks it up. Count only time when jurisdiction has the plans. 100% 100% 100% % * Reflects projected year end inspection numbers that are increased due to Hurricane Matthew. Budget was 14,000. ** Reflects projected year end re-inspection numbers that are increased due to Hurricane Matthew. Budget was

94 BUILDING INSPECTIONS Accomplishments: 100% of all building plans shall be electronic submittal Maintained 24 hour inspection turnaround for all requests. Maintained in the high 95% percentile range the high customer service response of Far Exceeds Expectations which results from submitted Customer Service Questionnaires. 24 hour turn around for minor eplan permits. Maintained positions without turnover Continued to provide external user training for ProjectDox to Engineers, Architects and builders. Added a self-service customer kiosk to the office so that customers can use and be instructed on both online payments/inspection scheduling and Project Dox use 94

95 POLICE DEPARTMENT The Police Department consists of the following divisions: Administration, Operations, Community Outreach, Criminal Investigations, Community Service/Animal Control, Records, Neighborhood Improvement Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Special Duty 75,395 70,000 70, % Fines/Forfeits 55,446 70,000 41,000 (29,000) % Code Violations 252, , , % General Fund 7,902,221 8,746,104 9,037, , % Total 8,285,474 9,289,346 9,552, , % Expenditures: Actual Estimate Estimate FY FY Administration 773, , ,022 49, % Operations 5,223,847 5,999,314 6,043,770 44, % Community Outreach 389, , , , % Criminal Investigations 1,041,112 1,206,086 1,285,984 79, % Community Services 367, , ,805 (5,426) -1.41% Records 134, , ,490 (6,778) -4.03% Neighborhood Improvements 356, , ,655 (4,587) -1.03% Total 8,285,474 9,289,346 9,552, , % 95

96 POLICE ADMINISTRATION Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 773, , ,022 49, % Total 773, , ,022 49, % Expenditures: Actual Estimate Estimate FY FY Personal Services 384, , ,633 9, % Operating 388, , ,389 39, % Capital % Contributions and Transfers % Total 773, , ,022 49, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Police Chief % Captain % Police Officer (Training) % Office Manager % Lieutenant % Accreditation Manager % Total % 96

97 POLICE ADMINISTRATION Goals: Maintain a compliance rate of 90% or better for internal departmental inspections for professional standards. Maintain a 90% proof of compliance rate with Accreditation Standards prior to corrective action. Maintain a composite rating of good/excellent from 90% of training participants. Continue updating and rewriting the Ormond Beach Police Department Directives Manual. Accomplishments: Maintained a 97% satisfaction rating on the training provided to members of the Department during the previous fiscal year, exceeding our original goal. Completed the annual audit and inventory of the Property and Evidence Unit to ensure compliance with Accreditation Standards. Conducted two (2) Citizen Police Academy s, graduating over forty (40) participants. Completed seven hundred (700) personnel, equipment, vehicle, monetary funds and Departmental holding facility inspections throughout the year. Completed the annual DAVID audit and the Annual CJIS audit with the cooperation of representatives from DHSMV and FDLE CJIS personnel. Obtained reaccreditation status through CFA (Commission for Florida Law Enforcement Accreditation). Completed Advanced Authentication using Entrust with the Volusia County Sheriff s Office. 97

98 POLICE OPERATIONS Operations is the core law enforcement and community policing arm of the Police Department that responds to approximately 60,000 to 65,000 calls for service annually and provides patrol and traditional law enforcement activities such as traffic control and initiates proactive steps to reduce crime and enhance the quality of life in Ormond Beach. Approximately 8% of all calls involve some type of serious crime, whereas all other calls are service-related. 98

99 POLICE OPERATIONS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Special Duty 75,395 70,000 70, % Fines/Forfeits 55,446 70,000 41,000 (29,000) % General Fund 5,093,006 5,859,314 5,932,770 73, % Total 5,223,847 5,999,314 6,043,770 44, % Expenditures: Actual Estimate Estimate FY FY Personal Services 4,707,389 5,462,875 5,574, , % Operating 516, , ,146 (67,293) % Capital % Contributions and Transfers % Total 5,223,847 5,999,314 6,043,770 44, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Captain % Lieutenant % Sergeant % Corporal % Police Officer % Total % 99

100 POLICE OPERATIONS Goals: To enhance the quality of life for the residents and visitors in Ormond Beach through effective, efficient, courteous, and responsive police services. Maintain an average response time of less than 5 minutes for all priority police calls for service. Continue the community policing project program to assist in the deterrence of public order crimes. This program addresses incidents such as code violations, civil infractions, public nuisance crimes, and traffic issues. By continuing this program we will reduce the number of repeat calls and improve the overall quality of life for our citizens and visitors. Implement a body worn camera program to enhance the safety of officers and citizens. Implement a License Plate Reader program that interacts with the systems used by other agencies within the county. Replace current 800MHZ radios with P-25 compliant system. Replace current security systems into a single user friendly system that is supported by current technology. Replace current scheduling program with a web-based system that is supported by current technology. Replace current Field Training Program software with a system that is supported by current technology. Performance Measures: Change % Change Actual Estimate Estimate FY FY Sworn law enforcement members available for CFS response % Sworn members assigned to Traffic Enforcement % Members assigned to Traffic Crash Investigations % Total patrol districts % Total mobile computers % Total # of calls received by agency 85,000 65,277 70,000 4, % Citizen-generated workload; Calls for Service (CFS) 38,250 41,400 41,000 (400) -0.97% Self-initiated workload; pro-active police actions 46,750 23,877 30,000 6, % Traffic citations issued (moving violations only) 4,000 3,297 3, % Traffic crashes 1,200 1,513 1,500 (13) -0.86% Pedestrian fatalities (1) % Total Traffic fatalities (7) % Adult arrests 1,500 1,245 1, % Juvenile arrests (6) -9.09% DUI arrests % Total arrests 1,500 1,370 1, % 100

101 POLICE OPERATIONS Handled over 65,000 calls for service, nearly a 20% decrease from the previous year. Calls for service represent dispatched calls, self-initiated calls for service, directed patrol requests, and extra service calls. Completed over 7000 police/crime reports and issued over 6600 traffic related citations/written warnings Part I crimes were investigated with a clearance rate of over 26%. Hired and trained nine (9) sworn police officers during Completed successful operations during numerous special events in the area to include: o Race Week o Bike Week o Spring Break o July 4 th fireworks celebration o Biketoberfest o Home for the Holidays Christmas Parade Conducted tactical supervisor training for new promoted corporals and sergeants Successfully completed eleven (11) sustained traffic safety events to include: o February Impaired Driving Campaign o March Impaired Driving Campaign o April Distracted Driving Campaign o May Occupant Safety Click it or Ticket Campaign o May Pedestrian and Bicycle Safety o July Impaired Driving Campaign o August Drive Sober or Get Pulled Over Impaired Driving Campaign o September Child Safety Campaign o October Impaired Driver Campaign o November Occupant Safety/Seatbelts o December Impaired Driving Campaign Incorporated Facebook into the Police Departments methods of distributing information to the public. Started the #9pmroutine via social media 101

102 POLICE-COMMUNITY OUTREACH Community Outreach provides several educational and interventionoriented programs that are designed to enhance life skills and prevent crime including the Drug Abuse Resistance Education (DARE), Police Athletic League (PAL), Explorers, volunteers and neighborhood and business watches, and DARE program for middle schools. The program is supported in part through grant funding from the National Police Athletic League Youth Enrichment Program (PALYEP) and the Youth Leadership Council (YDC). In addition to City revenues that are the primary source of program funding, a notfor-profit PAL board raises funds for Police Athletic League activities. 102

103 POLICE-COMMUNITY OUTREACH Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 389, , , , % Total 389, , , , % Expenditures: Actual Estimate Estimate FY FY Personal Services 352, , , , % Operating 37,020 46,945 42,848 (4,097) -8.73% Capital % Contributions and Transfers % Total 389, , , , % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Community Program Coordinator % After School Aide % Recreation Leader % Police Officer % Seasonal: Tutors % Total % 103

104 POLICE-COMMUNITY OUTREACH Goals: The Crime Prevention/Outreach unit will continue to create and conduct programs to address the variety of needs of the community. The Crime Prevention/Outreach unit will continue to create and conduct events that provide information related to crime prevention. These events should also bring the community and their police department together to enhance the positive relationship already shared. The Crime Prevention/Outreach unit will develop and maintain positive relationships with the business owners in the city, neighborhood associations, children and citizens. Present Drug Abuse Resistance Education (DARE) educational programs to public and private school students and achieve a graduation rate of 100%. Provide PAL educational tutoring and reading enhancement programs to 100 at risk youth in the Ormond Beach Community. Provide anti-bulling presentations to youth attending 5 th grades at schools in the Ormond Beach community. Maintain the number of Police Officer hours (excluding time of assigned officers) in PAL activities at 200 annually. Maintain and expand community partnerships with Ormond Beach area schools. Accomplishments: D.A.R.E. Drug Abuse Resistance Education program accomplished a 100% graduation rate among the 9 public and private schools within the city. Badges N Boardshorts 2 nd annual event took place in the summer to promote water safety. Several hundred spectators and people participated in the kayaking, paddle boarding and yoga. Back the Blue Sports Challenge 2 nd annual event took place at Riverbend Academy. The sporting exhibitions provided an opportunity for the students, staff, and the police department to strengthen their relationship. The Get Home for the Holidays impaired driving awareness events took place in December. The events provided education and opportunities to experience impairment with the impairment goggles. The 4 th Annual Santa on Patrol was successful. This year yielded the most toy donations to the program. This resulted in more opportunities to make more stops around the city where around 800 children were contacted at city parks, pre-schools, elementary schools, and retail stores. The 3rd Annual Cops & Joggers Beach 5k was held in the summer. Around 200 runners and 14 OBPD officers participated in this unique race on the beach in front of Andy Romano Park. The event was supported by The VIBE, Run 4 a Cause, Rue and Ziffra, P.A. and a part of the Daytona NISSAN Fun Race Series. SLAP Self-defense for Ladies & Assault Prevention program conducted 11 classes with about women per class. There were also three Women s 104

105 POLICE-COMMUNITY OUTREACH Safety presentations were conducted at various locations for groups like MOPS, Halifax Yacht Club etc. The Co-ed Self-defense class was conducted 2 times for Embry-Riddle Aeronautical University s ROTC program. Coffee with a Cop was conducted 9 times at various locations with about attending at each event. Soda Pop with a Cop was conducted 3 times at Chick-fil-A with about 300 attending at each event. Buddy Cop Safety Show was presented 5 times at various pre-schools. Lohman s Healing Path Workshop Personal Safety was presented 3 times this year. Mission PAWSsible program conducted Santa Claws for Paws and My K- 9 Valentine to create awareness for animal rescues that shelter and care for unfortunate pets. Citizen Police Academy 35 th class was conducted. This five-week course is designed to give the community an inside look at the duties of law enforcement officers. Badges & Brunch Crimes Against Seniors program was conducted 3 times at senior living centers. Mommy, Me & Safety was conducted 3 times at Florida Hospital as part of the Mommy University program. This program is focused on the safety of new mothers and their child. Topics like baby on board safe driving, tips for no baby left behind in a vehicle, securing their residence to prevent the child from leaving unattended and much more is covered. There were 12 Crime Prevention presentations conducted at several communities this year. The inaugural Unity in the Community event was held in March at the South Ormond Neighborhood Center. The 5.0 Club was conducted twice at the Ormond Beach Middle School with approximately 50 students in each class. Safety Awareness for Homeschoolers was presented at St. James Church with approximately 30 participants. National Night Out was another success. The Hawaiian themed night was held at the Nova Community Park. There were over 1000 attendees. R.E.A.D. Reading Exploration Adventure and Discovery provided 29 youth the opportunity to increase their reading skills through a program partnership with Ormond Beach Elementary School. Based on statistics collected by the school in the majority of 4 th grade youth attained learning gains and scored a 3.0 or higher on their FCAT writing as a result of participation in the program. The Tutors R Us summer tutoring program worked with over 50 youth to maintain educational learning gains during the summer months so they are at grade level when they begin the new school year. Completed the Rainforest Mural at the South Ormond Neighborhood Center. The three year interior mural project allowed over 100 youth to participant in the beautification of their community through the development and creation of a large scale public art project. 105

106 POLICE-COMMUNITY OUTREACH PAL staff was asked to attend the National Police Athletic League 2012 Conference and assist with a presentation on how to start and organize a Youth Directors Program. Raised over $2500 for PAL from the National Night Out event. Twenty-eight (28) youth participated in the 2017 R.E.A.D. Reading Exploration Adventure and Discovery program. The goal of R.E.A.D is to increase reading skills in the areas of fluency, vocabulary and comprehension. Based on statistics collected by the school in the majority youth attained learning gains on state tests as a result of participation in the program. 28 illustrated stories created by youth in the R.E.A.D. program were exhibited at the Ormond Beach Elementary School Library on May 24, The Tutors Are Us program provided an opportunity for 45 youth (22 fall semester and 23 spring semester) to receive one-on-one instruction geared toward each participant s specific academic needs. Science on Patrol (SOP) provided an opportunity for 28 youth to participate in the program partnership with Ormond Beach Middle School and 17 youth at Ormond Beach Elementary School to increase their skills in math and science. SOP enhances skills through the resolution of crime scene scenarios. Ormond Beach PAL was honored during the Ormond Beach Elementary School Volunteer Luncheon in May 2017 as a business partner in youth education. Thirteen (13) Youth Director s Counsel (YDC) members qualified to attend the 2017 State of Florida Association of Police Athletic League s (SFAPAL) Annual Conference held in Orlando July 13 July 16, YDC member Nadia Stokes received a State of Florida Association of Police Athletic League Tomorrows Future Grant in July YDC member Nadia Stokes received a $500 Ormond Beach Police Athletic League Scholarship in June Officer Gregory Stokes received the State of Florida Association of Police Athletic Leagues Volunteer of the Year award for his participation as a volunteer coach and youth mentor for OBPAL since In 2017 the Youth Director Council hosted and/or assisted with 20 community service projects in the Ormond Beach community. The Ormond Beach PAL boy s 4 th grade basketball team won the championship for their division at the 2017 State of Florida Sunshine State Games. OBPAL s summer program educational partnership with the South Ormond Neighborhood Center included: Art, Summer Science, Math and Computer Lab instruction. The summer program served approximately 100 youth during the two 3 week sessions. 106

107 POLICE-CRIMINAL INVESTIGATIONS The Criminal Investigations program provides follow up investigations on over 1,500 UCR reported crimes annually and conducts pro-active investigations into illegal drug sales and possession. 107

108 POLICE-CRIMINAL INVESTIGATIONS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 1,041,112 1,206,086 1,285,984 79, % Total 1,041,112 1,206,086 1,285,984 79, % Expenditures: Actual Estimate Estimate FY FY Personal Services 1,003,495 1,164,736 1,245,956 81, % Operating 37,616 41,350 40,028 (1,322) -3.20% Capital % Contributions and Transfers % Total 1,041,112 1,206,086 1,285,984 79, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Police Officer % Sergeant % Corporal % Victim Advocate Coordinator % Evidence/Crime Scene Custodian % Evidence/Crime Scene Technician % Office Assistant % Part-time Positions: Evidence/Crime Scene Custodian % Total % 108

109 POLICE-COMMUNITY SERVICE AND ANIMAL CONTROL Community Services provides operational and logistical support to other police department functions such as animal control, police forensics, alcohol breath testing, traffic control, and communications. The program's animal control responsibilities include the investigation, documentation and tracking of animal bite complaints and dangerous/vicious animals throughout the city. The program also serves as a proving ground for employees seeking to become sworn law enforcement officers with the Police Department. 109

110 POLICE-COMMUNITY SERVICE AND ANIMAL CONTROL Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 367, , ,805 (5,426) -1.41% Total 367, , ,805 (5,426) -1.41% Expenditures: Actual Estimate Estimate FY FY Personal Services 296, , ,873 (6,478) -2.06% Operating 70,612 69,880 70,932 1, % Capital % Contributions and Transfers % Total 367, , ,805 (5,426) -1.41% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Community Service Officer % Lead Community Service Officer % Total % 110

111 POLICE-COMMUNITY SERVICE AND ANIMAL CONTROL Goals: Promote responsible pet ownership through public awareness speaking at H.O.A. meetings and Career Days at schools in the area. Double the amount of City Animal Licenses sold to residents through advertising, in the city water bill and social media. Expand public awareness and education regarding the availability of Low Cost Spay and Neuter programs. Increase the number of animals returned to owners from the Police Department without having to transport to the Humane Society to keep impound fees down. Increase training and awareness of animal cruelty and dangerous dog issues. Hosting a second Low Cost Vaccination Clinic per month to assist residents. Training for more CSO s on Bicycle helmets Accomplishments: Hosted thirteen (13) successful Low-Cost Pet Vaccination Clinics at the Police Department. With the Implementation of the Spay and Neuter Program, the savings have been approximately $ for the impound fee for January Community Service Officers have fitted 20 children with helmets for safe bicycle riding during the Shifters Bike Club or other events. Public meetings at the Police Department on Living with Coyotes in Florida. 111

112 POLICE-RECORDS Records Management provides internal upkeep and management of all Police Department records through a computerized records management system, processing approximately 18,000 to 20,000 reports and citations annually. Records personnel also serve as the point of first contact in person representing the Ormond Beach Police Department to respond to information requests. Records personnel are also first point of contact for many incoming telephone calls. 112

113 POLICE-RECORDS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 134, , ,490 (6,778) -4.03% Total 134, , ,490 (6,778) -4.03% Expenditures: Actual Estimate Estimate FY FY Personal Services 117, , ,190 (3,778) -2.59% Operating 17,393 22,300 19,300 (3,000) % Capital % Contributions and Transfers % Total 134, , ,490 (6,778) -4.03% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Records Clerk % Total % 113

114 POLICE-RECORDS Goals: Maintain an entry rate of 100% for reports and citations that are continually submitted to the unit on a daily basis. Restructure the work flow of the records department. Maintain the transfer of Uniform Crime Reports entries between the two separate reporting systems with no more than 5 days of backlog. Work towards a completely paperless records management system Implement the use of the newly created records manual so that all tasks in the manual are carried out the same way by each clerk. Streamline the report submission process. Accomplishments: The day-to-day backlog of reports has been kept well under 10, normally running less than 5 reports on any given day/time. Completed a Record manual that would assist all the clerks if they needed a quick reference guide on how to complete a task they were unfamiliar with. The manual would consist of all the various assignments required within the division. Successfully upload the Uniform Crime Report statistics to the Florida Department of Law Enforcement on time as required. Continually purge the old report documents that have met the retention schedule. Keeping up to date on the purging will enable the records Unit to have more usable space. 114

115 NEIGHBORHOOD IMPROVEMENT Neighborhood Improvement investigates approximately 5600 cases annually to ensure compliance with City codes and ordinances through inspections, neighborhood sweeps, and citizen complaints and inquiries. More specifically, Neighborhood Improvement enforces the City s Land Development Code requirements regarding land use and development regulations, sign usage, as well as environmental code requirements. This Division also enforces the regulations contained in the Code of Ordinances with regard to water restrictions, solid waste and various other regulations. In addition, Neighborhood Improvement processes approximately 760-tree removal permits, conducts approximately 940 landscape inspections for new residential construction, and approximately 75 landscape maintenance inspections on existing commercial sites. Neighborhood Improvement also coordinates a partnering effort with neighborhood associations, interested citizens and civic organizations to improve the appearance of neighborhoods. 115

116 NEIGHBORHOOD IMPROVEMENT Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Code Violations 103,830 40,000 35,000 (5,000) % General Fund 252, , , % Total 356, , ,655 (4,587) -1.03% Expenditures: Actual Estimate Estimate FY FY Personal Services 323, , ,039 (3,404) -0.85% Operating 32,825 44,799 43,616 (1,183) -2.64% Capital % Contributions and Transfers % Total 356, , ,655 (4,587) -1.03% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Neighborhood Improvement Manager % Environmental Enforcement Officer % Neighborhood Improvement Officer % Office Assistant III % Total % 116

117 NEIGHBORHOOD IMPROVEMENT Goals: Establish a procedure/process with the Legal Department and Building Division to address occupied structures which are in various stages of disrepair and are unfit for human habitation and have become a public nuisance. Expedite the code enforcement notification process with the use of new equipment/technology (Tyler/Munis) as provided by the Information Technology Division. Proactive pursuit of outstanding balances related to fine amounts and/or services rendered prior to the lien process. Maintain full staffing levels and provide all code related education/training as time and resources allow. Performance Measures: Actuals Estimate Estimate FY FY Number of proactive cases % Number of reactive cases/complaints 1,889 1,983 2, % Days from complaint to first Less than 48 inspection hrs Less than 48 hrs Less than 48 hrs - - Total cases brought into compliance prior to citation 2,433 2,555 2, % Accomplishments (continued actions): To improve upon effective and efficient enforcement services, the following process improvements have been established: 1) NID has modified its scheduling to include evening hours three times per week which will allow for hand delivery of notices when the property owners are not home between the hours of 8:00 a.m. 5:00 p.m. The adjusted hours will also allow members of NID to potentially observe violations which have been reported to occur after 5:00 p.m.; 2) site maintenance notices will be posted upon the property and mailed by certified mail and regular mail. If the certified mail is not accepted or is returned, the term notice is received shall mean ten (10) calendar days after the later of the date the notice of violation was mailed or the property was posted. This action allows NID to expedite the abatement of the nuisance/s and direct the City contractor to resolve the violation; 3) a new contractor is now providing services to the Neighborhood Improvement Division. Yellowstone Landscaping is currently working for the City and now provides services to NID which allows local and immediate response five days a week; and, 4) NID now has a full staff and scheduling weekend hours to address prohibited portable signs placed within the right-of-ways is now possible. 117

118 NEIGHBORHOOD IMPROVEMENT Accomplishments: As a proactive approach to unsafe structures, the unsafe structure abatement team (USAT) has been formed. USAT is compromised of the Chief Building Official, City Engineer, Fire Chief, Neighborhood Improvement Division Manager, and a Police Officer. The purpose of the USAT is to set forth standards to ensure that structures are safe, sanitary and fit for occupancy and use, the closing and vacating of buildings and structures unfit for human occupancy and use, and if necessary, the demolition of such existing structures. A community partnership with the Christ Presbyterian Church men s group has been formed. The Christ Presbyterian Church men s group is willing to assist property owners who face various challenges in their lives and may not be able to address code violations in a timely fashion. The Neighborhood Improvement Division will share information between the two parties which may result in a positive connection and outcome. A community partnership with the Rotary Club of Downtown Ormond Beach has just recently been formed and will also provide assistance to property owners who face various challenges in their lives. The Neighborhood Improvement Division has significantly reduced the use of paper files except for cases going before the Special Magistrate, cases which have resulted in a City contractor abating the violation, and for new trainees. 118

119 CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES The Fire Department is responsible for providing fire protection, technical rescue, hazardous material response/mitigation and emergency medical services within the city limits of Ormond Beach from four (4) fire station locations. The Department personnel include firefighters many of which are certified as Emergency Medical Technicians (EMT s) and certified as paramedics. 119

120 CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 5,630,489 5,940,997 6,199, , % Total 5,630,489 5,940,997 6,199, , % Expenditures: Actual Estimate Estimate FY FY Personal Services 5,025,510 5,398,612 5,659, , % Operating 604, , ,052 (2,333) -0.43% Capital % Contributions and Transfers % Total 5,630,489 5,940,997 6,199, , % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Fire Battalion Commander % Captain % Driver Engineer % Firefighters % Fire Chief % Office Manager % Total % 120

121 CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES Goals: Service Efficiency - Continue evaluating the fire-rescue system and opportunities to collaborate with other fire-rescue agencies to improve efficiency and effectiveness. Evaluate functional consolidation and/or regionalization proposals along with EMS response needs and capabilities. Move forward with software upgrades to Firehouse records management system to include field utilization of available modules. Continue to explore cost savings opportunities without reducing services. Promote Wildfire Risk Reduction Measures - Provide for a safe community in the areas where the wild land and urban interface meet. Continue to educate the citizens as well as evaluate risks and prioritize mitigation efforts. Emergency Preparedness Planning - Evaluate risks, develop and update procedures and exercise operational plans to effectively manage the City s potential emergencies. Continue towards NIMS (National Incident Management System) compliance by ensuring federally mandated courses are completed by City employees. Priority Dispatch - Continue on-going communications with Volusia County Public Protection to work through areas of concern to ensure efficiency and effectiveness. A new response protocol for non-emergency medical calls was implemented in May 2016 and will be continually evaluated for its efficiency and effectiveness. Public Fire Safety & EMS Education - Continue delivering public fire safety and EMS education to our citizens and ensure all residents have working smoke detectors. Apparatus Replacement - Evaluate apparatus needs; type and function for current, as well as, future needs. Purchased a new fire engine to replace a 1995 fire engine. Safety - Implement a firefighter fitness standard to reduce the risk of injuries and cost to the City. Maintain a zero tolerance policy for those who willfully violate safe practices. Grant Assistance - Continue to seek and apply for grant opportunities that will enhance our service delivery. 121

122 CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES Performance Measures: Actuals Estimate Estimate FY FY Total number of calls dispatched as building fires (including calls canceled before arrival). The term "Calls" indicates one count per call for service. For the purposes of this survey, there is one "response" per call (10) -8.33% Number of verified building fire calls responded to (excluding calls canceled before arrival) (5) -8.33% Number of vehicle, trash, brush, and other fire calls responded to (excluding calls canceled before arrival) % Number of fire alarm and other alarm calls responded to (excluding medical alarms, calls canceled before arrival) % Number of hazmat calls responded to (excluding calls canceled before arrival) % Number of non-fire, non-medical, nonhazmat service calls responded to (excluding calls canceled before arrival) 1,164 1,200 1, % Total number of Non-EMS/Rescue Calls dispatched (including calls canceled before arrival) 2,964 2,000 3,000 1, % Total Number of EMS and RESCUE calls dispatched (including medical alarms, calls canceled before arrival) 5,552 5,600 5,500 (100) -1.79% Number of cardiac arrest calls responded to where resuscitation efforts were used regardless of outcome % Number of successful pre-hospital resuscitations involving cardiac arrests % Number of building fire calls responded to with first unit onscene (turnout + travel) in less than or equal to 5 minutes (NFPA 1710 benchmark). Excluding calls canceled before arrival (5) % Number of building fire calls responded to with first unit onscene (turnout + travel) in greater than 5 minutes and less than or equal to 9 minutes (NFPA 1710 benchmark). Excluding calls canceled before arrival % Total number of EMS and RESCUE calls responded to (excluding calls canceled before arrival) 4,962 5,200 5,000 (200) -3.85% Number of EMS-Rescue calls responded to where a BLS unit is on scene in less than or equal to 5 minutes (turnout + travel) (NFPA 1710 benchmark). Excluding calls canceled before arrival 2,481 2,800 2,500 (300) % Number of EMS-Rescue calls responded to where an ALS unit is on scene in less than or equal to 9 minutes (turnout + travel) (NFPA 1710 benchmark). Excluding calls canceled before arrival 3,969 4,000 3,500 (500) % Number of confirmed fires suppressed by Fire personnel % Number of civilian injuries due to fire % Number of civilian deaths due to fire

123 CITY FIRE SUPPRESSION AND EMERGENCY MEDICAL SERVICES Accomplishments: Responded to 8,516 incidents. A 5% increase from previous 12 month total of 8,128. Fire Analysis Dollar Value Saved was $3,762,125 (79%) with a loss of $1,016,750 (21%). Responded to and mitigated 40 brush fires with no homes damaged. Participated at the 2017 Governor s Hurricane Conference Continued towards NIMS compliance by ensuring federally mandated courses were completed by City employees. Successfully filed the NIMS compliance report with the State. Updated City s Peacetime Emergency Plan. Ensured water supply was available for fire suppression by inspecting and acquiring flow readings from city fire hydrants. A second visit was made to the hydrants to paint, grease and apply necessary road reflective markers. Performed 1400 fire pre-planning review inspections of commercial buildings. Reached out to over 5,430 citizens for public education. Attended 72 Public Appearance events. Provided 3 fire extinguisher demonstrations to local businesses. Provided 26 fire station tours to the public. Delivered a two successful Child Babysitting and Safety certification courses for our residents. Delivered quarterly Heartsaver CPR certification course for our residents at no charge. Certified City employees from Leisure Services, Public Works, and the Police Department in CPR. Consolidated training efforts for EMS training courses with Daytona Beach Fire Department and Holly Hill Fire Department. 123

124 ROADSIDE AND RIGHT OF WAY MAINTENANCE The Roadside and Right-of-Way Maintenance program is responsible for the maintenance and repair of City Parks and Properties, mile network of local roads and related public right of way, including: 1) vegetation and debris maintenance of road shoulders, and sidewalks, 2) right-of-way mowing on a contractual basis, 3) maintenance and grading of 11 miles of unpaved roads and parking lots that are under the maintenance responsibility of the City and 4) mowing at the Business Park, Airport and the closed class III Landfill. Program costs are offset in part by the Florida Department of Transportation (FDOT) for road shoulder maintenance and mowing rights-of-way on State roads within the City limits of Ormond Beach. Approximately 98 lane miles of roads are maintained in accordance with an agreement between the City and FDOT for State Road 40, US 1, Nova Road, and A1A (10 lane miles added on Nova Rd). Approximately $99,000 of the $175,000 FDOT contract amount offsets road maintenance costs with the balance dedicated to drainage maintenance. In-house city personnel provide the services listed above except for right-of-way mowing which is a contracted operation. 124

125 ROADSIDE AND RIGHT OF WAY MAINTENANCE Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Right of Way Maintenance 168, , ,000 2, % Traffic Signal Maintenance 71,417 70,000 74,000 4, % State Highway Lighting 112, , ,000 5, % General Fund 1,586,843 1,566,795 1,575,009 8, % Total 1,939,788 1,922,339 1,942,009 19, % Expenditures: Actual Estimate Estimate FY FY Personal Services 818, , ,081 (13,729) -1.50% Operating 1,121,315 1,005,529 1,038,928 33, % Capital % Contributions and Transfers % Total 1,939,788 1,922,339 1,942,009 19, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Public Works Operations Mgr % Streets Supervisor % Maintenance Worker II % Maintenance Worker III % Maintenance Worker IV % Office Assistant II % Public Works Director % Total % 125

126 ROADSIDE AND RIGHT OF WAY MAINTENANCE Goals: Respond to calls for customer service by the end of business daily and within 1 hour for after hour call-outs. Respond to non-public Works related work orders by end of business for scheduling. Incur no more than twelve (12) reported deficiencies on FDOT inspections yearly and complete FDOT deficiencies with 21 working days. Assist in providing traffic control for special events and emergency management issues as they arise. Work to create greater efficiency in all aspects of street maintenance. Continued employee training and certifications. Accomplishments: Street & Right of Way Maintenance 17 miles of shell roads were graded. Projected 17 miles in FY 18/19. 6,763 maintenance work orders were completed. Projected 5,700 maintenance w/o in FY 18/ maintenance work orders were completed on FDOT roads. Most of the R/W maintenance was removed from the FDOT MOA. Projected 150 maintenance work orders for FY 18/19. 1,937 man-hours were expended assisting other City departments. Projected 1,500 man-hours assisting other departments in FY 18/ man-hours working for other departments were for maintenance in City Parks. Projected 700 man-hours in FY 18/19. Asphalt Maintenance 186 asphalt work orders were completed repairing city streets, requiring 171 tons of asphalt. Projected 160 asphalt work orders in FY 18/19, 150 tons of asphalt. There were 0 asphalt work orders completed on repairing FDOT roads, requiring 0.0 tons of asphalt. Concrete Maintenance 227 work orders were completed for repairs to City sidewalks, curbs, gutters and catch basin aprons, requiring 128 cubic yards of concrete. Projected 125 concrete work orders, 108 cubic yards of concrete in FY 18/19. There were 58 work orders completed on FDOT walks, curbs, and gutters, requiring 36 cubic yards of concrete. Projected 30 concrete work orders, 48 cubic yards of concrete in FY 18/19. Sign Maintenance There were 1,359 work orders completed for Traffic Sign installation and repair. Projected 900 work orders for Traffic Sign installation and / or repairs FY 18/19. Urban Forestry There were 313 trees removed from City R/W s or properties and 25 trees were removed from FDOT R/W s. Projected FY 18/19 to remove 200 trees from City R/W s or properties and remove 5 trees from FDOT R/W s. *Hurricane Matthew/Irma Impact 126

127 ENGINEERING The Engineering Department is responsible for the following functions: Liaison with consultant engineers for the design and construction management for airport, road, drainage, water and sewer, recreational facility, beautification and other capital improvement projects. Survey and mapping and computer aided design for in-house projects that are not contracted to a consultant engineer. Site plan review and permitting of proposed development applications and inspection of all residential and commercial development projects. 127

128 ENGINEERING Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 967,276 1,119,421 1,088,166 (31,255) -2.79% Total 967,276 1,119,421 1,088,166 (31,255) -2.79% Expenditures: Actual Estimate Estimate FY FY Personal Services 919,005 1,076,817 1,034,257 (42,560) -3.95% Operating 48,271 42,604 53,909 11, % Capital % Contributions and Transfers % Total 967,276 1,119,421 1,088,166 (31,255) -2.79% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Public Works Director % City Engineer % Civil Engineer % Chief Engineering Technician % Construction Engineer % Engineering Inspector % Engineering Project Manager % Engineering Project Coordinator % Landscape Architect % Permit Technician % Engineering Technician % Part-time Positions: Engineering Technician % Total % 128

129 ENGINEERING Goals: Complete 75% of assigned capital improvement projects within 30 days of the substantial completion date established with the Notice to Proceed. Final project costs not to exceed 10% of bid cost for all change orders with the exception of City requested additions to original project scope of work. To receive 85% of bids below Engineer s final design cost estimate. Accomplishments: 2-Inch Water Main Replacement Ph III Mainland & Peninsula Replacement of substandard 2-inch diameter water mains throughout the City. This is the 3 rd Phase/Year of the work Roadway Rehabilitation - Resurfacing Completed the 2018 annual road resurfacing contract with approximately 2.6 miles of City streets repaved Road Rehabilitation Microsurfacing Completed microsurfacing of approximately 3.7 miles of roadway Storm & Sewer Pipe Lining Performed restoration improvements to approximately 3,900 linear feet of existing deteriorated and leaking stormdrain and approximately 2,800 linear feet of sewer pipe at various locations throughout the City, using cured-in-place pipe lining. A1A Manhole Repair Adjusted 35 manhole rings and covers, and poured associated concrete collars on A1A/Oceanshore Blvd., which improved safety and ride quality on the roadway. Cassen Park Public Dock Design and permitting are in process for a public dock adjacent to the fishing pier at Cassen Park. Received FIND Grants for partial design and construction funding for the dock. After Hurricane Irma, the original scope of the project was expanded to include repairs to the fishing pier, and expanding a proposed breakwater to better protect City Facility against future storm damage. Submitting for a FIND grant for emergency disaster repairs funding to repair the fishing pier. Cassen Park Restroom Replacement Design in process for a new restroom building at Cassen Park with four unisex rooms. CDBG Canoe/Kayak Launches installed ADA accessible canoe/kayak launches at Cassen Park and at Central Park Lake 1 off Hammock Lane. 129

130 ENGINEERING CDBG Huguenot Park Landscaping Constructed a shell parking area with one concrete ADA parking stall, sidewalk, installed an ADA accessible picnic table and bench, and landscaping and irrigation. CDBG Trail & Sidewalk Completed construction of a loop train around the pond in Central Park off Fleming Avenue, and new sidewalks on Ramsey Terrace and Flormond Avenue. CDBG Cassen Park Fire Hydrant Installed a fire hydrant at Cassen Park CDBG Street Light Replacement Replaced existing 15 year old, internally corroded street light fixtures on Ridgewood Avenue and Washington Street with new LED fixtures. Deer Creek Reclaimed Water Connection Constructed a reuse water connection from Airport Road to Deer Creek subdivision. Downtown Light Replacement Replaced 123 light poles, 40 LED fixtures, and 200 pairs of flexible banner arm assemblies in the downtown area between Orchard Street and A1A, including Cassen Park, Bailey Riverbridge Gardens and Fortunato Park that were damaged by Hurricane Matthew. Downtown Stormwater Improvements Ph II Design of the second phase which includes an exfiltration system within the New Britain right-of-way which will provide treatment for the redevelopment of New Britain, and properties South of New Britain. Forest Hills Trail Construction commenced for a trail connecting the Forest Hills neighborhood to Mayfield Terrace. HVAC Chiller Replacement Phase 3 Replaced VAV terminal strips throughout City Hall. Main Trail Bridge Rehabilitation Completed repairs to the bridge s timber deck, railing, open girder, column and abutment and cap. Memorial Gardens Parking Lot Improvements Removed and replaced landscaping in the Memorial Gardens parking lot. North US1 Landscaping Improvements Completed construction of the second phase of landscaping improvements within medians of US1 from Lincoln Avenue north to Airport Road. An FDOT beatification grant provided funding for the landscaping. 130

131 ENGINEERING North US1 Water Main Improvements Designed and started construction on a new water main along US1 which will provide increased pressures through the looping with the existing water main and additional reliability. OBSC Lighting Fields 4-10 Replaced lighting fixtures and poles on soccer fields 4, 5 & 6 damaged by Hurricane Matthew, and fields 7, 8, 9 & 10. All field lighting fixtures were upgraded to LED which will provide 40%-60% energy cost savings, control glare & provide superior lighting uniformity for better playability. Ormond Crossings Water & Sewer Main Extensions Constructed water and sewer service extensions along Broadway Avenue from US1 to Ormond Crossings to serve the Security First Insurance Company building that is about to commence construction. Ormond Elementary Parking Lot Light Upgraded light fixtures to LED. Outfall Pipe Replacement Construction commenced for the repair of the failed Melrose effluent outfall pipe crossing under the Halifax River. Rockefeller Gardens Shade Screen Design and construction of a fabric shade structure over the stage at Rockefeller Gardens. SONC HVAC Replaced the 20 year old, failing HVAC system in the gym. South Peninsula Reclaimed Water Main Expansion Completed construction of the extension of reclaimed water mains and connection to dry lines installed with the 2-inch water main replacement project. Traffic Signal Maintenance Painted traffic signal mast arms at the intersections of Nova Road & Fleming Avenue, Nova Road & Hand Avenue, and Hand Avenue & Clyde Morris Blvd. WTP Lime Slaker Unit Replacement & Sodium Hypochlorite Generator Replacement Designed and commenced construction of 2 replacement lime slaker units and sodium hypochlorite generator, including new generator skids and miscellaneous equipment and minor electrical modifications at the water treatment plant. WTP Solids Handling Facility Upgrades Design and commenced construction on replacement of solid handling facility dewatering structure and existing centrifuges with a new steel building and vacuum presses. 131

132 ENGINEERING WWTP Sludge Dewatering & Re-Aeration Basin Improvements Designed and commenced construction of improvements to the sludge dewatering process that involves replacement of the two existing centrifuges and polymer blending systems, replacing the bridges and handrails on the two digesters, and structural upgrades within the re-aeration basin. 132

133 FLEET OPERATIONS Fleet Operations is a support service of city government that provides a comprehensive array of repair and preventive maintenance services for a fleet of approximately 229 vehicles and 399 pieces of equipment and other non-rolling stock. Fleet Operations also maintains a parts shop and inventory, coordinates all sublet repairs, manages the City s vehicle replacement program, oversees operations of the City s central fueling facility and maintains management and billing information for all vehicles and equipment. As an internal service operation, Fleet Maintenance recovers its labor and overhead through an hourly labor rate billed to user departments and from a 25% surcharge levied on parts and sublet repairs and a 10% surcharge on fuel. The cost of all parts and sublet repairs are charged directly to the user department. 133

134 FLEET OPERATIONS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 1,374,452 1,280,888 1,198,698 (82,190) -6.42% Total 1,374,452 1,280,888 1,198,698 (82,190) -6.42% Expenditures: Actual Estimate Estimate FY FY Personal Services 312, , ,763 (8,794) -2.98% Operating 1,062, , ,935 (73,396) -7.45% Capital % Contributions and Transfers % Total 1,374,452 1,280,888 1,198,698 (82,190) -6.42% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Fleet Operations Manager % Garage Supervisor % Fleet System Specialist % Mechanic II % Mechanic III % Part-time Positions: Courier (part-time) % Total % 134

135 FLEET OPERATIONS Goals: Focus Fleet Operations on rolling stock by limiting subletting of small repairs and maintenance of handheld equipment. Maintain vehicle downtime of no more than 8% for all Fire and Police vehicles. Maintain an average productivity rate for all mechanics of 78% that generates 3645 billed labor hours. Achieve ASE Blue Seal of Excellence for 12 th consecutive year. Continue to provide for efficient, timely and cost effective delivery of repair and maintenance service to the City. Accomplishments: Achieved ASE Blue Seal of Excellence for 11 th consecutive year. Achieved a downtime rate of lower than 7% for all emergency vehicles. Complete full automation upgrade between new fuel management program (Fuel Master) and fleet management information system (FASTER). Continued reduction in parts inventories by Identifying obsolete parts and provide a cost effective recovery and disposal program. Continue being a GM Warranty Certified repair facility. 135

136 ECONOMIC DEVELOPMENT The City s Economic Development Department promotes development and redevelopment in Ormond Beach, including the Airport Business Park, downtown, and other areas within the community. In addition, Economic Development works closely with private property owners and City and County officials in the creation and development of a business park in the area along north US1 and Interstate 95. Economic Development also markets the City of Ormond Beach to prospective businesses and visitors. 136

137 ECONOMIC DEVELOPMENT Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 286, , ,405 (4,984) -1.48% Total 286, , ,405 (4,984) -1.48% Expenditures: Actual Estimate Estimate FY FY Personal Services 152, , ,687 (9,522) -6.06% Operating 68,141 79,180 83,718 4, % Capital % Economic Incentives 65, , , % Total 286, , ,405 (4,984) -1.48% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Economic Development Dir % Total % 137

138 ECONOMIC DEVELOPMENT Goals: Retain industrial businesses through visitation program and assist with expansion projects. Work with key target businesses in plant expansion and job creation initiatives Collaborate with economic development partners to market & attract out-ofstate businesses/visitors to the City. Develop/Implement Main Street economic development initiatives. Manage City s Business Park and Airport including: o Prepare airport development plans and market/lease airport parcels. o Prepare plans and permits for the extension of Runway 8/26. o Work closely with businesses on improvements to the electrical and internet infrastructure. o Prepare plans and construct the extension of Signal Avenue and Tower Circle East into the Southwest Quadrant of the Airport. Publish and distribute Economic Development newsletter. Implement the 2017 Strategic Economic Development Plan, including the following: o Facilitate the creation of shovel ready sites o Assist businesses with access to capital an financial incentive programs Work closely with Tomoka Holdings to open up land in the Ormond Crossings master development project. Expedite the permitting and related utility and transportation components of the Security First Managers 135,000 square foot office project. Accomplishments: Worked with businesses throughout the City to retain and expand their operations and employment base, including Flapjacks Johnny s restaurant, Concentrated Aloe, SKYO Industries, Prime Global Group, and Security First Managers. Recruitment of new businesses to the City including Prime Global Group from New Jersey to 3 Aviator Way. Worked with Tomoka Holdings to facilitate the marketing of sites in Ormond Crossings, including the sale of a 50 acre site in the Ormond Crossings Commerce Park. Worked with the Airport Manager to facilitate the master plan and airport construction projects, including the completion of the Environmental Assessment of the proposed extension of Runway 8/26. Provided leadership and consultation to the Ormond Beach Chamber of Commerce, Main Street Inc., and Team Volusia EDC organizations to improve the business climate in the City. 138

139 THE CASEMENTS The Casements is the flagship community enrichment center on the peninsula serving nearly one third of the city s population. Programs in environmental education such as urban homeowner s landscape conservation, organic gardening, safe boating, manatee and wildlife protection classes and the arts take place at The Casements, in Central Park or as outreach experiences. Youth-at-Risk programs through story-telling, computer enrichment classes, arts and literacy education at Osceola School and the Casements raise confidence and self-esteem to benefit youth serve families and enhance community values. As a historic facility, the former home of John D. Rockefeller, Sr., a Great Floridian is on the National Register for Historic Places and is an echo-tourism destination for visitors in Ormond Beach. It serves as an important landmark and symbol of historic preservation for the community within an urban park setting of leisure service facilities. 139

140 THE CASEMENTS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Casement Fees 94,098 93,000 85,000 (8,000) -8.60% General Fund 162, , ,972 14, % Total 257, , ,972 6, % Expenditures: Actual Estimate Estimate FY FY Personal Services 133, , ,286 7, % Operating 124, , ,686 (770) -0.64% Capital % Contributions and Transfers % Total 257, , ,972 6, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Cultural Center Coordinator % Part-time Positions: Custodian (2) % Program Specialist (1) % Special Events Tech (1) % Office Assistant I (1) % Seasonal: Summer Counselors (3) % Total % 140

141 THE CASEMENTS Goals: Secure exciting and new artists each month in the Gallery. Increase revenue through private rentals, events and programs. Grow sponsorships through various programs and events. Build relationships with current partners to offer exceptional community events including: Native American Festival, Celtic Festival, National Multiple Sclerosis Family Fun Walk, King of the Grill, Riverfest, Taste of Ormond, Persian Festival, Tomoka Marathon, Tomoka Triathlon and the Jewish Heritage Festival. Continue working with Ormond Memorial Art Museum and Gardens along with the Environmental Discovery Center to offer Echo Ranger programs on the same Saturdays, allowing families a day full of fun in Ormond Beach! Create a fun, relaxing evening of music with Swing Into Spring concert series featuring new bands each season. Plan a new weekday lunchtime concert series Downtown at The Casements. Plan and execute an eight-week summer camp, Enviro Camp at the EDC. Award four children a four-week session of Enviro Camp through the Joyce Ebbets Children s Environmental Education Scholarship Fund. Winners are based on an essay contest. Offer four weeks of Art Explosion Summer Camp with artist Pat Spano to ages Offer a new and successful four-week Tech Camp during June and July for up to 30 children. Offer a new Science Camp during the next spring break week. Partner with The Casements Guild to install brick pavers on the north entrance driveway in an effort to eliminate drainage issues and enhance the property. Work with The Casements Guild to expand the Carriage House area to create more open and accessible storage space. Performance Measures: Actuals Estimate Estimate FY FY Workload: Attendance/Participants: Special Events 65,000 67,000 68,000 1, % Tours 7,500 7,800 8, % Programs/Classes % # Rentals: Rentals/Groups - Casements % Rentals/Groups - Riverbridge % - Efficiency/Effectiveness: - Overall "satisfied/very satisfied" % % 141

142 THE CASEMENTS Accomplishments: The Casements is the only beachside community cultural center that offers various fitness, cooking, art and educational opportunities for both the young and young at heart. The Casements brought in two new characters and offered a who dun it mystery in the 8 th annual Rockefeller Revisited program. The Casements partnered with James Boettner to offer the 28 th annual Native American Festival featuring a new Kids Zone with pottery making, crafts and storytelling. The Casements worked alongside Ormond MainStreet again this year with their annual events including Riverfest, Celtic Festival and The Taste of Ormond. Presented the 59 th annual Gaslight Parade and Antique Car Show on Thanksgiving weekend, working with a new parade coordinator from the Antique Automotive Association. Assisted with Salty Church s annual Christmas Celebration in Rockefeller Gardens. Partnered with Don Stoner from Runner s High for the 4 th annual Tomoka Marathon, a Boston Marathon qualifier race beginning and ending in Rockefeller Gardens. Worked with Run 4 A Cause as they planned the Tomoka Triathlon beginning and ending in Fortunato Park. Partnered with Pat Spano to offer a four-week art camp for children ages 8-14 in June. Offered three weeks of watercolor workshops with artist, Janet Rogers in late January and early February. Worked with Ormond Art Museum, Ormond Beach Historical Society and Ormond MainStreet to plan and execute the 28 th annual Starry, Starry night program. Partnered with Ormond Art Museum, Ormond Beach Historical Society and the EDC to offer an Echo Ranger program on the same Saturday in January and September to bring new families to Ormond Beach. Worked with the Iranian American Society of Daytona Beach to offer the 4 th annual Persian Festival in Rockefeller Gardens. Assisted the Jewish Heritage Association with planning and executing their first annual Jewish Festival in Rockefeller Gardens and inside The Casements. Offered the 2 nd annual International Yoga Day at The Casements. Planned, prepared for, accepted registrations for, and executed the eight week summer program, Enviro Camp at the EDC. Offered a Kayaking program with the children of Enviro Camp during summer Gained a new partnership with Florida Youth Conservation Centers Network to offer additional environmental education to the children of Enviro Camp. 142

143 THE CASEMENTS Accomplishments: The Casements Partnered with Ormond Beach Chamber of Commerce to help plan and execute their annual King of the Grill event in Rockefeller Gardens. Assisted Community Events with the following programs: Art in the Park, Summer Sounds Concert Series, and Holidays at The Casements. Planned, organized and executed Breakfast with Santa for over 360 guests. Assisted with planning, organization and execution of the Tree Room for the 38 th annual Christmas Gala for The Casements Guild. Worked with Lohman s Funeral Home to offer several six week grief workshops throughout the year. Participated in the Mayor s Health & Fitness Challenge by offering six weeks of fitness classes in the evening. Worked with Ormond Beach Garden Club to present the annual Flower Show. Offered two Poetry Readings through Ormond MainStreet and Creative Happiness Institute, during the holiday season and in the spring. Honored our Casement Guild members for their 38 th anniversary of volunteer service during the annual appreciation luncheon. Created additional income revenue through rentals in the following areas: The Casements, Rockefeller Gardens, Fortunato Park, Ormond Memorial Art Museum and Gardens, Bailey Riverbridge and Ames Park. Planned and designed a new fence and archway entrance off the North Lawn connected to the Tennis Center. Offering a private venue during events and enhancing that section of the North Lawn, a donation from The Casements Guild. Cleared unused Dark Room closet for additional Guild storage. 143

144 PERFORMING ARTS CENTER The Ormond Beach Performing Arts Center (OBPAC) consists of an auditorium, rehearsal room, studio and music rooms for Citysponsored groups, professional theater and musical productions. The Center has a seating capacity for 627 people and is built in a fanshaped, stadium-style configuration. The Center is also used for youth dance classes, recitals, senior shows, music events and children s theater. Additional uses include voice and piano lessons, acting classes, additional dance classes and a children s choir, among other various cultural arts classes and activities seminars and workshops. 144

145 PERFORMING ARTS CENTER Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Tickets/Concessions 241, , , % General Fund 180, , ,973 (2,117) -1.17% Total 421, , ,973 (2,117) -0.52% Expenditures: Actual Estimate Estimate FY FY Personal Services 128, , ,169 7, % Operating 292, , ,804 (9,793) -3.49% Capital % Contributions and Transfers % Total 421, , ,973 (2,117) -0.52% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: P.A.C. Supervisor % Part-time Positions: Maintenance Worker (2) % Recreation Leader (1) % Box Office Attendant (2) % Total % 145

146 PERFORMING ARTS CENTER Goals: Seek business partnerships to generate grants/donations. Achieve 80% or better of return contracts/rentals. Maintain total visits at over 40,000 for shows. Produce a (12) day children s summer theatre/production camp through partnership with local theatre/children s arts group. Produce a (9) day summer dance camp through local partnerships. Increase rental/facility revenue by partnering with local producer to bring in national performers. Work with internal show groups to improve ticket sales. Increase daily event rentals for studios/dance rooms. Increase day-to-day volunteerism with internal show groups. Increase online ticket sales by 2% over last year s numbers through public awareness campaign. Host internal show group leadership quarterly meetings. Performance Measures: Actuals Estimate Estimate FY FY Workload: Rentals 1,504 1,412 1, % Shows/Rentals Attendance 50,090 44,628 45,968 1, % New Contracts % Not for Profit Shows % For Profit Shows % Efficiency/Effectiveness: Returning Contracts % Customer Satisfaction % 95% 95% 95% % Accomplishments: The Performing Arts Center has expanded its services to local businesses by incorporating business meetings and training sessions in addition to facility rentals. The Performing Arts Center serves as a shelter and food distribution site for City emergency crews and employees during peacetime emergencies. The PAC continues to create new relationships with community based not-forprofit service organizations and faith based groups, hosting successful fundraising events. The PAC staff continues to network with other area theatre professionals and attended the InfoComm Conference. 30% of total PAC ticket sales are internet based which is a 5% increase over last fiscal year. The PAC once again implemented (2) Children s Summer Camp Productions. The PAC has over 220 total volunteers who donate approximately 3,000 hours annually. 146

147 SENIOR CENTER The Senior Center program coordinates the activities of a multipurpose center that includes programs in the area of health, arts, languages, nutrition, theater, personal finance and technology and music for persons over 55 years of age. The Center also offers classes and activities for physically and mentally challenged citizens and those with other special needs. In addition, the Center hosts the Ormond Senior Games and maintains the Mainland Council on Aging Senior Congregate Dining and Meals on Wheels programs. 147

148 SENIOR CENTER Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Senior Center 98,141 10,000 10, % General Fund (922) 77,383 82,485 5, % Total 97,219 87,383 92,485 5, % Expenditures: Actual Estimate Estimate FY FY Personal Services 17,356 12,553 15,308 2, % Operating 79,864 74,830 77,177 2, % Capital % Contributions and Transfers % Total 97,219 87,383 92,485 5, % Staffing Summary: Actual Estimate Estimate FY FY Part-time Positions: Maintenance Worker (1) % Total % 148

149 SENIOR CENTER Goals: Monitor the management agreement with Council on Aging to ensure terms of the contract are met. Expand evening and weekend rentals to increase revenue wherever possible. Accomplishments: Continued the Council on Aging Lease Agreement. Partnered with long time facility rentals Tomoka Duplicate Bridge and Granada Squares Dancers. Expanded rentals and usage to include: Dance Classes, Concerts, Sunday Church Service, Homeowners Association meetings, Seminars and Sports Association Meetings. 149

150 COMMUNITY EVENTS Community Events coordinates and produces community and Citysponsored holiday and cultural events such as the Fireworks on the Halifax & Independence Day Celebration, Santa Land, Holiday Parade, Art in the Park and the Birthplace of Speed Celebration. This division also coordinates various celebrations, dedications, remembrances, groundbreakings, historical celebrations and various other official City events. Assistance is also provided to other City departments, boards and committees, outside agencies and community service clubs with the presentation of their event schedules. 150

151 COMMUNITY EVENTS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Sponsorship 16,123 21,000 21, % General Fund 154, , ,162 6, % Total 170, , ,162 6, % Expenditures: Actual Estimate Estimate FY FY Personal Services 78,651 83,104 95,355 12, % Operating 92, , ,807 (5,766) -5.21% Capital % Contributions and Transfers % Total 170, , ,162 6, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Community Events Coordinator % Part-time Positions: Community Events Leader (2) % Total % 151

152 COMMUNITY EVENTS Goals: Continue the development of the popular Art in the Park event to encompass additional components for children, repurposed category (eco/green), and event amenities. Continue the development of 3, free, annual kid s fishing tournaments. Assist in the coordination & management of major co-sponsored events at Rockefeller Gardens and other venues. Execute all (60+) events with precision performance and outstanding presentation. Assist with improving the Senior Games events with the cooperation and support of the Senior Games Board. Restructure current programs to encompass more community involvement. Continue to increase sponsorships for all annual community events. Continue the encouragement of all event advisory boards to solicit new members and funding. Continue to develop new partnerships for the (9) major annual event: July 4th, Summer Sounds, Veteran s Day, Holiday Parade, Art in the Park, Memorial Day, and (3) kids fishing tournaments. Continue to serve as the department liaison to the Chamber of Commerce s Economic Prosperity Development meetings. Increase volunteer opportunities for students and adults helping with various special events Performance Measures: Actuals Estimate Estimate FY FY Community Events Workload: Events Total % Non-annual events % Efficiency/Effectiveness: Customer Satisfaction % - Events 90% 90% 90% % 152

153 COMMUNITY EVENTS Accomplishments Staff continued development of the Art in the Park event, which was very well received due to the greater quality of the art and craft vendors, a variety of music, and event logistics. The Art in the Park event is a partnership endeavor with the Ormond Memorial Art Museum. The Girl Scouts Art Exhibit was added in The Casements showcasing over 300 pieces of arts & crafts from Girl Scout Troops from Volusia County and all over Central Florida. Staff added amenities to the Children s Craft Zone for the Art in the Park event. The Community Events staff with the Memorial Day Committee held the annual Memorial Day Remembrance Service in Rockefeller Gardens. The support of local businesses, civic organizations, and sponsors, we provided the community with a memorable and honorable service. Planned and presented three successful kids fishing tournaments. New and return sponsors have contributed prizes, fishing poles, tackle, and refreshments for the participants. Produced and organized a successful Veteran s Day Celebration for over 80 local veterans. Assisted The Senior Games Board with the 2017 Senior Games Olympics, which had 300 participants, playing in 20 games/activities. Presented Summer Sounds Free Concert Series. Staff assisted Parade Board to increase sponsorships, attendance, and overall presentation of the Home for the Holidays Parade and prizes awarded at a city commission meeting. All three objectives were met and exceeded. Staff programmed and facilitated several successful holiday events including Santa on the Go, Holiday Concert, Breakfast with Santa, Letters to Santa, and decorating City Hall tree with students from PACE Center. Hosted the Arbor Day Celebration. Continued with community partnerships with many non-profits and civic groups including: Kiwanis Club, Lions Club, Boy & Girl Scouts, Ormond Beach Historical Society, The Casements Guild, Ormond Main Street, Ormond Beach Chamber of Commerce, American Legion Post 267, Civil Air Patrol, Disabled American Veterans, PACE, Wyotech, and Seabreeze High School. Increase volunteer and community service worker participation for: July 4th, AITP, Memorial Day, Holiday Parade, kids fishing tournaments, and Veterans Day. Assisted with many cross-departmental events: Earth Day, National Night Out, Mayor s Health & Fitness Challenge, Employee Appreciation Day Luncheon, Police Awards Ceremony, and Ormond Chamber Leadership program. Assisted with Native American Festival. Assisted with the monthly Walk with the Manager program. 153

154 LEISURE SERVICES ADMINISTRATION/REGISTRATION Leisure Services Administration provides the executive leadership and guidance necessary to carry out the mission, goals and policies for recreational, cultural, senior center, special events, special populations, and athletic field s maintenance programs. Registration and processing for enrollment in youth and adult recreation programs, contractual instructor classes, gymnastics, summer camp programs, tennis programs, field and park rentals, and recreation center activities held at Nova Community Center, South Ormond Neighborhood Center, Ormond Beach Gymnastics Center and Performing Arts Center 154

155 LEISURE SERVICES ADMINISTRATION/REGISTRATION Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Liability Insurance 12,040 13,000 13, % ARBFP Concession Rental 9,166 10,000 10, % Park Rental Fees 43,745 47,500 47, % General Fund 564, , ,923 (3,722) -0.66% Total 629, , ,423 (3,722) -0.59% Expenditures: Actual Estimate Estimate FY FY Personal Services 445, , ,635 (6,632) -1.43% Operating 183, , ,788 2, % Capital % Contributions and Transfers % Total 629, , ,423 (3,722) -0.59% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Leisure Services Director % Asst. Leisure Services Director % Recreation Manager % Recreation Program Specialist % Office Manager % Office Assistant III % Part-time Positions: Office Assistant I % Total % 155

156 LEISURE SERVICES ADMINISTRATION/REGISTRATION Goals: Design new Leisure Service Activity Guide. Create a new user friendly Leisure Service website focused on programming and activities. Revamp advertising for summer camps and clinics. Partner with engineering to apply for ECHO grant for sports field lighting. Develop free lunch and learn programming for the Environmental Discovery Center. Develop fees for Environmental Discovery Center for City Commission approval to become a part of the Leisure Services Fee Schedule. Provide support to the Community Garden Committee to plan the third community garden in 2016/17 which may be implemented in fiscal year 2017/18. Involve more local residents in park and facility beautification through Adopt a Park program. Promote the existing Memorial Tree and Memorial Bench programs. Ensure the continued use of volunteers. Retain Ormond Beach s Playful City designation and Ormond Beach s Tree City USA designation. Apply for the NRPA Gold Medal award for the department. Achieve all City Commission goals for Leisure Services for FY by the end of the fiscal year. Performance Measures: Actuals Estimate Estimate FY FY Workload: # of Field/Park/Facility Rentals % # of Online Registrations % Efficiency/Effectiveness: Achieve City Commission Goals 100% 100% 100% % Customer Satisfaction % 90% 90% 90% % Accomplishments: Community Partnerships: Several programs, projects and events were completed through new and ongoing community partnerships this year: o Twelve memorial benches were donated and installed throughout City parks. o Seven parks have been adopted as a part of the Adopt A Park program. 156

157 LEISURE SERVICES ADMINISTRATION/REGISTRATION Helped facilitate Employee Appreciation Day event. Revamped program flyers. Successfully performed emergency functions during Hurricanes Matthew and Irma. Department was once again designated as Tree City USA. Nourishing the interest of current volunteers for the possibility of a third Community Garden. Updated Andy Romano Beachfront Park rental policy. Application for NRPA Gold Medal award was submitted. Hired a full-time Center Coordinator for Environmental Discovery Center. Helped facilitate State of City event. Expanded involvement with Volusia County Recreation Directors Association by attending monthly meetings. Three free fishing tournaments were once again held this year as per City Commission goals. 157

158 GYMNASTICS The Gymnastics program provides United States Gymnastics Association (USGA) level instruction for classes beginning at the developmental stage through skill Level 7 for boys and girls ages three (3) to seventeen (17). In all instances, students are placed in the appropriate class based on skill and ability rather than by age for programmatic and safety reasons. 158

159 GYMNASTICS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Gymnastics Fees 20,932 25,000 25, % General Fund 87,518 96, ,712 5, % Total 108, , ,712 5, % Expenditures: Actual Estimate Estimate FY FY Personal Services 81,087 93, ,586 8, % Operating 27,363 28,480 25,126 (3,354) % Capital % Contributions and Transfers % Total 108, , ,712 5, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Gymnastics Instructor % Part-time Positions: Assistant Gymnastics Instructor (1) % Recreation Leaders (1) % Total % 159

160 GYMNASTICS Goals: Present at least two gymnastic shows in the Gymnastic center (spring and fall). Host gymnastics functions with an anti-tobacco, anti-drug and anti-alcohol theme in conjunction with the City s youth at-risk programs throughout the year. Increase attendance by 10%. Increase revenue by 10%. Strive to maintain a full coaching staff in order to serve the needs of the gymnastics community. Get more children of all ages interested in the sport of gymnastics while promoting a healthy lifestyle. Maintain a safe learning environment for the students. Increase the program s presence through social media/flyers to reach more potential students. Restructure classes to be as cost effective as possible while meeting the needs of the community. Promote lifetime healthy activities in aid in the prevention and/or elimination of obesity in young children and teens through exercise and fitness. Performance Measures: Actuals Estimate Estimate FY FY Workload: Annual Daily Attendance 6,300 6,300 6, % Implement new classes % State Competitions Attended % Efficiency/Effectiveness: Customer Satisfaction % 90% 90% 90% - 0 Accomplishments: 11 Gymnasts competed in (3) AAU qualifiers this season; then to AAU Level 2, 3, 4 and Modified Optional to State Meet and on to Junior Olympics bringing home several medals. Coordinator attended two (2) AAU or USGA coaching clinics this year. Maintained certification in both organizations. Open Gym Program continues to be successful. Free trial classes are being offered to potential students to further promote gymnastics. Retained one parent to volunteer to help in the gym. Offered special needs gymnastics class. Partnered with the Special Olympics to help them compete in the sport of gymnastics. Coordinator sat on the safety board working with other counties around the State of Florida. 160

161 NOVA COMMUNITY CENTER The Nova Community Center is a totally air-conditioned facility, which includes a gymnasium, family game room, fitness room, restrooms, classroom, and multi-purpose activity room. There are ongoing classes and activities for both children and adults throughout the year. Outdoor facilities located at the Nova Community Park include a basketball court, tennis & racquetball courts, a jogging trail, playground, skateboard court, baseball fields, and wide sidewalks. 161

162 NOVA COMMUNITY CENTER Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Fees 18,862 20,000 23,000 3, % General Fund 236, , ,882 47, % Total 255, , ,882 50, % Expenditures: Actual Estimate Estimate FY FY Personal Services 145, , ,860 25, % Operating 109,736 91, ,022 24, % Capital % Contributions and Transfers % Total 255, , ,882 50, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Recreation Center Coordinator % Seasonal Positions: Summer Counselors % Part-time Positions: Recreation Leaders (4) % Therapeutic Aide (1) % Total % 162

163 NOVA COMMUNITY CENTER Goals: Nova Community Center Goals: Expand by rentals by 5%. Effectively promote summer and teen activities as well as open gym for basketball and pickle ball offered at the Nova Community Center and the City of Ormond Beach using improved flyers and display case. Increase usage of newly expanded exercise room by 5%. Create a story, craft, and game time for children under age six. Special Populations Goals Maintain existing programs and events for special populations while increasing participant numbers by using improved flyers and gaining community contacts and increase social media presence. Continue to offer Camp T Rec for those special needs participants who need more individualized care adding more opportunities to learn job skills. Continue to offer The Lunch Bunch program for adults with special needs to provide time to socialize within a safe environment and provide lessons for cooking to improved life skills. Create a support group where parents can socialize and get advice while offering an opportunity for their children with special needs to socialize as well. Performance Measures: Actuals Estimate Estimate FY FY Workload: Total Visits (inside only) Attendance 46,000 50,312 51, % Special Populations Workload: Special Needs Division Programs/Events % Special Needs Division Community Partners % Efficiency/Effectiveness: Customer Satisfaction % 97% 97% 97%

164 NOVA COMMUNITY CENTER Nova Community Center Accomplishments: Increased participation in the pickle ball program. Continued rental programming with Jazzercise being offered six days a week and Dance and Acting classes four days a week. Offered Tennis Shack monthly rentals. Hosted teen summer program offering organized competitive basketball games. Offered free meals for children ages 18 and under throughout the summer. Hosted a successful Cat Fancier s Cat Show, Embry Riddle Basketball Camp, Pinewood Derby, Girl Scout Event, Basketball League and Volleyball League. Used finger vein reader to effectively maintain attendance records and membership registrations. Special Populations Accomplishments Continued Challenger Sports programs for children with special needs Had a successful season of special needs sports including, but not limited to, soccer volleyball, baseball, basketball and sports of all sorts. Camp T-Rec was successfully planned and executed for those with special needs who need more individualized care. Offered programming and event participation for partnership programs with Special Populations Activity and Recreation Council (SPARC) and City of Port Orange Continued to off the Lunch Bunch Program, a drop in program for adults with special needs to provide time to socialize and participate in recreational activities with a safe environment. Continued to offer Explore the Arts to offer an opportunity for participants to express themselves creatively. 164

165 SOUTH ORMOND NEIGHBORHOOD CENTER The South Ormond Neighborhood Center is an air-conditioned facility with an indoor gymnasium, weight and game room, full service kitchen, concession stand, small theatrical stage for special events, multipurpose room, and computer and learning center. Recreational programs include arts and crafts, ceramics, dances, tutoring classes, teen programs, young ladies club, boys and girls club, progressive young men s club, chess club, sports and occasional field trips. 165

166 SOUTH ORMOND NEIGHBORHOOD CENTER Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Fees 24,824 13,500 11,000 (2,500) % General Fund 223, , ,273 14, % Total 248, , ,273 11, % Expenditures: Actual Estimate Estimate FY FY Personal Services 150, , ,299 13, % Operating 97,584 92,409 89,974 (2,435) -2.64% Capital % Contributions and Transfers % Total 248, , ,273 11, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Recreation Center Coordinator % Seasonal Positions: Summer Counselors % Part-time Positions: Center Leader (1) % Recreation Leaders (2) % Total % 166

167 SOUTH ORMOND NEIGHBORHOOD CENTER Goals: Continue to expand the South Ormond Sports Club programs to include elementary school aged children. (Start Smart Sports program) Offer mentoring/life skills teaching programming with the desired outcome of having at least 170 children involved in education through recreation and positive behavior type activities. Partner with Ormond Beach YMCA to expand programming opportunities. Promote lifetime health activities as well as prevention and/or elimination of obesity. Promote diversity and fellowship through varied youth programming. Hold at least two (2) Neighborhood Festivals/Events. Hold at least one (1) intergenerational event. Add one (1) more event involving nutritional education to promote the healthy lifestyle movement. Add a youth summer basketball program /league as part of a new crime prevention movement. Implement finger vein system for all Center guests. Performance Measures: Actuals Estimate Estimate FY FY Workload: Total Visits/Attendance 130, , ,887 2, % Efficiency/Effectiveness: Customer Satisfaction % 91% 90% 90% - 0 Accomplishments: Hosted successful boys youth basketball season. Implementation of programs and additional tutoring in SONC Computer & Learning Center through partnership with Ormond Beach PAL. Expanded the number of kids involved with community service programs for project graduation and other scholarship programs. Partnered with the Ormond Beach PAL in providing Arts & Crafts Programs and additional funding to promote health and positive life styles programs. Hosted another successful eight-week Summer Camp Connection program. Partnered with the Ormond Beach YMCA to provide opportunities for children at the YMCA and to aid in cross utilization of facilities. Hosted MLK Prayer Breakfast, PAL Christmas Party and several neighborhood events and activities. Coordinator renewed CYSA certification with NAYS. Provided educational opportunities to staff and coaches through Positive Coaching Alliance and NAYS. Provided support to local families in need during the holidays. 167

168 ATHLETIC FIELDS MAINTENANCE/CITY SPONSPORED SPORTS Athletic Fields Maintenance is responsible for turf maintenance and related athletic field repairs at the Nova Community Park, Ormond Beach Sports Complex and the South Ormond Neighborhood Center. Additional responsibilities include general maintenance and clean up of various hard courts and playgrounds. Current maintenance responsibilities include the following: 9 playgrounds, 4 major league baseball fields, 9 softball fields, 11 youth baseball fields, 8 soccer fields, 4 football fields, 10 tennis courts, 3-1/2 basketball courts, 8 handball/racquetball courts and the skateboard and shuffleboard courts. City-Sponsored Sports coordinates and schedules an array of activities for City sponsored sports, parent run sports, local high schools, colleges, and outside rentals. Games and practices take place at Ormond Beach Sports Complex, Nova Community Park, Nova Community Center and South Ormond Neighborhood Center Gymnasiums. Youth sports programs include flag football, cheerleading, volleyball, a basketball training league, girls basketball leagues, softball sports camps, and golf clinics. Adult sports consist of men and women s softball, coed softball, church leagues, senior softball, coed volleyball, men s basketball and various softball tournaments. Parent Run Sports The City acts as the facilitator by providing topnotch athletic facilities for children to play baseball, softball, basketball, and soccer. In additional to providing facilities, the Athletic Supervisor schedules all games, practices, and offers NYSCA Coaching clinics for all sports. Outside user groups also use City facilities such as Seabreeze High School, Father Lopez High School, ERAU, BCC, and local churches. The Athletic Supervisor provides assistance to groups renting fields for tournaments. 168

169 ATHLETIC FIELDS MAINTENANCE/CITY SPONSORED SPORTS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Fees 77,537 75,000 75, % General Fund 1,266,054 1,392,598 1,338,296 (54,302) -3.90% Total 1,343,591 1,392,598 1,338,296 (54,302) -3.90% Expenditures: Actual Estimate Estimate FY FY Personal Services 380, , ,089 2, % Operating 963,370 1,079,450 1,022,207 (57,243) -5.30% Capital % Contributions and Transfers % Total 1,343,591 1,467,598 1,413,296 (54,302) -3.70% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Athletic Field Maint Supervisor % Contract Manager - Grounds % Maintenance Worker IV % Maintenance Worker III % Maintenance Worker II % Part-time Positions: Maintenance Worker II (4) % Recreation Leader (1) % Athletic Coordinator (2) % Total % 169

170 ATHLETIC FIELDS MAINTENANCE/CITY SPONSORED SPORTS Athletic Field Maintenance: Goals: Achieve a customer satisfaction rating of satisfactory or better from 90% of surveyed participants regarding facility maintenance. Continue annual roto-tilling of clay infields at Nova Community Park fields and Ormond Beach Sports Complex. Work with Public Works on mutual projects. Track true costs to City for tournaments. Increase use of volunteers. Work with the sports associations in an effort to better manage practices and games to reduce wear on athletics fields. Continue to develop preventive maintenance program by partnering with Fleet to train ball field maintenance employees to perform a daily maintenance program with each machine. Improve playing surfaces and pitching mounds at all baseball fields. Continue a successful partnership with mowing contractor Add wood bordering to SONC softball field to maintain clay from running off of the field Accomplishments: Due to usage demand, increased the amount of hours dedicated to the maintenance of South Ormond Neighborhood Center and Osceola Elementary. Added crimson stone to fence lines, warning tracks, front of dugouts, behind backstops, & at Shuffleboard to assist with appearance, drainage and weed control. Hosted the Harry Wendelstedt Umpire School for six weeks. Hosted more than (30) tournaments on the weekends. Assisted in many City special events, including July 4 th, as well as various events at The Casements. Maintain shuffleboard courts at Sports Complex. Wendelstedt Fields clay infields laser graded, with staff laying turface and additional clay. Added clay and turface to back of infields of Quad to remove lips. Added clay to baselines at Wendelstedt and Nova Field 1. Added Standard Operating Procedures. 170

171 ATHLETIC FIELDS MAINTENANCE/CITY SPONSORED SPORTS City Sponsored Sports: Goals: Revamp participant and coaches surveys. Increase player participation. Increase rentals by a minimum of 10%. Achieve a customer service rating of higher than 90%. Hold Summer Youth Sports Camps for children in baseball, soccer, softball, golf, basketball, and volleyball. Hold yearly officiating clinics to focus on handling of coaches/parents, as well as on-field play. Promote lifetime healthy activities as well as prevention and/or elimination of obesity. Schedule Athletic Field Maintenance Department to ensure seamless preparation for daily activities. Work hand-in-hand with the Associations (Baseball/Softball, Soccer Basketball and Football) for better utilization of fields/gyms through scheduling. Strive to decrease light costs at the Sports and Nova complexes. Use volunteers for varied tasks and responsibilities. Serve as City liaison to the Convention and Visitors Bureau Sports Committee. Increase rentals through partnership with Convention and Visitors Bureau Sports Committee and Central Florida Sports Commission. Accomplishments: Continued the reduction of electricity for utilizing overhead field lights at the Ormond Beach Sports Complex and the Nova Community Complex. Increased outside rentals with additional adult and youth sports tournaments. Increased high school athletic rentals. Added FTB and USSSA Baseball, as well as NSA, USSSA and USFA tournaments for additional rentals. Hosted MEAC/NCAA Tournament Championships through Bethune Cookman University. Hosted successful youth flag football and youth volleyball programs, as well as summer youth sports camps. Increased spring, summer and fall volleyball program participation again. Scheduled all OBYBA & OBYBSA basketball and baseball games. Re-elected as a member of Convention and Visitors Bureau Sports Community. Successfully managed the Athletic Field Maintenance division and City Sponsored Sports division. Increased rentals by bringing in Florida Rugby, senior softball tournaments and women s tackle football. Added adult coed volleyball program in the spring and fall. 171

172 ENVIRONMENTAL DISCOVERY CENTER The Environmental Discovery Center's mission is to foster an awareness and appreciation of the natural environment by providing stimulating environmental education programs that inspire participants to be active stewards of their surrounding natural resources. The City of Ormond Beach s Environmental Discovery Center (EDC) provides visitors with a glimpse into the diverse ecosystems of Ormond Beach, specifically Central Park. This 2,000 square foot facility is designed to be self-guided. The building serves as a hub for the programming and special events that will immerse visitors in these ecosystems and provide hands-on education. 172

173 ENVIRONMENTAL DISCOVERY CENTER Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 71, , ,176 1, % Total 71, , ,176 1, % Expenditures: Actual Estimate Estimate FY FY Personal Services 24,266 60,936 77,398 16, % Operating 47,361 77,100 61,778 (15,322) 0.00% Capital % Contributions and Transfers % Total 71, , ,176 1, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Recreation Center Coordinator % Part-time Positions: Center Leader* % Seasonal Positions: Summer Counselors % Total % *Moved to Leisure Services Admin. 173

174 ENVIRONMENTAL DISCOVERY CENTER Goals: Increase overall attendance numbers (walk ins, visitors, program participants, etc.) 10% each quarter Increase overall number of programs 10% each quarter Host four community events minimum per year Increase number of meetings, workshops, lectures, and classes held on weekdays & Saturday mornings Create reoccurring, monthly children s program for ages 3-5 (ex. Little Learners ) Create reoccurring, monthly children s programs for K-5 grade (ex. WILD Wednesdays, Elementary Explorers ) Create reoccurring, bimonthly young adult programs and/or opportunities for high school science students (ex. "Science Saturdays ) Expand on Toddler Story Times hosted by Ormond Beach Regional Library, include EDC led crafts & activities after Story Time Increase number of field trips held each month reach out to Scout groups, youth groups, homeschoolers, private schools, pre-k & daycares; host during fall & winter Market field trips to upper elementary school teachers, host field trips during spring (3 rd & 4 th nine weeks) Create field trip curriculums for middle school students grades 6 & 7; market to middle school teachers; host field trips during spring (3 rd & 4 th nine weeks) Create adult programs to be held weekdays (ex. craft group, guided nature walks, exercise classes) Provide Project WILD workshops for teachers & scout leaders at least once per quarter Increase volunteer force by 20% each quarter Restructure volunteer group to include committees committees will include Field Trips, Children s Programs, Outreach & Marketing, Meetings & Socials, Community Events, Programs & Guides, Orientation & Training Steer volunteers to create a program binder with pop-up programs (20 minute brief talks about specific topics), self-guided Central Park scavenger hunts, etc. Update current exhibits and display items; rotate seasonally, include more hands-on, interactive materials Increase social media presence increase followers, post regularly (twice per week) Increase & expand partnerships between EDC & other environmental agencies (ex. Florida Fish & Wildlife, Project Learning Tree, UF/IFAS Extension, Master Naturalist Program, 4-H) Increase & expand partnerships between EDC & local civic clubs, adult communities, organizations 174

175 ENVIRONMENTAL DISCOVERY CENTER Goals: Increase & expand partnerships between EDC & local schools (pre-k, elementary schools, middle schools, high schools, colleges, universities) Form a committee with sister facilities and meet quarterly (Marine Science Center, Lyonia Environmental Center, Marine Discovery Center, etc.) Accomplishments: Partnered with Halifax River Audubon to provide The Great Backyard Bird Count community event in February with an estimated 100 people in attendance. Partnered with Volusia County ECHO Rangers Program. Held an estimated 77 programs, field trips, and meetings total during the fiscal year Held field trips for homeschool groups, Scout troops and schools South Peninsula Garden Club, Cherry Laurel Garden Club, Community Gardens Board, and EDC Volunteers held meetings in the EDC Classroom on a monthly and bimonthly basis. EDC Coordinator forged new partnerships with FYCCN, Project WILD, Girl Scouts of Citrus, Ormond Beach Regional Library, Spruce Creek High School teachers, Bethune-Cooking University, Stetson University, and Daytona State College EDC Coordinator certified as Project WILD facilitator EDC joined League of Environmental Educators in Florida (LEEF), added facility to LEEF organizations page EDC Coordinator attended SEEA-LEEF environmental education conference and represented the City of Ormond Beach EDC Coordinator in collaboration with Casements Cultural Center Coordinator forged partnership with Florida Youth Conservation Centers Network Created five new field trip curriculum for K-5 Held The Casements Enviro Camp at the facility during the summer Expanded partnerships with Volusia County Environmental Management, Marine Science Center, Marine Discovery Center, Lyonia Environmental Center, and Museum of Arts & Sciences Collaborated with Beach House Graphics to add new wall graphics ( Bear with Me, What s Your Wingspan, EDC Classroom, bee hive wall graphic, and tree graphic; also added updated fish tank signs and eagle cam sign Updated existing exhibits - Biopod Aqua II aquaponics system, Non-Native Fish tank 175

176 Accomplishments: ENVIRONMENTAL DISCOVERY CENTER Increased active volunteer participation numbers by 67.59% compared to previous fiscal year (FY16-17); doubled the number of people in the EDC Volunteer group since September Updated Facebook page and posted regularly (once per week) Community Gardens Accomplishments: Formed Community Garden Board with nine members Adjusted and implemented new rules and regulations Assigned all empty (abandoned or relinquished) garden spaces before new planting season Reached out to UF/IFAS Volusia County Extension Master Gardener Program Coordinator; forged volunteer partnership with two new Master Gardeners who joined Fleming Community Garden as garden monitors Collaborated with Master Gardeners to host workshops, lectures, and classes at Community Gardens & EDC Updated Facebook page information; assigned Community Garden Board member as Social Media chairperson 176

177 BUILDING MAINTENANCE Building Maintenance is a support service function of City government that provides repair and maintenance services for City buildings and structures, including routine electrical, plumbing, carpentry, air conditioning, painting and miscellaneous repairs. This program is also responsible for overseeing and monitoring service contracts for janitorial, electrical and air conditioning and performs one-time building and minor renovation projects when it is less costly than using an outside contractor. Direct costs for materials and supplies that cannot be assigned or charged to a department operating budget are charged to the Building Maintenance budget. Otherwise, these costs and HVAC maintenance are charged directly to the department or program where the repair has occurred. All in-house labor costs are charged directly to the Building Maintenance budget regardless of where the work is performed. In addition, building maintenance personnel are assisting with the maintenance of the Airport Tower and repair of the City s airport runway and taxiway lighting systems. This includes weekly lighting inspections and immediate repair of discrepancies found. 177

178 BUILDING MAINTENANCE Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 775, , ,001 (21,053) -2.87% Total 775, , ,001 (21,053) -2.87% Expenditures: Actual Estimate Estimate FY FY Personal Services 424, , ,730 (41,026) -9.52% Operating 350, , ,271 19, % Capital % Contributions and Transfers % Total 775, , ,001 (21,053) -2.87% Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Office Assistant II * % Contract Manager - Buildings % Maintenance Foreman % Tradesworker % Supervisor % Part-time Positions: Maintenance Worker II % Total % 178

179 BUILDING MAINTENANCE Goals: Complete 98% of all non-emergency work orders within five working days of request. Create a comprehensive maintenance plan for 25% of the city s facilities. Create a mechanism that will respond to work order requestor that work order has been completed and closed. Continued refurbishment of Snowflake Christmas decorations Accomplishments: Replaced long-term employee with minimal disruption to ability to respond to non-emergency work orders. Maintained completion of 98% of all non-emergency work orders within 5 working days with current staffing levels while city has grown and added additional facilities. All emergency work orders completed within 24-hours. Addition of second Christmas tree at Rockefeller Gardens. Secured all city facilities for impact of Hurricane Matthew. Placement of city-wide Christmas decorations. Animated Santa installation and Christmas yard decorations. Replenished four Christmas river trees including re-wiring of same. Maintained all city and DOT lighting throughout city. Maintained all sports lighting to keep playable surfaces lit for safety of players. Maintained airport runway lighting repairs and safety checks three times per week. Maintained Splash Pad equipment with minimal interruptions to park patrons. 179

180 PARKS AND GROUNDS MAINTENANCE This program is responsible for routine grounds maintenance, mowing and general beautification and upkeep of all City parks and on-site buildings, including grass mowing, flower bed and shrub maintenance, trash collection and maintenance of the medians along A1A and State Road 40. With the exception of the Memorial Art Gardens, all parks and ground maintenance is performed on a contracted basis. 180

181 PARKS AND GROUNDS MAINTENANCE Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 1,939,842 1,848,392 2,039, , % Total 1,939,842 1,848,392 2,039, , % Expenditures: Actual Estimate Estimate FY FY Personal Services 214, , ,775 99, % Operating 1,725,133 1,640,326 1,732,070 91, % Capital % Contributions and Transfers % Total 1,939,842 1,848,392 2,039, , % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Maintenance Foreman % Contract Manager % Tradesworker* % Maintenance Worker II * % Seasonal Positions: Maintenance Worker II (1) % Part-time Positions: Maintenance Worker II (4) % Total % *Moved from Building Maintenance 181

182 PARKS AND GROUNDS MAINTENANCE Goals: Ensure all parks and grounds are inspected bi-weekly to ensure safety, accessibility and cleanliness. Quarterly safety meetings with staff. Continuation of Hurricane Irma repairs to include replacement of items damaged at Cassen Fishing Pier. Quarterly meetings with park staff to discuss progress and course of maintenance. To stay on top of additional leaf blowing removal/pressure washing of added concrete and wood paths. Work with building maintenance as needed to ensure park buildings are clean, safe and inviting to the public. Quarterly budget review to ensure department is staying within budget. Work with building maintenance in preparation for Christmas decorations to be placed around the city. Continue to develop need assessments to prioritize enhancements and/or replacement projects and relay information in weekly appraisal meetings with building maintenance, landscape contract manager and facilities maintenance contracts manager to address any issues that may need to be addressed. Accomplishments: Ongoing clean-up of parks from damages caused by Hurricane Irma, especially at the riverfront parks. Instituted a daily record of park inspections and safety issues. Instituted log book recording completed work orders. Weekly meetings with Leisure Services staff to discuss priorities and improvements needed within parks. Created files for photographs and supporting documents for areas of concern Performance Measures: Actuals Estimate Estimate FY FY Number acres of passive park % Number of acres of active park % Number of park acres maintained % Number of volunteer hours 65,000 67,250 68, % Number of children registered in summer programs % Number of available spaces in summer programs (number of registered that are placed) % Number of children in jurisdiction 6,730 6,730 6, % 182

183 LANDSCAPE AND GROUNDS MAINTENANCE Goals: Ensure that all parks and grounds are inspected at least bi-weekly to ensure our service expectations are being met and any deficiencies are corrected in a timely fashion. Achieve a contract compliance rate of 90% for major maintenance services. Contract Manager to effectively communicate with contractor for proper contract monitoring, performance and level of finish. Monitor contractor s performance to ensure all elements of the Grounds Maintenance and Mowing Contract are fully and professionally implemented to provide top-notch facilities. Continue to develop need assessments to prioritize enhancements and/or replacement projects and relay information to contractor. Continue to process and track monthly invoices in conjunction with work and irrigation justification sheets. Continue application processes for Tree City USA certification. Track and process project expenses. Work with Landscape Architect to identify new landscaping opportunities. To begin documenting irrigation systems by Identifying timer location and water sources with location maps. (Part 2 will include GPS coordinates for valves locations and working with GIS to map location into Vantage Point). Experiment with WIFI capable timers with remote access. Rockefeller Gardens/ Casements would be an idea pilot area to test products, capabilities and effectiveness. To complete enhancement projects for Performing Arts Center, Casements, SONC and Nova community center. Re-fresh landscaping for Downtown corridor. Meet all FDOT compliance measures for our medians, ROWs and Downtown district. Successfully added sites to Grounds Maintenance Contract: (24) Lift Stations/Well Sites, (13) acres of ROW mowing for West 40 and North US1, and increasing service levels to meet FDOT compliance for median trees and downtown ROW trees. 183

184 Accomplishments: LANDSCAPE AND GROUNDS MAINTENANCE Contract Manager communicated daily with grounds maintenance contractor to improve the appearance of City facilities and contractor maintained areas. Direct daily communication worked in assisting with the direction of the performance of the grounds maintenance contractor and has upgraded appearance to the City parks and properties maintained. Update daily log of services rendered, sites tracked, inspections and punch list items provided to contractor. Created files for photographs and supporting documents for areas of concern Conduct weekly site visits with contractor. Conduct weekly meeting with contractor. Conduct weekly and bi-weekly inspections of parks, facilities and other maintenance areas. Completed West Granada median irrigation improvements. Assisted in the Hurricane clean-up/recovery process at several parks and facilities. Completed several enhancement projects to mitigate damage by hurricane. Worked with contractor to develop timelines for palm trimming, mulch installations and fertilization applications. Review of all service locations to assure optimal and appropriate service levels are applied (on-going). Hold contractor accountable for any negligence and/or damages at their expense. Compile, organize and submit Tree City USA application for recertification. 184

185 SPORTS TURF MAINTENANCE Goals: Ensure that all sports fields are inspected at least bi-weekly to ensure our service expectations are being met and any deficiencies are corrected in a timely fashion. Achieve a contract compliance rate of 90% for major maintenance services. Contract Manager to effectively communicate with contractor for proper contract monitoring, performance and level of finish. Monitor contractor s performance to ensure all elements of the Sports Field Maintenance and Mowing Contract are fully and professionally implemented to provide top-notch facilities. Continue to develop need assessments to prioritize enhancements and/or replacement projects and relay information to contractor. Continue to process and track monthly invoices in conjunction with work and irrigation justification sheets. Track and process project expenses. Continue to work with contractor to develop timelines for top dressing, vertical mowing, core-aeration, winter rye overseed installations and fertilization applications. To begin documenting irrigation systems by Identifying timer location and water sources with location maps. (Part 2 will include GPS coordinates for valves locations and working with GIS to map location into Vantage Point). Accomplishments: Contract Manager communicated daily with grounds maintenance contractor to improve the appearance of City facilities and contractor maintained areas. Direct daily communication work in assisting with the direction of the performance of the sports field maintenance contractor and has upgraded appearance to the City sports fields maintained. Update daily log of services rendered, sites tracked, inspections and punch list items provided to contractor. Created files for photographs and supporting documents for areas of concern Conduct weekly site visits with contractor. Conduct weekly meeting with contractor. Conduct weekly and bi-weekly inspections of sports fields and other maintenance areas. Assisted in the Hurricane clean-up/recovery process at several locations. Completed several enhancement projects for our sports fields. Worked with contractor to develop timelines for top dressing, vertical mowing, core-aeration, winter rye overseed installations and fertilization applications. Review of all service locations to assure optimal and appropriate service levels are applied (on-going). 185

186 FACILITIES MAINTENANCE CONTRACT MANAGER Goals: Receive a composite rating of satisfactory or better on quarterly janitorial service ratings from 90% of respondents. Update the quarterly janitorial review survey to be more inclusive of specific tasks. Maintain the appearance of City facilities through regular preventative maintenance and repair. Manage the successful completion of projects described in the Facilities Renewal and Replacement Fund. Complete all Hurricane Irma related facility and parks repairs. Work with Finance Department to finalize submittal of Hurricane Irma related repairs and documentation for FEMA reimbursement. Work with C.O.B. engineering dept. to identify C.I.P. related projects. Accomplishments: Managed Janitorial Services Contract with American Janitorial Inc. Created RFP for 18 different crafts and trades, and selected qualified vendors. Created RFP for citywide janitorial services, and selected American Janitorial Inc. Managed successfully and completed 100% of the Facilities Renewal and Replacement fund projects. Managed over 120 different Hurricane Matthew related parks and facility repairs. Compiled comprehensive spreadsheet of Hurricane Matthew damages and provided to Finance for FEMA reimbursement. Brought citywide pest control services under one contract vendor. Brought all citywide fire alarm monitoring services under one contract vendor. 186

187 CONTRIBUTIONS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 33,040 (819,472) (997,274) (177,802) 21.70% Total 33,040 (819,472) (997,274) (177,802) 21.70% Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Contributions and Transfers 33,040 91,528 91, % Contingency - (911,000) (1,088,802) (177,802) 0.00% Total 33,040 (819,472) (997,274) (177,802) 21.70% 187

188 TRANSFERS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY General Fund 2,011,197 1,740,540 2,272, , % Total 2,011,197 1,740,540 2,272, , % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Contingency % Transfers 2,011,197 1,740,540 2,272, , % Total 2,011,197 1,740,540 2,272, , % 188

189 SPECIAL REVENUE, DEBT SERVICE AND CAPITAL PROJECT FUNDS TABLE OF CONTENTS Page# BUDGETARY AND STAFFING INFORMATION Special Revenue Funds Downtown Redevelopment Trust Fund 190 Ormond Crossings Trust Fund 191 Stormwater Utility Drainage Fund 192 Municipal Airport Fund 195 Local Law Enforcement Trust Fund 198 Economic Development Fund 199 Federal Law Enforcement Trust Fund 200 Pension Contribution Pass Through 201 Recreational Facility Fee Fund 202 Grant Fund 203 Debt Service Funds Financing Debt Fund General Obligation Bond Debt Service Fund General Obligation Bond Debt Service Fund Revenue Bond Fund General Obligation Bond Debt Service Fund 208 Capital Project Funds Capital Improvements Fund 209 Equipment Renewal and Replacement Fund 210 Transportation Improvements Fund 211 Recreation Impact Fee Fund 212 Facilities Renewal and Replacement Fund

190 DOWNTOWN REDEVELOPMENT TRUST FUND Used to account for tax increment proceeds received by the City within a specific district authorized by state statute. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental Revenue 755,075 1,532, ,500 (617,939) % Miscellaneous Revenue 2,925 9,000 1,500 (7,500) % Transfers 396, , ,437 24, % Use of Fund Balance - 352, , , % Total 1,154,909 2,326,711 1,914,176 (412,535) % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating 272, , ,176 (7,657) -1.68% Capital 282,199 1,669,878 1,265,000 (404,878) % Contributions and Transfers 150, , , % Contingency % Total 704,225 2,326,711 1,914,176 (412,535) % 190

191 ORMOND CROSSINGS TRUST FUND Used to account for tax increment proceeds received by the City within a specific district authorized by state statute. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental Revenue 4,766 21,913 45,000 23, % Miscellaneous Revenue % Transfers 16,726 29,284 37,198 7, % Use of Fund Balance % Total 21,736 51,197 82,198 31, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Contributions and Transfers % Contingency - 51,197 82,198 31, % Total - 51,197 82,198 31, % 191

192 STORMWATER DRAINAGE UTILITY FUND Stormwater Maintenance is responsible for maintaining the drainage systems along City-maintained roads in an effort to reduce flooding and impacts to water quality of receiving streams associated with stormwater runoff. The program responds to public concerns and needs by investigating and resolving complaints of localized flooding. Routine inspections of facilities are scheduled to ensure that all swales, ditches, drains, creeks, rivers, water retention areas and drainage structures are functioning as intended. In accordance with a formal agreement with FDOT, the City also maintains drainage ways along US 1, SR 40, A1A and Nova Road.. Maintenance operations are supported through a monthly stormwater utility fee of $8.00 per equivalent residential unit which is charged to all residential and commercial units within the City limits of Ormond Beach. The balance of all revenue generated by the fee that is not applied to maintenance operations is dedicated to the ten-year stormwater improvements program approved in FY

193 STORMWATER DRAINAGE UTILITY FUND Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental Revenue 60, , , , % Charges for Service 2,866,446 2,825,000 2,525,000 (300,000) % Miscellaneous Revenue 16,896-2,500 2, % Transfers % Use of Fund Balance , , % Total 2,944,094 3,035,000 3,406, , % Expenditures: Actual Estimate Estimate FY FY Personal Services 527, , ,872 20, % Operating 494, , ,214 8, % Capital 712,561 1,312,750 2,052, , % Contributions and Transfers 192, , ,744 20, % Contingency - 419,753 2,000 (417,753) % Total 1,926,571 3,035,000 3,406, , % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Public Works Operations Mgr % Office Manager % System Mnt. Supervisor % Maintenance Worker IV % Maintenance Worker III* % Maintenance Worker II % Public Works Director % Total % *One position moved from Solid Waste 193

194 STORMWATER DRAINAGE UTILITY FUND Goals: Receive less than twelve (12) maintenance-related complaints annually. Perform 3,875 catch basin inspections annually. Perform 175 outfall inspections annually. Maintain 8.85 million square feet (sf.) of ditches within the City and 11.5 million sf. in the FDOT contract area. Clean a minimum of 69,000 linear feet of storm sewer annually. Performance Measures: Actuals Estimate Estimate FY FY Workload: Linear Ft. of lines cleaned (City) 71,000 69,000 69, % Sq footage of ditch maintenance (City) 8,750,000 8,850,000 8,850, % Sq footage of ditch maintenance (FDOT) 24,500,000 18,800,000 11,500,000 (7,300,000) % Pump station inspections % Outfall inspections % Catch basin inspections 3,800 3,875 3, % Miles of street sweeping 5,409 4,490 5, % Efficiency/Effectiveness: - - Miles of street sweeping % Maintenance Related Inquiries (10) % Sq footage of ditch maintenance (FDOT) Miles of street sweeping Miles of street sweeping Mowing added to Yellowstone contract Warranty repair downtime Warranty repair related Maintenance Related Inquiries Hurricane Irma Accomplishments: Received less than 18 maintenance related complaints.(hurricane Irma related increase) Performed more than 3875 catch basin inspections. Performed 175 outfall inspections. Maintained more than 8.85 million sq. ft. of ditches and 18.8 million sq. ft. of ditches within the FDOT MOA. 194

195 MUNICIPAL AIRPORT FUND The Municipal Airport is located on 1,164 acres of land that was granted to the City in 1959 by the Federal Government. The Airport facility includes two (2) active runways and six (6) taxiways that are fully lighted. Aviation management and other flight support services are provided through private operations including two (2) full service Fixed Based Operators, an automated weather observation system and ten (10) specialty FBOs that include an aircraft paint shop, maintenance facilities, aircraft sales and flight instructors. In addition, there are two (2) non-precision instrument approaches and an FAA Vortac facility. There are approximately 140 aircraft based at the airport including three (3) flight schools that are based at the airport and two (2) other flight schools that use the airport extensively for training. 195

196 MUNICIPAL AIRPORT FUND Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental 689, ,229 2,193,791 1,375, % Miscellaneous 194, , ,000 3, % Transfers 66, ,990 66,390 (120,600) % Use of Fund Balance - 18,393 80,430 62, % Total 950,350 1,217,512 2,537,611 1,320, % Expenditures: Actual Estimate Estimate FY FY Personal Services 121, , ,011 (600) -0.47% Operating 113, , ,541 4, % Capital 665, ,661 2,271,432 1,315, % Contributions and Transfers 11,595 12,390 12, % Contingency % Total 910,975 1,217,512 2,537,621 1,320, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Airport Manager % Economic Development Director % Public Works Director % Total % 196

197 MUNICIPAL AIRPORT FUND Goals: Complete the design and construction of the extension of Signal Avenue and East Tower Circle from the Airport Business Park into the Southwest Quadrant of the airport. Commence construction of the rehabilitation of Runway 8/26 and complete the design phase of the Runway 8 and Taxiway Alpha extension projects. Execute an amended and restated lease agreement between the City and the Riverbend Golf Course. Commence design of new perimeter fencing and airport access systems, to include additional lighting and surveillance technology. Complete the design and construction of new directory signage at the airport. Assist Scoda Aeronautica and Super Petrel USA with their plans to expand and establish advanced aircraft assembly and testing operations at the airport. Market and lease available properties at the Southeast Quadrant. Secure all FDOT and FAA grants necessary to complete airport capital improvement projects. Accomplishments: Completed the design for improvements to the public use heliport. Completed an airport Wildlife Hazard Assessment per FAA requirements. Completed an environmental assessment for the planned extension of Runway 8 and Taxiway Alpha. Completed a comprehensive obstruction mitigation project for all four runways and the air traffic control tower. Completed the rehabilitation of the air traffic control tower parking lot, resolving drainage issues for the tower and the adjacent access road. Managed the review of airport design and construction projects, for which staff secured the maximum available FAA and FDOT funding. Implemented the City s Voluntary Noise Abatement program for the airport. Conducted public outreach programs in the local community. Conducted an airport tenant relations campaign to gain user input about airport operations and facility needs. Assisted the Civil Air Patrol with developing and implementing an aerospace education outreach program for local middle schools. Conducted a business development initiative by working with existing airport businesses, including Super Petrel USA, to expand aviation business activity at the airport. Completed work as a member of the Comprehensive Review Team for the 2035 update of the Florida Aviation System Plan, in cooperation with the Florida Department of Transportation and the Federal Aviation Administration. 197

198 LOCAL LAW ENFORCEMENT TRUST FUND This fund accounts for proceeds generated by confiscation activities of the Police Department. Expenditures are restricted for law enforcement purposes only. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Fines and Forfeits 13,807 15,000 15, % Miscellaneous ,800 50, % Total 14,118 15,000 65,800 50, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating - 15,000 65,800 50, % Capital % Contributions and Transfers % Contingency % Total - 15,000 65,800 50, % 198

199 ECONOMIC DEVELOPMENT FUND This fund accounts for the City s proceeds of land sales and development costs associated with the City s airport business park. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental % Miscellaneous 1, % Use of Fund Balance % Transfers % Total 1, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Contributions and Transfers % Contingency % Total % 199

200 FEDERAL LAW ENFORCEMENT TRUST FUND Used to account for proceeds generated by confiscation activities of the Police Department. Expenditures are restricted for law enforcement purposes only. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Fines and Forfeits % Miscellaneous % Use of Fund Balance % Total % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Contributions and Transfers % Contingency % Total % 200

201 PENSION CONTRIBUTION PASS THROUGH Used to account for State contributions to the Police and Fire pension funds. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental 648, , , % Total 648, , , % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Contributions and Transfers 648, , , % Total 648, , , % 201

202 RECREATIONAL FACILITY FEE FUND This fund accounts for impact fees assessed against users of recreation and cultural facilities within the City. Use of these funds is limited to expansion of those facilities. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Miscellaneous (Impact Fees) 43,501 36,700 41,600 4, % Use of Fund Balance - 1,920 - (1,920) % Total 43,501 38,620 41,600 2, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating 11,211 36,620 18,277 (18,343) % Capital % Contributions and Transfers % Contingency - 2,000 23,323 21, % Total 11,211 38,620 41,600 2, % 202

203 GRANT FUND This fund accounts for proceeds of federal and state financial assistance and related capital expenditures. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental 187, ,000 1,055, , % Miscellaneous 1, % Transfers 288, , ,000 (410,000) % Use of Fund Balance % Total 476, ,000 1,155, , % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating 12, % Capital 193, ,000 1,130, , % Contributions and Transfers 157,274 25,000 25, % Contingency % Total 362, ,000 1,155, , % 203

204 FINANCING DEBT SERVICE FUND This fund records principal and interest payments on various capital lease and notes payable obligations. Revenue sources include interest on investments and transfers from the General Fund. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Miscellaneous % Transfers 641, , ,312 90, % Use of Fund Balance % Total 641, , ,312 90, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Debt Service 545, , ,312 90, % Contingency - 1,000 1, % Total 545, , ,312 90, % 204

205 2002 GENERAL OBLIGATION DEBT SERVICE FUND This fund records principal and interest payments on Series 2002 General Obligation Bonds. Revenues include ad valorem property taxes and interest on investments. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Property Taxes 272, , ,464 (12,062) -4.14% Miscellaneous % Use of Fund Balance % Total 272, , ,464 (12,062) -4.14% Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Debt Service 270, , ,678 1, % Contingency - 18,526 4,786 (13,740) % Total 270, , ,464 (12,062) -4.14% 205

206 2003 GENERAL OBLIGATION DEBT SERVICE FUND This fund records principal and interest payments on Series 2003 General Obligation Bonds. The proceeds of this debt issue were utilized to construction Fire Station #92. Revenues include ad valorem property taxes and interest on investments. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Property Taxes 114, , ,443 (6,403) -5.21% Miscellaneous % Transfer % Use of Fund Balance % Total 114, , ,443 (6,403) -5.21% Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Debt Service 107, , ,202 (5,798) -4.91% Contingency - 4,846 4,241 (605) % Total 107, , ,443 (6,403) -5.21% 206

207 2004 REVENUE BONDS This fund records principal and interest payments on Series 2004 Revenue Bonds. The proceeds of this bond issue were used to construct Fire Station #91. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Transfers 157, , ,000 (2,000) -1.25% Use of Fund Balance % Total 157, , ,000 (2,000) -1.25% Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Debt Service 157, , , % Contingency - 3, (2,230) % Total 157, , ,000 (2,000) -1.25% 207

208 2010 GENERAL OBLIGATION BONDS This fund records principal and interest payments on Series 2010 General Obligation Bonds. The proceeds of this bond issue are for a beachfront park. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Property Taxes 344, , ,330 (21,703) -5.85% Miscellaneous % Total 344, , ,330 (21,703) -5.85% Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Debt Service 344, , ,140 (2,860) -0.82% Contingency and Transfers - 23,033 4,190 (18,843) % Total 344, , ,330 (21,703) -5.85% 208

209 CAPITAL IMPROVEMENT FUND This fund is used to account for capital asset acquisitions and construction from general government resources and intergovernmental grants. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Property Taxes 403, , , % Intergovernmental 41, , , % Miscellaneous 14, % Transfers 612, , , , % Use of Fund Balance - 31,790 - (31,790) % Bond Proceeds - 830, ,000 (380,934) % Total 1,071,428 1,435,933 1,986, , % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating - 39,770 38,660 (1,110) -2.79% Capital 558,235 1,277,934 1,924, , % Contributions and Transfers 105,113 18,229 18, % Contingency - 100,000 4,379 (95,621) 0.00% Total 663,348 1,435,933 1,986, , % 209

210 EQUIPMENT RENEWAL AND REPLACEMENT FUND This fund accounts for replacement of existing capital assets provided by general government resources. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Property Taxes 225, , ,231 (1,376) -0.60% Miscellaneous 13, % Transfers 248, ,000 - (130,000) 0.00% Lease Financing 381,073 20,000 - (20,000) % Use of Fund Balance % Total 867, , ,231 (151,376) % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital 455, , ,000 (92,000) % Contributions and Transfers % Contingency - 117,607 58,231 (59,376) 0.00% Total 455, , ,231 (151,376) % 210

211 TRANSPORTATION IMPROVEMENTS FUND This fund is used to account for transportation related capital infrastructure acquisition and construction from general government resources. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Property Taxes 506, , , % Other Taxes 1,282,367 1,180,000 1,275,000 95, % Intergovernmental - 71,820 - (71,820) % Miscellaneous 6, % Bond Proceeds % Transfers % Use of Fund Balance - 100,000 - (100,000) % Total 1,795,108 1,853,802 1,777,366 (76,436) -4.12% Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating - 98,454 95,705 (2,749) -2.79% Capital 905, , ,000 (366,200) % Contributions and Transfers 676, , ,152 2, % Contingency - 178, , , % Total 1,582,674 1,853,802 1,777,366 (76,436) -4.12% 211

212 RECREATION IMPACT FEE FUND This fund accounts for impact fees assessed and collected against new construction activities. Use of funds is restricted for expansion of existing recreational facilities or construction of new recreational facilities. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Miscellaneous (Impact Fees) 207, , ,000 (25,000) % Transfers % Use of Fund Balance - 360, , , % Total 207, , ,000 90, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital 49, , , % Contributions and Transfers - 510,000 - (510,000) % Contingency % Total 49, , ,000 90, % 212

213 FACILITIES RENEWAL AND REPLACEMENT This fund accounts for dedicated tax revenues and corresponding facilities maintenance expenditures. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Property Taxes 505, , , % Miscellaneous 199, % Transfers 84, % Use of Fund Balance % Total 789, , , % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating 668, , ,300 (272,050) % Capital 31,281 30, , , % Contributions and Transfers % Contingency - 4,632 8,566 3, % Total 699, , , % 213

214 214

215 ENTERPRISE AND INTERNAL SERVICE FUNDS TABLE OF CONTENTS Page# BUDGETARY AND STAFFING INFORMATION Enterprise Funds Water and Wastewater Operations Fund: Fund Summary 216 Utility Billing and Customer Service 218 Water Production 221 Wastewater Treatment 226 Water Distribution 230 Water Collection and Reuse Distribution 234 Transfers 238 Water and Wastewater Vehicle Replacement Fund 239 Water and Wastewater Renewal and Replacement Fund 240 Water and Wastewater Consolidated Debt Service Fund 241 Reuse Impact Fee Fund 242 Water System Impact Fee Fund 243 Wastewater Impact Fee Fund 244 Solid Waste Fund: Fund Summary 245 Collection and Disposal 247 Recycling 250 Transfers 252 Internal Service Funds Workers Compensation Fund 253 General Liability Fund

216 WATER AND SEWER SUMMARY Actual Estimate Estimate FY FY Description Revenues Water/Sewer Sales 18,711,714 18,969,405 19,193, , % Intergovernmental 101, % Misc Revenue 124,295 71,005 10,000 (61,005) % Transfers In 351, , , , % Use of Retained Earnings - 744,150 - (744,150) 0.00% Total Net Revenues 19,289,683 20,130,857 19,658,182 (472,675) -2.35% Expenditures Utility Billing 1,585,150 1,529,777 1,557,973 28, % Water Production 2,465,333 2,795,054 2,674,992 (120,062) -4.30% Wastewater Treatment 2,770,376 2,772,096 2,733,482 (38,614) -1.39% Water Distribution 1,279,784 1,325,334 1,348,489 23, % Wastewater Collection 1,408,995 1,496,953 1,481,537 (15,416) -1.03% Non-Departmental 11,780,459 10,211,643 9,861,709 (349,934) -3.43% Total Net Expenditures 21,290,097 20,130,857 19,658,182 (472,675) -2.35% 216

217 WATER & WASTEWATER FUND REVENUES Water/Sewer Sales, 97.63% Wastewater Collection 7.54% Water Distribution 6.86% Transfers In, 2.32% WATER & WASTEWATER FUND EXPENDITURES Miscellaneous, 0.05% Transfers 50.17% Wastewater Treatment 13.91% Water Production 13.61% Utility Billing 7.93% 217

218 UTILITY BILLING AND CUSTOMER SERVICE Utility Billing and Customer Service administers the City's utility billing system, which includes meter reading, billing and collection, and customer service support. This program produces bills annually for water and wastewater service, stormwater utility, solid waste collection and recycling and performs approximately 260,000 meter readings per year. 218

219 UTILITY BILLING AND CUSTOMER SERVICE Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Water & Wastewater 1,585,150 1,529,777 1,557,973 28, % Total 1,585,150 1,529,777 1,557,973 28, % Expenditures: Change % Change Actual Estimate Estimate FY FY Personal Services 725, , ,177 (15,411) -1.93% Operating 859, , ,796 43, % Capital % Contributions and Transfers % Total 1,585,150 1,529,777 1,557,973 28,196 Staffing Summary: 1.84% Actual Estimate Estimate FY FY Full-time Positions: Finance Director % Accounting Clerk II % Accounting Technician % Senior Accountant % Customer Serv. Supervisor /Acct % Meter Reader Supervisor % Meter Reader % Part-time Positions: Account Clerk II % Total % 219

220 UTILITY BILLING AND CUSTOMER SERVICE Goals: Complete the fifth phase of the City-wide meter replacement program. Maintain generation of 90% of all utility bills within forty-eight hours of the meter read date. Maintain the active participation rate for bank drafting utility account payments at 20% of the customer base. Increase the active participation rate for customers using the Internet account charge and consumption inquiry. Increase the active participation rate for customers paying by Internet credit card method. Complete 98% of utility work orders within three business days of request. Continue working with the utilities distribution program staff replacing commercial meters with radio read meters. Successfully complete year 6 of 10 on the city-wide meter replacement schedule. Implementation of the Munis utility billing operating system, phase 3. Increase customer usage of the Interactive Voice Response System by 5%. Performance Measures: Actuals Estimate Estimate FY FY Workload: Number of utility bills 285, , ,000 5, % Customers participating in bank drafting 5,000 5,500 6, % Number of work orders - initial reads 3,000 3,000 3, % Number of work orders - final reads 3,000 3,000 3, % Number of work orders - re-reads 1,260 1,260 1, % Number of work orders - delinquent cut-offs 2,600 2,650 2, % Number of work orders - reconnects 2,200 2,250 2, % Efficiency/Effectiveness: % customers using bank draft payment 19% 25% 30% 5% 20.0% Accomplishments: Completed the fifth phase of the City-wide meter replacement program. Maintained generation of 90% of all utility bills within forty-eight hours of the meter read date. Maintained the active participation rate for bank drafting utility account payments. Maintained the active participation rate for customers using the Internet account charge and consumption inquiry at 12% of the customer base. Completed 98% of utility work orders within three business days of request. Implemented Interactive Voice Response System. The system receives on average 525 payments per week totaling $55,000 dollars. 220

221 WATER PRODUCTION The City s Water Production section is responsible for providing a reliable source for safe drinking water to customers contained within the City s 57-square mile service area which includes the incorporated city limits and adjacent unincorporated areas. The Water Production program is responsible for licensed operation and maintenance of all equipment associated with the City s twelve (12) million gallons per day (mgd) Water Treatment Facility. The treatment facility includes an 8 mgd lime softening process and a 4 mgd low pressure reverse osmosis (LPRO) process. Water is blended from both treatment processes prior to distribution. The LPRO concentrate serves as an irrigation source water source as it is blended with reclaimed water for public access irrigation. The water production section operates and maintains five (5) wellfields that withdraw groundwater from the Upper Floridan aquifer through 38 existing wells to meet current and future water demands. The five wellfields, starting in the west and continuing easterly toward the city, include the Rima Ridge, Hudson, Breakaway Trails, State Road 40, and Division Avenue wellfields. Additionally, two elevated storage tanks & 2 ground storage tanks (total 4.7 mg) and five booster pumping stations are contained within the distribution system to further assist the delivery of finished water to customers. The program also maintains the water system in conformance with the requirements of the Safe Drinking Water Act, the regulations of the Florida Department of Environmental Protection, Florida Department of Health (DOH) and the Consumptive Use Permit conditions issued by the St. Johns River Water Management District. 221

222 WATER PRODUCTION Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Water & Wastewater 2,465,333 2,795,054 2,674,992 (120,062) -4.30% Total 2,465,333 2,795,054 2,674,992 (120,062) -4.30% Expenditures: Change % Change Actual Estimate Estimate FY FY Personal Services 1,176,676 1,346,170 1,291,713 (54,457) -4.05% Operating 1,288,657 1,448,884 1,383,279 (65,605) -4.53% Capital % Contributions and Transfers % Total 2,465,333 2,795,054 2,674,992 (120,062) Staffing Summary: -4.30% Actual Estimate Estimate FY FY Full-time Positions: Public Works Director % Utilities Manager * % Utilities Engineer* % Office Assistant II * % Chief Treatment Plant Oper. "A" % Supervisor of Equipment Mnt % Utility Mnt. Foremen % Lead WTP Operator % Treatment Plant Operator % Plant/Pump Mechanic % Utility Electrician * % Enviro. Regulatory Compl. Coord % Sludge Hauling Tech % SCADA Tech % Part-time Positions: Treatment Plant Operator (1) % Total % * Indicates primary department 222

223 WATER PRODUCTION Goals: Maintain compliant and reliable water production activities meeting customer use demands and regulatory standards to include 4 log Removal Disinfection Certification Status for 12 MGD Water Treatment Facility (8 MGD Lime Softening / 4 MGD LPRO Processes). Execute consultant work authorization to prepare Consumptive Use Permit (CUP) 10 Year Compliance Report to address and discuss various permit provisions related to groundwater withdrawals, wells, water use, wetlands and aquifer impacts and water conservation activities. Report is due by May 11, Maintain accurate records and submit regulatory reports on schedule. Enhance record keeping and tracking practices for water loss prevention and audit purposes. Continue to assess well field, in-plant and distribution system operations for identifying all groundwater and finished water use. Maintain accurate database for recording well pumping, water distribution system flushing, leak detection, main break and fire hydrant flushing activities for quantifying water use and for adherence to regulatory permit standards. Promptly and efficiently address recommendations made during periodic Florida Dept. of Health (FDEP/ FDOH) inspections. Continue improvements for SCADA/ RTU systems for in-plant and remote wellfields and storage tanks and booster pumping stations. Prepare bid documents and award bid for replacement of LPRO Membrane Units. Rehabilitate elevated water storage tanks at the water plant and Leeway Trails and Breakaway Trails (BAT GST & Pumping Project SJ Cost Share Agree pending). Upgrade well pump 18 SR and repair damaged casing or replace well w/ new if repairs are determined infeasible. Award bid and complete construction for replacement of the lime slaker units at the water plant. Award bid and complete construction for replacement of the sodium hypochlorite generators at the water plant. Prepare design plans and specifications to construct a secondary 24 raw water main along SR40 from Hunters Ridge to Williamson Boulevard. Awaiting receipt of 60% Plans. Replace non-operational pump/ motor assemblies at Hudson 27, 28 & 29, Rima 37 & 41 and SR 19 Wells. Perform repairs to all concrete potable water ground storage tanks. 223

224 WATER PRODUCTION Performance Measures: Actuals Estimate Estimate FY FY Volume of water (in MG) processed during reporting period 2,010 2,030 2, % Volume of wastewater (in MG) processed during reporting period 1,600 1,600 1, % Volume of Reclaimed Water (in MG) distributed during reporting period 1,275 1,300 1, % Total volume of raw sewage collected for treatment (MGD AADF) from retail customers % Total number of manhole failures in collection system % Total number of leaks in distribution system % Total number of pipeline breaks in distribution system % Total number of leaks in reclaimed water system % Total number of pipeline breaks in reclaimed water system % Sum of all qualified formal training hours completed by all employees % Number of calendar days utility was in full compliance with all drinking water quality and treatment technique requirements contained in National Primary Drinking Water Regulations % Number of calendar days utility was in full compliance with all drinking water quality and treatment technique requirements contained in National Secondary Drinking Water Regulations % Total number of standard noncompliance days - - Total water treatment plant effluent flow distributed to distribution system 1,990 2,010 2, % Accomplishments: Maintained compliant Consumptive Use Permit (CUP) operating and reporting requirements and annual groundwater withdrawal allocations. Current year groundwater withdrawal allocation at MGD. Current year annual average day groundwater withdrawals for 2017 at MGD. Reporting includes semi-annual EN-50 Groundwater Withdrawal & annual Wetlands Monitoring reports along with other groundwater conditions sampling, monitoring and reporting. Completed 2017 Annual Water Quality Consumer Confidence Report. Performed annual Lead & Copper water quality compliance monitoring and testing with results indicating no violations or action levels exceeded. 224

225 WATER PRODUCTION Accomplishments: Maintained compliant and reliable water production activities meeting customer use demands and regulatory standards. Current year water plant average day production is 5.52 Million Gallons per Day (MGD) with 8.97 MGD max day demand during recent 12 month period. Completed preparation and advertisement of Requests for Proposals (RFPs) for SCADA system software selection. Consultant preparing RFP for SCADA integration services at present time along with preparing Human Machine Interface (HMI) standards and integration requirements for selected integrator and City standardization purposes. Prepared 5 year maintenance program for all storage tanks based on structural engineering consultant inspection results. Issued engineering consultant work authorizations for design of structural rehabilitation and coating for WTP and BAT elevated storage tanks. Bids were rejected due to budgetary availability. Project is underway to redesign the scope of work and rebid WTP only at this time. Completed construction contract activities for refurbishing the aerator housings at the water plant. Completed replacement of five pump bases and three valve actuators at water plant high service pump facility. Completed Engineering Evaluation of Solids Handling Facility Upgrade technologies along with plans and specifications for desired dewatering centrifuge equipment. Completed preparation of design plans and specifications to replace the lime slaker units at the water plant. Completed preparation of design plans and specifications to replace the sodium hypochlorite generators at the water plant. Completed replacement of centrifuge feed pumps with rotary lobe pumps. Completed interim major refurbishment of Bird centrifuge unit. Completed contractor performed installation of VFD s to LPRO transfer pumps to improve chemical feed control and water quality. Replaced non-operational pump/ motor assembly at Rima Well 35. Completed preparation of bid documents and received vendor award for multi-year annual chemical supplies for water and wastewater treatment facility needs. 225

226 WASTEWATER TREATMENT The City s Wastewater Treatment section is responsible for the compliant operation and maintenance of an advanced domestic wastewater treatment facility having an annual average day capacity of 8.0 million gallons per day (mgd). The treatment process utilized at the City s WWTP consists of influent pumping with odor control, primary screening, five-stage Bardenpho (fermentation, first anoxic, aeration, second anoxic, and re-aeration), clarification, media filtration, and disinfection. The wastewater section is also responsible for the reliable operation of over eighty (80) remote lift stations contained within the sanitary sewer service area. The wastewater treatment facility serves as the source of water for the City s public access reclaimed water system. The reclaimed water system generally consists of two reclaimed water storage tanks (one with a capacity of 3.0 million gallons and one with a capacity of 4.0 million gallons, one high service pump station with a total installed pumping capacity rated at 9800 gpm (14.1 mgd) at 85 psi. This program produces approximately 840 million gallons of reuse water annually, providing an available alternative water source for irrigation needs for 2,345 reuse customers in addition to two golf courses. Treated effluent not reused for irrigation is discharged to the City s permitted surface water discharge, the Halifax River. Dewatered residuals (or biosolids) are transported from the wastewater treatment facility and treated to Class AA residual standards by a State-licensed contractor. Competent, State-licensed operators are responsible for operating the plant in conformance with the requirements of the Clean Water Act, the operating permit and NPDES (National Pollution Discharge Elimination System) permit issued by the Florida Department of Environmental Protection (DEP) and the Environmental Protection Agency (EPA). 226

227 WASTEWATER TREATMENT Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Water & Wastewater 2,770,376 2,772,096 2,733,482 (38,614) -1.39% Total 2,770,376 2,772,096 2,733,482 (38,614) -1.39% Expenditures: Change % Change Actual Estimate Estimate FY FY Personal Services 1,130,363 1,088,084 1,102,170 14, % Operating 1,640,013 1,684,012 1,631,312 (52,700) -3.13% Capital % Contributions and Transfers % Total 2,770,376 2,772,096 2,733,482 (38,614) Staffing Summary: -1.39% Actual Estimate Estimate FY FY Full-time Positions: Public Works Director % Utilities Manager % Utilities Engineering Manager % Office Assistant II % Utility Mnt. Foreman % Plant/Pump Mechanic % Chief Treatment Plant Operator % Lead Operator % Treatment Plant Operator % Utility Electrician % Total % 227

228 WASTEWATER TREATMENT Goals: Execute consultant work authorization to perform plant process and conditions evaluation for WWTP Operating Permit Renewal to include request for revised permit condition for Blend Ratio requirement to allow more flexibility with reclaimed water operational standards and reporting. Permit expires on December 21, 2019 and renewal application is due 6 months prior on June 21, Complete input of new plant equipment (aeration mixers, sodium bisulfite tanks and dewatering centrifuges) preventative maintenance activities into MP2 PPM Program software. Continue to maintain reliable WWTP operations monitoring and reporting standards and operation parameters for reuse and surface water discharges and Class AA residuals sludge disposal in accordance with regulatory conditions contained in the City s current FDEP Operating Permit. Continue optimizing reuse disposal system operations and expansion to further reduce surface water discharges to Halifax River and to promote water conservation. Update City s Industrial Pretreatment Program (IPP) Enforcement Response Plan to concur with current Sewer Use Ordinance and permit renewal provisions. Complete the annual reporting requirements for following topics and activities: Capacity Analysis, Reuse, Pretreatment DMR, Primary and Secondary Drinking Water Standards, Summary of Water Quality and Residuals. Continue enhancements to SCADA monitoring and reporting program for plant and remote lift station and reuse pumping and storage systems Provide necessary training and continuing education opportunities to current operations staff to promote licensure certification and personnel expertise. Improve plant equipment through upgrade programs and maintenance efforts. Permit commercial industries identified as having the capability to contribute contaminants to the sewer collection system that may exceed allowable limits. Complete inventory and documentation for backup meters and probes. Prepare evaluation, design plans and specifications to replace the three variable frequency drives at the influent pump station. Install additional submersible mixers in 2 nd anoxic tanks to improve mixing to enhance nitrogen removal. Drain and clean carrousel and post anoxic tank #2. Perform repairs to all concrete reclaimed water ground storage tanks. Prepare bid documents for bi-annual award of sodium bisulfite and fluoride. Complete plans and specifications and award project to install new centrifuges and modify the reaeration basin. Complete sodium bisulfite tank installation project. 228

229 WASTEWATER TREATMENT Accomplishments: Completed the annual reporting requirements for following topics and activities: Reuse, Pretreatment DMR, Primary & Secondary Drinking Water Standards, Summary of Water Quality & Residuals, Giardia and Cryptosporidium, quarterly Groundwater Monitoring and monthly Discharge Monitoring Reports. Plant processed approximately 1,600 million gallons of influent flow (4.38 MGD annual avg. day) and produced 1,275 million gallons of reuse product (3.49 MGD annual avg. day) during annual period. Accurately monitored and reported operation parameters for reuse and surface water discharges and Class AA residuals sludge disposal in accordance with regulatory conditions contained in the City s current FDEP Operating Permit. Optimized reuse disposal system operations and expansion to further reduce surface water discharges to Halifax River and to promote water conservation. Received notice of completion from FDEP concerning Whole Effluent Toxicity Correction Plan - Phase I. Completed Industrial Pretreatment Program (IPP) annual permitting, sampling and inspection activities. Completed Plan of Study & Local Limits Evaluation for Industrial Pretreatment Program in accordance with FDEP requirements per permit renewal conditions. Completed initial investigation sampling and analytical results for suspect facilities or collection system area copper input due to FDEP Consent Order. Warning letters issued to two industries and written feedback of findings received from industries. Continued collection system and treatment plant monitoring for compliance. Provided necessary training and continuing education opportunities to current operations staff to promote licensure certification and personnel expertise. Completed construction contract activities for upgrading sludge holding tanks mixing and aeration systems including cleaning and replacement of SHT blowers and air diffuser system along with cleaning of the influent pump station wetwell. Completed evaluation and preparation of design plans and bid documents for new sludge dewatering system (centrifuges) to include modifications to reaeration basin. Accurately recorded warranty phase activities for Sludge Aeration/ Mixing Project. Completed design and awarded bid for replacement of sodium bisulfite tanks. Completed plans preparation and specifications and awarded bid for WWTP Outfall Pipe Replacement construction underway. Successfully completed all deficiencies contained in FDEP Consent Order - Copper as associated with the City s IPP. Completed operation record review and optimization and dissolved oxygen meter replacement. 229

230 WATER DISTRIBUTION The Water Distribution Section is responsible for reliable operation of the water distribution system. State licensed operators and experienced technicians operate and maintain over 400 miles of potable and 25 miles of raw water mains comprised of several material types to include nearly 2000 fire hydrants and thousands of various sized valves and miscellaneous appurtenances. In addition, this section is responsible for the installation of all new water meters, testing, calibration and/or replacement of existing water meters, enforcement of the cross connection control program and backflow prevention device maintenance. The water distribution crews also self-perform leak detection reconnaissance of the distribution system and respond to all customer requests for assistance and perform any repairs necessary to maintain system service reliability. 230

231 WATER DISTRIBUTION Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Water & Wastewater 1,279,784 1,325,334 1,348,489 23, % Total 1,279,784 1,325,334 1,348,489 23, % Expenditures: Change % Change Actual Estimate Estimate FY FY Personnel Services 759, , ,133 (10,058) -1.19% Operating 519, , ,356 33, % Capital % Contributions and Transfers % Total 1,279,784 1,325,334 1,348,489 23,155 Staffing Summary: 1.75% Actual Estimate Estimate FY FY Full-time Positions: Public Works Director % Utilities Manager % Utilities Engineering Manager % Supervisor of Water Distribution % Office Assistant II % Utility Mapping/Locate Tech. * % System Maintenance Foreman % Water Distribution Operators % Utility Electrician % Water Quality Control Tech % Partl-time Positions: Utility Mapping/Locate Tech % Total % 231

232 WATER DISTRIBUTION Goals: Maintain reliable water distribution system operations for meeting customers use and quality demands. Continue to search for sources of unaccounted for water with emphasis on leak detection program, frequent large meter testing and maintenance of accurate flushing record database to detect all usage throughout City s distribution system. Perform leak detection with in-house personnel for distribution system annually. Ensure main breaks and service interruptions are repaired in a timely manner and noticed in accordance with pertinent Florida Dept. of Health Regulations. Test and inspect all City owned backflow preventers on an annual basis. Complete 100% of all service work orders prepared for fire hydrants as identified by Utilities and Fire Department inspections. Complete maintenance of all fire hydrants in Ormond by the Sea per yearly contract condition with Volusia County. Continue enhancements to City s Cross Connection Control Program and compliance rating. Renew annual contract award of CCC Program Maintenance Services (database management) and device testing and repairs services contracts. Modify for efficiencies and continue to improve current distribution system monitoring, sampling and flushing programs to promote better understanding of system operating conditions and improve water quality. Assist construction activities and customer notices for all services impacted by 2-inch Galvanized Water Main Replacement Project (Phase III). Install all new meter requests received due to new development or new customer requests for service. Complete contract installation of backflow prevention devices on water services in the south peninsula reclaimed water service area as expansion occurs. Perform accuracy testing on water meters in accordance with or exceeding AWWA standards as referenced in the Water Meter Testing and Repair Manual. Renew the 4 year testing cycle of 1 ½ & 2 water meters. Complete the Phase IV design for the water main replacement project. Prepare plans and specifications for rehabilitation of the Leeway GST and the fill and discharge booster pumps. Construct a parallel water main to improve service and redundancy to the north US1 corridor. Accomplishments: Maintained reliable water distribution system operations for meeting customer water use demands and water quality concerns. Continued activities and focus to minimize unaccounted water with emphasis on large meter testing, leak detection, flushing database records, small meter replacement and raw water metering accuracy and reporting. 232

233 WATER DISTRIBUTION Accomplishments: Repaired all water main breaks and service interruptions in a timely manner and notified affected customers in accordance with pertinent FDEP/ FDOH regulations. Water distribution system returned to service within 12 hours of widespread distribution main ruptures due to extensive tree uprooting during Hurricane Mathew. Inspected and/ or repaired all city owned backflow prevention devices (BFPD). Continue installation of BFPD on city owned irrigation systems lacking protection. Installed new or exchanged approximately 800 water meters. Serviced approximately 278 County fire hydrants, performed maintenance activities on 227 fire hydrants on the mainland located west of Nova Road and within City limits where work orders issued by Utilities and Fire Department inspections. Responded to and performed repairs on approximately 31 main breaks and 58 service laterals and prepared the necessary Precautionary Boil Water Notices. Tested and repaired 100% of all meters within City sized 3 and larger. Continue scheduled four year testing program on 2 and 1 ½ water meters Supported distribution system shutdowns and service transitions associated with the 2 Water Main Improvement Projects (Phase III) and scheduled and unscheduled distribution system repairs. Replaced approximately 12 non-operable isolation valves of various sizes throughout distribution system. Performed scheduled valve maintenance activity on approximately 500 water main valves and as necessary in support of scheduled system shutdowns associated with capital projects or water distribution main and services breaks. Flushed water mains for Cl2 residual and overall water quality maintenance from US1 to west City Limits. Serviced twenty three (23) automatic flushing devices at various locations within the distribution system to improve water quality - flushing efficiency. Performed leak detection reconnaissance on four (4) distribution system grid areas. Three (3) leaks were recorded and repaired during subsystem evaluation. Renewed contract awarded for maintenance of backflow device testing database to BSI Online Services. Renewed contract award to American Backflow and Fire Services for backflow prevention device testing and repair services. Completed N. US Hwy 1 offsite water distribution system improvements model and project alternatives for promoting improved level of service and reliability and for developing effective options for developer considerations. Completed third and final year of the fire hydrant replacement project and closed out project. 233

234 WASTEWATER COLLECTION AND REUSE DISTRIBUTION The City s wastewater collection system section is responsible for maintaining reliable operating characteristics throughout the City s wastewater customer service area for: 182 miles of gravity sewer main 54 miles of force mains 24 miles of reuse water mains 23 miles of low-pressure sewer mains The Wastewater Collections program services and maintains over 1,600 Pretreatment Effluent Pumping (PEP) systems serving the low pressure sewer collection needs at the Hunter s Ridge and Breakaway Trails development areas. The wastewater collection and reuse distribution program performs various preventative maintenance functions to include televising sewer mains for determination of repair needs and identifying inflowinfiltration areas of concern, root control, and periodic pigging of force mains due to main pressure fluctuations affecting operational reliability. This program also provides round the clock piping and manhole repair activities and response to customer requests for assistance in the event of a sewer backup or reuse irrigation service interruption. 234

235 WASTEWATER COLLECTION AND REUSE DISTRIBUTION Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Water & Wastewater 1,408,995 1,496,953 1,481,537 (15,416) -1.03% Total 1,408,995 1,496,953 1,481,537 (15,416) -1.03% Expenditures: Change % Change Actual Estimate Estimate FY FY Personal Services 838, , ,495 7, % Operating 570, , ,042 (23,397) -4.07% Capital % Contributions and Transfers % Total 1,408,995 1,496,953 1,481,537 (15,416) Staffing Summary: -1.03% Actual Estimate Estimate FY FY Full-time Positions: Public Works Director % Utilities Manager % Utilities Engineering Manager % Office Assistant II % Utility Mapping/Locate Tech % System Mnt. Foremen % Supervisor of Collection/Reuse % Plant/Pump Mechanic % Maintenance Worker II % Maintenance Worker III % Maintenance Worker IV % Utility Electrician % Total % 235

236 WASTEWATER COLLECTION AND REUSE DISTRIBUTION Goals: Maintain reliable wastewater collection system (gravity and force main) and reuse storage and distribution operations for customers. Perform 1 st year of sanitary sewer lining project for SR40 5M system portion. Prioritize 2 nd year of multi-year lining contract scope of work and renewal to correct known defects or deteriorated portions of sewer mains to ensure the integrity of the system and reduce inflow and infiltration. Clean and televise approximately 10,000 feet of gravity sewer main and 200 each sewer laterals. PM activities are performed to prioritize and correct defects in deteriorated portions of sewer mains/ service laterals to reduce likelihood of overflows, inflow and infiltration. Rehabilitation of 50 PEP Systems in Hunter s Ridge and Breakaway Trails Areas. Complete design and award construction contract for Lift Station Rehabilitation Project to include 3M, Tomoka Meadows and Ashford Lakes lift stations piping, valves and controls upgrades. Complete construction/ rehab activities for lift stations 10M and 12M. Complete construction for reclaimed connection to Deer Creek. Perform root control services on gravity sanitary sewer as necessary. Support Reuse Service area expansion and service to include recent priority to serve south peninsula area customers. Complete plans and award bid for electrical service and controls upgrades at the Breakaway Trails Reuse and Lift Station Facility. Complete installation of replacement generators at Lift Stations 6M and 4P. Begin a Fats, Oils and Grease (FOG) program to assist in reducing the amount of the FOG clogging the sewer transmission lines. The program will primarily educate the public on correct and incorrect uses of the sewer system. Develop N. US Hwy1 offsite wastewater collection system improvements model and project alternatives for promoting improved level of service and reliability and for developing effective options for developer considerations. Initiate records database for development of inspection program for grease interceptors installed at commercial restaurants within the City s sewer collection service area. Review best practices concerning flushable items with all Daycare and Senior care facilities to enhance awareness of potentially harmful disposal methods. Repair settled manholes on A-1-A. Prepare design plans and specifications to replace the directional drill crossing on A-1-A force main with a jack and bore, install force main on Spanish Waters Drive and re-route the force main discharge to the 4P system. 236

237 WASTEWATER COLLECTION AND REUSE DISTRIBUTION Accomplishments: Successfully operated City-wide reuse system for annual period delivering reuse product to over 2500 residential and 2 golf course customers having demand in excess of 1.3 Billion Gallons. Submitted the Annual Reuse Report 2017 per FDEP WWTF permit requirements illustrating 3.3 MGD of the 4.61 MGD annual average day flow received at the City s treatment facility is utilized for land application irrigation purposes. Completed contractual services bid award for cleaning and televising approximately 96,000 feet of gravity sewer main to identify, prioritize and correct defects in deteriorated portions of sewer mains to ensure the integrity of the system and reduce inflow and infiltration. Awarded 1 st year priority lining project. PEP System PM Activities: Completed rehabilitation of 43 units, replacement of 23 units, performed installation of 18 new units and performed electrical upgrades to 68 PEP System units in West Ormond Low Pressure Sewer Service area. Cleaned approximately 10,000 feet of gravity sewer main and 176 each sewer laterals. Televised approximately 1,000 feet of gravity sewer main and 600 each sewer laterals. Performed root control program activities on approximately 115 each sewer laterals. Completed monthly and annual scheduled preventative maintenance service calls for 90 sewage lift stations throughout the collection system which includes reassembly of each duplex configured pump and motor. Responded to all emergency call outs from SCADA and WIN911 Lift Station monitoring system after hours calls for service alarms (annual average 3 calls per week). Completed approximately 915 repairs to collection system (gravity, force main, services and manhole) service calls and 112 reuse system leaks and main breaks. Completed a variety of well and plant pump/ motor replacements and repaired approximately 15 pump/ motors at various lift stations throughout the sanitary sewer collection system. Complete design and awarded construction contract for Lift Station Facilities Rehab to include 12M & 10M lift stations piping, valves and controls upgrades. Construction underway with anticipated completion by June Maintained reliable wastewater collection system (gravity and force main) and reuse storage and distribution operations for customers. Assisted reuse system installation project for North US Hwy 1 Median Landscape Project. Completed master developer service agreement for Hunter s Ridge DRI Flagler Co. to include approval of an overall water and sewer master plan and model. 237

238 WATER AND WASTEWATER TRANSFERS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Water & Wastewater 11,780,459 10,211,643 9,861,709 (349,934) -3.43% Total 11,780,459 10,211,643 9,861,709 (349,934) -3.43% Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Contingency - 69, , , % Contributions and Transfers 11,780,459 10,141,752 9,578,404 (563,348) -5.55% Total 11,780,459 10,211,643 9,861,709 (349,934) -3.43% 238

239 WATER AND WASTEWATER VEHICLE AND EQUIPMENT REPLACEMENT FUND This fund accounts for replacement of existing vehicles and equipment for the benefit of Water and Wastewater. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Miscellaneous 3, % Transfer 528, , , % Use of Fund Balance - 158,000 26,000 (132,000) % Total 531, , ,000 (132,000) % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital 186, , ,000 (132,000) % Contributions and Transfers % Contingency % Total 186, , ,000 (132,000) % 239

240 WATER AND WASTEWATER RENEWAL AND REPLACEMENT FUND This fund accounts for replacement of existing capital assets for the benefit of Water and Wastewater. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Bond Proceeds - 3,020,000 4,999,000 1,979, % Intergovernmental 20, ,125 - (139,125) % Charges for Services 192, , , % Miscellaneous 2, % Transfers 3,413,416 2,300,000 1,554,000 (746,000) % Use of Retained Earnings , , % Total 3,628,676 5,459,125 6,766,802 1,307, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating - 528, ,802 (14,760) -2.79% Capital 3,365,713 4,784,500 6,253,000 1,468, % Contributions and Transfers % Contingency - 146,063 - (146,063) 0.00% Total 3,365,713 5,459,125 6,766,802 1,307, % 240

241 WATER AND WASTEWATER CONSOLIDATED DEBT SERVICE FUND Used to account for principal and interest payments resulting from the issue of revenue bonds and debt financing. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Bond Proceeds % Transfer 3,628,675 5,400,000 5,550, , % Total 3,628,675 5,400,000 5,550, , % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Debt Service 1,139,859 5,400,000 5,550, , % Contributions and Transfers % Contingency % Total 1,139,859 5,400,000 5,550, , % 241

242 WEST ORMOND REUSE IMPACT FEE FUND This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion and construction of West Ormond irrigation facilities. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental % Miscellaneous (Impact Fees) % Use of Retained Earnings 1, % Total 1, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Contributions and Transfers % Contingency % Total % 242

243 WATER SYSTEM IMPACT FEE FUND This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion and construction of water facilities. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental % Miscellaneous (Impact Fees) 603, , ,000 60, % Transfers % Use of Retained Earnings - 3,253,775 - (3,253,775) 0.00% Total 603,115 3,653, ,000 (3,193,775) % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital 61,585 3,653,775 - (3,653,775) % Contributions and Transfers % Contingency , , % Total 61,585 3,653, ,000 (3,193,775) % 243

244 WASTEWATER SYSTEM IMPACT FEE FUND This fund accounts for impact fees assessed against new construction activities. Use of these funds is restricted for expansion and construction of wastewater facilities. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Intergovernmental , , % Miscellaneous (Impact Fees) 540, , , % Bond Issue % Transfers % Use of Retained Earnings - 1,005,000 1,340, , % Total 540,469 1,405,000 2,532,000 1,127, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital - 1,405,000 2,532,000 1,127, % Contributions and Transfers 200, % Contingency % Total 200,000 1,405,000 2,532,000 1,127, % 244

245 SOLID WASTE FUND SUMMARY Actual Estimate Estimate FY FY Description Revenues Franchise Fees 1,469,097 1,482,000 1,432,000 (50,000) -3.37% Intergovernmental 6,376, % Other Charges for Services 6,743,233 6,803,000 7,040, , % Misc. Revenue (7,905) 6,000 1,000 (5,000) % Transfers In % Use of Retained Earnings % Total Net Revenues 14,580,923 8,291,000 8,473, , % Expenditures Collection & Disposal 13,117,229 6,399,590 6,475,741 76, % Recycling 753, , ,201 15, % Non-Departmental 1,072,943 1,083,260 1,134,516 51, % Total Net Expenditures 14,943,172 8,239,744 8,382, , % 245

246 SOLID WASTE FUND REVENUES Franchise Fees 16.90% Misc Revenue 0.01% Recycling 9.21% Non-Dept % SOLID WASTE FUND EXPENDITURES Charges for Services 83.09% Collection & Disposal 77.25% 246

247 SOLID WASTE COLLECTION AND DISPOSAL Through an exclusive franchise with a private contractor, the Collection and Disposal program provides for curbside collection of Class I residential solid waste twice per week and yard once per week. The contractor also collects solid waste from all commercial businesses a minimum of three (3) days per week to a maximum of six (6) days per week. The contractor disposes of all Class I solid waste at the Volusia County solid waste facility. Residential customers pay a monthly fee to cover the costs of collection and disposal. Commercial customers are presently charged per cubic yard of solid waste disposed in two, four, six and eight cubic yard containers. Approximately 28,000 tons of solid waste consisting of residential (15,000 tons) and commercial (13,000 tons) is collected annually (excludes 8,300 tons of yard waste). 247

248 SOLID WASTE COLLECTION AND DISPOSAL Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Solid Waste 4,395,869 6,399,590 6,475,741 76, % Total 4,395,869 6,399,590 6,475,741 76, % Expenditures: Actual Estimate Estimate FY FY Personnel Services 191, ,627 89,177 (58,450) % Operating 12,925,493 6,251,963 6,386, , % Capital % Contributions and Transfers % Total 13,117,229 6,399,590 6,475,741 76, % Staffing Summary: Actual Estimate Estimate FY FY Full-time Positions: Public Works Operations Mgr. * % Office Manager * % Maintenance Worker III** % Total % * Indicates primary department **Moved to Stormwater 248

249 SOLID WASTE COLLECTION AND DISPOSAL Goals: Collection and Disposal: Complete 98% of daily residential and commercial collections no later than 7:00 p.m. each day. Achieve an on-time daily collection rate of at least 92% (collections time variance of no more than four (4) hours from original time). Recycling: Achieve a monthly participation rate for residential customers of 93%. Divert a total of 33% from all solid waste (includes C/D, yard waste tires, etc.) generated within the City from being disposed at the Class I portion of the Volusia County Landfill (includes commercial recycling). Maintain the amount of recyclables collected per residential unit at an average of seven point three five (7.35) pounds. Actuals Estimate Estimate FY FY Workload: Residential collections 17,034 17,282 17, % Commercial collections % Recycling customers 17,646 17,891 17, % Miles of street sweeping 5,689 5,249 5, % Efficiency/Effectiveness: Inquiries-Residential collections % Inquiries-Commercial collections % Accomplishments: Collection and Disposal Completed 100% of solid waste collections on time (residential/commercial) Achieved a 100% on-time daily collection rate. Received compliments for excellence in service provided Completed re-routing of all solid waste, yard waste and recycling customers within the City. Recycling: Achieved a monthly participation rate of 93.5%. Achieved a diversion rate of 33.31% Maintained 15 recyclable items collected curbside. Maintained a 100% compliance with daily recycling bin delivery. Maintained an average 7.32 pounds per household of recyclables collected curbside. Successfully promoted recycling programs to the community. 249

250 SOLID WASTE RECYCLING The Recycling program provides curbside collection of fourteen (14) different recyclable products for all residential customers on a once per week basis through a private contractor. The program was initiated on a citywide basis on July 1, 1991 in order to meet the requirements of the 1988 Solid Waste Management Act, which requires cities and counties in the State of Florida to reduce the amount of solid waste disposed at landfills by 30%. Approximately 3,500 tons of recyclable materials are collected annually. Residential customers pay a monthly fee to cover the costs of recycling. In addition, the program provides educational classes and materials through publications, trade shows and in-school presentations. 250

251 SOLID WASTE RECYCLING Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Solid Waste 753, , ,201 15, % Total 753, , ,201 15, % Expenditures: Change % Change Actual Estimate Estimate FY FY Personal Services 29,705 36,719 33,003 (3,716) % Operating 723, , ,198 19, % Capital % Contributions and Transfers % Total 753, , ,201 15,307 Staffing Summary: 2.02% Actual Estimate Estimate FY FY Full-time Positions: Public Works Operations Mgr % Office Manager % Total % 251

252 SOLID WASTE TRANSFERS Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Solid Waste 1,072,943 1,083,260 1,134,516 51, % Total 1,072,943 1,083,260 1,134,516 51, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating % Capital % Debt Service % Contributions and Transfers 1,072,943 1,082,024 1,083,070 1, % Contingency - 1,236 51,446 50, % Total 1,072,943 1,083,260 1,134,516 51, % 252

253 WORKERS COMPENSATION FUND This fund is used to account for expenditures associated with providing workers compensation coverage to employees. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Internal Service Charges 622, , , % Miscellaneous (1,066) 20,000 20, % Use of Fund Balance - 100, ,500 67, % Total 621, , ,612 67, % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating 495, , ,500 67, % Capital % Contributions and Transfers 74,112 74,112 74, % Total 570, , ,612 67, % 253

254 GENERAL LIABILITY INSURANCE FUND This fund is used to account for expenditures associated with providing general liability coverage to employees. Revenue and Expenditure Summaries: Revenues: Actual Estimate Estimate FY FY Internal Service Charges 820, , , % Miscellaneous 1,476,927 20,000 20, % Use of Fund Balance - 150, , % Total 2,297, , , % Expenditures: Actual Estimate Estimate FY FY Personal Services % Operating 907, , , % Capital % Contributions and Transfers 310,853 37,853 37, % Total 1,218, , , % 254

255 CAPITAL IMPROVEMENTS TABLE OF CONTENTS Capital Improvements Page# CIP Expenditures 256 CIP Funding Sources 257 FY Projects

256 Overview The City s Five-Year Capital Improvements Program represents a substantial effort to identify and schedule capital investments for a multi-year period complete with a project description and justification, as well as recommended financing for each project. The CIP reflects projects that have been identified as being essential to the organization. Vehicles 3.2% Transportation 5.0% Technology 2.8% Stormwater 24.0% Water & Wastewater 33.1% Expenditure Categories 5 year plan Parks, Recreation, Cultural 2.9% Facility Construction & Renovation 2.8% Airport & Airpark 19.2% Beautification 1.7% Community Redevelopment 4.4% Facility Renewal & Replacement 0.7% Category FY FY FY FY FY Total Airport & Airpark 2,271,432 4,513,500 4,817, ,066 1,705,871 13,824,869 Beautification 1,190, ,190,000 Community Redevelopment 1,265, , , ,000-3,141,500 Facility Renewal & Replacement 205, , ,000 Facility Construction & Renovation 300,000 1,710, ,010,000 Parks, Recreation, Cultural 1,625, ,950 2,109,950 Stormwater 1,752,000 3,000,000 11,500, , ,000 17,252,000 Technology 179, , , , ,000 2,030,500 Transportation 525, , , , ,000 3,622,400 Vehicles 609, , , , ,000 2,332,000 Water & Wastewater 8,785,000 5,445,000 1,911,420 6,491,000 1,156,000 23,788,420 Total 18,706,932 17,716,500 21,167,820 9,297,566 4,947,821 71,836,

257 Funding Sources 5 year plan Local Option Gas Tax 3.1% Other 1.0% Grants/Donations 36.1% User Charges 40.8% Bond Proceeds and Financing 17.9% General Fund 1.2% Property Taxes 9.4% Category FY FY FY FY FY Total Grants/Donations 2,496,613 7,353,800 13,325,995 1,057,074 1,671,753 25,905,235 Property Taxes 1,454,000 2,616,800 1,054, , ,950 6,760,415 General Fund 833, ,500 Bond Proceeds/Financing 5,089, , , , ,000 6,113,000 User Charges 7,906,178 6,943,000 6,026,420 6,725,000 1,673,450 29,274,048 Local Option Gas Tax 450, , , , ,550 2,232,550 Other 477,641 96,900 55,240 53,992 34, ,891 Total 18,706,932 17,716,500 21,167,820 9,297,566 4,947,821 71,836,

258 FY CIP Projects Airport Improvement Heliport Improvements ($179,000) and Rehabilitation and Extend Runway 8/26 Construction ($2,092,000) are schedule and will be largely funded by FDOT and FAA grants. Beautification Granada Boulevard Landscaping ($1,000,000), Landscape Renovations Citywide ($80,000) and Landscape Renovation in the CDBG District ($110,000) are planned. Of the $1.19 million in budgeted projects, $1.11 million will be grant funded. Downtown Improvements Downtown improvements are funded through property tax revenue which is expendable only within the downtown area. Projects for FY in this category include Cassen Park Public Dock ($1,150,000), Landscape Renovations ($55,000) and an annual allocation for Upgrades and Improvements ($60,000). Facility Renewal and Replacement The Facility Renewal and Replacement fund was established in FY in response to the ongoing need for dedicated funding for maintenance of all City facilities and parks. For FY , replacement of the HVAC at the South Ormond Neighborhood Center ($115,000) and the Casements ($90,000). Projects below the CIP threshold of $25,000 will be included as part of the annual operating budget. Facility Construction and Renovation The Capital Improvement Plan includes Phased in HVAC Chiller Replacement at City Hall ($260,000), Casements North Side Improvements ($20,000) and CDBG District Improvements ($20,000). Parks, Recreation and Cultural Facility Improvements This category includes OBSC Girls Softball Field ($600,000), Nova Underground of Electric Utilities ($75,000) and OBSC soccer and baseball field lighting ($950,000). Stormwater Drainage Improvements Projects include Fleming Avenue Stormwater Imrprovements ($573,000), the 258

259 continuation of the Stormwater Piping Replacement project ($649,000), and Wilmette Avenue Pump Station ($280,000). Technology Technology improvements planned include WiFi System Replacement ($28,500), Body Cameras ($90,000) and SAN Controller Upgrade ($61,000). Transportation Transportation projects include Railroad Crossings ($75,000) and Road Resurfacing Program ($450,000). Vehicle and Equipment Replacement The plan includes the replacement of four General Fund police vehicles ($168,000), one Stormwater vehicles ($300,000), and three Water/Wastewater vehicles ($141,000). Water and Wastewater System Improvements Projects proposed for FY include BWT Reclaimed Water Storage and Pumping Station ($2,400,000), the next phase of a City-wide Meter Replacement ($294,000), General Rehab ($200,000), Meter Installation ($90,000), North US1 Forcemain Extension Design ($132,000), PEP Tanks ($100,000), Process and Instrumentation Control Improvements ($575,000), Sanitary Sewer Force Main Upgrades ($200,000), Sanitary Sewer Inflow Infiltration ($300,000), WTP Lime Slaker Unit Replacement ($1,000,000), WTP LPRO Membrane replacement ($524,000), WTTP Sludge Dewatering ($1,200,000), and WWTP Sludge Dewatering Improvements ($1,700,000). Operating Expenditures During the capital improvement process, additional staffing requirements and ongoing operating expenses are identified for inclusion in the appropriate department s operating budget. No other significant changes in operating revenue or expenditures are anticipated as a result of capital projects 259

260 260

261 APPENDIX TABLE OF CONTENTS Description Page# Statistical Information 262 Glossary 268 Cost Allocation Plan 273 Long Term Financial Plan 274 Investment Policy

262 CITY OF ORMOND BEACH, FLORIDA MUNICIPAL FIREFIGHTERS' RETIREMENT TRUST REVENUES BY SOURCE LAST TEN FISCAL YEARS SEPTEMBER 30, 2017 (In Thousands) Revenues by Source Fiscal Year Ended Employee Contributions Employer Contributions State Contributions Investment Income Other Total 2008 $ 264 $ 659 $ 430 $ (2,521) $ - $ (1,168) , , , (97) - 1, , ,027-4, , ,505-4, , ,473-4, , (399) - 1, , ,036 3, , ,046-4,709 $2,000,000 $1,600,000 $1,200,000 $800,000 Pension Contributions $400,000 $ City Employee State 262

263 CITY OF ORMOND BEACH, FLORIDA GENERAL EMPLOYEES PENSION REVENUES BY SOURCE LAST TEN FISCAL YEARS SEPTEMBER 30, 2017 (In Thousands) Revenues by Source Fiscal Year Ended Employee Contributions Employer Contributions Investment Income Total ,078 (4,966) (3,513) , , ,002 2,041 3, ,650 (174) 1, ,998 5,430 7, ,473 4,484 7, ,308 4,408 7, ,958 (584) 1, ,842 3,480 5, ,677 5,035 6,970 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 Pension Contributions $500,000 $ City Employee 263

264 CITY OF ORMOND BEACH, FLORIDA MUNICIPAL POLICE OFFICERS' RETIREMENT TRUST REVENUES BY SOURCE LAST TEN FISCAL YEARS SEPTEMBER 30, 2017 (In Thousands) Revenues by Source Fiscal Year Ended Employee Contributions Employer Contributions State Contributions Investment Income Total 2008 $ 250 $ 449 $ 306 $ (3,585) $ (2,580) , ,434 2, (141) 1, ,878 5, , ,080 4, , ,049 4, , (472) 1, , ,355 4, , ,432 7,483 $2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Pension Contributions City Employee State 264

265 CITY OF ORMOND BEACH, FLORIDA DEMOGRAPHIC AND ECONOMIC STATISTICS LAST TEN FISCAL YEARS SEPTEMBER 30, 2017 Fiscal Personal Income Year Population (1) (In thousands) Per Capita Personal Income (2) Median Age (3) Unemployment Rate (5) ,000 1,344,308 32, % ,656 1,342,624 33, % ,625 1,276,559 31, % ,137 1,246,050 32, % ,376 1,284,637 33, % ,557 1,336,424 34, % ,455 1,376,980 34, % ,013 1,447,230 36, % ,366 1,541,860 38, % ,722 1,591,660 39, % Sources: (1)) Bureau of Economic p and Business Research, University of Florida y y Beach Metropolitan Statistical Area (3) Volusia County, Florida (4) Bureau of Labor Statistics Source: City of Ormond Beach Finance Department 265

266 CITY OF ORMOND BEACH, FLORIDA PRINCIPAL EMPLOYERS CURRENT YEAR AND NINE YEARS AGO SEPTEMBER 30, 2017 Employer Fiscal Year 2017 Fiscal Year 2007 Percent of Percent of Number of Total Number of Total Employees Employment Employer Employees Employment Volusia County School Board 7, Board 8, Halifax Community Health 4, System 5, Floirda Hospital - All Divisions 4, County of Volusia 4, County of Volusia 3, Incorporated 2, Publix Supermarkets Incorporated 3, University 1, State of Florida 2, Memorial Health Systems 1, Walmart 2, City of Daytona Beach 1, Daytona State College 1, College Embry Riddle Aeronautical University 1, Products U.S Government 1, United States Postal Service Total 31, Total 28, Estimated total workforce 299,200 Estimated total workforce 244,648 Note: Sources: No statistics are kept on primary employers within the City of Ormond Beach County of Volusia, Department of Economic Development (Latest Available D Labor Market Statistics, Florida Research and Economic Database 266

267 CITY OF ORMOND BEACH, FLORIDA OPERATING INDICATORS BY FUNCTION/PROGRAM LAST TEN FISCAL YEARS SEPTEMBER 30, 2017 Police Fire Number of traffic citations issued 6,803 7,551 8,237 7,509 9,814 Number of offense reports 8,834 7,326 7,501 7,064 7,025 Number of calls for service 83,083 83,098 87,867 93,102 84,485 Emergency fire responses 5,600 2,120 2,025 2,120 2,090 Emergency rescue responses (ALS/BLS) 6,800 5,300 5,424 5,227 4,577 Education classroom presentations Education (not included in reporting entity) Kindergarten-Grade 5 students 2,931 2,899 2,899 2,857 2,857 Grades 6-8 students 1,048 1,022 1,022 1,108 1,108 Airport Fixed based operator Flight School Based aircraft Total 12 hour, operations 116, , , , ,769 Water treatment plants Jefferson Street Plant: Design capacity MGD MGD MGD MGD MGD Current production rate 5.93 MGD 5.93 MGD 5.73 MGD 5.29 MGD 5.27 MGD Number of water utility connections 21,905 21,905 21,661 21,444 21,248 Solid waste system Number of solid waste disposal customers 17,066 16,868 16,672 16,457 16,333 Number of active participating recycling program (units) 16,302 16,105 17,321 17,126 16,998 Water pollution control plants Orchard Street Plant: Design capacity 8.00 MGD 8.00 MGD 8.00 MGD 8.00 MGD 8.00 MGD Current treatment rate 4.19 MGD 4.19 MGD 4.94 MGD 4.57 MGD 4.67 MGD Number of collection system connections 16,874 16,424 16,227 16,029 15,891 Number of effluent reuse connections 2,603 2,345 2,495 2,472 2,459 * Information not available. y p, y p, y, y Ormond Beach Airport Department, City of Ormond Beach Public Works Department, City of Ormond Beach Finance Department. 267

268 GLOSSARY Accounting Basis: Method used to determine when revenues and expenses (with associated assets and liabilities) are recognized in the accounts of a firm, and reported in its financial statements. In accrual basis accounting, for example, revenues are recognized when earned and expenses are recognized when incurred, whether or not any cash is received or paid. In cash basis accounting, however, revenues and expenses are recognized only when cash is received or paid, irrespective of the timing of actual sales or purchases. Accrual: A basis of accounting in which revenues are recognized when they are measurable and earned and expenditures are recorded when incurred. Appropriation: Authorization by the City Commission that allows expenditures to be made on behalf of the City against governmental resources. Audit: An examination of internal controls and financial statements. Balance Sheet: A statement which presents the financial position of an entity as of a specified date. Budget: A financial plan or proposed revenues and expenditures for a specified period of time (usually one year). Budgetary Accounting: Used by governments where a formal budget is adopted through an extensive approval process as an expression of public policy. The budget is a statement of financial intent indicating how the government plans to raise revenue and expend its resources. Budget Calendar: The schedule of key dates or milestones, which the City follows in the preparation and adoption of the budgets. Budget Deficit: A budget in which expenditures exceed the projected funds available. CAFR: (comprehensive annual financial report) a standard accounting requirement followed by local and state governments to show how tax money is spent. The report serves several purposes which also help explain various aspects of government activity for taxpayers. Capital Expenditures: Expenditures for items which exceed $25,000 in value and have a useful life of 1 year or more. 268

269 Capital Projects: Have long range returns, useful life spans, are relatively expensive, and have physical presence such as buildings, roads, sewage systems, water systems, etc. CIP: (capital improvement project) New or continued and approved capital projects for the maintenance or improvement of city assets. Committed: Fund balance classification that can only be used for a specific purpose pursuant to constraints imposed by formal action of the government s highest level of decision making authority. Debt Service: The City s obligation to pay principal and interest according to a predetermined schedule. Debt Service Fund: The funds created to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Department: A major organizational unit that indicates management responsibility for a group of related operations. DEP: (Florida Department of Environmental Protection) Florida agency devoted to environmental management and stewardship. Florida's environmental priorities include achieving regulatory certainty, consistency and protection, and achieving the highest water quality. Depreciation: The periodic expiration of an asset s useful life. Depreciation is a requirement in proprietary-type funds, such as enterprise and internal service funds. It is not used in any other fund. Depreciation is a non-cash expense and while it is recorded in the annual financial statements, it is not budgeted. Encumbrances: Commitments against an appropriation. EPA: (Environmental Protection Agency) an independent federal agency, created in 1970, that sets and enforces rules and standards that protect the environment and control pollution. Enterprise Fund: The funds established to account for operations that are financed and operated in a manner similar to private business enterprises, where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Estimated Revenues: Projections of funds to be received during the fiscal year. 269

270 FAA: (Federal Aviation Administration) is a component of the U.S. Department of Transportation that sets standards for the air-worthiness of all civilian aircraft, inspects and licenses them and regulates civilian and military air traffic control centers. FDOT: (Florida Department of Transportation) a decentralized agency charged with the establishment, maintenance, and regulation of public transportation in the state of Florida. Franchise Fees: Fees levied on a corporation in return for granting privilege, sanctioning a monopoly, or permitting the use of public property, usually subject to regulation. Fund Balance: The amount by which assets exceed liabilities. GIS: (geographic information system) allows the city s users to produce maps from the existing GIS with integrated information from the data base of the primary mini-computer application. Impact Fees: A connection's contribution toward its equitable share of the cost of capital improvements required to serve new customers. Interfund Transfers: Amounts transferred from one fund to another. Intergovernmental Revenues: Revenues received from another government. Internal Service Funds: The funds established for the financing of goods or services provided by one department to other departments within the City on a cost reimbursement basis. Examples are the Data Processing Fund and the Insurance Fund. LAN: (local area network) a computer network covering a small local area, such as a home or office. Levy: Imposed taxes, special assessments, or service charges. MGD: (million gallons per day) a measurement standard for city owned water treatment pumps. Modified Accrual Method: Method under which revenues are recognized in the period they become available and measurable, and expenditures are recognized in the period the associated liability is incurred. Most government accounting follows this method. NPDES: (national pollution discharge elimination system) A national program under Section 402 of the Clean Water Act for regulation of discharges of 270

271 pollutants from point sources to waters of the United States. Discharges are illegal unless authorized by an NPDES permit. OBPAC: (Ormond Beach Performing Arts Center) consists of an auditorium, rehearsal room, studio and music rooms for city sponsored groups, professional theater and musical productions. Operating Expenditures: Ongoing expenditures that are not wages, benefits or capital in nature. Ordinance: A formal legislative enactment by the governing board of a municipality. Personal Property: Livestock, commercial equipment and furnishings, attachments to mobile homes, railroad cars, and similar possessions that are taxable under State law. Real Property: Land and the buildings and other structures attached to it that are taxable under state law. Reserved: Indicates that a portion of fund balance is restricted for a specific purpose. Roll back tax rate: The tax rate that generates the same amount of revenue as the prior year exclusive of gains from new construction. SOH: (save our homes) an amendment to the Florida Constitution that mandates that the assessed value of your Homestead property can increase by no more that 3% above last years assessed value ( or the consumer price index, whichever is less). Special Revenue Fund: Account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. State Revenue Sharing: Allocations to municipalities from a trust fund primarily supported by State cigarette and motor fuel taxes. Taxable Value: Assessed value of property minus any exceptions, which may be applicable. Tax Base: The total property valuations on which each taxing agency levies its tax rates. 271

272 Tentative Millage: The tax rate adopted at the first public hearing of a taxing agency. Under State law, the agency may reduce, but not increase, the tentative millage during the second budget hearing. Truth in Millage: State law establishing mandatory procedures, including advertising requirements and the holding of public hearings, for adoption of budgets and tax rates. Unassigned: Fund balance classification that has not been assigned to other fund balance classifications. Utility Tax: Municipal charges levied by the City in each and every purchase of a public service within the corporate limits of the City. Public service is electricity, gas, fuel oil, water, and telephone service. WAN: (wide are network) a large, integrated computer network with multiple access points and users. An example would be the World Wide Web. 272

273 Cost Allocation Plan FY Allocation of General Fund Costs to Other Funds through interfund transfer General Fund Administration Budget (Commission, City Manager, Legal, Support Services) Allocation based on % of agenda items General Fund Finance and Human Resources Budget Allocation based on # of employees General Fund Information Technology Munis/Energov General Fund General Fund General Fund Fire Planning Total Police Department Department General Department Budget Budget Fund Budget Allocated based on Allocated based on Costs Allocated based on estimated time spent estimated cost Allocated estimated cost on flow testing & of development to Other to secure assets hydrant maintenance review plus Avolve Funds 0.5% 2.0% 15.0% Amount to be allocated $ 1,851,896 $ 1,212,342 $ 1,222,058 $ 9,322,244 $ 5,764,641 $ 664,784 Allocation of costs to: Stormwater 4.0% 74, % 26, % - NA NA NA 101,017 Airport 0.5% 9, % 3, % - NA NA NA 12,627 General Capital Improvements 1.0% 18, % - 0.0% - NA NA NA 18,519 Transportation 8.0% 148, % - 0.0% - NA NA NA 148,152 Water/Wastewater Operating 15.0% 277, % 215, % 427,720 46, ,293 99,718 1,182,654 Solid Waste 1.0% 18, % 6, % 6,789 NA NA NA 25,254 Allocation of Engineering Costs to Other Funds through department charge General Fund Engineering Budget Allocation based on average CIP budget Amount to be allocated $ 1,088,166 Allocation of Water/Wastewater Utility Billing Costs to Other Funds through interfund transfer Planning 2.00% 21,763 Amount to be allocated $ 1,239,774 Streets 2.00% 21,763 Parks 2.00% 21,763 Allocation of costs to: Building 2.00% 21,763 Stormwater 9.42% 116,727 Leisure Services 2.00% 21,763 Solid Waste 27.30% 338,455 Airport 1.00% 10, ,698 Water/Wastewater Utility Billing Costs (Excluding Meter Reading Costs) Allocation based on Fund Revenues to Total Revenue Allocation of costs to: Cost Allocation for Utility Billing Services Budget ,557, Downtown Redevelopment 18.52% 179,326 Less: Meter Reading Personnel Costs (286,324.00) Stormwater 14.56% 140,975 Less: Vehicle Costs (21,675.00) General Capital Improvements 3.99% 38,660 Excludes technology projects Less: Equipment Repairs (8,700.00) Transportation 9.88% 95,705 Less: Uniforms/Clothing (1,500.00) Water/Wastewater R&R 53.05% 513,802 Total to Allocate 1,239, Solid Waste 0.00% - 968,468 Stormwater Revenue 2,871, % 9,018,328 1,088,166 Solid Waste Revenue 8,326, % Water/WW Revenue 19,301, % 30,498, Transfer from Stormwater to Water/Wastewater 116, Transfer from Solid Waste to Water/Wastewater 338,

274 City of Ormond Beach Long Term Financial Plan Fiscal Years to

275 Long Term Financial Plan-Updated March 2018 TABLE OF CONTENTS 1.0 Introduction Page Number 1.1 Purpose of Plan Integrated Planning Approach Strategic Goals Our Services LTFP Development Trend Analysis Page Number 2.1 Economic Indicators Personnel Services General Fund Water & Wastewater Operating Fund Solid Waste Fund

276 Long Term Financial Plan-Updated March 2018 TABLE OF CONTENTS 3.0 Long Term Financial Policies, Funding Models and Forecasts Page Number 3.1 Policies & Funding Models Tax Millage Rates General Fund Water & Wastewater Operating Fund Solid Waste Fund Conclusions Page Number 4.1 Gap Strategies

277 Long Term Financial Plan-Updated March INTRODUCTION A Long Term Financial Plan (LTFP) provides government with relevant information to identify funding gaps, develop gap strategies and create financial stability. The LTFP considers the government s goals, current and future service levels, and existing financial policies. From this information, a five year forecast is created. A well-constructed LTFP contains the following elements: 1.1 Purpose of the Plan A multi-year presentation of historic financial and economic trends. A five year forecast of major revenue and expenditure categories. A five year forecast of fund balance or net assets. Gap closing strategies. This plan was prepared by City staff and review and approved by the City s Budget Advisory Board. 277

278 Long Term Financial Plan-Updated March Integrated Planning Process The LTFP is linked with other planning process beginning with the City Commission s strategic goal setting. The LTFP is prepared based on the goals set forth and is used to inform the Capital Improvement Plan process and the annual budget preparation process. 278

279 Long Term Financial Plan-Updated March Strategic Goal Setting INTRODUCTION The City of Ormond Beach conducted an extensive strategic planning process in 2015 that included two community visioning sessions and a workshop with the City Commission and senior staff. The city has been implementing the goals, objectives, and priorities that were established at that time. On March 7, 2017, the Mayor, Commission, and staff participated in a workshop to update the 2015 plan. Since two new Commissioners were elected in 2016, this session allowed the newly elected officials to have input into the existing plan and give direction to staff for continuing the implementation of the plan. Marilyn Crotty, Director of the Florida Institute of Government at the University of Central Florida facilitated this session, as she did in The Mayor, Commissioners, and senior staff participated in a three-hour workshop that was held at City Hall. After a review by staff of progress on the current strategic plan, Ms. Crotty asked the Mayor and Commissioners to affirm or revise the seven goals that had been established in The Commission agreed to maintain the existing goals, but broadened the scope of one of them. The goal that had previously been identified as Intergovernmental Relations was broadened and renamed External Relations. The other six goals remained the same. Economic Development Fiscal Sustainability Infrastructure Technology 279

280 Long Term Financial Plan-Updated March 2018 Quality of Life Human Resources External relations GOALS AND OBJECTIVES The Mayor and Commissioners identified objectives for each of the seven agreed upon goals and then determined which of the objectives should be priorities for implementation. The number in front of the objective indicates how many of the elected officials supported it. Objectives receiving the support of three or more are designated as priorities. The rest of the objectives are listed as other objectives. There is no significance to the order of the goals. 280

281 Long Term Financial Plan-Updated March 2018 GOAL - ECONOMIC DEVELOPMENT GOAL STATEMENT: To provide a thriving economic environment in Ormond Beach that is consistent with existing plans for development and redevelopment. Priority Objectives (3) Incentivize Ormond Crossing by coordination with city Utility Master Plan North US 1 Water Main Improvements Loop through Ormond Crossings 1/2/2018 Ormond Crossing Utility Maintenance and Access Easement Deed 1/2/2018 North US1 Water Main Improvements 12-inch Water Main to Hull Road to North I- 95 1/2/2018 North US1 Water Main Design work awarded to Zev Cohen 6/6/2017 Ormond Crossings Development Agreement Amendment 1 Allow for construction of Security First Head Quarters 7/28/2017 (3) Updated Downtown Master Plan (livable, walkable) Planned for 2018 (3) Improve alternative East-West routes Other Objectives (2) Development of SW quadrant of airport (1) Continue implementation of Economic Development Plan Ongoing (1) Improve US 1/I-95 Interchange FDOT Joint Participation Agreement North US1 Maintenance Improvements Lincoln Avenue to Airport Road (1) Continue GAP funding Growth Assistance Program - Security First LLC 4/8/

282 Long Term Financial Plan-Updated March 2018 Growth Assistance Program - Playtex Manufacturing 10/17/2017 Growth Assistance Program - Ameritech Die & Mold South amendment 1/17/

283 Long Term Financial Plan-Updated March 2018 GOAL - FISCAL SUSTAINABILITY GOAL STATEMENT: To ensure that our city has the fiscal resources needed to efficiently govern, provide services at levels consistent with community expectations, and to advance programs and services that further the City s Vision. Other Objectives (2) Adhere to long term Financial Plan Financial Trends Workshop 3/20/2017 Long-term Financial Plan Updated March 2017 Capital Improvement Plan 8/15/ Water and Sewer Bond Award 5/16/2017 (1) Continue multi-pronged approach to pensions Ongoing (1) Continue appropriate annexations 692 S. Yonge Street - Annexed -10/3/ N US1-10/3/

284 Long Term Financial Plan-Updated March 2018 GOAL INFRASTRUCTURE GOAL STATEMENT: To provide and maintain core physical assets including streets, sidewalks, medians, buildings, technology, utilities and parks to the highest standards and conditions. Other Objectives (2) Continue maintenance, repair, and replacement program Washington Street Lighting and Ridgewood Ave Lighting Replacement Plan RFP 2/6/2018 A1A Manhole Repair 1/2/2018 (2) Continue implementation of Utilities Master Plan (water, wastewater, storm water, reclaimed) Bid award for Reclaimed Water Service to Deer Creek Subdivision 1/2/2018 Specialty Concrete Tank Repairs, Coating & Restoration 2/6/2018 SJRWMD Cooperative Funding Grant Application Breakaway Trails Tank and Pump Station 2/6/2018 Water Treatment Plant Flyght Pumps Preplacement 1/3/2017 PEP Tank Replacements 2/7/2017, 11/7/2017 Sanitary Sewer System Pipe Inspection Bid Award 2/7/2017 Storm Drainage Pipe Lining Award 3/20/2017 Miscellaneous Waste Water Treatment Plant Upgrades 6/6/2017 Sandpiper Drainage Improvements bid specifications 6/6/2017 Lift Station 10M and 12M bid award 7/25/2017 Melrose Avenue Outfall Repair bid award 10/17/2017 Sodium Bisulfite Storage Tank Replacement 11/7/2017 Retail Utility Service Agreement Hunter s Ridge DRI 11/7/2017 Water Meter Replacement Program (on-going) 12/5/ Water main Replacement Award Mainland Phase 3 3/7/ Water main Replacement Peninsula Phase 3 Award and additional work 12/5/2017 Waste Water Biosoilds Treatment and Disposal Services Contract Award 5/16/2017 Waste Water Treatment Sludge Dewatering Upgrades design award 1/3/2017 Bid Award for annual Roadway Resurfacing Project 2/21/

285 Long Term Financial Plan-Updated March 2018 (1) Funding of redundant sewer and water lines in US 1 Secondary Raw Water Main McKee and Creed Work Authorization 6/6/2017 Also see projects reported for Ormond Crossings under Economic Development (1) Explore LED colored lighting on Granada Bridge (1) Maximize efficiency of lighting facilities Ormond Beach Sports Complex Field LED Lighting (Numbers 4-10) 9/19/

286 Long Term Financial Plan-Updated March 2018 GOAL TECHNOLOGY GOAL STATEMENT: service and civic engagement for all residents, visitors and businesses. Priority Objective (4) ) Facilitate opportunities from cell tower connectivity Ongoing Registration of Fibernet Direct Florida LLC Tower Cloud Registration Approval Registration of New Cingular Wireless PCS, LLC d/b/a AT& Mobility Chapter 8.1 Code of Ordinance Amendment permitting use of right-of-way for wireless carriers. Other Objectives (1) Implementation of Master IT Plan Ongoing Transparency website Update 4/18/2017 Reviewing software options for public engagement platform and transparency platform. (1) Continue implementation of ERP Accounting Software fully operational 4/01/2017 Human Resources Software implemented 01/01/2018 Transparency portal-in process (1) Continue implementation of SCADA and INC SCADA Engineering and Design Standards RFP 10/17/

287 Long Term Financial Plan-Updated March 2018 GOAL - QUALITY OF LIFE GOAL STATEMENT: To provide a superior quality of life for all Ormond Beach residents that will continue to make Ormond Beach the Community of Choice in Volusia County. Priority Objectives (3) Continue to explore feasibility Westside Community Center with Emergency Operations component Westside Community Center Public Input Meetings conducted (3) Explore more beach access Other Priorities (2) Implementation of Historic Preservation Plan (2) Implementation of Bicycle/Pedestrian Plan Forest Hills Multi-Use Path LAP Grant Agreement 2/6/2018 South A1A Bicycle/Pedestrian Safety Improvement Grant 03/20/2017 Downtown Midblock Crosswalk Rapid Rectangular Flashing Beacon 1/31/2018 Andy Romano Beach Front Park Midblock Crossing Rapid Rectangular Flashing Beacon 1/31/

288 Long Term Financial Plan-Updated March 2018 GOAL - HUMAN RESOURCES GOAL STATEMENT: To recruit, develop and retain a well-qualified, highly motivated and diverse customercentered workforce that delivers first class services to our community. Priority Objective (4) Continue dialogue for Healthcare Plan Balance cost/effectiveness Annual Award of Employee Healthcare Services - January 2017 & January Health Savings Account Funding - 10/17/2018 Other Objective (2) Develop Succession Plan Ongoing GOAL - EXTERNAL RELATIONS 288

289 Long Term Financial Plan-Updated March 2018 GOAL STATEMENT: To build and maintain strong relationships with government partners (national, state and local) and other key stakeholders to support the City s direction and to advance the City s Strategic Initiatives. Priority Objective (5) Initiate discussion with County regarding ongoing relationships Volusia County Governments Water Compact Resolution 1/3/2017 Appointment of Deputy Mayor Kent to Beachside Redevelopment Task Force 7/25/2017 Appointment of Zone 1 Commissioner Selby to First Step Shelter Board 07/25/2017 River2Sea TPO Funding Agreement 8/5/2017 Other Objectives (1) Continue participation in addressing homeless issue Hope Place Funding Agreement 2/21/2017 First Step Shelter Board Financial Support 7/25/2017 Agreement with Halifax Urban Ministries (Hope Place CDBG Funds) 12/5/2017 (1) Explore development of citizen s academy 289

290 Long Term Financial Plan-Updated March 2018 SUMMARY PRIORITY OBJECTIVES The Commission confirmed the following as their priority objectives. The number identified by number in ( ) in front of each objective is the number of the Mayor and Commissioners that deemed this goal a priority. SUMMARY PRIORITY OBJECTIVES (5) Initiate discussion with County regarding ongoing relationships (4) Facilitate opportunities from cell tower connectivity (4) Continue dialogue for Healthcare Plan Balance cost/effectiveness (3) Incentivize Ormond Crossing by coordination with city Utility Master Plan (3) Updated Downtown Master Plan (livable, walkable) (3) Improve alternative East West routes (3) Continue to explore feasibility Westside Community Center with Emergency Operations component (3) Explore more beach access 290

291 Long Term Financial Plan-Updated March Our Services The City offers a diverse array of services to residents of all ages to help achieve the goal of providing a superior quality of life to all residents of Ormond Beach. General Government Services: General government services offered by the City include provisions that support the successful operation of the City of Ormond Beach. For example, the Human Resources Department provides administrative and technical support services to assist in the management of the City s workforce as well as the City s Risk Management program. The general government support services include: City Commission City Manager Support Services City Attorney Finance Information Technology Human Resources Planning Building Inspections Police Services: The Ormond Beach Police Department is responsible for the patrol, traffic control, animal enforcement, criminal investigations and enforcing the laws of the State of Florida and the Code of Ordinances of Ormond Beach. The mission of the Ormond Beach Police Department is to enhance the quality of life in our community and protect our citizens from crime through the provision of effective, efficient and responsive police services. Aside from supplying essential safety functions, the Ormond Beach Police Department also provides a tremendous number of services as part of its community style approach to police operations. The Community Outreach Division of the Department consists of officers whose 291

292 Long Term Financial Plan-Updated March 2018 primary focus is on partnerships between officers and the community. This is accomplished through a multitude of educational and intervention-oriented programs that are designed to enhance life skills, prevent crime, and create a collaborative relationship between the Ormond Beach Police Department and the community. Various programs are tailored to different age groups to effectively connect with all Ormond Beach residents regardless of age, such as: Drug Abuse Resistance Education is taught to students in Ormond Beach schools to teach good decisionmaking skills to help them lead safe and responsible lives. The Soft Serve and Protect Program is provided in the informal setting of enjoying ice cream where police officers provide information to children on anti-bullying, internet safety, and as a demonstration to children that they are not alone in the fight against bullying and cyber bullying while in a comfortable environment. Self Defense for Ladies and Assault Prevention is an introductory personal safety practices class that provides women in our community valuable education, environmental awareness practices, self-defense techniques, and assault prevention. The Citizen s Police Academy is a ten-week course designed to give the community an inside look at the duties of law enforcement officers. Through participation in lectures, demonstrations, tours and hands-on opportunities; citizens will gain valuable insight into the policies and procedures of the Ormond Beach Police Department Coffee with a Cop provides a unique opportunity for citizens to meet police officers in an informal, neutral space to discuss community issues, build relationships, and drink coffee provided by the establishment at no cost. National Night Out is a community event designed to enhance the relationship between neighbors and law enforcement while bringing back a true sense of community and providing a great opportunity to bring police and neighbors together under positive circumstances. The Badges and Brunch Program is a presentation to senior citizens focusing on frauds and scams that target the senior citizen population. The citizens are given the opportunity to ask relative questions during the presentation and ere engaged in the subject matter, then officers and the participants enjoy productive conversations over brunch thereafter. 292

293 Long Term Financial Plan-Updated March 2018 The Ormond Beach Police Department also works closely with the Ormond Beach Police Athletic League by encouraging youth to grow positively through participation in educational, athletic, recreational and cultural programs. An average of 800 youth are served annually through the afterschool Tutors R Us program, R.E.A.D., Science on Patrol, competitive basketball, the annual Holiday Party, Youth Directors Council, Summer Art, Summer Science, Summer field trips, Summer tutoring and community event partnerships such as National Night Out. The excellence of OBPAL programs is seen in the awards OBPAL has received from the state and national organization. Fire Services: The Ormond Beach Fire Department provides fire protection, technical rescue, hazardous material response/mitigation, and emergency services to the City. The Ormond Beach Fire Department also serves citizens by providing community services including: Reaching out to over 4,000 citizens for public safety education and attending public events Fire extinguisher demonstrations Fire station tours Child Babysitting and Safety certification courses Quarterly Heartsaver CPR certification courses Road and Tree Maintenance Services: The Public Works Department provides the Roadside and Right-of-Way Maintenance Program, which is responsible for the maintenance and repair of City parks and properties, 150+ mile network of local roads, and related public right-of-way. The Public Works Department also provides service for the City s asphalt, concrete, sign maintenance, and urban forestry. Leisure Services: The City's Leisure Services Department is comprised of professionals dedicated to creating a fun, safe and healthy environment for all of our residents through the provision of an abundance of services. 293

294 Long Term Financial Plan-Updated March 2018 The Leisure Services Department offers an overarching list of services including cultural offerings, community events and athletic amenities. The Casements-The flagship community enrichment center offering programs for environmental education, at-risk youth, art exhibitions, and hosting several community events throughout the year. For example, the Casements plays host to fitness classes, cooking courses, weddings, and several other City-sponsored events throughout the year. The Senior Center is a multi-purpose center that includes programs for persons over 55 years of age on health, arts, languages, nutrition, theater, personal finance, and technology. The Senior Center also offers classes and activities for the physically and mentally challenged citizens, hosts the Ormond Senior Games, and maintains the Meals on Wheels program among other amenities. The Performing Arts Center is used by City-sponsored groups, professional and children s theater, musical productions; youth dance classes, recitals, senior shows, acting classes, arts classes, seminars, workshops, and other various cultural activities. The Leisure Services Department also coordinates over 60 community and City-sponsored holiday and cultural events each year including the annual Independence Day Celebration and Art in the Park. Athletic program offered by the City are both abundant and diverse. : The Gymnastics Program- providing United States Gymnastics Association level instruction along with a gymnastics facility that is used for gymnastic shows, hosting gymnastic functions, adult gymnastic classes, Parent s Night Out, Little Kicks Program, and special-needs gymnastic classes. City-Sponsored Sports- coordinate and schedule activities for City-sponsored sports, parent run sports, local high schools, colleges, and outside rentals at the Ormond Beach Sports Complex. City-Sponsored Sports activities take place at the Ormond Beach Sports Complex, Nova Community Park, Nova Community Center and South Ormond Neighborhood Center gymnasiums. Youth sports programs include flag football, cheerleading, volleyball, a basketball training league, girls basketball leagues, softball sports camps, and golf clinics. 294

295 Long Term Financial Plan-Updated March 2018 Adult sports programs consist of men and women s softball, coed softball, church leagues, senior softball, coed volleyball, men s basketball and various softball tournaments. Parent Run Sports allows the City to act as the facilitator by providing topnotch athletic facilities for children to play baseball, softball, basketball, and soccer, as well as offering NYSCA Coaching clinics for all sports. Outside user groups also use City facilities such as Seabreeze High School, Father Lopez High School, Embry Riddle Aeronautical University, Bethune- Cookman University, and local churches. The Nova Community Center includes an indoor gymnasium, family game room, fitness room, classroom, and multi-purpose activity room. There are ongoing classes and activities for both children and adults throughout the year. Outdoor facilities located at the Nova Community Park include a basketball court, tennis & racquetball courts, a jogging trail, playground, skateboard court, baseball fields, and wide sidewalks. The Nova Community Center also offers several programs and activities for the special-needs population, such as the Challenger Sports programs and Camp T Rec during the summer. The South Ormond Neighborhood Center includes an indoor gymnasium, softball field, walking trail, weight and game room, full service kitchen, concession stand, small theatrical stage for special events, multipurpose room, and computer and learning center.. The South Ormond Neighborhood Center also hosts the Summer Camp Connection program and partners with the Ormond Beach PAL to offer numerous other services to the youth population. The Leisure Services Department is also responsible for the Athletic Fields Maintenance, which includes the turf maintenance and related athletic field repairs of 9 playgrounds, 4 major league baseball fields, 9 softball fields, 11 youth baseball fields, 8 soccer fields, 4 football fields, 10 tennis courts, 3-1/2basketball courts, 8 handball/racquetball courts and the skateboard and shuffleboard courts. 295

296 Long Term Financial Plan-Updated March LTFP Development Development of the LTFP consists of the following steps: 1. Finance gathered historical data and prepare a preliminary draft of the LTFP. 2. The Budget Advisory Board was provided the preliminary draft and Finance gave an introductory presentation to the Board on the LTFP format. The Budget Advisory Board approved the LTFP. 3. The City Commission was provided the preliminary draft and Finance gave an introductory presentation to the Board on the LTFP format. 4. Finance completed the first draft of the LTFP and received input from the Budget Advisory Board and City Commission at separate workshops. 5. Finance finalized the LTFP and presented it to the Budget Advisory Board who recommended approval by the City Commission. 6. Finance presented the LTFP to the City Commission for formal approval during the FY annual budget hearings. 7. Finance will update the LTFP annually, provide a draft to the City Commission at the March Financial Trends Workshop and seek final approval of all changes during the annual budget hearings in September. 296

297 Long Term Financial Plan-Updated March TREND ANALYSIS 2.1 National Economy: Economic indicators are useful for evaluating the environment within which the City operates. The Consumer Price Index (CPI), a widely used indicator of inflation prepared by the U.S. Bureau of Labor Statistics increased by 2.1% as of the end of calendar year 2017 as compared to Local Economy: Economic Indicators According to the U.S. Bureau of Labor Statistics, unemployment for the Deltona-Daytona Beach-Ormond Beach area continues to decline. Unemployment peaked at 12.3% in 2010 and has since declined to 3.8% as of the end of calendar year Currently, an estimated 11,300 people locally are unemployed out of a labor force of 295,600. Property tax values are slowly recovering. The 2017 (fiscal year ) taxable value is $3.25 billion, an increase of $240 million from the 2016 taxable value. 297

298 Long Term Financial Plan-Updated March % Consumer Price Index 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00%

299 Long Term Financial Plan-Updated March ,000 Labor Force 295, , , , , , , ,

300 Long Term Financial Plan-Updated March ,000 Employed 280, , , , , , ,

301 Long Term Financial Plan-Updated March ,000 Unemployed Deltona/Daytona/Ormond 30,000 25,000 20,000 15,000 10,000 5,

302 Long Term Financial Plan-Updated March % Unemployment Rate 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00%

303 Long Term Financial Plan-Updated March 2018 In Billions $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00 Taxable Property Value

304 Long Term Financial Plan-Updated March Personnel Services 304

305 Long Term Financial Plan-Updated March 2018 $20,000,000 Wages and FICA $19,000,000 $18,000,000 $17,000,000 $16,000,000 $15,000, Analysis Percent change-5 year average Increase of 2.74% Percent change-10 year average Decrease of 0.26% Noted Anomalies In FY 2014, vacancy rate was unusually low at 0.57%. Ability to control Moderate-Subject to collective bargaining and number of personnel needed for desired service level 305

306 Long Term Financial Plan-Updated March 2018 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Health Insurance Analysis Percent change-5 year average Increase of 10.62% Percent change-10 year average Increase of.16% Noted Anomalies FY % rate increase, FY % rate increase October to December2015. Fiscal year established a health savings account. Ability to control Low-Unless benefit reduction or increase in employee share considered 306

307 Long Term Financial Plan-Updated March 2018 $5,000,000 Pension $4,000,000 $3,000,000 $2,000,000 $1,000,000 $ Analysis Percent change-5 year average Increase of 2.13% Percent change-10 year average Increase of 8.04% Noted Anomalies Increases in FY 2011 through FY 2014 reflect poor investment earnings and changes in projected longevity Ability to control Low-Unless changes to existing General Employees plan considered 307

308 Long Term Financial Plan-Updated March 2018 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 Deferred Compensation Analysis Percent change-5 year average NA Percent change-10 year average NA Noted Anomalies General Employees DC planned began FY 2013 Ability to control Moderate-Contribution rate set by City subject to collective bargaining 308

309 Long Term Financial Plan-Updated March 2018 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Workers Compensation & Unemployment Analysis Percent change-5 year average Decrease of 2.76% Percent change-10 year average Increase of 2.08% Noted Anomalies NA Ability to control Low-Subject to bidding process 309

310 Long Term Financial Plan-Updated March 2018 Position Count Full-Time Part-Time 310

311 Long Term Financial Plan-Updated March % 98.00% 96.00% 94.00% 92.00% 90.00% 88.00% 86.00% 84.00% 82.00% 80.00% Actual % of Personnel Budget Spent Analysis 10 year average 97.03% Low-High 94.21% low; 99.8% high Noted Anomalies NA 311

312 Long Term Financial Plan-Updated March % Vacancy Rate 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% year average 3.47% Analysis Low-High Noted Anomalies 0.17% low; 5.79% high NA 312

313 Long Term Financial Plan-Updated March General Fund The General Fund accounts for all receipts and disbursements not included in another fund. Revenues are generally not required to be spent on a specific activity but may be designated for such by the City Commission. The General Fund accounts for the majority of non-utility services including Police, Fire, recreational programs, athletic programs, cultural offers, engineering, as well as maintenance of facilities and equipment. 313

314 Long Term Financial Plan-Updated March 2018 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Total Revenue Percent change-5 year average Increase of 4.14% Percent change-10 year average Increase of 0.92% Noted Anomalies NA Analysis 314

315 Long Term Financial Plan-Updated March 2018 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Total Expenditures Analysis Percent change-5 year average Increase of 2.64% Percent change-10 year average Increase of 0.89% Noted Anomalies Fluctuation in vacancy savings has significant impact on total expenditures. 315

316 Long Term Financial Plan-Updated March Property Tax Rate Percent change-5 year average Increase of 2.30% Percent change-10 year average Increase of 2.92% Noted Anomalies NA Ability to control High Analysis 316

317 Long Term Financial Plan-Updated March 2018 $12,000,000 Property Tax Revenue $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $ Analysis Percent change-5 year average Increase of 6.59% Percent change-10 year average Increase of 1.40% Noted Anomalies In 2011, millage of 0.10 mills was moved to Transportation Fund Ability to control High-Given ability to set tax rate 317

318 Long Term Financial Plan-Updated March 2018 $3,300,000 $3,200,000 $3,100,000 $3,000,000 $2,900,000 $2,800,000 $2,700,000 $2,600,000 $2,500,000 $2,400,000 Franchise Fees Percent change-5 year average Increase of 1.49% Percent change-6 year average Decrease of 0.91% Noted Anomalies Ability to control Analysis NA Low-City sets rate subject to limits but does not control gross revenue to which rate is applied 318

319 Long Term Financial Plan-Updated March 2018 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Utility Tax Percent change-5 year average Increase of 3.84% Percent change-10 year average Increase of 2.63% Noted Anomalies Ability to control Analysis NA Low-City sets rate subject to limits but does not control gross revenue to which rate is applied 319

320 Long Term Financial Plan-Updated March 2018 $2,500,000 Communication Service Tax $2,000,000 $1,500,000 $1,000,000 $500,000 $ Analysis Percent change-5 year average Decrease of 3.92% Percent change-10 year average Decrease of 1.95% Noted Anomalies NA Ability to control Low-City does not control rate or gross revenue to which rate is applied 320

321 Long Term Financial Plan-Updated March 2018 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 Business Tax Analysis Percent change-5 year average Increase of 3.59%% Percent change-10 year average Increase of 0.57% Noted Anomalies Ability to control NA Low-City controls rates but not economic conditions impacting number and type of businesses 321

322 Long Term Financial Plan-Updated March 2018 $1,200,000 License & Permits $1,000,000 $800,000 $600,000 $400,000 $200,000 $ Analysis Percent change-5 year average Increase of 19.22% Percent change-10 year average Increase of 8.41% Noted Anomalies Ability to control NA Low-City controls rates but not economic conditions impacting construction. 322

323 Long Term Financial Plan-Updated March 2018 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Intergovernmental (includes sales tax) Percent change-5 year average Increase of 7.27% Percent change-10 year average Increase of 1.87% Noted Anomalies NA Ability to control None Analysis 323

324 Long Term Financial Plan-Updated March 2018 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Percent change-5 year average Percent change-10 year average Noted Anomalies Ability to control Charges for Service Leisure Services Analysis Other Increase of 0.43% (Leisure Services) and 8.3% (Other) Decrease of -1.72% (Leisure Services) and increased 4.1% (Other) NA Low-City can increase rates but doing so may negatively impact use of services 324

325 Long Term Financial Plan-Updated March 2018 $250,000 Fines & Forfeits $200,000 $150,000 $100,000 $50,000 $ Percent change-5 year average Increase of 4.22% Percent change-10 year average Decrease of 0.80% Noted Anomalies NA Ability to control Low Analysis 325

326 Long Term Financial Plan-Updated March 2018 $21,000,000 $20,500,000 $20,000,000 $19,500,000 $19,000,000 $18,500,000 $18,000,000 $17,500,000 $17,000,000 $16,500,000 $16,000,000 Personnel Costs Analysis Percent change-5 year average Increase of 2.54% Percent change-10 year average Increase of 0.58% Noted Anomalies Dispatch moved to County in FY Ability to control Low to Moderate-Subject to collective bargaining, number of personnel needed for desired service level and willingness to reduce benefits 326

327 Long Term Financial Plan-Updated March 2018 $3,500,000 Contractual Services $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Analysis Percent change-5 year average Increase of 10.53% Percent change-10 year average Increase of 6.64% Noted Anomalies Rebid Grounds Maintenance contract in FY 2008 Ability to control Low-Subject to bidding process 327

328 Long Term Financial Plan-Updated March 2018 $1,600,000 Utilities $1,550,000 $1,500,000 $1,450,000 $1,400,000 $1,350,000 $1,300,000 $1,250,000 $1,200,000 $1,150, Percent change-5 year average Increase of 3.78% Percent change-10 year average Increase of 1.10% Noted Anomalies NA Ability to control Low Analysis 328

329 Long Term Financial Plan-Updated March 2018 $700,000 Fuel $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $ Percent change-5 year average Decrease of 8.90% Percent change-10 year average Increase of 1.20% Noted Anomalies NA Ability to control Low Analysis 329

330 Long Term Financial Plan-Updated March 2018 $3,500,000 Net Cost of Leisure Service Programs $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $ Percent change-5 year average Increase of 3.99% Percent change-10 year average Increase of 1.14% Noted Anomalies NA Analysis 330

331 Long Term Financial Plan-Updated March 2018 $12,000,000 Fund Balance $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $ Undesignated Revenue Stabilization Designated Committed Assigned Revenue stabilization was established and utilized as indicated in the City s fund balance policy to provide funding assistance during the economic downturn. The undesignated fund balance policy was modified to reflect a balance of 15% of General Fund expenditures (previously 17%) 331

332 Long Term Financial Plan-Updated March Water & Wastewater Operating Fund Utility Billing and Customer Service administers the City's utility billing system, which includes meter reading, billing and collection, and customer service support. The Water Production program is responsible for licensed operation and maintenance of all equipment associated with the City s twelve (12) million gallons per day (mgd) Water Treatment Facility. The treatment facility includes an 8 mgd lime softening process and a 4 mgd low pressure reverse osmosis (LPRO) process. Water is blended from both treatment processes prior to distribution. The LPRO concentrate serves as an irrigation source water source as it is blended with reclaimed water for public access irrigation. The City s Wastewater Treatment section is responsible for the compliant operation and maintenance of an advanced domestic wastewater treatment facility having an annual average day capacity of 8.0 million gallons per day (mgd). The wastewater section is also responsible for the reliable operation of over eighty (80) remote lift stations contained within the sanitary sewer service area. 332

333 Long Term Financial Plan-Updated March 2018 The Water Distribution Section is responsible for reliable operation of the water distribution system. State licensed operators and experienced technicians operate and maintain over 400 miles of potable and 25 miles of raw water mains comprised of several material types to include nearly 2000 fire hydrants and thousands of various sized valves and miscellaneous appurtenances. The City s wastewater collection system section is responsible for maintaining reliable operating characteristics throughout the City s wastewater customer service area for 182 miles of gravity sewer main, 54 miles of force mains, 24 miles of reuse water mains, and 23 miles of low-pressure sewer mains. The Wastewater Collections program also services and maintains over 1,600 Pretreatment Effluent Pumping (PEP) systems. 333

334 Long Term Financial Plan-Updated March 2018 $60 Monthly Rate for 5,000 gallons $50 $40 $30 $20 $10 $ Analysis Percent change-5 year average Increase of 2.05% Percent change-10 year average Increase of 2.63% Noted Anomalies NA Ability to control High-Given ability to set rate 334

335 Long Term Financial Plan-Updated March 2018 $17,500,000 $17,000,000 $16,500,000 $16,000,000 $15,500,000 $15,000,000 $14,500,000 $14,000,000 $13,500,000 Charges for Service Analysis Percent change-5 year average Increase of 2.01% Percent change-10 year average Increase of 1.93% Noted Anomalies NA Ability to control High-Given ability to set rate 335

336 Long Term Financial Plan-Updated March 2018 $4,500,000 Personnel Costs $4,250,000 $4,000,000 $3,750,000 $3,500, Percent change-5 year average Increase of 4.81% Percent change-10 year average Increase of 2.66% Noted Anomalies Ability to control Analysis NA Low to Moderate-Subject to collective bargaining, number of personnel needed for desired service level and willingness to reduce benefits 336

337 Long Term Financial Plan-Updated March 2018 $5,000,000 Operating Costs $4,000,000 $3,000,000 $2,000,000 $1,000,000 $ Percent change-5 year average Decrease of 2.30% Percent change-10 year average Increase of 1.30% Noted Anomalies Ability to control Analysis NA Low to Moderate-Subject to collective bargaining, number of personnel needed for desired service level and willingness to reduce benefits 337

338 Long Term Financial Plan-Updated March 2018 Net Assets $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $

339 Long Term Financial Plan-Updated March Solid Waste Fund Through an exclusive franchise with a private contractor, the Collection and Disposal program provides for curbside collection of Class I residential solid waste twice per week and yard once per week. The contractor also collects solid waste from all commercial businesses a minimum of three (3) days per week to a maximum of six (6) days per week. Approximately 28,000 tons of solid waste consisting of residential (15,000 tons) and commercial (13,000 tons) is collected annually (excludes 8,300 tons of yard waste). 339