city of tamarac, florida

City of Tamarac, FloridaFY 2019

PROPOSED BUDGET

Our Vision:The City of Tamarac,

Our Community of Choice - Leading the nation in quality of life through

safe neighborhoods, a vibrant economy,exceptional customer serviceand recognized excellence.

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Harry Dressler

Mayor

Michelle J. Gomez

Vice Mayor—District 2

Marlon D. Bolton

Commissioner

District 1

FY 2019 Proposed Budget

City of Tamarac

Mayor & Commissioners

Julie Fishman

Commissioner

District 3

Debra Placko

Commissioner

District 4

Michael C. Cernech

City Manager

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Tamarac has been inducted into the International Palladium Balanced Scorecard Hall of Fame.

The award is recognized as the worldwide gold standard of strategic performance management.

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®

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation

Award PRESENTED TO

City of Tamarac Florida

For the Fiscal Year Beginning

October 1, 2017

Executive Director

The Government Finance Officers Association of the United States and Canada (GFOA) has presented a Distinguished Budget Presentation Award to City of Tamarac, Florida for its annual budget for the fiscal year beginning October 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device.

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EXECUTIVE TEAM

Michael C. Cernech City Manager

Kathleen Gunn Assistant City Manager

Samuel S. Goren City Attorney

Claudio Grande Chief Building Official

Pat Teufel City Clerk

Maxine Calloway Director of Community Development

Mark C. Mason, CPA Director of Financial Services

Percy Sayles Fire Chief

Lerenzo Calhoun Director of Human Resources

Levent Sucuoglu Director of Information Technology

Greg Warner Director of Parks & Recreation

Captain Neal Glassman District Police Chief

Jack Strain Director of Public Services

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TAMARAC PERSPECTIVE

amarac is a beautifully developed community of residential, commercial and recreational areas, nestled in the center of Broward County between the Everglades Conservation Area and the Atlantic Coastal

Ridge. All the pleasures of South Florida, limited only by one’s imagination, can be found here and in the surrounding areas. Young families and retirees alike are drawn to our sub-tropical climate – averaging seventy-four degrees (74˚), in a highly desirable and strategic location, and our fresh and enthusiastic approach to business, education, healthcare, recreation and government. Our residential neighborhoods abound with waterways, lakes and open spaces, offering a habitat to ducks, cattle egrets, and the majestic heron with its graceful appearance. Tamarac was incorporated on July 19, 1963 by developer Kenneth E. Behring. Jack Leff, member of the City of Tamarac’s Public Information Board wrote that Ken Behring “…envisioned a retirement community living in reasonably priced homes. He offered a home with lots of land and practically no maintenance for the homeowner. Thus, was born a new concept for gracious adult living.” Tamarac has since evolved into a City far more complex than the network of adult communities that Mr. Behring envisioned. Tamarac has 63,309 residents and the composition of those residents is also noteworthy. The median age of Tamarac residents fell from 65 in 1990 to 52.9 in 2000 to 47.1 in 2010. Tamarac is home to a wonderfully diverse melting pot of residents including American Indians, Pacific Islanders, African Americans, Hispanics, Asians and many others. According to the Census 2010 database, 32.8% of Tamarac residents refer to themselves as non-white. The City is experiencing the same demographic changes as all other cities in the South Florida region. Our population is younger and more diverse, and we are positioning ourselves to meet the service demands of our new residents. Tamarac is the 13th largest city in Broward County and the 39th largest in Florida. Tamarac lies 11 miles northwest of Fort Lauderdale—the county seat. Ideally situated in the expanding and dynamic tri-county commercial market, Tamarac benefits from nearby access to super-highways, railways, airways, and waterways, including Port Everglades, the Fort Lauderdale/Hollywood International Airport, Florida Turnpike, Sawgrass Expressway, Interstates 75 and 95, US 441, and US 1. A full-service City covering an area of 12 square miles, Tamarac is one of Broward County’s newer additions, having been incorporated in 1963. The City is now 53 years young—old enough to adapt the best from our past, yet young enough to move through the new millennium with anticipation and excitement—a philosophy that highlights our city’s commitment to the future.

T

Tephford Park

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TAMARAC PERSPECTIVE

Residents of the City of Tamarac enjoy many recreational facilities within the city limits: 10 City parks (the Tamarac Sports Complex, Tamarac Park, Caporella Park, Veterans’ Park, Tamarac Commons Park, Tephford Park, Sunset Point, Landings Park, and Gary B. Jones Park for People and Pups) covering 153.6 acres. They also enjoy a 30,000-square foot Community Center, a Recreation Center, a Multi-Purpose Center, an aquatic complex, a 6.5-acre wildlife preserve, Colony West Golf Course and 680 acres of freshwater canals and lakes which provide habitat for various species of native and exotic fish. Nature trails and bike paths are also accessible throughout the city, so residents can take full advantage of both indoor and outdoor recreational opportunities. Those who call Tamarac home can enjoy regional sports and cultural facilities within proximity and easy accessibility. Culture and performing arts lovers can access Broward Center for the Performing Arts, Miami City Ballet, and the Museum of Discovery and Science in nearby Fort Lauderdale. Sports fans make their way to the Florida Panthers’ games at the Bank Atlantic Center, the Florida Marlins’ at Marlins Park, at the Miami Dolphins’ games at Sun Life Stadium, or The Miami Heat at the nearby American Airlines Arena.

The City of Tamarac is also home to the 500-acre Tamarac Commerce Park. Seventeen major corporations are located there, employing over 5,000 people. The Park is zoned as light industrial, which accommodates manufacturers, office parks, research facilities and other like uses.

The Westpointe project has experienced rapid growth since

opening in the Tamarac Commerce Park. This 158-acre Development of Regional Impact has an approved development order that includes office, commercial and industrial land uses. Westpointe already boasts a hotel; with a second hotel approved for development,200,000 square feet of commercial use, 45,000 square

feet of automotive dealership, 1,034,924 square feet of industrial/office use, 440,000 square feet for industrial use and twenty-six (26) acres of lakes have been developed as part of the project. In keeping an ever-watchful eye on the health of the City, now and in the future, Tamarac considers one of the greatest challenges to be that of creating and maintaining balance—with new growth and development in proportion to environmental and resource conservation. We must protect our wildlife, natural regions and other pervious areas, while we endeavor to progress forward. The City of Tamarac, Our Community of Choice…

Tamarac Community Center

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TAMARAC STATISTICS

Date of Incorporation July 19, 1963 Date of Adoption of City Charter May 19, 1971 Area Within City Limits Land Area 11.858 Square Miles Water Area 1.104 Square Miles Total Area 12.962 Square Miles Population Source: Bureau of Economic and Business Research

63,910

Registered Voters 45,401

Demographic Breakdown 2011 2013 2016 Median Age 47.3 46.6 47.2

*Source: US Census Bureau, 2009-2013

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TAMARAC STATISTICS

Source: US Census Bureau, 2009-2013

Five Largest Employers # of Employees City Furniture Columbia Hospital Corp City of Tamarac Walmart Association

783 684 411 385

Richline Group (formerly Aurafin CP) 346

Five Highest Property Values/Taxpayers Millions Florida Power & Light, Co. $59.4 Advance Business Associates $42.4 Coral Vista Investors, LLC $32.7 BH IGF Hidden Harbour $31.8 DDRM Midway Plaza, LLC $30.4

Education Number of Schools 10 Number of Classroom Teachers 237 Number of Students Registered 5,469

0%

10%

20%

30%

40%

50%

20+ years 11 to 20years

5 to 10years

Less than 5years

Notprovided

13%

27%

34%

26%

14%

33%

41%

12%

23%

35%

22%19%

1%

Demographics: Number of Years Lived in Tamarac

2009

2011

2013

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TAMARAC STATISTICS

Police Protection The City has contracted with the Broward County Sheriff’s Office (BSO) to provide police protection services.

Fire Protection Number of Stations 4 Uniformed Employees 98 Non-Uniformed Employees 5 Number of Daily Emergency Response Units

ponse Units

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TAMARAC STATISTICS

**In September 1987, the City joined the North Broward Regional Wastewater system and discontinued its own facilities.

Municipal Utilities Water Sewer Stormwater Active Accounts 19,853 18,805 18,130 Miles of Mains 255 188.3 82 Plants** 1 ** --- Capacity, Millions of Gallons/Day 16 ** 403 Fire Hydrants 2,091 --- --- Pumping Stations 2 82 3

Streets, Storm Drainage, Waterways

Streets 137 Miles

Storm Drainage 82 Miles

Waterways 509 Acres

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TAMARAC STATISTICS

Parks & Recreation

Acres Landings Park 1.5 Tamarac Park 10.4 Tamarac Commons Park 0.5 Veteran’s Park 6.3 Caporella Park 9.3 Sports Complex 36 Wildlife Preserve 6.5 Sunset Point Park 8.5 Caporella Aquatic Center 5 Gary B Jones Park for People & Pups

3.5

Tephford Park 16 Tamarac Community Center 5 Mainlands 23 Undeveloped Colony West Golf Course

59 232

Total Acres 416

Parks Facilities

Skateboard Facility 1 Tennis & Basketball Courts 4/3 Off Leash Dog Park 1 Boat Ramps 1 Picnic Areas & Shelters 11 Soccer/Football Fields 2 Covered Playgrounds 4 Baseball/Softball Fields 7 Exercise Trails/Walking Paths 4 Fishing Piers 3 Community Center 1 Recreation Center Multi-Purpose Center

1 1

25 Yard x 25 Meter Heated Pool 1 Children’s Water Playground & Fitness Center

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READER’S GUIDE INTRODUCTION SECTION The first critical reading of the FY 2019 Proposed Budget is the City Manager’s Transmittal Letter. The reader will gain an understanding of the City Manager’s vision, critical issues, recommended policy and operational changes, and a financial plan. BUDGET OVERVIEW SECTION This section provides the reader with the basic components that make up the development of the FY 2019 Proposed Budget. Included in this section are explanations of the type of government and budget, a description of the budget process, the Budget Calendar, budgetary highlights, and the FY 2019 Personnel Complement. This section also includes a summary of the City Commission’s Strategic Goals to support the direction of the budget as a financial plan. NEW PROGRAMS SECTION This section answers one of the most often asked questions: “What’s new in the Budget?” In this section, you will find a list of new or enhanced programs, capital outlay, and capital improvement projects. FINANCIALS This section provides schedules of detailed revenue sources and expenditures for the General Fund and for all funds combined for a total FY 2019 Proposed Budget. Like a person with more than one checking account, a municipality categorizes revenue and expenditures into separate funds according to purpose. This section also includes a comparison of major revenue sources, the full cost allocation study, an overview of financial management policies, and a brief description of each fund. PROGRAMS SECTION This section explains the diverse services offered by the City of Tamarac. Each division of each department has identified a mission statement, a program description and strategic goals for the upcoming year. In addition, the FY 2019 Proposed Budget includes performance measures for each division. Performance Measurement is an ongoing process to evaluate and report how well the City is delivering its services. Each Department and Division is responsible for goal setting and performance benchmarking to ensure alignment with the City’s Strategic Plan. The measures reported in this document reflect the City’s effort to improve service provision, to check the quality of performance, and to make changes when necessary. Each measure will reflect the target and actual for the current year, a target for FY 2019 and ultimately, a history of performance over three fiscal years. The reporting of performance measures differs from standard goals and objectives because it goes further than simply reporting “achieved" or "not achieved”; it provides an ongoing method for measurement, and allows for gauging performance against internal, external, local, and national standards. ASSET MANAGEMENT PROGRAM SECTION This section includes the City’s Asset Management plan which provides a comprehensive listing and explanation of the capital requirements and associated funding for the City for the current and next five years. APPENDIX SECTION This section contains the debt management information and glossary of commonly used terms.

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June 12, 2018 The Honorable Mayor and Members of the City Commission City of Tamarac 7525 NW 88th Avenue Tamarac, Florida 33321 Mr. Mayor and Members of the City Commission: It is my privilege to submit to you for your consideration the City of Tamarac Proposed Budget for Fiscal Year 2019 (FY 2019) and the FY 2019 - FY 2024 Asset Management Program Budgets pursuant to the City’s Charter. As done previously, staff has developed a single year adoptable budget together with two projected years. This budget approach provides consistency year over year and includes two out years for forecasting purposes. This document also continues the inclusion of financial, operational and asset management plans as a part of the budget proposal. In September 2017, the City Commission adopted the budget for FY 2018. In Florida, although a city can prepare budgets on a multi-year cycle (such as a Biennial Budget process or, in this case, a one year adoptable budget with two forecast years) the City can only adopt a single year budget. The current process involves the preparation of a single year budget for adoption and two forecast year budgets to be updated as additional information becomes available. Staff began updating the FY 2019 and FY 2020 forecasts from the 2018 Adopted Budget and preparing the FY 2021 forecast earlier this year. As part of the preparation, staff evaluated various changes in costs, the updated Strategic Plan and all programs in crafting a budget and forecasts that meet the City Commission’s goals. In addition, the fiscal policies adopted by the City Commission continue to ensure a sustainable future for the City. Fitch reiterated in a recent ratings update, “The Issuer Default Rating (IDR) and GO rating of 'AA' reflect the City's strong financial resilience and superior inherent budget flexibility.” The proposed budget that accompanies this message includes estimates of State revenue sources such as, the Half-Cent Sales Tax and State Revenue Sharing that have been projected to increase by 2.5% and 3.5% respectively and maintains the existing millage rate of 7.2899. The voted debt service millage rate component ended with FY 2018, as the 1998 General Obligation Bonds were fully paid in 2017. The proposed budget includes an updated Asset Management Plan that takes into account long-term financial planning for the City’s assets, and one-time expenditures that will be further explained throughout this document. I have also provided examples of how the proposed millage rate will impact property owners at various property value levels. Millage and Taxable Value Legislative changes governing how millage rates are established were enacted during the 2007 legislative session and additional changes were made via a referendum in 2008 affecting FY 2010 and beyond. The referendum increased the homestead exemptions from $25,000 to $50,000 and rules for portability of the “Save Our Homes” values were approved. In addition, there is an annual 10% cap on assessed value increases for non-homesteaded property (both residential and commercial).

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Two referendums will appear on the ballot in 2018, both of which if approved will result in constitutional amendments. The first will seek to make the 10% cap on non-homesteaded property referenced above, which is set to expire next year, permanent. The second amendment would provide an additional $25,000 exemption on homesteaded property by exempting that portion of the value between $100,000 and $125,000 from property taxes, excluding school taxes. It is estimated, if passed, the additional $25,000 exemption will apply to 8,497 properties, removing $174,570,640 of municipal taxable value for a total reduction of $1,272,600 in tax revenue to the City.

The increases from the amended and adopted budgets is due primarily to budgeting the expected new annual debt service payments for the proposed 2018 Capital Improvement Bonds and establishing a $5,000,000 designated Economic Development Reserve in the General Fund.

The summary charts for expenditures by category have been provided below to identify changes solely associated with personal services, operating expenditures, capital/infrastructure expenditures, and other categories for all funds. As was adopted in the Financial Policies, capital projects are budgeted on a “life-of-the-project” basis until completed or de-obligated by the City Commission. In other words, once the capital improvement has been budgeted, the funding will be carried forward with the project into the future and not re-appropriated annually, until completed.

Fund TypeFY 2018

Amended FY 2019 Proposed

Change from FY 2018

AmendedPercent Change FY 2020 Forecast FY 2021 Forecast

General Fund 62,933,499$ 69,580,890$ 6,647,391$ 10.6% 65,095,768$ 64,314,691$ Special Revenue Funds 30,738,566 31,006,197 267,631 0.9% 30,859,969 30,042,705 Debt Service Funds 2,597,168 4,161,745 1,564,577 60.2% 4,150,955 4,145,710 Capital Projects Funds 12,389,048 7,541,822 (4,847,226) -39.1% 8,117,575 10,930,350 Enterprise Funds 40,317,690 41,311,609 993,919 2.5% 40,837,721 42,021,903 Internal Service Funds 9,481,445 10,173,639 692,194 7.3% 10,419,046 10,570,287

Total Expenditures All Funds 158,457,416$ 163,775,902$ 5,318,486$ 3.4% 159,481,034$ 162,025,646$

This FY 2019 proposed budget maintains the general operating millage rate of 7.2899 mills resulting in higher overall tax revenue due to an increase in taxable value plus growth of 9.94% (preliminary valuation distributed by the Broward County Property Appraiser as of June 1, 2018). The FY 2019 proposed budget for all funds totals $163,775,902 which is $5,318,486 more than the FY 2018 amended budget, an increase of 3.36% and $7,418,598 more than the FY 2018 adopted budget of $156,357,304, an increase of 4.74%.

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Personal Services Personal Services costs represent 30.07% of the total proposed budget and 29.11% of the General Fund proposed budget. The General Employee Union Contract was approved mid-year FY 2017 and the payroll projections used in constructing the FY 2019 Proposed Budget reflects those adjustments. Staff has provided an estimate of wages pursuant to the performance based pay system in the personnel policy for non-represented employees. Elected and Appointed officials have also been provided for in the proposed budget. The current Fire Union Contract expires on September 30, 2018. Therefore, we have provided an estimate of wages for Fire Rescue Department employees. Pension contributions for all three active plans were projected using the contribution rates based on actual payroll as follows: 24% for the Employee’s Pension Plan, 36% for the Elected and Appointed Officers and Non-Represented Employees Retirement Plan, and 49% for the Firefighters’ Pension Plan. These estimated rates and contributions may be adjusted, if necessary, upon receipt of the actuarially determined rates for October 1, 2018 after the beginning of the fiscal year. The proposed budget also contemplates a 10% increase in health insurance benefit costs, dental, life and long- term disability. The FY 2019 Proposed Budget includes additional staffing to ensure the City maintains its level and stellar quality of service delivery. Therefore, one (1) new full time General Fund position, the conversion of two (2) part time General Fund positions to full time, one (1) new part time General Fund position and six (6) new full time Fire & Rescue Fund positions are being proposed for FY 2019. The staffing changes include the following:

One (1) full time GIS Specialist position in the Information Technology Department. Recently, the

City began migrating to a new ERP System - Superion ONESolution. The new ERP heavily relies on and integrates GIS data for mapping addresses, routes, etc., and for associating all types of ERP functions with map points (i.e. code violations/case, building permits). It has become evident that that GIS will now play an even more critical/central role in business functions, and hence will require a more experienced and dedicated GIS Specialist to administer the City's GIS program effectively and to ensure the City's investments in technology are managed and supported appropriately.

The conversion of two (2) part time Customer Service Representative/Cashier positions to full time in

the Parks and Recreation Department. Parks and Recreation currently has one (1) full-time and six (6) part-time customer service rep/cashiers that staff the front desks of its facilities 160 hours per week. Managers, Supervisors, Recreation Programmers and Recreation Assistants have been filling in gaps in front desk coverage (approx. 70 hours/week). Within the last three (3) years, five (5) employees left to pursue other full-time positions, employees who possibly would have stayed if given the opportunity of a full-time position. Converting the two (2) current part time positions to full time will provide more stability in staffing the facilities.

Fund TypeFY 2018


Change from FY 2018


All FundsPersonal Services 47,282,064$ 49,250,656$ 1,968,592$ 4.2% 50,885,175$ 51,227,615$ Operating Expenditures 61,171,310 61,688,586 517,276 0.9% 61,450,106 61,637,928 Capital Outlay 18,020,350 13,534,599 (4,485,751) -24.9% 12,958,178 14,778,900 Debt Service 5,333,300 6,793,865 1,460,565 27.4% 6,721,265 6,603,486 Grants & Aid 102,559 103,113 554 0.5% 103,113 103,113 Transfers 21,950,717 22,048,950 98,233 0.5% 20,717,820 19,751,213 Reserves 4,597,116 10,356,133 5,759,017 125.3% 6,645,377 7,923,391

Total 158,457,416$ 163,775,902$ 5,318,486$ 3.4% 159,481,034$ 162,025,646$

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One (1) part time Office Assistant position in the City Clerk’s Office. The number of Public Records requests submitted to the Clerk’s Office has risen exponentially from an average per month of 26 in 2015 to an estimated 61 as of month end April 2018. As a result, presently 78% of the Records Coordinator’s daily work hours and 80% of the Records Clerk’s daily work hours are being consumed by the handling of Public Records requests diverting their time away from regular duties which has led to the creation of a records storage backlog. Adding a part time Office Assistant position for a total of 25 hours per week will allow the department to reach the goals set to improve Citywide procedures in the records and disposition area by absorbing extraneous tasks currently being performed by the Records Coordinator and the Records Clerk.

Six (6) Firefighter/Paramedic positions in Fire Rescue Operations. These 6 new positions represent the first phase of a three year staffing plan, which was presented to City Commission at a the quarterly update meeting held on March 21, 2018, with the end goal of adding a Rescue Unit of twelve (12) staff at FS 78 by FY2021. The plan calls for hiring six (6) Firefighter/Paramedics in FY 2019, three (3) more in FY 2020 and the last three (3) in FY2021. The added Rescue Unit will serve to help alleviate the impacts of the following identified challenges connected with the operations of FS 78: (1) coverage area; (2) limited access high speed roadway; (3) single point of entry for east/west travel onto a heavily traveled roadway; (4) proximity to backup City resources: and (5) proximity to hospitals.

Reclassifications and other proposed staffing changes:

Housing & Comm. Dev. Intern to Housing & Comm. Dev. Coordinator II

Office Specialist to Housing & Comm. Dev Coordinator - Community Development Department

Service Worker II to Service Worker Crewleader – Public Services Streets & Roads

General Fund The FY 2019 proposed General Fund budget (including Red Light Cameras) is $69,580,890, which is $6,647,391 or 10.56% greater than the FY 2018 amended budget and $6,675,859 or 10.61% greater than the FY 2018 adopted budget of $62,905,031. Again, these increases are primarily driven by adding approximately $1.1 million to the transfers out to Fund 239 for the expected debt requirement for the proposed new Capital Improvement Bonds and adding $5 million to reserves to earmark funding for future Economic Development initiatives.

Following is a summary of the General Fund with a comparison between the operating departments and non-departmental including reserves.

General FundFY 2018


Change from FY 2018


Personal Services 19,387,319$ 20,251,615$ 864,296$ 4.5% 20,939,448$ 21,544,636$ Operating Expenditures 26,870,586 27,559,576 688,990 2.6% 27,798,680 27,593,448 Capital Outlay 624,403 337,617 (286,786) -45.9% 133,480 124,750 Grants & Aid 102,559 103,113 554 0.5% 103,113 103,113 Transfers 15,601,234 15,328,969 (272,265) -1.8% 15,121,047 13,948,744 Reserves 347,398 6,000,000 5,652,602 1627.1% 1,000,000 1,000,000

Total 62,933,499$ 69,580,890$ 6,647,391$ 10.6% 65,095,768$ 64,314,691$

General FundFY 2018


Change from FY 2018


Operating Departments 44,458,860$ 45,830,584$ 1,371,724$ 3.1% 46,541,750$ 46,991,844$ Non-Departmental 18,474,639 23,750,306 5,275,667$ 28.6% 18,554,018 17,322,847 Total 62,933,499$ 69,580,890$ 6,647,391$ 10.6% 65,095,768$ 64,314,691$

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It was expected the BSO would be seeking funding for additional School Resource Officers (“SRO”) to have an individual SRO assigned to each school location. The proposed budget letter submitted to the City pursuant to our contract requests $16,133,601 for Police Protection Services as compared to the $15,332,314 contained in the Adopted FY 2018 Budget forecast for 2019, representing an increase of $801,287. Included in this increase in addition to the needed funding for an SRO are the following: Personal Services cost increase of $713,262 (includes $460,648 in salaries or a 5.8% increase) License Plate Reader (“LPR”) System – approx. $25,000 New Interview Room – approx. $17,100 Renovation of Criminal Investigations/Crime Suppression Team Office – approx. $50,000 Funding for additional staff training

The FY 2019 proposed General Fund budget includes funds for the following: computer desks at the Tamarac Community Center, a refrigerator/ice machine at the Tamarac Sports Complex, replacement of benches and trash receptacles at Tephord and Sunset Pointe Park, a 75” TV for making presentations and a commercial grade stove for use during times the EOC has been activated at Tamarac Park, a thermal pool cover, new starting blocks and ladders at the Caporella Aquatic Center, Wi-Fi for (3) transit buses, a truck mounted pressure washer for bus stop maintenance and cleaning, car wash equipment and industrial vacuum replacement, (12) replacement generators to provide power for traffic signals and special events, a replacement gasoline & diesel fuel dispenser, a new Heavy Duty Truck Diagnostic Computer Scanner, a John Deere Gator Utility Vehicle, a Turf Tiger for keeping grass manicured at City Parks and (2) replacement scanners in the City Clerk’s Office.

In addition, the FY 2019 proposed General Fund budget includes an appropriation from fund balance of $8,757,359 for the purpose of funding a $5,000,000 designated Economic Development Reserve and funding transfers to capital funds such as, $1,778,149 to the General Capital Fund; $332,300 to the Capital Equipment Fund; $675,000 to the Capital Maintenance Fund; $825,000 to the Corridor Improvement Fund; $625,000 to the Tamarac Village Fund; and $164,917 to the Colony West Golf Course Fund. In addition, $750,000 is included to fund a contingency and $250,000 is included for potential encumbrances (purchase orders that have not been completed by year end that are carried into the next fiscal year).

Other Major Fund Highlights Fire Rescue Fund The FY 2019 proposed budget for the Fire Rescue Fund is $24,128,962 which is $984,290 greater than the FY 2018 amended budget of $23,144,672 or a 4.25% increase. The Fire Rescue Proposed Budget was developed maintaining the Fire Rescue Assessment Fee at $350 per residential unit as it has been for the past year. The $350 represents approximately 98% of the maximum amount that can be charged based upon the study performed in FY 2016 and accepted as part of the Fire Rescue Assessment process approved for the FY 2017 Budget. At the current rate, an appropriation of $1,542,226 from fund balance is needed to balance the budget. The appropriation from fund balance is primarily associated with anticipated additional funding for six new Firefighter/Paramedic positions and the scheduled replacement of vehicles and equipment. The Fire Rescue Assessment Fee revenue can only be used for fire related expenses, thus the other major source of revenue for the Fire Rescue Fund is a transfer from the General Fund of $6,737,531 for FY 2019. The FY 2019 proposed budget includes planned capital outlay requests for equipment replacements through FY 2024. Each year through FY 2024, the Fire Department sets aside funding for proposed replacements that will take place in future years such as fire apparatus and equipment. For FY 2019, the Fire Rescue Fund also has current year equipment replacement requests that include major appliances for stations and the EOC, fitness equipment for FS 41, apparatus equipment for Unit 350, an ID card maker at the EOC, (6) AED units for 3 inspectors, Fire Marshal, Assistant Fire Marshal and a Public Education Specialist, and computer equipment technology upgrade at the EOC.

2020

Building Fund The FY 2019 Building Fund proposed budget is $3,435,911 or $10,340 less than the FY 2018 amended budget of $3,446,251, a .30% decrease. The proposed budget has been prepared in support of continuing operations. In addition, staffing and contractual arrangements have been made in support of new residential development that began coming online in FY 2015 and is anticipated to continue, at least into the near future. Additional revenue has been provided in support of this anticipated new construction. Building permit fee revenue budgeted for FY19 and the two forecast years is supported by the Building Department approved fee schedule. Public Art Fund The Public Art Fund has been budgeted in the amount of $901,501 which includes available funds received in prior years but not yet expended. The following public art projects were funded in prior years and work continues towards bringing these projects to fruition: Sunset Point Park Public Art - $335,000 University Dr. Overpass - $104,000

In FY19 there is $600,000 in funding for the following Public Art Projects: $200,000 for Significant Public @ Colony West Club House $200,000 for Significant Public – District 1 $200,000 for Significant Public – District 4

In addition, a $100,000 appropriation is included for work to be done by a Public Art consultant, Gadsen & Ravitz and $135,001 of the FY 2019 proposed budget has been set aside as a reserve for future public art projects and/or maintenance of existing art. Capital Projects Funds The FY 2019 proposed budget for the six Capital Project Funds is $7,541,822 and includes:

$520,000–Funding for the restroom renovations at Veterans and Sunset Pointe provided by a transfer

from the General Fund. The existing restroom fixtures at Veterans Park, which are used by Dog Park Patrons, are metal which need to be upgraded. With the volume of patrons increasing, the City needs to enlarge the size of the building to accommodate the increase. The replacement of the bathrooms at Veterans Park and Sunset Point Park will meet the increased usage at both parks and will replace this critical part of the Parks' infrastructure to ensure ongoing usage and enjoyment of these popular parks.

$177,000–Funding for Multi-Purpose Center Impact Resistant Windows and Doors provided by a transfer from the General Fund. This project includes the removal of the existing exterior windows and doors at the Multi-Purpose Center (MPC) and replacement with impact resistant windows and doors. The windows and doors currently at the MPC classrooms and locker room are metal framed and have glass windows that are not impact resistant and need to be protected during extreme weather events.

$1,327,716–Funding for designing and building a park on the Swim Central Annex parcel provided

by Water Utility Public Service Tax and a transfer from the General Fund. The project scope includes the following: (1) 6,000 SF playground, shade structure and safety surfacing, (3) covered benches; (1) pedestrian bridge (linking the Swim Central Annex parcel to the Aquatic Center); landscaping, paving and grading.

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$336,325–Funding for an outdoor fitness area at Tephord Park provided by a transfer from the General Fund. The project consists of the design, purchase and installation of a state-of-the-art Fitness Court with rubber safety surface and a shade structure.

$93,875–Funding for the Boulevards Sidewalk Extension provided by a transfer from the General

Fund. The project involves the construction of 1,000 linear feet of 5 ft. wide sidewalk to create a safe pedestrian access from the Boulevards Subdivision to Caporella Park.

$70,000–Funding for a Transportation Plan Study provided by a transfer from the General Fund and

a pending State Department of Economic Opportunity TAG Grant. $175,000–Funding for Mainlands & 47th Terrace traffic calming provided by a combination of a

transfer from the General Fund which utilizes a contribution from Manor Park/Hidden Trails site plan and appropriated fund balance.

$400,000–Funding for 78th & Heathgate traffic calming provided by appropriated fund balance. $100,000–Funding for a feasibility study in connection with the design and construction of a future

Public Safety Complex encompassing the present Fire Station 41 and Broward County Sherriff’s Office operations.

$596,500–Funding for the Decorative Hardscape Project provided by a transfer from the General Fund. On April 23rd, 2014, the City Commission of the City of Tamarac adopted the Major Arterial Corridor Study with three distinct components to be implemented citywide. The Decorative Hardscape project will focus on the design and installation of the Hardscape Treatment component of the City's adopted Corridor Study. Funding for implementing various phases is spread evenly across a three (3) year period.

$669,540–Funding for design work related to a group of buffer walls which can be undertaken with minimum easement issues presently slated for construction in FY 2021. The buffer walls include Rock Island Road, Southgate West and Southgate East.

$75,000–Funding for Security Master Plan System Improvements – In FY 2016, the Information

Technology Department completed a comprehensive security systems audit. A comprehensive security system replacement/upgrade is needed in order to enhance and update the City's security systems. Funding for implementation is planned over a period of several years.

Stormwater Fund The FY 2019 proposed budget is $6,245,459 or $11,391 greater than the FY 2018 amended budget of $6,234,068 or an increase of .18%. The primary revenue source for this fund is the Stormwater Utility Management Fee Assessment that is charged on a per equivalent residential unit (ERU) basis for improved and undeveloped property. The FY 2019 stormwater fee assessment is expected to provide $5,833,480 in revenue to support operations and stormwater related capital improvements. The FY 2019 Stormwater Fund budget includes $220,000 in funding for a Volvo L110H Wheeled Loader, $45,000 for an 8” Thompson Pump and $11,000 for replacing an aging enclosed trailer.

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Utilities Fund The FY 2019 proposed budget is $27,649,028 or $1,289,003 greater than the FY 2018 amended budget of $26,360,025 or an increase of 4.89%. The Water and Wastewater Utility conducted a long-range financial planning study in fiscal year 2015 that looked at rates over the next ten years. The Commission adopted the recommended rate structure through an amendment to Chapter 22 of the Utilities Ordinance. The FY 2019 budget was prepared assuming no rate adjustment. The proposed budget for the Utilities Fund follows the long-range financial plan and provides support for continuing operations of the existing facilities, an active renewal and replacement program to maintain aging infrastructure, and funding for capital improvements identified in the ten year capital improvement plan, six years of which are included in this budget proposal. The FY 2019 proposed budget includes capital outlay totaling $6,023,960 for CIP, renewal and replacement, and capital vehicles/equipment, including:

$ 400,000 – Wastewater Pump Station Renewal $1,500,000 – Relocate Backyard Water Mains - Tamarac East $ 550,000 – WTP Well Upgrade Project $ 100,000 – WTP Renewal/Replacement $ 125,000 – Electrical/Mechanical Pump Station Renewal $ 75,000 – Irrigation Replacement $ 240,000 – Tamarac West System Rehabilitation $ 500,000 – Water Distribution System Upgrade $ 500,000 – 80kw Elec Generators (2) $ 350,000 – Replace WTP Package Filter Media - Filters 3& 4 $ 100,000 – Replace Tr 27 pumps with VFd's and New MCC $ 50,000 – Tract 27 Generator & ATS Replacement $ 120,000 – 60kw Portable Trailer Mounted Generators-Repl (2) $ 275,000 – 2013 INT Chassis Vacoon Rodder $ 37,000 – 2006 Chevy 1500 Ext Cab Std. Bed $ 37,000 – 2006 Chevy 2500 PU STD CAB/BED 2WD $ 36,000 – 2006 Ford Explorer SUV 4DR 2WD

Health Insurance Fund Based on current information pertaining to claim activity and amounts, staff is recommending an increase for the premium for stop loss budgeted in the Health Insurance Fund to $600,000 and recommending Health Care claims be increased to $5.5M, $5.7M and $5.9M for 2019, 2020 and 2021, respectively. Risk Management Fund Based on current information for workers compensation rates recently established by the Florida legislature, staff is recommending premiums for workers compensation remain steady at $450,000 for FY 2019, but recommending claims for worker’s compensation be decreased from $220,000 to $213,000 for FY 2019. Conversely, based on the most current information available regarding property liability, staff is recommending that premiums for property liability be increased from $950,000 to $959,500 for FY 2019. Lastly, based on the most current information available regarding automobile accident activity and the automobile insurance market, staff is recommending that claims for automobiles be decreased from $80,000 to $75,000 for FY 2019.

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Asset Management Program Similar to prior years, the Capital Improvement Plan is included in a six-year format beginning with FY 2019 and the five years following for planning purposes. Other components of the Asset Management Program are a Capital Maintenance Plan for all significant maintenance for facilities and equipment, a capital vehicle replacement plan, and a capital equipment plan for capital equipment not included in the capital vehicle replacement plan. All plans follow the same format as the Capital Improvement Plan, current year plus five years for a six-year plan. Following is a summary of the Asset Management plan by program:

Strategic Plan This proposed budget has been aligned with the Strategic Plan’s Five Goals and the associated strategies to achieve those goals. A separate section of the proposed budget book and this Executive Summary provides comparative benchmarks associated with the progress made with respect to the strategies identified by staff during the strategic planning session held in December of 2016, which were subsequently presented to, and approved by the City Commission. Millage Recommendation

The millage rate recommendation of 7.2899 is the same as FY 2018 given an overall increase in taxable value of 9.94% based upon the preliminary estimated value as of June 1, 2018. New construction is $38,880,690. Overall, the net increase in value of $344,439,651 (June 1, 2018 estimated value over VAB adjusted value as of June 1, 2018) at the proposed millage rate represents $2,510,931 in additional revenue. This additional revenue funds current operations, an increase to annual debt service requirements and approximately $600,000 in capital projects. This budget proposes a millage rate of 7.2899 mills, the same as the current millage rate subject to minor modifications following receipt of the certified values from the Property Appraiser on July 1, 2018. This millage rate will generate budgeted property tax revenue of $26,385,734 for FY 2019 which is 95% of the total tax levy of $27,774,457, as required by Florida Statutes. The proposed property tax revenue of $26,385,734 is $2,187,564 or 9.04% more than the FY 2018 adjusted property tax levy of $24,198,170 (at 95%) on a budgetary basis. The rolled-back millage rate calculation based upon the June 1 preliminary taxable value estimate is 6.7544 mills and represents the millage rate necessary to provide the same amount of tax revenue as the previous year plus growth. The tax revenue from the rolled-back millage rate applied to the preliminary taxable value plus growth represents $24,447,496 at 95% of the tax levy or an increase of $249,326 over the FY 2018 tax revenue that was budgeted.

Asset Mgmt Plan Program FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Total

Capital Improvement Program 10,047,556$ 9,414,975$ 12,490,825$ 8,557,160$ 3,685,000$ 23,402,727$ 67,598,243$ Capital Maintenance Program 4,416,541 4,181,549 4,261,500 1,085,900 563,600 436,500 14,945,590 Capital Vehicle Program 2,271,165 2,056,522 1,241,825 2,387,421 472,676 392,912 8,822,520 Capital Equipment Program 1,078,317 978,980 416,200 459,500 82,600 62,000 3,077,597

Total 17,813,579$ 16,632,026$ 18,410,350$ 12,489,981$ 4,803,876$ 24,294,139$ 94,443,950$

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The following table compares the estimated distribution of the ad valorem levy at the current millage rate and the proposed rate of 7.2899.

At the proposed millage rate of 7.2899 mills (based upon June 1, 2018 preliminary taxable values), the burden on single-family residential, multi-family residential and condominiums has increased marginally while the burden on improved commercial and industrial has decreased. As residential is the largest class of property in the City and receives the majority of the services, it is expected that as values increase the burden will increase as well. This is also a function of the cap on taxable value growth of nonresidential and commercial values at ten percent per year. Based upon preliminary values by class, the taxable assessed value of all the classes of property increased from the prior year as follows: single family residential by 11.30%, multi-family residential by 9.81%, condominiums by 10.02%, improved commercial by 4.01%, improved industrial by 7.60%, while all others (includes all vacant land) increased by 12.80%. It should be noted however the difference in the Just or Market Value increases were as follows: single family residential by 9.13%, condominiums by 9.83%, improved commercial by .47% and improved industrial by 7.43% (see charts below).

Millage Rate

Ad Valorem Levy

Budget Amount (at 95%)

Change in Budget

Amount from 7.2899 Level(1) Description of Legislative Limitations

7.2899 25,471,757 24,198,170 (2) - Current Millage Rate7.2899 27,774,457 26,385,734 2,187,564 Proposed Millage Rate6.7544 25,734,206 24,447,496 249,326 Rolled-Back Rate6.4214 24,465,479 23,242,205 (955,965) Rolled-Back Rate to be used for Maximum Millage Levy Calculation6.5158 24,825,142 23,583,885 (614,285) Majority Vote Maximum Millage Rate Allowed with Growth Factor7.1674 27,307,732 25,942,345 1,744,175 110% of Adjusted with Growth Factor - 2/3 Vote Maximum Rate Allowed

(1) FY 2018 Budgeted receipts of $24,198,170 based upon the July 1, 2017 certified taxable values.(2) correct amount reflects final value as of October 1, 2017 not including VAB adjustments.

FY 2019 Proposed Millage Rate

Property class typeFY 2018

Taxable Value

FY 2018Ad Valorem Levy

@ 7.2899% of Total

FY 2019

Taxable Value(1)

FY 2019Ad Valorem Levy

@ 7.2899% of Total

Improved Single Family Residential 1,542,652,690$ 11,245,784$ 46.90% 1,717,038,690$ 12,517,040$ 47.62%Multi Family Residential 226,208,380 1,649,036 6.88% 248,399,600 1,810,808 6.89%Condominiums 654,688,140 4,772,611 19.90% 720,285,640 5,250,810 19.98%Improved Commercial 508,460,340 3,706,625 15.46% 528,857,990 3,855,322 14.67%Improved Industrial 227,207,630 1,656,321 6.91% 244,474,510 1,782,195 6.78%All others 129,899,310 946,953 3.95% 146,531,290 1,068,198 4.06%Total Taxable Assessed Value 3,289,116,490$ 23,977,330$ 100.00% 3,605,587,720$ 26,284,373$ 100.00%

(1) As of June 1, 2018.Note: Does not include Tangible Personal Property

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The average taxable value of a single family residential unit has increased 10.57% from $95,190 to $105,256 and condominiums have increased 10.02% from $45,757 to $50,341. These averages include the “Save Our Homes” (SOH) limitations and all exemptions. These types of increases would seem to indicate that turnover in properties within the City has been the driver of these changes since SOH was limited to 2.1% and non-homesteaded (i.e. rentals and investment properties) are limited to 10%. As a result of the recapture rule, as well as the normal changes in values for certain areas in the City, those properties that have “Save Our Homes” protection will again experience a 2.1% increase in taxable assessed value even though there may have been a greater increase in the just (market) value of the property. Commercial and non-residential properties are limited to a 10% increase in taxable value. Overall, the “Save Our Homes” differential, i.e. the amount not subject to taxation increased 12.01% on a combined improved residential (single family and condominiums) basis to $1.201 billion for FY 2019. In addition, overall Just or Market Value for improved residential (single family and condominiums) increased $390.8 million or 9.34% over the previous year while the taxable value (SOH and exemptions applied) increased 10.92% or $240.0 million. The following table provides the comparison of the FY 2018 and FY 2019 ad valorem levy for homesteaded residential properties at various values. The chart assumes no changes in assessed value year over year although there may be a change in taxes due to Save Our Homes and/or exemptions.

FY 2018 FY 2019 % Change FY 2018 FY 2019 % ChangeNumber of Parcels 16,206 16,313 0.7% 14,308 14,308 0.0%Market Value 2,907,588,910$ 3,173,161,120$ 9.1% 1,274,025,420$ 1,399,211,390$ 9.8%

Average Market Value 179,414$ 194,517$ 8.4% 89,043$ 97,792$ 9.8%Save Our Home Value 2,147,508,740$ 2,337,249,070$ 8.8% 961,432,760$ 1,033,635,960$ 7.5%

Average SOH Value 132,513$ 143,275$ 8.1% 67,195$ 72,242$ 7.5%Taxable Value 1,542,652,690$ 1,717,038,690$ 11.3% 654,688,140$ 720,285,640$ 10.0%

Average Taxable Value 95,190$ 105,256$ 10.6% 45,757$ 50,341$ 10.0%

SOH Differential 760,080,170$ 835,912,050$ 10.0% 312,592,660$ 365,575,430$ 16.9%SOH plus Exemptions 1,364,936,220$ 1,456,122,430$ 6.7% 619,337,280$ 678,925,750$ 9.6%

(1) Improved properties only

FY 2018 FY 2019 % Change FY 2018 FY 2019 % ChangeNumber of Parcels 324 321 -0.9% 68 68 0.0%Market Value 544,584,680$ 547,133,450$ 0.5% 238,380,530$ 256,098,040$ 7.4%

Average Market Value 1,680,817$ 1,704,466$ 1.4% 3,505,596$ 3,766,148$ 7.4%10% Max Value Adj. 526,041,590$ 541,560,990$ 3.0% 227,207,630$ 244,474,510$ 7.6%

Average 10% MVA Value 1,623,585$ 1,687,106$ 3.9% 3,341,289$ 3,595,213$ 7.6%Taxable Value 508,460,340$ 528,857,990$ 4.0% 227,207,630$ 244,474,510$ 7.6%

Average Taxable Value 1,569,322$ 1,647,533$ 5.0% 3,341,289$ 3,595,213$ 7.6%

Single Family Residential (1) Condominiums

Improved Commercial Improved Industrial

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As stated previously, the FY 2019 proposed General Fund budget is $69,580,890, including ad valorem revenue using an estimated millage rate of 7.2899 mills. The following chart demonstrates the relationship between millage rates and property taxes levied since FY 2008 and the decline in taxable assessed values beginning in calendar year 2008 or FY 2009. The graph below shows the trend where the City continued to lag property tax collections of a decade ago remained through FY 2017. The chart indicates that FY 2018 was the very first fiscal year in which property tax collections reached or exceeded the levels experienced prior to the start of the rapid decline.

Conclusion The City of Tamarac has experienced a resurgence in taxable property values, approximately 10.07% in FY 2018 and approximately 9.94% in FY 2019; however, the City will continue to face challenges due to slow to moderate upward adjustments in other revenue sources and limited alternatives for revenue against an increase in the cost of service and projected investments in future capital improvements. The legislative and constitutional measures have limited growth in taxable values through the years. New construction however, is expected to provide additional revenue as new housing and commercial development is added to the tax rolls. New construction provided a significant boost to taxable values yet again in calendar year 2018, amounting to $38.9 million but down somewhat from $46.8 million in the prior year.

FY 2018 SOH

Assessed Value

Homestead Exemption

FY 2018 Taxable

Value

Ad Valorem Levy @ 7.2899

FY 2019 SOH

Assessed

Value (1)Homestead Exemption

FY 2019 Taxable

Value

Ad Valorem Levy @ 7.2899 Difference

101,886$ 50,000$ 51,886$ 378.24$ 110,084$ 50,000$ 60,084$ 438.01$ 59.77$ 75,000 50,000 25,000 182.25 76,575 50,000 26,575 193.73 11.48

100,000 50,000 50,000 364.50 102,100 50,000 52,100 379.80 15.31 125,000 50,000 75,000 546.74 127,625 50,000 77,625 565.88 19.14 150,000 50,000 100,000 728.99 153,150 50,000 103,150 751.95 22.96 175,000 50,000 125,000 911.24 178,675 50,000 128,675 938.03 26.79 200,000 50,000 150,000 1,093.49 204,200 50,000 154,200 1,124.10 30.62 225,000 50,000 175,000 1,275.73 229,725 50,000 179,725 1,310.18 34.44 250,000 50,000 200,000 1,457.98 255,250 50,000 205,250 1,496.25 38.27 275,000 50,000 225,000 1,640.23 280,775 50,000 230,775 1,682.33 42.10 300,000 50,000 250,000 1,822.48 306,300 50,000 256,300 1,868.40 45.93

First line represents the actual SOH average assessed values of single family and condominium properties only before exemptions.(1) Assessed values below grey line are assumed to increase by the "Save Our Homes" (SOH) percentage increase allowable by law of 2.1%

4.0000

4.5000

5.0000

5.5000

6.0000

6.5000

7.0000

7.5000

$10

$15

$20

$25

$30

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Est2020

Est2021

Millage Rates

Millions

Millage Rates vs. Property Tax Revenue Levied

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As a result, it is anticipated that property tax revenue will continue to increase over time as a percentage of total General Fund Revenue in order to keep up with the expected and realized increases in the cost of operations. For example, for FY 2019, the percentage of property taxes as a percentage of general fund revenue is 37.92% and in FY 2018 it was 38.47% or a 1.43% decrease. If removing $5 million from appropriated fund balance needed for funding the designated Economic Development Reserve, the percentage of property taxes as a percentage of general fund revenue would be 40.86% or a 6.21% increase. Staff developed a budget that is designed to provide sustainability in the provision of current services while at the same time enhancing some service levels within the community. The FY 2019 proposed millage rate of 7.2899 mills, along with all other revenue sources, preserves core services within the General Fund and other operating funds and provides for the implementation of various strategic objectives towards the attainment of the City’s strategic goals. The format of the FY 2019 Proposed Budget with two forecast years builds upon the success of the inaugural proposed budget in FY 2018 and prior budget publications that received the Government Finance Officers Association (GFOA) “Distinguished Budget Presentation Award” in recognition of layout, planning, content and overall presentation. The award is noteworthy in that it is bestowed on only a small percentage of public organizations. The City also received special recognition for Performance Measures in connection with this award for the second year in a row. It is believed that this proposed budget, which fully incorporates the City’s Strategic Planning process through the annual allocation of financial resources, represents an excellent opportunity for the City Commission, staff, and residents to review the delivery of municipal services vis-à-vis the budget’s effectiveness, in accomplishing the collective desires of the community. It is hoped that the Mayor, Commission, and the residents of Tamarac will continue to find the City’s Budget to be user-friendly, serving as a reference throughout the year as both a financial tool and operations guide. I would also like to take this opportunity to recognize the support and dedication of the City of Tamarac’s municipal workforce as they continue to provide an extensive array of core services for residents with enthusiasm and pride. Many of these employees have contributed extensively in the analysis and preparation of this document, and I appreciate their continued commitment to the continuing evolution of the budget preparation process. In conclusion, we firmly believe that this budget proposal is both responsive and responsible. It is responsive to the service requirements of our residents and responsible in recognizing challenges associated with the availability of resources. We eagerly anticipate the opportunity to work with the Mayor and City Commission in crafting the final adopted budget.

Sincerely,

Michael C. Cernech

City Manager

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City of TamaracOrganizational Chart

RESIDENTS OF TAMARAC

City Commission 3.5 FTE/$707,275

City Attorney$610,390

Boards & CommitteesCity Manager

10 FTE/$2,150,075

Assistant City Manager

Police Services$17,806,070

------------------------------ Road Patrol Law Enforcement Criminal

Investigations

Fire Rescue110 FTE/$24,128,962

------------------------------ Administration Operations Fire Prevention Emergency

Management

Financial Services27 FTE/$3,156,508

------------------------------ Administration Accounting Management &

Budget Purchasing &

Contracts Utility Billing

Human Resources13 FTE/$11,643,559

------------------------------ Recruitment &

Selection Classification & Pay Labor Relations Benefits Training Risk Management

Community Development 20 FTE/$3,082,314

------------------------------ Planning & Zoning Business Revenue Code Enforcement Housing

Public Services136 FTE/$42,476,167

------------------------------ Administration Engineering Operations Streets & Roads Facility Management Fleet Management Grounds

Maintenance Stormwater

Management Utilities

Parks & Recreation 55 FTE/$5,766,281

------------------------------ Recreation Aquatics Social Services Special Events Transportation

City Clerk5.5 FTE/$749,310

------------------------------ Elections Commission Agenda Minute Preparation Records Management Customer Service

Building23.67 FTE/$3,435,911

------------------------------ Permits Inspections Plan Review

Economic Development 1 FTE/$236,298

------------------------------ Economic

Development

Information Technology 10 FTE/$2,453,636

------------------------------ Enterprise

Application Services Network

Infrastructure User Support Services

Total FTE = 414.67

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BUDGET OVERVIEW COMMISSION/CITY MANAGER FORM OF GOVERNMENT The City of Tamarac is governed by a Commission/Manager form of government, which combines the political leadership of elected officials with the managerial experience of an appointed administrator. The City Commission consists of five members: The Mayor, chief elected official-at-large, and four commission members elected from each of the four districts in the City. The legislative powers of the City are vested in and exercised by the City Commission, consistent with the United States Constitution, the Florida Constitution, Laws of the State of Florida, the City Charter, and City Ordinances. The City Commission is vested with policy-setting authority, adopting the annual budget, formulating goals and objectives, and making decisions that affect the quality of life in the community. The City Manager is appointed by and is directly responsible to the City Commission. As the administrative head of the City, the City Manager carries out the policies that are made by the Commission and directs and coordinates the work of all City departments. The City Manager also prepares the Annual Budget for Commission consideration. The Commission-Manager form of government is ideal for Tamarac, as it affords the unification of authority and political responsibility in the elected City Commission, and centralization of administrative responsibility in a professional administrator. PROGRAM/PERFORMANCE BUDGET The Program/Performance Budget is an effective budget model, focusing on policy planning and resource allocation. It assumes that in an environment of scarce resources, elected officials must choose between different and competing items. They may find it necessary to choose between all or some of their recreational programming and all or some of their public services activities. The Program/Performance Budget expands upon the basic line item budget concept giving residents, commissioners, management and employees a better understanding of government's role in the community. Thus, the Program/Performance Budget improves the quality of decision-making and provides a mechanism to increase the efficiency and effectiveness of City operations. This Program/Performance Budget has four separate areas which are a primary focus throughout the process. Policy Document The City’s budget process is conducted within the framework of the Strategic and Comprehensive Plans, an inclusive set of financial management policies, financial trends and fiscal forecasts. The information contained in these documents gives the policy makers an opportunity to review policies and goals that address long-term concerns and issues of the City and evaluate City services. Operations Guide The budget describes activities, services and functions carried out through departmental goals and objectives and a continuation/enhancement of performance indicators. The document includes an organizational layout for the City and a three-year analysis on the levels of staffing. Financial Plan The budget presents the City’s fiscal resources through a process of needs analysis, service delivery priorities, and contingency planning. The document includes the current and long-term debt obligations along with a comprehensive list of capital improvements (included in an asset management program) and the basis of budgeting for all funds. Communications Device The budget seeks to communicate summary information, including an overview of significant budgetary issues, trends and resource choices to a diverse audience. It describes the process for preparing, reviewing and adopting the budget for the ensuing fiscal year.

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BUDGET PROCESS Balanced Budget Pursuant to Florida Statute 166-241(2), all municipalities within the State of Florida must adopt a balanced budget. A balanced budget is defined as “the amount available from taxation and other sources, including amounts carried over from prior fiscal years, must equal the total appropriations for expenditures and reserves”. Budget Preparation and Adoption Preparation of the FY 2019 Proposed Budget represents the culmination of a yearlong process that integrates financial planning, trend analysis, accounting enhancements, goals and objectives and strategic planning into service delivery. Pursuant to Florida Statutes, the total estimated expenditures shall not exceed the total estimated revenue and appropriated fund balance. The City also maintains a Capital Improvement Plan pursuant to Florida Statutes.

The City Charter requires the City Manager to submit a proposed budget to the City Commission by July 30th of each year. The City Commission holds budget workshops with city staff and the public. Pursuant to Florida Statutes, two public hearings are held in September, the first public hearing is for the adoption of a tentative millage and tentative budget. The second public hearing, held no more than two weeks following the first, adopts the final operating and debt service millage rates, along with the annual budget and capital improvement plan. Budget Amendments Florida law provides general guidelines regarding budget amendment policies. Appropriation of additional unanticipated revenue is also allowed by law in all fund categories for many types of revenue at public City Commission meetings.

The law allows appropriation increases of any nature to occur through a supplemental budget process requiring advertised public hearings. Tamarac’s budget amendment policy allows the maximum flexibility under Florida law.

Budget amendments or transfers not requiring an increase in a fund total or department total are granted within guidelines to various levels of management. Formal legal appropriation by the City Commission is at the department level for the general fund and at the fund level for all other funds in order to allow a degree of flexibility by the City.

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BASIS OF ACCOUNTING Basis of Accounting refers to the time period when revenues and expenditures are recognized in the accounts and reported on the financial statements. Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied.

All Government Funds are accounted for using the modified accrual basis of accounting. Their revenues are recognized in the period in which they become susceptible to accrual that is when they become measurable and available to pay liabilities of the current period.

Property taxes, utility taxes, franchise fees, intergovernmental revenues, and charges for services are susceptible to accrual when collected in the current year or within sixty days after September 30th, provided that amounts received pertain to billings through the fiscal year just ended. Further, property taxes are recognized as revenue in the fiscal year for which they are levied. Investment earnings are recorded as earned since they are measurable and available. Permits, fines, forfeitures and contributions are not susceptible to accrual because, generally, they are not measurable until received in cash. Revenues collected in advance of the year to which they apply are recorded as deferred revenues.

Expenditures under the modified accrual basis of accounting are generally recognized when the related fund liability is incurred and expected to be liquidated with available resources. Exceptions to this general rule include principal and interest on general long-term debt which are recognized when due.

All Proprietary Fund types and the Pension and Nonexpendable Trust Funds are accounted for using the accrual basis of accounting. Revenue is recognized when earned, and expenses are recognized when they are incurred.

The Agency Funds are custodial in nature and do not involve measurement of results of operations. They are accounted for under the modified accrual basis of accounting. Assets and liabilities are recognized on the modified accrual basis.

BASIS OF BUDGETING The budgets of general government type funds are prepared on a modified accrual basis. Briefly, this means that obligations of The City of Tamarac are budgeted as expenses, but revenues are recognized when they are actually received.

The Budget is a balanced budget which means that estimated revenues are equal to estimated expenditures.

All appropriations lapse at year end, except Capital Improvement projects that are budgeted on a life of the project basis. Some encumbrances are carried forward to the next fiscal year which includes the Capital Improvement Program encumbrances.

The Comprehensive Annual Financial Report, (CAFR) shows the status of The City of Tamarac’s finances on the basis of “generally accepted accounting principles” (GAAP) and fund expenditures/revenues on both a GAAP and budget basis for comparison purposes.

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FY 2019 Budget Process Calendar

January • Depts begin conducting internal/cross dept budget prep meetings Jan 8th

February• New Capital Requests for FY 2018/2019/2020 (CIP Forms) due Feb 16th

• Finance begins review of Capital Requests (CIP Forms) Feb 19th

• New Position requests due to HR Feb 23rd

March

• Program Modifications/Capital Outlay/Capital Maintenance/Equipment/Vehicles due March 2nd

• Finance begins review of Program Modifications and Capital Items Submitted March 5th

• HTE Budget Data Entry Access OPENED March 7th

• HTE Budget Data Entry Access CLOSED March 16th

• Clearpoint updates are due March 30th

April • Departmental Budget Review meetings April 2nd - 12th\

• Budget enters adjustments based on meeting outcomes

May • City Manager Budget Review meetings May 9th & 10th

• Budget enters adjustments based on meeting outcomes

June• Estimated Taxable Values distributed by Property Appraiser June 1st

• Proposed Budget delivered to City Commission June 13th

• Commission Budget Workshop June 20th

July • Certified Taxable Values distributed by Property Appraiser (Day 1 TRIM compliance) July 1st

• Commission sets Proposed Property Tax Millage/Assessment rates July 11th

August • City certifies DR420 Form to Property Appraiser (Day 35 TRIM compliance) by Aug 4th

• Truth-in-Millage (TRIM) notices sent to property owners (Day 55 TRIM compliance) by Aug 24th

Sept• 1st Public Hearing Tentative Budget Adoption (Day 65-80 TRIM compliance) Sept 12th

• Published Advertisement for 2nd Public Hearing Sept 16th

• 2nd Public Hearing Final Budget Special Commission Meeting (Day 95 TRIM compliance) Sept 20th

• Adopted Resolution & Ordinance to Prop Appr & Tax Collector (Day 97-100 TRIM compliance) within 3 days of hearing

October• New Fiscal year begins Oct 1st

• Certification of Complaince/DR487(within 30 days of Final Public Hearing) by Oct 20th

• 1st Reading of Final FY 2018 2nd Budget Amendment Oct 24th

Nov • 2nd Hearing of Final FY 2018 Budget Amendment Nov 14th

• FY 2019 Adopted Budget Finalized for Print/Submitted to GFOA (within 90 days of adoption) TBD

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BUDGET SUMMARY

CITY OF TAMARAC, FLORIDA - FISCAL YEAR 2019

GENERAL FUND 7.2899 General Special Rev. Debt Capital Enterprise Internal Serv. TotalFund Funds Service Projects Funds Funds Total

ESTIMATED REVENUES:Taxes:

Ad Valorem Taxes - Millage per $1,000 7.2899 26,385,734$ -$ -$ -$ -$ -$ 26,385,734$ Sales and Use Taxes 9,181,762 387,950 - 900,000 - 10,469,712 Permits, Fees & Special Assessments 4,992,137 15,811,035 - - 5,833,480 - 26,636,652 Intergovernmental Revenue 8,906,437 795,277 - 40,000 - - 9,741,714 Charges for Services 1,625,009 2,903,778 - - 28,920,061 9,065,119 42,513,967 Judgments, Fines, and Forfeitures 1,399,669 200,000 - - - - 1,599,669 Miscellaneous Revenues 1,540,051 366,815 2,060 4,121 422,430 70,850 2,406,327 Internal Service Charges 6,792,732 - - - - - 6,792,732 TOTAL SOURCES 60,823,531$ 20,464,855$ 2,060$ 944,121$ 35,175,971$ 9,135,969$ 126,546,507$ Transfers In - 6,737,531 4,159,685 5,538,915 5,519,446 - 21,955,577 Beginning Fund Balances/Reserves/Net Assets 8,757,359 3,803,811 - 1,058,786 616,192 1,037,670 15,273,818

TOTAL REVENUES, TRANSFERS & BALANCES 69,580,890$ 31,006,197$ 4,161,745$ 7,541,822$ 41,311,609$ 10,173,639$ 163,775,902$

EXPENDITURES: General Government 15,123,504$ -$ -$ 1,404,500$ -$ -$ 16,528,004$ Public Safety 19,969,155 25,355,547 - 1,378,466 - - 46,703,168 Physical Environment 1,261,244 - - 812,240 31,042,625 - 33,116,109 Transportation 6,358,863 - - 873,975 - - 7,232,838 Economic Environment 5,651,351 939,171 - - - - 6,590,522 Human Services 314,452 10,000 - - - - 324,452 Culture/Recreation 4,823,352 766,500 - 2,397,641 1,995,000 - 9,982,493 Debt Service - 232,570 4,161,745 625,000 1,774,550 - 6,793,865 Internal Services - - - 9,442,741 9,442,741 TOTAL EXPENDITURES 53,501,921$ 27,303,788$ 4,161,745$ 7,491,822$ 34,812,175$ 9,442,741$ 136,714,192$ Transfers Out 15,328,969 1,606,756 - - 5,019,852 - 21,955,577 Ending Fund Balances/Reserves/Net Assets 750,000 2,095,653 - 50,000 1,479,582 730,898 5,106,133 TOTAL APPROPRIATED EXPENDITURES, TRANSFERS, RESERVES & BALANCES 69,580,890$ 31,006,197$ 4,161,745$ 7,541,822$ 41,311,609$ 10,173,639$ 163,775,902$

The tentative, adopted, and/or final budgets are on file in the office of the above mentioned taxing authority as a public record.

MORE THAN LAST YEAR'S TOTAL OPERATING EXPENDITURES.

* THE PROPOSED OPERATING BUDGET EXPENDITURES OF THE CITY OF TAMARAC ARE 2.39%

3636

n/a 7.2899

n/a 6.7544

0.0000 7.2899

n/a 7.93%

Mills GrossRevenue

Net Revenue(95%)

Taxable Valueof Dwelling

No HomesteadExemption

With Homestead Exemptions

1.00 $3,809,991 $3,619,492 $175,000 $1,276 $911

0.75 $2,857,494 $2,714,619 $150,000 $1,093 $729

0.50 $1,904,996 $1,809,746 $125,000 $911 $547

0.40 $1,523,997 $1,447,797 $100,000 $729 $364

0.30 $1,142,997 $1,085,848 $75,000 $547 $182

0.25 $952,498 $904,873 $50,000 $364 $182

0.10 $380,999 $361,949 $25,000 $182 $0

Fiscal Year Tax Rate/Millage

Tax Revenue Budgeted (95%)

% Change inBudgeted Revenue

2008 5.0496 $21,117,369 -7.02%

2009 5.3215 $19,631,653 -7.04%

2010 5.9999 $18,405,615 -6.25%

2011 6.5000 $16,053,325 -12.78%

2012 6.6850 $15,940,441 -0.70%

2013 7.2899 $16,989,900 6.58%

2014 7.2899 $17,663,461 3.96%

2015 7.2899 $18,985,823 7.49%

2016 7.2899 $20,185,113 6.32%

2017 7.2899 $21,984,975 8.92%

2018 7.2899 $24,198,170 10.07%

2019* 7.2899 $26,385,734 9.04%*Based on June 1, 2018 Estimated values

$2,741,474,787

$2,453,271,755

$2,550,531,135

$3,229,109,048

$4,402,093,105

$2,914,647,296

$3,174,539,930

$3,809,991,415

$3,494,116,143

FY 2018 VALUE OF 1 MILL* PROPERTY TAXES AT 7.2899 MILLAGE RATE

PROPERTY TAX MILLAGE SUMMARY

7.93%

FY 2018 ADOPTED MILLAGE RATE

FY 2019 PROPOSED MILLAGE RATE

7.2899

7.2899

$2,510,009,232

12 YEAR MILLAGE, TAXABLE VALUE, AND REVENUE HISTORY

$2,599,728,754

$3,883,284,328

Taxable Values

OPERATING MILLAGE

FY 2019 ROLLED BACK MILLAGE RATE 6.7544

% INCREASE OVER ROLLED BACK RATE

DEBT SERVICE MILLAGE

TOTALMILLAGE

3737

PERSONNEL COMPLEMENTFY 2018 - FY 2019 PROPOSED POSITIONS

DEPARTMENT FT PT Temp FTE FT PT Temp FTE FT PT Temp FTE

City Clerk 5 0 0 5.0 5 0 0 5.00 5 1 0 5.50City Commission 1 5 0 3.5 1 5 0 3.50 1 5 0 3.50City Manager 10 0 1 10.5 11 0 0 11.00 11 0 0 11.00Community Dev. 18.60 0 0 18.60 18.60 0 0 18.60 17.74 0 0 17.74Financial Services 27 0 0 27.0 27 0 0 27.00 27 0 0 27.00Human Resources 9 0 0 9.0 9 0 0 9.00 9 0 0 9.00Information Tech. 9 0 0 9.0 9 0 0 9.00 10 0 0 10.00Parks & Recreation 27.36 20 48 53.36 27.36 20 48 53.36 30 18 48 55.00Public Services 52.22 4 0 54.22 52.22 4 0 54.22 52.22 4 0 54.22Total General Fund 159.18 29 49 190.18 160.18 29 48 190.68 162.96 28 48 192.96

Fire Rescue 104 0 0 104.00 104 0 0 104.00 110 0 0 110.00

Building 23 0 2 23.67 23 0 2 23.67 23 0 2 23.67

Housing 2.04 0 0 2.04 2.04 0 0 2.04 2.26 0 0 2.26

Stormwater Mgmt. 21.30 0 0 21.30 21.30 0 0 21.30 21.30 0 0 21.30

Utilities 60.48 0 0 60.48 60.48 0 0 60.48 60.48 0 0 60.48

Risk Management 4 0 0 4.00 4 0 0 4.00 4 0 0 4.00All Funds Total 374.00 29 51 405.67 375.00 29 50 406.17 384.00 28 50 414.67

GENERAL FUND

FY 2018 Adopted FY 2018 Amended FY 2019 Proposed

FIRE RESCUE FUND

HOUSING FUNDS

STORMWATER MGMT FUND

UTILITIES FUNDS

RISK MANAGEMENT FUND

BUILDING FUND

403

377 378366

339 345 343349

359 359366

377384

320330340350360370380390400410420

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Changes in Number of Full-Time Positions FY 2007 - FY 2018

59,259 59,949 59,855 59,151 59,15160,619 61,102 61,110 61,270 62,264 62,264 63,309 63,910

3.99

3.503.63

3.74

2.92

2.66 2.70 2.712.87 2.86

2.94 3.00 3.02

2.00

2.20

2.40

2.60

2.80

3.00

3.20

3.40

3.60

3.80

4.00

40,000

45,000

50,000

55,000

60,000

65,000

70,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

GF FTEs per 1,000

City Population General Fund FTE per 1,000 of Population

3838

TOTAL POSITIONS

TOTAL FTE

Total Positions FY 2018 Adopted 454.00 405.67

Position Changes during FY 2018 AmendedDEPARTMENT FT/PT POSITION TITLE POSITIONS FTE NOTES

City Manager FT Management Intern to Assistant to the City Manager 0 0.5 Reclassification

Community Development FT Planning & Zoning Intern to Housing & Community Development Intern 0 0 Reclassification

Total Position Changes FY 2018 Amended 0.00 0.50

Total of All Positions FY 2018 Amended 454.00

Total Full Time Equivalents (FTE) FY 2018 Amended 406.17Position Changes proposed for FY 2019 Change Change NotesCity Clerk PT Office Assistant 1 0.50 FY 2019 - New Position

Community Development FT Housing & Comm Dev Intern to Housing & Comm Dev Coordinator II 0 0.00 Reclassification

Community Development FT Office Specialist to Housing & Comm Dev Office Coordinator 0 0.00 Reclassification

Fire Rescue Department FT Firefighter/Paramedic 6 6.00 FY 2019 - New PositionInformation Technology FT GIS Specialist 1 1.00 FY 2019 - New PositionParks & Recreation FT Customer Service Rep/Cashier (2 P/T to 2 F/T) 0 1.00 FY 2019 - New PositionParks & Recreation FT Information & Referral Specialist (100% GF funded 0 0.00 Funding ChangePublic Services FT Streets Worker II to Streets Worker/Crewleader 0 0 ReclassificationTotal Position Changes FY 2019 Proposed 8.00 8.50

Total of All Positions FY 2019 Proposed 462.00

Total Full Time Equivalents (FTE) FY 2019 Proposed 414.67

FY 2019 PROPOSED STAFFING CHANGES

3939

Y/N Fund Department Division Grade Position Title FTE

Y 001 City Clerk 1300 103 Office Assistant P/T 0.5

Y 001 Comm Dev 3010 108 Upgrade Office Specialist to Housing & Comm Dev Office Coordinator N/A

Y 001 Comm Dev 3010 212 Housing & Comm Dev Coordinator II to replace Housing & Comm Dev Intern position N/A

Y 001 Parks & Rec 7040 204 Information and Referral Specialist fully funded by General Fund (+ 0.64 from Housing Funds) N/A

N 001 Parks & Rec 7010 210 Site Supervisor - Customer Service Center 1

Y 001 Parks & Rec 7010 105 Customer Service Rep/Cashier (convert 2 Part Time to 2 Full Time) 1

Y 001 Public Services 5020 110 Reclass Grounds Service Worker II to Service Worker Crew Leader N/A

Y 001 Information Tech 8100 214 GIS Specialist 1

N 001 Information Tech 8100 216 Upgrade Network Admin II to Network Admin II N/A

N 001 Information Tech 8100 113 Upgrade Tech Support Rep II to Tech Support Rep III N/A

Y 120 Fire 4520 FP Firefighter/Paramedic 6

General Fund Total 3.50 City Wide Total 9.50

FY 2019 Position Requests

4040

Fund Department Division Program Description Request Recommendation

001 Human Resources 1710 Backgrnd checks, Physicals & Psych. Evaluations for new hires 6,250$ Approve $2,250 for HR;

Allocate $4,000 to Fire

001 Human Resources 1710 Intl Foundation of Employee Benefit Plans (IFEBP) training 5,000$ Y

001 Human Resources 1710 FL Public Pension Trustees Assoc CPPT program training 4,100$ No longer needed as L.

Calhoun becomes trustee.

Human Resources 15,350$

504 Risk Management 8401 Phase 2 Workplace Violence/ Active Aggressor training 5,000$ Y

504 Risk Management 8401 Increased Industrial Sampling funding 1,500$ Y

Risk Management 6,500$

001 Parks & Recreation 7010 Benches, Trash Receptacles at Tephford and Sunset Pointe 41,527$ Y

Parks & Recreation 41,527$

001 Public Services/Streets & Roads 5020 LED Street Light Upgrade 301,740$ To be done in phases

Public Services 301,740$ Total All Funds Requests 365,117$

FY 2019 Program Modifications

4141

Fund Dept Dept/Div #No Item Cost Y/NCITY MANAGER/PIO

001 530 City Mgr/Public Informatio 1 Various Equipment for Photography, video & displays 3,000 YCity Manager Total $ 3,000

FINANCE001 1501 Finance/Admin 1 New Staff Desk/Chair 2,500 Y

Finance Total $ 2,500

CITY CLERK001 1300 City Clerk 2 Scanners - DR-6030C Canon, 1 yr extended warranty and freight 6,390 Y

City Clerk Total $ 6,390

PUBLIC SERVICES001 5020 Public Services/Streets 1 Truck mounted Pressure Washer for Bus Stop maint/cleaning 4,100 Y001 5020 Public Services/Streets 12 Generator, replace existing to power traffic signals, special events 28,600 Y001 5080 Public Services/Fleet 1 Car Wash Equipment and Industrial Vacuum replacement 23,200 Y001 5080 Public Services/Fleet 1 Fuel Dispenser (gasoline & diesel) replacement 10,000 Y001 5080 Public Services/Fleet 1 Heavy Duty Truck Diagnostic Computer Scanner (large class 11,500 Y001 5090 Public Services/Grounds 1 John Deere Gator Utility Vehicle 16,000 Y001 5090 Public Services/Grounds 2 Turf Tiger for cutting grass at city parks, replacement of existing 24,600 Y

Public Services Total $ 118,000

PARKS & RECREATION001 7010 P&R/Recreation 1 Podium / Sound System 1,500 Y001 7010 P&R/Recreation 1 Popcorn Machine and snocone machine 3,000 Y001 7010 P&R/Recreation 1 Conference Table 3,000 Y001 7010 P&R/Recreation 4 Computer Desks in TCC 14,000 Y001 7010 P&R/Recreation 1 Refrigerator/Ice Machine at Sports Complex 9,000 Y001 7010 P&R/Recreation 2 Soccer goals for youth soccer league 4,500 Y001 7010 P&R/Recreation 1 Stove for EOC-Tamarac Park for employee/first rspndr meals 12,000 Y001 7010 P&R/Recreation 1 TV, 75", for presentations/meetings at Tamarac Park 2,000 Y

Parks & Recreation/Recreation $ 49,000

001 7030 P&R/Aquatics 1 Thermal Pool Cover 30,000 Y001 7030 P&R/Aquatics 6 Pool Ladders 20,000 Y001 7030 P&R/Aquatics 8 Picnic Tables 10,700 Y001 7030 P&R/Aquatics 2 Locker Sets (60 mens', 60 women's) 4,200 Y001 7030 P&R/Aquatics 2 Starting Platforms 21,000 Y

Parks & Recreation/Aquatics $ 85,900

001 7050 P&R/Transportation 3 Bus Wi-Fi Hotspot Device/Antenna for 3 transit buses 4,500 YParks & Recreation/Transportation $ 4,500 Parks & Recreation $ 139,400

FY 2019 Capital Outlay Requests

4242

Fund Dept Dept/Div #No Item Cost Y/NFY 2019 Capital Outlay Requests

FIRE RESCUE120 4520 Fire Rescue/Operations 1 Major Appliances 10,000 Y120 4520 Fire Rescue/Operations 1 Fitness Equipment FS 41 25,000 Y120 4520 Fire Rescue/Operations 1 Apparatus Equipment Unit 350 50,000 Y

Fire Rescue/Operations $ 85,000

120 4530 Fire Rescue/Emergency 1 Major Appliances (EOC) 6,000 Y120 4530 Fire Rescue/Emergency 1 Computer Equipment (EOC ID card maker) 2,500 Y

120 4530 Fire Rescue/Emergency 6 AED's for 3 inspectors, fire marshal, asst fire marshal, public education specialist 8,000 Y

120 4530 Fire Rescue/Emergency 1 Computer Equipment (Creston controller, HDMI update, touch-screen monitor) 29,500 Y

Fire Rescue/Emergency $ 46,000 Fire Rescue Total $ 131,000

STORMWATER410 5050 Strmwtr Eng&Ops 1 8" Thompson Pump 45,000 Y410 5050 Strmwtr Eng&Ops 1 Enclosed Trailer (8x20x5) to replace existing 11,000 Y

410 5050 Strmwtr Eng&Ops 1 2018 L90H Volvo wheeled loader to replace current John Deere loader 220,000 Y

Stormwater Total $ 276,000

UTILITIES425 6030 Water Distribution 1 Equipment Trailer 10,000 Y425 6030 Water Distribution 1 16" Stihl Quick Saw 1,500 Y

Utilities/Water Distribution $ 11,500

425 6040 Wastewater Collection 1 PowerTrac for sanitary sewer inspections to replace existing 15,000 Y425 6040 Wastewater Collection 3 Wastewater Pumps 79,000 Y

425 6040 Wastewater Collection 1 Trash Pump (6"), trailer-mounted, for WW stations to replace existing 55,000 Y

425 6040 Wastewater Collection 2 60kW Generators trailer-mntd, to run WW pump stations, 6 total, replace 2/yr 120,000 Y

Utilities/Wastewater Collection $ 269,000 Utilities Total $ 280,500

General Fund Total 269,290$ Total All Funds 956,790$

4343

Fund Department Division Position Title Position Total FTE Y/N

001 Parks & Recreation 7010 Full Time Recreation Programmer I 55,668$ 1 N

120 Fire 4520 Firefighter/Paramedic 355,568$ 3 Y

411,236$ 1

Fund Department Division Program Request

001 Parks & Recreation 7010 Tamarac Village Events 73,000$

001 Information Technology 8100 Pen. Test Services (penetration testing) 25,000$

98,000$

Total All Funds

Total All Funds

FY 2020 Position Requests

Recommendation

Move to FY2021

FY 2020 Program Modifications

4444

Fund Dept Dept/Div No# Item Cost Y/NBUILDING

150 3500 Building 3 Scanners Replacement for Electronic Plan Review 10,000 Building Total $ 10,000

CITY MANAGER/PIO001 530 City Manager/Public Information 1 Various Equipment for Photography, video & displays 3,000

City Manager Total $ 3,000

FINANCE001 1510 Finance/Accounts Payable 3 Scanners Replacement 5,000

Finance Total $ 5,000

PARKS & RECREATION001 7010 P&R/Recreation 1 Concession Equipment 10,000 000 7010 P&R/Recreation 1 Podium - Events/Outdoor 1,300 001 7010 P&R/Recreation 3 Computer Desks at the Recreation Center 11,000 001 7010 P&R/Recreation 1 U10 Soccer goal 1,580 001 7010 P&R/Recreation 1 Lightning Detector 30,000 001 7010 P&R/Recreation 1 Pizza/Pretzel Oven - concession building 3,000 001 7010 P&R/Recreation 1 Slushy Machine - concession building 3,000


001 7030 P&R/Aquatics 1 Chemical Feeders 10,000 001 7030 P&R/Aquatics 50 Lounge Chairs 11,000 001 7030 P&R/Aquatics 3 Portable Shade System 7,800 001 7030 P&R/Aquatics 2 TV's: Replacement/additional 4,000

Parks & Recreation/Aquatics $ 32,800

001 7050 P&R/Transportation 3 Bus Bike Racks - replacement 6,000 Parks & Recreation/Transportation $ 6,000 Parks & Recreation Total $ 98,680

FIRE RESCUE120 4520 Fire Rescue/Operations 10 Radios APX (10) 23,000 120 4520 Fire Rescue/Operations 1 Major Appliances 10,000 120 4520 Fire Rescue/Operations 1 Fitness Equipment 5,000


120 4530 Fire Rescue/Emergency 1 Replacement of EOC/Training room furniture 12,000 120 4530 Fire Rescue/Emergency 1 Major Appliances (64-01) 6,000


UTILITIES425 6002 Wastewater Collection 1 Drone Replacement 4,500

425 6040 Wastewater Collection 2 60kW Generators trailer-mntd, to run WW pump stations, 6 total, replace 2/yr 122,000

425 6040 Wastewater Collection 3 Wastewater Pumps 83,000 Utilities/Wastewater Collection $ 209,500 Utilities Total $ 209,500

General Fund Total 106,680$ Total All Funds 382,180$


4545

Fund Dept Dept/Div No# Item Cost Y/NCITY MANAGER/PIO

001 530 City Manager/Public Information 1 Various Equipment for Photography, video & displays 3,000 City Manager Total $ 3,000

PARKS & RECREATION001 7010 P&R/Recreation 1 ID Card Printers 10,700 001 7010 P&R/Recreation 1 Skate Park Equipment (ramps, benches, rails, jumps, etc…) 27,000 001 7010 P&R/Recreation 2 Soccer Goals 7,000 001 7010 P&R/Recreation 6 Water Fountains (4), Ice Machines (2) 16,500 001 7010 P&R/Recreation 1 Sports and Fitness Equipment (weights, mats, kettle bells…) 9,000


001 7030 P&R/Aquatics 1 Replace ADA Portable Lift Chair 8,000 001 7030 P&R/Aquatics 3 Lifeguard Chairs 4,500 001 7030 P&R/Aquatics 3 Portable Shade Systems 11,000

Parks & Recreation/Aquatics $ 23,500 Parks & Recreation Total $ 93,700

FIRE RESCUE120 4520 Fire Rescue/Operations 7 Auto Vent (7) 18,000 120 4520 Fire Rescue/Operations 1 Major Appliances 10,000 120 4520 Fire Rescue/Operations 1 Fitness Equipment 5,000 120 4520 Fire Rescue/Operations 10 Reserve Radio Upgrades P25 Compliance 23,000


120 4530 Fire Rescue/Emergency 1 Replacement of EOC/Training room furniture 12,000 120 4530 Fire Rescue/Emergency 1 Major Appliances (64-01) 6,000


UTILITIES425 6040 Utilities/Wastewater Collection 3 Wastewater Pumps 83,000

425 6040 Utilities/Wastewater Collection 2 60kW Generators trailer-mntd, to run WW pump stations, 6 total, replace 2/yr 133,000

Utilities Total $ 216,000

General Fund Total 96,700$

Total All Funds 386,700$


4646

Did you ever wonder what the future holds for the City and, maybe even more important, how we’re going to get there?

There is a plan - a detailed strategic plan based on resident and business input, financial projections and demographic analysis. This plan is not developed ina vacuum; it’s based on the five strategic goals that Tamarac adopted a number of years ago:

GOAL #1 - INCLUSIVE COMMUNITY

GOAL #2 – HEALTHY FINANCIAL ENVIRONMENT

GOAL #3 – DYNAMIC ORGANIZATIONAL CULTURE

GOAL #4 - CLEAR COMMUNICATION

GOAL #5 – A VIBRANT COMMUNITY

With these goals in mind, each year the City reviews input received through our various communications feedback channels: community meetings,transactional surveys, customer requests and personal conversations. We also do an environmental scan which charts any changes in each area of servicewe provide and makes financial forecasts based on projected property values, capital improvement projects and anticipated sources of revenue. Every twoyears, this information is supplemented with the results of our resident and business surveys. These take a statistically significant “pulse” of our communityand help narrow the scope of areas on which to focus, so as to use limited dollars as prudently as possible.

4747

Goals

Scorecard

Home

GOAL #1 - INCLUSIVE COMMUNITYCity of Tamarac

Measure

Our goal is "Customer Service, Second to None". Did we meet your expectations?

Measure

The City of Tamarac is committed to providing programs and services that meet the needs of an increasingly diverse community.

To further enhance the quality of life for our diverse community, the City has planned a number of projects over the next five years, including thefollowing key initiatives:

Continue citywide bikeway and walkway projectDevelop Waters Edge ParkDevelop the Aquatic Center AnnexEnhance Caporella ParkEnhance online services available on the City’s website

(Citywide) Our goal is "Customer Service, Second to None". Did we meet your expectations?

(P) Were we professional and courteous?

Month

Our goal is "Customer Service, Second to None". Did we meet your expectations?

98.01%98.01% 96.62%96.62% 98.59%98.59% 97.86%97.86% 99.53%99.53% 99.13%99.13% 98.76%98.76% 98.74%98.74% 99.66%99.66% 98.53%98.53% 99.60%99.60%

Monthly Actual FY Target

50.00%

75.00%

100.00%

125.00%

May -17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov -17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18

4848

Professionalism

Measure

Accuracy

Measure

(A) Were your questions addressed promptly and completely?

(R) Were we attentive and helpful?

Were we professional and courteous?

99.18%99.18% 97.74%97.74% 97.40%97.40%100.00%100.00% 100.00%100.00% 98.69%98.69% 99.17%99.17% 99.58%99.58% 99.32%99.32% 99.12%99.12% 99.60%99.60%


50.00%

75.00%

100.00%

125.00%


Were your questions answered promptly and completely?

98.78%98.78% 96.62%96.62% 98.26%98.26% 99.29%99.29% 98.57%98.57% 99.56%99.56% 99.18%99.18% 99.58%99.58% 99.32%99.32% 98.82%98.82% 98.80%98.80%


50.00%

75.00%

100.00%

125.00%


4949

Responsiveness

Measure

Timeliness

(T) Did we respond in the timeframe promised?

Month

Were we attentive and helpful?

98.78%98.78% 97.37%97.37% 97.40%97.40% 99.29%99.29% 100.00%100.00% 99.56%99.56% 99.18%99.18% 100.00%100.00% 99.66%99.66% 99.12%99.12% 99.60%99.60%


50.00%

75.00%

100.00%

125.00%


Month

Did we respond in the timeframe promised?

97.96%97.96%95.09%95.09% 96.10%96.10% 96.81%96.81% 97.14%97.14% 97.38%97.38% 97.53%97.53% 99.58%99.58% 98.29%98.29% 98.82%98.82% 98.39%98.39%


50.00%

75.00%

100.00%

125.00%


5050

Goals

Scorecard

Home

GOAL #2 – HEALTHY FINANCIAL ENVIRONMENTCity of Tamarac

Measure

Total assessed (taxable) property value in Tamarac

Measure

The City of Tamarac will utilize financial management to develop and maintain a healthy financial environment, encouraging and supporting economicdevelopment and redevelopment.

To foster a healthy financial environment, the City has planned a number of projects over the next five years, including the following key initiatives:Maintain a AA or higher bond ratingFacilitate the development of the City’s downtown - Tamarac Village©Conduct a retailers and restaurants attraction market study

Assessed property value (Taxable Value) (annual)

Citywide budget to actual %

FY Actual FY Target

--

25,000.00

50,000.00

75,000.00

FY-06 FY-07 FY-08 FY-09 FY-10 FY-11 FY-12 FY-13 FY-14 FY-15 FY-16 FY-17

5151

Citywide Budget to Actual %

Measure

Number of new businesses

Measure


Percent of Expected Business Revenue Met

Tot

al %

of p

lann

ed b

udge

t spe

nt to

dat

e

Goal is to predict expenses accurately & remain within budget

Percentage of annual operating budget spent to date

65.60%65.60%73.48%73.48% 79.31%79.31%

87.16%87.16%96.99%96.99%

10.88%10.88% 16.74%16.74% 21.04%21.04%34.34%34.34% 41.35%41.35% 48.27%48.27%


0%

50.00%

100.00%

150.00%

May-17

Jun-1

7Ju

l-17

Aug-17

FY 17 (S

ep-17

)

FY 18 O

ct-17

Nov-17

Dec-17

Jan-1

8

Feb-18

Mar-18

Apr-18

FY runs Oct-Sep


357357

304304381381

245245267267

FY Actual

0

200

400

2014 2015 2016 2017 2018 2019 Sept - 20

5252

Annual business license revenue

Measure Details

FY runs Oct-Sep

Business license revenue

$ 731,940.38$ 731,940.38 $ 758,203.84$ 758,203.84 $ 747,476.21$ 747,476.21 $ 775,543.83$ 775,543.83$ 725,633.18$ 725,633.18

YTD Rev enue Collected Projected Rev enue for the Year

$ 0.00

$ 500,000.00

$ 1,000,000.00

2014 2015 2016 2017 2018 2019 Sept - 20

MaintainBond Ratingat AAaveragethree majorbond ratingagencies(bond rating).Target:Maintain aAA or higherrating FinancialServices

MeasureSeriesStatus

Sep-06

Sep-07

Sep-08

Sep-09

Sep-10

Sep-11

Sept-12

Sep-13

Sep-14

Sep-15

Sep-16

Sep-17

Sep-18

Sep-19

FYActual

AA- AA- AA- AA- AA- AA AA AA AA AA AA

FYTarget

AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA AA AA

5353

Goals

Scorecard

Home

GOAL #3 – DYNAMIC ORGANIZATIONAL CULTURECity of Tamarac

Measure

City of Tamarac workforce diversity will mirror community diversity

Measure

The City of Tamarac will create and sustain a culture conducive to development and retention of a skilled workforce.

To promote employee engagement to better serve our customers, the City has planned a number of projects over the next five years, including thefollowing key initiatives:

Implement upgrades to information technology systemsContinue to employ and/or create new cross-functional teams to identify and implement process improvements

COT workforce diversity compared to COT community diversity

COT workforce diversity compared to COT community diversity

Tamarac community demographics

W hite (Comm.): 48.0%W hite (Comm.): 48.0%

Black (Comm.): 22.5%Black (Comm.): 22.5%

Hispanic (Comm.): 23.5%Hispanic (Comm.): 23.5%

Other (Comm.): 5.9%Other (Comm.): 5.9%

White (Comm.) Black (Comm.) Hispanic (Comm.) Other (Comm.)

5454

City of Tamarac workforce diversity will mirror community diversity

Measure

Employee Engagement

Employee Engagement

City employee demographics

W hite (Empl.): 47.5%W hite (Empl.): 47.5%

Black (Empl.): 24.2%Black (Empl.): 24.2%

Hispanic (Empl.): 21.2%Hispanic (Empl.): 21.2%

Other (Empl.): 7.1%Other (Empl.): 7.1%

White (Empl.) Black (Empl.) Hispanic (Empl.) Other (Empl.)

Survey Year (calendar year)

Employee engagement (higher is better)

61.00%61.00%69.00%69.00%

73.00%73.00%78.00%78.00%

85.00%85.00%

Actual Target

0%

50.00%

100.00%

Sep-06 2007 2009 2011 2013 2016 2018 Sept - 20 Sept - 22

5555

Goals

Scorecard

Home

GOAL #4 - CLEAR COMMUNICATIONCity of Tamarac

Measure

Resident satisfaction with communication

Measure

The City of Tamarac will ensure effective communication within the organization and throughout the City, and enhance the visibility of City programs andservices.

To further enhance Tamarac’s communication with the public, the City has planned a number of projects over the next five years, including the followingkey initiatives:

Continue the public outreach program, including the use of social media, to provide for the venues to have a two-way communication on topics ofcitywide importanceExpand the use of video on demand, for events and news updatesImplement a comprehensive community signage program to contribute to fostering a sense of place and provide directions to key City facilit ies

Percent of residents "satisfied" or "very satisfied" with the overall effectiveness of City communication with the public (2016 NationalAverage = 45%). *Data gathered from regularly conducted Community Survey

Agendas for regularly scheduled City Commission meetings posted and available to the public at least 72 hours prior to the meeting


Resident satisfaction with communication (higher is better)

45.00%45.00%40.00%40.00%

44.00%44.00% 46.00%46.00% 45.00%45.00%51.00%51.00%

45.00%45.00%

53.00%53.00% 52.00%52.00% 50.00%50.00%

73.00%73.00% 72.00%72.00% 70.00%70.00% 70.00%70.00% 70.00%70.00% 63.00%63.00%

National Av g Florida Av g FY Actual FY Target

0%

25.00%

50.00%

75.00%

Sep-06 2007 2009 2011 2013 2016 2018 Sept - 20 Sept - 22

5656

Agendas for regularly scheduled City Commission meetings posted and available to public 72 hours prior to the meeting

Agendas posted and available 72 hours prior to the meeting (higher is better)

80.00%80.00%

100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00% 100.00%100.00%

Monthly Actual Monthly Target

0%

50.00%

100.00%

150.00%


5757

Goals

Scorecard

Home

GOAL #5 – A VIBRANT COMMUNITYCity of Tamarac

Measure

Resident satisfaction with community appearance

Measure

The City of Tamarac will provide resources, initiatives and opportunities to continually revitalize our community and preserve the environment.

To maintain a vibrant community, the City has planned a number of projects over the next five years, including the following key initiatives:Revitalize and enhance the main corridors and streetscapes throughout the CityContinue the citywide median pressure cleaning programExpand the Operation NIP IT program, where the City’s Code Compliance division works in partnership with the neighborhoods to help identify codeviolations and bring properties into compliance. Participating neighborhood residents, who are facing economic hardship, are able to apply forfinancial assistance.Build a new fire station # 36 (previously known as # 116) on N. University Drive and reconstruct fire station #78 for easier access to CommercialBoulevard to improve response times.

Percent of residents "satisfied" or "very satisfied" with community appearance (2016 National Average = 69%)

Crime Rate/100,000 residents


Resident satisfaction with community appearance (higher is better)

79.00%79.00%82.00%82.00%

75.00%75.00%79.00%79.00%

74.00%74.00%

Actual Target National Av g Florida Av g

40.00%

60.00%

80.00%

100.00%

Sep-06 2007 2009 2011 2013 2016 2018 Sept - 20 Sept - 22

5858

Crime Rate/100,000 residents (lower is better)

Measure

Recycling per capita

Measure

Average number of pounds recycled per capita

Monthly per capita water usage in gallons

Calendar Year

Crime rate per 100,000 residents (lower is better)

2,3422,342 2,5262,5262,8072,807 2,6732,673 2,4532,453

2,7572,757 2,8852,8852,3682,368 2,3372,337 2,4382,438 2,4012,401

FY Actual FY Target Broward County

0

2,500

5,000

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

Sept -

20

Sept -

21

Sept -

22

FY runs Oct-Sep

Avg pounds recycled per capita annually (higher is better)

100.44100.44

139.95139.95 142.53142.53132.80132.80 132.48132.48

140.20140.20 142.60142.60 141.98141.98

FY Actual FY Target

0.00

50.00

100.00

150.00

2011 2012 2013 2014 2015 2016 2017 2018 2019 Sept - 20 Sept - 21 Sept - 22

5959

Per capita water usage in gallons

Measure

Fire/EMS Fractile response time total (9-1-1 call to arrival on scene in 8 minutes or less)

Fire/EMS Fractile Response time total (9-1-1 call to arrival on Scene in 8 minutes or less)

Monthly per capita water usage in gallons (lower is better)

93.1193.11 89.2089.20 91.3891.38 90.3790.37 89.6189.61 89.6089.60 90.1590.15 93.2193.21 93.7793.77 96.9096.90 100.91100.91 96.4496.44


0.00

50.00

100.00

150.00


Fire/EMS Response time to emergencies in 8 minutes or less (higher is better)

86.71%86.71% 85.40%85.40% 88.40%88.40%92.37%92.37%

88.18%88.18% 86.86%86.86% 87.46%87.46% 87.16%87.16% 86.08%86.08% 87.02%87.02% 86.63%86.63%


0%

50.00%

100.00%

May-17

Jun-1

7Ju

l-17

Aug-17

FY 17 (S

ep-17

)

FY 18 O

ct-17

Nov-17

Dec-17

Jan-1

8

Feb-18

Mar-18

Apr-18

6060

FY 2017 FY 2018 FY 2019Actual Amended Proposed Annual $ Annual % FY 2020 FY 2021

Expenses Budget Budget Change Change Forecast ForecastGeneral Fund 59,081,209$ 62,933,499$ 69,580,890$ 6,647,391$ 10.56% 65,095,768$ 64,314,691$

Special Revenue Funds 29,579,195 30,738,566 31,006,197 267,631 0.87% 30,859,969 30,042,705

Debt Service Funds 2,808,448 2,597,168 4,161,745 1,564,577 60.24% 4,150,955 4,145,710

Capital Projects Funds 24,412,936 12,389,048 7,541,822 (4,847,226) -39.13% 8,117,575 10,930,350

Enterprise Funds 47,579,408 40,317,690 41,311,609 993,919 2.47% 40,837,721 42,021,903

Internal Service Fund 7,567,946 9,481,445 10,173,639 692,194 7.30% 10,419,046 10,570,287

Total Expenditures All Funds 171,029,142$ 158,457,416$ 163,775,902$ 5,318,486$ 3.36% 159,481,034$ 162,025,646$

BUDGET HIGHLIGHTS AND SUMMARY SCHEDULESALL FUNDS

Fund Type

The FY 2019 total Proposed Budget is $163,775,902 which includes $69,580,890 for General Fund Expenditures. Summarized below are thechanges in fund types between the FY 2017 Actual, FY 2018 Amended Budget and the FY 2019 Proposed Budget.

FY 2019 PROPOSED TOTAL ALL FUNDS BUDGETBY FUND TYPE $163,775,902

General Fund 69,580,890

42.49%

Special Revenue Funds31,006,197

18.93%

Debt Service Funds4,161,745

2.54%

Capital Projects Funds7,541,822

4.60%

Enterprise Funds41,311,609

25.22%

Internal Service Fund10,173,639

6.21%

6262

BUDGET HIGHLIGHTS AND SUMMARY SCHEDULESALL FUNDS

WHERE THE MONEY GOESFY 2019 PROPOSED ALL FUNDS EXPENDITURES ~ $163,775,902

WHERE THE MONEY COMES FROMFY 2019 PROPOSED ALL FUNDS REVENUE ~ $163,775,902

Ad Valorem Taxes $26,385,734

16.11%

Sales & Use Taxes $10,469,712

6.39%

Permits Fees and Assessments $26,636,652

16.26%

Intergovernmental Revenue $9,741,714

5.95%

Internal Service Charges $6,792,732

4.15%

Charges for Services $42,513,967

25.96%

Judgements, Fines & Forfeitures $1,599,669

0.98%

Miscellaneous Revenues $2,406,327

1.47%

Transfers In $21,955,577 13.41%

Fund Balance $15,273,818

9.33%

General Government$16,528,004

10.09%

Public Safety$46,703,168

28.52%

Transportation$7,232,838

4.42%

Economic Development$6,590,522

4.02%Human Services$324,452 0.20%Debt Service

$6,793,865 4.15%

Internal Services$9,442,741

5.77%

Culture/Recreation$9,982,493

6.10%

Physical Environment$33,116,109

20.22%

Transfers Out $21,955,577

13.41%

Fund Balance$5,106,133

3.12%

6363

WHERE THE MONEY COMES FROMFY 2019 PROPOSED GENERAL FUND REVENUES ~ $69,580,890

WHERE THE MONEY GOESFY 2019 PROPOSED GENERAL FUND EXPENDITURES ~ $69,580,890

GENERAL FUNDBUDGET HIGHLIGHTS AND SUMMARY SCHEDULES

Ad Valorem Taxes $26,385,734

37.92%

Sales and Use Taxes $9,181,762

13.20%

Permits, Fees & Special Assessments $4,992,137

7.17%

Intergovernmental Revenue $8,906,437

12.80%

Charges for Services $1,625,009

2.34%

Judgments, Fines and Forfeitures $1,399,669

2.01%

Miscellaneous Revenues $1,540,051

2.21%

Internal Service Charges $6,792,732

9.76%

Fund Balance $8,757,359

12.59%

General Government$15,123,504

21.74%

Public Safety$19,969,155

28.70%

Physical Environment$1,261,244

1.81%

Transportation$6,358,863

9.14%

Public Information$5,651,351

8.12%

Human Services$314,452 0.45%

Culture/Recreation$4,823,352

6.93%

Transfers Out $15,328,969

22.03%

Fund Balance$750,000 1.08%

6464

TAXESAd Valorem Taxes $ 22,230,903 $ 24,198,170 $ 26,385,734 $ 2,187,564 9.04% $ 25,748,127 $ 26,263,090

Local Option, Use & Fuel Tax 1,841,336 1,988,582 1,974,634 $ (13,948) -0.70% 2,024,364 1,999,339 Local Business Tax 775,914 756,325 760,092 $ 3,767 0.50% 763,878 767,683

Utility Service Taxes 4,559,479 4,146,241 4,187,007 $ 40,766 0.98% 4,207,942 4,228,982 Communication Svcs. Taxes 2,209,918 2,250,665 2,260,029 $ 9,364 0.42% 2,261,159 2,262,290

31,617,550 33,339,983 35,567,496 2,227,513 6.68% 35,005,470 35,521,384 INTERGOVERNMENTAL

State Shared Revenues 6,555,317 6,423,507 6,641,071 217,564 3.39% 6,830,205 7,024,900 State Grant 25,000

Local Shared Revenues 187,212 187,519 187,519 - - 187,519 187,519 Shared Revenue--Local Govt 62,825 63,000 63,000 - - 63,000 63,000

Payments In Lieu of Taxes 1,931,413 1,965,150 2,014,847 49,697 2.53% 2,065,844 2,118,153 8,736,767 8,664,176 8,906,437 242,261 2.80% 9,146,568 9,393,572

CHARGES FOR SERVICESGeneral Government 840,027 630,000 630,000 - 0.00% 630,000 630,000

Public Safety - - - - - - Physical Environment 614,724 82,100 99,000 16,900 20.58% 99,000 99,000

Transportation 46,132 30,181 29,676 (505) -1.67% 29,972 30,272 Culture/Recreation 856,469 894,404 866,333 (28,071) -3.14% 875,664 881,196

2,357,352 1,636,685 1,625,009 (11,676) -0.71% 1,634,636 1,640,468

Franchise Fees 5,174,213 4,950,372 4,992,137 41,765 0.84% 4,993,905 4,995,675 Special Assessments 148,392 80,000 80,000 - 0.00% - -

5,322,605 5,030,372 5,072,137 41,765 0.83% 4,993,905 4,995,675 FINES AND FORFEITURES

Judgements & Fines 509,941 336,000 337,194 1,194 0.00 337,502 338,413 Violations of Ordinances 1,265,800 1,156,717 1,062,475 (94,242) -8.15% 1,063,054 1,063,054

1,775,741 1,492,717 1,399,669 (93,048) -6.23% 1,400,556 1,401,467

Miscellaneous Revenues 530,739 357,300 353,450 (3,850) -1.08% 353,450 353,450 Investment Income 259,226 143,000 220,500 77,500 54.20% 228,000 235,500

Rent and Advertising Fees 824,469 696,301 882,401 186,100 26.73% 917,716 954,043 Disposition of Fixed Assets 43,232 - - - 100.00% -

Sale of Surplus Materials 3,163 2,500 2,500 - - 2,500 2,500 License Fee 2,400 1,200 1,200 - - 1,200 1,200

1,663,229 1,200,301 1,460,051 259,750 21.64% 1,502,866 1,546,693

$ 51,473,244 $ 51,364,234 $ 54,030,799 $ 2,666,565 5.19% $ 53,684,001 $ 54,499,259 OTHER FINANCING SOURCES

Administrative Svc. Fees 3,295,874 6,725,476 6,792,732 67,256 1.00% 6,860,658 7,017,890 Operating Transfers In 3,223,372 3,468 - (3,468) -100.00% -

Appropriated Fund Balance - 4,840,321 8,757,359 3,917,038 80.93% 4,551,109 2,797,542 6,519,246 11,569,265 15,550,091 3,980,826 34.41% 11,411,767 9,815,432

$ 57,992,490 $ 62,933,499 $ 69,580,890 $ 6,647,391 10.56% $ 65,095,768 $ 64,314,691 OTHER FINANCING SOURCES

Total Taxes

Total Intergovernmental

Total Charges for Services

Total Permits, Fees & Special

Total Fines and ForfeituresMISCELLANEOUS

Total Miscellaneous

TOTAL REVENUE

PERMITS, FEES & SPECIAL ASSESSMENTS

FY 2020

FORECAST

FY 2021

FORECAST

GENERAL FUND

Total Other Financing Sources

TOTAL REVENUE AND

SCHEDULE OF REVENUES AND TRANSFERS IN

REVENUE SOURCE

FY 2017

ACTUAL

FY 2018 AMENDED BUDGET

FY 2019 PROPOSED

BUDGET

DOLLAR CHANGE

PERCENT CHANGE

6666

GENERAL FUNDSCHEDULE OF EXPENDITURES

FY 2018 FY 2019FY 2017 AMENDED PROPOSED DOLLAR PERCENT FY 2020 FY 2021

ACTUAL BUDGET BUDGET CHANGE CHANGE FORECAST FORECASTGENERAL GOVERNMENTCity Commission 643,613 692,713 707,275 14,562 2.10% 716,821 728,055 City Manager 1,170,456 1,460,793 1,498,724 37,931 2.60% 1,552,094 1,605,853 City Attorney 589,002 601,658 610,390 8,732 1.45% 630,990 650,400 City Clerk 533,739 632,288 749,310 117,022 18.51% 682,255 697,607 Economic Development 34,023 192,845 236,298 43,453 22.53% 243,168 248,262 Financial Services 1,955,082 2,292,040 2,278,256 (13,784) -0.60% 2,375,264 2,447,194 Human Resources 1,377,502 1,404,264 1,469,920 65,656 4.68% 1,516,765 1,571,530 Community Development 937,677 1,226,789 1,198,458 (28,331) -2.31% 1,239,700 1,285,297 Information Technology 1,956,916 2,294,864 2,453,636 158,772 6.92% 2,753,587 2,639,167 Public Services 2,331,605 2,631,435 2,503,300 (128,135) -4.87% 2,477,601 2,528,612 Non Departmental 891,806 1,272,107 1,202,937 (69,170) -5.44% 1,214,571 1,155,703 Total General Government 12,421,421 14,701,796 14,908,504 206,708 1.41% 15,402,816 15,557,680 PUBLIC SAFETY - Code Enforcement 717,508 796,817 834,799 37,982 4.77% 857,872 876,898 Business Revenue 99,271 104,042 109,886 5,844 5.62% 112,923 115,670 Police Services 15,011,033 16,104,114 16,904,401 800,287 4.97% 16,948,021 16,924,401 Red Light Camera 891,147 900,975 901,669 694 0.08% 902,051 902,452 Non Departmental 1,118,886 1,233,900 1,218,400 (15,500) -1.26% 1,218,400 1,218,400 Total Public Safety 17,837,845 19,139,848 19,969,155 829,307 4.33% 20,039,267 20,037,821 PHYSICAL ENVIRONMENTUtility Customer Service 771,244 891,465 878,252 (13,213) -1.48% 898,555 913,104 Engineering 356,972 339,315 347,992 8,677 2.56% 358,859 370,896 Total Physical Environment 1,128,216 1,230,780 1,226,244 (4,536) -0.37% 1,257,414 1,284,000 TRANSPORTATIONPS Administration 175,597 176,928 185,807 8,879 5.02% 218,476 197,046 PS Operations 604,311 724,611 750,163 25,552 3.53% 781,975 815,428 PS Grounds Maintenance 2,854,996 3,258,158 2,937,442 (320,716) -9.84% 2,947,451 2,987,173 PS Streets & Roads 1,386,257 1,452,918 1,856,974 404,056 27.81% 1,828,329 1,839,010 Transport Services 483,740 604,366 628,477 24,111 3.99% 651,228 655,464 Total Transportation 5,504,901 6,216,981 6,358,863 141,882 2.28% 6,427,459 6,494,121 PUBLIC INFORMATIONPublic Information 425,625 630,982 651,351 20,369 3.23% 665,247 682,591 Non Departmental - 20,000 - (20,000) 100.00% - - Total Public Information 425,625 650,982 651,351 369 0.06% 665,247 682,591 HUMAN SERVICESSocial Services 209,273 257,787 314,452 56,665 21.98% 324,200 334,253 Total Social Services 209,273 257,787 314,452 56,665 21.98% 324,200 334,253 CULTURE/RECREATIONRecreation Activities 3,398,756 3,788,110 3,901,511 113,401 2.99% 3,982,645 4,100,677 Aquatic Center 683,388 998,583 921,841 (76,742) -7.69% 875,673 874,804 Total Culture & Recreation 4,082,144 4,786,693 4,823,352 36,659 0.77% 4,858,318 4,975,481 TRANSFERS OUT & RESERVESTransfer to Fund 120 6,278,313 6,624,908 6,737,531 112,623 1.70% 6,939,657 7,147,847 Transfer to Fund 239 2,620,700 2,591,670 3,859,685 1,268,015 48.93% 3,848,895 3,842,700 Transfer to Fund 301 200,000 298,710 332,300 33,590 11.25% 370,400 275,200 Transfer to Fund 303 1,925,419 928,524 675,000 (253,524) -27.30% 1,027,700 616,500 Transfer to Fund 310 521,484 2,635,203 1,778,149 (857,054) -32.52% 878,149 - Transfer to Fund 315 4,191,587 1,100,473 825,000 (275,473) -25.03% 925,000 925,000 Transfer to Fund 380 767,000 300,000 625,000 325,000 108.33% 625,000 625,000 Transfer to Fund 190 490,000 - - - - Transfer to Fund 410 312,364 321,746 331,387 9,641 3.00% 341,329 351,580 Transfer to Fund 450 164,917 800,000 164,917 (635,083) -79.39% 164,917 164,917 Total Transfers 17,471,784 15,601,234 15,328,969 (272,265) -1.75% 15,121,047 13,948,744 Contingencies - 347,398 6,000,000 5,652,602 1627.13% 1,000,000 1,000,000 Total Transfers & Reserves 17,471,784 15,948,632 21,328,969 5,380,337 33.74% 16,121,047 14,948,744 Total Expenditures & Transfers Out 59,081,209 62,933,499 69,580,890 6,647,391 10.56% 65,095,768 64,314,691

6767

001 GENERAL FUND Ad Valorem Taxes $ 22,230,903 $ 24,198,170 $ 26,385,734 2,187,564 9.04% $ 25,748,127 $ 26,263,090 Local Option, Use & Fuel 1,841,336 1,988,582 1,974,634 (13,948) -0.70% 2,024,364 1,999,339 Franchise Taxes 5,174,213 4,950,372 4,992,137 41,765 0.84% 4,993,905 4,995,675 Utility Service Tax 4,559,479 4,146,241 4,187,007 40,766 0.98% 4,207,942 4,228,982 Communications Tax 2,209,918 2,250,665 2,260,029 9,364 0.42% 2,261,159 2,262,290 License/Permit 775,914 756,325 760,092 3,767 0.50% 763,878 767,683 Intergovernmental 8,736,767 8,664,176 8,906,437 242,261 2.80% 9,146,568 9,393,572 Charges for Services 2,357,352 1,636,685 1,625,009 (11,676) -0.71% 1,634,636 1,640,468 Fines and Forfeitures 500,832 616,742 523,000 (93,742) -15.20% 523,505 524,015 Miscellaneous Revenues 1,811,621 1,255,301 1,515,051 - 0.00% 1,477,866 1,521,693 Other Sources 6,519,246 6,728,944 6,792,732 63,788 0.95% 6,860,658 7,017,890 Appropriated Fund Balance - 4,840,321 8,757,359 3,917,038 80.93% 4,551,109 2,797,542

56,717,581 62,032,524 68,679,221 6,386,253 10.30% 64,193,717 63,412,239 003 RED LIGHT CAMERAS

Violations of Ordinances 1,029,895 849,975 849,975 - - 850,554 850,554 Fines and Forfeitures 245,014 26,000 26,694 - - 26,497 26,898 Miscellanues Revenues - 25,000 25,000 - - 25,000 25,000

1,274,909 900,975 901,669 694 0.00 902,051 902,452 57,992,490 62,933,499 69,580,890 6,386,947 10.15% 65,095,768 64,314,691

120 FIRE RESCUE FUNDCharges for Services 2,184,544 2,585,976 2,638,203 52,227 2.02% 2,690,363 2,706,742 Intergovernmental 92,163 55,550 56,106 556 1.00% 56,387 56,668 Special Assessments 13,256,212 13,077,475 13,077,475 - 0.00% 13,142,862 13,208,577 Transfer from General Fund 6,278,313 6,624,908 6,737,531 112,623 1.70% 6,939,657 7,147,847 Misc. Revenues 136,490 61,511 77,421 15,910 25.87% 78,427 79,447 Other Resources - - - - - - Appropriated Fund Balance - 739,252 1,542,226 802,974 108.62% 1,222,818 290,908

21,947,722 23,144,672 24,128,962 984,290 4.25% 24,130,514 23,490,189 128 LETF FUND - FEDERAL

Miscellaneous Revenues 222 - - - - - - 222 - - - - - -

130 LETF FUND - STATEBrow Sheriff Off/LETF 19,269 - - - - - - Appropriated Fund Balance - - - - - - - Miscellaneous Revenues 2,610 - - - - - -

21,879 - - - - - - 142 PARKS AND RECREATION FUND

Miscellaneous Revenues 596 - - - - - - Appropriated Fund Balance - - - - - - -

596 - - - - - - 143 STREETSCAPE IMPROVEMENT

Miscellaneous Revenues - - - - - - - Appropriation Fund Balance - - - - - - -

- - - - - - - 144 TRAFFICWAYS IMPROVEMENT

Miscellaneous Revenues - - - - - - - - - - - - - -

146 PUBLIC ARTS FUNDCharges for Services 252,636 200,000 250,000 50,000 0.25 250,000 250,000 Intergovernmental 20,427 - - - Miscellaneous Revenues 12,998 5,075 5,151 76 1.50% 2,000 4,000 Appropriated Fund Balance - 1,132,980 646,350 (486,630) -42.95% 295,500 127,500

286,061 1,338,055 901,501 (436,554) -32.63% 547,500 381,500 148 LOCAL OPTION GAS TAX FUND

Local Option, Use & Fuel Tax 411,178 397,971 387,950 (10,021) -2.52% 389,890 382,092 Interest Earnings 6,317 3,045 3,091 46 1.51% 3,091 3,121 Appropraited Fund Balance - 1,060,000 1,199,611 139,611 13.17% 1,199,611 1,209,659

417,495 1,461,016 1,590,652 129,636 8.87% 1,592,592 1,594,872 150 BUILDING FUND

Building Permits 2,960,607 2,717,851 2,673,560 (44,291) -1.63% 2,673,560 2,673,560 Charges for Services 19,410 14,000 15,575 1,575 11.25% 15,575 15,575 Judgements, Fines, & Forfeits 346,230 201,000 200,000 (1,000) -0.50% 200,000 200,000 Miscellaneous Revenues 116,144 74,060 131,152 57,092 77.09% 131,213 131,275 Appropriated Fund Balance - 439,340 415,624 (23,716) -5.40% 619,696 606,415

3,442,391 3,446,251 3,435,911 (10,340) -0.30% 3,640,044 3,626,825

ALL FUNDSSCHEDULE OF REVENUES

FY 2017 ACTUAL


FY 2019 PROPOSED

BUDGETPERCENT CHANGE

FUND NO.

FY 2021 FORECAST

FY 2020 FORECASTREVENUE SOURCE

DOLLAR CHANGE

General Fund

Fire/Rescue Fund Total

SPECIAL REVENUE FUNDS

Trafficways Improvement Fund Total

Public Arts Fund Total

Building Fund Total

Law Enforcement Trust Fund Federal Total

Law Enforcement Trust Fund State Total

Parks and Recreation Fund Total

Streetscape Improvement Trust Fund Total

Red Light Cameras Fund TotalGeneral Fund Total

Local Option Gas Tax Fund Total

6868


FY 2017 ACTUAL


FY 2019 PROPOSED


FUND NO.

FY 2021 FORECAST


DOLLAR CHANGE

152 RCMP GRANT FUNDGrant Revenue - 194,000 138,490 (55,510) -40.08% 138,638 138,638

- 194,000 138,490 (55,510) -40.08% 138,638 138,638 154 COMMUNITY DEV BLOCK GRANT

Grant Revenues 248,972 338,151 388,383 50,232 14.85% 388,383 388,383 Miscellaneous Revenues 31,321 - - - -

280,293 338,151 388,383 50,232 14.85% 388,383 388,383 155 STATE HOUSING INITIATIVE PROG

Grant Revenues 193,955 269,411 83,815 (185,596) -68.89% 83,815 83,815 Other Sources 49,170 - - - - - - Miscellaneous Revenues 2,789 - - - - - -

245,914 269,411 83,815 (185,596) -68.89% 83,815 83,815 156 HOME (HUD) PROGRAM FUND

Grant Revenues 32,130 82,910 128,483 45,573 54.97% 128,483 128,483 Miscellaneous Revenues 15,113 - - - - - -

47,243 82,910 128,483 45,573 54.97% 128,483 128,483 158 NSP FUND

Grant Revenues (14,754) - - - - - - Miscellaneous Revenues 528 - - - - - - Appropriation from Fund Balance - 64,100 - (64,100) - - -

(14,226) 64,100 - (64,100) - - - 160 NSP-3 FUND

Grant Revenues - - - - - - - Miscellaneous Revenues 243 150,000 150,000 - - 150,000 150,000

243 150,000 150,000 - - 150,000 150,000 162 AFFORD HOUSING IMPACT FEES

Special Assess/Impact Fees 113,800 75,000 60,000 (15,000) -20.00% 60,000 60,000 Miscellaneous Revenues 1,152 - - - - - - Appropriation from Fund Balance - 175,000 - (175,000) 100.00% - -

114,952 250,000 60,000 (190,000) -76.00% 60,000 60,000 190 HURRICANE IRMA DISASTER FUND

Intergovernmental Revenues - - - - - - - Transfer from General Fund 490,000 - - - - - - Appropriation from Fund Balance - - - - - - -

490,000 - - - - - 199 DONATIONS & SPONSORSHIP

Miscellaneous Revenues 5,354 - - - - - - 5,354 - - - - - - -

27,286,139 30,738,566 31,006,197 267,631 0.87% 30,859,969 30,042,705

238 GENERAL OBLIGATION BOND Ad Valorem Taxes 225,493 - - - - - Miscellaneous Revenues 1,557 - - - - - Appropriated Fund Balance - 3,468 - (3,468) -100.00% - -

227,050 3,468 - (3,468) -100.00% - - 239 REVENUE BOND FUND

Transfer from General Fund 2,620,700 2,591,670 3,859,685 1,268,015 48.93% 3,848,895 3,842,700 Transfer from Fire Fund - - 300,000 300,000 100.00% 300,000 300,000 Miscellaneous Revenues 5,276 2,030 2,060 30 1.48% 2,060 3,010

2,625,976 2,593,700 4,161,745 1,568,045 60.46% 4,150,955 4,145,710 2,853,026 2,597,168 4,161,745 1,564,577 60.24% 4,150,955 4,145,710

301 CAPITAL EQUIPMENT FUNDTransfer from General Fund 200,000 298,710 332,300 33,590 11.25% 370,400 275,200 Transfer from Fire Fund 1,119,633 975,569 1,271,889 296,320 30.37% 935,846 766,058 Transfer from Building Fund 111,310 100,977 31,577 (69,400) -68.73% 31,577 21,767 Grant Revenues - - - - - - Miscellaneous Revenues 33,827 4,060 4,121 61 1.50% 4,121 Appropriated Fund Balance - 238,112 45,879 (192,233) -80.73% 45,879

1,464,770 1,617,428 1,685,766 68,338 4.23% 1,387,823 1,063,025 303 CAPITAL MAINTENANCE FUND

Transfers from General Fund 1,925,419 928,824 675,000 (253,824) -27.33% 1,027,700 616,500 Miscellaneous Revenues 9,642 - - - - - - Appropriation Fund Balance - - - - - - -

1,935,061 928,824 675,000 (253,824) -27.33% 1,027,700 616,500

Neighborhood Stabilization 3 Fund Total

Donations & Sponsorship Fund Total

Neighborhood Stabilization Fund Total

Special Revenue Fund Total

RCMP Grant Fund Total

CDBG Fund Total

SHIP Fund Total

Home (HUD) Fund Total

Hurricane IRMA Disaster Fund Total

CAPITAL PROJECT FUNDS

Capital Equipment Fund Total

Afford Housing Impact Fees Total

DEBT SERVICE FUNDS

Debt Service Funds Total

Capital Maintenance Fund Total

Revenue Bond Fund Total

General Obligation Bond Fund Total

6969


FY 2017 ACTUAL


FY 2019 PROPOSED


FUND NO.

FY 2021 FORECAST


DOLLAR CHANGE

310 GENERAL CAPITAL IMPROVEMENTTransfer from General Fund 521,484 2,635,203 1,778,149 (857,054) -32.52% 878,149 Transfer from Building Fund - - - - - - Transfer from Parks& Rec 244,000 - - - - - Utility Service Taxes 942,632 900,000 900,000 - 0.00% 900,000 900,000 Federal Grant Revenues - 1,390,169 - (1,390,169) -100.00% - State Grant Revenues - 100,000 40,000 (60,000) 100.00% - Local Govt Grant Revenues - - - - - - Appropriated Fund Balance - 1,587,299 571,867 (1,015,432) -63.97% - Miscellaneous Revenues 520,203 150,000 - (150,000) - 2,048,903

2,228,319 6,762,671 3,290,016 (3,472,655) -51.35% 3,827,052 900,000 315 CORRIDOR IMPROVEMENT FUND

Transfer from General Fund 4,191,587 1,100,473 825,000 (275,473) -25.03% 925,000 925,000 Transfer from Public Serv Fund 320 425,419 - - - - Transfer from Fund 143 - - - - - - Local Govt Grant - - - - - - Miscellaneous Revenues 86,370 - - - 250,000 Appropriated Fund Balance - - 441,040 441,040 - 75,000 6,800,825

4,703,376 1,100,473 1,266,040 165,567 15.05% 1,250,000 7,725,825 320 PUBLIC SERVICES FACILITIES

Median Improvement FDOT 5,161 - - - - - - Miscellaneous Revenues 4,033 - - - - - - Appropriated Fund Balance - 603,412 - (603,412) -100.00% - -

9,194 603,412 - (603,412) -100.00% - - 326 CIP 05 REVENUE BOND FUND

Transfer from Public Serv Fund 120 2,500,000 413,732 - (413,732) -100.00% - - Transfer from Public Serv Fund 310 - - - - - - - Transfer from Public Serv Fund 320 200,000 287,508 - (287,508) -100.00% - - Miscellaneous Revenues 30,515 - - - - - - Other Sources - - - - - - -

2,730,515 701,240 - (701,240) -100.00% - - 380 TAMARAC VILLAGE FUND

Miscellaneous Revenues 4,898 - - - - - - Debt Proceeds / Line of Credit 16,620,000 Transfer from General Fund 767,000 300,000 625,000 325,000 108.33% 625,000 625,000 Appropriated Fund Balance - 375,000 - (375,000) -100.00% - -

17,391,898 675,000 625,000 (50,000) -7.41% 625,000 625,000 30,463,133 12,389,048 7,541,822 (4,847,226) -39.13% 8,117,575 10,930,350

410 STORMWATER MANAGEMENT Interest Earnings 88,683 39,500 59,250 19,750 50.00% 59,843 60,440 Special Assessment /Impact Fees 5,539,718 5,712,117 5,833,480 121,363 2.12% 6,059,985 6,120,585 Interfund Transfers 332,481 342,467 352,729 10,262 3.00% 363,312 374,224 Appropriated Net Assets - 139,984 - - - -

5,960,882 6,234,068 6,245,459 151,375 2.43% 6,483,140 6,555,249 411 STORMWATER CAPITAL PROJECT

State Grant Revenues - 500,000 - (500,000) -100.00% - - Miscellaneous Revenues 16,326 - - - - - - Intrafund Transfer 800,000 1,158,192 400,000 (758,192) -65.46% 435,401 400,000 Approproated Net Assets - - - - - - -

816,326 1,658,192 400,000 (1,258,192) -75.88% 435,401 400,000 425 UTILITIES OPERATING FUND

Charges for Services 26,450,988 26,287,775 26,925,061 637,286 - 27,578,278 28,247,827 Miscellaneous Revenues 199,068 72,250 107,775 35,525 49.17% 110,580 111,645 Other Sources 572,832 - - - - - Appropriated Net Assets - - 616,192 616,192 100.00% -

27,222,888 26,360,025 27,649,028 1,289,003 4.89% 27,688,858 28,359,472 432 UTILITIES CIAC

Miscellaneous Revenues 970,501 - - - - - - Appropriated Net Assets - - - - - -

970,501 - - - - - 441 UTILITIES R & R FUND

Miscellaneous Revenues 125,682 - - - - State Grant Revenues - - - - - Intrafund Transfer 17,200,954 2,590,000 4,601,800 2,011,800 77.68% 3,815,000 4,200,000 Appropriated Net Assets - - - - -

17,326,636 2,590,000 4,601,800 2,011,800 77.68% 3,815,000 4,200,000 Utilities R & R Fund Total

Public Service Facilities Fund Total

CIP 05 Revenue Bond Fund Total

Tamarac Village Fund TotalCapital Projects Funds - Total

Stormwater Management Fund Total

ENTERPRISE FUNDS

Stormwater Capital Project Fund Total

Utilities Operating Fund Total

Utilities CIAC Fund Total

General Capital Improvement Fund Total

Corridor Improvement Fund Total

7070


FY 2017 ACTUAL


FY 2019 PROPOSED


FUND NO.

FY 2021 FORECAST


DOLLAR CHANGE

450 COLONY WEST GOLF COURSECharges for Services 2,248,966 2,168,982 1,995,000 (173,982) -8.02% 1,995,000 1,995,000 Miscellaneous Revenues 1,167,720 141,420 255,405 113,985 80.60% 255,405 255,405 Appropriated Net Assets - 365,003 - (365,003) -100.00% - Interfund Transfers 164,917 800,000 164,917 (635,083) -79.39% 164,917 164,917

3,581,603 3,475,405 2,415,322 (1,060,083) -30.50% 2,415,322 2,415,322 55,878,836 40,317,690 41,311,609 1,133,903 2.81% 40,837,721 41,930,043

502 HEALTH INSURANCE FUNDCharges for Services 5,752,238 6,517,675 7,087,617 569,942 8.74% 7,287,617 7,493,293 Miscellaneous Revenues 301,990 - 3,200 3,200 100.00% 3,200 3,200

6,054,228 6,517,675 7,090,817 573,142 8.79% 7,290,817 7,496,493 504 RISK MANAGEMENT FUND

Charges for Services 1,588,596 1,966,793 1,977,502 10,709 0.54% 2,012,541 1,971,312 Miscellaneous Revenues 95,197 50,100 67,650 17,550 0.35 68,177 68,710 Appropriated Net Assets - 946,877 1,037,670 90,793 9.59% 1,047,511 1,125,632

1,683,793 2,963,770 3,082,822 119,052 4.02% 3,128,229 3,165,654 7,738,021 9,481,445 10,173,639 692,194 7.30% 10,419,046 10,662,147 $ 182,211,645 $ 158,457,416 $ 163,775,902 $ 5,198,026 3.28% $ 159,481,034 $ 162,025,646

Risk Management Fund TotalInternal Service Funds - TotalTOTAL REVENUES - ALL FUNDS

INTERNAL SERVICE FUNDSEnterprise Funds - Total

Health Insurance Fund Total

Colony West Golf Course Fund Total

7171

ALL FUNDS SCHEDULE OF EXPENDITURES

FY 2018 FY 2019FY 2017 AMENDED PROPOSED DOLLAR PERCENT FY 2020 FY 2021

ACTUAL BUDGET BUDGET CHANGE CHANGE FORECAST FORECAST001 GENERAL 58,190,062 62,032,524 68,679,221 6,646,697 10.71% 64,193,717 63,412,239Totals 58,190,062$ 62,032,524$ 68,679,221$ 6,646,697 10.71% 64,193,717$ 63,412,239$ 003 RED LIGHT CAMERA 891,147$ 900,975$ 901,669$ 694.00 - 902,051$ 902,452$ Totals 891,147 900,975 901,669 694.00 - 902,051 902,452 General Fund Total 59,081,209 62,933,499 69,580,890 6,647,391 10.56% 65,095,768 64,314,691 SPECIAL REVENUE FUNDS120 Fire Rescue 24,563,582 23,144,672 24,128,962 984,290 4.25% 24,130,514 23,490,189 128 Law Enforcement Trust - Federal 97,127 - - 0 - - 130 Law Enforcement Trust 2,900 - - - - - 142 Parks & Recreation Fund 244,000 - - 0 - - 143 Streetscape IMR Trust - - - - - - - 146 Public Arts Fund 365,223 1,338,055 901,501 -436,554 -32.63% 547,500 381,500 148 Local Opt Gas Tax 115,017 1,461,016 1,590,652 129,636 8.87% 1,592,592 1,594,872 150 Building Fund 3,062,021 3,446,251 3,435,911 -10,340 -0.30% 3,640,044 3,626,825 152 RCMP Grant 102,260 194,000 138,490 -55,510 100.00% 138,638 138,638 154 Comm Dev Block Grant 280,293 338,151 388,383 50,232 14.85% 388,383 388,383 155 State Housing Init Prgm 245,914 269,411 83,815 -185,596 -68.89% 83,815 83,815 156 HOME (HUD) 47,243 82,910 128,483 45,573 54.97% 128,483 128,483 158 NSP (14,226) 64,100 - (64,100) 100.00% - - 160 NSP3 2,125 150,000 150,000 - - 150,000 150,000 162 Affordable Housing Impact Fees - 250,000 60,000 (190,000) -76.00% 60,000 60,000 190 Hurricane IRMA Disaster Fund 464,135 - - - - 199 Sponsorships & Donations 1,581 - - - - - Special Revenue Funds Total 29,579,195$ 30,738,566$ 31,006,197$ 267,631 0.87% 30,859,969$ 30,042,705$ DEBT SERVICE FUNDS238 Gen Obligation Bond 262,314 3,468 - -3,468 -100.00% - 239 Revenue Bond 2,546,134 2,593,700 4,161,745 1,568,045 60.46% 4,150,955 4,145,710 Debt Service Funds Total 2,808,448$ 2,597,168$ 4,161,745$ 1,564,577 60.24% 4,150,955$ 4,145,710$ CAPITAL PROJECT FUNDS301 Capital Equipment Fund 602,547 1,617,428 1,685,766 68,338 4.23% 1,387,823 1,063,025 303 Capital Maintenance 782,233 928,824 675,000 -253,824 -27.33% 1,027,700 616,500 310 General Capital Project 1,484,764 6,762,671 3,290,016 -3,472,655 -51.35% 3,827,052 900,000 315 Corridor Improvement 1,630,315 1,100,473 1,266,040 165,567 15.05% 1,250,000 7,725,825 320 Public Services Facilities 709,162 603,412 - -603,412 -100.00% - - 326 CIP 05 Revenue Bond 2,087,985 701,240 - -701,240 -100.00% - - 380 Tamarac Village 17,115,930 675,000 625,000 -50,000 -7.41% 625,000 625,000 Capital Project Funds Total 24,412,936$ 12,389,048$ 7,541,822$ -4,847,226 -39.13% 8,117,575$ 10,930,350$ ENTERPRISE FUNDS410 Stormwater Management 5,532,188 6,234,068 6,245,459 11,391 0.18% 6,483,140 6,555,249 411 Stormwater Capital Project - 1,658,192 400,000 -1,258,192 -75.88% 435,401 400,000 425 Utilities 37,985,325 26,360,025 27,649,028 1,289,003 4.89% 27,688,858 28,359,472 432 Utilities CIAC 1,336,654 - - 0 - - 441 Utility Renewal & Replacement 28,567 2,590,000 4,601,800 2,011,800 77.68% 3,815,000 4,200,000 450 Colony West Golf Course 2,696,674 3,475,405 2,415,322 -1,060,083 -30.50% 2,415,322 2,415,322 Enterprise Funds Total 47,579,408$ 40,317,690$ 41,311,609$ 993,919 2.47% 40,837,721$ 41,930,043$ INTERNAL SERVICE FUNDS502 Health Insurance 5,926,147 6,517,675 7,090,817 573,142 8.79% 7,290,817 7,496,493 504 Risk Management 1,641,799 2,963,770 3,082,822 119,052 4.02% 3,128,229 3,165,654 Internal Service Funds Total 7,567,946$ 9,481,445$ 10,173,639$ 692,194 7.30% 10,419,046$ 10,662,147$ TOTAL EXPENDITURES - ALL FUNDS 171,029,142$ 158,457,416$ 163,775,902$ 5,318,486 3.36% 159,481,034$ 162,025,646$

7272

GENERAL FUND

FIRE RESCUE FUND

BUILDING FUND

STORMWATER FUND

UTILITIES OPERATING

FUND

INSURANCE SERVICES

FUND

October 1, 2017 Fund Balance 35,297,331$ 6,514,827$ 2,822,819$ 14,452,520$ 30,197,530$ 5,306,569$

FY 2018 Amended Budget Revenues 58,093,178$ 22,405,420$ 3,006,911$ 6,094,084$ 26,360,025$ 8,534,568$ FY 2018 Appropriated Fund Balance 4,840,321 739,252 439,340 139,984 - 946,877 FY 2018 Amended Budget Expenditures 62,933,499 23,144,672 3,446,251 6,234,068 26,360,025 9,481,445

Net Gain (Loss) to Fund Balance/Net Assets (4,840,321)$ (739,252)$ (439,340)$ (139,984)$ -$ (946,877)$

September 30, 2018 Year End Balance (Projected) 30,457,010$ 5,775,575$ 2,383,479$ 14,312,536$ 30,197,530$ 4,359,692$

FY 2019 Proposed Budget Revenues 69,580,890$ 24,128,962$ 3,435,911$ 6,245,459$ 27,649,028$ 10,173,639$ FY 2019 Appropriated Fund Balance 8,757,359 1,542,226 415,624 - 616,192 1,037,670 FY 2019 Proposed Budget Expenditures 69,580,890 24,128,962 3,435,911 6,245,459 27,649,028 10,173,639

Projected Net Gain (Loss) to Fund Balance (8,757,359)$ (1,542,226)$ (415,624)$ -$ (616,192)$ (1,037,670)$

September 30, 2019 Projected Fund Balance 21,699,651$ 4,233,349$ 1,967,855$ 14,312,536$ 29,581,338$ 3,322,022$

All estimates are unaudited and based on preliminary year-end results.Insurance Services Fund is combined with Fund 502 & 504

SUMMARY OF CHANGES IN FUND BALANCES ~ OPERATING FUNDS

Changes in Fund Balances--Operating Funds

These are the City's Operating Funds. The City of Tamarac has adopted a Fund Balance Policy. The purpose of the Fund Balance Policy is to provide enhanced financial stability,by ensuring that the City maintains a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfallsor unexpected one-time expenditures. The policy sets acceptable ranges of fund balance for each fund that contains operating revenues. The amounts set for each fund are basedon the predictability of revenues, volatility of expenditures, and liquidity requirements of each fund. In some cases, the range of fund balance is determined by bond covenants.The policy also provides guidelines for actions that should be implemented should the fund balance either grow or diminish to amounts outside of the recommended ranges.

The City's Budget seeks to preserve and build fund balances in each of the operating funds to continue implementation of the Fund Balance Policy. Budgeting in FY 2018 wasperformed conservatively so that, for the most part, available revenues funded anticipated expenses and preserved fund balance levels. Changes in fund balance for the operatingfunds do not exceed 10% for the FY 2018 Adopted Budget.

7373

MAJOR REVENUE SOURCES: TRENDS

Major General Fund revenue sources for the City of Tamarac are property taxes, utility taxes and franchise fees, sales and use taxes, telecommunication service taxes, and intergovernmental revenues. Property taxes, franchise fees and intergovernmental revenues have been steadily increasing throughout the years. However, as shown below, beginning in FY 2008 there was a steady decline in these areas due to economic instability. Property Tax The Property Tax budget is determined through the calculation of the City’s millage rate applied to the total taxable value of property within the City as reported by the Broward County Property Appraiser. The graph below illustrates the recent history and projections of property tax revenue for the City.

Property Tax Revenue History

Millage Rate History

Tamarac Taxable Value History in Billions

18,347,11616,029,551 16,048,428

17,131,321 17,786,45718,920,540

20,344,31322,208,552

24,198,17026,385,734 26,913,448

27,451,717

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

5.9999

6.5000 6.6850

7.2899 7.2899 7.2899 7.2899 7.2899 7.2899 7.2899 7.2899 7.2899

4

4.5

5

5.5

6

6.5

7

7.5

8

3,229

2,599 2,510 2,453 2,550 2,741 2,914

3,175 3,494 3,645 3,718 3,792

0

1,000

2,000

3,000

4,000

5,000

74

MAJOR REVENUE SOURCES: TRENDS Franchise Fees Franchise fees are negotiated fixed fees to a company or utility for the use of municipal right-of-ways (poles, lines, pipes, etc.) and could include the value of the right for the utility to be the exclusive provider of its services within the City. The City has franchise agreements for electricity, solid waste and towing.

Franchise Fee – Electric History

Communication Services Tax Communications Services Tax (CST) applies to telecommunications, cable, direct-to-home satellite, cellular telephone and related services. The CST revenue is collected and distributed by the State of Florida and is a combination of two individual taxes: a State of Florida communications services tax and the local communications services tax. The graph below illustrates CST revenue history and projections for the City.

Communication Services Tax History

3,247,694 3,126,258 3,058,986

2,920,616 3,112,666 3,241,970 3,145,708 3,202,430

3,020,361 3,021,871 3,023,382 3,024,894

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

3,077,7392,843,342 2,684,920 2,679,796

2,506,630 2,480,297 2,408,010 2,209,918 2,250,665 2,260,029 2,261,159 2,262,290

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

75

MAJOR REVENUE SOURCES: TRENDS Public Service Tax A Public Service Tax is levied on the purchase of electricity, metered natural gas, liquefied petroleum gas either metered or bottled; manufactured gas either metered or bottled, and water service. This revenue source was implemented during FY 2010 in a much needed effort to bridge the gap in other declining revenue sources such as property and other fees. The FY 2018 anticipated revenue is approximately $4.15 million.

Public Service Tax History

Intergovernmental Revenues This category includes revenues received from federal, state, and other local governmental sources in the form of shared revenues. The state shared revenues which are considered major revenue sources to Tamarac are the Half-Cent Sales Tax and Municipal Revenue Sharing.

Half-Cent Sales Tax History

Municipal Revenue Sharing History

140,557

3,341,548 3,833,802 3,926,337

4,288,435 4,398,776 4,438,568 4,559,479 4,146,241 4,187,007 4,207,942 4,228,982

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

3,016,203 3,140,797 3,319,822 3,545,802 3,760,479 3,928,977 4,037,987 4,134,744 4,095,300 4,234,846 4,340,717 4,449,235

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

1,527,486 1,608,230 1,685,833 1,825,5151,991,925 2,166,073 2,230,295 2,383,891 2,300,932 2,378,950 2,462,213 2,548,390

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

76

MAJOR REVENUE SOURCES: TRENDS Building Fund: Licenses and Permits The licenses and permits category consists primarily of building permits and occupational license revenues. Building permits have shown the greatest volatility, which reflects building “boom” cycles within the City. Fees were increased in FY 2008 to help offset the impact of declining building activity levels to ensure that fees fully support the services provided. Budgeted revenues for FY18 are based on the revised fee structure that was put in place resulting from the recently completed fee study done by MGT of America, Inc.

Building Permit Fee History

Fire Rescue Fund: Fire Rescue Assessment Fee A primary revenue source for the Fire Rescue Fund is a non-ad valorem special assessment levied on residential and commercial property owners. Fire Assessment revenues are estimated with the City’s consultant through a calculation of recoverable costs and property types and classifications. The fee level proposed for FY 2018 provides 98% of necessary funding.

Fire Rescue Assessment Fee History

1,765,750 1,919,685 1,736,047 2,000,470

2,889,731 2,872,143 2,960,607 2,717,851 2,673,560 2,673,560 2,673,560

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

1,522,561

8,612,957 8,762,588

11,756,700 11,672,027 11,637,012 11,649,252 11,662,15313,256,212 13,077,475 13,077,475 13,142,862 13,208,577

-

5,000,000

10,000,000

15,000,000

20,000,000

77

MAJOR REVENUE SOURCES: TRENDS Fire Rescue Fund: Emergency Service Fee The second significant revenue source in the Fire Rescue fund is transport fees collected from users of ambulance and rescue services, also known as Emergency Service Fees. Emergency service fee revenue is estimated by trend analysis, utilization of historical data, and input from the department on projected activity levels. In FY16, at the recommendation of the auditors, the City started deferring receivables taking a fairly large amount out of revenue and placing it in a balance sheet account, which going forward is to be adjusted each year based on a 60 day availability rule.

Emergency Service Fee History

Stormwater Fund: Stormwater Fee The major revenue source in this fund, supporting 100% of operating and capital costs, is the Stormwater Fee which is charged to all property owners for the services of the Stormwater Management Program. This fund was created to comply with the National Pollutant Discharge Elimination System (NPDES). Property is classified as undeveloped, residential or non-residential, and a fee is associated with each.

Stormwater Fee History

4,799,600 4,974,332 5,106,492 5,268,150 5,483,142 5,456,804 5,636,718 5,539,718 5,712,117 5,833,480 6,059,985 6,120,585

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

1,940,149 1,848,1292,163,718

1,765,8632,125,296 2,059,329

1,291,267

1,906,966 2,020,000 2,040,000 2,050,200 2,060,451

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

78

MAJOR REVENUE SOURCES: TRENDS Utilities Fund: Water and Wastewater Revenues The Utilities Fund is funded through charges for services to residential and commercial customers for water and wastewater charges. The City provides water in a safe and efficient manner and transports the wastewater from these dwellings. The City pays Broward County for the wastewater disposal, as a participating member of the County’s North Regional Wastewater Treatment Plant. Charges for Services revenues provide approximately 99.7% of the revenues to support the operations of the Utilities division. In FY 2010, Water revenues decreased because of an 18% Utility surcharge that had been added in FY 2007 as a result of severe water restrictions (hence reduced usage); which was removed in FY 2010 as the drought experience abated.

Water Revenues History

Wastewater Revenues History

6,720,3247,402,396

7,862,3108,530,612 8,933,063

9,668,292 9,655,552 9,687,424 9,623,990 9,864,590 10,111,204 10,363,985

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

11,255,983 12,108,86013,051,080

14,064,328 14,754,20915,936,711 15,866,830 15,949,633 15,867,435 16,264,121 16,670,724 17,087,492

0

5,000,000

10,000,000

15,000,000

20,000,000

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FINANCIAL MANAGEMENT POLICIES The National Advisory Council on State and Local Budgeting (NACSLB) developed a comprehensive set of recommended budget practices that has been endorsed by the Government Finance Officers Association, ICMA, academia, etc. These recommended practices provide a framework for the budget process encompassing a broad scope of governmental planning and decision-making with regard to the use of resources. NACSLB Principal 2, Element 4, “Adopt Financial Policies” addresses the need for jurisdictions to establish policies to help frame resource allocation decisions. As such, the following are five categories of recommended financial management policies developed within these guidelines with the associated measurable benchmarks for adoption by the City Commission. The five categories are Operating Management, Debt Management, Investment Management, Account Management and Financial Planning & Economic Resources and are detailed below:

OPERATING MANAGEMENT Policy #1: Revenue estimates for annual budget purposes should be conservative. In this light, General Fund revenues should be budgeted in the manner delineated below.

1.1. Property taxes should be budgeted at 95% of the Property Appraiser’s estimate as of July. 1.2. State shared revenues should be budgeted at 95% of the State Department of Revenue estimate. This includes the Communication Services Tax, Half-cent Sales Tax and State Revenue Sharing. 1.3. Franchise fee revenue should be budgeted at 95% of the maximum estimate prepared by Financial Services Department. 1.4. Public Service Taxes on Electric, Propane and Natural Gas should be budgeted at 95% of the maximum estimate prepared by the Financial Services Department.

Policy #2: The annual budget should be maintained in such a manner as to avoid an operating fund deficit. The annual budget should show fiscal restraint. Expenditures should be managed to create a positive cash balance (surplus) in each fund at the end of the fiscal year. Policy #3: The City should maintain a prudent cash management and investment program in order to meet daily cash requirements, increase the amount available for investment, and earn the maximum rate of return on invested funds commensurate with appropriate security. The City will use the following performance benchmarks for its investment portfolio.

3.1. The Bank of America Merrill Lynch 1-3 Year US Treasury & Agency Index which is a subset of The Bank of America Merrill Lynch US Treasury & Agency Index including all securities with a remaining term to final maturity less than 3 years, will be used as a benchmark for the performance of funds designated as core funds and other non-operating funds that have a longer-term investment horizon. The index will be used as a benchmark to be compared to the portfolio’s total rate of return. 3.2. The S & P rated LGIP Index/All will be used as a benchmark as compared to the portfolio’s net book value rate of return for current operating funds.

8080

FINANCIAL MANAGEMENT POLICIES Policy #4: The City shall maintain a minimum undesignated fund balance in the General Fund of 5% of annual expenditures, including Interfund transfers out. Reserve funds shall not be used to fund recurring expenditures. Fund balances should be maintained at fiscally sound levels in all funds. Such levels are delineated below. Reserved/Designated: Economic Development Reserve The designated Economic Development Reserve shall be established with one time initial funding of $5,000,000. The designated Economic Development Reserve will function as a revolving reserve account, where as initial funding is drawn down it will only be replenished through future recovery or recapture stemming from directly related Economic Development projects or activities. Reserved/Designated: Disaster Reserve The disaster reserves are to be used in emergency situations and as a match for Federal Emergency Management Agency (FEMA) funds.

Reserves shall be used to fund emergency replacements and/or damaged equipment vehicles only as categorized below:

Type of Reserve FY 2019 FY 2020 FY 2021

Facilities Maintenance $400,000 $400,000 $400,000 Land Acquisition $3,000,000 $3,000,000 $3,000,000 Economic Development $500,000 $5,000,000 $500,000 $500,000 Technology Replacement $100,000 $100,000 $100,000

After all general fund minimum reserve balances have been met; excess undesignated reserves may be set aside to provide additional funding in any designated reserve. Water & Sewer Fund:

An operating reserve balance of three months of operating and maintenance expenses or a minimum of $5,000,000.

Any surplus revenue in excess of this operating reserve minimum balance target is utilized to pay for all or a portion of the cost of capital projects.

Stormwater Fund:

A working capital reserve of 10% of annual revenues shall be budgeted in the annual budget for the then current fiscal year. This amount is not cumulative.

Policy #5: The City shall maintain adequate protection from loss due to property damage or liabilities of the City. The City shall maintain a risk fund for workers’ compensation and property/liability and ensure adequate resources are available to support the value of incurred but not reported (IBNR) claims. Policy #6: The City will not commit itself to the full extent of its taxing authority.

Type of Reserve FY 2019 FY 2020 FY 2021 Disaster Reserve $1,000,000 $1,000,000 $1,000,000

8181

FINANCIAL MANAGEMENT POLICIES Policy #7: The City will not fund ordinary recurring municipal services with temporary or nonrecurring revenue sources. Policy #8: The City will maintain a cost allocation process by which the General Fund is reimbursed for actual indirect costs associated with providing services to other operating funds. Policy #9: All fee schedules and user charges should be reviewed annually for adjustment to ensure that rates are equitable and cover the total cost of the service or that portion of the total cost established by policy of the Tamarac City Commission. The following framework is recommended by the administration to be applied to user fees:

9.1 Total Fee Support (100%):

Enterprise Funds: Water/Sewer Stormwater

Special Revenue Funds:

Building Fund

9.2 Moderate Fee Support (40 - 100%)

General Fund: Planning Zoning

9.3 Parks & Recreation – Fees shall be established in accordance with Administrative Policy 04-03. Parks & Recreation Fees shall be adjusted annually to maintain, at a minimum, the same percentage of cost recovery as in the prior year.

Policy #10: Payment in Lieu of Taxes shall be charged to the Utilities and Stormwater funds at the rate of 6% of revenue for the purpose of recovering the costs associated with administering the use of, maintenance of, and ensuring the safe use of its streets, rights-of-way and public owned properties used by the utilities and storm water funds in providing and furnishing services to its customers. Policy #11: The financial burden on the City’s taxpayers must be minimized through systematic annual program reviews and evaluation aimed at improving the efficiency and effectiveness of City programs. As such, the annual budget will be based on a City-wide work program of goals, implemented by departmental goals and objectives. Policy #12: The City's role in social service funding should be supplemental (addressing special or unique local needs) to the basic responsibilities of regional agencies. Funding shall first be derived from those funds provided through the Community Development Block Grant (“CDBG”) program. Policy #13: City management is responsible for recovery of budgeted and non-ad valorem revenues as planned for in the budget. Management shall maintain adequate billing and claiming processes in order to effectively manage their accounts receivable systems in conformance with the fiscal plan and sound business principles.

8282

FINANCIAL MANAGEMENT POLICIES Policy #14: The City will annually review the Capital Improvements Element of the Comprehensive Plan to ensure that required fiscal resources will be available to provide the public facilities needed to support the adopted level of service standards. Policy #15: The City will annually prepare a six-year asset management program. The asset management program will identify the source of funding for all projects, as well as the impact on future operating costs. Policy #16: Every appropriation, except an appropriation for capital improvement expenditures and multi-year grants, shall lapse at the close of the fiscal year to the extent that it has not been expended or encumbered. An appropriation for a capital improvement expenditure and a multi-year grant shall continue in force, i.e. not be required to be re-budgeted, until the purpose for which it was made has been accomplished or abandoned; the purpose of any such appropriation shall be deemed abandoned if three (3) years pass without any disbursement from or encumbrance of the appropriation unless extended by action of the City Commission.

DEBT MANAGEMENT Policy #17: The City will issue and comply with a comprehensive debt management policy.

INVESTMENT MANAGEMENT Policy #18: The City will issue and comply with a comprehensive investment management policy.

ACCOUNTS MANAGEMENT AND FINANCIAL PLANNING Policy #19: Accounting systems shall be maintained in order to facilitate financial reporting in conformance with generally accepted accounting principles of the United States. Policy #20: An annual financial audit shall be prepared in conformance with Florida state law. Policy #21: Financial systems shall be maintained in a manner that provides for the timely monitoring of expenditures, revenues, performance and receivables/billing status on an ongoing basis. Policy #22: Forecasting of revenues and expenditures for major funds shall be accomplished in conjunction with the development of the annual operating budget in accordance with recommended practices of the National Advisory Council on State and Local Budgeting (NACSLB). Policy #23: The City shall annually seek the GFOA Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award.

8383

FINANCIAL MANAGEMENT POLICIES ECONOMIC RESOURCES Policy #24: The City should diversify and expand its economic base in order to relieve the homeowner from the most significant share of the tax burden and to protect the community against economic downturns. This effort should include the attraction of new businesses, retaining existing businesses, enticement of new residents, and tourism. Policy #25: The City should encourage economic development initiatives that provide growth in the tax base and employment for City residents as a first priority and in the County and region as a second priority.

8484

FUND DESCRIPTIONS Governmental accounting systems should be organized and operated on a fund basis. Individual resources are allocated to, and accounted for, in separate accounting entities--identified as funds--based upon the purposes for which they are to be spent and how spending activities are legally controlled. Governmental units should establish and maintain those funds as required by law and with sound financial administration. Individual funds are classified into three broad categories: Governmental, Proprietary, and Fiduciary.

GOVERNMENTAL FUND TYPES Governmental Fund Types are subdivided into four sections: General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds. General Fund - Accounts for all financial resources, except those required to be accounted for in another fund. FUND 001 - GENERAL FUND - The General Fund of a government unit serves as the primary reporting vehicle for current government operations. The General Fund, by definition, accounts for all current financial resources not required by law or administrative action to be accounted for in another fund. The major sources of revenue for the General Fund include: ad valorem taxes, utility taxes, communication services tax, franchise fees, user fee charges and intergovernmental revenues. The major departments funded here are: City Manager, City Attorney, City Clerk, Financial Services, Human Resources, Community Development, Parks and Recreation, and Public Services. The police services contract with the Broward Sheriff’s Office is also funded in the General Fund.

• SUB-FUND 003 – RED LIGHT CAMERA – This fund accounts for red light camera Special Revenue Funds - Account for the proceeds of specific revenue sources legally restricted to expenditures for specified purposes. FUND 120 - FIRE RESCUE FUND - The Fire Rescue Fund is a special revenue fund used to account for revenues that provide for fire rescue services, facilities and programs in the City. The major sources of revenue for the fire rescue fund are: fire rescue assessment, a transfer in from the General Fund to support rescue and non-fire related services and activities, and user charges for emergency transportation and fire prevention. Concerning the fire rescue assessment, the City Code states, “Fire rescue services possess a logical relationship to the use and enjoyment of improved property by: (1) protecting the value of the improvements and structures through the provision of available fire rescue services; (2) protecting the life and safety of intended occupants in the use and enjoyment of improvements and structures within improved parcels; (3) lowering the cost of fire insurance by the presence of a professional and comprehensive fire rescue program within the City; and (4) containing the spread of fire incidents occurring on vacant property with the potential to spread and endanger the structures and occupants of improved property.” FUND 142 - PARKS AND RECREATION FUND - The Parks and Recreation Fund is a special revenue fund with monies generated from impact fees charged to developers in lieu of dedicating land for parks, playgrounds, recreational open space or other park purposes to provide for the recreational needs of future residents, as required under the City code, Sec 10-296(a). FUND 143 - STREETSCAPE IMPROVEMENT TRUST - This fund accounts for the impact fee charges to be used to beautify the City’s streetscape. This fee is collected from new developers to allow the City to procure streetscape improvements in all public vehicular and pedestrian rights-of-way corridors within Tamarac.

FUND 146 - PUBLIC ART FUND - The Public Art Fund is a special revenue fund created in FY 2004 to properly account for the public art activities in the City. Revenues are collected from development activity to fund public art projects in the City, and a Public Art Committee will meet periodically to review projects utilizing these funds.

85

FUND DESCRIPTIONS FUND 148 - LOCAL OPTION GAS TAX - The Local Option Gas Tax represents $.03 of the additional $.05 levy by Broward County and is collected on each gallon of gas sold within the county. The City’s annual receipts are based upon a locally agreed upon distribution formula based on population and are recorded in this special revenue fund. Gas taxes are used to fund the construction of new roads and sidewalks, intersection improvements and improvements of the City’s existing transportation network. FUND 150 - BUILDING FUND - The Building Fund is a special revenue fund created in FY 2011 to properly account for the building department activities within the City. Revenues are collected from development activity to fund building department operations. FUND 152 – RCMP GRANT FUND – is for the Residential Construction Mitigation Program. These are state grant funds used to assist qualified home owners in making improvements to mitigate windstorm damages. Funds are awarded on an annual basis. FUND 154 - COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM FUND - This grant fund is a special revenue fund that was created in FY 2000 upon the acceptance of the grant agreement between the City and the U.S. Department of Housing and Urban Development (HUD). This fund will account for revenues and expenditures for housing rehabilitation, qualified public safety programs, and public services. FUND 155 - STATE HOUSING INITIATIVE FUND - This State Housing Initiative Program Fund is a special revenue fund created in FY 2000 to properly account for funds received from the State Housing Initiatives Partnership for the purpose of providing affordable housing in the City. FUND 156 - HOME FUND - This grant fund is a special revenue fund that was created in FY 2007 upon the acceptance of the grant agreement between the City and the U.S. Department of Housing and Urban Development (HUD). Home Investment Partnership Funds Consortium with Broward County aids homeowners for home rehabilitation to correct health or safety issues, address code violations, and bring homes up to the local or state building code for households within the HOME funding guidelines. FUND 158 - NEIGHBORHOOD STABILIZATION PROGRAM (NSP1) FUND – Funds received under the Housing and Economic Recovery Act of 2008 to address foreclosures and abandoned properties within the City.

FUND 160 - NEIGHBORHOOD STABILIZATION PROGRAM (NSP3) FUND – Funds received under the Wall Street Reform and Consumer Protection Act of 2010, American Recovery and Reinvestment Act of 2009, and the Housing and Economic Recovery Act of 2008 to acquire properties for rehabilitation and resale. FUND 162 – AFFORDABLE HOUSING IMPACT FEES – Used to account for the collection of impact fees used for the benefit of the provision of affordable housing. Debt Service Funds - Account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. FUND 239 - REVENUE BOND FUND - The Revenue Bond Fund is a debt service fund set up to meet bond requirements by making the interest and principal payments in accordance with the debt service schedule. Bonds included in this fund are the Sales Tax Revenue Refunding Bond, Series 2010, Capital Improvement Revenue Bond, Series 2013 and the Sales Tax Revenue Refunding Bonds, Series 2009.

86

FUND DESCRIPTIONS Capital Projects Funds- Account for financial resources to be used for the acquisition or construction of major capital facilities, vehicles, or equipment. FUND 301 - CAPITAL EQUIPMENT FUND - This fund is used for budgeting for and purchasing governmental fund capital vehicles and equipment. FUND 303 – CAPITAL MAINTENANCE FUND – This fund is used for budgeting for and purchasing governmental fund capital maintenance equipment. FUND 310 - GENERAL CAPITAL IMPROVEMENTS FUND - This fund is used for budgeting general capital improvement projects. FUND 315 – CORRIDOR IMPROVEMENT FUND – This fund is used for executing the arterial corridor study results, specifically sound walls, entryway signage, and streetscape improvements. FUND 320 - FACILITIES IMPROVEMENT PROJECT FUND - This fund is used for budgeting the Facilities Improvement Revenue Bond issued in FY 2002 for the Fire Station, Development Services Building, and other facility projects. FUND 326 - C.I.P. BOND FUND - This fund is used for budgeting the Capital Improvement Projects funded through the Capital Improvement Revenue Bonds, Series 2005.

FUND 380 – TAMARAC VILLAGE FUND – This fund is used for budgeting for various Land Acquisition projects related to the Tamarac Village Project funded through proceeds from the 2011 and 2013 Line of Credit.

PROPRIETARY FUND TYPES Proprietary Fund Types are subdivided into two sections: Enterprise Funds and Internal Service Funds. Enterprise Funds - Account for operations (a) that are financed and operated in a manner similar to private business enterprises--where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) 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. FUND 410 - STORMWATER MANAGEMENT FUND - The Stormwater Management Fund that began October 1, 1993 is an enterprise fund. Fees are charged on all residential units, commercial property, and vacant land. The fund accounts for management of stormwater run off into the ground and maintenance of canal ways.

• SUB-FUND 411 - STORMWATER MANAGEMENT CAPITAL IMPROVEMENT FUND - The Stormwater Management Capital Improvement Sub-Fund is used to fund major stormwater capital improvement construction projects.

FUND 425 - UTILITIES OPERATING FUND - The Utilities Operating Fund is an enterprise fund that accounts for water and sewer services provided to Tamarac residents. Tamarac Utilities has its own water treatment plant that produces and sells water to approximately 18,000 customers west of State Road 7. Tamarac Utilities purchases water from Fort Lauderdale, which is sold to approximately 1,000 customers east of State Road 7. Wastewater is collected and transmitted to Broward County for disposal and treatment.

• SUB-FUND 432 - UTILITIES CIAC FUND - The objective of the Utilities CIAC (Contributions in Aid of Construction) Fund is to provide funding for expansion to the utility's infrastructure made necessary by new development. Its primary source of revenue is from

87

FUND DESCRIPTIONS

impact fees charged to the developers in the Developer's Agreement according to the number of ERCs (Equivalent Residential Connection) calculated by a formula.

• SUB-FUND 441 – UTILITIES RENEWAL & REPLACEMENT FUND - The Utilities

Renewal & Replacement Sub-Fund is used to fund major utilities capital improvement projects.

FUND 450 - COLONY WEST GOLF COURSE - The Colony West Golf Course Fund is used to account for the proceeds from the lease of the Colony West Golf Course and fund capital improvements to the site. Internal Service Funds - Account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, on a cost reimbursement basis. FUND 502 – HEALTH INSURANCE FUND - The Health Insurance Fund is an internal service fund that accounts for employee’s health insurance, premiums and claims. FUND 504 - RISK MANAGEMENT FUND - The Risk Management Fund is an internal service fund that accounts for the administration of risk management and various insurance premiums. Property and liability insurance and workers’ compensation are administered through this fund.

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Total General Fund FY 2019 Proposed Budget

Fund Name FY 2016 Allocation

FY 2017 Allocation

FY 2018 Allocation

FY 2019 Allocation

Fire Rescue Fund 2,542,054$ 2,540,622$ 2,534,388$ 2,559,732$

Building Fund 595,736 688,394 690,671 697,578

Stormwater Management Fund 715,953 650,897 577,469 583,244

Utilities Fund* 2,516,852 2,494,173 2,769,787 2,797,485

Risk Management Fund 137,546 148,531 153,161 154,693

Total Charge Back for Central Services 6,508,141$ 6,522,617$ 6,725,476$ 6,792,731$ *Allocation for General Fund is already provided for in the budget for central services and is not an individual line item as in all other funds.


Total Cost Allocation Amount for Central Services $16,431,228

Reimbursement to the General Fund FY 2016 - FY 2019

City of Tamarac, Florida

GENERAL FUND COST ALLOCATIONS SUMMARY

Minus Contingency, Capital, Transfers & Other Non-Chargeback Items $50,465,093

$66,896,321

9090

Total General Fund FY 2019 Proposed Budget $66,896,321

$50,465,092

$16,431,229

Department/DivisionAmount to

be Allocated FY 2018 Allocation Charges to

General Fund Charges to

All Other FundsOrdinances and Resolutions - 114 100 14% of Total Ordinances and Resolutions 87.72% 12.2800%Amount of Allocation $535,435 $74,957Agenda Items/Scanned Items - 671 644 27% of Total Scanned Images/Agenda Items 95.98% 4.02%Amount of Allocation $719,159 $30,151Ordinances and Resolutions - 114 100 14% of Total Ordinances and Resolutions 87.72% 12.28%Amount of Allocation $531,286 $74,376# of Employees - 402.16 189.71 212.45% of Total Number of Employees 47.17% 52.83%Amount of Allocation $1,762,492 $1,973,978# of Employees - 402.16 189.71 212.45% of Total Number of Employees 47.17% 52.83%Amount of Allocation $206,313 $231,068Accounting Transactions - 28,419 17,955 10,515% of Total Accounting Transactions 55.87% 44.13%Amount of Allocation $538,261 $425,251% of Total Operating Budget - $120,992,070 $66,896,321 $54,095,749% of Total Budget 57.00% 43.00%Amount of Allocation $231,695 $174,790Total PO's - 845 514 331% of Total Requisitions 59.91% 40.09%Amount of Allocation $282,147 $181,695Customer Service Transactions - 241,819 40,223 201,596% of Total Transactions/Revenue 16.63% 83.370%Amount of Allocation $41,727 $836,525# of Employees - 402.16 189.71 212.45% of Total Number of Employees 47.17% 52.83%Amount of Allocation $693,361 $776,559Electronic Devices - 660 501 255% of Electronic Devices 66.27% 33.73%Amount of Allocation $2,073,347 $1,030,289# of Employees - 402.16 189.71 212.45% of Total Number of Employees 47.17% 52.83%Amount of Allocation $43,824 $49,079

# of Employees - 402.16 189.71 212.45% of Total Number of Employees 47.17% 52.83%Amount of Allocation $176,926 $198,153Total Hours Spent on Work Orders - 5,750 4,314.5 1,435.5% of Total Work Orders 75.00% 25.00%Amount of Allocation $1,131,481 $377,160Fleet - Average Vehicle Maintenance Per Cost Study Per Cost Study% of Total Fleet Expense 45.39% 54.61%Amount of Allocation $451,524 $543,136Annual Depreciation Per Building Per BuildingSquare Footage share of Building Depreciation Varies VariesAmount of Allocation $35,083

General Fund All Other Funds

Total Allocations $16,431,228 → $9,638,497 $6,792,731

Facility Cost Recovery $35,083

Fleet Maintenance $994,659

$92,904Public Works Admin

Public Works Operations $375,082

Facilities Maintenance $1,508,641

$878,252Customer Serv/Utility Billing

Human Resources $1,469,920

$3,103,636Information Technology

Accounting $963,415

Purchasing and Contracts

Management and Budget $406,483

$463,842

City Manager $3,736,469

Finance Administration $437,381

$610,390City Attorney

City Clerk $749,310

City Commission $605,662

Total General Fund Amount to Charge Back

CITY OF TAMARAC, FLORIDAFY 2019 Proposed Budget

General Fund Cost Allocations and Methods

Minus Contingency, Capital, Transfers, and Other Non-Chargeback Items

9191


$50,465,093

$16,431,228

Departments/Amounts to be Allocated FY 2018 Allocation General Fund Fire Rescue Fund Building Fund Stormwater Fund Utilities Fund Risk FundCity Attorney $610,390 Ordinances and Resolutions - 114 100 3 1 3 5 2

114 100% % of Total Ordinances and Resolutions 87.72% 2.63% 0.88% 2.63% 4.39% 1.75%$610,390 Amount of Allocation $535,435 $16,053 $5,371 $16,053 $26,797 $10,683

City Clerk $749,310 Agenda Items/Scanned Items - 671 644 7 2 5 9 4671 100% % of Total Scanned Images/Agenda Items 95.98% 1.04% 0.30% 0.75% 1.34% 0.60%

$749,310 Amount of Allocation $719,159 $7,817 $2,233 $5,584 $10,050 $4,467City Commission $605,662 Ordinances and Resolutions - 114 100 3 1 3 5 2

114 100% % of Total Ordinances and Resolutions 87.72% 2.63% 0.88% 2.63% 4.39% 1.75%$605,662 Amount of Allocation $531,286 $15,929 $5,330 $15,929 $26,589 $10,599

City Manager $3,736,469 # of Employees - 402.16 189.71 104 23.67 20.3 60.48 4402.16 100% % of Total Number of Employees 47.17% 25.86% 5.89% 5.05% 15.04% 0.99%

$3,736,469 Amount of Allocation $1,762,492 $966,251 $220,078 $188,692 $561,965 $36,992Finance Administration $437,381 # of Employees - 402.16 189.71 104 23.67 20.3 60.48 4

402.16 100% % of Total Number of Employees 47.17% 25.85% 5.89% 5.05% 15.05% 0.99%$437,381 Amount of Allocation $206,313 $113,062 $25,762 $22,088 $65,826 $4,330

Accounting $963,415 Accounting Transactions - 28,419 15,905 4,976 894 1,272 4,813 61028470 100% % of Total Accounting Transactions 55.87% 17.48% 3.14% 4.47% 16.91% 2.14%

$963,512 Amount of Allocation $538,261 $168,405 $30,252 $43,065 $162,913 $20,616Management & Budget $406,483 % of Total Operating Budget - $120,992,070 $66,896,321 $21,502,855 $2,731,986 $5,687,936 $21,244,843 $2,928,129

100% % of Total Budget 57.00% 17.10% 2.20% 4.50% 16.90% 2.30%$406,483 Amount of Allocation $231,695 $69,509 $8,943 $18,292 $68,696 $9,350

Purchasing & Contracts $470,977 Total PO's - 845 514 115 15 63 115 23858 98% % of Total Requisitions 59.91% 13.40% 1.75% 7.34% 13.40% 2.68%

$463,842 Amount of Allocation $282,147 $63,126 $8,234 $34,584 $63,125 $12,626Customer Serv/Utility Billing** $878,252 Customer Service Transactions - 241,819 40,223 0 0 43,344 158,215 37

241819 100% % of Total Transactions/Revenue 16.63% 0.00% 0.00% 17.92% 65.43% 0.02%$878,252 Amount of Allocation $41,727 $0 $0 $44,964 $791,512 $49

Human Resources $1,469,920 # of Employees - 402.16 189.71 104 23.67 20.3 60.48 4402.16 100% % of Total Number of Employees 47.17% 25.85% 5.89% 5.05% 15.05% 0.99%

$1,469,920 Amount of Allocation $693,361 $379,974 $86,578 $74,231 $221,223 $14,552Information Technology* $3,128,636 Electronic Devices - 660 501 103 55 0 88 9

756 100% % of Electronic Devices 66.27% 13.62% 7.28% 0.00% 11.64% 1.19%$3,103,636 Amount of Allocation $2,073,347 $426,119 $227,765 $0 $339,174 $37,231

Public Works Administration $92,904 # of Employees - 402.16 189.71 104 23.67 20.3 60.48 4402.16 100% % of Total Number of Employees 47.17% 25.85% 5.89% 5.05% 15.05% 0.99%

$92,904 Amount of Allocation $43,824 $24,015 $5,472 $4,692 $13,981 $919Public Works Operations $375,082 # of Employees - 402.16 189.71 104 23.67 20.3 60.48 4

402.16 100% % of Total Number of Employees 47.17% 25.85% 5.89% 5.05% 15.05% 0.99%$375,082 Amount of Allocation $176,926 $96,958 $22,092 $18,941 $56,450 $3,712

Facilities $1,508,641 Total Hours Spent on Work Orders - 5,750 4,314.5 952.0 52.0 6.0 424.5 1.05750 100% % of Total Work Orders 75.00% 16.60% 0.90% 0.10% 7.40% 0.00%

$1,508,641 Amount of Allocation $1,131,481 $250,434 $13,578 $1,509 $111,639 $0Fleet $994,659 Fleet - Average Vehicle Maintenance Per Cost Study Per Cost Study Per Cost Study Per Cost Study Per Cost Study Per Cost Study

100% % of Total Fleet Expense 45.39% 6.58% 5.92% 9.21% 32.89% 0%$994,659 Amount of Allocation $451,524 $65,438 $58,894 $91,613 $327,191 $0

Facility Cost Recovery Annual Depreciation $52,931 $52,931 $132,446Square Footage share of Building Depreciation 36.51% 18.67% 4.43%

$35,083 Amount of Allocation $19,326 $9,884 $5,873General Fund Fire Rescue Fund Building Fund Stormwater Fund Utilities Fund Risk Fund

Total General FundAllocations → $9,638,497 $2,559,732 $697,578 $583,244 $2,797,485 $154,693

* Information Technology contributes $25,000 towards use of the utilities building


General Fund Overhead Allocations

$16,431,228

Minus Contingency, Capital, Transfers & Other Non-Chargeback Items


9292


$50,465,093

$16,431,228

FY 2018 Allocation Fire Rescue FundOrdinances and Resolutions - 114 3% of Total Ordinances and Resolutions 2.63%Amount of Allocation $16,053Agenda Items/Scanned Items - 671 $7% of Total Scanned Images/Agenda Items 1.04%Amount of Allocation $7,817Ordinances and Resolutions - 114 3% of Total Ordinances and Resolutions 2.63%Amount of Allocation $15,929# of Employees - 402.16 104% of Total Number of Employees 25.86%Amount of Allocation $966,251# of Employees - 402.16 104% of Total Number of Employees 25.85%Amount of Allocation $113,062Accounting Transactions - 28,419 4,976% of Total Accounting Transactions 17.48%Amount of Allocation $168,405% of Total Operating Budget - $120,992,070 $21,502,855% of Total Budget 17.10%Amount of Allocation $69,509Total PO's - 845 115% of Total Requisitions 13.40%Amount of Allocation $63,126Customer Service Transactions - 241,819 0% of Total Transactions/Revenue 0.00%Amount of Allocation $0# of Employees - 402.16 104% of Total Number of Employees 25.85%Amount of Allocation $379,974Electronic Devices - 660 103% of Electronic Devices 13.62%Amount of Allocation $426,119# of Employees - 402.16 104% of Total Number of Employees 25.85%Amount of Allocation $24,015

# of Employees - 402.16 104% of Total Number of Employees 25.85%Amount of Allocation $96,958Total Hours Spent on Work Orders - 5,750 952% of Total Square Footage 16.60%Amount of Allocation $250,434Fleet - Average Vehicle Maintenance Per Cost Study% of Total Fleet Expense 6.58%Amount of Allocation $65,438

Fire Rescue Fund

Total General FundAllocations $16,431,228 → $2,559,732


Facilities $1,508,641

Fleet $994,659


$3,128,636

Public Works Administration $92,904

Information Technology*

Purchasing & Contracts

Management & Budget $406,483

$470,977


$3,736,469


Accounting $963,415

City Manager


City Clerk $749,310



General Fund Overhead Allocation to Fire Rescue Fund

Departments/Amounts to be Allocated



9393


$50,465,093

$16,431,228

FY 2018 Allocation Building FundOrdinances and Resolutions - 114 1% of Total Ordinances and Resolutions 0.88%Amount of Allocation $5,371Agenda Items/Scanned Items - 671 2% of Total Scanned Images/Agenda Items 0.30%Amount of Allocation $2,233Ordinances and Resolutions - 114 1% of Total Ordinances and Resolutions 0.88%Amount of Allocation $5,330# of Employees - 402.16 23.67% of Total Number of Employees 5.89%Amount of Allocation $220,078# of Employees - 402.16 23.67% of Total Number of Employees 5.89%Amount of Allocation $25,762Accounting Transactions - 28,419 894% of Total Accounting Transactions 3.14%Amount of Allocation $30,252% of Total Operating Budget - $120,992,070 $2,731,986% of Total Budget 2.20%Amount of Allocation $8,943Total PO's - 845 15% of Total Requisitions 1.75%Amount of Allocation $8,234Customer Service Transactions - 241,819 0% of Total Transactions/Revenue 0.00%Amount of Allocation $0# of Employees - 402.16 23.67% of Total Number of Employees 5.89%Amount of Allocation $86,578Electronic Devices - 660 55% of Electronic Devices 7.28%Amount of Allocation $227,765# of Employees - 402.16 23.67% of Total Number of Employees 5.89%Amount of Allocation $5,472

# of Employees - 402.16 23.67% of Total Number of Employees 5.89%Amount of Allocation $22,092Total Hours Spent on Work Orders - 5,750 52% of Total Square Footage 0.90%Amount of Allocation $13,578Fleet - Average Vehicle Maintenance Per Cost Study% of Total Fleet Expense 5.92%Amount of Allocation $58,894Annual Depreciation - $52931 $52,931% of Total Facility Occupied 36.51%Amount of Allocation $19,326

Building Fund

Total General FundAllocations $16,431,228 → $697,578




Fleet $994,659


$3,128,636





$470,977


$3,736,469


Accounting $963,415

City Manager


City Clerk $749,310



General Fund Overhead Allocation to Building Fund




9494


$50,465,093

$16,431,228

FY 2018 Allocation Stormwater FundOrdinances and Resolutions - 114 3% of Total Ordinances and Resolutions 2.63%Amount of Allocation $16,053Agenda Items/Scanned Items - 671 5% of Total Scanned Images/Agenda Items 0.75%Amount of Allocation $5,584Ordinances and Resolutions - 114 3% of Total Ordinances and Resolutions 2.63%Amount of Allocation $15,929# of Employees - 402.16 20% of Total Number of Employees 5.05%Amount of Allocation $188,692# of Employees - 402.16 20% of Total Number of Employees 5.05%Amount of Allocation $22,088Accounting Transactions - 28,419 1,272% of Total Accounting Transactions 4.47%Amount of Allocation $43,065% of Total Operating Budget - $120,992,070 $5,687,936% of Total Budget 4.50%Amount of Allocation $18,292Total PO's - 845 63% of Total Requisitions 7.34%Amount of Allocation $34,584Customer Service Transactions - 241,819 43,344% of Total Transactions/Revenue 17.92%Amount of Allocation $44,964# of Employees - 402.16 20% of Total Number of Employees 5.05%Amount of Allocation $74,231Electronic Devices - 660 0% of Electronic Devices 0.00%Amount of Allocation $0# of Employees - 402.16 20% of Total Number of Employees 5.05%Amount of Allocation $4,692

# of Employees - 402.16 20% of Total Number of Employees 5.05%Amount of Allocation $18,941Total Hours Spent on Work Orders - 5,750 6% of Total Square Footage 0.10%Amount of Allocation $1,509Fleet - Average Vehicle Maintenance Per Cost Study% of Total Fleet Expense 9.21%Amount of Allocation $91,613Annual Depreciation - $52,931 $52,931% of Total Facility Occupied 18.67%Amount of Allocation $9,884

Stormwater Fund





Fleet $994,659


$3,128,636





$470,977


$3,736,469


Accounting $963,415

City Manager


City Clerk $749,310





CITY OF TAMARAC, FLORIDA

General Fund Overhead Allocation to Stormwater Fund


9595


$50,465,093

$16,431,228

FY 2018 Allocation Utilities FundOrdinances and Resolutions - 114 5% of Total Ordinances and Resolutions 4.39%Amount of Allocation $26,797Agenda Items/Scanned Items - 671 9% of Total Scanned Images/Agenda Items 1.34%Amount of Allocation $10,050Ordinances and Resolutions - 114 5% of Total Ordinances and Resolutions 4.39%Amount of Allocation $26,589# of Employees - 402.16 60% of Total Number of Employees 15.04%Amount of Allocation $561,965# of Employees - 402.16 60% of Total Number of Employees 15.05%Amount of Allocation $65,826Accounting Transactions - 28,419 4,813% of Total Accounting Transactions 16.91%Amount of Allocation $162,913% of Total Operating Budget - $120,992,070 $21,244,843% of Total Budget 16.90%Amount of Allocation $68,696Total PO's - 845 115% of Total Requisitions 13.40%Amount of Allocation $63,125Customer Service Transactions - 241,819 158,215% of Total Transactions/Revenue 65.43%Amount of Allocation $791,512# of Employees - 402.16 60% of Total Number of Employees 15.05%Amount of Allocation $221,223Electronic Devices - 660 88% of Electronic Devices 11.64%Amount of Allocation $339,174# of Employees - 402.16 60% of Total Number of Employees 15.05%Amount of Allocation $13,981

# of Employees - 402.16 60% of Total Number of Employees 15.05%Amount of Allocation $56,450Total Hours Spent on Work Orders - 5,750 425% of Total Square Footage 7.40%Amount of Allocation $111,639Fleet - Average Vehicle Maintenance Per Cost Study% of Total Fleet Expense 32.89%Amount of Allocation $327,191

Utilities Fund

Total General FundAllocations $16,431,228 → $2,797,485



Fleet $994,659


$3,128,636





$470,977

$878,252Customer Serv/Utility Billing*



Accounting $963,415


City Clerk $749,310





General Fund Overhead Allocation to Utilities Fund


9696


$50,465,093

$16,431,228

FY 2018 Allocation Risk FundOrdinances and Resolutions - 114 2% of Total Ordinances and Resolutions 1.75%Amount of Allocation $10,683Agenda Items/Scanned Items - 671 4% of Total Scanned Images/Agenda Items 0.60%Amount of Allocation $4,467Ordinances and Resolutions - 114 2% of Total Ordinances and Resolutions 1.75%Amount of Allocation $10,599# of Employees - 402.16 4% of Total Number of Employees 0.99%Amount of Allocation $36,992# of Employees - 402.16 4% of Total Number of Employees 0.99%Amount of Allocation $4,330Accounting Transactions - 28,419 610% of Total Accounting Transactions 2.14%Amount of Allocation $20,616% of Total Operating Budget - $120,992,070 $2,928,129% of Total Budget 2.30%Amount of Allocation $9,350Total PO's - 845 23% of Total Requisitions 2.68%Amount of Allocation $12,626Customer Service Transactions - 241,819 3700.00%% of Total Transactions/Revenue 0.02%Amount of Allocation $49# of Employees - 402.16 4% of Total Number of Employees 0.99%Amount of Allocation $14,552Electronic Devices - 660 9% of Electronic Devices 1.19%Amount of Allocation $37,231# of Employees - 402.16 4% of Total Number of Employees 0.99%Amount of Allocation $919

# of Employees - 402.16 4% of Total Number of Employees 0.99%Amount of Allocation $3,712Total Hours Spent on Work Orders - 5,750 1% of Total Square Footage 0.00%Amount of Allocation $0Fleet - Average Vehicle Maintenance Per Cost Study% of Total Fleet Expense 0.00%Amount of Allocation $0Annual Depreciation - $52,931 $132,446% of Total Facility Occupied 4.43%Amount of Allocation $5,873

Risk Fund



Fleet $994,659

$92,904Public Works Administration





$3,128,636Information Technology*

Accounting $963,415



$470,977




City Clerk $749,310





General Fund Overhead Allocation to Risk Fund


9797

Chief Building Official

Administrative Coordinator

Permitting Mechanical Plumbing

Permit Technician (4)

Structural

Permit Services Supervisor

Chief Mechanical Inspector/Plans

Examiner

Chief Plumbing Inspector/Plans

Examiner

Chief Structural Inspector/ Plans

Examiner

Electrical

Structural Inspector/

Plans Examiner

MechanicalInspector

Will-Call Plumbing Inspector (Temp)

Will-CallElectricalInspector (Temp)

Assistant Building OfficialChief Electrical Inspector

Office Coordinator

Office Coordinator Special Magistrate (1)

Electrical Inspector

Building Department23 Full Time, 2 Temporary = 23.67 FTE (Full Time Equivalent)

Permit Support Representative (2)

Structural Inspector

(4)

Senior Permit Technician

9999

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Building Permits $ 2,948,147 $ 2,702,851 $ 2,660,000 $ (42,851) -1.59% $ 2,660,000 $ 2,660,000 Building Educ. Assessments 31,870 29,000 29,135 135 0.47% 29,135 29,135 Miscellaneous Revenue 95,476 70,000 125,000 55,000 78.57% 125,000 125,000 Interest Earnings 20,668 4,060 6,152 2,092 51.53% 6,213 6,275 Violations of Ordinances 346,230 201,000 200,000 (1,000) -0.50% 200,000 200,000 Appropriated Fund Balance - 439,340 415,624 (23,716) -5.40% 619,696 606,415 DEPARTMENT TOTALS $ 3,442,391 $ 3,446,251 $ 3,435,911 $ (10,340) -0.30% $ 3,640,044 $ 3,626,825

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 2,106,122 $ 2,395,807 $ 2,507,080 $ 111,273 4.64% $ 2,643,718 $ 2,680,838 Operating Expenditures 156,983 928,438 897,254 (31,184) -3.36% 939,749 924,220 Capital Outlay - - - - - - - Other Uses 798,920 100,977 31,577 (69,400) -68.73% 31,577 21,767 Contingencies - 21,029 - (21,029) - 25,000 - DEPARTMENT TOTALS $ 3,062,025 $ 3,446,251 $ 3,435,911 $ (10,340) -0.30% $ 3,640,044 $ 3,626,825

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Administration/Operations $ 3,062,025 $ 3,446,251 $ 3,435,911 $ (10,340) -0.30% $ 3,640,044 $ 3,626,825 DEPARTMENT TOTALS $ 3,062,025 $ 3,446,251 $ 3,435,911 $ (10,340) -0.30% $ 3,640,044 $ 3,626,825

Financial Summary ~ Program Expenditures

BuildingDepartmental Financial Summary

Financial Summary ~ Department Revenues

Financial Summary ~ Category Expenditures

100100

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Building Permits $ 2,948,147 $ 2,702,851 $ 2,660,000 $ (42,851) -1.59% $ 2,660,000 $ 2,660,000 Building Educ. Assessments 31,870 29,000 29,135 135 0.47% 29,135 29,135 Miscellaneous Revenue 95,476 70,000 125,000 55,000 78.57% 125,000 125,000 Interest Earnings 20,668 4,060 6,152 2,092 51.53% 6,213 6,275 Violations of Ordinances 346,230 201,000 200,000 (1,000) -0.50% 200,000 200,000 Appropriated Fund Balance 439,340 415,624 (23,716) -5.40% 619,696 606,415 TOTALS $ 3,442,391 $ 3,446,251 $ 3,435,911 $ (10,340) -0.30% $ 3,640,044 $ 3,626,825

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 2,106,122 $ 2,395,807 $ 2,507,080 $ 111,273 4.64% $ 2,643,718 $ 2,680,838 Operating Expenditures 156,983 928,438 897,254 (31,184) -3.36% 939,749 924,220 Capital Outlay - - - - - - - Other Uses 798,920 100,977 31,577 (69,400) -68.73% 31,577 21,767 Contingency - 21,029 - (21,029) - 25,000 - TOTALS $ 3,062,025 $ 3,446,251 $ 3,435,911 $ (10,340) -0.30% $ 3,640,044 $ 3,626,825

Full Time Part Time Temp FTE's1 11 11 11 11 11 11 11 11 11 11 10 05 52 21 14 40 2 0.6723 0 2 23.67

FY 2019 Major Variances +/(-):Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments. 111,273$

Operating Expenditures:Net decrease is a result of an expected reduction of scanning expenditures and renovation and carpet (31,184)$ replacement work to be completed in FY2018.

Other Uses:Net decrease in transfers is the result of using a longer timeframe over which to spread (69,400)$ vehicle replacement costs.

Permit Support Representative

Chief Building Official

Chief Mechanical Inspector

Total Personnel Complement

Permit Technician

Permit Services Supervisor

Structural InspectorWill Call Inspectors

Mechanical Inspector

Structural Inspector/Plans Examiner

Electrical InspectorOffice CoordinatorOffice Coordinator (Special Magistrate)

Chief Plumbing InspectorChief Structural Inspector

Senior Permit Technician

Building (3500)


Position Title

Administrative CoordinatorAsst. Building Official/Chief Electrical Insp.

Personnel Complement


101101

Director of Community Development


Business Revenue

Planning & Zoning

Housing

Code Enforcement

Associate Planner

Assistant Planner

Code Enforcement

Officer (5)

Office Coordinator

Office Specialist

Community Development20 FTE (Full Time Equivalent)

**New position

Assistant Directorof Community Development

Planner

Sr. Occupational

License Specialist

Housing & Neighborhood

Program Manager

Code Enforcement

Manager

Housing & CommDev

Coordinator II**

Housing & Neighborhood

Program Coordinator I

Sr. Code Enforcement

Officer

Housing & CommDev

Office Coordinator

102102

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Planning Fees $ 107,936 $ 55,000 $ 55,000 $ - 0.00% $ 55,000 $ 55,000 Code Enforcement 217,659 255,000 180,000 (75,000) -29.41% 180,000 180,000 Lot Clearing Charges 2,876 4,000 4,000 - 0.00% 4,000 4,000 City Licenses 775,735 753,475 757,242 3,767 0.00 761,028 764,833 Occupational License - County 62,825 63,000 63,000 - 0.00% 63,000 63,000 CDBG Grant 248,972 338,151 388,383 50,232 14.85% 388,383 388,383 SHIP Grant 196,743 269,411 83,815 (185,596) -68.89% 83,815 83,815 RCMP Grant - 194,000 138,490 (55,510) -28.61% 138,638 138,638 Home Grant 32,130 82,910 128,483 45,573 54.97% 128,483 128,483 Neighborhood Stab. Grant 3 243 150,000 150,000 - 0.00% 150,000 150,000 Afford Housing 113,800 75,000 60,000 (15,000) -20.00% 60,000 60,000 Appropriated Fund Balance - 239,100 - (239,100) -100.00% - -

DEPARTMENT TOTALS $ 1,758,919 $ 2,479,047 $ 2,008,413 $ (470,634) -18.98% $ 2,012,347 $ 2,016,152

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,846,766 $ 2,027,002 $ 2,149,511 $ 122,509 6.04% $ 2,229,140 $ 2,258,806 Operating Expenditures 337,499 950,826 839,430 (111,396) -11.72% 828,307 876,378 Other Uses 220,778 483,412 93,373 (390,039) -80.68% 92,367 92,000

DEPARTMENT TOTALS $ 2,405,043 $ 3,469,605 $ 3,082,314 $ (387,291) -11.16% $ 3,149,814 $ 3,227,184

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Planning and Zoning $ 937,677 $ 1,226,789 $ 1,198,458 $ (28,331) -2.31% $ 1,239,700 $ 1,285,297 Code Enforcement 717,508 796,817 834,799 37,982 4.77% 857,872 876,898 Business Revenue 99,271 104,042 109,886 5,844 5.62% 112,923 115,670 Economic Development 92,461 - - - - - - Housing 558,126 1,341,957 939,171 (402,786) -30.01% 939,319 949,319 DEPARTMENT TOTALS $ 2,405,043 $ 3,469,605 $ 3,082,314 $ (387,291) -11.16% $ 3,149,814 $ 3,227,184

Community DevelopmentDepartmental Financial Summary




103103

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Planning Fees $ 107,936 $ 55,000 $ 55,000 $ - 0.00% $ 55,000 $ 55,000 TOTALS $ 107,936 $ 55,000 $ 55,000 $ - 0.00% $ 55,000 $ 55,000

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 848,644 $ 1,046,768 $ 1,041,751 $ (5,017) -0.48% $ 1,085,218 $ 1,130,815 Operating Expenditures 89,033 171,656 156,707 (14,949) -8.71% 154,482 154,482 Capital Outlay - 8,365 - (8,365) -100.00% - - TOTALS $ 937,677 $ 1,226,789 $ 1,198,458 $ (28,331) -2.31% $ 1,239,700 $ 1,285,297

Full Time Part Time Temp FTE's1 1 1 1

0.14 0.14 1 1 1 1 1 1 1 1

0.60 0.601 1

7.74 0.00 0.00 7.74*Positions split funded between General Fund 001 and Housing (CDBG/SHIP/NSP/HOME)

FY 2019 Major Variances +/(-):Personal Services:Net decrease in personal services is a result of planned salary and benefit adjustments. $ (5,017)

Operating Expenditures:Net decrease in operating is primarily due to various studies completed in FY 2018. $ (14,949)


Financial Summary ~ Division Expenditures

Financial Summary ~ Division Revenues

Planner

Planning and Zoning (3010)

Position Title


Assistant Director of Community Development

Assistant PlannerAssociate Planner


Director of Community Development

Housing & Comm.Dev. Coordinator II * (New)

Housing & Comm.Dev. Office Coordinator (Reclass )Housing & Neighborhood Prog. Manager*

104104

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Code Enforcement $ 217,659 $ 255,000 $ 180,000 $ (75,000) -29.41% $ 180,000 $ 180,000 Lot Clearing Charges 2,876 4,000 4,000 - 0.00% 4,000 4,000 TOTALS $ 220,535 $ 259,000 $ 184,000 $ (75,000) -28.96% $ 184,000 $ 184,000

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 681,808 $ 733,777 $ 767,406 $ 33,629 4.58% $ 790,399 $ 809,355 Operating Expenditures 35,700 63,040 67,393 4,353 6.91% 67,473 67,543 TOTALS $ 717,508 $ 796,817 $ 834,799 $ 37,982 4.77% $ 857,872 $ 876,898

Full Time Part Time Temp FTE's1 1 1 1 5 5 1 1 1 1 9 0 0 9

*Position split funded with Police Services Fund 003 (16%), considered as rolled into Fund 001 for headcount purposes.

FY 2019 Major Variances+/(-):Personal Services:Net increase in personal services is a result of planned salary, benefit adjustments and promotions. 33,629$

Operating Expenditures:Net increase in operating reflects additional expenditures for data service for iPads. 4,353$

Code Enforcement OfficerOffice Coordinator*Office SpecialistTotal Personnel Complement

Senior Code Enforcement Officer

Code Enforcement (3020)



Position TitleCode Enforcement Manager


105105

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

City Licenses $ 775,735 $ 753,475 $ 757,242 $ 3,767 0.50% $ 761,028 $ 764,833 Occupational License - County 62,825 63,000 63,000 - 0.00% 63,000 63,000 TOTALS $ 838,560 $ 816,475 $ 820,242 $ 3,767 0.46% $ 824,028 $ 827,833

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 94,677 $ 98,342 $ 103,836 $ 5,494 5.59% $ 107,023 $ 109,470 Operating Expenditures 4,594 5,700 6,050 350 6.14% 5,900 6,200 TOTALS $ 99,271 $ 104,042 $ 109,886 $ 5,844 5.62% $ 112,923 $ 115,670

Full Time Part Time Temp FTE's1 1 1 0 0 1

FY 2019 Major Variances +/(-):Personal Services:Net increase in personal services is a result of planned salary, and benefit adjustments. $ 5,494

Operating Expenditures:Net increase in operating reflects expense for printing licenses, renewal notices. $ 350


Business Revenue (3030)



Personnel ComplementPosition TitleSenior Occupational License Specialist

106106

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

RCMP Grant $ - $ 194,000 $ 138,490 $ (55,510) -28.61% $ 138,638 $ 138,638 CDBG Grant 248,972 338,151 388,383 50,232 14.85% 388,383 388,383 SHIP Grant 196,743 269,411 83,815 (185,596) -68.89% 83,815 83,815 Home Grant 32,130 82,910 128,483 45,573 54.97% 128,483 128,483 Neighborhood Stab. Grant 3 243 150,000 150,000 - 0.00% 150,000 150,000 Afford Housing 113,800 75,000 60,000 (15,000) -20.00% 60,000 60,000 Appropriated Fund Balance - 239,100 - (239,100) -100.00% - - TOTALS $ 591,888 $ 1,348,572 $ 949,171 $ (399,401) -29.62% $ 949,319 $ 949,319

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 164,355 $ 148,115 $ 236,518 $ 88,403 59.69% $ 246,500 $ 209,166 Operating Expenditures 172,993 710,430 609,280 (101,150) -14.24% 600,452 648,153 Capital Outlay - - - - - - - Reserves - - - - - - - Other Uses 220,778 483,412 93,373 (390,039) -80.68% 92,367 92,000 TOTALS $ 558,126 $ 1,341,957 $ 939,171 $ (402,786) -30.01% $ 939,319 $ 949,319

Full Time Part Time Temp FTE's0.40 0.400.86 0.861.00 1.00

2.26 2.26*Position split funded between General Fund 001 and Housing (CDBG/SHIP/NSP/HOME)**Housing & Neighborhood Program Coordinator 100% grant funded

FY 2019 Major Variances +/(-):Personal Services:Net increase in personal services is a result of planned salary, benefit adjustments, and the recapture $ 88,403 of a portion of CDBG funds previously used for the Information & Referral Specialist position in Parks & Rec.

Operating Expenditures:Net decrease is a result of changes to the CDBG and SHIP funds available. $ (101,150)

Other Uses:Net decrease is a result of changes to the SHIP and Affordable Housing funds available. $ (390,039)



Housing & Neighborhood Prog. Coordinator**Housing & Community Development Coordinator II (New )*

Housing - CDBG/SHIP/NSP/HOME (3001/3003)



Position TitleHousing & Neighborhood Prog. Manager*

107107

Director of Financial Services

Assistant Director of Financial Services/

Controller


Budget Manager

Purchasing & Contracts Manager

Grants

Administrator

Senior Mgmt & Budget Analyst

Senior

Procurement Specialist

Buyer

Purchasing Coordinator

Senior Accountant

Customer

Service Supervisor

Senior Accountant

Payroll Coordinator

Accounting Clerk (2)

Accountant I

Senior Customer

Service Rep

Customer Service Rep II

(4)

Customer

Service Rep I (4)

Financial Services27 FTE (Full Time Equivalent)

Accountant II

108108

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Lien Searches $ 244,985 $ 220,000 $ 220,000 $ - - $ 220,000 $ 220,000 TOTALS $ 244,985 $ 220,000 $ 220,000 $ - - $ 220,000 $ 220,000

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 2,263,428 $ 2,685,668 $ 2,672,523 $ (13,145) -0.49% $ 2,774,794 $ 2,878,458 Operating Expenditures 462,898 495,837 481,485 (14,352) -2.89% 493,825 481,840 Capital Outlay - 2,000 2,500 500 25.00% 5,000 - DEPARTMENT TOTALS $ 2,726,326 $ 3,183,505 $ 3,156,508 $ (26,997) -0.85% $ 3,273,619 $ 3,360,298

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Administration $ 337,593 $ 375,208 $ 437,381 $ 62,173 16.57% $ 463,988 $ 469,875 Accounting and Financial Reporting 873,694 1,068,140 963,415 (104,725) -9.80% 996,978 1,027,286 Management and Budget 339,247 383,885 406,483 22,598 5.89% 425,662 443,327 Purchasing and Contracts 404,548 464,807 470,977 6,170 1.33% 488,436 506,706 Utility Billing/Customer Service 771,244 891,465 878,252 (13,213) -1.48% 898,555 913,104 DEPARTMENT TOTALS $ 2,726,326 $ 3,183,505 $ 3,156,508 $ (26,997) -0.85% $ 3,273,619 $ 3,360,298



Financial ServicesDepartmental Financial Summary


109109

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 319,465 $ 356,433 $ 416,416 $ 59,983 16.83% $ 433,213 $ 450,710 Operating Expenditures 18,128 18,775 18,465 (310) -1.65% 30,775 19,165 Capital Outlay - - 2,500 2,500 N/A - - TOTALS $ 337,593 $ 375,208 $ 437,381 $ 62,173 16.57% $ 463,988 $ 469,875


2 0 0 2

FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments. 59,983$

Administration (1501)





Position TitleDirector of Financial Services

110110

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 727,710 $ 895,570 $ 791,635 $ (103,935) -11.61% $ 823,998 $ 857,006 Operating Expenditures 145,984 170,570 171,780 1,210 0.71% 167,980 170,280 Capital Outlay - 2,000 - (2,000) -100.00% 5,000 - TOTALS $ 873,694 $ 1,068,140 $ 963,415 $ (104,725) -9.80% $ 996,978 $ 1,027,286

Full Time Part Time Temp FTE'sAssistant Director of Financial Svcs./Controller 1 1

1 1 1 1 2 2 2 2 1 1 8 0 0 8

*Position split funded with Police Services Fund 003, considered as rolled into Fund 001 for headcount purposes.

FY 2019 Major Variances +/(-) :Personal Services: Net decrease in personal services is a result of planned salary and benefit adjustments to reflect actual expenditures. $ (103,935)

Accounting and Financial Reporting (1510)



Payroll Coordinator

Position Title


Accountant I*Accountant II

Accounting ClerkSenior Accountant

111111

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 332,893 $ 369,515 $ 393,348 $ 23,833 6.45% $ 411,882 $ 431,187 Operating Expenditures 6,354 14,370 13,135 (1,235) -8.59% 13,780 12,140 TOTALS $ 339,247 $ 383,885 $ 406,483 $ 22,598 5.89% $ 425,662 $ 443,327

Full Time Part Time Temp FTE's1 11 1

Senior Management and Budget Analyst (new) 1 1

3 0 0 3

FY 2019 Major Variances +/(-) :Personal Services: Net increase in personal services is a result of planned salary and benefit adjustments and the addition of a 23,833$ Senior Management and Budget Analyst replacing a Management and Budget Analyst I.


Position TitleBudget Manager

Management and Budget (1530)



Grants Administrator

112112

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 389,587 $ 422,617 $ 441,522 $ 18,905 4.47% $ 458,546 $ 476,351 Operating Expenditures 14,961 42,190 29,455 (12,735) -30.18% 29,890 30,355 TOTALS $ 404,548 $ 464,807 $ 470,977 $ 6,170 1.33% $ 488,436 $ 506,706

Full Time Part Time Temp FTE's1 1 1 1 1 1 1 1 4 0 0 4

FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of both planned salary and benefit adjustments. $ 18,905

Operating Expenditures:Net decrease in operating costs is due to additional software for enterprise sourcing for city wide $ (12,735)solicitation management purchased in FY 2018.

Senior Procurement SpecialistBuyerProcurement CoordinatorTotal Personnel Complement

Purchasing and Contracts (1540)


Personnel ComplementPosition TitlePurchasing and Contracts Manager

113113

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Lien Searches $ 244,985 $ 220,000 $ 220,000 $ - - $ 220,000 $ 220,000 TOTALS $ 244,985 $ 220,000 $ 220,000 $ - - $ 220,000 $ 220,000

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 493,773 $ 641,533 $ 629,602 $ (11,931) -1.86% $ 647,155 $ 663,204 Operating Expenditures 277,471 249,932 248,650 (1,282) -0.51% 251,400 249,900 TOTALS $ 771,244 $ 891,465 $ 878,252 $ (13,213) -1.48% $ 898,555 $ 913,104

Full Time Part Time Temp FTE's1 1 1 1 4 4 4 4

10 0 0 10

FY 2019 Major Variances +/(-) :Personal Services:Net decrease in personal services is a result of planned salary, benefit adjustments, and reflects recent $ (11,931)turnover in two positions.

Operating Expenditures: $ (1,282)

Position Title

Utility Billing/Customer Service (1560)




Net decrease is due to minor adjustments to reflect actual expenditures.

Customer Service Supervisor

Customer Service Representative IICustomer Service Representative ITotal Personnel Complement

Senior Customer Service Representative

114114

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed Dollar Change Percent

ChangeFY 2020 Forecast

FY 2021 Forecast

Golf Course Oper Rev $ 2,248,966 $ 2,168,982 $ 1,995,000 $ (173,982) -8.02% $ 1,995,000 $ 1,995,000 Golf Course Equipment 263,460 141,420 255,405 113,985 80.60% 255,405 255,405 Misc Revenues 904,260 - - - N/A - - Appropriation from net assets - 365,003 - (365,003) -100.00% - - Transfer from GF 164,917 800,000 164,917 (635,083) -79.39% 164,917 164,917 TOTALS $ 3,581,603 $ 3,475,405 $ 2,415,322 $ (1,060,083) -30.50% $ 2,415,322 $ 2,415,322

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed Dollar Change Percent

ChangeFY 2020 Forecast

FY 2021 Forecast

Operating Expenditures 2,727,923 2,356,900 1,995,000 $ (361,900) -15.35% 1,995,000 1,995,000 Capital Outlay (31,250) 925,000 - (925,000) -100.00% - - Other Uses - - - - - - - Contingency - 193,505 420,322 226,817 117.22% 420,322 420,322 TOTALS $ 2,696,673 $ 3,475,405 $ 2,415,322 $ (1,060,083) -30.50% $ 2,415,322 $ 2,415,322

Colony West Fund 450



115115

Fire Rescue Department110 FTE (Full Time Equivalent )

Fire Chief


Battalion Chief

Shift A

BattalionChief

Shift B

BattalionChief

Shift C

Firefighters (20)

Driver Engineer

(3)

Driver Engineer

(3)

Firefighters (20)

Driver Engineer (3)

Firefighters (20)

Office Specialist

Fire Division Chief Training

Lieutenant (6)

Lieutenant (4) Lieutenant (4)

Assistant Fire ChiefPrevention/Administration

Assistant Fire Chief

Captain(2)

Captain(3)

Captain(3)

Community Education

Preparedness Specialist

Fire Inspectors (3)

LogisticsOfficer/Lieutenant

Office Specialist

Training Captain

Assistant Fire Marshal

Fire Division Chief EMS

Procurement & Budget

Tech

116116

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Permits, Fees & Spec Assessments $ 13,256,212 $ 13,077,475 $ 13,077,475 $ - 0.00% $ 13,142,862 $ 13,208,577 State Grants 34,730 - - - - - - Firefighter's Supp Comp 57,433 55,550 56,106 556 1.00% 56,387 56,668 Emergency Service Fees 1,906,966 2,020,000 2,040,000 20,000 0.99% 2,050,200 2,060,451 Annual Inspection Fees 208,551 510,000 541,667 31,667 6.21% 583,333 589,166 Fire Re-Inspection Fees 1,450 3,153 3,185 32 1.01% 3,200 3,216 Residential Fire Safety 2,150 2,323 2,346 23 0.99% 2,370 2,393 Plan Review Fees 62,586 50,500 51,005 505 1.00% 51,260 51,516 Educational Assessments 2,841 - - - - - - Miscellaneous Revenues 57,684 1,061 1,061 - 0.00% 1,072 1,082 Interest Earnings 62,901 30,450 46,360 15,910 52.25% 47,055 47,762 Interim Fire Assessmnt/Impct Fees 15,905 30,000 30,000 - 0.00% 30,300 30,603 Transfer from General Fund 6,278,313 6,624,908 6,737,531 112,623 1.70% 6,939,657 7,147,847 Appropriated Fund Balance - 739,252 1,542,226 802,974 108.62% 1,222,818 290,908 DEPARTMENT TOTALS $ 21,947,721 $ 23,144,673 $ 24,128,964 $ 984,291 4.25% $ 24,130,514 $ 23,490,189

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 16,237,859 $ 17,223,926 $ 17,748,737 $ 524,811 3.05% $ 18,306,373 $ 17,906,595 Operating Expenditures 1,309,934 4,005,398 4,033,976 28,578 0.71% 4,084,036 4,112,039 Capital Outlay 451,311 179,856 168,500 (11,356) -6.31% 56,000 74,000 Other Uses 6,158,496 1,392,495 1,575,179 182,684 13.12% 1,239,235 1,069,549 Debt Service 405,982 342,440 232,570 (109,870) -32.08% 174,870 58,006 Contingency - - 350,000 350,000 N/A 250,000 250,000 Reserves - 557 20,000 19,443 100.00% 20,000 20,000 DEPARTMENT TOTALS $ 24,563,582 $ 23,144,672 $ 24,128,962 $ 984,290 4.25% $ 24,130,514 $ 23,490,189

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Administration $ 6,706,060 $ 4,765,760 $ 5,643,376 $ 877,616 18.42% $ 5,242,313 $ 5,149,303 Operations 16,789,525 17,269,515 17,282,313 12,798 0.07% 17,715,604 17,138,986 Fire Prevention 1,067,996 1,109,397 1,203,273 93,876 8.46% 1,172,597 1,201,900 DEPARTMENT TOTALS $ 24,563,582 $ 23,144,672 $ 24,128,962 $ 984,290 4.25% $ 24,130,514 $ 23,490,189

Fire RescueDepartmental Financial Summary




117117

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Permits, Fees & Spec Assessments $ 13,256,212 $ 13,077,475 $ 13,077,475 - 0.00% $ 13,142,862 $ 13,208,577 Miscellaneous Revenues 57,684 1,061 1,061 - - 1,072 1,082 Interest Earnings 62,901 30,450 46,360 15,910 52.25% 47,055 47,762 Interim Fire Assessmnt/Impct Fees 15,905 30,000 30,000 - 100.00% 30,300 30,603 Transfer from General Fund 6,278,313 6,624,908 6,737,531 112,623 1.70% 6,939,657 7,147,847 Installment Purchase Proceeds - - - - - - - Appropriated Fund Balance - 739,252 1,542,226 802,974 108.62% 1,222,818 290,908 TOTALS $ 19,671,015 $ 20,503,146 $ 21,434,653 $ 931,507 4.54% $ 21,383,764 $ 20,726,779

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 531,937 $ 542,053 $ 797,430 $ 255,377 47.11% $ 829,542 $ 858,470 Operating Expenditures 265,627 2,821,655 2,900,767 79,112 2.80% 2,903,536 2,951,284 Other Uses 5,908,496 1,392,495 1,575,179 182,684 13.12% 1,239,235 1,069,549 Capital Outlay - 9,000 - (9,000) -100.00% - - Contingency - - 350,000 350,000 n/a 250,000 250,000 Reserves - 557 20,000 19,443 3491% 20,000 20,000 TOTALS $ 6,706,060 $ 4,765,760 $ 5,643,376 $ 877,616 18.42% $ 5,242,313 $ 5,149,303

Full Time Part Time Temp FTE's1 1 1 1 1 1 1 1 1 1 5 0 0 5

* Position was previously in Fire Rescue.

FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments and the transfer of a 255,377$ Fire Division Chief position from the Fire Rescue Division.

Operating Expenses: Net increase is a result of an assessment study and the replacement of flooring. 79,112$

Other Uses:Net increase is a result of planned funding of vehicle replacements. 182,684$

Position Title

Fire Rescue Administration (4501)




Fire Chief

Administrative CoordinatorProcurement & Budget TechnicianOffice SpecialistTotal Personnel Complement

Fire Division Chief (New ) *

118118

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Federal Grants $ - $ - $ - $ - - $ - $ - State Grants 34,730 - - - - - - Firefighter's Supp Comp 57,433 55,550 56,106 556 1.00% 56,387 56,668 Emergency Service Fees 1,906,966 2,020,000 2,040,000 20,000 0.99% 2,050,200 2,060,451 Contributions & Donations - - - - - - - TOTALS $ 1,999,129 $ 2,075,550 $ 2,096,106 $ 20,556 0.99% $ 2,106,587 $ 2,117,119

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 14,770,760 $ 15,715,789 $ 15,929,543 $ 213,754 1.36% $ 16,420,202 $ 15,963,617 Operating Expenditures 955,963 1,090,778 1,035,200 (55,578) -5.10% 1,082,532 1,061,363 Capital Outlay 406,820 120,508 85,000 (35,508) -29.47% 38,000 56,000 Debt Service 405,982 342,440 232,570 (109,870) -32.08% 174,870 58,006 Other Uses 250,000 - - - N/A - - TOTALS $ 16,789,525 $ 17,269,515 $ 17,282,313 $ 12,798 0.07% $ 17,715,604 $ 17,138,986

Full Time Part Time Temp FTE'sAssistant Fire Chief 1 1

1 1 1 1 1 1 3 3 8 8

14 14 9 9

60 60 98 0 0 98

Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments and the addition $ 213,754 of six firefighter/paramedic positions.

Operating Expenditures:Net decrease is primarily due to a reduction in the temporary quarters lease expense for FS 36. $ (55,578)

Capital Outlay:Net decrease is due to fewer planned purchases of capital equipment. $ (35,508)

FY 2019 Major Variances +/(-) :

Captain

Fire Operations (4520)

Driver EngineerFirefighter/EMT/ParamedicTotal Personnel Complement



Lieutenant

Position TitlePersonnel Complement

Fire Division Chief

Battalion Chief

Training CaptainLogistics Officer/Lieutenant

119119

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Annual Inspection Fees $ 208,551 $ 510,000 $ 541,667 $ 31,667 6.21% $ 583,333 $ 589,166 Fire Re-Inspection Fees 1,450 3,153 3,185 32 1.01% 3,200 3,216 Residential Fire Safety 2,150 2,323 2,346 23 0.99% 2,370 2,393 Plan Review Fees 62,586 50,500 51,005 505 1.00% 51,260 51,516 Educ. Assessments 2,841 - - - - - -

TOTALS $ 277,577 $ 565,976 $ 598,203 $ 32,227 5.69% $ 640,163 $ 646,291

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 935,161 $ 966,084 $ 1,021,764 $ 55,680 5.76% $ 1,056,629 $ 1,084,508 Operating Expenditures 88,344 92,965 98,009 5,044 5.43% 97,968 99,392 Capital Outlay 44,491 50,348 83,500 33,152 65.85% 18,000 18,000

TOTALS $ 1,067,996 $ 1,109,397 $ 1,203,273 $ 93,876 8.46% $ 1,172,597 $ 1,201,900

Full Time Part Time Temp FTE's1 1 1 1 1 1 1 1 3 3

7 0 0 7

Personal Services: $ 55,680

Capital Outlay: $ 33,152


Fire Prevention, Public Education and Emergency Management (4530)

Assistant Fire Chief

Office SpecialistComm Ed/Preparedness Specialist

Position Title

Net increase is due to the purchase of computer equipment for the EOC.

Net increase in personal services is a result of planned salary and benefit adjustments.



Fire InspectorTotal Personnel Complement

Assistant Fire Marshall


120120

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Operating Expenditures $ 589,002 $ 601,658 $ 610,390 $ 8,732 1.45% $ 630,990 $ 650,400

DEPARTMENT TOTALS $ 589,002 $ 601,658 $ 610,390 $ 8,732 1.45% $ 630,990 $ 650,400

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

City Attorney's Office $ 589,002 $ 601,658 $ 610,390 $ 8,732 1.45% $ 630,990 $ 650,400

DEPARTMENT TOTALS $ 589,002 $ 601,658 $ 610,390 $ 8,732 1.45% $ 630,990 $ 650,400

City Attorney (1000)

To provide effective and timely legal representation and advice to the City Commission and City Staff.

The City Attorney represents the City in legal controversies from the point of claim to resolution. The City Attorney iscommitted to implementing the City Commission's policy of minimizing exposures and potential liabilities. The CityAttorney addresses legal issues at inception to avoid crisis response; coordinates with departments to enable them toidentify and distinguish between legal and non-legal issues; prepares all necessary legal documents; drafts or reviews allcontracts and agreements for services, programs, and projects, performs legal research and prepares opinions asrequired; works in conjunction with Risk Management to evaluate risks to identify potential exposures and developalternatives for Commission consideration; represents the City in civil actions and proceedings; files causes of action atthe instruction of the City Commission and represents the City as plaintiff or defendant when its interest so requires;serves as municipal prosecutor for violations of City ordinances; drafts and files municipal information in County Courtand represents the City throughout prosecution.



The City Attorney's Office will prepare all legal documents for litigation within the time frame designated by the Court. The City Attorney's Office will file answers to all complaints within twenty days of receipt.

Mission:

Program Description:

Goals & Objectives:

121121

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 436,745 $ 481,335 $ 500,033 $ 18,698 3.88% $ 508,799 $ 520,033 Operating Expenditures 115,040 110,319 105,629 (4,690) -4.25% 106,409 106,409 Grants and Aids 91,828 101,059 101,613 554 0.55% 101,613 101,613 TOTALS $ 643,613 $ 692,713 $ 707,275 $ 14,562 2.10% $ 716,821 $ 728,055

Full Time Part Time Temp FTE's1 0.51 0.53 1.5

1 11 5 0 3.5

FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments. $ 18,698

Operating Expenditures:Net decrease is a result of a reduction in the promotional event expenditures. $ (4,690)

City Commission (0100)


Personnel ComplementPosition Title

Program Description:

Goals & Objectives:

The City of Tamarac is governed by a Commission/Manager form of government, which combines the political leadershipof elected officials with the managerial experience of the appointed administrator. The City Commission consists of fivemembers: the Mayor, Chief elected official-at-large, and four commission members elected from each of the four districtsin the City. The legislative powers of the City are vested in and exercised by the City Commission, consistent with theUnited States Constitution, the Florida Constitution, Laws of the State of Florida, the City Charter, and City Ordinances.The City Commission is vested with policy-setting authority, adopting the annual budget, formulating goals andobjectives, and making decisions that affect the quality of life in the community.

In support of Goal #4, Clear Communication, City Commission Staff facilitate communication between CommissionMembers, their constituents, and the general public.

Vice MayorCommissionerAdministrative CoordinatorTotal Personnel Complement

Mayor

122122

Building

City Manager11 FTE (Full Time Equivalent)

City Manager

Executive Assistant

AssistantCity Manager (2)

Economic Development

Manager

Financial Services

Parks and Recreation

Public Services

Information Technology

Community Development

Police Services (BSO)

Human Resources

City Clerk

Fire Rescue

Public Information &

Media Specialist


Administrative Coordinator*

*This position provides administrative support for the Mayor and City Commission.

Public Information Coordinator

Marketing Specialist

Assistant to the City Manager

Management Analyst

123123

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,379,403 $ 1,927,112 $ 1,965,119 $ 38,007 1.97% $ 2,041,305 $ 2,116,702 Operating Expenditures 250,306 354,508 418,254 63,746 17.98% 416,204 417,004 Capital Outlay 395 3,000 3,000 - 0.00% 3,000 3,000

DEPARTMENT TOTALS 1,630,104$ 2,284,620$ 2,386,373$ 101,753$ 4.45% $ 2,460,509 $ 2,536,706

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

City Manager's Office $ 1,170,456 $ 1,460,793 $ 1,498,724 $ 37,931 2.60% $ 1,552,094 $ 1,605,853 Economic Development 34,023 192,845 236,298 43,453 22.53% 243,168 248,262 Public Information Office 425,625 630,982 651,351 20,369 3.23% 665,247 682,591

DEPARTMENT TOTALS 1,630,104$ 2,284,620$ 2,386,373$ 101,753$ 4.45% 2,460,509$ 2,536,706$

City ManagerDepartmental Financial Summary



124124

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,136,513 $ 1,416,621 $ 1,450,202 $ 33,581 2.37% $ 1,503,572 $ 1,557,131 Operating Expenditures 33,943 44,172 48,522 4,350 9.85% 48,522 48,722 TOTALS $ 1,170,456 $ 1,460,793 $ 1,498,724 $ 37,931 2.60% $ 1,552,094 $ 1,605,853

Full Time Part Time Temp FTE's1 12 21 11 11 11 17 0 0 7.00

* Reclassification of Management Intern

FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments, together with the 33,581$ reclassification of the Management Intern position.

Operating Expenditures:Net increase is a result of additional travel expense and increased training. 4,350$


Assistant City Manager

Executive AssistantAdministrative Coordinator

Management AnalystAssistant to the City Manager * (Reclass )

Position TitleCity Manager

City Manager (0501)



125125

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 11,886 $ 147,983 $ 155,436 $ 7,453 5.04% $ 162,306 $ 167,400 Operating Expenditures 22,137 44,862 80,862 36,000 80.25% 80,862 80,862

TOTALS $ 34,023 $ 192,845 $ 236,298 $ 43,453 22.53% $ 243,168 $ 248,262

Full Time Part Time Temp FTE's1 11 0 0 1

FY 2019 Major Variances +/(-):Personal Services:

$ 7,453

Operating Expenditures:Net increase in operating is due to future economic development initiatives and 36,000$ additional advertising support.

Economic Development (0525)

Position TitleEconomic Development Manager





126126

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 231,004 $ 362,508 $ 359,481 $ (3,027) -0.84% $ 375,427 $ 392,171 Operating Expenditures 194,226 265,474 288,870 23,396 8.81% 286,820 287,420 Capital Outlay 395 3,000 3,000 - 0.00% 3,000 3,000

TOTALS $ 425,625 $ 630,982 $ 651,351 $ 20,369 3.23% $ 665,247 $ 682,591


3 0 0 3

FY 2019 Major Variances +/(-) :Personal Services:

(3,027)$

Operating Expenditures:Net increase is a result of adding a share of the Code Red cost and increased advertising expenditures. 23,396

Net decrease in personal services is a result of planned salary and benefit adjustments.

Public Information Coordinator



Marketing Specialist

Public Information (0530)


Position TitlePublic Information & Media Specialist

127127

CityClerk

Customer Service & Records/Office

Support

Elections and Agenda/Minutes

Office Coordinator

Records Coordinator

Records Clerk

City Clerk 5.5 FTE (Full Time Equivalent)

— – — Indicates Staff Support* New for FY 2019

AssistantCity Clerk

Records Management

OfficeAssistant

(P/T)*

128128

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 407,555 $ 446,619 $ 482,945 $ 36,326 8.13% $ 499,178 $ 515,982 Operating Expenditures 126,182 185,669 259,975 74,306 40.02% 183,077 181,625 Capital Outlay - - 6,390 6,390 N/A - - DEPARTMENT TOTALS $ 533,737 $ 632,288 $ 749,310 $ 117,022 18.51% $ 682,255 $ 697,607

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

City Clerk $ 533,737 $ 632,288 $ 749,310 $ 117,022 18.51% $ 682,255 $ 697,607 DEPARTMENT TOTALS $ 533,737 $ 632,288 $ 749,310 $ 117,022 18.51% $ 682,255 $ 697,607


City ClerkDepartmental Financial Summary


129129

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 407,555 $ 446,619 $ 482,945 $ 36,326 8.13% $ 499,178 $ 515,982 Operating Expenditures 126,182 185,669 259,975 74,306 40.02% 183,077 181,625 Capital Outlay - - 6,390 6,390 N/A - - TOTALS 533,737$ 632,288$ 749,310$ 117,022$ 18.51% $ 682,255 $ 697,607

Full Time Part Time Temp FTE's1 11 11 11 11 10 1 0.505 1 0 5.50


36,326$

Operating Expenditures:Net increase in operating is due to an increase in contractual services to terminate record storage contract 74,306$ with Iron Mountain.

Capital Outlay:Increase due to the purchase of two scanners to replace current obsolete equipment. 6,390$

Net increase in personal services is a result of planned salary and benefit adjustments and the




Records ClerkOffice Assistant

City Clerk (1300)

City ClerkAssistant City ClerkOffice CoordinatorRecords Coordinator

Position Title

130130

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Fines & Forfeits - County $ 144,591 $ 50,000 $ 260,000 $ 210,000 420.00% $ 260,000 $ 260,000 Parking Violations 120,336 260,000 50,500 (209,500) -80.58% 51,005 51,515 Red Light Violations 1,029,895 849,975 849,975 - 0.00% 850,554 850,554 Red Light Admin fees - 25,000 25,000 - 0.00% 25,000 25,000 Red Light - Fines & Forfeits 245,014 26,000 26,694 694 2.67% 26,497 26,898 DEPARTMENT TOTALS $ 1,539,836 $ 1,210,975 $ 1,212,169 $ 1,194 0.10% $ 1,213,056 $ 1,213,967

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 628,913 $ 611,957 $ 631,976 $ 20,019 8.08% $ 632,629 $ 633,317 Operating Exp - Police/BSO 14,400,972 15,513,114 16,294,401 781,287 5.04% 16,338,021 16,314,401 Operating Exp - Red Light Came 872,295 880,018 879,693 (325) -0.04% 879,422 879,135 Contingency - - - - - - DEPARTMENT TOTALS 15,902,180$ 17,005,089$ 17,806,070$ 800,981$ 4.71% $ 17,850,072 $ 17,826,853

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Police Services $ 15,011,033 $ 16,104,114 $ 16,904,401 $ 800,287 4.97% $ 16,948,021 $ 16,924,401 Red Light Cameras 891,147 900,975 901,669 694 0% 902,051 902,452 DEPARTMENT TOTALS 15,902,180$ 17,005,089$ 17,806,070$ 800,981$ 4.71% 17,850,072$ 17,826,853$


Police Services Departmental Financial Summary



131131

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Fines & Forfeits - County $ 144,591 $ 50,000 $ 260,000 $ 210,000 420.00% $ 260,000 $ 260,000 Parking Violations 120,336 260,000 50,500 (209,500) -80.58% 51,005 51,515 TOTALS $ 264,927 $ 310,000 $ 310,500 $ 500 0.16% $ 311,005 $ 311,515

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 610,061 $ 591,000 $ 610,000 $ 19,000 3.21% $ 610,000 $ 610,000 Operating Expenditures $ 14,400,972 $ 15,513,114 $ 16,294,401 $ 781,287 5.04% $ 16,338,021 $ 16,314,401 TOTALS $ 15,011,033 $ 16,104,114 $ 16,904,401 $ 800,287 4.97% $ 16,948,021 $ 16,924,401

Full Time Part Time Temp FTE's1 12 28 868 682 214 141 12 21 1

99 0 0 99

Operating Expenditures:Net increase in budget request from the Broward Sheriff's office for services in FY 2019. $ 800,287

SergeantDeputy Sheriff


Police Services (4120)





School Resource OfficerCommunity Service AideCrime AnalystClerical AssistantAdministrative

Position TitleDistrict ChiefExecutive Officer/Lieutenant

132132

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Red light violations $ 2,134,900 $ 1,790,614 $ 1,790,614 $ - - $ 1,791,193 $ 1,791,193 Red light violations (contra) (1,105,005) (940,639) (940,639) - - (940,639) (940,639)Fines & Forfeits 245,014 26,000 26,694 694 2.67% 26,497 26,898 Miscellaneous Revenues 12,351 - - - - - Red light Admin fees - 25,000 25,000 - - 25,000 25,000

TOTALS $ 1,287,260 $ 900,975 $ 901,669 $ 694 0.08% $ 902,051 $ 902,452

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 18,852 $ 20,957 $ 21,976 $ 1,019 4.86% $ 22,629 $ 23,317 Operating Expenditures 872,295 880,018 879,693 (325) -0.04% 879,422 879,135 Contingency - - - - - - TOTALS $ 891,147 $ 900,975 $ 901,669 $ 694 0.08% $ 902,051 $ 902,452


0.16 0.16 0.07 0.07

2.23 0 0 2.23* Position split funded with General Fund 001


$ 1,019 Net increase in personal services is a result of planned salary and benefit adjustments.


Position TitleMotorcycle DeputyCommunity Service AideOffice Coordinator*Accountant I*

Police Services/Red Light Camera (4121)




133133

Human Resources Department13 FTE (Full Time Equivalent)

Director of Human Resources

Classification and Pay

Training

Training Specialist

Labor Relations

Risk Management


Risk & Safety Manager

Benefits

Benefits Manager

Assistant Director

Recruitment & Selection

Sr. HR Analyst

HR Analyst

HR Support Specialist II

HR Technician

HR Support Specialist I

Safety Specialist

Risk & Safety Technician

134134

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Insurance Service Fees $ 1,272,942 $ 1,642,496 $ 1,653,205 $ 10,709 0.65% $ 1,678,515 $ 1,627,265 Worker's Comp Fees 315,653 324,297 324,297 - 0.00% 334,026 344,047 Worker's Comp Claims - Refunds 15,149 - - - - - - Interest Earnings 35,694 35,100 52,650 17,550 0.50 53,177 53,710 Miscellaneous Revenues - - - - - - - Property Settlements - 15,000 15,000 - - 15,000 15,000 Appropriated Net Assets - 946,877 1,037,670 90,793 9.59% 1,047,511 1,125,632 DEPARTMENT TOTALS $ 1,639,438 $ 2,963,770 $ 3,082,822 $ 119,052 4.02% $ 3,128,229 $ 3,165,654

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,559,353 $ 1,633,180 $ 1,753,828 $ 120,648 7.39% $ 1,828,769 $ 1,906,824 Operating Expenditures 7,373,769 8,806,925 9,158,833 351,908 4.00% 9,385,700 9,601,761 Capital Outlay 12,324 - - - - - - Contingency - 445,604 730,898 285,294 64.02% 721,342 725,092 DEPARTMENT TOTALS $ 8,945,446 $ 10,885,709 $ 11,643,559 $ 757,850 6.96% $ 11,935,811 $ 12,233,677

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Operations $ 1,219,719 $ 1,222,207 $ 1,276,863 $ 54,656 4.47% $ 1,317,645 $ 1,366,045 Training and Development 157,783 182,057 193,057 11,000 6.04% 199,120 205,485 Health Insurance 5,926,146 6,517,675 7,090,817 573,142 8.79% 7,290,817 7,496,493 Risk Management 1,641,798 2,963,770 3,082,822 119,052 4.02% 3,128,229 3,165,654 DEPARTMENT TOTALS $ 8,945,446 $ 10,885,709 $ 11,643,559 $ 757,850 6.96% $ 11,935,811 $ 12,233,677



Human ResourcesDepartmental Financial Summary


135135

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,162,805 $ 1,142,201 $ 1,208,170 $ 65,969 5.78% $ 1,259,775 $ 1,313,330 Operating Expenditures 202,373 262,063 261,750 (313) -0.12% 256,990 258,200 Capital Outlay 12,324 - - - 0% - - TOTALS $ 1,377,502 $ 1,404,264 $ 1,469,920 $ 65,656 4.68% $ 1,516,765 $ 1,571,530


0.75 0.75 0.75 0.75

1 1 1 1 1 1

0.75 0.75 1 1

0.75 0.75 9.00 0 0 9

*Positions split funded between General Fund 001 & Risk Fund 504


65,969$ Net increase in personal services is a result of planned salary and benefit adjustments.


Assistant DirectorHuman Resources Analyst*

Training SpecialistBenefits Manager

Senior Human Resources Analyst*

Human Resources Operations (1710/1720)

Human Resource Support Specialist II*Human Resource Support Specialist IHuman Resource Technician*Total Personnel Complement



Position TitleDirector of Human Resources

136136

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Health Insurance $ 5,530,813 $ 6,331,919 $ 6,898,187 $ 566,268 8.94% $ 7,093,710 $ 7,294,775 Life Insurance 54,126 40,200 40,200 - - 40,200 40,200 Dental 167,296 145,556 149,230 3,674 2.52% 153,707 158,318 Claims-Refunds 295,752 - - - - - Interest Income 6,239 - 3,200 3,200 - 3,200 3,200 TOTALS $ 6,054,226 $ 6,517,675 $ 7,090,817 $ 573,142 8.79% $ 7,290,817 $ 7,496,493

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Operating Expenditures $ 5,926,146 $ 6,306,295 $ 6,614,825 $ 308,530 4.89% $ 6,814,825 $ 7,021,401 Contingency - 211,380 475,992 264,612 125.18% 475,992 475,092 TOTALS $ 5,926,146 $ 6,517,675 $ 7,090,817 $ 573,142 8.79% $ 7,290,817 $ 7,496,493

FY 2019 Major Variances +/-:Operating Expenditures:

308,530$

Health Insurance - Fund 502



Net increase in operating is due to increase in health insurance premiums, anticipated stop loss insurance increases.

137137

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Insurance Service Fees $ 1,272,942 $ 1,642,496 $ 1,653,205 $ 10,709 0.65% $ 1,678,515 $ 1,627,265 Claims - Refunds 15,149 - - - - - - Worker's Comp Fees 315,653 324,297 324,297 - 0.00% 334,026 344,047 Interest Earnings 35,694 35,100 52,650 17,550 50.00% 53,177 53,710 Property Settlements 15,000 15,000 - 0.00% 15,000 15,000 Appropriated Net Assets 946,877 1,037,670 90,793 9.59% 1,047,511 1,125,632 TOTALS $ 1,639,438 $ 2,963,770 $ 3,082,822 $ 119,052 4.02% $ 3,128,229 $ 3,165,654

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 396,548 $ 490,979 $ 545,658 $ 54,679 11.14% $ 568,994 $ 593,494 Operating Expenditures 1,245,250 2,238,567 2,282,258 43,691 1.95% 2,313,885 2,322,160 Contingency - $ 234,224 254,906 20,682 8.83% 245,350 250,000 TOTALS $ 1,641,798 $ 2,963,770 $ 3,082,822 $ 119,052 4.02% $ 3,128,229 $ 3,165,654

Full Time Part Time Temp FTE's1 11 1.00

0.25 0.250.25 0.250.25 0.251.25 1.254.00 0 0 4.00

* Positions split funded between General Fund 001 & Risk Fund 504

FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of planned salary and benefits adjustments and the addition of a $ 54,679 Risk & Safety Technician position.

Operating Expenditures:Net increase in operating is due an increase in interfund service charges, and various changes in accounts to $ 43,691 reflect actual expenditures.


Risk Management (8401)




Human Resource Technician*

Position TitleRisk and Safety ManagerSafety Specialist

Senior Human Resource Analyst*Human Resource Support Specialist II*

Human Resource Analyst*

138138

Information Technology Department10 FTE (Full Time Equivalent)

Enterprise Application Services

User Support Services

Enterprise Application

Specialists (2)

Network Administrators

(2)

Assistant Director of Information Technology

Network Infrastructure Services

Director of Information Technology

Technical Support Reps

(2)


Geographic Information

Services

GIS Specialist*

* New for FY 2019

139139

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Telecommunications Tower $ 708,002 $ 575,000 $ 751,000 $ 176,000 30.61% $ 785,000 $ 820,000 SW Ranches ILA 32,579 35,000 32,500 (2,500) -7.14% 32,500 32,500 BSO ILA - - - - 0.00% - - Host Service - Lobbyist 2,400 3,750 2,400 (1,350) -36.00% 2,400 2,400 DEPARTMENT TOTALS $ 742,981 $ 613,750 $ 785,900 $ 172,150 28.05% $ 819,900 $ 854,900

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,045,714 $ 1,106,573 $ 1,363,754 $ 257,181 23.24% $ 1,413,765 $ 1,475,968 Operating Expenditures 833,816 1,096,081 1,089,882 (6,199) -0.57% 1,339,822 1,163,199 Capital Outlay 77,386 92,210 - (92,210) -100.00% - -

DEPARTMENT TOTALS $ 1,956,916 $ 2,294,864 $ 2,453,636 $ 158,772 6.92% $ 2,753,587 $ 2,639,167

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

IT Operations $ 1,956,916 $ 2,294,864 $ 2,453,636 $ 158,772 6.92% $ 2,753,587 $ 2,639,167 DEPARTMENT TOTALS $ 1,956,916 $ 2,294,864 $ 2,453,636 $ 158,772 6.92% $ 2,753,587 $ 2,639,167


Information TechnologyDepartmental Financial Summary



140140

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Telecommunications Tower $ 708,002 $ 575,000 $ 751,000 $ 176,000 30.61% $ 785,000 $ 820,000 SW Ranches ILA 32,579 35,000 32,500 (2,500) -7.14% 32,500 32,500 BSO ILA - - - - - - Host Service - Lobbyist 2,400 3,750 2,400 (1,350) -36.00% 2,400 2,400 TOTALS $ 742,981 $ 613,750 $ 785,900 $ 172,150 28.05% $ 819,900 $ 854,900

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,045,714 $ 1,106,573 $ 1,363,754 $ 257,181 23.24% $ 1,413,765 $ 1,475,968 Operating Expenditures 833,816 1,096,081 1,089,882 (6,199) -0.57% 1,339,822 1,163,199 Capital Outlay/Other 77,386 92,210 - (92,210) -100.00% - TOTALS $ 1,956,916 $ 2,294,864 $ 2,453,636 $ 158,772 6.92% $ 2,753,587 $ 2,639,167


FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments, and the addition of a new 257,181$ GIS (geographic information service) Specialist position.

Operating Expenditures:Net decrease in operating expenditures and capital outlay is primarily due to a decrease in website and (6,199)$ internet contractual services costs.

Capital Outlay:(92,210)$ Net decrease reflects the reassignment of the cost of capital items to the appropriate department.

Network Administrator IITechnical Support Representative II

Administrative CoordinatorTotal Personnel Complement

GIS Specialist * (New )

Assistant Director of Information Technology



Enterprise Application Specialist IINetwork Administrator I

Information Technology (8100)


Position TitleDirector of Information Technology

141141

Parks and Recreation Department30 FT, 18 PT, 48 Temp = 55 FTE (Full Time Equivalent)

Director of Parks and Recreation


Special Events Community Services

Special Events Coordinator

Community Services Manager

Office Specialist

Recreation Superintendent

Recreation

Assistant Director

Community Center

Parks & Rec Site Supervisor

Recreation Programmer II

(3)

Tamarac Park

Leisure Activities

Summer Camp

Recreation Assistant

(PT)

Recreation Programmer I

Customer Service Center

Social Services/ Transportation

Transportation Dispatch Clerk

Lead Bus Driver/Scheduler


Social Services Supervisor

Drivers (4 FT, 3 PT)

Customer Service Rep/Cashier II


Athletic Leagues

Volunteers

Sr. Customer Service Rep/

Cashier


(2 PT)


Aquatic Center

Recreation Assistant (2 PT) Customer

Service Rep/Cashier

( 2 FT, 5 PT)

Information & Referral Specialist

Rec Leaders (24 Temp)

Jr. Counselors(10 Temp)

Recreation Programmer

I


(3 PT)

Rec. Asst.

Recreation Programmer

II

Site Supervisor (9 Temp)

Recreation Leader II

(3 PT Temp) Special Needs Cooordinator

Recreation Programmer I

142142

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Culture/Recreation Fees $ 857,504 $ 894,404 $ 866,333 $ (28,071) -3.14% $ 875,664 $ 881,196 Rents 116,466 121,301 131,401 10,100 8.33% 132,716 134,043 Mass Transit/Broward 94,708 95,015 95,015 - 0.00% 95,015 95,015 Transportation 26,695 10,605 10,100 (505) -4.76% 10,201 10,303 DEPARTMENT TOTALS $ 1,095,373 $ 1,121,325 $ 1,102,849 $ (18,476) -1.65% $ 1,113,596 $ 1,120,557

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 3,044,288 $ 3,389,256 $ 3,659,433 $ 270,177 7.97% $ 3,818,125 $ 3,910,384 Operating Expenditures 1,564,653 1,991,090 1,925,921 (65,169) -3.27% 1,916,941 1,961,114 Capital Outlay 166,216 268,500 180,927 (87,573) -32.62% 98,680 93,700 DEPARTMENT TOTALS $ 4,775,157 $ 5,648,846 $ 5,766,281 $ 117,435 2.08% $ 5,833,746 $ 5,965,198

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Recreation $ 3,398,756 $ 3,788,110 $ 3,901,511 $ 113,401 2.99% $ 3,982,645 $ 4,100,677 Aquatics 683,388 998,583 921,841 (76,742) -7.69% 875,673 874,804 Social Services 209,273 257,787 314,452 56,665 21.98% 324,200 334,253 Transportation 483,740 604,366 628,477 24,111 3.99% 651,228 655,464 DEPARTMENT TOTALS $ 4,775,157 $ 5,648,846 $ 5,766,281 $ 117,435 2.08% $ 5,833,746 $ 5,965,198




Parks and RecreationDepartmental Financial Summary

143143

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Culture/Recreation Fees $ 772,454 $ 794,249 $ 765,828 $ (28,421) -3.58% $ 774,153 $ 778,671 Rents 112,041 116,150 126,250 10,100 8.70% 127,513 128,788 TOTALS $ 884,495 $ 910,399 $ 892,078 $ (18,321) -2.01% $ 901,666 $ 907,459

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 2,316,704 $ 2,471,985 $ 2,675,004 $ 203,019 8.21% $ 2,797,714 $ 2,865,270 Operating Expenditures 920,636 1,142,325 1,135,980 (6,345) -0.56% 1,125,051 1,165,207 Capital Outlay 161,416 173,800 90,527 (83,273) -47.91% 59,880 70,200 TOTALS $ 3,398,756 $ 3,788,110 $ 3,901,511 $ 113,401 2.99% $ 3,982,645 $ 4,100,677

Full Time Part Time Temp FTE's1 11 11 13 31 13 34 41 1

6 3.001 11 11 12 2

5 2.502 1.00

3 1.009 3.00

13 4.3311 3.6710 3.331 0.331 0.33

20 13 48 42.50* 2 Customer Service Rep./Cashier (P/T) positions were made Full Time positions

FY 2019 Major Variances +/(-) :Personal Services:Net increase in personal services is a result of planned salary and benefit adjustments. Additionally, two part-time $ 203,019 Customer Service Reps/Cashier positions will be converted to full-time positions.

Capital Outlay:Net decrease reflects a decrease in the cost and/or amount of capital items to be replaced or purchased in the $ (83,273)current year versus the previous year. Refer to the list of capital items in the Asset Management Program.


Recreation (7010)

Recreation Leader II SeasonalSummer Camp Site SupervisorSummer Camp Recreation Leader I

Summer Camp Junior Counselor

Assistant Director of Parks & RecreationRecreation SuperintendentParks & Rec Site SupervisorSpecial Events CoordinatorRecreation Programmer I

Summer Camp Recreation Leader II

Recreation Assistant (P/T)


Seasonal Employees:

Customer Service Rep./Cashier II

Customer Service Rep./Cashier (P/T)Customer Service Representative (P/T)

Summer Camp Recreation AssistantSummer Camp Special Needs Coordinat

Community Services ManagerSenior Customer Service Rep/Cashier

Customer Service Rep./Cashier I (New )



Recreation Programmer IIAdministrative Coordinator

Position TitleDirector of Parks & Recreation

144144

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Aquatic Admission Fees $ 41,950 $ 50,500 $ 50,500 $ - 0% $ 51,005 $ 51,515 Aquatic Program Fees 22,407 32,500 32,500 - 0% 32,825 33,153 Aquatic Concession Sales 2,108 1,500 1,850 350 23% 1,869 1,887 Rentals/Aquatic Facility 4,425 5,151 5,151 - 0% 5,203 5,255 Aquatic Swim T License Fee 18,585 15,655 15,655 - 0% 15,812 15,970 TOTALS $ 89,475 $ 105,306 $ 105,656 $ 350 0.33% $ 106,714 $ 107,780

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 112,520 $ 140,219 $ 147,832 $ 7,613 5.43% $ 153,379 $ 159,052 Operating Expenditures 568,840 763,664 688,109 (75,555) -9.89% 689,494 692,252 Capital Outlay 2,028 94,700 85,900 (8,800) -9.29% 32,800 23,500 TOTALS $ 683,388 $ 998,583 $ 921,841 $ (76,742) -7.69% $ 875,673 $ 874,804

Full Time Part Time Temp FTE's1 1

2 1.00 1 2 2.00


7,613$

Operating Expenditures: Net decrease in operating is due to a reduction to reflect actual expenditures for the Aquatic Center (75,555)$ Operational fee.

Capital Outlay:Net decrease reflects the capital items to be replaced in the current year versus the previous year. (8,800)$ Refer to the list of capital items in the Asset Management Program.


Parks & Rec. Site SupervisorRecreation Assistant P/TTotal Personnel Complement

Aquatics (7030)



Personnel ComplementPosition Title

145145

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast


Full Time Part Time Temp FTE's1 11 1

Information & Referral Specialist (Funding Change)* 1 13 0 0 3.00

* Position now funded 100% from General Fund; no longer partially funded by CDBG grant.


47,355$

Operating Expenditures:9,310$

funding of a previously split position.

Net increase in operating expenditures is primarily due to increased counseling services.

Net increase in personal services is a result of planned salary and benefit adjustments and the


Social Services (7040)

Position TitleSocial Services SupervisorOffice Specialist



146146

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Mass Transit/Broward $ 94,708 $ 95,015 $ 95,015 $ - - $ 95,015 $ 95,015 Transportation 26,695 10,605 10,100 (505) -4.76% 10,201 10,303 TOTALS $ 121,403 $ 105,620 $ 105,115 $ (505) -0.48% $ 105,216 $ 105,318

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 418,679 $ 535,075 $ 547,265 $ 12,190 2.28% $ 567,262 $ 576,249 Operating Expenditures 62,289 69,291 76,712 7,421 10.71% 77,966 79,215 Capital Outlay 2,772 - 4,500 4,500 N/A 6,000 - TOTALS $ 483,740 $ 604,366 $ 628,477 $ 24,111 3.99% $ 651,228 $ 655,464

Full Time Part Time Temp FTE's1 11 14 3 5.506 3 0 7.50


$ 12,190

Operating Expenditures: Net increase is a result of increased cost of tires and automotive supplies. $ 7,421





Bus Driver


Transportation (7050)

Position TitleLead Bus Driver/SchedulerTransportation Dispatch Clerk

147147

Public Services134 Full Time, 4 Part Time = 136 FTE (Full Time Equivalent)

Public Services Director

Assistant Director/

Capital Projects Manager

Utilities Engineer

Budget & Contracts Manager

Project Engineer

City Engineer

Systems Coordinator

Office Specialist PT

Project Manager (2)

Superintendent

Superintendent

Fleet Superintendent

Stormwater Supervisor

Engineer

Engineering Review Tech/

Inspector

Engineering Const./

Inspector (2)

Senior Engineering

Tech

Engineering Tech.(2)

Crew Leader (2)

Equipment Operator II

(3)

Aquatic Spray Tech

(4)

Service Worker II

Equipment Operator I

Service Worker I (4)

HVAC Tech

Electrician

Carpenter

Building Maint. Tech

(4)

Grounds Maint. Supv

Crew Leader (2)

Groundskeeper II (6)

Groundskeeper I (10)

Groundskeeper PT (3)

Crew Leader

Service Worker I (3)

Building Maint. Tech

Water Dist Construction

Superintendent

Lead Operator (2)

Water Plant Operators

(7)

Water Plant Superintendent

Wastewater Collections

Maintenance Superintendent

Maintenance Supervisor

Senior Tradesperson/

Electrician

Instrumentation & Control Tech

Electrician

Mechanic III

Wastewater Service Worker

I

Wastewater Service

Worker III (2)

Wastewater Service

Worker II (3)

Wastewater Service

Worker I

Backflow Technician

Water Distribution Supervisor

Water System Operator III

Water System Operator II

Water System Operator I (3)

Utilities Service Worker III

Equipment Operator II

Utility Service Worker II

Utility Service Worker I (2)

Utility Service Worker III

Equipment Operator II (2)

Utility Service Worker II

Utility Service Worker I

Groundskeeper II

Groundskeeper I (3)

Temp (3)

Field Tech.

Senior Chemist

SCADA System Specialist

Util. Material Resource Coord.

Wastewater Supervisor

Senior Mechanic

Mechanic III (3)

Mechanic II (2)

Irrigation. Tech


Eng Service Coordinator

Fleet Office Coordinator

Office Specialist

Office Coordinator

Water Accountability

Supervisor

Field Tech.

Operations Manager

Facilities Supervisor

Streets Supervisor

Mechanic II (2)

Mechanic I

148148

FY 2017 FY 2018 FY 2019 Dollar Percent FY 2020 FY 2021Actual Amended Proposed Change Change Forecast Forecast

General FundEngineering Fees $ 528,702 $ 50,000 $ 50,000 $ - 0.00% $ 50,000 $ 50,000 Stormwater Fund N/AStormwater Fees 5,539,718 5,712,117 5,833,480 121,363 2.12% 6,059,985 6,120,585 Tax Collector 1,719 - - - N/A - - Interest Earnings 86,964 39,500 59,250 19,750 50.00% 59,843 60,440 Transfer In 332,481 482,451 352,729 (129,722) -26.89% 363,312 374,224 Utilities Fund - N/AWater 9,695,935 9,635,990 9,876,590 240,600 2.50% 10,123,204 10,375,985 Wastewater 15,962,776 15,894,435 16,291,121 396,686 2.50% 16,697,724 17,114,492 Late Charges 258,705 250,000 250,000 - 0.00% 250,000 250,000 Misc. Service Charges 367,073 330,000 330,000 - 0.00% 330,000 330,000 Spec Assess/Impact Fees - - - - N/A - - Interest Earnings 182,002 70,000 105,525 35,525 50.75% 106,580 107,645 Miscellaneous Revenue 756,487 179,600 179,600 - 0.00% 181,350 181,350 Appropriated Net Assets - - 616,192 616,192 N/A - - DEPARTMENT TOTALS $ 33,712,562 $ 32,644,093 $ 33,944,487 $ 1,300,394 3.98% $ 34,221,998 $ 34,964,721


Personal Services $ 11,277,727 $ 12,092,691 $ 12,559,779 $ 467,088 3.86% $ 12,932,642 $ 13,167,770 Operating Expenditures 21,950,386 20,633,439 20,535,024 (98,415) -0.48% 20,635,369 20,765,238 Capital Outlay 59,306 1,411,118 1,527,700 116,582 8.26% 1,000,000 422,850 Debt Services 1,258,524 1,772,160 1,774,550 2,390 0.13% 1,770,440 1,774,770 Contingency - 1,436,419 809,260 (627,159) -43.66% 1,962,644 2,653,105 Other Uses 16,681,316 3,765,719 5,019,852 1,254,133 33.30% 4,233,594 4,619,153 Reserves - 65,912 250,000 184,088 279.29% 250,000 250,000 DEPARTMENT TOTALS $ 51,227,259 $ 41,177,458 $ 42,476,165 $ 1,298,707 3.15% $ 42,784,689 $ 43,652,886


Public Works - General Fund $ 7,709,739 $ 8,583,366 $ 8,581,680 $ (1,686) -0.02% $ 8,612,691 $ 8,738,165 Stormwater 5,532,194 6,234,068 6,245,459 11,391 0.18% 6,483,140 6,555,249 Utilities 37,985,327 26,360,025 27,649,028 1,289,003 4.89% 27,688,858 28,359,472 DEPARTMENT TOTALS $ 51,227,260 $ 41,177,459 $ 42,476,167 $ 1,298,708 3.15% $ 42,784,689 $ 43,652,886

Public ServicesDepartmental Financial Summary




149149

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Engineering Fees $ 528,702 $ 50,000 $ 50,000 $ - - $ 50,000 $ 50,000 DEPARTMENT TOTALS $ 528,702 $ 50,000 $ 50,000 $ - - $ 50,000 $ 50,000

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 4,217,758 $ 4,451,773 $ 4,593,731 $ 141,958 3.19% $ 4,747,500 $ 4,869,884 Operating Expenditures 3,465,837 3,929,574 3,843,147 (86,427) -2.20% 3,838,391 3,840,231 Capital Outlay 26,143 202,018 144,800 (57,218) -28.32% 26,800 28,050 DEPARTMENT TOTALS $ 7,709,738 $ 8,583,365 $ 8,581,678 $ (1,687) -0.02% $ 8,612,691 $ 8,738,165

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Administration $ 175,597 $ 176,928 $ 185,807 $ 8,879 5.02% $ 218,476 $ 197,046 Engineering 356,972 339,315 347,992 8,677 2.56% 358,859 370,896 Operations 604,311 724,611 750,163 25,552 3.53% 781,975 815,428 Streets 1,386,257 1,452,918 1,856,974 404,056 27.81% 1,828,329 1,839,010 Facility Management 1,438,101 1,566,967 1,508,641 (58,326) -3.72% 1,504,148 1,533,810 Fleet Management 893,504 1,064,468 994,659 (69,809) -6.56% 973,453 994,802 Grounds Maintenance 2,854,996 3,258,158 2,937,442 (320,716) -9.84% 2,947,451 2,987,173 DEPARTMENT TOTALS $ 7,709,739 $ 8,583,366 $ 8,581,680 $ (1,686) -0.02% $ 8,612,691 $ 8,738,165




Public ServicesDepartmental Financial Summary

150150

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 162,253 $ 161,225 $ 169,107 $ 7,882 4.89% $ 175,436 $ 181,746 Operating Expenditures 13,344 15,703 16,700 997 6.35% 43,040 15,300 TOTALS $ 175,597 $ 176,928 $ 185,807 $ 8,879 5.02% $ 218,476 $ 197,046

Full Time Part Time Temp FTE's0.27 0.27

1 0.50 0.50 0.50 0.27 0.27 1.04 1 0 1.54

*Position split funded between General Fund 001, Stormwater Fund 410 and Utilities Fund 425**Position split funded between General Fund 001 and Stormwater Fund 410

Personal Services:7,882$ Net increase in personal services is a result of planned salary and benefits adjustments.

Office Specialist P/TSystems Coordinator**


Public Services/Administration (5001)


Personnel ComplementPosition TitleDirector of Public Services*

Administrative Coordinator*


151151

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Engineering Fees $ 528,702 $ 50,000 $ 50,000 $ - - $ 50,000 $ 50,000 TOTALS $ 528,702 $ 50,000 $ 50,000 $ - $ - $ 50,000 $ 50,000

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 304,651 $ 311,664 $ 323,635 $ 11,971 3.84% $ 334,452 $ 345,189 Operating Expenditures 52,321 27,651 24,357 (3,294) -11.91% 24,407 24,457 Capital Outlay - - - - - - 1,250 TOTALS $ 356,972 $ 339,315 $ 347,992 $ 8,677 2.56% $ 358,859 $ 370,896


0.30 0.30 0.50 0.50 2.80 0 0 2.80

*Position split funded between General Fund 001, Stormwater Fund 410 and Utilities Fund 425**Position split funded between General Fund 001 and Stormwater Fund 410


Operating Expenditures: $ (3,294)Net decrease in operating expenditures is a result of a reduction in engineering services.

Net increase in personal services is a result of planned salary and benefits adjustments.


Public Services/Engineering (5002)



Office Coordinator**Total Personnel Complement

Position TitleProject EngineerEngineer Review Technician/InspectorEngineer Cons Insp/Plans Examiner*


152152

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast


Full Time Part Time Temp FTE's0.41 0.410.30 0.301.40 1.400.27 0.27

2 2.004.38 0 0 4.38

*1 Position split funded between General Fund 001 and Stormwater Fund 410. **Position split funded between General Fund 001, Stormwater Fund 410, and Utilities Fund 425.


Operating Expenditures: Net increase is a result of expected increase in Household Hazardous Waste event participation. $ 3,943



Budget and Contracts Manager**Project Manager

Public Services/Operations (5005)



Operations Manager**

Public Works Superintendent*

Position Title

Asst Director of PS/Cap Proj Mgr**


153153

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 378,110 $ 402,768 $ 486,170 $ 83,402 17.15% $ 498,786 $ 509,317 Operating Expenditures 1,008,147 1,036,150 1,311,304 275,154 20.98% 1,302,743 1,302,893 Capital Outlay - 14,000 59,500 45,500 76.47% 26,800 26,800 TOTALS $ 1,386,257 $ 1,452,918 $ 1,856,974 $ 404,056 27.81% $ 1,828,329 $ 1,839,010



promotions.

Operating Expenditures: Net increase is a result of transferring in the pressure cleaning program expenses from Grounds Maintenance. $ 275,154

Capital Outlay: Net increase is a result of replacing additional damaged light poles and generators. $ 45,500 Refer to the list of capital items under the Asset Management Program.

Public Services/Streets (5020)


Personnel ComplementPosition TitleStreets Supervisor

Net increase in personal services is a result of planned salary and benefits adjustments and

Groundskeeper I

Service Worker/Crewleader (Reclass )Service Worker I



154154

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 692,765 $ 692,462 $ 716,999 $ 24,537 3.54% $ 743,198 $ 752,171 Operating Expenditures 740,862 871,487 791,642 (79,845) -9.16% 760,950 781,639 Capital Outlay 4,474 3,018 - (3,018) -100.00% - - TOTALS $ 1,438,101 $ 1,566,967 $ 1,508,641 $ (58,326) -3.72% $ 1,504,148 $ 1,533,810



$ 24,537

Operating Expenditures: Net decrease is a result of reduction in planned maintenance projects and transferring burglar alarm $ (79,845)maintenance to Information Technology.

Public Services/Facility Management (5040)



Senior TradespersonElectrician

Building Maintenance TechnicianTotal Personnel Complement


Position TitleFacility Management Supervisor

Carpenter

155155

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 714,790 $ 754,588 $ 715,959 $ (38,629) -5.12% $ 737,376 $ 756,592 Operating Expenditures 178,714 226,880 234,000 7,120 3.14% 236,077 238,210 Capital Outlay - 83,000 44,700 (38,300) -46.14% - - TOTALS $ 893,504 $ 1,064,468 $ 994,659 $ (69,809) -6.56% $ 973,453 $ 994,802


FY 2019 Major Variances +/(-) :Personal Services:Net decrease in personal services is a result of planned salary and benefits adjustments. $ (38,629)

Operating Expenditures: $ 7,120

Capital Outlay: Net decrease reflects a lower cost of items to be purchased in the current year versus the prior year. $ (38,300)Refer to the list of capital items under the Asset Management Program.

Public Services/Fleet Management (5080)



Position TitleFleet Superintendent

Net increase is a result of increased costs of tires, equipment and other materials.

Senior Fleet MechanicFleet Mechanic IIIFleet Mechanic IIFleet Office CoordinatorTotal Personnel Complement

156156

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,435,205 $ 1,498,998 $ 1,530,184 $ 31,186 2.08% $ 1,578,593 $ 1,615,827 Operating Expenditures 1,398,122 1,657,160 1,366,658 (290,502) -17.53% 1,368,858 1,371,346 Capital Outlay 21,669 102,000 40,600 (61,400) -60.20% - - TOTALS $ 2,854,996 $ 3,258,158 $ 2,937,442 $ (320,716) -9.84% $ 2,947,451 $ 2,987,173

Full Time Part Time Temp FTE's1 11 12 27 711 3 12.5022 3 0 23.50


31,186$

Operating Expenditures: Net decrease is a result of moving pressure cleaning expenses to the Streets division (5020). (290,502)$

Capital Outlay: Net decrease reflects fewer capital items that need to be replaced or purchased in the current year. (61,400)$ Refer to the list of capital items under New Programs and the Asset Management Program.


Position TitleLandscape Supervisor

Public Services/Grounds Maintenance (5090)



Building Maintenance TechnicianGroundskeeper Crew LeaderGroundskeeper IIGroundskeeper ITotal Personnel Complement

157157

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Stormwater Fees $ 5,539,718 $ 5,712,117 $ 5,833,480 $ 121,363 2.12% $ 6,059,985 $ 6,120,585 Tax Collector 1,719 - - - N/A - - Interest Income 86,964 39,500 59,250 19,750 50.00% 59,843 60,440 Transfers In 332,481 482,451 352,729 (129,722) -26.89% 363,312 374,224 TOTALS $ 5,960,882 $ 6,234,068 $ 6,245,459 $ 11,391 0.18% $ 6,483,140 $ 6,555,249

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,792,423 $ 1,797,229 $ 1,884,445 $ 87,216 4.85% $ 1,942,037 $ 1,994,560 Operating Expenditures 2,812,197 2,402,857 2,271,006 (131,851) -5.49% 2,304,282 2,343,874 Capital Outlay (17,174) 422,000 398,600 (23,400) -5.55% 116,800 - Debt Service 144,748 399,800 402,500 2,700 0.68% 399,630 401,350 Contingency - - 738,908 738,908 N/A 1,170,391 1,265,465 Other Uses 800,000 1,158,192 400,000 (758,192) -65.46% 400,000 400,000 Reserves - 53,990 150,000 96,010 177.83% 150,000 150,000 TOTALS $ 5,532,194 $ 6,234,068 $ 6,245,459 $ 11,391 0.18% $ 6,483,140 $ 6,555,249

Full Time Part Time Temp FTE's0.19 0.190.50 0.500.18 0.18

Public Works Superintendent /Stormwater and Facilities** 0.60 0.600.19 0.190.50 0.500.50 0.500.19 0.19

1 1.000.70 0.700.40 0.400.35 0.35

Engineering Tech 1 1.004 4.001 1.003 3.002 2.004 4.001 1.00

21.30 0 0 21.30*Position split funded between General Fund 001, Stormwater Fund 410 and Utilities Fund 425**Position split funded between General Fund 001 and Stormwater Fund 410***Position split funded between Stormwater Fund 410 and Utilities Fund 425


87,216$

Operating Expenditures:(131,851)$

canal maintenance labor.

Capital Outlay:(23,400)$

current year versus the previous year. Refer to the list of capital items under the Asset Management Program.

City Engineer***

Aquatic Spray TechnicianEquipment Operator IEquipment Operator IIService Worker Crew Leader

Net decrease reflects an adjustment to estimated capital items to be replaced or purchased in the

Service Worker IService Worker IITotal Personnel Complement

Net decrease is a result of reductions to the Stormwater Canal Inspection program and seasonal

Public Services/Stormwater Engineering and Operations (5050)



Engineer Cons Insp/Plans Examiner*


Budget and Contracts Manager*Systems Coordinator**Office Coordinator**

Stormwater Supervisor


Engineer***

Administrative Coordinator ***

Position TitlePublic Services Director*Assistant Director of PS/Cap Proj Mgr*Operations Manager**

158158


Water $ 9,695,935 $ 9,635,990 $ 9,876,590 $ 240,600 2.50% $ 10,123,204 $ 10,375,985 Wastewater 15,962,776 15,894,435 16,291,121 396,686 2.50% 16,697,724 17,114,492 Late Charges 258,705 250,000 250,000 - 0.00% 250,000 250,000 Misc. Service Charges 367,073 330,000 330,000 - 0.00% 330,000 330,000 Interest Earnings 182,002 70,000 105,525 35,525 50.75% 106,580 107,645 Spec Assess/Impact Fees - - - - N/A - - Miscellaneous Revenues 756,487 179,600 179,600 - 0.00% 181,350 181,350 Appropriated Net Assets - - 616,192 616,192 N/A - - DEPARTMENT TOTALS $ 27,222,978 $ 26,360,025 $ 27,649,028 $ 1,289,003 4.89% $ 27,688,858 $ 28,359,472


Personal Services $ 5,267,546 $ 5,843,689 $ 6,081,603 $ 237,914 4.07% $ 6,243,105 $ 6,303,326 Operating Expenditures 15,672,352 14,301,008 14,420,871 119,863 0.84% 14,492,696 14,581,133 Capital Outlay/CIP 50,337 787,100 984,300 197,200 25.05% 856,400 394,800 Other Uses 15,881,316 2,607,527 4,619,852 2,012,325 77.17% 3,833,594 4,219,153 Contingency - 1,436,419 70,352 (1,366,067) -95.10% 792,253 1,387,640 Debt Service 1,113,776 1,372,360 1,372,050 (310) -0.02% 1,370,810 1,373,420 Reserves - 11,922 100,000 88,078 738.79% 100,000 100,000 DEPARTMENT TOTALS $ 37,985,327 $ 26,360,025 $ 27,649,028 $ 1,289,003 4.89% $ 27,688,858 $ 28,359,472


Administration $ 26,061,514 $ 11,034,610 $ 11,945,714 $ 911,104 8.26% $ 11,976,584 $ 13,040,554 Engineering 530,897 1,330,579 1,176,393 (154,186) -11.59% 1,318,028 825,897 Water Treatment 2,344,351 2,982,432 2,981,481 (951) -0.03% 3,007,956 3,059,404 Water Distribution 2,095,407 2,619,865 2,868,292 248,427 9.48% 2,720,256 2,739,489 Wastewater Collection 6,953,158 8,392,539 8,677,148 284,609 3.39% 8,666,034 8,694,128 DEPARTMENT TOTALS 37,985,327$ 26,360,025$ 27,649,028$ 1,289,003$ 4.89% 27,688,858$ 28,359,472$

Public Services/UtilitiesDepartmental Financial Summary




159159


Personal Services $ 667,627 $ 551,174 $ 571,828 $ 20,654 3.75% $ 592,209 $ 580,536 Operating Expenditures 8,404,456 5,055,208 5,211,632 156,424 3.09% 5,287,718 5,379,805 Capital Outlay (5,661) - - - N/A - - Debt Service 1,113,776 1,372,360 1,372,050 (310) -0.02% 1,370,810 1,373,420 Contingency - 1,436,419 70,352 (1,366,067) -95.10% 792,253 1,387,640 Other Uses 15,881,316 2,607,527 4,619,852 2,012,325 77.17% 3,833,594 4,219,153 Reserves - 11,922 100,000 88,078 738.79% 100,000 100,000 TOTALS $ 26,061,514 $ 11,034,610 $ 11,945,714 $ 911,104 8.26% $ 11,976,584 $ 13,040,554

Full Time Part Time Temp FTE's0.54 0.54 0.20 0.20 0.41 0.41 0.54 0.54 0.54 0.54

1 1.00 1 1.00

4.23 0 0 4.23* Positions are split funded between General Fund 001, Stormwater Fund 410, and Utilities Fund 425


20,654$

Operating Expenditures:Net increase is primarily the result of the purchase of One Solution Utilities module. 156,424$

Other Uses:2,012,325$

the previous year. Refer to the list of capital items under the Asset Management Program.


Net increase is a result of an increase in the transfer to Capital Improvements compared to

Utilities/Administration (6001)



Assistant Director of PS/Cap Proj Manager*

Office SpecialistOffice CoordinatorTotal Personnel Complement

Position TitlePublic Services Director*

Operations Manager*Budget & Contracts Manager*Administrative Coordinator*

160160

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 497,487 $ 623,409 $ 595,468 $ (27,941) -4.48% $ 616,193 $ 636,742 Operating Expenditures 31,358 49,370 50,425 1,055 2.14% 50,435 50,455 Capital Outlay 2,052 657,800 530,500 (127,300) -19.35% 651,400 138,700 TOTALS $ 530,897 $ 1,330,579 $ 1,176,393 $ (154,186) -11.59% $ 1,318,028 $ 825,897

Full Time Part Time Temp FTE's0.30 0.30 1.00 1.00 1.35 1.35 0.60 0.60

1 1.00 1 1.00

5.25 0 0 5.25*1 Position is split funded between General Fund 001 (30%), Stormwater Fund 410 (35%) and Utilities Fund 425 (35%)

**Position split funded between Stormwater Fund 410 (40%) and Utilities Fund 425 (60%)

FY 2019 Major Variances +/(-):Personal Services:Net decrease in personal services is a result of planned salary and benefits adjustments, including an $ (27,941)adjustment for planned attrition.

Capital Outlay:Net decrease reflects the capital items to be replaced or purchased in the current year, primarily a decrease $ (127,300)in vehicle replacement. Refer to the list of vehicles in the Asset Management Program.


Eng. Const. Inspector/Plans Examiner*Engineer**Senior Engineering TechnicianEngineering Technician

Utilities/Engineering (6002)



Utility Engineer

Position TitleCity Engineer**

161161

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,073,269 $ 1,257,502 $ 1,300,506 $ 43,004 3.42% $ 1,357,378 $ 1,368,536 Operating Expenditures 1,298,077 1,693,030 1,653,675 (39,355) -2.32% 1,650,578 1,650,768 Capital Outlay (26,995) 31,900 27,300 (4,600) -14.42% - 40,100 TOTALS $ 2,344,351 $ 2,982,432 $ 2,981,481 $ (951) -0.03% $ 3,007,956 $ 3,059,404

Full Time Part Time Temp FTE's1 12 21 11 17 7

12 0 0 12


$ 43,004

Operating Expenditures:Net decrease is due to additional repair and maintenance work in previous year. $ (39,355)

Capital Outlay:Net decrease reflects a lower cost of items to be purchased in the current year versus the prior year. $ (4,600)Refer to the list of capital items under the Asset Management Program.


Water Plant Lead OperatorSCADA System SpecialistSenior ChemistWater Plant Operator A, B, C & traineeTotal Personnel Complement

Utilities/Water Treatment (6020)

Personnel ComplementPosition TitleWater Plant Superintendent


162162

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,575,745 $ 1,841,576 $ 1,949,933 $ 108,357 5.88% $ 1,958,897 $ 1,977,630 Operating Expenditures 519,213 770,089 760,859 (9,230) -1.20% 761,359 761,859 Capital Outlay 449 8,200 157,500 149,300 1820.73% - - TOTALS $ 2,095,407 $ 2,619,865 $ 2,868,292 $ 248,427 9.48% $ 2,720,256 $ 2,739,489

Full Time Part Time Temp FTE's1 1 1 1 1 1 2 2 2 2 3 3 3 3 1 1 3 3

Water System Operator II 1 1 1 1 1 1 1 1 1 1

22 0 0 22


$ 108,357

Capital Outlay:Net increase reflects the cost of vehicles to be replaced. Refer to the list of capital items in the $ 149,300 Asset Management Program.

Field Technician - ConstructionField Technician - EngineerBackflow TechnicianTotal Personnel Complement


Utilities/Water Distribution (6030)



Equipment Operator II (Utilities)Utilities Service Worker I

Transmission Supervisor

Utilities Service Worker IIUtilities Service Worker III

Water System Operator III

Water Accountability SupervisorWater System Operator I

Position TitleConstruction Superintendent

Irrigation Technician

163163

FY 2017 Actual

FY 2018 Amended

FY 2019 Proposed

Dollar Change

Percent Change

FY 2020 Forecast

FY 2021 Forecast

Personal Services $ 1,453,418 $ 1,570,028 $ 1,663,868 $ 93,840 5.98% $ 1,718,428 $ 1,739,882 Operating Expenditures 5,419,248 6,733,311 6,744,280 10,969 0.16% 6,742,606 6,738,246 Capital Outlay 80,492 89,200 269,000 179,800 201.57% 205,000 216,000 TOTALS $ 6,953,158 $ 8,392,539 $ 8,677,148 $ 284,609 3.39% $ 8,666,034 $ 8,694,128

Full Time Part Time Temp FTE's1 1 1 1 1 1 1 1 1 1 2 2 1 1 2 2 1 1 3 3 2 2 1 1

17 0 0 17


$ 93,840

Capital Outlay:Net increase reflects the capital items to be replaced or purchased in the current year versus the prior $ 179,800 year. Refer to the list of capital items in the Asset Management Program.

Wastewater Service Worker IUtility Material Resource CoordinatorTotal Personnel Complement


Mechanic II (Utilities)

Wastewater Service Worker II

Mechanic I (Utilities)

Mechanic III (Utilities)

Utilities/Wastewater Collection (6040)



Instrumentation and Control TechnicianWastewater Service Worker III

Position TitleMaintenance SuperintendentWastewater SupervisorMaintenance Supervisor (Utilities)Senior Tradesperson/Electrician

164164

165165

City of Tamarac, Florida FY 2019 Proposed Budget

ASSET MANAGEMENT PROGRAM The City of Tamarac Asset Management Program is a comprehensive program including a summary of major assets owned by the City coupled with the physical condition and the future plans for those assets. The Asset Management Program budgetary process encompasses the integration of revenues and expenditures along with program policy issues included in the City’s long-range planning process. The accompanying documentation is designed to provide an overview of the program which includes schedules and charts to enhance the transparency of the information provided. The Goals and Objectives of the Program

o To increase efficiency of City operations by maintaining assets in acceptable condition. o To recommend an annual level of combined expenditures for capital, major maintenance and equipment replacement to

aid in the stabilization of property tax levies from year to year. o To identify assets no longer needed by the City and assess the salvage/recoverable value of those assets, if any. o To reduce utility and maintenance costs by identifying improvements that will result in annual cost savings. o To suggest a long-term plan for each asset. o To identify a plan for Adopted maintenance and replacement of existing assets and acquisition of new assets which is

based on a reasonable expectation of what the City can afford. o To be an on-going tool for annual asset tracking, updating asset inventory and re-assessing long-term plans.

Elements of the Program The Asset Management Program integrates the Capital Improvements Program, Capital Maintenance, Capital Vehicle Program, Capital Equipment Program and the funding required for these elements into an overall financial management plan. Pursuant to Financial Management Policy #15, the City will annually prepare a six-year Asset Management Program. The Program will identify the source of funding for all projects as well as the impact on future costs. Definitions of the Asset Management Program The terms delineated below are used to distinguish types of assets:

o Capital Improvement – Includes new construction, all renovation, and acquisition of assets, infrastructure improvements and one-time capital projects which have a value greater than $50,000 and an expected life longer than one year and are not vehicles or equipment. A listing of Capital Improvement Projects (CIPs) followed by their respective descriptions may be found on pages ____.

o Maintenance – Includes regular maintenance performed on at least an annual basis that should be included in

departmental operating budgets. The Capital Maintenance Program Schedule may be found on pages _____.

o Vehicles – Tangible assets which can generally be described as vehicles or rolling stock that has an expected life greater than one year and a cost greater than $1,000. The Vehicle Replacement Program may be found on pages ____.

o Equipment – Tangible assets used in an operation or activity with a cost greater than $1,000, an expected life longer than one year, and are not vehicles. Included are assets generally related to electronic data processing, including but not limited to laptop computers, certain software, printers, modems, and related accessories. The Capital Equipment Program Schedule may be found on pages ______.

Limits of the Program The Program includes projected asset replacement, acquisition and maintenance expenses related to major City assets for the period from FY 2019 - 2024. The Program addresses projected asset needs while still operating within projected financial constraints. City staff makes every effort to develop reasonable, educated estimates of the priority of asset expenditure needs. The City’s Capital Vehicle program for FY 2019 - 2024 is primarily based on replacement costs. In recent years, limited funding for both new and replacement vehicles compelled staff to focus on maintaining the essential elements of our existing fleet. In FY 2011, the City began to replace and surplus those vehicles that were deemed by the Fleet Division to be eligible for replacement. The Fleet Manager reviews the life expectancy, maintenance records and total mileage of each vehicle scheduled for replacement. Occasionally, exceptions require approval and vehicles can be kept in service subject to ongoing review. The maintenance referenced in the Program consists of a description of the general types of items accounted for as maintenance expenses associated with individual assets. In most cases, departments that manage the assets include maintenance expenses for several assets in a single line item in their annual budget.

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ASSET MANAGEMENT PROGRAM The national and local economies continue to exercise significant impact upon local government funding ability. The aforementioned projects are important to the City and need to proceed. In the event of unanticipated deterioration of the economy, the City must be prepared to re-adjust the scheduling of projects within the six-year program in recognition of changing financial realities. Program Summary The funding requirements of the Asset Management Program for FY 2019 - 2024 are summarized below:

Capital Improvement 67,598,243$

Capital Maintenance 14,945,590

Capital Vehicle 8,822,520

Capital Equipment 3,077,597

Total Program 94,443,950$

The program has many obvious benefits that result from its systematic approach to planning and financing public agency projects. Some of the more important benefits derived from a viable structured plan to promote orderly growth patterns and capital improvements as indicated, but not limited to, the following:

o Continued incremental funding for Decorative Hardscape for Citywide Corridor Improvements o Corridor Studies for the construction of buffer walls through several phases at planned locations o Installation and display of significant public art pieces throughout City as part of the Public Art Program o Development of a comprehensive Transportation Master Plan o Continued incremental funding for an Information Technology Security Master Plan (SMP) o Tamarac Sports Complex Concession Building and Site Improvements with Turf Replacement o Enhancements to Sunset Point Park Parking Lot Improvements o Design and construction of a park on the Swim Central Annex Parcel o Impact Resistant Doors/Windows at the Tamarac Park Multi-Purpose Center (MPC) o Veterans and Sunset Point Parks Rest Room Replacements o Tephford Park Outdoor Fitness Area o Public Safety Complex/City Hall Feasibility Study o The Boulevards Sidewalk Extension o Traffic Calming/Roundabout: Mainlands Drive and 47th Terrace o Traffic Calming/Roundabouts: 70th Avenue in the Heathgate Sunflower Community o Continued incremental funding of the on-going Citywide Culvert Headwall Rehabilitations o Rehabilitation of the North Wall of the C-14 Canal o Relocation of Backyard Water Mains – Tamarac East

The ability for the City to finance these needs and remain in compliance with the Comprehensive Plan will continue being a major directive in future City budgets. Recurring Capital Maintenance Recurring capital maintenance reflects the recurring expenditure needs of the City. These items include budget appropriation for one fiscal year, and are reviewed by the Budget staff as part of the budget development process each year. The desired goal is to close out the maintenance work within one year. The capital maintenance items may be carried forward into the next fiscal year when their completion requires more time than originally anticipated.

Capital Improvement,

68,598,243 , 72%

Capital Maintenance,

14,945,590 , 16%

Capital Vehicle, 8,822,520 , 9%

Capital Equipment, 3,077,597 , 3%

FY 2019 - 2024 Asset Management Program Program Summary Total $94,443,950

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ASSET MANAGEMENT PROGRAM Capital Maintenance items that are expected to be completed over a period longer than one year are assigned a project number Project Title Project titles are developed to afford identification by geographic reference or the nature of the work to be performed. Project Number All projects for which the city has expenditure accountability are assigned project numbers. All projects are assigned a five-character, alphanumeric indicator which includes a double alpha character identifying the project department, followed by a two-digit project year and a single alpha character. CE – Capital Equipment HS – Housing UG – Utilities Grant CV – Capital Vehicle IT – Information Technology UM – Utilities Maintenance FR – Fire Rescue PA – Public Arts US – Utilities Sewer GP – General Project PW – Public Works UT – Utilities Water (Plant) GT – Grant SW – Stormwater UW – Utilities Water (Lines) Project Description This is a general description of the adopted improvement including the scope of work and purpose of the project. Other useful information is also provided such as project status, financial activity, the estimated impact of the project on the operating budget, changes from prior year, and amendment history. Prior Year This represents the cumulative legal authorization for a project prior to, but not including, the Proposed fiscal year budget, i.e. FY 2018. FY 2019 Budget This represents the request for the upcoming budget year. If approved by the City Commission, this amount combined with the prior authorization described above establishes the legal authorization to spend for the upcoming and future budget years, until complete in accordance with Financial Policy #16. FY 2019 through FY 2024 Capital Program This represents the level of funding requested over the next five years and displays a spending plan. Project Total This represents estimated total cost to complete a project as Adopted by the City Manager, including prior approval, as well as the level of funding requested for the FY 2019 budget year and the program for the period FY 2019-2024. Source of Funding This represents information about funding sources used to finance the project. The standard funding categories include:

o CIP Revenue Bond Fund 326 – represents long-term, interest-bearing certificates of public indebtedness.

o 2005 Revenue Bond – represents long-term, interest-bearing certificates of public indebtedness.

o General Fund – represents the transfer of cash from the General Fund to fund the capital projects from general revenues without a dedicated funding source.

o Grant – primarily represents awards from Broward County, the State of Florida and the federal government to assist in

the undertaking of specified projects. Most grants require a matching funding source with the percentage of the match dependent on grant requirements. The funding is restricted in use to the improvement requested and approved in the grant application.

o Fire Rescue – represents a special revenue fund used to account for revenues that provide for fire rescue services,

facilities and programs in the City.

o Pay-As-You-Go – represents accumulated resources set aside to meet and fund capital improvements and major capital maintenance items.

o Stormwater – represents revenues received from property owners for maintaining the City’s stormwater system,

including stormwater conveyance infrastructures.

o Utilities – represents utility revenues received from the use of water collection and disposal of wastewater from residential and commercial customers.

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ASSET MANAGEMENT PROGRAM Operational Impact on Budget/Debt Service The relationship between the Capital Improvements Program and the annual operating budget/debt service obligations is often misunderstood. The Capital Program has two direct impacts on the Proposed budget. The primary impact is reflected in the various debt service accounts. The secondary impact is reflected in all other major funding sources including the General Fund, Grant Funding, Fire Rescue Fund, General Capital Fund, Capital Equipment Fund, Stormwater Fund, and Utilities Operating Fund. The chart below indicates the City’s total operating funds by funding source for various projects for FY 2019 - 2024 as related to the Asset Management Program.

Building Fund $ 86,420 Capital Equipment Fund 2,030,234 Capital Maintenance 3,345,800 Corridor Improvement Fund 14,666,614 Developer Contribution 250,000 Fire Rescue Fund 5,850,876 General Capital Fund 27,344,228 General Fund 7,529,707 Public Arts Fund 1,102,000 Stormwater Capital Fund 2,691,290 Stormwater Mgmt Fund 1,635,978 Utilities Capital Fund 22,161,800 Utilities Operating Fund 5,749,002 Total Program $94,443,950

The information demonstrated in the proceeding pages is developed with the reader in mind to provide further understanding regarding the City’s various projects, project funding sources, and the impact regarding the City’s strategic planning goals.

Building Fund, 86,420 , .1%

Capital Equipment Fund, 2,030,234 , 2.2%

Capital Maintenance, 3,345,800 , 4%

Corridor Improvement Fund, 14,760,489 , 15%

Developer Contribution, 250,000 , .3%

Fire Rescue Fund, 5,850,876 , 6% General Capital Fund,

27,250,353 , 29%General Fund, 7,529,707 , 8%

Public Arts Fund, 1,102,000 , 1.2%

Stormwater Capital Fund, 3,191,290 , 3%

Stormwater MgmtFund, 1,635,978 , 2.2%

Utilities Capital Fund, 22,161,800 , 23%

Utilities Operating Fund, 5,749,002 , 6%

FY 2019 - 2024 Asset Management Program Source of Funds, Percent of Totals

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Funding Source Prior Yr FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024TOTAL

FY 2019- FY 2024

Public Arts Fund -$ 616,500$ 295,500$ 90,000$ -$ -$ -$ 1,002,000$ General Capital Fund 2,660,768 3,275,016 3,812,052 75,000 4,882,160 75,000 15,075,000 27,194,228$ Cooridor Improv Fund 596,500 1,266,040 807,022 7,725,825 - - 4,867,727 14,666,614$ Developer Contribution - - 250,000 - - - - 250,000$ Stormwater Capital Fund 1,658,192 400,000 435,401 400,000 400,000 400,000 400,000 2,435,401$ Utilities Capital Fund 16,380,000 4,490,000 3,815,000 4,200,000 3,275,000 3,210,000 3,060,000 22,050,000$

GRAND TOTAL $ 21,295,460 $ 10,047,556 $ 9,414,975 $ 12,490,825 $ 8,557,160 $ 3,685,000 $ 23,402,727 $ 67,598,243

CAPITAL IMPROVEMENT PROGRAM SUMMARY6-Year Projects Summary by Funding Source

Public Arts Fund, $1,002,000 , 1%

General Capital Fund, $27,194,228 , 40%

Cooridor Improv Fund, $14,666,614 , 22%

Developer Contribution, $250,000 , 0%

Stormwater Capital Fund, $2,435,401 , 4%

Utilities Capital Fund, $22,050,000 , 33%

Capital Improvement Program FY 2019-2024 $67,598,243

Public Arts Fund, $616,500 , 6%

General Capital Fund, 3,275,016 , 32%

Cooridor Improv Fund, 1,266,040 , 13%

Stormwater Capital Fund, 400,000 , 4%

Utilities Capital Fund, 4,490,000 , 45%

Capital Improvement Program FY 2019 $10,047,556

170170

FUNDED TOTALCAPITAL IMPROVEMENTS PROGRAM PRIOR YEAR FY 2019 TOTALDEPARTMENT DISTRICT # PROJECT # FUNDING SOURCE FUNDING FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024 ALL YEARS

COMMUNITY DEVELOPMENTDecorative Hardscape Citywide GP20A Corridor Improvement Fund 315-3010 596,500 596,500 596,500 - - - - 1,193,000 1,789,500 Corridor Studies: - - - - Buffer Wall Phase 2 Rock Island Road 2 GP19B Corridor Improvement Fund 315-5020 - 220,777 - 2,233,291 - - - 2,454,068 2,454,068 Buffer Wall Phase 2 Southgate Blvd-West 3 GP19C Corridor Improvement Fund 315-5020 - 228,066 - 2,308,736 - - - 2,536,802 2,536,802 Buffer Wall Phase 2 Southgate Blvd-East 4 GP19D Corridor Improvement Fund 315-5020 - 220,697 2,232,460 - - - 2,453,157 2,453,157 Buffer Wall Phase 2 Nob Hill Road 3&4 TBD Corridor Improvement Fund 315 - - - - - - 1,118,798 1,118,798 1,118,798 Buffer Wall Phase 2 NW 31st Street 1 TBD Corridor Improvement Fund 315 - - - - - - 471,411 471,411 471,411 Buffer Wall Phase 1 NW 64th Avenue 2 TBD Corridor Improvement Fund 315 - - - - - - 951,338 951,338 951,338 Buffer Wall Phase 1 Pine Island Road -East 2 TBD Corridor Improvement Fund 315 - - - - - - 951,338 951,338 951,338 Buffer Wall Phase 1 Pine Island Road -West 2 TBD Corridor Improvement Fund 315 - - - - - - 139,750 139,750 139,750 Buffer Wall Phase 2 Prospect Road 1 TBD Corridor Improvement Fund 315 - - - - - - 1,235,092 1,235,092 1,235,092 Corridor Walls: Phase 4. Woodmont- Southgate & Pine Island Road 3&4 TBD Corridor Improvement Fund 315-5020 - - 210,522 - - - - 210,522 210,522 Phase 4. Woodmont- Southgate & Pine Island Road 3&4 TBD Developer Contribution - - 250,000 - - - - 250,000 250,000 Phase 5. Mainlands 8,9,11&12 Buffer Walls 2 TBD Corridor Improvement Fund 315-5020 - - - 951,338 - - 951,338 951,338 Art Program:

Significant Public Art - Colony West 2 PA19A Public Art Fund 146-7021 - 205,500 - - - - - 205,500 205,500 Significant Public Art - District 1 1 PA19B Public Art Fund 146-7021 - 205,500 - - - - - 205,500 205,500 Significant Public Art - District 4 4 PA19C Public Art Fund 146-7021 - 205,500 - - - - - 205,500 205,500 Artistic Fence - Mainlands Park Phase 2 1 PA20A Public Art Fund 146-7021 - - 90,000 - - - - 90,000 90,000 Significant Public Art - Tamarac Village 2 PA20B Public Art Fund 146-7021 - - 205,500 - - - - 205,500 205,500 Artistic Fence - Sabal Palm Parcel 1 PA21A Public Art Fund 146-7021 - - - 90,000 - - - 90,000 90,000

Transportation Plan Citywide GP19A General Fund/General Capital Fund 310 - 70,000 - - - - - 70,000 70,000 Sub-Total- Community Development: 596,500$ 1,952,540$ 1,352,522$ 7,815,825$ -$ -$ 4,867,727$ 15,988,614$ 16,585,114$

- INFORMATION TECHNOLOGY -

Security Master Plan (SMP) Citywide GP15F General Fund/General Capital Fund 310 836,398 75,000 75,000 75,000 75,000 75,000 75,000 450,000 1,286,398 Sub-Total- Information Technology: 836,398$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 450,000$ 1,286,398$

PUBLIC SERVICESTamarac Sports Complex Concession Bldg/Site Improv 3 PW18C General Fund/General Capital Fund 310 1,447,305 - - - - - - - 1,447,305 Tamarac Sports Complex Turf Replacement 3 PW18C General Fund/General Capital Fund 310 300,000 - - - - - - - 300,000 Sunset Point Park Parking Lot Improvements 2 PW18E General Fund/General Capital Fund 310 77,065 - - - 77,065 Swim Central Annex 2 PW19A General Fund/General Capital Fund 310 - 1,327,716 - - - - - 1,327,716 1,327,716 MPC Impact Resistant Doors/Windows 4 PW19B General Fund/General Capital Fund 310 - 177,100 - - - - - 177,100 177,100 Veterans&Sunset Point Parks Rest Room Replacements 4 PW19C General Fund/General Capital Fund 310 - 520,000 - - - - - 520,000 520,000 Tephford Park Outdoor Fitness Area 3 PW19D General Fund/General Capital Fund 310 - 336,325 - - - - - 336,325 336,325 Public Safety Complex/City Hall Feasibility Study 3 PW19E General Fund/General Capital Fund 310 - 100,000 - - - - 15,000,000 15,100,000 15,100,000 The Boulevards Sidewalk Extension 1 PW19F General Fund/General Capital Fund 310 - 93,875 - - - - 93,875 93,875 Traffic Calming/Roundabout: Mainlands Dr & 47th Terrace 1 PW19G General Fund/General Capital Fund 310 - 175,000 - - - - 175,000 175,000 Traffic Calming/Roundabouts: 70th Ave @ Heathgate Sunflower 4 PW19H General Fund/General Capital Fund 310 - 400,000 - - - - 400,000 400,000 Mainlands Park Phase 2 1 PW20A General Fund/General Capital Fund 310 - - 1,609,573 - - - - 1,609,573 1,609,573 Tamarac Village Park 2 PW20B General Fund/General Capital Fund 310 - - 627,479 - - - - 627,479 627,479 City Hall Roof Replacement 3 PW20C General Fund/General Capital Fund 310 - - 1,500,000 - - - 1,500,000 1,500,000 Caporella Park Enhancements 1 PW22B General Fund/General Capital Fund 310 - - - - 4,807,160 - - 4,807,160 4,807,160

Sub-Total- Public Services: 1,824,370$ 3,130,016$ 3,737,052$ -$ 4,807,160$ -$ 15,000,000$ 26,674,228$ 28,498,598$

PUBLIC SERVICES - STORMWATERThe Blvds Drainage & Pipe Bursting Project 4 SW18A Stormwater Capital Fund 411 1,658,192 - - - - - - - 1,658,192 Culvert and Headwalls FY19 Citywide SW19A Stormwater Capital Fund 411 - 240,605 - - - - - 240,605 240,605 C-14 North Wall Rehabilitation 3&4 SW20A Stormwater Capital Fund 411 - 159,395 435,401 - - - - 594,796 594,796 Culvert and Headwalls FY21-FY22 Citywide SW21A Stormwater Capital Fund 411 - - - 400,000 400,000 - 800,000 800,000 Culvert and Headwalls Phase FY23-FY24 Citywide SW23A Stormwater Capital Fund 411 - - - - - 400,000 400,000 800,000 800,000

Sub-Total- Stormwater: 1,658,192$ 400,000$ 435,401$ 400,000$ 400,000$ 400,000$ 400,000$ 2,435,401$ 4,093,593$

171171

FUNDED TOTALCAPITAL IMPROVEMENTS PROGRAM PRIOR YEAR FY 2019 TOTALDEPARTMENT DISTRICT # PROJECT # FUNDING SOURCE FUNDING FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024 ALL YEARS

UTILITIESRelocate Backyard Water Mains - Tamarac East UT19K Utilities Capital Fund 441 150,000 1,500,000 - - - - - 1,500,000 1,650,000 Wastewater Pump Station Renewal UT19E Utilities Capital Fund 441 350,000 400,000 - - 400,000 - - 800,000 1,150,000 WTP Well Upgrade Project UT19A Utilities Capital Fund 441 760,000 550,000 25,000 25,000 25,000 35,000 35,000 695,000 1,455,000 WTP Renewal/Replacement UT19F Utilities Capital Fund 441 300,000 100,000 125,000 125,000 125,000 125,000 125,000 725,000 1,025,000 Electrical/Mechanical Pump Station Renewal UT19G Utilities Capital Fund 441 375,000 125,000 125,000 125,000 125,000 125,000 125,000 750,000 1,125,000 Irrigation Replacement UT19H Utilities Capital Fund 441 225,000 75,000 75,000 75,000 75,000 75,000 75,000 450,000 675,000 Tamarac West System Rehabilitation UT19I Utilities Capital Fund 441 720,000 240,000 240,000 300,000 300,000 300,000 300,000 1,680,000 2,400,000 Water Distribution System Upgrade UT19J Utilities Capital Fund 441 1,500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000 4,500,000 Sewer Main Rehabilitation (I & I) UT20B Utilities Capital Fund 441 12,000,000 - 500,000 500,000 500,000 500,000 500,000 2,500,000 14,500,000 80kw Elec Generators (4) UT19M Utilities Capital Fund 441 - 500,000 - - - - - 500,000 500,000 Replace WTP Package Filter Media - Filters 3& 4 UT19B Utilities Capital Fund 441 - 350,000 - - - - - 350,000 350,000 Replace Tr 27 pumps with VFd's and New MCC UT19C Utilities Capital Fund 441 - 100,000 1,150,000 - - - - 1,250,000 1,250,000 Tract 27 Generator & ATS Replacement UT19D Utilities Capital Fund 441 - 50,000 450,000 - - - - 500,000 500,000 Replace Wastewater Force Mains UT20C Utilities Capital Fund 441 - - 500,000 - - - - 500,000 500,000 Grants Shopping Center Generator Replacement UT20D Utilities Capital Fund 441 - - 50,000 450,000 - - - 500,000 500,000 Replace Lime Silos and Slaker Systems UT20E Utilities Capital Fund 441 - - 75,000 850,000 - - - 925,000 925,000 Replace HS Pumps at Water Treatment Plant UT21K Utilities Capital Fund 441 - - - 750,000 - - - 750,000 750,000 Replace Bleach Generator w/Bulk Bleach System UT21L Utilities Capital Fund 441 - - - 500,000 - - - 500,000 500,000 Wastewater System Master Plan (Study) TBD Utilities Capital Fund 441 - - - - 300,000 - - 300,000 300,000 Replace Grant Plaza Pumps TBD Utilities Capital Fund 441 - - - - 350,000 - - 350,000 350,000 Replace Transfer Pumps TBD Utilities Capital Fund 441 - - - - 450,000 - - 450,000 450,000 Replace Package Filters 1-2 (Remove 4MG Accelator) TBD Utilities Capital Fund 441 - - - - 125,000 1,250,000 - 1,375,000 1,375,000 Paint Storage Tanks/Filters/Accelators/Piping TBD Utilities Capital Fund 441 - - - - - 300,000 - 300,000 300,000 Replace WTP Package Filter Media - Filters 5 & 6 TBD Utilities Capital Fund 441 - - - - - - 400,000 400,000 400,000 Rehabilitation of West 8 MG Accelator TBD Utilities Capital Fund 441 - - - - - - 1,000,000 1,000,000 1,000,000 Sub-Total- Utilities: 16,380,000$ 4,490,000$ 3,815,000$ 4,200,000$ 3,275,000$ 3,210,000$ 3,060,000$ 22,050,000$ 38,430,000$

TOTAL 21,295,460$ 10,047,556$ 9,414,975$ 12,490,825$ 8,557,160$ 3,685,000$ 23,402,727$ 67,598,243$ 88,893,703$

SUMMARY OF REVENUES

Public Arts Fund 146 - 616,500 295,500 90,000 - - - 1,002,000 1,002,000 General Fund/General Capital Fund 310 2,660,768 3,275,016 3,812,052 75,000 4,882,160 75,000 15,075,000 27,194,228 29,854,996 Cooridor Improvement Fund 315 596,500 1,266,040 807,022 7,725,825 - - 4,867,727 14,666,614 15,263,114 Developer Contribution - - 250,000 - - - - 250,000 250,000 Stormwater Captial Fund 411 1,658,192 400,000 435,401 400,000 400,000 400,000 400,000 2,435,401 4,093,593 Utilities Capital Fund 441 16,380,000 4,490,000 3,815,000 4,200,000 3,275,000 3,210,000 3,060,000 22,050,000 38,430,000 Total 21,295,460$ 10,047,556$ 9,414,975$ 12,490,825$ 8,557,160$ 3,685,000$ 23,402,727$ 67,598,243$ 88,893,703$

SUMMARY BY PROGRAMCommunity Development 596,500 1,952,540 1,352,522 7,815,825 - - 4,867,727 15,988,614 16,585,114 Information Technology 836,398 75,000 75,000 75,000 75,000 75,000 75,000 450,000 1,286,398 Public Services 1,824,370 3,130,016 3,737,052 - 4,807,160 - 15,000,000 26,674,228 28,498,598 Public Services - Stormwater 1,658,192 400,000 435,401 400,000 400,000 400,000 400,000 2,435,401 4,093,593 Public Services - Utilities 16,380,000 4,490,000 3,815,000 4,200,000 3,275,000 3,210,000 3,060,000 22,050,000 38,430,000 Total 21,295,460$ 10,047,556$ 9,414,975$ 12,490,825$ 8,557,160$ 3,685,000$ 23,402,727$ 67,598,243$ 88,893,703$

172172

CAPITAL IMPROVEMENT PROGRAM FY 2019 - FY 2024 PROJECT DESCRIPTIONS

COMMUNITY DEVELOPMENT GP20A: Decorative Hardscape Est. Total Cost: $1,789,500 Prior Year Funding: $596,500 Operating Impact: $TBD FUND: 315 Description: This project consists of the design and installation of the Hardscape Treatment component of the

City’s adopted Corridor Study. The locations include Commercial Blvd. at Florida Turnpike, Commercial Blvd at eastern City limits, University Drive at Tamarac Park Gateway, University Drive at Southgate Blvd Gateway, University Drive at NW 57th Terrace Gateway, McNab Road at the east City limits Gateway, and SR7 & Commercial Blvd.

COMMUNITY DEVELOPMENT GP19B: Corridor Study: Buffer Wall Phase 2 – Rock Island Road Est. Total Cost: $220,777 (Study) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the Corridor Study Buffer Wall project. The following location is proposed for Phase 2 of the Corridor Study Buffer Wall project: Rock Island Road (south of Commercial Blvd., west side) for 3,640 lineal feet.

COMMUNITY DEVELOPMENT GP19C: Corridor Study: Buffer Wall Phase 2 – Southgate Blvd. West Est. Total Cost: $228,066 (Study) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the Corridor Study Buffer Wall project. The following location is proposed for Phase 2 of the Corridor Study Buffer Wall project: Southgate Boulevard (west of Pine Island Road., south side) for 3,620 lineal feet of new wall (adjacent to Westwood 24 & 5, & 1,400 linear feet of painting existing wall (adjacent to Spring Lake).

COMMUNITY DEVELOPMENT GP19D: Corridor Study: Buffer Wall Phase 2 – Southgate Blvd. East Est. Total Cost: $220,697 (Study) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the Corridor Study Buffer Wall project. The following location is proposed for Phase 2 of the Corridor Study Buffer Wall project: Southgate Boulevard (east of University Dr., south side) for 3,500 linear feet.

173

CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS

COMMUNITY DEVELOPMENT TBD: Corridor Study: Buffer Wall Phase 2 -- Nob Hill Road Est. Total Cost: $1,118,798 (FY24) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City

to mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the buffer wall project, specifically located on Nob Hill Road (north McNab Road, east and west side) for 2,260 linear feet.

COMMUNITY DEVELOPMENT TBD: Corridor Study: Buffer Wall Phase 2 – NW 31st Street Est. Total Cost: $471,411 (FY24) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the buffer wall project, specifically located on NW 31st St. (south Commercial Blvd., east side) for 770 linear feet.

COMMUNITY DEVELOPMENT TBD: Corridor Study: Buffer Wall Phase 1 – NW 64th Avenue Est. Total Cost: $951,338 (FY24) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the buffer wall project, specifically located on NW 64th Ave. (north of NW 57th St., west side) for 740 linear feet.

COMMUNITY DEVELOPMENT TBD: Corridor Study: Buffer Wall Phase 1 – Pine Island Road - East Est. Total Cost: $951,338 (FY24) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the Corridor Study buffer wall project. The following location however, is proposed to be added to Phase 1 of the Corridor Study Buffer Wall project: Pine Island Road (north of NW 57th Street, east side) for 930 linear feet.

174


COMMUNITY DEVELOPMENT TBD: Corridor Study: Buffer Wall Phase 1 – Pine Island Road - West Est. Total Cost: $139,750 (FY24) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the Corridor Study Buffer Wall project. The following location however, is proposed to be added to Phase 1 of the Corridor Study Buffer Wall project: Pine Island Road (north of NW 57th Street, east side) for 930 linear feet.

COMMUNITY DEVELOPMENT TBD: Corridor Study: Buffer Wall Phase 2 – Prospect Road Est. Total Cost: $1,235,092 (FY24) Prior Year Funding: $0 Operating Impact: $TBD FUND: 315 Description: As part of the Strategic Planning process, a corridor study identifies locations throughout the City to

mitigate noise and view from major roadways. Buffer walls located throughout the City, adjacent to residential development near major roadways, will provide a noise and visual buffer for the existing residential properties. This specific project focuses on Phase 2 of the Corridor Study Buffer Wall project. The following location is proposed for Phase 2 of the Corridor Study Buffer Wall project: Prospect Road (east of NW 21st St.(north side) for 2,230 linear feet.

COMMUNITY DEVELOPMENT TBD: Corridor Walls: Phase 4: Woodmont-Southgate & Pine Island Road Est. Total Cost: $460,522 (FY20) Prior Year Funding: $0 Operating Impact: $60,000 FUND: 315 ($210,522); Developer Contribution ($250,000) Description: The project is adopted from the Major Arterial Corridor Study to provide for buffer walls to mitigate noise and view of heavy traffic from the following phases – Phase 4: Woodmont-Southgate Blvd & Pine Island Road; Phase 5: Mainlands 8,9,11,12.

COMMUNITY DEVELOPMENT TBD: Corridor Walls: Phase 5: Mainlands 8,9,11&12 Est. Total Cost: $951,338 (FY21) Prior Year Funding: $0 Operating Impact: $60,000 FUND: 315 Description: The project is adopted from the Major Arterial Corridor Study to provide for buffer walls to mitigate noise and view of heavy traffic from the following phases – Phase 4: Woodmont-Southgate Blvd & Pine Island Road; Phase 5: Mainlands 8,9,11,12.

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COMMUNITY DEVELOPMENT PA19A: Significant Public Art – Colony West Est. Total Cost: $205,500 Prior Year Funding: $0 Operating Impact: $TBD FUND: 146 Description: This project includes the selection of an artist and installation of a significant public art sculpture at

the Colony West Clubhouse. The sculpture will serve as an enhancement to the newly constructed clubhouse and hotel project planned at the Colony West site.

COMMUNITY DEVELOPMENT PA19B: Significant Public Art – District 1 Est. Total Cost: $205,500 Prior Year Funding: $0 Operating Impact: $TBD FUND: 146 Description: This project includes selection of an artist and installation of a significant public art sculpture on a

major thoroughfare in City Commission District 4, consistent with the significant public art pieces that are being installed Citywide and in each Commission District. The project helps ensure the ongoing installation and display of significant art pieces throughout the City, solidifying the City's brand as a community for the "arts".

COMMUNITY DEVELOPMENT PA19C: Significant Public Art – District 4 Est. Total Cost: $205,500 Prior Year Funding: $0 Operating Impact: $TBD FUND: 146 Description: This project includes selection of an artist and installation of a significant public art sculpture on a

major thoroughfare in City Commission District 1, consistent with the significant public art pieces that are being installed Citywide and in each Commission District. The project helps ensure the ongoing installation and display of significant art pieces throughout the City, solidifying the City's brand as a community for the "arts".

COMMUNITY DEVELOPMENT PA20A: Significant Public Art – Mainlands Park Phase 2 Est. Total Cost: $90,000 (FY20) Prior Year Funding: $0 Operating Impact: $TBD FUND: 146 Description: This project will include artistic fencing that will utilize one of the four designs purchased by the

City through the recommendation of the Public Art Committee in 2016. Selected design(s) will serve as a template for fence installation at playgrounds in all City parks. The project, constructed around the playground, will provide for an artistic presence and interactive theme for users of the park.

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COMMUNITY DEVELOPMENT PA20B: Significant Public Art – Tamarac Village Est. Total Cost: $205,500 (FY20) Prior Year Funding: $0 Operating Impact: $TBD FUND: 146 Description: This project includes the selection of an artist and installation of a significant public art sculpture at

Tamarac Village, specifically in the planned round-about located on NW 57th Street. The project helps ensure the ongoing installation and display of significant art pieces throughout the City, solidifying the City's brand as a community for the "arts".

COMMUNITY DEVELOPMENT PA21A: Artistic Fence – Sabal Palm Parcel Est. Total Cost: $90,000 (FY21) Prior Year Funding: $0 Operating Impact: $TBD FUND: 146 Description: This project will include artistic fencing that will utilize one of the four designs purchased by the

City through the recommendation of the Public Art Committee in 2016. Selected design(s) will serve as a template for fence installation at playgrounds in all City parks. The project, constructed around the playground, will provide for an artistic presence and interactive theme for users of the park.

COMMUNITY DEVELOPMENT GP19A: Transportation Plan Est. Total Cost: $70,000 Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: This project will retain a consultant to develop a Transportation Plan for the City of Tamarac following

the Metropolitan Planning Organization (MPO) Transportation Planning Guidebook to identify transportation problems/needs and solutions to best solve identified problems/needs. In addition, the Plan would capture the City's existing transportation infrastructure/network and provide solutions to promote mobility connectivity and mitigate traffic congestion Citywide.

INFORMATION TECHNOLOGY GP15F: Security Master Plan (SMP) Est. Total Cost: $1,286,398 Prior Year Funding: $836,398 Operating Impact: $44,818 FUND: 310 Description: The project provides for a comprehensive security system replacement/upgrade. Currently utilized

technologies are dated and isolated, providing minimal integration interoperability. Video surveillance systems are aging, difficult to manage, non-centralized, and are malfunctioning more frequently. This project will enhance and update the City’s security systems. The impact on the operating budget is not expected to be significant as the project will have routine repair and maintenance costs.

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PUBLIC SERVICES – PUBLIC WORKS PW18C: Tamarac Sports Complex Concession Building/Site Improvements & Turf Replacement Est. Total Cost: $1,747,305 Prior Year Funding: $1,747,305 Operating Impact: $TBD FUND: 310 Description: The project includes the demolition of the west concession/restroom/storage building (approx. 1,000

sq. ft.) and the construction of a new facility to include a concession area, restrooms, a meeting/events room, and a storage area in addition to general site improvements. The project will provide a more appealing and functional facility for the City and additional space for parks and recreation event participants, camps, leagues, rentals and additional storage for maintenance equipment. The project will also replace and enhance the turf on the multi-purpose field at the park. The project is anticipated to generate $15,000 in revenues in concession sales and room rentals.

PUBLIC SERVICES – PUBLIC WORKS PW18E: Sunset Point Park Parking Lot Improvements Est. Total Cost: $77,065 Prior Year Funding: $77,065 Operating Impact: $TBD FUND: 310 Description: Sunset Point Park was originally completed in 2003. The original design included 10 paved

parking spaces and 28 grass parking spaces. There have been various improvements to the park over the past 14 years, including the most recent Playground Expansion Project in 2016. With these improvements the park has grown in popularity, causing great stress on the grass parking areas. Grass parking is typically used for overflow or occasional parking, not daily use, which is currently happening at Sunset Point Park. Daily use does not allow the grass to recover from the vehicular traffic and heat, causing the grass to perish and leave only dirt and/or mud. This project includes removing approximately 40 grass parking spaces and replacing them with traditional asphalt.

PUBLIC SERVICES – PUBLIC WORKS PW19A: Swim Central Annex Est. Total Cost: $1,327,716 Prior Year Funding: $0 Operating Impact: $5,000 FUND: 310 Description: This project will design and build a park on the Swim Central Annex parcel. The project scope will

include the following: (1) 6,000 SF playground, shade structure and safety surfacing, (3) covered benches, (1) pedestrian bridge (linking the Swim Central Annex parcel to the Aquatic Center), landscaping, paving and grading.

PUBLIC SERVICES – PUBLIC WORKS PW19B: Multi-Purpose Center (MPC) Impact Resistant Doors/Windows Est. Total Cost: $177,100 Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: This project includes the removal and replacement of existing exterior windows and doors with

impact resistant ones at the Multi-Purpose Center (MPC). The windows and doors at the MPC classrooms and locker room are standard-metal framed and do not protect rooms from impact during extreme weather events. The existing window and door frames are original to the building and are approximately 27 years old. They are rusting due to age and exposure, and require replacement. Utilizing impact resistant doors and windows will further minimize potential damage due to tropical storms and hurricanes, and will reduce maintenance currently required.

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PUBLIC SERVICES – PUBLIC WORKS PW19C: Veterans and Sunset Point Park Restroom Replacements Est. Total Cost: $520,000 Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: The existing restroom fixtures at Veterans Park, which are used by dog park patrons, are metal

and must be upgraded. With the volume of patrons increasing, the City needs to enlarge the size of the building to accommodate the increase. The replacement of the bathrooms at Veterans Park and Sunset Point Park will meet the increased usage at both parks and will replace this critical part of the Parks Division infrastructure to ensure ongoing usage and enjoyment of these popular parks.

PUBLIC SERVICES – PUBLIC WORKS PW19D: Tephford Park Outdoor Fitness Area Est. Total Cost: $336,325 Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: The project includes the design, purchase, and installation of the state of the art “Fitness Court” for

Functional fitness training. In addition, the equipment for the project will include a rubberized safety surface and shade structure. The project was awarded a $15,000 grant from the National Fitness Campaign. Staff anticipates 75 more individuals will use the park equipment each day.

PUBLIC SERVICES – PUBLIC WORKS PW19E: Public Safety Complex/City Hall Feasibility Study Est. Total Cost: $100,000 (Study) Prior Year Funding: $0 Operating Impact: $0 FUND: 411 Description: This project funds a feasibility study to evaluate the three buildings composing the City of Tamarac

Municipal Complex (City Hall, the Broward Sheriff’s Office, and Fire Station #41) to evaluate the long-term feasibility for the existing buildings and/or their potential replacement.

PUBLIC SERVICES – PUBLIC WORKS SW19F: The Boulevards Sidewalk Extension Est. Total Cost: $93,875 Prior Year Funding: $0 Operating Impact: $500 FUND: 411 Description: This project will construct 1000 LF of 5-foot wide sidewalk. The sidewalk will provide safe

pedestrian access from the Boulevard Subdivision interior sidewalk network to Caporella Park, while aligning with Goal #5 of the City's Strategic Plan.

PUBLIC SERVICES – PUBLIC WORKS PW19G Traffic Calming/Roundabout: Mainlands Drive & 47th Terrace Est. Total Cost: $175,000 Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: This project will provide speed bumps and a large traffic circle to reduce the speed of vehicle traffic

along Mainlands Drive and 47th Terrace and increase roadway safety for residents of the community.

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PUBLIC SERVICES – PUBLIC WORKS PW19H Traffic Calming/Roundabouts: 70th Avenue at Heathgate Sunflower Est. Total Cost: $400,000 Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: This project will provide speed bumps and several traffic circles to reduce the speed of vehicle traffic

along 70th Avenue and increase roadway safety in the Heathgate Sunflower community.

PUBLIC SERVICES – PUBLIC WORKS PW20A: Mainlands Park Phase 2 Est. Total Cost: $1,609,573 (FY20) Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: The scope of the project will include enhancements to Mainlands Park as follows: (1) large

playground, shade and surfacing (3) large picnic shelters, (4) multi-purpose courts, and additional parking. Design and build of phase two of Mainlands Park is planned for FY2020. The 2015 Parks, Recreation and Social Services Master Plan set out the vision to classify all parks as City Parks that will appeal to all residents. With these enhancements, the park will provide amenities for new residential developments and will provide more opportunities for family activities in the park. Revenues are anticipated to increase by approximately $6,000 for picnic shelter rentals.

PUBLIC SERVICES – PUBLIC WORKS PW20B: Tamarac Village Park Est. Total Cost: $627,479 (FY20) Prior Year Funding: $0 Operating Impact: $37,500 FUND: 310 Description: The project provides for the design and build of a park within Tamarac Village. The project scope

will include open green space, benches, landscaping, and a paved walkway. In addition, the park will include an outdoor amphitheater with mural and interactive water feature, which received a $75,000 grant from the Community Foundation of Broward. The park will provide a destination for residents across the City, as well as those surrounding Tamarac Village. Special events planned at the park will include concerts, movies, and festivals and are projected to attract over 50,000 attendees per year.

PUBLIC SERVICES – PUBLIC WORKS PW20C: City Hall Roof Replacement Est. Total Cost: $1,500,000 (FY20) Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: The project provides for the removal of the existing Kalwall panels that compose the roof of the City

Hall building and replace them with a superior roof for building safety. The existing panels are weathered, have water intrusion, are no longer water tight during light rain, and will not be able to withstand a severe storm event. Approximately half of the panels are original to the building when it was constructed in 1989, and half were replaced in 1998 while under warranty. All components have come to the end of their useful life.

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PUBLIC SERVICES – PUBLIC WORKS PW22B: Caporella Park Enhancements Est. Total Cost: $4,807,160 (FY22) Prior Year Funding: $0 Operating Impact: $TBD FUND: 310 Description: The scope of the project will include enhancements such as: (1) splash pad, (1) 24 ft. picnic shelter,

(1) central covered fitness area with (9) pieces of fitness equipment, (1) multi-purpose court, and the expansion of parking lot. The addition of amenities to Caporella Park will provide a destination park on the east side of the City. Park users will increase by an average of 100 individuals per day.

PUBLIC SERVICES - STORMWATER SW18A: The Boulevards Community Drainage Improvement and Pipe Bursting Project Est. Total Cost: $1,658,192 Prior Year Funding: $1,658,192 Operating Impact: $0 FUND: 411 Description: This project replaces the deteriorating 30-inch corrugated metal pipes experiencing multiple failures

over the past two years throughout the Boulevards Community. Rather than providing the extensive construction needed to remove and replace the Community’s current drainage system, the project will utilize an “in-place” pipe replacement and lining process. The process allows the City and residents to avoid high costs and lengthy construction by utilizing a pipe-bursting technique that pulls the new pipe through the existing trench by drilling or “bursting” through the old pipe. This replacement pipe is attached behind the bursting head and fills the void left as the old pipe is destroyed. The result is a totally replaced drainage system with minimum construction.

PUBLIC SERVICES - STORMWATER SW19A: Citywide Culvert & Headwalls FY2019 Est. Total Cost: $240,605 Prior Year Funding: $0 Operating Impact: $0 FUND: 411 Description: This project funds the City’s on-going effort to prevent erosion around culvert inlets and outlets.

The project also improves safety by creating a gradual slope where culverts tie into waterways. To target several areas of the City annually, $240,605 is budgeted in FY2019 and $400,000 is budgeted thereafter from FY2021 - FY2024. The C-14 North Wall Rehabilitation project will be done in lieu of identified culvert headwalls in FY2020.

PUBLIC SERVICES - STORMWATER SW20A: C-14 North Wall Rehabilitation Project Est. Total Cost: $594,796 Prior Year Funding: $0 Operating Impact: $0 FUND: 411 Description: This project provides for the rehabilitation of sections of the north wall of the C-14 canal that must

be repaired at the behest of the South Florida Water Management District (SFWMD). The tremendous volume of stormwater pumped into the C-14 canal during heavy rains, particularly during hurricanes Matthew and Irma, caused damage to the opposite side of canal wall during the pumping process. Accordingly, these walls must be rehabilitated to prevent collapse and further erosion of the canal bank.

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CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS PUBLIC SERVICES - STORMWATER SW21A: Citywide Culvert & Headwalls FY21-FY22 Est. Total Cost: $800,000 (FY21-FY22) Prior Year Funding: $0 Operating Impact: $0 FUND: 411 Description: This project funds the City’s on-going effort to prevent erosion around culvert inlets and outlets.

The project also improves safety by creating a gradual slope where culverts tie into waterways. To target several areas of the City annually, $400,000 is budgeted each year for FY2021 - FY2022.

PUBLIC SERVICES - STORMWATER SW23A: Citywide Culvert & Headwalls FY23-FY24 Est. Total Cost: $800,000 (FY23-FY24) Prior Year Funding: $0 Operating Impact: $0 FUND: 411 Description: This project funds the City’s on-going effort to prevent erosion around culvert inlets and outlets.

The project also improves safety by creating a gradual slope where culverts tie into waterways. To target several areas of the City annually, $400,000 is budgeted each year for FY2023 - FY2024.

PUBLIC SERVICES - UTILITIES UT19A: Water Treatment Plant Well Upgrade Project Est. Total Cost: $1,455,000 Prior Year Funding: $760,000 Operating Impact: $0 FUND: 441 Description: This project will provide for installation of submersible pumps in all raw water wells with 8 wells

scheduled for conversion in FY2019 which will complete the Well Rehabilitation Program. This conversion is required to comply with the Broward County Health Department Sanitary Survey list of deficiencies completed in late 2015. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19B: Replace Water Treatment Plant Package Filter Media – Filters 3&4 Est. Total Cost: $350,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The project provides for the replacement of filter media materials in two of the six package water

filter units at the Water Treatment Plant resulting in increased volume of processed water. It is anticipated that the impact on the operating budget is zero.

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CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS PUBLIC SERVICES - UTILITIES UT19C: Replace TR 27 pumps with VFD’s and a New MCC Est. Total Cost: $1,250,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The project will replace all the pumps and equip them with variable frequency drives (VFD’s). The

pump building will also be painted and rehabilitated as required and a new Motor Control Center (MCC) installed. The project will be designed and permitted by one of our Engineering consultants. This system was installed in 1987 and will soon be 30 years old. The equipment is becoming worn out and obsolete. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19D: Tract 27 Generator and ATS Replacement Est. Total Cost: $500,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The project will replace the existing 30-year-old diesel emergency generator and automatic

transfer switch (ATS) with a new emergency generator that is compliant with all air emission regulations. The project will be designed and permitted by one of our engineering consultants. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19E: Wastewater Pump Station Renewal Est. Total Cost: $1,150,000 Prior Year Funding: $350,000 Operating Impact: $0 FUND: 441 Description: This project will provide rehabilitations to two Wastewater Pump Stations in FY2019 and FY2021

which will consist of two new submersible pumps, discharge piping, a control panel, valve box valves and recoating of the wet well. The project will provide for bypass pumping during construction. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19F: Water Treatment Plant Renewal and Replacement Est. Total Cost: $1,025,000 Prior Year Funding: $300,000 Operating Impact: $0 FUND: 441 Description: This project will provide for capital replacement items at the Water Treatment Plant which are

unspecified each budget year since it is virtually impossible to predict when equipment will fail. This capital money is intended to be utilized to replace items such as large hypochlorite pumps which cost approximately $8,000 each and the water plant has eight of these. In the past, accelator gearboxes were funded from this fund and they cost $65,000 each. It is anticipated that the impact on the operating budget is zero.

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CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS PUBLIC SERVICES - UTILITIES UT19G: Electrical/Mechanical Pump Station Renewal Est. Total Cost: $1,125,000 Prior Year Funding: $375,000 Operating Impact: $0 FUND: 441 Description: This project will pay for rehabilitations completed by Utilities Maintenance personnel in-house and

normally consist of new submersible pumps and riser pipes for the submersible stations and new Smith and Loveless top mounts for those with the “doghouses” on the top of the wastewater pump station. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19H: Irrigation Replacement Est. Total Cost: $675,000 Prior Year Funding: $225,000 Operating Impact: $0 FUND: 441 Description: This project will consist of the purchase and installation of new pumps and components for the 50+

irrigation stations operated and maintained by the Utilities Division Irrigation Technician. These systems are required to keep the medians well irrigated to maintain the greens spaces and beauty of the City. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19I: Tamarac West System Rehabilitation Est. Total Cost: $2,400,000 Prior Year Funding: $720,000 Operating Impact: $0 FUND: 441 Description: This ongoing program will rehabilitate, construct or replace utility lines that need improvement or

repairs, but were not able to be anticipated in advance. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19J: Water Distribution System Upgrade Est. Total Cost: $4,500,000 Prior Year Funding: $1,500,000 Operating Impact: $0 FUND: 441 Description: This project will identify and replace water distribution mains that have excessive corrosion and will

upgrade water mains that are of insufficient size so they will provide adequate fire protection to commercial properties. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT19K: Relocate Backyard Water Mains – Tamarac East Est. Total Cost: $1,650,000 Prior Year Funding: $150,000 Operating Impact: $0 FUND: 441 Description: Relocate existing water mains from backyards to the street right-of-way in the Tamarac East area of

Tamarac Lakes South and Tamarac Lakes Section One. Tamarac East covers Tamarac Lakes 1&2 and travels from NW 16th Ave to NW 19th Way and is bounded by Prospect Blvd on the south. It is anticipated that the impact will be an operational cost savings by reducing construction repair costs.

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CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS PUBLIC SERVICES - UTILITIES UT19M: 80kw Electric Generators (4) Est. Total Cost: $500,000 Prior Year Funding: $0 Operating Impact: $0 FUND: 441 Description: The project will Install four (4) fixed generators at lift stations. Following Hurricane Irma, Public

Services identified four (4) locations which are critical and require a fixed generator. Once installed, this fixed equipment will enable portable generators to be used in secondary areas. Fixed generators require less labor to run during emergency situations. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT20B: Sewer Main Rehabilitation (I&I) Est. Total Cost: $14,500,000 Prior Year Funding: $12,000,000 Operating Impact: $0 FUND: 441 Description: This project will provide for Main Line lining, Lateral lining and MH coating following the 2012

Wastewater Master Plan completed by Mathews Consulting. This project, when completed will drastically reduce the Wastewater I&I (inflow & infiltration) and will reduce wastewater charges paid to Broward County, eliminating penalties incurred when the monthly wastewater flowrate exceeds our purchased capacity of 8.5 MGD. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT20C: Replace Wastewater Force Mains Est. Total Cost: $500,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: This project will provide for improvement of the wastewater force mains that are undersized for

the current wastewater flow conditions that exist in several wastewater basins and will replace force mains that have significant corrosion. Impact on the operating budget is anticipated to be zero.

PUBLIC SERVICES - UTILITIES UT20D: Grants Shopping Center Generator Replacement Est. Total Cost: $500,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The project will replace the existing 30+ year old diesel emergency generator and transfer switch

with a new emergency generator that is compliant with all air emission regulations. The project will be designed and permitted by one of our engineering consultants. It is anticipated that the impact on the operating budget is zero.

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CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS PUBLIC SERVICES - UTILITIES UT20E: Replace Lime Silos and Slaker Systems Est. Total Cost: $925,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The project will replace both Wallace and Tiernan lime slakers and the PLC (programmable logic

controller) system along with the lime silos. The project will be designed and permitted by one of our Engineering consultants. Two pinch valves for the 8-million accelator will also be replaced. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT21K: Replace High Service Pumps at Water Treatment Plant Est. Total Cost: $750,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The project will replace the existing high service pumps at the Water Treatment Plant (WTP). These

pumps are critical to the operation of the WTP. They provide the required pressure and flow to the City’s drinking water supply and are an integral part of the distribution system. The existing variable frequency drive (VFD) units, which serve as a control for the operation of the pumps, are obsolete and need to be replaced as they require greater maintenance due to reduced efficiency. This project will require engineering to replace the pumps and VFD’s to ensure compatibility with the existing WTP and distribution systems. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES UT21L: Replace Bleach Generator w/Bulk Bleach System Est. Total Cost: $500,000 Prior Year Funding: $0 Operating Impact: $0 FUND: 441 Description: This project will provide for the design, permitting, bidding and construction of a new Bulk Sodium

Hypochlorite (bleach) system consisting of new storage tanks, dilution tanks, and metering pumps. The bleach will arrive at a 12% concentration and be diluted to 2.5% to extend life prior to being utilized at the Water Treatment Plant. The Bulk Bleach Tanks will need to be stored inside a building or enclosure, that may have to be air-conditioned to prevent sunlight and heat from affecting the strength of the bleach. This system will replace the current 900#/day generator system. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES – UTILITIES TBD: Wastewater System Master Plan (Study) Est. Total Cost: $300,000 Prior Year Funding: $0 Operating Impact: $0 FUND: 441 Description: This project will utilize a Consulting Engineer to study the existing Wastewater Collection system,

82 Pump Stations, and Force Main system to recommend improvements to the system. The historical wastewater flowrates to Broward County and Ft Lauderdale will be analyzed to determine what actions, if any need to be made to the current inflow and infiltration (I&I) program. The Wastewater System Master Plan is completed every 10 years and the last study was completed in January 2013 by Mathews Consulting. It is anticipated that the impact on the operating budget is zero.

186

CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS PUBLIC SERVICES – UTILITIES TBD: Replace Grant Plaza Pumps Est. Total Cost: $350,000 Prior Year Funding: $0 Operating Impact: $0 FUND: 441 Description: This project will replace the high service pumps and the variable frequency drive (VFD) units at our

repump station at Grant’s Plaza on the east side of town. These pumps are a critical part of the City’s water supply and distribution system. The pumps are due to be replaced based on their service life and the VFD’s are obsolete. This project will require engineering to ensure compatibility with the existing storage tank and distribution systems. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES – UTILITIES TBD: Replace Transfer Pumps Est. Total Cost: $450,000 Prior Year Funding: $0 Operating Impact: $0 FUND: 441 Description: This project will ensure continuous transfer of treatment water to our storage tanks at the City Water

Treatment Plant site. This project will require engineering to ensure compatibility with the existing clear well and Water Treatment Plant systems. These are critical components of the water treatment process. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES – UTILITIES TBD: Replace Package Filters 1-2 (Remove 4MG Accelator) Est. Total Cost: $1,375,000 Prior Year Funding: $0 Operating Impact: $0 FUND: 441 Description: This project will provide the Engineering Design to remove both Filters 1 and 2 along with the 4 MG

Accelator and replace them with high rate filters with capacity equal to or greater than the current filters. The current filters are more than 50 years old and the small 4 MG accelator has not been operated for 15 years and would require over $250,000 in steel repairs to be made operational. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES – UTILITIES TBD: Paint Storage Tanks/Filters/Accelators/Piping Est. Total Cost: $300,000 Prior Year Funding: $0 Operating Impact: $0 FUND: 441 Description: This project provides for painting of the exterior surfaces of all the tanks, piping’s, filters, buildings,

and walls at the Water Plant and Remote Tanks on a 6 or 7-year basis. This work was last completed in FY2016. It is anticipated that the impact on the operating budget is zero.

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CAPITAL IMPROVEMENT PROGRAM, CONTINUED PROJECT DESCRIPTIONS PUBLIC SERVICES – UTILITIES TBD: Replace Water Treatment Plant Package Filter Media – Filters 5&6 Est. Total Cost: $400,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The project provides for the replacement of filter media materials in two of the six- package water

filter units at the Water Treatment Plant resulting in increased volume of processed water. It is anticipated that the impact on the operating budget is zero.

PUBLIC SERVICES - UTILITIES TBD: Rehabilitation of West 8 MG Accelator Est. Total Cost: $1,000,000 Prior Funding: $0 Operating Impact: $0 FUND: 441 Description: The existing West 8MG Accelator is an aging unit and needs continual maintenance due to

Department of Health compliance requirements. This project will provide maintenance to this component in the form of welding, metalwork, replacement of stainless steel outlet wears, and drinking water compatible/NSF approved surface coating. This project will require engineering and consultation through the original equipment manufacturer. It is anticipated that the impact on the operating budget is zero.

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Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024TOTAL

FY 2019- FY 2024

Building Fund 500$ 500$ 500$ -$ -$ -$ 1,500$ Capital Maint Fund 670,000 490,900 587,000 919,800 403,100 275,000 3,345,800 Fire Rescue Fund 142,522 145,700 146,200 166,100 160,500 161,500 922,522 General Fund 2,289,233 2,341,963 2,374,314 - - - 7,005,510 Public Art Fund 50,000 50,000 - - - - 100,000 Stormwater Mgmt Fund 453,326 453,326 453,326 - - - 1,359,978 Utilities Capital Fund 111,800 - - - - - 111,800 Utilities Operating Fund 699,160 699,160 700,160 - - - 2,098,480

GRAND TOTAL $ 4,416,541 $ 4,181,549 $ 4,261,500 $ 1,085,900 $ 563,600 $ 436,500 $ 14,945,590

CAPITAL MAINTENANCE PROGRAM SUMMARY6-Year Projects Summary by Funding Source

Capital Maint Fund, 3,345,800 , 22%

Fire Rescue Fund, 922,522 , 6%

General Fund, 7,005,510 , 47%

Public Art Fund, 100,000 , 1%

Stormwater Mgmt Fund, 1,359,978 , 9%

Utilities Capital Fund, 111,800 , 1%


Capital Maintenance Program FY 2019-2024 $14,945,590

Capital Maint Fund, 670,000 , 15%

Fire Rescue Fund, 142,522 , 3%General Fund, 2,289,233 ,

52%

Public Art Fund, 50,000 , 1%

Stormwater Mgmt Fund, 453,326 , 10%

Utilities Capital Fund, 111,800 , 3%

Utilities Operating Fund, 699,160 , 16%

Capital Maintenance Program FY 2019 $4,416,541

189189

CAPITAL MAINTENANCE PROGRAM FY 2019DEPARTMENT PROJECT # FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024

BUILDING Minor Renovation - New Inspection Area Building Fund 150-3500 500 500 500 - - - 1,500

Sub-totals 500 500 500 - - - 1,500

CITY CLERK Kodak Alaris New Quotes from FY18 General Fund 001-1300 5,400 5,400 5,400 - - - 16,200

Sub-totals 5,400 5,400 5,400 - - - 16,200

COMMUNITY DEVELOPMENT R&M Other Public Art Fund 146-7021 50,000 50,000 - - - - 100,000

Sub-totals 50,000 50,000 - - - - 100,000

FIRE RESCUE Fire Admin Floor Replacement-2nd Floor Fire Rescue Fund 120-4501 25,000 - - - - - 25,000 FS#15/EOC Monitors & Technology Fire Rescue Fund 120-4520 7,822 7,822 Stretcher Maintenance Fire Rescue Fund 120-4520 16,000 16,000 16,500 16,500 17,000 17,000 99,000 Fire Station Doors System Maintenance Fire Rescue Fund 120-4520 5,000 5,000 5,000 5,000 5,000 5,000 30,000 Fire Extinguisher Service Fire Rescue Fund 120-4520 3,000 3,000 3,000 3,000 3,000 3,000 18,000 Telestaff Maintenance Fire Rescue Fund 120-4520 7,500 7,500 7,500 8,500 8,500 8,500 48,000 Maint -Breathing Air Compressors (MAKO) Fire Rescue Fund 120-4520 5,000 5,000 5,000 5,500 5,500 5,500 31,500 Records Management System Maintenance Service Fire Rescue Fund 120-4520 13,000 13,000 13,000 14,000 14,000 14,000 81,000 Zoll Cardiac Monitor Maintenance (every 3 years) Fire Rescue Fund 120-4520 - 10,000 10,000 10,500 10,500 10,500 51,500 Radio Maint. Motorola Solutions Fire Rescue Fund 120-4520 10,000 10,000 10,000 12,000 12,000 12,000 66,000 Fire Station Alerting System Maint (Not Incl FS36) Fire Rescue Fund 120-4520 - 26,000 26,000 26,700 28,000 29,000 135,700 Miscellaneous Repairs to Fire Stations Fire Rescue Fund 120-4520 3,500 3,500 3,500 5,000 5,000 5,000 25,500 Biohazard Removal from Stations Fire Rescue Fund 120-4520 12,500 12,500 12,500 12,500 12,500 12,500 75,000 Painting and Plumbing for Fire Stations Fire Rescue Fund 120-4520 3,500 3,500 3,500 5,000 5,000 5,000 25,500 Repairs- Facility A/C Units/Appliances/Hood Fire Rescue Fund 120-4520 10,000 10,000 10,000 12,000 12,000 12,000 66,000 CPR Devices Fire Rescue Fund 120-4520 7,000 7,000 7,000 7,000 7,000 7,000 42,000 Hydraulic Rescue Tool Maintenance Fire Rescue Fund 120-4520 4,000 4,000 4,000 5,000 5,000 5,000 27,000 Training Mannequins Repairs/Parts Fire Rescue Fund 120-4520 2,500 2,500 2,500 2,500 2,500 2,500 15,000 Stations Exhaust Removal Svc 400.00x18 Filters Fire Rescue Fund 120-4520 7,200 7,200 7,200 8,000 8,000 8,000 45,600

Sub-totals 142,522 145,700 146,200 158,700 160,500 161,500 915,122

HUMAN RESOURCES Neo-Gov Software Maintenance General Fund 001 - - - - - - -

Sub-totals - - - - - - -

INFORMATION TECHNOLOGY ACOM Solutions - Summary General Fund 001 4,240 4,240 4,367 - - - 12,847 Adobe Acrobat & Cloud Subscription General Fund 001 12,000 12,000 12,360 - - - 36,360 AdventNet Summary General Fund 001 7,750 7,750 7,983 - - - 23,483 APC Infrastructure Maint & Support General Fund 001 7,520 7,520 7,746 - - - 22,786 API (Optiview/Optispool) General Fund 001 8,600 8,600 8,858 - - - 26,058 ArchiveSocial Social Media Archiving Svc General Fund 001 2,500 2,500 2,575 - - - 7,575 Audio Visual Sys(Comm Chambers & CH101) General Fund 001 10,000 10,000 10,300 - - - 30,300 AutoDesk AutoCAD Maint & Support General Fund 001 2,500 2,500 2,575 - - - 7,575 BIS Digital Maintenance (City Clerk's Office) General Fund 001 2,790 2,790 2,874 - - - 8,454 Burgular Alarm System Monitoring Services General Fund 001 10,000 10,000 10,000 - - - 30,000 Captaris Alchemy Maint & Support General Fund 001 - - - - - - - Cisco Maint & Support General Fund 001 - 41,370 60,000 - - - 101,370 Civic Plus - Summary General Fund 001 12,800 12,800 13,184 - - - 38,784 Clearpoint Scorecard/Perf Mgmt Software General Fund 001 7,000 7,000 7,210 - - - 21,210

190190

CAPITAL MAINTENANCE PROGRAM FY 2019DEPARTMENT PROJECT # FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024 Cloud Storage Services General Fund 001 40,000 40,000 41,200 - - - 121,200 CrossMatch LiveScan Maintenance & Support General Fund 001 3,680 3,680 3,790 - - - 11,150 Digital Signage Watchfire Subscription General Fund 001 2,500 2,500 2,575 - - - 7,575 Executime Maint/Timeclock/Upgrade General Fund 001 12,500 12,500 12,875 - - - 37,875 Genatec Maintenance & Support General Fund 001 10,000 10,000 10,300 - - - 30,300 Halogen Software eAppraisal Maint&Support General Fund 001 7,750 7,750 7,983 - - - 23,483 HP Plotter/Scanner Maintenance & Support General Fund 001 - - - - - - - IBM Kenex/AS400 Maintenance & Support General Fund 001 18,900 18,900 19,467 - - - 57,267 Internat'l Data Depository Offsite Bakup Svc General Fund 001 3,000 3,000 3,090 - - - 9,090 Just FOIA Subscription (NEW) General Fund 001 6,100 6,100 6,283 - - - 18,483 Laserfiche Maintenance and Support (NEW) General Fund 001 22,000 22,000 22,660 - - - 66,660 Microsoft Enterprise Licensing Agmt General Fund 001 109,100 135,000 135,000 - - - 379,100 MorphoTrak LiveScan Maintenance & Support General Fund 001 3,800 3,800 3,914 - - - 11,514 Motorola Canopy Wireless Maint & Support General Fund 001 3,800 3,800 3,914 - - - 11,514 Motorola Radio Sys Maint & Support General Fund 001 2,300 2,300 2,369 - - - 6,969 Novusolutions EAgenda Maint/Web Stream'g General Fund 001 33,120 33,120 34,114 - - - 100,354 Peak Democracy Open Town Hall Subscrip General Fund 001 10,000 16,000 16,480 - - - 42,480 PrinterLogic/RADcare Maint & Support General Fund 001 5,600 5,600 5,768 - - - 16,968 RADcare Maintenance & Support General Fund 001 3,500 3,500 3,605 - - - 10,605 Real VNC Maintenance and Support General Fund 001 - 2,500 - - - - 2,500 RiskMaster Maint& Support General Fund 001 7,670 7,670 7,900 - - - 23,240 RiskMaster Upgrade General Fund 001 8,500 8,500 8,755 - - - 25,755 SeamlessDocs Maint & Support General Fund 001 5,030 5,030 5,181 - - - 15,241 Selectron IVR Maint & Support General Fund 001 24,500 24,500 25,235 - - - 74,235 Singlewire Software InformaCast Maint General Fund 001 3,500 3,500 3,605 - - - 10,605 Siteimprove Subscription General Fund 001 - - - - - - - Superion Avolve Software E-Plan Review (NEW) General Fund 001 34,800 34,800 35,844 - - - 105,444 Superion Information Systems (NEW) General Fund 001 34,070 34,070 35,092 - - - 103,232 Superion One Solution Financials (NEW) General Fund 001 25,800 25,800 26,574 - - - 78,174 Superion Human Resources - Payroll (NEW) General Fund 001 14,500 14,500 14,935 - - - 43,935 Superion TRAKIT (NEW) General Fund 001 44,850 44,850 46,196 - - - 135,896 Superion Task Management (NEW) General Fund 001 15,580 15,580 16,047 - - - 47,207 Superion Blended Web Learning Plan (NEW) General Fund 001 8,300 8,300 8,549 - - - 25,149 Vmware Maintenance and Support General Fund 001 35,000 35,000 36,050 - - - 106,050 VSI Summary General Fund 001 4,240 4,240 4,367 - - - 12,847 Webspy Vantage Web Filter Report/Maint General Fund 001 2,100 2,100 2,163 - - - 6,363 Citywide Fiber Network Repairs General Fund 001 5,000 5,000 5,000 - - - 15,000 Repair and Maintenance of Cell Tower as Needed General Fund 001 5,000 5,000 5,000 - - - 15,000

Network Switches IT19A/20A Capital Maintenance Fund 303 250,000 51,600 - - - - 301,600 Routers IT19A Capital Maintenance Fund 303 105,000 - - - - - 105,000 Firewalls IT19A/20A Capital Maintenance Fund 303 315,000 50,000 - - 40,000 - 405,000

191191

CAPITAL MAINTENANCE PROGRAM FY 2019DEPARTMENT PROJECT # FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024Telephone and Voicemail Systems CallManager IT21A Capital Maintenance Fund 303 - - 56,000 - - 56,000 Unity Connection IT21A Capital Maintenance Fund 303 - - 20,000 - - 20,000 Contact Center Express IT21A Capital Maintenance Fund 303 - - 20,000 - - 20,000 Telephones N/A Capital Maintenance Fund 303 - - - - - -

- Storage Area Network N/A Capital Maintenance Fund 303 - - - - - - -

- Canopy Wireless Connectivity (Disk Storage) N/A Capital Maintenance Fund 303 - - - - - - - Wireless Network Expansion/Replacement N/A Capital Maintenance Fund 303 - - - - - - - Network Swithches - SFP + Modules N/A Capital Maintenance Fund 303 - - - - - - -

- Power and HVAC Infrastructure - IT Data Closets TBD Capital Maintenance Fund 303 - - 1,000 - - - 1,000 Network Operations Center-A/C Replacement TBD Capital Maintenance Fund 303 - - - 7,500 - - 7,500

Sub-totals 1,333,790 841,160 868,911 7,500 40,000 - 3,091,361

PARKS AND RECREATION Bleacher Repairs General Fund 001-7010 5,000 5,000 5,000 - - - 15,000 Volleyball and Fitness Equip Maint General Fund 001-7010 3,500 3,500 3,500 - - - 10,500 Maintenance for Stages, Appliances, Backboards General Fund 001-7010 3,500 3,500 3,500 - - - 10,500 Misc Equip Repairs TCC, TP & Parks General Fund 001-7010 3,000 3,000 3,000 - - - 9,000 TCC File Room/Ballroom Carpet/Office-Kitchen VCT General Fund 001-7010 3,040 - - - - - 3,040 Annual Life Fitness Equip Maint Contract General Fund 001-7030 6,400 6,400 6,400 - - - 19,200 Geothermal System Preventative Maint Contract General Fund 001-7030 2,000 2,000 2,000 - - - 6,000 Pool & Pump Repair & Maintenance General Fund 001-7030 6,000 6,000 6,000 - - - 18,000 Sprayground Maintenance General Fund 001-7030 5,000 5,000 5,000 - - - 15,000 Geothermal System Repair & Maintenance General Fund 001-7030 8,000 8,000 8,000 - - - 24,000 Misc. Repairs-Locker Rooms, Fitness Room, etc General Fund 001-7030 6,000 6,000 6,000 - - - 18,000 Slide Maintenance (Waxing, Caulking, etc) General Fund 001-7030 7,000 7,000 7,000 - - - 21,000

Sub-totals 58,440 55,400 55,400 - - - 169,240 PUBLIC SERVICES Repair/Replace City-Owned Streetlights General Fund 001-5020 - - - - - - - Repair City Property - Traffic Accidents General Fund 001-5020 13,000 13,000 13,000 - - - 39,000 Repairs to Equip not Maintained In-House General Fund 001-5020 6,000 6,000 6,000 - - - 18,000 Pressure Cleaning Crew General Fund 001-5020 4,500 4,500 4,500 - - - 13,500 Repair/Replace Sidewalk (Non-CDBG) General Fund 001-5020 25,000 25,000 25,000 - - - 75,000 Increased Costs of Materals & Inc. Repairs (NEW) General Fund 001-5020 10,000 10,000 10,000 - - - 30,000 Repair/Replace Guardrails General Fund 001-5020 50,000 50,000 50,000 - - - 150,000 Repair Buffer Walls due to Traffic Accidents General Fund 001-5020 10,000 10,000 10,000 30,000 Construction Materials General Fund 001-5040 22,000 22,000 22,000 - - - 66,000 HVAC Parts General Fund 001-5040 7,000 7,000 7,000 - - - 21,000 Plumbing Supplies General Fund 001-5040 7,000 7,000 7,000 - - - 21,000 Electrical Supplies General Fund 001-5040 7,000 7,000 7,000 - - - 21,000 Vandalism Repairs General Fund 001-5040 7,000 7,000 7,000 - - - 21,000 Unanticipated R&M General Fund 001-5040 30,400 30,400 30,400 - - - 91,200 Combo Security Locks General Fund 001-5040 5,000 5,000 5,000 - - - 15,000 Annual MTCE Floor Refinish- TCCN/Rec Ctr General Fund 001-5040 7,600 7,600 7,600 - - - 22,800 MTCE on Aquatic Sprayground Equip General Fund 001-5040 7,000 7,000 7,000 - - - 21,000 Annual Roof R&M General Fund 001-5040 35,000 35,000 35,000 - - - 105,000 Fire Alarm System General Fund 001-5040 6,000 6,000 6,000 - - - 18,000 Elevator Maintenance General Fund 001-5040 2,000 2,000 2,000 - - - 6,000 Pest Control General Fund 001-5040 7,000 7,000 7,000 - - - 21,000

192192

CAPITAL MAINTENANCE PROGRAM FY 2019DEPARTMENT PROJECT # FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024 Cooling Tower Maintenance General Fund 001-5040 3,000 3,000 3,000 - - - 9,000 Fire Alarm Repairs General Fund 001-5040 3,000 3,000 3,000 - - - 9,000 Burglar Alarm Repairs General Fund 001-5040 5,000 5,000 5,000 - - - 15,000 R&M Projects (Parks & Rec) General Fund 001-5040 - 80,000 80,000 - - - 160,000 Parks Admin (Carpet, Int Paint, Cabinets) General Fund 001-5040 100,000 - - - - - 100,000 City Signs Repair and Maintenance General Fund 001-5040 10,000 10,000 10,000 - - - 30,000 SYN Tech Fuel Master Maintenance General Fund 001-5080 2,500 2,500 2,500 - - - 7,500 Fuel Island Pump/Hose/Tank Service & Repair General Fund 001-5080 2,000 2,000 2,000 - - - 6,000 COT R&M Automobile General Fund 001-5080 20,000 20,000 20,000 - - - 60,000 Misc Auto R&M General Fund 001-5080 10,000 10,000 10,000 - - - 30,000 Repair Parts/Labor - Heavy Equipment General Fund 001-5080 2,000 2,000 2,000 - - - 6,000 Repair Parts/Generators & Fuel Tanks General Fund 001-5080 15,000 15,000 15,000 - - - 45,000 North Lauderdale Fire/PW General Fund 001-5080 60,000 60,000 60,000 - - - 180,000 Repair & Maint - City Park Facilities/Bldgs General Fund 001-5090 36,000 36,000 36,000 - - - 108,000 Repair & Maint - Fountains in City Parks General Fund 001-5090 10,000 10,000 10,000 - - - 30,000 Additional Restrooms/Park Facilities General Fund 001-5090 4,000 4,000 4,000 - - - 12,000 Machinery Repair & Maint - Grounds Equip General Fund 001-5090 4,000 4,000 4,000 - - - 12,000 Machinery Repair & Maint - Parks Equip General Fund 001-5090 10,000 10,000 10,000 - - - 30,000 Rights-of-Way/Median Maintenance General Fund 001-5090 531,500 531,500 531,500 - - - 1,594,500 Contracted Parks Maintenance General Fund 001-5090 120,600 120,600 120,600 - - - 361,800 Contract Cost Increase per Reso R2015-06 General Fund 001-5090 230,042 230,042 230,042 - - - 690,126 Contract Cost Increase per Reso R2018-12 General Fund 001-5090 114,461 114,461 114,461 - - - 343,383

Sub-totals 1,561,603 1,541,603 1,541,603 - - - 4,644,809

HVAC R&R Program(6) 3.5 Ton Pckg. Trane - Utilities/IT HV19B Utilities Capital Fund 441-6020 63,000 - - - - - 63,000 (1) 5 Ton Pckg. Trane - Utilities/IT HV19B Utilities Capital Fund 441-6020 14,000 - - - - - 14,000 (1) Split APC - Utilities/IT HV19B Utilities Capital Fund 441-6020 34,800 - - - - - 34,800 (2) 5 Ton Pckg - Fire Station 41 HV20A Capital Maint Fund 303-5040 - 18,600 - - - - 18,600 (1) 8 Ton Pckg - Fire Station 41 HV20A Capital Maint Fund 303-5040 - 14,700 - - - - 14,700 (1) 3.5 Ton Split Trane - Public Works HV20A Capital Maint Fund 303-5040 - 7,000 - - - - 7,000 (3) 6 Ton Pckg. Carrier - Park Admin HV20A Capital Maint Fund 303-5040 - 39,000 - - - - 39,000 (1) 17.5 Ton Pckg - Community Center HV21A Capital Maint Fund 303-5040 - - 76,800 - - - 76,800 (1) 27.5 Ton Pckg - Community Center HV21A Capital Maint Fund 303-5040 - - 86,500 - - - 86,500 (1) 17 Ton Pckg - Community Center HV21A Capital Maint Fund 303-5040 - - 57,700 - - - 57,700 (2) 25 Ton Pckg - Community Center HV21A Capital Maint Fund 303-5040 - - 173,000 - - - 173,000 (2) 15 Ton Pckg - Community Center HV21A Capital Maint Fund 303-5040 - - 96,000 - - - 96,000 (3) 24 Ton Water Pckg - City Hall HV22A Capital Maintenance Fund 303 - - - 362,700 - - 362,700 (2) 24 Ton Water Pckg - City Hall HV22A Capital Maintenance Fund 303 - - - 241,800 - - 241,800 (1) 2.5 Ton Trane Split - Fire Station No. 41 HV22A Fire Rescue Fund 120 - - - 7,400 - - 7,400 (1) 3.5 Ton Trane Split - Public Works Building HV22A Capital Maintenance Fund 303 - - - 7,800 - - 7,800 (2) 150 Ton Thermal Mayer Cooling Twrs - City Hall HV22A Capital Maintenance Fund 303 - - - 300,000 - - 300,000 (1) 3.0 Ton Trane Split - City Hall HV23A Capital Maintenance Fund 303 - - - - 4,500 - 4,500 (1) 1.5 Ton Trane Split - City Hall HV23A Capital Maintenance Fund 303 - - - - 6,700 - 6,700 (1) 3.0 Ton Liebert Split - City Hall HV23A Capital Maintenance Fund 303 - - - - 15,200 - 15,200 (1) 5.0 Ton Carrier Split - Multi-Purpose Center HV23A Capital Maintenance Fund 303 - - - - 8,800 - 8,800 (2) 6.0 Ton Carrier Pckg - Multi-Purpose Center HV23A Capital Maintenance Fund 303 - - - - 34,400 - 34,400 (3) 5.0 Ton Carrier Pckg - Multi-Purpose Center HV23A Capital Maintenance Fund 303 - - - - 51,600 - 51,600 (2) 1.0 Ton Carrier Split - Multi-Purpose Center HV23A Capital Maintenance Fund 303 - - - - 11,400 - 11,400 (2) 20.0 Ton Carrier Split - Multi-Purpose Cnter HV23A Capital Maintenance Fund 303 - - - - 211,800 - 211,800 (1) 5.0 Ton Trane Split - Public Works/Bldg HV23A Capital Maintenance Fund 303 - - - - 10,900 - 10,900 (1) 3.0 Ton Trane Split - Public Works/Bldg HV23A Capital Maintenance Fund 303 - - - - 7,800 - 7,800

HVAC Program Sub-totals 111,800 79,300 490,000 919,700 363,100 - 1,963,900

193193

CAPITAL MAINTENANCE PROGRAM FY 2019DEPARTMENT PROJECT # FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024

Painting Program Paint Fleet Areas, Breakroom and Stairway General Fund - - - - - - -

Painting Program Sub-totals - - - - - - - Roof Repair/Replacement Program

Community Center - Single Ply RR20A Capital Maintenance Fund 303 - 160,000 - - - - 160,000 Community Center - Metal Roof RR20A Capital Maintenance Fund 303 - 150,000 - - - - 150,000 Water Treatment Plant Roof Repl. TBD Capital Maintenance Fund 303 - - - - - 275,000 275,000

Roof Repair/Replacement Sub-totals - 310,000 - - - 275,000 585,000

Public Services Sub-totals 1,673,403 1,930,903 2,031,603 919,700 363,100 275,000 7,193,709 -

PUBLIC SERVICES - STORMWATER - SCADA Software Maint Contract N/A Stormwater Mgmt Fund 410 4,000 4,000 4,000 - - - 12,000 Repair of Catch Basin Aprons N/A Stormwater Mgmt Fund 410 15,000 15,000 15,000 - - - 45,000 Restoration of Roadway Swales N/A Stormwater Mgmt Fund 410 15,000 15,000 15,000 - - - 45,000 Repairs to City Pump Stations N/A Stormwater Mgmt Fund 410 5,000 5,000 5,000 - - - 15,000 R&M Drainage Projects N/A Stormwater Mgmt Fund 410 75,000 75,000 75,000 - - - 225,000 R&M Culvert Cleaning & MTCE N/A Stormwater Mgmt Fund 410 110,000 110,000 110,000 - - - 330,000 Miscellaneous Repairs N/A Stormwater Mgmt Fund 410 4,000 4,000 4,000 - - - 12,000 Aerators Repair & Maint N/A Stormwater Mgmt Fund 410 10,000 10,000 10,000 - - - 30,000 Repairs to Sprayers and Harvesters N/A Stormwater Mgmt Fund 410 17,000 17,000 17,000 - - - 51,000 Welding repairs to Stormwater Equipment N/A Stormwater Mgmt Fund 410 2,000 2,000 2,000 - - - 6,000 Repairs to Pump Stations & Headwalls N/A Stormwater Mgmt Fund 410 4,000 4,000 4,000 - - - 12,000 Grounds Maint Contract (SW Fund) N/A Stormwater Mgmt Fund 410 187,100 187,100 187,100 - - - 561,300 Updated Contract Cost per Resolution N/A Stormwater Mgmt Fund 410 5,226 5,226 5,226 - - - 15,678

Stormwater Sub-totals 453,326 453,326 453,326 - - - 1,359,978

UTILITIES Repair and Maintenance- Utilities Bldg N/A Utilities Operating Fund 425 5,000 5,000 5,000 - - - 15,000 E.S.R.I. GIS Software Annual Fee N/A Utilities Operating Fund 425 19,900 19,900 19,900 - - - 59,700 Hypochlorite Maint. Contract N/A Utilities Operating Fund 425 14,890 14,890 14,890 - - - 44,670 ION Chromatograph Service Contract N/A Utilities Operating Fund 425 8,300 8,300 8,300 - - - 24,900 SCADA Lic. Key Renewal (Includes 911) N/A Utilities Operating Fund 425 12,190 12,190 12,190 - - - 36,570 Anticipated Repairs for Well House N/A Utilities Operating Fund 425 12,730 12,730 12,730 - - - 38,190 Replace Two Hypo Pumps N/A Utilities Operating Fund 425 11,950 11,950 11,950 - - - 35,850 Replace One Wash Water Pump N/A Utilities Operating Fund 425 - - - - - - - Maintain Steelwork in Accelators N/A Utilities Operating Fund 425 30,000 30,000 30,000 - - - 90,000 Replace 2 Actuator Valves- Package Filters N/A Utilities Operating Fund 425 15,870 15,870 15,870 - - - 47,610 Replace Hypo Distrib & Sys Components N/A Utilities Operating Fund 425 5,000 5,000 5,000 - - - 15,000 Fiberglass Repair N/A Utilities Operating Fund 425 10,000 10,000 10,000 - - - 30,000 Spare Parts; Parts Maintenance/SCADA N/A Utilities Operating Fund 425 12,000 12,000 12,000 - - - 36,000 Replacement of 2 Isolation Valves N/A Utilities Operating Fund 425 2,600 2,600 2,600 - - - 7,800 Replacement of PLC for Greenleaf N/A Utilities Operating Fund 425 12,000 12,000 12,000 - - - 36,000 Ammonia Pressure System N/A Utilities Operating Fund 425 3,600 3,600 3,600 - - - 10,800 Grants Storage Tanks 2 ea. @ $1560 ea. N/A Utilities Operating Fund 425 3,120 3,120 3,120 - - - 9,360 Replacement of Existing Floride Pump N/A Utilities Operating Fund 425 2,600 2,600 2,600 - - - 7,800 Lawn Maintenance at Water Treatment Plant N/A Utilities Operating Fund 425 11,900 11,900 11,900 - - - 35,700 Tree pruning/Trimming at WTP N/A Utilities Operating Fund 425 3,640 3,640 3,640 - - - 10,920 Lawn Maintenance at Tract 27 N/A Utilities Operating Fund 425 2,710 2,710 2,710 - - - 8,130 Maintenance at Grants Plaza N/A Utilities Operating Fund 425 2,600 2,600 2,600 - - - 7,800 Portable Meter Reading Processors & Cradles N/A Utilities Operating Fund 425 7,960 7,960 7,960 - - - 23,880 Facility R&M N/A Utilities Operating Fund 425 25,000 25,000 25,000 - - - 75,000

194194

CAPITAL MAINTENANCE PROGRAM FY 2019DEPARTMENT PROJECT # FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 THRU FY 2024 Repair of Sewer Mains & Sewer Laterals N/A Utilities Operating Fund 425 3,100 3,100 3,100 - - - 9,300 Water Main Repairs N/A Utilities Operating Fund 425 26,000 26,000 26,000 - - - 78,000 Water Service Line Repairs N/A Utilities Operating Fund 425 48,500 48,500 48,500 - - - 145,500 Supply Asphalt- Restorat's After Excavations N/A Utilities Operating Fund 425 25,500 25,500 25,500 - - - 76,500 Repairs & Repl Parts for Misc Machinery N/A Utilities Operating Fund 425 14,000 14,000 14,000 - - - 42,000 Transfer from 4607, 4608, 4621 N/A Utilities Operating Fund 425 2,000 2,000 3,000 - - - 7,000 Meters & Meter Boxes N/A Utilities Operating Fund 425 45,000 45,000 45,000 - - - 135,000 Meters/Meter Boxes- Curr/New Development N/A Utilities Operating Fund 425 15,000 15,000 15,000 - - - 45,000 Hydrants & Valves N/A Utilities Operating Fund 425 48,000 48,000 48,000 - - - 144,000 Repair of City Irrigation Pipe N/A Utilities Operating Fund 425 82,500 82,500 82,500 - - - 247,500 Elect/Mech Repair/Components- 82 WW N/A Utilities Operating Fund 425 70,000 70,000 70,000 - - - 210,000 Jet Rodder, Trailer,VideoVans,Vactor,etc N/A Utilities Operating Fund 425 84,000 84,000 84,000 - - - 252,000

Utilities Sub-totals 699,160 699,160 700,160 - - - 2,098,480

TOTAL 4,416,541$ 4,181,549$ 4,261,500$ 1,085,900$ 563,600$ 436,500$ 14,945,590$

SUMMARY OF REVENUESGeneral Fund 2,289,233 2,341,963 2,374,314 - - - 7,005,510 Fire Rescue Fund 120 142,522 145,700 146,200 166,100 160,500 161,500 922,522 Public Art Fund 146 50,000 50,000 - - - - 100,000 Building Fund 150 500 500 500 - - - 1,500 Capital Maintenance Fund 303 670,000 490,900 587,000 919,800 403,100 275,000 3,345,800 Stormwater Mgmt Fund 410 453,326 453,326 453,326 - - - 1,359,978 Utilities Capital Fund 441 111,800 - - - - - 111,800 Utilities Operating Fund 425 699,160 699,160 700,160 - - - 2,098,480 Total 4,416,541$ 4,181,549$ 4,261,500$ 1,085,900$ 563,600$ 436,500$ 14,945,590$

SUMMARY BY PROGRAMBuilding 500 500 500 - - - 1,500 City Clerk 5,400 5,400 5,400 - - - 16,200 Community Development 50,000 50,000 - - - - 100,000 Fire Rescue 142,522 145,700 146,200 158,700 160,500 161,500 915,122 Human Resources - - - - - - - Information Technology 1,333,790 841,160 868,911 7,500 40,000 - 3,091,361 Parks and Recreation 58,440 55,400 55,400 - - - 169,240 Public Services 1,673,403 1,930,903 2,031,603 919,700 363,100 275,000 7,193,709 Public Services - Stormwater 453,326 453,326 453,326 - - - 1,359,978 Public Services - Utilities 699,160 699,160 700,160 - - - 2,098,480 Total 4,416,541$ 4,181,549$ 4,261,500$ 1,085,900$ 563,600$ 436,500$ 14,945,590$

195195

Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024

TOTAL FY 2019- FY

2024Building Fund 31,577$ 31,577$ 21,767$ -$ -$ -$ 84,920$ Capital Equipment Fund 332,300 370,400 275,200 101,021 73,013 - 1,151,934 Fire Rescue Fund 1,271,888 935,845 766,058 618,888 399,663 392,912 4,385,254 Stormwater Capital Fund 92,600 86,800 - 76,489 - - 255,889 Utilities Operating Fund 542,800 631,900 178,800 1,591,022 - - 2,944,522

GRAND TOTAL $ 2,271,165 $ 2,056,522 $ 1,241,825 $ 2,387,421 $ 472,676 392,912$ $ 8,822,520

CAPITAL VEHICLE PROGRAM SUMMARY6-Year Projects Summary by Funding Source

Building Fund, $84,920 , 1%

Capital Equipment Fund, 1,151,934 , 13%

Fire Rescue Fund, 4,385,254 , 50%



Capital Vehicle Program FY 2019-2024 $8,822,520

Building Fund, $31,577 , 1%

Capital Equipment Fund, 332,300 , 15%

Fire Rescue Fund, 1,271,888 , 56%



Capital Vehicle Program FY 2019 $2,271,165

196196


CAPITAL VEHICLE/EQUIPMENT PROGRAMDEPARTMENT Unit # FUNDING SOURCE PROJECT # FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTAL

BUILDING2008 Ford Explorer XLT SUB 558 Building Fund 301-3500 CV20A 19,620 9,810 9,810 - - - - 39,240 2008 Ford Explorer XLT 4DR 2WD 559 Building Fund 301-3500 CV21A 12,392 6,196 6,196 6,196 - - - 30,980 2014 Chev Equinox LS 4DR SUB FWD 560 Building Fund 301-3500 CV21A 11,616 5,808 5,808 5,808 - - - 29,042 2014 F150XL STD Cab/Bed 2WD 561 Building Fund 301-3500 CV21A 10,278 5,139 5,139 5,139 - - - 25,696 2015 F150 STD Cab/Bed 2WD 562 Building Fund 301-3500 CV21A 9,246 4,623 4,623 4,623 - - - 23,116 - - Sub-total 63,153 31,577 31,577 21,767 - - - 148,073

COMMUNITY DEVELOPMENT2012 Colorado PU STD CAB/BED 619 Cap Equip Fund 301-3020 CV21A - - - 30,200 - - - 30,200 2014 Ford F150 STD CAB/BED 2WD 620 Cap Equip Fund 301-3020 CV22A - - - - 25,216 - - 25,216 2014 Chevy Equinox FWD LS SUV 621 Cap Equip Fund 301-3020 CV22A - - - - 29,057 - - 29,057 2015 Ford F150 STD CAB/BED 2WD 622 Cap Equip Fund 301-3020 CV22A - - - - 23,174 - - 23,174 2016 Ford F150 STD CAB/BED 2WD 623 Cap Equip Fund 301-3020 CV22A - - - - 23,574 - - 23,574 Sub-total - - - 30,200 101,021 - - 131,221

FIRE RESCUE Fire Administration

2012 SD F350 Crew Cab 2WD SRW 361 Fire Res Fund 301-4520 CV19F 24,030 24,030 - - - - - 48,060 2013 Ford Explorer 4DR FWD 365 Fire Res Fund 301-4520 CV20F 14,667 14,667 14,667 - - - - 44,000 2013 Ford Explorer 4DR FWD 366 Fire Res Fund 301-4520 CV21F 10,500 10,500 10,500 10,500 - - - 42,000 2013 Ford Explorer 4DR FWD 360 Fire Res Fund 301-4520 CV22F 8,089 8,089 8,089 8,089 8,089 - - 40,443 2015 F250 Crew Cab STD 2WD 372 Fire Res Fund 301-4520 CV23F 6,753 6,753 6,753 6,753 6,753 6,753 - 40,516 2017 Ford Transit I50XL 375 Fire Res Fund 301-4520 CV23F - 5,833 5,833 5,833 5,833 5,833 5,835 35,000 2017 Ford Explorer SUV FWD 376 Fire Res Fund 301-4520 CV23F - 8,000 8,000 8,000 8,000 8,000 8,000 48,000 2017 Ford F450 4x2 Crew Chasis Cab 377 Fire Res Fund 301-4520 CV23F - 35,250 35,250 35,250 35,250 - - 141,000

Fire OperationsSquirt 41 350 Fire Res Fund 301-4520 CV19F 500,000 300,000 - - - - - 800,000 Rescue/Ambulance Spare 362 Fire Res Fund 301-4520 CV20F 155,120 77,560 77,560 - - - - 310,240 Rescue/Ambulance Spare 363 Fire Res Fund 301-4520 CV20F 155,120 77,560 77,560 - - - - 310,240 Rescue/Ambulance 78 367 Fire Res Fund 301-4520 CV21F 127,420 63,710 63,710 63,710 - - - 318,550 Rescue/Ambulance 241 368 Fire Res Fund 301-4520 CV21F 127,420 63,710 63,710 63,710 - - - 318,550 Quint 41 359 Fire Res Fund 301-4520 CV23F - 155,000 155,000 155,000 155,000 155,000 155,000 930,000 Quint 15 371 Fire Res Fund 301-4520 CV23F - 112,777 112,777 112,777 112,777 112,777 112,777 676,662 Quint 78 374 Fire Res Fund 301-4520 CV23F - 104,300 104,300 104,300 104,300 104,300 104,300 625,800 Rescue/Ambulance 36 369 Fire Res Fund 301-4520 CV23F - 84,750 84,750 84,750 84,750 - - 339,000 Rescue/Ambulance 15 370 Fire Res Fund 301-4520 CV23F - 84,750 84,750 84,750 84,750 - - 339,000

Fire Prevention2006 Ford Ranger - Ford F150 353 Fire Res Fund 301-4520 CV19F 24,026 12,013 - - - - - 36,040 2013 Ford Explorer 4DR FWD 364 Fire Res Fund 301-4520 CV21F 9,250 9,250 9,250 9,250 - - - 37,000 2016 Ford Explorer 4DR FWD 2WD 373 Fire Res Fund 301-4520 CV22F 6,387 6,387 6,387 6,387 6,387 - - 31,936 2017 Ford F150 XL 2WD 378 Fire Res Fund 301-4520 CV22F - 7,000 7,000 7,000 7,000 7,000 7,000 42,000 Sub-total 1,168,783 1,271,888 935,845 766,058 618,888 399,663 392,912 5,554,037 -

PR YEAR FUNDING

197197



PR YEAR FUNDING

PARKS & RECREATION - 2011 4500 16+ 2(20) Passenger HC Bus 828 Cap Equip Fund 301-7050 CV19A - 36,500 - - - - - 36,500 2013 4500 16+2(20) Pass HC Bus 830 Cap Equip Fund 301-7050 CV20A - - 95,000 - - - - 95,000 2012 GRD Caravan ADA Minivan 832 Cap Equip Fund 301-7050 CV20A - - 38,400 - - - - 38,400 2012 GRD Caravan ADA Minivan 834 Cap Equip Fund 301-7050 CV20A - - 38,400 - - - - 38,400 2013 4500 16+2(20) Pass HC Bus 831 Cap Equip Fund 301-7050 CV21A - - - 97,000 - - - 97,000 2013 4500 16+2(20) Pass HC Bus 829 Cap Equip Fund 301-7050 CV21A - - - 40,400 - - - 40,400 2013 GRD Caravan ADA Minivan 835 Cap Equip Fund 301-7050 CV21A - - - 40,400 - - - 40,400 2015 Ford Taurus SE 4DR FWD 838 Cap Equip Fund 301-7040 CV23A - - - - - 22,000 - 22,000 2017 GRD Caravan ADA Minivan 839 Cap Equip Fund 301-7050 CV23A - - - - - 51,013 - 51,013 Sub-total - 36,500 171,800 177,800 - 73,013 - 459,113

PUBLIC WORKS - 2004 Ford E250 2 Dr. Van 2WD 2056 Cap Equip Fund 301-5040 CV19A - 35,000 - - - - - 35,000 2006 2500 Pickup Std. Cab Std. Bed 2WD 2065 Cap Equip Fund 301-5020 CV19A - 33,000 - - - - - 33,000 2006 Ford Ranger Pickup Ext. Cab 2WD 2067 Cap Equip Fund 301-5002 CV19A - 27,700 - - - - - 27,700 2013 Chevy Equinox LS SUV 4DR AWD 2083 Cap Equip Fund 301-5005 CV19A - 24,600 - - - - - 24,600 2005 Chevy 2500 Std. Cab Pickup 2WD 2712 Cap Equip Fund 301-5040 CV19A - 28,000 - - - - - 28,000 2006 2500 Silverado PU STD Cab/Bed 2WD 2713 Cap Equip Fund 301-5090 CV19A - 33,000 - - - - - 33,000 2013 10D Dumptruck SA DRW 2WD 2081 Cap Equip Fund 301-5020 CV19A - 86,700 - - - - - 86,700 2013 Chevy Equinox LS SUV 4DR AWD 2084 Cap Equip Fund 301-5005 CV19A - 27,800 - - - - - 27,800 2008 E-250 Cargo Van 2WD 2072 Cap Equip Fund 301-5040 CV20A - - 34,000 - - - - 34,000 2008 E-250 Cargo Van 2WD 2073 Cap Equip Fund 301-5040 CV20A - - 34,000 - - - - 34,000 2013 F250 STD CAB/Util Bed 2WD 2086 Cap Equip Fund 301-5090 CV20A - - 31,800 - - - - 31,800 2013 F250 EXT CAB/Util Bed 4WD 2087 Cap Equip Fund 301-5090 CV20A - - 31,800 - - - - 31,800 2014 F250 CrewCab/Util SRW 2WD 2091 Cap Equip Fund 301-5090 CV20A - - 31,800 - - - - 31,800 2014 Ford Explorer 4DR $WD 2094 Cap Equip Fund 301-5005 CV20A - - 35,200 - - - - 35,200 2005 Chevy 2500 Std. Cab Std. Bed 2074 Cap Equip Fund 301-5040 CV21A - - - 37,000 - - - 37,000 2013 F150 STD CAB/BED 2WD 2085 Cap Equip Fund 301-5090 CV21A - - - 30,200 - - - 30,200 Sub-total - 295,800 198,600 67,200 - - - 561,600

PUBLIC WORKS - STORMWATER - 2006 Chevy 2500 Std. Cab Std. Bed 2063 Stormwtr Fund 410-5050 N/A - 32,600 - - - - - 32,600 2006 Chevy 2500 Std. Cab Std. Bed 2066 Stormwtr Fund 410-5050 N/A - 30,000 - - - - - 30,000 2006 Ford Ranger Pickup Ext. Cab 2WD 2068 Stormwtr Fund 410-5050 N/A - 30,000 - - - - - 30,000 2006 550 Pickup Std. Cab Util Bed 2069 Stormwtr Fund 410-5050 N/A - - 55,000 - - - - 55,000 2012 F250 EXT-CAB Util Bed 4WD 2080 Stormwtr Fund 410-5050 N/A - - 31,800 - - - - 31,800 2015 F250 EXT-CAB/STD 4WD 2136 Stormwtr Fund 410-5050 N/A - - - - 34,833 - - 34,833 2015 F350 STD CAB/UTIL Body 4WD 2139 Stormwtr Fund 410-5050 N/A - - - - 41,656 - - 41,656 Sub-total - 92,600 86,800 - 76,489 - - 255,889

198198



PR YEAR FUNDING

- UTILITIES -

2005 Ford Explorer XLS 4DR 2WD 4035 Utilities Fund 425-6030 N/A - 36,000 - - - - - 36,000 2006 Chevy 1500 Ext Cab Std. Bed 4045 Utilities Fund 425-6030 N/A - 37,000 - - - - - 37,000 2006 Chevy 2500 PU STD CAB/BED 2WD 4047 Utilities Fund 425-6030 N/A - 37,000 - - - - - 37,000 2006 Ford Explorer SUV 4DR 2WD 4049 Utilities Fund 425-6030 N/A - 36,000 - - - - - 36,000 2006 Ford Ranger Ext-Cab PU 2WD 4051 Utilities Fund 425-6020 N/A - 27,300 - - - - - 27,300 2006 Ford Ranger Ext-Cab PU 2WD 4055 Utilities Fund 425-6002 N/A - 33,500 - - - - - 33,500 2008 E250 Cargo Van 2WD 4058 Utilities Fund 425-6002 N/A - 30,800 - - - - - 30,800 2011 F250 STD CAB/UTIL BED 2WD 4070 Utilities Fund 425-6002 N/A - 30,200 - - - - - 30,200 2013 INT Chassis Vacoon Rodder 4072 Utilities Fund 425-6020 N/A - 275,000 - - - - - 275,000 2006 F550 XL SD Video Truck 4042 Utilities Fund 425-6002 N/A - - 300,000 - - - - 300,000 2006 Ford Ranger Std. Cab Bed 4046 Utilities Fund 425-6002 N/A - - 30,000 - - - - 30,000 2007 Ford F150 Ext Cab Pickup 2WD 4052 Utilities Fund 425-6002 N/A - - 30,000 - - - - 30,000 2008 F350 STD-CAB 2WD 4063 Utilities Fund 425-6002 N/A - - 40,000 - - - - 40,000 2008 Ford 350 STD-CAB Util -Bed 2WD 4064 Utilities Fund 425-6002 N/A - - 41,000 - - - - 41,000 2008 Explorer XLT 4 4066 Utilities Fund 425-6002 N/A - - 31,000 - - - - 31,000 2013 10 YD Dump Truck SA DRW 2WD 4073 Utilities Fund 425-6002 N/A - - 81,800 - - - - 81,800 2013 F150 STD CAB/BED 2WD 4075 Utilities Fund 425-6002 N/A - - 28,700 - - - - 28,700 2014 F450 STD CAB/12' Dump Body 4079 Utilities Fund 425-6002 N/A - - 49,400 - - - - 49,400 2008 E-250 Cargo Van 2WD 4056 Utilities Fund 425-6002 N/A - - - 35,000 - - - 35,000 2013 F350 STD CAB/UTIL BED 2WD 4076 Utilities Fund 425-6002 N/A - - - 33,400 - - - 33,400 2013 F250 STD CAB/UTIL w/Crane 4078 Utilities Fund 425-6002 N/A - - - 40,100 - - - 40,100 2014 F250 STD CAB/UTIL w/Liftgate 4077 Utilities Fund 425-6020 N/A - - - 40,100 - - - 40,100 2014 F150 STD CAB/BED 2WD 4099 Utilities Fund 425-6002 N/A - - - 30,200 - - - 30,200 2011 F250 STD CAB/UTIL BED 2WD 4068 Utilities Fund 425-6002 N/A - - - - 37,047 - - 37,047 2011 F250 STD CAB/UTIL BED 2WD 4069 Utilities Fund 425-6002 N/A - - - - 37,857 - - 37,857 2014 F150 EXT-CAB/STD BED 2WD 4083 Utilities Fund 425-6002 N/A - - - - 25,958 - - 25,958 2014 E450 SD VIDEO VAN 158" WB 4095 Utilities Fund 425-6002 N/A - - - - 396,120 - - 396,120 2015 F250 SD STD CAB/UTIL 2WD 4096 Utilities Fund 425-6002 N/A - - - - 36,177 - - 36,177 2015 F250 STD CAB/UTIL BED 2WD 4097 Utilities Fund 425-6002 N/A - - - - 34,674 - - 34,674 2015 F450 STD CAB/UTIL BED 4WD 4098 Utilities Fund 425-6002 N/A - - - - 65,648 - - 65,648 2015 F250 STD CAB/UTIL 1300 LG 4200 Utilities Fund 425-6002 N/A - - - - 35,286 - - 35,286 2015 E350 STD CAB/UTIL 2WD DRW 4201 Utilities Fund 425-6002 N/A - - - - 35,340 - - 35,340 2015 F150 EXT-CAB/STD BED 2WD 4202 Utilities Fund 425-6002 N/A - - - - 25,489 - - 25,489 2015 F250 STD CAB/UTIL BED 2WD 4203 Utilities Fund 425-6002 N/A - - - - 37,864 - - 37,864 2016 ALTEC Crane Truck 4205 Utilities Fund 425-6002 N/A - - - - 235,833 - - 235,833 2016 VAC CON Sewer Cleaner 4206 Utilities Fund 425-6002 N/A - - - - 423,007 - - 423,007 2016 F150 STD CAB/UTIL 2WD DRW 4207 Utilities Fund 425-6002 N/A - - - - 71,782 - - 71,782 2016 F150 STD CAB/BED 2WD 4208 Utilities Fund 425-6002 N/A - - - - 27,625 - - 27,625 2016 F150 STD CAB/BED 2WD 4209 Utilities Fund 425-6002 N/A - - - - 27,625 - - 27,625 2016 F250 STD/CAB UTIL BED 2WD 4210 Utilities Fund 425-6002 N/A - - - - 37,689 - - 37,689 Sub-total - 542,800 631,900 178,800 1,591,022 - - 2,944,522

TOTAL 1,231,935$ 2,271,165$ 2,056,522$ 1,241,825$ 2,387,421$ 472,676$ 392,912$ 10,054,455$

199199



PR YEAR FUNDING

SUMMARY OF REVENUESBuilding Fund 301-3500 63,153 31,577 31,577 21,767 - - - 148,073 Capital Equipment Fund 301 - 332,300 370,400 275,200 101,021 73,013 - 1,151,934 Fire Res Fund 301-4520 1,168,783 1,271,888 935,845 766,058 618,888 399,663 392,912 5,554,037 Stormwater Fund 410 - 92,600 86,800 - 76,489 - - 255,889 Utilities Fund 425 - 542,800 631,900 178,800 1,591,022 - - 2,944,522 Total 1,231,935$ 2,271,165$ 2,056,522$ 1,241,825$ 2,387,421$ 472,676$ 392,912$ 10,054,455$

SUMMARY BY PROGRAMBuilding 63,153 31,577 31,577 21,767 - - - 148,073 Community Development - - - 30,200 101,021 - - 131,221 Fire Rescue 1,168,783 1,271,888 935,845 766,058 618,888 399,663 392,912 5,554,037 Parks & Recreation - 36,500 171,800 177,800 - 73,013 - 459,113 Public Services - 295,800 198,600 67,200 - - - 561,600 Public Services - Stormwater - 92,600 86,800 - 76,489 - - 255,889 Public Services - Utilities - 542,800 631,900 178,800 1,591,022 - - 2,944,522 Total 1,231,935$ 2,271,165$ 2,056,522$ 1,241,825$ 2,387,421$ 472,676$ 392,912$ 10,054,455$

SUMMARY BY PROJECTCV19A - 332,300 - - - - - 332,300 CV19F 548,056 336,043 - - - - - 884,100 CV20A 19,620 9,810 380,210 - - - - 409,640 CV20F 324,907 169,787 169,787 - - - - 664,480 CV21A 43,533 21,767 21,767 296,967 - - - 384,033 CV21F 274,590 147,170 147,170 147,170 - - - 716,100 CV22A - - - - 101,021 - - 101,021 CV22F 14,476 21,476 21,476 21,476 21,476 7,000 7,000 114,379 CV23A - - - - - 73,013 - 73,013 CV23F 6,753 597,413 597,413 597,413 597,413 392,663 385,912 3,174,978

Stm Wtr Fund - 92,600 86,800 - 76,489 - - 255,889 Utilities Fund - 542,800 631,900 178,800 1,591,022 - - 2,944,522

Total 1,231,935$ 2,271,165$ 2,056,522$ 1,241,825$ 2,387,421$ 472,676$ 392,912$ 10,054,455$

CV19A CV20A CV21A CV22A CV23A CV24ABuilding - 39,240 $108,833 - - - 148,073

Community Dev - - 30,200 101,021 - - 131,221 Info Tech - - - - - - - Parks & Rec 36,500 171,800 177,800 - 73,013 - 459,113 Public Works 295,800 198,600 67,200 - - - 561,600

$332,300 $409,640 $384,033 $101,021 $73,013 $0

-

200200

Funding Source FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024TOTAL

FY 2019- FY 2024

General Fund 310,817$ 116,680$ 96,700$ -$ -$ -$ 524,197$ General Capital Fund 75,000 75,000 - - - - 150,000 Capital Equipment Fund 5,000 521,800 29,500 322,000 - - 878,300 Fire Rescue Fund 131,000 56,000 74,000 137,500 82,600 62,000 543,100 Stormwater Mgmt Fund 276,000 - - - - - 276,000 Utilities Operating Fund 280,500 209,500 216,000 - - - 706,000

GRAND TOTAL $ 1,078,317 $ 978,980 $ 416,200 $ 459,500 $ 82,600 $ 62,000 $ 3,077,597

CAPITAL EQUIPMENT PROGRAM SUMMARY6-Year Projects Summary by Funding Source

General Fund, $524,197 , 17%

General Capital Fund, 150,000 , 5%





Capital Equipment Program FY 2019-2024 $3,077,597

General Fund, $310,817 , 29%

General Capital Fund, 75,000 , 7%





Capital Equipment Program FY 2019 $1,078,317

201201

CAPITAL EQUIPMENT PROGRAMDEPARTMENT FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTAL

BUILDING Scanners (3) General Fund 150-3500 - 10,000 - - - - 10,000

Sub-totals - 10,000 - - - - 10,000

CITY CLERK Scanners (2) General Fund 001-1300 6,390 - - - - - 6,390

Sub-totals 6,390 - - - - - 6,390

CITY MANAGER/PUBLIC INFORMATIONVarious Equipment for Photography, video, & displays General Fund 001-0530 3,000 3,000 3,000 - - - 9,000

Sub-totals 3,000 3,000 3,000 - - - 9,000

FINANCIAL SERVICESNew Staff Desk/Chair General Fund 001-1501 2,500 - - - - - 2,500 Scanners (3) General Fund 001-1510 - 5,000 - - - - 5,000

Sub-totals 2,500 5,000 - - - - 7,500

FIRE RESCUE/OPERATIONSApparatus Equipment (Unit 350 replacement) Fire Rescue Fund 120-4520 50,000 - - - - - 50,000 Major Appliances - Replacement Fire Rescue Fund 120-4520 10,000 10,000 10,000 10,000 10,000 - 50,000 Fitness Equipment - Replacement Fire Rescue Fund 120-4520 25,000 5,000 5,000 5,000 5,000 - 45,000 Radios APX (10) Fire Rescue Fund 120-4520 - 23,000 23,000 - - - 46,000 Auto Vent (7) Fire Rescue Fund 120-4520 - - 18,000 - - - 18,000 Stretcher Hydraulic Repl. (3) Fire Rescue Fund 120-4520 - - - 46,500 - - 46,500 CPR Device Repl. Fire Rescue Fund 120-4520 - - - 50,000 - - 50,000 Ballistic Equipment Fire Rescue Fund 120-4520 - - - 20,000 - - 20,000 Stretcher Hydraulic Repl. (2) Fire Rescue Fund 120-4520 - - - - 31,600 - 31,600 Ferno Electric Stair Chairs (4) Fire Rescue Fund 120-4520 - - - - 30,000 - 30,000 Thermal Imagers (6) Fire Rescue Fund 120-4520 - - - - - 62,000 62,000

Sub-totals 85,000 38,000 56,000 131,500 76,600 62,000 449,100

FIRE RESCUE/PREVENTIONEOC ID Badge Machine Fire Rescue Fund 120-4530 2,500 - - - - - 2,500 EOC Technology Upgrade Fire Rescue Fund 120-4530 29,500 - - - - - 29,500 AED's for Fire Inspectors (3) Fire Rescue Fund 120-4530 8,000 - - - - - 8,000 Major Appliances Fire Rescue Fund 120-4530 6,000 6,000 6,000 6,000 6,000 - 30,000 EOC Furniture Replacement Cycle FY20/21 Fire Rescue Fund 120-4530 - 12,000 12,000 - - - 24,000

Sub-totals 46,000 18,000 18,000 6,000 6,000 - 94,000

202202

CAPITAL EQUIPMENT PROGRAMDEPARTMENT FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTALPARKS AND RECREATION - RECREATIONPodium/Sound System - TCC/Events General Fund 001-7010 1,500 - - - - - 1,500 Replace Popcorn & Snowcone Machine General Fund 001-7010 3,000 - - - - - 3,000 Table - Replace Conf Room Table at PR Admin Bldg General Fund 001-7010 3,000 - - - - - 3,000 Kitchen Stove for Tamarac Park General Fund 001-7010 12,000 - - - - - 12,000 Computer Desks - TCC General Fund 001-7010 14,000 - - - - - 14,000 Refrigertor & Ice Machine - TSC General Fund 001-7010 9,000 - - - - - 9,000 Soccer Goals - Standard General Fund 001-7010 4,500 - - - - - 4,500 TV for presentations at Tamarac Park General Fund 001-7010 2,000 - - - - - 2,000 Tephford&Sunset Pt Park Benches/Trash Receptacles General Fund 001-7010 41,527 - - - - - 41,527 Concession Equipment General Fund 001-7010 - 10,000 - - - - 10,000 Podium - Events/Outdoor General Fund 001-7010 - 1,300 - - - - 1,300 U10 Soccer Goals - Relacement General Fund 001-7010 - 1,580 - - - - 1,580 Lightning Detector General Fund 001-7010 - 30,000 - - - - 30,000 Computer Desks - Recreation Center General Fund 001-7010 - 11,000 - - - - 11,000 Pizza/Pretzel Oven - New Concession Bldg General Fund 001-7010 - 3,000 - - - - 3,000 Slushy Machine - New Concession Bldg General Fund 001-7010 - 3,000 - - - - 3,000 ID Card Printers General Fund 001-7010 - - 10,700 - - - 10,700 Skate Park - Repl Ramps, Benches, Rails, Jumps, etc. General Fund 001-7010 - - 27,000 - - - 27,000 Soccer Goals - Large General Fund 001-7010 - - 7,000 - - - 7,000 Water Fountains & Ice Machines-TCC/TP/MPC/TSC General Fund 001-7010 - - 16,500 - - - 16,500 Fitness Equipment - TCC/TP/TSC General Fund 001-7010 - - 9,000 - - - 9,000

Sub-totals 90,527 59,880 70,200 - - - 220,607

PARKS AND RECREATION - AQUATICSReplace Thermal Pool Cover at Aquatic Complex General Fund 001-7030 30,000 - - - - - 30,000 Replace Pool Ladders (6) General Fund 001-7030 20,000 - - - - - 20,000 Replace lockers in both Mens/Womens RR (60) General Fund 001-7030 4,200 - - - - - 4,200 Starting Blocks & Platforms (7) General Fund 001-7030 21,000 - - - - - 21,000 Replace Powder Coated Picnic Benches (8) General Fund 001-7030 10,700 - - - - - 10,700 Chemical Feeders General Fund 001-7030 10,000 - - - - 10,000 Replace Pool Lounge Chairs (50) General Fund 001-7030 - 11,000 - - - - 11,000 Replace Portable Shade Systems (2) General Fund 001-7030 - 7,800 - - - - 7,800 Replace and/or Add Fitness Center TV's (2) General Fund 001-7030 - 4,000 - - - - 4,000 Replace Lifeguard Chairs General Fund 001-7030 - - 4,500 - - - 4,500 Replace Portable Umberella Shade Systems (3) General Fund 001-7030 - - 11,000 - - - 11,000 Replace ADA Portable Lift Chair General Fund 001-7030 - - 8,000 - - - 8,000

Sub-totals 85,900 32,800 23,500 - - - 142,200

PARKS AND RECREATION - TRANSPORTATIONBus Wi-Fi Hotspot/Devices (3) General Fund 001-7050 4,500 - - - - - 4,500 Bus Bike Racks for Transit Busses (3) General Fund 001-7050 - 6,000 - - - - 6,000

Sub-totals 4,500 6,000 - - - - 10,500

203203

CAPITAL EQUIPMENT PROGRAMDEPARTMENT FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTALPUBLIC SERVICES/STREETSTruck Mounted Pressure Washer General Fund 001-5020 4,100 - - - - - 4,100 Honda Generators (12 @ $2,383) General Fund 001-5020 28,600 - - - - - 28,600

Sub-totals 32,700 - - - - - 32,700

PUBLIC SERVICES/FLEETPublic Services Car Wash & Industrial Vacuum General Fund 001-5080 23,200 - - - - - 23,200 Fuel Dispenser Replacement General Fund 001-5080 10,000 - - - - - 10,000 Heavy Duty Truck Diagnostic Scanner General Fund 001-5080 11,500 11,500

Sub-totals 44,700 - - - - - 44,700

PUBLIC SERVICES/GROUNDS MAINTGator Utility Equipment (Replacement) General Fund 001-5090 16,000 - - - - - 16,000 Turf Tiger (2) General Fund 001-5090 24,600 - - - - 24,600

Sub-totals 40,600 - - - - - 40,600

PUBLIC SERVICES/STORMWATER8" Thompson Pump Stormwater Fund 410-5050 45,000 - - - - - 45,000 8X20X5 Enclosed Trailer (Replacement) Stormwater Fund 410-5050 11,000 - - - - - 11,000 2018 Wheeled Loader (Replacement) Stormwater Fund 410-5050 220,000 - - - - - 220,000

Sub-totals 276,000 - - - - - 276,000

PUBLIC SERVICES/WATER DISTRIBUTIONEquipment Trailer UtilitiesFund 425-6030 10,000 - - - - - 10,000 16" Stihl Quick Saw UtilitiesFund 425-6030 1,500 - - - - - 1,500

Sub-totals 11,500 - - - - - 11,500

PUBLIC SERVICES/UTILITIESPower Trac for Sanitary Sewer Inspection (2nd Unit) UtilitiesFund 425-6040 15,000 - - - - - 15,000 6" Trailer Mounted Trash Pump UtilitiesFund 425-6040 55,000 - - - - - 55,000 Replacement Wastewater Pumps (3) UtilitiesFund 425-6040 79,000 83,000 83,000 - - - 245,000 60kw Portable Trailer Mounted Generators-Repl (2) UtilitiesFund 425-6040 120,000 122,000 133,000 - - - 375,000 Drone (Replacement UtilitiesFund 425-6002 - 4,500 - - - - 4,500

Sub-totals 269,000 209,500 216,000 - - - 694,500

204204

CAPITAL EQUIPMENT PROGRAMDEPARTMENT FUNDING SOURCE FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTALINFORMATION TECHNOLOGYServers Virtualization Cap Equip 303 - IT21A - - 21,000 150,000 - - 171,000 Network Servers Capital Equip Fund 303-8101 - - - 20,000 - - 20,000

Peripherals Projectors Cap Equip 303 - IT19A/20A 3,000 55,000 - - - - 58,000 Televisions Cap Equip 303 - IT19/20/21A 2,000 52,600 1,000 11,200 - - 66,800 Backup Solution Cap Equip 303 - IT20A - 250,000 - - - - 250,000 Printers Cap Equip 303 - IT20A/21A - 4,000 6,000 36,000 - - 46,000 KVM - - - - - - - Wireless Access Points - - - - - - - Credit Card Readers - - - - - - -

Power and HVAC Infrastructure Network Operations Center (NOC) Cap Equip 303 - IT20A - 5,000 - - - - 5,000 City Hall IT Data Center - - - - - - - Motorola Radio System Cap Equip 303 - IT18A - - - 4,800 - - 4,800

Audio Visual Equipment Cap Equip 303 - IT20A/21A - 130,000 1,500 100,000 - - 231,500

Time Clocks Cap Equip 303 - IT20A - 23,200 - - - - 23,200

Digital Recording System Cap Equip 303 - IT20A - 2,000 - - - - 2,000 Canopy Wireless Connection to Aquatic Center - - - - - - -

Security System Improvements General Cap 310 - GP15F 75,000 75,000 - - - - 150,000 Sub-totals 80,000 596,800 29,500 322,000 - - 1,028,300

TOTAL 1,078,317$ 978,980$ 416,200$ 459,500$ 82,600$ 62,000$ 3,077,597$

SUMMARY OF REVENUESGeneral Fund 001 310,817 116,680 96,700 - - - 524,197 Fire Rescue Fund 120 131,000 56,000 74,000 137,500 82,600 62,000 543,100 Capital Equipment Fund 303 5,000 521,800 29,500 322,000 - - 878,300 General Capital Fund 310 75,000 75,000 - - - - 150,000 Stormwater Fund 410 276,000 - - - - - 276,000 Utilities Fund 425 280,500 209,500 216,000 - - - 706,000 Total 1,078,317$ 978,980$ 416,200$ 459,500$ 82,600$ 62,000$ 3,077,597$

- SUMMARY BY PROGRAM

Building - 10,000 - - - - 10,000 City Clerk 6,390 - - - - - 6,390 City Manager - PIO 3,000 3,000 3,000 - - - 9,000 Financial Services 2,500 5,000 - - - - 7,500 Fire Rescue 131,000 56,000 74,000 137,500 82,600 62,000 543,100 Parks & Recreation 180,927 98,680 93,700 - - - 373,307 Public Services 118,000 - - - - - 118,000 Information Technology 80,000 596,800 29,500 322,000 - - 1,028,300 Public Services - Stormwater 287,500 - - - - - 287,500 Public Services - Utilities 269,000 209,500 216,000 - - - 694,500 Total 1,078,317$ 978,980$ 416,200$ 459,500$ 82,600$ 62,000$ 3,077,597$

205205

206206

DEBT MANAGEMENT The City’s primary objective in debt management is to keep the level of indebtedness within legal debt limitations established by resolution and keeping the cost to the taxpayer at a minimum. While the City has set no legal debt limit, specific policies have been established as part of the Debt Management Policies. One such policy is that any capital project financed through the issuance of general obligation, revenue and/or special assessment bonds shall be issued for a period of not more than twenty years or for a period exceeding the expected useful life of the asset or project. The City is required to maintain debt service ratios at levels for compliance with coverage requirements in bond documents. There are several key debt ratios that investors and financial analysts use when reviewing a city’s credit worthiness. As part of its overall policies, the City reviews such ratios used by the national credit rating agencies. Additionally, the financial management policies that are in place have allowed the City to build up the general fund reserves and commit to sound financial practices. The City’s enterprise and general obligation debt continues to be “self-supporting” in that this debt is secured solely by pledges of enterprise revenues and ad valorem taxes respectively, which adequately cover debt service on these bonds. Furthermore, two of the Governmental revenue bonds are supported by revenues specifically earmarked for such purpose, such as Sales Tax Revenue Bonds. The City has significant non-ad valorem revenue debt capacity remaining and is in compliance with its anti-dilution tests. However, in as much as all City revenues, unless restricted to a specific purpose, are being used to pay debt service or to fund City operations, any use of City revenues to secure and pay additional debt could impact City operations unless additional revenues are identified. Bond Ratings Due to the variety of debt issues, there is more than one set of ratings for the City. The rating agencies have separately rated bonds of the City which are secured by specific or general revenue pledges.

2017 2016 2017 2016 2017 2016

General Obligation Bonds

Current Underlying A1 A1 AA AA AA AA

Capital Improvement Revenue

Current Underlying Aa3 Aa3 AA- AA- AA AA-

Sales Tax Revenue (2010 & 2009)

Current Underlying Aa3 Aa3 AA- AA- AA- AA-

Insured N/A N/A N/A N/A AA- AA-

Water & Sewer Revenue

Current Underlying Aa2 Aa2 AA AA AA AA

Insured Aa2 Aa2 N/A N/A AA AA

Stormwater Assessment Revenue

Current Underlying A1 A1 AA AA AA- AA-

Moody's FitchStandard &

Poor's

Rating Agency

207

DEBT MANAGEMENT In addition to the underlying ratings, two of the bonds have also been insured by the major insurance providers including MBIA and FSA. In late calendar year 2007, many of the municipal bond insurance providers have come under intense scrutiny due to their involvement with insuring sub-prime mortgage backed obligations. All insurers have been subsequently downgraded with FSA experiencing the most recent downgrade. Debt Per Capita Direct debt is defined as a government unit’s gross debt less the enterprise system’s self-supporting debt. The City’s goal is to maintain Direct Debt Per Capita at or below the standard municipal rating agency median for cities of comparable size. In any case the amount should not exceed 135% of such median. Direct Debt Per Capita shall be calculated by dividing the Governmental Direct Debt by the most current population within the City. Based on the population estimate of 63,910 our Direct Debt per Capita is calculated at $531 for fiscal year ended September 30, 2018. The overall debt positions for the City estimated for September 30, 2018 is as follows:

PercentageCategory Outstanding of Total

Governmental Fund Debt 33,946,336 59.93%Enterprise -Water & Sewer Debt 20,640,000 36.44%Enterprise -Stormwater Debt 2,060,000 3.64%TOTAL 56,646,336$ 100.00%

208

Fiscal Year2009 Revenue

Bonds

2013 Capital Imprv

Refunding Revenue Bonds

2010 Sales Tax Revenue

Refunding Bonds

Capital Leases for

Fire Aparatus

Governmental Debt Total

Stormwater Bond

Utility Refunding

BondsEnterprise Fund

Debt Total

2019 656,940$ 1,487,830$ 863,000$ 232,570$ 3,240,340$ 395,500$ 1,357,050$ 1,752,550$ 2020 -$ 1,487,030$ 1,523,200$ 174,870$ 3,185,100$ 392,630$ 1,355,810$ 1,748,440$ 2021 -$ 1,484,030$ 1,522,430$ 58,006$ 3,064,466$ 394,350$ 1,358,420$ 1,752,770$ 2022 -$ 1,488,530$ 1,521,940$ -$ 3,010,470$ 395,450$ 1,354,960$ 1,750,410$ 2023 -$ 1,485,030$ -$ -$ 1,485,030$ 395,920$ 1,355,510$ 1,751,430$ 2024 -$ 1,488,780$ -$ -$ 1,488,780$ 395,770$ 1,359,930$ 1,755,700$ 2025 -$ 1,484,280$ -$ -$ 1,484,280$ -$ 1,358,060$ 1,358,060$ 2026 -$ 1,483,780$ -$ -$ 1,483,780$ -$ 1,375,200$ 1,375,200$ 2027 -$ 1,488,600$ -$ -$ 1,488,600$ -$ 1,376,650$ 1,376,650$ 2028 -$ -$ -$ -$ -$ -$ 1,374,650$ 1,374,650$ 2029 -$ -$ -$ -$ -$ -$ 1,376,400$ 1,376,400$ 2030 -$ -$ -$ -$ -$ -$ 1,376,650$ 1,376,650$ 2031 -$ -$ -$ -$ -$ -$ 1,375,400$ 1,375,400$ 2032 -$ -$ -$ -$ -$ -$ 1,377,650$ 1,377,650$ 2033 -$ -$ -$ -$ -$ -$ 1,373,150$ 1,373,150$ 2034 -$ -$ -$ -$ -$ -$ 1,374,350$ 1,374,350$ 2035 -$ -$ -$ -$ -$ -$ 1,374,350$ 1,374,350$ 2036 -$ -$ -$ -$ -$ -$ 1,373,150$ 1,373,150$ 2037 -$ -$ -$ -$ -$ -$ 1,375,750$ 1,375,750$ 2038 -$ -$ -$ -$ -$ -$ 1,373,500$ 1,373,500$ 2039 -$ -$ -$ -$ -$ -$ 1,374,250$ 1,374,250$ 2040 -$ -$ -$ -$ -$ -$ 1,377,750$ 1,377,750$ 2041 -$ -$ -$ -$ -$ -$ 1,373,750$ 1,373,750$ 2042 -$ -$ -$ -$ -$ -$ 1,372,500$ 1,372,500$ 2043 -$ -$ -$ -$ -$ -$ 1,373,750$ 1,373,750$ 2044 -$ -$ -$ -$ -$ -$ 1,377,250$ 1,377,250$ 2045 -$ -$ -$ -$ -$ -$ 1,372,750$ 1,372,750$ 2046 - - - - - - 1,375,500$ 1,375,500$

Total Debt Service 656,940$ 13,377,890$ 5,430,570$ 465,446$ 19,930,846$ 2,369,620$ 38,374,090$ 40,743,710$

City of Tamarac Bond Debt Service by Fiscal Year

209209

Original IssueAmount

OutstandingPrincipal9/30/2018

FY 2019Principal

FY 2019Interest

FY 2019Requirement

FY 2020Principal

FY 2020Interest

FY 2020Requirement

FY 2021Principal

FY 2021Interest

FY 2021Requirement

OutstandingPrincipal9/30/2021

GOVERNMENTAL FUNDS

Sales Tax Revenue Bonds, Series 2009 (Public Facilities) $ 5,350,000 $ 645,000 $ 645,000 $ 11,940 656,940$ $ - $ - -$ $ - $ - -$ -$ Sales Tax Revenue Bonds, Series 2010 (Streets) 9,501,000$ 5,172,000$ 755,000$ 108,000$ 863,000$ 1,440,000$ 83,200$ 1,523,200$ 1,472,000$ 50,430$ 1,522,430$ 1,505,000$ Capital Improvement Revenue Bonds, Series 2013 $ 13,785,000 $ 11,055,000 $ 1,020,000 $ 467,830 1,487,830$ $ 1,060,000 $ 427,030 1,487,030$ $ 1,110,000 $ 374,030 1,484,030$ 7,865,000$ Capital Leases $ 2,238,039 $ 454,336 $ 224,810 $ 7,760 232,570$ $ 171,520 $ 3,350 174,870$ $ 58,006 58,006$ -$ Taxable Capital Improvement Refunding Note Series 2017 16,620,000$ 16,620,000$ -$ 604,968$ 604,968$ -$ 604,968$ 604,968$ 604,968$ 604,968$ 16,620,000$ Total Governmental Funds $ 47,494,039 $ 33,946,336 $ 2,644,810 $ 1,200,498 $ 3,845,308 $ 2,671,520 $ 1,118,548 $ 3,790,068 $ 2,640,006 $ 1,029,428 $ 3,669,434 $ 25,990,000 ENTERPRISE FUNDS

Utilities System Refunding, Series 2016A 17,760,000$ 17,760,000$ -$ 857,400$ 857,400$ -$ 857,400$ 857,400$ 857,400$ 857,400$ 17,760,000$ Utilities System Refunding, Series 2016B 3,705,000$ 2,880,000$ 430,000$ 69,650$ 499,650$ 435,000$ 63,410$ 498,410$ 445,000$ 56,020$ 501,020$ 1,570,000$ Stormwater System Revenue, Series 2009 4,345,000$ 2,060,000$ 310,000$ 85,500$ 395,500$ 320,000$ 72,630$ 392,630$ 335,000$ 59,350$ 394,350$ 1,095,000$ $ Total Enterprise Funds $ 25,810,000 $ 22,700,000 $ 740,000 $ 1,012,550 $ 1,752,550 $ 755,000 $ 993,440 $ 1,748,440 $ 780,000 $ 972,770 $ 1,752,770 $ 20,425,000

TOTAL DEBT SERVICE $ 73,304,039 $ 56,646,336 $ 3,384,810 $ 2,213,048 $ 5,597,858 $ 3,426,520 $ 2,111,988 $ 5,538,508 $ 3,420,006 $ 2,002,198 $ 5,422,204 $ 49,835,006

FY 2018 - FY 2021 DEBT SERVICE SCHEDULE

210210

GLOSSARY OF COMMONLY USED TERMS Accrual Basis - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Activity - A department effort contributing to the achievement of a specific set of program objectives; the smallest unit of the program budget. Activity Measure - Data collected to determine how effective or efficient a program is in achieving its objective. Adopted Budget - The original budget as approved by the City Commission at the beginning of the fiscal year. Adjusted Budget - A statistical construct that compensates for changes within divisions and departments between budget years. Ad Valorem Taxes - Commonly referred to as property taxes, levied on both real and personal property, according to the property’s valuation and tax rate. (“ALS”) – Acronym for Advanced Life Support. Allot - To divide an appropriation into amounts, which may be encumbered or expended during a specified period. Amended Budget - The current budget, resulting from changes to the Adopted Budget. An example of a common change would be a line item transfer of funds. Annualize - Taking changes that occurred mid-year and calculating their cost for a full year, for the purpose of preparing an annual budget. Appropriation - A legal authorization to incur obligations and make expenditures for specific purposes. Appropriation Center - Resembles traditional departments Assessed Valuation - The valuation set upon real estate and certain personal property by the Property Appraiser as a basis for levying property taxes. Asset - Resources owned or held by a government that have monetary value. Audit - An examination of evidence, including records, facilities, inventories, systems, etc., to discover or verify desired information. Authorized Positions - Employee positions, which are authorized in the adopted budget, to be filled during the year. Available (Undesignated) Fund Balance - This refers to funds remaining from prior years, which are available for appropriation and expenditure in the current year. Balanced Budget - A budget where the amount available from taxation and other sources, including amounts carried over from prior fiscal years, must equal the total appropriations for expenditures and reserves (taken from Florida Statutes 166.241(2).

211211

GLOSSARY OF COMMONLY USED TERMS Base Budget - Projected cost of continuing the existing levels of service in the current budget year. Benchmark - A point of reference from which measurements may be made. A benchmark is something that serves as a standard by which other performance indicators may be evaluated or compared. Biennial Budget - The Biennial budget consists of two one year budgets covering a period of two (2) fiscal years. This process of budgeting was introduced in the City of Tamarac in FY 2012. Bond - Contract to pay a specified sum of money (the principal or face value) at a specified future date (maturity) plus interest paid at an agreed percentage of the principal. Bonds are primarily used to finance capital projects. Bond Refinancing - The payoff and re-issuance of bonds, to obtain better interest rates and/or bond conditions. Budget - A plan of financial activity for a specified period of time (fiscal year) indicating all planned revenues and expenses for the budget period. Budget Calendar - The schedule of key dates, which a government follows in the preparation and adoption of the budget. Budgetary Basis – This refers to a basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. The City of Tamarac uses the same budgetary and accounting basis in all funds. Budgetary Control - The control or management of a government in accordance with the approved budget for purposes of keeping expenditures within the limitations of available appropriations and resources. Capital Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Capital Budget - The appropriation of bonds or other revenue for capital assets, improvements to facilities, and other infrastructure. Capital Expenditure - Money spent to acquire or upgrade physical assets such as buildings and machinery - also called capital spending or capital expense. Capital Improvements - Expenditures related to the acquisition, expansion or rehabilitation of an element of the physical plant of the government--sometimes referred to as infrastructure. Capital Improvement Program (“CIP”) - A plan for future capital expenditures that identifies each capital project, its anticipated start and completion dates, the amount spent each year, and the method of financing. Capital Outlay - Expenditures for fixed assets which have a value of $1,000 or more and have a useful economic lifetime of more than one year; or, assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset. Capital Project - Major construction, acquisition, or renovation activities which add value to the physical assets of a government, or significantly increase their useful life. Also called capital improvements. Capital Project Funds - Funds that account for the financial resources to be used for the acquisition or construction of major capital facilities.

212212

GLOSSARY OF COMMONLY USED TERMS Cash Basis - A basis of accounting that recognizes transactions only when cash is increased or decreased. (“CIAC”) - Acronym for Contributions in Aid of Construction, which is a definition used for the calculation of impact fee revenues paid by developers to cover the increased capacity costs of connecting to the City’s water and sewer system. Collective Bargaining Agreement - A legal contract between the employer and a verified representative of a recognized bargaining unit for specific terms and conditions of employment (e.g., hours, workings conditions, salary, fringe benefits, and matters affecting health and safety of employees). Communication Services Taxes - Communications Services Tax (CST) applies to telecommunications, cable, direct-to-home satellite, and related services. The CST revenues is collected and distributed by the State of Florida Constant or Real Dollars - The presentation of dollar amounts adjusted for inflation to reflect the real purchasing power of money as compared to a certain point in time. Consumer Price Index (“CPI”) - A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services - Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. Cost-of-Living Adjustment (“COLA”) - An increase in salaries to offset the adverse effect of inflation on compensation. Debt Service - The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. Debt Service Funds - Funds that account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Dedicated Tax – A tax which is levied to support a specific government program or purpose. Deficit - Amount by which expenditures exceed revenues during a single accounting period. Department - The basic organizational unit of government that is functionally unique in its delivery of services. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Development-related Fees - Those fees and charges generated by building, development, and growth in a community. Included are building and street permits, development review fees, and zoning, platting and subdivision fees.

213213

GLOSSARY OF COMMONLY USED TERMS Employee (or Fringe) Benefits - Contributions made by a government to meet commitments or obligations for employee fringe benefits. Included is the government’s share of costs for Social Security and the various pensions, medical, and life insurance plans. Encumbrance - The contractual commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Enterprise Funds - Funds that account for operations (a) that are financed and operated in a manner similar to private business enterprises--where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) 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. (“ERC”) - Acronym for Equivalent Residential Unit, which is a measure used for Water and Stormwater rates. An average home equals one Equivalent Residential Unit. The E.R.C. for commercial units are calculated on a case-by-case basis. Expenditure - The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss. Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges. Fiduciary Funds - A type of funds which consists of agency and trust funds. Fiscal Policy - A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs, and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding. Fiscal Year (FY) - The twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. For Tamarac, this twelve-month period is October 1 to September 30. Fixed Assets - Assets of long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations. Full Time Equivalent (“FTE”) - A measure of the workforce utilized to arrive at the number of equivalent full-time positions rather than a simple headcount. For purposes of the City of Tamarac FTE: Two (2) part-time or Three (3) temp = One Full Time Equivalent (FTE) Fund - A fiscal entity with revenues and expenses that are segregated for the purpose of carrying out a specific purpose or activity. Fund Balance (Equity) - The excess of the assets of a fund over its liabilities, reserves, and carry-over. General Obligation (G.O.) Bond - Type of bond backed by the full faith, credit and taxing power of the government. It requires voter approval and a debt millage is levied to pay interest and principal.

214214

GLOSSARY OF COMMONLY USED TERMS Generally Accepted Accounting Principles (“GAAP”) - The uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. Goal - A statement of broad direction, purpose, or intent based on the needs of the community. Governmental Funds - Types of funds subdivided into four sections; General Funds, Specials Revenue Funds, Capital Projects Funds, and Debt Service Funds. Grant - A contribution by a government or other organization to support a specific function. Grants may be classified as either operational or capital, depending upon the grantee and the eligible uses of funds. General Fund - The fund that accounts for all financial resources of the government, except those required to be accounted for in another fund. Homestead Exemption - Florida law provides property tax relief of $50,000 off of the taxable value for properties that qualify. Every person who has legal or equitable title to real property in the State of Florida and who resides on the property on January 1 and in good faith makes it his or her permanent home is eligible for a homestead exemption. Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings and parks). Inter-fund Transfers - The movement of monies between funds of the same governmental entity. Intergovernmental Revenue - Funds received from federal, state and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. Internal Service Charges - The charges to user departments for internal services provided by another government agency, such as data processing, or insurance funded from a central pool. Internal Service Funds - Funds that account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental units, on a cost reimbursement basis. As a result of the new GASB 34 rules, many municipalities have eliminated all Internal Service Funds with the exception of Risk Management. Levy - To impose taxes for the support of government activities. Line-item Budget - A budget prepared along departmental lines that focuses on what is to be bought by linking appropriations to objects of expenditure. Long-term Debt - Debt payable more than one year after date of issue. Mill - The property tax rate that is based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of assessed property valuation. A mill is one-tenth of one cent.

215215

GLOSSARY OF COMMONLY USED TERMS Mission - A clear and concise statement that focuses on the purpose of the program and sets program goals to align practices with values. A mission statement is an actionable plan for a program’s future that includes the objectives, how these objectives will be reached, who is responsible for performance, and why the program must meet its goals. Modified Accrual - Modified accrual accounting is based on revenues being recorded when they become available and measurable (known). The term "available" means collectible within the current period or soon enough thereafter to be used to pay the liabilities of the current period. Expenditures, if measurable, are recorded in the accounting period in which the liabilities are incurred. Objective - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame. Object of Expenditure - An expenditure classification, referring to the lowest and most detailed level of classification, such as electricity, office supplies, asphalt, and furniture Obligations - Amounts that a government may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. Operating Expenses - The cost for personnel, materials and equipment required for a department to function. Operating Revenue - Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services. Pay-as-you-go Basis - A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing. Performance Budget - A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Performance Measure - A measure of outcomes or results used to gauge the success of a program in meeting its Intended goals and objectives. Personal Services - Expenditures for salaries, wages, and fringe benefits of a government’s employees. Prior-year Encumbrances - Obligations from previous fiscal years in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Program Based Budget - A method of budgeting whereby the services provided to the residents are broken down in identifiable service programs or performance units. A unit can be a department, a division, or a workgroup. Each program has an identifiable service or output and objectives to effectively provide the service. Performance indicators measure the effectiveness and efficiency of providing service by the program. Proprietary Funds - Types of funds subdivided into two sections; Enterprise Funds and Internal Service Funds.

216216

GLOSSARY OF COMMONLY USED TERMS

(“R&M”) - Acronym for Repair and Maintenance, which is a description used for normal maintenance costs for equipment. Reserve - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose or the portion of fund balance that is legally restricted by an organization other than the City. Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. Resources - Total amounts available for appropriation including estimated revenues, inter-fund transfers, and beginning balances. Revenue - All amounts of money received by a government from external sources for the purpose of financing the operations of the government. Revenue Bond - Type of bond backed only by revenues, which come from a specific enterprise or project, such as a utility rate or gas tax. Senior Homestead Exemption - Florida law provides property tax relief of an additional $25,000 off of the taxable value for properties that qualify. The County must first adopt the provision via Ordinance. Any person who has the legal or equitable title to real estate and maintains thereon the permanent residence of the owner, who has attained age 65, and whose household income does not exceed $20,000 (with an annual CPI increase) qualifies. Service Lease - A lease under which the lessor maintains and services the asset. Service Level - Services or products which comprise actual or expected output of a given program. Focus is on results, not measures of workload. Source of Revenue - Revenues are classified according to their source or point of origin. Special Purpose Fund - Funds that account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Temporary Positions - An employee who fills a temporary or short-term position. Such employees provide contingency staffing for government operations during peak workloads, or to address temporary staffing needs. Temporary employees are paid on a per-hour basis, and do not receive benefits. (“TRIM”) - Acronym used for Truth in Millage Trust and Agency Funds - Funds that account for assets held by a governmental unit in a trustee capacity or as an agent for individuals, private organizations, other governmental units, and/or other trust funds. These funds are not budgeted in the formal appropriation process, and are not included in the Adopted Budget document.

217217

GLOSSARY OF COMMONLY USED TERMS Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future use. Unreserved Fund Balance - The portion of a fund’s balance that is not legally restricted for a specific purpose. User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. Variable Cost - A cost that increases/decreases with increases/decreases in the amount of service provided such as the electric bill. Volatility - Unpredictable change over time of a certain variable Working Cash - Excess of readily available assets over current liabilities; cash-on- hand-equivalents that may be used to satisfy cash flow needs.

218218

CITY OF TAMARAC, FLORIDA FY 2019 OPERATING BUDGET

DIRECTOR OF FINANCIAL SERVICES Mark C. Mason, CPA

BUDGET MANAGER Jeff C. Streder

MANAGEMENT AND BUDGET ANALYSTS Sherri Toops

Michael R. Gresek

Acknowledgments The Financial Services Department would like to extend special

appreciation to the many staff members throughout each department for their efforts and assistance during the budget process.

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city of tamarac, florida

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