FY 2012, the Approved Budget Recommends Reducing the Millage Rate of 4.5395 Mills by 0.25 Mills Resulting in a Millage Rate of 4.2895 Mills
City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPROVED ANNUAL BUDGET CITY OF PENSACOLA, FLORIDA FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2012
CREATING JOBS RESTORING TRUST TAKING ACTION IMPROVING NEIGHBORHOODS Ashton J. Hayward Mayor
- 1 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CREATING JOBS Give local businesses the opportunity to compete and to win city contracts for construction and services, so we can create and save jobs for our neighbors and our families.
Enhance the qualify of our workforce through training and education programs, so our young people and workers obtain the education and skills they need to be competitive in a global economy.
Establish a united front with the city, county, and all non-governmental groups that are dedicated to regional and national economic development to maximize our ability to recruit jobs, investment, and talent to our area.
Determine the highest and best use for the Main Street wastewater treatment plant site and look at ways to attract outside capital and investment from the private sector to fulfill that use.
Develop Policies for using the dozens of acres of vacant, surplus city-owned and surplus buildings to recruit new businesses to the city and to assist existing businesses in expanding, so we don’t continue losing jobs.
- 2 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
RESTORING TRUST Cultivate a “Citizens First” culture at City Hall. Obtain feedback from surveys, comment cards and city staff to ensure the best customer service possible and responsive government.
Produce monthly, line-item financial statements that will be posted online for the public to view, along with explanations for any significant variances from budget projections.
Implement a code of ethics for all city employees and department heads that sets standards for behavior and professionalism, and institutes strict transparency requirements to prevent even the appearance of conflicting relationships between decision-makers and those doing business with the city.
Make city information more readily available and easy to understand by including in city budgets, resolutions, ordinances and other documents a “public summary” that outlines in clear, everyday language the impact of actions taken.
Eliminate local government duplication and cut wasteful spending by collaborating and/or consolidating with other government entities on services, such as purchasing, human resources, and technology.
Create discretionary funds for each council district that allow them to address community needs without bureaucratic red tape. These funds would be subject to approval by the Chief Financial Officer or Mayor.
- 3 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
TAKING ACTION Develop a cost reduction incentive plan for city employees who find ways to cut the budget, allowing them to share in the benefits of the first-year savings.
Evaluate the city pension plan so we can continue the current level of essential services that we all expect for policing, firefighting, emergency response, garbage pickup, etc.
Prioritize the city’s spending of revenues, moving from the current budgetary approach, to a “near-zero-based” budgetary approach, requiring all budget allocations to undergo a justification process.
Find new ways to generate non-tax revenue to address critical needs in our city, such as creating a “Grant Specialist,” funded from secured grants, whose sole responsibility is pursuing outside funding from government and private foundations to ease the burden on taxpayers.
Transition our Port of Pensacola from an aggregate and cement-driven enterprise to one that hosts more downtown friendly, light industrial shipping, and mixed-use commercial development.
.
- 4 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
IMPROVING NEIGHBORHOODS Promote mixed-income housing by developing incentives for redevelopment and for the creation of affordable living opportunities throughout neighborhoods within the city limits.
Use the approximately $1 million tree fund – paid for by new construction – in the city to improve existing streets with narrower lanes, wider sidewalks or bike lanes, trees and beautification, and other enhancements to accommodate better walking, bicycling, and vehicle traffic.
Transition the city’s fleet to Natural Gas Vehicles to help reduce greenhouse gases and urban pollution, and the dependence on foreign oil. Because the city owns and operates Energy Services of Pensacola, the use of NGVs will be a potential business opportunity.
Green our city and protect our environment by ensuring that new, city-owned construction is LEED-certified and create tax incentives for private developers that adhere to sustainable development standards.
- 5 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA FY 2012 CITY COUNCIL
Sherri F. Myers P. C. Wu, Ph.D. District 2 Council Vice President District 1
John Jerralds Maren DeWeese District 5 Council President District 3
Ronald P. Townsend Larry B. Johnson, District 7 District 4
Sam Hall Brian Spencer Megan B. Pratt At-Large District 6 At Large - 6 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Guide for Readers
The Fiscal Year 2012 Annual Operating budget for the City of Pensacola, Florida is intended to serve four purposes:
The Budget As A Policy Guide As a policy document, the budget indicates what services the City will provide during the twelve-month period beginning October 1, 2011 and why. The Budget Message summarizes the challenges facing Pensacola and how the budget addresses them. The Budget Summary and Revenue Assumptions provide more detail information such as revenue sources and trends and expenditure categories. Within the Appendix, descriptions of all operating funds are provided. The Department budget sections provide major goals and objectives for each department in the City.
The Budget As a Financial Plan As a financial plan, the budget outlines how much City services will cost and how they will be funded. The Budget Summary Section provides an overview of the budget, including major revenue and expenditure categories. Within the appendix, there is a discussion of the City’s accounting structure and budgetary policies. The budget document includes appropriations from operating funds for capital improvement purposes. The Capital Improvement Plan is summarized in the beginning half of the budget document. Any operating and maintenance cost impact of completed capital projects is reflected within the Capital Improvement Plan. Information about the City’s bonded debt is summarized within the Appendix section.
The Budget As An Operations Guide As an operations guide, the budget indicates how services will be delivered to the community. The Departmental budget sections outline the number of authorized fulltime positions and department appropriations approved by the City Council for the provision of services by each department. An organizational chart is provided to show how the City is structured for efficient and effective work. Also included in the Departmental budget sections are a listing of major revenues which are the responsibility of each respective department.
The Budget As A Communications Device The budget is designed to be user friendly with summary information in text, tables and graphs. A glossary of budget terms is included after the Appendix section for your reference. In addition to this reader’s guide, the following table of contents provides a listing of the various topics in the budget document. Finally the budget includes the Budget Message Section which provides the reader with a condensed analysis of the fiscal plans of the City for the upcoming fiscal year. Copies of this document are available for review at all Pensacola/Escambia County libraries. In addition, this document can be accessed through the internet at http://www.cityofpensacola.com.
- 7 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Pensacola, Florida for its annual budget for the fiscal year beginning October 1, 2010. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
- 8 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
TABLE OF CONTENTS
PAGE INTRODUCTION 1 – 8 TABLE OF CONTENTS 9 – 10 BUDGET MESSAGE 11 – 18 Financial Overview 19 - 34 BUDGET SUMMARY 35 – 46 REVENUE ASSUMPTIONS 47 – 68 FUND BUDGET 69 – 118 CAPITAL IMPROVEMENT PLAN 119 – 136 NON-DEPARTMENTAL AGENCY FUNDING 137 – 144 APPROPRIATIONS BY ACTIVITY City Council 145 – 150 City Clerk 151 – 156 Community Redevelopment Agency (CRA) 157 – 164 Legal 165 – 168 Mayor 169 – 174 ADMINISTRATIVE SERVICES Civil Service 175 – 180 Financial Services 181 – 194 Human Resources 195 – 202 Management Information Services 203 - 212 ENTERPRISE Airport 213 – 222 Energy Services 223 – 236 Port of Pensacola 237 – 244 Sanitation Services & Fleet Management 245 – 264 NEIGHBORHOOD SERVICES Neighborhoods 265 – 282 West Florida Public Library 283 – 292
- 9 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PAGE PLANNING & DEVELOPMENT SERVICES Housing 293 – 306 Inspection Services 307 – 312 Planning Services 313 – 320 PUBLIC SAFETY Fire 321 – 332 Police 333 – 352 PUBLIC WORKS Engineering & Construction Services 353 – 360 Public Works & Facilities 361 – 380 APPENDIX Table of Contents 381 – 382 A. Budget Process 383 – 392 B. Basic Information on Property Tax 393 – 396 C. Natural Gas Service Fees and Rate Schedule 397 – 404 D. Solid Waste and Refuse Collection Service Fees 405 – 406 E. Parks & Recreation Fee Schedules 407 – 414 F. Inspection & Planning Services Fee Schedules 415 – 418 G. Governmental Structure 419 – 422 H. Debt Structure (Outstanding Issues) 423 – 444 I. Investment Policy 445 – 450 J. Financial Planning & Administration Policy 451 – 454 K. Fund Balance Policy of Governmental Funds 455 – 458 L. Fund Structure (Basis of Accounting) 459 – 462 M. Description of Funds 463 – 465 N. Position Comparison (Last 10 Years) 466 – 468 O. Pay Scale Summary 469 – 470 P. Pay Classification Schedule 471 – 480 Q. General Information Concerning The City 481 – 488 R. Statistical Section 489 – 508 S. Classification of Expenditures/Expenses By Account Code 509 – 518 GLOSSARY 519 – 532
- 10 -
Ashton J. Hayward, America's First Settlement Mayor Established 1559
Members of the Pensacola City Council Citizens of Pensacola
Introduction
On January 10, 2011, the citizens of Pensacola began a new chapter in our city’s 452-year history. With the inauguration of the city’s first Mayor-Council form of government in nearly a century, the City of Pensacola and her citizens took a profound step into a new era of government accountability, responsiveness, and transparency.
This journey began with a committed group of citizens who advocated for a complete review of the City’s 1931 Charter. At the behest of the citizens, the City Council in 2009 established a Charter Review Commission, which undertook an 18-month review of the Charter. That exhaustive review resulted in a proposed new City Charter, including a recommended change in the entire form of government to our current “Mayor-Council” system.
In addition, the Charter Review Commission included a mandatory Code of Ethics provision in the proposed charter, staggered terms and term limits for all City elected officials, and a new citizens’ initiative process. On November 24, 2009, the citizens of Pensacola approved this new charter by a 55% - 45% margin in a citywide mail-in ballot election.
Subsequently, on November 9th, 2010, I was elected Mayor after a vigorous campaign debating the future of our City. As part of that campaign, I promised the citizens that my administration would focus on creating jobs, improving neighborhoods, restoring trust in city government, and taking action on lingering problems facing the City. These four goals comprised the backbone of my 20 Solutions for 2011 campaign platform, and form the foundation for this Fiscal Year 2012 City Budget.
In order to reach these goals, this budget focuses on creating economic opportunity, improving neighborhoods, a healthier environment, restoring citizen confidence in our operations and financial management, and planning for the future by taking action today.
- 11 - Creating Economic Opportunity
After Hurricanes Ivan, Dennis, and Katrina, a real estate boom and bust, and the Deepwater Horizon oil spill, our local economy continues to face challenges. However, in the closing months of FY 2011 and continuing into the FY 2012 budget, we have been able to address the challenge of this economy with several major capital projects. By accelerating construction of the Woodland Heights Community Center and combining the Legion Field Recreation Facility and the West Side Library Branch, as well as infrastructure improvements along Main Street and “A” Street, the City will be the catalyst for almost $10 million in construction work, much of which will be performed by local companies. This economic impact will be significant, and is creating and saving jobs for our citizens and neighbors.
These new facilities will not be community centers in the traditional sense, either. By hosting educational, technology, adult literacy, and other community-specific classes and trainings, these Community Centers will serve as “resource centers” for the surrounding neighborhoods. As a result, our community centers will serve to help our economic development efforts, by providing economic opportunity and job skills to citizens who might otherwise not have these options.
In addition to bricks-and-mortar capital projects that boost local spending, I have made economic development a top priority for the City by exploring and recruiting new prospective employers to the area. The potential development of a Marine Research Center and Hatchery on Bruce Beach, in partnership with the State of Florida and the Hubbs-SeaWorld Research Foundation, will create an educational, scientific, and economic catalyst for our downtown and spur additional commercial and retail job growth for Pensacola.
Other job-creating projects that are underway or will be underway during this fiscal year include the renovation and construction of the Downtown Public Library, the improvements at the Admiral Mason Park and construction of the Downtown Technology Park, as well as continued work and future planned work at the Community Maritime Park.
Environmental assessments are commencing on the former Escambia Treating Site, and that project poses exciting potential for our City. This 80+ acre parcel, a former EPA Superfund site, will be developed into a multi-modal commerce park, with rail and interstate access, ready to house new businesses and create jobs.
In order to accelerate our economic development efforts, in this FY 2012 budget I have also established the Office of Economic Opportunities and Sustainability. This Office will be tasked with developing and implementing policies for economic development projects, and partnering with other entities to develop public and private funding sources for job-creating projects, while ensuring that our City’s growth and development is planned and implemented according to sustainable development principles. This Office will also manage our existing surplus and unused properties throughout the City, coordinate potential economic development uses for those properties, and coordinate economic development activities with other public and private sector agencies.
Leading this office will be the Chief of Economic Opportunities and Sustainability, a cabinet-level position responsible directly to the Mayor for the implementation and success of this new economic development effort. This Office will also oversee the City’s Housing, Inspections, and Planning functions. This reorganization will put all city functions responsible for serving economic development efforts under one structure, and will eliminate the duplication and confusion that has frustrated citizens in the past.
- 12 - Improving Neighborhoods
Another key element to creating jobs and improving our economy is to make our City and our neighborhoods and attractive and inviting place to live and work. Over the past six months, we have made great progress in improving the physical cleanliness of our neighborhoods. We have started the process of using the Tree Planting Trust Fund to beautify “A” Street, a critical north-south corridor on Pensacola’s west side and a major artery to the Community Maritime Park. In addition, the recently adopted changes in the Code of Ordinances will give the City more tools to encourage property owners to maintain their properties. These changes include an increased schedule of fines, broader definitions of nuisance materials and violations, and an expanded ability to abate property that has been abandoned or foreclosed.
During this fiscal year I am also going to propose a permitting process for utility projects in City rights-of-way. This initiative, when implemented and codified, will allow the City to more carefully manage the aesthetic standards for electric, communications, or other utility infrastructure that will be located in City rights-of-way. I look forward to working with the members of the Planning Board and the City Council to put this policy into place, so we can preserve the quality and attractiveness of our neighborhoods while still meeting the demands of the 21st Century.
To demonstrate my commitment to improving Pensacola’s neighborhoods, I am restructuring City staff to be more responsive to neighborhood concerns and issues. Specifically, I am creating the Department of Neighborhood Services, which will oversee the Library, Parks and Recreation, and Neighborhoods. This new structure will put all of our neighborhood and neighborhood-serving departments and staff under one management structure, and will be led by the Director of Neighborhood Services. I will be charging the Department of Neighborhood Services with our engaging neighborhoods to in a master planning process, to include overlay districts, and improved lighting and sidewalks.
In addition to this departmental restructuring, I am also establishing the position of Chief of Neighborhoods. This position, a Cabinet-level position similar to the Chief of Economic Opportunities and Sustainability, will exist to coordinate resources, policies, and activities across all City Departments to the benefit of Pensacola’s neighborhoods. The Chief of Neighborhoods will answer directly to the Mayor, giving citizens and neighborhoods an advocate within the Mayor’s office. This budget also establishes a Volunteer Coordinator within the Department of Neighborhood Services. This position will coordinate private-sector efforts to engage our citizens and area businesses to become stakeholders in our neighborhoods, parks, community centers, and beautification efforts. This reorganization will put Pensacola’s neighborhoods front and center in my administration, and will improve our ability to create a clean and safe environment for our citizens.
A Healthier Environment
Improving the physical appearance of our neighborhoods, cleaning up our waterways and bayous, and reducing emissions into the air we breathe are all keys to making Pensacola a place where people want to live, and a place where businesses want to be. With national media attention focusing on our area’s water and air quality, and regular health warnings on our bays and bayous, it is imperative for the physical and environmental health of our neighborhoods, our economy, and our citizens that we take steps to create a healthier environment. This budget takes steps to continue our efforts as a City to provide a clean environment for our citizens, which in turn will attract outside business and investment to grow our economy.
Energy Services of Pensacola, the city-owned natural gas company, is continuing its profitability for the taxpayers, contributing $8 million to the General Fund, reducing the need for higher taxes on citizens. Additionally, natural gas is fast becoming a leading force in the national clean-energy dialogue, and based on current projections, we estimate that ESP can provide compressed natural gas service to our public and private partners for less than $2 per gallon of gas equivalent. To meet the challenge of improving air quality, the City is undertaking a transition to - 13 - Natural Gas Vehicles (NGVs) for our auto fleet. In doing so, we will be making strides towards a cleaner environment, as well as leading other public and private sector fleets to transition to NGVs. This budget recommends adjustments in fees for ESP to support our transition to a cleaner fleet of vehicles, enable ESP to continue maintaining and growing its operations, position Pensacola’s natural gas company to provide natural gas service to this fast-emerging market for natural gas vehicles, and begin improving our City’s air quality.
Finally, with seemingly constant water quality warnings in our bays and bayous, it is imperative that we address our stormwater needs to preserve our aquatic environment and better control runoff and pollution. Our current stormwater rates were adopted in 2001 and have not changed in the past ten years, despite significant development and ongoing water quality problems. This budget recommends additional investment in our stormwater operations and will fund $2.3 million dollars to address this neglected need and to continue cleaning up our rivers, bays and waterways so our citizens can safely enjoy these natural treasures.
Restoring Confidence
A central part of my election campaign was to refocus the City on transparency, customer service, and responsiveness to the needs of citizens. With the cooperation and coordination of the City Council, several of these initiatives are already in place.
Beginning with the first quarter of calendar year 2011, the City Council and public now receive a monthly briefing on the City’s overall financial status, which supplements the existing quarterly briefings presented to Council. In addition, monthly financial statements are now posted on the City’s website for public viewing, and a formal Code of Ethics for all City officials and employees has been adopted. These three initiatives bring unprecedented transparency and openness to the City of Pensacola.
However, restoring trust in City Hall is not merely an effort in transparency and clarity. For us to be trusted by the citizens we must also be responsive and attentive to their concerns and needs. To address this paramount goal for our City, I have instructed City staff to begin implementation of a “3-1-1” citizen request service. This service will allow citizens to contact the City for any non-emergency request for service. When fully functional, any citizen request for service - via telephone, cell phone, or through a web-based interface, will be routed to the appropriate department for follow-up, or entered directly into the City’s work-order program. These requests will be documented, addressed, and measured to ensure that we are being responsive to our citizens and cost-effective for our taxpayers. In essence, this new 3-1-1 service will put citizens in control of their government, and will allow City staff the opportunity to continually improve in our mission to serve the taxpayers.
Most importantly, during the past six months, I have made engagement of the citizens a top priority, through my “Taking City Hall to the Citizens” town hall meetings. As a result of these monthly neighborhood meetings, where relevant departmental staff join me in listening to, and addressing the issues of our citizens directly, we have cleaned up overgrown lots, changed police patrol routes, improved lighting and sidewalks, and communicated with thousands of citizens that the City of Pensacola is working to make their lives and neighborhoods safer, cleaner, and more inviting.
In addition to financial and ethical transparency, I am making fiscal discipline a cornerstone of this FY 2012 budget. This means that every City Department, including our Enterprises, are being asked to do more with less. Just as businesses and families across our City are making wise decisions about their resources, our City government will be doing the same.
- 14 - Upon my election, I requested each city department to provide a list of current-year budget cuts, which resulted in the elimination of 20 vacant City positions, at a savings of over $800,000. To further demonstrate the City’s commitment to fiscal responsibility, in the FY 2012 budget I have recommended, and the Council has approved, a quarter-mill decrease in property taxes, or a 5.5% reduction in the tax rate for property owners in the City. This reduction, combined with expected decrease in property valuations, will return $973,300 to the taxpayers this year. This reduction will give property owners some relief in this economic downturn, but will still allow our City to provide quality services to our citizens.
While not indicated in this proposed FY 2012 budget, I am earnestly seeking ways to continue to reduce the burden on the taxpayer for city services. The Escambia County Commission has spoken favorably about functional consolidation efforts, including emergency dispatch communications, traffic signal synchronization, and Geographic Information Systems (GIS), among others. Over the course of this budget year, I will be advocating for the implementation of these consolidation opportunities with our partners at Escambia County, and hope to generate more cost-savings for the taxpayers as a result.
Engaging our City staff in the task of identifying cost-saving measures will be another key component of continued fiscal discipline. In order to encourage innovation and find creative ways to cut costs, we will be implementing an Employee Award of Excellence program during this fiscal year. As one of my 20 Solutions for 2011, this program will allow front-line (non-director) employees to submit suggestions for ways to improve service, streamline procedures, or reduce risk or costs. The Award of Excellence program will evaluate these suggestions and, if adopted, will award cash incentives to the employee(s) suggesting the innovation. In this way, we will be able to engage our most knowledgeable assets - our employees - in improving efficiency and cost-effectiveness.
Finally, during the course of this fiscal year, we will also explore opportunities for private-sector solutions to City services and functions. Should certain city functions be deemed more cost-effective to the taxpayers when performed by private sector enterprise, then we should consider those opportunities out of respect for the people who employ us - the citizens.
Taking Action for the Future
To continue moving our City forward, we must continue to find ways to invest in our community. In this FY 2012 budget, I am also recommending a return to the Council’s policy of financial independence for the City’s Enterprises. In the past, this policy has been largely followed, but the taxpayers have occasionally “bailed out” certain enterprises with dollars from other funds. That ends with this budget. If we are to be transparent, profitable, and serve our citizens most effectively, we should be clear about the true costs of the services we provide. Subsidizing enterprises from the General Fund does not provide the clarity and “truth in billing” that our citizens deserve, and restricts our ability to invest in capital improvements that improve the quality of life for our citizens.
In order to free up General Fund dollars to be used for job-creating, neighborhood-improving capital projects, this budget is recommending fee adjustments to various Enterprises and Special Revenue Funds. These adjustments will allow our Sanitation Department to purchase new trucks, and allow Inspections to continue operations on its own revenues. Each of these fee adjustments will allow the City’s Enterprises and Special Revenue Funds to remain fiscally sound and financially independent, while protecting the taxpayers and citizens from any reductions in the high level of service for which our City is known. More importantly, these adjustments will enable us to continue investing in a cleaner and more livable city, by freeing up General Fund dollars for program and infrastructure needs.
- 15 - In addition to our internal budgeting to protect funds for investments in our community, I am also seeking ways to generate additional revenue streams for our City. The recent lease of the 3rd floor of City Hall to H2 Performance Consulting is a perfect example of the sort of outside revenue streams we should be exploring. This lease will generate an additional $500,000 towards the General Fund over the next three years, and I look forward to engaging other public and private sector partners to help offset the tax and fee burden on our citizens.
While this budget lays the foundation for our City’s next fiscal year, in order to be wise long-term stewards of the taxpayers’ resources, we must also plan for future contingencies and financial needs. We must also evaluate our City’s expenditures and assets based on their economic, financial, or employment return on the City’s investment. To achieve this goal of maximizing return on the investment of the taxpayers, I have appointed two Mayoral Advisory Committees to examine and make specific recommendations on two key financial challenges.
The Port of Pensacola, while operationally cash-positive, has significant capital costs that cannot be sustained by Port revenues alone. Several other deep-water ports, as well as other City Enterprises, are able to generate additional revenue through fee increases or special taxing districts. Because the Port does not have a Port Authority taxing district or additional revenue streams, and with state revenues being uncertain, our City must decide how we will address these unfunded and escalating capital costs.
In order to make the best use of the 50 acres at the Port, as well as identify market opportunities for unused acreage on the Port property, the Mayor’s Port Advisory Committee will be making recommendations to me regarding the highest and best use of the Port property. These recommendations may have budget implications, and we will address them as a Mayor and Council at the appropriate time. In the meantime, for this fiscal year I am recommending a 31% increase in the Port’s marketing budget to encourage more business development at the Port.
Additionally, for several years the City of Pensacola has been required to contribute to our Police, Fire, and General pension plans to fund our unfunded pension liabilities. While the City’s pension funds are comparatively well-funded, any General Fund revenues that subsidize non- performing assets, or assets that do not provide a return on that investment, are funds that cannot be used to grow our City.
My Pension Advisory Committee is analyzing each of our pension funds, as well as the investment and actuarial models used to project our benefit costs and liabilities. This committee will be completing their analysis and subsequent recommendations to me later this calendar year for any policy, bargaining, or ordinance changes that may be available to the City for consideration to reduce this pension debt. While some options may be limited in scope due to existing state laws or contracts, it is incumbent upon all of us to find ways to make our City more efficient and cost-effective, and it is my intention to reduce this yearly General Fund contribution to our pension plans by any amount possible.
This budget preserves the Council policy of setting aside a minimum 15% reserve for contingencies and unforeseen circumstances. I believe it is only prudent that, given this economy, we continue to protect the City and our citizens from any disruptions in service by preserving this contingency fund. By doing so, and by adopting the recommendations contained in this budget, I believe we will begin to fulfill the collective responsibility we have to our citizens to make Pensacola the city we know she can be.
Moving Our City Forward
In an age when our country is facing massive deficits, state and local governments are implementing austere cuts to benefits, services, and workforces, and as pension funds are dissolving, the City of Pensacola is successfully weathering the current economic storm. Our budget is balanced, with no fund balance transfers, and there are no layoffs as a result of this budget.
- 16 - This budget reduces property taxes, and brings fees for other services in line with past historical needs or other competitors in the marketplace. It is important to note that any funds for capital projects moving forward will have to come from existing revenues. Local Option Sales Tax, or Penny for Progress dollars, are encumbered through 2017. As such, this budget positions our City to be able to continue making investments in cleaner, safer neighborhoods.
As Mayor, I am sensitive to the fact that our employees have not had a compensation increase since FY 2008, but I am also sensitive to the thousands of unemployed citizens in our city, who have no income, no health care, and no retirement benefits. I am pleased to submit this budget without any increases in costs to employees for benefits, no layoffs, and no reductions in the level of service to our citizens. We are all working for the taxpayers, and I am working hard to ensure that our citizens, taxpayers, and our employees are treated fairly. I believe this budget does that.
On a final note, I would like to extend my thanks to all City employees for their dedicated and professional work in managing the taxpayers’ resources with wisdom, respect, and sensitivity. In addition, I thank the City Council for their patience during this transition to a new form of government. I look forward to working with the Council and our City employees to implement this budget, and to continue serving our citizens with distinction as we move our City forward.
Ashton J. Hayward Mayor
- 17 -
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 18 - FY 2012 FINANCIAL OVERVIEW
The FY 2012 budget was prepared based on revenues that are slightly higher than the FY 2011 beginning budget and does not rely on any fund balance drawdown from the General Fund for ongoing expenditures. The FY 2012 proposed budget continues the preservation of essential services while at the same time continuing to position the City positively to weather the current economic crisis and avoid dependency on savings to balance future budgets. With fiscal discipline being a cornerstone of the FY 2012 budget, the challenge to departments to do more with less has been paramount in balancing this budget while still meeting the citizen’s expectations for services within available resources. The City budget has been reduced over the three previous fiscal years making additional cost efficiencies increasingly difficult to identify. The elimination of vacant positions since fiscal year 2007 continues to result in permanent savings to the City in personnel costs alone of over $6.1 million. In addition to the elimination of budgeted positions, there is no compensation increase for employees for the fourth consecutive year; hence, 842 employees will receive no pay increase. However, this budget also does not include any increases to employees for benefits nor does it include any staff reductions. Over a four year period (fiscal years 2009 - 2012) approximately $11.1 million in savings will be realized as a result of no compensation increases for employees. Longevity progression was frozen in fiscal year 2010 and beginning fiscal year 2011 was eliminated resulting in further reductions of $270,700 for a total savings in personnel costs since fiscal year 2007 of $17.5 million.
Position Deletions Compensation Longevity Total # of Positions Dollars Freeze Freeze Savings
Budgeted Positions - FY 2007 1,001 Positions Deleted - FY 2008 (17) $ (741,300) (741,300) Positions Deleted - FY 2009 (73) (2,789,800) (1,121,600) (3,911,400) Positions Deleted - FY 2010 (36) (1,501,800) * (2,243,200) (96,300) (3,841,300) Positions Deleted - FY 2011 (15) (472,000) (3,303,200) (174,400) (3,949,600) Positions Deleted - FY 2012 (18) (642,000) (4,424,900) (5,066,900)
Total 842 $ (6,146,900) (11,092,900) (270,700) (17,510,500)
* Includes $299,600 savings for 4 unfunded positions in FY 2010.
- 19 - Financial Condition One measure of the City’s financial strength and a key to building General Fund reserves is the amount available in unreserved fund balance. The goal of a minimum General Fund reserve of 15 percent of budgeted annual revenues was adopted by the City Council in the Financial Planning and Administration Policy. Beginning in fiscal year 2006, interest earnings were applied towards the reserve which then provides for an opportunity to increase reserves. The financial planning policy also calls for each of the City’s major enterprise funds to implement a reserve plan that will provide for no less than a 15 percent operating reserve. The key enterprise fund measures are the net current assets balance and the amount available in total net assets. Table I presents a history of the appropriate measures for the General Fund and major enterprise funds as of September 30 for the past five years. Table I Five Year Major Fund Financial Condition
General Fund Gas Utility Fund Sanitation Fund1 Port Fund Airport Fund Total Net Total Net Total Net Total Net Assets Less Assets Less Assets Less Assets Less Unreserved Council Required Net Required Net Required Net Required Net Fiscal Fund Designated Bond Current Bond Current Bond Current Bond Current Year Balance Reserves Reserves Assets2 Reserves Assets2 Reserves Assets2 Reserves Assets2 (In Thousands) 2010 9,956 7,651 25,220 7,683 1,720 631 14,735 553 109,441 2,343
2009 9,907 7,616 23,638 7,501 945 257 13,689 244 103,665 1,928
2008 9,804 7,413 23,786 8,850 2,030 152 14,272 880 96,995 4,090
2007 8,821 5,665 21,798 7,527 2,238 408 19,245 1,199 94,708 2,761
2006 10,100 3 5,374 17,514 4,534 1,959 374 20,152 1,348 67,741 2,186
1. Does not include the Code Enforcement activity. 2. Net Current assets do not include restricted assets, inventory, interest receivables, deposits or note receivables. 3. The $4.726 million difference in unreserved fund balance and Council designated reserves is made up of the following fund balance designations: $2,500,000 for FY 2007 beginning fund balance, $308,600 for special assessments, $1,900,000 for FY 2008 beginning fund balance and $10,000 in miscellaneous designations. It also includes unreserved, undesignated fund balance of $7,900.
- 20 - The September 30, 2010 Council-designated reserve balance of $7.651 million represents 15.10 percent of budgeted fiscal year 2012 General Fund revenues. However, with continued decline in interest earnings it is estimated that the Council-designated reserve will not increase much by the end of fiscal year 2011. The Gas Utility Fund experienced an increase in Net Current Assets of $182,000 million of which the majority is comprised of accounts receivables. Total net assets excluding bond reserves increased $1.6 million in fiscal year 2010 which is made up of the $182,000 increase in net current assets and a net increase in remaining assets and long-term liabilities of $1.4 million. Sanitation Services is 100 percent financed by user fees. Net Current Assets increased $374,400, of which the majority is cash. There was an increase in net assets excluding bond reserves of $775,300 in fiscal year 2010. This increase is mainly due to the aforementioned increase in cash. Port total net assets excluding bond reserves increased by $1.04 million and Net Current Assets increased by $309,400 in fiscal year 2010; the majority of these increases are due to cash and accounts receivable. Cash and receivables have increased as activity at the Port has increased, despite the economic downturn. Airport total net assets excluding bond reserves increased by $5.7 million in fiscal year 2010; the majority of this increase is due to the recognition of capital improvements. Net current assets increased by $415,000; the majority of this increase is due to increased cash and decreased contracts payable. The Airport‘s positive financial position is assured through airline agreements that provide for mandatory funding by the airlines.
Property Taxes Fiscal year 2009 was the first of four consecutive years wherein property valuation fell. The decreases in valuation combined with recent property tax reforms enacted by the Florida Legislature and the approval of Amendment 1 by the citizens of Florida have resulted in the continued decline in property tax revenue. Additionally, each year, bills are introduced during legislative sessions regarding cutting or restricting other revenue sources. While these bills have yet to become law, the possible changes will have an impact on the City of Pensacola and the ability to meet the needs of citizens. The City’s fiscal year 2012 preliminary taxable value decreased by $56 million representing a 1.88 percent decline. While the declining trend continues, the decline is not as great as in prior years. The decrease in taxable value is anticipated to result in a $265,600 decrease in General Fund Ad Valorem Revenue from the fiscal year 2011 beginning budget. The majority of the decrease is attributed to the decline in taxable value of real property as a result of the collapse in the real estate market. Additionally, the State of Florida mandated a formula to determine the maximum millage rate that a governmental entity can levy. Based on that calculation the maximum millage rate that the City could impose is 5.1087 which equates to an additional $2,318,900 in potential Property Tax Revenue. However this budget has been prepared with a reduction in the millage rate by 0.25 mills bringing the fiscal year 2012 proposed millage rate to 4.2895 which is below the calculated maximum millage rate allowed.
Employee Salaries and Benefits During the fiscal year 2008 budget process, Council requested that various options of the employee compensation package be reviewed and presented for Council’s consideration. Historically, the City of Pensacola budgeted a 5% incremental pay adjustment for civil service employees and a 3% adjustment for unclassified employees. In February, 2008 Council adopted an ordinance which amends the method for determining the annual increment for civil service employees. Effective October 1, 2008 (FY 2009) the annual increment adjustment percentage is recommended by the Mayor as part of the budget process. City Council retains the authority to appropriate funding for the annual increment.
- 21 - As with the fiscal year 2009, 2010 and 2011 Budgets the fiscal year 2012 Budget does not provide funding for pay increases for any employees. This year will mark an unprecedented four fiscal years that employees have not received a pay increase. In the fiscal year 2010 budget, longevity increases were frozen and in the fiscal year 2011 budget, the progression of longevity pay ceased and longevity pay would roll into regular salaries. Therefore no increases in longevity pay will be given in the future. As a result of the benefits study, City Council reduced the maximum payout of Personal Time Off (PTO) amount for employees to 500 hours at the time of their separation with the City of Pensacola. With that measure came an approval to pay the employees the balance of their PTO between the 500 hours and the employee’s current maximum PTO payout. For those employees not represented by a collective bargaining unit (i.e. union), half of that balance was paid on April 30, 2010 and the remaining half was paid on January 4, 2011. For those employees represented by a collective bargaining unit, negotiations were necessary before this PTO could be paid. The Police Lieutenants were paid their PTO payout on June 3, 2011 and the Police Sergeants were paid on June 30, 2011. The Police Officers and Firefighters have yet to come to an agreement regarding the PTO payout and therefore, their PTO payout will not occur until an agreement is met. For those that received their PTO payout some monetary benefit was provided while at the same time reduced the City’s liability of the outstanding PTO balances. Throughout the nation, health insurance costs continue to rise. However, for fiscal year 2012, the cost of employee health insurance will not experience an increase in premiums, or a decrease in benefits. As directed by City Council, the City has begun a shift a shift towards providing more funding for family plans as was indicated in the benefit study conducted in fiscal year 2008. Currently, the City pays 61% of the family premium and depending on the economic climate in future years will work towards a 72% contribution towards family premiums. While Property Tax revenues continue to decline, pension costs in total are anticipated to decrease $74,600. Both the General and Fire Pension plans are anticipating increases of $9,700 and $3,400, respectively. However, the Police Pension is anticipating a $52,400 decrease and the Florida Retirement System will experience a $386,100 decrease in fiscal year 2012. The decrease in the Florida Retirement System is a result of changes within the State of Florida Legislature mandating that all employees enrolled with the Florida Retirement System begin to contribute 3% towards their pension plan. While this move is difficult for the employees who haven’t had a pay increase in four years, it also provided some financial relief to governmental entities as their portion was reduced by the employee portion. In fiscal year 2002 City Council approved the first major revision of the civil service pay plan since the 1980’s. The improved plan included a provision to increase salary range minimums and maximums on a biennial basis up to a maximum of three percent based on the percentage change in the Consumer Price Index. The two year percentage change in the Consumer Price Index was 5.05% and, under normal circumstances the salary ranges would have been adjusted upward by three percent for fiscal year 2012. However, in light of the economic conditions and the freeze in annual increment adjustments no changes to the salary ranges will be recommended.
Position Changes A total of 159 full-time positions have been eliminated since fiscal year 2007 resulting in a total savings of personnel costs over $6.1 million. In fiscal year 2012 a net of 18 full-time positions will be eliminated. During fiscal year 2011 each division was required to submit a list of current year budget cuts at the 3, 5, 7 and 9% levels. From that exercise a decision was made to eliminate 20 vacant City positions. Additionally, with the transition of the Mayor’s office, vacant positions were transferred between departments to enable the Mayor to restructure the organization of the City in order to accomplish his vision of how the City of Pensacola functions. The former Assistant City Administrator and Community Development Director positions will now function as Chief of Staff and Chief of Economic Opportunities and Sustainability within the Mayor’s Office. The Neighborhood Enhancement Team Coordinator in Community Development was transferred to the Mayor’s Office and will function as the Chief of Neighborhoods. Finally, resulting from vacancies within both the City Clerk’s office and the Community Development Department, two Executive Assistant were transferred to the Mayor’s Office which will complete the transition of the Mayor’s Office into one that will provide the Mayor with the professional staff necessary to accomplish his 20 Solutions for 2011. Within the City Council, a Council Executive - 22 - position has been created who will provide support to the City Council. During fiscal year 2011, an Assistant City Attorney was transferred from the City Attorney’s Office to the Police Department and will serve as a Legal Advisor to the Police Department. With that transfer a void occurred within the City Attorney’s Office and an Assistant City Attorney and a Legal Assistant have been added in fiscal year 2012 to enable the City Attorney’s Office to continue to provide legal services to the Mayor and City Council. Within the Community Development Department, the Parks and Recreation Department and the Public Works Department, restructuring has occurred which will consolidate the functions performed within these three departments into two separate departments, Neighborhood Services and Public Works and Facilities. The Parks and Building Maintenance functions have been shifted to the Public Works and Facilities Department which will allow for a more efficient operation as the functions performed are similar in nature and will allow for the resources needed to be shared rather than be individually managed. The Neighborhood Division within the Community Development Department has been merged with the newly created Neighborhood Services Department and together will manage the recreation services while at the same time meeting the needs of the various neighborhoods within the City. In order to increase focus on neighborhood initiatives, the creation of a Volunteer Coordinator position within Neighborhood Services is being established. This position will coordinate private-sector efforts to engage citizens and businesses to become stakeholders in neighborhoods, parks, community centers and beautification efforts. The other two divisions within the Community Development Department, Planning and Inspection Services have joined together with Housing so that the economic development efforts are under one structure and will eliminate the duplication of efforts between these areas. During fiscal year 2011, City Council approved the change in the Airport policing efforts by putting that function under the supervision of the Police Chief. With that change in structure it was apparent that there no longer was a need for an Airport Police Captain position and thus, that position has been eliminated in the fiscal year 2012 budget. Additionally, within the Police Department, the vacant Assistant Police Chief position has been eliminated and a Police Officer position has been created which will put another officer on the streets in a continuing effort to keep the citizens of our City safe. Within the Human Resources Department, a Clerk III position became vacant with the retirement of an employee. That position is being deleted within the fiscal year 2012 budget. With all of these changes in structure and position, a net decrease of 18 positions will occur in fiscal year 2012, bringing the City’s staffing level to 842.
General Fund Capital Equipment In spite of the downturn in revenue, one favorable development is the ability to fund capital equipment purchases. Funds have been programmed to cover the purchase of Police vehicles, Fire apparatus, as well as various other capital equipment items through fiscal year 2017. This funding will allow departments to replace the capital equipment on normal replacement cycles. Beginning with fiscal year 2007 funding for General Fund capital items was programmed for funding in the Penny for Progress (the extension of the Local Option Sales Tax is referred to as Penny for Progress). The fiscal year 2012 Budget provides Penny for Progress funding of $1,486,900 in capital equipment for General Fund departments, including police and fire as well as the Osceola Golf Course.
Local Option Taxes The Local Option Gasoline Tax (LOGT) provides funding for transportation improvements. Historically, this revenue has remained a stable source. However, since the LOGT is a tax that is levied per gallon of motor fuel, the revenue is reliant upon the amount of fuel purchased and can impact this revenue source. As fuel prices rise, usage declines and has impacted this revenue in the past. To ensure that the transportation improvements are not impacted, Council allocated funding from Penny for Progress through FY 2015 to provide additional funding for the Pavement Management Program. This program will enhance the transportation improvements already funded with the Local Option Gasoline Tax.
- 23 - The Local Option Sales Tax (LOST) provides funding for capital projects and for the purchase of capital equipment. The Penny for Progress plan will provide funding for the purchase of police vehicles as well Fire apparatus and mobile data terminals to be placed in fire trucks and police vehicles. Additionally $560,700 has been allocated for other capital equipment items. Revenue projections for the fiscal year 2012 proposed budget will increase for the first time since this extension was approved in 2006. Conservative estimates were put in place at the beginning of the Penny for Progress Plan with the understanding that any revenue received over the budget estimate would be put into contingency. This decision was made due to the reduction of almost $11 million in projects from the prior series of the LOST because revenues did not grow as originally estimated. Therefore, the conservative approach was to retain the original estimates with some growth factor. However, with continued growth over the first five years of this series, it was determined to adjust the FY 2012 revenue amount based on historic trends, while retaining the conservative growth rate already in place. The additional revenue realized from this adjustment enabled the reduction of $1.1 million for the transfer in from the General Fund for the Communication Services Tax error that occurred in fiscal year 2007 as well as the $4.0 million for the Saenger Theatre renovations, leaving an available balance of $369,900. Authorization to levy a local option gasoline tax and a local option sales tax is provided under the general law of Florida. The current LOGT was recently extended by Escambia County for another ten years. The current extension of the LOGT will expire on August 31, 2016. The Local Option Sales Tax was extended by a referendum in March, 2006 and will now expire on December 31, 2017.
Reserves In previous years, proceeds from the sale of surplus City property has been the only addition to the General Fund reserve balance. Beginning in fiscal year 2007, interest earnings were applied towards the reserve amount which provided another avenue to increase reserves. With the uncertainty surrounding the economic climate of the nation, it is imperative that adequate reserves be maintained and not used for reoccurring operating expenditures. Also, in fiscal year 2007 council revised the Financial Planning and Administration Policy to stipulate that the General Fund’s maximum appropriated Beginning Fund Balance each year should not be more than three percent of budgeted revenues. In future budget years there may not be expenditure savings and revenue collected over budget estimates to produce resources for fund balance drawdowns to balance future year budgets. With the exception of the Sale of Assets for the Army Reserve Property, the City of Pensacola’s fiscal year 2012 budget in the General Fund is structured so that ongoing revenues will fund ongoing expenditures and therefore, no fund balance is appropriated for fiscal year 2012.
THE BUDGET
General Fund The fiscal year 2012 $50,681,600 proposed General Fund budget is $1,120,400, or 2.26 percent more than last year’s beginning budget. While Property Tax Revenue is declining $973,300, Public Service Tax revenue generated from both Gulf Power and ESP will help offset some of that decrease. Additionally, with the renovations of both swimming pools, revenue from that source has seen a significant increase. However, the main contributor to the increase in the General Fund is the Sale of the Army Reserve Property which was originally anticipated to occur during fiscal year 2009 but due to issues with the sale of the property, is now anticipated to occur during fiscal year 2012.
Table II highlights the differences in the fiscal year 2011 and fiscal year 2012 budgets.
- 24 -
Table II General Fund Expenditure Comparison
Fiscal Year 2011 2012 Beginning Proposed Budget Budget Difference Revenues: Fund Balance (Appropriated) $ - - - Revenues 49,561,200 50,681,600 1,120,400 Total Revenues 49,561,200 50,681,600 1,120,400 Expenditures: Personnel Expenses 35,098,800 35,785,600 686,800 Operating Expenses 8,684,600 9,742,600 1,058,000 One-Time Operating Expenses 44,900 25,000 (19,900) Sub-Total 43,828,300 45,553,200 1,724,900 Capital Outlay - - - Non-Departmental Funding 3,535,400 3,365,800 (169,600) Transfer to the Municipal Golf Course 120,000 110,000 (10,000) Transfer to Inspection Services Fund 200,000 - (200,000) Transfer to Stormwater Capital Projects 2,321,200 2,411,000 89,800 Transfer to Tax & Franchise Fee Debt Service Fund 2,926,800 2,869,800 (57,000) Sub-Total 9,103,400 8,756,600 (346,800) Total Expenditures Before Cost Recovery 52,931,700 54,309,800 1,378,100 Cost Recovery (3,370,500) (3,628,200) (257,700) Total Expenditures $ 49,561,200 50,681,600 1,120,400
The City’s financial policy states that non-recurring revenues should be used only to finance non-recurring expenditures. Fiscal Year 2012 budget marks the fourth consecutive year that the City’s Beginning General Fund Budget has balanced ongoing revenues with ongoing expenditures (no drawdown of Fund Balance). However, the fiscal year 2012 budget does use one-time revenues in the amount of $2.7 million from the Sale of Assets from the Army Reserve Property to balance the General Fund Budget. However, this has been done with the knowledge that in fiscal year 2013 the transfer to the Tax & Franchise Fee Debt Service Fund will no longer be required as the debt will be retired and will free up $2.9 million in ongoing revenues. City Council amended the City’s Financial Planning and Administration Policy in November 2006 to move towards lessening the reliance on one-time revenues covering on-going expenditures. Each fiscal year the General Fund’s maximum amount of appropriated Beginning Fund Balance should be no more than 3 percent of budgeted revenue. The City continues to move in the right direction, relying on on-going revenue to support recurring expenditures. This is important due to the tightening of the budget as fund balance may not be available in future years.
- 25 -
Ad Valorem Revenue is decreasing by $973,300 or 7.42% and is a result of the continued downturn in the economy as well as a decrease in the millage rate. Home values continue to decline and directly impact the General Fund Revenues. Public Service Tax and Franchise Fees are increasing by $320,500. The majority of the increase is from the electric utility increases enacted by Gulf Power. The Half-Cent Sales Tax revenue is estimated to increase by $255,000 or 7.35% from the fiscal year 2011 beginning budget which will be close to the fiscal year 2011 actual amount currently being received. The Communication Services Tax revenue is anticipated to decrease by $200,000 or 5.23% based on the amounts collected during fiscal year 2011. Charges for Services are projected to increase by $103,400 with the majority of that increase coming from Swimming Pool Fees. The Roger Scott Swimming Pool was renovated during fiscal year 2010 and the Cecil T. Hunter Swimming pool renovations were completed in fiscal year 2011. The income received from these two pools has increased dramatically and is a result of the enhancements placed in the pool which are attracting more patrons. During fiscal year 2009 the Airport expressed interest in the vacant City-owned property that was previously occupied by the Army Reserve. A transfer of the property was authorized by City Council in April 2009 and the Airport was to pay to the General Fund $3.3 million plus applicable interest in four annual payments for the property. The first payment was anticipated to be made in fiscal year 2009 with the final payment in fiscal year 2012. However due to legal issues the first payment of $2.54 million is now anticipated to occur in fiscal year 2012 with the final payment of $650,000 in fiscal year 2013. The total General Fund personal services appropriation is $35,785,600, an increase of $686,800 or 1.96 percent which is mainly attributed to the aforementioned change in structure which moved positions from other funds into the General Fund, thereby increasing personal service costs within the General Fund. Additionally Worker’s Compensation is anticipated to increase by $140,600 and Extra Personal Services are anticipated to increase by $139,000 which is an offset to some of the permanent positions deleted during fiscal year 2011. The pension plans for account for a reduction of $74,600. The General Pension Plan increased $11,500 and the Fire Pension Plan increased $50,000 while the Police Pension Plan and the Florida Retirement System Plan decreased $5,300 and $130,800, respectively. The decrease in the Florida Retirement System is due to the State of Florida’s decision to require employees to contribute 3% of their compensation towards their retirement system, thereby reducing the amount the City was required to contribute. The total proposed General Fund appropriation for ongoing operating expenditures is $9,742,600, an increase of $1,058,000 or 11.89 percent over last fiscal year. When the fiscal year 2011 budget was established the election for the Mayor had not yet taken place. Therefore, a best guess estimate was made regarding the operating needs for that function. In order to accomplish the Mayor’s 20 Solutions for 2011 various operating line items were increased mainly pertaining to utilizing outside firms to provide lobbying efforts, consultant services as well as provide funding for the Town Hall Meetings and special announcement mail outs. The Communications line items will experience an increase of $247,300 and is due to the increase in the MIS allocation charged to each area based on historical date pertaining to number of devices, transactions as well as the budget in the MIS Division. Maintenance and Repair of Vehicles are anticipating an increase of $118,600 as costs to maintain the city’s fleet continues to increase. Liability Insurance is anticipated to increase $116,100 and is attributed to premium increases as well as anticipated costs of claims. The City Council’s budget will experience a $90,000 increase with the establishment of a City Council Discretionary Fund. This fund will provide each Council Member with $10,000 to be used within their district for neighborhood projects, community events or causes. During fiscal year 2011 fuel costs have seen an unanticipated increase and therefore an additional $66,100 has been added to the General Fund’s Fuels and Lubricants line items to address that increase. Within the Police and Fire Departments, Professional Services have increased by $36,000 to provide funding for upcoming union negotiations.
- 26 -
Non-Departmental Agency funding for fiscal year 2012 is $3,365,800, a decrease of $169,600. Fiscal Year 2012 internal agency funding decreases include $108,700 for the West Florida Public Library due to Escambia County’s decrease in funding. The contribution to the Tax Increment Financing will decrease by $88,800, another result of the economic downturn affecting property valuations. The funding for the Human Services Appropriations was eliminated and resulted in a decrease of $10,000. The funding for the West Florida Regional Planning Council and the Transportation Planning Organization of $2,600 was shifted to City Council’s budget as it was determined these were actually dues to be a part of these organizations rather than contributions. The funding for Pensacola Promise was eliminated creating a decrease of $1,000 and neither the Pensacola Sertoma Club, nor St. Michael’s Cemetery submitted a request for funding, thereby reducing another $2,000 combined. The Saenger Theater has been charging a Facility Fee since fiscal year 2010 which is to be used to fund capital expenditures. The estimate fee for fiscal year 2012 is $56,000 therefore, the funding for capital purchases as the Saenger Theatre has increased by $6,000 to match this revenue stream. The funding for the Foundations For the Future has historically been split between the General Fund, Energy Services of Pensacola and the Airport. However, beginning with the fiscal year 2012 budget, the Airport is no longer providing this funding and therefore the $37,500 has been shifted to the General Fund. The City’s formal financial policy includes a provision that “an amount equal to budgeted stormwater utility fee revenue be appropriated in the Stormwater Capital Projects Fund for stormwater related capital projects, including stormwater basin master plans, as determined by City Council.” Based on fiscal year 2011 Stormwater Utility Fee revenues and the anticipated increase in the Stormwater Utility Fee, the fiscal year 2011 budgeted transfer to the Stormwater Capital Projects Fund will increase $89,800 from the fiscal year 2011 beginning budget of $2,321,200. In fiscal year 2007, the transfer to the Municipal Golf Course Fund was discontinued since Allocated Overhead was no longer charged to the Golf Course. However, a transfer has been required to subsidize the Golf Course activity due to a decline in revenue. Beginning in fiscal year 2010, the subsidy amount was reduced by $10,000 each year and will continue to be reduced as staff implements plans to increase revenues or decrease expenditures. As previously mentioned appropriations have been made to provide funding for a $200,000 transfer from the General Fund to the Inspection Services Fund to subsidize their operations. However, with the Mayor’s initiative for self-sustaining operations, fee increases in Inspection Services is being proposed, eliminating the subsidy from the General Fund. Fiscal year 2012 is the last year that the transfer to the Tax and Franchise Fee Debt Service Fund in the amount of $2,869,800 is required for the debt service payment. Prior to fiscal year 2008 the Cost Recovery (Allocated Overhead) was reflected in the General Fund as a revenue item. However it did not accurately show the true General Fund cost of those departments performing the services for non-general fund operations. Cost Recovery in the General Fund is shown as a negative expenditure item and thus, the supporting departments’ gross and net cost is provided. The net cost recovery in the General Fund was an increase of $257,700.
Community Redevelopment Agency The Community Redevelopment Agency (CRA) consists of the members of City Council supported by the Mayor’s staff through an interlocal agreement and is funded primarily by tax increment financing (TIF). Tax increment revenues are allocated to and deposited in the Redevelopment Trust Fund established in 1984, pursuant to Section 163.387, Florida Statutes. Major funding is provided by those taxing authorities other than school districts and water management districts which have taxing jurisdiction within the TIF district. Presently, those taxing authorities are Escambia County, the City of Pensacola, and the Downtown Improvement Board (DIB). TIF funds can only be used to undertake projects and activities that are authorized by the CRA in the Community Redevelopment Plan within the TIF district. CRA’s proposed budget for fiscal year 2012 is $3,625,600, an increase of $20,100 from last fiscal year. Tax Increment Financing Ad Valorem Tax revenue within the TIF district decreased by $79,500 as a result of continued declines in property valuations within the TIF district and the City’s reduction to the millage rate by 0.25 mills. A one-time contribution of $25,000 from the Tourist Development Council will provide funding for marketing efforts for the New Years Eve Pelican Drop. The property located at 16 S. Palafox Street has been leased and the CRA will begin to receive lease fees for that property. Estimated revenue of $87,800 is anticipated for fiscal year 2012. - 27 -
Personal services appropriations decreased by $61,600 which is due to the reorganization within the City. A portion of a position was funded by the CRA for administrative services provided to CRA. That funding is no longer required. Operating appropriations decreased by $129,900. The bulk of that decrease is $67,100 from the General Liability line item. Additionally Other Contractual Services are decreasing $55,000. In fiscal year 2006, CRA entered into an interlocal agreement with the Downtown Improvement Board (DIB) to address the attraction of new residential development to the downtown area, creation of a comprehensive downtown parking strategy and for other activities of the DIB that offer mutual benefit to the CRA and the citizens of Pensacola. Within that agreement, the CRA pays to the DIB an amount not to exceed the annual payment by the DIB into the Redevelopment Trust Fund (TIF revenue). Due to the aforementioned decline in property valuations, the amount paid to the DIB in fiscal year 2012 will decrease by $1,800. The $25,000 funding from the Tourist Development Council will be used to increase Advertising for the Pelican Drop. The $190,000 proposed budget for capital projects is for special events/sponsorships within the CRA District as well as events at Plaza DeLuna. Funding for capital outlay was reduced from prior years and instead, has been budgeted to begin payment of the project support payments for the Community Maritime Park as well as setting aside funding for the Main Street Wastewater Treatment Plant Replacement Project. Allocated Overhead will decrease by $10,900 for a total budget of $252,600.
West Florida Public Library In fiscal year 2000 additional branch locations were identified by a Blue Ribbon Task Force as an immediate need. Construction of a new Tryon Branch Library was completed during fiscal year 2010. The Tryon Branch Library is twice the size of the prior facility and provides more services and resources than previously offered. Additionally, construction of the new downtown headquarters library began in fiscal year 2011 and is anticipated to be completed during fiscal year 2012. Additionally, plans are underway to combine the Legion Field Recreation Facility and the West Side Library Branch which will expand the area of services as well as the services provided by the library system. Funding for the West Florida Public Library is provided primarily by Escambia County and the City of Pensacola. The State provides additional funding through a library grant. In fiscal year 2007 grant funding decreased and has continued to decrease until fiscal year 2011. The fiscal year 2011 budget anticipated grant funding in the amount of $75,500. However, current collections indicate that amount will increase and therefore, the fiscal year 2012 budget is anticipating collections of $112,000, an increase of $36,500. This amount represents a 48% increase from the fiscal year 2011 level, however is still not at the fiscal year 2009 level of funding. The Library’s proposed budget for fiscal year 2012 will decrease by $316,600 for a total budgeted level of $4,809,500. This is mainly due to the required reduction in funding from the Escambia County Board of County Commissioners who required a 3% reduction from their fiscal year 2011 contribution which was reduced subsequent to the adoption of the City’s fiscal year 2011 budget. This substantial reduction of $256,800 from the County has required a substantial decrease in the Library’s Book Budget. In keeping with the funding formula as required in the interlocal agreement, the City’s contribution will reduce from the fiscal year 2011 beginning budget by $108,700. However, with the reduction from Escambia County after the adoption of the City’s budget, the fiscal year 2012 reduction is actually $55,900. The Mayor will propose to restore this funding reduction in fiscal year 2012 if funds are available in the General Fund at the end of fiscal year 2011. The Personal Services decrease of $219,700 mainly comes from the deletion of four positions in fiscal year 2011 for a savings of $106,500. Additionally, the Overtime, Additional Regular Pay and Police Pension have been eliminated as the security at the Library has been outsourced to a private company, resulting in a savings of $70,400. With the previously mentioned changes in the Florida Retirement System, the savings to the Library came to $40,800. Offsetting these savings is the addition of one Network/System Engineer I position with a cost of $48,600. This position was needed to assist the current Network/System Engineer I with the growing number of computers at each library compounded by the geographic location of each branch. Operating Expenses increased by $152,300. With the construction of the new downtown headquarters branch, the square footage will increase resulting in higher costs to maintain the facility. Therefore an increase of $47,700 for Liability Insurance, an increase in Utilities of $22,000 and an increase of $18,700 in Communication Costs are
- 28 -
anticipated. The Dues, Subscriptions and Memberships are increasing $19,000 which will provide a database subscription for the Genealogy Branch. Non Capitalized Assets will be funded at $61,100, an increase of $40,100 over the prior year. The bulk of this funding is for the replacement of personal computers at the Southwest, West Side and Genealogy Branches. The budget for the purchase of books decreased from the fiscal year 2011 level by $233,900 to $102,900. This was necessary in order to maintain a balanced budget and address the reduction in funding from Escambia County. The other alternative would have been to reduce operating hours at the various branches and it was felt that reducing the book budget was a more palatable alternative. Allocated Overhead will decrease by $15,300 for a total budget of $339,500.
Stormwater Utility Fund The City of Pensacola instituted its stormwater special assessment program in 2001 to provide a dedicated source of revenue to enhance and improve stormwater management in the City. In July 2001 a resolution was adopted creating a stormwater utility and establishing a non-ad valorem stormwater utility fee of $52.80 per year for the standard equivalent stormwater unit. Since its creation, over $16.75 million in assessment fee revenue has been generated for stormwater management improvements with no increases in the standard equivalent stormwater unit during that time. Additionally, it has become necessary in recent years to fund capital equipment purchases from the Penny for Progress funds. Based on the expenditure patterns within this fund and the continued absorption of fund balance and Penny for Progress funds it was necessary to review the options available to the City to obtain additional revenues. During fiscal year 2010, an updated report of the City’s stormwater program was presented to City Council. One of the items presented in the program was a change to the methodology which increased the single family residential billing tiers from four to five. City Council adopted the updated methodology and also approved increasing the maximum annual assessment from $52.80 to $72.24 per ESU. However, subsequent to the adoption of the fiscal year 2011 budget, City Council voted to keep the existing fee structure and adopt the new rate methodology, resulting in a revenue reduction of $400,000 to the Stormwater Utility Fee revenue. This action resulted in a reduction of $400,000 to the Stormwater Capital Projects Fund. To compensate for this revenue shortfall the transfer from the General Fund to the Stormwater Capital Projects Fund was shifted to the Stormwater Utility Fund so that stormwater operations would not be affected. Included within the fiscal year 2012 budget is a proposal to increase the annual assessment from $52.80 to $68.43 per ESU. This proposed rate will enable an assessment billing rate to be at a level sufficient to equal appropriations. In future years, the assessment billing rate can be set at a higher rate; but, not to exceed the maximum amount approved by City Council, in order to balance appropriated expenditures. The fiscal year 2012 Stormwater Utility Fund budget is $2,510,600 which is $114,700 greater than the fiscal year 2011 budgeted level. This includes an increase to operating revenues of $89,800 and an increase of $24,900 for the State Right of Way Maintenance Contract. The personal services budget in Stormwater increased by 19,700. Of that amount, $61,300 represents an increase in the Group Insurance budget resulting from changes by employees to the type of coverage they desire (i.e. single coverage to family coverage). Offsetting that increase is a decrease in Worker’s Compensation of $18,100, a decrease in General Pension of $8,600 and an additional $14,900 in various personal service line items. Overall operating expenditures are projected to increase by $86,300 with the major increase of $88,500 establishing a contingency for future operating expenditures based on the increase in the assessment rate. Fuels and Lubricants and Maintenance and Repair of Vehicles are increasing $14,000 and $13,000, respectively. Offsetting these increases are decreases of $27,100 in Professional Services, Repairs & Maintenance and various operating expense line items. One time expenditures of $5,400 are reduced from the prior year by $2,100 and will be used to replace personal computers. In a continued effort to minimize the Stormwater Fee increase, $79,000 has been allocated from the Penny for Progress funds for the purchase of various pieces of capital equipment. With the establishment of a contingency for future operating and capital expenditures, the reliance of Penny for Progress Funds to purchase capital equipment is anticipated to decrease each year. Allocated Overhead increased by $8,700 over fiscal year 2011 for a total budget of $222,000.
- 29 -
Section 8 Housing Assistance Payments Program Fund The City’s Housing Department oversees the countywide housing assistance program. A fiscal year 2012 proposed budget decrease of $17,200 represents less than a tenth of a percent from the prior fiscal year budget of $16,556,200. However, part of that amount includes a $1.6 million drawdown of fund balance. Excluding that drawdown, revenues for the Section 8 Housing Assistance Program have actually decreased $1.6 million. This reduction is a direct result of the decrease in federal funding for this program. Personal services appropriations increased a net of $102,000 and are largely attributed to the elimination of funding for the SHIP program as well as reductions in both the HOME and CDBG programs. Because the personnel that performed these functions were not dedicated solely for those specific programs, the elimination of positions would not be feasible as the functions in other areas must still be provided. Therefore a shift in funding from the SHIP, HOME and CDBG programs to the Section 8 Housing Assistance Payment Program Fund was necessary. The decrease of $110,400 in Operating Expenditures is mainly due to a decrease in Rental Assistance. Allocated Overhead is anticipated to decrease by $8,800 for a fiscal year 2012 funding level of $151,200.
Golf Course Fund The Golf Course was reclassified from an enterprise fund to a special revenue fund as part of the fiscal year 2007 Budget. For the last few years, an additional subsidy from the General Fund has been required in order to provide necessary funding to operate the golf course. The fiscal year 2012 Budget provides for a $110,000 transfer from the General Fund in order to subsidize golf course operations. This subsidy will be reduced by $10,000 each year as staff implements plans to become self-sufficient. The Golf Course was slated to receive new greens during the summer of 2010 which would have required the closure of the golf course during fiscal year 2010. However, due to a delay in starting construction, a decision was made to postpone the installation as the new sod would have been installed after the growing season ended. Therefore, the improvements were delayed until spring of 2011 which allowed the new sod time to take hold and grow. Therefore, revenues and expenditures for fiscal year 2012 were adjusted downward to address the closure of the golf course during fiscal year 2011. The fiscal year 2012 budget has been formulated anticipating the full operation of the golf course and therefore, revenues have been adjusted upward. While there is no planned fee increase, a surcharge of $1.00 for members and $2.00 for non-members will be added to each round of golf to pay for capital improvements. Operating revenue is projected to increase by $208,800 which is as a result of the reopening of the golf course after the completion of the renovations, including a new driving range. Personal Services are anticipated to decrease by $9,600. Extra Personal Services are anticipated to increase by $24,800 with the full operation of the golf course. In fiscal year 2011 a vacant Maintenance Worker I was deleted and 50% of the funding for that position was within the Golf Course Fund. That deletion resulted in a decrease of $20,700 within the Golf course Fund. The funding for the Florida Retirement System decreased by $4,300 and the remaining $9,400 decrease is from various personal service line items. The increase in operating expenses is $68,400 which is also due to the reopening of the golf course after the construction is complete. The $2,600 appropriation for Non-Capitalized Assets is for the replacement of personal computers. No funding for capital outlay is included in the fiscal year 2012 Golf budget; however, funding has been identified from the Penny for Progress in the amount of $89,800 to provide for the replacement of a servant ball machine for the driving range, a mower, a greens roller, rake and aerator.
- 30 -
Inspection Services Fund In fiscal year 2007 it was determined that the Inspection Services function should be a self-sufficient operation. Therefore, rate increases for various inspection services fees were increased in June 2007 and in the fiscal year 2008 Budget, the Inspection Services function was moved out of the General Fund into a special revenue fund eliminating the subsidy from the General Fund. With the downturn in the housing market, Inspection Services has seen continued decreases in permits issued and therefore have needed a subsidy from the General Fund since fiscal year 2009. The fiscal year 2012 budget contemplates various increases in the permits and fees provided by the Inspection Services Division. This will result in additional revenue of $251,400 while reducing the $200,000 subsidy from the General Fund for a total increase in revenues of $51,400. Net personal services have increased $58,600 and are mainly attributed to the transfer of a Code Inspector II from the Engineering Division during fiscal year 2011. Worker’s Compensation is anticipated to increase $19,400 and the General Pension is expecting a $6,600 increase. Offsetting the increases is a decrease to the Florida Retirement System contribution of $6,400 as well as a decrease of $4,100 in various personal service line items. The $7,200 decrease in operating expenses includes a decrease of $2,400 to Liability Insurance offset by a $1,800 increase in MIS Allocation in the Communications. The remaining decrease of $6,600 is within various operating line items. No capital equipment is budgeted for the Inspection Services Fund for fiscal year 2012. Since Inspections Services has been a special revenue fund, it has not been able to pay Allocated Overhead due to insufficient revenues resulting from the economy.
Stormwater Capital Projects Fund Consistent with Council Policy, an amount equal to budgeted stormwater utility fee revenue is appropriated in the General Fund and transferred to fund stormwater capital projects. Based on the increased stormwater utility fee, the fiscal year 2012 transfer is estimated at $2,411,000, $89,800 above the fiscal year 2011 beginning budgeted level. However, as previously mentioned, subsequent to the approval of the fiscal year 2011 budget, City Council decided not to increase the assessment rate and the transfer from the General Fund was reduced by $400,000 during fiscal year 2011. Therefore, with the increased assessment rate, an additional $489,800 will be put back into capital projects to fund the stormwater projects. Major projects planned for fiscal year 2012 include $200,000 each for the Gaberonne Swamp and Baywoods Gulley Stormwater Enhancements, $300,000 for the Bayou Chico Stormwater Outfall Retrofits, $370,000 for the Carpenter Creek and Brent Lane project and $450,000 for the 12th Avenue at Carpenter Creek project. The stormwater capital project program has been developed based on anticipated revenue over a five-year period.
Gas Utility Fund Energy Services of Pensacola (ESP) is the largest municipal gas distribution system in Florida with approximately 58,000 service connections throughout its franchised area In 2007 a rate study was approved by City Council and consistent with the gas rate ordinance established in 2007, the distribution and customer charge rates shall be adjusted annually if approved by the City Council during budget sessions, based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index. This structure provided for the fund to allow for continuing operations at a level consistent with the current economic conditions. The applicable rates are Residential Gas, Commercial Gas and Municipal operated buildings and facilities. Service charges shall include a customer charge and a distribution charge. The customer charge is a fixed monthly charge for having gas available and the distribution charge is a variable monthly charge based on consumption of gas. The previous adjustment approved by City Council occurred in the fiscal year 2010 budget which was a decrease of 0.4%. However, despite a CPI increase of 2.3% in fiscal year 2011 City Council did not approve a rate increase. The current year CPI increased by 2.7%. A rate study has been prepared by ESP's rate consultant, Black & Veatch, during fiscal year 2011 and the results of that study recommend an average rate increase of 6.9% for fiscal year 2012. The revenue requirements address the past CPI increases as well as bringing revenues to a level that supports current operating conditions and the current transfer amount. - 31 -
ESP’s total proposed budget for fiscal year 2012 is $54,621,100, an increase of $71,900 over last fiscal year. Personal services appropriations of $8,095,500 represents a decrease of $218,600 from the fiscal year 2011 budgeted level. Four vacant positions were deleted during fiscal year 2011, providing a savings of $86,400. General Pension and Florida Retirement System costs decreased $9,400 and $32,700, respectively. Group Insurance will decrease $48,500 while Worker’s Compensation will increase $97,300. With various retirements and staffing changes throughout fiscal year 2011 a savings of $108,900 will be realized in the fiscal year 2012 budget. The $51,100 net decrease in appropriations for operating expenses includes an increase of $100,000 in the Rebate program as well as $70,700 for Repairs & Maintenance due to aging equipment and increased costs for the regulator and gate station. Maintenance and Repair of Vehicles is increasing $53,800 and utilities are anticipated to increase $15,000. Offsetting these increases are decreases in Pipe Fittings & Hydrants of $165,000 and Advertising expenses of $182,200. Non-Capitalized Assets decreased $24,900 from the previous year for a total allocation of $120,900 and provides funding for the following items: SCADA component upgrades, personal computers and laptops, pipe locators, leak detection equipment, substation improvements, portable generators and other equipment for operations. The capital outlay appropriation of $559,800 provides funding for the replacement of various vehicles and pieces of operating equipment. Debt Service is decreasing $42,900 and is due to a decrease in Interest Expense. The ESP Transfer remains at $8 million. The formally approved ESP financial policy provides for a target transfer of no more than 15 percent of revenues. The fiscal year 2012 transfer represents 14.65 percent of budgeted revenues.
Sanitation Fund Operating costs such as fuel, vehicle maintenance and personnel expenses have steadily increased over the past several years. However, rates were not adjusted to reflect these increases until April 1, 2007. During the first quarter of fiscal year 2007, an outside consulting firm conducted a rate and operational analysis and as a result, Council approved a rate increase (from $19.85 to $22.20) effective April 1, 2007. The rate ordinance established in 2007 provides for the garbage and trash collection fee to be automatically adjusted annually, effective October 1, 2008 based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index. Based on the applicable Consumer Price Index that amount should be increased by 2.3%. However, no increases have been enacted since the rate ordinance was established, despite a Consumer Price Index increase of 4% in fiscal year 2009, a 0.4% decrease in fiscal year 2010 and a 2.3% increase in fiscal year 2011. Various cost savings measures, including the elimination of capital purchases, were enacted in order to maintain a balanced budget within the Sanitation Services Fund. However the fiscal year 2012 budget provides for a 2.7% increase in residential garbage fees in accordance with the Consumer Price Index. This will allow Sanitation to fund its own operations as well as provide funding for much needed capital equipment. The ordinance also provided for a Vehicle fuel and lubricant pass-through surcharge which is added as a separate line item to all city solid waste and/or refuse collection service fees. This surcharge is reviewed monthly based upon the fuel and lubricant costs. Initially the surcharge was set at $1.30 per month; however, as fuel costs fluctuate the fuel surcharge has been increased and decreased as necessary. Currently, the surcharge is set at $2.10 and is reflective in the recent increases in the price of fuel. The Commercial Solid Waste Franchise Fee revenues that fund the City’s Code Enforcement Program have experienced a sharp downturn. The fiscal year 2012 budget is proposing a 50¢ increase per cubic yard to the Commercial Waste Franchise Fee in order for this function to remain self-sustaining. The proposed budget of $6,961,200 represents a 4.01 percent increase from the fiscal year 2011 beginning budget. The proposed increase in sanitation services accounts for $85,700 of that increase and the increase in the Commercial Solid Waste Franchise Fee will provide an additional $325,500 within the Code Enforcement Program. The costs incurred by the City for the use of the County-owned Perdido Landfill have been broken out on the monthly garbage bill so that each customer can see the various components of the cost to provide the service to them. Therefore a reduction of $921,900 in Residential Refuse Container Charges is included in the fiscal year 2012 budget and is offset by an increase of $1,025,600 for the cost from the Perdido Landfill. - 32 -
Total personal services appropriations decreased by $109,200 and of that amount $78,100 represents the deletion of two vacant positions, a Maintenance Worker I and an Operations Supervisor II. Worker’s Compensation is decreasing by $9,000 and General and Police Pension are decreasing a total of $5,900. Various personal service line items make up the remaining decreases. Operating expenses will experience a net increase of $136,100. Included in that amount is an increase of $151,100 in the Code Enforcement Unclassified which will be used to establish a contingency for future capital/operating needs within the Code Enforcement Program. Additionally, Landfill Fees are expected to increase $153,300 which is due to an increase in the tipping fees at the Perdido Landfill. Offsetting these two increases is a decrease in Other Contractual Services of $184,400 which is from the termination of the BFI Trans Load Fee agreement. Non-capitalized assets were appropriated at $25,000, an increase of $15,000 from the fiscal year 2011 budgeted amount. The $25,000 appropriation will provide funding for the replacement of residential garbage containers. With the increased sanitation rate, Capital purchase will be possible and the replacement of a refuse truck has been budgeted. Based on the allocated overhead cost plan, the appropriation for Allocated Overhead in fiscal year 2012 increased by $48,800.
Port Fund As a landlord port the Port of Pensacola’s budget is based on tenant lease obligations and normal recurring cargo. While the Port continues to be impacted from the economic downturn, there has been some improvement in Property Rental revenue due to an expansion of the Port’s freezer terminal. The Port’s fiscal year 2012 budget totals $4,341,200, an increase of $2,279,200 from last fiscal year. The bulk of this increase is attributed to an anticipated State Grant of $1,950,000 for the structural repairs to Berth #6. Interior Lighting revenue is increasing by $31,000 and is from Offshore Inland for the thru-billing for power utilization for long-term storage customers. A drawdown of $298,200 Fund Balance will be necessary in order to provide funding towards the Port’s local share of matching grant funds for the aforementioned grant for the repairs to Berth #6. The net decrease in personal services appropriations is $45,900 and is mainly due to the shift of Extra Personal Service dollars to Professional Services and Advertising to provide funding to increase the marketing initiatives. Additionally, with recent retirements and staffing changes, various personal service line items have decreased as well. Appropriations for operating expenses have increased by $72,600 and the majority of that will be used to fund additional advertising efforts. Liability Insurance has increased $31,300 due to increased premium costs. Allocated Overhead will increase by $44,600 to $128,900. The capital outlay appropriation of $650,000 provides funding for a local matching grant that the Port anticipates to receive during fiscal year 2012 for the repairs to Berth #6.
Airport Fund The Pensacola Regional Airport’s $29,747,100 budget is a net increase of $1,356,000 over last year’s budget. There is no anticipated drawdown of Fund Balance during fiscal year 2012. However Airline Rentals and Rental Car revenues are anticipated to increase a total of $2,435,000. Additionally, State Grant revenues are anticipated to increase $600,000. Revenues the Rental Car Customer Facility Charge account for a $400,000 increase in revenues. Interest Income is projected to increase by $170,000 and Loading Bridge Fees are projected to increase by $100,000. Restaurant & Lounge and Gift Shop Revenues are expected to increase a total of $75,000. Offsetting these increases is a decrease of $100,000 in Parking Lot revenues as well as a decrease of $45,100 in the apron Area Rentals. The Airport’s agreement with the airlines provides for the airlines to fund any revenue shortfall. Landing fees are adjusted each year to accommodate the agreement. With the aforementioned changes in revenues, the Landing Fee Revenues are projected to decrease by $556,200.
- 33 -
The net decrease in personal services appropriations is $421,400. The bulk of this decrease comes from the transfer of positions during fiscal year 2011 which decreased personal services by $145,200. Additionally four positions were deleted in fiscal year 2011, an Airport Police Officer and three Airport Traffic officers, resulting in a decrease of $154,200. With the change in the Airport Police Function now under the supervision of the Police Chief, an Airport Police Captain is being deleted with the fiscal year 2012 budget, providing an additional $63,600 in savings. Pension contributions decreased a net total of $126,000 with the General pension increasing $10,400; Fire and Police pensions decreasing $46,600 and $23,100, respectively. With the change in the Florida Retirement System, an additional savings of $66,700 was realized. Operating expenses are projected to increase by $484,900 which is mostly comprised of increases in Utilities, Professional Services and Repairs & Maintenance associated with the terminal building expansion. Advertising will see a $250,000 decrease which is attributed to the termination of the Air Service Development Co-Op. The Liability Premium at the Airport will not be as great as had originally been estimated and will be reduced by $202,600. The changes in the Parking Management Contract and the Janitorial & Pest Control contracts will provide total additional savings of $247,500, In previous years the Airport has provided funding for the Foundations for the Future in the amount of $37,500. That funding has been shifted to the General Fund as the Airport is no longer able to continue to fund that venture. Non Capitalized Assets are increasing by $28,300 for a total allocation of $48,700 which provides funding for assets such as computer equipment, monitors, radios and parts and equipment for the CCTV system. Funding for Debt Service increased by $617,300 and is due largely in part to a principal accumulation for the Customer Facility Center bond payments. The $1,055,500 budgeted for Capital Outlay will be used for local matching of grants-in-aid as well as for the replacement of the Parking Control Equipment and an ID Printer. The capital budget for State Grants increased by $600,000 for a total allocation of $1,000,000. The allocation for the Passenger Facility Charge capital projects will remain consistent at $3,000,000. Allocated Overhead decreased by $20,300 in the fiscal year 2012 budget.
- 34 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA ORGANIZATIONAL CHART
CITIZENS OF PENSACOLA
CITY COUNCIL CITY CITY MAYOR ATTORNEY CLERK
COMMUNITY CITY REDEVELOPMENT ADMINISTRATOR AGENCY
- 35 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA FUNCTIONAL ORGANIZATIONAL CHART
MAYOR
CITY ATTORNEY CITY ADMINISTRATOR CITY CLERK
ENERGY SERVICES OF ENGINEERING & FINANCIAL SERVICES FIRE PENSACOLA CONSTRUCTION SERVICES
HOUSING HUMAN RESOURCES INSPECTION MANAGEMENT INFORMATION SERVICES SERVICES
NEIGHBORHOOD PENSACOLA GULF COAST PLANNING POLICE SERVICES REGIONAL AIRPORT SERVICES
PORT OF PENSACOLA PUBLIC WORKS SANITATION SERVICES AND WEST FLORIDA & FACILITIES FLEET MANAGEMENT PUBLIC LIBRARY
- 36 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA BUDGET SUMMARY BY FUND TYPE FISCAL YEAR 2012 SPECIAL DEBT CAPITAL INTERNAL GENERAL REVENUE SERVICE PROJECTS ENTERPRISE SERVICE FUND FUNDS FUNDS FUNDS FUNDS FUNDS TOTAL SOURCES OF FUNDS: Estimated Revenues Taxes: Ad Valorem Taxes - City $ 12,142,200 12,142,200 Sales & Use Taxes 3,723,700 1,619,000 6,424,400 11,767,100 Public Service Taxes 6,723,900 6,723,900 Communication Services Taxes 3,627,700 3,627,700 Local Business Tax 905,000 905,000 Fees: Franchise Fees 8,637,700 1,095,500 9,733,200 Stormwater Utility Fees 2,411,000 2,411,000 Licenses & Permits 59,700 928,100 987,800 Intergovernmental Revenue 2,361,100 22,115,600 978,200 6,575,000 32,029,900 Charges for Services 1,051,300 1,785,800 199,600 87,107,500 90,144,200 Fines & Forfeitures 73,300 107,700 181,000 Interest Income 40,000 16,400 1,873,800 205,000 2,135,200 Miscellaneous Revenue 3,336,000 101,500 46,700 389,400 3,873,600 Total Revenues 42,681,600 29,085,100 - 9,522,700 95,372,400 - 176,661,800 Other Financing Sources 8,000,000 6,342,800 3,299,300 2,491,000 - 20,845,900 40,979,000 TOTAL FINANCIAL SOURCES $ 50,681,600 35,427,900 3,299,300 12,013,700 95,372,400 20,845,900 217,640,800
USE OF FUNDS: Expenditures/Expenses General Govt Services $ 4,844,100 4,340,700 90,400 9,275,200 Public Safety 28,965,000 928,100 948,700 30,841,800 Physical Environment 3,000 2,288,600 2,330,200 50,082,600 54,704,400 Transportation 2,205,600 1,578,800 946,500 25,882,200 30,613,100 Economic Environment 1,727,600 16,748,800 18,476,400 Human Services 30,000 30,000 Culture & Recreation 7,515,500 6,151,200 2,771,200 16,437,900 Debt Service 3,726,100 6,930,200 9,165,300 19,821,600 Total Expenditures/Expenses 45,290,800 32,036,200 3,726,100 14,017,200 85,130,100 - 180,200,400 Other Financing Uses 5,390,800 4,991,700 - 81,800 10,540,500 20,900,900 41,905,700 TOTAL FINANCIAL USES $ 50,681,600 37,027,900 3,726,100 14,099,000 95,670,600 20,900,900 222,106,100
Net Increase (Decrease) In Fund Balance $ - (1,600,000) (426,800) (2,085,300) (298,200) (55,000) (4,465,300) Beginning Appropriated Fund Balance - 1,600,000 426,800 2,085,300 298,200 55,000 4,465,300 Beginning Unappropriated Fund Balance 11,233,033 10,827,789 3,734,177 55,642,917 157,705,299 7,673,248 246,816,463 Total Beginning Fund Balance 11,233,033 12,427,789 4,160,977 57,728,217 158,003,499 7,728,248 251,281,763 Total Ending Fund Balance $ 11,233,033 10,827,789 3,734,177 55,642,917 157,705,299 7,673,248 246,816,463 - 37 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA SUMMARY OF REVENUES & EXPENDITURES BY FUNCTION FISCAL YEAR 2012– ALL FUNDS
Listed below are the total sources and uses of funds adopted at the beginning of FY 2011 and approved for FY 2012, together with comparable actual sources and uses for fiscal years 2009 and 2010. Property Tax Revenues have been declining since FY 2008 when the State of Florida enacted property tax reform regulations, which required the City to reduce the millage rate in FY 2008. The reductions shown in FY 2010 and FY 2011 are a result of the continued decline in property valuations. In FY 2012, the Approved Budget recommends reducing the millage rate of 4.5395 mills by 0.25 mills resulting in a millage rate of 4.2895 mills. The reduction in millage rate coupled with the decline in property valuations will further reduce Ad Valorem Taxes in FY 2012. Sales & Use Taxes began to decline in FY 2007 due to the economic downturn. However, an upswing has been experienced during FY 2011 and anticipated increases in both the Half-Cent Sales Tax and the Local Option Sales Tax revenues are anticipated, based on collections in FY 2011. Intergovernmental Revenues include revenues received from the federal and state governments for various grants and therefore, will fluctuate from year to year. The main increase in FY 2010 is attributed to an increased funding level in Section 8 Housing Assistance Revenue. The decrease in revenue in FY 2011 is mainly due to grant projects within the Airport Fund. Charges For Services mainly include various user fees within the City’s enterprise operations. The decrease in FY 2010 and the Increase in FY 2011 are mainly attributed to the cost of gas sold by the City’s natural gas company, Energy Services of Pensacola (ESP). The increase in FY 2012 is mainly attributed to anticipated increases in various fees within ESP, Sanitation and the Airport. The fluctuations in Miscellaneous Revenue between FY 2009 and FY 2011 are due mainly to draw down of bond proceeds within the Local Option Sales Tax Fund and the Community Maritime Park Construction Fund. The changes in Public Safety between FY 2009 and FY 2011 are directly related to the costs incurred for the expansion of the Police Headquarters Building of which the majority was expended in FY 2010 within the Local Option Sales Tax Fund. Physical Environment increased in FY 2010 which was mainly due to one-time capital purchases within the Sanitation Services Fund and two Gas Construction Projects within the Gas Utility Fund during FY 2009. The upswing in FY 2011 is related to the previously mentioned issue regarding cost of gas sold within ESP. The fluctuations in Economic Environment over the years are due to the various grants received by the Housing Departments. Additional federal funding was anticipated in FY 2011 within the Housing Department, however, it appears that the level of federal funding will be lower than anticipated. Adjustments have been made in the FY 2012 Budget to reflect the reduced funding. The decrease in Culture & Recreation for FY 2010 is mainly due to the completion of the renovations at the Saenger Theatre. The costs for the renovation were mainly spent in FY’s 2008 and 2009 and therefore the Culture & Recreation category was high for those years and once the project was complete, funding in that category was no longer necessary. The changes in Debt Service between FY 2009 and FY 2011 are mainly attributed to the principal payment of $20 million within the Local Option Sales Tax Fund.
- 38 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
SUMMARY OF REVENUES & EXPENDITURES BY FUNCTION (Continued)
ACTUAL ACTUAL BEG BUDGET APPROVED FY 2009 FY 2010 FY 2011 FY 2012 SOURCES OF FUNDS: REVENUES: Taxes: Ad Valorem Taxes - City $ 13,990,633 13,686,629 13,115,500 12,142,200 Sales & Use Taxes 11,024,556 10,873,214 10,663,400 11,767,100 Public Service Taxes 5,888,864 6,498,708 6,405,000 6,723,900 Communication Services Taxes 3,738,973 3,795,244 3,827,700 3,627,700 Local Business Tax 899,944 931,402 904,000 905,000 Fees: Franchise Fees 8,889,815 9,228,286 9,456,100 9,733,200 Stormwater Utility Fees 1,907,331 2,167,574 2,321,200 2,411,000 Licenses & Permits 930,177 785,455 737,100 987,800 Intergovernmental Revenue 34,482,654 37,634,789 31,560,700 32,029,900 Charges for Services 75,155,629 76,497,747 87,103,300 90,144,200 Fines & Forfeitures 378,332 335,395 229,500 181,000 Interest Income 2,327,115 173,559 1,978,200 2,135,200 Miscellaneous Revenue 5,911,246 72,133,703 2,417,100 3,873,600 Total Revenues 165,525,269 234,741,705 170,718,800 176,661,800 Other Financing Sources 81,834,804 59,093,222 41,328,400 40,979,000 TOTAL FINANCIAL SOURCES $ 247,360,073 293,834,927 212,047,200 217,640,800 USE OF FUNDS: EXPENDITURES/EXPENSES: General Govt Services $ 8,567,931 7,242,012 9,008,200 9,275,200 Public Safety 30,405,854 35,950,795 30,868,000 30,841,800 Physical Environment 58,080,837 45,491,933 54,370,500 54,704,400 Transportation 58,753,673 38,516,768 27,960,300 30,613,100 Economic Environment 16,030,792 16,203,092 18,643,200 18,476,400 Human Services 94,200 51,900 37,500 30,000 Culture & Recreation 30,647,068 18,743,398 16,990,100 16,437,900 Debt Service 9,177,441 33,575,717 17,098,400 19,821,600 Total Expenditures/Expenses 211,757,796 195,775,615 174,976,200 180,200,400 Other Financing Uses 37,791,556 43,259,898 41,802,600 41,905,700 TOTAL FINANCIAL USES $ 249,549,352 239,035,513 216,778,800 222,106,100 Net Increase (Decrease) In Fund Balance $ (2,189,279) 54,799,414 (4,731,600) (4,465,300) Beginning Appropriated Fund Balance 76,204,767 46,368,584 4,731,600 4,465,300 Beginnning Unappropriated Fund Balance 127,198,461 154,845,365 251,281,763 246,816,463 Total Beginning Fund Balance 203,403,228 201,213,949 256,013,363 251,281,763 Total Ending Fund Balance $ 201,213,949 256,013,363 251,281,763 246,816,463
- 39 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
WHERE THE MONEY COMES FROM
FISCAL YEAR 2012 BUDGET
FISCAL YEAR 2012 FINANCIAL SOURCES ALL FUNDS Fines & Forfeitures Interest Income 0.11% 1.21% Charges For Services Miscellaneous Revenue 51.03% SOURCES OF FUNDS 2.19% Approved Revenues Ad Valorem Taxes 6.87% Ad Valorem Taxes$ 12,142,200 Sales & Uses Taxes 11,767,100 Sales & Uses Taxes Public Service Taxes 6,723,900 6.66% Communication Services Taxes 3,627,700 Public Service Taxes Local Business Tax 905,000 3.81% Franchise Fees 9,733,200 Communication Services Taxes Stormwater Utility Fees 2,411,000 2.05% License & Permits 987,800 Intergovernmental Revenues 32,029,900 Local Business Tax Charges For Services 90,144,200 0.51% Fines & Forfeitures 181,000 Franchise Fees Interest Income 2,135,200 5.51% Miscellaneous Revenue 3,873,600 Stormwater Utility Fees Sub-Total Proposed Revenue$ 176,661,800 1.36% Other Financing Sources 40,979,000 Appropriated Fund Balance 4,465,300 License & Permits TOTAL FINANCIAL SOURCES$ 222,106,100 0.56% Intergovernmental Revenues 18.13%
- 40 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
WHERE THE MONEY GOES FISCAL YEAR 2012 BUDGET
FISCAL YEAR 2012 USES OF FUNDS ALL FUNDS Physical Environment 30.36% USES OF FUNDS Transportation Approved Expenditures/Expenses 16.99% General Government Services$ 9,275,200 Public Safety 30,841,800 Physical Environment 54,704,400 Transportation 30,613,100 Economic Environment 18,476,400 Human Services 30,000 Culture & Recreation 16,437,900 Debt Service 19,821,600 Economic Sub-Total Approved Expenditures/Expenses$ 180,200,400 Public Safety Environment Other Financing Uses 41,905,700 17.11% 10.25% TOTAL FINANCIAL USES$ 222,106,100 Human General Services Government Culture & 0.02% Services Debt Service Recreation 5.15% 11.00% 9.12%
- 41 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GENERAL FUND REVENUES FISCAL YEAR 2012
Ad Valorem Taxes ESP Transfer In 23.96% 15.78%
Miscellaneous Revenue 6.58% Sales & Use Taxes Interest Income 7.35% 0.08% Fines & Forfeitures 0.14% Charges for Services 2.07% Intergovernmental Revenue 4.66% Licenses & Permits Public Service Taxes 0.12% 13.27%
Franchise Fees Communication Services 17.04% Local Business Tax Taxes 1.79% 7.16%
Ad Valorem Taxes$ 12,142,200 Intergovernmental Revenue$ 2,361,100 Sales & Use Taxes 3,723,700 Charges for Services 1,051,300 Public Service Taxes 6,723,900 Fines & Forfeitures 73,300 Communication Services Taxes 3,627,700 Interest Income 40,000 Local Business Tax 905,000 Miscellaneous Revenue 3,336,000 Franchise Fees 8,637,700 ESP Transfer In 8,000,000 Licenses & Permits 59,700
- 42 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GENERAL FUND EXPENDITURES FISCAL YEAR 2012
Physical Environment 0.01% Transportation 4.87% Public Safety Economic Environment 63.95% 3.81% Human Services 0.07%
Culture & Recreation 16.59%
General Government 10.70%
General Government$ 4,844,100 Economic Environment$ 1,727,600 Public Safety 28,965,000 Human Services 30,000 Physical Environment 3,000 Culture & Recreation 7,515,500 Transportation 2,205,600
- 43 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA
10 YEARS ASSESSED VALUATION HISTORY
Millions $3,368 $3,240 $3,190 3,500 $3,096 $3,018 $2,967
3,000 $2,603 $2,620
$2,345 2,500 $2,221
2,000
1,500
1,000
500
0 FY FY FY FY FY FY FY FY FY FY 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
- 44 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA 10 YEARS CITY PROPERTY TAX RATES
6
5
4 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Tax Rate 5.057 5.057 5.057 5.057 4.950 4.598 4.5395 4.5395 4.5395 4.2895
MILLS
- 45 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA 10 YEARS CITY PROPERTY TAX REVENUE
Millions $15.33 $14.96 16 $13.99 $13.69 $13.12 $12.62 $12.61 14 $12.14 $11.54 12 $10.73
10
8
6
4
2
0 FY FY FY FY FY FY FY FY FY FY 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
- 46 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
REVENUE ASSUMPTIONS
The City of Pensacola relies on a variety of revenue sources to finance operations and construction activities. These sources include taxes, special assessments, fees, intergovernmental funding and service charges. Examples of user fees are those used to finance the City’s natural gas utility and its sanitation, port and airport operations. Permit fees support building inspection programs. Several major factors impact revenues: changes in overall city-wide population, changes in specific service populations and their demands, increases or decreases in real disposable income (which measures residents’ after-tax buying power adjusted for inflation), and inflation. One or more of the factors impact most revenues directly or indirectly. Estimates of revenues for budgetary purposes are gathered from a variety of sources. Based on past trends and experienced judgment of current and future conditions, operating departments provide estimates of revenues from program-related fees (charges for services), state and federal grants, licenses and permits, fines and assessments. The Florida Department of Revenue provides estimates of revenues from the Local Government Half-Cent Sales Tax, Municipal Revenue Sharing, Communication Services Tax, Local Option Gasoline Tax and the Local Government Infrastructure Surtax (also known as the Local Option Sales Tax/Penny for Progress). Ad valorem tax revenue is estimated from taxable property values provided by the Property Appraiser by July 1st of each year in conjunction with the applicable millage rate. The following breakdown provides a brief explanation of the major revenue categories as well as information on the revenue trends and assumptions used in the Fiscal Year 2012 Budget projections.
- 47 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Property Taxes
Florida Statutes, Chapter 166.211 authorizes the City of Pensacola, in a manner not inconsistent with general law, to levy ad valorem taxes (or property taxes) on real and tangible personal property in an amount not to exceed 10 mills. Property tax revenues are based upon historical trends, projected increase (decrease) in assessed values and any increase in the adopted millage rate. The fiscal year 2012 budget includes revenues calculated at the millage rate of 4.2895 which is 0.25 mills lower than what was levied in fiscal year 2011. Revenues are expected to decrease $973,300 from the fiscal year 2011 level of $13.1 million. Of that decrease, $707,700 is attributed to the reduction in millage rate by 0.25 mills. The remaining $265,600 is due to the decline in taxable value of real property as a result of the collapse in the real estate market. Additionally, property tax revenues began to decline in fiscal year 2008 when the State Legislature began Property Tax Reform measures. Further reductions were experienced when Amendment 1 was approved by referendum in January 2008. Amendment 1 enacted the following ad valorem tax reforms relating to municipalities and special districts of the City(1) an exemption of an additional $25,000 of the assessed value of homestead property (to be applied on the assessed value between $50,000 and $75,000); (2) a cap of 10 percent on yearly assessment increases on non-homestead residential and commercial property (provided however, this reform does not apply to school districts); (3) portability of the three percent cap on homestead residential property, up to $500,000, when relocating to a new home in the State; and (4) a $25,000 exemption from the tangible personal property tax. The 10 percent cap began to affect assessments beginning on January 1, 2009. All other reforms under the Amendment took effect retroactive to January 1, 2008. The passage of Amendment 1 curtailed the additional revenue that would have been available to the City of Pensacola in fiscal year 2009 continues to do so through fiscal year 2012. The City’s preliminary taxable value decreased by $56.7 million, representing a 1.88 percent decline. Additionally, with the passage of Amendment 1, came a new formula to determine the maximum millage rate that could be levied. Based on that calculation the maximum millage rate that the City could impose has been calculated at 5.1087. However the approved budget has been developed reducing the millage rate by 0.25 mills from 4.5395 mills to 4.2895 mills and is below the calculated maximum millage rate allowed. The budgeted value of one mil is $2,830,680 in fiscal year 2012. (Represents 5.47% of total City budget.)
PROPERTY TAX REVENUES 10 Year History Millions 18
15
12
9
6
3
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 48 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Licenses and Permits
Licenses and Permits include Building Permits, and Other Licenses, Fees and Permits. Fees and permits revenue were estimated based on historical trends, the estimated level of construction and anticipated fee increases. Building activity within the city limits increased in fiscal year 2005 due to the reconstruction of buildings that were damaged from Hurricanes Ivan and Dennis. However, that trend began to level off in fiscal year 2008 and the City is now experiencing a decline in revenue due to the downturn in the housing market which is being experienced in Pensacola as well as the nation. The spike in revenues in fiscal year 2008 is a result of rate increases for various inspection service fees (i.e. permits, etc.) which were increased in June 2007 in order for the Inspection Services function to be a self-sufficient operation. In June 2009 permit application fees, certificate of occupancy fees and front yard averaging fees were increased to offset rising costs of operating the Inspection Services function. In a continuing effort for the Inspection Services function to be self- sufficient, fee increases were approved for fiscal year 2012. With these fee increases, the budget assumes Licenses and Permit revenue in total will increase 30.22% or $250,700 from the fiscal year 2011 budget based on the anticipated activity within the housing market. (Represents 0.49% of total City budget.)
LICENSES AND PERMITS REVENUES 10 Year History Thousands 1,800
1,500
1,200
900
600
300
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 49 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Local Business Tax
Local Business Tax (formerly known as Occupational License) revenues were estimated based on historical trends, estimated population changes and current market conditions. Revenues for fiscal year 2012 are anticipated to increase $1,000 or 0.11% from the fiscal year 2011 budgeted level of $904,000. (Represents 0.41% of total City budget.)
LOCAL BUSINESS TAX REVENUES 10 Year History Thousands 1,000
800
600
400
200
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 50 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Communications Services Tax
The State Communications Services Tax became effective October 1, 2001. The tax represents a combination of the former 7% telecommunications tax, the 5% Cable Television franchise fee and the 1% franchise fees on telephone services. Previously each service provider remitted these taxes and fees directly to each municipality throughout the State. In an effort to eliminate the disbursement and audit burden placed upon the providers, the State became the central receiving authority for these taxes as well as taking the auditing responsibilities away from local governments. The City set its rate at 5.22% for a 12- month period. A slightly higher rate of 5.5% was set for the first year (fiscal year 2002). The City’s conversion rates were based on revenue from the 7% telecommunications tax, the 5% Cox Cable franchise fee and the 1% Bell South franchise fee. During fiscal year 2007 it was discovered that an error occurred in the filing of Communication Services tax on behalf of Cox communications. This resulted in an immediate $1.9 million reduction in ongoing revenue for fiscal year 2007 and carried forward for fiscal year 2009. Based on fiscal year 2011 receipts to date as well as estimates provided by the State, estimated revenue for fiscal year 2012 is anticipated to decrease by $200,000 or 5.23% from the fiscal year 2011 budgeted level of $3.8 million. (Represents 1.63% of total City budget.)
COMMUNICATIONS SERVICES TAX REVENUES Millions 10 Year History 8
6
4
2
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 51 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Franchise Fees
Franchise fees are levied on a company for the privilege of doing business within the City’s jurisdiction and/or for utilizing City rights-of-way to transact their business. Franchise fees are levied on electricity, natural gas, water and sewer. Franchise Fee revenue on the utility services, in total, is projected to increase by $1,600 from the budgeted fiscal year 2011 total of $86.4 million. The main factors considered in projecting this revenue are historical trends, estimated changes in population, estimated inflation and rate changes, particularly within the electric provider franchise fee. The estimate for fiscal year 2012 assumes a normal weather pattern which finds warm summers and cool (but not cold) winters. (Represents 3.89% of total City budget.)
FRANCHISE FEE REVENUES 10 Year History Millions 10
8
6
4
2
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 52 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Public Service Taxes
The City has the right, by Florida State Law, to tax utility services provided to the residences and businesses within its corporate limits. The City is currently levying 10%, which is the maximum tax allowed, on electricity, water, natural gas and liquid petroleum. Public Service Tax revenue, in total, is projected to increase by $314,400 from the budgeted fiscal year 2011 total of $6.4 million. The revenue received from this tax is estimated based on expected growth or declines and historical trends. A normal weather pattern is assumed which finds warm summers and cool (but not cold) winters. (Represents 3.02% of total City budget.)
PUBLIC SERVICE TAX REVENUES 10 Year History Millions 8
6
4
2
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 53 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Intergovernmental Revenues Intergovernmental Revenues include two categories of revenues derived from payments by the State of Florida. They are the Municipal Revenue sharing and the Half-Cent Sales Tax. The revenue derived is comprised of a variety of fees and taxes collected by the state and distributed to municipalities based on formulas established by appropriate Florida Statutes. The revenue estimates in this area are based upon prior year actual receipts and estimates provided by the State of Florida. Municipal Revenue Sharing In the 2003 legislative session the State changed the percentage of state sales tax transferred into the Revenue Sharing Trust Fund for municipalities from 1.0715% to 1.3409% with an effective date of July 1, 2004. The revision effectively increased the municipal state revenue sharing proceeds. The budgeted revenue is reflective of these revisions. Based on current State estimates, total budgeted revenue sharing is projected to increase $20,800 from the fiscal year 2011 budgeted level. This increase is reflective of the trends experienced and is also based on the estimates provided by the State. State Revenue Sharing is comprised of two revenue sources, the 8th Cent Motor Fuel Tax and Sales Tax. (Represents 1.0% of total City budget.)
8TH CENT MOTOR FUEL TAX Thousands 10 Year History
2,000
1,500
1,000
500
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
STATE REVENUE SHARING - SALES TAX Thousands 10 Year History 2,000
1,500
1,000
500
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED - 54 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Half-Cent Sales Tax
Sales tax distributions are based on population. In the most recent years Pensacola has been faced with a declining population while outlying areas continue to grow. Escambia County’s share of any improvement in sales tax revenue is increasing while the City’s share is decreasing. From fiscal year 1993 to fiscal year 2003, the City’s portion dropped 12.2% (from 19.47% in 1993 to 17.09% in 2003). While the fiscal year 2007 population numbers show a slight increase from fiscal year 2006, the City’s percentage of the Escambia County population dropped to 17.75% from the fiscal year 2006 share of 17.78%. The estimates provided by the State of Florida show the City of Pensacola receiving 14.93% of total county-wide receipts which is lower than the percentage in fiscal year 2003 and is a reduction of 0.83% from the estimates provided by the State in fiscal year 2011. An increase of $255,000 from the fiscal year 2011 budgeted level is projected based on the estimates from the State of Florida as well as fiscal year 2011 receipts to date. (Represents 1.68% of total City budget.)
½ CENT SALES TAX Millions 10 Year History 5
4
3
2
1
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 55 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Local Option Sales Tax (LOST) (Penny for Progress)
In a referendum held in 1992, the voters of Escambia County approved the levy of a 1% sales surtax for a seven year period. This tax was extended by eight years in another referendum in May 1997 and was again extended until December 31, 2017 in a referendum held March 2006. The proceeds from this tax are used to acquire, construct and improve general government, parks and recreation and public safety infrastructure to promote the health, safety and welfare of all residents. A $10.9 Million revenue shortfall from estimated revenues occurred during the 8 year LOST collection period resulting in projects being moved to an unfunded status. In the current eleven year LOST (Penny for Progress) original revenue estimates have been budgeted. However, based on prior receipts, current revenue projections will have been adjusted to more realistically reflect the amount anticipated to be collected over the life of the current extension. The fiscal year 2012 amount has been adjusted upward and future years thereafter will reflect the same growth factor as originally anticipated. This conservative approach should assure funds will be available for the original budgeted projects. Based on this change in revenue projections, revenues for fiscal year 2012 are anticipated to increase 13.19% or $748,700 over the fiscal year 2011 level of $5.7 Million. (Represents 2.89% of total City budget.)
LOCAL OPTION SALES TAX REVENUES 10 Year History Millions 8
6
4
2
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED - 56 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Local Option Gasoline Tax
Local option gasoline taxes of 6 cents per gallon are collected on the sale of motor and diesel fuel within Escambia County. Taxes are collected by the state and deposited in the Local Option Fuel Tax Trust Fund. Individual county tax receipts are divided amongst county and local municipal entities. The City of Pensacola and Escambia County previously had an interlocal agreement determining the distribution of this revenue with the City receiving 24% of the tax. However, after twenty years of using this distribution formula, Escambia County determined that it would be changed to a transportation expenditure based formula resulting in an estimated $500,000 loss of revenue for each year beginning in fiscal year 2007. Historically, gasoline taxes have been an important source of funds for road network improvement, maintenance, road re-surfacing and mass transit. However, beginning in FY 2008, 100% of collections have been dedicated to street improvement projects. Like most gasoline taxes, revenues have grown slowly over the last several fiscal years due primarily to increased fuel usage. However, since the Local Option Gasoline Tax is a tax that is levied per gallon of motor fuel and is not based on the cost per gallon of gasoline, the current reduced usage has impacted this revenue and declines are evident. Revenues are based on historical trend information as well as estimates provided by the State. Revenues for fiscal year 2012 are projected to increase by $100,000 or 6.58% from the FY 2011 level of $1.5 million. (Represents 0.73% of total City budget.)
LOCAL OPTION GASOLINE TAX REVENUES 10 Year History Millions 2.5
2.0
1.5
1.0
0.5
0.0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 57 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Stormwater Utility Fee
Stormwater Utilities fees were established in late 2000 to provide the City with a dedicated, recurring source of revenue to address stormwater challenges. The stormwater assessment is used to pay for expenditures for operations and maintenance of stormwater facilities as a part of the Stormwater Management Program. Additionally, this fee addresses the federal requirements for NPDES (National Pollutant Discharges Elimination System) permit guidelines for water quality and for State mandates for drainage and flood control. As presented in the Council’s Financial Planning and Administrative Policy a transfer in the like amount collected from the Stormwater Utility Fee is to be transferred to the Stormwater Capital Projects Fund each fiscal year. Revenues are derived from a non-ad valorem utility fee per month for the standard equivalent stormwater unit (ESU) rate based on square feet. The assessment applies to roofed and paved parcels of land within areas that cannot absorb water. Since its creation in fiscal year 2002, approximately $16.75 million in assessment fee revenue has been generated for stormwater management improvements with no increases in the standard equivalent stormwater unit during that time. The Stormwater Utility Fee has not changed since its inception. Based on expenditure patterns within this fund and the continued absorption of fund balance and Penny for Progress funds it was necessary to review the options available to the City to obtain additional revenues. During fiscal year 2010, City council adopted an updated methodology of calculating the stormwater assessment and also approved that the maximum annual assessment be increased from $52.80 to $72.24 per ESU. However, after the adoption of the fiscal year 2011 City Council held a public hearing on the annual assessment and voted to not increase the annual assessment, which in essence reduced the fiscal year 2011 beginning budget by $400,000. To offset this loss and allow for operations to continue the like amount that was reduced to be transferred to the Stormwater Capital Projects Fund was shifted to the Stormwater Utility Fee Fund with the understanding that the annual assessment increase would be addressed in the fiscal year 2012 budget. That rate for fiscal year 2012 has been calculated to be $68.43 and has been factored in for the fiscal year 2012 budget. In future years, the assessment billing rate can be set at a higher rate, not to exceed the maximum amount approved by City Council, in order to balance the necessary appropriated expenditures. The Stormwater assessment is placed on the tax bill as a non-ad valorem assessment. Revenues for fiscal year 2012 are anticipated to increase $89,800 from the beginning budgeted fiscal year 2011 level of $2.3 million. However, due to the aforementioned action taken by City Council after the adoption of the budget, the fiscal year 2012 budget is really an increase of $489,800 from the adjusted fiscal year 2011 level. (Represents 1.09% of total City budget.)
STORMWATER UTILITY FEE REVENUES Millions 10 Year History 2.5
2.0
1.5
1.0
0.5
0.0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET ADJ PROPOSED BUDGET - 58 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Natural Gas Sales
Natural gas sales are projected at $53.8 million, an increase of $263,900 from the fiscal year 2011 budget. The new gas rate structure implemented in fiscal year 2001 has provided stability to ESP’s financial position by addressing two factors beyond their control, unseasonable weather and the fluctuating wholesale cost of gas. A study conducted during fiscal year 2007 concluded that the current rates had been achieving the goals set in previous studies, but that some changes were needed in order to adjust to current financial and competitive conditions. An overall average increase of approximately 6.1% in base rates was implemented, along with an annual inflation adjustment component. The new rate structure took effect at the beginning of the monthly June 2007 billing cycle and will provide the funding needed for future operations and capital requirements to prudently maintain ESP’s natural gas system and to build cash reserve for contingencies through fiscal year 2010. The previous adjustment approved by City Council occurred in the fiscal year 2010 budget which was a decrease of 0.4%. However, despite a CPI increase of 2.3% in fiscal year 2011 City Council did not approve a rate increase. The current year CPI increased by 2.7%. A rate study has been prepared by ESP's rate consultant, Black & Veatch, during fiscal year 2011 and the results of that study recommend an average rate increase of 6.9% for fiscal year 2012. The revenue requirements address the past CPI increases as well as bringing revenues to a level that supports current operating conditions and the current transfer amount. (Represents 24.25% of total City budget.)
NATURAL GAS SALES 10 Year History Millions 60
50
40
30
20
10
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 59 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Sanitation Revenues
Sanitation service charges are projected at $5.73 million, an increase of $83,700 from fiscal year 2011 budgeted levels. In fiscal year 2007, the Sanitation Services and Fleet Management contracted an outside consulting firm to conduct a rate and operational analysis which resulted in a rate increase (from $19.85 to $22.20) effective April 1, 2007. The new rate structure includes a fuels and lubricants surcharge which is to be revised by the Director of Finance no less frequently than annually based upon the budgeted fuel and lubricant costs adjusted for their actual costs for the previous or current fiscal years. The rate ordinance established in 2007 provides for the garbage and trash collection fee to be automatically adjusted annually, effective October 1, 2008 based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index. In fiscal year 2009 the Consumer Price Index was +4% and a decision was made to not enact the rate increase. This was made possible through various cost saving measures. For fiscal year 2010 the Consumer Price Index was -0.4%, however in light of the action taken in fiscal year 2009 to not increase rates a decision was made to not decrease the sanitation rates. For fiscal year 2011 the Consumer Price Index increase was +2.3%, however City Council elected again to not increase rates at that time. The fiscal year 2012 has been prepared with the recommendation to increase the garbage and trash collection fee by 60¢ per month or 2.7% which is in accordance with the Consumer Price Index increase. This will provide sufficient revenues to enable the continuation of a viable system. (Represents 2.58% of total City budget.)
SANITATION REVENUES 10 Year History Millions 6
5
4
3
2
1
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 60 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Port Revenues
In fiscal year 2001, the Port’s budget philosophy was changed to one more appropriate for a landlord port, a budget based on tenant lease obligations and normal recurring cargo. The fiscal year 2012 budget continues that philosophy. Fiscal year 2012 Port revenues are projected to increase $31,000 or 1.50% from fiscal year 2011 budgeted revenues. Largely responsible for this increase is the additional revenue that is anticipated to be received from Offshore Inland for the thru-billing for power utilization for long-term storage customers. Revenues are based on current lease agreements and historical trend information on vessel activity levels. (Represents 0.94% of total City budget.)
PORT REVENUES
Thousands 10 Year History 3,000
2,500
2,000
1,500
1,000
500
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 61 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Airport Revenues
Pensacola Gulf Coast Regional Airport revenues are projected to increase by $2.3 million to $21.9 million or 11.77% from fiscal year 2011’s budgeted $19.6 million. The increase in revenue is mostly attributed to two areas: Rental Cars - $1.0 million and Airline Rentals - $1.4 million. The large dip in revenues during fiscal year 2009 was as a result of rising fuel costs and operating expenses. Industry-wide, the Airlines were impacted by national economic conditions thus adversely impacting passenger traffic at most airports. The airlines reduced the number of airline seats available for sale at Pensacola during that time and a decline in enplaned passengers resulted. The changes in revenue are a function of passenger traffic and the City’s rates and charges ordinance. In addition, the agreements between the City and the contracting airlines affect revenue. The ordinance and contracts stipulate that all other revenues be determined and then the Air Carrier Landing Fees set at a rate that will produce sufficient revenues to meet the coverage requirements contained in Airport revenue bond resolutions. It should be noted that based on the funding formula the landing fee requirement is projected to be $742,900, a decrease of $556,200 from fiscal year 2011. (Represents 9.87% of total City budget.)
AIRPORT REVENUES Millions 10 Year History 24
21
18
15
12
9
6
3
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 62 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Golf Course Fees
Golf Course Fees were last increased as part of the fiscal year 2007 budget. No rate increases are anticipated in the fiscal year 2012 budget, with the exception of the new Capital Improvement Surcharge fee that will be charged to all users in order to provide revenue to fund the renovations at the golf course during fiscal year 2011. Revenues for fiscal year 2012 are budgeted to increase by $208,800 to $621,100. The Golf Course was slated to receive new greens during the summer of 2010 which would have required the closure of the golf course during fiscal year 2010. However, due to a delay in starting construction, a decision was made to postpone the installation as the new sod would have been installed after the growing season ended. Therefore, the improvements were delayed until spring of 2011. Therefore, revenues for fiscal year 2011 were adjusted downward to address the closure of the golf course during fiscal year 2011. The increased revenues for fiscal year 2012 anticipate the golf course to be fully operational throughout the fiscal year. (Represents 0.96% of total City budget.)
GOLF COURSE FEE REVENUES
Thousands 10 Year History 800
600
400
200
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 63 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Interest
In recent years our nation has experienced a severe downturn in the national, state and local economies. The downturn has severely impacted the City’s interest income. The projected interest income of $2.1 million for fiscal year 2012 anticipates an increase of $157,000 over the beginning fiscal year 2011 budget. Beginning in fiscal year 2011 $1.8 million from a project support payment for the New Market Tax Credits (NMTC) associated with the Community Maritime Park.. Therefore, while there is an anticipated increase of $157,000 in interest income, the net interest revenues (excluding the NMTC) of $282,400 is projected to be below the fiscal year 2010 actual amount of $171,138. (Represents 0.96% of total City budget.)
INTEREST REVENUES 10 Year History Millions 5.0
4.0
3.0
2.0
1.0
0.0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 64 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Section 8 Housing Assistance
The Section 8 Rental Assistance Program assists eligible low-income families in paying rent to private owners for qualified units within Escambia County. Section 8 Housing revenues are received from the U.S. Department of Housing and Urban Development (HUD) to provide housing opportunities for all Escambia County citizens. The approved fiscal year 2012 Section 8 budget anticipates reductions in Housing Assistance Payments (HAP) funding for Section 8 rental assistance programs. This program is funded thru the Legislative process and it is unclear at this time, while functioning under a continuing resolution for fiscal year 2011 to predict the levels of future funding. HUD previously established a new baseline for HAP funding eligibility referred to as rebenchmarking. The City did secure additional rebenchmarking funds in fiscal year 2009 and has applied for new rebenchmarking funds available for FY 2011. Additionally, the formula distribution of funds for the Section 8 Housing Assistance Program has begun to factor in the level of fund balance within each entity. Therefore, the fund balance has been used in prior years and $1.6 million will be used to balance the $16.5 million fiscal year 2012 budget in anticipation of reduced revenues from the federal government. Based upon these factors, a decrease of 1.44 million or 8.86% is anticipated from fiscal year 2011’s budgeted amount of $16.3 million. (Represents 6.692% of total City budget.)
SECTION 8 HOUSING ASSISTANCE REVENUES Millions 10 Year History 18
15
12
9
6
3
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 65 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Grant Revenues
The City receives federal and state grants to operate specific programs. For example, the Airport has been the recipient of several large federal and state grants for the construction and rehabilitation of airport properties. Additional areas that the City has received grant funding at both the federal and state levels includes community development block grant funding, library grants and hurricane assistance. The major increase during fiscal year 2005 was due to reimbursement from the federal and state governments for hurricane recovery. The spikes which occurred in fiscal years 2009 and 2010 are mainly attributed to grants received at the Airport for the expansion of the terminal and runways. Grant revenues for fiscal year 2012 are anticipated to increase by $2.16 million based on available grant funding. The bulk of that increase is from an anticipated Port Grant in the amount of $1.9 million and is for a State grant which will provide funding for structural repairs to Berth 6 at the Port of Pensacola. (Represents 9.06% of total City budget.)
GRANT REVENUES 10 Year History Millions 50
40
30
20
10
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 66 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Internal Service Fund Revenues
Internal Service Funds generate revenue by charging the City departments for services provided. The revenue generated covers all costs to operate the activity. The City has two Internal Service Funds: the Insurance Retention Fund which encompasses the Risk Management function, and the Central Services Fund which includes the print shop (FY02 - FY09), mail room, central garage, engineering services and management information services functions. Revenues are anticipated to increase by $111,300 or 2.01% from the fiscal year 2011 budgeted amount of $5.5 million. (Represents 2.54% of total City budget.)
INTERNAL SERVICE FUND REVENUES Millions 10 Year History 8
6
4
2
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 67 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Interfund Transfers
Transfers are made from one fund to another for various reasons. Some transfers are simply contributions and some are based on services provided by another fund. Still others are based on need, such as transfers to a capital fund, or they may be required, such as transfer to the debt service funds. Transfers are anticipated to decrease by $460,700. The large reduction shown between fiscal years 2007 and 2008 is due to a change in the accounting structure for fiscal year 2008. Previously, various revenues from franchise fees, public service tax and other intergovernmental revenues had been reported in the Tax & Franchise Fee Debt Service Fund. After the Debt Service was paid, the remainder was transferred to the General Fund. Beginning in fiscal year 2008, those revenue sources are reflected in the General Fund and only that amount required for the payment of the debt is transferred to the Tax & Franchise Fee Debt Service Fund. Additionally, as part of the change in accounting structure, Cost Recovery/Allocated Overhead is no longer reported as a revenue item in the General Fund, but rather is shown as a negative expenditure item and is no longer included in Interfund Transfers. (Represents 9.06% of total City budget.)
INTERFUND TRANSFERS 10 Year History Millions 50
40
30
20
10
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET PROPOSED
- 68 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 213,603 391,598 0 0 0
REVENUES: PROPERTY TAXES Current Taxes 13,811,445 13,592,771 13,055,500 12,062,200 11,354,100 Delinquent Taxes 179,188 93,858 60,000 80,000 80,000
SUB-TOTAL 13,990,633 13,686,629 13,115,500 12,142,200 11,434,100 FRANCHISE FEES Gulf Power - Electricity 5,802,384 6,240,353 6,375,100 6,386,800 6,482,600 City of Pensacola - Gas 1,046,176 970,401 974,200 853,400 861,900 ECUA- Water & Sewer 1,261,605 1,287,176 1,286,800 1,397,500 1,418,500
SUB-TOTAL 8,110,165 8,497,930 8,636,100 8,637,700 8,763,000
PUBLIC SERVICE TAX Gulf Power - Electricity 4,554,938 5,039,536 5,026,500 5,203,400 5,281,500 City of Pensacola - Gas 566,464 665,178 600,600 625,000 631,300 ECUA- Water 757,328 782,661 772,400 885,500 898,800 Miscellaneous 10,134 11,333 5,500 10,000 10,000
SUB-TOTAL 5,888,864 6,498,708 6,405,000 6,723,900 6,821,600
LOCAL BUSINESS TAX Local Business Tax 895,571 923,457 900,000 900,000 900,000 Local Business Tax Penalty 4,373 7,945 4,000 5,000 5,000
SUB-TOTAL 899,944 931,402 904,000 905,000 905,000
- 69 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
LICENSES, PERMITS & PENALTIES Special Permits (Planning) 35,785 29,246 35,000 35,000 35,000 Taxi Permits 7,506 9,119 7,400 8,000 8,000 Fire Permits 18,695 15,500 18,000 16,700 16,700 SUB-TOTAL 61,986 53,865 60,400 59,700 59,700 INTERGOVERNMENTAL FEDERAL Payment in Lieu of Taxes 16,216 18,766 16,200 13,800 13,800
STATE ½ Cent Sales Tax 3,442,652 3,397,011 3,468,700 3,723,700 3,793,300 Beverage Licenses Tax 86,590 83,472 85,000 85,000 85,000 Mobile Home Tax 8,305 6,574 7,500 7,500 7,500 Communication Services Tax 3,738,973 3,795,244 3,827,700 3,627,700 3,627,700 State Revenue Sharing - Motor Fuel Tax 633,502 643,721 634,800 642,200 642,200 State Revenue Sharing - Sales Tax 1,578,691 1,573,837 1,557,200 1,570,600 1,570,600 Gas Rebate Municipal Veh. 10,314 12,695 11,000 12,000 12,000 Firefighter Supplemental Compensation 31,468 33,052 30,000 30,000 30,000
SUB-TOTAL 9,546,711 9,564,372 9,638,100 9,712,500 9,782,100
- 70 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 CHARGES FOR SERVICES Swimming Pool Fees 14,520 108,806 53,200 170,000 175,100 Boat Launch Fees 26,241 28,189 26,000 26,000 26,000 Secondary Maintenance 0 15,210 0 0 0 Esc. School Board-SRO 281,336 289,966 290,000 260,000 265,200 ECSD - 911 Calltakers 231,316 231,253 230,000 235,000 235,000 State Right of Way Maintenance 425,826 145,447 0 0 0 State Traffic Signal Maintenance 110,276 118,134 118,100 125,000 127,500 State Street Light Maintenance 110,068 162,848 155,600 180,000 185,400 Code Enforcement Zoning/Housing 0 0 60,000 40,000 40,000 Miscellaneous 16,942 25,230 15,000 15,300 15,600
SUB-TOTAL 1,216,525 1,125,083 947,900 1,051,300 1,069,800 FINES, FORFEITURES & PENALTIES POLICE Court Fines 16,195 12,332 16,000 12,000 12,000 Parking and Traffic Fines 159,959 102,246 111,200 54,300 54,300 OTHER FINES Miscellaneous 9,606 8,143 7,000 7,000 7,000 SUB-TOTAL 185,760 122,721 134,200 73,300 73,300
- 71 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 INTEREST Investments and Deposits 218,617 42,546 35,000 35,000 35,000 Interest Income (Transfer of Army Reserve Property) 0 0 3,000 3,000 3,000 Delinquent Tax 4,863 2,421 2,000 2,000 2,000 SUB-TOTAL 223,480 44,967 40,000 40,000 40,000 OTHER REVENUES Miscellaneous 368,276 373,478 350,000 500,000 515,600 Miscellaneous - Saenger Facililty Fee 0 0 0 56,000 56,000 Miscellaneous - Tree Planting Trust Fund 68,876 30,525 80,000 80,000 25,000 Sale of Assets 56,941 56,903 50,000 50,000 50,000 Sale of Assets (Transfer of Army Reserve Property) 0 0 1,200,000 2,650,000 650,000 SUB-TOTAL 494,093 460,906 1,680,000 3,336,000 1,296,600 TOTAL OPERATING REVENUES 40,618,161 40,986,583 41,561,200 42,681,600 40,245,200 TOTAL OPERATING REVENUES AND FUND BALANCE 40,831,764 41,378,181 41,561,200 42,681,600 40,245,200 TRANSFERS IN Energy Services 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 SUB-TOTAL 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000
TOTAL REVENUES AND FUND BALANCE $ 48,831,764 49,378,181 49,561,200 50,681,600 48,245,200
- 72 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
CITY COUNCIL Personal Services $ 190,195 188,861 405,900 411,400 413,900 Operating Expenses 139,589 121,064 101,200 301,700 313,900 Capital Outlay 0 0 0 0 0 Sub-Total 329,784 309,925 507,100 713,100 727,800 Allocated Overhead/(Cost Recovery) (238,600) (293,900) (293,900) (307,000) (307,000) SUB-TOTAL 91,184 16,025 213,200 406,100 420,800 MAYOR Personal Services 0 0 701,900 1,058,700 1,065,200 Operating Expenses 0 0 90,200 468,900 487,800 Capital Outlay 0 0 0 0 0 Sub-Total 0 0 792,100 1,527,600 1,553,000 Allocated Overhead/(Cost Recovery) 0 0 (566,800) (849,600) (849,600) SUB-TOTAL 0 0 225,300 678,000 703,400
CITY MANAGER Personal Services 734,479 533,667 0 0 0 Operating Expenses 83,674 137,547 0 0 0 Capital Outlay 0 0 0 0 0 Sub-Total 818,153 671,214 0 0 0 Allocated Overhead/(Cost Recovery) (705,000) (566,800) 0 0 0 SUB-TOTAL 113,153 104,414 0 0 0
CITY CLERK Personal Services 201,843 203,863 210,800 201,700 202,900 Operating Expenses 24,211 22,695 28,100 25,000 26,000 Capital Outlay 0 0 0 0 0 Sub-Total 226,054 226,558 238,900 226,700 228,900 Allocated Overhead/(Cost Recovery) (69,600) (70,700) (70,700) (83,000) (83,000) SUB-TOTAL 156,454 155,858 168,200 143,700 145,900
- 73 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
LEGAL Personal Services 475,772 478,217 439,900 501,000 504,100 Operating Expenses 67,556 56,615 95,900 95,400 99,300 Capital Outlay 4,325 3,328 0 0 0 Sub-Total 547,653 538,160 535,800 596,400 603,400 Allocated Overhead/(Cost Recovery) (281,100) (221,500) (221,500) (280,600) (280,600)
SUB-TOTAL 266,553 316,660 314,300 315,800 322,800
HUMAN RESOURCES Personal Services 566,286 536,790 531,700 520,800 524,000 Operating Expenses 70,095 70,623 72,700 76,200 79,300 Capital Outlay 0 0 0 0 0 Sub-Total 636,381 607,413 604,400 597,000 603,300 Allocated Overhead/(Cost Recovery) (447,400) (360,400) (360,400) (355,500) (355,500)
SUB-TOTAL 188,981 247,013 244,000 241,500 247,800
CIVIL SERVICE Personal Services 182,399 184,675 175,100 174,600 175,700 Operating Expenses 30,584 29,330 33,600 35,200 36,600 Capital Outlay 0 0 0 0 0 Sub-Total 212,983 214,005 208,700 209,800 212,300 Allocated Overhead/(Cost Recovery) (87,400) (97,500) (97,500) (106,700) (106,700)
SUB-TOTAL 125,583 116,505 111,200 103,100 105,600
- 74 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
NON-DEPARTMENTAL FUNDING Operating Expenses 525,492 420,010 375,000 396,900 396,900 Saenger Theatre 162,910 253,513 200,000 206,000 206,000 Residential Stormwater & Sanitation Assistance Program 6,240 6,038 6,100 6,400 6,400 Transfers Out - West Florida Public Library Fund 1,346,300 1,330,800 1,380,100 1,271,400 1,271,400 Transfers Out - Urban Core Redevelopment Trust Fund (CRA) 1,751,769 1,630,327 1,534,000 1,451,700 1,393,700 Transfers Out - Eastside Tax Increment Financing Fund 45,397 42,265 40,200 33,400 33,400 Transfers Out - Westside Tax Increment Financing Fund 0 0 0 0 0 SUB-TOTAL 3,838,108 3,682,953 3,535,400 3,365,800 3,307,800
FINANCIAL SERVICES Personal Services 1,724,641 1,618,091 1,715,200 1,703,900 1,714,300 Operating Expenses 347,872 339,775 344,100 249,900 260,000 Capital Outlay 0 0 0 0 0 Sub-Total 2,072,513 1,957,866 2,059,300 1,953,800 1,974,300 Allocated Overhead/(Cost Recovery) (1,601,400) (1,547,500) (1,558,100) (1,487,900) (1,487,900) SUB-TOTAL 471,113 410,366 501,200 465,900 486,400
PLANNING SERVICES * Personal Services 453,461 464,567 623,200 619,400 623,200 Operating Expenses 84,978 86,658 124,200 119,300 124,100 Capital Outlay 0 0 0 0 0 Sub-Total 538,439 551,225 747,400 738,700 747,300 Allocated Overhead/(Cost Recovery) (7,400) (18,200) (18,200) (3,800) (3,800)
SUB-TOTAL 531,039 533,025 729,200 734,900 743,500 * Fiscal Years 2009, 2010 and 2011 reported in the 2012 reorganization structure for comparison purposes.
- 75 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
NEIGHBORHOOD SERVICES * Personal Services 2,278,235 2,062,626 1,849,000 2,112,800 2,125,700 Operating Expenses 980,191 1,171,872 1,214,800 1,360,400 1,415,400 Capital Outlay 0 0 0 0 0 Sub-Total 3,258,426 3,234,498 3,063,800 3,473,200 3,541,100 Allocated Overhead/(Cost Recovery) (11,900) (8,700) (8,700) 0 0
SUB-TOTAL 3,246,526 3,225,798 3,055,100 3,473,200 3,541,100
PUBLIC WORKS & FACILITIES * Personal Services 3,765,177 3,759,156 3,720,100 3,562,200 3,583,900 Operating Expenses 2,508,051 2,538,765 2,829,700 2,909,700 3,027,300 Capital Outlay 0 0 0 0 0 Sub-Total 6,273,228 6,297,921 6,549,800 6,471,900 6,611,200 Allocated Overhead/(Cost Recovery) (172,800) (174,700) (174,700) (154,100) (154,100)
SUB-TOTAL 6,100,428 6,123,221 6,375,100 6,317,800 6,457,100
FIRE Personal Services 9,586,067 9,581,413 9,098,100 9,259,000 9,290,500 Operating Expenses 957,811 981,357 989,800 1,039,100 1,056,100 Capital Outlay 0 0 0 0 0 SUB-TOTAL 10,543,878 10,562,770 10,087,900 10,298,100 10,346,600
POLICE Personal Services 14,742,200 15,064,339 15,627,900 15,660,100 15,729,400 Operating Expenses 2,595,933 2,611,791 2,725,200 3,006,800 3,102,800 Capital Outlay 0 0 0 0 0 SUB-TOTAL 17,338,133 17,676,130 18,353,100 18,666,900 18,832,200
* Fiscal Years 2009, 2010 and 2011 reported in the 2012 reorganization structure for comparison purposes.
- 76 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GENERAL FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
TRANSFERS OUT Tax & Franchise Fee Debt Service Fund 2,979,062 4,381,527 2,926,800 2,869,800 0 Municipal Golf Course Fund 140,000 130,000 120,000 110,000 100,000 Athletic Fund (Roger Scott Tennis Center) 55,000 27,500 0 0 0 Inspection Services Fund 150,000 200,000 200,000 0 0 Stormwater Capital Projects Fund 1,907,331 717,574 2,321,200 2,411,000 2,459,200 Stormwater Utility Fund 0 0 0 0 0 SUBTOTAL 5,231,393 5,456,601 5,568,000 5,390,800 2,559,200
TREE PLANTING TRUST FUND 21,890 94,948 80,000 80,000 25,000 TOTAL EXPENDITURES $ 48,264,416 48,722,287 49,561,200 50,681,600 48,245,200
GENERAL FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 77 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA SPECIAL GRANTS FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 143,785 153,163 0 0 0 REVENUES: GRANTS Federal 568,240 1,461,279 407,800 361,000 361,000 State 777,862 384,442 60,000 0 0 Other Local Units 0 0 0 0 0 Miscellaneous 51,139 171,333 0 0 0 SUB-TOTAL 1,397,241 2,017,054 467,800 361,000 361,000 INTEREST 258 16 0 0 0 SUB-TOTAL OPERATING REVENUE 1,397,499 2,017,070 467,800 361,000 361,000 TOTAL REVENUE AND FUND BALANCE $ 1,541,284 2,170,233 467,800 361,000 361,000
CITY OF PENSACOLA SPECIAL GRANTS FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 SPECIAL GRANTS Personal Services $ 101,149 77,311 93,000 29,500 29,500 Operating Expenses 135,836 250,643 7,200 3,000 3,000 Capital Outlay 905,493 1,050,002 0 0 SUB-TOTAL 1,142,478 1,377,956 100,200 32,500 32,500
GRANTS AND AIDS 245,642 600,962 367,600 328,500 328,500 TOTAL EXPENDITURES $ 1,388,120 1,978,918 467,800 361,000 361,000
- 78 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA LOCAL OPTION GASOLINE TAX APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 1,274,241 1,411,574 0 0 0 REVENUES: GASOLINE TAX (6 CENT LOCAL) 1,605,605 1,610,128 1,519,000 1,619,000 1,619,000 INTEREST 42,335 7,601 400 400 400 MISCELLANEOUS 0 10,010 0 0 0 SUB-TOTAL OPERATING REVENUES 1,647,940 1,627,739 1,519,400 1,619,400 1,619,400
TOTAL REVENUES AND FUND BALANCE $ 2,922,181 3,039,313 1,519,400 1,619,400 1,619,400
CITY OF PENSACOLA LOCAL OPTION GASOLINE TAX APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 LOCAL OPTION GASOLINE TAX Personal Services $ 2,733 27,787 0 0 0 Operating Expenses 0 9,419 0 0 0 Capital Outlay 1,475,274 1,605,163 1,493,600 1,578,800 1,578,800 Allocated Overhead/(Cost Recovery) 32,600 25,800 25,800 40,600 40,600 SUB-TOTAL 1,510,607 1,668,169 1,519,400 1,619,400 1,619,400
TOTAL EXPENDITURES $ 1,510,607 1,668,169 1,519,400 1,619,400 1,619,400
- 79 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA LOCAL OPTION GASOLINE TAX TRANSPORTATION PROJECT LIST FISCAL YEAR ENDING SEPTEMBER 30, 2012
TRANSPORTATION PROJECTS APPROVED
Street Rehabilitation 945,000
Street Reconstruction 516,700
Intersection/Traffic Improvements 117,100
TOTAL TRANSPORTATION PROJECTS 1,578,800
- 80 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA COMMUNITY DEVELOPMENT BLOCK GRANT FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 00000
REVENUES: FEDERAL GOVERNMENT 1,319,471 1,194,736 1,201,800 880,000 880,000 INTEREST 16,616 13,229 0 0 0 MISCELLANEOUS 60000
SUB-TOTAL OPERATING REVENUES 1,336,093 1,207,965 1,201,800 880,000 880,000
TOTAL REVENUES AND FUND BALANCE $ 1,336,093 1,207,965 1,201,800 880,000 880,000
CITY OF PENSACOLA COMMUNITY DEVELOPMENT BLOCK GRANT FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 COMMUNITY DEVELOPMENT Personal Services $ 392,738 383,403 402,600 323,100 323,100 Operating Expenses 25,436 63,688 112,400 100,400 100,400 Capital Outlay 2,981 286,583 0 0 0 SUB-TOTAL 421,155 733,674 515,000 423,500 423,500 GRANTS AND AIDS 914,938 474,291 686,800 456,500 456,500 TOTAL EXPENDITURES $ 1,336,093 1,207,965 1,201,800 880,000 880,000
CDBG FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 81 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA COMMUNITY REDEVELOPMENT AGENCY APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 781,364 249,630 0 0 0 REVENUES: CHARGES FOR SERVICES PSA Reserved Parking 12,120 7,920 3,900 3,900 3,900 Cedar Street 19,920 19,920 20,800 20,800 24,900 16 S. Palafox Lease 0 0 0 87,800 89,300 Plaza DeLuna Concession 880 6,493 4,000 4,000 4,000 SUB-TOTAL 32,920 34,333 28,700 116,500 122,100
ESCAMBIA COUNTY - PURCHASE OF PARKING GARAGE 663,867 663,867 0 0 0
MISCELLANEOUS 4,068 26,836 20,000 7,800 7,800
PELICAN DROP - TOURIST DEVELOPMENT COUNCIL 0 0 0 25,000 0
INTEREST 8,294 5,898 1,000 0 0
SUB-TOTAL OPERATING REVENUES 709,149 730,934 49,700 149,300 129,900
SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 1,490,513 980,564 49,700 149,300 129,900
TRANSFERS IN Urban Core Redevelopment Trust Fund 2,571,146 2,268,274 3,555,800 3,476,300 3,243,800 SUB-TOTAL TRANSFERS IN 2,571,146 2,268,274 3,555,800 3,476,300 3,243,800
TOTAL REVENUES AND FUND BALANCE $ 4,061,659 3,248,838 3,605,500 3,625,600 3,373,700
- 82 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA COMMUNITY REDEVELOPMENT AGENCY APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 TAX INCREMENT Personal Services $ 632,670 459,742 398,200 336,600 336,600 Operating Expenses 1,290,033 529,086 787,700 651,600 589,700 Capital Outlay 15,633 15,363 20,000 0 0 Allocated Overhead/(Cost Recovery) 385,100 263,500 263,500 252,600 252,600 SUB-TOTAL 2,323,436 1,267,691 1,469,400 1,240,800 1,178,900 PROJECTS Projects 1,495,496 486,994 241,300 190,000 0
GRANTS AND AIDS (12,000) 254,661 0 300,000 300,000
NMTC - PROJECT SUPPORT PAYMENT Operating Expense 0 494,925 1,894,800 1,894,800 1,894,800 SUB-TOTAL 0 494,925 1,894,800 1,894,800 1,894,800
Transfer to Community Maritime Park Construction Fund 0 163,681 0 0 0
TOTAL EXPENDITURES $ 3,806,932 2,667,952 3,605,500 3,625,600 3,373,700
CRA FUND COMPENSATION ADJUSTMENTS Contract Employees 0
0
- 83 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA URBAN CORE REDEVELOPMENT TRUST FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 294,803 2,033,922 0 0 0 REVENUES: TAXES Escambia County 2,691,809 2,505,197 2,357,300 2,360,700 2,360,700 Downtown Improvement Board 209,442 187,279 170,200 168,400 168,400 SUB-TOTAL 2,901,251 2,692,476 2,527,500 2,529,100 2,529,100 INTEREST 86,993 (5,948) 10,000 5,000 5,000 TRANSFERS IN General Fund (Agency Funding - City Portion) 1,751,769 1,630,327 1,534,000 1,451,700 1,393,700 SUB-TOTAL OPERATING REVENUES 4,740,013 4,316,855 4,071,500 3,985,800 3,927,800 TOTAL REVENUES AND FUND BALANCE $ 5,034,816 6,350,777 4,071,500 3,985,800 3,927,800
CITY OF PENSACOLA URBAN CORE REDEVELOPMENT TRUST FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
TRANSFERS OUT Community Redevelopment Agency $ 2,571,146 2,268,274 3,555,800 3,476,300 3,243,800 Debt Service Fund 429,749 643,203 429,500 429,500 0 Community Maritime Park Construction Fund 0 2,291,800 86,200 80,000 684,000 TOTAL EXPENDITURES $ 3,000,895 5,203,277 4,071,500 3,985,800 3,927,800
- 84 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA WEST FLORIDA PUBLIC LIBRARY FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 307,865 132,141 0 0 0
REVENUES: INTERGOVERNMENTAL STATE Escambia Library Grant 134,712 110,137 75,500 112,000 112,000
COUNTY Escambia Library 3,477,405 3,473,430 3,575,200 3,318,400 3,318,400
SUB-TOTAL 3,612,117 3,583,567 3,650,700 3,430,400 3,430,400 FINES AND FORFEITURES Escambia Library Fines 93,431 116,879 95,300 107,700 108,800 INTEREST INCOME 6,862 799 0 0 0
CONTRIBUTIONS Escambia Library 9,142 1,800 0 0 0 SUB-TOTAL 9,142 1,800 0 0 0
TRANSFERS IN General Fund (Agency Funding - City Portion) 1,346,300 1,330,800 1,380,100 1,271,400 1,271,400
SUB-TOTAL 1,346,300 1,330,800 1,380,100 1,271,400 1,271,400
SUB-TOTAL OPERATING REVENUES 5,067,852 5,033,845 5,126,100 4,809,500 4,810,600 TOTAL REVENUES AND FUND BALANCE $ 5,375,717 5,165,986 5,126,100 4,809,500 4,810,600
- 85 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA WEST FLORIDA PUBLIC LIBRARY FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 ESCAMBIA LIBRARY Personal Services $ 3,326,328 3,515,645 3,423,800 3,204,100 3,204,600 Operating Expenses 970,910 1,003,709 1,010,700 1,163,000 1,163,600 Capital Outlay 540,919 270,675 336,800 102,900 102,900 Allocated Overhead/(Cost Recovery) 346,000 354,800 354,800 339,500 339,500
TOTAL EXPENDITURES $ 5,184,157 5,144,829 5,126,100 4,809,500 4,810,600
WFPL FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 86 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA STORMWATER UTILITY FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 656,201 209,942 0 0 0
REVENUES: FEES Stormwater Utility Fee 1,876,314 2,153,349 2,311,200 2,401,000 2,401,000 Delinquent Stormwater Utility Fee 31,017 14,225 10,000 10,000 10,000
SUB-TOTAL 1,907,331 2,167,574 2,321,200 2,411,000 2,411,000
CHARGES FOR SERVICES State Right of Way Maintenance 0 24,912 74,700 99,600 99,600
SUB-TOTAL 0 24,912 74,700 99,600 99,600
INTEREST INCOME 24,328 (1,374) 0 0 0
TOTAL REVENUES 1,931,659 2,191,112 2,395,900 2,510,600 2,510,600
TOTAL REVENUES AND FUND BALANCE $ 2,587,860 2,401,054 2,395,900 2,510,600 2,510,600
- 87 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA STORMWATER UTILITY FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
STORMWATER O&M Personal Services $ 1,114,937 1,140,332 1,138,300 1,149,500 1,166,700 Operating Expenses 281,235 298,732 308,400 413,200 385,100 Capital Outlay 0 0 0 0 0 Allocated Overhead/(Cost Recovery) 100,000 135,900 135,900 140,500 140,500
SUBTOTAL 1,496,172 1,574,964 1,582,600 1,703,200 1,692,300
STREET CLEANING Personal Services 481,945 502,690 446,700 455,200 462,000 Operating Expenses 272,812 245,640 289,200 270,700 274,800 Capital Outlay 0 0 0 0 0 Allocated Overhead/(Cost Recovery) 100,000 77,400 77,400 81,500 81,500
SUBTOTAL 854,757 825,730 813,300 807,400 818,300
TOTAL EXPENDITURES $ 2,350,929 2,400,694 2,395,900 2,510,600 2,510,600
STORMWATER UTILITY FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 88 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA SECTION 8 HOUSING ASSISTANCE PAYMENTS PROGRAM FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 8,680,967 5,848,416 0 1,600,000 1,600,000 REVENUES: INTERGOVERNMENTAL 10,653,194 14,080,623 16,306,200 14,860,800 14,860,800 INTEREST 105,531 28,905 10,000 9,500 9,500 OTHER 284,297 336,399 240,000 68,700 68,700 SUB-TOTAL OPERATING REVENUES 11,043,022 14,445,927 16,556,200 14,939,000 14,939,000 TOTAL REVENUES AND FUND BALANCE $ 19,723,989 20,294,343 16,556,200 16,539,000 16,539,000
CITY OF PENSACOLA SECTION 8 HOUSING ASSISTANCE PAYMENTS PROGRAM FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 HOUSING ASSISTANCE Personal Services $ 993,451 1,028,139 1,128,700 1,230,700 1,230,700 Operating Expenses 12,689,910 12,607,014 15,267,500 15,157,100 15,157,100 Capital Outlay 0 11,973 0 0 0 Allocated Overhead/(Cost Recovery) 159,400 149,400 160,000 151,200 151,200
TOTAL EXPENDITURES $ 13,842,761 13,796,526 16,556,200 16,539,000 16,539,000
SECTION 8 HOUSING FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 89 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA LAW ENFORCEMENT TRUST FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 274,748 211,983 0 0 0
REVENUES: CHARGES FOR SERVICES Court-Related 129,147 485,157 0 0 0
INTEREST INCOME 6,043 (140) 0 0 0
SUB-TOTAL OPERATING REVENUES 135,190 485,017 0 0 0
TOTAL REVENUES AND FUND BALANCE $ 409,938 697,000 0 0 0
CITY OF PENSACOLA LAW ENFORCEMENT TRUST FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
LAW ENFORCEMENT TRUST FUND Personal Services $ 0 0 0 0 0 Operating Expenses 168,364 145,109 0 0 0 Capital Outlay 29,592 55,037 0 0 0
TOTAL EXPENDITURES $ 197,956 200,146 0 0 0
- 90 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA HURRICANE DAMAGE FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 1,632,166 1,072,387 0 0 0 REVENUES: GRANTS Federal 2,859,107 918,321 0 0 0 State 153,624 77,357 0 0 0 SUB-TOTAL 3,012,731 995,678 0 0 0 INTEREST 38,003 5,186 0 0 0 INSURANCE PROCEEDS 999,781 74,429 0 0 0 SUB-TOTAL OPERATING REVENUES 4,050,515 1,075,293 0 0 0
TOTAL REVENUES AND FUND BALANCE $ 5,682,681 2,147,680 0 0 0
CITY OF PENSACOLA HURRICANE DAMAGE FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011 ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 HURRICANE FUND Personal Services $ 83 3,639 0 0 0 Operating Expenses 356,441 35,581 0 0 0 Capital Outlay 4,379,316 580,039 0 0 0 SUB-TOTAL 4,735,840 619,259 0 0 0
DEEPWATER HORIZON INCIDENT FUND Personal Services $ 0 33,706 0 0 0 Operating Expenses 0 91,840 0 0 0 Capital Outlay 0 0 0 0 0 SUB-TOTAL 0 125,546 0 0 0
TOTAL EXPENDITURES $ 4,735,840 744,805 0 0 0
- 91 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA MUNICIPAL GOLF COURSE FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011 ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 8,706 54,212 140,000 0 0 REVENUES: GOLF COURSE CHARGES Green Fees 430,257 417,603 280,000 382,700 460,700 Electrical Cart Rental 82,141 73,002 56,700 90,000 91,000 Pull Cart Rental 391 195 300 400 500 Concessions 30,603 21,110 12,000 18,000 18,000 Pro Shop 13,704 14,090 13,300 15,000 19,000 Tournaments 55,782 39,407 40,000 65,000 70,000 Driving Range 6,357 5,162 10,000 50,000 55,000 Interest Income 1,152 557 0 0 0 Miscellaneous 20 50 0 0 0 SUB-TOTAL OPERATING REVENUES 620,407 571,176 412,300 621,100 714,200 Transfer In From General Fund 140,000 130,000 120,000 110,000 100,000 TOTAL REVENUES AND FUND BALANCE $ 769,113 755,388 672,300 731,100 814,200
CITY OF PENSACOLA MUNICIPAL GOLF COURSE FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011 ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 GOLF COURSE Personal Services $ 406,117 414,790 392,900 383,300 412,000 Operating Expenses 300,141 306,868 279,400 347,800 402,200 Capital Outlay 0 0 0 0 0 TOTAL EXPENDITURES $ 706,258 721,658 672,300 731,100 814,200 MUNICIPAL GOLF COURSE COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 92 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA EASTSIDE TAX INCREMENT FINANCING DISTRICT FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 163,680 245,372 0 0 0 REVENUES: TAXES Escambia County 69,758 64,945 61,800 54,300 54,300 SUB-TOTAL 69,758 64,945 61,800 54,300 54,300 INTEREST 6,439 959 0 0 0 TRANSFERS IN General Fund (Agency Funding - City Portion) 45,397 42,265 40,200 33,400 33,400 SUB-TOTAL OPERATING REVENUES 121,594 108,169 102,000 87,700 87,700 TOTAL REVENUES AND FUND BALANCE $ 285,274 353,541 102,000 87,700 87,700
CITY OF PENSACOLA EASTSIDE TAX INCREMENT FINANCING DISTRICT FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
EASTSIDE TIF PROJECTS Capital Projects $ 39,902 55,924 102,000 87,700 87,700
TOTAL EXPENDITURES $ 39,902 55,924 102,000 87,700 87,700
- 93 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA INSPECTION SERVICES FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011 ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 42,462 20,091 0 0 0 REVENUES: INSPECTION SERVICES FEES Building Permits 310,493 261,118 266,600 415,000 415,000 Electrical Permits 143,756 106,177 85,000 133,000 133,000 Gas Permits 17,090 16,573 15,000 24,000 24,000 Plumbing Permits 63,188 55,840 43,000 67,000 67,000 Mechanical Permits 38,615 43,772 40,000 62,000 62,000 Miscellaneous Permits 6,632 6,678 3,800 3,800 3,800 Zoning Review & Inspection Fees 104,600 55,050 78,700 78,700 78,700 Permit Application Fee 118,484 153,416 144,600 144,600 144,600 Interest Income 2,238 279 0 0 0 Miscellaneous Revenue 0 4,500 0 0 0 SUB-TOTAL OPERATING REVENUES 805,096 703,403 676,700 928,100 928,100
Transfer In From General Fund 150,000 200,000 200,000 0 0
TOTAL REVENUES AND FUND BALANCE $ 997,558 923,494 876,700 928,100 928,100
CITY OF PENSACOLA INSPECTION SERVICES FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011 ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 INSPECTION SERVICES Personal Services $ 825,646 820,694 707,600 766,200 766,200 Operating Expenses 134,392 94,639 169,100 161,900 161,900 Capital Outlay 00000 TOTAL EXPENDITURES $ 960,038 915,333 876,700 928,100 928,100 INSPECTION SERVICES COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 94 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA RECREATION FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 662,132 570,230 30,400 0 0
CHARGES FOR SERVICES User Fees 498,413 674,240 725,100 760,100 782,600 INTEREST 13,705 3,897 1,500 1,500 1,500
SUB-TOTAL OPERATING REVENUES 512,118 678,137 726,600 761,600 784,100
TOTAL REVENUES AND FUND BALANCE $ 1,174,250 1,248,367 757,000 761,600 784,100
CITY OF PENSACOLA RECREATION FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
RECREATION FUND Personal Services $ 386,418 557,062 544,000 538,700 552,200 Operating Expenses 214,145 197,584 213,000 222,900 231,900 Capital 0 0 0 0 0 TOTAL EXPENDITURES $ 600,563 754,646 757,000 761,600 784,100
NOTE: Beginning in FY 2011 the Youth Center Fund and the Athletic Fund (excluding Roger Scott Tennis Center) were combined into one fund and the Youth Center Fund was renamed the Recreation Fund. For comparison purposes, prior year revenues and expenditures from the Athletic Fund are included in the Recreation Fund.
- 95 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA TENNIS CENTER FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 11,154 36,087 0 0 0 CHARGES FOR SERVICES Scott Tennis Court Fees 92,839 165,109 151,900 167,000 168,000 Scott Tennis Concession Fees 0 131 25,000 4,500 7,000 Scott Tennis Pro Revenue 0 0 6,000 14,000 14,000 Scott Tennis Pro Shop Lease 3,214 3,327 3,000 3,000 3,000 TOTAL CHARGES FOR SERVICES 96,053 168,567 185,900 188,500 192,000
Transfer In From General Fund 55,000 27,500 0 0 0 SUB-TOTAL OPERATING REVENUES 151,053 196,067 185,900 188,500 192,000 TOTAL REVENUES AND FUND BALANCE $ 162,207 232,154 185,900 188,500 192,000 CITY OF PENSACOLA TENNIS CENTER FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 TENNIS CENTER FUND Personal Services $ 77,959 106,342 108,300 84,500 85,800 Operating Expenses 48,160 70,740 77,600 104,000 106,200 Capital Outlay 0 0 0 0 TOTAL EXPENDITURES $ 126,119 177,082 185,900 188,500 192,000
NOTE: Beginning in FY 2011 the Youth Center Fund and the Athletic Fund (excluding Roger Scott Tennis Center) were combined into one fund and the Athletic Fund was renamed the Tennis Center Fund. For comparison purposes, prior year revenues and expenditures from the Athletic Fund are included in the Recreation Fund and prior year revenues and expenditures for the Roger Scott Tennis Center are included in the Tennis Center Fund.
- 96 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA TAX & FRANCHISE FEE DEBT SERVICE FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 2,979,062 2,979,062 361,800 426,800 3,304,800 REVENUES:
TRANSFER IN FROM GENERAL FUND 2,979,062 4,381,527 2,926,800 2,869,800 0
TOTAL REVENUES 2,979,062 4,381,527 2,926,800 2,869,800 0
TOTAL REVENUES AND FUND BALANCE $ 5,958,124 7,360,589 3,288,600 3,296,600 3,304,800
CITY OF PENSACOLA TAX & FRANCHISE FEE DEBT SERVICE FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
GENERAL GOVERNMENT DEBT SERVICE Interest $ 486,762 407,226 318,600 191,600 64,800 Principal 2,492,300 2,860,000 2,970,000 3,105,000 3,240,000
TOTAL EXPENDITURES $ 2,979,062 3,267,226 3,288,600 3,296,600 3,304,800
- 97 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA CRA DEBT SERVICE FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 214,372 530,928 0 0 429,500
REVENUES: TRANSFERS IN Urban Core Redevelopment Trust Fund 429,749 643,203 429,500 429,500 0 Community Maritime Park Construction Fund 0 579,234 0 0 0
TOTAL REVENUES AND FUND BALANCE $ 644,121 1,753,365 429,500 429,500 429,500
CITY OF PENSACOLA CRA DEBT SERVICE FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
DEBT SERVICE Interest $ 71,505 909,193 44,500 30,200 15,400 Principal 357,909 371,188 385,000 399,300 414,100
SUB-TOTAL 429,414 1,280,381 429,500 429,500 429,500
Transfer To Community Maritime Park Construction Fund 0 43,570 0 0 0
TOTAL EXPENDITURES $ 429,414 1,323,951 429,500 429,500 429,500
- 98 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA LOCAL OPTION SALES TAX FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 18,334,161 12,896,162 208,400 0 0 REVENUES: SALES TAX (1 CENT) 5,976,299 5,866,075 5,675,700 6,424,400 6,529,700 SAENGER THEATRE - COUNTY CONTRIBUTION 2,000,000 0 0 0 0 SAENGER THEATRE - FRIENDS OF SAENGER CONTRIBUTION 96,100 69,100 46,700 46,700 0 ROGER SCOTT TENNIS CENTER - COUNTY CONTRIBUTION 529,471 470,529 0 0 0 INTEREST 532,687 101,595 25,000 25,000 25,000 BOND PROCEEDS 0 21,454,631 0 0 0 SUB-TOTAL OPERATING REVENUES 9,134,557 27,961,930 5,747,400 6,496,100 6,554,700 TOTAL REVENUES AND FUND BALANCE $ 27,468,718 40,858,092 5,955,800 6,496,100 6,554,700
CITY OF PENSACOLA LOCAL OPTION SALES TAX FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 CAPITAL PROJECTS Personal Services $ 53,215 68,854 0 0 0 Operating Expenses 154,281 28,026 0 0 0 Capital Outlay 14,064,886 10,818,685 4,079,900 2,629,400 2,415,700 SUB-TOTAL 14,272,382 10,915,565 4,079,900 2,629,400 2,415,700 DEBT SERVICE Interest 300,175 113,323 562,900 877,300 746,700 Principal Payment 0 20,000,000 0 0 2,695,000 Principal Reserve 0 0 1,313,000 2,989,400 697,300 SUB-TOTAL 300,175 20,113,323 1,875,900 3,866,700 4,139,000 TRANSFER OUT Stormwater Capital Projects Fund 0 1,450,000 0 0 0 Sanitation Fund 0 1,069,467 0 0 0 SUB-TOTAL 0 2,519,467 0 0 0 TOTAL EXPENDITURES $ 14,572,557 33,548,355 5,955,800 6,496,100 6,554,700
- 99 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA LOCAL OPTION SALES TAX FUND PROJECT LIST FISCAL YEAR ENDING SEPTEMBER 30, 2012 CAPITAL APPROVED PENNY FOR PROGRESS CAPITAL PROJECTS LIST Community Development Neighborhood Initiatives Program $ 25,000 Fire Station #6 - Parking Lot Refurbishing 22,500 Neighborhood Services Athletic Facilities & Community Center Improvements Vickrey Community Center 140,000 Park Improvements Mallory Heights Park 80,000 Woodland Heights Park 25,000 Public Works Sidewalk Improvements 350,000 Pavement Management Program 500,000
TOTAL CAPITAL PROJECTS 1,142,500 PENNY FOR PROGRESS CAPITAL EQUIPMENT LIST Fire Fire Apparatus 365,000 Mobile Data Terminals 16,800 Parks & Recreation Roger Scott Tennis Center Equipment 7,000 Osceola Golf Course Equipment 89,800 Police Police Vehicles 498,200 * Mobile Data Terminals 46,200 Public Works Stormwater Equipment 79,000 General Fund Capital Equipment 384,900 TOTAL CAPITAL EQUIPMENT 1,486,900 TOTAL LOCAL OPTION SALES TAX FUND $ 2,629,400 * Includes $83,100 contingency for Police Marked Vehicles.
- 100 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA STORMWATER CAPITAL PROJECTS FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 3,545,944 4,327,351 0 0 0
REVENUES: INTEREST 124,829 20,222 1,000 1,000 1,000 TRANSFER IN Transfer In From General Fund 1,907,331 717,574 2,321,200 2,411,000 2,459,200 Transfer In From Local Option Sales Tax Fund 0 1,450,000 0 0 0 TOTAL REVENUES 2,032,160 2,187,796 2,322,200 2,412,000 2,460,200
TOTAL REVENUES AND FUND BALANCE $ 5,578,104 6,515,147 2,322,200 2,412,000 2,460,200
CITY OF PENSACOLA STORMWATER CAPITAL PROJECTS FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 CAPITAL PROJECTS Personal Services $ 37,022 20,125 0 0 0 Operating Expense 231,628 243,348 326,800 286,000 286,000 Capital Outlay 912,402 1,081,586 1,910,000 2,044,200 2,092,400 Allocated Overhead/(Cost Recovery) 69,700 85,400 85,400 81,800 81,800
SUB-TOTAL 1,250,752 1,430,459 2,322,200 2,412,000 2,460,200
TOTAL EXPENDITURES $ 1,250,752 1,430,459 2,322,200 2,412,000 2,460,200
- 101 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA STORMWATER CAPITAL PROJECTS FUND STORMWATER PROJECT LIST FISCAL YEAR ENDING SEPTEMBER 30, 2012
STORMWATER PROJECTS APPROVED
Gaberonne Swamp Stormwater Enhancements 200,000
Baywoods Gulley Stormwater Enhancements 200,000
Carpenter Creek at Brent Lane 370,000
"L" & Zarragossa Street Drainage Improvements 340,000
12th Avenue at Carpenter Creek 450,000
Bayou Chico Stormwater Outfall Retrofits 300,000
Airport Stormwater Retention Pond Modification 50,000
NPDES Permit Monitoring 55,000
Stormwater Capital Maintenance 231,000
Stormwater Vaults City-Wide 134,200
TOTAL STORMWATER PROJECTS 2,330,200
- 102 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA MARITIME COMMUNITY PARK CONSTRUCTION FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ (1,687,608) (2,390,363) 2,085,300 2,085,300 1,388,500 REVENUES:
MISCELLANEOUS REVENUE Miscellaneous 0 114 0 0 0 Hunter Donation - Maritime Park 0 600,000 0 0 0 Reimbursement from CMPA 0 2,276,579 0 0 0 SUB-TOTAL 0 2,876,693 0 0 0
INTEREST Investments (57,089) (47,038) 0 0 0 NMTC - Inv Fund Loan Interest CMP 0 482,468 0 0 0 Lease 0 0 1,847,800 1,847,800 1,847,800 SUB-TOTAL (57,089) 435,430 1,847,800 1,847,800 1,847,800 BOND PROCEEDS 0 44,786,093 0 0 0
CHARGES FOR SERVICES: Maritime Park Personal Services 0 50,423 132,200 133,800 133,800 Maritime Park Engineering Services 0 20,438 65,800 65,800 0 SUB-TOTAL 0 70,861 198,000 199,600 133,800 INTERGOVERNMENTAL: Federal Direct Payment Subsidy (2009 Bond) 0 0 978,200 978,200 978,200 TRANSFERS IN: Community Redevelopment Agency Fund 0 163,681 0 0 0 Urban Core Redevelopment Trust Fund (ECUA/WWTP Relocation) 0 2,291,800 86,200 80,000 684,000 CRA Debt Service Fund 0 43,570 0 0 0 SUB-TOTAL 0 2,499,051 86,200 80,000 684,000 SUB-TOTAL OPERATING REVENUES (57,089) 50,668,128 3,110,200 3,105,600 3,643,800 TOTAL REVENUES AND FUND BALANCE $ (1,744,697) 48,277,765 5,195,500 5,190,900 5,032,300
- 103 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA MARITIME COMMUNITY PARK CONSTRUCTION FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
MARITIME COMMUNITY PARK CONSTRUCTION Personal Services $ 0 0 0 0 0 Operating Expenses 645,666 0 0 0 0 Capital Outlay 0 0 0 0 0
SUB-TOTAL 645,666 0 0 0 0
MARITIME COMMUNITY PARK - CITY EXPENSE REIMBURSEMENT Personal Services $ 0 50,377 132,200 133,800 133,800 Operating Expenses 0 20,662 65,800 65,800 0 Capital Outlay 0 0 0 0 0
SUB-TOTAL 0 71,039 198,000 199,600 133,800
2009 ECUA/WWTP RELOCATION Operating Expenses 0 0 1,934,000 1,927,800 1,300,000
SUB-TOTAL 0 0 1,934,000 1,927,800 1,300,000
TRANSFERS OUT CRA Debt Service Fund 0 579,234 0 0 0 SUB-TOTAL 0 579,234 0 0 0
DEBT SERVICE Interest 0 0 3,063,500 3,063,500 3,063,500 Principal Payment 0 0 0 0 535,000 SUB-TOTAL 0 0 3,063,500 3,063,500 3,598,500 TOTAL EXPENDITURES $ 645,666 650,273 5,195,500 5,190,900 5,032,300
- 104 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GAS UTILITY FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 9,017,975 1,678,965 0 0 0
REVENUES: GAS CHARGES Residential User Fees 23,850,547 24,491,696 26,624,800 30,638,800 31,051,900 Commercial User Fees 13,325,281 12,674,212 15,969,000 16,013,700 16,151,600 Municipal User Fees 219,695 204,940 329,000 300,800 300,800 Interruptible User Fees 7,490,120 5,542,226 7,633,900 5,041,300 5,041,300 Transportation User Fees 2,764,103 2,167,589 3,029,000 1,861,500 1,861,500 Gas Piping Fees 53,946 48 0 0 0 Navy Projects 0 273,492 0 0 0 Miscellaneous Gas Charges 263,079 286,056 235,000 230,000 230,000 New Accounts/Turn-On Fees 524,470 526,328 717,000 530,000 535,000 Interest Income 100,934 2,577 11,500 5,000 5,000 Cookbooks 15,245 19,905 0 0 0 Sale of Assets 12,485 20,430 0 0 0
SUB-TOTAL OPERATING REVENUES 48,619,905 46,209,499 54,549,200 54,621,100 55,177,100
TOTAL REVENUES AND FUND BALANCE $ 57,637,880 47,888,464 54,549,200 54,621,100 55,177,100
- 105 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA GAS UTILITY FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 GAS OPERATION & MAINTENANCE Personal Services $ 8,565,926 7,936,453 8,314,100 8,095,500 8,216,900 Operating Expenses 30,211,303 26,527,198 34,952,400 34,901,300 35,512,500 Capital Outlay 420,708 349,795 375,000 559,800 382,500 SUB-TOTAL 39,197,937 34,813,446 43,641,500 43,556,600 44,111,900
GAS DEBT SERVICE Interest 426,559 390,717 381,200 338,300 294,000 Principal 1,204,599 525,000 1,405,000 1,405,000 1,450,000 SUB-TOTAL 1,631,158 915,717 1,786,200 1,743,300 1,744,000
TRANSFERS OUT General Fund 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 SUB-TOTAL 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000
ALLOCATED OVERHEAD/(COST RECOVERY) 962,400 1,121,500 1,121,500 1,321,200 1,321,200
SUB-TOTAL GAS OPERATIONS 49,791,495 44,850,663 54,549,200 54,621,100 55,177,100
GAS CONSTRUCTION BONDS 3,469,881 868,710 0 0 0 GAS CONSTRUCTION NAVY 4,179,108 1,852 0 0 0
TOTAL EXPENDITURES $ 57,440,484 45,721,225 54,549,200 54,621,100 55,177,100
GAS FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 106 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA SANITATION FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 1,597,105 (1,134,012) 125,000 0 0
REVENUES: SANITATION CHARGES Residential Refuse Container Charges 4,758,526 4,769,931 4,795,000 3,873,100 3,873,100 Fuel Surcharge 332,308 159,199 500,000 500,000 500,000 County Landfill 0 0 0 1,025,600 1,025,600 Bulk Item Collection Charges 133,217 122,126 150,000 125,000 125,000 Business Refuse Container Charges 196,497 200,470 200,000 205,000 205,000 New Accounts/Transfer Fees 77,560 75,460 75,000 75,000 75,000 Miscellaneous 19,745 23,671 18,000 20,000 20,000 Interest Income 3,191 (7) 0 0 0 Sale of Assets 58,500 25,088 10,000 10,000 10,000
SUB-TOTAL 5,579,544 5,375,938 5,748,000 5,833,700 5,833,700
CODE ENFORCEMENT CHARGES Franchise Fees 753,369 730,356 770,000 1,095,500 1,095,500 Lot Cleaning Program (FY Cash Balance) 26,281 31,221 50,000 32,000 32,000 SUB-TOTAL 779,650 761,577 820,000 1,127,500 1,127,500 Code Enforcement Zoning/Housing 60,000 60,000 0 0 0 Code Enforcement Violations 39,111 35,795 0 0 0 SUB-TOTAL 99,111 95,795 0 0 0
Lien Amnesty 32,137 3,450 0 0 0
SUB-TOTAL CODE ENFORCEMENT REVENUES 910,898 860,822 820,000 1,127,500 1,127,500
TRANSFER IN - Local Option Sales Tax Fund 0 1,069,467 0 0 0
TOTAL REVENUES 6,490,442 7,306,227 6,568,000 6,961,200 6,961,200
TOTAL REVENUES AND FUND BALANCE $ 8,087,547 6,172,215 6,693,000 6,961,200 6,961,200
- 107 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA SANITATION FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
SANITATION SERVICES Personal Services $ 2,190,648 2,215,373 2,140,000 2,125,900 2,157,700 Operating Expenses 3,166,636 2,436,995 2,909,200 2,893,500 2,864,100 Capital Outlay 547,215 0 0 355,000 355,000 Capital Accumulation (Principal & Interest) 251,776 83,583 267,100 97,300 94,900 Allocated Overhead/(Cost Recovery) 526,100 321,100 321,100 362,000 362,000
SUB-TOTAL O&M EXPENDITURES 6,682,375 5,057,051 5,637,400 5,833,700 5,833,700
CODE ENFORCEMENT PROGRAM Personal Services 765,352 763,029 808,500 713,400 723,400 Operating Expenses 156,568 149,641 162,500 314,300 311,600 Capital Outlay 0 15,320 0 7,300 0 Grants and Aids 9,632 19,300 19,300 19,300 19,300 Allocated Overhead/(Cost Recovery) 75,100 65,300 65,300 73,200 73,200 SUB-TOTAL 1,006,652 1,012,590 1,055,600 1,127,500 1,127,500
CODE ENFORCEMENT ZONING/HOUSING Personal Services 157,246 126,894 0 0 0 Operating Expenses 20,789 23,744 0 0 0 Capital Outlay 0 0 0 0 0
SUB-TOTAL 178,035 150,638 0 0 0 LIEN AMNESTY Operating Expenses 29,777 23,077 0 0 0
SUB-TOTAL CODE ENFORCEMENT 1,214,464 1,186,305 1,055,600 1,127,500 1,127,500 TOTAL EXPENSES $ 7,896,839 6,243,356 6,693,000 6,961,200 6,961,200
SANITATION FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 108 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA PORT FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 634,526 (698,800) 0 298,200 0
REVENUES: PORT CHARGES Handling 15,270 14,181 12,600 12,600 12,800 Wharfage 241,631 310,775 436,300 436,300 442,800 Storage 176,450 146,314 111,300 111,300 112,900 Dockage 60,522 341,407 328,000 328,000 332,900 Water Sales 1,883 10,844 8,000 8,000 8,000 Property Rental 625,526 836,399 945,100 945,100 945,100 Stevedore Fees 20,380 28,835 60,200 60,200 61,100 Harbor 9,050 22,350 18,200 18,200 18,500 Security Fees 10,288 32,577 34,900 34,900 35,400 Interior Lighting 4,137 0 5,000 36,000 36,000 Miscellaneous Billed 50,307 31,024 50,000 50,000 50,000 Miscellaneous/Non-Billed 24,926 53,344 25,000 25,000 25,000 Cedar Street Lease 27,395 27,395 27,400 27,400 27,400 Interest Income 9,038 (987) 0 0 0 SUB-TOTAL OPERATING REVENUES 1,276,803 1,854,458 2,062,000 2,093,000 2,107,900 SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 1,911,329 1,155,658 2,062,000 2,391,200 2,107,900 TRANSFERS IN Insurance Retention Fund 0 733,500 0 0 0 GRANTS Federal 2,917 0 0 0 0 State 976,524 24,620 0 1,950,000 0 SUB-TOTAL 979,441 24,620 0 1,950,000 0 TOTAL REVENUES AND FUND BALANCE $ 2,890,770 1,913,778 2,062,000 4,341,200 2,107,900
- 109 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA PORT FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
PORT OPERATION AND MAINTENANCE Personal Services $ 972,667 977,171 976,200 930,300 980,400 Operating Expenses 566,677 609,638 609,400 682,000 646,500 Capital Outlay 10,849 9,437 0 0 0
SUB-TOTAL 1,550,193 1,596,246 1,585,600 1,612,300 1,626,900
PORT DEBT SERVICE Interest 53,248 0 0 0 0 Principal 177,110 0 0 0 0
SUB-TOTAL 230,358 0 0 0 0
ALLOCATED OVERHEAD/(COST RECOVERY) 121,500 84,300 84,300 128,900 128,900
SUB-TOTAL OPERATING EXPENDITURES 1,902,051 1,680,546 1,669,900 1,741,200 1,755,800
FEDERAL/STATE MATCHING GRANT (LOCAL SHARE) 0 0 392,100 650,000 352,100
PORT CONSTRUCTION-FEDERAL GRANT 2,917 0 0 0 0 PORT CONSTRUCTION-STATE GRANT 976,524 24,620 0 1,950,000 0
SUB-TOTAL 979,441 24,620 0 1,950,000 0
TOTAL EXPENDITURES $ 2,881,492 1,705,166 2,062,000 4,341,200 2,107,900
PORT FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 110 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA AIRPORT FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 BEGINNING FUND BALANCE $ 30,491,356 14,488,816 1,722,700 0 0 REVENUES: AIRPORT CHARGES Air Carrier Landing Fees 409,869 656,936 1,299,100 742,900 951,300 U.S.Government-TRACON 40,977 40,908 0 0 0 U.S.Government-FASCO 248,002 248,002 250,000 250,000 250,000 Rental Cars 2,876,918 2,981,073 4,000,000 5,000,000 5,000,000 Rental Cars - Off Airport 156,1610000 Rental Car Customer Facility Charge (Garage) 517,294 636,585 600,000 600,000 600,000 Rental Car Customer Facility Charge (Service Facility) 1,254,626 1,822,949 1,600,000 2,000,000 2,000,000 Rental Car Service Facility Rent 42,000 208,902 450,000 450,000 450,000 Fixed Base Operators 102,791 107,043 267,000 267,000 267,000 Restaurant and Lounge 258,890 243,783 350,000 400,000 400,000 Advertising 62,746 46,553 100,000 100,000 100,000 Hangers Rental 124,126 114,329 155,400 155,400 155,400 Commerce Park 0 300,896 651,900 651,900 651,900 Parking Lot 4,216,659 4,691,699 6,100,000 6,000,000 6,000,000 Airline Rentals 2,911,076 2,708,160 1,765,000 3,200,000 3,200,000 Gift Shop 202,464 227,626 325,000 350,000 350,000 Taxi Permits 19,980 88,365 50,000 50,000 50,000 Sale of Assets 0 2,205 0 0 0 Miscellaneous 433,182 337,972 300,000 300,000 300,000 Apron Area Rentals 1,000,098 1,081,322 1,250,000 1,204,900 1,204,900 Loading Bridge Fees 96,382 101,667 100,000 200,000 200,000 Interest Income 834,242 (530,851) 30,000 200,000 200,000 SUB-TOTAL OPERATING REVENUES 15,808,483 16,116,124 19,643,400 22,122,100 22,330,500 SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 46,299,839 30,604,940 21,366,100 22,122,100 22,330,500
1 PASSENGER FACILITY CHARGE 2,843,610 3,740,316 3,000,000 3,000,000 3,000,000 GRANTS Federal 6,405,648 9,995,510 3,625,000 3,625,000 3,625,000 State 1,817,855 784,796 400,000 1,000,000 1,000,000 SUB-TOTAL GRANTS 8,223,503 10,780,306 4,025,000 4,625,000 4,625,000 TOTAL REVENUES AND FUND BALANCE $ 57,366,952 45,125,562 28,391,100 29,747,100 29,955,500 1Includes Interest Earnings. - 111 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA AIRPORT FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 AIRPORT OPERATION AND MAINTENANCE Personal Services $ 4,646,854 4,648,878 5,120,400 4,699,000 4,737,100 Operating Expenses 6,392,945 8,566,247 7,805,500 8,290,400 8,357,600 Capital Outlay 6,449,611 (2,443,084) 1,110,000 1,055,500 1,200,000 SUB-TOTAL 17,489,410 10,772,041 14,035,900 14,044,900 14,294,700 AIRPORT DEBT SERVICE - GARBS Interest 1,929,054 1,851,608 2,199,900 1,566,200 1,499,900 Principal 1,440,000 3,030,000 2,012,500 2,475,100 2,550,000 SUB-TOTAL 3,369,054 4,881,608 4,212,400 4,041,300 4,049,900 AIRPORT DEBT SERVICE - GARBS - ARMY RESERVE PROPERTY Interest 0 0 3,000 3,000 3,000 Principal 0 0 1,200,000 1,350,000 1,300,000 SUB-TOTAL 0 0 1,203,000 1,353,000 1,303,000 AIRPORT DEBT SERVICE - GARBS - CFC Interest 238,221 183,608 1,239,300 1,027,700 1,027,700 Principal Reserve 0 3,047,177 0 1,000,000 1,000,000 SUB-TOTAL 238,221 3,230,785 1,239,300 2,027,700 2,027,700 ALLOCATED OVERHEAD/(COST RECOVERY) 744,700 675,500 675,500 655,200 655,200 SUB-TOTAL OPERATING EXPENDITURES 21,841,385 19,559,934 21,366,100 22,122,100 22,330,500 GRANTS Federal 9,405,648 9,995,510 3,625,000 3,625,000 3,625,000 State 1,817,855 784,796 400,000 1,000,000 1,000,000 SUB-TOTAL GRANTS 11,223,503 10,780,306 4,025,000 4,625,000 4,625,000 PASSENGER FACILITY CHARGE Capital Outlay 268,192 189,193 338,900 341,400 345,100 Interest 1,691,012 1,729,862 2,136,100 2,108,600 2,079,900 Principal 0 185,000 525,000 550,000 575,000 SUB-TOTAL 1,959,204 2,104,055 3,000,000 3,000,000 3,000,000 AIRPORT CONSTRUCTION - BONDS Airport Construction - GARBS 2,401,034 965,635 0 0 0 Airport Construction - PFC 12,163,172 6,531,258 0 0 0 Airport Construction - CFC 5,997,542 305,017 0 0 0 SUB-TOTAL 20,561,748 7,801,910 0 0 0 TOTAL EXPENDITURES $ 55,585,840 40,246,205 28,391,100 29,747,100 29,955,500 AIRPORT FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 112 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA INSURANCE RETENTION FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 0 791,800 0 0 0
REVENUE: CHARGES FOR SERVICES Risk Management 1,146,258 1,088,637 1,245,500 1,245,100 1,307,400 Group Insurance 9,261,579 9,349,755 11,000,000 11,000,000 11,700,000 Claims 2,796,225 3,392,067 4,200,000 4,200,000 4,200,000 Other 126,918 198,127 0 0 0 SUB-TOTAL 13,330,980 14,028,586 16,445,500 16,445,100 17,207,400
INTEREST 153,672 32,855 0 0 0
SUB-TOTAL OPERATING REVENUES 13,484,652 14,061,441 16,445,500 16,445,100 17,207,400
TOTAL REVENUES AND FUND BALANCE $ 13,484,652 14,853,241 16,445,500 16,445,100 17,207,400
- 113 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA INSURANCE RETENTION FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
RISK MANAGEMENT Personal Services $ 664,690 589,407 724,400 621,600 652,700 Operating Expenses 462,840 506,736 521,100 623,500 654,700 Capital Outlay 0 0 0 0 0
SUB-TOTAL 1,127,530 1,096,143 1,245,500 1,245,100 1,307,400
INSURANCE 9,094,931 9,295,083 11,000,000 11,000,000 11,700,000
CLAIMS 3,406,020 3,207,486 4,200,000 4,200,000 4,200,000
TRANSFER TO PORT 0 733,500 0 0 0
SUB-TOTAL OPERATING EXPENDITURES 13,628,481 14,332,212 16,445,500 16,445,100 17,207,400
TOTAL EXPENDITURES $ 13,628,481 14,332,212 16,445,500 16,445,100 17,207,400
INSURANCE FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 0
- 114 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA CENTRAL SERVICES FUND APPROVED REVENUE BY SOURCE, TYPE AND DETAIL FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
BEGINNING FUND BALANCE $ 66,768 263,927 58,000 55,000 0
REVENUES: CHARGES FOR SERVICES Licenses and Permits (Engineering) 65,333 32,966 0 0 0 Mail Room 128,737 111,201 130,100 121,900 124,200 Management Information Services 1,602,334 1,722,664 1,760,500 1,981,100 2,024,100 Engineering 1,034,001 951,752 990,600 942,500 922,300 Central Garage 1,299,424 1,334,742 1,407,900 1,355,300 1,366,400
SUB-TOTAL 4,129,829 4,153,325 4,289,100 4,400,800 4,437,000
INTEREST 40,120 7,894 0 0 0 MISCELLANEOUS 5,817 12,151 0 0 0
SUB-TOTAL OPERATING REVENUES 4,175,766 4,173,370 4,289,100 4,400,800 4,437,000
TOTAL REVENUES AND FUND BALANCE $ 4,242,534 4,437,297 4,347,100 4,455,800 4,437,000
- 115 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA CENTRAL SERVICES FUND APPROVED EXPENDITURES FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 MAIL ROOM Personal Services $ 123,553 98,532 111,100 100,900 102,400 Operating Expenses 30,432 16,214 19,000 21,000 21,800 Capital Outlay 0 0 0 0 0 SUB-TOTAL 153,985 114,746 130,100 121,900 124,200 MANAGEMENT INFORMATION SERVICES Personal Services 1,434,453 1,354,361 1,350,600 1,449,400 1,471,100 Operating Expenses 226,739 293,620 467,900 531,700 553,000 Capital Outlay 189,371 78,544 0 55,000 0 SUB-TOTAL 1,850,563 1,726,525 1,818,500 2,036,100 2,024,100 ENGINEERING Personal Services 789,375 775,239 878,200 796,100 808,000 Operating Expenses 90,944 141,263 112,400 109,900 114,300 Capital Outlay 0 16,920 0 36,500 0 SUB-TOTAL 880,319 933,422 990,600 942,500 922,300
CENTRAL GARAGE Personal Services 1,104,200 1,192,429 1,114,600 1,101,300 1,117,800 Operating Expenses 188,262 172,306 237,300 239,000 248,600 Capital Outlay 9,850 67,346 56,000 15,000 0 SUB-TOTAL 1,302,312 1,432,081 1,407,900 1,355,300 1,366,400
TOTAL EXPENDITURES $ 4,187,179 4,206,774 4,347,100 4,455,800 4,437,000
CENTRAL SERVICES FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0 0
- 116 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA ALL FUNDS APPROVED BUDGET FISCAL YEAR ENDING SEPTEMBER 30, 2012 with comparative amounts for 2009 through 2011
ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTED FY 2009 FY 2010 FY 2011 FY 2012 FY 2013
Total Revenues & Fund Balance 282,511,088.94 324,769,829.00 216,778,800.00 222,106,100.00 218,701,000.00
Total Expenditures/Expenses 249,549,352.00 239,035,413.00 216,778,800.00 222,106,100.00 218,701,000.00
DIFFERENCE 32,961,736.94 85,734,416.00 0.00 0.00 0.00
001 - General Fund 48,264,416.00 48,722,287.00 49,561,200.00 50,681,600.00 48,245,200.00 102 - Special Revenue Fund 1,388,120.00 1,978,918.00 467,800.00 361,000.00 361,000.00 103 - Local Option Gas Tax Fund 1,510,607.00 1,668,169.00 1,519,400.00 1,619,400.00 1,619,400.00 104 - CDBG 1,336,093.00 1,207,965.00 1,201,800.00 880,000.00 880,000.00 105 - CRA 3,806,932.00 2,667,952.00 3,605,500.00 3,625,600.00 3,373,700.00 106 - Urban Core Redevel 3,000,895.00 5,203,277.00 4,071,500.00 3,985,800.00 3,927,800.00 108 - Library 5,184,157.00 5,144,829.00 5,126,100.00 4,809,500.00 4,810,600.00 109 - Stormwater 2,350,929.00 2,400,694.00 2,395,900.00 2,510,600.00 2,510,600.00 115 - Section 8 13,842,761.00 13,796,526.00 16,556,200.00 16,539,000.00 16,539,000.00 118 - Law Enf Trust Fund 197,956.00 200,146.00 0.00 0.00 0.00 119 - Hurricane Damage Fund 4,735,840.00 744,805.00 0.00 0.00 0.00 120 - Golf Course Fund 706,258.00 721,658.00 672,300.00 731,100.00 814,200.00 121 - Eastside TIF Fund 39,902.00 55,924.00 102,000.00 87,700.00 87,700.00 122 - Inspection Services Fund 960,038.00 915,333.00 876,700.00 928,100.00 928,100.00 124 - Recreation 600,563.00 754,646.00 757,000.00 761,600.00 784,100.00 125 - Tennis Center 126,119.00 177,082.00 185,900.00 188,500.00 192,000.00 201 - Tax & Franchise Fee Debt Svc 2,979,062.00 3,267,226.00 3,288,600.00 3,296,600.00 3,304,800.00 210 - CRA Debt Service Fund 429,414.00 1,323,951.00 429,500.00 429,500.00 429,500.00 307 - Local Option Sales Tax 14,572,557.00 33,548,355.00 5,955,800.00 6,496,100.00 6,554,700.00 329 - Stormwater Construct 1,250,752.00 1,430,459.00 2,322,200.00 2,412,000.00 2,460,200.00 330 - Cmmty Maritime Pk Const 645,666.00 650,273.00 5,195,500.00 5,190,900.00 5,032,300.00 401 - Gas Utility Fund 57,440,484.00 45,721,225.00 54,549,200.00 54,621,100.00 55,177,100.00 402 - Sanitation Fund 7,896,839.00 6,243,356.00 6,693,000.00 6,961,200.00 6,961,200.00 403 - Port Fund 2,881,492.00 1,705,166.00 2,062,000.00 4,341,200.00 2,107,900.00 404 - Airport Fund 55,585,840.00 40,246,205.00 28,391,100.00 29,747,100.00 29,955,500.00 503 - Insurance Retention Fund 13,628,481.00 14,332,212.00 16,445,500.00 16,445,100.00 17,207,400.00 504 - Central Services 4,187,179.00 4,206,774.00 4,347,100.00 4,455,800.00 4,437,000.00 TOTAL ALL FUNDS 249,549,352.00 239,035,413.00 216,778,800.00 222,106,100.00 218,701,000.00
- 117 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 118 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL IMPROVEMENT PLAN
The capital improvement plan as distinguished from the operating budget identifies and prioritizes infrastructure projects and identifies funding sources for those projects. The City of Pensacola Capital Improvement Plan normally has a five year focus with the first year comprising the capital budget portion of the City’s budget.
The City has two Capital Plans. The first, or capital improvement element, is required by Florida’s growth management legislation and is an element of the City’s comprehensive plan. It focuses exclusively on infrastructure needs associated with the various elements of the comprehensive plan. The second, and broader, of the Capital Improvement Plans covers all infrastructure needs of the City. It also is divided into two parts. The first is the Transportation/Stormwater Plan which deals only with transportation and stormwater related projects and is funded primarily from the Local Option Gasoline Tax (LOGT) and the Stormwater Capital Projects Fund. Remaining capital improvements are funded primarily by the Local Option Sales Tax (LOST).
The citizens of Escambia County originally authorized the LOST for a period of seven years in a referendum in 1992. The original authorization expired in June 1999. In May 1997, the citizens of Escambia County approved an eight year extension of the tax through May 31, 2007, however collections were received by the City through June 30, 2007. Additionally, in March 2006, the Local Option Sales Tax was extended by a referendum and will now expire on December 31, 2017. The projects for the newly extended Local Option Sales Tax are referred to as the Penny for Progress Plan.
An overview of the Stormwater and Transportation Plans together with project descriptions is included on pages 120 to 127. An overview of the Penny for Progress Plan, together with project descriptions, is included on pages 128 to 136.
The ongoing financial impact associated with a completed project is carefully considered before a prospective capital project is approved for funding. These costs or savings have been identified and are listed with each project description.
- 119 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA STORMWATER CAPITAL IMPROVEMENT PROGRAM FY 2012 – FY 2016
PROJECT 2012 2013 2014 2015 2016 1 Davis Highway at Valley Drive 245,000 255,000 2 Sanders Beach Storm Sewer Reconstruction 470,000 557,400 500,000 3 Gaberonne Swamp Stormwater Enhancments 200,000 4 Land Acquisitions Retention Pond Sites 35,000 300,000 5 Baywoods Gulley Stormwater Enhancments 200,000 244,200 6 Carpenters Creek @ Brent Lane 370,000 200,000 7 "L" & Zarragossa Street Drainage Improvements 340,000 104,200
8 12 th Ave at Carpenter Creek 450,000 230,800 9 Bayou Chico Stormwater Outfall Retrofits 300,000
10 Airport Stormwater Retention Pond Modification 50,000 300,000
11 Clematis Street at Carpenter Creek 767,400
12 Scenic Heights Discharge (Langley into Escambia bay) 557,400 600,000 500,000
13 Stormwater Vaults Citywide 134,200 150,000 150,000 150,000 200,000
14 DeSoto Street @ Bayou Texar (Western Shore) 450,000
15 Stormwater Capital Maintenance 231,000 231,000 307,800 307,800 307,800
15 NPDES PERMIT Monitoring 55,000 55,000 55,000 55,000 55,000
16 Northmoor Court @ Carpenter's Creek 120,000 500,000
17 Bayou Blvd. and Tyler Discharge 360,000
TOTAL FOR STORMWATER PROJECTS 2,330,200 2,330,200 2,330,200 2,330,200 2,330,200
- 120 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
STORMWATER CAPITAL IMPROVEMENT PROGRAM PROJECT DESCRIPTIONS
Davis Highway at Valley Drive Stormwater enhancement project to decrease pollution loading from subject area into Carpenters Creek/Bayou Texar and Pensacola Bay. Existing 48” FDOT outfall from Davis Highway into Carpenters Creek has been defined as a major source of pollution. Proposed project would remove suspended solids by the construction of a major baffle box. Budget: $245,000 in FY 2013 and $255,000 in FY 2014 Projected O&M: $3,000 annually Department: Public Works & Facilities Sanders Beach Storm Sewer Reconstruction Subject area has had a long standing problem with inadequate drainage systems which are undersized, and in poor condition due to their age. Work in this area is also complicated by the presence of the American Creosote Site. Proposed projects would address the storm sewer issues, attempt to provide stormwater treatment in this area and would greatly benefit this existing west side neighborhood. Budget: $470,000 in FY 2014, $557,400 in FY 2015 and $500,000 in FY 2016 Projected O&M: $30,000 annually Department: Public Works & Facilities Gaberonne Swamp Stormwater Enhancements Subject area currently has a stormwater discharge from Spanish Trail (434 acres) and from the Gaberonne Subdivision (75 acres) that flows into the Gaberonne Swamp with minimal stormwater treatment. Proposed project would incorporate baffle box treatment in combination with conventional stormwater treatment and reinstate water levels within the Gaberonne Swamp so as to provide protection to the long standing grove of wetland hard woods. Budget: $200,000 in FY 2012 Projected O&M: $10,000 annually Department: Public Works & Facilities Land Acquisitions Retention Pond Sites In the development of stormwater management assessments for different areas of the City it will be necessary to purchase property for retention pond site, as it becomes available. Ensuring that a pond site is available is essential before initiating the design process. Budget: $35,000 in FY 2014 and $300,000 in FY 2015 Projected O&M: None Department: Public Works & Facilities Baywoods Gulley Stormwater Enhancements Subject stormwater outfall has a natural form of stormwater treatment however large amounts of sediment continue to escape this area and discharge into Escambia Bay. Proposed project would clear a small area near the existing outfall structure and modify subject structure to create a stormwater retention area thereby increasing pollution reduction. Budget: $200,000 in FY 2012 and $244,200 in FY 2013 Projected O&M: $5,000 annually Department: Public Works & Facilities
- 121 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
STORMWATER PROJECTS DESCRIPTIONS (Continued)
Carpenters Creek at Brent Lane (Discharge to Carpenter Creek) Subject stormwater outfall has been identified as the fourth largest contributor of sediment into Bayou Texar/Carpenter Creek, per the Dames and Moore report dated May 2000. Proposed project would use stormwater baffle boxes to reduce total suspended solids pollution into Bayou Texar system. Budget: $370,000 in FY 2012 and $200,000 in FY 2013 Projected O&M: $10,000 per year Department: Public Works & Facilities “L” & Zarragossa Street Drainage Improvements Stormwater enhancement project to decrease pollution loading into Pensacola Bay; thereby improving conditions at the entrance channel to Bayou Chico. Existing drainage problem were corrected with the cleaning of the Pensacola Yacht Club ditch, during the EPA’s Phase I of the American Creosote Super Fund site clean up. Proposed project would remove suspended solids by the construction of a major baffle box. Budget: $340,000 in FY 2012 and $104,200 in FY 2013 Projected O&M: $10,000 annually Department: Public Works & Facilities
12th Ave. at Carpenters Creek Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar, per the Dames and Moore report dated May 2000. Proposed project would use stormwater treatment units to reduce total suspended solids pollution into Bayou Texar. Budget: $450,000 in FY 2012 and $230,800 in FY 2013 Projected O&M: $10,000 annually Department: Public Works & Facilities
Bayou Chico Stormwater Outfall Retrofits Stormwater outfall have been identified as of the contributors of sediment into Bayou Chico, per the report prepared by Baskerville-Donovan, Inc. (Bayou Chico Stormwater Needs Assessment) dated August 2004. Proposed project would use stormwater treatment units to reduce total suspended solids pollution into Bayou Chico. Budget: $300,000 in FY 2012 Projected O&M: $10,000 annually Department: Public Works & Facilities
Airport Stormwater Retention Pond Modification Subject project would provide an up to date survey and engineering review required for the City’s re-permitting of subject facility through the State of Florida. Also the expansion of subject facility would eliminate the need for additional stormwater facilities located within the Airport properties. Proposed project would also help reduce total suspended solids and nutrient pollution into Bayou Texar. Budget: $50,000 in FY 2012 and $300,000 in FY 2013 Projected O&M: $10,000 annually Department: Public Works & Facilities
- 122 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
STORMWATER PROJECTS DESCRIPTIONS (Continued)
Clematis Street at Carpenter Creek Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar/Carpenter Creek. Proposed project would use stormwater treatment units to reduce pollution into Carpenter Creek and standard piping and inlets would eliminate the standing water issue. Budget: $767,400 in FY 2016 Projected O&M: $2,000 annually Department: Public Works & Facilities
Scenic Heights Discharge (Langley into Escambia Bay) Subject stormwater outfall is a major 72” discharge that was constructed in the mid 1960’s and overflows directly into Escambia Bay without any form of treatment. Proposed project would begin in the upper reaches of the drainage basin and address primary collections lines by using in-line vaults and stormwater pond when feasible. Budget: $557,400 in FY 2014, $600,000 in FY 2015 and $500,000 in FY 2016 Projected O&M: $10,000 annually Department: Public Works & Facilities Stormwater Treatment Vaults (City Wide) The treatment vault program is a retrofitting process that is intended to provide stormwater treatment for existing development with a watershed at minimum expense by obviating the purchase of property for the construction of conventional stormwater ponds. The treatment vaults will provide a cost effective system of removing sediments and suspended solids from the stormwater system before being discharged to local waterways. Budget: $134,200 in FY 2012, $150,000 in FY 2013, $150,000 in FY 2014, $150,000 in FY 2015 and $200,000 in FY 2016 Projected O&M: $5,000 annually Department: Public Works & Facilities DeSoto Street at Bayou Texar (Western Shoreline) Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar and the lack of stormwater collection facilities within this area cause existing roadway to flood during major rainfall events. Proposed project would use stormwater treatment units to reduce pollution into Bayou Texar and standard piping and inlets would eliminate the flooding issue. Budget: $450,000 in FY 2013 Projected O&M: $5,000 annually Department: Public Works & Facilities
Stormwater Capital Maintenance An essential component of the City’s stormwater program is to ensure that all new stormwater treatment facilities provided under the Capital Improvement Program function as intended and are properly maintained. Funds within this account will be used to provide contract maintenance for the cleaning of newly constructed baffle boxes, landscape maintenance and for contract water quality monitoring/testing necessary to ensure that the systems are working as designed. Budget: $231,000 in FY 2012, $231,000 in FY 2013, $307,800 in FY 2014, $307,800 in FY 2015 and $307,800 in FY 2016 Projected O&M: $5,000 Department: Public Works & Facilities
- 123 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
STORMWATER PROJECTS DESCRIPTIONS (Continued)
NPDES Permit Monitoring The City of Pensacola works cooperatively with Escambia County, Florida for the administration and monitoring requirements established by the US EPA with regards to environmental compliance of the areas joint stormwater permit. To that end the County and City have entered into an interlocal agreement to share costs related to required monitoring, permit renewal and reporting under subject permit. Funding under this project addresses the annual allocation to Escambia County for this consolidated activity. Budget: $55,000 per year FY 2012 through FY 2016 Projected O&M: $1,000 annually Department: Public Works & Facilities
Northmoor Court @ Carpenter’s Creek Subject stormwater outfall has been identified as a major contributor of sediment into Carpenter Creek/Bayou Texar. Proposed project would use stormwater treatment units to reduce pollution. Budget: $120,000 in FY 2013 and $500,000 in FY 2014 Projected O&M: $10,000 annually Department: Public Works & Facilities
Bayou Blvd. at Tyler discharge Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar, per the Dames and Moore report dated May 2000. Proposed project would use stormwater treatment units to reduce total suspended solids pollution into Bayou Texar. Budget: $360,000 in FY 2015 Projected O&M: $3,000 annually Department: Public Works & Facilities
- 124 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA TRANSPORTATION CAPITAL IMPROVEMENT PROGRAM FY 2012 – FY 2016
PROJECT 2012 2013 2014 2015 2016 1 Street Rehabilitation 945,000 945,000 945,000 945,000 945,000 (Formally Street Resurfacing)
2 Street Reconstruction 516,700 516,700 516,700 516,700 516,700
3 Intersection/Traffic Improvements 117,100 117,100 117,100 117,100 117,100
TOTAL FOR TRANSPORTATION PROJECTS 1,578,800 1,578,800 1,578,800 1,578,800 1,578,800
Street Rehabilitation (formally resurfacing) Resurfacing of existing city streets to improve existing roadway surface and extend the longevity of the City’s infrastructure. The streets slated for resurfacing in fiscal year 2012 are listed below Budget: $945,000 in FY 2012, $945,000 in FY 2013, $945,000 in FY 2014, $945,000 in FY 2015 and $945,000 in FY 2016 Projected O&M: $10,000 Department: Public Works & Facilities ST REET NAM E FROM TO # BLKS ST REET NAM E FROM TO # BLKS Carter Dr Tippin Ave Dead End 1.50 Desoto St 9th Ave 12th Ave 3.00 Dunmire St Tippin Ave Sun Runner Pl 8.00 E Gadsden Palafox St Guillemard St 2.00 Grande Dr Bayou Blvd Office Woods Dr 10.00 Government St Palafox Pl Jefferson St 2.00 Maybelle Ave Dunmire St Carter Dr 3.00 Intendencia St Jefferson St Terragona St 1.00 Avenida Robledal Langley Ave Dead End 2.00 Mathis Ct E Burgess Rd Dead End 1.00 Bamw ell Cir Tambridge Cir Dead End 1.00 Molaree Dr Texar Dr 34th St 2.50 E Blount St Scenic Hw y Dead End 1.00 Montessori Dr Silverleaf Dr New Hope Rd 2.00 E Brainerd St Perry Ave Bayou Blvd 2.00 Royce St 9th Ave Dead End 1.50 E Lloyd St Perry Ave Bayou Blvd 2.00 Tom Lane Dr Leesw ay Blvd San Gabriel Dr 1.00 Morningside Dr McClellan Rd Hallmark Dr 6.00 Trafalgar Dr Agin Court Rd Dead End 1.00 10th Ave Salamanca St Romana St 3.00 16th Ave Gadsden St Cervantes St 1.00 17th Ave Cervantes St R/R Trustle 4.00 Angelina Rd Bonw ay Dr Arbutus Dr 2.00 Agincourt Rd Hilltop Rd City Limits 1.00 Ash Dr Boxw ood Dr Berkley Dr 2.00 Arbutus Dr Hilltop Rd Bonw ay Dr 8.00 Barcelona St Maxw ell St Lakeview St 3.00 Avenida Marina Dead End Dead End 4.00 Berkley Dr Boxw ood Dr 9th Ave 7.50 Avenida Real Langley Ave Dead End 1.50 Bobe St 9th Ave 10th Ave 1.50 Cortez Dr Texar Dr 34th St 2.00 Colfax St 9th Ave 10th Ave 1.50 Desoto St 14th Ave 15th Ave 1.00 D St Main St Dead End 3.00 - 125 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Street Rehabilitation (Continued) STREET NAM E FROM TO # BLKS ST REET NA M E FROM TO # BLKS Driftw ood Dr 12th Ave Menendez Rd 2.50 Desoto St Palafox St Tarragona St 2.50 F St La Rua St Gregory St 3.50 Devereux Cir Devereux Dr Dead End 1.00 G St Cervantes St Jackson St 2.00 Devereux Dr Scenic Hw y Dead End 8.50 G St Moreno St Blount St 1.00 Devereux Terr Devereux Dr Dead End 1.00 Gimble St C St D St 1.00 Dunlieth Pl Canopy Rd Devereux Dr 1.50 Groves Ct Langley Ave Dead End 1.50 Chula Vista La Jolla La Jolla 3.50 Guillemard St Blount St Avery St 3.00 La Jolla Cir La Jolla Dead End 1.00 Hayes St 11th Ave 12th Ave 1.50 Costa Mesa La Jolla La Mirage 3.50 Homew ood Rd Langley Ave Dead End 1.50 El Presidio Costa Mesa La Mirage 1.50 J St Jackson St La Rua St 1.00 Elkton St Watson St Navy Blvd. 2.00 J St Wright St Garden St 4.00 F St Garden St Chase St 1.50 Jasmine Rd Bonw ay Dr Arbutus Dr 2.00 Government St Devilliers Spring 5.50 Keystone Rd Langley Ave Dead End 1.50 Government St Pace Blvd Barrancas Ave 13.00 La Rua St E St G St 2.00 H St Garden St Barrancas St 3.50 Lee St Guillemard St Tarragona ST 1.00 H St Main St Government St 2.00 Moreno St E St G St 3.00 Hatton St 9th Ave 12th Ave 4.50 Peachtree Ct Langley Ave Dead End 1.50 Hayne St Jackson St La Rua St 1.00 Pine St C St F St 3.00 Hilltop Rd Langley Ave Sw an Ln 6.00 Rues St A St Moreno St 3.50 Jackson St Palafox St Barcelona St 4.00 San Gabriel Dr Langley Ave Dead End 1.50 Keats Dr Oxford Dr Windermere Dr 3.00 San Monica Rd Bonw ay Dr Creighton Rd 3.00 La Rua St Coyle St B St 2.00 Tarragona St Cervantes St Gregory St 6.00 La Rua St L St M St 1.00 Zarragossa St Tarragona St Alcaniz St 2.50 Lakeview Ave Magnolia Ave 20th Ave 2.00 10th Ave La Rua St Belmont 1.00 Lavallet Ln New Pavement Dead End 1.00 11th Ave Hatton St Maxw ell St 4.00 Lloyd St Guillemard St Tarragona St 1.00 15th Ave La Rua St Belmont 1.00 M St Gadsden St La Rua St 2.00 6th Ave Cervantes St Wright St 5.00 M St Government St Zarragossa St 1.50 7th Ave Blount St Avery St 3.00 Menew a Path Lavallet Ln Dead End 1.00 7th Ave Jackson St Wright St 3.00 N Stillman St Navy Blvd Bayou Dr 4.00 8th Ave Avery St Jordan St 3.00 Norton Dr 12th Ave Dead End 1.00 8th Ave Wright St Gregory St 1.50 Overland Dr Hilltop Rd Whispering Pines Rd 4.00 Avery St Palafox St Guillemard St 1.50 Peperidge Dr Palisade Rd College Pkw y 2.50 Baylen St Blount St Jordan St 6.50 Pickens Ave Moreno Lakeview Ave 3.00 Bayou Ln Bayou Blvd Dead End 3.00 Rues St Cervantes St Belmont St 4.00 Belle Christiane Cir 2660 Belle Christiane Dead End 4.00 Semoran Dr 2655 Semoran Dr Aegean Terr 6.00 Belmont St A St Coyle St 1.50 Semoran Pl Semoran Dr Belle Christiane Cir 1.00 Belmont St Haynes St 8th Ave 4.50 Severin Dr Menendez Gamarra 3.00 Blount St Van Kirk Perry Ave 4.00 Strong St Palafox St Tarragona St 2.50 Bohemia Dr Scenic Hw y Dead End 4.00 Summer Dr San Gabriel Dr Forest Glen Dr 5.00 Bohemia Pl Bohemia Dr Dead End 3.00 Waters St Elkton St Navy Blvd. 0.50 Brainerd St Guillemard St Tarragona St 1.00 Windtrace Ct John Carroll Dr Dead End 1.50 Brainerd St Scenic Hw y Watson Ave 1.50 Seville Dr Villafane Dr Villafane Dr 3.00 Brookview Cir 9th Ave Dead End 2.00 Villafane Dr Seville Dr Seville Dr 3.00 Brue St Garden St Romana St 1.50 Palermo Ironw ood Dr Villafane Dr 1.00 Cahn St Navy Blvd Elkton St 0.50 Ochuse Dr Stow Ave Dumford Pl 1.00 College Blvd 12th Ave City Limits 7.00 Irongate Ct Irongate Rd Dead End 1.00 D St Romana St Gov ernment St 2.50
- 126 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Street Reconstruction Provide standard street improvements for existing dirt roads and reconstruction of existing city streets that have deteriorated. The streets slated for reconstruction in fiscal year 2012 are listed below Budget: $521,900 in FY 2011, $521,900 in FY 2012, $521,900 in FY 2013, $521,900 in FY 2014 and $521,900 in FY 2015 Projected O&M: None Department: Engineering/ Public Works & Facilities
Section Street Name From To # of Blocks
Jackson Street Perry Chipley 1.00 Pickens Jackson Chipley 0.50
16th Avenue Belmont Wright 0.50 Osceola Boulevard Mallory St 1718 Osceola 1.00 "S" Street Chase Wright 2.00 Wright Street 16th Ave 17th Ave 1.50 Bay Boulevard Perry Bayou 1.0 +cul-da-sac 10th Avenue Blount Mallory 1.00
Avery Street "H" St City Limits 0.50
Intersection/Traffic Improvements Installation of traffic signals, turn lanes at various intersections, or traffic calming islands within the City. No specific locations have been determined at this time. Budget $118,300 in FY 2011, $118,300 in FY 2012, $118,300 in FY 2013, $118,300 in FY 2014 and $118,300 in FY 2015 Projected O&M: $10,000 annually Department: Public Works & Facilities
- 127 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA PENNY FOR PROGRESS PLAN
FISCAL YEARS CURRENT ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECT 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DEPARTMENT PROJECT NAME ESTIMATE (4 months) 1 FIRE FIRE STATION RENOVATIONS 2 DRILL TOWER 23,899 23,899 3 STATION #3 104,181 13,185 7,242 83,754 4 STATION #6 1,345,496 6,760 64,095 339,472 911,523 1,146 22,500 5 FIRE APPARATUS 6 REPLACE '88 1500 GPM ALF, UNIT E-5 277,500 277,500 7 REPLACE '92 HEAVY RESCUE, UNIT R-32 177,358 177,358 8 REPLACE'97 1500 GPM ALF, UNIT E-102 277,500 277,500 9 REPLACE '90 1500 GPM ALF, UNIT E-109 365,000 365,000 10 REPLACE '93 AERIAL, UNIT L-16 858,644 318 858,326 11 REPLACE 1250 PUMPER, UNIT E-6 310,703 318 310,385 12 EXTRICATION EQUIPMENT 49,446 49,446 13 FIRE VEHICLES 14 REPLACE '96 CROWN VICTORIA, UNIT #911 24,927 24,927 15 REPLACE '96 SUBURBAN, UNIT #912 34,503 34,503 16 REPLACE '99 CROWN VICTORIA, UNIT #901 23,958 23,958 17 REPLACE '97 FORD RANGER, UNIT #903 19,000 19,000 18 REPLACE '96 DODGE RAM WAGON, UNIT #907 30,791 30,791 19 BREATHING AIR COMPRESSOR 19,000 19,000 20 THERMAL IMAGING CAMERAS 31,466 31,466 21 NEW ELECTRIC SELF PROPELLED SCISSOR LIFT 33,100 33,100 22 AED REPLACEMENTS 24,209 24,209 23 SELF CONTAINED BREATHING APPARATUS 96,000 96,000 24 REPLACE COPIER 7,360 7,360 25 MOBILE DATA TERMINALS 16,800 16,800 26 DEPT. SUB-TOTAL 4,150,841 669,608 279,565 390,308 2,111,700 295,360 404,300000000
27 POLICE 800 MHz RADIO SYSTEM REPLACEMENT 422,696 422,696 28 POLICE STATION EXPANSION 3,800,000 28,105 179,671 2,632,565 959,659 29 POLICE MARKED VEHICLES 6,333,754 728,622 622,256 479,292 469,384 601,600 389,000 596,000 613,000 593,800 611,400 629,400 30 POLICE UNMARKED VEHICLES 1,338,844 132,574 204,386 114,788 116,296 118,800 109,200 108,500 108,500 108,500 108,500 108,800 31 MOBILE DATA TERMINALS 484,707 39,306 49,118 38,306 37,168 43,609 46,200 46,200 46,200 46,200 46,200 46,200 32 CRIME SCOPE 14,978 14,978 33 SMART TRAILER 7,765 7,765 34 DEPT. SUB-TOTAL 12,402,744 915,480 911,630 812,057 3,678,109 1,723,668 544,400 750,700 767,700 748,500 766,100 784,400 0
35 PUBLIC WORKS SIDEWALK IMPROVEMENTS 2,800,000 41,847 229,788 215,518 562,847 350,000 350,000 350,000 350,000 350,000 36 PAVEMENT MANAGEMENT PROGRAM 3,800,000 300,000 293,106 293,361 913,533 500,000 500,000 500,000 500,000 37 STREET RECONSTRUCTION 850,000 850,000
38 DEPT. SUB-TOTAL 7,450,000 0 341,847 522,894 508,879 2,326,380 850,000 850,000 850,000 850,000 350,000 0 0
39 LIBRARY LIBRARY HEADQUARTERS IMPROVEMENTS 6,323,600 35,025 6,288,575 40 WESTSIDE LIBRARY 0 41 DEPT. SUB-TOTAL 6,323,600 0 0 35,025 0 6,288,575 0000000
42 NEIGHBORHOOD SVCS NEIGHBORHOOD INITIATIVES PROGRAM 194,000 20,414 16,698 26,556 5,302 15 25,000 25,000 25,000 25,000 25,015 43 PLANNING SERVICES "A" STREET STREETSCAPING PROJECT 58,245 58,245 44 ESCAMBIA TREATING SITE - LAND 100,000 34,600 65,400 45 DEPT. SUB-TOTAL 352,245 20,414 16,698 26,556 5,302 92,860 90,400 25,000 25,000 25,000 25,015 0 0 46 NEIGHBORHOOD SVCS ATHL FACILITIES & RESOURCE CTRS IMPROVEMENTS 47 BAYVIEW RESOURCE CENTER 0 48 BAYVIEW SENIOR CENTER 250,000 129,793 120,207 48 BILL GREGORY PARK 316,061 42,528 91,531 182,002 49 CECIL T. HUNTER SWIMMING POOL 670,000 59,981 19,477 39,495 551,047 50 COBB CENTER 1,266,946 6,898 110,379 1,149,669 51 EAST PENSACOLA HEIGHTS 80,000 425 79,575 52 EXCHANGE PARK 600,000 100,000 500,000 53 FRICKER CENTER 374,699 17,146 114,381 243,172 54 GULL POINT RESOURCE CENTER 100,000 100,000 55 HITZMAN PARK 150,803 137,493 13,310
- 128 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS PLAN (Continued)
FISCAL YEARS CURRENT ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECT 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DEPARTMENT PROJECT NAME ESTIMATE (4 months)
56 NEIGHBORHOOD SVCS LEGION FIELD 3,134,057 45,020 34,475 10,482 3,044,080 57 MAGEE FIELD 346,931 8,502 186,285 105,782 46,362 58 MALCOLM YOUNG GYM 300,000 26,461 80,571 2,968 190,000 59 OSCEOLA GOLF COURSE 941,156 91,656 37,427 32,860 91 779,122 60 ROGER SCOTT COMPLEX SWIMMING POOL 1,012,992 113,548 57,737 56,487 785,220 61 ROGER SCOTT TENNIS CENTER 2,520,000 850,000 11,258 702,272 890,253 66,217 62 SANDERS BEACH RECREATION AREA 114,871 1,826 18,584 9,897 84,564 63 SCOTT ATHLETIC COMPLEX 368,327 2,006 7,179 384 3,758 355,000 64 VICKREY CENTER 220,000 33,438 32,865 13,697 140,000 65 WOODLAND HEIGHTS RESOURCE CENTER 3,000,000 3,000,000 66 GENERAL ATHLETIC FACILITIES IMPROVEMENTS 509 509 67 SUB-TOTAL 15,767,352 1,123,687 427,694 1,303,935 2,618,313 9,108,723 140,000 190,000 855,000 0000 68 PARK IMPROVEMENTS 69 ALABAMA SQUARE 50,000 38,691 11,309 70 ANDALUSIA SQUARE 46,676 30,660 16,016 71 ARMSTRONG PARK 55,000 55,000 72 BAYCLIFF PARK 61,846 472 60,901 473 73 BAYVIEW PARK 273,000 47,533 198,698 3,201 23,568 74 BRYAN PARK 200,000 6,782 42,191 20,366 130,661 75 CAMELOT PARK 30,000 30,000 76 CORDOVA SQUARE 50,000 28,339 21,661 77 DUNMIRE WOODS 50,000 37,470 12,530 78 DUNWODY PARK 60,000 19 14,916 3,964 41,101 79 EASTGATE AUDUBON PARK 45,740 130 44,968 642 80 ESTRAMADURA PARK 50,000 50,000 81 HIGHLAND TERRACE 75,000 227 74,773 82 JIM ALLEN PARK 43,834 40,763 3,071 83 JOHN CARROLL/TIPPIN PARK 10,000 10,000 84 LAVALLET PARK 120,000 87,205 32,795 85 MALAGA SQUARE 89,000 1,081 59,948 15,812 12,159 86 MALLORY HEIGHTS PARK 80,000 80,000 87 MATTHEWS PARK 40,000 40,000 88 MIRAFLORES PARK 40,000 12,340 27,660 89 MIRALLA PARK 100,000 57,069 39,707 3,224 90 MORRIS COURT 90,000 3,159 86,841 91 OPERTO SQUARE 55,000 25,174 29,826 92 SEVILLE SQUARE 78,000 78,000 93 SPRINGDALE PARK 23,127 23,127 94 TOLEDO SQUARE 55,000 55,000 95 WAYSIDE EAST 130,021 15,875 95,220 18,926 96 WILLIAMS PARK 28,054 1,921 20,891 5,242 97 WOODLAND HEIGHTS 100,000 75,000 25,000 98 ZAMORA SQUARE 50,000 19,322 30,678 99 GENERAL PARK IMPROVEMENTS 2,852 2,852 100 SUB-TOTAL 2,182,150 0 129,361 534,544 459,681 953,564 105,000 0 0 0000
101 SAENGER THEATRE - RENOVATION & EXPANSION 15,002,400 1,105,418 5,719,614 7,944,907 120,526 111,935 102 DEPT. SUB-TOTAL 32,951,902 2,229,105 6,276,669 9,783,386 3,198,520 10,174,222 245,000 190,000 855,000 0 0 0 0
- 129 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS PLAN (Continued) FISCAL YEARS CURRENT ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECT 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DEPARTMENT PROJECT NAME ESTIMATE (4 months)
103 CAPITAL EQUIPMENT 3,000,000 600,000 600,000 600,000 600,000 600,000 0 104 ADMIN/CITY MGR COPIER 12,622 12,622 105 DEPT. SUB-TOTAL 12,6220012,622000000000 106 PLANNING SERVICES 97 FORD PICKUP TRUCK - UNIT 480 11,462 11,462 107 COPIERS 17,056 17,056 108 DEPT. SUB-TOTAL 28,518 11,462 0 0 0 17,056 0 0 0 0 0 0 0 109 NEIGHBORHOOD SVCS PAYLOADER - 4 WAY BUCKET 157,124 157,124 110 MAN LIFT 79,855 79,855 111 RIDING LAWN MOWER, LAZER 48,920 30,845 18,075 112 87 FORD BUS - UNIT #586 77,424 77,424 113 94 FORD F350 PICKUP - UNIT #526 25,050 25,050 114 95 FORD PICKUP DUMP TRUCK - UNIT #561 25,050 25,050 115 TRACTOR/LOADER - UNIT #530 81,611 81,611 116 POINT OF SALE CASH REGISTER SYS S/W 14,000 8,552 5,448 117 POINT OF SALE CASH REGISTER SYS 41,000 20,833 2,063 18,104 118 GRAPPLING TRUCK 126,200 126,200 119 96" FLAIL MOWER(S) 10,144 10,144 120 TORO INFIELD GROOMER 27,327 27,327 121 CHEMICAL SPRAYER UIT 40,083 40,083 122 TOP DRESSER SPREADER 21,710 21,710 123 89 CHEVY DUMP TRUCK - UNIT #562 48,816 10,000 38,816 124 LASER GRADER 17,085 17,085 125 HYDRAULIC LIFT 7,893 7,893 126 91 GMC TRASH TRUCK - UNIT #568 51,670 51,670 127 TORO TRIPLEX REEL MOWER 21,945 21,945 128 89 FORD STATION WAGON - UNIT #553 13,971 13,971 129 EQUIPMENT TRAILER 8,095 8,095 130 ELECTRIC MANLIFT 31,750 31,750 131 95 CAB WATER WAGON - UNIT #567 52,613 52,613 132 91 FORD BOOM TRUCK - UNIT #534 150,125 150,125 133 TRACTOR/CAB - UNIT #590 32,074 32,074 134 94 GMC STEP VAN - UNIT #559 26,802 26,802 135 REPLACE TWO LAZER MOWERS 14,174 14,174 136 EMERGENCY REPLACEMENT GULL POINT CHILLER 18,201 18,201 137 EMERGENCY REPLACEMENT HUNTER POOL BOILER 13,011 13,011 138 MOWER FOR PARKS FDOT CREW 7,296 7,296 139 GANG MOWER W/ TORO TRIPLEX REEL MOWER 31,096 31,096 140 ROTERITALIA 17,994 17,994 141 CHEMICAL SPRAY BUILDING 49,707 1,220 48,487 142 SOD CUTTER 8,787 8,787 143 SLOPE MOWER 51,208 51,208 144 EXCHANGE PARK SEWER LINE UPGRADE 19,470 19,470 145 EMERGENCY REPLACEMENTS 113,155 13,155 100,000 146 97 FORD PICKUP TRUCK - UNIT #789-97 15,915 15,915 147 SPRINKLER MODIFICATION 58,413 58,413 148 NEW COPIER 6,354 6,354 149 LEGION FIELD FOOTBALL SCOREBOARD 10,000 10,000 150 REPLACE FERTILIZER SPREADER 5,006 5,006 151 REPLACE TORO Z MASTER RIDING LAWN MOWER 9,037 9,037 152 REPLACE ENCLOSED TRAILER - UNIT #538 5,008 5,008 153 REPLACE ENCLOSED TRAILER - UNIT #539 5,008 5,008 154 REPLACE RIDING LAWN MOWER (LAZER) 9,037 9,037 155 REPLACE 52" STAND-UP MOWER 6,404 6,404 156 REPLACE TRACTOR/FLAIL MOWER - UNIT #589 0 157 OSC-REPLACE 98 TORO LAWN MOWER 15,983 15,983 158 OSC-REPLACE 95 TORO 2300 TOP DRESSER 13,400 13,400 159 AUTO RETROFIT TO WATER TRUCK - UNIT #567-08 12,786 12,786 160 #585-09 PARK GROUND SWEEPER 27,369 27,369 - 130 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS PLAN (Continued) FISCAL YEARS CURRENT ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECT 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DEPARTMENT PROJECT NAME ESTIMATE (4 months)
161 NEIGHBORHOOD SVCS #594-10 LARGE TANDEM TRAILER 5,475 5,475 162 #596-10 LARGE TANDEM TRAILER 5,475 5,475 163 #594-09 TORO DECK MOWER 60,506 60,506 164 #596-09 TORO DECK MOWER 60,506 60,506 165 EMERG REPL - FLD SVC CTR ICE MACHINE 6,168 6,168 166 EMERG REPL - HAGLER CONF RM SOUND SYSTEM 5,173 5,173 167 98 DODGE PICKUP - UNIT #525 12,300 12,300 168 98 FORD F800 REFUSE TRUCK - UNIT #563 94,553 94,553 169 98 DODGE PICKUP - UNIT #577 12,300 12,300 170 NEW TRUCK LOADER VACUUM 7,000 7,000 171 REPLACE RIDING LAWN MOWER (LAZER) 10,000 10,000 172 REPLACE TORO INFIELD 15,000 15,000 173 NEW TRUCK MOUNTED SPRAYER 6,000 6,000 174 OSC-REPLACE FAIRWAY MOWER 63,134 63,134 175 OSC-REPLACE JACOBSEN TRIKING REEL MASTER 35,000 35,000 176 REPLACE TORO GREENMASTER 3100 - UNIT #5758 27,000 27,000 177 NEW LOWBOY TRACTOR 42,000 42,000 178 NEW GATOR UTILITY VEHICLE 10,000 10,000 179 OSC-RANGE SERVANT BALL MACHINE 8,000 8,000 180 OSC-REPLACE TURFCAT DECK MOWER - UNIT #8741 21,000 21,000 181 OSC-REPLACE GREENSROLLER - UNIT #8380 10,000 10,000 182 OSC-REPLACE TORO BUNKER RAKE WITH SPIKER 23,200 23,200 183 OSC-REPLACE AERATOR - UNIT #3299 27,600 27,600 184 NEW ELLIPTICAL MACHINE 7,000 7,000 185 97 FORD VAN - UNIT #787 34,000 34,000 186 96 FORD VAN - UNIT #781 34,000 34,000 187 REMOTE ACCESS LIGHTING SYSTEM 40,000 40,000 188 BAYVIEW SOUND SYSTEM REPLACEMENT 15,000 15,000 189 GULL POINT PICNIC SHELTER/TABLES & PLAYGROUND 20,000 20,000 190 SCOTT TENNIS ROLLOUT SHADE AWNING 7,000 7,000 191 DEPT. SUB-TOTAL 2,506,546 824,987 377,257 217,267 300,828 387,407 398,800000000 192 PUBLIC WORKS 97 FORD 350 FLATBED - UNIT #115 34,900 34,900 193 98 FORD PICKUP - UNIT #504 25,846 25,846 194 95 FORD UTILITY TRUCK - UNIT #138 17,051 17,051 195 91 FORD CRANE TRUCK - UNIT #131 61,625 50,125 11,500 196 96 DODGE DUMP TRUCK - UNIT #116 25,760 25,760 197 PAINT MACHINE UPGRADE - UNIT #511 11,629 11,629 198 TRAILER LOWBOY - UNIT #160 46,777 46,777 199 86 CHEVY DUMP TRUCK - UNIT #139 56,432 56,432 200 91 FRONT END LOADER - UNIT #195 179,420 179,420 201 94 FORD VAN - UNIT #113 25,760 25,760 202 96 DUMP TRUCK - UNIT #151 76,953 76,953 203 98 STREET SWEEPER - UNIT #144 184,000 184,000 204 NEW ASPHALT UNIT 102,367 102,367 205 PAINT STRIPER - UNIT #510 59,975 59,975 206 98 FORD TAURUS - UNIT #500 15,915 15,915 207 JOHN DEER 60' MWR - UNIT #175-3 9,355 9,355 208 91 FORD TRACTOR - UNIT #177 84,849 84,849 209 97 DODGE PICKUP TRUCK - UNIT #141 13,047 13,047 210 99 DODGE FLATBED TRUCK - UNIT #110 25,295 25,295 211 99 STREET SWEEPER - UNIT #149 184,886 184,886 212 WILDCAT 510 COUGAR TROMMEL SCREEN 99,250 99,250 213 98 DODGE FLATBED TRUCK, #111 25,421 25,421 214 96 FORD UTILITY TRUCK - UNIT #134 24,308 24,308 215 01 DODGE UTILITY TRUCK - UNIT #150 33,831 33,831 216 93 MACK TRACTOR TRUCK - UNIT #159 93,624 93,624 - 131 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS PLAN (Continued)
FISCAL YEARS CURRENT ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECT 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 DEPARTMENT PROJECT NAME ESTIMATE (4 months)
217 89 FORD F600 STAKE BED - UNIT #117 9,857 9,857 218 REPLACE ASV POSITRACK CAT - UNIT #199 66,900 66,900 219 95 FORD FLATBED - UNIT #118 28,300 28,300 220 95 BACKHOE - UNIT #179 87,065 87,065 221 01 STREET SWEEPER - UNIT #143 184,886 184,886 222 00 FORD UTLITY TRUCK - UNIT #507 22,383 22,383 223 NEW REFLECTOMETER 15,000 15,000 224 NEW BUCKET ATTACHMENT, FOUR-IN-ONE 17,750 17,750 225 99 STREET SWEEPER - UNIT #146 193,028 193,028 226 01 DODGE 3500 FLATBED TRUCK - UNIT #119 24,243 24,243 227 REPLACE SLOPE MOWER - UNIT #169 106,258 106,258 228 NEW BRUSH MOWER ATTACHMENT 5,995 5,995 229 MECHANICAL PICKUP BROOM ATTACHMENT 6,000 6,000 230 LARGE FORMAT PRINTER 7,500 7,500 231 TERILER BARRICADE(S) REPLACEMENT 10,000 10,000 232 REFRBISH 99 STERLING VAC ALL #135 55,000 55,000 233 ATTENUATOR 18,000 18,000 234 DEPT. SUB-TOTAL 2,376,441 438,800 469,695 432,597 554,192 384,657 96,500 0 0 0000 235 TOTAL CAPITAL EQUIPMENT 7,924,127 1,275,249 846,952 662,486 855,020 789,120 495,300 600,000 600,000 600,000 600,000 600,000 0 236 TOTAL PROJECT ALLOCATIONS 71,555,459 5,109,856 8,673,361 12,232,712 10,357,530 21,690,185 2,629,400 2,415,700 3,097,700 2,223,500 1,741,115 1,384,400 0 237 TRANSFER OUT - STORMWATER CAPITAL PROJECTS FUND 4,787,167 3,337,167 0 0 1,450,000 00000000 238 TRANSFER OUT - SANITATION FUND 1,069,467 0 0 0 1,069,467 00000000 239 TOTAL TRANSFERS OUT 5,856,634 3,337,167 0 0 2,519,467 00000000 240 PRINCIPAL - 20010A-1 5,910,000 0 0 0 0 0 0 875,000 910,000 955,000 1,005,000 1,055,000 1,110,000 241 PRINCIPAL - 20010A-2 12,280,000 0 0 0 0 0 0 1,820,000 1,895,000 1,985,000 2,085,000 2,190,000 2,305,000 242 TOTAL PRINCIPAL 18,190,000 0 0 0 0 0 0 2,695,000 2,805,000 2,940,000 3,090,000 3,245,000 3,415,000 243 INTEREST EXPENSE - 2000A 427,493 65,593 227,513 97,557 36,830 00000000 244 INTEREST EXPENSE - 2000B 809,988 136,231 394,646 202,618 76,493 00000000 245 INTEREST EXPENSE - 20010A-1 1,401,400 0 0 0 0 182,900 285,100 267,000 230,200 187,000 136,700 84,000 28,500 246 INTEREST EXPENSE - 20010A-2 2,910,300 0 0 0 0 380,000 592,200 554,700 478,100 388,100 283,800 174,300 59,100 247 DEBT SERVICE SAVINGS-RESERVED 84,456 99,209 399,533 232,692 (1,728) 231,819 (25,000) (75,000) (140,000) (200,000) (225,000) (150,000) (62,069) 248 TOTAL INTEREST EXPENSE 5,633,637 301,033 1,021,692 532,867 111,595 794,719 852,300 746,700 568,300 375,100 195,500 108,300 25,531 249 TOTAL PROJECTED USES 101,235,730 8,748,056 9,695,053 12,765,579 12,988,592 22,484,904 3,481,700 5,857,400 6,471,000 5,538,600 5,026,615 4,737,700 3,440,531 250 PROJECTED AVAILABLE REVENUES - 11 YEAR 68,950,790 1,714,686 6,550,530 5,976,299 5,866,075 6,320,700 6,424,400 6,529,700 6,636,800 6,745,600 6,856,300 6,968,700 2,361,000 251 PROJECTED INTEREST INCOME 2,137,187 301,033 1,021,692 532,867 101,595 25,000 25,000 25,000 25,000 25,000 25,000 25,000 5,000 252 NET DEBT SERVICE 2010 REFUNDING - RESERVED 3,264,631 0 0 0 10,000 537,900 827,300 721,700 543,300 350,100 170,500 83,300 20,531 253 TOTAL INTEREST INCOME/DEBT SERVICE SAVINGS 5,401,818 301,033 1,021,692 532,867 111,595 562,900 852,300 746,700 568,300 375,100 195,500 108,300 25,531 254 ROGER SCOTT TENNIS CENTER - COUNTY CONTRIBUTION 1,000,000 529,471 470,529 0 255 SAENGER THEATRE - PRIVATE CONTRIBUTION 1,002,400 750,000 96,100 69,100 46,700 40,500 256 SAENGER THEATRE - COUNTY CONTRIBUTION 4,000,000 2,000,000 2,000,000 257 SAENGER THEATRE - FY 12-18 INCREASE REVENUE $4.0 MILLION 0 258 8 YEAR LOST BALANCE 283,596 283,596 259 OTHER REVENUE (PRIOR LOST PLANS) 327,060 327,060 260 SUB-TOTAL MISCELLANEOUS REVENUE 6,613,056 2,750,000 2,952,631 539,629 330,296 40,500 261 TRANSFER IN - OSCEOLA GOLF COURSE 250,000 50,000 50,000 50,000 50,000 50,000 262 TRANSFER IN - GENERAL FUND - CST ($3,337,167) 2,200,000 1,100,000 1,100,000 263 SUB-TOTAL TRANSFERS IN 2,450,000 50,000 50,000 50,000 1,150,000 1,150,000 264 TOTAL SOURCES 83,415,664 2,015,719 10,322,222 9,461,797 6,517,299 7,213,896 7,317,200 7,276,400 7,255,100 7,170,700 7,101,800 8,227,000 3,536,531 265 FUND BALANCE FROM DEBT PROCEEDS 18,190,000 6,732,337 (627,169) 3,303,782 5,411,827 3,369,223 266 BALANCE 369,934
- 132 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS CAPITAL PROJECTS PLAN PROJECT DESCRIPTIONS Fire Station Renovations To provide funding for renovations of all fire stations to include replacement of flooring, ceiling, concrete and various other interior renovations. Budget: $30,659 in FY 2007, $77,280 in FY 2008, $346,714 in FY 2009, $911,523 in FY 2010, $84,900 in FY 2011 and $22,500 in FY 2012 Impact on Operating Budget None Department Fire Fire Apparatus To provide Fire Department replacement of fire apparatus which includes six (6) pumper trucks and three (3) heavy duty rescue vehicles. These items will be scheduled to be purchased over the lifetime of the sales tax. Budget: $604,446 in FY 2007, $177,358 in FY 2008, $636 in FY 2009, $1,168,711 in FY 2010 and $365,000 in FY 2012 Impact on Operating Budget None Department Fire Fire Vehicles To provide Fire Department replacement of fire department vehicles. Budget: $34,503 in FY 2007, $24,927 in FY 2008, $23,958 in FY 2009 and $49,791 in FY 2011 Impact on Operating Budget None Department Fire Fire Equipment To provide Fire Department funding for capital equipment of self contained breathing apparatus (SCBA) facemask fitness testing equipment, breathing air compressor replacement and thermal imaging cameras. Budget: $19,000 in FY 2009, $31,466 in FY 2010, $160,669 in FY 2011 and $16,800 in FY 2012 Impact on Operating Budget None Department Fire 800 MHz Radio System Replacement The Current 800 MHz radio system will have to be replaced. The replacement of the existing system is critical to public safety. Budget: $422,696 in FY 2010 Impact on Operating Budget None Department Police Police Station Expansion To provide funding for additional space which is needed in several critical areas within the Police Department Headquarters. These areas include Property Management, Crime Intervention, Training Room, Vice & Narcotics and Storage. Budget: $28,105 in FY 2008, $179,671 in FY 2009, $2,632,565 in FY 2010 and $959,659 in FY 2011 Impact on Operating Budget $65,000 Department Police
- 133 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS PROJECT DESCRIPTIONS (Continued)
Police Vehicles To provide funding for police vehicles. Budget: $900,502 in FY 2007 (25 marked, 7 unmarked), $875,760 in FY 2008 (20 marked, 10 unmarked), $632,386 in FY 2009 (17 marked, 6 unmarked), $622,848 in FY 2010 (15 marked, 6 unmarked), $764,009 in FY 2011 (14 marked, 6 unmarked), $544,400 in FY 2012, $750,700 in FY 2013, $767,700 in FY 2014, $748,500 in FY 2015, $766,100 in FY 2016 and $784,400 in FY 2017 Impact on Operating Budget None Department Police Police Capital Equipment To provide funding for capital equipment purchase of crime scope and smart trailer. Budget: $14,978 in FY 2007 and $7,765 in FY 2008 Impact on Operating Budget None Department Police Sidewalk Improvements To provide funding for the continuation of the existing sidewalk program which provides annual funding over the lifetime of the sales tax program for the improvement of existing sidewalks and construction of new sidewalks throughout the City. The sidewalks slated for improvement in FY 2012 are listed below. Budget: $41,847 in FY 2008, $229,788 in FY 2009, $215,518 in FY 2010, $562,847 in FY 2011, $350,000 in FY 2012, $350,000 in FY 2013, $350,000 in FY 2014, $350,000 in FY 2015, and $350,000 in FY 2016 Impact on Operating Budget None Department Public Works & Facilities Street Section Street Name Side Segment # of Blocks North 8th Avenue West Gonzalez to Yonge 13 North 12th Avenue East Cross to Fisher 1 North 12th Avenue East Leonard to Anderson 3 W Gregory Street North A' to 'H' 6 South A Street West Main to Garden 5 North A Street West Garden to Maxwell 21 South E Street West Cypress to Garden 8 North E Street West Garden to Cervantes 8 Pavement Management Program Rehabilitation of existing city streets to improve existing roadway surface and extend the longevity of the City’s infrastructure. The list of streets slated for rehabilitation is listed within the Transportation section of the Capital Improvement Plan section. Budget: $300,000 in FY 2008, $293,106 in FY 2009, $293,361 in FY 2010, $913,533 in FY 2011, $500,000 in FY 2012, $500,000 in FY 2013, $500,000 in FY 2014 and $500,000 in FY 2015 Impact on Operating Budget $10,000 Department Public Works & Facilities
- 134 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS PROJECT DESCRIPTIONS (Continued)
Street Reconstruction To provide funding for standard street infrastructure, landscape and drainage improvements on Main Street from Clubbs to “B” Streets to address public safety concerns due to current roadway geometry issues, stormwater drainage issues and roadway aesthetics. Budget: $850,000 in FY 2011 Impact on Operating Budget None Department Engineering/ Public Works & Facilities
Library Headquarters Improvements To provide funding for the improvement of public library services in downtown Pensacola. This would involve either the expansion/renovation of the present building or the construction of a new facility at the same location. Budget: $35,025 in FY 2009 and $6,288,575 in FY 2011 Impact on Operating Budget $100,000 Department Library Neighborhood Initiatives Program Neighborhood enhancement projects consistent with LOST eligibility requirements that would improve the quality of life in Pensacola's neighborhoods including public safety facilities, physical and aesthetic projects and/or recreational projects. In order to qualify, neighborhood groups would match the City’s contribution with volunteer time, in-kind donations of goods and services and/or financial contributions. Budget: $20,414 in FY 2007, $16,698 in FY 2008, $26,556 in FY 2009, $5,302 in FY 2010, $15 in FY 2011, $25,000 in FY 2012, $25,000 in FY 2013, $25,000 in FY 2014, $25,000 in FY 2015 and $25,015 in FY 2016 Impact on Operating Budget None Department Neighborhood Services “A” Street Landscaping Project Landscaping the entire length of the corridor between Main and Maxwell Streets with tree plantings and phased construction of hardscape improvements. The proposed improvements will introduce traffic calming measures along the corridor and will provide increased safety for handicapped residents of the nursing home in the immediate vicinity. Funding for this project will come from three sources, the Tree Planting Trust Fund, the Urban Core CRA and the Penny for Progress. Budget: $58,245 in FY 2011 Impact on Operating Budget None Department Public Works & Facilities Escambia Treating Site - Land Escambia Treating Company (ETC) Superfund site assessment project regarding a potential transfer up to five parcels of real property to the City in or around the ETC Superfund site. Phase I is an environmental site assessment and limited environmental legal risk assessment. Phase II is further environmental site assessment testing and analysis. Budget: $34,600 in FY 2011 and $65,400 in FY 2012 Impact on Operating Budget None Department Public Works & Facilities
- 135 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENNY FOR PROGRESS PROJECT DESCRIPTIONS (Continued) Athletic Facilities & Resource Centers Improvements Community-wide facility improvements of the following Recreation Athletic Facilities: Bayview Senior Center Bill Gregory Park Cecil T. Hunter Swimming Pool Cobb Center East Pensacola Heights Exchange Park Fricker Center Gull Point Resource Center Hitzman Park Legion Field Magee Field Malcolm Young Gym Osceola Golf Course Roger Scott Complex Swimming Pool Roger Scott Tennis Center Sanders Beach-Corinne Jones Rec. Area Scott Athletic Complex Vickrey Center Woodland Heights Resource Center General Athletic Facilities Improvements This will fund additional improvements of existing facilities to bring them up to current standards. Budget $1,123,687 in FY 2007, $427,694 in FY 2008, $1,303,935 in FY 2009, $2,618,313 in FY 2010, $9,108,723 in FY 2011, $140,000 in FY 2012, $190,000 in FY 2013 and $855,000 in FY 2014 Impact on Operating Budget $720,000 Department Neighborhood Services/Public Works & Facilities Park Improvements Improve playground equipment, fencing and backstops at selected neighborhood parks as follows: Alabama Square Andalusia Square Armstrong Park Baycliff Park Bayview Park Bryan Park Camelot Park Cordova Square Dunmire Woods Dunwoody Park Eastgate Audubon Park Estramadura Park Highland Terrace Jim Allen Park John Carroll/Tippin Park Lavallet Park Malaga Square Mallory Heights Park Mathews Park Miraflores Park Miralla Park Morris Court Operto Square Seville Square Springdale Park Toledo Square Wayside East Williams Park Woodland Heights Zamora Square General Park Improvements All areas listed above have need for improvement. Budget: $129,361 in FY 2008, $534,544 in FY 2009, $459,681 in FY 2010, $953,567 in FY 2011, and $105,000 in FY 2012 Impact on Operating Budget $100,000 Department Neighborhood Services/ Public Works & Facilities Saenger Theatre Renovation and Expansion To provide funding for the renovation and expansion of the Saenger Theatre Facility. Budget: $1,105,418 in FY 2007, $5,719,614 in FY 2008, $7,944,907 in FY 2009, $120,526 in FY 2010 and $111,935 in FY 2011 Impact on Operating Budget $50,000 Department Neighborhood Services/ Public Works & Facilities Capital Equipment To provide funding for ongoing replacement of capital equipment within the General Fund. Budget: $1,275,249 in FY 2007, $846,952 in FY 2008, $662,486 in FY 2009, $855,020 in FY 2010, $789,120 in FY 2011, $495,300 in FY 2012, $600,000 in FY 2013, $600,000 in FY 2014, $600,000 in FY 2015, $600,000 in FY 2016 and $600,000 in FY 2017 Impact on Operating Budget None Department General - 136 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 137 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GENERAL FUND FY 2009 FY 2010 FY 2011 FY 2011 FY 2012 FY 2013 NON-DEPARTMENTAL ACTUAL ACTUAL APPROVED CURRENT APPROVED PROJECTED EXTERNAL AGENCIES INTERLOCAL AGREEMENTS Escambia-Pensacola Human Relations Commission 88,700 88,700 79,000 79,000 79,000 79,000 Total Interlocal Agreements 88,700 88,700 79,000 79,000 79,000 79,000 GOVERNMENTAL AGENCIES Bay Area Resource Council (BARC) 7,250 7,250 3,000 3,000 3,000 3,000 Historic Pensacola Preservation Board 10,000 2,400 2,400 2,400 2,400 Transportation Planning Organization 1,641 1,659 1,600 1,600 0 0 West Florida Regional Planning Council 2,401 2,401 1,000 1,000 0 0 Total Governmental Agencies 21,292 11,310 8,000 8,000 5,400 5,400 OTHER OUTSIDE AGENCIES 2-1-1 Escambia (Formerly First Call for Help) 10,000 10,000 10,000 10,000 10,000 10,000 Lakeview Center, Inc. 30,000 20,000 20,000 20,000 20,000 20,000 NMNA Flight Academy (10 Years - FY 2005 - FY 2014) 10,000 10,000 10,000 10,000 10,000 10,000 Parades (d) Pensacola Clean and Green (c) 13,000 Pensacola Heritage Foundation - Evenings in Seville 00 Pensacola Promise (Chain Reaction) 5,000 1,500 1,000 1,000 0 0 Pensacola Sertoma Clubs (4th of July) 5,000 1,500 1,000 1,000 0 0 St. Michael's Cemetery 7,500 2,000 1,000 1,000 0 0 Total Other Outside Agencies 80,500 45,000 43,000 43,000 40,000 40,000 HUMAN SERVICES American Red Cross 9,300 4,300 1,600 1,600 Association for Retarded Citizens/Escambia 9,000 4,000 1,400 1,400 Bay Area Food Bank 5,000 2,500 Big Brothers/Big Sisters 2,500 1,200 400 400 Boy's & Girls Club of Escambia County 6,500 3,000 1,100 1,100 Community Drug & Alcohol Council, Inc. 4,100 1,900 700 700 Community Information Network 2,600 1,200 400 400 Council on Aging (e) Deaf and Hard of Hearing Services 2,000 1,000 400 400 Lutheran Ministries 6,200 3,000 1,100 1,100 Milk & Honey Ministries 4,500 2,100 800 800 New Beginnings Group 5,000 2,500 900 900 Salvation Army 5,000 2,300 800 800 Speech & Hearing Boards Health Care Foundation 3,300 1,000 400 400 United Way Human Services Appropriatons Administration 5,000 Unallocated 00 Total Human Services 70,000 30,000 10,000 10,000 0 0 ARTS/CULTURE/HISTORICAL Arts Council of NW Florida, Inc. 60,000 Arts/Culture/Entertaininment 30,000 30,000 30,000 Artel 634 Ballet Pensacola 1,772 Choral Society of Penacola 549 Fiesta Barbershop 297 Jazz Society of Pensacola 1,456 Pensacola Children's Chorus 5,740 - 138 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GENERAL FUND FY 2009 FY 2010 FY 2011 FY 2011 FY 2012 FY 2013 NON-DEPARTMENTAL ACTUAL ACTUAL APPROVED CURRENT APPROVED PROJECTED EXTERNAL AGENCIES ARTS/CULTURE/HISTORICAL (Continued) Pensacola Little Theatre 9,732 Pensacola Museum of Art 5,115 Pensacola Opera 8,574 Pensacola Symphony Orchestra 5,829 Perdido Bay Tribe 302 Unallocated Arts/Culture/Historical 30,000 Total Arts/Culture/Historical 60,000 40,000 30,000 30,000 30,000 30,000 SUBTOTAL (EXCLUDING ECONOMIC DEVELOPMENT) 320,492 215,010 170,000 170,000 154,400 154,400 ECONOMIC DEVELOPMENT Gulf Coast African American Chamber of Commerce 10,000 10,000 10,000 25,000 10,000 10,000 Pensacola-Escambia Development Commission (PEDC) 120,000 120,000 120,000 120,000 120,000 120,000 Pensacola Area Chamber of Commerce-Foundations (b) 75,000 (a) 75,000 (a) 75,000 (a) 75,000 (a) 112,500 (b) 112,500 (b) Total Economic Development 205,000 205,000 205,000 220,000 242,500 242,500 SUBTOTAL 525,492 420,010 375,000 390,000 396,900 396,900
INTERNAL NON-DEPARTMENTAL MANAGEMENT AGREEMENT Saenger Theatre Operating 162,910 253,513 150,000 150,000 150,000 150,000 Saenger Theatre Capital 50,000 50,000 56,000 56,000 Total Management Agreement 162,910 253,513 200,000 200,000 206,000 206,000 INTERFUND TRANSFERS Escambia-Pensacola Library 1,346,300 1,330,800 1,380,100 1,327,304 1,271,400 1,271,400 Escambia-Pensacola Library (Addt'l City Funding) 0 0 0 0 0 0 CRA-Tax Increment District 1,751,769 1,630,327 1,534,000 1,535,330 1,451,700 1,393,700 Eastside Tax Increment District 45,397 42,265 40,200 40,356 33,400 33,400 Residential Stormwater Assessment Assistance Program 42 100 100 100 100 Residential Sanitation Assistance Program 6,198 6,038 6,000 6,000 6,300 6,300 Total Interfund Transfers 3,149,706 3,009,430 2,960,400 2,909,090 2,762,900 2,704,900 TOTAL GENERAL FUND NON-DEPT FUNDING $ 3,838,108 $ 3,682,953 $ 3,535,400 $ 3,499,090 $ 3,365,800 $ 3,307,800
OTHER FUNDING SOURCES - EXTERNAL AGENCY Celebrate Pensacola (e) 25,000 Council on Aging (f) 81,000 81,000 81,000 81,000 64,800 64,800 Historic Pensacola Preservation Board (Barkley House) (g) 10 12,948 Parades (d) 84,854 46,678 68,900 71,950 80,500 80,500 Pensacola Area Chamber of Commerce-Foundations (b) 100,000 (b) 100,000 (b) 100,000 (b) 100,000 (b) 62,500 (b) 62,500 (b) Pensacola Clean and Green (c) 9,632 19,300 19,300 19,300 19,300 19,300 Total Other Funding Sources 300,496 259,926 269,200 272,250 227,100 227,100 TOTAL EXTERNAL AGENCY FUNDING $ 825,988 $ 679,936 $ 644,200 $ 662,250 $ 624,000 $ 624,000 TOTAL NON-DEPARTMENTAL FUNDING 4,138,604 3,942,879 3,804,600 3,771,340 3,592,900 3,534,900
(a) Includes Military Affairs at $50,000 - Beginning FY 2009 Military Affairs Funding at $45,000 (b) Additional Foundation Funding provided by Energy Services ($62,500) and Airport ($37,500) thru FY 2011. Beginning FY 2012 funding discontinued from Airport and shifted to General Fund. (c) Funding provided by Sanitation Services ($19,300) (d) Funding of $51,400 for Parades included in Public Works and Police Departments. (e) Funding provided by the Community Redevelopment Agency. (f) Funding of $81,000 for Council on Aging included in Community Development Block Grant Fund. (g) Funding provided by the Tree Planting Trust Fund. Amount shown is actual expenditures/encumbrances as of February 25, 2010. Amount granted by Council in FY 2009 was $40,901. - 139 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NON-DEPARTMENTAL AGENCY FUNDING EXTERNAL AGENCIES
INTERLOCAL AGREEMENTS: Escambia-Pensacola Human Relations Commission - $79,000 The Human Relations Commission seeks to maintain positive human relations in Escambia County through resolution of civil rights related cases and incidents. The Commission has a nine-member board (4 members appointed by City Council; 4 members appointed by County Commission; one member appointed by other eight members). An interlocal agreement between the City and County outlines the duties and powers of the commission, and both the City and County approve funds annually as they deem appropriate for the operation of the HRC, including the administration of the Fair Housing Program and various events designated to help support community relations type activities.
GOVERNMENTAL AGENCIES: Bay Area Resource Council (BARC) - $3,000 The Bay Area Resource Council (BARC) was created in 1985 by then Governor Bob Graham for the purpose of providing a clearinghouse for environmental studies and community information and education activities in the Pensacola Bay Watershed area. Currently there is an interlocal agreement between Escambia and Santa Rosa Counties and the Cities of Pensacola, Gulf Breeze and Milton which solidifies the organization into an entity which accepts funding and promotes the goals of the committee. The council is comprised of elected officials from each of these governmental agencies. Historic Pensacola Preservation Board (HPPB) - $2,400 The HPPB, which provides many benefits to the City including their work with the Architectural Review Board and promotion of tourism through enhancement of historical attractions, makes an annual request for funding from the City. The HPPB is funded by the State of Florida and seeks other sources of funding including local government and grant funding.
OTHER OUTSIDE AGENCIES:
211 Escambia (First Call for Help) – $10,000 A regional program supported by and coordinated by the United Way of Escambia County. 211 Escambia provides comprehensive information and referrals for health and human services in Escambia County 24 hours per day, 7 days per week. In addition, 211 Escambia maintains a daily-updated, comprehensive database (3,500 profiles) of agencies, programs and services that provide assistance to residence of the community that is accessible by contacting their call center or via their website. This program was established 25 years ago and this year, the Information and Referral Specialists are expected to answer 41,000 calls.
Lakeview Center, Inc. - $20,000 Lakeview Center, Inc. (LCI) is a private not-for-profit corporation which provides mental health and other treatment services. LCI is designated by the State of Florida as the public receiving facility in Escambia County for Baker Act patients. In conjunction with this activity, LCI provides around-the-clock emergency services and operates a licensed 30-bed Crisis Stabilization Unit (CSU). This facility is utilized by the Pensacola Police Department in situations involving individuals needing involuntary treatment under the Florida Mental Health Act. Funding from the City is used to provide a screening specialist in the CSU.
- 140 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
EXTERNAL AGENCIES (Continued)
OTHER OUTSIDE AGENCIES (CONTINUED):
NMNA Flight Academy - $10,000 The National Museum of Naval Aviation (NMNA) is currently in development of the Phase IV Museum expansion which will volumetrically double the size of the complex with the addition of a six-story wing, a twelve-story observation tower and the six-story Academy building. The intent of the National Flight Academy (NFA) is to allow 7th through 12th graders from all fifty states to experience a total emersion into the world of aviation for an intense six-day period. The NFA’s core curriculum will include aerodynamics, propulsion, navigation, communications, flight physiology and meteorology. The City of Pensacola has pledged to contribute $100,000 towards this project payable over a ten (10) year period (FY 2005 – FY 2014).
ARTS/CULTURE/HISTORICAL: Arts/Culture/Entertainment (ACE) - $30,000 Ace provides general operating and mini grants for the local arts, cultural and entertainment organizations to help foster the arts and culture in the community. Investing in the arts and culture is a proactive way to improve economic development through increased tourism, improved education and community building for quality of life.
ECONOMIC DEVELOPMENT: Gulf Coast African American Chamber of Commerce - $10,000 The Gulf Coast African American Chamber of Commerce is a service organization. Its function is to be an information resource for members and the community at large, providing employment, economic development and culturally related information. The Chamber serves as a catalyst for developing new businesses and enhancing existing African-American businesses in the City to provide the necessary resources for keeping the dollars within the Community as opposed to the current trend of spending million s of dollars for transient workers and out of state contractors.
Pensacola-Escambia Development Commission (PEDC) - $120,000 The PEDC is the board responsible for the promotion and development of industrial, tourist, and commercial attributes and facilities in the area. The nine- member board consists of representatives from the City, the County, the Town of Century, and the Chamber of Commerce. The City provides funding jointly with the County through an interlocal agreement.
Pensacola Area Chamber of Commerce-Foundations - $112,500 Foundations for the Future is a program developed in 1994 and designed to raise $5 million to escalate economic development efforts in the Pensacola area. Efforts are focused in the areas of business development and retention, armed services development and retention, and tourism development and retention. (NOTE: Additional Foundation funding provided by Energy Services ($62,500).
- 141 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INTERNAL AGENCIES
MANAGEMENT AGREEMENT: Saenger Theatre - $206,000 The City maintains a management agreement for continued management of the City's performing arts facility -- the Saenger Theater. The agreement sets forth the terms for payment of operating expenses and a management fee, which are both included in the budgeted line item. Previously, this agreement included the management of the Bayfront Auditorium, however that facility was demolished during fiscal year 2005, therefore, the management agreement is for the Saenger Theatre only. The total amount budgeted includes $150,000 for operating expenses and $56,000 for capital outlay in fiscal year 2012.
INTERFUND TRANSFERS: Escambia-Pensacola Library - $1,271,400 The City operates the West Florida Public Library system under an interlocal agreement with Escambia County. Escambia County and the City of Pensacola share costs for the services provided in these areas based on patron usage.
CRA - Tax Increment District - $1,451,700 Community redevelopment within the Redevelopment Area is financed primarily from tax increment revenues allocated to and deposited in the Urban Core Redevelopment Trust Fund established pursuant to Section 163.387, Florida Statutes. Tax increment revenues are paid to the Redevelopment Trust Fund by taxing authorities, other than school districts and water management districts, which have taxing jurisdiction within the Redevelopment Area. Presently, those taxing authorities include Escambia County, the City of Pensacola and the City of Pensacola Downtown Improvement Board. The amount of funds appropriated by each taxing authority to the Urban Core Redevelopment Trust Fund is equal to 95% of the difference between the amount of ad valorem real property taxes levied by the taxing authority each year within the Redevelopment Area and the amount which would have been produced by the same levy on the assessed value of taxable real property in the Redevelopment Area in calendar year 1983 (Fiscal Year 1984). The concept of a CRA using the Tax Increment Financing (TIF) funds (monies deposited in the Urban Core Redevelopment Trust Fund) relates the growth, redevelopment and subsequent property value increase in the Redevelopment Area to the continued improvement of the Area. TIF funds can only be used to undertake planning and construction of improvements (infrastructure, streetscape projects, affordable housing, recreation/park projects, etc.) within the Redevelopment Area. Eastside Tax Increment District - $33,400 In February 2004, the City Council adopted the Eastside Neighborhood Plan which focuses on continued improvement in the quality of the neighborhood’s residential and commercial segments through urban infill and redevelopment as well as infrastructure improvements. One action outline in the Plan was the establishment of a Tax Increment Financing District, specifically limited to the Eastside neighborhood, as a funding source for the revitalization activities. Tax increment revenues are paid to the Eastside Tax Increment Financing District Fund by taxing authorities, other than school districts and water management districts, which have taxing jurisdiction within the Eastside Neighborhood. Presently, those taxing authorities include Escambia County and the City of Pensacola. The amount of funds appropriated by each taxing authority to the Eastside Tax Increment Financing District Fund is equal to 95% of the difference between the amount of ad valorem real property taxes levied by the taxing authority each year within the Eastside Neighborhood and the amount which would have been produced by the same levy on the assessed value of taxable real property in the Neighborhood Area in calendar year 2005 (Fiscal Year 2006).
- 142 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INTERNAL AGENCIES (Continued)
INTERFUND TRANSFERS (CONTINUED):
Eastside Tax Increment District - $33,400 (Continued) The concept of using the Tax Increment Financing (TIF) funds (monies deposited in the Eastside Tax Increment Financing District Fund) relates the growth, redevelopment and subsequent property value increase in the Eastside Neighborhood to the continued improvement of the neighborhood. Specific projects that can be used with TIF revenues include, but are not limited to, neighborhood streetscape improvements, design and construction of neighborhood gateway enhancements, construction of traffic calming features, enhancement of Central Park and I-110 Farmers’ Market site and lot acquisition for infill construction within the Eastside Neighborhood. The neighborhood boundaries are Cervantes Street, N. 9th Avenue, Hayne Street and Baars Street.
Residential Stormwater Assessment Assistance Program - $100 The City has designated $100 to provide stormwater assessment assistance to eligible property owners. To be eligible, the taxable value of the owner’s homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $100 is exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future based on pervious assistance.
Residential Sanitation Assistance Program - $6,300 The City has designated $6,300 to provide sanitation service assistance to eligible property owners. To be eligible, the taxable value of the owner’s homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $6,000 is exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future based on pervious assistance.
OTHER FUNDING SOURCES – EXTERNAL AGENCY Council on Aging - $64,800 Funding provided by the Community Development Block Grant Fund. Parades - $80,500 Funding provided for Parades included in Public Works and Police Departments. Pensacola Area Chamber of Commerce-Foundations - $62,500 Additional Foundation funding provided by Energy Services of Pensacola. Pensacola Clean and Green - $19,300 Funding provided by Sanitation Services.
- 143 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 144 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: City Council FUND: 001 DESCRIPTION
The City Council is the legislative body of the City of Pensacola. Council adopts ordinances and resolutions in the best interest of all citizens of the City. Funding for a City Council staff person is included.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 190,195 188,861 405,900 411,400 Operating Expenses 139,589 121,064 101,200 301,700 Capital Outlay 0 0 0 0 SUBTOTAL 329,784 309,925 507,100 713,100 Allocated Overhead/(Cost Recovery) (238,600) (293,900) (293,900) (307,000) TOTAL OPERATING COSTS $ 91,184 16,025 213,200 406,100
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Audit $ 0 0 0 113,000 City Council * 72,134 16,025 193,100 283,400 Election 19,050 _ ___ 0 20,100 9,700 TOTAL $ 91,184 16,025 213,200 406,100
* City Council program is net of cost recovery.
- 145 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: City Council FUND: 001 PROGRAM NAME: Audit COST: $113,000 To be consistent with the Charter changes, the Audit function has been transferred from the Financial Services Department to City Council. The role of the external auditor is to express an opinion on the City's financial statements upon completing an audit in accordance with Government Auditing Standards, issued by the Comptroller General of the United States. Such report and any findings will be communicated directly to City Council. The Financial Services staff will manage and coordinate the audit effort and will prepare and distribute the required reports to federal and state agencies.
OBJECTIVES
Restoring Trust Review Annual External Audit, its reports and findings.
- 146 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: City Council FUND: 001 PROGRAM NAME: City Council COST: $283,400
The City Council serves as the legislative body of the City. The City Council is comprised of nine Council Members of which seven are elected from individual districts and two are elected at large. Each year the City Council members elect a City Council President and a City Council Vice-President. Operating under the City Charter, the City Council adopts ordinances and resolutions, approves major expenditure items and substantiates the City’s program of services through the adoption of the annual budget. Additionally, the City Council appoints members of various advisory boards and commissions and establishes the City’s strategic goals and makes policy decisions.
OBJECTIVES Restoring Trust Maintain a fiscally sound and sustainable city government Citizen participation; engage youth in City government. Pensions/benefits/compensation; analyze City employee compensation packages in comparison with comparable employers. Reform pension plans. Provide incentives for employee innovation which reduces costs. Budgeting; implement a 24-month balanced budget planning cycle. Operations/performance/audit; utilize existing public information tools and define metrics to track progress and report actions, timelines, future activities and staff contacts towards goals and objectives. Small Business Enterprise (SBE) Program; enhance SBE program to encourage participation of local businesses in city work. Provide proficient public safety and other city services Permitting; make the City one in which it is easy to do business and identify ways to improve the permitting process. Budgeting/operational efficiency; streamline financial and other operations by increasing online usage (online bill pay, electronic pay stubs, online RFP submittals). Traffic; identify methods for improving traffic safety within the City. Pedestrian/bike safety; address connectivity for pedestrians and bikes throughout the city and with larger parks by mapping on the City website and ensure that areas which should attract high amounts of pedestrians (near schools, links between neighborhoods, etc) are safe and inviting. Green initiatives; increase landscaping and native planting in parks to reduce maintenance, fertilizer and pesticide use. Prepare a responsible annexation policy and plan Education; for areas where it is in the city’s best interest to pursue annexation, get citizens involved and informed as to the benefits of being a city resident. Annexation planning; explore different approaches to annexation. Targeting; compile list of individual properties and blocks with split jurisdictions, and non-city properties on streets only serviced by city.
- 147 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
UNIT NAME: City Council FUND: 001 OBJECTIVES (CONTINUED) Focus on improving city esthetics City ordinances; enhance Land Development Code (LDC) to better manage commercial usage along major roadways, i.e. waste containers, buffering near residential areas and aesthetic requirements. Review/enforce the LDC and property maintenance code in a fair and equitable manner. Gateways; use modern landscaping techniques to enhance the entrances to the city, beginning with Bayfront Parkway. Overlay districts; establish and enforce community overlays to protect the City’s heritage, neighborhoods and natural treasures. Utilities; develop plan for undergrounding utilities with priority given to downtown and main thoroughfares. Encourage and facilitate educational opportunities Library; build downtown library. Economic development; access available research on educational initiatives that would motivate businesses to locate in Pensacola. Community centers; enhance educational and recreation opportunities in community centers for all ages, from birth to seniors, including increasing partnerships with local organizations to enrich education programs. Education Committee; form an Education Committee that would examine educational opportunities in which the City should engage to assist our citizens. Promote economic development Education; initiate green programs including becoming a Florida Green City, creating a dark sky ordinance, piloting integrated pest management and encouraging recycling, reduction and reuse of waste for both residential and businesses (including recycling goals for commercial franchises and recycling cans in parks). Airport; continue to work with existing and potential low cost airlines that enable to airport to offer additional services to the flying public. Downtown/Waterfront planning; implement recommendations of the forthcoming Community Redevelopment Agency (CRA) master plan. Property Acquisition/disposition; facilitate the creation of mixed affordable, infill housing by targeting housing dollars, identifying city property which might be suitable for development and establishing incentives (permit fees, tax incentives) for construction. Review the City’s properties for suitability as targeted development sites and identify funding sources to put in the necessary infrastructure so that the sites are shovel ready. Establish a "quality of place" for all citizens Beautification; identify public areas in need of trees, prepare a phased tree planting plan. Intergovernmental collaboration; find opportunities to work with the county on common concerns. Traffic; convert Baylen and Spring Streets to two-way traffic between Garden and Cervantes. Athletic facilities; enhance parks and recreation facilities on the west side of town and replace outdated park equipment with ADA-compliant facilities.
- 148 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: City Council FUND: 001 PROGRAM NAME: Election COST: $ 9,700 The City Council serves as the legislative body of the City. This program provides funding to execute the duties and responsibility of supervising the election of the Mayor and City Council Members to cover preliminary costs, advertising, etc. for the primary election. This program is active when election is held.
OBJECTIVES Restoring Public Trust Maintain a fiscally sound and sustainable city government Expedite as efficiently as possible the election process. Effectively respond to questions pertaining to the election process by the citizenry and other interested parties.
- 149 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0010 - CITY COUNCIL
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9111 SALARIES 149,898 149,898 376,500 365,100 365,100 9112 OVERTIME 1,270 1,191 1,000 1,000 1,000 9114 GENERAL PENSION FUND 00010,200 10,200 9118 MEDICARE PREMIUM 2,244 2,149 1,800 2,700 2,700 9119 ADDITIONAL REGULAR PAY 0 265 0 0 0 9120 SOCIAL SECURITY 8,963 8,313 6,600 10,000 10,000 9121 GROUP INSURANCE 000100 100 9123 DISABILITY/SURV INSURANCE 13 15 0 400 400 9125 EXTRA PERSONAL SERVICES 7,235 2,565 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 20,574 24,466 20,000 21,900 21,900 SUBTOTAL PERSONAL SERVICES 190,195 188,861 405,900 411,400 411,400 9331 OFFICE SUPPLIES 420 148 200 200 200 9332 OPERATING SUPPLIES 187 0 0 1,000 1,000 9333 REPAIRS & MAINTENANCE 139 0 0 500 500 9334 SMALL TOOLS & MINOR EQUIP 7,253 0 0 0 0 9335 PROFESSIONAL SERVICES 11,050 14,030 0 125,000 125,000 9336 COMMUNICATION 9,756 21,893 21,400 22,300 22,300 9337 TRANSPORTATION 2,573 2,788 2,000 3,000 3,000 9338 ADVERTISING 0 1,032 0 6,100 6,100 9339 POSTAGE 0 28,655 0 500 500 9340 PRINTING & BINDING 7,278 8,300 2,000 3,000 3,000 9342 TRAINING 2,072 2,639 3,400 3,400 3,400 9343 DUES, SUBS, & MEMBERSHIPS 10,830 9,725 9,100 13,100 13,100 9346 LIABILITY INSURANCE 12,838 12,793 13,100 13,600 13,600 9357 OTHER CONTRACTUAL SERVICE 085 0 0 0 9360 MISCELLANEOUS 35,360 16,465 50,000 20,000 20,000 9361 UNCLASSIFIED 39,833 2,511 0 90,000 90,000 SUBTOTAL OPERATING EXPENSES 139,589 121,064 101,200 301,700 301,700 9992 ALLOCATED OVERHEAD(COST RECOVERY) (238,600) (293,900) (293,900) (307,000) (307,000) SUBTOTAL NON-OPERATING (238,600) (293,900) (293,900) (307,000) (307,000) SUBTOTAL CITY COUNCIL 91,184 16,025 213,200 406,100 406,100
- 150 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY CLERK
CITY CLERK
ASSISTANT CITY CLERK (1)
EXECUTIVE SECRETARY II (1)
Total Positions: 3
- 151 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: City Clerk FUND: 001 DESCRIPTION The City Clerk's Office is the custodian of all official records and documents of the City of Pensacola. The department serves as a source of information for all City departments, City divisions and other governmental entities, as well as the general public.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 201,843 203,863 210,800 201,700 Operating Expenses 24,211 22,696 28,100 25,000 Capital Outlay 0 0 0 0 SUBTOTAL 226.054 226.559 238,900 226,700 Cost Recovery/(Allocated Overhead) (69,600) (70,700) (70,700) (83,000) TOTAL OPERATING COSTS $ 156,454 155,859 168,200 143,700
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Administration of Legal Documents $ 67,604 70,137 75,700 64,700 City Elections/Appointments 28,973 23,379 25,200 21,500 Council Meetings Preparation 59,877 62,343 67,300 57,500 TOTAL $ 156,454 155,859 168,200 143,700
NOTE: All programs area net of cost recovery.
- 152 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: City Clerk FUND: 001 PROGRAM NAME: Administration of Legal Documents COST: $64,700 The primary responsibility of this program consists of maintaining custody of official City records (ordinances, resolutions, contracts, leases, agreements, deeds, Council meeting and workshop minutes) and serving as the City's historical archives. The department has compiled and maintains a document which includes the elected officials and mayors that have served the City since its inception in 1821. The document also includes Florida governors from 1816 to present. The Department has also compiled documents reflecting the policies adopted by the City Council and the Rules and Procedures of the City Council. All current documents are scanned prior to filing. Historical preservation is only part of the Administration of Legal Documents Program. All documents requiring such action are advertised in the local media. Document information requested by the public, City departments, City divisions and City auditors is disseminated and appropriate ordinances are incorporated into the Code of the City of Pensacola. OBJECTIVES
Restoring Trust Imaging and possible disposal of eligible City agreements and contracts. Assure that the City Code Book is supplemented in a timely manner.
PROGRAM NAME: City Elections/Appointments COST: $21,500 The execution of the duties of this program carries the responsibility of supervising the Mayor’s and City Council's election and the appointments of City Council Members to Boards and Commissions. The program is also responsible for conducting annual City employees' elections as they relate to the respective employee Boards. In addition, this program records and updates the appointment of citizens to various Boards and Commissions by the City Council. A booklet which describes the function, as well as the membership requirements of these Boards and Commissions is prepared by Clerk staff.
OBJECTIVES
Restoring Trust
Expedite as efficiently as possible the election process.
Effectively respond to questions pertaining to the election process by the citizenry and other interested parties.
Monitor all boards and commissions to insure that the City Council is advised of upcoming term expirations or vacancies and administer the nominating and appointment process for these boards and commission.
- 153 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: City Clerk FUND: 001 PROGRAM NAME: Council Meetings Preparation COST: $57,500 This program consists of preparation and posting of the agenda for City Council meetings to the City website and posting the Committee of the Whole agenda. Links to the agendas in full are electronically forwarded to City Council Members, Department Directors, Division Administrators and media. This activity also requires attendance at City Council, and Council Committee meetings, Community meetings, as well as any workshops scheduled by and/or for the City Council. All Council action is scanned and made available on line by the close of business on the Friday, following the Council meeting.
OBJECTIVES
Restoring Trust Prepare official minutes and Council Action Forms for all City Council meetings. Maintain program for current and future council committee items. Scanning of all records and documents pertaining to the Council's actions in the execution of their public duties. Posting all Council agendas and Committee of the Whole agendas to the internet, including all backup documents.
- 154 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0030 - CITY CLERK
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 130,980 130,976 134,400 131,300 131,300 9113 LONGEVITY 3,269 2,968 0 0 0 9114 GENERAL PENSION FUND 25,901 25,798 28,400 30,600 30,600 9118 MEDICARE PREMIUM 1,814 1,791 1,800 1,800 1,800 9119 ADDITIONAL REGULAR PAY 03 0 0 0 9120 SOCIAL SECURITY 7,755 7,659 7,700 7,500 7,500 9121 GROUP INSURANCE 17,557 19,795 22,600 22,500 22,500 9123 DISABILITY/SURV INSURANCE 1,342 1,335 1,300 900 900 9133 FLORIDA RETIREMENT SYSTEM 13,224 13,538 14,600 7,100 7,100 SUBTOTAL PERSONAL SERVICES 201,843 203,863 210,800 201,700 201,700 9331 OFFICE SUPPLIES 221 210 700 700 700 9332 OPERATING SUPPLIES 505 277 300 300 300 9334 SMALL TOOLS & MINOR EQUIP 0 106 0 1,500 1,500 9335 PROFESSIONAL SERVICES 904 125 2,400 500 500 9336 COMMUNICATION 11,915 11,769 12,600 12,800 12,800 9337 TRANSPORTATION 0002,200 2,200 9338 ADVERTISING 5,464 4,980 6,100 0 0 9339 POSTAGE 51 59 100 100 100 9340 PRINTING & BINDING 251 180 400 400 400 9342 TRAINING 000600 600 9343 DUES, SUBS, & MEMBERSHIPS 225 240 400 500 500 9346 LIABILITY INSURANCE 3,897 3,837 4,300 4,600 4,600 9357 OTHER CONTRACTUAL SERVICE 777 911 800 800 800 SUBTOTAL OPERATING EXPENSES 24,211 22,695 28,100 25,000 25,000 9992 ALLOCATED OVERHEAD(COST RECOVERY) (69,600) (70,700) (70,700) (83,000) (83,000) SUBTOTAL NON-OPERATING (69,600) (70,700) (70,700) (83,000) (83,000) SUBTOTAL CITY CLERK 156,454 155,859 168,200 143,700 143,700
- 155 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 156 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
COMMUNITY REDEVELOPMENT AGENCY
CRA ADMINISTRATOR (1)
EXECUTIVE ASSISTANT (1)
TOTAL POSITIONS: 2
- 157 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Community Redevelopment Agency (CRA) FUND: 105 DESCRIPTION
On September 25, 1980, the Pensacola City Council adopted Resolution 54-80 establishing the Community Redevelopment Agency (CRA) to focus rehabilitation, conservation and redevelopment activities within its urban core, later defined as the area bounded on the west by “A” Street; on the north by Cervantes Street; on the east by 17th Avenue, the L & N Railroad trestle and the mouth of Bayou Texar; and on the south by Pensacola Bay. The Agency, in compliance with Florida Statues, exists as a public body corporate and politic. Although the City Council declared its members to be the Agency’s governing body, it is a legal entity, separate, distinct and independent from the City Council and exists until dissolved by direct action of the Pensacola City Council. Community redevelopment projects to preserve and enhance the tax base within the Urban Core are financed primarily from tax increment finance (TIF) revenues allocated to and deposited in the Redevelopment Trust Fund pursuant to §163.387, Florida Statutes. Pursuant to the Community Redevelopment Act §163.387(1)(a), no TIF may be expended within the Urban Core Area unless those funds are expended in accordance with the Community Redevelopment Plan (“Plan”). The Urban Core Plan adopted in 2010, outlines short-term and long-term capital improvements, economic development and planning projects aimed at stimulating the redevelopment of the Urban Core Community Redevelopment Area. Through an Interlocal Agreement between the CRA and the City of Pensacola, the professional staffing, administration and management of the Community Redevelopment Agency (CRA) is provided by Staff dedicated to CRA activities, with additional support services provided by other appropriate City Departments.
REVENUE SUMMARY ACTUAL ACTUAL BEGIN BGT APPROVED FY 2009 FY 2010 FY 2011 FY 2012 BEGINNING FUND BALANCE $ 781,364 249,630 0 0 REVENUES: CHARGES FOR SERVICES PSA Reserved Parking 12,120 7,920 3,900 3,900 Cedar Street 19,920 19,920 20,800 20,800 16 S. Palafox Lease 0 0 0 87,800 Plaza DeLuna Concession 880 6,493 4,000 4,000 SUB-TOTAL 32,920 34,333 28,700 116,500 ESCAMBIA COUNTY - PURCHASE OF PARKING GARAGE 663,867 663,867 0 0 MISCELLANEOUS 4,068 26,836 20,000 7,800 PELICAN DROP - TOURIST DEVELOPMENT COUNCIL 0 0 0 25,000 INTEREST 8,294 5,898 1,000 0 SUB-TOTAL OPERATING REVENUES 709,149 730,934 49,700 149,300 SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 1,490,513 980,564 49,700 149,300 TRANSFERS IN Urban Core Redevelopment Trust Fund 2,571,146 2,268,274 3,555,800 3,476,300 SUB-TOTAL TRANSFERS IN 2,571,146 2,268,274 3,555,800 3,476,300 TOTAL REVENUES AND FUND BALANCE $ 4,061,659 3,248,838 3,605,500 3,625,600
- 158 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Community Redevelopment Agency (CRA) FUND: 105 SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 632,670 459,742 398,200 336,600 Operating Expenses 1,290,033 529,086 787,700 651,600 Capital Outlay 1,511,129 502,357 261,300 190,000 SUBTOTAL 3,433,832 1,491,185 1,447,200 1,178,200 Grants & Aids (12,000) 254,661 0 300,000 Allocated Overhead/(Cost Recovery) 385,100 263,500 263,500 252,600 NMTC – Project Support Payment 0 494,925 1,894,800 1,894,800 Transfers 0 163,681 0 0 TOTAL OPERATING COSTS $ 3,806,932 2,667,952 3,605,500 3,625,600
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Administration and Planning $ 0 0 0 246,600 Asset Maintenance and Operation 0 0 0 387,500 Capital and Infrastructure Projects 1,607,524 389,840 0 0 Enlivening Public Spaces 116,310 112,517 254,000 0 Non-Capital Projects and Activities 0 0 0 544,100 Urban Core Comm. Redevelopment Plan Implementation 1,697,998 988,828 1,193,200 0 Subtotal 3,421,832 1,491,185 1,447,200 1,178,200 NMTC – Project Support Payment 0 494,925 1,894,800 1,894,800 Grants & Aids 0 254,661 0 300,000 Transfer – CMP Construction Fund 0 163,681 0 0 CRA Allocated Overhead/(Cost Recovery) 385,100 263,500 263,500 252,600 TOTAL $ 3,806,932 2,667,952 3,605,500 3,625,600
- 159 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Community Redevelopment Agency (CRA) FUND: 105 PROGRAM NAME: Administration and Planning COST: $246,600
The Administration and Planning program area provides for general administrative/office operations as well as staffing support for the implementation of the CRA Plan through two full time CRA positions. The CRA Administrator and Executive Assistant work closely with the Mayor’s Office and other City departments and divisions to implement the projects identified in the Community Redevelopment Plan and budgeted by the CRA Board. Staff provides additional planning support and coordination with various City Departments/Divisions that are consistent with the goals and objectives Urban Core CRA Plan.
Additional plans and studies may be necessary to further define, develop and prioritize elements of the Plan for maximum impact. Through coordination, research and grant writing additional private and public resources may be developed and fostered to assist with implementation of CRA Plan elements. OBJECTIVES
Creating Jobs Work closely with other City departments/divisions and other community partners to identify comprehensive strategies for commercial and residential neighborhoods and prioritize Urban Core CRA resources in these areas. Encourage private-sector redevelopment efforts in accordance with the Urban Core CRA Plan.
Restoring Trust Work with other City departments/divisions and outside agencies, organizations and groups to promote planning and implementation of capital projects that support and stimulate the redevelopment of the Urban Core Community Redevelopment Area.
Taking Action Create fund development program to research and solicit grant funding, promote and enhance impact of CRA events and develop alternative or cooperative funding opportunities to support the implementation of the Urban Core Plan. Research and further define elements identified in the Urban Core CRA Plan for consideration and implementation by the Urban Core CRA.
- 160 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Community Redevelopment Agency (CRA) FUND: 105 PROGRAM NAME: Asset Maintenance and Operation COST: $387,500
Since 1980, a series of public infrastructure improvements have been planned and implemented by the Community Redevelopment Agency (CRA) within the designated Urban Core Community Redevelopment Area. These improvements include expanded sanitary sewer; underground utility services (electric, telecommunications, and communications), stormwater drainage improvements, new and reconstructed sidewalks, installation of street lights, new and upgraded parks and waterfront-related infrastructure such as bulkheads and promenades. To date approximately 55 capital projects have been completed, successfully encouraging and supporting significant private-sector redevelopment efforts that are now revitalizing our historic inner city. The CRA’s assets also include 16 Palafox Place and concession building at Plaza de Luna. Through interlocal agreement with the City, the Public Works & Facilities Department provides utilities, maintenance, repair and minor improvements to the Urban Core CRA's investments in parks and streetscapes as implemented through the Urban Core CRA Plan. Asset maintenance and management of Commendencia Slip parking area and bulkheads is shared with the City's Port of Pensacola. Additional services are provided by private vendors as needed for the proper maintenance and operation of CRA’s assets.
OBJECTIVES
Creating Jobs Review CRA owned property for use or disposition in support of business and/or residential development
Restoring Trust Continue cooperative efforts with City Departments/Divisions for the efficient maintenance, repairs and operation of appropriate CRA assets.
Taking Action Create fund development program to research and solicit grant funding, promote and enhance impact of CRA events and develop alternative or cooperative funding opportunities to support the CRA projects and activities.
Improving Neighborhoods Maintain and enhance the Urban Core CRA implemented assets including streetscapes, parks, buildings, parking, bulkheads and signage. Review CRA owned property for use or disposition in support of business and/or residential development
- 161 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Community Redevelopment Agency (CRA) FUND: 105 PROGRAM NAME: Non-Capital Projects and Activities COST: $544,100 The promotion of land uses and activities which generate a 24 hour a day population is one of the Overall Redevelopment Objectives identified in the Urban Core Plan. In FY 2007 Pensacola’s newest waterfront park (Plaza de Luna) opened to the public and joined other Downtown parks filling unique roles in our community, contributing to the quality and viability of the downtown area. To encourage highest utilization of downtown parks and open spaces the Urban Core CRA will develop, coordinate and/or encourage events and activities designed to animate and “enliven public spaces”. Such activities are an economic development tool to generate more business and consumers downtown.
Through interlocal funding agreements with the City and the Downtown Improvement Board (DIB), the Urban Core CRA seeks further implement the Plan through the resources and expertise of various partners. The City’s Police Department implements the community policing innovations of the CRA Plan by reducing opportunities for criminal activity through visible presence of police primarily through bicycle patrols. The DIB assists in the implementation of housing and parking strategies and other mutual undertakings that are consistent with the goals and objectives Urban Core CRA Plan
OBJECTIVES
Creating Jobs Coordinate and/or encourage events and activities designed to animate and enliven public spaces and stimulate retail economic development, including Friday Family Flicks, Sunsets at Plaza de Luna and the Pelican Drop™ - New Year's Celebration.
Taking Action Create fund development program to research and solicit grant funding, promote and enhance impact of CRA events and develop alternative or cooperative funding opportunities to support the CRA projects and activities.
Improving Neighborhoods Coordinate and/or encourage events and activities that enhance and expand citizens' use of and access to public spaces. Improve safety and perceptions of safety, and reduce crime through the visible presence of law enforcement throughout the Urban Core CRA.
- 162 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 105 - COMMUNITY REDEVELOPMENT AGENCY 5070 - COMMUNITY REDEVLOPMENT AGENCY
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 281,167 205,170 205,900 163,800 163,800 9112 OVERTIME 115,109 106,310 0 0 0 9113 LONGEVITY 4,444 2,246 0 0 0 9114 GENERAL PENSION FUND 38,733 34,582 31,000 28,800 28,800 9116 POLICE PENSION FUND 39,084 36,101 0 0 0 9118 MEDICARE PREMIUM 4,914 3,726 2,300 1,700 1,700 9119 ADDITIONAL REGULAR PAY 81 351 0 0 0 9120 SOCIAL SECURITY 9,070 5,204 5,900 3,100 3,100 9121 GROUP INSURANCE 25,320 19,927 35,200 29,500 29,500 9122 REPLACEMENT BENEFIT PGM 13,868 12,370 6,400 6,500 6,500 9123 DISABILITY/SURV INSURANCE 3,554 2,663 1,200 1,800 1,800 9125 EXTRA PERSONAL SERVICES 80,283 73,420 98,700 98,700 98,700 9129 DEFERRED COMP PENS PLAN 557 422 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 16,487 10,283 11,600 2,700 2,700 SUBTOTAL PERSONAL SERVICES 632,670 512,775 398,200 336,600 336,600 9331 OFFICE SUPPLIES 129 285 300 2,100 2,100 9332 OPERATING SUPPLIES 2,375 1,830 2,700 1,700 1,700 9333 REPAIRS & MAINTENANCE 39,364 18,510 52,800 34,200 34,200 9334 SMALL TOOLS & MINOR EQUIP 3,980 5,942 4,200 4,200 4,200 9335 PROFESSIONAL SERVICES 678,679 155,663 45,000 45,400 45,400 9336 COMMUNICATION 18,964 17,832 15,700 13,100 13,100 9337 TRANSPORTATION 554 730 1,000 1,000 1,000 9338 ADVERTISING 8,256 7,072 1,000 26,000 26,000 9339 POSTAGE 273 140 500 500 500 9340 PRINTING & BINDING 3,682 534 4,700 1,200 1,200 9341 RENTALS 8,552 10,169 3,000 1,000 1,000 9342 TRAINING 2,932 2,212 2,800 2,800 2,800 9343 DUES, SUBS, & MEMBERSHIPS 2,226 1,337 1,200 1,200 1,200 9345 MAINT & REPR OF VEHICLES 4,943 4,739 3,500 5,500 5,500 9346 LIABILITY INSURANCE 90,890 54,254 83,800 16,700 16,700 9347 UTILITIES 91,163 77,450 100,500 92,700 92,700 9348 FUELS & LUBRICANTS 10,251 11,039 12,100 14,300 14,300 9349 CLOTHING SUPPLIES 702 454 100 500 500
- 163 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 105 - COMMUNITY REDEVELOPMENT AGENCY 5070 - COMMUNITY REDEVLOPMENT AGENCY
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9350 INV OF STORES FOR RESALE 07,923 0 0 0 9355 AGRICULTURAL SUPPLIES 5,758 9,300 5,500 10,500 10,500 9357 OTHER CONTRACTUAL SERVICE 309,558 786,402 2,335,000 2,271,800 2,271,800 9360 MISCELLANEOUS 728 1,565 900 0 0 9370 NON-CAPITALIZED ASSETS 6,073 3,311 247,500 190,000 190,000 SUBTOTAL OPERATING EXPENSES 1,290,034 1,178,692 2,923,800 2,736,400 2,736,400 9665 MACHINERY & EQUIPMENT 0 15,363 20,000 0 0 9669 CONST WORK IN PROGRESS 1,511,129 279,280 0 0 0 SUBTOTAL CAPITAL OUTLAY 1,511,129 294,643 20,000 0 0 9882 AID TO PRIVATE AGENCIES 25,000 0 0 300,000 300,000 9883 OTHER GRANTS AND AIDS (37,000) 254,661 0 0 0 SUBTOTAL GRANTS AND AIDS (12,000) 254,661 0 300,000 300,000 9991 TRANSFERS 0 163,681 0 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) 385,100 263,500 263,500 252,600 252,600 SUBTOTAL NON-OPERATING 385,100 427,181 263,500 252,600 252,600 SUBTOTAL COMMUNITY REDEVEL AGENCY 3,806,932 2,667,952 3,605,500 3,625,600 3,625,600
- 164 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
LEGAL
CITY ATTORNEY
ASSISTANT CITY ATTORNEY (1)
LEGAL ASSISTANT (2)
Total Positions: 4
- 165 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Legal FUND: 001 DESCRIPTION
The primary role of Legal is to preserve, protect and enforce the rights of the City of Pensacola and its residents, through the provision of effective legal services for the Mayor, the City Council, the City Administration, and various City boards, commissions, and agencies.
SUMMARY
ACTUAL ACTUAL BEGINNING APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 475,772 478,217 439,900 501,000 Operating Expenses 67,557 56,615 95,900 95,400 Capital Outlay 4,325 3,328 0 0 SUBTOTAL 547,654 527,800 535,800 596,400 Allocated Overhead/(Cost Recovery) (281,100) (221,500) (221,500) (280,600) TOTAL OPERATING COSTS $ 266,553 316,660 314,300 315,800
PROGRAM COSTS
ACTUAL ACTUAL BEGINNING APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012
Legal Services $ 266,553 316,660 314,300 315,800 TOTAL $ 266,553 316,660 314,300 315,800
NOTE: Program is net of cost recovery.
- 166 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Legal Legal FUND: 001 PROGRAM NAME: Legal Services COST: $315,800 The Legal Services function is responsible for legal advice and legal representation in such a manner as to restore trust in government. Legal services include both oral and written opinions to the Mayor, City Council, City Management and staff; drafting legal instruments such as ordinances, resolutions, contracts and deeds; handling or overseeing litigation. Representation of the City includes defending the City against all claims and initiating legal proceedings when appropriate.
OBJECTIVES
Restoring Trust Provides timely and accurate legal opinions to the Mayor, City Council, Boards, Directors/Administrators and staff on all matters requiring such action. Initiates and/or assists in the preparation of legal documents including ordinances, resolutions, contracts, and deeds upon the request of the Mayor, City Council or any of its committees, boards or by the City administrative staff. Properly initiates legal proceedings, if necessary, when the City has a claim against another party. Defends the City's assets and goodwill against any lawsuits filed. Provide clear, sound legal guidance without appearing to be an unelected policymaker.
- 167 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0040 - LEGAL
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9111 SALARIES 345,036 346,436 320,300 379,100 379,100 9113 LONGEVITY 18,290 13,880 0 0 0 9114 GENERAL PENSION FUND 25,901 25,798 28,400 20,400 20,400 9118 MEDICARE PREMIUM 5,013 4,962 4,400 5,500 5,500 9120 SOCIAL SECURITY 15,797 16,091 15,900 20,100 20,100 9121 GROUP INSURANCE 21,567 25,148 27,900 39,200 39,200 9123 DISABILITY/SURV INSURANCE 2,630 2,600 2,200 2,000 2,000 9133 FLORIDA RETIREMENT SYSTEM 41,538 43,303 40,800 34,700 34,700 SUBTOTAL PERSONAL SERVICES 475,772 478,217 439,900 501,000 501,000 9331 OFFICE SUPPLIES 373 473 400 400 400 9332 OPERATING SUPPLIES 758 429 500 500 500 9333 REPAIRS & MAINTENANCE 116 236 0 0 0 9334 SMALL TOOLS & MINOR EQUIP 539 0 0 0 0 9335 PROFESSIONAL SERVICES 28,142 12,679 43,100 43,100 43,100 9336 COMMUNICATION 17,638 19,911 19,300 21,700 21,700 9337 TRANSPORTATION 1,740 2,965 2,500 2,500 2,500 9339 POSTAGE 280 317 400 400 400 9340 PRINTING & BINDING 210 361 200 200 200 9342 TRAINING 5,133 5,041 4,500 3,000 3,000 9343 DUES, SUBS, & MEMBERSHIPS 3,051 4,813 4,900 2,000 2,000 9346 LIABILITY INSURANCE 3,897 3,837 5,800 6,100 6,100 9357 OTHER CONTRACTUAL SERVICE 5,680 5,553 14,300 15,500 15,500 SUBTOTAL OPERATING EXPENSES 67,557 56,615 95,900 95,400 95,400 9668 BOOKS 4,325 3,328 0 0 0 SUBTOTAL CAPITAL OUTLAY 4,325 3,328 0 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) (281,100) (221,500) (221,500) (280,600) (280,600) SUBTOTAL NON-OPERATING (281,100) (221,500) (221,500) (280,600) (280,600) SUBTOTAL LEGAL 266,553 316,660 314,300 315,800 315,800
- 168 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
MAYOR
MAYOR
EXECUTIVE ASSISTANT TO MAYOR (3)
CITY CHIEF OF CHIEF OF CHIEF OF ADMINISTRATOR (1) ECONOMIC OPPORTUNITIES STAFF (1) NEIGHBORHOODS (1) AND SUSTAINABILITY (1)
EXECUTIVE EXECUTIVE EXECUTIVE ASSISTANT (1) ASSISTANT (1) ASSISTANT (1)
Total Positions: 11
- 169 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Mayor FUND: 001 DESCRIPTION The Mayor serves as the Chief Executive Officer of the City of Pensacola and manages the executive and administrative functions of the City. Consistent with the City Charter, the Mayor determines the organization of the City government and the power and duties assigned to the various departments. The Mayor enforces the charter and ordinances of the City and all applicable County, State, or federal general laws, special laws or ordinances. The Mayor appoints a City Administrator who serves at the pleasure of the Mayor. The Mayor also appoints a City Attorney and a City Clerk with the consent of the City Council by an affirmative vote of a majority of City Council Members. The Mayor prepares and submits the annual budget and capital program to the City Council and exercises a veto power over ordinances and resolutions adopted by City Council with the exception of emergency ordinances, those ordinances adopted as a result of quasi-judicial proceedings and ordinances proposing Charter amendments which are placed on a ballot. Additionally, the Mayor submits to the City Council and the public a complete report of the finances and administrative activities of the City at the end of each fiscal year as well as keeps the City Council fully advised as to the financial condition and future needs of the City.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 734,479 533,667 701,900 1,058,700 Operating Expenses 83,674 137,547 90,200 468,900 Capital Outlay 0 0 0 0 SUBTOTAL 818,153 671,214 792,100 1,527,600 Allocated Overhead/(Cost Recovery) (705,000) (566,800) (566,800) (849,600) TOTAL OPERATING COSTS $ 113,153 104,414 225,300 678,000
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 City Administrator’s Office $ 0 0 192,700 545,600 City Management 24,894 48,991 (4,100) 0 Council Support Services 33,946 35,794 0 0 Office of the Mayor 0 0 36,700 132,400 Neighborhood Services 54,313 19,629 0 0 TOTAL $ 113,153 104,414 225,300 678,000
- 170 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Mayor FUND: 001 PROGRAM NAME: City Administrator’s Office COST: $545,600 As provided in the City Charter, the Mayor appoints a City Administrator to be in charge of the daily operations of the City. The City Administrator ensures the responsible and efficient administration of all affairs of the City and works closely with the Mayor to develop and implement the future goals and objectives of the City and provides oversight to the day-to-day operations of the various city departments and activity divisions, maintaining communication flow between the Mayor and the Department Directors/Administrators. The function is to serve as a resource to the departments and divisions to ensure that required policy changes for operations are brought to the attention of the Mayor and/or the City Council.
OBJECTIVES
Restoring Trust To ensure that recommendations for policy changes for operations are properly reviewed and evaluated and brought to the attention of the Mayor. To apply innovative techniques and technological advances in order to reduce costs and enhance operational efficiency of city departments. To provide oversight and ensure that the departments/divisions provide the highest level of municipal services available within budget limitations. To implement, monitor and provide assistance to departments/divisions on the policies, plans and programs established by the Mayor and City Council. To emphasize training for employees in work skills and safety. To support and implement the initiatives established by the Mayor in Putting Citizens First—20 Solutions.
- 171 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Mayor FUND: 001 PROGRAM NAME: Office of the Mayor COST: $132,400 The Mayor serves as the Chief Executive Officer of the City of Pensacola and manages the executive and administrative functions of the City. Consistent with the City Charter, the Mayor determines the organization of the City government and the power and duties assigned to the various departments and activities. OBJECTIVES Creating Jobs Give local businesses the opportunity to compete and to win city contracts for construction and services, so we can create and save jobs for our neighbors and our families. Enhance the quality of our workforce through training and education programs, so our young people and workers obtain the education and skills they need to be competitive in a global economy. Establish a united front with the city, county, and all non-governmental groups that are dedicated to regional and national economic development to maximize our ability to recruit jobs, investment, and talent to our area. Determine the highest and best use for the Main Street wastewater treatment plant site and look at ways to attract outside capital and investment from the private sector to fulfill that use. Develop policies for using the dozens of acres of vacant, surplus city-owned property and surplus buildings to recruit new businesses to the city and to assist existing businesses in expanding, so we don’t continue losing jobs to other cities. Restoring Trust Cultivate a “Citizens First” culture at City Hall. Obtain feedback from surveys, comment cards and city staff to ensure the best customer service possible and responsive government. Produce monthly, line-item financial statements that will be posted online for the public to view, along with explanations for any significant variances from budget projections. Implement a code of ethics for all city employees and department heads that set standards for behavior and professionalism, and institutes strict transparency requirements to prevent even the appearance of conflicting relationships between decision-makers and those doing business with the city. Make city information more readily available and easy to understand by including in city budgets, resolutions, ordinances and other documents a “public summary” that outlines in clear, everyday language the impact of actions taken. Eliminate local government duplication and cut wasteful spending by collaborating and/or consolidating with other government entities on services, such as purchasing, human resources, and technology. Create discretionary funds for each council district that allows them to address community needs without bureaucratic red tape. The funds would be subject to approval by the Chief Financial Officer or Mayor. Taking Action Develop a cost reduction incentive plan for city employees who find ways to cut the budget, allowing them to share in the benefits of the first-year savings. Evaluate the city pension plan so we can continue the current level of essential services that we all expect for policing, firefighting, emergency response, garbage pickup, etc.
- 172 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
UNIT NAME: Mayor FUND: 001 OBJECTIVES (Continued)
Prioritize the city’s spending of revenues, moving from the current budgetary approach, to a ‘near-zero-based’ budgetary approach, requiring all budgets allocations to undergo a justification process. Find new ways to generate non-tax revenue to address critical needs in our city, such as creating a “Grant Specialist,” funded from secured grants, whose sole responsibility is pursuing outside funding from government and private foundations to ease the burden on taxpayers. Transition our Port of Pensacola from an aggregate and cement-driven enterprise to one that hosts more downtown friendly, light industrial shipping, and mixed-use commercial development. Improving Neighborhoods Promote mixed-income housing by developing incentives for redevelopment and for the creation of affordable living opportunities throughout neighborhoods within the city limits. Use the approximately $1 million tree fund – paid for by new construction – in the city to improve existing streets with narrower lanes, wider sidewalks or bike lanes, trees and beautification, and other enhancements to accommodate better walking, bicycling, and vehicle travel. Transition the city’s fleet to Natural Gas Vehicles (NGV) to help reduce greenhouse gases and urban pollution, and the dependence on foreign oil. Because the city owns and operates Energy Services of Pensacola, the use of NGVs will be potential business opportunity. Green our city and protect our environment by ensuring that new, city-owned construction is LEED-certified and create tax incentives for private developers that adhere to sustainable development standards.
- 173 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0001/0002 - MAYOR
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 513,323 358,574 470,500 796,200 796,200 9113 LONGEVITY 33,110 25,077 0 0 0 9114 GENERAL PENSION FUND 60,437 60,194 72,800 40,900 40,900 9118 MEDICARE PREMIUM 7,793 5,503 11,600 11,500 11,500 9120 SOCIAL SECURITY 24,087 17,814 38,800 44,800 44,800 9121 GROUP INSURANCE 32,994 16,962 33,400 104,700 104,700 9123 DISABILITY/SURV INSURANCE 5,464 3,837 3,200 1,400 1,400 9130 WORKER'S COMPENSATION 203 0 2,600 0 0 9133 FLORIDA RETIREMENT SYSTEM 57,067 45,707 69,000 59,200 59,200 SUBTOTAL PERSONAL SERVICES 734,479 533,667 701,900 1,058,700 1,058,700 9331 OFFICE SUPPLIES 712 499 1,000 3,500 3,500 9332 OPERATING SUPPLIES 676 315 500 3,000 3,000 9333 REPAIRS & MAINTENANCE 219 1,499 100 2,000 2,000 9334 SMALL TOOLS & MINOR EQUIP 1,117 0 200 1,500 1,500 9335 PROFESSIONAL SERVICES 34,331 107,592 10,000 307,100 307,100 9336 COMMUNICATION 27,564 17,070 17,400 31,600 31,600 9337 TRANSPORTATION 941 598 5,700 13,600 13,600 9338 ADVERTISING 00 0200 200 9339 POSTAGE 462 265 600 1,500 1,500 9340 PRINTING & BINDING 2,285 398 1,700 3,500 3,500 9342 TRAINING 876 975 12,000 12,000 12,000 9343 DUES, SUBS, & MEMBERSHIPS 3,147 1,821 6,000 16,600 16,600 9345 MAINT & REPR OF VEHICLES 33 48 100 0 0 9346 LIABILITY INSURANCE 8,941 5,117 7,500 13,800 13,800 9357 OTHER CONTRACTUAL SERVICE 2,368 1,349 2,400 4,000 4,000 9360 MISCELLANEOUS 00 05,000 5,000 9361 UNCLASSIFIED 0 0 25,000 50,000 50,000 SUBTOTAL OPERATING EXPENSES 83,674 137,547 90,200 468,900 468,900 9992 ALLOCATED OVERHEAD(COST RECOVERY) (705,000) (566,800) (566,800) (849,600) (849,600) SUBTOTAL NON-OPERATING (705,000) (566,800) (566,800) (849,600) (849,600) SUBTOTAL MAYOR 113,153 104,414 225,300 678,000 678,000
- 174 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CIVIL SERVICE
CIVIL SERVICE BOARD
DIRECTOR OF BOARD CIVIL SERVICE (1) ATTORNEY *
ADMINISTRATIVE SECRETARY (1)
Total Positions: 2 * Independently Contracted Attorney
- 175 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Civil Service FUND: 001 DESCRIPTION The Civil Service Board is an independent body established by Special Act of the legislature to perform and administer the provisions of the City of Pensacola’s Civil Service Act, which includes all aspects of employment, promotion, discipline, and discharge of classified service employees. The department’s broader mission is to provide quality service to internal and external customers, which includes city administration, employees, citizens and general public, with regard to recruitment, selection, employment, and discipline within the classified service.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 182,399 184,675 175,100 174,600 Operating Expenses 30,585 29,330 33,600 35,200 Capital Outlay 0 0 0 0 SUBTOTAL 212.984 214.005 208,700 209,800
Cost Recovery/(Allocated Overhead) (87,400) (97,500) (97,500) (106,700) TOTAL OPERATING COSTS $ 125,584 116,505 111,200 103,100
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Assessment/Administrative Services $ 108,001 104,855 100,080 92,800 Complaint Resolution 17,582 11,650 11,120 10,300 TOTAL $ 125,583 116,505 111,200 103,100
- 176 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Civil Service FUND: 001 PROGRAM NAME: Assessment/Administrative Services COST: $92,800
Assessment/Administrative Services is the Civil Service’s primary responsibility and includes staffing functions, such as: transfer/placement, advertising, recruiting, screening, and testing for more than 200 job classifications in the classified service workforce and administrative duties to carry out these functions. The program’s objective is to provide staffing services that provide the best-qualified applicants for employment, promotion, and transfer/placement, using efficient, effective, and fiscally responsible means, in order to serve the citizens of Pensacola.
OBJECTIVES
Restoring Trust Identify/recruit the best-qualified applicants for employment, promotion, and placement in the classified service. - Partner with internal customers to identify staffing needs, recommending and assisting in filling in the most appropriate means based on budget constraints. - Review job classifications/specifications to ensure appropriate minimum qualifications (education, experience, licensure, etc.) and required knowledge, skills, and abilities for use in recruitment and selection criteria. - Develop targeted recruitment programs using low-no cost sources to broaden pool of diverse, qualified, and motivated applicants. Administer impartial, competitive, merit-based selection methods that identify the best candidates, by: - Developing selection plans using job analyses to administer fair and impartial exams. - Administering professional examinations to fill vacancies at all levels: management, professional, paraprofessional, technical, maintenance, administrative, clerical, and public safety (i.e., police, fire) as needed. - Providing post-test applicant feedback to aid applicants’ future promotional opportunities. - Training and supervising subject matter experts for legally-defensible exam administration. - Providing lists of eligible and qualified applicants to departments efficiently and timely. - Perform timely, thorough background and pre-employment screening for prospective employees. Provide quality customer service during the entire recruitment and selection processes: - Provide applicants and employees easier access to information (i.e., job postings, applications, benefits) electronically, for cost-effectiveness. - Provide clear, timely, and accurate information to customers’ questions regarding recruitment, selection, classification, and compensation issues. - Ensure customer satisfaction during recruitment and selection process through surveying applicants and customer departments. Perform research through a variety of methods to remain up to date on pertinent personnel legislation, to ensure compliance. Maintain information and reports as required. Assist and work with administration and employees to carry out reductions in force if the City certifies the need for such reduction of employees, through placement when possible or termination.
- 177 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Civil Service FUND: 001 PROGRAM NAME: Complaint Resolution COST: $10,300
This program provides effective, efficient, and timely information to classified service employees and administration, concerning personnel policies and procedures for complaint resolution and provides an appellate or due process for disciplinary actions. The goal of this employee relations program is to resolve grievances and conflicts that may affect the efficiency of the City, its employees and its operations, through mediation/alternative dispute services and disciplinary appeals.
OBJECTIVES
Restoring Trust Partner with customer departments and employees to resolve personnel issues effectively, efficiently, and timely. Provide clear, timely, and accurate information regarding City or Civil Service Board policies and procedures. Provide counseling and assistance to supervisors on employee performance, discipline, or other related issues. Guide employees through the formal process for resolution of complaints. Conduct mediation services for disciplinary actions and other appeals, to eliminate the need for a formal hearing. Schedule and hold prompt hearings before the Board when mediation or alternate dispute resolution is unsuccessful.
- 178 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0060 - CIVIL SERVICE
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 117,784 128,995 126,100 125,600 125,600 9113 LONGEVITY 8,326 7,979 0 0 0 9114 GENERAL PENSION FUND 34,567 23,188 23,200 23,400 23,400 9118 MEDICARE PREMIUM 445 433 500 400 400 9121 GROUP INSURANCE 12,828 14,904 16,800 16,700 16,700 9122 REPLACEMENT BENEFIT PGM 7,188 7,808 7,200 7,200 7,200 9123 DISABILITY/SURV INSURANCE 1,261 1,370 1,300 1,300 1,300 SUBTOTAL PERSONAL SERVICES 182,399 184,675 175,100 174,600 174,600 9331 OFFICE SUPPLIES 145 613 300 300 300 9333 REPAIRS & MAINTENANCE 0 0 100 100 100 9334 SMALL TOOLS & MINOR EQUIP 0 0 200 200 200 9335 PROFESSIONAL SERVICES 12,540 12,540 14,700 14,700 14,700 9336 COMMUNICATION 13,184 11,799 11,600 14,200 14,200 9339 POSTAGE 621 484 1,700 1,700 1,700 9340 PRINTING & BINDING 303 31 500 500 500 9341 RENTALS 0 0 100 100 100 9342 TRAINING 0 0 100 100 100 9343 DUES, SUBS, & MEMBERSHIPS 1,236 1,304 1,200 100 100 9345 MAINT & REPR OF VEHICLES 34 0 100 100 100 9346 LIABILITY INSURANCE 2,522 2,558 3,000 3,100 3,100 SUBTOTAL OPERATING EXPENSES 30,585 29,330 33,600 35,200 35,200 9992 ALLOCATED OVERHEAD(COST RECOVERY) (87,400) (97,500) (97,500) (106,700) (106,700) SUBTOTAL NON-OPERATING (87,400) (97,500) (97,500) (106,700) (106,700) SUBTOTAL CIVIL SERVICE 125,583 116,505 111,200 103,100 103,100
- 179 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 180 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FINANCIAL SERVICES
CHIEF FINANCIAL OFFICER
GEN. PENSION & ASSISTANT TO RETIREMENT FUND CHIEF FINANCIAL OFFICER (1) 6 TRUSTEES
FIREMEN'S RELIEF & PENSION FUND 5 TRUSTEES
POLICE OFFICER'S RETIREMENT FUND 5 TRUSTEES
BUDGETING SERVICES FINANCIAL SERVICES PAYROLL & PENSION SERVICES PURCHASING SERVICES RISK MANAGEMENT SERVICES BUDGET MANAGER (1) FINANCIAL SERVICES MANAGER (1) PAYROLL & RETIREMENT MANAGER (1) PURCHASING MANAGER (1) RISK MANAGER (1)
PAYROLL SR. ADMIN. OFFICER I (1) ADMIN. OFFICER II (1) CLAIMS & RISK ADMIN. ADMIN.OFFICER II (1) ACCOUNTING ACCOUNTS RECEIVABLE ADMIN. ACCT. CLERK (1) ASSIST. RISK MANAGER (1) SR. ADMIN.OFFICER III (1) ADMIN OFFICER II (2) ADMIN. OFFICER I (1) CLINIC CITY NURSE (1) * ADMIN.OFFICER III (1) ADMIN.OFFICER I (1) ADMIN. ACCT. CLERK (1) ASSISTANT CITY NURSE (1) * ACCTS PAYABLE CLERK III (1) ADMIN.OFFICER II (1) ADMINISTRATIVE OFFICER (1) * CENTRAL SERVICES
ADMIN. OFFICER I (1) TECHNICAL SPECIALIST (1) ADMIN. OFFICER (2) CLERK III (1)
Total Positions: 29 * Three (3) positions are funded by Financial Services/Risk Management; however, chain of command and supervision retained in Human Resources. - 181 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Financial Services FUND: 001/503/504 DESCRIPTION Other City departments/divisions are the primary customers of the Financial Services Division. The division is responsible for planning and controlling the use of the City's financial resources. It also provides financial and administrative support to facilitate efficient governmental services. SUMMARY ACTUAL ACTUAL BUDGETED APPROVED REVENUE GENERATED FY 2009 FY 2010 FY 2011 FY 2012 Charges for Services* $ 1,274,995 1,199,838 1,375,600 1,240,900 TOTAL REVENUE GENERATED $ 1,274,995 1,199,838 1,375,600 1,240,900
OPERATING COSTS Personal Services $ 2,512,884 2,306,031 2,550,700 2,426,400 Operating Expenses 841,145 862,726 884,200 894,400 Capital Outlay 0 0 0 0 SUBTOTAL 3,354,029 3,168,757 3,434,900 3,320,800 Transfers 0 733,500 0 0 Allocated Overhead/(Cost Recovery) (1,601,400) (1,547,500) (1,558,100) (1,487,900) TOTAL OPERATING COSTS $ 1,752,629 2,354,757 1,876,800 1,832,900
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 General Fund Accounting $ (6,847) (10,143) (62,200) 36,800 Accounts Payable/Receivable 60,818 190,568 150,500 129,400 Audit 73,000 73,000 113,000 0 Budget 66,972 71,436 58,700 51,200 Payroll 141,038 149,281 124,100 129,700 Purchasing 136,132 (63,775) 117,100 118,800 General Fund Sub-Total $ 471,113 _410,367 501,200 465,900
NOTE: All programs are net of cost recovery.
- 182 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Financial Services FUND: 001 PROGRAM COSTS (Continued)
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012
Insurance Retention Fund * Business Process Review $ 39,205 39,205 38,800 40,900 Clinic 158,938 159,811 160,700 155,800 Risk Management Services 929,387 897,127 1,046,000 1,048,400 Subtotal 1,127,530 1,096,143 1,245,500 1,245,100 Transfers 0 733,500 0 0 Insurance Retention Fund Sub-Total ** 1,127,530 1,829,643 1,245,500 1,245,100
Central Services Fund * Mail Room 124,155 114,746 130,100 121,900 Print Shop 29,830 0 0 0 Central Services Fund Sub-Total 153,985 114,746 130,100 121,900 TOTAL $ 1,752,629 2,354,757 1,876,800 1,832,900 * Internal Service Fund ** Does not include citywide insurance and claims expenses (see Fund Budget Section, Insurance Retention Fund page).
- 183 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Accounting COST: $36,800 The Accounting activity maintains the City’s financial management system in accordance with legal, regulatory and professional requirements. Its primary function is to provide accurate, relevant and timely financial information to City Council, City departments, City divisions, citizens and federal and state agencies. The Accounting activity is also responsible for maintaining the fixed asset information system which involves costing, valuation and maintenance of property accounting records.
OBJECTIVES
Restoring Trust Complete monthly closeout within 10 days except at fiscal year end. Reconcile bank statements to general ledger cash balances within 30 days of receipt. Prepare a monthly Investment Schedule. Record capital asset activity to the fixed assets database and reconcile to the general ledger monthly. Conduct an annual physical inventory required by the State of Florida Administrative Code, Rule No. 691-73. Respond to capital financing needs. Prepare quarterly financial statements and forward to City Council within 30 days of end of quarter. Coordinate and assist with the calculation of the annual Cost Allocation Plan. Housing reports such as IDIS, Voucher Management System (VMS), Federal Cash Transaction Report, and Financial Data Schedule (FDS) reviewed and balanced on a monthly, quarterly, and annual basis. Assist departments and divisions with monthly and quarterly grants requirements. Provide technical training and support of the Eden financial software. Manage the annual external audit following the close of the City’s books by November 30th Prepare a Comprehensive Annual Financial Report (CAFR) by January 31st. Complete the compliance reports required by OMB Circular A-133, Single Audit by February 15th. Compile the Department of Banking and Financing Report to the State of Florida by March 31st. Review, update and publish the annual Report to Bondholders by March 31st. Complete the Financial Condition Assessment as required by the Florida Auditor General’s Office. Prepare the Local Highway Finance Report for the State of Florida by March 31st. Update the City’s website with current financial reports. Distribute CAFR and Single Audit Reports to granting agencies.
- 184 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Accounts Payable/Receivable COST: $129,400 The Accounts Payable activity is primarily responsible for payment to contractors and vendors accurately, with all required supporting documentation and authorizations, in a timely and consistent manner, which is in accordance with established internal policies and the Federal Prompt Payment Act. The Accounts Receivable activity is responsible for the daily cash processing and implementing best practices for expedient methods to deposit funds.
OBJECTIVES
Restoring Trust Mail checks to vendors by the 10th of every month. Balance and roll encumbrances forward by October 15th. Balance and close City inventory for prior fiscal year by October 15th. Issue 1099-MISC forms by January 31st. Generate billing invoices for contractual and ordinance requirements. Deposit of funds to achieve same day credit of funds. Issue purchase orders within 3 days of receiving requisitions from Purchasing. Respond to all vendor, department and division inquiries within 3 days.
- 185 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Budget COST: $51,200 The Budget Office’s main objective is to prepare and administer the City’s annual budget. The tasks associated with the preparation of the annual budget include various calculations and projections as well as fielding inquiries from various departments and divisions as well as citizens. The Budget Office is responsible for preparing the annual Budget Calendar as well as preparing material for all budget workshops and briefings. Additionally, the Budget Office prepares and monitors revenue projections and also prepares the quarterly financial report to City Council. The Annual Revenue Manual is prepared by the Budget Office as well as all supplemental budget resolutions. The Budget staff works with departments/divisions throughout the fiscal year to ensure that expenditures are within the budgetary levels and will work to resolve any unexpected variances.
OBJECTIVES
Restoring Trust Prepare quarterly financial report and forward to City Council within 30 days of end of quarter. Prepare monthly line-item financial statement report and post online within 20 days of end of each month. Receive the Distinguished Budget Presentation Award from GFOA. Prepare Annual Revenue Manual within 90 days of fiscal year end. Post budget transfers within 3 days of receiving from departments. Respond to all citizen, department and division inquiries within 1 day.
Taking Action Prepare final budget document and have available to City Council and the public within 10 weeks of adoption.
- 186 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Payroll (Includes Payroll & Retirement Benefits) COST: $129,700 Payroll includes the processing of all active and retired employee checks and all retirement benefits and plan services. Responsibilities include preparing and disbursing approximately 40,000 payroll checks during the fiscal year; preparing and processing all retirement benefits, reports attending board meetings, and preparing the annual financial statements for the Firefighters’ Relief and Pension Fund. OBJECTIVES Restoring Trust Process 30 to 40 personnel actions per payday within 2 days of receipt. Prepare personnel actions for the department. Calculate and balance Payroll for active employees every two weeks and retirees twice a month. Transmit direct deposits for both active employees (every two weeks) and retirees (twice a month). Distribute pay stubs for both active employees (every two weeks) and retirees (twice a month). Process the liability checks and wires for the payroll process (such as IRS payments, retirement contributions, child support, levies and garnishments, etc.) four times a month. Prepare quarterly state and federal reports. Issue W-2s and 1099Rs for employees and retirees by the 2nd payday in January and transmit to the Internal Revenue Service. Calculate all retirement benefits for the General, Fire and Police Pension Plans. Prepare forms for withdrawals from all deferred compensation plans, and defined benefit plans. Prepare monthly agendas for the General, Fire and Police Pension Board meetings and attend the meetings. Prepare state annual reports for Fire and Police Pension by March 15th. Provide Florida Retirement System (FRS) information and forms for employees retiring. Pay expenses of the defined benefit plans. Post earnings for 15 – 20 investment managers to the general ledger monthly. Provide the General, Fire and Police Pension Plan actuaries with annual data for preparation of actuarial valuations. Prepare annual Pension Fund Reports by November 30th. Write ordinances and policy changes for payroll and retirement benefits. Prepare council committee items. Prepare power point presentation on pension funds for budget for council. Prepare a Plan Summary for each of the pension funds every two years and distribute to all participants. Maintain an accounting of DROP balances and prepare quarterly statements. Provide data, schedule meetings and discuss options with employees when the City chooses to change retirement benefits and plans. Provide a Pre-Retirement Seminar for employees every two years, including arranging speakers, preparing notices for the seminar and securing a meeting place. Process payroll and prepare pay stubs for employees and retirees. Respond to all employee, retiree, state and federal inquiries within 3 days. Process liability payments and mail checks bi-weekly and semi-monthly. Prepare and make available Pension Fund Reports by November 30th. Prepare and make available Pension Fund Reports by November 30th.
- 187 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Purchasing COST: $118,800 This program is comprised of Bids, Request for Proposals, Request for Qualifications and Contract Management. Program responsibilities encompass all efforts to acquire and supply necessary goods and services for City departments/divisions including project research, requisition processing, and Small Business Enterprise (SBE) program management. Policies and procedures to govern all purchases made by the City of Pensacola are reflected in the City's purchasing manual. In addition, there is shared responsibility for the stormwater assessment program and Taxi Ordinance management contained in this program. Purchasing staff works with vendors, departments and divisions to ensure that products and services ordered are of satisfactory quality and delivered in a timely manner. The contract management function monitors and controls the flow of contracts and related materials to ensure that contracts are approved in a timely manner and that all contracts adequately protect the City while providing the best available cost/quality acquisition. Staff works to promote the City’s SBE program. OBJECTIVES Restoring Trust Educate current and prospective vendors about the City’s purchasing policies through workshops and individual counseling. Educate vendors about the City’s SBE program through workshops and individual counseling. Conduct Refresher Training for Purchasing Modules of the Integrated Financial Management System. Implementation of MGT of America, Inc. report recommendations with assistance of SBE Ad-Hoc Committee.
UNIT NAME: Financial Services FUND: 503 PROGRAM NAME: Business Process Review COST: $40,900 The Business Process Review program is comprised of two sub-programs: Fraud Prevention and Internal Control. The Fraud Prevention program includes performing fraud risk assessments as required by SAS 99, investigating reports of potential fraud, and educating and training City departments and City divisions about fraud prevention and detection. The Internal Control program includes reviewing departments’ and divisions’ business processes to identify weak controls and making recommendations on ways to strengthen them, coordinating the Business Process Review Committee meetings and reviewing City policies for compliance with IRS requirements.
OBJECTIVES Restoring Trust Review Departments’ Fraud Risk Assessments. Continue to investigate reports of potential fraud. Continue to educate and train City departments and City divisions about fraud prevention and detection and their responsibilities under the City’s Fraud policy. Continue to assess and review the City’s internal processes and make recommendations on ways to strengthen them with the assistance of the Business Process Review Committee. - 188 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 503 PROGRAM NAME: Clinic COST: $155,800 The Division of Human Resources is responsible for the administration of the City Clinic; however the funding is located within the Financial Services/Risk Management budget. The Clinic is staffed by two full-time registered nurses, a city nurse and assistant city nurse. Physician services are available on a part- time basis. The Clinic conducts pre-employment drug screening and employment and promotional physicals. The Clinic also evaluates and provides first aid to an injured worker or determines the need to send the employee with a work related injury for further medical treatment. The Clinic monitors and coordinates the administration of worker's compensation benefits, and the Family Medical Leave Act, provides limited medical treatment for employees who become ill on the job, administers numerous federal and state required testing programs (e.g. respiratory physical program, drug-testing programs, bloodborne pathogens program, etc.), evaluates employees for medical fitness for work, and administers other programs (e.g. Hepatitis A and B vaccine program, Exposure Control Plan, tuberculosis screening, etc.). The workload of the Clinic has increased dramatically with additional health and safety legal requirements.
OBJECTIVES
Restoring Trust Conduct pre-employment and mandatory drug screening to remain in compliance with Drug Free Workplaces and the Department of Transportation. Compliance with HIPPA regulations. Provide employee "Health Fair" and "Lunch and Learn" sessions. Provide for employee vaccinations. Provide employee wellness appraisal program. Provide Bloodborne Pathogen Training.
Taking Action Initiate employee education programs that will address areas of potential savings (e.g. back injuries, etc.).
- 189 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 503 PROGRAM NAME: Risk Management Services COST: $1,048,400 Risk Management functions to mitigate accidental loss exposure thereby conserving City assets. Risk serves as a consultant for the City’s Departments and Divisions, reviews contract documents and special events to help identify exposures that could result in a loss to the City. Once identified, exposures are evaluated in terms of loss frequency and severity to develop methods of risk control including claims and litigation administration. Methods chosen are then examined for acquisition and funding including insurance and self insurance as well as subrogation for City losses resulting from third parties. Administration of established risk transfer mechanisms, self insurance and insurance policies completes the cycle and includes certificate compliance, cost allocation, and employee assistance.
OBJECTIVES
Restoring Trust Continue to examine the structure of self-insurance programs and the possibility of alternative risk management techniques and to implement the most cost effective and appropriate methods to protect the City’s assets. Continue to evaluate risk exposures associated with City approved special events and utilize appropriate risk transfer mechanisms and safety procedures to minimize financial loss. Continue to look for ways to increase the efficiency and effectiveness of customer service to City departments by collaborating with them to protect City assets and supply departments with the risk management information they need to minimize their claims and losses, thereby reducing the cost of doing business in the long term. Continue the review of City documents, bid specifications, contracts and leases to identify risks of losses associated with those documents so that cost-effective risk reduction techniques can be implemented. Continue to examine the City’s property/casualty insurance policies to find the most cost effective coverages. Continue the ongoing Subrogation/Restitution Recovery Program to reduce the cost of losses to the City. Continue to research and identify cost-effective solutions to the escalating cost of health, life and dental insurance. Continue to examine the City statutory liability exposure to develop methods to ensure compliance and reduce costs. Assist employees during their filing of Long Term Disability Claims and work with Employee Services in matters concerning Survivor and Long Term Disability policies.
Improving Neighborhoods Function as coordinator between City departments or divisions and citizens regarding access for persons with disabilities to City facilities and services.
- 190 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Financial Services FUND: 504 PROGRAM NAME: Mail Room COST: $121,900 The mail room is responsible for two daily runs to City Hall departments/divisions and one run to outlying departments/divisions to deliver incoming and collect outgoing mail. In addition to routine mail operations, the Mail Room processes approximately 3,800 vendor and pension checks a month.
OBJECTIVES
Restoring Trust Provide efficient mail services to City departments. Track departmental mailing costs.
- 191 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0100 - FINANCIAL SERVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 1,086,589 1,174,406 1,135,000 1,148,700 1,148,700 9113 LONGEVITY 53,309 50,346 0 0 0 9114 GENERAL PENSION FUND 312,547 315,572 297,200 292,200 292,200 9118 MEDICARE PREMIUM 13,363 14,344 14,300 14,100 14,100 9120 SOCIAL SECURITY 15,105 15,429 17,900 16,800 16,800 9121 GROUP INSURANCE 119,363 141,289 154,000 152,300 152,300 9122 REPLACEMENT BENEFIT PGM 48,760 52,530 46,700 48,500 48,500 9123 DISABILITY/SURV INSURANCE 11,400 12,248 11,000 10,600 10,600 9130 WORKER'S COMPENSATION 33,074 (192,458) 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 31,131 34,386 39,100 20,700 20,700 SUBTOTAL PERSONAL SERVICES 1,724,641 1,618,091 1,715,200 1,703,900 1,703,900
9331 OFFICE SUPPLIES 4,494 4,197 4,300 4,400 4,400 9332 OPERATING SUPPLIES 4,978 4,843 4,700 4,800 4,800 9333 REPAIRS & MAINTENANCE 4,144 6,518 4,500 5,500 5,500 9334 SMALL TOOLS & MINOR EQUIP 887 502 1,100 1,100 1,100 9335 PROFESSIONAL SERVICES 161,530 156,586 141,600 28,100 28,100 9336 COMMUNICATION 80,145 77,294 85,700 102,600 102,600 9337 TRANSPORTATION 581 1,005 1,300 1,700 1,700 9338 ADVERTISING 412 145 200 200 200 9339 POSTAGE 27,719 27,999 31,000 31,500 31,500 9340 PRINTING & BINDING 12,904 10,497 13,900 11,900 11,900 9342 TRAINING 2,520 4,272 3,400 6,800 6,800 9343 DUES, SUBS, & MEMBERSHIPS 4,674 3,916 5,700 4,400 4,400 9346 LIABILITY INSURANCE 29,573 29,420 33,500 33,600 33,600 9357 OTHER CONTRACTUAL SERVICE 13,238 12,454 13,200 13,300 13,300 9360 MISCELLANEOUS 055 0 0 0 9364 SERVICE AWARDS 72 72 0 0 0 SUBTOTAL OPERATING EXPENSES 347,872 339,775 344,100 249,900 249,900 9992 ALLOCATED OVERHEAD(COST RECOVERY) (1,601,400) (1,547,500) (1,558,100) (1,487,900) (1,487,900) SUBTOTAL NON-OPERATING (1,601,400) (1,547,500) (1,558,100) (1,487,900) (1,487,900) SUBTOTAL FINANCIAL SERVICES 471,113 410,367 501,200 465,900 465,900
- 192 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 503 - INSURANCE RETENTION FUND 5100 - FINANCIAL SERVICES/RISK MGMT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 272,172 250,989 269,200 247,800 247,800 9113 LONGEVITY 6,899 4,654 0 0 0 9114 GENERAL PENSION FUND 83,067 79,740 78,500 84,800 84,800 9118 MEDICARE PREMIUM 4,173 4,045 3,700 3,400 3,400 9120 SOCIAL SECURITY 4,486 6,330 4,000 4,100 4,100 9121 GROUP INSURANCE 24,241 26,105 32,400 31,100 31,100 9122 REPLACEMENT BENEFIT PGM 13,253 10,403 11,200 9,900 9,900 9123 DISABILITY/SURV INSURANCE 2,325 2,144 2,300 2,000 2,000 9125 EXTRA PERSONAL SERVICES 31,798 41,061 36,000 36,000 36,000 9129 DEFERRED COMP PENS PLAN 2,302 0 0 0 0 9130 WORKER'S COMPENSATION 212,726 152,724 279,200 198,400 198,400 9133 FLORIDA RETIREMENT SYSTEM 7,249 11,211 7,900 4,100 4,100 SUBTOTAL PERSONAL SERVICES 664,690 589,407 724,400 621,600 621,600 9331 OFFICE SUPPLIES 311 442 400 400 400 9332 OPERATING SUPPLIES 1,141 505 1,100 1,100 1,100 9333 REPAIRS & MAINTENANCE 844 868 900 100,900 100,900 9334 SMALL TOOLS & MINOR EQUIP 122 28 300 300 300 9335 PROFESSIONAL SERVICES 59,469 121,153 60,400 60,400 60,400 9336 COMMUNICATION 26,478 22,966 22,600 16,600 16,600 9337 TRANSPORTATION 180 290 1,300 1,300 1,300 9338 ADVERTISING 189 0 0 0 0 9339 POSTAGE 1,008 1,357 1,100 1,100 1,100 9340 PRINTING & BINDING 278 770 400 400 400 9342 TRAINING 6,892 2,289 1,800 1,300 1,300 9343 DUES, SUBS, & MEMBERSHIPS 1,657 1,368 1,700 1,900 1,900 9345 MAINT & REPR OF VEHICLES 32 19 0 0 0 9346 LIABILITY INSURANCE 357,836 339,448 416,500 426,600 426,600 9349 CLOTHING SUPPLIES 91 84 600 600 600 9351 MED & FIRST AID SUPPLIES 2,572 10,069 5,000 5,000 5,000 9357 OTHER CONTRACTUAL SERVICE 3,741 3,747 4,000 4,300 4,300 9370 NON-CAPITALIZED ASSETS 0 1,334 3,000 1,300 1,300 SUBTOTAL OPERATING EXPENSES 462,840 506,736 521,100 623,500 623,500 9991 TRANSFERS 0 733,500 0 0 0 SUBTOTAL NON-OPERATING 0 733,500 0 0 0 SUBTOTAL FINANCIAL SVCS/RISK MGMT 1,127,530 1,829,643 1,245,500 1,245,100 1,245,100
NOTE: Financial Services/Risk Management line item report does not include citywide insurance and claims expenses (see Fund Budget Section, Insurance Retention Fund). - 193 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 504 - CENTRAL SERVICES FUND 7060 - FINANCISAL SERVICES/CENTRAL SVCS FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 70,884 63,765 63,100 63,000 63,000 9112 OVERTIME 920 0 3,000 1,000 1,000 9113 LONGEVITY 2,278 1,615 0 0 0 9114 GENERAL PENSION FUND 31,454 17,214 28,400 20,400 20,400 9118 MEDICARE PREMIUM 1,048 923 900 900 900 9119 ADDITIONAL REGULAR PAY 44 0 0 0 0 9121 GROUP INSURANCE 11,181 10,490 11,500 11,400 11,400 9122 REPLACEMENT BENEFIT PGM 4,225 3,727 3,600 3,600 3,600 9123 DISABILITY/SURV INSURANCE 741 654 600 600 600 9130 WORKER'S COMPENSATION 777 144 0 0 0 SUBTOTAL PERSONAL SERVICES 123,552 98,532 111,100 100,900 100,900 9332 OPERATING SUPPLIES 208 455 400 400 400 9333 REPAIRS & MAINTENANCE 0 3,073 0 3,000 3,000 9336 COMMUNICATION 4,718 3,541 3,600 3,400 3,400 9339 POSTAGE 3,479 2,570 4,000 4,000 4,000 9340 PRINTING & BINDING 5,536 0 0 0 0 9345 MAINT & REPR OF VEHICLES 1,198 382 1,200 1,200 1,200 9346 LIABILITY INSURANCE 4,012 3,837 3,000 3,100 3,100 9348 FUELS & LUBRICANTS 1,552 1,156 1,500 1,500 1,500 9357 OTHER CONTRACTUAL SERVICE 9,731 1,200 4,300 4,400 4,400 9370 NON-CAPITALIZED ASSETS 0 0 1,000 0 0 SUBTOTAL OPERATING EXPENSES 30,432 16,214 19,000 21,000 21,000 SUBTOTAL FINANCIAL SVCS/CENTRAL SERVICES 153,985 114,746 130,100 121,900 121,900
- 194 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
HUMAN RESOURCES
HUMAN RESOURCES ADMINISTRATOR (1)
ADMINISTRATIVE OFFICER I (1)
HUMAN RESOURCES PERSONNEL INSURANCE COORDINATOR MANAGER (1) SPECIALIST (1) ADMINISTRATIVE OFFICER (1)*
CLINIC PAYROLL CLERK III (1) CITY NURSE (1)* SPECIALIST (1) ASSISTANT CITY NURSE (1)*
ADMINISTRATIVE OFFICER (1)
Total Positions: 7 * Three (3) positions are funded by Financial Services/Risk Management; however, chain of command and supervision retained in Human Resources. Detail of programs listed under Financial Services tab.
- 195 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Human Resources FUND: 001 DESCRIPTION The Human Resources division provides service to employees and potential employees, the public, applicants, retirees, city departments, city divisions and the city administration. The division is responsible for recruitment, introducing new employees to the organization, and responding to employee concerns during the life of their employment. As an "internal consultant", the division provides personnel management and employee benefit information, policy interpretation and develops new programs for city departments, divisions and the Mayor's Office.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 566,286 536,790 531,700 520,800 Operating Expenses 70,095 70,623 72,700 76,200 Capital Outlay 0 0 0 0 SUBTOTAL 636,381 607,413 604,400 597,000 Allocated Overhead/(Cost Recovery) (447,400) (360,400) (360,400) (355,500) TOTAL OPERATING COSTS $ 188,981 247,013 244,000 241,500 PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Administrative $ 26,364 33,276 34,200 33,700 Administrator/Specialist Duties 73,799 98,976 96,900 96,400 Budget/Security/Records 23,015 31.001 30,600 30,200 Insurance 30,686 38,680 38,300 37,800 Payroll & Personnel Processing 35,117 45,080 44,000 43,400 TOTAL $ 188,981 247,013 244,000 241,500
NOTE: All programs are net of cost recovery.
- 196 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Human Resources FUND: 001 PROGRAM NAME: Administrative COST: $33,700 Provide recruitment assistance to civil service staff, maintain applicant file, greet all customers to civil service, provide references, manage on-line employee information programs, coordinate blood mobile, mentor program and represent department and city at conference and public and professional meetings, coordinate various charity campaigns, respond to surveys. Provide secretarial assistance to director and scheduling of conference rooms. OBJECTIVES Restoring Trust Provides inventory control monthly. Coordinates city and community events as requested. Responds to surveys within 2 weeks Manages on-line employee information program and responds within 24hrs. Greets all customers and answers incoming calls on the 3rd ring. Provides recruitment assistance to Civil Service staff daily Provides secretarial assistance to Administrator. Schedules conference rooms daily.
- 197 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Human Resources FUND: 001 PROGRAM NAME: Administrator/Special Duties COST: $96,400 This program encompasses the full range of Human Resources and concerns, including: recruitment and employment, benefits and compensation administration, classification, equal employment, staff planning, personnel policy, training, employee grievances, collective bargaining, employee relations, ADA compliance, and temporary employment.
OBJECTIVES Restoring Trust Negotiation and administration of the Police Officer FOP Contract Negotiation and administration of the Police Sergeant FOP Contract Negotiation and administration of the Police Lieutenant FOP Contract. Negotiation and administration of the AFSCME Contract. Negotiation and administration of Fire IAFF Contract. Process EEO complaints, grievances, and appeals in time period specified by contract, statute or policy. Continuing implementation of ADA and other federal and state mandates. Strive to enhance employee benefit options. Conduct informal "cause and concern" meetings with employees and managers at their work sites, and provide periodic summaries. Provide employee/labor internal negotiating services. Develop proactive recruiting programs for minorities and women for under-utilized classifications. Assist Department Directors or Division Administrators with staffing needs specific for that activity. Provide educational meetings for current employees to provide them with information concerning their benefits and policies, which affect them daily in the workplace. Provide regularly scheduled training for supervisors and potential supervisors on communications, motivation, and policy information (e.g. Americans with Disabilities Act, AIDS, Family and Medical Leave, Employee Benefits, Sexual Harassment, Customer Satisfaction, etc.). Conduct New Employee Orientation Training every two weeks, if applicable.
- 198 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Human Resources FUND: 001 PROGRAM NAME: Budget/Security/Records COST: $ 30,200 This program is responsible for issuing city employee & visitor ID Badges to ensure access through City Hall’s enhanced security system, answer phones & greet customers, scanning, and filing, processing RP's, budget preparations, response to public records requests, maintaining travel, training & educational benefits filed, pre-employment processing, and separation paperwork. OBJECTIVES Restoring Trust Assure all city records are kept orderly and in compliance with record keeping processes. Respond to public records request, when possible, within 3 days. Preparation of division’s annual budget. Process RP’s for payment monthly. Scan, index and file personnel documents daily. Assure compliance with all public record laws. Provides excellent customer service to all customers. Issues ID Badges to all city employees at new employee orientation. Issue Security Badges for Visitors Respond to verification of employment within 24 hrs. Conduct background checks for all new hires.
PROGRAM NAME: Insurance COST: $ 37,800 This program is responsible for open enrollment for insurance benefits, providing COBRA to separated employees and clerical and information services to employees.
OBJECTIVES Restoring Trust Provide COBRA Information to separated employees within 14 days. Administer compliance with HIPPA regulations. Conducts open enrollment for insurance changes the month of October. Provide clerical and information services to employees concerning insurance related questions.
- 199 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Human Resources FUND: 001 PROGRAM NAME: Payroll and Personnel Processing COST: $43,400
This program is responsible for verification of the city’s payroll and personnel processing. This function is responsible for processing personnel actions, electronic personnel request, maintenance and updating the payroll manual, training payroll clerks, keeping records for FMLA leave, processing donated leave request and balancing payroll/ positions.
OBJECTIVES Restoring Trust Assure that all city payroll processing adheres to policies and procedures. Process 30 to 40 personnel actions every 2 weeks. Balance position budgeting every 2 weeks. Provides record keeping and payroll data reports every 2 weeks. Respond to electronic personnel request within 24 hrs. Process donated leave request and cash value conversion. Record keeping for all FMLA Leave Provide information to employees concerning benefits and pay when requested. Conduct open enrollment meetings for 457deferred compensation two times a year Conduct payroll training every 2 years.
- 200 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0050 - HUMAN RESOURCES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 365,100 343,313 341,700 340,500 340,500 9113 LONGEVITY 7,035 5,977 0 0 0 9114 GENERAL PENSION FUND 99,655 99,826 96,900 96,300 96,300 9118 MEDICARE PREMIUM 5,004 4,775 4,700 4,700 4,700 9120 SOCIAL SECURITY 9,884 8,455 8,600 8,600 8,600 9121 GROUP INSURANCE 44,695 41,681 46,000 45,800 45,800 9122 REPLACEMENT BENEFIT PGM 10,335 10,823 10,300 10,300 10,300 9123 DISABILITY/SURV INSURANCE 3,713 3,493 3,400 3,000 3,000 9133 FLORIDA RETIREMENT SYSTEM 20,867 18,447 20,100 11,600 11,600 SUBTOTAL PERSONAL SERVICES 566,286 536,790 531,700 520,800 520,800 9331 OFFICE SUPPLIES 1,300 617 500 1,000 1,000 9332 OPERATING SUPPLIES 1,898 1,563 300 1,000 1,000 9333 REPAIRS & MAINTENANCE 1,926 2,376 2,100 2,100 2,100 9334 SMALL TOOLS & MINOR EQUIP 172 496 200 200 200 9335 PROFESSIONAL SERVICES 0 881 1,000 1,000 1,000 9336 COMMUNICATION 43,408 46,973 48,000 51,200 51,200 9337 TRANSPORTATION 1,378 0 400 400 400 9339 POSTAGE 796 253 500 500 500 9340 PRINTING & BINDING 585 556 500 500 500 9342 TRAINING 2,769 346 1,300 1,300 1,300 9343 DUES, SUBS, & MEMBERSHIPS 2,441 2,557 3,300 1,700 1,700 9345 MAINT & REPR OF VEHICLES 57 0 0 0 0 9346 LIABILITY INSURANCE 10,316 8,955 10,200 10,500 10,500 9357 OTHER CONTRACTUAL SERVICE 1,759 575 2,000 2,000 2,000 9364 SERVICE AWARDS 1,288 4,474 2,400 2,800 2,800 SUBTOTAL OPERATING EXPENSES 70,094 70,623 72,700 76,200 76,200 9992 ALLOCATED OVERHEAD(COST RECOVERY) (447,400) (360,400) (360,400) (355,500) (355,500) SUBTOTAL NON-OPERATING (447,400) (360,400) (360,400) (355,500) (355,500) SUBTOTAL HUMAN RESOURCES 188,981 247,013 244,000 241,500 241,500
- 201 - City of Pensacola, Florida Fiscal Year 2012 Proposed Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 202 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
MANAGEMENT INFORMATION SERVICES
MIS ADMINISTRATOR (1)
SR TECHNICAL SERVICES MANAGER (1)
ADMINISTRATIVE OFFICER I (1)
INFORMATION MANAGEMENT NETWORK/SYSTEM MANAGEMENT PUBLIC SAFETY MIS SUPERVISOR (1) NETWORK MANAGER (1) NETWORK MANAGER (1)
SOFTWARE DEVELOPMENT NETWORK/SYSTEM COMMUNICATION MANAGER (1) ENGINEER II (1) TECHNICIAN II (1) SYSTEM COMMUNICATIONS NETWORK/SYSTEM ANALYST/PROGRAMMER II (1) TECHNICIAN II (1) ENGINEER I (1) SYSTEM NETWORK/SYSTEM ANALYST/PROGRAMMER I (2) ENGINEER I (1) PUBLIC INFORMATION OFFICER (1) HELP DESK TECHNICIAN I (1)
Total Positions: 17
- 203 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Management Information Services FUND: 504 DESCRIPTION
The Management Information Services plans, coordinates and directs all information technology, telecommunications services, and data and voice communication services, including wireless telephone and pager services utilized by the City staff. This support includes consulting with and advising other City staff on a wide range of technical issues. We support users with planning for and the use of all microcomputer, voice, and data network-based systems, operating on-line application systems at a high rate of availability, performing traditional batch processing applications, software development, systems and software maintenance, and systems analysis, installation, tuning and operation. We operate computer centers, a citywide data communications wide area network, and a library network maintaining optimum levels of reliability, accessibility and serviceability. MIS reviews all requests for acquisition of computer, telephone, pager and telecommunications equipment and associated software by City departments and City Divisions, to ensure consistency with City standards, long-range objectives, and cost effectiveness guidelines. We plan, coordinate and implement major new computer, telephone, telecommunications systems and automated software applications throughout the City and surrounding county locations where City operations are located. We provide for continuity of computer center, telephone system, and data network operations following any disaster affecting City facilities. As needed, one-on-one training is provided for individual users on a continuous basis. A significant volume of work is performed that is unseen by users, such as computer operating system maintenance, system backups, disaster recovery planning, file reorganizations, data conversion, network administration, systems tuning, program debugging and general system administration. Management Information Services (MIS) was established as a separate department in 1991. MIS was established as an internal service fund during Fiscal Year 1997 in order to charge the cost of providing these services directly to the users. The base budget for 2011 results in a maintenance of MIS services allowing for a 10% estimated increase in software and hardware maintenance. It also allows for the purchase of 9 desktop computers that will replace MIS desktop computers that are over five years old. MIS started in FY 11 moving our desktop users to the Windows 7 desktop operating system environment. SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 1,434,453 1,354,361 1,350,600 1,449,400 Operating Expenses 226,739 293,620 467,900 531,700 Capital Outlay 189,371 78,544 0 55,000 TOTAL $ 1,850,563 1,726,525 1,818,500 2,036,100
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Capital Accumulation 249,138 2,150 82,000 91,100 Information Management 650,520 698,910 705,000 808,100 Network/System Management 557,490 526,158 526,800 575,500 Office of the Administrator 0 0 0 245,300 Office of the Director 272,025 234,766 269,700 0 Public Information 0 0 0 97,300 Public Safety 121,390 264,541 235,000 218,800 TOTAL $ 1,850,563 1,726,525 1,818,500 2,036,100 - 204 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Capital Accumulation COST: $91,100 A five year replacement cycle of aging desktops for city staff and expansion of Storage Area Network devices is an ongoing need. As the accumulation of documents in the Document Imaging database continues and the transition from paper to electronic storage continues, devices and space will be required to store increasing numbers of electronic images
OBJECTIVES
Restoring Trust Maintain all public records for release to citizens when requested.
- 205 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Information Management COST: $808,100 Perform database management, system administration, hardware/software maintenance, report creation/administration and interfacing with the vendor. Supporting the following systems: Customer Information System - Utility Billing Computer system used by ESP and Sanitation. Integrated Financial Management System (IFMS) - Financial/HR system that all City Departments/Divisions use. Geographic Information System (GIS) program involves the creation and maintenance of the geospacial data in the system. This involves accumulating data and analyzing that data on a daily basis based on the requests of nearly every department and division in the City. This includes system/database administration, programming and general hardware/software maintenance. Tele-Works allows us to make call outs to citizens or employees. PALS is an automated system that the citizens of Pensacola can call into for City-related information. Web programming includes the development and maintenance of five external websites (Internet accessible) and the Intranet website. It includes writing all code and development of all templates used by every department/division in the city to manage their content. It includes creating and manipulating SQL databases and the use of Q-Publish tool to build the templates. General software development includes all systems analysis and programming required to develop custom database applications and other programs at the request of every department/division in the City. Includes careful analysis of the problem, coding, testing, implementing, and maintaining the software. FORTIS is the Document Management Software used in nearly all departments and divisions in the City. The City continues to scan as much documentation as possible with a document scanning team using this document management system which was a stand alone program for the past 4 years and incorporated into this program in FY 2011. FORTIS is used by the citizens across the Internet. This software allows us to scan and later retrieve all forms of documentation in nearly every department and division of the City. George Butler Associates (GBA) program is a Work Order Management system. Its use involves the creation and maintenance of the work order data in the system by department. This involves accumulating data and analyzing that data on a daily basis based on the requests of nearly approximately 10 departments in the city. The system tracks resources and creates work orders that may be used by the departments or divisions to perform their daily functions. Rectrac and Golftrac system maintenance for the Neighborhood Services Department. Creation of ad hoc reports at request of departments in a variety of standard City applications to include IFMS, CIS, and other software. Housing Department's Happy Software support to include Tier 1 Help Desk support. Includes troubleshooting problems, providing at-the-desk support and interfacing with the vendor. OBJECTIVES Restoring Trust Apply and operate telecommunications technology, such as voice mail, digital data service, terminal devices for the deaf, and automated information systems to the City offices to increase productivity and improve customer service on an ongoing basis. Resolve requests for MIS service by users whose software is not functioning properly within 24 working hours. Maintain and manage all aspects of these systems in support of the affected departments/divisions providing activities for our citizens. Resolve requests for MIS service by users whose software is not providing them with useful reports. Create those reports using the Crystal Reports software. Advance the concepts of E-Government to make public information and City services more accessible to the Citizens of Pensacola. Make new technology accessible for the processing and presentation of City information on the City’s Websites. Devise and initiate efficient methods of document creations, dissemination, processing, and storage for the City and make those documents available to the public on the City’s Websites. Document electronically scanned will not be destroyed in another disaster scenario as they are backed up in multiple locations and available online.
- 206 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Network/System Management COST: $575,500 Includes maintaining all facets of network to include all servers, all core routers, ring routers, switches, the storage area network, data domain, and the network fiber and cabling. Work involves troubleshooting and maintaining all associated hardware. This is the City’s hardware “backbone”. Provide Tier 1 and Tier 2 Help Desk support to all users in the City. It involves answering Help requests over the phone as well as through automated online Trouble Ticket system. This service is provided to all departments and divisions in the City from the central Help Desk supplemented by several other MIS staff members. These calls require both in-house calls and calls that require the technicians to go out to all other remote buildings away from City Hall. Includes software updates, maintenance, troubleshooting and vendor interface to resolve any outstanding issues. Also includes performing all necessary system backups and data manipulation as required. This is the City’s “backbone” of system/application software. Phone support includes supporting all desk and cell phones to include all Blackberries. It includes troubleshooting all hardware/software phone issues and resolving them. This includes interfacing with the vendors to resolve billing issues and performance issues. It includes all adds, changes, deletions of phones from the system and monitoring the phone lines in use. It also includes system management, system administration, database administration and maintenance of the Blackberry Server. Involves the taping and producing of video clips of Council meetings, Committee Meetings and any other meetings that have been requested to be taped. The product is then cut and pasted and placed on the Internet to make this information available to the citizens. This function also tapes the Coastal Cooking shows for ESP and produces the production on TV. Training tapes have also been created for various departments. OBJECTIVES
Restoring Trust Monitor data and voice communications requirements of the City staff and recommend changes as part of each annual budget cycle to ensure that services used are both appropriate and cost effective. All system and application software must be maintained regularly to ensure the integrity of the systems. Develop, maintain and test at least once per year a computer, telephone and data communications Disaster Recovery Plan to ensure continuity of operations should a disaster affect City facilities. Operate the City Wide Area Network links to all City offices, to provide access to centralized applications, electronic mail, and electronic file interchange capabilities with an availability rate of at least 98% and an average response time of less than five (5) seconds. Resolve requests for MIS service by users whose equipment or software is not functioning properly within 24 working hours. Provide video taping of all committee and council meetings and make them available on our Website. Advance the concepts of E-Government to make public information and City services more accessible to the Citizens of Pensacola.
- 207 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Office of the Administrator COST: $245,300 All management activities related to running the day-to-day operation, all long term strategic planning and all tactical planning to execute the strategic plan. It also includes using Project Management Techniques to perform the above. Site surveys to determine specifications are included in this area. Managing all aspects of administrative requirements and computer software/hardware pricing and purchasing, billing break-out calculations/management, cell phone bill distributing and inventory management. Includes preparation of management reports and holding staff meetings on a weekly basis. Includes testing new products that may help to improve efficiency and lower costs. New software and hardware are also tested. OBJECTIVES Restoring Trust Long term strategic planning, short term tactical planning, and day-to-day operational planning/execution to ensure a secure and vital network. Institute and enhance technology to improve the City’s business processes so the departments and divisions we support can be responsive and customer-oriented toward the citizens. Configure and initiate requisitions for new PC hardware and software within 3 days of receipt of departmental request. Process all invoices within 24 hrs of receipt. Prepare/distribute minutes for all meetings within 48 hrs of that meeting.
PROGRAM NAME: Public Information COST: $97,300 Creates and distributes all news briefs, web postings, and media blasts as directed and approved by Mayor’s office. These announcements will provide information to all citizens in an efficient and cost effective manner. The Public Information staff will also be the primary decision maker in policy development and distribution of information in the “social media” environment. The Public Information office will create and manage postings on social media sites for the Mayor’s office and City Administration in addition to approval of postings on social media sites by other city departments and divisions. OBJECTIVES Restoring Trust Compose, monitor and approve information distributed to citizens to make information more readily available.
- 208 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Public Safety COST: $218,800 Support for the 800 MHZ system which serves as a foundation of communication in public safety arena. Management of all technical aspects of the Smartcop and Firehouse RMS computer systems that are in use by the Police and Fire departments which includes database management, system administration, hardware/software maintenance, report creation/administration and interfacing with the vendor. MIS personnel supporting the Police Department and the Fire Department are also responsible for installing all vendor-related software to all PCs and laptop computers used by those departments.
OBJECTIVES Restoring Trust Maintain all aspects of the 800 MHz radio system for all City of Pensacola radio users. Participate in the rebanding project and replacement radio system in the future. Monitor data and voice communications requirements of the City staff and recommend changes as part of each annual budget cycle to ensure that services used are both appropriate and cost effective. Integrate the City’s information resources at the public safety user’s interface so they can serve the public more responsively.
- 209 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 504 - CENTRAL SERVICES FUND 7070 - MANAGEMENT INFORMATION SERVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 927,010 851,927 885,600 934,900 934,900 9113 LONGEVITY 29,443 25,324 0 0 0 9114 GENERAL PENSION FUND 218,642 206,439 206,500 214,200 214,200 9118 MEDICARE PREMIUM 12,374 11,133 10,400 11,100 11,100 9120 SOCIAL SECURITY 27,231 25,092 19,400 27,200 27,200 9121 GROUP INSURANCE 50,439 66,417 74,000 90,400 90,400 9122 REPLACEMENT BENEFIT PGM 31,715 28,581 30,700 24,800 24,800 9123 DISABILITY/SURV INSURANCE 9,163 8,371 8,600 7,200 7,200 9125 EXTRA PERSONAL SERVICES 77,259 80,936 74,800 109,400 109,400 9129 DEFERRED COMP PENS PLAN 5,182 5,447 5,200 5,200 5,200 9130 WORKER'S COMPENSATION 492 2,066 0 600 600 9131 UNEMPLOYMENT 1,367 0 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 44,137 42,627 35,400 24,400 24,400 SUBTOTAL PERSONAL SERVICES 1,434,453 1,354,361 1,350,600 1,449,400 1,449,400 9331 OFFICE SUPPLIES 1,106 214 1,200 1,400 1,400 9332 OPERATING SUPPLIES 441 223 2,500 2,500 2,500 9333 REPAIRS & MAINTENANCE 2,173 4,786 5,500 5,500 5,500 9334 SMALL TOOLS & MINOR EQUIP 4,934 5,496 6,300 16,800 16,800 9335 PROFESSIONAL SERVICES 0 44 300 300 300 9336 COMMUNICATION 22,742 20,918 35,400 35,900 35,900 9337 TRANSPORTATION 1,206 1,225 1,400 1,900 1,900 9338 ADVERTISING 0 143 500 2,500 2,500 9339 POSTAGE 173 1 200 900 900 9340 PRINTING & BINDING 564 137 600 1,600 1,600 9342 TRAINING 2,383 1,704 3,500 4,500 4,500 9343 DUES, SUBS, & MEMBERSHIPS 474 183 500 500 500 9345 MAINT & REPR OF VEHICLES 1,941 0 1,200 1,200 1,200 9346 LIABILITY INSURANCE 21,655 20,466 23,200 21,800 21,800 9348 FUELS & LUBRICANTS 175 70 1,200 1,200 1,200 9357 OTHER CONTRACTUAL SERVICE 162,540 234,789 285,400 360,200 360,200 9364 SERVICE AWARDS 72 112 0 0 0 9370 NON-CAPITALIZED ASSETS 4,161 3,110 99,000 73,000 73,000 SUBTOTAL OPERATING EXPENSES 226,739 293,620 467,900 531,700 531,700 9666 OFFICE EQUIPMENT 176,271 76,394 0 55,000 55,000 9669 CONST WORK IN PROGRESS 13,100 2,150 0 0 0 SUBTOTAL CAPITAL OUTLAY 189,371 78,544 0 55,000 55,000 SUBTOTAL MANAGEMENT INFORMATION SVCS 1,850,563 1,726,525 1,818,500 2,036,100 2,036,100
- 210 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 504 - CENTRAL SERVICES FUND MANAGEMENT INFORMATION SERVICES
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED
9666: OFFICE EQUIPMENT 660832 SAN STORAGE 30,000 30,000 660833 VIDEO TECHNOLOGY EQUIPMENT 25,000 25,000 SUBTOTAL 9666: OFFICE EQUIPMENT: 55,000 55,000
SUBTOTAL MANAGEMENT INFORMATION SVCS 55,000 55,000
- 211 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 212 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PENSACOLA GULF COAST REGIONAL AIRPORT
AIRPORT DIRECTOR
SR ADMINISTRATIVE OFFICER I (1) MARKETING MANAGER OF AIR SERVICE DEVELOPMENT & MARKETING (1) ADMINISTRATIVE ACCOUNT CLERK (1) CLERK III (1)
EXECUTIVE ASSISTANT (1)
ACQUISITIONS PROPERTIES AIRPORT PROPERTIES MANAGER (1) AIRPORT PROPERTY & BUDGET MANAGER (1)
AIRPORT CONTRACT ADMINISTRATOR (1) ADMINISTRATIVE OFFICER II (1) NETWORK SR. ADMINISTRATIVE OFFICER II (1) NETWORK/SYSTEM ENGINEER II (1) ADMINISTRATIVE OFFICER I (2)
ASSISTANT AIRPORT MAINTENANCE DIRECTOR FOR OPERATIONS (1) MAINTENANCE MANAGER (1)
AIRPORT OPERATIONS DUTY MANAGER (1) AIRPORT ELECTRICIAN III (2) AIRPORT ELECTRICIAN II (1)
AIRPORT OPERATIONS OFFICER (2) HVAC TECHNICIAN II (2) AIRPORT OPERATIONS DISPATCHER (8) ADMINISTRATIVE OFFICER (2) AIRPORT MAINTENANCE TECHNICIAN III (1) AIRPORT TRAFFIC OFFICER (2) AIRPORT MAINTENANCE TECHNICIAN II (6)
MAINTENANCE WORKER III (1) AIRPORT LAW ENFORCEMENT
POLICE SERGEANT (2)
POLICE OFFICER (6)
AIRPORT AIRCRAFT RESCUE & FIREFIGHTING
FIRE CAPTAIN II (3) * FIRE ENGINEER (6) * Total Positions: 61 * Nine (9) positions are funded by Airport Department; however, chain of command and supervision retained in Fire Department. ** Eight (8) positions are funded by Airport Department; however, chain of command and supervision retained in Police Department.
- 213 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Airport FUND: 404 DESCRIPTION The purpose of the Airport Department is to meet the needs of the traveling public, both commercial and private passengers. This mission includes safety and security concerns as well as providing facilities and services through Airport resources and concession contracts. REVENUE SUMMARY
ACTUAL ACTUAL BEGIN BGT APPROVED FY 2009 FY 2010 FY 2011 FY 2012 BEGINNING FUND BALANCE $ 30,491,356 14,488,816 1,722,700 0 REVENUES: AIRPORT CHARGES Air Carrier Landing Fees 409,869 656,936 1,299,100 742,900 U.S.Government-TRACON 40,977 40,908 0 0 U.S.Government-FASCO 248,002 248,002 250,000 250,000 Rental Cars 2,876,918 2,981,073 4,000,000 5,000,000 Rental Cars - Off Airport 156,161 0 0 0 Rental Car Customer Facility Charge (Garage) 517,294 636,585 600,000 600,000 Rental Car Customer Facility Charge (Service Facility) 1,254,626 1,822,949 1,600,000 2,000,000 Rental Car Service Facility Rent 42,000 208,902 450,000 450,000 Fixed Base Operators 102,791 107,043 267,000 267,000 Restaurant and Lounge 258,890 243,783 350,000 400,000 Advertising 62,746 46,553 100,000 100,000 Hangers Rental 124,126 114,329 155,400 155,400 Commerce Park 0 300,896 651,900 651,900 Parking Lot 4,216,659 4,691,699 6,100,000 6,000,000 Airline Rentals 2,911,076 2,708,160 1,765,000 3,200,000 Gift Shop 202,464 227,626 325,000 350,000 Taxi Permits 19,980 88,365 50,000 50,000 Sale of Assets 0 2,205 0 0 Miscellaneous 433,182 337,972 300,000 300,000 Apron Area Rentals 1,000,098 1,081,322 1,250,000 1,204,900 Loading Bridge Fees 96,382 101,667 100,000 200,000 Interest Income 834,242 (530,851) 30,000 200,000 SUB-TOTAL OPERATING REVENUES 15,808,483 16,116,124 19,643,400 22,122,100 SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 46,299,839 30,604,940 21,366,100 22,122,100 PASSENGER FACILITY CHARGE 1 2,843,610 3,740,316 3,000,000 3,000,000 GRANTS Federal 6,405,648 9,995,510 3,625,000 3,625,000 State 1,817,855 784,796 400,000 1,000,000 SUB-TOTAL GRANTS 8,223,503 10,780,306 4,025,000 4,625,000 TOTAL REVENUES AND FUND BALANCE $ 57,366,952 45,125,562 28,391,100 29,747,100 1 Includes Interest Earnings. - 214 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Airport FUND: 404 SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 4,646,854 4,648,878 5,120,400 4,699,000 Operating Expenses 6,392,945 8,566,247 7,805,500 8,290,400 Capital Outlay 27,011,358 5,358,826 1,110,000 1,055,500 SUBTOTAL 38,051,157 18,573,951 14,035,900 14,044,900 Debt Service – GARB 3,369,054 4,881,608 4,212,400 4,041,300 Debt Service – Customer Facility Charge (RCSF) 238,221 3,230,785 1,239,300 2,027,700 Debt Service – Army Reserve Property 0 0 1,203,000 1,353,000 Cost Recovery/(Allocated Overhead) 744,700 675,500 675,500 655,200 SUBTOTAL 42,403,132 27,361,844 21,366,100 22,122,100 Federal Grant 9,405,648 9,995,510 3,625,000 3,625,000 State Grant 1,817,855 784,796 400,000 1,000,000 Passenger Facility Charge (Capital & Debt Service) 1,959,204 2,104,055 3,000,000 3,000,000 TOTAL $ 55,585,839 40,246,205 28,391,100 29,747,100 PROGRAM COSTS ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Airport Administration $ 30,158,306 9,027,402 3,943,900 3,530,900 Maintenance 5,006,819 6,629,866 6,842,600 7,324,300 Operations 489,633 463,937 758,000 848,800 Security 1,161,413 1,155,915 1,312,500 1,171,100 Aircraft Rescue & Firefighting Facility (ARFF) 1,234,986 1,296,831 1,178,900 1,169,800 Subtotal 38,051,157 18,573,951 14,035,900 14,044,900 Debt Service – GARB 3,369,054 4,881,608 4,212,400 4,041,300 Debt Service – Customer Facility Charge (RCSF) 238,221 3,230,785 1,239,300 2,027,700 Debt Service – Army Reserve Property 0 0 1,203,000 1,353,000 Cost Recovery/(Allocated Overhead) 744,700 675,500 675,500 655,200 Subtotal 42,403,132 27,361,844 21,366,100 22,122,100 Federal Grant 9,405,648 9,405,648 3,625,000 3,625,000 State Grant 1,817,855 1,817,855 400,000 1,000,000 Passenger Facility Charge (Capital & Debt Service) 1,959,204 2,104,055 3,000,000 3,000,000 TOTAL $ 55,585,839 40,246,205 28,391,100 29,747,100 - 215 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Airport FUND: 404 PROGRAM NAME: Airport Administration COST: $3,530,900
The Airport's mission is to serve the aviation needs of the region with commercial air service, general aviation services, and air cargo service. Ancillary services provided by the Airport for the traveling public include the roadways, parking lots, rental cars, gift shop, food and beverage and other related services. Services for the General Aviation community are provided by the Fixed Base Operator. Airport Administration meets this mission by overseeing all leases, service contracts, grants, construction projects, master planning, record retention, marketing and air service development. The administration of the leases and concession contracts provides the fiscal resources necessary for continued operations. Funding of capital projects is secured and administered through federal and state grants, Passenger Facility Charges (PFC), Customer Facility Charges (CFC) and the Airport Capital Improvement Program. Airport Administration ensures compliance with PFC, CFC, FAA, FDOT and TSA funding requirements. Airport Administration establishes and oversees the marketing of the Airport in a manner that ensures continued competitiveness with neighboring airports and promotes increased passenger utilization of this airport. Communications with new and existing air carriers on a continuous basis is performed by Airport Administration to ensure that the level of air service continues to be maintained or increased at Pensacola Gulf Coast Regional Airport.
OBJECTIVES Creating Jobs Maximize Non-Airline revenue. Maintain a fee and rental structure for the facilities and services at the Airport which will make the Airport as self-sustaining as possible in keeping with Federal Grant Assurance Number 24. To continue an advertising/marketing program for the Airport to provide improved air service through existing or new carriers. To maintain the parking facility at a level to provide adequate parking to meet the current and future needs of the traveling public. To continue to provide for the needs of the traveling public through adequate services, concessions, and safety issues. Implement objectives outlined in the Airport Master Plan. Development of marketing and air service development efforts to promote increased passenger utilization of Airport facilities.
- 216 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Airport FUND: 404 PROGRAM NAME: Maintenance COST: $7,324,300 The mission of Airport Maintenance is to maintain all buildings and infrastructure on the Airport property to ensure compliance with FAA guidelines and to provide adequate, safe and comfortable accommodations for the traveling public. Maintenance of the 1,400 acre Airport property includes upkeep of the airfield runway/taxiway lighting system, airfield signage, 7 + miles of perimeter road and fencing, runways/taxiways/ramp pavement, markings, clear zone, and safety areas in accordance with Part 139. Preventive maintenance and upkeep of the newly expanded 246,000 square foot terminal building, Rental Car Service Facility, Commerce Park Properties and other airport owned buildings are also performed by the Maintenance Division. OBJECTIVES Creating Jobs Provide a positive image of the Airport and the City by maintaining a knowledgeable, courteous and professional staff. Maintain Airport facilities and infrastructure at a level to provide for the current and future needs of the traveling public.
- 217 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Airport FUND: 404 PROGRAM NAME: Operations COST: $848,800
The Federal Aviation Administration (FAA) oversees the certification of airports providing scheduled air service to the traveling public. In order to secure and maintain FAA certification, airports must operate in accordance with the standards as established in FAR Part 139. Inspection and monitoring of the airfield and fuel farm to ensure compliance with Part 139 certification requirements is the mission of the Airport’s Operation Division. Part 139 certification requirements also require the inspection and permitting of all vehicles operating on the airfield which is performed by the Operations Division. Employees of the Operations Division also act as the Airport Security Coordinators to ensure that the Airport is operated in accordance with Transportation Security Administration (TSA) requirements. This Division ensures compliance with TSA security regulation FAR Part 1542 concerning access to secured areas of the Airport by overseeing control mechanisms such as card access doors and gates and identification badging of all employees. Performing fingerprinting, driver's testing, and background checks for City and tenant employees requiring access to SIDA (security Identification display area) in accordance with Part 1542 falls under the duties of the Operations Division. Maintaining a 24 hour point of contact for communication with Airport tenants and the traveling public is another mission of the Operations unit at the Pensacola Gulf Coast Regional Airport. An on-site Airport Operations Center (AOC) manned 24 hours per day, 7 days per week monitors such functions as incoming telephone calls, traveler inquiries, maintenance/repair requests, building alarms, and closed circuit television monitors. The division also maintains all records in accordance with both Part 139 and Part 1542 requirements.
OBJECTIVES Creating Jobs Provide a positive image of the Airport and the City by maintaining a knowledgeable, courteous and professional staff. Provide regular training for the Airport operations officers and Dispatchers in the regulations and procedures necessary for their jobs. Maintain computerized identification badge system that can provide information by employee, employer, number, etc. Inspect and monitor airfield and fuel farm areas to ensure compliance with Part 139 requirements. Maintain Security Identification Display Area (SIDA) initiatives to meet the requirement of FAR Part 1542. Maintain computerized fingerprinting database and 10-year criminal history background checks for all Airport employees requiring unescorted access to secured areas of the Airport. Assist the traveling public by providing a safe Airport environment and a centralized 24 hour a day point of contact for inquires and emergency notification.
- 218 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Airport FUND: 404 PROGRAM NAME: Security COST: $1,171,100
Maintaining the safety of the traveling public is the mission of the Security Unit at Pensacola Gulf Coast Regional Airport. A major part of this mission is assuring compliance with increased Transportation Security Administration (TSA) regulations resulting from the events of September 11, 2001. Safety of visitors in front of the terminal is maintained by monitoring traffic conditions in this congested area and enforcing the regulations established to ensure safety of pedestrians and the flow of vehicular traffic while law enforcement is provided by Airport Traffic Officers and City of Pensacola Police Officers. All employees in the Security Division recognize their highly visible position at the Airport and strive to present a positive image of Pensacola through their courteous attention to the needs of the traveling public.
OBJECTIVES Creating Jobs Provide a positive image of the Airport and the City by maintaining a knowledgeable, courteous and professional staff. Provide regular training for the Airport Police Officers and traffic officers in the regulations and procedures necessary for their jobs. Enhanced law enforcement for safety during construction projects. Assist the traveling public by providing a safe Airport environment. Provide law enforcement and traffic enforcement to maintain traffic flow, ensure safety and offer friendly assistance.
PROGRAM NAME: Aircraft Rescue & Firefighting Facility (ARFF) COST: $1,169,800
The Federal Aviation Administration (FAA) requires all airports to respond to aircraft incidents with equipment providing a minimum of water and dry chemical firefighting capability. The mission of the ARFF function of the Airport is to meet this requirement with two (2) trucks, each of which can be operated by one (1) fully trained person allowing for full coverage with minimum personnel. The ARFF personnel will also augment other Airport personnel for runway/taxiway inspections. OBJECTIVES Creating Jobs To provide initial response to all aircraft incidents within FAA mandated time constraints. To provide training to the firefighters through the use of quality training programs. To maintain firefighting staff in order to reflect an Index C rating.
- 219 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 404 - AIRPORT FUND 0640 - PENSACOLA GULF COAST REGIONAL AIRPORT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9111 SALARIES 2,560,837 2,340,939 2,783,700 2,631,100 2,631,100 9112 OVERTIME 228,806 211,413 253,200 227,000 227,000 9113 LONGEVITY 76,545 58,198 0 0 0 9114 GENERAL PENSION FUND 528,514 506,096 545,100 555,500 555,500 9115 FIREMEN'S PENSION FUND 300,675 387,021 284,400 237,800 237,800 9116 POLICE PENSION FUND 123,842 111,746 154,900 131,800 131,800 9118 MEDICARE PREMIUM 37,967 37,091 35,900 32,300 32,300 9119 ADDITIONAL REGULAR PAY 13,321 12,429 27,600 27,600 27,600 9120 SOCIAL SECURITY 42,969 47,326 52,700 38,200 38,200 9121 GROUP INSURANCE 246,944 260,416 446,300 337,000 337,000 9122 REPLACEMENT BENEFIT PGM 90,759 80,792 74,700 78,300 78,300 9123 DISABILITY/SURV INSURANCE 19,146 17,430 16,300 16,200 16,200 9125 EXTRA PERSONAL SERVICES 222,511 402,966 278,900 278,900 278,900 9126 INCENTIVE PAY 18,030 20,154 20,200 17,100 17,100 9128 DIFFERENTIAL PAY 28,341 15,784 14,600 23,100 23,100 9129 DEFERRED COMP PENS PLAN 11,194 11,105 9,700 9,900 9,900 9130 WORKER'S COMPENSATION 10,838 35,223 19,800 21,500 21,500 9131 UNEMPLOYMENT 3,661 6,149 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 81,954 86,600 102,400 35,700 35,700 SUBTOTAL PERSONAL SERVICES 4,646,854 4,648,877 5,120,400 4,699,000 4,699,000 9331 OFFICE SUPPLIES 7,564 6,149 5,900 6,200 6,200 9332 OPERATING SUPPLIES 45,094 81,032 35,100 55,300 55,300 9333 REPAIRS & MAINTENANCE 1,011,386 2,007,362 1,500,700 1,906,400 1,906,400 9334 SMALL TOOLS & MINOR EQUIP 118,402 136,709 37,500 88,500 88,500 9335 PROFESSIONAL SERVICES 607,829 749,796 233,800 421,800 421,800 9336 COMMUNICATION 192,031 183,221 194,800 199,100 199,100 9337 TRANSPORTATION 17,487 11,453 17,800 19,800 19,800 9338 ADVERTISING 503,188 985,340 760,000 517,500 517,500 9339 POSTAGE 4,698 3,437 4,600 4,600 4,600 9340 PRINTING & BINDING 4,135 5,123 7,900 8,000 8,000 9341 RENTALS 65,519 58,966 43,400 43,500 43,500 9342 TRAINING 50,335 31,551 34,000 45,200 45,200 9343 DUES, SUBS, & MEMBERSHIPS 38,923 23,423 28,800 28,600 28,600
- 220 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 404 - AIRPORT FUND 0640 - PENSACOLA GULF COAST REGIONAL AIRPORT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9345 MAINT & REPR OF VEHICLES 90,092 62,168 79,600 99,000 99,000 9346 LIABILITY INSURANCE 799,218 973,543 1,306,200 1,103,600 1,103,600 9347 UTILITIES 935,955 1,220,023 1,080,100 1,374,900 1,374,900 9348 FUELS & LUBRICANTS 61,399 35,108 47,400 54,500 54,500 9349 CLOTHING SUPPLIES 20,509 12,917 25,200 24,900 24,900 9355 AGRICULTURAL SUPPLIES 24,272 10,610 20,800 20,300 20,300 9357 OTHER CONTRACTUAL SERVICE 1,898,423 2,114,715 2,261,500 2,160,000 2,160,000 9360 MISCELLANEOUS 34,710 56,282 60,000 60,000 60,000 9361 UNCLASSIFIED 346 3,297 0 0 0 9364 SERVICE AWARDS 48 72 0 0 0 9365 LANDFILL FEES 60 182 0 0 0 9370 NON-CAPITALIZED ASSETS 30,824 45,022 20,400 48,700 48,700 SUBTOTAL OPERATING EXPENSES 6,562,448 8,817,501 7,805,500 8,290,400 8,290,400 9665 MACHINERY & EQUIPMENT 178,754 41,200 0 0 0 9666 OFFICE EQUIPMENT 12,070 37,437 0 5,500 5,500 9667 ROAD EQUIPMENT 22,845 47,908 60,000 0 0 9669 CONST WORK IN PROGRESS 38,119,882 15,950,527 5,413,900 6,016,400 6,016,400 SUBTOTAL CAPITAL OUTLAY 38,333,551 16,077,072 5,473,900 6,021,900 6,021,900 9771 PRINCIPAL 1,440,000 6,262,177 3,737,500 5,375,100 5,375,100 9772 INTEREST 3,858,286 3,765,078 5,578,300 4,705,500 4,705,500 SUBTOTAL DEBT SERVICE 5,298,286 10,027,255 9,315,800 10,080,600 10,080,600 9992 ALLOCATED OVERHEAD(COST RECOVERY) 744,700 675,500 675,500 655,200 655,200 SUBTOTAL NON-OPERATING 744,700 675,500 675,500 655,200 655,200 SUBTOTAL AIRPORT 55,585,839 40,246,205 28,391,100 29,747,100 29,747,100
- 221 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 404 - AIRPORT FUND
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED
9666: OFFICE EQUIPMENT 663727 ID PRINTER 5,500 5,500 SUBTOTAL 9666: OFFICE EQUIPMENT: 5,500 5,500
9669: CONST WORK IN PROGRESS 404385 AO986 PRE PLAN OF AIR CARGO/COMMER 1,380,000 1,380,000 404441 TERMINAL EXPAN AND IMPROVE 2006/07 3,966,400 3,966,400 693700 LOCAL MATCH (FAA GRANTS) 170,000 170,000 693759 REPLACE PARKING REV CONTROL EQUIP 500,000 500,000 SUBTOTAL 9669: CONST WORK IN PROGRESS: 6,016,400 6,016,400
SUBTOTAL AIRPORT FUND 6,021,900 6,021,900
- 222 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
ENERGY SERVICES OF PENSACOLA
ENERGY SERVICES DIRECTOR (1)
ADMINISTRATIVE BUSINESS DEVELOPMENT OFFICER II (1) ADMINISTRATOR (1)
ASSISTANT ESP DIRECTOR FOR OPERATIONS (1)
AREA MANAGER (1) REGULATORY GAS DISTRIBUTION OPERATIONS SUPPORT ESP SAFETY & TRAINING MARKETING MANAGER (1) CUSTOMER SERVICE ENGINEER (1) MANAGER (1) COORDINATOR (1) MANAGER (1)
DISTRICT MANAGER (4) CORROSION ENGINEERING ADMINISTRATIVE OFFICER I (1) SENIOR MARKETING REP. (5) ADMIN OFFICER II (1) FIELD SERVICES LEADER (22) CORROSION SVCS. LEADER (2) ENGR/SVCS TECH. II (1) ADMINISTRATIVE CUSTOMER SVC. REP. II (6) FIELD SVCS. TECH. (1) ENGR/SVCS TECH. I (2) OFFICER I (1) FIELD SVCS. TECH. (13) FIELD SVCS. WORKER (2) CUSTOMER SVC. REP. I (1) FIELD SVCS. WORKER (13)) MIS/MEASUREMENT/SCADA CUSTOMER SVCS. REP. Il (3) ESP TECHNOLOGY MANAGER (1) FIELD SERVICES LEADER (3) DAMAGE PREVENTION GAS CONTROL OPER. SUPERVISOR (1) DAMAGE PREVENTION MANAGER (1)
MAINT. WORKER II (1) MAINT. SERVICES SUPERVISOR (1) FIELD SERVICES TECH. (5) GAS CONTROLLER (3)
OPERATIONS SERVICES TECH. (1)
FIELD SVCS. WORKER (1)
MEASUREMENT SERVICES MANAGER (1)
FIELD SERVICES SCADA SERVICES AUTOMATED LEADER (3) LEADER (1) METER READING
FIELD SVCS. TECH. (2) FIELD SERVICES LEADER (1) ADMINISTRATIVE OFFICER (1)
UTILITY BILL CLERK (2)
Total Positions: 117
- 223 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Energy Services of Pensacola FUND: 401 DESCRIPTION The mission of Energy Services of Pensacola is to generate income for the City of Pensacola through the sale of natural gas and energy-related services. The path by which this task is accomplished is best stated in the vision statement, “ESP is an innovative, high-value energy services provider. Our commitment: Excellence, Safety, Performance.” Action items in this regard include continuously improving customer service delivery, testing and implementing new service offerings intended to expand our ability to generate revenue, upgrading the condition of our underground gas mains and service lines, and integrating new technologies such as automated meter reading in order to improve operational efficiency. Continuous improvement throughout the organization is part of our corporate culture and this mindset is invaluable as we are confronted with declining consumption per customer, rising expectations for service delivery, a continuing uptrend in the long term cost of energy, an aging distribution system much of which is near the end of its useful life, and increasing regulatory oversight. Maintaining skilled committed employees is essential to ESP’s success.
REVENUE SUMMARY
ACTUAL ACTUAL BEGIN BGT APPROVED FY 2009 FY 2010 FY 2011 FY 2012 BEGINNING FUND BALANCE $ 9,017,975 1,678,965 0 0 REVENUES: GAS CHARGES Residential User Fees 23,850,547 24,491,696 26,624,800 30,638,800 Commercial User Fees 13,325,281 12,674,212 15,969,000 16,013,700 Municipal User Fees 219,695 204,940 329,000 300,800 Interruptible User Fees 7,490,120 5,542,226 7,633,900 5,041,300 Transportation User Fees 2,764,103 2,167,589 3,029,000 1,861,500 Gas Piping Fees 53,946 48 0 0 Navy Projects 0 273,492 0 0 Miscellaneous Gas Charges 263,079 286,056 235,000 230,000 New Accounts/Turn-On Fees 524,470 526,328 717,000 530,000 Interest Income 100,934 2,577 11,500 5,000 Cookbooks 15,245 19,905 0 0 Sale of Assets 12,485 20,430 0 0 SUB-TOTAL OPERATING REVENUES 48,619,905 46,209,499 54,549,200 54,621,100 TOTAL REVENUES AND FUND BALANCE $ 57,637,880 47,888,464 54,549,200 54,621,100
- 224 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Energy Services of Pensacola FUND: 401 SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 8,565,926 7,936,453 8,314,100 8,095,500 Operating Expenses 30,211,303 26,527,198 34,952,400 34,901,300 Capital Outlay 420,708 349,795 375,000 559,800 SUBTOTAL 39,197,937 34,813,446 43,641,500 43,556,600 Debt Service 1,631,158 915,717 1,786,200 1,743,300 Allocated Overhead/(Cost Recovery) 962,400 1,121,500 1,121,500 1,321,200 Gas Construction Bonds 3,469,881 868,710 0 0 Gas Construction Navy 4,179,108 1,852 0 0 Transfer Out 8,000,000 8,000,000 8,000,000 8,000,000 TOTAL $ 57,440,484 45,721,225 54,549,200 54,621,100
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Administration $ 547,050 560,379 643,700 558,000 Customer Service 815,248 794,701 800,600 707,400 Gas Construction 1,910,991 1,585,205 2,133,000 2,099,600 Gas Cost 26,170,577 22,202,274 30,227,300 30,258,600 Gas Marketing 1,481,029 1,729,854 1,848,500 1,791,600 Gas Piping 285,589 0 0 0 Gas Renewal & Replacement 2,176,620 2,169,324 2,412,100 2,304,800 Gas Training 198,769 192,373 221,700 223,700 Measurement 706,394 944,598 955,500 932,200 Meter Reading 496,261 0 0 0 Operations 4,409,409 4,634,738 4,399,100 3,864,600 Regulatory Activities 0 0 0 816,100 Subtotal 39,197,937 34,813,446 43,641,500 43,556,600 Debt Service 1,631,158 915,717 1,786,200 1,743,300 Allocated Overhead/(Cost Recovery) 962,400 1,121,500 1,121,500 1,321,200 Gas Construction Bonds 3,469,881 868,710 0 0 Gas Construction Navy 4,179,108 1,852 0 0 Transfer Out 8,000,000 8,000,000 8,000,000 8,000,000 TOTAL $ 57,440,484 45,721,225 54,549,200 54,621,100
- 225 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Administration COST: $558,000 The Administration activity is responsible for all support functions for ESP. These functions include budgeting, contract negotiation, communication with City Administrative staff, business development, Customer Information System (CIS) support, payroll, and invoice processing. OBJECTIVES
Restoring Trust Ensure alignment of goals for ESP matches those established by the Mayor. Provide a well-managed, competent, and highly motivated work force that is progressive, imaginative and well trained. Maintain a good working relationship with City staff.
Taking Action Process payroll accurately and timely to ensure employee satisfaction. Process invoices accurately and timely. Increase ESP’s revenue stream through differing revenue sources. Improve customer information support by testing and approving upgrades and modifications to CIS.
PROGRAM NAME: Customer Service COST: $707,400 Customer Service is comprised of Utility Collections and Customer Service Call Center. The primary function of ESP’s Customer Service Activity is to address the needs and requests of customers and citizens regarding natural gas, sanitation and stormwater. Representatives provide assistance to customers in person and via telephone. In addition, both automated and customized e-service responses are provided to customer inquires received via ESP’s web site. The Customer Service Activity also provides a variety of billing options and payments plans including Electronic Bill Presentment. Standard notices, automated outbound phone contacts and special payment arrangements are utilized to reduce disruption of service for non-payment. OBJECTIVES
Restoring Trust Provide a high level of customer service, both personal and by telephone to over 45,000 natural gas and sanitation customers.
Taking Action Provide day to day activities including establishing and terminating service, addressing customer inquires, resolve billing disputes, collections activities, payment processing, and coordinating time sensitive activities with field operations as needed.
- 226 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Gas Construction COST: $2,099,600 The Gas Construction program provides for the expansion of ESP's gas system into new service areas as well as reinforcement of existing systems allowing for growth in existing service areas. This includes the installation of mains and services to new and existing homes. ESP must meet internal and external demands for installation speed and cost while minimizing disruption to citizens and property. To accomplish this ESP operates two directional drilling machines to install mains and services with minimal surface disruption. This activity also relocates mains and services to accommodate various public works projects such as road reconstruction and drainage improvements and includes the funding for capital equipment and capital projects. OBJECTIVES
Improving Neighborhoods Construction of approximately 100,000 feet of gas main, including over 40,000 feet of directionally bored pipeline. Installation of 650 customer service lines for new customers, including nearly 8,000 feet of directionally bored service line.
PROGRAM NAME: Gas Cost COST: $30,258,600 This program provides for the acquisition of natural gas for resale to end users. OBJECTIVES
Taking Action Purchase the most reliable and economical supply of gas available for resale to customers of ESP. Stay abreast of current trends in gas acquisition. Stay actively involved with the Federal Energy Regulatory Commission (FERC) through our Washington based legal counsel, Miller, Balis & O’Neil.
- 227 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Gas Marketing COST: $1,791,600 The Marketing Activity consists of a team of specialists who focus on new residential construction, the existing home market, and new and existing commercial and industrial customers. The primary emphasis is to ensure that every new home is built with natural gas appliances, existing homes are targeted for electric to gas conversion opportunities, and the commercial/industrial segment is kept abreast of the latest efficient natural gas technology. In FY 2010, a senior marketing representative completed his National Homebuilders Association (NAHB) Green Verifier certification. This will position ESP in the new construction market to provide a service to builders not currently offered in our area which includes assisting builders in certifying their homes “green” according to NAHB standards. In addition, our Green Energy Specialist is working toward the Leadership in Energy and Environmental Design (LEED) certification, allowing ESP to partner with new commercial developments interested in achieving LEED status for their buildings. Advertising and special promotions will continue to be an integral part of our growth strategy as will the offering of incentives for using natural gas appliances. Participation in promotional events such as the Parade of Homes, Home and Product Expo, Green Coast Conference and Expo, and Seafood Grille are vitally important to our success and provide additional ways to market the benefits of natural gas. Our demonstration trailer will be included in these promotional events to showcase functioning appliances and the benefits of cooking and heating water with natural gas. On BLAB TV, we will continue to show the popular Coastal Cooking Show to build strong relationships with our local chefs and restaurants while demonstrating that professional chefs do prefer to cook with natural gas. In FY 2012, ESP is adding a new program "Energy Talk with ESP" which brings you up-to-date information on natural gas, the earth-friendly, economical and reliable energy source for individuals, families, and businesses in our community. OBJECTIVES
Creating Jobs Provide targeted marketing training to customer services for additional growth opportunities. Provide customer service and marketing training to all ESP employees to enhance customer retention and growth.
Taking Action Enhance the Comfort Plus program to incorporate “green energy” and NAHB standard. Identify and market increased gas load strategies to commercial and industrial customers. Research and implement new gas service technologies (CNG vehicles and refueling stations, gas heat pumps, dehumidification units, etc.) Continue to develop and support strong relationships with builders, contractors, plumbers, realtors, architects, and engineers. Develop and implement a plan to incorporate social media outlets to enhance communication with existing and new customers.
Improving Neighborhoods Continue to seek additional opportunities for the Green Energy Specialist to provide green energy education to community groups and schools. Develop “infomercials” to educate and promote the safety of natural gas.
- 228 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Gas Renewal and Replacement COST: $2,304,800 This program addresses proactive renewal and replacement of functionally obsolete pipelines, primarily consisting of steel and cast iron material. Renewal and replacement is mandated by Federal and State regulations when certain criteria are met, including indicators obtained from corrosion control data. Regulations within this program are increasing due to the Pipeline and Hazardous Materials Safety Administration (PHSMA) final rule establishing integrity management (aka DIMP) requirements effective December 4, 2009. This program is also responsible for all field maintenance on meters, setting meters, leak inspection both inside and outside homes and businesses and investigating a variety of customer concerns. OBJECTIVES
Improving Neighborhoods Renew approximately 20,000 feet of steel gas main with polyethylene pipe. Renew approximately 300 steel service lines with polyethylene pipe. Replace approximately 500 obsolete meters and regulators. Reduce quantity of cast iron low pressure mains and services during renewal and replacement projects whenever feasible. Install rectifiers to protect main wherever prudent to extend its useful life and meet provisions of ESP's agreement with Florida Public Service Commission.
- 229 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Gas Training COST: $223,700 ESP will continue to provide training opportunities for employees, including emphasizing safe work practices on jobsites and in all working environments. ESP will utilize training programs provided by the Florida Natural Gas Association, Southern Gas Association, the American Public Gas Association, and North Florida Safety Council, Inc., as well as other organizations. In addition to training provided by these organizations, on-site training and demonstrations will be conducted at the ESP Learning Center. ESP will maintain compliance with federal requirements for Operator Qualifications (OQ) training and documentation. The on-line OQ program has been implemented and ESP employees have access to OQ training modules as well as other training programs. As required by federal regulations, ESP will continue to provide a Public Awareness Program. We will develop and implement safety presentations to be utilized in the local schools and continue to educate customers, contractors, and all stakeholders on natural gas to call (811) before digging, as well as how to recognize and respond to a natural gas emergency. ESP will continue to co-sponsor annual public awareness meetings for emergency responders, public officials, excavators and contractors. These meetings are facilitated by Celeritas and include educational emergency drills and scenarios. They provide meeting materials documents online as well.
OBJECTIVES
Restoring Trust Comply with federal, state, and local safety and training mandates.
Creating Jobs Enhance training efforts and utilize ESP’s Learning Center for on-site demonstrations and training. Enhance monthly safety meetings for employees. Provide online training programs for employees. Utilize the APGA’s GOAL survey to measure the effectiveness of ESP’s public awareness program. Review and monitor ESP’s adherence to Safety Policies and Procedures. Review and monitor ESP’s Operator Qualification Program. Review and monitor ESP’s Public Awareness Plan.
- 230 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Measurement $932,200 The measurement program is responsible for the installation and maintenance of large commercial meters, gate stations, odorization equipment, regulator stations, and substations. The program also repairs, maintains, and verifies the accuracy of all meters. This includes monitoring and maintaining measurement data and devices in the field. This program is responsible for the installation and maintenance of ESP’s Supervisory Control and Data Acquisition (SCADA) hardware and software. The SCADA system monitors the gas flow and pressure on ESP’s gas distribution system and allows for remote pressure corrections and adjustments. Additionally the responsibility of installation and maintenance of the AMR transmitters to ensure accurate and timely billing of gas consumed is a responsibility of this program. OBJECTIVES
Restoring Trust Maintain all the gate, regulator, farm tap, and sub stations to ensure proper regulation. Odorize the gas system pipelines and monitor for proper odorization levels. Maintain all commercial/industrial meters and regulators to ensure accuracy. Install, operate, maintain, and calibrate SCADA equipment. Provide 24/7 support and repair of the SCADA system. Collect measurement data for billing.
Improving Neighborhoods Facilitate new commercial and industrial meter installations. Perform accuracy tests on existing and new meters. Repair and refurbish meters and regulators. Document and retire obsolete or broken meters and regulators. Install AMR devices on and maintain customer meters. Test and record approximately 4,000 meters, refurbishing as needed.
- 231 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Operations COST: $3,864,600 This program encompasses many aspects of operating the distribution system in a safe, efficient, compliant and reliable manner by fully executing many of the mandates identified within the regulatory program. The communications center operates 24 hours, 7 days a week to receive customer calls for daily and emergency service and to dispatch service crews. In addition to the locate function mandated by Sunshine State One Call of Florida (SSOCOF), Damage Prevention investigates all damage to facilities to determine potential liabilities. The Engineering activity maintains system maps, performs cost analysis for system expansion, performs semi-annual leak surveys of over 4,500 required locations an annual survey of over 3,000 locations and a 3-year rotation survey of one-third of the distribution system mains. OBJECTIVES
Improving Neighborhoods Serve existing and potential customers natural gas energy needs in a responsible manner while providing quality customer service.
Taking Action Assure the operation and maintenance of the distribution system is performed in accordance with all applicable regulations and sound practices. Provide timely and appropriate response to customers 24 hours a day, 7 days a week, 365 days a year. Investigate, document, and bill at fault facility damages; coordinate with the City insurer to mitigate liability. Renew, replace and/or relocate mains and services as required/requested. Continually enhance GIS data. Coordinate with residential and commercial projects to identify, plan and/or relocate facilities as needed. Provide unique identifiers to all service line records to facilitate current and future compliance projects. Execute directives from the Regulatory Program function.
- 232 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Regulatory COST: $816,100 The Regulatory activity is responsible for operating and maintaining the distribution system in compliance with all applicable local, state and federal laws. This function includes, but is not limited to, requirements and recommended practices instituted by the Department of Transportation Pipeline and Hazardous Materials Safety Administration (DOT-PHMSA), United States Department of Homeland Security (DHS), United States Code of Federal Regulations (49CFR192), State of Florida Public Service Commission (Florida Administrative Code Chapter 25-12), United States Environmental Protection Agency (EPA), segments of the National Fire Prevention Association (NFPA) Codes and ESP’s Operations and Maintenance (O&M) Manual. Virtually all of ESP’s Programs support the Regulatory function, to varying degrees. OBJECTIVES
Restoring Trust Ensure compliance with all Federal, State, Local and O&M mandates. Monitor adherence to all Florida Public Service Commission (PSC) agreements. Perform leak survey, monitor and recheck functions as mandated by 49CFR192. Monitor and perform service line abandonment as mandated by PSC. Ensure compliance with ESP’s O&M manual, revising procedure &/or manual as required to comply with State and/or Federal mandates. Remain informed of pending/newly implemented regulatory items, currently: Recommended Practice (RP) 1165 for Supervisory Control and Data Acquisition (SCADA) systems. PHMSA Control Room Management (CRM) Proposed Rule. PHMSA Distribution Integrity Management Program (DIMP). EPA Subpart NN Greenhouse Gas Rule.
Taking Action Perform required leak survey on over 500 miles of main and 25,000 services annually as well as monitoring and recheck functions. Monitor over 2,000 services and 180 miles of cathodically protected pipeline. Respond to over 16,000 requests received via Sunshine State One Call of Florida (SSOCOF) by locating and marking over 3,000,000 feet of main and 16,000 services. Issue annual safe excavation practice notices to approximately 200 excavators aligning ESP with Common Ground Alliance best practices recommendations as a compliance element within RP1162. Participate in and share information within the DHS National Infrastructure Protection Plan (NIPP) framework to facilitate cross-sector resiliency and enhance Critical Infrastructure Key Resource (CIKR) smart practices. Coordinate with Federal, Regional and Local agencies as a CIKR Tier 1 program within the NIPP via Local Emergency Planning Committees (LEPC’s), fusion centers and other entities migrating information upwards to Information Sharing and Analysis Centers (ISAC’s) to facilitate regional consequence management. - 233 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 401 - GAS UTILITY FUND 0500 - ENERGY SERVICES OF PENSACOLA FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 4,673,794 4,637,157 4,831,100 4,634,200 4,634,200 9112 OVERTIME 235,195 240,832 298,000 298,000 298,000 9113 LONGEVITY 173,299 159,551 0 0 0 9114 GENERAL PENSION FUND 1,696,502 1,662,518 1,586,700 1,577,300 1,577,300 9118 MEDICARE PREMIUM 54,576 52,881 50,500 48,600 48,600 9119 ADDITIONAL REGULAR PAY 72 0 9,500 9,500 9,500 9120 SOCIAL SECURITY 39,435 35,286 43,200 44,700 44,700 9121 GROUP INSURANCE 597,502 651,960 800,200 718,400 718,400 9122 REPLACEMENT BENEFIT PGM 243,056 244,933 224,400 211,700 211,700 9123 DISABILITY/SURV INSURANCE 46,021 46,197 42,300 40,000 40,000 9124 DEFERRED COMPENSATION 12,159 13,862 12,300 12,300 12,300 9125 EXTRA PERSONAL SERVICES 603,134 305,495 182,000 212,000 212,000 9128 DIFFERENTIAL PAY 10,795 11,417 10,200 8,700 8,700 9129 DEFERRED COMP PENS PLAN 20,524 20,554 19,500 16,600 16,600 9130 WORKER'S COMPENSATION 198,082 264,372 124,400 221,700 221,700 9131 UNEMPLOYMENT 2,908 2,750 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 64,646 60,817 79,800 41,800 41,800 SUBTOTAL PERSONAL SERVICES 8,671,699 8,410,580 8,314,100 8,095,500 8,095,500 9331 OFFICE SUPPLIES 7,819 3,324 9,100 7,600 7,600 9332 OPERATING SUPPLIES 36,433 42,998 45,400 37,000 37,000 9333 REPAIRS & MAINTENANCE 167,012 177,238 82,300 153,000 153,000 9334 SMALL TOOLS & MINOR EQUIP 80,768 71,293 56,500 49,000 49,000 9335 PROFESSIONAL SERVICES 178,315 74,443 111,300 115,800 115,800 9336 COMMUNICATION 381,396 415,074 423,100 492,500 492,500 9337 TRANSPORTATION 14,068 11,429 15,400 15,400 15,400 9338 ADVERTISING 373,400 376,293 632,200 450,000 450,000 9339 POSTAGE 279,225 273,182 295,200 294,200 294,200 9340 PRINTING & BINDING 36,258 28,597 35,200 32,700 32,700 9341 RENTALS 13,919 15,657 17,600 17,200 17,200 9342 TRAINING 55,961 43,209 58,700 58,100 58,100 9343 DUES, SUBS, & MEMBERSHIPS 87,197 82,851 84,800 86,000 86,000 9345 MAINT & REPR OF VEHICLES 239,372 274,838 206,600 260,400 260,400 9346 LIABILITY INSURANCE 543,822 452,214 437,900 439,500 439,500
- 234 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 401 - GAS UTILITY FUND 0500 - ENERGY SERVICES OF PENSACOLA FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9347 UTILITIES 54,367 55,213 40,000 55,000 55,000 9348 FUELS & LUBRICANTS 230,287 272,020 279,000 279,000 279,000 9349 CLOTHING SUPPLIES 23,579 29,683 29,500 29,500 29,500 9350 INV OF STORES FOR RESALE 25,998,850 22,002,095 30,000,000 30,000,000 30,000,000 9351 MED & FIRST AID SUPPLIES 066 0 0 0 9352 METER PARTS & SUPPLIES 1,627,778 50,042 60,000 60,000 60,000 9353 PIPE FITTINGS & HYDRANTS 574,243 323,998 665,000 500,000 500,000 9354 CHEMICAL SUPPLIES 20,278 11,407 28,000 28,000 28,000 9355 AGRICULTURAL SUPPLIES 4,398 7,090 3,000 7,500 7,500 9357 OTHER CONTRACTUAL SERVICE 5,036,918 230,700 415,800 425,000 425,000 9358 REBATES 586,675 792,660 700,000 800,000 800,000 9360 MISCELLANEOUS 11 580 10,000 10,000 10,000 9361 UNCLASSIFIED 93,182 106,286 60,000 75,000 75,000 9365 LANDFILL FEES 1,176 1,474 5,000 3,000 3,000 9370 NON-CAPITALIZED ASSETS 50,736 117,855 145,800 120,900 120,900 SUBTOTAL OPERATING EXPENSES 36,797,444 26,343,811 34,952,400 34,901,300 34,901,300 9665 MACHINERY & EQUIPMENT 245,561 0 127,000 213,300 213,300 9666 OFFICE EQUIPMENT 7,983 178,398 0 0 0 9667 ROAD EQUIPMENT 162,751 114,196 248,000 346,500 346,500 9669 CONST WORK IN PROGRESS 961,488 637,023 0 0 0 SUBTOTAL CAPITAL OUTLAY 1,377,783 929,617 375,000 559,800 559,800 9771 PRINCIPAL 1,204,599 525,000 1,405,000 1,405,000 1,405,000 9772 INTEREST 426,559 390,717 381,200 338,300 338,300 SUBTOTAL DEBT SERVICE 1,631,158 915,717 1,786,200 1,743,300 1,743,300 9991 TRANSFERS 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 9992 ALLOCATED OVERHEAD(COST RECOVERY) 962,400 1,121,500 1,121,500 1,321,200 1,321,200 SUBTOTAL NON-OPERATING 8,962,400 9,121,500 9,121,500 9,321,200 9,321,200 SUBTOTAL ENERGY SVCS OF PENSACOLA 57,440,484 45,721,225 54,549,200 54,621,100 54,621,100
- 235 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 401 - GAS UTILITY FUND ENERGY SERVICES OF PENSACOLA
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED
9665: MACHINERY & EQUIPMENT 653110 #290--AIR COMPRESSOR 15,000 15,000 653120 POWER INVERTER(S) 12,000 12,000 653121 BORING MACHINE (MOLE) 10,000 10,000 653133 LASER HANDHELD LEAK SURVEY UNIT/CGI 10,000 10,000 653136 DIRECTIONAL BORING MACHINE 100,000 100,000 653150 HART 475 COMMUNICATOR 5,300 5,300 653151 FLAME IONIZATION UNIT 21,000 21,000 653180 SMALL TRACTER LOADER 40,000 40,000 SUBTOTAL 9665: MACHINERY & EQUIPMENT: 213,300 213,300
9667: ROAD EQUIPMENT 670707 #458--01 FORD TAURUS 30,000 30,000 673115 #216--00 FORD UT TRUCK 50,000 50,000 673125 #228--00 FORD UT TRUCK 50,000 50,000 673127 #230-05--05 FORD PICKUP TRUCK 29,000 29,000 673139 #243--01 FORD UT TRUCK 157,500 157,500 673162 #252--01 DODGE PICKUP 30,000 30,000 SUBTOTAL 9667: ROAD EQUIPMENT: 346,500 346,500 SUBTOTAL GAS UTILITY FUND 559,800 559,800
- 236 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PORT OF PENSACOLA
PORT DIRECTOR
SEAPORT SECURITY & OPERATIONS ADMINISTRATION & MARKETING SEAPORT SECURITY ADMINISTRATOR (1) PORT BUSINESS DEVELOPMENT MANAGER (1)
BADGING CLERK I (1) CLERK II (1)
CARGO OPERATIONS CARGO OPERATIONS SUPERINTENDENT (1)
OPERATIONS SUPERVISOR II (1)
PORT MAINTENANCE PORT MAINTENANCE WORKER (1)
MAINTENANCE WORKER III (1) MAINTENANCE WORKER II (1)
SEAPORT SECURITY
Total Positions: 10
- 237 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Port of Pensacola FUND: 403 DESCRIPTION
The mission of the Port of Pensacola is to manage and operate cost effective facilities for marine commerce to foster regional and international trade and to promote economic development and employment. REVENUE SUMMARY
ACTUAL ACTUAL BEGIN BGT APPROVED FY 2009 FY 2010 FY 2011 FY 2012
BEGINNING FUND BALANCE $ 634,526 (698,800) 0 298,200 REVENUES: PORT CHARGES Handling 15,270 14,181 12,600 12,600 Wharfage 241,631 310,775 436,300 436,300 Storage 176,450 146,314 111,300 111,300 Dockage 60,522 341,407 328,000 328,000 Water Sales 1,883 10,844 8,000 8,000 Property Rental 625,526 836,399 945,100 945,100 Stevedore Fees 20,380 28,835 60,200 60,200 Harbor 9,050 22,350 18,200 18,200 Security Fees 10,288 32,577 34,900 34,900 Interior Lighting 4,137 0 5,000 36,000 Miscellaneous Billed 50,307 31,024 50,000 50,000 Miscellaneous/Non-Billed 24,926 53,344 25,000 25,000 Cedar Street Lease 27,395 27,395 27,400 27,400 Interest Income 9,038 (987) 0 0 SUB-TOTAL OPERATING REVENUES 1,276,803 1,854,458 2,062,000 2,093,000 SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 1,911,329 1,155,658 2,062,000 2,391,200 TRANSFERS IN Insurance Retention Fund 0 733,500 0 0 GRANTS Federal 2,917000 State 976,524 24,620 0 1,950,000 SUB-TOTAL 979,441 24,620 0 1,950,000
TOTAL REVENUES AND FUND BALANCE $ 2,890,770 1,913,778 2,062,000 4,341,200
- 238 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Port of Pensacola FUND: 403 SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 972,667 977,171 976,200 930,300 Operating Expenses 566,677 609,638 609,400 682,000 Capital Outlay 10,849 9,437 0 0 SUBTOTAL 1,550,193 1,596,246 1,585,600 1,612,300 Debt Service 230,358 0 0 0 Allocated Overhead/(Cost Recovery) 121,500 84,300 84,300 128,900 Federal/State Matching Grant 0 0 392,100 650,000 Port Construction – Federal Grant 2,917 0 0 0 Port Construction – State Grant 976,524 24,620 0 1,950,000 TOTAL $ 2,881,492 1,705,166 2,062,000 4,341,200
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Administration $ 578,498 590,611 562,900 571,900 Business & Trade Development 74,500 79,812 84,300 118,000 Operations & Maintenance 526,300 542,724 568,200 567,800 Seaport Security 370,895 383,099 370,200 354,600 Subtotal 1,550,193 1,596,246 1,585,600 1,612,300 Debt Service 230,358 0 0 0 Allocated Overhead/(Cost Recovery) 121,500 84,300 84,300 128,900 Federal/State Matching Grant 0 0 392,100 650,000 Port Construction – Federal Grant 2,917 0 0 0 Port Construction – State Grant 976,524 24,620 0 1,950,000 TOTAL $ 2,881,492 1,705,166 2,062,000 4,341,200
- 239 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAM AND OBJECTIVES
UNIT NAME: Port of Pensacola FUND: 403 PROGRAM NAME: Administration COST: $571,900 Port administration involves the management of all seaport activities with emphasis on non-operating business functions such as contract and property management; business strategy implementation; record keeping; communications; personnel and salary administration; planning; budgeting & finance; environmental licensing; permitting; purchasing; statistical reporting; publications; tenant relations; capital planning; legislation; and advocacy. Sub-Programs within the Port Administration Program include: Office Management & Administration, Port Finance, and the Port Director’s Office. OBJECTIVES
Restoring Trust Maximize financial performance. Strive to provide the highest quality port services to customers in order to breed customer loyalty. Diversify the port’s business lines in order to increase revenues to the port. Closely monitor expenditure levels and examine methodologies for increasing cost effectiveness of all programs within the department.
PROGRAM NAME: Business and Trade Development COST: $118,000 Business development and promotion of port facilities and services comprise the port marketing program. Accompanying functions involve customer and community relations; advertising; market research and analysis; tariff administration; sales; education; trade; public relations; competition analysis; special events; and steamship services. OBJECTIVES
Creating Jobs Explore opportunities to diversify the port’s business base. Increase utilization of Port facilities by existing tenants, customers & users; identify and pursue new target commodities and trade corridors; seek additional shipping lines for scheduled port calls (i.e. liner service); and encourage further utilization of the Port by local industry all in order to increase revenue to the port and provide additional employment opportunities to the community. Work with local and regional economic developers and economic development agencies to attract new mutually-beneficial business and industry to the region.
- 240 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Port of Pensacola FUND: 403 PROGRAM NAME: Operations & Maintenance COST: $567,800 This activity involves all terminal operations and facilities maintenance. Terminal operations include: import/export cargo operations; vessel operations; security; traffic; cargo inventory; terminal operations, planning and utilization; recordkeeping; scheduling; regulatory compliance; and marine communications. Facilities maintenance include: electrical/mechanical/plumbing repairs; painting; building maintenance and repair; welding; rail maintenance; grounds keeping; potable water station maintenance; equipment maintenance; fuels and lubricants stores; and some minor construction, fabrication, and modification work. Sub-Programs within this program are Port Operations and Port Maintenance. OBJECTIVES
Taking Action Coordinate terminal activities. Provide warehouse, open ground, and berth utilization management. Maintain equipment in functional operating condition. Evaluate current and prospective uses of all port facilities and develop optimal utilization strategies for same. Ensure that all Port Operations and Maintenance services and functions are performed in an efficient, cost-effective manner. Improve the physical condition of structures as well as the aesthetic appearance of port assets visible to the general public and surrounding neighborhoods by coordination of a visual improvement program.
PROGRAM NAME: Seaport Security COST: $354,600 The Seaport Security activity involves provision of security services, security management and security oversight in compliance with Florida Seaport Security Regulations (per Florida Statues 311) and in compliance with the U.S. Maritime Transportation Security Act. This includes facility protection, deterrence of illegal activity, emergency response, security program planning and implementation, training, and monitoring of tenant/user compliance. In addition to the full- time port staff assigned to security functions (seaport security administrator and badging officer), port security includes 8 EPS contract security positions (1 site supervisor, 1 training officer and 6 guards) which are required by state and federal law to secure and patrol the port on a 24-hour-a-day, 365-day-per-year basis. OBJECTIVES
Restoring Trust Provide security to port area that is in compliance with the State of Florida Seaport Security Plan (when required by State Statute) and Federal Maritime Transportation Security Act (MTSA). Ensure that all security services and functions are performed in an efficient, cost-effective manner. Ensure that seaport security functions are performed in a courteous, professional manner.
- 241 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 403 - PORT FUND 0600 - PORT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 459,485 447,833 474,000 445,500 445,500 9112 OVERTIME 419 1,374 1,000 1,000 1,000 9113 LONGEVITY 14,718 13,151 0 0 0 9114 GENERAL PENSION FUND 130,292 127,060 125,200 123,600 123,600 9118 MEDICARE PREMIUM 4,490 4,328 4,500 4,800 4,800 9119 ADDITIONAL REGULAR PAY 417 0 0 0 0 9120 SOCIAL SECURITY 2,681 2,686 2,700 3,900 3,900 9121 GROUP INSURANCE 41,449 47,947 51,700 67,600 67,600 9122 REPLACEMENT BENEFIT PGM 18,821 18,460 18,800 17,400 17,400 9123 DISABILITY/SURV INSURANCE 4,745 4,623 4,800 4,200 4,200 9124 DEFERRED COMPENSATION 4,819 4,798 4,900 4,800 4,800 9125 EXTRA PERSONAL SERVICES 275,151 293,939 276,900 250,000 250,000 9129 DEFERRED COMP PENS PLAN 6,909 5,915 6,900 3,500 3,500 9130 WORKER'S COMPENSATION 3,960 612 0 600 600 9133 FLORIDA RETIREMENT SYSTEM 4,311 4,444 4,800 3,400 3,400 SUBTOTAL PERSONAL SERVICES 972,667 977,172 976,200 930,300 930,300 9331 OFFICE SUPPLIES 1,581 1,334 2,000 2,400 2,400 9332 OPERATING SUPPLIES 3,681 4,688 5,000 5,000 5,000 9333 REPAIRS & MAINTENANCE 19,469 35,893 35,400 35,400 35,400 9334 SMALL TOOLS & MINOR EQUIP 576 2,346 2,400 2,400 2,400 9335 PROFESSIONAL SERVICES 49,975 80,730 36,000 57,000 57,000 9336 COMMUNICATION 44,678 41,945 42,000 43,400 43,400 9337 TRANSPORTATION 2,448 4,432 6,500 10,000 10,000 9338 ADVERTISING 13,706 15,815 32,700 47,700 47,700 9339 POSTAGE 1,546 1,362 1,000 1,000 1,000 9340 PRINTING & BINDING 3,561 1,016 1,000 1,000 1,000 9341 RENTALS 1,733 0 0 0 0 9342 TRAINING 7,574 4,454 12,000 20,000 20,000 9343 DUES, SUBS, & MEMBERSHIPS 16,383 21,929 19,700 19,700 19,700 9345 MAINT & REPR OF VEHICLES 4,178 4,803 8,500 8,500 8,500 9346 LIABILITY INSURANCE 218,793 196,658 209,500 240,800 240,800 9347 UTILITIES 120,839 136,756 135,000 135,000 135,000 9348 FUELS & LUBRICANTS 12,676 15,701 19,000 19,000 19,000
- 242 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 403 - PORT FUND 0600 - PORT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9349 CLOTHING SUPPLIES 1,099 1,000 1,000 1,000 1,000 9354 CHEMICAL SUPPLIES 128 0 1,000 1,000 1,000 9355 AGRICULTURAL SUPPLIES 557 240 1,000 1,000 1,000 9357 OTHER CONTRACTUAL SERVICE 39,449 29,687 24,200 24,200 24,200 9360 MISCELLANEOUS 690 374 0 0 0 9365 LANDFILL FEES 7,470 7,301 6,500 6,500 6,500 9370 NON-CAPITALIZED ASSETS 0 1,175 8,000 0 0 SUBTOTAL OPERATING EXPENSES 572,790 609,638 609,400 682,000 682,000 9666 OFFICE EQUIPMENT 10,849 9,437 0 0 0 9669 CONST WORK IN PROGRESS 973,328 24,621 392,100 2,600,000 2,600,000 SUBTOTAL CAPITAL OUTLAY 984,178 34,057 392,100 2,600,000 2,600,000 9771 PRINCIPAL 177,110 0 0 0 0 9772 INTEREST 53,248 0 0 0 0 SUBTOTAL DEBT SERVICE 230,358 0 0 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) 121,500 84,300 84,300 128,900 128,900 SUBTOTAL NON-OPERATING 121,500 84,300 84,300 128,900 128,900 SUBTOTAL PORT 2,881,492 1,705,167 2,062,000 4,341,200 4,341,200
- 243 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 403 - PORT FUND PORT
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED
9669: CONST WORK IN PROGRESS 693600 FSTED/BERTH 6 STRUCTURAL REPAIRS 2,600,000 2,600,000 SUBTOTAL 9669: CONST WORK IN PROGRESS: 2,600,000 2,600,000
SUBTOTAL PORT 2,600,000 2,600,000
- 244 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
SANITATION SERVICES AND FLEET MANAGEMENT
SANITATION SERVICES & FLEET MANAGEMENT DIRECTOR
BUDGET & CUSTOMER SERVICE FLEET MANAGEMENT ADMINISTRATIVE OFFICER III (1) ASST. SANITATION SVCS & FLEET MGMT DIRECTOR (1)
ADMINISTRATIVE OFFICER (1) ADMINISTRATION CENTRAL GARAGE/MAINTENANCE CUSTOMER SERVICE REPRESENTATIVE I (1) ADMINISTRATIVE OFFICER (1) SHOP MANAGER (1)
GENERAL MAINTENANCE & BODY SHOP
OPER. SUPERVISOR II (1) MASTER MECHANIC (9) AUTO BODY/FENDER PAINTER REPAIR WORKER II (1)
PARTS ROOM FUEL STATION
OPER. SUPERVISOR II (1) VEHICLE PROCUREMENT SPECIALIST (1) ADMINISTRATIVE OFFICER I (1)
SANITATION OPERATIONS CODE ENFORCEMENT ADMINISTRATIVE OFFICER III (1) ADMINISTRATIVE OFFICER IV (1)
RESIDENTIAL GARBAGE COLLECTION ADMINISTRATION OPER. SUPERVISOR II (1) ADMINISTRATIVE OFFICER (1)
SANIT. EQUIP. OPERATOR II (6) FIELD ENFORCEMENT SANIT. EQUIP. OPERATOR I (1) ENFORCEMENT OFFICER SUPER. II (1)
RECYCLING COLLECTION LOT CLEANING OPER. SUPERVISOR II (1) SANIT. EQUIP. OPERATOR II (1) SANIT. EQUIP. OPERATOR II (3) MAINTENANCE WORKER II (1)
TRASH/BULK WASTE COLLECTION ENFORCEMENT OFFICER III (4) OPER. SUPERVISOR II (1)
SANIT. EQUIP. OPERATOR II (12)
TRANSFER STATION
SANIT. EQUIP. OPERATOR II (2)
Total Positions: 58
- 245 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Sanitation Services and Fleet Management FUND: 402/504 DESCRIPTION Sanitation Services & Fleet Management is responsible for providing dependable, efficient sanitation services to City residents and business establishments through Residential Garbage, Recycling and Trash Collection and Code Enforcement. The department is also responsible for operation of the Central Garage, which is charged with the responsibility of maintaining the City's fleet as required for various municipal services - from acquisition to final disposition.
REVENUE SUMMARY
ACTUAL ACTUAL BEGIN BGT APPROVED FY 2009 FY 2010 FY 2011 FY 2012 BEGINNING FUND BALANCE $ 1,597,105 (1,134,012) 125,000 0 REVENUES: SANITATION CHARGES Residential Refuse Container Charges 4,758,526 4,769,931 4,795,000 3,873,100 Fuel Surcharge 332,308 159,199 500,000 500,000 County Landfill 0 0 0 1,025,600 Bulk Item Collection Charges 133,217 122,126 150,000 125,000 Business Refuse Container Charges 196,497 200,470 200,000 205,000 New Accounts/Transfer Fees 77,560 75,460 75,000 75,000 Miscellaneous 19,745 23,671 18,000 20,000 Interest Income 3,191 (7) 0 0 Sale of Assets 58,500 25,088 10,000 10,000 SUB-TOTAL 5,579,544 5,375,938 5,748,000 5,833,700 CODE ENFORCEMENT CHARGES Franchise Fees 753,369 730,356 770,000 1,095,500 Lot Cleaning Program (FY Cash Balance) 26,281 31,221 50,000 32,000 SUB-TOTAL 779,650 761,577 820,000 1,127,500 Code Enforcement Zoning/Housing 60,000 60,000 0 0 Code Enforcement Violations 39,111 35,795 0 0 SUB-TOTAL 99,111 95,795 0 0 Lien Amnesty 32,137 3,450 0 0 SUB-TOTAL CODE ENFORCEMENT REVENUES 910,898 860,822 820,000 1,127,500 TRANSFER IN - Local Option Sales Tax Fund 0 1,069,467 0 0 SUBTOTAL SANITATION SVCS REVENUES 6,490,442 7,306,227 6,568,000 6,961,200 CHARGES FOR SERVICES - Central Garage 1,299,424 1,334,742 1,407,900 1,355,300 TOTAL REVENUES AND FUND BALANCE $ 9,386,971 7,506,957 8,100,900 8,316,500
- 246 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Sanitation Services and Fleet Management FUND: 402/504 SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 4,217,446 4,297,725 4,063,100 3,940,600 Operating Expenses 3,562,032 2,805,762 3,309,000 3,446,800 Capital Outlay 557,065 82,666 56,000 377,300 SUBTOTAL 8,336,543 7,186,153 7,428,100 7,764,700 Capital Accumulation 251,776 83,583 267,100 97,300 Allocated Overhead/(Cost Recovery) 601,200 386,400 386,400 435,200 Grants & Aids 9,632 19,300 19,300 19,300 TOTAL $ 9,199,151 7,675,436 8,100,900 8,316,500
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY2011 FY 2012 Sanitation Fund Administration $ 594,540 506,111 530,900 558,900 Code Enforcement - Administration/Board 278,138 300,588 311,900 337,600 Code Enforcement - Field Enforcement 425,782 372,861 379,400 409,300 Code Enforcement - Lot Crew 218,000 239,220 279,700 214,600 Code Enforcement – Zoning/Housing 207,813 173,715 0 0 Residential Garbage Collection 2,787,657 2,141,596 2,632,500 2,734,600 Recycling Collection 950,000 424,229 445,400 466,100 Yard Trash/Bulk Waste Collection & Transfer Station 1,572,301 1,595,752 1,440,400 1,688,300 Subtotal 7,034,231 5,754,072 6,020,200 6,409,400 Debt Service - Capital Accumulation 251,776 83,583 267,100 97,300 Allocated Overhead/(Cost Recovery) 601,200 386,400 286,400 435,200 Grants & Aids 9,632 19,300 19,300 19,300 Sanitation Sub-Total $ 7,896,839 6,243,355 6,693,000 6,961,200
- 247 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Sanitation Services and Fleet Management FUND: 402/504 PROGRAM COSTS (Continued)
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Central Services Fund * Garage Administration $ 230,812 229,262 249,000 248,500 Garage Operations 847,000 954,208 938,500 874,000 Parts & Fuel Operation 224,500 248,611 220,400 232,800 Central Services Sub-Total 1,302,312 1,432,081 1,407,900 1,355,300 TOTAL $ 9,199,151 7,675,436 8,100,900 $ 8,316,500
* Internal Service Fund
- 248 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Administration COST: $558,900 The function of Administration is to oversee the daily operations of Residential Garbage, Recycling Collection, Yard Trash/Bulk Waste Collection, Transfer Station, Code Enforcement, Fleet Management, Customer Service and Budget. OBJECTIVES
Improving Neighborhoods To provide program administration, planning and budgeting for the department. To provide City residents with the highest level of services at the most reasonable cost while complying with all state and federal environmental and full cost accounting requirements. Administer the commercial hauler franchise system. Provide quality customer service and complaint resolutions. Improve the city’s recycling program by enhancing customer education.
FUTURE ISSUES
Taking Action Increase recycling rates and provide new revenue to the city from the sale of recyclables by initiating a revenue sharing approach to recycling recovery by contracting with a private recyclable processing company. Taking Action Work with the county to implement a solid waste franchise fee replacement plan to capture revenues commercial through tipping fees instead of commercial franchise fees.
- 249 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Code Enforcement - Administration/Board COST: $337,600 The function of the Code Enforcement Administration/Board is to provide oversight to the city’s code enforcement programs. Code Enforcement Officers are utilized to enforce City Ordinances and State Statutes related to care of premises, abandoned vehicles, overgrown lots, etc. The activity is also responsible for cleaning overgrown properties found in violation if the property owners fail to comply with city code to bring the property into compliance. Code Enforcement also prepares the agenda for the Code Enforcement Board meetings and is responsible for all administrative functions involved in the meeting process. This activity also monitors all franchised haulers operating within the City of Pensacola.
OBJECTIVES
Improving Neighborhoods To efficiently enforce all city ordinances and state statutes that pertain to health and sanitation concerns. To process code cases referred to the Code Enforcement Board. To cooperate with and assist other city agencies in the enforcement of ordinances and statutes. To coordinate and assist neighborhood organizations in the elimination of code violations. To review and approve special event applications as they pertain to event cleanup. To coordinate and provide citizen educational programs for litter reduction and containment. To work with city departments and city divisions in dealing with citizen concerns with regard to neighborhood issues. To provide customer service and billing services as needed. To effectively monitor commercial solid waste haulers for compliance with city ordinance. To effectively handle all incoming complaints, as the first responder for all city agencies, in regard to all code issues.
- 250 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Code Enforcement - Field Enforcement COST: $409,300 The Field Enforcement activity of the Code Enforcement Program is charged with the mission of investigating code related complaints as well as initiating code cases through daily field observations. Officers issue citations and notices of violations to property owners for violations. Officers also work with residents to overcome obstacles in an effort to gain code compliance. These officers are charged with enforcement of health and sanitation ordinances of the City of Pensacola as well as Florida State Statutes. OBJECTIVES Improving Neighborhoods To efficiently enforce all city ordinances and state statutes that pertain to health and sanitation concerns. To provide Gateway Watch patrol in order to keep the properties on the main arterial roads of the city in compliance with city codes. To monitor post event inspections of special events area to ensure their cleanup by the organizing agency. To provide pre-STEP area violation sweeps to ensure compliance with city codes. To provide field monitoring of commercial solid waste haulers to ensure their compliance with the City’s Franchise Ordinance. To respond to all incoming citizen complaints, as the first responder for all city agencies, in regard to all code issues.
PROGRAM NAME: Code Enforcement - Lot Crew COST: $214,600 The Code Enforcement lot crew is charged with the mission of cleaning and cutting properties that are in violation of city codes pertaining to the overgrown condition of the property. The crew also cleans and cuts city-owned properties on a regular basis and monitors the recycling drop off sites for illegal dumping.
OBJECTIVES Improving Neighborhoods To efficiently bring compliance to overgrown properties that have been cited and not corrected by the property owner by cleaning and cutting the properties as directed and according to legal procedures and after full notice to the property owner. To effectively remove illegally dumped debris as directed. To coordinate and provide citizen educational programs for litter reduction and containment. Continue coordination efforts with all city departments and city divisions in order to provide a streamlined approach in dealing with citizen concerns with regard to neighborhood issues.
- 251 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Residential Garbage COST: $2,734,600 The function of the Residential Garbage Program is to provide quality residential garbage collection services at a fair and reasonable price. Garbage collection is mandatory within the City of Pensacola and presently; approximately 18,750 customers utilize the service via wheeled curbside containers collected once weekly. OBJECTIVES Improving Neighborhoods To provide cost effective garbage collection services to City residents. Provide quality customer service and complaint resolutions. Provide container delivery and repairs in a prompt and professional manner. Provide effective management of the collection fleet and driver to ensure safe and efficient operation.
PROGRAM NAME: Recycling Collection COST: $466,100 The function of the Recycling Collection Program is to provide quality recycling collection services at a fair and reasonable price. Presently; approximately 18,750 customers utilize the service via wheeled curbside recycling containers collected once weekly by automated collection trucks.
OBJECTIVES
Improving Neighborhoods To provide cost effective garbage collection services to City residents. Provide quality customer service and complaint resolutions. Provide container delivery and repairs in a prompt and professional manner. Provide effective management of the collection fleet and driver to ensure safe and efficient operation.
- 252 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Yard Trash/Bulk Waste Collection & Transfer Station COST: $1,688,300 The primary function of the Yard Trash/Bulk Waste Collection activity is to provide once-weekly collection of yard debris (green waste) and collection of customer scheduled bulky waste. This activity is also responsible for the Sanitation Services Trash Elimination Program (S.T.E.P.) as well as scheduled Neighborhood “cleanups”. The city transfer station that is utilized as the point of transfer from the collection vehicles to the transport trailers in the process of getting the debris to the landfill. The transfer station operation uses several 75 cubic yard trailers and thereby eliminates the need for each collection vehicle to make numerous trips to the County Landfill.
OBJECTIVES
Improving Neighborhoods To provide cost effective, quality yard trash/bulk waste services to city residents. To minimize transport cost by compacting the waste from the smaller collection units into the larger transport units. Collection of pure vegetative (green waste) yard trash with special collection and billing of other types of debris such as white goods, mixed waste loads, and other materials not identified as green waste. Design and implement programs that meet the needs of customers and comply with Florida laws and FDEP regulations. To provide support for collection crews during special collection activities such as STEP or storm cleanups. To operate within the guidelines of the transfer station permit issued by FDEP by maintaining full compliance with the regulatory requirements.
- 253 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Sanitation Services and Fleet Management FUND: 504 PROGRAM NAME: Garage Administration COST: $248,500 The Central Garage Administration provides comprehensive management of all City vehicles and most of its equipment (750+/-). In addition, Administration oversees the City’s automated fueling facility and it coordinates with City departments in the development of equipment specifications. It is ultimately responsible for reassignment and disposition of the used vehicles and equipment of the City through public auction.
OBJECTIVES Taking Action To continue to maintain a Comprehensive Fleet Management System that provides the necessary information for decisions regarding life cycling of equipment and specification development, through the use of enhanced computer based systems. To continue delivery of a quality product to all city departments and city divisions on a timely basis. To maintain training of mechanics on new equipment and the ever-changing vehicle electronic components. To encourage mechanics to make a personal effort to avail themselves of all available resources in order to maintain a high level of proficiency. Ability to attract and retain competent and qualified technicians in order to meet the needs of the City’s increasingly complex and diverse fleet. FUTURE ISSUES Improving Neighborhoods Work with ESP to evaluate the feasibility of converting a portion of the city fleet to Compressed Natural Gas (CNG) power.
PROGRAM NAME: Garage Operations COST: $874,000 The Central Garage Operations activity provides comprehensive maintenance for all City vehicles and most of its equipment (750+/-). In addition to maintenance and repairs, the operation provides support service to all other departments and activities through wrecker service and field maintenance. The garage maintenance staff is highly trained – having acquired ASE certification in all areas of maintenance.
OBJECTIVES Taking Action To continue to maintain the city’s fleet of equipment in the most efficient and cost effective manner. To continue delivery of a quality product to all City departments on a timely basis. To maintain training of mechanics on all types of equipment ranging from road equipment to mowers and to keep pace with the changing vehicle electronic components.
- 254 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Sanitation Services and Fleet Management FUND: 504 PROGRAM NAME: Parts & Fuel Operation COST: $232,800 The Central Garage Parts and Fuel Operation provides comprehensive management of the city’s parts and fuel inventory. In addition, the operation is responsible for maintaining regulatory compliance of the fuel inventory as well as controlling the proper disposal of used fluids and hazardous waste related to the garage operation. The staff tracks warranty and recall issues related to all city equipment. Staff also works with the city financial system on a daily basis to ensure that vehicle repairs are charged to the appropriate departments.
OBJECTIVES
Restoring Trust To continue to maintain the city inventory of parts and fuel. To continue to pursue the lowest cost and best replacement parts available. To continue to track warranty and recall issues related to city equipment.
- 255 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 402 - SANITATION FUND 0570 - SANITATION SEVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 1,229,642 1,220,919 1,184,600 1,211,400 1,211,400 9112 OVERTIME 74,075 108,100 124,300 124,400 124,400 9113 LONGEVITY 43,791 40,769 0 0 0 9114 GENERAL PENSION FUND 460,817 452,446 436,400 432,400 432,400 9118 MEDICARE PREMIUM 17,170 17,183 16,200 17,000 17,000 9119 ADDITIONAL REGULAR PAY 185 0 800 700 700 9120 SOCIAL SECURITY 17,016 18,754 22,800 15,900 15,900 9121 GROUP INSURANCE 161,637 172,399 221,100 214,400 214,400 9122 REPLACEMENT BENEFIT PGM 55,624 56,822 46,000 47,200 47,200 9123 DISABILITY/SURV INSURANCE 13,414 13,664 10,700 11,000 11,000 9125 EXTRA PERSONAL SERVICES 37,635 22,586 10,000 10,000 10,000 9129 DEFERRED COMP PENS PLAN 3,830 2,227 0 2,800 2,800 9130 WORKER'S COMPENSATION 39,727 53,632 28,000 19,600 19,600 9131 UNEMPLOYMENT 6,673 3,139 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 29,413 32,732 39,100 19,100 19,100 SUBTOTAL PERSONAL SERVICES 2,190,648 2,215,372 2,140,000 2,125,900 2,125,900 9331 OFFICE SUPPLIES 613 762 800 900 900 9332 OPERATING SUPPLIES 4,278 3,735 4,900 4,100 4,100 9333 REPAIRS & MAINTENANCE 35,027 48,479 32,000 55,000 55,000 9334 SMALL TOOLS & MINOR EQUIP 802,047 30,301 2,300 2,500 2,500 9335 PROFESSIONAL SERVICES 8,251 1,725 1,700 2,800 2,800 9336 COMMUNICATION 113,623 111,964 122,100 133,400 133,400 9337 TRANSPORTATION 0 341 300 300 300 9338 ADVERTISING 1,004 1,522 64,000 4,000 4,000 9339 POSTAGE 106,268 99,674 108,300 95,600 95,600 9340 PRINTING & BINDING 29,521 17,798 11,300 20,300 20,300 9342 TRAINING 0 884 1,000 1,000 1,000 9343 DUES, SUBS, & MEMBERSHIPS 589 643 700 700 700 9345 MAINT & REPR OF VEHICLES 537,519 513,910 505,000 495,000 495,000 9346 LIABILITY INSURANCE 108,927 105,122 68,500 101,600 101,600 9347 UTILITIES 34,695 34,394 53,900 46,900 46,900 9348 FUELS & LUBRICANTS 242,333 261,998 500,000 500,000 500,000 9349 CLOTHING SUPPLIES 8,172 5,247 8,700 9,500 9,500
- 256 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 402 - SANITATION FUND 0570 - SANITATION SEVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9357 OTHER CONTRACTUAL SERVICE 196,577 172,222 233,500 48,700 48,700 9360 MISCELLANEOUS 508 508 600 7,600 7,600 9361 UNCLASSIFIED 0 125,000 125,000 125,000 125,000 9364 SERVICE AWARDS 072 00 0 9365 LANDFILL FEES 934,658 894,734 1,060,600 1,213,600 1,213,600 9370 NON-CAPITALIZED ASSETS 2,025 5,961 4,000 25,000 25,000 SUBTOTAL OPERATING EXPENSES 3,166,636 2,436,995 2,909,200 2,893,500 2,893,500 9662 BUILDINGS 0 0 0 15,000 15,000 9665 MACHINERY & EQUIPMENT 28,250 0 0 0 0 9667 ROAD EQUIPMENT 518,965 0 0 340,000 340,000 SUBTOTAL CAPITAL OUTLAY 547,215 0 0 355,000 355,000 9771 PRINCIPAL 247,734 80,301 247,800 80,400 80,400 9772 INTEREST 4,042 3,282 19,300 16,900 16,900 SUBTOTAL DEBT SERVICE 251,776 83,583 267,100 97,300 97,300 9992 ALLOCATED OVERHEAD(COST RECOVERY) 526,100 321,100 321,100 362,000 362,000 SUBTOTAL NON-OPERATING 526,100 321,100 321,100 362,000 362,000 SUBTOTAL SANITATION SERVICES 6,682,374 5,057,051 5,637,400 5,833,700 5,833,700
- 257 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 402 - SANITATION FUND 0570 - SANITATION SERVICES/CODE ENFORCEMENT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 531,176 510,138 454,400 389,200 389,200 9112 OVERTIME 5,529 4,495 6,000 4,000 4,000 9113 LONGEVITY 16,543 15,385 0 0 0 9114 GENERAL PENSION FUND 101,258 98,584 58,800 57,400 57,400 9116 POLICE PENSION FUND 115,550 123,890 155,400 154,900 154,900 9118 MEDICARE PREMIUM 7,964 7,916 6,600 5,300 5,300 9120 SOCIAL SECURITY 777 1,243 0 0 0 9121 GROUP INSURANCE 60,599 65,298 62,800 51,000 51,000 9122 REPLACEMENT BENEFIT PGM 29,479 28,119 25,900 20,100 20,100 9123 DISABILITY/SURV INSURANCE 5,555 5,447 4,500 3,900 3,900 9125 EXTRA PERSONAL SERVICES 18,756 20,014 25,800 22,700 22,700 9126 INCENTIVE PAY 5,071 4,938 4,900 4,900 4,900 9129 DEFERRED COMP PENS PLAN 2,814 2,032 2,800 0 0 9130 WORKER'S COMPENSATION 20,292 391 600 0 0 9133 FLORIDA RETIREMENT SYSTEM 1,235 2,033 0 0 0 SUBTOTAL PERSONAL SERVICES 922,598 889,924 808,500 713,400 713,400 9331 OFFICE SUPPLIES 824 363 1,100 1,100 1,100 9332 OPERATING SUPPLIES 1,672 680 1,300 1,300 1,300 9333 REPAIRS & MAINTENANCE 9,188 1,913 4,100 3,100 3,100 9334 SMALL TOOLS & MINOR EQUIP 306 1,612 800 1,700 1,700 9335 PROFESSIONAL SERVICES 56,592 51,862 26,200 29,800 29,800 9336 COMMUNICATION 29,496 24,412 13,300 17,000 17,000 9337 TRANSPORTATION 133 0 0 0 0 9338 ADVERTISING 2,551 1,671 3,000 2,000 2,000 9339 POSTAGE 10,691 14,842 10,700 16,700 16,700 9340 PRINTING & BINDING 2,629 2,382 2,000 2,200 2,200 9341 RENTALS 3,063 2,513 3,000 3,000 3,000 9342 TRAINING 792 169 400 400 400 9343 DUES, SUBS, & MEMBERSHIPS 314 186 300 300 300 9345 MAINT & REPR OF VEHICLES 27,882 38,508 26,700 26,700 26,700 9346 LIABILITY INSURANCE 29,758 23,892 30,900 23,700 23,700 9347 UTILITIES 4,177 4,718 4,500 4,800 4,800
- 258 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 402 - SANITATION FUND 0570 - SANITATION SERVICES/CODE ENFORCEMENT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9348 FUELS & LUBRICANTS 12,703 13,558 15,000 15,000 15,000 9349 CLOTHING SUPPLIES 2,714 3,894 3,500 3,900 3,900 9354 CHEMICAL SUPPLIES 0 0 200 0 0 9357 OTHER CONTRACTUAL SERVICE 4,737 5,244 5,600 6,000 6,000 9360 MISCELLANEOUS 302 304 900 1,200 1,200 9361 UNCLASSIFIED 00 0151,100 151,100 9364 SERVICE AWARDS 72 0 0 0 0 9365 LANDFILL FEES 1,931 2,751 3,000 3,300 3,300 9370 NON-CAPITALIZED ASSETS 4,605 984 6,000 0 0 SUBTOTAL OPERATING EXPENSES 207,135 196,461 162,500 314,300 314,300 9666 OFFICE EQUIPMENT 0 0 0 7,300 7,300 9667 ROAD EQUIPMENT 0 15,320 0 0 0 SUBTOTAL CAPITAL OUTLAY 0 15,320 0 7,300 7,300 9882 AID TO PRIVATE AGENCIES 9,632 19,300 19,300 19,300 19,300 SUBTOTAL GRANTS AND AIDS 9,632 19,300 19,300 19,300 19,300 9992 ALLOCATED OVERHEAD(COST RECOVERY) 75,100 65,300 65,300 73,200 73,200 SUBTOTAL NON-OPERATING 75,100 65,300 65,300 73,200 73,200 SUBTOTAL SANITATION SVCS/CODE ENFORCEMENT 1,214,465 1,186,305 1,055,600 1,127,500 1,127,500
- 259 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 402 - SANITATION FUND SANITATION SERVICES
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED 9662: BUILDINGS 623200 PAINTING OF BLDG 15,000 15,000 SUBTOTAL 9662: BUILDINGS: 15,000 15,000 9667: ROAD EQUIPMENT 673216 #617--99 REFUSE TRUCK 340,000 340,000 SUBTOTAL 9667: ROAD EQUIPMENT: 340,000 340,000
SUBTOTAL SANITATION SERVICES 355,000 355,000
CAPITAL OUTLAY FUND - 402 - SANITATION FUND SANITATION SERVICES/CODE ENFORCEMENT
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED 9666: OFFICE EQUIPMENT 665400 COPIER 7,300 7,300 SUBTOTAL 9666: OFFICE EQUIPMENT: 7,300 7,300 SUBTOTAL SANITATION SERVICES/CODE ENFORCEMENT 7,300 7,300
- 260 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 504 - CENTRAL SERVICES FUND 7090 - SANITATION SERVICES & FLEET MANAGEMENT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9111 SALARIES 665,251 684,966 685,800 684,800 684,800 9112 OVERTIME 7,055 11,197 10,000 10,000 10,000 9113 LONGEVITY 24,021 21,410 0 0 0 9114 GENERAL PENSION FUND 235,198 228,004 218,900 218,600 218,600 9118 MEDICARE PREMIUM 8,404 8,584 8,600 8,600 8,600 9119 ADDITIONAL REGULAR PAY 02 00 0 9120 SOCIAL SECURITY 6,748 6,739 6,800 7,100 7,100 9121 GROUP INSURANCE 85,799 97,723 110,200 106,900 106,900 9122 REPLACEMENT BENEFIT PGM 31,754 32,988 32,700 31,100 31,100 9123 DISABILITY/SURV INSURANCE 6,708 6,914 6,600 6,500 6,500 9126 INCENTIVE PAY 14,907 15,539 15,500 15,500 15,500 9129 DEFERRED COMP PENS PLAN 2,724 2,054 2,700 2,700 2,700 9130 WORKER'S COMPENSATION 4,373 64,612 4,500 3,300 3,300 9133 FLORIDA RETIREMENT SYSTEM 11,257 11,698 12,300 6,200 6,200 SUBTOTAL PERSONAL SERVICES 1,104,200 1,192,429 1,114,600 1,101,300 1,101,300 9331 OFFICE SUPPLIES 518 454 800 800 800 9332 OPERATING SUPPLIES 13,418 10,025 12,000 12,000 12,000 9333 REPAIRS & MAINTENANCE 19,263 9,869 20,100 20,100 20,100 9334 SMALL TOOLS & MINOR EQUIP 5,070 3,707 10,000 10,000 10,000 9335 PROFESSIONAL SERVICES 573 594 1,200 1,200 1,200 9336 COMMUNICATION 31,465 28,357 30,900 30,500 30,500 9337 TRANSPORTATION 15 14 400 400 400 9339 POSTAGE 387 56 400 400 400 9340 PRINTING & BINDING 878 124 1,100 1,100 1,100 9341 RENTALS 1,709 3,126 1,600 2,600 2,600 9342 TRAINING 738 610 5,000 5,000 5,000 9343 DUES, SUBS, & MEMBERSHIPS 0 375 400 400 400 9345 MAINT & REPR OF VEHICLES 15,031 9,548 14,000 14,000 14,000 9346 LIABILITY INSURANCE 34,827 32,461 40,300 36,300 36,300 9347 UTILITIES 34,131 43,868 50,000 50,000 50,000 9348 FUELS & LUBRICANTS 8,321 6,483 9,000 9,000 9,000 9349 CLOTHING SUPPLIES 3,265 2,950 5,000 5,000 5,000 9357 OTHER CONTRACTUAL SERVICE 17,429 13,354 27,900 28,800 28,800
- 261 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 504 - CENTRAL SERVICES FUND 7090 - SANITATION SERVICES & FLEET MANAGEMENT FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9360 MISCELLANEOUS 169 169 200 5,400 5,400 9364 SERVICE AWARDS 0 72 0 0 0 9370 NON-CAPITALIZED ASSETS 1,055 6,091 7,000 6,000 6,000 SUBTOTAL OPERATING EXPENSES 188,262 172,306 237,300 239,000 239,000 9663 IMPROVE OTHER THAN BLDGS 0 0 0 15,000 15,000 9666 OFFICE EQUIPMENT 5,565 16,150 0 0 0 9669 CONST WORK IN PROGRESS 0 51,196 56,000 0 0 SUBTOTAL CAPITAL OUTLAY 5,565 67,346 56,000 15,000 15,000 9991 TRANSFERS 4,286 0 0 0 0 SUBTOTAL NON-OPERATING 4,286 0 0 0 0 SUBTOTAL SANITATION SVCS/FLEET MGMT 1,302,312 1,432,081 1,407,900 1,355,300 1,355,300
- 262 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 504 - CENTRAL SERVICES FUND SANITATION SERVICES & FLEET MANAGEMENT FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED 9663: IMPROVE OTHER THAN BLDGS 633800 UPGRADE OF SHOP LIGHTING 15,000 15,000 SUBTOTAL 9663: IMPROVE OTHER THAN BLDGS: 15,000 15,000
SUBTOTAL SANITATION SVCS & FLEET MGMT 15,000 15,000
- 263 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 264 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NEIGHBORHOOD SERVICES
NEIGHBORHOOD SERVICES DIRECTOR
OFFICE OF DIRECTOR PARKS AND RECREATION BOARD
ADMINISTRATIVE OFFICER IV (1) ADMINISTRATIVE OFFICER II (1) SR. ADMINISTRATIVE OFFICER I (1) ADMINISTRATIVE OFFICER (1) VOLUNTEER COORDINATOR (1) SPECIAL PROJECTS COORDINATOR (1)
ATHLETICS RESOURCE GOLF TENNIS ADMINISTRATIVE OFFICER IV (1) CENTERS
BALL FIELD MAINTENANCE REC. SUPERVISOR (3) GOLF COURSE GREENS SUPER. (1) GOLF COURSE MANAGER (1) ADMINISTRATIVE OFFICER III (1) AUTO/EQUIP MECH. II (1) PROGRAM SPEC. (3) EQUIP. OPER. II (2) OPER. SUPER. (1) MAINT. WORKER I (2) LEAD WORKER (1) REC. SUPERVISOR (5) EQUIP. OPER. II (3) MAINT. WORKER II (1)
Total Positions: 33
- 265 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Neighborhood Services FUND: 001/117/120/125 DESCRIPTION The mission of Neighborhood Services is to improve and promote the quality of life for all citizens and visitors of Pensacola by protecting the heritage of our parks while providing a wide range of recreational, social, and educational opportunities.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED REVENUE GENERATED FY 2009 FY 2010 FY 2011 FY 2012 Boat Launch Fees $ 26,241 28,189 26,000 26,000 Golf Course Charges 620,407 571,176 412,300 621,100 Park Rentals 36,641 27,934 5,000 20,000 State ROW Maintenance 425,826 145,447 0 0 Swimming Pool 14,520 108,806 53,200 170,000 Tennis 96,053 168,567 185,900 188,500 TOTAL REVENUE GENERATED $ 1,219,688 1,050,119 682,400 1,025,600
OPERATING COSTS * Personal Services $ 2,750,348 2,569,299 2,336,500 2,580,600 Operating Expenses 1,319,237 1,525,337 1,559,900 1,812,200 Capital Outlay 0 0 0 0 SUBTOTAL 4,069,585 4,094,636 3,896,400 4,392,800 Other Grants & Aids 9,125 17,118 0 0 SUBTOTAL 4,078,710 4,111,754 3,896,400 4,392,800 Allocated Overhead/(Cost Recovery) (11,900) (8,700) (8,700) 0 TOTAL OPERATING COSTS $ 4,066,810 4,103,054 3,887,700 4,392,800 * Fiscal Years 2009, 2010 and 2011 reported in the 2012 reorganization structure for comparison purposes.
- 266 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Neighborhood Services FUND: 001/117/120/125 PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 General Fund Aquatics $ 145,373 291,906 311,400 350,900 Athletics Operations 185,588 204,691 280,200 271,500 Athletics Staffing 275,243 230,409 252,600 204,700 Ball Field Crew 290,687 333,372 349,500 440,300 Drop-In Use 214,041 178,418 156,500 182,100 Neighborhood Enhancement 135,360 154,956 149,900 142,200 Office of the Director (Administration) 588,688 583,331 562,700 670,000 Parks FDOT Right of Way Program 371,515 238,675 0 0 Pensacola Community Initiative Program 28,980 37,763 44,500 44,700 Programs/Classes/Activities 235,419 182,054 170,200 195,400 Recreation/Resouce Center Administration 193,145 326,424 330,700 476,000 Rentals of Facilities 47,154 21,005 24,500 27,600 Senior Center 142,839 100,271 119,200 118,800 Youth Programs 392,494 342,523 303,200 349,000 General Sub-Total 3,246,526 3,225,798 3,055,100 3,473,200 Tennis Center Fund Roger Scott Tennis Center 126,119 177,082 185,900 188,500 Tennis Center Sub-Total 126,119 177,082 185,900 188,500 Golf Course Fund Daily Club House Operations 134,065 136,989 127,700 138,600 First Tee 4,879 4,985 6,700 5,500 Golf Course Maintenance 562,435 574,699 531,200 581,500 Tournaments 4,879 4,985 6,700 5,500 Golf Course Sub-Total 706,258 721,658 672,300 731,100 TOTAL $ 4,066,810 4,103,054 3,887,700 4,392,800
NOTE: All general fund programs are net of cost recovery.
- 267 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 001 PROGRAM NAME: Aquatics DIRECT PROGRAM REVENUE: $170,000 COST: $350,900 The City’s Aquatic program involves the seasonal operation of two swimming facilities which are the Cecil T. Hunter Pool and Roger Scott Pool. Both pools provide city residents with opportunities for recreational swimming, swim lessons, lap swimming and participation on youth swimming teams. Both pools have been renovated and now offer additional recreational swimming amenities to include waterslides, spray features and zero depth entry pools. These improvements have boosted recreational swimming attendance dramatically. OBJECTIVES
Improving Neighborhoods Increase recreational swim attendance at Roger Scott Pool by 10% over FY 2011 participation level and at Hunter Pool by 25% over FY 2011 participation level. (Hunter pool was renovated in 2011 while Roger Scott pool was renovated in 2010.) Create partnership opportunities with other public and private organizations to enhance existing pool programs as well as establish new pool programs. (I.e. continue working with Pensacola Realtors Association to provide free learn to swim classes for disadvantaged youth. Work with local Scuba Diving Businesses to use pool facilities for scuba training in the “off season”. At both pools, implement a centralized participation record-keeping system to track participation in programs and better project needs and wants of residents.
PROGRAM NAME: Athletics Operations COST: $271,500
This program represents the activities associated with the general upkeep and running of athletic facilities and address the following areas; repairs and maintenance, utilities, travel and training, operating supplies, offices supplies and the like. Program costs associated with specific activities such as officials, trophies, uniforms, sports equipment and sports association fees are charged to the Recreation Fund.
OBJECTIVES
Taking Action Continue efforts to improve the playing conditions at all sports facilities through continued staff training, proper operation of sports field equipment, and the maintenance of sports facilities, especially gates, fences, sports field lights, restrooms and walkways.
- 268 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 001 PROGRAM NAME: Athletics Staffing COST: $204,700 Athletics Staffing involves the planning; coordination and supervision of youth and adult athletic programs, league play and sports tournaments that take place at a number of major city sports parks and facilities.
OBJECTIVES
Taking Action Establish at least two (2) new sports programs, events or sports and leagues for participation by youth, adults or families. Establish two (2) new sports camps for youth and/or adults in any of the sports program areas. Continue to ensure that all current and new sports programs meet the needs of program participants while addressing community-wide sports interests within the City of Pensacola. This will be accomplished through sport program evaluation forms and participant surveys
PROGRAM NAME: Ball Field Crew COST: $440,300 The Ball Field Crew are responsible for the care and upkeep of all city sports fields throughout the year as well as the daily preparation of a large number of sports fields for official games and tournaments during seasonal play.
OBJECTIVES
Taking Action Continue education and training of Ball Field Crew in turf care, sports field preparation and other appropriate workshops to provide better efficiencies in the maintenance of the ball fields.
- 269 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 001 PROGRAM NAME: Drop-In Use COST: $182,100 City Resource Centers are typically open Monday through Friday from 8am to 8pm. When not in use for organized programs and activities, the various rooms such as the gym, game room or weight room are available for drop-in use. With weekend sports programs and leagues, several centers are open on Saturdays as well. OBJECTIVES
Taking Action Ensure all staff (both full and part-time) provides consistent and quality customer service to all citizens using our resource centers on a drop-in basis. Increase the number of drop-in participants by incorporating clinics into current programming that target skills specific to basketball, computer use, Wii games, and other drop-in programs.
PROGRAM NAME: Neighborhood Enhancement COST: $142,200 The primary mission of the program is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The initiative is designed to support and develop partnerships with neighborhoods in order to preserve and promote a high quality of life in our diverse community. This activity focuses on assisting neighborhood residents in preserving and improving the physical health of neighborhoods, supporting neighborhood self-reliance, facilitating neighborhood economic development and revitalization, developing and implementing neighborhood plans and enhancing the quality of life of residents through community-based problem solving and public/private partnerships. Inherent in the program’s focus is the recognition that not all neighborhoods have the same need for government services, and therefore a coordinated service delivery approach should not offer a boilerplate service package to every district and neighborhood. OBJECTIVES
Improving Neighborhoods Assist with the formation of new neighborhood associations. Develop, implement and monitor neighborhood plans and special area plans and studies. Seek additional non-City resources and partnerships to support neighborhood initiatives. Continue with efforts to promote infill development and redevelopment. Continue with efforts to promote infill housing development and redevelopment.
- 270 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 001 PROGRAM NAME: Office of the Director COST: $670,000 The Office of the Director coordinates and manages the various administrative and operational activities of Neighborhood Services. The Office of the Director is responsible for program and facility planning, development and construction, budgetary development and control, marketing and grant administration, coordination for all of the city’s community events and the department's extensive community park and neighborhood volunteer program. In addition to providing administrative direction and oversight to three major divisions of operation (athletics, resource centers and libraries), the Office of the Director responds daily to a variety of citizen inquiries, handles the annual processing of approximately 5,800 requests for payment/purchase orders and the processing of approximately 9,000 invoices annually. OBJECTIVES
Taking Action Continue with marketing and promotional efforts to increase participation at all city recreational facilities, but especially at the city golf course and tennis center. Evaluate program fees and leases based on an annual market analysis, yet keeping in mind the ability of program participants to pay for programs and services. Develop and implement an “in-house” professional staff development program that targets customer service, facility security, participant safety, program planning and development, revenue enhancement, effective supervision and development of goals and objectives. Review and evaluate city recreation programs and services and make adjustments based on budgetary challenges as well as community needs, interests and desires. Effectively plan and coordinate all department capital improvement projects including Penny for Progress projects.
- 271 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 001 PROGRAM NAME: Pensacola Community Initiatives Program COST: $44,700 The primary mission of the program is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The initiative is designed to provide grants to grassroot neighborhood organizations to support and develop partnerships with neighborhoods in order to preserve and promote a high quality of life in our diverse community. This activity focuses on assisting neighborhood residents in preserving and improving the physical health of neighborhoods, supporting neighborhood self-reliance, facilitating neighborhood economic development and revitalization, developing and enhancing the quality of life of residents through community-based problem solving and public/private partnerships. OBJECTIVES Improving Neighborhoods Conduct a grant cycle annually. Manage open grant projects through to completion. Market the program throughout the community, with special emphasis on new associations and/or targeted geographic areas.
PROGRAM NAME: Programs/Classes/Activities COST: $195,400 The City Resource Centers (depending upon their overall size) provide fitness rooms with equipment, gymnasiums, kitchens and one or more multi-use meeting rooms. Programs are either run by staff or instructors hired thru the City. Some recreational instructors offer classes using City facilities and pay the City 20% of their revenues collected. Programs taking place at the centers include recreational classes, enrichment classes, sports programs and community neighborhood activities.
OBJECTIVES
Improving Neighborhoods and Taking Action Continue to provide quality recreation programs, classes and activities that meet the needs, interests and desires of the City residents who visit and utilize the City’s resource centers. Increase participation in current and new programs by expanding the number and type of populations reached by implementing and improving marketing strategies to include the guide released by the Pensacola News Journal, the Play Pensacola website, email database mailing, and other, to be determined, media outlets. Increase participation in current and new programs by targeting drop-in users for interest-specific programs.
- 272 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 001 PROGRAM NAME: Recreation/Resource Center Administration COST: $476,000 The Recreation/Resource Center Administration program provides the overall direction and supervision of the daily operations for seven (7) recreation/resource centers.
OBJECTIVES Taking Action Increase the consistency and quality of new and existing programs and special events by creating a program and special event planning procedures guide. Increase communication between administrative and support staff by mandating center-specific staff training to be held once every three months.
PROGRAM NAME: Rentals of Facilities COST: $27,600 The Rental of Facilities involves specifically the city’s resource centers including the East Pensacola Heights facility. These facilities are available for rent by community organizations and community citizens whenever they are not in use for recreational programs and services. OBJECTIVES Taking Action Ensure all facility rentals are properly supervised and that all staff is trained to deal with issues or concerns that may arise during a rental. Ensure all rental facilities are clean and in good operational order for each rental.
PROGRAM NAME: Senior Center COST: $118,800 The Senior Center is a large facility used specifically for recreation programs and activities for the City’s older adults. The center provides a library, main social hall, game room, kitchen and a number of meeting rooms for the use and enjoyment of the participants. OBJECTIVES Taking Action Continue to provide quality recreation programs and services that meet the needs, interests and desires of the City’s senior citizen population. Increase participation of mature adults in recreation programs by offering a wider variety of fitness programs, educational/enrichment programs, and local and regional travel programs.
- 273 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 001 PROGRAM NAME: Youth Programs COST: $349,000 Youth Programs are held all year long at the city’s resource centers. This program area provides a quality after school program for youth during the school year and an active, exciting day long camp program for youth during the summer months. Both programs are available to youth ages 5-12. Improving Neighborhoods Continue to provide youth after school and summer camp recreation programs that are creative, innovative and enjoyable to participants. Increase consistency and quality of youth programs by offering more educational training opportunities for programming and support staff. Increase participation in current youth programs by targeting new youth populations and specialty groups with current and new marketing strategies. Increase recreational, education, and fitness opportunities by applying an outdoor recreation element to existing programs and creating outdoor recreation-specific programs for youths and families.
FUND: 117/125 PROGRAM NAME: Roger Scott Tennis Center DIRECT PROGRAM REVENUE: $188,500 COST: $188,500 The Roger Scott Municipal Tennis Center is the Pensacola area’s major tennis complex with a club house, 18 hard surface courts and 10 clay courts. Programs offered are private and group lessons, tournaments, tennis socials, a complete merchandise/retail shop, leagues for all skill levels and a comprehensive junior program under the direction of certified tennis professionals. The facility is open seven days a week.
OBJECTIVES
Taking Action Through coordinated marketing efforts within the Department, strive to increase both daily play and tennis center memberships. Increase revenue by obtaining 300 all-court memberships and maintaining 250 hard-court memberships. Continue to offer quality tennis programs for youth and adults. Continue to add tournaments and events.
- 274 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 120 PROGRAM NAME: Osceola Golf Course Daily Club House Operations DIRECT PROGRAM REVENUE: $552,100 COST: $138,600 The Daily Club House Operations of the Osceola golf course entails the collection of customer fees for each round of golf, the selling of Pro-Shop merchandise and general customer service. This part of the operation is managed by the Golf Course Supervisor. In addition, the Supervisor provides general oversight for the overall operation of the Golf Course Club House which includes a Restaurant Concessionaire who pays the City a monthly fee. The Supervisor also oversees all EPS employees involved in Golf Cart care, Pro-Shop operations and the Course Starter. OBJECTIVES
Taking Action Through additional marketing efforts work to expand the number of annual rounds from around 35,000 to 40,000 rounds. The course improvements and the addition of the driving range will assist in this effort to increase rounds of play.
PROGRAM NAME: Osceola First Tee DIRECT PROGRAM REVENUE: $4,000 COST: $5,500 The First Tee program’s purpose is to teach youth the fundamentals of golf and other significant social values while developing a future customer base. The Osceola Golf Course First Tee youth program has recently expanded to include a cooperative program with the Escambia County Schools.
OBJECTIVES
Improving Neighborhoods Continue to expand the programs to include the local YMCA and Boys and Girls Clubs. Work with the City’s youth programs to establish golf instruction opportunities for youth at city resource centers. Use the game of golf as a vehicle for teaching life skills and helpful habits that can transfer to school and home. Increase the number of partnerships with local schools.
- 275 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Neighborhood Services FUND: 120 PROGRAM NAME: Osceola Golf Course Maintenance COST: $581,500 Maintenance at the course takes place Monday-Sunday and entails mowing 98 acres, along with the highly specialized care of 18 greens, fairways and tee boxes. This part of the operation is managed by the Golf Course Greens Superintendent who oversees maintenance employees.
OBJECTIVES
Taking Action Continue to improve the golf courses overall playability by planting additional trees and shrubs to define course fairways.
PROGRAM NAME: Tournaments DIRECT PROGRAM REVENUE: $65,000 COST: $5,500 The Golf Course hosts a number of Golf Tournaments annually. While the tournaments disrupt open play, they do expose the course to other golfers from around the area and result in increased sales within the Pro-Shop.
OBJECTIVES
Taking Action Strive to host at least an equal number of tournaments in FY 2012 as were held in FY 2009. With the course improvements completed in 2011, it is expected course tournaments will slightly increase in 2012.
- 276 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0300 - NEIGHBORHOOD SERVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9111 SALARIES 1,164,162 1,102,870 999,400 1,118,000 1,118,000 9112 OVERTIME 30,298 17,418 1,600 1,600 1,600 9113 LONGEVITY 38,559 30,872 0 0 0 9114 GENERAL PENSION FUND 417,767 364,817 331,700 362,700 362,700 9118 MEDICARE PREMIUM 16,345 13,350 11,900 12,600 12,600 9119 ADDITIONAL REGULAR PAY 2,347 326 0 0 0 9120 SOCIAL SECURITY 19,306 14,975 12,900 20,100 20,100 9121 GROUP INSURANCE 113,238 115,694 128,200 134,000 134,000 9122 REPLACEMENT BENEFIT PGM 54,263 49,292 41,900 49,200 49,200 9123 DISABILITY/SURV INSURANCE 11,931 10,903 9,600 10,100 10,100 9125 EXTRA PERSONAL SERVICES 341,710 287,436 272,000 370,700 370,700 9129 DEFERRED COMP PENS PLAN 10,027 6,137 5,700 2,900 2,900 9130 WORKER'S COMPENSATION 24,158 21,684 9,400 17,700 17,700 9131 UNEMPLOYMENT 1,859 981 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 32,265 25,872 24,700 13,200 13,200 SUBTOTAL PERSONAL SERVICES 2,278,237 2,062,626 1,849,000 2,112,800 2,112,800 9330 RECREATION SUPPLIES 342 1,685 1,000 1,800 1,800 9331 OFFICE SUPPLIES 1,778 2,100 2,600 3,100 3,100 9332 OPERATING SUPPLIES 43,066 56,872 81,300 80,000 80,000 9333 REPAIRS & MAINTENANCE 44,929 44,264 71,500 56,300 56,300 9334 SMALL TOOLS & MINOR EQUIP 11,888 9,876 13,800 13,900 13,900 9335 PROFESSIONAL SERVICES 4,423 5,256 9,800 11,200 11,200 9336 COMMUNICATION 152,677 171,267 77,800 205,200 205,200 9337 TRANSPORTATION 961 879 400 900 900 9338 ADVERTISING 149 70 50,400 50,400 50,400 9339 POSTAGE 3,447 5,449 4,300 6,000 6,000 9340 PRINTING & BINDING 1,873 1,411 12,900 8,800 8,800 9341 RENTALS 4,069 2,436 16,100 7,600 7,600 9342 TRAINING 10,647 3,596 1,000 23,600 23,600 9343 DUES, SUBS, & MEMBERSHIPS 3,740 2,551 6,700 6,000 6,000 9345 MAINT & REPR OF VEHICLES 32,469 36,358 15,400 28,400 28,400 9346 LIABILITY INSURANCE 103,584 215,770 119,900 119,900 119,900 9347 UTILITIES 416,847 497,482 604,200 600,700 600,700
- 277 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0300 - NEIGHBORHOOD SERVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9348 FUELS & LUBRICANTS 26,613 31,162 26,100 24,400 24,400 9349 CLOTHING SUPPLIES 4,880 2,375 7,000 6,600 6,600 9351 MED & FIRST AID SUPPLIES 228 111 700 1,100 1,100 9355 AGRICULTURAL SUPPLIES 27,957 38,064 50,000 43,900 43,900 9357 OTHER CONTRACTUAL SERVICE 57,482 14,899 8,600 16,100 16,100 9360 MISCELLANEOUS 5,344 7,146 4,900 7,500 7,500 9361 UNCLASSIFIED 0 0 24,900 24,900 24,900 9364 SERVICE AWARDS 0 560 0 1,000 1,000 9365 LANDFILL FEES 1,309 75 0 100 100 9370 NON-CAPITALIZED ASSETS 10,361 3,041 3,500 11,000 11,000 SUBTOTAL OPERATING EXPENSES 971,065 1,154,754 1,214,800 1,360,400 1,360,400 9883 OTHER GRANTS AND AIDS 9,125 17,118 0 0 0 SUBTOTAL GRANTS AND AIDS 9,125 17,118 0 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) (11,900) (8,700) (8,700) 0 0 SUBTOTAL NON-OPERATING (11,900) (8,700) (8,700) 0 0 SUBTOTAL NEIGHBORHOOD SERVICES 3,246,526 3,225,798 3,055,100 3,473,200 3,473,200
- 278 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 117/125 - ATHLETIC FUND/TENNIS FUND 5240 - NEIGHBORHOOD SVCS/ROGER SCOTT TENNIS CENTER
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9118 MEDICARE PREMIUM 861 821 0 0 0 9120 SOCIAL SECURITY 3,680 3,510 0 0 0 9125 EXTRA PERSONAL SERVICES 67,573 96,282 107,700 84,500 84,500 9130 WORKER'S COMPENSATION 0 0 600 0 0 9133 FLORIDA RETIREMENT SYSTEM 5,846 5,730 0 0 0 PERSONAL SERVICES SUBTOTAL: 77,959 106,342 108,300 84,500 84,500 9330 RECREATION SUPPLIES 2,791 1,498 2,400 1,400 1,400 9331 OFFICE SUPPLIES 157 94 600 400 400 9332 OPERATING SUPPLIES 4,587 5,683 7,000 6,000 6,000 9333 REPAIRS & MAINTENANCE 2,923 4,312 9,700 7,700 7,700 9334 SMALL TOOLS & MINOR EQUIP 1,512 2,003 8,000 2,000 2,000 9335 PROFESSIONAL SERVICES 0 435 1,000 200 200 9336 COMMUNICATION 7,982 7,112 9,300 12,900 12,900 9338 ADVERTISING 0 0 3,800 0 0 9339 POSTAGE 0 0 100 100 100 9340 PRINTING & BINDING 436 1,063 2,000 500 500 9341 RENTALS 0 2,083 1,500 3,000 3,000 9342 TRAINING 0 3,000 200 200 200 9343 DUES, SUBS, & MEMBERSHIPS 50 50 400 100 100 9346 LIABILITY INSURANCE 3,970 2,080 3,000 2,300 2,300 9347 UTILITIES 21,750 38,027 20,500 40,500 40,500 9349 CLOTHING SUPPLIES 0 0 1,500 0 0 9351 MED & FIRST AID SUPPLIES 31 221 0 0 0 9357 OTHER CONTRACTUAL SERVICE 1,029 1,118 1,600 22,600 22,600 9361 UNCLASSIFIED 942 1,919 5,000 1,500 1,500 9365 LANDFILL FEES 040 00 0 9370 NON-CAPITALIZED ASSETS 0002,600 2,600 OPERATING EXPENSES SUBTOTAL: 48,160 70,740 77,600 104,000 104,000 SUBTOTAL NEIGHBORHOOD SVCS/TENNIS CTR 126,119 177,082 185,900 188,500 188,500
- 279 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 120 - GOLF COURSE FUND 0690 - NEIGHBORHOOD SERVICES/OSCEOLA GOLF COURSE FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 194,455 203,514 203,500 187,300 187,300 9113 LONGEVITY 7,877 7,523 0 0 0 9114 GENERAL PENSION FUND 51,517 51,223 53,100 53,900 53,900 9118 MEDICARE PREMIUM 2,240 2,424 1,900 2,000 2,000 9120 SOCIAL SECURITY 5,203 5,918 4,000 4,400 4,400 9121 GROUP INSURANCE 32,627 30,430 42,200 28,400 28,400 9122 REPLACEMENT BENEFIT PGM 7,128 7,371 7,200 6,200 6,200 9123 DISABILITY/SURV INSURANCE 2,029 2,110 2,000 1,600 1,600 9125 EXTRA PERSONAL SERVICES 90,128 90,417 68,200 93,000 93,000 9129 DEFERRED COMP PENS PLAN 2,290 2,348 2,300 2,300 2,300 9131 UNEMPLOYMENT 1,122 1,017 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 9,502 10,493 8,500 4,200 4,200 SUBTOTAL PERSONAL SERVICES 406,117 414,790 392,900 383,300 383,300 9330 RECREATION SUPPLIES 80 80 100 100 100 9331 OFFICE SUPPLIES 470 44 300 200 200 9332 OPERATING SUPPLIES 4,330 5,748 3,300 6,100 6,100 9333 REPAIRS & MAINTENANCE 21,385 34,320 20,700 35,700 35,700 9334 SMALL TOOLS & MINOR EQUIP 2,156 2,748 1,400 3,000 3,000 9335 PROFESSIONAL SERVICES 405 545 400 600 600 9336 COMMUNICATION 14,781 13,620 14,300 17,000 17,000 9338 ADVERTISING 22,606 25,520 17,500 27,500 27,500 9340 PRINTING & BINDING 1,265 31 1,300 600 600 9341 RENTALS 474 30 300 500 500 9342 TRAINING 547 684 300 800 800 9343 DUES, SUBS, & MEMBERSHIPS 645 445 300 500 500 9345 MAINT & REPR OF VEHICLES 1,798 1,440 2,000 3,000 3,000 9346 LIABILITY INSURANCE 13,750 13,708 16,300 15,800 15,800 9347 UTILITIES 68,942 75,851 83,200 83,200 83,200 9348 FUELS & LUBRICANTS 9,245 11,346 12,800 12,900 12,900 9349 CLOTHING SUPPLIES 965 387 500 1,000 1,000 9350 INV OF STORES FOR RESALE 8,765 10,204 8,000 10,300 10,300 9355 AGRICULTURAL SUPPLIES 70,260 51,213 40,000 68,200 68,200
- 280 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 120 - GOLF COURSE FUND 0690 - NEIGHBORHOOD SERVICES/OSCEOLA GOLF COURSE
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED
9357 OTHER CONTRACTUAL SERVICE 48,104 48,951 50,900 50,900 50,900 9361 UNCLASSIFIED 7,301 7,251 3,000 7,300 7,300 9364 SERVICE AWARDS 72 0 0 0 0 9370 NON-CAPITALIZED ASSETS 1,795 2,702 2,500 2,600 2,600 SUBTOTAL OPERATING EXPENSES 300,141 306,868 279,400 347,800 347,800 SUBTOTAL NEIGHBORHOOD SVCS/GOLF COURSE 706,258 721,658 672,300 731,100 731,100
- 281 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 282 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
WEST FLORIDA PUBLIC LIBRARY
LIBRARY DIRECTOR
LIBRARY ADVISORY BOARD
ASSISTANT LIBRARY DIRECTOR (1)
SR. ADMINISTRATIVE OFFICER I (1) MAINTENANCE WORKER III (1)
ADMINISTRATIVE OFFICER I (1) NETWORK/SYSTEM ENGINEER I (2)
CIRCULATION REFERENCE TECHNICAL SERVICES CENTURY SOUTHWEST BRANCH BRANCH
SENIOR LIBRARIAN (1) SR. ADMIN. OFFICER I (1) SR. ADMIN. OFFICER II (1) SENIOR LIBRARIAN (1) SENIOR LIBRARIAN (1) LIBRARIAN (1) MAINTENANCE WORKER II (1) CLERK III (1) SR. ADMIN. OFFICER I (1) ADMIN. OFFICER I (1) CLERK III (1) CLERK I (1) LIBRARY COMPUTER TECH. (1) CLERK II (1) CLERK II (1) TALKING BOOKS BOOKMOBILE CHILDREN'S CLERK I (2) SERVICES LIBRARY TECHNICIAN (1) TRYON WEST SIDE BRANCH BRANCH SENIOR LIBRARIAN (1)
SENIOR LIBRARIAN (1) SR. ADMIN. OFFICER I (1) CLERK III (1) LIBRARIAN (1) LIBRARY COMPUTER TECH. (1) CLERK II (1) CLERK I (1)
GENEALOGY BRANCH
SENIOR LIBRARIAN (1) ADMIN. OFFICER I (1) ADMIN. OFFICER (1) Total Positions: 36
- 283 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: West Florida Public Library FUND: 108 DESCRIPTION The mission of the West Florida Public Library is to act as the community’s independent learning center for the residents of Escambia County and the City of Pensacola, Florida. The Library will meet the informational, recreational, and educational needs of the community by providing free access to reading and audio-visual materials and serving as an information portal offering public computing, database and Internet access. The Department accomplishes this mission by providing direct library service to the residents of the City of Pensacola and Escambia County through an interlocal agreement. Escambia County and the City of Pensacola share costs based upon usage.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 3,326,328 3,515,645 3,423,800 3,204,100 Operating Expenses 970,910 1,003,709 1,010,700 1,163,000 Capital Outlay 540,919 270,675 336,800 102,900 SUBTOTAL 4,83,8157 4,790,029 4,771,300 4,470,000 Allocated Overhead/(Cost Recovery) 346,000 354,800 354,800 339,500 TOTAL $ 5,184,157 5,144,829 5,126,100 4,809,500
PROGRAM COSTS ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Century Branch Library $ 219,733 202,491 187,800 190,600 Escambia County Bookmobile 71,843 74,915 77,200 77,300 Lucia Tyron Branch Library 674,615 604,258 783,200 623,900 Pensacola Public Library 2,822,250 2,592,807 2,475,400 2,292,000 Southwest Branch Library 583,686 529,959 553,300 565,000 Talking Book Library 91,532 88,544 83,600 84,000 West Florida Genealogy Library 0 331,520 249,700 288,100 Westside Branch Library 374,498 365,535 361,100 349,100 Subtotal 4,838,157 4,790,029 4,771,300 4,470,000 Allocated Overhead/(Cost Recovery) 346,000 354,800 354,800 339,500 TOTAL $ 5,184,157 5,144,829 5,126,100 4,809,500
- 284 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Century Branch Library COST: $190,600 The Century Branch Library is the smallest of the two branches located in Escambia County and the smallest branch in the Library System. This branch is 3,000 square feet and is housed in the former Century Police Station and jail. Using Local Option Sales Tax monies, Escambia County gutted the interior of the existing building and completed remodeled the structure into a small public library. The location of the facility is on the west side of US Highway 29 in the Town of Century directly across from the Century Town Hall. The facility opened in March of 2007. Century Branch Library is a full service library providing children’s services, reference services, a computer lab and a meeting room. It services residents of Century as well as residents of the northern part of Escambia County. The Library is open to the public 40 hours per week from 9:00 am to 5:00 pm Tuesday, Wednesday, Friday and Saturday; Thursday, Noon-8:00 pm. OBJECTIVE Creating Jobs Respond to community needs by increasing the use of the public use computers by five percent during the fiscal year. Increase the number of computer basic classes by 5% over the prior fiscal year’s final statistics. Increase the number of registered borrowers by five percent over the prior fiscal year by the end of this fiscal year. Increase children's program attendance by 5% over the prior fiscal year by the end of this fiscal year. Restoring Trust Work closely with the Escambia School District to be able to provide reading materials for students by purchasing items on the summer reading lists. Lists should be obtained before the end of the school year in the spring of 2012.
PROGRAM NAME: Escambia County Bookmobile $77,300 The Escambia County Bookmobile serves the rural areas of Escambia County on a bi-weekly schedule. The vehicle has sixteen distinct stops. Patrons can pick up special requests as well as browse the collection that is contained on the vehicle. Patrons may also return books that have been checked out from any of the other facilities. The stops are revised on a continuing basis. The bookmobile operates Tuesday through Friday. OBJECTIVE Creating Jobs Increase the availability of career materials to patrons of the bookmobile by drawing on the collection at the main library. This should be done as soon as practicable. Distribute information about training programs and classes provided by the School District and the Extension Service. Restoring Trust Evaluate new stops as they are suggested by the public in light of the availability of the Southwest Branch, Century Branch and the proposed Molino Branch Library.
- 285 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Lucia Tryon Branch Library COST: $623,900 The Tryon Branch Library is the largest and most heavily used of the library branches. It is located at 1200 Langley Avenue and serves area residents in the northeast area of Pensacola. The location is nearly midway between 9th Avenue and Davis Highway in Bryan Park. The branch has a full range of services: children's services, reference services, public use computers, reader's advisory and large and small meeting rooms. The Library is open to the public 60 hours per week from 9:00 am to 8:00 pm Monday - Thursday; 9:00 am to 5:00 pm Friday and Saturday. OBJECTIVE Creating Jobs Respond to community needs by increasing the use of the public use computers by 5 percent during the fiscal year over the prior fiscal year. Increase assistance to beginning computer users by 5% during the fiscal year over the prior fiscal year’s final statistics. Increase the use of the small study rooms by literacy tutors from Learn to Read and other volunteer agencies. Increase the number of adult programs by 10% over the prior fiscal year emphasizing careers and career changes. Restoring Trust Increase public knowledge of "Suggestion Box" and "Suggestions for Purchase" on the library website in order to ensure the best customer service possible.
- 286 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Pensacola Public Library COST: $2,292,000 The Pensacola Public Library is the Headquarters Library for the Library system. The Pensacola Public Library provides a range of services to the general public including reference, children's services, reader’s advisory service, and a computer lab. The building houses the Bookmobile which is a separate program. The building also houses the administrative offices and the processing offices. The Library is open to the public 65 hours per week from 9:00 am to 8:00 pm Monday - Thursday; 9:00 am to 5:00 pm Friday and Saturday and 2:00 pm to 7:00 pm on Sundays. OBJECTIVE Creating Jobs Complete the construction/renovation of the downtown library using local businesses and professionals. Enhancing the quality of our workforce through training and education programs, especially with regard to computer literacy and career education opportunities. Increase the number of formal computer classes in the downtown lab by 10% by the end of this fiscal year over the prior fiscal year’s statistics. When the new facility is completed, work with Learn to Read and other literacy providers to make available meeting space and develop a literacy collection by the end of this fiscal year. Increase the number of registered borrowers by five percent by the end of the fiscal year. Restoring Trust Increase public knowledge of "Suggestion Box" and "Suggestions for Purchase" on the library website in order to ensure the best customer service possible. Work with the County to provide public library services to all County residents thereby eliminating the need for the County to form its own library system. Work on revising the Interlocal Agreement by County staff should be completed by the end of FY 2011. Improving Neighborhoods The new downtown library under construction will be an LEED-certified green building. Extra funds were obtained through a $606,500 grant from the U. S. Department of Energy.
- 287 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Southwest Branch Library COST: $565,000 The Southwest Branch Library is the larger of the two branches located in Escambia County. This branch is the third largest of the Library System's Branches. It is located on the corner of Gulf Beach Highway and Bauer Road. The facility replaces a small facility that had been rented in a strip mall on Sorrento Road. The County built the present 8,000 square foot facility using Local Option Sales Tax in 2004. It services residents of the southwestern part of Escambia County as well as out-of-state visitors who rent condominiums on Perdido Key. The branch has a full range of services: children's services, reference services, public use computers, reader's advisory and a meeting room. The Library is open to the public 60 hours per week from 9:00 am to 8:00 pm Monday - Thursday; 9:00 am to 5:00 pm Friday and Saturday. OBJECTIVE Creating Jobs Respond to community needs by increasing the use of the public use computers by 5 percent during the during this fiscal year over the prior fiscal year. Increase assistance to beginning computer users by 5% during this fiscal year over the prior fiscal year’s final statistics. Increase the use of the small study rooms by literacy tutors from Learn to Read and other volunteer agencies. Increase the number of adult programs by 10% over the prior fiscal year emphasizing careers and career changes. Restoring Trust Increase public knowledge of "Suggestion Box" and "Suggestions for Purchase" on the library website in order to ensure the best customer service possible. Work with the County to provide public library services to all County residents thereby eliminating the need for the County to form its own library system. Work on revising the Interlocal Agreement should be completed by the end of FY 2011.
PROGRAM NAME: Talking Book Library $84,000 The Talking Book Library is a branch of the Division of Blind Services in Daytona Beach. The Talking Book Library receives requests from Escambia County residents and provides the requested audio books through the mail. There is no charge to the individuals for this service. The Federal Government provides the reading materials and the special players. Individuals must be certified by a physician, teacher, nurse or social worker that they are eligible for the program. All of the library branches have "express" collections of the audio materials in the eveny that an individual has a delayed delivery. OBJECTIVE Restoring Trust Increase the circulation per capita 2% from the September 2011 baseline by September 2012. Increase publicity about the program to churches and doctors offices. Increase the number of registered borrowers using the service by 2% percent by the end of the fiscal year.
- 288 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: West Florida Genealogy Library COST: $288,100 The West Florida Genealogy Library is the newest of the library programs. It is located in the old Tryon Library on Ninth Avenue. The building was retained after the Tryon Library moved to its new location on Langley Avenue. The library houses the genealogy collections of the West Florida Public Library as well as the collections of the West Florida Genealogical Society. There is a meeting room for genealogy programs as well as administrative and public use. The building also houses the Talking Book Library. The hours are Tuesday thru Thursday - 10:00 am to 5:00 pm and Friday and Saturday, 9:00 am to 5:00 pm. OBJECTIVE Creating Jobs Respond to needs of local and visiting genealogists by making the collection more available for use and study. The Genealogy Library will assist the City in drawing more visitors to the City for use of the genealogy collection.
PROGRAM NAME: Westside Branch Library COST: $349,100 The Westside Branch Library is located in a 3,500 square foot storefront in a strip mall between “I” and “J Streets on West Cervantes Street. The branch was opened in April 2007 in order to serve the population residing on the west side of Pensacola. The library has readers’ advisory service and public use computers. There is no meeting room. The library is open 60 hours per week: Monday - Thursday, 9:00 am to 8:00 pm and Friday and Saturday, 9:00 am to 5:00 pm. OBJECTIVE Creating Jobs Respond to community needs by increasing the use of the public use computers by 5 percent during this fiscal year over the prior fiscal year. Increase assistance to beginning computer users by 5% during this fiscal year over the prior fiscal year’s final statistics. Increase the use of the small study rooms by literacy tutors from Learn to Read and other volunteer agencies. Increase the number of adult programs by 10% over the prior fiscal year emphasizing careers and career changes. Restoring Trust Increase public knowledge of "Suggestion Box" and "Suggestions for Purchase" on the library website in order to ensure the best customer service possible. Improving Neighborhoods The Westside Branch has provided new educational and cultural opportunities for residents of an impoverished area which is slated for redevelopment.
- 289 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 108 - WEST FL PUBLIC LIBRARY FUND 1080 - WEST FLORIDA REGIONAL LIBRARY FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 1,423,239 1,445,288 1,487,800 1,315,200 1,315,200 9112 OVERTIME 58,289 38,358 41,200 0 0 9113 LONGEVITY 44,268 40,736 0 0 0 9114 GENERAL PENSION FUND 547,126 545,384 560,500 569,700 569,700 9116 POLICE PENSION FUND 36,842 31,608 23,500 0 0 9118 MEDICARE PREMIUM 26,748 25,183 18,000 16,100 16,100 9119 ADDITIONAL REGULAR PAY 75 4 5,700 0 0 9120 SOCIAL SECURITY 77,933 71,444 44,500 40,700 40,700 9121 GROUP INSURANCE 172,905 185,794 233,100 206,000 206,000 9122 REPLACEMENT BENEFIT PGM 45,984 45,943 41,300 36,400 36,400 9123 DISABILITY/SURV INSURANCE 11,235 14,866 13,700 10,500 10,500 9125 EXTRA PERSONAL SERVICES 737,313 939,082 869,500 965,300 965,300 9129 DEFERRED COMP PENS PLAN 4 0 0 0 0 9130 WORKER'S COMPENSATION 5,898 2,375 3,600 3,600 3,600 9131 UNEMPLOYMENT 11,017 9,488 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 127,452 120,093 81,400 40,600 40,600 SUBTOTAL PERSONAL SERVICES 3,326,328 3,515,645 3,423,800 3,204,100 3,204,100 9331 OFFICE SUPPLIES 1,350 2,627 2,900 3,100 3,100 9332 OPERATING SUPPLIES 52,569 38,448 51,900 38,700 38,700 9333 REPAIRS & MAINTENANCE 13,568 17,943 9,400 18,200 18,200 9334 SMALL TOOLS & MINOR EQUIP 12,325 15,823 4,300 6,500 6,500 9335 PROFESSIONAL SERVICES 658 279 500 500 500 9336 COMMUNICATION 276,568 288,455 271,200 289,900 289,900 9337 TRANSPORTATION 1,152 489 1,600 1,600 1,600 9338 ADVERTISING 1,135 624 500 500 500 9339 POSTAGE 15,704 11,418 16,000 12,000 12,000 9340 PRINTING & BINDING 5,045 7,171 6,500 6,800 6,800 9341 RENTALS 83,107 84,079 86,000 92,600 92,600 9342 TRAINING 3,061 2,481 3,600 3,600 3,600 9343 DUES, SUBS, & MEMBERSHIPS 90,576 82,678 110,400 134,300 134,300 9345 MAINT & REPR OF VEHICLES 4,886 5,672 9,500 5,500 5,500 9346 LIABILITY INSURANCE 105,136 115,810 116,800 164,500 164,500 9347 UTILITIES 167,956 186,269 175,400 197,400 197,400
- 290 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 108 - WEST FL PUBLIC LIBRARY FUND 1080 - WEST FLORIDA REGIONAL LIBRARY FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9348 FUELS & LUBRICANTS 4,780 5,525 6,800 8,500 8,500 9349 CLOTHING SUPPLIES 499 0 700 400 400 9357 OTHER CONTRACTUAL SERVICE 123,093 107,282 115,100 116,600 116,600 9360 MISCELLANEOUS 555 555 600 600 600 9364 SERVICE AWARDS 72 0 0 100 100 9370 NON-CAPITALIZED ASSETS 7,116 30,083 21,000 61,100 61,100 SUBTOTAL OPERATING EXPENSES 970,910 1,003,709 1,010,700 1,163,000 1,163,000 9666 OFFICE EQUIPMENT 14,675 31,449 0 13,700 13,700 9668 BOOKS 526,244 239,227 336,800 89,200 89,200 SUBTOTAL CAPITAL OUTLAY 540,919 270,675 336,800 102,900 102,900 9992 ALLOCATED OVERHEAD(COST RECOVERY) 346,000 354,800 354,800 339,500 339,500 SUBTOTAL NON-OPERATING 346,000 354,800 354,800 339,500 339,500 SUBTOTAL WEST FL REGIONAL LIBRARY 5,184,157 5,144,829 5,126,100 4,809,500 4,809,500
- 291 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 108 - WEST FL RGNL LIBRARY FUND WEST FLORIDA REGIONAL LIBRARY
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED
9666: OFFICE EQUIPMENT 662008 REPLACE PHONE SYSTEM 6,200 6,200 662009 SIRSI SERVER 7,500 7,500 SUBTOTAL 9666: OFFICE EQUIPMENT: 13,700 13,700
9668: BOOKS 000000 BOOKS 89,200 89,200 SUBTOTAL 9668: BOOKS: 89,200 89,200
SUBTOTAL WEST FL RGNL LIBRARY 102,900 102,900
- 292 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
HOUSING
HOUSING DIRECTOR
ADMINISTRATION HOME OWNER PROGRAMS
ASSISTANT HOUSING DIRECTOR (1)
BUDGET/FINANCE HOUSING OPERATIONS RENTAL ASSISTANCE HOUSING REHABILITATION SPECIAL PROJECTS PROGRAMS PROGRAMS MANAGER (1)
EXEC. SECRETARY II (1) ADMINISTRATIVE ASSISTANT HOUSING OFFICER IV (1) OPERATIONS MANAGER (1)
REHABILITATION & FIRST TIME ADMIN. OFFICER I (1) HOUSING SECTION 8 COUNSELING INSPECTIONS RECONSTRUCTION HOMEBUYERS FINANCE SPECIALIST (1) ADMIN. OFFICER (1) ADMIN. OFFICER (1) ADMIN. OFFICER III (1) ADMIN. OFFICER III (1) HOUSING REHAB. ADMIN. OFFICER IV (1) ADMIN. ACCT. CLERK (1) SPECIALIST (1) CLERK III (2) SR. ADMIN. OFFICER I (1) CODE INSPECTOR II (1) ADMIN. OFFICER I (2) SR. ADMIN. OFFICER I (1)
Total Positions: 22
- 293 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Housing FUND: 102/104/115 DESCRIPTION The primary goals of Housing are to: aid in the provision of a sufficient volume and variety of affordable housing to meet existing and anticipated population demands (especially for the low and moderate income); secure decent, safe, and sanitary housing for all residents; help eliminate slums and blighting influences; prevent deterioration of property and neighborhood decline; and maintain viable neighborhoods which enhance the quality of life for Pensacola residents. Housing is a non general fund activity with all revenues from non local sources. SUMMARY ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 1,484,260 1,486,601 1,624,300 1,583,300 Operating Expenses 12,743,927 12,673,057 15,387,100 15,260,500 Capital Outlay 2,981 298,556 0 0 SUBTOTAL 14,231,168 14,458,214 17,011,400 16,843,800 Grants & Aids 1,160,580 1,075,253 1,054,400 785,000 Allocated Overhead/(Cost Recovery) 159,400 149,400 160,000 151,200 TOTAL $ 15,551,148 15,682,867 18,225,800 17,780,000 PROGRAM COSTS ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Special Grants Fund HOME Program $ 64,974 37,173 40,200 32,500 SHIP Program 60,969 40,240 60,000 0 Subtotal 125,943 77,413 100,200 32,500 Grants & Aids 245,642 600,962 367,600 328,500 Hurricane Recovery Grant 709 0 0 0 Special Grants Sub-Total 372,294 678,375 467,800 361,000 Community Dev. Block Grant Fund Community Development Block (CDBG) Program 215,965 216,105 263,800 183,600 Homebuyer Club /Foreclosure Prevention Program 0 0 0 42,400 Housing Rehabilitation 205,190 230,987 251,200 197,500 Subtotal 421,155 447,092 515,000 423,500 Grants & Aids Projects 914,938 760,873 686,800 456,500 Community Dev. Block Grant Sub-Total 1,336,093 1,207,965 1,201,800 880,000 Section 8 Housing Asst. Payments Prog. Fund Section 8 Housing Assistance Payments Program 13,842,761 13,796,526 16,556,200 16,539,000 Section 8 Housing Asst. Payments Prog. Sub-Total 13,842,761 13,796,526 16,556,200 16,539,000 TOTAL $ 15,551,148 15,682,866 18,225,800 17,780,000
- 294 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Housing FUND: 102 PROGRAM NAME: Special Grants/HOME Program COST: $32,500 The HOME Housing Reconstruction Program provides direct loans to City residents to reconstruct severely dilapidated owner-occupied properties. The HOME Tenant–Based Rental Assistance Program is designed to assist dislocated tenants in securing affordable rental housing. OBJECTIVES Creating Jobs Finance housing repairs including energy conservation improvements provide tenant based rental assistance and reconstruction of dilapidated owner occupied housing using local contractors, tradesman, laborers, material and building suppliers and engineering and testing firms. This creates and saves jobs. All funds are spent locally. Allow lower income City residents to maintain their homes in accordance with local and federal code standards that foster neighborhood reinvestment and encourage disposable income spending, locally. Restoring Trust Engage and encourage trust in government by offering financial and educational assistance to rebuild and rehabilitate homes for the most disenfranchised residents of our City, resulting in neighborhood stability and improvements. Continue the excellent working relationship with non profits and other governmental agencies to work toward providing assistance for eligible working poor and fixed income poor with united programs to assist them with their housing and other community development needs. Encourage citizen participation in activities undertaken with CDBG and HOME funds. Taking Action Increase and stabilize the tax base and eliminate blighting influences by facilitating the reconstruction of severely dilapidated owner-occupied properties. Provide temporary rental assistance (for up to 24 months) to families displaced due to government action (such as code enforcement) or disaster (such as fire). Provide security deposit assistance and utility deposit assistance to eligible families. Work in conjunction with other housing partners on grant writing and projects for mutual benefit. Leverage federal HOME dollars to meet the unique needs of affordable housing. Improving Neighborhoods Provide 4-6 families with affordable financing through a combination of a low interest loan and a no-interest, no-payment, depreciating loan with equal maturity. Offer a variety of architectural plans specifically designed to fit into owner’s budgets while preserving the distinctive architectural character and diversity of the City’s many neighborhoods. Support and promote environmentally sustainable design and construction. FUTURE ISSUES It is expected that HUD will reduce the current allocation and available administrative funds by 10-20%.
- 295 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Housing FUND: 104 PROGRAM NAME: Community Development Block Grant (CDBG) Program COST: $183,600 The primary mission of the program is the development of viable urban communities by providing decent housing and a suitable living environment for persons of low and moderate income. All eligible activities must meet one of the three national objectives: (1) benefit low/moderate income persons (primary objective); (2) aid in the prevention or elimination of slums or blight; or (3) qualify as a certified urgent need. OBJECTIVES Creating Jobs Provide affordable housing for workforce, elderly and disabled residents by financing housing repairs including energy conservation improvements, tenant based rental assistance and reconstruction of dilapidated owner occupied housing using local contractors, tradesman, laborers, material and building suppliers and engineering and testing firms. This creates and saves jobs. All funds are spent locally. Allow lower income residents to maintain their residences in accordance with local and federal code standards, foster neighborhood reinvestment, and encourage disposable income to be spent locally. Increase and stabilize the tax base through newly constructed housing and infrastructure projects. Restoring Trust Seek funds from HUD’s HOME, ARRA, SHIP and any other funding resources to augment existing Housing and Community Development programs. Implement CDBG projects, sub-grantee monitoring grant reports and plans, the Escambia/Pensacola Consortium Annual and Five Year Plans. Encourage trust in government by offering financial and educational assistance to rebuild and rehabilitate homes for the most disenfranchised residents of our City, resulting in neighborhood stability and improvements Continue the excellent working relationship with non profits and other governmental agencies to work toward providing assistance for eligible working poor and fixed income poor with united programs to assist them with their housing and other community development needs. Encourage citizen participation in activities undertaken with CDBG and HOME funds. Taking Action Work in conjunction with other housing partners on grant writing and projects for mutual benefit. Support mortgage foreclosure prevention and Home Buyers Club to provide education and guidance on homeownership to our residents. Provide approximately 1,200 meals per month to elderly City residents to facilitate aging in place. Provide funding for approximately 1,000 code enforcement inspections, in an effort to arrest the decline of targeted areas and encourage public and private improvements. Improving Neighborhoods Support neighborhood revitalization activities including infrastructure improvements to reduce blight, foster both affordable workforce housing and neighborhood reinvestment. FUTURE ISSUES Continue to fund projects that can be quickly implemented and that meet all eligibility and objective requirements. Continue to maintain timely expenditure of allocated dollars in accordance with HUD’s requirements. Funding formulas in CDBG allocations remain a concern. Funding is dependent upon federal budget spending levels. This budget assumes a 20% reduction in funding. Fund projects that maximize the benefits to low to moderate income residents at a minimum level of 70%.
- 296 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Housing FUND: 104 PROGRAM NAME: Homebuyer Club/Foreclosure Prevention Program COST: $42,400 Pre-purchase homeownership counseling, education, guidance and support for lower income (below 80% of median) City residents with a goal of owning their own home (Homebuyer’s Club); foreclosure prevention guidance, education and assistance in an effort to assist Pensacola residents avoid foreclosure and retain ownership of their homes. Individual counseling opportunities are provided under both programs to provide opportunities to review the individual’s current situation and discuss options for assistance. OBJECTIVES Creating Jobs Educate the homeowner and homebuyer to prevent common financial issues and maintain financial stability and responsibility. Restoring Trust Assure residents can work toward obtaining homeownership in these difficult economic times and maintain good credit. Continue the excellent working relationship with non profits and other governmental agencies to work toward providing assistance for eligible working poor and fixed income poor with united programs to assist them with their housing and other community development needs. Encourage citizen participation in activities undertaken with CDBG and HOME funds. Taking Action Provide counseling, guidance, education and support to 100 Pensacola families to help them gain the financial knowledge to make good choices regarding their housing situations. Provide guidance and education for homeowners to avoid foreclosure and maintain their homes. Offer budgeting and credit counseling for homeowners and prospective home buyers. Improving Neighborhoods Provide the Homebuyers Club, which offers a series of budget and credit counseling sessions designed to educate and prepare eligible families for homeownership. Assist homeowners avoid foreclosure to maintain neighborhood stability.
FUTURE ISSUES Funding formulas in CDBG allocations remain a concern. Funding is dependent upon federal budget spending levels. This budget assumes a 20% reduction in overall CDBG funding.
- 297 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Housing FUND: 104 PROGRAM NAME: Housing Rehabilitation COST: $197,500 This program enables the City to partner with moderate and lower income homeowners to provide extensive repairs to their residences. All funds are spent locally in payment for the goods and services required to bring the house into conformance with the City’s building and land development codes. This allows entities and individuals the ability to share in the infusion of capital into our community as older homes are rehabilitated to become strong, hurricane resistant, energy and resource efficient and healthy for occupants. Additionally the program allows for aging friendly modification with an emphasis on accessibility, fall prevention and risk and barrier free homes. OBJECTIVES Creating Jobs Finance housing repairs including energy conservation improvements through local contractors, tradesman, laborers, material and building suppliers and engineering and testing firms. This creates and saves jobs. All funds are spent locally. Allow the lower income resident to maintain their residence in accordance with local and federal code standards, foster neighborhood reinvestment, and encourage disposable income to be spent locally. Provide affordable financing through a combination of a low interest loan and a no-interest, no-payment, depreciating loan. Restoring Trust Continue the excellent working relationship with non profits and other governmental agencies to work toward providing assistance for eligible working poor and fixed income poor with united programs to assist them with their housing and other community development needs. Encourage citizen participation in activities undertaken with CDBG and HOME funds. Maintain staff and programmatic capacity to deliver results, value and customer service over a broad spectrum of housing repair and neighborhood improvement initiatives. In addition to administering the City’s Housing Repair programs, ensure the success of: the World Changers; SHIP Housing Repair Assistance; SHIP Sewer Replacement; Florida Department of Community Affairs Roof Repair program following hurricanes; Project Impact; Weed and Seed; Front Porch Energy Conservation Assistance; Front Porch Paint it UP, Clean it UP Green it UP; Florida Housing Finance Corporation’s HOME Again housing replacement program; Urban Infill; and the CRA Residential Roof Replacement program. Taking Action Stabilize the tax base and eliminate blighting influences by facilitating extensive repair to qualified owner-occupied properties. Improving Neighborhoods Aspire to green home renovation best practices by specifying quality, low maintenance, resource efficient materials and Energy Star rated appliances, HVAC and water heating equipment. Reduce insurance premiums through building system upgrades and windstorm mitigation retrofits. FUTURE ISSUES CDBG Funding. The Housing Department currently utilizes CDBG, HOME and if available, SHIP funds for required match and minor repair. Monitoring of rehabilitation materials and labor costs and permit structures will continue to be evaluated as these increasingly impact the single- family rehabilitation costs. SHIP Funding. We will receive no State (SHIP) funding this fiscal year so the CDBG Housing Rehabilitation Program becomes the only viable support for both the administration and production of these activities. Funding formulas in CDBG allocations remain a concern. Funding is dependent upon federal budget spending levels. This budget assumes a 20% reduction in overall CDBG funding.
- 298 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Housing FUND: 115 PROGRAM NAME: Section 8 Housing Assistance Payments Program COST: $16,539,000 The Housing Choice Voucher (HCV) Programs assist eligible families with paying rent to private owners for qualified rental units within Escambia County. The Veterans Affairs Supportive Housing Program (VASH), the Family Unification Program (FUP), the Family Self Sufficiency (FSS) Program, and the Tenant Based Rental Assistance Program are also available. Interested families must apply to have their names placed on the waiting lists when applications are being accepted. The VASH, FUP, and TBRA programs also require referrals from other local agencies. OBJECTIVES Creating Jobs Provide the working poor and disabled and elderly participants stable assistance for rent enabling them a wide variety of rental housing options. Encourage and allow the very low income participant to use disposable income that can be reinvested in the community through their local businesses including restaurants, retail and grocery shops. Allows the very poor to maintain their job, and provides stable rent revenues for rental property owners and helps stabilize the housing market and tax revenues through real estate property taxes. Restoring Trust Provide excellent service through cost effective administration of federal funds for rental assistance for Pensacola/Escambia County. Administer this program for 2,288 resident families and approximately 700 landlords within Pensacola/Escambia County and maintain a minimum 95% lease-up of allocated units. Provide expanded hours to better serve clients. Continue the excellent working relationship with non profits and other governmental agencies to work toward providing assistance for eligible working poor and fixed income poor with united programs to assist them with their housing and other community development needs. Taking Action Continue to work on eligible grant opportunities with other housing partners including but not limited to FUP, VASH and FSS. Provide counseling for approximately 2,288 participating families to maintain their rental unit and assistance. Provide guidance and assistance to participating owners/landlords. Improving Neighborhoods Provide stable rental income to approximately 700 property owners as well as the community in the form of ensuring a supply of safe, affordable rental housing units that meet HUD’s Housing Quality Standards (HQS) in compliance with program requirements, for which taxes must be paid. Help 2,288 low income households achieve safe, affordable housing. Under the program, participants are issued a voucher, which provides them the opportunity to search for housing to rent from private market landlords. This program stabilizes families, allowing them to fulfill other obligations such as childcare, employment and pursuing education to work toward self sufficiency. Reduce the threat of homelessness in our community and allows participants, landlords and the City to work together to provide neighborhood reinvestment. Improve neighborhoods by requiring that the housing units meet HQS and related codes. FUTURE ISSUES Implement changes in the Housing Choice Voucher Programs arising from changing federal regulations and funding, Review and implement applicable fair market rent schedules. Assure payment standards and rent reasonableness are based on an analysis of current housing rental market conditions and increasing utility rates to benefit the highest number of qualified individuals possible and to assure the best use of funding dollars. Apply for additional funding for new and existing housing assistance to increase assistance to low income residents of the community. Federal funds for this program are allocated on a calendar year basis rather than a fiscal year basis. Whatever federal funding levels established for the 2011 and 2012 calendar years, the Housing Department will have to provide services within those parameters.
- 299 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 102 - SPECIAL GRANTS FUND 6554 - SPECIAL HOUSING GRANTS/SHIP (STATE)
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 37,250 26,076 35,600 0 0 9113 LONGEVITY 1,861 1,024 0 0 0 9114 GENERAL PENSION FUND 13,408 4,161 12,000 0 0 9118 MEDICARE PREMIUM 497 345 400 0 0 9121 GROUP INSURANCE 5,333 4,465 5,600 0 0 9122 REPLACEMENT BENEFIT PGM 2,229 1,545 2,000 0 0 9123 DISABILITY/SURV INSURANCE 391 271 300 0 0 SUBTOTAL PERSONAL SERVICES 60,969 37,886 55,900 0 0
9331 OFFICE SUPPLIES 0 28 100 0 0 9332 OPERATING SUPPLIES 0 31 100 0 0 9334 SMALL TOOLS & MINOR EQUIP 0 468 0 0 0 9335 PROFESSIONAL SERVICES 0 0 300 0 0 9337 TRANSPORTATION 0 275 1,100 0 0 9339 POSTAGE 0 0 100 0 0 9340 PRINTING & BINDING 0 103 0 0 0 9341 RENTALS 0 160 0 0 0 9342 TRAINING 0 1,090 2,400 0 0 9343 DUES, SUBS, & MEMBERSHIPS 0 200 0 0 0 SUBTOTAL OPERATING EXPENSES 0 2,354 4,100 0 0 SUBTOTAL SHIP (STATE) 60,969 40,240 60,000 0 0
- 300 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 102 - SPECIAL GRANTS FUND 6554 - SPECIAL HOUSING GRANTS/HOME (FEDERAL) FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 23,283 23,516 24,900 21,200 21,200 9113 LONGEVITY 1,512 1,322 0 0 0 9114 GENERAL PENSION FUND 7,183 7,052 6,400 5,000 5,000 9118 MEDICARE PREMIUM 84 83 100 100 100 9121 GROUP INSURANCE 3,069 3,536 4,100 2,800 2,800 9122 REPLACEMENT BENEFIT PGM 1,414 1,416 1,400 400 400 9123 DISABILITY/SURV INSURANCE 248 248 200 0 0 SUBTOTAL PERSONAL SERVICES 36,793 37,173 37,100 29,500 29,500 9331 OFFICE SUPPLIES 0 0 600 600 600 9335 PROFESSIONAL SERVICES -425 0 2,500 2,400 2,400 9341 RENTALS 28,606 0 0 0 0 SUBTOTAL OPERATING EXPENSES 28,181 0 3,100 3,000 3,000 9882 AID TO PRIVATE AGENCIES 245,642 600,962 367,600 328,500 328,500 SUBTOTAL GRANTS AND AIDS 245,642 600,962 367,600 328,500 328,500 SUBTOTAL HOME (FEDERAL) 310,616 638,136 407,800 361,000 361,000
- 301 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 102 - SPECIAL GRANTS FUND 6554 - SPECIAL HOUSING GRANTS/HOME TBRA (DISASTER FUNDS)
FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 215 0 0 0 0 9113 LONGEVITY 12 0 0 0 0 9114 GENERAL PENSION FUND 32 0 0 0 0 9118 MEDICARE PREMIUM 3 0 0 0 0 9121 GROUP INSURANCE 44 0 0 0 0 9123 DISABILITY/SURV INSURANCE 2 0 0 0 0 SUBTOTAL PERSONAL SERVICES 309 0 0 0 0 9341 RENTALS 400 0 0 0 0 SUBTOTAL OPERATING EXPENSES 400 0 0 0 0 SUBTOTAL HOME TBRA (DISASTER FUNDS) 709 0 0 0 0
- 302 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 104 - COMMUNITY DEV BLK GRANT FUND 5060/5090 - HOUSING FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 221,765 219,965 235,700 189,300 189,300 9113 LONGEVITY 11,669 10,489 0 0 0 9114 GENERAL PENSION FUND 65,330 58,536 69,500 44,900 44,900 9118 MEDICARE PREMIUM 2,718 2,694 2,400 2,100 2,100 9120 SOCIAL SECURITY 9,153 8,430 7,600 5,000 5,000 9121 GROUP INSURANCE 28,752 32,169 42,100 29,800 29,800 9122 REPLACEMENT BENEFIT PGM 5,681 6,373 5,800 6,200 6,200 9123 DISABILITY/SURV INSURANCE 2,041 2,044 2,000 1,100 1,100 9125 EXTRA PERSONAL SERVICES 29,914 27,850 23,100 39,700 39,700 9133 FLORIDA RETIREMENT SYSTEM 15,715 14,854 14,400 5,000 5,000 SUBTOTAL PERSONAL SERVICES 392,739 383,403 402,600 323,100 323,100 9331 OFFICE SUPPLIES 744 603 2,000 1,100 1,100 9332 OPERATING SUPPLIES 795 865 2,400 1,500 1,500 9333 REPAIRS & MAINTENANCE 3,483 2,857 3,100 3,100 3,100 9334 SMALL TOOLS & MINOR EQUIP 99 57 700 700 700 9335 PROFESSIONAL SERVICES (31,622) 10,661 36,300 32,300 32,300 9336 COMMUNICATION 34,342 30,425 27,800 27,600 27,600 9337 TRANSPORTATION 1,857 555 3,700 2,400 2,400 9338 ADVERTISING 738 649 3,000 1,500 1,500 9339 POSTAGE 0 0 1,200 400 400 9340 PRINTING & BINDING 1,670 1,314 4,000 2,200 2,200 9341 RENTALS 0 0 3,000 3,000 3,000 9342 TRAINING 3,995 857 9,200 8,600 8,600 9343 DUES, SUBS, & MEMBERSHIPS 3,016 2,846 1,500 1,500 1,500 9345 MAINT & REPR OF VEHICLES 965 3,723 2,400 2,400 2,400 9347 UTILITIES 1,646 3,143 4,800 4,800 4,800 9348 FUELS & LUBRICANTS 1,758 3,111 4,500 4,500 4,500 9357 OTHER CONTRACTUAL SERVICE 1,901 1,929 2,800 2,800 2,800 9360 MISCELLANEOUS 50 95 0 0 0 SUBTOTAL OPERATING EXPENSES 25,436 63,689 112,400 100,400 100,400 9669 CONST WORK IN PROGRESS 2,981 286,583 0 0 0 SUBTOTAL CAPITAL OUTLAY 2,981 286,583 0 0 0 9882 AID TO PRIVATE AGENCIES 914,938 474,291 686,800 456,500 456,500 SUBTOTAL GRANTS AND AIDS 914,938 474,291 686,800 456,500 456,500 SUBTOTAL HOUSING/CDBG 1,336,093 1,207,965 1,201,800 880,000 880,000
- 303 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 115 - SECTION 8 HOUSING ASSISTANCE 5060/5090 - HOUSING FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 558,621 557,270 677,500 739,400 739,400 9113 LONGEVITY 20,829 20,368 0 0 0 9114 GENERAL PENSION FUND 173,846 166,405 172,500 208,400 208,400 9118 MEDICARE PREMIUM 7,840 7,693 9,300 9,900 9,900 9120 SOCIAL SECURITY 19,183 21,584 28,900 35,000 35,000 9121 GROUP INSURANCE 65,278 69,977 142,000 134,800 134,800 9122 REPLACEMENT BENEFIT PGM 12,838 10,192 9,500 8,900 8,900 9123 DISABILITY/SURV INSURANCE 5,319 5,226 4,900 4,500 4,500 9125 EXTRA PERSONAL SERVICES 96,586 131,794 31,200 57,000 57,000 9130 WORKER'S COMPENSATION 657 0 0 1,200 1,200 9133 FLORIDA RETIREMENT SYSTEM 32,453 37,629 52,900 31,600 31,600 SUBTOTAL PERSONAL SERVICES 993,451 1,028,139 1,128,700 1,230,700 1,230,700 9331 OFFICE SUPPLIES 1,573 2,099 4,500 2,500 2,500 9332 OPERATING SUPPLIES 2,800 2,281 3,400 1,400 1,400 9333 REPAIRS & MAINTENANCE 12,124 10,345 12,000 12,000 12,000 9334 SMALL TOOLS & MINOR EQUIP 155 1,197 5,600 1,600 1,600 9335 PROFESSIONAL SERVICES 2,362 1,831 15,800 2,800 2,800 9336 COMMUNICATION 89,315 86,587 84,400 105,000 105,000 9337 TRANSPORTATION 428 724 2,600 1,600 1,600 9338 ADVERTISING 598 1,137 1,000 1,000 1,000 9339 POSTAGE 32,198 29,931 32,000 32,000 32,000 9340 PRINTING & BINDING 6,214 5,596 9,900 6,900 6,900 9341 RENTALS 12,454,034 12,409,777 15,000,000 14,897,700 14,897,700 9342 TRAINING 430 1,210 5,000 2,000 2,000 9343 DUES, SUBS, & MEMBERSHIPS 2,741 2,466 3,000 3,000 3,000 9345 MAINT & REPR OF VEHICLES 5,170 7,437 5,000 5,000 5,000 9346 LIABILITY INSURANCE 14,946 2,944 5,600 11,100 11,100 9347 UTILITIES 41,952 14,347 39,000 39,000 39,000
- 304 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 115 - SECTION 8 HOUSING ASSISTANCE 5060/5090 - HOUSING FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9348 FUELS & LUBRICANTS 5,974 7,464 5,500 5,500 5,500 9351 MED & FIRST AID SUPPLIES 07 0 0 0 9357 OTHER CONTRACTUAL SERVICE 16,746 19,266 22,200 22,200 22,200 9360 MISCELLANEOUS 150 285 0 0 0 9364 SERVICE AWARDS 0 82 0 0 0 9370 NON-CAPITALIZED ASSETS 0 0 11,000 4,800 4,800 SUBTOTAL OPERATING EXPENSES 12,689,910 12,607,014 15,267,500 15,157,100 15,157,100 9666 OFFICE EQUIPMENT 0 11,973 0 0 0 SUBTOTAL CAPITAL OUTLAY 0 11,973 0 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) 159,400 149,400 160,000 151,200 151,200 SUBTOTAL NON-OPERATING 159,400 149,400 160,000 151,200 151,200 SUBTOTAL HOUSING/SECTION 8 13,842,761 13,796,526 16,556,200 16,539,000 16,539,000
- 305 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 306 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INSPECTION SERVICES
INSPECTION SERVICES ADMINISTRATOR (1)
SENIOR ADMINISTRATIVE OFFICER I (1)
HOUSING & ZONING CODE ENFORCEMENT INSPECTIONS
SENIOR ADMIN. OFFICER I (1) * INSPECTIONS SUPERVISOR (1) CODE INSPECTOR SPECIALIST (1) * CODE INSPECTOR II (3)
CODE INSPECTOR II (2)
PERMITS PLANS REVIEW
SENIOR PERMIT CLERK (1) PERMIT CLERK (1)
TOTAL POSITIONS: 10 * Two (2) positions are funded in the General Fund, however, chain of command and supervision retained by Inspection Services Administrator.
- 307 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Inspection Services FUND: 122 DESCRIPTION The primary mission of Inspection Services is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The division is responsible for directing and coordinating activities related to land development code administration, inspection services and code enforcement.
REVENUE SUMMARY
ACTUAL ACTUAL BEGIN BGT APPROVED FY 2009 FY 2010 FY 2011 FY 2012 BEGINNING FUND BALANCE $ 42,462 20,091 0 0 REVENUES: INSPECTION SERVICES FEES Building Permits 310,493 261,118 266,600 415,000 Electrical Permits 143,756 106,177 85,000 133,000 Gas Permits 17,090 16,573 15,000 24,000 Plumbing Permits 63,188 55,840 43,000 67,000 Mechanical Permits 38,615 43,772 40,000 62,000 Miscellaneous Permits 6,632 6,678 3,800 3,800 Zoning Review & Inspection Fees 104,600 55,050 78,700 78,700 Permit Application Fee 118,484 153,416 144,600 144,600 Interest Income 2,238 279 0 0 Miscellaneous Revenue 0 4,500 0 0 SUB-TOTAL OPERATING REVENUES 805,096 703,403 676,700 928,100 Transfer In From General Fund 150,000 200,000 200,000 0 TOTAL REVENUES AND FUND BALANCE $ 997,558 923,494 876,700 928,100
- 308 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Inspection Services FUND: 122 SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 825,646 820,694 707,600 766,200 Operating Expenses 134,392 94,639 169,100 161,900 Capital Outlay 0 0 0 0 TOTAL OPERATING COSTS $ 960,038 915,333 876,700 928,100
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Inspection Services $ 844,725 857,894 803,400 862,400 Plan Review and Permitting 115,313 57,439 73,300 65,700 TOTAL $ 960,038 915,333 876,700 928,100
- 309 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Inspection Services FUND: 122 PROGRAM NAME: Inspection Services COST: $862,400 The cost of this program to the City is funded by permit fees. Statutes of the State of Florida require local enforcement of minimum construction and life safety codes and provide for funding through permit fees. The State also legislates that local governments enforce unique State codes relating to various needs such as energy conservation, handicap accessibility, construction in flood and high wind prone areas and residential construction requirements in the vicinity of airports.
OBJECTIVES Taking Action To provide timely efficient inspection services that protect the health and safety of building occupants and ensures that all structures meet code requirements by: - Training of staff on inspection technique and presentation; achieving additional certifications. - Continuing education on advancements of technology and legislation. - Provide assistance to customers to submit high quality plans which comply with code.
PROGRAM NAME: Plan Review and Permitting COST: $65,700 The cost of this program to the City is funded by permit fees. Statutes of the State of Florida require local enforcement of minimum construction and life safety codes and provide for funding through permit fees. The State also legislates that local governments enforce unique State codes relating to various needs such as energy conservation, handicap accessibility, construction in flood and high wind prone areas and residential construction requirements in the vicinity of airports. Plan review and permitting requirements are mandated by the State of Florida, requiring timely review of plans and issuance of required permits. State laws regulating certification and licensing of design-professionals and contractors, construction liens, workmen's compensation insurance and many other construction related issues, also require local government enforcement.
OBJECTIVES Improving Neighborhoods To provide timely efficient inspection services that protect the health and safety of building occupants and ensures that all structures meet code requirements by: - Training of staff on inspection technique and presentation; achieving additional certifications. - Continuing education on advancements of technology and legislation. - Provide assistance to customers to submit high quality plans which comply with code. To efficiently review plan submittals.
- 310 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 122 - INSPECTIONS FUND 0220 - INSPECTION SERVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 470,563 423,707 404,500 440,700 440,700 9112 OVERTIME 1,753 2,273 700 700 700 9113 LONGEVITY 14,783 12,476 0 0 0 9114 GENERAL PENSION FUND 138,348 132,797 139,400 146,000 146,000 9118 MEDICARE PREMIUM 6,854 6,158 5,400 6,000 6,000 9120 SOCIAL SECURITY 9,255 9,589 8,100 9,400 9,400 9121 GROUP INSURANCE 55,018 61,863 67,800 67,500 67,500 9122 REPLACEMENT BENEFIT PGM 19,706 16,160 14,400 15,800 15,800 9123 DISABILITY/SURV INSURANCE 4,838 4,337 4,000 3,900 3,900 9125 EXTRA PERSONAL SERVICES 19,208 18,922 24,600 24,600 24,600 9129 DEFERRED COMP PENS PLAN 15,331 13,521 12,900 12,800 12,800 9130 WORKER'S COMPENSATION 54,481 102,377 10,600 30,000 30,000 9131 UNEMPLOYMENT 15 0 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 15,492 16,515 15,200 8,800 8,800 SUBTOTAL PERSONAL SERVICES 825,647 820,694 707,600 766,200 766,200 9331 OFFICE SUPPLIES 374 482 800 700 700 9332 OPERATING SUPPLIES 1,541 979 1,400 500 500 9333 REPAIRS & MAINTENANCE 489 0 1,200 700 700 9334 SMALL TOOLS & MINOR EQUIP 38 569 300 300 300 9335 PROFESSIONAL SERVICES 0 1,518 100 100 100 9336 COMMUNICATION 45,756 49,708 78,300 80,100 80,100 9337 TRANSPORTATION 124 312 1,200 1,200 1,200 9339 POSTAGE 2,118 288 1,000 300 300 9340 PRINTING & BINDING 1,431 536 2,500 1,500 1,500 9342 TRAINING 3,557 2,025 3,200 3,200 3,200 9343 DUES, SUBS, & MEMBERSHIPS 2,796 1,001 2,000 2,000 2,000 9345 MAINT & REPR OF VEHICLES 8,252 8,103 11,700 10,200 10,200 9346 LIABILITY INSURANCE 17,996 14,072 16,100 13,700 13,700 9348 FUELS & LUBRICANTS 10,292 10,758 15,000 13,100 13,100 9349 CLOTHING SUPPLIES 0 0 500 500 500 9357 OTHER CONTRACTUAL SERVICE 39,628 4,290 33,800 33,800 33,800 SUBTOTAL OPERATING EXPENSES 134,392 94,639 169,100 161,900 161,900 SUBTOTAL INSPECTION SERVICES 960,038 915,333 876,700 928,100 928,100
- 311 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 312 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PLANNING SERVICES
HOUSING DIRECTOR **
PLANNING & DEVELOPMENT HOUSING & ZONING CODE ENFORCEMENT OFFICE OF SERVICES DIVISION SUSTAINABILITY
PLANNING SERVICES SENIOR ADMIN. OFFICER I (1) * ADMINISTRATOR (1) CODE ENFORCEMENT SPECIALIST (1) * SUSTAINABILITY ADMINISTRATOR (1) PLANNER (1) SENIOR URBAN PLANNER (1) PLANNING TECHNICIAN (1) COLLECTOR (1)
TOTAL POSITIONS: 8 * Two (2) positions are funded in the General Fund, however, chain of command and supervision retained by Inspection Services Administrator. ** The Housing Director position is accounted for in the Housing Department, however is shown here to depict the chain of command within the Planning Division.
- 313 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Planning Services FUND: 001 DESCRIPTION The primary mission of Planning Services is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The division is responsible for directing and coordinating activities related to long range comprehensive planning, land development code administration and enforcement, development plan review, construction plan review, environmental services/programs and grant coordination for all City departments. SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED REVENUE GENERATED FY 2009 FY 2010 FY 2011 FY 2012 Business Tax (Formerly Occupational Licenses) $ 899,944 931,402 904,000 904,000 Code Enforcement Zoning/Housing 0 0 60,000 40,000 Special Permits (Planning & Development Fees) 35,785 29,246 35,000 52,560 TOTAL REVENUE GENERATED $ 935,729 960,648 999,000 996,560
OPERATING COSTS Personal Services $ 453,461 464,567 623,200 619,400 Operating Expenses 84,978 86,658 124,200 119,300 Capital Outlay 0 0 0 0 SUBTOTAL 538,439 551,225 747,400 738,700 Allocated Overhead/(Cost Recovery) (7,400) (18,200) (18,200) (3,800) TOTAL OPERATING COSTS $ 531,039 533,025 729,200 734,900
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Administration $ 23,789 23,593 24,700 31,500 Business Licenses 58,659 60,893 56,700 60,400 Office of Sustainability 0 0 0 93,700 Planning Services 448,591 448,539 457,900 366,300 Zoning/Housing Code Enforcement 0 0 189,900 183,000 TOTAL $ 531,039 533,025 729,200 734,900
- 314 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Planning Services FUND: 001 PROGRAM NAME: Administration COST: $31,500 The primary mission of the program is to provide support to the entire division.
OBJECTIVES Taking Action Continue to provide staff support to the various City Boards. Continue to administer collection of various fees within the City.
PROGRAM NAME: Business Licenses COST: $60,400 The Planning Services division is responsible for the collection of and the monitoring of business licensing in the City of Pensacola.
OBJECTIVES Taking Action Continue the implementation and monitoring of business licensing within the City. Continue to administer collection of business license tax within the City. Creating Jobs Continue with efforts to locate new businesses within the City.
- 315 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Planning Services FUND: 001 PROGRAM NAME: Office of Sustainability COST: $93,700
The primary mission of this program is to assist in identifying solutions to economic and environmental challenges by working with the community, appropriate city departments, and State and Federal agencies. This includes working to coordinate and/or implement special projects involving community development issues and opportunities. Staff will manage advanced environmental projects with emphasis on the redevelopment and annexation of the Escambia Treating Company Superfund site into an industrial commerce park and remediation and planning for future use of the American Creosote Works site. Staff will establish brownfield redevelopment initiatives and conduct and/or coordinate complex research into issues impacting the redevelopment of environmentally impaired land. Additionally, staff researches funding needs and searches for possible sources of public and private grants and/or loans for all agencies in the City. OBJECTIVES
Taking Action Identify grant and loan opportunities available to local governments Prepare and review federal, state, or private financial grant applications and administers grant projects to ensure compliance of requirements of the funding agency. Prepare a U.S. EPA Brownfields Assessment Grant application for the 2012 grant cycle. Review and oversee environmental and legal risks assessments regarding redevelopment and annexation of superfund sites. Complete or oversee the completion of special projects involving community development issues Collaborate with and build partnerships with other agencies to address redevelopment issues related to environmentally impaired properties Continue networking with local and regional economic development organizations and the private sector to enhance and exchange knowledge on economic development opportunities and challenges Continue to participate as a member of the Pensacola Bay Area Chamber of Commerce Sites and Buildings Committee Continue to partner with the Pensacola Bay Area Chamber of Commerce to identify and create an inventory of City property to include in the Chamber’s FastTrack database. Continue to work with all City agencies to locate new businesses within the City.
- 316 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Planning Services FUND: 001 PROGRAM NAME: Planning Services COST: $366,300
The primary mission of the program involves implementation of the City's Comprehensive Plan, development and implementation of special area plans and studies, reviewing Census information and issuing reports about the City’s demographic, economic, housing and economic characteristics, implementation of the City's Land Development Code (LDC), concurrency review and publication of an annual public facilities capacity monitoring report, and administration of the sidewalk program. Planning Services staff will continue to review the Comprehensive Plan to ensure implementation of adopted Goals, Objectives and Policies (GOPs). Staff will participate in regional transportation planning initiatives through participation with the Metropolitan Planning Organization. Planning Services staff provides support and meeting materials/reports to the Planning Board, Zoning Board of Adjustment, Gateway Review Board and Architectural Review Board. The Planning Board reviews all subdivision plats, street and alley vacation requests, street name changes, City rights-of-way leases, Comprehensive Plan amendments and rezoning requests, as well as developments in the Waterfront Redevelopment District and the South Palafox Business District. The Zoning Board of Adjustment is responsible for deciding requests for variances and appeals from the terms of the zoning ordinance. The Gateway Review Board is responsible for review and approval of developments in the Gateway Redevelopment District. The City’s Architectural Review Board (ARB) was created by the City Council for the purpose of helping to preserve and protect the architectural integrity of structures in the City’s five historic and preservation districts. Planning Services division staff reviews site plans for new development and redevelopment to ensure compliance with all Land Development Code and Comprehensive Plan requirements and to determine concurrency with the level of service standards for public facilities adopted in the Comprehensive Plan. Planning Services staff will also continue to assist with all future annexations and coordinate all inner City development and redevelopment with the CRA staff. Planning Services staff also prepares maps delineating land use, zoning districts, environmental districts, census tracts, demographics, traffic patterns, etc., to meet the division's requirements in addition to those of other City departments. Planning Services staff has recently created and will continue to maintain an online development database to allow the public to find information on and track the progress of various land use and development requests as they are routed through the City’s approval process.
OBJECTIVES
Improving Neighborhoods Continue the implementation of all goals, objectives and policies in the comprehensive plan. Continue to review, analyze and report Census data as it becomes available. Continue to assist City Council with future long-range annexation plans. Continue to participate with the Transportation Planning Organization in long range transportation planning. Continue to provide staff support to the Planning Board, Zoning Board of Adjustment, Architectural Review Board and Gateway Review Board. Continue to administer and enforce applicable provisions of the Land Development Code and recommend changes to support Council policies. Continue to prepare high quality maps and graphic presentations utilizing GIS and similar technology.
- 317 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Planning Services FUND: 001 PROGRAM NAME: Zoning/Housing Code Enforcement COST: $183,000 The Zoning/Housing Code Enforcement Program includes enforcement of the City’s zoning and land development regulations and minimum housing code as well as abatement of unsafe structures. Enforcement of the zoning and land development regulations is accomplished through development and construction plan review and prosecution of active zoning violations. The staff responds to reported violations of land development, zoning, tree cutting, property maintenance and other city codes. Inspectors conduct investigations and initiate corrective action in response to complaints received via telephone and letter. The staff members are also responsible for enforcement of the City’s minimum housing code. This program has a positive effect on the value of property affected by the substandard and unsafe buildings and influences the use of Community Development Block Grant (CDBG) and other community redevelopment and housing assistance funds. OBJECTIVES
Taking Action Regulate the development of land in the city and promote and protect the public health, safety and welfare of its citizens.
Improving Neighborhoods Regulate the stormwater management plan and enforce all erosion control measures to prevent damage to the City storm sewer system. Pursue violations of the Land Development Code to eliminate these violations in an expeditious manner. Establish the minimum standards necessary to maintain affordable housing within all areas of the City. Assist in development of redevelopment standards to redevelop the blighted areas of town to increase the affordable housing stock. Eliminate the vacant, deteriorated or unsafe structures in a legal and timely manner within Pensacola Continue to update and enhance Code Enforcement Board (CEB) policies and operating procedures to efficiently process cases through code enforcement hearing procedures and to ensure that Board policies and procedures remain in compliance with Florida Statutes. Continue networking with statewide code enforcement officials and organizations to enhance and exchange knowledge of code enforcement policies, procedures and state legislative action.
- 318 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0200 - PLANNING SERVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 294,814 312,935 403,100 420,300 420,300 9113 LONGEVITY 5,606 5,054 0 0 0 9114 GENERAL PENSION FUND 67,178 66,557 108,400 102,400 102,400 9118 MEDICARE PREMIUM 3,783 3,871 5,200 5,400 5,400 9120 SOCIAL SECURITY 9,181 9,805 10,300 10,700 10,700 9121 GROUP INSURANCE 28,034 31,208 53,700 48,600 48,600 9122 REPLACEMENT BENEFIT PGM 7,458 7,215 12,000 11,900 11,900 9123 DISABILITY/SURV INSURANCE 2,463 2,257 3,000 2,900 2,900 9125 EXTRA PERSONAL SERVICES 11,013 71 0 0 0 9129 DEFERRED COMP PENS PLAN 7,357 7,395 7,400 7,400 7,400 9133 FLORIDA RETIREMENT SYSTEM 16,574 18,201 20,100 9,800 9,800 SUBTOTAL PERSONAL SERVICES 453,461 464,567 623,200 619,400 619,400 9331 OFFICE SUPPLIES 125 235 1,200 1,200 1,200 9332 OPERATING SUPPLIES 227 282 400 400 400 9333 REPAIRS & MAINTENANCE 0 0 200 200 200 9334 SMALL TOOLS & MINOR EQUIP 0 120 800 800 800 9335 PROFESSIONAL SERVICES 28,731 21,855 34,500 31,700 31,700 9336 COMMUNICATION 21,218 21,865 34,900 28,400 28,400 9337 TRANSPORTATION 0 2,000 1,500 1,500 1,500 9338 ADVERTISING 6,430 6,277 8,300 8,300 8,300 9339 POSTAGE 9,791 11,097 12,400 17,500 17,500 9340 PRINTING & BINDING 4,161 4,656 2,000 2,000 2,000 9341 RENTALS 3,000 1,714 3,000 500 500 9342 TRAINING 121 2,468 3,200 5,100 5,100 9343 DUES, SUBS, & MEMBERSHIPS 1,217 1,709 1,500 1,500 1,500 9345 MAINT & REPR OF VEHICLES 130 2,321 1,700 1,700 1,700 9346 LIABILITY INSURANCE 9,119 9,339 13,800 13,700 13,700 9348 FUELS & LUBRICANTS 617 642 2,500 2,500 2,500 9349 CLOTHING SUPPLIES 92 76 300 300 300 9357 OTHER CONTRACTUAL SERVICE 0 0 2,000 2,000 2,000 SUBTOTAL OPERATING EXPENSES 84,978 86,658 124,200 119,300 119,300 9992 ALLOCATED OVERHEAD(COST RECOVERY) (7,400) (18,200) (18,200) (3,800) (3,800) SUBTOTAL NON-OPERATING (7,400) (18,200) (18,200) (3,800) (3,800) SUBTOTAL PLANNING SERVICES 531,040 533,025 729,200 734,900 734,900
- 319 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 320 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FIRE
FIRE CHIEF
ADMINISTRATION SUPPRESSION DEPUTY FIRE CHIEF (1) DEPUTY FIRE CHIEF (1)
FIRE PREVENTION TRAINING "A" WATCH "B" WATCH BATTALION CHIEF (1) FIRE CAPTAIN I (1) BATTALION CHIEF (1) BATTALION CHIEF (1)
FIRE CAPTAIN I (1) FIRE CAPTAIN II (5) FIRE CAPTAIN II (5) FIRE ENGINEER (1) FIRE CAPTAIN I (4) FIRE CAPTAIN I (5) FIRE ENGINEER (9) FIRE ENGINEER (9) FACILITIES/FLEET MGMT ADMINISTRATIVE OFFICER (1) PROFESSIONAL PROFESSIONAL FIRE CAPTAIN I (1) FIREFIGHTER (14) FIREFIGHTER (14)
"C" WATCH AIRPORT RESCUE FIREFIGHTING BATTALION CHIEF (1) (ARFF) *
FIRE CAPTAIN II (5) FIRE CAPTAIN II (3) * FIRE ENGINEER (6) * FIRE CAPTAIN I (5) FIRE ENGINEER (9) PROFESSIONAL FIREFIGHTER (15)
Total Positions: 111 * Nine (9) positions are funded by Airport Department, however, chain of command and supervision retained in Fire Department. Detail of program listed under Airport tab.
- 321 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Fire FUND: 001 DESCRIPTION The primary mission of the Pensacola Fire Department is to provide a range of services and programs designed to protect the lives and property of the citizens and visitors to the City of Pensacola from adverse effects of fires, sudden medical emergencies or exposure to dangerous conditions created by either man or nature. The Pensacola Fire Department has six engine companies, two ladder companies, and two rescue companies that operate from six fire stations. The Pensacola Fire Department is also responsible for Aircraft Rescue Fire Fighting (ARFF) at Pensacola Regional Airport. There are two ARFF vehicles on duty twenty-four hours a day. The fire stations are strategically located throughout the city to allow an average first response time of five minutes to any area within the city, for any emergency. Pensacola maintains an Insurance Services Organization (ISO) Class 2 rating, because of well-trained firefighters, quick response times, effective enforcement of building and fire codes, an excellent water distribution system, and low fire losses.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 9,586,067 9,581,413 9,098,100* 9,259,000* Operating Expenses 957,811 981,357 989,800 1,039,100 Capital Outlay 0 0 0 0 TOTAL $ 10,543,878 10,562,770 10,087,900 10,298,100
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Administrative Support $ 445,672 429,902 402,000 393,700 City Emergency Management 13,927 10,858 13,600 10,900 Emergency Operations – Fire Suppression 8,500,808 8,438,916 8,054,000 8,253,300 Emergency Operations – Rescue 534,891 559,056, 562,400 559,500 Facilities and Apparatus Management 618,861 646,599 603,100 633,800 Fire Code Enforcement 321,575 356,585 319,200 316,400 Technical Support to City 4,643 5,513 6,600 5,500 Training 103,501 115,341 127,000 125,000 TOTAL $ 10,543,878 10,562,770 10,087,900 10,298,100 * Includes $60,000 for Mandatory Holiday Pay for Veteran’s Holiday and Martin Luther King, Jr. Holiday per the union contract.
- 322 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Fire FUND: 001 PROGRAM NAME: Administrative Support COST: $393,700 Administration is responsible for maintaining all records regarding the operations of the department and for managing all processes related to payroll, personnel management, budget, fire prevention board of appeals, fire incentive board and resource management. Records management includes maintaining information for all incidents (FFIRS), member education and certification, buildings and maintenance, bloodborne pathogen exposures, work schedules, building inspections, public relations schedules, hydrants, fuel consumption, training, health & safety, and facilities and apparatus management. Administration is responsible for all special projects including communications, fire station construction, life safety maintenance and new apparatus purchasing.
OBJECTIVES Improving Neighborhoods: Perform a quarterly audit of all fire incident records to ensure accuracy and completeness Ensure payroll records and requisitions are completed with 100% accuracy and submitted within deadline Maintain daily minimum staffing within emergency operations of 28. Obtain completion of the computer aided dispatch (CAD) system and updated records management system to the 95% level. Continue to develop greater regional efforts with surrounding fire and EMS agencies to increase automatic response, joint training, shared resources and specialty team capabilities. Restoring Trust Maintain the current ISO rating of 2 for the City. Operate within budget revenues for the fiscal year. Work to reduce the lost work days for Workers’ Compensation Insurance. The department will continue to work to coordinate emergency management functions and response for the city.
FUTURE ISSUES Work with Escambia County Fire, EMS, and local industry to establish regional hazardous materials and technical rescue response teams. Work within the department’s budget allocation to meet increasing demands of technology, maintenance of equipment and facilities and replacement of equipment. Maintain an aggressive and innovative training program to further develop and improve the skills and talents of existing members in light of reduced promotional opportunities. Review and revise all of the department’s operating procedures, rules, policies, etc.
- 323 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Fire FUND: 001 PROGRAM NAME: City Emergency Management COST: $10,900 Emergency Management within the city is vital in order to maintain the delivery of city services and perform local government functions during times of disaster. Emergency management involves the preparedness of city departments to respond to a disaster and the command and control functions during an actual event. Coordination is maintained with the Pensacola Police Department to ensure the continuity of city government operations. Communication and coordination is maintained through a City EOC and with Escambia County Emergency Management and other government agencies as necessary.
OBJECTIVES Taking Action Public policy decisions during a disaster will be made with the best interest of the citizens of the city in mind. Maintain communications and coordination with the county EOC operations. Ensure accurate and timely public information is disseminated during a disaster or significant event. Work towards the compliance of the city and city employees with NIMS and the directives of the Department of Homeland Security. Ensure that all departments have adequately trained staff and depth to operate on a 24 hour basis during a disaster. Work to assist city business owners to return to operations as soon as possible after an event to maintain their continuity of operations. Develop or participate in an annual training exercise to test operating procedures and service capabilities. Core city services are maintained to an acceptable level throughout a disaster and during recovery operations. Maintain the down time of city services to a minimum. Continue to develop city staff to effectively function within National Incident Management System (NIMS) and Emergency Operations Center (EOC) operations.
FUTURE ISSUES Work to have each city department/division develop a continuity of operations plan (COOP) to ensure effective services during a disaster. Develop and maintain an effective voice and video communications link to the Escambia County emergency operations center.
- 324 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Fire FUND: 001 PROGRAM NAME: Emergency Operations Response – Fire Suppression COST: $8,253,300 Emergency Operations performs many different functions for the citizens of the City. Fire suppression is the primary function of the department. Other services performed are emergency medical services, public assistance, public service, vehicle extrication and response to other calls from the public as necessary. Firefighters staff the department on a 24 hour basis and are required to be state certified. The department also provides fire suppression personnel to the Pensacola Regional Airport Aircraft Rescue Fire Fighting (ARFF) facility on airport property. In addition to fire suppression services, personnel assigned to fire stations also perform building surveys, hydrant inspections, daily training and public education.
OBJECTIVES Taking Action Respond to all incidents within 6 minutes (call receipt to arrival), 90% of the time. Provide for a full structure fire response within 10 minutes (call receipt to arrival), 90% of the time. Provide an initial on scene minimum staffing of 14 for 100% of all structural fires. Restoring Trust Maintain a fire loss rate, structure fire rate and civilian fatality rate at or below national benchmarks. Develop and maintain a yearly department training schedule for all operations personnel and maintain an effective EMS in-service education program. Increase involvement of operations personnel in the department's public education and public relations programs. Improving Neighborhoods Complete 100% of fire hydrant inspections and building surveys semi-annually as required by ISO. Reduce workers compensation insurance costs by implementing a comprehensive firefighter health & wellness program.
FUTURE ISSUES Develop a comprehensive training program for operations personnel, to include fire, EMS, technical rescue, maritime and hazardous materials training. Increase the level of EMS services provided by the department to the citizens of Pensacola. Increase training, fire and EMS response and specialty team operation opportunities with Escambia Fire Rescue. Improve the physical fitness areas at each station and implement a tailored training program for each firefighter. Maintain an ISO 2 rating for Fire Protection. Develop a more effective pre-fire planning program for target hazards within the city.
- 325 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Fire FUND: 001 PROGRAM NAME: Emergency Operations Response – Rescue COST: $559,500 Emergency Operations performs other functions for the citizens of the City. Rescue is an additional function of the department. Firefighters staff rescue units in the department on a 24 hour basis and are required to be state certified EMS first responders for employment. Fire apparatus also respond to medical calls. Over 65% of all alarms are emergency medical related. Firefighters respond with Escambia County Emergency Medical Services (EMS) to all life threatening medical emergencies within the City of Pensacola. Other rescue functions performed include patient extrication from vehicle accidents, stabilizing structures damaged and response to other technical rescue situations.
OBJECTIVES Taking Action Respond to all EMS incidents within 6 minutes (call receipt to arrival), 90% of the time. Respond to all EMS incidents with a minimum of two trained first responders. Develop and maintain a yearly department training schedule for all operations personnel and maintain an effective EMS in-service education program. Ensure all fire department members operate within the established medical protocols from Escambia EMS. Improving Neighborhoods Obtain improved and appropriate specialized rescue equipment to increase the capabilities of the department’s rescue operations.
FUTURE ISSUES Develop a comprehensive training program for operations personnel, to include fire, EMS, technical rescue and hazardous materials training. Increase the level of EMS services provided by the department to the citizens of Pensacola. Increase training, response and specialty team operation opportunities with Escambia Fire Rescue.
- 326 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Fire FUND: 001 PROGRAM NAME: Facilities and Apparatus Management COST: $633,800 Facilities and Apparatus Management involves the oversight of all fire department maintenance including buildings, vehicles, and equipment. Facilities and Apparatus Management provides support so that all department operations can continue on a 24/7 schedule. The department utilizes the vehicle maintenance function of City Fleet Management for light duty vehicles and a certified outside vendor for fire apparatus, including specialized airport firefighting apparatus. This helps reduce down time of apparatus and maintains a quality preventive maintenance program. This has proven to be an effective program although the overall cost to the department has increased due to higher parts and labor costs on older vehicles that have not been replaced on schedule. Currently, the average age of all fire stations is approximately 23 years old and the percentage of front line fire apparatus over 10 years old is 64%. A regular maintenance and replacement program is critical to maintaining effective service delivery.
OBJECTIVES Taking Action Maintain a fleet of 34 vehicles in the most cost effective, timely and safest manner possible within budget and at an effective cost per mile to operate. Effectively maintain all facilities through regular maintenance and renovation to increase their lifespan. Reduce the operational costs of facilities by utilization of energy conserving equipment or methods. Maintain a readiness rate of not less that 95% of the entire fleet through good preventive maintenance and proper operational training. Creating Jobs Control the costs of operational supplies through effective resource and supply management. Renovate Fire Station #3 within an effective timeline and within budgeted funds.
FUTURE ISSUES Develop applicable compliant specifications for new apparatus, equipment and uniforms that meet current national and safety standards. Provide appropriate renovations and upgrades to existing facilities to extend their service life. Maintain older fire apparatus creatively and effectively to extend their service life in lieu of apparatus manufacturers being out of business. Obtain funding for a regular replacement program for apparatus and necessary special equipment, such as breathing apparatus. Upgrade older facilities when funding permits to utilize the latest in building energy saving technology.
- 327 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Fire FUND: 001 PROGRAM NAME: Fire Code Enforcement COST: $316,400 Fire Code Enforcement is responsible for reducing, and wherever possible, eliminating, life and property losses due to fire. This mission is accomplished through a program based on public education, code enforcement, and review of fire protection engineering systems. Fire Code Enforcement also conducts initial cause-and-origin investigations of all major fires or any incident where arson is suspected as a motive. Public education services include providing fire safety lectures and demonstrations, distributing educational literature, and answering fire prevention questions posed by the general public. Code enforcement involves inspections, complaint investigations, and working with contractors or property owners to correct code deficiencies. Engineering activities focus on reviewing building and construction plans and evaluating fire protection requirements for existing or proposed construction or land development projects. Fire Code Enforcement works closely with the Planning, Inspections, and Engineering Divisions on construction and development projects, and ECUA on fire hydrant and water supply issues. They assist HRS in the licensing of day care facilities, DER in the regulation of flammable liquid storage tanks, and the State Fire Marshal's Office in the investigation and prosecution of arson cases.
OBJECTIVES Taking Action Maintain a fire loss rate, structure fire rate and civilian fatality rate at or below national benchmarks. Improving Neighborhoods Maintain an effective fire inspection frequency rate to ensure code compliance and abate hazards. High risk occupancies should receive inspections on a regular basis and moderate to low risk should receive inspections on a less regular basis. Restoring Trust Maintain a turnaround time frame for plans review to 1 week or less, 90% of the time.
FUTURE ISSUES Improve the delivery of public fire education services, especially programs designed to target young children, senior citizens, and juvenile fire setters. Increase the public information efforts by the Fire Marshal’s Office. Maintain accurate, updated building information and fire incident data in the department’s records management system through quality assurance audits. Develop a pre-planning program to document information on target hazards within the city. Investigate the development and use of a fire inspection fee to recover the costs of the Fire Marshal’s Office. Identify & obtain the resources necessary to fulfill responsibilities to the City’s Stormwater Management Response Team.
- 328 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Fire FUND: 001 PROGRAM NAME: Technical Support to City COST: $5,500
The Fire Department provides technical support to the City and City departments/divisions in several areas. A member of the department serves as the technical expert with the 800 mhz radio system, radio system towers, the computer aided dispatch system, the 911 phone system, and The Emergency Operations Center (EOC). Assistance is provided in helping to maintain these systems within the city, and county to make improvements and to keep current with national system impacts and changes. Assistance is also provided in procure and maintaining contact with technical vendors to maintain the operations and service life of the various components. Work is occurring regarding the national radio re-banding program. A fire department member is the city’s program manager in this process.
OBJECTIVES Taking Action Ensure that the City radio and CAD system operates effectively 100% of the time. Ensure compliance with state and national standards of operation. Efficiently work towards system upgrades within allocated funding. Restoring Trust Maintain a reliable and effective 911 phone and dispatch system for emergency operations. Fire Dispatch will work to maintain a call processing time (call receipt to dispatch) of 60 seconds or less 95% of the time. Ensure all hardware components to the city’s radio and communications system is hardened to stand up to extreme weather events.
FUTURE ISSUES Obtaining dedicated funding to make long term 800 mhz radio system upgrades and improvements. Keeping older technology operating with limited to no support from the vendors. Continuing to look for opportunities to partner with Escambia County and other regional partners regarding a regional radio system.
- 329 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Fire FUND: 001 PROGRAM NAME: Training COST: $125,000 The Training division is responsible for all departmental internal and external training program coordination. The Pensacola Fire Department is a certified regional training center for the Florida Bureau of Fire Standards and Training (BFST). This has allowed the Pensacola Fire Department to provide a fire academy and many other courses to fire service personnel and prepare local citizens for the opportunity to prepare for firefighter positions. The department has made available a training tower, equipment and facility to outside agencies. In-service training is conducted on all facets of fire and EMS operations. It is conducted at the drill facility, in stations, and in the business community. Computer based medical training was established in FY06/07 through the use of an on-line vendor. This program allows for the training of all personnel including re-certification training of Emergency Medical Technicians and Paramedics.
OBJECTIVES Creating Jobs: Continue the department's leadership role in the fire academy and the fire science program at Pensacola Fire Training Facility. Department participation includes providing instructors for the college level classes and firefighters state certification courses to employees and public. Maintain the fire academy facilities to ensure compliance with state standards. Taking Action: Provide monthly medical training for all sworn departmental personnel, including re-certification training for Emergency Medical Technicians and Paramedics. Maintain 100% of operations personnel certified in hazardous materials to the awareness level. Restoring Trust: Develop an annual department training calendar, including station and department wide practical training. Provide an average of 3 hours training per watch daily to meet ISO requirements. Upgrade departmental personnel to “Live Fire Adjunct Training Instructor (LFAT)” to comply with NFPA 1403 and State regulations through a 16- hour course. Provide an active managerial role in the department’s health and wellness, and safety programs.
FUTURE ISSUES Provide specialized training in the area of fire fighter safety, rescue and incident command. Facilitate training for hazardous materials, confined space and high angle rescue emergencies. Develop regular chief officer and company officer training programs to increase leadership and management skills within the department. Develop regional training opportunities for operational response, officer training and specialty team training.
- 330 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0470 - FIRE FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 5,342,506 5,234,493 5,343,900 5,382,200 5,382,200 9112 OVERTIME 137,616 148,579 87,900 87,900 87,900 9113 LONGEVITY 239,100 213,153 0 0 0 9114 GENERAL PENSION FUND 21,930 21,711 22,100 22,600 22,600 9115 FIREMEN'S PENSION FUND 2,867,321 3,014,904 2,575,800 2,625,800 2,625,800 9118 MEDICARE PREMIUM 62,654 59,295 58,800 61,700 61,700 9119 ADDITIONAL REGULAR PAY 4,313 2,098 5,000 5,000 5,000 9120 SOCIAL SECURITY 4,036 1,613 0 0 0 9121 GROUP INSURANCE 634,709 679,607 746,700 791,500 791,500 9122 REPLACEMENT BENEFIT PGM 1,671 1,669 1,700 3,000 3,000 9123 DISABILITY/SURV INSURANCE 293 293 300 300 300 9125 EXTRA PERSONAL SERVICES 37,543 36,427 50,000 50,000 50,000 9126 INCENTIVE PAY 128,624 125,058 124,000 118,600 118,600 9130 WORKER'S COMPENSATION 96,299 36,516 81,900 110,400 110,400 9131 UNEMPLOYMENT 0 3,381 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 7,453 2,616 0 0 0 SUBTOTAL PERSONAL SERVICES 9,586,067 9,581,413 9,098,100 9,259,000 9,259,000 9331 OFFICE SUPPLIES 424 1,992 500 500 500 9332 OPERATING SUPPLIES 24,567 25,611 24,000 24,000 24,000 9333 REPAIRS & MAINTENANCE 47,153 78,499 51,100 64,100 64,100 9334 SMALL TOOLS & MINOR EQUIP 38,991 20,587 46,000 39,000 39,000 9335 PROFESSIONAL SERVICES 16,362 19,542 23,000 48,000 48,000 9336 COMMUNICATION 158,661 164,806 167,500 183,200 183,200 9337 TRANSPORTATION 839 4,678 500 500 500 9338 ADVERTISING 0 56 500 500 500 9339 POSTAGE 732 671 1,000 1,000 1,000 9340 PRINTING & BINDING 2,919 2,714 2,000 2,000 2,000 9341 RENTALS 3,490 3,079 600 600 600 9342 TRAINING 10,484 13,227 19,000 19,000 19,000 9343 DUES, SUBS, & MEMBERSHIPS 4,513 3,022 3,100 3,100 3,100 9345 MAINT & REPR OF VEHICLES 129,128 160,354 114,400 129,400 129,400
- 331 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0470 - FIRE FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9346 LIABILITY INSURANCE 254,698 238,908 264,200 244,800 244,800 9347 UTILITIES 115,569 121,811 115,300 125,300 125,300 9348 FUELS & LUBRICANTS 58,452 68,272 72,700 72,700 72,700 9349 CLOTHING SUPPLIES 58,101 34,864 60,200 60,200 60,200 9351 MED & FIRST AID SUPPLIES 4,844 3,158 5,000 5,000 5,000 9355 AGRICULTURAL SUPPLIES 225 25 800 800 800 9357 OTHER CONTRACTUAL SERVICE 9,245 11,909 8,000 10,000 10,000 9360 MISCELLANEOUS 2,077 5,367 5,400 5,400 5,400 9364 SERVICE AWARDS 164 135 0 0 0 9365 LANDFILL FEES 101 16 0 0 0 9370 NON-CAPITALIZED ASSETS 16,073 (1,945) 5,000 0 0 SUBTOTAL OPERATING EXPENSES 957,811 981,357 989,800 1,039,100 1,039,100 SUBTOTAL FIRE 10,543,878 10,562,770 10,087,900 10,298,100 10,298,100
- 332 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
POLICE
POLICE CHIEF
ADMINISTRATIVE STAFF PROFESSIONAL STANDARDS
LEGAL ADVISOR (1) POLICE LIEUTENANT (1) POLICE BUDGET & PLANNING SPECIALIST (1) POLICE SERGEANT (1) POLICE MEDIA RELATIONS COORDINATOR (1) POLICE NEIGHBORHOOD LIAISON (1) SR. ADMINISTRATIVE OFFICER I (3) SPECIAL PROJECTS VICE & NARCOTICS
POLICE OFFICER (2) POLICE LIEUTENANT (1) POLICE SERGEANT (1) POLICE OFFICER (5)
UNIFORM PATROL ADMINISTRATIVE & TECHNICAL DIVISION SERVICES DIVISION POLICE ADMIN. CAPTAIN (1) POLICE ADMIN. CAPTAIN (1)
CRIMINAL COMMUNITY SERVICES INVESTIGATIONS DIVISION DIVISION POLICE ADMIN. CAPTAIN (1) POLICE ADMIN. CAPTAIN (1)
EXECUTIVE SECRETARY I (1) EXECUTIVE SECRETARY I (1) POLICE LIEUTENANT (1) EXECUTIVE SECRETARY I (1)
POLICE LIEUTENANT (1) UNIFORM PATROL INVESTIGATIONS COMMUNICATIONS
POLICE LIEUTENANT (4) C.O.P.S. POLICE LIEUTENANT (1) PUB. SAFETY TELECOMMUNICATOR SUPER. (2) POLICE SERGEANT (12) POLICE SERGEANT (3) PUB. SAFETY TELECOMMUNICATOR (22) POLICE SERGEANT (2) POLICE OFFICER (61) POLICE OFFICER (13) RECORDS POLICE OFFICER (10) ADMIN. ACCOUNT CLERK (1) AIRPORT LAW ENFORCEMENT * CRIME SCENE ADMINISTRATIVE OFFICER II (1) S.R.O. POLICE SERGEANT (2) * INVESTIGATION P0LICE RECORDS CLERK (5) POLICE OFFICER (6) * POLICE SERGEANT (1) CRIME SCENE SUPERVISOR (1) POLICE OFFICER (5) TRAFFIC LATENT PRINT TECH (1) PROPERTY MANAGEMENT CRIME SCENE ANAL. (5) POLICE SERGEANT (1) POLICE OFFICER (9) INTELLIGENCE ADMINISTRATIVE OFFICER II (1) EVIDENCE TECHNICIAN (1) CRIME DATA ANALYST II (1) POLICE PROPERTY MGMT ASST. (1) ADMINISTRATIVE OFFICER (1) MAINT. WORKER II (1)
TRAINING/PERSONNEL
POLICE SERGEANT (1) POLICE OFFICER (3) POLICE CADET (7)
Total Positions: 205 * Eight (8) positions are funded by Airport Department; however, chain of command and supervision retained in Police Department
- 333 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Police FUND: 001 DESCRIPTION
The mission of the Police Department is to serve and protect the lives and property of the citizens of Pensacola by enforcing Municipal Ordinances, County, State and Federal laws.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED REVENUE FY 2009 FY 2010 FY 2011 FY 2012 Charges for Services $ 512,652 512,652 520,000 447,000 Fines 201,401 23,174 127,200 127,200 Miscellaneous Revenue 62,027 68,620 8,600 8,600 Special Events 10,350 10,350 6,500 6,500 TOTAL REVENUE $ 786,430 614,796 662,300 589,300
OPERATING COSTS Personal Services $ 14,742,200 15,064,339 15,627,900 15,660,100 Operating Expenses 2,595,933 2,611,791 2,725,200 3,006,800 Capital Outlay 0 0 0 0 TOTAL OPERATING COSTS $ 17,338,133 17,676,130 18,353,100 18,666,900
- 334 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012
Administrative/Fleet Management $ 276,197 319,402 289,500 292,000 Cadets 285,724 202,955 355,100 355,300 Central Records 345,518 339,561 348,300 422,300 Chief's Office 1,220,235 1,301,605 1,306,900 1,314,400 Communications Center 1,542,618 1,545,683 1,581,300 1,603,200 Community Oriented Policing Squad 1,204,368 1,185,407 1,273,100 1,355,400 Crime Scene Investigation 572,126 554,160 626,200 597,700 Criminal Intelligence Unit 115,538 115,716 126,000 125,800 Investigations Unit 1,790,700 1,764,147 1,878,400 1,861,700 Property Management 314,749 289,586 301,400 261,700 School Resource Office (SRO) 608,769 595,225 637,600 589,900 Traffic 893,349 884,396 936,700 963,100 Training / Personnel 503,643 512,333 572,600 554,000 Uniform Patrol 6,981,773 7,328,851 7,419,700 7,682,100 Vice & Narcotics 682,825 737,103 700,300 688,300 TOTAL $ 17,338,132 17,676,130 18,353,100 18,666,900
- 335 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Administration/Fleet Management COST: $292,000 Fleet Management is comprised of one Lieutenant, under the supervision of a Police Captain. The Police Captain is the primary contact for the building expansion. The Lieutenant is also responsible for departmental fleet, which consists of 200 vehicles. Purchasing, issuing electronic equipment for personnel and facilitating maintenance programs are also included in this program.
OBJECTIVES
Improving Neighborhoods To maintain effective working relationships with subordinates, City staff and the public. To provide a safe and secure environment for employees and visitors to the police department building. To decrease vehicle downtime for preventive maintenance and routine repairs. To ensure the police department acquires and maintains a vehicle fleet that is in the best possible state of performance and readiness, thus helping to keep officers on the streets so that they can promptly respond to calls.
PROGRAM NAME: Cadets (Police) COST: $355,300 There are currently seven employees assigned to this section. The police cadet program is designed to expose cadets to all facets of police services and combine that exposure with all possible training to better prepare them for the examination process leading to a position/ career as a full time police officer.
OBJECTIVES
Improving Neighborhoods To maintain a high level of productivity. To maintain an efficient level of employees by filling vacancies as the Chief approves them. To maintain an in-house academic program for cadets. To provide community orientation training to cadets through service learning projects. To improve police and community relations by being customer-oriented and responsive in the delivery of police services.
- 336 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Central Records COST: $422,300 The Central Records activity is under the supervision of an Administrative Officer II, who reports to a Lieutenant, and is staffed with five Police Records Clerks. Central Records is the final approval site for computer generated reports and the repository of paper reports. All incidental paper reports created by the Criminal Investigations Division and the Crime Scene Unit are sent to Records to be filed. Records maintains all original documents and disseminates copies to the various police divisions, as well as other law enforcement agencies, criminal and traffic court, state attorney and other state agencies. Records also processes all public requests for copies of reports and crime analysis. All Florida Uniform Crime Report statistics are maintained by Records and prepared for submission to the Florida Department of Law Enforcement for State and National reporting. All police department forms and reports, as well as office supplies for field officers, are maintained for the department by Records. Records personnel are responsible for all data entry into the department’s computerized Records Management System. All records that must be archived are processed by records personnel through the use of optical scanning and electronic storage. Services rendered to the public include fingerprinting, pulling data such as background checks, statistics, and public records request, issuing taxi driver permits and adult entertainment permits, and registration of criminals released or paroled as per City Ordinance and Florida State Statues.
OBJECTIVES
Improving Neighborhoods To archive criminal investigative records over three years old to electronic storage medium at a rate of one month of archived paper reports per calendar month and dispose of paper records in accordance with Florida State Statutes and Florida Bureau of Archives and Records Management retention and disposition procedures. To complete 100% of the data entry for incoming paper reports, i.e. offense, arrest, traffic crash, field interview, traffic citations and their related supplements, within seven working days of receipt. To file all supplemental paperwork with the case report that is received from Investigations, Vice and Crime Scene units within five working days of receipt. To continue to update and upgrade our technology to allow for the complete automation of the Records Management process, from Patrol and Investigations, through Records to the Court System and State Attorney. To complete the computerization of approximately 75% of the record processes and procedures which remain as a paper record process, i.e. background /criminal history checks, traffic crash report requests, taxi driver and adult entertainment licensing and criminal registration. To provide services that will improve accessibility for the public and officers when requesting copies of reports.
- 337 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Police FUND: 001 PROGRAM NAME: Chief's Office COST: $1,314,400 The administrative function of the Chief's Office is to provide direction and guidance to achieve the operational objectives of the Pensacola Police Department. A primary emphasis is the administration of the Departmental Policies and Procedures, Rules & Regulations, and the Codes of the City, laws of the State of Florida, and Civil Service Rules and Regulations. This is accomplished in a decentralized atmosphere with an exchange of input from the four Division Captains. Assigned to the Chief’s Office is the Special Projects Unit. This unit consists of one High Tech Crimes officer and one Crime Prevention officer. They handle all run-a-ways and participate in the Child Abduction Response Team, works closely with the Criminal Investigations Division to enhance and prepare video and/or audio evidence for prosecution purposes and handles all forensics involved in preparing those cases for prosecution. Also assigned to the Chief’s Office is Professional Standards. This consists of one Lieutenant and one Sergeant. Their primary duties are to receive, investigate, and process all complaints of police misconduct as prescribed in Florida Statute 112.533. This office stores and processes record of sensitive nature such as civil files and writes cause preparations for the city attorney's office and the risk management office. At times, they also represent the department during legal procedures involving the above claims The Chief's support staff consists of a Police Budget & Planning Specialist, a Police Media Relations Coordinator, three Senior Administrative Officer I’s, one Police Neighborhood Liaison and one Legal Advisor. The Budget/AP/Purchasing function is responsible for developing the annual budget that most effectively meets the operational needs of the Department. A Police Budget & Planning Specialist and a Senior Administrative Officer I carry this out. All requests for expenditures are processed through this office and it is the Police Budget & Planning Specialist’s responsibility to account for these expenditures. The Police Budget & Planning Specialist is also responsible for writing, coordinating and tracking grant applications and statistics to satisfy grant procedures once they are received by the Pensacola Police Department. The Police Media Relations Coordinator is responsible for writing press releases, tracking down information per media requests, writing reports, handling correspondences for the Chief, writing grants, coordinating events and assisting other sections with various needs. The Police Neighborhood Liaison is responsible for coordinating the new Citizen’s Liaison Group, along with serving as a liaison between the police department, other city departments, and neighborhood groups. The liaison will promote citizen involvement in neighborhood issues. Payroll consists of a Senior Administrative Officer I who is responsible for the day-to-day operation of personnel matters. Due to the stringent requirements of FLSA, the large number of employees of the Police Department, and the complicated schedule under which many of the employees work, this is a critical position. The Legal Advisor provides the department with timely advice on all matters relating to statutes, ordinances, contract review, agreements, and employment. OBJECTIVES Taking Action To administer Departmental Policies and Procedures, Rules and Regulations, the Codes of the City, laws of the State of Florida, and Civil Service Rules and Regulations. To process personnel actions affected by selection procedures, terminations, promotions, and administer such in accordance with the ordinances and laws affecting it. To manage special projects as they arise. To develop an annual budget that most effectively meets the Department's operational needs. To administer the current year budget plan and account for daily expenditures made by the Department. To procure grant funding sources. To promote and improve relations with various media agencies and the public in an effort to enhance public relations. - 338 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Communications Center COST: $1,603,200 The Police Communications Center receives approximately 400,000 requests annually from the public. The center directs officers when and where to respond to calls for service. This is accomplished through radio, telephone and computer communications, combined with numerous monitoring devices. Communications personnel are also the primary public safety answering point for all 911 calls within the city. The section consists of fifteen Public Safety Telecommunicator II's, seven Public Safety Telecommunicator I's, and two Public Safety Telecommunicator Supervisors. These personnel come under the direct supervision of one Lieutenant who reports to one Captain. A Communications Technician and a Senior Systems Network Analyst for the MIS Division are also assigned to this section. The fire dispatch function is located within the Communications Center. The 800 MHz radio system is the main communication system in operation, a 900 MHz station alerting system is utilized, a VHF radio system is in backup status. The division uses a CAD (computer aided dispatch) system that allows for a more precise response to incidents. The City has completed the communications upgrading to an 800 MHz trunked radio system and a SmartCop Computer Aided Dispatch system. There is still a continuous need for additional upgrades to stay current with the ever-changing communication technologies. OBJECTIVES
Improving Neighborhoods To answer 100% of all 911 calls for service within 3 rings. To respond to the public in an expedient and professional manner. To maintain a high level of productivity and a call processing time (receipt to dispatch) of 60 seconds or less, 90% of the time. To provide faster and more accurate emergency response through the Enhanced 911 Systems. To install, implement and operate the CAD dispatch system in the communication network and provide quality assurance of accurate entry and retrieval of data. To assure that communication personnel receive current training and ensure well trained, quality fire dispatch personnel are available. To provide coordination of the Florida Crime Information Center/National Crime Information Center terminals with the Florida Department of Law Enforcement. To develop an efficient EMS call receipt and dispatch process to ensure prompt response of fire resources. To provide assistance to the State Attorney’s Office by downloading 911 calls into the SmartCop Case Management system to be used as evidence in court.
- 339 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Community Oriented Policing Squad (COPS) COST: $1,355,400 The Community Oriented Policing Squad (COPS) consists of one (1) Captain, one (1) Lieutenant, two (2) Sergeants and ten (10) Police Officers. The Community Oriented Policing Squad staff takes an active role in the coordination and development of law related programs within Pensacola, and they are involved in the everyday lives of the citizens and business owners of Pensacola. It is designed to take the lead in the department’s community strategy. By getting out of the patrol cars, walking the neighborhoods, using police bicycles to enhance neighborhood patrol and talking to citizens, the COPS officers develop better police-citizen relations. The unit acts as a liaison between citizens and other public and private agencies that can help solve neighborhood problems. The unit performs the community policing activity not only in problem areas throughout the city, but also in grant-funded areas. OBJECTIVES
Improving Neighborhoods To build trust and deliver respect by working with citizens of Pensacola to increase awareness of sexual assault, children's safety, drugs and alcohol, safety for the elderly, business armed robbery and burglary as well as other subjects of interest to the community. This activity brings law enforcement into the everyday lives of the citizens of Pensacola in a positive way and it helps in establishing more strong and livable neighborhoods in the city of Pensacola. To coordinate Neighborhood Watch Programs. To coordinate Senior Citizen Volunteer Programs. To provide Business and Residential Security Presentations. To teach Safety Tips to young children to prevent them from becoming victims. To develop solid and positive relationships with residents of the neighborhoods, that stimulates growth within the city population. To improve the community and police partnership by being customer oriented and responsive in the delivery of police services that re-enforces a well planned sustainable city and waterfront for the community’s benefit.
- 340 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND:001 PROGRAM NAME: Crime Scene Investigation COST: $597,700 The Crime Scene Investigation is under the supervision of a Crime Scene Supervisor whose primary responsibility is to supervise crime scene personnel, daily operational readiness, and provide technical assistance when necessary. One Latent Print Technician within the Crime Scene Investigation Unit is responsible for first offender/repeat offender searches, latent print comparisons and identifications, courtroom testimony of fingerprint matters, and operation and maintenance of the AFIS and AFIX systems. The unit has five (5) Crime Scene Analysts whose duties are recording of scenes with photography and sketching, processing for latent prints, collection and preservation of evidence, crime scene reconstruction, and courtroom testimony. The Crime Scene Investigation Unit utilizes one cadet whose duties include assisting with the transportation of evidence, maintenance of vehicles, and office related matters. OBJECTIVES
Improving Neighborhoods To learn new skills and techniques in handling to ensure the maximum efficiency is realized with regards to case clearance. To provide 24-hour coverage of major crime scenes. To provide effective forensic photography, crime scene reconstruction, crime scene processing and effective evidence preservation/collection techniques at all crime scenes. To exceed the number of latent print identifications in the previous year. To utilize the alternate light source in the discovery and collection of trace evidence and latent fingerprints. To continue to progress in areas of computer technology which directly affects the functions of Crime Scene such as evidence handling and tracking procedures, evidence processing technology, and courtroom presentation. To become educated in methods and technology that would further streamline record management functions involving Crime Scene. To continue to improve the method of input of digital photographs of latent fingerprints and crime scenes into the records management system. To improve communication with the detectives and officers within the department relaying laboratory results and other pertinent information. To maintain and operate the Automated Fingerprint Identification System (AFIS) and AFIX system and increase fingerprint identifications from these systems by 10% over the previous year.
- 341 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Criminal Intelligence Unit COST: $125,800 The Criminal Intelligence Unit consists of one Crime Data Analyst II and one Administrative Officer, both of which are full-time funded positions. The unit routinely provides analytical services, as well as investigative support, to all divisions of the department. The unit also provides statistical reports and research assistance to various officers in the department. The unit maintains a close working relationship with other area agencies and entities so that needed information can be acquired. The unit began by providing little more than investigative support to the members of the department and has grown to include performing jobs such as intelligence analysis, computerized mapping, background research, person location, as well as thorough investigative assistance. The Criminal Intelligence Unit work to provide safe, strong, livable neighborhoods by tracking registered sex offenders and sexual predators residing within the city limits of Pensacola.
OBJECTIVES
Improving Neighborhoods To solicit and encourage officers of all divisions to question victims, witnesses and offenders about criminal activity in their neighborhood and other neighborhoods. To analyze all incoming intelligence information combining it with pre-existing information for dissemination to the officers to utilize in locating and apprehending offenders. To prepare intelligence reports that better meet the needs of the police personnel to aid in case solvability. To enhance the features of the departmental crime mapping system. To coordinate more frequent verification of sexual predator and sex offender residences and maintain current records of such. To continue to perform background searches, prepare photo line-ups and provide continued investigative support to all divisions of the department. To work more closely with other law enforcement agencies to acquire and disseminate pertinent information concerning terrorist threats to the residents of the Pensacola area. To continue to build partnerships with federal agencies and groups such as the Joint Terrorism Task Force and the Fugitive Task Force. To aggressively utilize intelligence networks such as the Regional Organized Crime Information Center or Florida Intelligence Unit to gather information concerning criminal enterprise in the Pensacola area. To continue to research new and more effective information databases to aid in intelligence and information gathering. To learn new skills in the identification of offender patterns and to pass this information to the appropriate officers. To continue to distribute weekly lists of persons wanted by the department to the patrol officers.
- 342 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Investigations Unit COST: $1,861,700 The Investigations Unit of the police department investigates all persons and property crimes where follow-up is necessary. This section is comprised of thirteen (13) Detectives and is supervised by one Captain, one Lieutenant and three Sergeants. The detectives investigate the crimes after an offense report is generated by patrol officers. Detectives also respond at all times to major incidents to conduct interviews and follow-up investigation. Most of the detectives are assigned to specific areas of the City of Pensacola and investigate the crimes that occur in those areas. The detectives also handle specific crimes such as white collar crime, computer crimes, and crimes against children/sexual battery. OBJECTIVES
Improving Neighborhoods To improve clearance rates and reduce the number of reported business burglaries by utilizing departmental detection devices such as the Sentinel alarms and other recording devices to affect prompt arrests. To increase communication with the Patrol Division and Community Services Division by use of Intelligence Reports and personal contacts in an effort to deter crime and make neighborhoods safer. To improve clearance rates for all crimes, especially felony violations. To improve communication and share information with other agencies in order to apprehend violators. To educate the victims of crimes on ways to deter future criminal activity. To improve communication with the Vice & Narcotics Unit notifying them of potential violation locations. To gain knowledge of new technology which will be utilized to increase clearance rates and deter crime. To increase the amount of recovered stolen property. To increase the number of warrants served by the unit To obtain training and education related to the fast-evolving world of social networking and electronic communication applications.
- 343 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Property Management COST: $261,700 The Property Management Section is under the supervision of an Administrative Officer II and is staffed with one (1) Evidence Technician, one (1) Police Property Management Assistant and one (1) Maintenance Worker. This section is responsible for control of the evidence from the point of receipt to disposal; stock and issuance of uniforms and equipment; writing of contract specifications for uniforms and equipment; building maintenance and custodial upkeep; maintenance of records for departmental asset inventory; additional miscellaneous duties i.e.: daily package delivery receipt and distribution, and active participation in coordinating involved building projects. The Evidence Technician is responsible for control and disposition of all evidence and property seized including control of one vehicle impound lot, testifying in court as required, coordination of vehicle and seized property auctions, knowledge and application of Florida State laws, City of Pensacola Codes and procedures established by the Police Department as applicable to the job. The Maintenance Worker is responsible for daily general custodial and minor maintenance duties for police headquarters, stocking and organizing cleaning supplies and paper products in the outside storage building and inside supply closets and cleaning porches and walkway areas outside the building. The Police Property Management Assistant is responsible for the handling of uniform/equipment duties including purchase, organizing stock, issuance and inventory control; clerical duties including data entry, phone and customer inquiries, and assisting with evidence handling duties and building maintenance repair requests. OBJECTIVES
Improving Neighborhoods To maintain proper evidence control 100% of the time by utilizing completed property records and established methods. To research programs available designed specifically for uniform and equipment inventory control, and convert current information from databases now in use. To coordinate new procedure for scanning and/or downloading items of evidentiary value directly into the SmartCop system when possible before packaging and submission to Property Management to facilitate availability to authorized personnel. To complete 100% of the data entry for incoming evidence within two working days of receipt of property records. To perform daily maintenance and custodial care as expected, ensuring prompt initiation of procedures to correct damaged or broken facilities. To reduce the time to provide the customer-oriented services in the property management section.
- 344 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: School Resource Office (SRO) COST: $589,900 One sergeant and five (5) officers are assigned to this section. The School Resources Officers provide safe and drug-free environments for over 4,800 students and teachers. The officers investigate and follow up on criminal offenses occurring at Washington and Pensacola High Schools, Workman Middle School, and A.V. Clubs Alternative School. They provide a prevention strategy that promotes safety for all school related events.
OBJECTIVES
Improving Neighborhoods To provide coordination of a School Resource Officer Program by the placement of a police officer in two high schools and two middle schools. To teach safety tips to young children to prevent them from becoming victims To develop solid and positive relationships with residents of the school neighborhoods, that stimulates growth within the city population. To improve the school and police partnership in the delivery of police services for the community’s benefit.
- 345 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Traffic COST: $963,100 The Traffic Unit works to help promote and maintain safe and effective flow of traffic within city limits. Among officer duties are police escorts (funeral and dignitary protection), selective traffic enforcement, traffic crash investigations, traffic homicide investigations, accident reconstructions, and special events such as parades and runs. Three officers also are assigned to Cordova Mall and are responsible for calls for police service at the mall and the surrounding area.
OBJECTIVES
Improving Neighborhoods To reduce deaths, injuries, and property damage caused by traffic crashes in the City of Pensacola. To promote and improve traffic safety through education, traffic crash analysis, and selective enforcement. To investigate citizen complaints concerning traffic conditions/enforcement. To improve the safe transportation of passengers and goods throughout our city.
- 346 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Training / Personnel COST: $554,000 There are currently four employees assigned to this Section: a Sergeant, one Training Officer, an Executive Secretary, and a Background Investigator. The Training and Personnel staff takes an active part in the actual duties and responsibilities of hiring and training the Police Department’s civilian and sworn personnel. Personnel duties are designed to ensure the Department hires responsible, qualified employees. This includes assisting with entrance exams, interviewing applicants, completing background investigations, polygraph examinations, and psychological testing of prospective employees. They are also responsible for orientation of the new employees. Training is approached on a positive basis and directed specifically to the predominantly sworn personnel of the Police Department. A majority of the Training Officer’s time is spent working on training curriculum and the presentation of those curriculums. The Training and Personnel Section is instrumental in setting up the Firearms Safety Class for civilians and court officers including the federal court system, as well as the hiring and placement of personnel throughout the department both civilian and sworn police officers and this includes police cadets. The training officer is also directly involved with the instruction of various curricula at the local law enforcement academy. The training section takes an active stance in the upgrading and improvement of training techniques and material in order to provide the Police Department personnel with the latest and most effective training. In turn, this provides for a better trained and more professional officer who will serve and protect the community. This section and its programs are vital tools for projecting a positive, professional image of the Pensacola Police Department to the citizens of the City of Pensacola and neighboring communities.
OBJECTIVES
Improving Neighborhoods To maintain a high level of productivity. To prepare and present the latest training curriculum involving all aspects of law enforcement operational concerns. To prepare and instruct the latest cutting edge firearms training a minimum of once a year. To make available the firearms range for practice days and to provide sufficient ammunition for those officers who need remedial training as well as for those who wish to sharpen and improve their current firearms capabilities. To locate and invite those trainers from various disciplines of law enforcement concerns to present their training courses either here at the department or at the local law enforcement training academy. To locate and then test and evaluate the latest police equipment. To coordinate programs such as the Firearms Safety Class for approximately 200 adult citizens each year. To provide the Training officer with necessary software and material in the process of imputing training records into ATMS and maintaining any upgrades required for Training Trak which is vital in tracking and recording all training received by departmental personnel. To maintain an efficient level of employees by filling vacancies as the Chief approves them. To maintain an in-house academic program for cadets.
- 347 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Police FUND: 001 PROGRAM NAME: Uniform Patrol COST: $7,682,100 Uniform Patrol is the largest Division of the Pensacola Police Department, and provides twenty-four hour service everyday of the week to the citizen’s of this city. The patrol officer is responsible for all citizen complaints and calls for service, as well as self initiated activities that they may come across during their tour of duty. The patrol officer can take a case from start to finish, from the initial report to investigating the crime, to recovery of the stolen property and finally apprehending the suspect. Officers are continually doing crime prevention on their watch by checking doors and windows of businesses in the city of Pensacola and checking watch orders that are placed on homes of city residents that have gone out of town and also by checking doors and windows of closed businesses located throughout the city. While making these rounds, officers are looking for potential hazards such as downed power lines and other dangerous conditions that could affect drivers and pedestrians as well as children of our community. This pro-active patrolling in our neighborhoods will help in the reduction of crime and loss of property to all of our citizens. The Canine Unit provides narcotics detection, tracking dangerous felony suspects, evidence recovery and building searches. Canine teams also assist Vice and Narcotics in conducting search warrants and establishing probably cause. Canine Teams also perform several public and school demonstrations. At the request of a Uniform Patrol supervisor, the SWAT Team (all volunteers) will respond to any call. They are trained to handle armed barricade suspects, suicidal subjects, high-risk warrants, dignitary protection, riot situations and multiple arrests incidents. The Marine Response Unit/Dive Team is comprised of certified and trained volunteers (sworn officers). They are responsible for supporting the Northwest Florida Regional Domestic Security Task Force and for providing waterborne security for regional seaports, including the Port of Pensacola and surrounding waterways, the delivery of waterborne assets to coastal areas in times of emergencies such as hurricanes or other disasters, training and exercise missions. OBJECTIVES
Improving Neighborhoods To provide strong livable neighborhoods by enhancing crime reduction efforts through community resident’s participation (town hall meetings). To identify environmental conditions that tend to promote crime and work closely with other departments (code enforcement) to eliminate these underlying conditions. To educate neighborhoods on effective means in combating suspicious and unwanted behaviors. To increase the intelligence gathering and digital photos for our field intelligence database. To assist the patrol units in the detection of drugs and the education of the public on the use of K-9’s in apprehension of suspects. To efficiently and effectively allocate manpower to increase detection and report those crimes that has occurred. To be responsive and actively solicit neighborhood-law enforcement partnerships through positive personal interactions with officers. To update officers in the latest SmartCop applications on the mobile data terminals. To reduce the amount of time preparing the various reports on the terminals. To ensure that the department can sufficiently respond to situations involving hostages, barricaded suspects, suicide attempts and any other events requiring a rapid response team and a police negotiator. - 348 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Police FUND: 001 PROGRAM NAME: Vice & Narcotics COST: $688,300 There is currently one Lieutenant, one Sergeant, and five Investigators assigned to this section. This Section investigates all crimes involving narcotics, reported or detected and vice operations involving prostitution, gambling and pornography. The unit assists other units within the department and the City of Pensacola by providing specialized support and equipment for specific investigations. The Lieutenant in this Section has the additional responsibility of coordinating and initiating all forfeiture procedures made on the part of the Department. The narcotics picture in the Pensacola area is constantly changing, yet crack cocaine still appears to be the largest problem. This is especially true in the more urban areas of the inner city; therefore, more of our efforts are focused on this problem. Marijuana is still the drug of choice for certain groups of people and we devote a large amount of our time to this problem. The unit must also stay abreast of newer manufactured drugs, which are becoming increasingly popular. We continue to focus on the long-range investigations, aimed at the "mid-level" and "upper-level" dealers, in order to curb the flow of the drugs into our community. OBJECTIVES
Improving Neighborhoods To continue to check licensed alcohol sale establishments to ensure compliance with local ordinances and State Statutes. To show an increase in prostitution related investigations. To show an increase in investigations involving lewd and lascivious activity in public areas. To continue to work in collaboration with the numerous law enforcement agencies involved in narcotics and various vice investigative efforts. To continue the high levels of illicit narcotics seized in previous years. To continue to assist other areas of the Police Department by supplying specialized support and equipment for investigations.
- 349 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0480 - POLICE FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 8,787,844 8,556,032 8,928,700 8,793,500 8,793,500 9112 OVERTIME 214,066 206,371 252,000 236,500 236,500 9113 LONGEVITY 330,664 291,775 0 0 0 9114 GENERAL PENSION FUND 663,912 654,295 671,800 702,300 702,300 9116 POLICE PENSION FUND 2,452,308 2,431,057 3,100,400 3,095,100 3,095,100 9118 MEDICARE PREMIUM 112,035 110,190 109,000 116,600 116,600 9119 ADDITIONAL REGULAR PAY 88,508 92,539 53,000 68,500 68,500 9120 SOCIAL SECURITY 51,158 45,166 47,700 57,400 57,400 9121 GROUP INSURANCE 998,497 1,093,513 1,271,900 1,347,000 1,347,000 9122 REPLACEMENT BENEFIT PGM 447,623 441,307 426,000 411,400 411,400 9123 DISABILITY/SURV INSURANCE 87,923 86,161 83,200 80,700 80,700 9125 EXTRA PERSONAL SERVICES 66,030 55,941 95,800 95,800 95,800 9126 INCENTIVE PAY 144,173 145,751 145,800 143,900 143,900 9128 DIFFERENTIAL PAY 259,296 286,961 271,400 276,900 276,900 9129 DEFERRED COMP PENS PLAN 18,194 17,868 17,100 15,700 15,700 9130 WORKER'S COMPENSATION (64,676) 473,355 69,500 166,900 166,900 9131 UNEMPLOYMENT 0 233 1,000 1,000 1,000 9133 FLORIDA RETIREMENT SYSTEM 84,644 75,825 83,600 50,900 50,900 SUBTOTAL PERSONAL SERVICES 14,742,200 15,064,339 15,627,900 15,660,100 15,660,100 9331 OFFICE SUPPLIES 10,014 10,689 11,000 11,000 11,000 9332 OPERATING SUPPLIES 52,579 47,471 57,600 51,600 51,600 9333 REPAIRS & MAINTENANCE 41,176 25,665 41,000 30,500 30,500 9334 SMALL TOOLS & MINOR EQUIP 12,785 8,045 19,700 11,700 11,700 9335 PROFESSIONAL SERVICES 38,681 78,701 28,500 39,500 39,500 9336 COMMUNICATION 632,052 638,974 712,700 805,800 805,800 9337 TRANSPORTATION 2,626 3,284 4,200 5,200 5,200 9338 ADVERTISING 1,804 914 1,500 1,500 1,500 9339 POSTAGE 2,322 2,208 2,500 2,500 2,500 9340 PRINTING & BINDING 9,314 7,089 10,000 10,000 10,000 9341 RENTALS 16,383 14,286 15,000 15,000 15,000 9342 TRAINING 21,182 23,635 23,200 25,700 25,700 9343 DUES, SUBS, & MEMBERSHIPS 6,327 6,098 6,000 9,700 9,700
- 350 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0480 - POLICE FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9345 MAINT & REPR OF VEHICLES 406,415 410,050 348,300 423,300 423,300 9346 LIABILITY INSURANCE 622,716 557,681 616,400 591,900 591,900 9347 UTILITIES 179,310 175,776 200,000 210,000 210,000 9348 FUELS & LUBRICANTS 380,865 453,033 463,000 549,000 549,000 9349 CLOTHING SUPPLIES 60,741 66,133 58,400 58,400 58,400 9351 MED & FIRST AID SUPPLIES 0 0 500 500 500 9357 OTHER CONTRACTUAL SERVICE 50,072 55,031 82,900 128,800 128,800 9360 MISCELLANEOUS 839 7,502 1,000 1,000 1,000 9361 UNCLASSIFIED 10,000 10,000 10,000 10,000 10,000 9364 SERVICE AWARDS 1,321 728 200 200 200 9370 NON-CAPITALIZED ASSETS 36,409 8,800 11,600 14,000 14,000 SUBTOTAL OPERATING EXPENSES 2,595,933 2,611,791 2,725,200 3,006,800 3,006,800 SUBTOTAL POLICE 17,338,133 17,676,130 18,353,100 18,666,900 18,666,900
- 351 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 352 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
ENGINEERING & CONSTRUCTION SERVICES
CITY ENGINEER
SENIOR ADMINISTRATIVE OFFICER I (1)
SURVEYING DIVISION CONSTRUCTION INSPECTION PROJECT MANAGER (1) SENIOR ADMINISTRATIVE OFFICER III (1) PROJECT ENGINEER (1)
SURVEY CONSTRUCTION INSPECTOR (2)
OPERATIONS SUPERVISOR II (1) INSTRUMENT TECHNICIAN (2)
DRAFTING & DESIGN
ENGINEERING SERVICES TECHNICIAN I (2)
Total Positions: 12
- 353 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY
UNIT NAME: Engineering & Construction Services FUND: 504 DESCRIPTION The role of the Engineering & Construction Services is to provide technical, logistical, and managerial support to all city departments and divisions, which includes surveying, design, construction inspection, and project administration, including contract and grant management services on street construction, street improvements, storm drainage improvements, building improvements and other related site improvement projects. Engineering & Construction Services is also tasked with the issuance of right-of-way (ROW) permits and code enforcement associated with modifications and construction in the public ROW by entities other than the City. There are four vital programs or services that the Engineering & Construction Services Department provides (1) Field Survey, (2) Plan Review, (3) Project Design, and (4) Project Management. SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED OPERATING COSTS FY 2009 FY 2010 FY 2011 FY 2012 Personal Services $ 789,375 775,239 878,200 796,100 Operating Expenses 90,944 141,263 112,400 109,900 Capital Outlay 0 16,920 0 36,500 TOTAL $ 880,319 933,422 990,600 942,500
PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 Field Survey $ 260,514 256,882 264,700 264,400 Plan Review 70,765 103,544 99,600 94,900 Project Design 164,525 130,403 186,000 191,500 Project Management 384,515 442,593 440,300 391,700 TOTAL $ 880,319 933,422 990,600 942,500
- 354 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAM AND OBJECTIVE
UNIT NAME: Engineering & Construction Services FUND: 504 PROGRAM: Field Survey COST: $264,400 Every road, sidewalk, stormwater drainage, building site, and all related site improvement projects requires field surveying of some determined level. Field Surveying is the collection of boundary and topographical information that includes existing site conditions and improvements, land features, elevation data and utility locations. The Field Survey Crew collects raw field data for projects and sets elevation benchmarks throughout the City and consists of three personnel; one Operations Supervisor, and two Instrument Technicians. The City Surveyor directly oversees the survey crew and spends 30% of his time in doing so while the City Engineer spends approximately 10% of his time involved in field survey matters. The field data that is collected is translated or interpreted into drawings by the Engineering Technicians and later used by the City Engineer as the basis to design a project. The survey crew also performs construction layout for selected infrastructure improvement projects and assists in conflict resolution in the field, when plan discrepancies arise. They also provide direct services that vary in nature to other departments/divisions which includes Risk Management, Public Works, Airport, Port, and Neighborhood Services.
OBJECTIVE
Restoring Trust To ensure that the best customer service and responsive government is delivered to the citizens of Pensacola, the two main objectives of the Field Survey Program are: o To provide surveying services for the design and reconstruction for the Main Street Reconstruction Project and approximately 10,500 linear feet of new sidewalks in the City within the fiscal funding year. o In addition to collecting topographic information needed to develop a construction design, the survey crew not only performs construction layout for selected infrastructure improvement projects and assists in conflict resolution in the field when plan discrepancies arise, but also provide direct surveying services to other departments in the City.
- 355 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAM AND OBJECTIVE
UNIT NAME: Engineering & Construction Services FUND: 504 PROGRAM: Plan Review COST: $94,900 City permits are required on all development projects within the City, whether private or municipal. In order to obtain a City permit, development plans are submitted and reviewed by City staff. The City Engineer and Project Engineer review all development plans for stormwater and access management code compliance as outlined in the City of Pensacola Land Development Code. This includes review and inspection of erosion control for compliance on certain projects. In addition, the program involves the review and issuance of right-of-way permits for driveways, sidewalks, utilities, and other typical infrastructure. The City Engineer and the Project Engineer review project plans internally for numerous other departments of the City for quality control assurance and budgetary compliance. These reviews are typically staged on a project as the design progresses and several rounds typically take place before final plans are approved.
OBJECTIVE
Improving Neighborhoods To ensure that streets, sidewalks and other infrastructures are improved to accommodate better walking, bicycling, and vehicle travel, and to protect our environment and enhance the quality of life for the Citizens of Pensacola, the objectives set forth by the Plan Review Program during the plan review and design phase are: o Make certain that all development projects include the above improvements and that protection of environment requirements are taken into consideration and consolidated in the plans and specifications of construction projects as well as maximize efficiency of reviews on all project submittals and complete reviews within allotted time frame. o Protect the environment by ensuring that new city owned construction is LEED-certified and that private developers adhere to sustainable development standards. Engineering has taken the initiative to get the City of Pensacola certified with U. S. Green Building Council and registered with the Green Building Certification Institute (GBCI) to further secure the LEED participation in future capital projects.
FUTURE ISSUES
Improve infrastructure of various types for most departments/divisions of the City; primarily, building and facility infrastructure projects. Expedite design and construction of stormwater management projects.
- 356 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAM AND OBJECTIVE
UNIT NAME: Engineering & Construction Services FUND: 504 PROGRAM: Project Design COST: $191,500 Project Design generally begins with the need identification and program budgeting for a specific project. Conceptual or schematic design typically follows the programming of the project and the actual design process is completed when all public and permit agency input have been addressed and final construction documents (CD’s) are generated and advertised for bid. The typical “in-house” Project Design Program includes computer aided design (CAD) services provided by the Engineering Services Technicians (2), Senior Administrative Officer III - City Surveyor, Project Engineer, City Engineer, and Senior Administrative Officer I,. Field data information submitted by the survey crew (see Program #1) is converted into base surveys, maps, and or drawings; reviewed by the Senior Administrative Officer III (City Surveyor), then forwarded to the City Engineer to begin and finish the project CD’s.
OBJECTIVE
Improving Neighborhoods To assist in the improvement of neighborhoods in Pensacola and in the creation of jobs for Pensacola families and neighbors, the following objectives have been established for the Project Design Program to employ during the design phase of all project developments. o Implement designs to green the City of Pensacola and ensure that the designs, permits, and bid documents of all construction projects (capital and non-capital) are accurate and in accordance with federal, state, and local regulatory agencies requirements and development standards and that these reconstruction of City street projects, widening and improvement of sidewalks or bike lanes, streetscape beautification, and other enhancements are LEED certified and aim to provide a safe and non-threatening environment. o Create construction project designs that provide equal opportunity to a wider group of local businesses and to compete and win City contracts for construction and services, thus providing jobs for neighbors and families in the community.
- 357 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAM AND OBJECTIVE
UNIT NAME: Engineering & Construction Services FUND: 504 PROGRAM: Project Management COST: $391,700 Project Management services consist primarily of guiding, directing and overseeing a project from inception all the way through to completion of construction to ensure the defined scope is successfully met within budgetary constraints. This often includes supervision of external consultants of various trades and disciplines (i.e., Architects, Engineers, Environmental, etc.) for assurance of product and service(s) delivery, and in accordance with adopted schedules and budgets. The vast majority of the work performed in the Project Management Program takes place during the “project administration” or construction phase of a project. This phase typically includes grant/budget management, construction inspection, routine coordination/communication with all project related contract entities (i.e., Architect, Engineer, Contractor, Permit Agencies, etc.), and approval of the contractor’s pay requests. This program consists of one Project Manager (PM), one Sr. Administrative Officer I, the City Engineer, and two Construction Inspectors devoting 90% each of their time for this program. The Project Manager and Construction Inspectors keep written daily and weekly reports of the construction progress of each project. The daily and weekly reports are compiled by the Sr. Administrative Officer I and the contractor’s pay requests are based upon this information and prepared for internal processing.
OBJECTIVE
Restoring Trust To provide the services and integrity that the public had entrusted to City staff, the following objectives are adhered to by the Project Management Program of Engineering & Construction Services. o As a Central Services activity, Engineering & Construction Services prepares and submits monthly financial reports such as the Engineering Cost Allocation Spreadsheet, and Line by Line Financial Statements to Financial Services. o Complete 97% of projects within prescribed budget and limit change orders on 95% of projects to within the adopted contingency, and coordinate financial activity by submitting a monthly line by line financial report cost allocation report to Financial Services. o Ensure that residents/property owners are informed of upcoming construction in their neighborhood and that certain traffic accommodations efforts are provided for their convenience.
- 358 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 504 - CENTRAL SERVICES FUND 7080 - ENGINEERING & CONSTRUCTION SERVICES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 525,858 520,010 599,300 542,700 542,700 9112 OVERTIME 1,880 2,867 6,800 4,000 4,000 9113 LONGEVITY 14,561 13,184 0 0 0 9114 GENERAL PENSION FUND 129,586 121,885 126,900 122,200 122,200 9118 MEDICARE PREMIUM 6,568 6,403 7,700 6,500 6,500 9119 ADDITIONAL REGULAR PAY 118 0 600 600 600 9120 SOCIAL SECURITY 13,239 12,431 14,800 15,800 15,800 9121 GROUP INSURANCE 49,886 50,733 69,000 68,000 68,000 9122 REPLACEMENT BENEFIT PGM 17,394 17,956 19,800 15,500 15,500 9123 DISABILITY/SURV INSURANCE 4,646 4,718 5,200 4,100 4,100 9125 EXTRA PERSONAL SERVICES 0 707 0 0 0 9129 DEFERRED COMP PENS PLAN 2,807 3,087 2,800 2,700 2,700 9131 UNEMPLOYMENT 1,268 452 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 21,563 20,806 25,300 14,000 14,000 SUBTOTAL PERSONAL SERVICES 789,375 775,239 878,200 796,100 796,100 9331 OFFICE SUPPLIES 571 863 1,500 1,200 1,200 9332 OPERATING SUPPLIES 1,402 2,858 4,500 4,300 4,300 9333 REPAIRS & MAINTENANCE 1,964 2,175 3,700 3,100 3,100 9334 SMALL TOOLS & MINOR EQUIP 1,395 581 1,800 1,800 1,800 9335 PROFESSIONAL SERVICES 208 50 100 100 100 9336 COMMUNICATION 32,152 35,393 36,900 40,400 40,400 9337 TRANSPORTATION 1,588 941 2,000 2,000 2,000 9338 ADVERTISING 1,250 371 600 600 600 9339 POSTAGE 1,809 1,439 2,100 3,000 3,000 9340 PRINTING & BINDING 3,281 2,282 3,200 3,200 3,200 9342 TRAINING 2,771 1,684 9,700 6,300 6,300 9343 DUES, SUBS, & MEMBERSHIPS 831 586 1,500 1,500 1,500 9345 MAINT & REPR OF VEHICLES 11,390 9,738 8,000 8,000 8,000 9346 LIABILITY INSURANCE 18,509 74,948 22,900 18,300 18,300 9348 FUELS & LUBRICANTS 8,225 6,702 10,000 10,000 10,000 9349 CLOTHING SUPPLIES 403 654 900 900 900 9370 NON-CAPITALIZED ASSETS 3,196 0 3,000 5,200 5,200 SUBTOTAL OPERATING EXPENSES 90,944 141,263 112,400 109,900 109,900 9666 OFFICE EQUIPMENT 0 0 0 12,000 12,000 9667 ROAD EQUIPMENT 0 16,920 0 24,500 24,500 SUBTOTAL CAPITAL OUTLAY 0 16,920 0 36,500 36,500 SUBTOTAL ENGINEERING & CONSTR. SVCS 880,319 933,422 990,600 942,500 942,500
- 359 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CAPITAL OUTLAY FUND - 504 - CENTRAL SERVICES FUND ENGINEERING & CONSTRUCTION SERVICES
FY 2012 FY 2012 ACCT / TITLE RECOMMENDED APPROVED 9666: OFFICE EQUIPMENT 661004 AUTOCAD APPLICATION 12,000 12,000 SUBTOTAL 9666: OFFICE EQUIPMENT: 12,000 12,000 9667: ROAD EQUIPMENT 671002 #412--01 RANGER PICKUP 24,500 24,500 SUBTOTAL 9667: ROAD EQUIPMENT: 24,500 24,500 SUBTOTAL ENGINEERING & CONSTRUCTION SVCS 36,500 36,500
- 360 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PUBLIC WORKS & FACILITIES
PUBLIC WORKS DIRECTOR
BUDGET FINANCE ADMINISTRATIVE OFFICER III (1) ADMINISTRATIVE OFFICER I (2)
STREETS FACILITY MAINTENANCE SUPERINTENDENT (1) ADMINISTRATIVE OFFICER IV (1)
PARKS REPAIR & MAINTENANCE BUILDING MAINTENANCE STORMWATER OPERATION & MAINTENANCE STREET CONSTRUCTION OPERATION SUPERVISOR III (1) OPERATION SUPERVISOR II (1) PARKS MAINTENANCE SHOP LEAD WORKER (1) RETENTION PONDS EQUIP. OPERATOR III (1) EQUIP. OPERATOR II (1) LEAD WORKER (1) OPER. SUPER. (1) FACILITIES OPER. SUPER. (1) LEAD WORKER (1) MAINT. WORKER II (1) EQUIP. OPER. II (1) SMALL ENGINE MECHANIC (1) INSTR/ELEC CTRL TECH. II (1) EQUIP. OPERATOR II (2) MAINT. WORKER III (3) OPER. SUPER. I (2) MAINT. WORKER II (1) HEAVY EQUIPMENT/ASPHALT MAINT. WORKER II (1) HVAC TECHNICIAN I (2) OPERATION SUPERVISOR II (1) LEAD WORKER (2) COLLECTION SYSTEM MAINT. WORKER III (1) LEAD WORKER (1) PARKS MANAGEMENT SENIOR ADMININSTRATIVE OFFICER II (1) LEAD WORKER (1) EQUIP. OPERATOR III (1) EQUIP. OPERATOR III (1) EQUIP. OPERATOR II (3) EQUIP. OPERATOR II (1) MAINTENANCE WORKER II (1) CRA MAINTENANCE ROADWAYS & PARKS MAINT. WORKER II (2) OPERATION SUPERVISOR III (1) TRANSPORTATION ENGINEER (1) OPER. SUPER. (1) MOWING LANDSCAPING
LEAD WORKER (2) LEAD WORKER (4) ROADWAY SIGNS & STRIPING TRAFFIC SIGNALS EQUIP. OPER. III (2) EQUIP. OPER. III (5) INSPECTION SERVICES TRAFFIC/ELECTRICAL CTRL SUPERVISOR (1) EQUIP. OPER. II (1) EQUIP. OPER. II (2) OPERATION SUPERVISOR II (1) MAINT. WORKER II (3) TRAFFIC/ELE CTRL TECH I (2) BUILDING SECURITY LEAD WORKER (1) ENFORCEMENT OFFICER II (1) EQUIP. OPERATOR II (1) CONTRACTS RAILROAD SIGNALS MAINT. WORKER II (1)
STREET CLEANING STORMWATER OPERATION SUPERVISOR II (1) PUMPING STATIONS CONTRACT
LEAD WORKER (1)
STREET SWEEPER OPERATOR (5)
Total Positions: 83
- 361 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET SUMMARY UNIT NAME: Public Works & Facilities FUND: 001/109/329 DESCRIPTION
The Public Works & Facilities Department will provide courteous and quality service, while maintaining the City’s infrastructure (i.e. streets, sidewalks, stormwater systems, street lighting, on-street parking, and traffic control devices). Major Goals of the Department: Protect the City’s investment in its roadway drainage and sidewalk facilities by the planning, implementation, and administration of maintenance, inspection and improvement programs. Protect the City’s natural resources in a manner compatible with policies, codes and regulations. Address stormwater problem related to both flooding and water quality issues. Provide for the safe and efficient movement of vehicles, pedestrians and bicycles over the streets and sidewalks of the City through the planning, implementation and administration of maintenance, inspection and improvement programs for all traffic control devices and street lights.
SUMMARY
ACTUAL ACTUAL BUDGETED APPROVED REVENUE GENERATED FY 2009 FY 2010 FY 2011 FY 2012 Secondary Road Maintenance $ 0 15,210 0 0 State Right of Way Maintenance 0 24,912 74,700 99,600 State Traffic Signal Maintenance 110,276 118,134 118,100 125,000 State Street Light Maintenance 110,068 162,848 155,600 180,000 Miscellaneous Revenue 36,073 38,041 52,500 45,000 Stormwater Utility Fee 1,907,331 2,167,574 2,321,200 2,411,000 TOTAL REVENUE GENERATED $ 2,163,748 2,526,719 2,722,100 2,860,600
OPERATING COSTS Personal Services $ 5,362,059 5,402,178 5,305,100 5,166,900 Operating Expenses 3,062,099 3,083,137 3,427,300 3,593,600 Capital Outlay 0 0 0 0 SUBTOTAL 8,424,158 8,485,315 8,732,400 8,760,500 Allocated Overhead/(Cost Recovery) 27,200 38,600 38,600 67,900 TOTAL OPERATING COSTS $ 8,451,358 8,523,915 8,771,000 8,828,400 * Fiscal Years 2009, 2010 and 2011 operating costs is provided for comparison purposes only. Programs shift from Neighborhood Services to Public Works with adoption of FY 2012 budget.
- 362 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEPARTMENT BUDGET SUMMARY UNIT NAME: Public Works & Facilities FUND: 001/109/329 PROGRAM COSTS
ACTUAL ACTUAL BUDGETED APPROVED PROGRAM NAME FY 2009 FY 2010 FY 2011 FY 2012 General Fund Administration Daily Operation $ 318,318 432,506 378,700 382,200 Building Maintenance Administration* 367,674 347,365 418,800 487,600 City Facility Maintenance & Repair* 854,187 790,628 913,300 868,400 Inspection Services 24,231 27,671 19,400 20,200 Landscaping* 1,396,759 1,434,410 1,581,900 1,418,600 Parades 49,112 25,498 36,200 36,200 Park Administration * 271,762 257,169 278,300 301,800 Parks Maintenance Shop* 135,780 136,278 148,300 145,600 Park Repair & Maintenance* 713,601 711,153 635,800 763,400 Resource Center Maintenance* 257,710 282,901 216,600 126,800 Street Daily Operation 407,280 361,360 388,300 414,200 Traffic Miscellaneous 62,235 62,336 62,300 59,500 Traffic Signage 176,112 168,951 168,300 189,500 Traffic Signals & Street Lighting 1,017,438 1,037,805 1,071,700 1,055,500 Traffic Striping 48,229 47,190 57,200 48,300 General Sub-Total 6,100,428 6,123,221 6,375,100 6,317,800 Stormwater Fund Administration Stormwater/Street Sweeping 219,790 237,254 228,700 314,500 Stormwater Miscellaneous 61,244 78,108 82,500 84,000 Stormwater Operation & Maintenance 1,123,987 1,142,311 1,157,400 1,185,100 Street Sweeping FDOT Roadways 0 6,857 26,300 26,300 Street Sweeping Operation & Maintenance 745,909 722,864 687,700 678,700 Subtotal 2,150,930 2,187,394 2,182,600 2,288,600 Allocated Overhead/(Cost Recovery) 200,000 213,300 213,300 222,000 Stormwater Sub-Total 2,350,930 2,400,694 2,395,900 2,510,600 TOTAL $ 8,451,358 8,523,915 8,771,000 8,828,400 * Fiscal Years 2009, 2010 and 2011 program costs is provided for comparison purposes only. Programs shift from Neighborhood Services to Public Works with adoption of FY 2012 budget.
- 363 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Administration Daily Operations COST: $382,200 This program encompasses planning, coordinating and directing of daily streets and traffic activities of the Public Works & Facilities department. Elements of this program include: responding to citizen complaints, dispatch services, recruitment and employment, payroll administration, records and information management, budget management, capital planning, preparation of related reports/studies, engineering in-house reviews associated with new development, training and code enforcement as it pertains to Public Works. Public Works also provides the contractual services associated with the annual maintenance contract for FDOT Right-of-Ways street sweeping within the Pensacola City limits.
OBJECTIVES
Restoring Trust Maintain a quick response time to requests and complaints to ensure customer satisfaction is maintained. Communicate with other agencies to better assist the City with State and Federal mandates. Coordinate with other City departments to provide assistance as needed.
FUTURE ISSUES Coordinate with the City’s Economic and Community Development Section of the City’s operation with regard to future planning of major infrastructure improvements. Public right-of-way permits for utility providers (AT&T, Gulf Power, Cox & ESP).
- 364 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Building Maintenance Administration COST: $487,600 Building Maintenance Administration provides the overall direction and supervision of the daily operations for Building Maintenance. In addition, this program area responds to both internal customers (city staff) and city residents as needed. The contract activity in this division involves the monitoring of an on-going custodial contract for City Hall, Field Services Center, Housing, Port of Pensacola, City Garage, Code Enforcement and Sanitation. It also includes the administration of the City’s Sonitrol contract and the Koorsen Fire Alarm Monitoring contract.
OBJECTIVES Taking Action Continue to define and standardize irrigation systems throughout city parks and facilities. Continue to implement traditional, as well as innovative methods of energy conservation at all city facilities. Continue to encourage and facilitate quarterly meetings to implement training opportunities as well as promote comradeship. Continue to explore new techniques and opportunities to become more cost effective in the execution of construction, as well as repair and maintenance functions. Continue to explore feasible opportunities to incorporate “green” technologies into daily operations. Monitor and evaluate all service contracts to ensure required service levels, as listed in each contract, are maintained and that all contracts are cost effective.
PROGRAM NAME: City Facility Maintenance & Repair COST: $868,400 This program area entails the maintenance and repair of all city facilities and includes; interior and exterior building (structural) repairs when needed, all painting, electrical, plumbing repairs, and the monitoring of all building HVAC systems.
OBJECTIVES
Taking Action Establish an effective inspection program that is pro-active in identifying annual maintenance needs as well as pending repair needs at all city facilities.
- 365 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Inspection Services COST: $20,200 Included under this program is the required construction inspection services associated with street and sidewalk rehabilitation projects for the Public Works & Facilities department. Also the inspection of permitted driveways by Building Inspections is performed by Public Works to ensure that the integrity of the roadway is maintained during the construction of residential and commercial building units.
OBJECTIVES Restoring Trust To provide timely and efficient inspection services that protect the safety of the general public and ensure that all construction meets project specifications and provides a safe transportation system for pedestrians and vehicles.
PROGRAM NAME: Landscaping DIRECT PROGRAM REVENUE: $20,000 COST: $1,418,600 The Landscaping program includes edging, weed eating, mulching, spraying, pruning, turf control and litter pick-up by garbage truck and by staff walking the parks picking up litter with litter sticks. This also includes areas such as specific medians, street islands, City Hall, right of ways, and I-110 corridor. Mowing maintenance is accomplished with both riding and walk-behind mowers.
OBJECTIVES
Improving Neighborhoods Establish a tree inventory list for city parks and city medians. Continue with the city’s tree replacement program during non-mowing months of the year. Continue the parks Integrated Pest Management (IPM) program, broadcasting and spraying herbicides, pesticides and fertilizers. Continue our shrub planting program to improve the overall appearance of our parks and open spaces, keeping in mind the resources available to properly maintain them. Continue to explore and implement alternative landscaping designs in city parks to reduce maintenance care and upkeep by coming up with conceptual designs that include low maintenance trees, shrubs, mulching and landscape ideas.
- 366 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Parades COST: $ 36,200
This program is the cost to provide the required equipment and manpower to deploy 1300 crowd control type barricades during major events in the downtown area of Pensacola along the parade route. Based on the size of the crowd and the need to keep parade goers a safe distance back from moving floats the placement of parade barricades is a necessary safety precaution to protect the general public and limit potential liability issues.
OBJECTIVES Taking Action The continued support of traditional downtown parades in an effort to draw the general population downtown and provide a source of revenue for non-profit organizations.
PROGRAM NAME: Park Administration COST: $301,800 Park Administration provides the overall direction and supervision of the daily maintenance for 92 parks and recreation facilities within the City of Pensacola.
OBJECTIVES
Taking Action Develop innovative ways to challenge full-time and seasonal employees to exceed past performance levels. Improve the overall efficiency and effectiveness of parks operations by constantly reviewing operational procedures and resource allocations. Improve the longevity of all power tools and equipment through continuous employee training on the proper use and care of equipment. Cross train employees and establish an annual job rotation schedule. Assign specific tasks to supervisors in their area and conduct monthly progress reviews.
- 367 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Parks Maintenance Shop COST: $145,600
The Parks Maintenance Shop is responsible for the maintenance and repair of all park equipment such as the large riding mowers, small push mowers, gas powered weed eaters and blowers. They provide maintenance parts for equipment used within the department and training on proper use and care of equipment.
OBJECTIVES
Taking Action Establish an annual on going training program for all Park Division employees on the proper care and use of small tools and equipment. Make equipment purchase recommendations based on past performance history and parts availability. Establish a records keeping system that maintains accountability of small tools and minor equipment assigned to park maintenance personnel.
PROGRAM NAME: Park Repair and Maintenance $763,400 The Park Maintenance program entails the maintenance and repair of all city playgrounds, fences, lights, water fountains, walkways, irrigation systems, picnic tables and benches, barbeque grills, trash receptacles and all sports courts such as tennis courts and outdoor basketball courts.
OBJECTIVES
Taking Action Establish an effective park inspection program (with proper documentation) that is pro-active in identifying equipment repair needs and potential public safety concerns, as well as ensuring compliance with all ADA requirements.
- 368 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Resource Center Maintenance COST: $126,800 The Resource Center Maintenance program is responsible for the daily care and upkeep of the interior areas of all city resource centers. In addition, staff in this area performs room set-ups and breakdowns as required by the Center’s Recreation Supervisor.
OBJECTIVES
Taking Action Implement staff training for resource center maintenance workers in the areas of interior and exterior facility inspections, advanced cleaning techniques for floors, carpet, restrooms, meeting rooms and gymnasiums.
PROGRAM NAME: Street Daily Operations COST: $414,200 Included under this program is the maintenance of over 326 miles of existing paved roadways, over 600 miles of curb and gutter and the emergency repair of existing sidewalks. This program covers grading dirt roads and picking up and hauling salvage to the landfill. Also, Public Works & Facilities provides assistance to Engineering, Sanitation, Police, CRA and ESP as requested. OBJECTIVES
Improving Neighborhoods Responding to customer requests and complaints in a timely manner to ensure customer satisfaction. To maintain, inspect and repair the existing roadway system to provide safe travel along City roadways and sidewalks. To assist other Departments with infrastructure repairs. FUTURE ISSUES
The continued increase in construction material such as concrete, asphalt, steel and energy has had a dramatic effect on the cost of maintaining the City’s infrastructure.
- 369 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Traffic Miscellaneous COST: $59,500 This program is a combination of several tasks related to effective traffic management 1.) Utility locates (spots) for all traffic control and street lighting facilities within public right-of-ways, as required by Sunshine One Call Network. 2.) Traffic claming efforts, working toward effective neighborhood traffic control and claming. 3.) Intelligent Transportation Systems defined as the development of improved traffic signal operations with implementation of advanced traffic control systems. 4.) Transportation planning and coordination with area transportation organizations related to future transportation needs. 5.) Also administered within this program are the contractual requirements associated with railroad crossing signals. OBJECTIVES Improving Neighborhoods & Restoring Trust The protection of existing electrical/traffic infrastructure associated with utility construction within the public rights-of-ways. Coordination with other local governments with regard to future transportation projects thereby providing improved roadway systems for the general public.
FUTURE ISSUES Initiate the development of improved traffic signal operation with the implementation of advanced control systems (ITS). Working with the City’s Planning division on establishing a railroad quiet zone within the City. Intelligent Transportation Systems (ITS) area coordination with Escambia County and FDOT as it relates to funding.
PROGRAM NAME: Traffic Signage COST: $189,500 This program encompasses the City's efforts to maintain the existing 10,000 street markers and traffic control signs, as per MUTCD and FDOT standards. Their proper use, maintenance and placement are required to avoid liability issues and public safety concerns. OBJECTIVES Improving Neighborhoods & Restoring Trust Provide 24-hour repair service to damaged or stolen traffic control signs and street markers. To maintain the City’s traffic signs in an acceptable condition and in accordance to the Manual of Uniform Traffic Control Devices. Improving Neighborhoods & Restoring Trust Continue to coordinate with Escambia County and the Florida Department of Transportation on joint traffic operation issues. Work toward effective neighborhood traffic control.
FUTURE ISSUES The recent decrease in staff has eliminated the City’s ability to create traffic signage in-house; therefore all new material will be provided by vendors. Standard signage should not be an issue; however custom signage can be provided by only one vendor into the local area.
- 370 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 001 PROGRAM NAME: Traffic Signals & Street Lighting COST: $1,055,500 This program encompasses the City's efforts to maintain the existing 150 traffic signals devices and the 1500 City owned street lights within the City of Pensacola. This also includes the maintenance of traffic signals installed along State Highways, for which the City has maintenance responsibility. OBJECTIVES Improving Neighborhoods Ensure excellence in providing professional traffic engineering services. Provide 24-hour repairs to malfunctioning traffic signals. Maintain the proper coordination and actuation on City traffic signals. Continue to coordinate with Escambia County and the Florida Department of Transportation on joint traffic operation issues. Work toward effective neighborhood traffic control. Provide a consistent, effective street lighting system.
FUTURE ISSUES An effort will be undertaken to include all City signal installation in the Computerized Signal System. Pursue roadway projects through the Technical Coordinating Committee of the Metropolitan Planning Organization to improve the highway system within the City. The future cost of electrical energy is of major concerns with regard to this program. Currently the annual cost for electricity for traffic signals is $60,000 and street lighting annual cost is $730,000 for a total of $790,000. A rate increase of 15% in the cost for electrical energy last fiscal year resulted in a major budget shortfall for this program. Additional street lighting coupled with additional rate increases will result in another shortfall.
PROGRAM NAME: Traffic Striping COST: $48,300 This program encompasses the City's efforts to maintain the existing street pavement markings along local collectors, arterials and major intersections. Included under this program are services related to the markings of existing parking spaces within the downtown area. All work under this program is per MUTCD and FDOT standards. All pavement markings are now thermoplastic, which has a substantially longer design life than paint.
OBJECTIVES Improving Neighborhoods Maintenance as required to ensure that pedestrian crosswalks, travel lanes and designated turn lane are properly marked; thereby providing a safe roadway system for both pedestrians and vehicles. To maintain the City’s traffic pavement markings in an acceptable condition and in accordance to the Manual of Uniform Traffic Control Devices. Work toward effective neighborhood traffic control.
- 371 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 109 PROGRAM NAME: Administration Stormwater/Street Sweeping COST: $314,500 This program encompasses the planning, coordination and directing of the daily stormwater activities of the Public Works & Facilities department. Elements of this program includes: responding to citizen complaints, dispatch services, recruitment and employment, payroll administration, records and information management, budget management, capital planning, preparation of related reports/studies, engineering in-house reviews associated with new development, training and code enforcement as it pertains to Public Works. The Public Works & Facilities department is responsible for the planning and funding of the City’s Stormwater Capital Projects. The combining of responsibilities for stormwater management operations and capital management has provided a more effective and comprehensive approach to stormwater management.
OBJECTIVES
Improving Neighborhoods Improve the overall operation by better coordinating the administration functions. Administer the City’s Consultant Contract associated with stormwater design. Maintain a quick response time to requests and complaints to ensure customer satisfaction is maintained. Communicate with other agencies to better assist the City with State and Federal mandates. Coordinate with other City departments to provide assistance as needed. Response to illicit point source discharges in compliance with NPDES.
FUTURE ISSUES Adjust the City’s stormwater utility fee to fund operation and maintenance. Development of a Stormwater Capital Program that provides the maximum benefits to the citizens of Pensacola, and address both quantity and quality issues and protects the area’s natural resources. The implementation of additional stormwater requirements in the form of TMDL’s will continue to increase the City efforts with regard to improving water quality.
- 372 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 109 PROGRAM NAME: Stormwater Miscellaneous COST: $84,000 This program is a combination of several tasks related to effective stormwater management 1.) Public Education, by continued coordination with Escambia County and the Bay Area Resource Council (BARC) related to common goals of decreasing pollution. 2.) Preparation of annual summary reports to EPA and FDEP regarding the City’s efforts related to satisfaction of existing permit requirements. 3.) Coordination with FDOT regarding State highway maintenance and new construction projects within the City and their impacts on existing stormwater facilities and water quality.
OBJECTIVES Improving Neighborhoods & Restoring Trust The protection of existing stormwater infrastructure within the public rights-of-ways and on public lands. Coordination with other local governments with regard to future transportation projects thereby providing improved drainage systems for the general public. Environmental permit requests
FUTURE ISSUES Continued compliance with U.S. EPA NPDES permit requirements.
- 373 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 109 PROGRAM NAME: Stormwater Operations & Maintenance COST: $1,185,100 Under this program the ongoing operation/maintenance of 54 retention ponds, 63 stormwater treatment units, 10 drainage ditches, stormwater collection piping, and over 2100 drainage inlets is addressed. The workload has increased dramatically with an increased emphasis on the environmental aspects of stormwater management. Maintaining both physical and environmental requirements, this section routinely inspects all 54 holding ponds and 10 ditches weekly, cuts grass, small trees, fence lines, ditches, washouts and re-seeding of bare spots on an as needed basis. Also under this program the City operates and maintains five stormwater pumping stations that require weekly inspections and are placed into service as required to pump down retention ponds in the event of threatening severe weather, and makes repairs to stormwater infrastructure facilities.
OBJECTIVES Improving Neighborhoods & Restoring Trust Responding to customer requests and complaints in a timely manner to ensure customer satisfaction. To maintain, inspect and repair the existing stormwater system so as to provide safe travel along City roadways and protect the environment. To make stormwater ponds and treatment structures more efficient thus improving stormwater quality. Repair & replace stormwater infrastructures. To assist other Departments with infrastructure repairs.
FUTURE ISSUES The continued increase in construction material such as concrete, asphalt and steel has had a dramatic effect on the cost of maintaining the City’s infrastructure. Forthcoming stormwater requirements NPDES and TMDL will place a heavier workload on this section requiring additional resources to meet future demands.
- 374 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROGRAMS AND OBJECTIVES
UNIT NAME: Public Works & Facilities FUND: 109 PROGRAM NAME: Street Sweeping FDOT Roadways COST: $26,300 The FDOT Roadways program includes street sweeping of 57 miles of State of Florida roadways and bridges within the City as required by the existing maintenance agreement between FDOT Management Firm and the City.
OBJECTIVES Restoring Trust To provide, to the greatest degree possible, an aesthetic and clean environment to the citizens of the City of Pensacola and the business community through an enhanced sweeping program, in keeping with Stormwater Management goals. Routine sweeping of the primary State roadways and bridges leading into the City projects a positive image of the clean and healthy community.
FUTURE ISSUES Subject contract for sweeping of State roadway and bridges is for a one year period through a private management firm, program life cycle can only be guaranteed for a year period.
PROGRAM NAME: Street Sweeping Operations & Maintenance COST: $678,700 Street Sweeping is responsible for the cleaning of City streets once per week in the downtown area and residential areas are currently being maintained on a four to six week cycle. In conjunction with stormwater quality efforts, the activity sweeps the area adjacent to Bayou Texar on a bi-weekly schedule during the spring and fall seasons. Service is also provided by this activity for special events cleanup, support to City maintenance crews and emergency response calls. In addition to the 326 miles of City roadways that are swept each 4 to 6 weeks.
OBJECTIVES
Improving Neighborhoods & Restoring Trust To provide, to the greatest degree possible, an aesthetic and clean environment to the citizens of the City of Pensacola and the business community through an enhanced sweeping program, in keeping with Stormwater Management. To maintain increased frequency of sweeping in order to minimize maintenance of retention ponds and catch basins. Continued evaluation of various sweeping methods.
- 375 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0400/0410 - PUBLIC WORKS & FACILITIES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 2,017,338 2,021,698 2,135,400 2,004,200 2,004,200 9112 OVERTIME 55,862 39,333 50,200 50,200 50,200 9113 LONGEVITY 82,870 76,439 0 0 0 9114 GENERAL PENSION FUND 679,326 683,790 686,800 675,200 675,200 9118 MEDICARE PREMIUM 24,896 24,671 22,500 20,000 20,000 9119 ADDITIONAL REGULAR PAY 2,045 871 0 0 0 9120 SOCIAL SECURITY 35,134 34,352 27,500 94,300 94,300 9121 GROUP INSURANCE 288,679 319,959 353,800 261,100 261,100 9122 REPLACEMENT BENEFIT PGM 87,955 88,238 86,900 80,200 80,200 9123 DISABILITY/SURV INSURANCE 21,286 21,109 21,100 18,300 18,300 9125 EXTRA PERSONAL SERVICES 266,334 240,040 209,200 249,500 249,500 9126 INCENTIVE PAY 0 0 0 1,400 1,400 9129 DEFERRED COMP PENS PLAN 15,992 17,304 18,400 18,400 18,400 9130 WORKER'S COMPENSATION 126,666 124,525 50,400 59,400 59,400 9131 UNEMPLOYMENT 0 4,842 0 0 0 9133 FLORIDA RETIREMENT SYSTEM 60,793 61,982 57,900 30,000 30,000 SUBTOTAL PERSONAL SERVICES 3,765,177 3,759,155 3,720,100 3,562,200 3,562,200 9330 RECREATION SUPPLIES 1,121 1,373 0 1,400 1,400 9331 OFFICE SUPPLIES 1,896 1,132 2,200 2,400 2,400 9332 OPERATING SUPPLIES 20,220 11,793 17,000 18,600 18,600 9333 REPAIRS & MAINTENANCE 281,266 271,750 324,900 338,900 338,900 9334 SMALL TOOLS & MINOR EQUIP 27,613 19,924 46,600 35,600 35,600 9335 PROFESSIONAL SERVICES 4,218 4,096 5,300 5,700 5,700 9336 COMMUNICATION 132,601 153,906 152,900 131,000 131,000 9337 TRANSPORTATION 117 73 500 600 600 9338 ADVERTISING 133 59 400 500 500 9339 POSTAGE 1,350 1,200 800 800 800 9340 PRINTING & BINDING 3,825 1,781 1,100 2,400 2,400 9341 RENTALS 8,762 13,749 9,000 12,300 12,300 9342 TRAINING 4,232 1,426 1,100 2,100 2,100 9343 DUES, SUBS, & MEMBERSHIPS 1,317 1,051 2,200 2,100 2,100 9345 MAINT & REPR OF VEHICLES 195,657 225,210 185,000 200,700 200,700 9346 LIABILITY INSURANCE 159,459 165,178 163,000 315,200 315,200
- 376 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 001 - GENERAL FUND 0400/0410 - PUBLIC WORKS & FACILITIES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9347 UTILITIES 1,250,195 1,239,057 1,351,000 1,340,900 1,340,900 9348 FUELS & LUBRICANTS 142,938 173,633 205,300 187,100 187,100 9349 CLOTHING SUPPLIES 14,674 11,609 23,300 21,900 21,900 9351 MED & FIRST AID SUPPLIES 0 103 100 300 300 9353 PIPE FITTINGS & HYDRANTS 0 0 500 500 500 9354 CHEMICAL SUPPLIES 000 0 0 9355 AGRICULTURAL SUPPLIES 21,286 6,775 33,000 26,000 26,000 9357 OTHER CONTRACTUAL SERVICE 182,127 189,484 233,500 213,900 213,900 9360 MISCELLANEOUS 12,725 16,396 14,200 17,700 17,700 9361 UNCLASSIFIED 23 103 0 100 100 9364 SERVICE AWARDS 0 168 0 0 0 9365 LANDFILL FEES 22,843 25,063 32,000 31,000 31,000 9370 NON-CAPITALIZED ASSETS 17,452 2,673 24,800 0 0 SUBTOTAL OPERATING EXPENSES 2,508,051 2,538,766 2,829,700 2,909,700 2,909,700 9992 ALLOCATED OVERHEAD(COST RECOVERY) (172,800) (174,700) (174,700) (154,100) (154,100) SUBTOTAL NON-OPERATING (172,800) (174,700) (174,700) (154,100) (154,100) SUBTOTAL PUBLIC WORKS & FACILITIES 6,100,428 6,123,221 6,375,100 6,317,800 6,317,800
- 377 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 109 - STORMWATER UTILITY FUND 1091 - PUBLIC WORKS & FACILITIES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 895,601 913,707 927,800 913,300 913,300 9112 OVERTIME 8,697 13,763 40,200 40,200 40,200 9113 LONGEVITY 23,570 22,598 0 0 0 9114 GENERAL PENSION FUND 381,199 372,079 372,500 363,900 363,900 9118 MEDICARE PREMIUM 12,114 12,365 11,900 11,600 11,600 9119 ADDITIONAL REGULAR PAY 438 286 0 0 0 9120 SOCIAL SECURITY 4,501 4,895 4,500 8,900 8,900 9121 GROUP INSURANCE 105,156 123,683 132,600 193,900 193,900 9122 REPLACEMENT BENEFIT PGM 42,301 43,053 41,800 38,500 38,500 9123 DISABILITY/SURV INSURANCE 9,291 9,548 9,200 8,200 8,200 9125 EXTRA PERSONAL SERVICES 7,773 5,022 7,800 7,800 7,800 9129 DEFERRED COMP PENS PLAN 5,592 6,139 5,400 5,400 5,400 9130 WORKER'S COMPENSATION 91,047 105,083 20,600 2,500 2,500 9133 FLORIDA RETIREMENT SYSTEM 9,601 10,800 10,700 10,500 10,500 SUBTOTAL PERSONAL SERVICES 1,596,881 1,643,022 1,585,000 1,604,700 1,604,700 9331 OFFICE SUPPLIES 983 904 1,500 1,500 1,500 9332 OPERATING SUPPLIES 3,246 3,106 1,600 1,600 1,600 9333 REPAIRS & MAINTENANCE 42,360 50,867 70,100 55,100 55,100 9334 SMALL TOOLS & MINOR EQUIP 1,087 1,989 5,500 4,000 4,000 9335 PROFESSIONAL SERVICES 4,081 1,866 12,300 2,800 2,800 9336 COMMUNICATION 39,789 39,140 40,300 40,600 40,600 9337 TRANSPORTATION 584 419 0 0 0 9338 ADVERTISING 893 694 1,000 1,000 1,000 9339 POSTAGE 0 0 400 400 400 9340 PRINTING & BINDING 657 428 1,000 1,000 1,000 9341 RENTALS 17,786 3,837 4,000 4,000 4,000 9342 TRAINING 2,977 3,182 5,100 5,100 5,100 9343 DUES, SUBS, & MEMBERSHIPS 1,109 585 800 800 800 9345 MAINT & REPR OF VEHICLES 237,678 234,368 214,100 227,100 227,100 9346 LIABILITY INSURANCE 48,364 44,577 49,600 49,200 49,200 9347 UTILITIES 3,269 7,276 5,000 7,000 7,000 9348 FUELS & LUBRICANTS 94,320 108,287 96,300 110,300 110,300
- 378 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 109 - STORMWATER UTILITY FUND 1091 - PUBLIC WORKS & FACILITIES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9349 CLOTHING SUPPLIES 6,989 8,003 9,700 9,700 9,700 9353 PIPE FITTINGS & HYDRANTS 290 0 600 600 600 9355 AGRICULTURAL SUPPLIES 2,599 2,186 4,000 4,000 4,000 9357 OTHER CONTRACTUAL SERVICE 25,006 28,504 45,400 44,400 44,400 9360 MISCELLANEOUS 1,829 2,304 1,900 1,900 1,900 9361 UNCLASSIFIED 00088,500 88,500 9365 LANDFILL FEES 18,153 1,849 19,900 17,900 17,900 9370 NON-CAPITALIZED ASSETS 0 0 7,500 5,400 5,400 SUBTOTAL OPERATING EXPENSES 554,048 544,372 597,600 683,900 683,900 9992 ALLOCATED OVERHEAD(COST RECOVERY) 200,000 213,300 213,300 222,000 222,000 SUBTOTAL NON-OPERATING 200,000 213,300 213,300 222,000 222,000 SUBTOTAL PUBLIC WORKS & FACILITIES 2,350,929 2,400,694 2,395,900 2,510,600 2,510,600
- 379 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND - 329 - STORMWATER CAPITAL FUND 3291 - PUBLIC WORKS & FACILITIES FY 2009 FY 2010 FY 2011 FY 2012 FY 2012 ACCOUNT/TITLE ACTUAL ACTUAL BUDGET RECOMMENDED APPROVED 9111 SALARIES 28,608 16,535 0 0 0 9112 OVERTIME 0 1,289 0 0 0 9113 LONGEVITY 421 488 0 0 0 9114 GENERAL PENSION FUND 3,152 217 0 0 0 9118 MEDICARE PREMIUM 406 255 0 0 0 9119 ADDITIONAL REGULAR PAY 0 28 0 0 0 9120 SOCIAL SECURITY 0000 0 9121 GROUP INSURANCE 2,535 85 0 0 0 9122 REPLACEMENT BENEFIT PGM 1,616 1,045 0 0 0 9123 DISABILITY/SURV INSURANCE 284 183 0 0 0 9125 EXTRA PERSONAL SERVICES 0000 0 9133 FLORIDA RETIREMENT SYSTEM 0000 0 SUBTOTAL PERSONAL SERVICES 37,022 20,125 0 0 0 9333 REPAIRS & MAINTENANCE 2,800 0 0 0 0 9335 PROFESSIONAL SERVICES 125,751 56,476 326,800 231,000 231,000 9338 ADVERTISING 0 886 0 0 0 9341 RENTALS 3,000 0 0 0 0 9357 OTHER CONTRACTUAL SERVICE 100,077 180,992 0 55,000 55,000 9370 NON-CAPITALIZED ASSETS 0 4,995 0 0 0 SUBTOTAL OPERATING EXPENSES 231,628 243,348 326,800 286,000 286,000
9669 CONST WORK IN PROGRESS 912,402 1,081,586 1,910,000 2,044,200 2,044,200 SUBTOTAL CAPITAL OUTLAY 912,402 1,081,586 1,910,000 2,044,200 2,044,200 9992 ALLOCATED OVERHEAD(COST RECOVERY) 69,700 85,400 85,400 81,800 81,800 SUBTOTAL NON-OPERATING 69,700 85,400 85,400 81,800 81,800 SUBTOTAL PUBLIC WORKS & FACILITIES 1,250,752 1,430,459 2,322,200 2,412,000 2,412,000
- 380 -
APPENDIX
TABLE OF CONTENTS
PAGE
A. Budget Process...... 383 - 392 B. Basic Information on Property Taxes ...... 393 - 396 C. Natural Gas Service Fees and Rate Schedule ...... 397 - 404 D. Solid Waste and Refuse Collection Service Fees...... 405 - 406 E. Neighborhood Services Fee Schedules...... 407 – 414 F. Inspection & Planning Services Fee Schedules...... 415 - 418 G. Governmental Structure...... 419 - 422 H. Debt Structure (Outstanding Issues)...... 423 - 444 I. Investment Policy...... 445 - 450 J. Financial Planning & Administration Policy ...... 451 - 454 K. Fund Balance Policy of Governmental Funds...... 455 - 458 L. Fund Structure (Basis of Accounting) ...... 459 - 462 M. Description of Funds...... 463 - 465 N. Position Comparison (Last 10 Years) ...... 466 - 468 O. Pay Scale Summary...... 469 - 470 P. Pay Classification Schedule...... 471 - 480 Q. General Information Concerning The City...... 481 - 488 R. Statistical Section...... 489 - 508 S. Classification of Expenditures/Expenses By Account Code...... 509 - 518
- 381 -
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
382 City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX A BUDGET PROCESS Overview
The budget process for the City of Pensacola does not have an easily identifiable beginning or end. During the course of each fiscal year, new initiatives for services, new regulations, new funding sources, better methods for providing existing services, and new citizen concerns are brought forward for discussion, study, and implementation. Although the budget document is developed at a fixed point in time, and identifies a work plan for a specific period of time, the budget process is fluid. This information is intended to help citizens, staff, and the City Council better understand the City’s budget process. The Overview is written in a question and answer format to assist the reader in finding information.
What Is A Budget?
A budget is a planning tool which identifies the work plan for the City for the fiscal year and matches the financial, material, and human resources available with the requirements to complete the work plan. It also includes information about the organization and identifies the policy direction under which the budget was prepared. Although a budget is often discussed as a financial document, the financial portion of a budget means very little without the policy and administrative information which tells a reader what the organization intends to do with the financial resources.
What Is A Fund Based Budget?
The accounts of the City are organized on the basis of funds, each of which is considered a separate entity accounted for with a separate set of self-balancing accounts comprised of assets, liabilities, fund equity, revenues and expenditures. Each fund has a specific purpose, with specific revenue sources and uses. The funds of the City of Pensacola are identified in Appendix K, Fund Structure Basis of Accounting, included in the Appendix section of this document. A fund based budget is the planning tool which identifies the work plan for each fund for the fiscal year. It includes information about the fund and matches the financial, material, and human resources available with the requirements to complete the work plan identified for the fund. Activity within a fund to accomplish the work plan usually involves more than one department, and often several programs within these departments.
Why Do A City Budget?
All cities in Florida are required to adopt a budget annually. State law also defines the fiscal year which begins on October 1 and ends on September 30. However, even if there were no legal requirement to budget, Pensacola would complete a budget. The budget process allows the Mayor and City staff to review the Mayor’s 20 Solutions for 2011 plan in a formal setting, determine what will be required to meet those objectives, and develop an implementation plan.
- 383 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BUDGET PROCESS Overview (Continued)
How Do You Know How Much Money The City Will Have?
The Mayor and Staff develop projections each year for each type of revenue the City receives. These projections are based on specific knowledge of some factors and assumptions about others. Many revenue estimates must be made based on assumptions about general economic conditions. Assumptions must also be made about future weather conditions since several of the City’s major revenues are adversely impacted by prolonged abnormal conditions. Revenue estimates are made cautiously since estimating too high may result in setting an expenditure budget which will not be supported by current revenues.
How Can You Tell If Your Planning Is Any Good?
There are a number of tools used in Pensacola to report on the status of the budget during the course of the fiscal year. These tools examine both revenues and expenditures and compare them to the budget. These include: Quarterly Financial Reports -- Provides a quarterly update on the financial status of the City of Pensacola, compares revenues and expenditures to the budget and details reasons for variances. Monthly Reports -- These documents are prepared each month for staff review. They provide a more frequent review of the status of revenues and expenditures compared to budget than the quarterly reports. If there are areas of concern, management action can be taken to adjust expenditures more immediately than once per quarter. Monthly Line Item Report – These reports are prepared each month for posting on the City’s website. They provide a monthly view of departmental expenditure line items compared to budget. Any areas of concern are reported within that monthly report. Monthly Financial Report – This verbal report by the Chief Financial Officer to City Council is provided monthly at City Council Meetings and is an update for Council of the financial condition of the City as well as any issues in the foreseeable future. Comprehensive Annual Financial Report (CAFR) -- The CAFR is prepared after the close of the fiscal year. It is a schedule of financial statements which reports on the financial condition of the City. During the budget process, this information is used to compare how close the projections of revenues and expenditures made during the prior fiscal year were to the actual revenues and expenditures for a given fiscal year. Current year and future year assumptions about revenues and expenditures may be changed depending on how close projections were to actuals.
- 384 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
What Does City Staff Do To Develop The Budget?
Prior to the Budget Workshop meetings in August, the Mayor and Staff begin to prepare for the coming budget cycle. The current services are evaluated and issues to be addressed by the City Council are identified. Primary factors considered by the Mayor in making recommendations include:
Relevant federal, state, and city regulations and needs which affect services provided by a department.
The progress of the Mayor’s 20 Solutions for 2011.
Council position, policy statement, and general consensus regarding a service.
Service deficiencies which have been identified through complaints, observations and citizen input.
Demographic, neighborhood data, and trends in demand for services.
Citizen input regarding service received by the Mayor, boards, commissions, the Council and staff. Annual equipment assessments and inventories which have identified a deficiency. The Mayor and Staff also have a number of long-term planning resources for developing the annual budget. The primary policy documents include: The Mayor’s 20 Solutions for 2011, the Comprehensive Plan; master plans for parks, utilities, buildings, and transportation; and the Capital Improvement Program. These are all planning documents developed with considerable citizen input to outline future development needs within the City. Once the issues have been addressed, the Mayor and Staff turn their attention to putting numbers on paper. A number of factors will play into budget planning at this point: Known cost factors including such items as postal rate increases, contribution rates to employee pension and retirement funds, and other similar costs. Required elements of the budget such as insurance costs, utility costs, and vehicle maintenance costs are developed. The cost of employee salaries is the largest expenditure in the City budget. Therefore, depending on service level priorities and economic conditions, careful consideration is given regarding annual increment increases or any other major change in the employee salary schedule. Changes in employee fringe benefits, such as overtime, holidays, uniform allowances, and health insurance affect expenditures. General economic fluctuations can be one of the most difficult considerations when preparing a budget. In recent years even the best economists have encountered difficulty in predicting the performance of the economy. Also, any local events impacting significantly on the local economy are taken into consideration. The failure or inability to conservatively consider projected economic activity can cause significant financial problems. As with revenue estimates, fiscal prudence demands that expenditure estimates be as accurate as possible. Departments and Divisions submit their budget to the Financial Services Budget Office for review. Budget staff reviews the budgets in detail, checking for accuracy and reasonableness of projections, and ensuring that all required elements of the budget are correct.
- 385 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
What Does City Staff Do To Develop The Budget? (Continued) Once the analysis is completed, each department meets with the Mayor and Staff who reviews the budget with department staff to be sure that planned activities are in line with the Mayor’s 20 Solutions for 2011. The Budget staff then develops a budget document for the Mayor to present to the City Council for review. The rest of the process calls for City Council to review the proposed budget, then present their recommended budget to the citizens for adoption.
Can You Change The Budget Once It Is Adopted? Subsequent to the enactment of the budget, the City Council can amend the total appropriations for an individual fund by a Council Budget Resolution. In addition, the amounts designated for purchase of capital items cannot be used for personal services or operating expenditures without express approval by the Council. Amounts budgeted for operating expenditures shall not be used for the payment of personal services and capital items without express approval of the Mayor. There are two ways the adopted budget may be amended during the course of the fiscal year. These are: Budget Transfer - transfers existing appropriations from one appropriations class to another. Appropriations for operating expenditures may be transferred from one object level to another through a formal budgetary transfer. These budget transfers are reviewed by the Budget staff, and approved by the Mayor or his designee. All budget transfers are documented and tracked by the Budget staff. Supplemental Budget Resolution - adjusts appropriations based on various circumstances that may alter estimations in revenues and expenditures such as new revenue sources, revenue shortfalls, unanticipated expenditures or expenditure savings. For example, the City is notified that it will receive a library grant which was not anticipated when the budget was adopted. By approving a resolution, the City Council may increase appropriations so that the City may accept and spend the grant during the current fiscal year. Another example may be that the revenue from a certain source may fall short of the original budget estimate. The City Council may reduce appropriations to adjust for this shortfall. Beginning July 1, 2011, the State of Florida enacted legislation that mandates that all budget resolutions be posted on the City’s website within five (5) days of passage.
- 386 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Budget Process Adoption Requirements
An annual budget, including all such funds as required by law, shall be prepared, approved and adopted for each fiscal year. The budget shall control the levy of taxes and expenditure of money for all City purposes during the ensuing fiscal year. The budget process shall be conducted in accordance with the City of Pensacola Code of Ordinances and Florida Law. By July 1, the Property Appraiser must certify the (initial) taxable value of property within each taxing district. Within 35 days of either July 1, or the date the Property Appraiser certifies the taxable value of property, whichever is later, the City of Pensacola must set proposed millage rates. At that time, a date, time and place is set for a first public hearing on the proposed budget and millage rates. Within 65 to 80 days of July 1, or the date the Property Appraiser certifies the taxable value, the City of Pensacola must hold a public hearing, after 5:00 p.m., to hear public testimony and to adopt a tentative budget and tentative millage rates. The first substantive issues discussed must be the percentage increase in the proposed millage rate over the rolled-back rate and the specific purposes for which the ad valorem tax revenues are being increased. Prior to the conclusion of the hearing, the City of Pensacola shall amend the tentative budget as it deems necessary, adopt the amended tentative budget, recomputed its proposed millage rates and publicly announce the percent, if any, by which the recomputed proposed millage exceeds the rolled-back rate. The percentage shall be characterized as the percentage increase in property taxes tentatively adopted by the City of Pensacola (regardless of whether millage rates have changed). A date, time and place for a second public hearing is set at this hearing. As with the first public hearing, the second public hearing must be held after 5:00 p.m. Within fifteen days after the first public hearing, the City must publish two adjacent budget ads in a newspaper of general circulation in the City. One advertisement notifies City residents of the City of Pensacola’s intent to finally adopt millage rates and a budget, identifying any increase in property taxes. The second advertisement summarizes the tentative budget, showing for each budget and for the total of all budgets, the proposed millage rates, balances, reserves, and major revenues and expenditures classifications. Specific size, placement and wording requirements apply, as set forth in Chapter 200.065(3) of the Florida Statutes. Within two to five days after the advertisements are published, a second public hearing is held to hear public testimony and to adopt a final budget and final millage rates. If, for any reason, the adoption of the final budget is delayed beyond the start of the next fiscal year, the City of Pensacola can expend moneys as outlined in Chapter 200.065(2)(g) of the Florida Statutes, as amended. Copies of completed resolutions adopting the final millages are forwarded to the Property Appraiser and the Tax Collector by the City of Pensacola within three days of the final hearing. Not later than 30 days following adoption of the millage and budget resolutions, the City of Pensacola shall certify, to the Florida Department of Revenue, compliance with the provisions of Chapter 300 of the Florida Statutes, as amended. In addition to a statement of compliance, the certification package shall include a copy of the adopted millage resolution or ordinance, a copy of the budget advertisements including proof of publication, and a copy of the Certification of Taxable Value form. The final adopted budget shall be posted on the City’s website within 30 days after adoption.
- 387 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
The Process of Adopting The Budget
The process for adopting the Fiscal Year 2012 budget for the City of Pensacola consists of four distinct phases: The Planning Phase began in October with an in-house review of the budget process and consideration of comments from the review of prior budget documents by the Government Finance Officers Association (GFOA). The Fiscal Year 2011 budget received the GFOA’s Distinguished Budget Presentation Award. During the planning phase budget instructions, examples, and training materials were prepared. This phase continued through January with meetings between the Mayor and his staff to develop broad objectives for the coming fiscal year. Department Directors were briefed and they had the opportunity to add their input regarding budget objectives. The Preparation Phase for all City funded organizations began in early March when the budget was rolled out and departments began to input their budget requests. The Budget Office distributed written budget instructions. Budgetary guidelines for operating and capital budgets were presented and a time line for completing the budget process was reviewed. The City of Pensacola uses a “modified” zero-based budget format. A zero-based budget format refers to developing the budget by beginning at zero and adding on fixed and anticipated costs. The City of Pensacola uses a “modified” version of this format, as past allocations and expenditures, anticipated needs, and base target allocations are used to determine fixed and anticipated costs. Using this budget format and the base target budget provided by the Budget Office, departments can begin to review their existing line item base budget. Each department must remain within the base target as allocated by the Budget Manager. Any enhancements are submitted “Department New” within their budget documents. Usually Department New requests are for additional funds to (1) pay for a service and/or workload level increase or (2) to implement a new or expand a City program. These requests must be clearly justified and prioritized. All departments were required to segment their entire budgets into programs and core programs were identified. The Mayor and his staff met with each department in early March to review the status of the Fiscal Year 2011 Budget and to discuss major issues that may be upcoming for the Fiscal Year 2012 Budget. The final deadline for all City departments to submit their budget packages for the Fiscal Year 2012 Budget to the Budget Office was April 1, 2011. The Review Phase consisted of scheduled work sessions by the Mayor and his staff to review and prioritize department requests for changes. As part of this review, each department director met individually with the Mayor and staff to review the departmental request. These sessions were held in May and then again in July. The Public Adoption Phase began with setting the proposed millage rates for Fiscal Year 2012. This took place at the July 21, 2011 City Council Meeting. The proposed millage rates approved at the July 21st meeting were used by the Property Appraiser to prepare Truth-in-Millage (TRIM) notices distributed in mid-August. TRIM notices advises City taxpayers of how tax rates proposed by all local taxing authorities combined with current information on assessed value of real property will affect the taxes on each taxed parcel of land. The TRIM notice also serves as the official notification of the time and place of the first public hearing for adoption of both tentative millage rates and a tentative budget by each taxing authority. The second milestone of this phase was the formal presentation of the Mayor’s Proposed Budget. The City Council will hold their budget workshop in August to review the Mayor’s Proposed Budget. The City Council’s review of the budget and the public process of review, change, and formal adoption will last through mid-September. This phase includes budget workshops with the City Council and two public hearings which are mandatory under State law. The third milestone in this phase is the two State required public budget hearings. The first public hearing will take place on September 7, 2011. After hearing public testimony at the hearing, the City Council will adopt tentative millage rates and a tentative Fiscal Year 2012 budget. The fourth and final milestone in this phase is the adoption of the Fiscal Year 2012 budget at the second public hearing which will take place on September 14, 2011. The second public hearing will be advertised by a published notice with detail information of the tentative millage rates and the tentative budget.
- 388 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Budget Process Milestones
Planning
October through March – Staff review of previous budget process, comments from GFOA reviewers and development of broad objectives.
Preparation
March 3 – Budget Rolled Out To Departments/Divisions April 1 – Final Budget Submissions Due for all Departments/Divisions
Review
March through April – Mayor and Staff review the current and proposed budget requests and meet with individual departments/divisions to review requests. June 1 – Preliminary tax roll information from the Property Appraiser’s Office available.
Public Adoption
July 1 – Official preliminary taxable values provided by the Property Appraiser’s Office. July 21 – TRIM Rate is tentatively set by City Council. August 8 – Proposed Budget Document made available to City Council. August 16 – City Council Workshops to Accept Public Input on the Proposed Budget. September 7 – First State-Required Public Hearing to Adopt Tentative Millage Rates and Tentative Budget. September 28 – Second State-Required Public Hearing to Adopt Final Millage Rates and the Fiscal Year 2012 Budget.
- 389 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Operating Budget Policies and Procedures
The development of the City's Budget is based on the following guidelines and policies:
The primary budgetary objective is to provide the highest possible level of service to residents without impairing the City's sound financial condition. Continual efforts are being made to improve productivity, lower costs and enhance service.
The budget must be balanced for each fund; total projected revenues must equal total anticipated expenditures.
The City will avoid budgetary procedures that balance the current budget at the expense of not meeting future years' obligations.
The City will maintain a budgetary control system to ensure adherence to the budget and will prepare quarterly reports comparing actual revenues and expenditures to budgeted amounts.
Prior to the beginning of each fiscal year, the Mayor submits an operating budget to the City Council. The operating budget includes proposed expenditures and the means for financing them. After acceptance by the Council, the budget is legally enacted by the passage of a budget resolution. Budgetary control is established within each department at the line item. Amounts may be transferred between departmental line items or between departments within a Fund. Amounts to be transferred require the approval of the Mayor or his designee; however, amounts appropriated for capital expenditures can only be transferred from capital expenditure accounts with City Council approval. Expenditures for each fund may not legally exceed the total fund appropriation.
A legally adopted budget is employed as a control device for the General Fund, Special Revenue Funds and Debt Service Funds. In addition, Enterprise Funds are budgeted on a limited non-GAAP basis for management control purposes.
- 390 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
2011 FLORIDA STATUTES MUNICIPAL FINANCE AND TAXATION
166.241 Fiscal Years, budgets, and budget amendments.—
(1) Each municipality shall establish a fiscal year beginning October 1 of each year and ending September 30 of the following year.
(2) The governing body of each municipality shall adopt a budget each fiscal year. The budget must be adopted by ordinance or resolution unless otherwise specified in the respective municipality’s charter. The amount available from taxation and other sources, including balances brought forward from prior fiscal years, must equal the total appropriations for expenditures and reserves. At a minimum, the adopted budget must show for each fund, as required by law and sound financial practices, budgeted revenues and expenditures by organizational unit which are at least at the level of detail required for the annual financial report under s. 218.32(1). The adopted budget must regulate expenditures of the municipality, and an officer of a municipal government may not expend or contract for expenditures in any fiscal year except pursuant to the adopted budget.
(3) The tentative budget must be posted on the municipality’s official website at least 2 days before the budget hearing, held pursuant to s. 200.065 or other law, to consider such budget. The final adopted budget must be posted on the municipality’s official website within 30 days after adoption. If the municipality does not operate an official website, the municipality must, within a reasonable period of time as established by the county or counties in which the municipality is located, transmit the tentative budget and final budget to the manager or administrator of such county or counties who shall post the budgets on the county’s website.
(4) The governing body of each municipality at any time within a fiscal year or within 60 days following the end of the fiscal year may amend a budget for that year as follows:
(a) Appropriations for expenditures within a fund may be decreased or increased by motion recorded in the minutes if, the total appropriations of the fund is not changed.
(b) The governing body may establish procedures by which the designated budget officer may authorize budget amendments if the total appropriations of the fund is not changed.
(c) If a budget amendment is required for a purpose not specifically authorized in paragraph (a) or paragraph (b), the budget amendment must be adopted in the same manner as the original budget unless otherwise specified in the municipality’s charter.
(5) If the governing body of a municipality amends the budget pursuant to paragraph (4)(c), the adopted amendment must be posted on the official website of the municipality within 5 days after adoption. If the municipality does not operate an official website, the municipality must, within a reasonable period of time as established by the county or counties in which the municipality is located, transmit the adopted amendment to the manager or administrator of such county or counties who shall post the adopted amendment on the county’s website.
History.—s. 1, ch. 73-129; s. 4, ch. 83-106; s. 6, ch. 96-324; s. 14, ch. 2004-305.; S 224 Passed 6/18/11
- 391 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 392 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX B
BASIC INFORMATION ON PROPERTY TAXES
The calculation of assessed value of real and tangible personal property and how much of this value is subject to ad valorem taxation varies from state to state. In Florida, each county has an elected Property Appraiser whose office supervises the valuation process following the appropriate state laws, regulations and professional guidelines.
Exemptions
Florida law provides specific exemptions to reduce the value of property subject to taxation. Some of the more frequently used exemptions are:
Homestead – Homestead tax exemption is the most common exemption applied for and granted in Escambia County. Property used as a primary residence as of January 1 of the tax year qualifies for the homestead tax exemption of the first $25,000 of the value of an owner-occupied residence. Additionally, on January 29, 2008 the Citizens of Florida approved Amendment 1 which provides an additional $25,000 homestead exemption for those homes with a taxable valuation above $50,000. (Note: This exemption does not apply to Escambia County School Board Property Taxes) Certain elderly low-income homeowners may also qualify for an additional exemption called the Senior Homestead Exemption. The City of Pensacola set this additional exemption at $25,000. Government – All property owned by a government is exempt. Widows/Widowers – An additional $500 in value is exempt if the resident-owner is a widowed permanent resident. Disability – In addition to any other exemptions, an additional $500 in value is exempt for totally and permanently disabled or blind residents. Deployed Service Members – In addition to any other exemptions, an additional exemption available for members or former members of any branch of the United States military or reserves, the United States Coast Guard or reserves, or the Florida National Guard deployed on active duty during the previous calendar year, outside the continental United States, Alaska or Hawaii in support of Operations Enduring Freedom, Iraqi Freedom or New Dawn. The exemption amount is equal to the taxable value of the homestead of the service member on January 1 of the year in which the exemption is sought multiplied by the number of days that the service member was on a qualifying deployment in the preceding calendar year and divided by the number of days in that year. Disabled Veteran – Any Florida resident who is an honorably discharged veteran with 10% or greater service-connected disability is entitled to a $5,000 exemption. Institutional – All properties of non-profit organizations used for literary, scientific, educational and charitable purposes are exempt.
- 393 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Computing Property Taxes
To compute the property tax on a parcel, you need to know three factors: the assessed value as determined by the Property appraiser; the amount of the value which is not subject to the tax due to the application of exemptions; and the millage rate authorized by a taxing authority. For example:
Start with the ASSESSED PROPERTY VALUE = $100,000
Minus the amount of any EXEMPTIONS:
For example, Homestead Exemption = $50,000
This results in a TAXABLE PROPERTY VALUE = $50,000
Then divide the TAXABLE VALUE BY 1,000 = $50
Multiply this answer by the levied millage. For instance, using the FY 2012 Approved City Millage Rate of 4.2895 per thousand dollars of taxable value, the city property tax for this property would be:
$50 x 4.2895 Mills = $214.47
This computation only calculates the City’s property taxes. Additional Approved millage rates for other governmental entities include: Escambia County 6.9755 Escambia County School Board 7.8210 Northwest Florida Water District 0.0450 Sub-Total 14.8415 City of Pensacola 4.2895 Total 19.1310 Using the above total millage rate in the example above, the total property tax amount due would be $1,152.08. (Note: The additional $25,000 exemption does not apply to Escambia County School Board Property Taxes)
- 394 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
The Aggregate Rolled-Back Rate
In recent years, much of the legislation in Florida governing the setting of millage rates has been centered on the concept of the “rolled-back rate”. The “rolled-back rate” is that millage rate which when applied to the total amount of taxable value of property (excluding new construction) produces the same amount of revenue as the previous year. The “rolled-back rate” is used as a standardized point of comparison to show how millage rates are changing from one year to the next. The purpose of the “rolled-back rate” calculation is to allow local governments in Florida to identify when they are drawing more tax revenue from existing property. For example, an increase in the assessment of existing property draws more tax revenue for governments even when those governments keep the same millage rates as the previous year. The aggregate “rolled-back rate” varies significantly from the local millage rate because the combined ad valorem revenue from the General Revenue Fund and the Downtown Improvement District is divided by the city-wide taxable value in calculating the “aggregate rolled-back rate” even though ad valorem revenue from the Downtown Improvement District millage is generated from a smaller tax base. At the public hearings in September, the City is required to show how proposed millage rates compare to the “aggregate rolled-back rate” and to identify why the proposed rate differs from the “aggregate rolled-back rate”. The following example demonstrates how to compute the “aggregate rolled-back rate”, the millage rate that will generate the same ad valorem tax revenues exclusive of new construction, additions to structures, etc.
Amendment 1
During the 2007 Florida Legislative Session, the Florida Legislature passed a statutory property tax relief measure that essentially froze the fiscal year 2007 property tax levy and ascribed a reduction factor of 5% for the City of Pensacola, and then added back growth related to new development and additions. It also limited property tax growth going forward to new construction and a factor based on the statewide increase in per capital personal income. A second, constitutional property tax reform measure which was approved by the Florida voters on January 29, 2008 increased the homestead exemption, the tangible personal property tax exemption, allowed for homestead portability and provided an assessment cap on non-homestead property. Additionally, with the passage of Amendment 1, came a new formula to determine the maximum millage rate that could be levied. Based on that calculation the City’s maximum millage rate that the City could impose is 5.1087. However this budget has been prepared by reducing the millage rate by 0.25 mills from the FY 2011 millage rate for a FY 2012 millage rate of 4.2895 which is below the calculated maximum millage rate allowed.
- 395 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
BASIC INFORMATION ON PROPERTY TAXES (Continued)
CALCULATION OF THE ESTIMATED AGGREGATE ROLLED-BACK RATE¹
Property Taxes Collected in the Previous Year for the General Revenue Fund and Downtown Improvement District = $12,318,870 Divided By The Adjusted Taxable Value of City Property Less New Construction in the Current Year = $2,600,701,106 Equals the Aggregate Rolled-Back Rate of 4.7367 Mills or $4.74 per $1,000 of Taxable Value A Similar Computation is Performed Using the Millages as Proposed for the Next Fiscal Year. The Calculated Proposed Aggregate Millage Rate for Fiscal Year 2012 is 4.4075 Mills, or 6.95% Under The Aggregate Rolled-Back Rate.
CITY OF PENSACOLA AD VALOREM OPERATING MILLAGES (Direct and Overlapping Governments)
9 8 7 6 5 4 3 2 1 0 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 NWF Wtr Mgt DIB City Esc Cnty Sch Bd
¹ Florida Statutes require the budget estimate be based on the Property Appraiser’s July 1 preliminary certification. Due to taxable value adjustments made after July 1st by the Property Appraiser and Value Adjustment Board, actual property taxes collected will differ from estimated collections used for budget purposes.
- 396 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX C CITY OF PENSACOLA NATURAL GAS UTILITY FEES
Fees for all City furnished natural gas utility services and installation and maintenance of distribution systems as provided by Energy Services of Pensacola and are based on the cost to provide these services to the customer. The fees will be adjusted from time to time in order to cover the cost. The City Council will be notified of any fee changes through the budget review process each year. (Ordinance No. 01-06, 01/12/06; effective January 13, 2006) Natural Gas Utility Services – Fees are based on an average annual labor cost for the service including fringe benefits plus the actual equipment cost per hour times the average time (including drive time) to complete each type of work order. The following fees will be reviewed annually through an annual cost of service study to determine any changes in costs to provide service to customers:
New Account and Transferred Accounts: This fee covers the initial premises visit to either set the meter and/or establish the beginning meter reading. The technician ensures the meter is working properly, lights all appliances in the home or business, and answers any customer questions. Service is also known as Connection Fee. Fee Amount: $40.00 Effective Date: 10/01/2005
Resumption of Terminated Service: This fee covers two site visits. The first visit is to stop service for non payment where the meter is locked and sealed and the second visit is to reactivate service and light all appliances in the home or business. Service is also known as CNP (Cut Non Pay) Reconnection Fee. Fee Amount: $70.00 Effective Date: 10/01/2008
Meter Re-reads: A fee is added to the customer’s account for each subsequent request to read a meter if the initial reading has been substantiated. Fee Amount: $20.00 Effective Date: 10/01/2008
Appliance Turn-ons: This fee covers the premises visit to light pilots after the annual free-offer period. Usually, the annual free-offer period is offered from September 15 to October 31. Fee Amount: $20.00 Effective Date: 10/01/2005
Late Payment Charge: One and one-half (1½ ) percent per month of the amount of the unpaid previous balance charged. Fee Amount: See above for fee calculation Effective Date: 10/01/2005
- 397 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NATURAL GAS UTILITY FEES (Continued)
Deposits: Deposits in an amount up to the total of the highest two (2) months bills for service within the previous twelve (12) months may be required of customers who have their service cut for nonpayment or have a late payment history. Fee Amount: See above for fee calculation Effective Date: 10/01/2005
Special Request Fee: For new accounts, transferred accounts, resumption of terminated service, pilot light turn-ons and miscellaneous appliance adjustments to be performed on the same day of the request. Fee Amount: $25.00 Effective Date: 10/01/2000
Unauthorized Overrun Fee: An unauthorized overrun fee of 200% of the applicable rate times the unauthorized quantities of gas taken in excess of the contract quantity will be charged. Fee Amount: See above for fee calculation Effective Date: 10/01/2005
Operation Flow Order (OFO) Charges: Customers will be given at least eight (8) hours notice of an operational flow order unless a shorter time is required to protect the operational integrity of the system. A customer exceeding allocated volume by less than 10% during the period restricted by the operational flow order shall be charged for each MMBtu taken in excess of the allocated volume the greater of 1) ESP’s weighted average cost of gas multiplied by 105% or 2) the customer’s contract rate multiplied by 105%. A customer exceeding by greater than 10% their allocated volume during the restriction shall be charged for each MMBtu taken in excess of the allocated volume ESP’s weighted average cost of gas multiplied by 105% plus $25.00 per MMBtu. Fee Amount: See above for fee calculation Effective Date: 10/01/2005
- 398 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NATURAL GAS UTILITY FEES (Continued)
Natural Gas Installation Services
(a) The City will install for any new customer of its gas service a service line measuring from the gas main to the proposed meter site. For such portion of any such service line, the customer shall pay an installation charge equal to the cost of such installation minus the estimated net first annual revenue to the city derived from the sale of gas at the service address, such estimate to be determined by a representative of Energy Services of Pensacola. There shall be no installation charge if the estimated net first annual revenue exceeds the cost of installation. Installation Fee: $450.00 Effective Date: 10/01/2005
(b) The city may perform work on its distribution system upon customer or contractor request. Where applicable, the customer or contractor will pay a charge to offset the labor and materials expense as determined by a representative of Energy Services of Pensacola. Effective Date: 10/01/2011
(c) The city will offer installation services for natural gas piping and natural gas appliances. Services include but are not limited to gas piping installation for cell towers, natural gas generators, water heater replacements, water heater conversions, miscellaneous house piping, and subcontracting services to builders in the new home construction market throughout the ESP franchise area. Pricing is based on standard vehicle costs, labor costs including overhead plus a moderate markup over cost that will not exceed 20%. Any applicable rebates will be deducted from the installation charge. Work may be done by outside contractor in conjunction with ESP staff. Effective Date: 10/01/2011
- 399 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA NATURAL GAS RATE SCHEDULE (Effective beginning of monthly October 2011 billing cycle)
Natural gas rates and charges are adopted by ordinance for natural gas services provided by the City of Pensacola, Energy Services of Pensacola (ESP), to consumers. Beginning in 2009, the natural gas base rate will include an inflation adjustment which will be applied to Distribution and Customer Charge Rates. The annual inflation adjustment is intended to account for inflation related increases in costs of maintaining and operating ESP’s system. (Ordinance No. 27-07, 05/24/07)
Natural Gas Charges – Charges are segregated according to the following service classifications: Residential Gas inside and outside the Cy Limits (GR-1, GR-2) Commercial Gas inside and outside the City limits (GC-1, GC-2), Interruptible Industrial Contract (GI-1, GI-2, GI-3, GI-4), Gas Transportation (GTS), City of Pensacola, Off-Peak Service (GOF-1), On-Demand Peaking Service (GON-1), Almost Firm Service (GAF), and Flexible Gas Transportation (GIT).
Purchased Gas Adjustment (PGA) – Service classifications having a distribution charge stated in Mcfs shall have the price per Mcf adjusted by the increase in the cost of gas purchased for resale. Changes to the PGA will be effective at the beginning of a monthly billing cycle.
For the purpose of calculating the municipal public service tax, the City’s cost of gas prior to October 1, 1973, was forty-five cents ($0.45) per Mcf.
Weather Normalization Adjustment (WNA) – To adjust for fluctuations in consumption due to colder or warmer than normal weather during the months of October through March of the previous or current fiscal year, a WNA will be assessed on service classifications GR-1, GR-2, GC-1, and GC-2 according to the following formula: WNA=Rx (HSF x (NDD - ADD)) (BL + (HSF x ADD)) Where: WNA = Weather Normalization Adjustment Factor for each rate schedule classification expressed in cents per Mcf. R = Weighted average base rate of temperature sensitive sales for each included rate schedule. HSF = Heat sensitive factor for the appropriate rate schedule. NDD = Normal billing cycle heating degree. ADD = Actual billing cycle heating degree day. BL = Average Base load sales for each billing cycle. Normal degree days (NDD) shall be based on the most current National Oceanic and Atmospheric Administration (NOAA) 30-year normal data. Actual degree days (ADD) shall be based on NOAA data.
- 400 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NATURAL GAS RATE SCHEDULE (Continued)
Distribution Pipeline Infrastructure Cost Adjustment (DPICA) - shall be adjusted annually, effective October 1, 2011 by a percentage equal to the amount of Eligible Distribution Pipeline Infrastructure Costs divided by the total test year margin revenues associated with the Residential Gas inside and outside City limits (GR-1 and GR-2), Commercial Gas inside and outside City limits (GC-1 and GC-2), and Municipal operated building and facilities as shown for the 2012 Test Year shown in the most recent Cost of Service and Rate Design Study. Eligible Distribution Pipeline Infrastructure Costs include costs that meet all of the following conditions: (i) The principal purpose of the project is not to increase revenues by directly connecting the infrastructure replacement to new customers; (ii) The project or discrete portions thereof, are in service and used and useful; (iii) The costs of the project were not included in the ESP's existing base rates; (iv) The principal purpose of the project is to replace or extend the useful life of existing infrastructure, or otherwise enhance the infrastructure of ESP’s physical plant; and (v) ESP undertakes the project to comply with a valid statute, rule, regulation, order or ordinance, or other lawful requirement of a federal, state, or local governing or regulatory body having jurisdiction over pipeline integrity. The percentage shall not exceed 10 percent of the non-gas operating expenses in the current fiscal year budget and will be applied to the rates used for each bill over the following 12 months. Distribution and Customer Charge Rates – Shall be adjusted annually if approved by the City Council during budget sessions, effective October 1, 2008 based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index for all urban consumers published by the Bureau of Labor Statistics, U.S. Department of Labor for the period beginning April 1 of the preceding year and ending March 31 of the current year. The applicable rates are Residential Gas inside and outside the City limits (GR-1, GR-2), Commercial Gas inside and outside City limits (GC-1, GC-2), and Municipal operated buildings and facilities.
Service charges - shall include a customer charge and a distribution charge. The customer charge is a fixed monthly charge for having gas available and the distribution charge is a variable monthly charge based on consumption of gas.
Service Charges are as follows:
(1) Service Classification: GR-1, Residential Gas Service, (Within City limits of the City of Pensacola) (1a) Availability – Any consumer using the City’s natural gas service for any purpose in a residence only (1b) Customer Charge – $8.95 fixed monthly charge, plus (1c) Distribution Charge – $7.52 per Mcf
(2) Service Classification: GR-2, Residential Gas Service, (Outside City limits of the City of Pensacola) (2a) Availability – Any consumer using the City’s natural gas service for any purpose in a residence only (2b) Customer Charge – $10.00 fixed monthly charge, plus (2c) Distribution Charge – $9.29 per Mcf
- 401 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NATURAL GAS RATE SCHEDULE (Continued)
(3) Service Classification: GC-1, Commercial Service, (Within City limits of the City of Pensacola) (3a) Availability – Any commercial consumer for cooking, water heating, space heating, air conditioning, and like used (3b) Customer Charge – $15.85 fixed monthly charge, plus (3c) Distribution Charge – $7.52 per Mcf
(4) Service Classification: GC-2, Commercial Service, (Outside City limits of the City of Pensacola) (4a) Availability – Any commercial consumer for cooking, water heating, space heating, air conditioning, and like used (4b) Customer Charge – $18.00 fixed monthly charge, plus (4c) Distribution Charge – $9.29 per Mcf
(5) Service Classification: GI-1, Interruptible Industrial Contract Service, Small Volume (5a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the City that will permit the City to curtail consumption as the City may determine necessary. Service under this rate classification shall be governed by individual contracts with the consumer. Such contracts may be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (5b) Contract Volume – Not less than 25 Mcf per day (5c) Customer Charge – $200.00 fixed monthly charge, plus (5d) Distribution Charge – $2.05 per Mcf
(6) Service Classification: GI-2, Interruptible Industrial Contract Service, Large Volume (6a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the City that will permit the City to curtail consumption as the City may determine necessary. Service under this rate classification shall be governed by individual contracts with the consumer. Such contracts may be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (6b) Contract Volume – Not less than 250 Mcf per day (6c) Customer Charge – $200.00 fixed monthly charge, plus (6d) Distribution Charge – $1.05 per Mcf
(7) Service Classification: GI-3, Interruptible Industrial Flexible Contract Service, Large Volume (7a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the City that will permit the City to curtail consumption as the City may determine necessary. Service under this rate classification shall be governed by individual contracts with the consumer. Such contracts may be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (7b) Contract Volume – Not less than 500 Mcf per day (7c) Customer Charge – $200.00 fixed monthly charge, plus (7d) Distribution Charge – Rates to be negotiated
- 402 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NATURAL GAS RATE SCHEDULE (Continued)
(8) Service Classification: GI-4, Interruptible Medium Volume Commercial/Industrial Service (8a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the City that will permit the City to curtail consumption as the City may determine necessary. Service under this rate classification shall be governed by individual contracts with the consumer. Such contracts may be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (8b) Contract Volume – Not less than 100 Mcf nor more than 500 Mcf per day (8c) Customer Charge – $200.00 fixed monthly charge, plus (8d) Distribution Charge – GI-4 usage charge shall consist of the following components: . The spot cost of gas available to the City as it may vary from time to time, plus . The existing transportation rate on Energy Services of Pensacola system as established under Section 10 of Ordinance No. 27-07 for gas transportation service, plus . A seven cent ($0.07) margin on the spot market cost of gas to the City These three (3) components shall determine the monthly cost of any consumer in this class or rate times the number of MMBTUs used by the consumer.
(9) Service Classification: City of Pensacola (9a) Availability – All current municipally operated buildings and facilities, and current and former municipally operated utilities, and other uses as authorized by the Mayor. Measurement shall be by standard meter as normally used within Energy Services of Pensacola. (9b) Customer Charge – $20.00 fixed monthly charge, plus (9c) Distribution Charge – $2.93 per Mcf
(10) Service Classification: GTS, Gas Transportation Service, Medium Volume Commercial/Industrial Consumers (10a) Availability – A consumer with sufficient resources for purchasing its own natural gas supplies and transporting it on the City’s natural gas system to the consumer’s facilities. Energy Services of Pensacola will determine which gate station on ESP’s interstate pipeline transporter system has adequate capacity to receive the transportation request. There shall be a separate contract with each consumer for each service location. Such contracts may be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this service must be for not less than one year. (10b) Contract Volume – Transportation volumes not less than 100 MMBTU nor more than 500 MMBTU per day. Volume requirements shall be reviewed in determining if a consumer shall qualify for this rate. (10c) Customer Charge – $200.00 fixed monthly charge, plus (10d) Distribution Charge – $1.92 Net per 1 MMBTU/day transported As additional $0.0475/MMBTU shall be added to cover administrative, maintenance, and monitoring costs for the transportation distribution on a daily basis. The consumer must notify Energy Services of Pensacola a minimum of five (5) working days prior to the beginning of each month and identify the volume of the third party gas to be transported on the Energy Services of Pensacola system during that month.
- 403 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NATURAL GAS RATE SCHEDULE (Continued)
(11) Service Classification: GOF-1, Off-Peak Service (11a) Availability – Any consumer using the City’s natural gas service; service under this rate classification shall be governed by individual contracts with consumer. Such contract will be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (11b) Customer Charge – $200.00 fixed monthly charge, plus (11c) Distribution Charge – An appropriate base load and incremental sales rate to be negotiated.
(12) Service Classification: GON-1, On-Demand Peaking Service (12a) Availability – Any consumer using the City’s natural gas service; service under this rate classification shall be governed by individual contracts with consumer. Such contract will be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (12b) Customer Charge – $200.00 fixed monthly charge, plus (12c) Distribution Charge – Terms and rates to be negotiated.
(13) Service Classification: GAF, Almost Firm Services (13a) Availability – Any consumer using the City’s natural gas service; service under this rate classification shall be governed by individual contracts with consumer. Such contract will be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (13b) Contract Volume – Not less than 100 Mcf per day (13c) Customer Charge – $200.00 fixed monthly charge, plus (13d) Distribution Charge – Rates to be negotiated.
(14) Service Classification: GIT, Flexible Gas Transportation Service (14a) Availability – All industrial or commercial transportation customers utilizing the City’s gas services; service under this rate classification shall be governed by individual contracts with consumer. Such contract will be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year. (14b) Customer Charge – $200.00 fixed monthly charge, plus (14c) Distribution Charge – Rates to be negotiated.
(15) Service Classification: Service Classification: CNG, Compressed Natural Gas Service (15a) Availability - Available to any commercial or industrial customer utilizing natural gas for compressed natural gas refueling facilities. Service under this rate classification shall be governed by individual contracts with consumer. Such contract will be executed by the Mayor, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this service must be for not less than one year. (15b) CNG Distribution charge - Rates to be negotiated. (4% base rate decrease approved, Resolution #29-09, 09/16/09. 4% rate increase approved, Resolution #27-08, 09/17/08.) (Ord. No. 43-00, 9-28-00; Ord. No. 12-04, 5-27-04; Ord. No. 27-07, 5-24-07; Ord. No. 37-08, 7-24-08; Ord. No. 16-10, 9-9-10; Ord No. 28-11, 9-28-11)
- 404 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX D CITY OF PENSACOLA SOLID WASTE AND REFUSE COLLECTION SERVICE FEES
Fees and surcharges for solid waste and refuse collection services as provided by the sanitation division of Sanitation Services and Fleet Management are based on the cost to provide these services to the customer. This provided solid waste and refuse collection service assures adequate sanitary conditions and promotes the public health, safety, and welfare for all persons within the corporate limits of the City of Pensacola. The following fees are hereby established for solid waste or refuse collection service by the city as may be amended from time to time: New Account, Transferred Accounts and Resumption of Service: Fee Amount: $20.00 Effective Date: 04/01/2007 Garbage and Trash Collection Fee: Fee billed to customer for solid waste or refuse collected by the sanitation services division. Solid waste and refuse not acceptable for collection by the sanitation services division includes solid waste or refuse requiring special handling; hazardous materials or substances; solid wastes from industrial processes; dirt, concrete, bricks, rocks, stones, mortar, roofing materials and materials of similar nature; tree stumps, tree trunks, and limbs larger than eight (8) inches in diameter and six (6) feet in length; and all bulk waste material regulated by local, state, and federal agencies. This fee shall be automatically adjusted October 1, 2008, and each October 1st thereafter based on the percentage difference in the cost of living as computed under the most recent Consumer Price Index for all urban consumers or similar index published by the Bureau of Labor Statistics, U. S. Department of Labor for the period beginning April 1st of the preceding year and ending March 31st of the current year. Fee Amount: $22.80, Monthly Effective Date: 10/01/2011 (Fuel Surcharge on bill; 04/01/2007. Escambia County Landfill Fee on bill; 04/01/2011.) Reduction for Garbage and Trash Collection Fee: Customer fee reduction is for the dwelling of an eligible household, occupied by a person sixty-five (65) years of age or older, under the low-income home energy assistance program as administered by the Escambia County Council on Aging or for the dwelling of a family heretofore determined by the housing and community development office of the city to be eligible for assistance under the Section 8 existing housing assistance payments program. Provided that sufficient monies are appropriated from the general fund to replace decreased solid waste revenues caused by such fee reductions. If insufficient monies are appropriated from the general fund to replace all of such decreased solid waste revenues, then the mayor may change the amount of the fee reduction to an amount less than the amount set forth in the preceding. Fee Amount: $2.00 Monthly Reduction Effective Date: 10/01/1990 Solid Waste Franchise Fee: Fee levied to commercial haulers engaged in the collection and disposal of solid waste within the city’s corporate limits to transact their business in accordance with Article IV; Sec. 4-3-100. Payments are made to the City within thirty (30) days after the end of each quarter (Jan.30th, Apr. 30th, Jul. 30th and Oct. 30th). Fee implemented in FY90 after the sale of the City’s commercial solid waste collection system as a funding method for Code Enforcement operations. Fee Amount: $1.50 per cubic yard, non-compacted waste and/or $3.00 per cubic yard, compacted waste. Effective Date: 10/01/2011 ($1/cy non-compact.; $2/cy compact 10/1/06. $$0.75/cy non-compact; $1.50/cy compact, 04/01/00. $0.25/cy non-compact; $0.50/cy compact; 11/01/1989.)
- 405 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Vehicle Fuel and Lubricant Pass-through Surcharge: A surcharge added as a separate line item on all city solid waste and/or refuse collection service fees to cover the expense of sanitation services division vehicle fuel and lubricant. This surcharge began in fiscal year 2007, 04/01/2007, and shall be revised by the Director of Finance no less frequently than annually based upon the budgeted fuel and lubricant costs adjusted for their actual costs for the previous or current fiscal years. Fee Amount: $1.50, subject to change monthly throughout the year. (04/01/11, $1.50; 07/01/10, $1.30; 05/01/09, $0.50; 03/01/09, $1.50; 01/01/09, $1.75; 10/01/08, $2,85, 07/01/08, $2.85; 04/01/08, $1.45; 01/01/08, $1.35; 10/01/07, $1.30;07/01/07, $1.75; 04/01/07, $1.30; 06/01/11, $2.10) Effective Date: 10/01/2011 Tire Removal: A surcharge added to the scheduled or non-scheduled bulk waste collection fee whenever tire(s) more than twelve (12) inches in size are collected. Fee Amount: $3.00 per tire Effective Date: 04/01/2007 Scheduled Bulk Waste Collection: Fee billed to customer for bulk waste items collected by the city upon customer request. Based on collection time and calculates by minutes with a maximum collection time of twenty-one (21) minutes. A disposal fee will be added after the twenty-one (21) minutes. Fee Amount: $15.00, first three (3) minutes; $5.00 per each additional three (3) minutes; up to twenty-one (21) minutes Effective Date: 04/01/2007 Non-Scheduled Bulk Waste Collection: Fee billed to customer for bulk waste items that are placed curbside and collected by the city, at its convenience, without notification. Based on collection time and calculates by minutes with a maximum collection time of twenty-one (21) minutes. After twenty-one (21) minutes, a disposal fee will be added. Fee Amount: $35.00, first three (3) minutes; $10.00 per each additional three (3) minutes; up to twenty-one (21) minutes Effective Date: 04/01/2007 Deposits: Deposits in an amount up to the total of the highest two (2) months bills for service within the previous twelve (12) months may be required of customers who, after April 1, 2007, have their service cut for nonpayment or have a late payment history. The department of Financial Services will be responsible for the judicious administration of deposits. Fee Amount: See above for fee calculation Effective Date: 04/01/2007 Late Charge: Charges are equal to one and one-half (1½) percent per month of the unpaid previous balance. Fee Amount: See above for fee calculation Effective Date: 04/01/2007
- 406 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX E CITY OF PENSACOLA NEIGHBORHOOD SERVICES FEE SCHEDULES (Fees include taxes where applicable.)
The City of Pensacola Neighborhood Services Department administers municipal leisure facilities and programs that provide the best possible year-round, comprehensive recreational activities to all segments of our community. The department provides an essential service, one that can positively affect health, environment, economy, and quality of life throughout the City.
Listed below are the various fees and rates charged by the City for various Neighborhood Services activities. The fees that are listed include sales tax, where applicable, and are charged to provide partial funding for the cost of the activity. Fees are set by the City Council and are effective with the beginning of each seasonal program, unless noted otherwise.
All fees will be reviewed on an annual basis and will be adjusted accordingly at the adoption of the annual budget. The City of Pensacola reserves the right to change fees at any time upon approval by City Council. All participant requested refunds will be charged a process fee of $25 (minimum) to $50 (maximum). It is advisable to contact the Neighborhood Services Department to confirm whether the amounts listed here for any particular activity have changed since last published.
GENERAL FUND PROGRAMS:
PARK RENTALS BOAT LAUNCHES
Parks Total Total 1 - 100 people, per park$ 107.50 Per Launch$ 5.00 100 - 500 persons, per park 268.75 Yearly Permit, City Residents 25.00 Festival/Special Event, per park 537.50 Yearly Permit, Non-City Residents 75.00 Hollice T. Williams and Bayview Park 268.75 Two facilities, per day 806.25 Three facilities, per day 1,075.00 Portable Staging, per day 328.00 Bleachers, each set, per day 59.00
- 407 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NEIGHBORHOOD SERVICES FEE SCHEDULES (Continued) SWIMMING POOLS ROGER SCOTT POOL HUNTER POOL Daily Admission Daily Admission Adults (18 and older)$ 4.00 Adults (18 and older)$ 2.25 Children (3-17 years) 3.00 Children (3-17 years) 2.25 2 years and Under Free 2 years and Under Free Sr. Citizens (50 & Over) 3.50 Season Pass Membership Miscellaneous Individual, City Resident 104.50 20 Punch Card 40.00 Individual, Non-City Resident 152.50 40 Punch Card 70.00 Sr. Citizen, Individual, City Resident 66.00 60 Punch Card 90.00 Sr. Citizen, Individual, Non-City Resident 99.50 Community Camps 2.00 Family, City Resident 170.50 Fall Lap Swimming 3.00 Family, Non-City Resident 256.00 Rentals, per hour 150.00 * Sr. Citizen, 2 People, City Resident 121.00 Spring Lap Swimming 2.25 Sr. Citizen, 2 People, Non-City Resident 182.00 Swim Diapers 1.00 Swim Lessons, City Resident 50.00 Miscellaneous Swim Lessons, Non-City Resident 60.00 20 Punch Card 60.00 40 Punch Card 90.00 Swim Teams 60 Punch Card 100.00 Non-Member, City Resident 71.50 Bumper Boats - 15 minutes/per boat Non-Member, Non-City Resident 82.50 Adults (18 and older) 5.00 * Plus Staff Cost Adults w/Child (5 and under) 7.00 Youth (6 - 17 Years) 3.00 Community Camps 3.25 Fall Lap Swimming 3.00 Rentals, per hour 150.00 * Spring Lap Swimming 2.25 Swim Diapers 1.00 Swim Lessons, City Resident 50.00 Swim Lessons, Non-City Resident 60.00 Swim Teams Member, City Resident 60.50 Member, Non-City Resident 71.50 Non-Member, City Resident 71.50 Non-Member, Non-City Resident 82.50 * Plus Staff Cost
- 408 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NEIGHBORHOOD SERVICES FEE SCHEDULES (Continued) RECREATION – RESOURCE CENTERS
NOTE: Resource centers may offer programs not listed in which the fees are set and collected by Program Instructors. These programs are taxable. The City of Pensacola receives 20% of revenue collected from such programs.
Bayview Total East Pensacola Heights Total Center Rentals, per hr (3 hr min)$ 100.00 Building w/Kitchen Rental, per hr (3 hr min)$ 75.00 Dog Fair 20.00 Health Fair 20.00 Fricker Total Picnic Rentals, 5 hrs 50.00 35+ Basketball League, per team 300.00 Pier Rentals, 3 hrs 100.00 After School Care Program, per year, City Resident 135.00 Sports Night 25.00 After School Care Program, per year, Non-City Resident 155.00 Spring Flea Market 10.00 Avery's Workout (per month) 10.00 Boot Camp Basketball, City Resident 5.00 Bayview Senior Center Total Boot Camp Basketball, Non-City Resident 10.00 55 Club, per dance 36.50 Classroom Rentals, per hr (3 hr min) 25.00 Club Fee, quarterly 25.00 Gym Rentals, per hr (3 hr min) 100.00 Meeting Room Rental, per hr (3 hr min) 35.00 Holiday Camps (per day) 5.00 Social Hall w/Kitchen Rental, per hr (3 hr min) 75.00 Midnight Basketball League, per team 250.00 E.S. Cobb Total MLK Basketball Tournament 200.00 After School Care Program, per year, City Resident 135.00 Play School (per month) 20.00 After School Care Program, per year, Non-City Resident 155.00 Social Hall w/Kitchen Rentals, per hr (3 hr min) 75.00 Basketball League, Adult, per team 535.00 Summer Camp T- Shirt 12.00 Basketball League, Youth, per team 300.00 Summer Camp Transportation Fee, per wk 3.00 Basketball Tournament, Youth, per team 200.00 Summer Camp, City Resident, per wk 33.00 Building Rentals, per hr (3 hr min) 60.00 Summer Camp, Non-City Resident, per wk 39.00 Fall/Spring/ Christmas Break Camp, City Resident 33.00 T- Ball, City Resident 40.00 Fall/Spring/ Christmas Break Camp, Non-City Resident 39.00 T- Ball, Non-City Resident 50.00 October Basketball Training, City Resident 10.00 Weight Room Usage Fee, per month 10.00 October Basketball Training, Non-City Resident 15.00 Weight Room Usage Fee, per visit 1.00 Play school (per month) 20.00 Weight Room Usage Fee, per year 100.00 Summer Camp T- Shirt 12.00 Weight Room Usage Fee, Senior citizens Free Summer Camp Transportation Fee, per wk 3.00 Youth Basketball League, per team 300.00 Summer Camp, City Resident, per wk 33.00 Youth Basketball, City Resident 50.00 Summer Camp, Non-City Resident, per wk 39.00 Youth Basketball, Non-City Resident 55.00 Weight Room Usage Fee, per month 10.00 Youth Soccer, City Resident 30.00 Weight Room Usage Fee, per visit 1.00 Youth Soccer, Non-City Resident 35.00 Weight Room Usage Fee, per year 100.00 Weight Room Usage Fee, Senior citizens Free Youth Stay in School Tournament, per team 200.00
- 409 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NEIGHBORHOOD SERVICES FEE SCHEDULES (Continued) RECREATION – RESOURCE CENTERS Gull Point Total Sanders Beach Corrine Jones (continued) Total Adult Fitness - City Resident $38.00 Break-out Room Rental, per hr$ 25.00 Adult Fitness - Non-City Resident 48.00 Chair Cover Rental, per chair 5.00 Advance Dance, City Resident 52.00 Dressing Room Rental, per hr 25.00 Advance Dance, Non-City Resident 62.00 Large Meeting Room Rental - per hr (3 hr min) 75.00 Aerobics (Zumba), City Resident 80.00 Pavilion Rental - per hr (5 hr min) 50.00 Aerobics (Zumba), Non-City Resident 90.00 Small Meeting Room Rental - per hr (3 hr min) 50.00 After School (per wk)- City Resident 45.00 Stage Stair Rental, per occasion 25.00 After School (per wk)- Non-City Resident 57.00 T.V./Game Room Rental, per hr 50.00 Belly Dance - City Resident 55.00 Table Linen Rental, per cloth 16.00 Weight Room Usage Fee, per month 10.00 Belly Dance - Non-City Resident 65.00 Weight Room Usage Fee, per visit 1.00 Building w/Kitchen Rentals, per hr (3 hr min) 64.00 Weight Room Usage Fee, per year 100.00 Dance, City Resident 38.00 Weight Room Usage Fee, Senior citizens Free Dance, Non-City Resident 48.00 Day of Play - City Resident 13.00 Vickrey Total Day of Play - Non-City Resident 15.00 After School Program, per wk, City Resident 45.00 Gazebo Rentals, 4 hrs 40.00 After School Program, per wk, Non-City Resident 57.00 Martial Arts, City Resident 50.00 After School Program, Transportation fee (per day) 1.58 Martial Arts, Non-City Resident 60.00 Art Class, City Resident 67.00 Spring/Winter Break Camp, City Resident 65.00 Art Class, Non-City Resident 77.00 Spring/Winter Break Camp, Non-City Resident 75.00 Building Rental - Large Room w/Kitchen, per hr (3 hr min) 75.00 Summer Camp T- Shirt 12.00 Building Rental - Medium Room, per hr (3 hr min) 50.00 Summer Camp Transportation Fee, per wk 3.00 Gym Rental (3 hr min) 100.00 Summer Camp, City Resident, per wk 90.00 Kids Camp, Spring/Fall/Winter - City Resident 65.00 Summer Camp, Non-City Resident, per wk 114.00 Kids Camp, Spring/Fall/Winter - Non-City Resident 75.00 Weight Room Usage Fee, per month 10.00 Kinder Sports (4 wk session) - City Resident 45.00 Weight Room Usage Fee, per visit 1.00 Kinder Sports (4 wk session) - Non-City Resident 65.00 Weight Room Usage Fee, per year 100.00 Sholokan, City Resident 35.00 Weight Room Usage Fee, Senior citizens Free Sholokan, Non-City Resident 45.00 Youth Fitness and Sports - City Resident 22.00 Summer Camp, City Resident, per wk 90.00 Youth Fitness and Sports - Non-City Resident 32.00 Summer Camp, Non-City Resident, per wk 114.00 Youth Martial Arts, City Resident 35.00 Summer Camp, Transportation Fee, per wk 3.00 Youth Martial Arts, Non-City Resident 45.00 Summer Camp, T-Shirt 12.00 Weight Room Usage Fee, per month 10.00 Sanders Beach Corrine Jones Total Weight Room Usage Fee, per visit 1.00 After School Program, per wk, City Resident 40.00 Weight Room Usage Fee, per year 100.00 After School Program, per wk, Non-City Resident 50.00 Weight Room Usage Fee, Senior citizens Free Ballroom Rental (without Kitchen), per hr (3 hr min) 165.00 Ballroom w/Kitchen Rental, per hr (3 hr min) 220.00 - 410 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NEIGHBORHOOD SERVICES FEE SCHEDULES (Continued) RECREATION – ATHLETICS
Youth Total Adult Total Basketball, City Resident$ 72.00 Co-Ed Flag Football$ 325.00 Basketball, Non-City Resident 83.00 Dodgeball League 200.00 Flag Football, City Resident 72.00 Floor Hockey, City Resident 40.00 Flag Football, Non-City Resident 83.00 Floor Hockey, Non-City Resident 50.00 Softball, Girls, City Resident 72.00 Kickball 225.00 Softball, Girls, Non-City Resident 83.00 One Pitch Softball League 250.00 Swim Teams, City Resident 72.00 Outdoor Athletic Events 20.00 Swim Teams, Non-City Resident 83.00 Senior Games 10.00 Volleyball, City Resident 72.00 Soccer League 250.00 Volleyball, Non-City Resident 83.00 Softball, Co-Ed, (2 seasons) 330.00 Floor Hockey, City Resident 72.00 Softball, Men's, (14 games) 460.00 Floor Hockey, Non-City Resident 83.00 Volleyball, Co-Ed 200.00 Start Smart Baseball, City Resident 50.00 Start Smart Baseball, Non-City Resident 60.00 Start Smart Basketball, City Resident 50.00 Start Smart Basketball, Non-City Resident 60.00 Start Smart Soccer, City Resident 50.00 Start Smart Soccer, Non-City Resident 60.00 Start Smart Golf, City Resident 50.00 Start Smart Golf, Non-City Resident 60.00
- 411 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NEIGHBORHOOD SERVICES FEE SCHEDULES (Continued) ROGER SCOTT TENNIS CENTER
* Annual Memberships
Total Total Individual Family, Two People Hard Court, City Resident$ 266.00 Hard Court, City Resident$ 333.00 Hard Court, Non-City Resident 399.00 Hard Court, Non-City Resident 499.00 All Court, City/Non-City Resident 634.00 All Court, City/Non-City Resident 792.00
Sr. Citizen (65 & Over) Sr. Citizen (65 & Over) Hard Court, City Resident 200.00 Hard Court, City Resident 251.00 Hard Court, Non-City Resident 299.00 Hard Court, Non-City Resident 374.00 All Court, City/Non-City Resident 475.00 All Court, City/Non-City Resident 594.00
Student (Under 18) Family, Unlimited (Spouse & Children Under 18) Hard Court, City Resident 181.50 Hard Court, City Resident 399.00 Hard Court, Non-City Resident 272.25 Hard Court, Non-City Resident 610.00 All Court, City/Non-City Resident 432.00 All Court, City/Non-City Resident 871.00
* Annual Memberships paid on a quarterly basis will be charged an additional $5.00 per quarter.
Daily Rates Weekdays Only Weekdays Only Adults 6.00 Adults 10.00 Children 4.00 Children 6.00
Weeknights (After 6 pm), Sat., Sun, & Holidays Adults 7.00 Adults 11.00 Children 5.00 Children 7.00
NOTE: $5.00 daily premium for Hard Court Members to play on Clay Court.
- 412 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
NEIGHBORHOOD SERVICES FEE SCHEDULES (Continued) OSCEOLA GOLF COURSE
Daily Rates Total Other Rates Total Monday – Sunday & Holidays Equipment Rentals Adults, Cart$ 35.00 Electric Golf Carts (18 Holes)$ 15.00 Adults, Walk 25.00 Pull Carts 5.00 Youth 15.00 Twilight, Cart (after 2 pm) 23.00 Punch Cards Twilight, Walk (after 2 pm) 18.00 10 rounds with cart 250.00 Business, Cart (after 4 pm) 15.00 20 rounds with cart 450.00
Season Membership Rates Volunteer Monday – Friday Golf Course Volunteer 10.00 Individual ONLY 170.00 Each extra participant in the same household 30.00 Capital Improvement Surcharge Monthly Membership Rates Members 1.00 Individual Non-Members 2.00 Adult, City Resident 85.00 Adult, Non-City Resident 115.00 Senior Adult (65 & Over), City Resident 70.00 Senior Adult (65 & Over), Non-City Resident 90.00 Youth, City Resident 50.00 Youth, Non-City Resident 75.00 Family (2 People) City Resident 130.00 Non-City Resident 210.00 Senior Adult (65 & Over), City Resident 105.00 Senior Adult (65 & Over), Non-City Resident 160.00 Additional Family Member, each 10.00
- 413 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 414 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX F CITY OF PENSACOLA INSPECTION & PLANNING SERVICES FEE SCHEDULES
These fee schedules are charged by the Inspection Services and Planning Services activities as set forth by chapter 7-14 of the code of the City of Pensacola. Each fee is established to assist the City in recovering the cost of inspections, installations and/or reviews needed for the City’s comprehensive plan to maintain a high standard of health and safety to the citizens of the City. All fees will be reviewed on an annual basis and will be adjusted accordingly by City Ordinance. The City of Pensacola reserves the right to change fees at any time as recommended by the Mayor and upon approval by City Council.
INSPECTION SERVICES PERMIT FEES: The following permit fees to be charged by the city for buildings, signs, manufactured buildings, mobile homes, swimming pools, television and radio antennas, roofing, moving or demolition of buildings or structures, electrical, plumbing, gas, mechanical, fire suppression and alarm system installations, penalties for starting work without a permit, and field inspection for business license certificate of occupancy shall be collected by the Inspection Services division for all work done within the city, as outlined below, and said fees shall be paid before the beginning of any construction or alteration.
Administrative Application Fee Building Permit Fees (Continued) Permit Application Fees, Residential$ 27.00 Moving Buildings/Structures Permit Application Fees, Commercial 34.00 City Limits, One location, up to 5 miles$ 200.00 City Limits, One location, over 5 miles, per mile 20.00 Building Permit Fees Outside City Limits to City Limits, up to 5 miles 250.00 Building/Structure, new or additions, gross floor area based Outside City Limits to City Limits, over 5 miles, per mile 25.00 Per Square Foot Regardless of Floor Area 0.10 Through City or From City, up to 5 miles 200.00 Up to 5,000 sq ft n/a Through City or From City, over 5 miles, per mile 20.00 Ea addt'l 100 sq ft, up to 10,000 sq ft n/a Siding/Residing including pre-inspection 100.00 Ea addt'l 100 sq ft, up to 25,000 sq ft n/a Roofing/Re-Roofing, Residential 100.00 Ea addt'l 100 sq ft, up to 50,000 sq ft n/a Roofing/Re-Roofing, Commercial 140.00 Ea addt'l 100 sq ft, up to 100,000 sq ft n/a Roofing/Re-Roofing, Res/Com each additional inspection 50.00 All over 100,000 sq ft n/a Signs (including plan review), Accessory 70.00 Building Permits, Remodeling/Repairs/Modifications Signs (incl. plan review & pre-inspect.) Non-Accessory 210.00 Includes Antennas/Dish/Tower Commercial, Window/Door Installations Signs (including plan review), Temp./Portable 35.00 Per $1,000 of est. total cost of labor/materials per permit 7.50 Swimming Pools/Spas, Residential 150.00 Antennas/Dish/Tower, Residential 50.00 Swimming Pools/Spas, Commercial 300.00 Demolition, Buildings or Structures Each Inspection in Excess of three 50.00 Up to 5,000 sq ft total gross floor space 100.00 Minimum Permit Fee 50.00 Over 5,000 sq ft, per 100 sq ft gross floor space 1.00 Fence/Tents 35.00 Manufactured Buildings/Mobile Homes Plan Review/Foundation Rough-in/Final Inspection 140.00 Each Additional Inspection 50.00
- 415 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INSPECTION & PLANNING SERVICES FEE SCHEDULES PERMIT FEES (Continued) Electrical Permit Fees Fire Protection/Prevention Permit Fees (Continued) Temporary/Construction Pole Service$ 50.00 Fire Alarm Systems (includes plan review) Minimum Fee per Inspection 50.00 New Installation, 1 pull$ 50.00 Residential/Commercial Electrical Service New Installation, Multi-pull 85.00 (Including signs, generators and service changes) Fire Alarm Inspection, 6 or less initial devices 90.00 0 - 100 amperes 90.00 Fire Alarm Inspection, Large 250.00 101 - 200 amperes 95.00 Pollutant/Hazardous Material Storage Tank, Removal 100.00 201 - 400 amperes 125.00 Installation of Pollutant /hazardous material storage tanks aboveground 250.00 401 - 600 amperes 175.00 Installation of Pollutant /hazardous material storage tanks underground 250.00 601 - 800 amperes 275.00 801 - 1,000 amperes 375.00 Plumbing Permit Fees 1,001 - 1,200 amperes 475.00 Base Fee (includes final inspection) 50.00 1,201 - 1,600 amperes 675.00 Outlet, Fixture, Floor Drain/Trap, addt'l fee over 10, ea. 2.00 1,601 - 2,000 amperes 875.00 Additional Inspection, each 50.00 2,001 - 2,400 amperes 1,075.00 Sewer Connection 50.00 Over 2,401 amperes plus $.50 per ampere 1,275.00 Manufactured Buildings/Factory-Built Housing, Base Fee 50.00 New Construction, per gross sq ft 0.05 Sewer Connection, each 50.00 Sub-Meters, per meter 50.00 Rough-In, Joining Together all Components, ea. Inspect. 50.00 Swimming Pools/Spas/Hot Tubs 100.00 Lawn Sprinkler System Installation Commercial Computer/Communications Sys./Alarm Sys. Installation-Valves, Vacuum Breakers, Back-flow Preventers Base Fee (includes two inspections) 100.00 Up to 50 sprinkler head system 50.00 Each additional inspection 50.00 In excess of 50, each head, additional 2.00 Residential Fire/Security Systems 50.00 Additional Inspection, each 50.00 Solar Heating System 50.00 Gas Installation Permit Fees Natural & Liquid Petroleum Gas, per inspection 50.00 Field Inspection Fees Reinspection Fee 50.00 Mechanical Permit Fees Inspection, Temporary Power (includes electrical & mechanical) 95.00 Heating, ventilation, air conditioning & Refrigeration Sys. Special Inspection, outside normal working hours 200.00 up to 15 tons, per inspection, plus 50.00 Contractor Assistance, first hour 50.00 in excess of 15 tons, additional per ton fee 3.00 Reinspection, Temporary and Construction Electrical Services 50.00 Other mechanical work, per inspection 50.00 Survey Service, Pre-inspection 50.00 Partial Certificate of Occupancy Inspection 100.00 Fire Protection/Prevention Permit Fees Business Certificate of Occupancy Inspection 100.00 Fire Sprinkler Systems (includes plan review), Residential 170.00 Tree Removal/Tree Trimming, public right-of-way/canopy protection zone 50.00 Fire Sprinkler Systems (includes plan review), Commercial Engineering "as-built" Inspection 400.00 Small, 6 heads or less 170.00 Plus, Per acre in development site (each fraction, equals an acre) 100.00 Large 500.00 Zoning Compliance Inspection, 1 and 2 Family Dwellings 100.00 Fire Suppression Systems (includes plan review) Zoning Compliance Inspection, accessory structures/buildings 50.00 Small, Single hazard are 50.00 Zoning Compliance Inspection, all other developments 450.00 Large 210.00 Plus, Per acre in development site (each fraction, equals an acre) 300.00 Zoning Compliance Re-Inspection, due to noncompliance 250.00 Overgrown Lot Inspection, added to lot cutting fee 50.00 Additional plan reviews on previously approved plans /per discipline 50.00
- 416 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INSPECTION & PLANNING SERVICES FEE SCHEDULES PLANNING SERVICES PLANNING AND ZONING FEES:
The following fees to be charged by the city for development plan review, amendments, vacations of streets and alleys, subdivision plats, and division of land requiring a boundary survey shall be collected by the Planning Services division as set forth, and said fees shall be paid before the beginning of any administrative process required for said activities. Boundary Survey (Two Lot Division)$ 750.00 Conditional Use $ 2,000.00 Review Board Rehearing/Rescheduling Fee 100.00 City Council Rehearing/Rescheduling Fee 250.00 Preliminary Subdivision Plat 1,000.00 Review Board Rehearing/Rescheduling Fee 250.00 Site Development Plan (A, B), Preliminary 1,500.00 City Council Rehearing/Rescheduling Fee 250.00 Review Board Rehearing/Rescheduling Fee (A) 100.00 Review Board Rehearing/Rescheduling Fee (B) 250.00 Final Subdivision Plat (plus $25/Lot) 1,500.00 City Council Rehearing/Rescheduling Fee (A, B) 250.00 Review Board Rehearing/Rescheduling Fee 250.00 City Council Rehearing/Rescheduling Fee 250.00 Site Development Plan (A, B), Final 1,500.00 Review Board Rehearing/Rescheduling Fee (A, B) 250.00 Minor Subdivision Plat (up to 4 total lots) 2,000.00 City Council Rehearing/Rescheduling Fee (A, B) 250.00 Review Board Rehearing/Rescheduling Fee 250.00 City Council Rehearing/Rescheduling Fee 250.00 Site Development Plan (A, B), Combined Prelim/Final 2,000.00 Review Board Rehearing/Rescheduling Fee (A, B) 250.00 Right of Way Vacation 2,000.00 City Council Rehearing/Rescheduling Fee (A, B) 250.00 Review Board Rehearing/Rescheduling Fee 250.00 City Council Rehearing/Rescheduling Fee 500.00 Site Dev. Plan (C), Non-Residential Parking 1,500.00 Review Board Rehearing/Rescheduling Fee 250.00 License to Use Right of Wa y Appeal of Planning Brd Decision to City Council (Plan C only) 250.00 Minor/Temp. Use - Outdoor Dining 500.00 City Council Rehearing/Rescheduling Fee 250.00 Permanent Use-Balconies, Parking etc 1,000.00 Review Board Rehearing/Rescheduling Fee 100.00 Home Occupation 50.00 City Council Rehearing/Rescheduling Fee 100.00 Zoning Letter 25.00 License to Use ROW Sandwich Board 100.00 Variance (ARB, ZBA) 500.00 Rezoning without Comp.Plan FLUM Amendment 2,500.00 Review Board Rehearing/Rescheduling Fee 250.00 Review Board Rehearing/Rescheduling Fee 250.00 City Council Rehearing/Rescheduling Fee 750.00 Front Yard Averaging 150.00
Comprehensive Plan Rezoning (less than 10 acres) 3,500.00 Appeal, 500.00 Review Board Rehearing/Rescheduling Fee 250.00 (Any order, requirement, decision or determination by Admin Official) City Council Rehearing/Rescheduling Fee 750.00 Review Board Rehearing/Rescheduling Fee 250.00 City Council Rehearing/Rescheduling Fee (Developments more than 10 acres) 1,000.00
- 417 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INSPECTION & PLANNING SERVICES FEE SCHEDULES PLANNING & ZONING FEES (Continued)
Zoning Brd of Adj Interpretation, Historic $ 300.00 Abbreviated Review, (Historic Pres. & Gateway Redev. Districts)$ 25.00 Review Board Rehearing/Rescheduling Fee 300.00 Appeal, Gateway Redevlopment District Decision to City Council 500.00 Historic Pres. District, Residential Site Plan, Homestead 50.00 City Council Rehearing/Rescheduling Fee 250.00 Review Board Rehearing/Rescheduling Fee 25.00 Alcoholic Beverage License Certificate of Compliance 250.00 Historic Pres. District, Commercial Site Plan, Non-Homestead 250.00 Review Board Rehearing/Rescheduling Fee 125.00 Alcoholic Beverage License Certificate of Compliance to City Council 250.00 City Council Rehearing/Rescheduling Fee 250.00 Historic Preservation District Variance 500.00 Review Board Rehearing/Rescheduling Fee 250.00 Alcoholic Beveraage License Extension of Premises 25.00
Appeal, Architectural Review Board Decision to City Council 500.00 Adult Entertainment Establishment License 400.00 City Council Rehearing/Rescheduling Fee 250.00
Gateway Redev. District, Residential Site Plan Review 50.00 Review Board Rehearing/Rescheduling Fee 25.00
Gateway Redev. District, Commercial Site Plan Review 250.00 Review Board Rehearing/Rescheduling Fee 125.00
- 418 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX G
GOVERNMENTAL STRUCTURE
The City of Pensacola is governed by a representative government organized pursuant to a Home Rule Charter as provided in the 1968 Florida Constitution, and by the implementation of the provisions of Chapter 166 of the Florida Statutes. The prior Charter established a Council/Manager form of government to carry out local governance for the community. However, in 2007 a Charter Review Commission was established by the City Council to conduct an independent review of the City’s Charter and to make recommendations to the City Council of any proposed modifications to the Charter for possible consideration by the electorate. The Charter Review Commission drafted a new charter which was proposed to replace the charter adopted in 1931. City Council called for a referendum which was held during the month of November 2009 and the results were in approval of the charter adopting a Mayor/Council form of government with a separate Executive (Mayor) branch and Legislative (Council) branch. The FY 2012 proposed budget will be the first budget prepared by the first independently elected Mayor under the 2010 Charter.
Per the new Charter the base year for elections of Mayor and Council Members for districts 2, 4, 6 and one at-large Council Member (“A”) is 2010 and shall be for a four-year term. The base year for elections of Council Members for districts 1, 3, 5, 7 and one at-large Council Member (“B”) will be 2012 and shall be for a four year term. These base year dates are established only for the purpose of scheduling elections and staggering terms, and do not impact the term limit requirements. Council Members for districts 1, 3, 5, 7 and one at-large Council Member (“B”) elected in 2010 shall serve a two-year initial term. After the base year terms, the terms of office will be four (4) years commencing at 12:00 noon on the fourth Tuesday in November after their election. The terms served by the Mayor or a Council Member immediately preceding the base year dates shall not be counted in applying term limit requirements. The Mayor and Council Members can serve no more than three consecutive terms.
The Mayor serves in a full-time capacity and in order to exercise the executive powers of the City, enforcing the charter and ordinances of the City as well as supervising all departments and divisions. The Mayor appoints a City Administrator, and, with the consent of City Council, A City Attorney and City Clerk. Additionally, the Mayor appoints all department directors and division administrators with the consent of City Council. The Mayor is also responsible for preparing and submitting the annual budget and capital program to the City Council, as well as a complete report of the finances and administrative activities of the City at the end of each fiscal year; and keeps the Council fully advised as to the financial condition and future needs of the City. The Mayor has the authority to exercise veto power over ordinances and resolutions adopted by City Council, except in certain conditions as prescribed in the charter.
The City Council legislates for the City by adopting ordinances and resolutions in the best interest of all citizens of the City; and adopts the annual budget and all other appropriations necessary for efficient City government. The Council may override the Mayor’s veto of an ordinance or resolution by an affirmative vote of at least six Council Members. The Council meets regularly at least once every month and may also have special meetings. The City Council elects one of its Members as President and another as Vice-President. The President presides over meetings of the City Council and in his or her absence the Vice-President will preside.
The Standing Committee and Boards, Authorities and Commissions listed on the following pages are a representation of how the City currently functions.
- 419 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GOVERNMENTAL STRUCTURE (Continued) STANDING COMMITTEES
Previously the members of City Council were advised by five standing committees. However, with the change in the governmental structure, it was determined by City Council that only one committee would be required to address all matters of Council. Therefore, at present, the only standing committee is the Committee of the Whole which consists of all City Council Members:
1. The Committee of the Whole takes up matters of general interest to Council. This committee may be called for meetings or for extended workshop sessions on both content and process issues of general concern to City Council.
PENSACOLA BOARDS, AUTHORITIES AND COMMISSIONS
Citizen participation on City of Pensacola boards and commissions serves two important purposes: citizens are directly involved in their local government and can positively impact the future of their community; and the City Council receives timely input and information regarding issues and potential impacts on citizens. SECTION I: Boards, Authorities & Commissions on Which Citizens Serve: Architectural Review Board - (7 members) Approves or disapproves plans for buildings to be erected, renovated, or razed which are located or to be located within the historic districts, preservation district and Governmental Center District. Area Housing Commission - (5 members of which 2 are City Council appointments) Oversees the low income housing needs throughout the City and County. Board of Trustees Firemen’s Relief & Pension Fund - (5 members of which 2 are City Council appointments) Oversees the administration of the Firemen's Pension Plan and investment of Pension Funds. Board of Trustees Police Officer's Retirement Fund - (5 members of which 2 are City Council appointments) Oversees the administration of the Police Pension Plan and investment of Pension Funds. Civil Service Board - (3 members of which 1 is a City Council appointment) Supervises and executes the provisions set forth in the City of Pensacola Civil Service Act and Rules and Regulations. The Civil Service Act provides for the methods and terms of employment for all classified service employees. Code Enforcement Board - (7 members, 2 alternates) Quasi-judicial board, established to provide a supplemental means of enforcing the provisions of the Code of the City of Pensacola. The board has the authority to hold public hearings; to interpret the meaning and intent of the Code; to subpoena evidence and take testimony under oath; to issue orders having the force of law; to levy administrative fines; and to cause liens to be placed against a violator's property. Community Maritime Park Associates Board of Trustees – (14 members) Responsible for overseeing the development and operation of the Community Maritime Park.
- 420 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GOVERNMENTAL STRUCTURE PENSACOLA BOARDS, AUTHORITIES AND COMMISSIONS (Continued)
Construction Board of Adjustment and Appeals - (7 members, 2 alternates) Reviews and grants or denies applications for variances and waivers of all technical codes, including the building code, the plumping code, the gas code, the mechanical code, the electrical code, the minimum housing code, the unsafe building abatement code and the swimming pool code but not the life safety and fire prevention codes. Reviews the appeals of the interpretation of the Building Official in regards to technical codes. Downtown Improvement Board (DIB) - (5 members each appointed by the Mayor) A quasi-governmental, not-for-profit agency created in 1972 for the purpose of physically, economically, and socially revitalizing downtown Pensacola. The DIB coordinates the marketing and promotion of the 44 block central business core of downtown Pensacola. Enterprise Zone Advisory Board (EZAB) - (13 members) Mandated by the State of Florida for each community with an Enterprise Zone designation (Florida Statutes 290.0056). Is utilized to bring volunteer knowledge and interest in economic revitalization issues to the City Council and city staff and to assist with the development and implementation of the Enterprise Zone Development Plan.
Environmental Advisory Board - (11 members and up to 4 additional at-large members) Established by Council Ordinance to provide policy advice and recommendations on environmental matters to the Pensacola City Council and staff.
Fire Education Incentive Board - (4 members of which 2 are City Council appointments) Established by Council Ordinance to oversee the operation of the Fire Education Incentive Program. Fire Prevention Board of Appeals - (5 members, 2 alternates) Established by Council Ordinance as a Board of Appeals to review grievance regarding the decisions of the Fire Marshall. Gateway Review Board - (7 members) Reviews every application for building permits to erect, construct, renovate and/or alter an exterior of a building or sign located or to be located in the Gateway Review District. General Pension Board - (6 members of which 3 are appointed by City Council and 1 appointed by Council President) Oversees administration of the General Pension Plan and investment of pension funds. Human Relations Commission - (9 members of which 4 are City Council appointments) Seeks to maintain positive human relations in Escambia County through resolution of civil rights related cases and incidents; administers City’s fair housing ordinance. Human Services Appropriations Committee - (9 members of which 2 are City Council appointments) Reviews funding requests from community service organizations and provides recommendations to City Council regarding those funding decisions. International Relations Advisory Board – (5 members) Serves as official ambassadors for the City with its six sister cities, international communities and organizations. Assists elected officials and staff to coordinate contacts with international guests. Promotes exchanges and intercultural activities to increase international trade, economic and community development through educational and cultural exchanges. Parks & Recreation Board – (7 members) Supervises all public recreation facilities and activities on any property owned or controlled by the City.
- 421 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GOVERNMENTAL STRUCTURE PENSACOLA BOARDS, AUTHORITIES AND COMMISSIONS (Continued)
Pensacola-Escambia Development Commission - (9 members of which 2 are City Council Members and 1 citizen appointed by City Council) Responsible for the promotion and development of industrial, tourist, and commercial attributes and facilities of area including the promotion of conventions, convention facilities and visitors to area; also encompassing the dissemination of information with reference to the foregoing through the media of advertising, personal contact, and such other activities as are deemed customary to the sound development and promotion of the area. Planning Board - (7 members) Advises the City Council concerning the preparation, adoption, and amendment of the Comprehensive Plan; reviews and recommends to Council ordinances designed to promote orderly development as set forth in the Comprehensive Plan; hears applications and submits recommendations to Council on the following land use matters: proposed zoning changes, proposed amendments to zoning ordinance, proposed subdivision plats, and proposed street/ally vacations. Board initiates studies on the location, condition, and adequacy of specific facilities of the area, i.e., housing, parks, public buildings. Board schedules and conducts public meetings and hearings pertaining to land development. West Florida Public Library Board - (7 members of which 2 are City Council appointments) Empowered to establish by-laws, rules and regulations for the operation of the West Florida Public Library system as may be deemed necessary for its preservation and to maintain its usefulness and efficiency; to fix and impose general rules, penalties, and forfeitures to Library property, books and materials. Zoning Board of Adjustment - (9 members) Reviews and grants or denies applications for variances, waivers and special exceptions to the Land Development Code and hears and decides appeals when it is alleged that there is error in any order, requirement, decision, or determination made by an administrative officer in the enforcement of the Land Development Code.
- 422 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX H DEBT STRUCTURE
Consistent with City Code Section 2-1-1(6) and various State statutes, the City may issue bonds or other evidences of debt (the debt) for the purpose of paying all or part of the cost of various municipal improvements, utilities or facilities which, pursuant to law, the City is authorized to provide. The debt may be issued and secured solely by a pledge of all or any part of the revenues or income to be derived from the operation of any such municipal project and all or any part of the receipts of the City from sales, excise or privilege taxes, utilities service taxes, and franchise fees received by the City pursuant to a franchise granted to any utility operating within the City, and any and all receipts of the City from any excise tax or privilege tax levied by the City under the provisions of any special act relating to the City.
The debt issued under the provisions noted above shall not constitute an indebtedness of the City within the meaning or application of any constitutional, statutory or Charter debt limitation or provisions, nor shall the full faith, credit and taxing power of the City be directly or indirectly pledged to the payment thereof unless such debt is approved by the voters of the City at a referendum. The issuance of the debt does not directly or indirectly obligate the City to levy any ad valorem taxes whatever thereof or to make any appropriation for their payment except from the funds authorized to be pledged.
The City has no outstanding general obligation indebtedness and there are no statutory, constitutional or charter debt limits applicable to the City.
Prior to July 2008 insurance was purchased for all bonded debt issued by the City of Pensacola. The insured rating for the City’s debt will fluctuate because it is dependent on the rating of the insurance provider. The 2008 Airport Revenue Bonds were issued without insurance using only the credit of its underlying rating. Underlying ratings obtained at issuance typically remain constant and are at times affirmed.
On April 5, 2011 Standard and Poor's affirmed a long-term rating of “A+” on the City’s outstanding 2004 Sales and Excise Revenue Bonds. On March 25, 2010 Fitch Ratings published a report on 'Recalibration of U.S. Public Finance Ratings'. The recalibrated rating for the City's Capital Improvement Bonds, Series 2009A and 2009B was assigned a "AA", an upward adjustment from the previous rating of "AA-" which was affirmed by Fitch on October 20, 2011. Standard and Poor's rating for the 2009A&B series remained at "AA". Fitch also recalibrated the implied general obligation rating for the City of Pensacola from "AA" upward to "AA+" which was affirmed by Fitch on October 20, 2011. On June 4, 2010 Moody's Investor Service - New York affirmed their existing rating of “A3” on the outstanding Airport Revenue Bond debt and on July 5, 2011 Fitch Ratings - Chicago affirmed their existing rating of BBB+. On November 15, 2010 Standard and Poor’s lowered its long-term and underlying ratings on the Airport Revenue Bonds to “BBB” from “BBB+”. The City of Gulf Breeze, Florida issued 2010 A&B Capital Funding Revenue Bonds dated July 20, 2010 for which the City of Pensacola, Florida was a participant and the only borrower through a Participant Loan Agreement. Moody's Investor Services, Inc assigned a rating of “Aa3” to the bond issue with the understanding that Assured Guaranty Municipal (AGM) is insuring payment of principal and interest. As the City is the only borrower, Moody's Investor Services assigned an underlying rating of “Aa3” to both Series A and B based upon the City's pledge of the Local Option Tax on Series A and net revenues of the Gas System on Series B. For additional information about the City’s outstanding debt, please refer to the annual Report to Bondholders published on the City’s website in March of each year.
The City’s debt policy and details of outstanding indebtedness and maturity schedules for each borrowing follow:
- 423 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT INCURRENCE AND ADMINISTRATION POLICY (Amended By City Council August 21, 2010)
The following policy of the City Council covers the incurrence and administration of debt (both short and long term) by the City. It is intended to apply to all situations, except for those normal transactions with vendors, suppliers and service providers (essentially transactions covered by the City's Purchasing Policies) that result in the City incurring debt. It serves as a guide under which new debt may be incurred and existing debt refinanced or repaid. As a part of this policy statement the City Council reserves the right to provide exceptions and waivers when unexpected circumstances justify such exception or waiver.
In approving this policy statement, the City Council acknowledges the importance of debt as a tool in financing needed capital. Judicious use of debt provides an equitable financing method. Projects with long lives (parks, roads, etc.) provide benefits each year to the same citizens who are responsible for providing the funds to meet the debt service requirement on the bonds that financed the original construction/acquisition. Debt is the one financing method that provides that matching of benefit with payment.
Long-term debt should be used to meet capital needs when such needs cannot be financed from current revenues. Further, it should only be used when adequate funds are likely to be available to meet future debt service requirements. The City will not use long-term debt to finance current operations. On all debt issuances the City Council will be informed of the nature of the financing and the proposed structure of the financing team. In the instance of a negotiated sale or private placement, City Council will also be informed of the underwriter(s) to be selected and the reasons for the selection. Repayment of long-term debt should occur within a time period that does not exceed the estimated useful live (lives) of the project(s) financed. (For multiple acquisition long-term debt, acquisition lives should be measured against principal retirements during the early years.) The average life of any long-term debt issuance will not initially exceed 20 years. The ratio of general government debt service expenditures to general government total expenditures should not exceed 15 percent (as measured by either the most recent comprehensive annual financial report or the adopted current year budget) except when a proposed borrowing is necessitated to finance reconstruction following emergencies (such as a hurricane or other natural disaster). Except for Pensacola Gulf Coast Regional Airport whose coverage requirements are established by contracts with the airlines, long-term debt of City enterprises should be maintained at minimum coverages of 130 percent.
- 424 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT INCURRENCE AND ADMINISTRATION POLICY (Continued)
The City will meet full disclosure requirements/needs on all debt issuances. In order to meet our commitment to full disclosure the following will be implemented: o The City will annually produce and distribute to interested parties, a "Report to Bondholders", updating information on the City's finances and debt. o The Mayor will establish procedures dealing with requests for information about the City's finances and/or debt. The policy should designate a single source for response. Further, information provided as a result of a request, also when appropriate, be provided to the market. Finally, the procedures should provide that whenever a material event occurs, timely notification to the market will be provided. The City will maintain good communications with rating agencies and bond insurance companies. The City will take advantage of the technical expertise and professionalism of its financing team (financial advisor, bond counsel and disclosure counsel) on all debt issuances. Prior to issuing long-term debt, the City shall consider the alternatives of competitive bids, negotiated sales or private placements giving consideration to the following criteria: o Is the issue viewed by the market as carrying complex or innovative features and/or requiring explanation as to the bonds' soundness? o Are interest rates stable, is market demand strong, and/or is the market able to absorb a reasonable amount of buying or selling without substantial price changes? o Does the issue have a non-enhanced credit rating of an A or greater or can a credit enhancement be obtained prior to the sale? o Is the debt structure backed by the City's full faith and credit or a strong, known or historically performing revenue stream? The following requirements must be met by any applicant for conduit financing: o The applicant should submit audited financial statements for its three most recent years. o The applicant must pay a fee of not less than $1,000 to cover the administrative cost of processing the application. In addition, the applicant must pay for a financial review by the City's financial advisor. Applicant must also pay reasonable fees for legal reviews by or for the City. o The applicant must agree to include in the bond resolution, provisions that insure adequate disclosure relating to the issuance and all post issuance disclosures (see disclosure requirements outlined above). Refunding or advance refunding of outstanding debt can be a valuable tool in reducing annual borrowing costs. Such refundings can be undertaken within the following parameters: o The final maturity is not later than that of the refunded issue. o The refunding results in present value savings of at least 3 percent. (Present value savings may be used to reduce debt service or fund capital projects.) o The refunding itself does not result in net new debt service. (However, a refunding may be combined with issuance of new debt for capital projects.)
- 425 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT INCURRENCE AND ADMINISTRATION POLICY (Continued)
The following definitions apply to this policy: Advance Refunding - When the issue to be refunded cannot presently be retired. Refunding bond proceeds are placed in escrow and the proceeds plus earnings are used to meet debt service on the refunded issue until it can be retired. Average Life - The point when half of the original principal has been retired as opposed to the final maturity which is the point at which the total original principal has been retired. Capital - Includes projects, improvements or equipment (individually or related) with a cost in excess of $50,000 and an estimated useful life of at least 5 years. Coverage - Net profit plus interest and non-cash charges against net profit divided by average annual debt service. Conduit Financings - Financings issued in the name of the City for which a third party accepts responsibility for payment (for example: industrial revenue bonds, hospital authority bonds). Current Operations - Includes regular, recurring expenditures for "personal services" and "operating expenses". Debt - Includes any form of borrowing monies. Bonds, contracts, letters, notes, or lines of credit, etc. are forms of debt. For purposes of this policy, debt does not include normal day-to-day transactions with vendors, suppliers or service providers that result in accounts payable. Debt has two time frames: short-term which is payable in full within one year of incurrence and long-term which has a final maturity beyond one year. Debt Service - The annual principal and interest payments and service charges required to repay debt. Market - Includes the Municipal Securities Rulemaking Board and the Nationally Recognized Municipal Securities Information Repositories, as appropriate. Material Event - An occurrence that when material requires notice to investors. The Securities and Exchange Commission has determined that the following, among others, are such events. a. Principal and interest payment delinquencies b. Nonpayment related defaults c. Unscheduled draws on reserves d. Unscheduled draws on credit enhancements e. Substitution of credit or liquidity providers, or their failure to perform f. Adverse tax opinions or events affecting the tax exempt status of the security g. Modifications to rights of security holders h. Bond Calls i. Defeasances j. Matters affecting collateral k. Rating changes (12/15/1994; 02/22/1996; 08/11/2005)
- 426 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT SUMMARY OUTSTANDING ISSUES
Sales & Excise Tax Refunding Revenue Bonds, Series 2004
The proceeds of the 2004 Bonds, were used to (i) finance the costs of refunding $13,390,000 outstanding principal amount of the City’s Sales & Excise Tax Refunding Revenue Bonds, Series 1995 (ii) to pay portion of the costs of issuance of the 2004 Bonds, including the costs of municipal bond insurance.
The 2004 Bonds are scheduled to mature beginning 10/01/2004 through the year 10/01/2012. These bonds are not subject to redemption prior to their respective stated dates of maturity.
The 2004 Bonds are limited, special obligations of the City payable from and secured solely by a pledge of and lien on (1) certain available portions of the Local Government Half-Cent Sales Tax and (2) certain available Excise Taxes consisting of the Public Services Taxes (formerly known as “Utilities Services Taxes”) and certain available Franchise Fees levied and collected by the City from the Gulf Power Company.
The 2004 Bonds are Additional Parity Obligations with the City’s Sales & Excise Tax Revenue Bonds, Series 1990, the Sales & Excise Tax Refunding Revenue Bonds, Series 1995 and the Sales & Excise Tax Revenue Bonds, Series 1996. $ 6,345,000
Redevelopment Refunding Revenue Note, Series 2004
Proceeds of the 2004 Note was used to refund the City’s outstanding principal amount of the Redevelopment Refunding Revenue Bonds, Series 1994. In 2010, the security pledge on the Note changed from a pledge of Tax Increment Financing (TIF) revenues to a covenant to budget and appropriate from non-ad valorem revenues of the City. Debt services, however, will be paid from TIF revenues where sufficient. Wachovia Bank was awarded and holds the refinancing notes at a fixed rate of 3.71%. Principal payments mirror the amortization of the 1994 Series with a final maturity of 10/01/13. $ 813,294
- 427 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT SUMMARY OUTSTANDING ISSUES (Continued)
Airport Revenue Refunding Bonds, Series 2005A
The Series 2005A Bonds are being issued to finance the cost of refunding $13,655,000 in remaining outstanding principal amount of the City’s $14,645,000 original principal amount of Airport Revenue Bonds, Series 1997A.
The City has irrevocably pledged the Pledged Funds to the payment of the principal of and the interest and premium, if any, on the Series 2005A Bonds. The lien upon and pledge of the Pledged Funds in favor of the Series 2005A Bonds is on a parity with the lien upon and pledge thereof in favor of the Parity Bonds. Under the Bond Resolution, "Pledged Funds" means (i) the Net Revenues of the Airport Facilities and (ii) until otherwise applied as provided in the Bond Resolution, the moneys held in the funds and accounts established under the Bond Resolution (except the Capital Fund and the Rebate Fund) and the income or investment thereof, and the net proceeds of insurance on the Airport Facilities, until applied to the acquisition or construction of the Airport Facilities with respect to which such proceeds were realized. Under the Bond Resolution, the City has acknowledged that the per-passenger enplanement passenger facility charges levied and collected by the City and approved by the Federal Aviation Administration are not eligible to be used for payment of the debt service on the Series 2005A Bonds.
The Series 2005A Bonds are scheduled to mature beginning in 2006 through the year 2027. The 2005A Series are Serial bonds. Bonds maturing on or before October 1, 2015 are not subject to optional redemption prior to their respective stated dates of maturity. Bonds maturing on or after October 1, 2015 at the redemption price of 100% of the principal amount to be redeemed plus accrued interest to date of redemption. $ 14,645,000
Airport Taxable Customer Facility Charges Revenue Note, Series 2008
The 2008 Note will be used to finance four service facility centers and one quick-turn-around site for on-airport rental car companies. Funds are drawn down on an as needed basis with the full amount of $17,847,177 million drawn down in fiscal year 2009 and a principal payment of $3,047,177 made in fiscal year 2010.
The borrowing is through Bank of America, as a taxable note, and is scheduled to mature on December 01, 2012. The variable interest rate is equal to the LIBOR Rate plus 0.75% per annum. Pledged revenues for the repayment of principal and interest will be derived from an additional customer facility charge, as outlined in City Ordinance 09-08. $ 14,800,000
- 428 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT SUMMARY OUTSTANDING ISSUES (Continued)
Airport Revenue Bonds, Series 2008 A&B
The Series 2008 Bonds are being issued to finance the terminal expansion and aircraft apron construction. Net general revenues of the Airport will secure the financing; however, the portion of the project that is PFC eligible will use passenger facility charge revenues to pay debt service. The bonds have a fixed interest rate for serial bonds of 5.00% - 5.50% with a maturity date of October 2018 and term bonds with 6.00% maturing 2028 and 6.25% maturing 2038. The first principal payment is due October 1, 2009. $ 35,175,000
Redevelopment Revenue Bonds, Series 2009 A&B
The 2009 Bonds are providing a $40 million construction fund for the development of a Maritime Park to include a multiuse stadium, amphitheatre, bulkheads and various park areas. Capitalized interest in the amount of $4.7 million will be used for debt service obligations through the period of April 2012. The Bonds are structured with both Serial tax exempt ($6.7M) and Build America Bonds ($38.9). Serial bonds for years 2013-2020 have a rate ranging from 4.000% to 4.250%; taxable BABs range from 6.829% – 7.210% with a final maturity of April 2040. The bonds have a covenant to budget and appropriate from non-ad valorem revenues of the City and a pledge of Community Redevelopment Agency’s tax increment financing (TIF) revenues. In May 2010, proceeds of the 2009 Bonds were used to make a leverage loan from the City to a new markets tax credit (NMTC) investment fund. Upon closing the NMTC transaction, bondholder’s primary security is the covenant to budget and appropriate. Debt service on the bonds will be paid from interest income on the leverage loan paid to the City from the NMTC investment fund. $ 45,640,000
- 429 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT SUMMARY OUTSTANDING ISSUES (Continued)
Capital Funding Revenue Bonds, Series 2010A-1
The 2010A-1 Bonds were issued to convert the Capital Improvement Revenue Bonds, Series 2000A issued through the Gulf Breeze Capital Funding Program from a variable rate structure to fixed rate. The 2000A Bonds financed the acquisition and construction of various capital improvement projects eligible to be financed from Infrastructure Sales Tax. The 2010A-1 Bonds are secured by a pledge of the Infrastructure Sales Tax revenues and to the extent of any deficiency in these revenues, the Communications Sales Tax revenues; however the covenant to budget and appropriate from non-ad valorem revenues from City revenues which were included in the 2000A Bonds was removed from the 2010A-1 Bonds.
The 2010A-1 Bonds have a fixed interest rate coupons ranging from 4.00% - 5.00% with a final maturity date of October 2017. The first principal payment is due October 1, 2012. $ 5,910,000
Capital Funding Revenue Bonds, Series 2010A-2
The 2010A-2 Bonds were issued to convert the Capital Improvement Revenue Bonds, Series 2000B issued through the Gulf Breeze Capital Funding Program from a variable rate structure to fixed rate. The 2000B Bonds financed the acquisition and construction of various capital improvement projects eligible to be financed from Infrastructure Sales Tax. The 2010A-2 Bonds are secured by a pledge of the Infrastructure Sales Tax revenues and to the extent of any deficiency in these revenues, the Communications Sales Tax revenues; however the covenant to budget and appropriate from non-ad valorem revenues from City revenues which were included in the 2000B Bonds was removed from the 2010A-2 Bonds.
The 2010A-2 Bonds have a fixed interest rate coupons ranging from 4.00% - 5.00% with a final maturity date of October 2017. The first principal payment is due October 1, 2012. $ 12,280,000
- 430 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEBT SUMMARY OUTSTANDING ISSUES (Continued)
Capital Funding Revenue Bonds, Series 2010B-1
The 2010B-1 Bonds were issued to convert the 2008 Gas Revenue Bonds issued through the Gulf Breeze Capital Funding Program from variable to fixed rates. The 2008 Bonds were issued to finance an automated meter reading system and a building expansion project. The 2010B-1 Bonds are secured by pledge revenues derived from the operation of the City’s gas distribution system. The lien on pledged revenues is on parity with the City’s outstanding principal amount of Gas System Revenue Refunding Bonds, Series 1994.
The bonds have fixed rate coupons ranging from 3.00% - 4.00% with a maturity date of October 2017. The first principal payment is due October 1, 2010. $ 4,735,000
Capital Funding Revenue Bonds, Series 2010B-2
The 2010B-2 Bonds were issued to refund the Gas System Revenue Bonds, Series 1999. The 1999 Bonds were issued to finance the cost of construction and improvements to the City’s existing gas distribution system. The 2010B-2 Bonds are secured by pledge revenues derived from the operation of the City’s gas distribution system. The lien on pledged revenues is on parity with the City’s outstanding principal amount of Gas System Revenue Refunding Bonds, Series 1994.
The bonds have fixed rate coupons ranging from 3.00% - 4.00% with a maturity date of October 2017. The first principal payment is due October 1, 2010. $ 6,115,000
Airport Revenue Refunding Bonds, Series 2010
The 2010 Bonds refunded the outstanding principal of the Airport Revenue Bonds, Series 1997B and Airport Revenue Refunding Bonds, Series 1998A. The 1997B Bonds were issued to finance the acquisition cost, construction and equipment of the Parking Facilities as well as retire certain outstanding Airport Revenue Bonds Anticipation Notes, Series 1996. The 1998A Bonds were issued to finance the refunding of the Airport Revenue Bonds, Series 1988. The 2010 Bonds are secured by net revenues derived from the operation of the City’s Airport.
The bonds have fixed rate coupons of 2.39% with a maturity date of October 2018. The first principal payment is due October 1, 2011. $ 12,310,000
In the following pages each issue is presented in detail to maturity.
- 431 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA DEBT SERVICE SUMMARY SEPTEMBER 30, 2012
ADDITION OR BALANCE (RETIREMENT) BALANCE REQUIRED FUTURE MATURITY 10/01/11 OF PRINCIPAL 09/30/12 RESERVES (b) INTEREST DATE
2004 SALES & EXCISE TAX REFUNDING REVENUE BONDS$ 6,345,000.00 (3,105,000.00) 3,240,000.00 0.00 64,800.00 10/01/12 2004 REDEVELOPMENT REFUNDING REVENUE NOTE 813,293.72 (399,240.94) 414,052.78 0.00 15,361.36 04/01/13
2005A AIRPORT REFUNDING REVENUE BONDS 14,645,000.00 (100,000.00) 14,545,000.00 1,448,325.00 6,045,701.30 10/01/27
2008 AIRPORT TAXABLE CFC REVENUE NOTE 14,800,000.00 0.00 14,800,000.00 0.00 205,535.01 (a) 12/01/12 2008 A&B AIRPORT REVENUE BONDS 35,175,000.00 (545,000.00) 34,630,000.00 2,659,375.00 36,031,306.25 10/01/38
2009 A&B REDEVELOPMENT REVENUE BONDS (CMP) 45,640,000.00 0.00 45,640,000.00 0.00 57,473,071.24 (c) 04/01/40
2010A-1 CAPITAL FUNDING REVENUE BONDS (LOST) 5,910,000.00 0.00 5,910,000.00 0.00 933,175.03 10/01/17
2010A-2 CAPITAL FUNDING REVENUE BONDS (LOST) 12,280,000.00 0.00 12,280,000.00 0.00 1,937,906.28 10/01/17
2010B-1 CAPITAL FUNDING REVENUE BONDS (GAS) 4,735,000.00 (610,000.00) 4,125,000.00 0.00 498,865.67 10/01/17
2010B-2 CAPITAL FUNDING REVENUE BONDS (GAS) 6,115,000.00 (795,000.00) 5,320,000.00 0.00 620,875.00 10/01/17
2010 AIRPORT REVENUE REFUNDING BONDS 12,310,000.00 (1,775,000.00) 10,535,000.00 1,231,000.00 797,841.82 10/01/18
TOTAL $ 158,768,293.72 (7,329,240.94) 151,439,052.78 5,338,700.00 104,624,438.96
(a ) Estimated (b) Does not include required O&M and R&R reserves. (c) 2009 Redevelopment Revenue Bonds - Interest shown represent the gross interest amount due on the bond. The interest amount net of the $19,623,544.94 BAB subsidy is $37,849,526.30.
- 432 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA DEBT SERVICE SCHEDULE BY ALLOCATION SEPTEMBER 30, 2012
ADDITION OR BALANCE (RETIREMENT) BALANCE REQUIRED FUTURE MATURITY 10/01/11 OF PRINCIPAL 09/30/12 RESERVES (b) INTEREST DATE TAX & FRANCHISE FEE DEBT SERVICE FUND 2004 SALES & EXCISE TAX REFUNDING REVENUE BONDS 6,345,000.00 (3,105,000.00) 3,240,000.00 0.00 64,800.00 10/01/12 TOTAL TAX & FRANCHISE FEE DEBT SERVICE FUND 6,345,000.00 (3,105,000.00) 3,240,000.00 0.00 64,800.00
COMMUNITY REDEVELOPMENT AGENCY 2004 REDEVELOPMENT REFUNDING REVENUE NOTE 813,293.72 (399,240.94) 414,052.78 0.00 15,361.36 04/01/13 TOTAL COMMUNITY REDEVELOPMENT AGENCY 813,293.72 (399,240.94) 414,052.78 0.00 15,361.36
LOCAL OPTION SALES TAX FUND 2010A-1 CAPITAL FUNDING REVENUE BONDS (LOST) 5,910,000.00 0.00 5,910,000.00 0.00 933,175.03 10/01/17 2010A-2 CAPITAL FUNDING REVENUE BONDS (LOST) 12,280,000.00 0.00 12,280,000.00 0.00 1,937,906.28 10/01/17 TOTAL LOCAL OPTION SALES TAX FUND 18,190,000.00 0.00 18,190,000.00 0.00 2,871,081.31
MARITIME COMMUNITY PARK CONSTRUCTION FUND 2009 A&B REDEVELOPMENT REVENUE BONDS (CMP) 45,640,000.00 0.00 45,640,000.00 0.00 57,473,071.24 (c) 04/01/40 TOTAL MARITIME COMMUNITY PARK CONSTRUCTION FUND 45,640,000.00 0.00 45,640,000.00 0.00 57,473,071.24
GAS UTILITY FUND 2010B-1 CAPITAL FUNDING REVENUE BONDS (GAS) 4,735,000.00 (610,000.00) 4,125,000.00 0.00 498,865.67 10/01/17 2010B-2 CAPITAL FUNDING REVENUE BONDS (GAS) 6,115,000.00 (795,000.00) 5,320,000.00 0.00 620,875.00 10/01/17 TOTAL GAS UTILITY FUND 10,850,000.00 (1,405,000.00) 9,445,000.00 0.00 1,119,740.67
AIRPORT FUND 2005A AIRPORT REFUNDING REVENUE BONDS 14,645,000.00 (100,000.00) 14,545,000.00 1,448,325.00 6,045,701.30 10/01/27 2008 AIRPORT TAXABLE CFC REVENUE NOTE 14,800,000.00 0.00 14,800,000.00 0.00 205,535.01 (a) 12/01/12 2008 A&B AIRPORT REVENUE BONDS 35,175,000.00 (545,000.00) 34,630,000.00 2,659,375.00 36,031,306.25 10/01/38 2010 AIRPORT REVENUE REFUNDING BONDS 12,310,000.00 (1,775,000.00) 10,535,000.00 1,231,000.00 797,841.82 10/01/18 TOTAL AIRPORT FUND 76,930,000.00 (2,420,000.00) 74,510,000.00 5,338,700.00 43,080,384.38
TOTAL $ 158,768,293.72 (7,329,240.94) 151,439,052.78 5,338,700.00 104,624,438.96
(a ) Estimated (b) Does not include required O&M and R&R reserves. (c) 2009 A&B Redevelopment Revenue Bonds - Interest shown represent the gross interest amount due on the bond. The interest amount net of the $19,623,544.94 BAB subsidy is $37,849,526.30.
- 433 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
SALES AND EXCISE TAX REVENUE REFUNDING BONDS, SERIES 2004
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ 3,105,000.00 191,512.50 3,296,512.50 2013 3,240,000.00 64,800.00 3,304,800.00 TOTAL$ 6,345,000.00 256,312.50 6,601,312.50
- 434 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
REDEVELOPMENT REFUNDING REVENUE NOTE, SERIES 2004
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ 399,240.94 30,173.20 429,414.14 2013 414,052.78 15,361.36 429,414.14 TOTAL$ 813,293.72 45,534.56 858,828.28
- 435 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
AIRPORT REVENUE REFUNDING BONDS, SERIES 2005A
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ 100,000.00 604,695.00 704,695.00 2013 110,000.00 600,882.50 710,882.50 2014 110,000.00 596,620.00 706,620.00 2015 125,000.00 592,076.25 717,076.25 2016 855,000.00 574,128.75 1,429,128.75 2017 885,000.00 540,825.00 1,425,825.00 2018 915,000.00 504,825.00 1,419,825.00 2019 955,000.00 467,425.00 1,422,425.00 2020 1,000,000.00 428,325.00 1,428,325.00 2021 1,030,000.00 387,081.25 1,417,081.25 2022 1,075,000.00 343,665.63 1,418,665.63 2023 1,120,000.00 297,693.76 1,417,693.76 2024 1,170,000.00 249,031.26 1,419,031.26 2025 1,220,000.00 198,243.76 1,418,243.76 2026 1,270,000.00 145,331.26 1,415,331.26 2027 1,325,000.00 89,359.38 1,414,359.38 2028 1,380,000.00 30,187.50 1,410,187.50 TOTAL$ 14,645,000.00 6,650,396.30 21,295,396.30
- 436 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
AIRPORT TAXABLE CFC REVENUE NOTE, SERIES 2008
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ - 822,140.04 822,140.04 2013 14,800,000.00 205,535.01 15,005,535.01 TOTAL$ 14,800,000.00 1,027,675.05 15,827,675.05
- 437 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
AIRPORT REVENUE BONDS, SERIES 2008 A&B
FISCAL GARB PFC YEAR PRINCIPAL INTEREST PRINCIPAL INTEREST TOTAL
2012$ 105,000.00 400,900.00 440,000.00 1,697,862.50 2,643,762.50 2013 110,000.00 395,525.00 460,000.00 1,675,362.50 2,640,887.50 2014 115,000.00 389,900.00 485,000.00 1,651,737.50 2,641,637.50 2015 120,000.00 384,025.00 510,000.00 1,626,862.50 2,640,887.50 2016 125,000.00 377,900.00 535,000.00 1,600,737.50 2,638,637.50 2017 135,000.00 371,231.25 560,000.00 1,572,662.50 2,638,893.75 2018 140,000.00 364,187.50 590,000.00 1,543,212.50 2,637,400.00 2019 145,000.00 356,700.00 620,000.00 1,511,412.50 2,633,112.50 2020 155,000.00 348,062.50 655,000.00 1,474,712.50 2,632,775.00 2021 165,000.00 338,462.50 695,000.00 1,434,212.50 2,632,675.00 2022 175,000.00 328,262.50 735,000.00 1,391,312.50 2,629,575.00 2023 185,000.00 317,462.50 780,000.00 1,345,862.50 2,628,325.00 2024 195,000.00 306,062.50 825,000.00 1,297,712.50 2,623,775.00 2025 205,000.00 294,062.50 875,000.00 1,246,712.50 2,620,775.00 2026 220,000.00 281,312.50 930,000.00 1,192,562.50 2,623,875.00 2027 235,000.00 267,662.50 985,000.00 1,135,112.50 2,622,775.00 2028 245,000.00 253,262.50 1,045,000.00 1,074,212.50 2,617,475.00 2029 260,000.00 238,112.50 1,105,000.00 1,009,712.50 2,612,825.00 2030 275,000.00 221,718.75 1,170,000.00 940,000.00 2,606,718.75 2031 295,000.00 203,906.25 1,245,000.00 864,531.25 2,608,437.50 2032 310,000.00 185,000.00 1,325,000.00 784,218.75 2,604,218.75 2033 330,000.00 165,000.00 1,405,000.00 698,906.25 2,598,906.25 2034 350,000.00 143,750.00 1,495,000.00 608,281.25 2,597,031.25 2035 375,000.00 121,093.75 1,585,000.00 512,031.25 2,593,125.00 2036 400,000.00 96,875.00 1,685,000.00 409,843.75 2,591,718.75 2037 425,000.00 71,093.75 1,790,000.00 301,250.00 2,587,343.75 2038 450,000.00 43,750.00 1,905,000.00 185,781.25 2,584,531.25 2039 475,000.00 14,843.75 2,020,000.00 63,125.00 2,572,968.75 TOTAL$ 6,720,000.00 7,280,125.00 28,455,000.00 30,849,943.75 73,305,068.75
- 438 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
REDEVELOPMENT REVENUE BONDS, SERIES 2009 A&B
FISCAL BOND A BOND B FEDERAL TOTAL NET OF YEAR PRINCIPAL INTEREST PRINCIPAL INTEREST TOTAL DIRECT SUBSIDY SUBSIDY
2012 *$ - 268,512.50 - 2,794,968.86 3,063,481.36 978,239.10 2,085,242.26 2013 535,000.00 268,512.50 - 2,794,968.86 3,598,481.36 978,239.10 2,620,242.26 2014 560,000.00 247,112.50 - 2,794,968.86 3,602,081.36 978,239.10 2,623,842.26 2015 580,000.00 224,712.50 - 2,794,968.86 3,599,681.36 978,239.10 2,621,442.26 2016 605,000.00 201,512.50 - 2,794,968.86 3,601,481.36 978,239.10 2,623,242.26 2017 1,045,000.00 180,337.50 - 2,794,968.86 4,020,306.36 978,239.10 3,042,067.26 2018 1,085,000.00 138,537.50 - 2,794,968.86 4,018,506.36 978,239.10 3,040,267.26 2019 1,130,000.00 95,137.50 - 2,794,968.86 4,020,106.36 978,239.10 3,041,867.26 2020 1,175,000.00 49,937.50 - 2,794,968.86 4,019,906.36 978,239.10 3,041,667.26 2021 - - 1,225,000.00 2,794,968.86 4,019,968.86 978,239.10 3,041,729.76 2022 - - 1,280,000.00 2,711,313.60 3,991,313.60 948,959.76 3,042,353.84 2023 - - 1,335,000.00 2,623,902.40 3,958,902.40 918,365.84 3,040,536.56 2024 - - 1,395,000.00 2,532,735.26 3,927,735.26 886,457.34 3,041,277.92 2025 - - 1,455,000.00 2,437,470.70 3,892,470.70 853,114.74 3,039,355.96 2026 - - 1,525,000.00 2,331,794.06 3,856,794.06 816,127.92 3,040,666.14 2027 - - 1,600,000.00 2,221,033.30 3,821,033.30 777,361.66 3,043,671.64 2028 - - 1,675,000.00 2,104,825.30 3,779,825.30 736,688.86 3,043,136.44 2029 - - 1,755,000.00 1,983,170.06 3,738,170.06 694,109.52 3,044,060.54 2030 - - 1,835,000.00 1,855,704.40 3,690,704.40 649,496.54 3,041,207.86 2031 - - 1,920,000.00 1,722,428.36 3,642,428.36 602,849.92 3,039,578.44 2032 - - 2,015,000.00 1,582,978.76 3,597,978.76 554,042.56 3,043,936.20 2033 - - 2,110,000.00 1,436,629.30 3,546,629.30 502,820.26 3,043,809.04 2034 - - 2,205,000.00 1,283,380.00 3,488,380.00 449,183.00 3,039,197.00 2035 - - 2,310,000.00 1,124,399.50 3,434,399.50 393,539.82 3,040,859.68 2036 - - 2,420,000.00 957,848.50 3,377,848.50 335,246.98 3,042,601.52 2037 - - 2,535,000.00 783,366.50 3,318,366.50 274,178.28 3,044,188.22 2038 - - 2,650,000.00 600,593.00 3,250,593.00 210,207.56 3,040,385.44 2039 - - 2,775,000.00 409,528.00 3,184,528.00 143,334.80 3,041,193.20 2040 2,905,000.00 209,450.50 3,114,450.50 73,307.68 3,041,142.82 TOTAL$ 6,715,000.00 1,674,312.50 38,925,000.00 58,862,240.10 106,176,552.60 20,601,784.04 85,574,768.56
* Capitalized interest is available for Fiscal Years 2011 and 2012 debt payments net of Federal Direct Subsidy.
- 439 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
CAPITAL FUNDING REVENUE BONDS, SERIES 2010A -1 (LOST)
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ - 285,037.50 285,037.50 2013 875,000.00 266,990.63 1,141,990.63 2014 910,000.00 230,175.01 1,140,175.01 2015 955,000.00 186,934.38 1,141,934.38 2016 1,005,000.00 136,709.38 1,141,709.38 2017 1,055,000.00 83,921.88 1,138,921.88 2018 1,110,000.00 28,443.75 1,138,443.75
TOTAL$ 5,910,000.00 1,218,212.53 7,128,212.53
- 440 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
CAPITAL FUNDING REVENUE BONDS, SERIES 2010A-2 (LOST)
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ - 592,200.00 592,200.00 2013 1,820,000.00 554,662.50 2,374,662.50 2014 1,895,000.00 478,040.63 2,373,040.63 2015 1,985,000.00 388,090.63 2,373,090.63 2016 2,085,000.00 283,796.88 2,368,796.88 2017 2,190,000.00 174,250.01 2,364,250.01 2018 2,305,000.00 59,065.63 2,364,065.63
TOTAL$ 12,280,000.00 2,530,106.28 14,810,106.28
- 441 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
CAPITAL FUNDING REVENUE BONDS, SERIES 2010B-1 (GAS)
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ 610,000.00 160,187.51 770,187.51 2013 630,000.00 140,812.51 770,812.51 2014 650,000.00 120,812.51 770,812.51 2015 670,000.00 100,187.51 770,187.51 2016 695,000.00 75,384.38 770,384.38 2017 725,000.00 46,096.88 771,096.88 2018 755,000.00 15,571.88 770,571.88
TOTAL$ 4,735,000.00 659,053.18 5,394,053.18
- 442 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
CAPITAL FUNDING REVENUE BONDS, SERIES 2010B-2 (GAS)
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ 795,000.00 199,475.00 994,475.00 2013 820,000.00 175,250.00 995,250.00 2014 840,000.00 150,350.00 990,350.00 2015 865,000.00 124,775.00 989,775.00 2016 895,000.00 93,900.00 988,900.00 2017 935,000.00 57,300.00 992,300.00 2018 965,000.00 19,300.00 984,300.00
TOTAL$ 6,115,000.00 820,350.00 6,935,350.00
- 443 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEBT SERVICE SCHEDULE
AIRPORT REVENUE REFUNDING BONDS, SERIES 2010
FISCAL YEAR PRINCIPAL INTEREST TOTAL
2012$ 1,775,000.00 272,997.76 2,047,997.76 2013 1,820,000.00 230,037.52 2,050,037.52 2014 1,855,000.00 186,121.26 2,041,121.26 2015 1,900,000.00 141,249.00 2,041,249.00 2016 1,200,000.00 104,204.00 1,304,204.00 2017 1,225,000.00 75,225.26 1,300,225.26 2018 1,250,000.00 45,649.02 1,295,649.02 2019 1,285,000.00 15,355.76 1,300,355.76 TOTAL$ 12,310,000.00 1,070,839.58 13,380,839.58
- 444 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX I INVESTMENT POLICY (Amended by City Council September 26, 2002)
Resolution #35-02, adopted under the authority of Sections 166.261 and 218.415, Florida Statutes, sets forth the policy of the City of Pensacola with regard to the investment of funds in excess of those required to meet short-term expenditures. The City Manager shall be responsible for implementing this policy through the Director of Finance. No person may engage in any investment transaction with City funds or funds held in a trust relationship by or for the City, except as authorized by the Director of Finance or authorized designee. Provided, however, this policy shall not apply to pension funds, trust funds, or funds related to the issuance of debt.
AUTHORITY
The responsibility for administering the investment program of the City resides with the Director of Finance. The Director of Finance has the responsibility to insure the proper management, internal controls, safekeeping and recording of all investment assets held or controlled by the City. No person may engage in any investment transaction with City funds or funds held in a trust relationship by or for the City, except as authorized by the Director of Finance or authorized designee.
SCOPE
This policy sets forth guidelines with regard to the investment of funds in excess of those required to meet short-term obligations and does not apply to pension funds, trust funds or funds related to the issuance of debt. All financial assets held or controlled by the City, not otherwise classified as restricted assets requiring separate investing, shall be identified as “general operating funds” of the City for the purpose of this policy, and shall be invested using the guidelines as herein set forth. This Policy is promulgated pursuant to and consistent with the provisions of Section 218.415, Florida Statues, and City Ordinance No. 48-98. Although restricted assets such as pension funds, certain bond-related funds and trust funds are not required to be covered by this Policy, such funds may be invested under this Policy, when deemed to be in the City’s best interest to do so, and when permitted by governing policies or documents.
OBJECTIVES
Safety of capital is regarded as the foremost objective of the investment program. Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. Each investment transaction shall be entered into with every effort to prevent capital losses, whether they are from securities defaults, theft, or the impact of adverse market conditions. The City’s investment strategy will provide sufficient liquidity to meet operating, payroll and capital requirements. Investments shall be made to maximize income on surplus funds but only after the objectives of security and liquidity have been met.
- 445 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INVESTMENT POLICY (Continued) ETHICAL STANDARDS
The standard of prudence to be used by the City of Pensacola is that of the Prudent Person Rule, which states that: “Investments should be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived from the investment.” The Director of Finance and authorized designee, acting in accordance with established policies and procedures and exercising due diligence, shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to minimize adverse developments. The Prudent Person Rule shall be applied in the context of managing all assets invested under this Policy. Employees of the City who are involved in the investment process shall refrain from personal business activity that could conflict with State Statutes, City Ordinances, proper management of the City’s investment program, or which could impair their ability to make impartial investment decisions.
CONTINUING EDUCATION
The Director of Finance and appropriate staff shall annually complete eight (8) hours of continuing education in subjects or courses of study related to investment practices and products.
PERFORMANCE MEASUREMENT
The City of Pensacola seeks to optimize return on investments within the constraints of safety and liquidity. The investment portfolio shall be designed with the annual objective of exceeding by 50 basis points the weighted average return earned on investments held by the State Board of Administration Investment Pool. The State Board of Administration Investment Pool is the most appropriate benchmark given the imposed limits in maturities. (See “Portfolio Composition” for maturity limits).
AUTHORIZED INVESTMENTS
The following is a list of authorized investments as provided by Section 218.415(16), Florida Statutes:
(a) The Local Government Surplus Funds Trust Fund or any intergovernmental investment pool authorized pursuant to the Florida Interlocal Cooperation Act as provided in Section 163.01, Florida Statutes. (b) Securities and Exchange Commission registered money market funds with the highest credit quality rating from a nationally recognized rating agency. (c) Interest-bearing time deposits or savings accounts in qualified public depositories as defined in Section 280.02, Florida Statutes. (d) Direct obligations of the United States Treasury. (e) Federal agencies and instrumentalities.
- 446 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INVESTMENT POLICY (Continued)
(f) Securities of, or other interests in, any open-end or closed-end management-type investment company or investment trust registered under the Investment Company Act of 1940, 15 U.S.C. ss. 80a-1 et seq., as amended from time to time, provided that the portfolio of such investment company or investment trust is limited to obligations of the United States Government or any agency of instrumentality thereof and to repurchase agreements fully collateralized by such United States Government obligations, and provided that such investment company or investment trust takes delivery of such collateral either directly or through an authorized custodian. (g) Other investments authorized by law or by ordinance for a county or a municipality. Additional investments types permitted by the City of Pensacola are granted authority through a separate ordinance approved by the Pensacola City Council. Investments not listed in this Policy or that have not been given separate approval by City Council are prohibited.
BID REQUIREMENTS
The City of Pensacola will attempt to make investments with local banks that have been approved by the State Treasurer to act as qualified public depositories (QPDs) as governed by Chapter 280, Florida Statutes, and Rule 4C-2, Florida Administrative Code. In the case where interest rates of the local banks are not competitive, investment-banking firms with national repute can be selected at the Director’s discretion. The City of Pensacola will engage in a competitive bid selection with a minimum of three bids solicited. The bid deemed to best meet the investment objectives will be selected. These bids will be recorded and retained in the Financial Services Department.
PORTFOLIO COMPOSITION
There are no limits set by this Policy as to the maximum amount that any particular institution can hold. The institution will set its own limits by virtue of its ability to collateralize the investments. Certificates of deposit purchased under the authority of this Policy will be purchased only from Qualified Public Depositories of the State of Florida as identified by the State Treasurer, in accordance with Chapter 280, Florida Statutes. Repurchase agreements shall only be entered into with the City’s primary depository, Wachovia Bank National Association (N.A.), which is also identified as a qualified public depository. Dollar limits for types of investments such as, Treasury’s, Agencies or Certificates of Deposit, will be based on market conditions at the time of the investment or will be government by the Director of Finance’s discretion. Average maturity of all surplus investments is not to exceed two years with the maximum maturity of any investment not to exceed five years.
SAFEKEEPING AND CUSTODY
All securities purchased by the City’s Director of Finance under this Policy, except certificates of deposits, shall be properly designated as assets of the City of Pensacola and shall be protected through a third-party agreement. The City shall enter into a formal agreement with an institution of such size and expertise as is necessary to provide the services needed to protect and secure the investment assets of the City. Certificates of deposit may be held in safekeeping at the issuing financial institution or may be held in physical custody by the City’s Financial Services Department.
- 447 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INVESTMENT POLICY (Continued)
The City’s Director of Finance shall establish appropriate safekeeping procedures so that, whenever possible, all investments are custodied in accordance with Governmental Accounting Standards Board Statement Number 3, Category (1), which specifies that all securities are insured or registered, or held by the City or its agent, in the City’s name. Repurchase Agreements are disclosed as Category (2) as uninsured and unregistered investments for which the securities are held by the counter party, or by its trust department or agent in the City’s name.
COLLATERAL
Collateral for public deposits is regulated by the State of Florida through, Chapter 280, Florida Statutes. The City shall not be under any obligation to secure additional collateral beyond the provisions set forth in Chapter 280, except in the case of Repurchase Agreements. Collateral requirements for Repurchase Agreements are contained in the Master Repurchase Agreement.
MASTER REPURCHASE AGREEMENT
The City has entered into only one Master Repurchase Agreement. Wachovia Bank National Association (N.A.), the City’s primary depository, holds the contract. Overnight (“sweep”) Repurchase Agreements are collateralized by full faith or general faith and credit obligations of the United States Government or United States Government Agency securities. (a) Purchased only from the City’s contracted banking service provider. (b) Securities used as collateralization for the overnight (sweep) Repurchase Agreement will be held for the benefit of the City with a third party, the Federal Reserve Bank or the contracted bank’s correspondent bank in an amount not less than 100% of the overnight amount of the Repurchase Agreement. (c) The City’s primary depository must have on file an executed copy of the City’s Master Repurchase Agreement for overnight repos and an executed Sweep Investment Service Agreement. (d) Repurchase Agreements for the City of Pensacola will exist only for the purposes of an overnight “sweep”. At this time the Sweep agreement is dormant. On August 1, 2001, the Financial Service Department changed its venue for daily investment of surplus funds. Surplus funds are being invested in a First Union product entitled “Public Funds Now”. This is an interest bearing account that mirrors the Sweep agreement. It calculates interest daily according to the agreed upon interest rate, adheres to collateralization rules, but posts an aggregate interest earnings amount at the end of the month instead of daily recording. The change was instituted to simplify the recording of interest on surplus funds that remain in the General Clearance Account.
INTERNAL CONTROLS
The Director of Finance has established internal controls to prevent loss of funds by fraud, employee error, misrepresentation by third parties, or imprudent actions by employees of the City. The internal controls are as follows: (a) Investment transactions authority is limited to specific persons within the Financial Services Department. (b) All investment transactions require approval of the Director of Finance. - 448 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
INVESTMENT POLICY (Continued)
(c) Staff in the Financial Services Department reconciles the City’s general depository account on a monthly basis by comparing the City’s general ledger with the applicable bank account statements. The reconciliation of the general depository account would reveal any difference in investment transaction recording and the actual movement of funds. (d) Each month the designated staff person authorized to transact investments shall prepare an Investment Schedule. The schedule is then reviewed and reconciled to the general ledger by a person independent of the investment functions. (e) Authority for wire transfers is restricted to specific individuals with specific dollar limits within the Financial Services Department. All non-repeat type wire transfers require verification authorization by a second individual specified in wire authority documents executed with the City’s primary depository. (f) Transfer of all funds through a central account only. (g) Each year the City’s external auditors review existing internal controls as well as investment transactions by examining data on a random basis. The internal controls are designed to prevent losses of funds which might arise from fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees. As required by Section 218.415(13), Florida Statutes the internal controls shall be reviewed, at least annually, by the City’s external auditors, as part of the required financial audit.
ACCOUNTING METHOD
For all investments with a remaining maturity of 1 year or less, the City of Pensacola has elected to use amortized cost method. All investments with a remaining maturity of 1 year or more are restated to fair value. All investment income, including changes in fair value of investments, shall be reported as revenue in the operating statement. The City shall comply with Statement No. 31 of the Government Accounting Standards Board.
REPORTING
The Director of Finance shall generate monthly investment reports for internal management purposes. Quarterly investment reports shall be prepared and reviewed by the City’s financial advisors to evaluate overall performance and to assess the security of the investment types. It is incumbent on the financial advisor to notify the Director of Finance of any unsafe or unsecured investments. A plan of action will be obtained from the financial advisor when adverse circumstances occur.
NOTE: Due to the September 4, 2001 merger of First Union Corporation and Wachovia Corporation, the name “First Union National Bank” has been replaced with “Wachovia Bank National Association (N.A.)” in this policy to be consistent with the November 18, 2002 name change.
(Orig. 09/26/1996; Rev. 09/27/2001, 09/26/2002)
- 449 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 450 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX J FINANCIAL PLANNING AND ADMINISTRATION POLICY (Amended by City Council September 8, 2011; effective 09/08/2011)
The following policy of the City Council covers the broad topics of financial planning and administration. It serves as a policy guide for the conduct of all financial operations of the City except for those operations covered by other specific policies (example; Debt Incurrence and Administration, Fund Balance of Governmental Funds, Investment or Purchasing). As part of this policy statement, the City Council reserves the right to provide exceptions and waivers when unexpected circumstances justify such exception or waiver.
Accounts Receivable The Mayor shall have the authority to write-off uncollected accounts receivable (except for gas and sanitation utility accounts receivable and accounts receivables in which liens have been filed) in individual accounts not greater than $1,000. Write-off of such accounts in amounts in excess of $1,000 must be approved by the City Council. Gas and Sanitation uncollectible accounts receivable and uncollectible accounts receivable in which liens have been filed may be written off by the Mayor with the concurrence of the City’s external auditor. The City will not back-bill ESP and Sanitation customers for any period greater than twelve (12) months for any undercharge in billing which is the result of the City’s mistake. The Mayor shall establish a program to create and enforce liens on property within the City. The City shall allow the customer to pay the unbilled service over the same time period as the time period during which the under-billing occurred or some other mutually agreeable time period. The Mayor has the final authority on the disposition of billing and collection remedies. Adopted 9/30/04; Amended 9/9/10 The Mayor shall create a policy for lease agreements to ensure all are reviewed before execution for recording on the City’s official records, billing and collections of accounts. Adopted 9/9/10
Budget Policies The Mayor annually should prepare and present to City Council, within a time frame that meets TRIM requirements, a budget covering all required funds of the City. Following review, desired modification and the State prescribed public hearings, City Council will approve a final budget. All such budgets shall be balanced with projected opening fund balances, revenues and transfers equaling proposed expenditures, transfers, contingencies and ending fund balances. Revenue estimates included in the proposed and final budget will be those prepared or concurred with by the Mayor. As required by State statute, the City’s millage rate shall be established each fiscal year as part of the budget process. As part of the budget process the Mayor shall, in the proposed budget, recommend a millage rate that establishes a balanced budget each fiscal year. General Fund’s maximum amount of appropriated Beginning fund Balance each fiscal year should be no more than 3 percent of budgeted revenues. Adopted 11/9/06 Recurring expenditures should be financed only with recurring revenues. Nonrecurring/one time revenues (a source that won’t be repeated or one that is higher than normal because of weather or other issues beyond the City’s control) should be used only to finance non-recurring expenditures and/or maintain or increase reserves. The City’s annual budget shall conform to the Government Finance Officers Association’s (GFOA) Distinguished Budget Presentation program requirements and shall be submitted for consideration for the award.
- 451 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FINANCIAL PLANNING AND ADMINISTRATION POLICY (Continued)
The budget format should include information necessary to establish an adequate base for budgetary control including control over expenditures and positions. The budget should be prepared by department or programmatic activity. Within each department or programmatic activity it should be further divided by expenditure categories, personnel services, operating expenses, capital, grants in aid, debt service and non-operating. The Mayor shall have the authority to transfer appropriations between expenditure categories and between departments or programmatic activities except that amounts appropriated for capital outlay cannot be transferred to any other expenditure category provided no transfer shall be made from the appropriations that are contrary to Florida law. Amended 9/9/10 It is understood that the citizens of Pensacola are entitled to a return on their investment for the purchase of the natural gas utility from Gulf Power in 1948. However, with the competitive nature of the energy industry the amount of transfer from ESP to the General Fund should be adjusted each year to assure ESP’s competitive edge. Long-term, the budgeted transfer should not be more than 15 percent of budgeted ESP revenues. The amount of the transfer will be reported in each fiscal year budget. Amended 11/9/06
Capital Assets The threshold for assets that will be capitalized, depreciated and reported in the City’s annual financial statements will have a value of $5,000 and a useful life of more than one year. Adopted 9/27/01
Capital Improvement Plan Annually, the Mayor shall prepare and present to City Council for approval a comprehensive Capital Improvement Plan (CIP) covering at least 3 years for meeting infrastructure needs. The plan should include all potential funding sources that are available to finance the identified needs. Amended 9/9/10 The CIP and the more narrowly focused Capital Improvement element of the comprehensive plan should be coordinated to ensure that all capital needs are met. Additional operating costs associated with any capital project should be identified and funding of the additional costs provided for in the City’s annual budget.
Fund Balance Policy (Enterprise Funds) The Mayor will develop and present to City Council a reserve implementation plan for each of the City’s enterprises. Each plan will provide for no less than a 15 percent operating reserve. A capital reserve will also be established to ensure that ongoing capital and infrastructure needs are adequately met. This policy does not apply to the Airport whose reserve requirements are established by contracts with the airlines. Amended 9/30/04
General Financial Policies The City should undertake an annual cost allocation study no less than bi-annually to ensure that all indirect costs are equitably allocated to the various enterprise and other appropriate operations. Amended 9/9/10 The Mayor shall provide quarterly financial reports explaining and comparing budgeted and actual revenues and expenditures presented to the City Council following the end of each quarter. (Presentation of the comprehensive annual financial report will suffice for the year-end). - 452 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FINANCIAL PLANNING AND ADMINISTRATION POLICY (Continued)
The City’s Comprehensive Annual Financial Report (CAFR) will conform to the GFOA’s Certificate of Achievement for Excellence in Financial Reporting program requirements and will be submitted for consideration for the award. Annually, the city will prepare a revenue manual.
The Mayor will maintain an effective system of internal administrative and accounting controls. Adopted 9/30/04 Any request for financial related information, however communicated, shall be promptly forwarded to the Mayor for approval prior to distribution. Adopted 9/9/10
Outside Agency Funding Grants that equal $25,000 or more in total expenditures (i.e. grant expenditures plus match expenditures) or involve hiring additional staff will have City Council approval prior to grant acceptance. Acceptance of grants that equal less than $25,000 in total expenditures will be approved by the Mayor. Adopted 9/30/04; Amended 11/9/06 Funding to outside agencies, including non-profit organizations and sponsorships, shall be awarded in accordance with City Council’s Outside Agency Funding Request Policy and shall require appropriation by the City Council prior to expenditure. Adopted 9/9/10
Revenues and Fees The Mayor shall recommend to City Council for approval of the stormwater utility fee each fiscal year as part of the budget process. At the beginning of each fiscal year, an amount equal to budgeted stormwater utility fee revenue will be appropriated in the Stormwater Capital Project Fund for stormwater related capital projects, including stormwater basin master plans, as presented by the Mayor and approved by City Council. At the end of each fiscal year the budget will be adjusted to reflect actual revenue received. Adopted 9/13/01; Amended 9/9/10 When the provision of service is predicated on payment of a fee (for example: building inspections), the Mayor should periodically review the relationship between revenues and expenses for services provided and fee should be set a levels sufficient to recover all costs. Fees for other programs (for example: adult or youth softball) should be set at levels that do not discourage participation in the program. The Mayor should present recommendations to City Council for approval. Amended 9/9/10
Services and Contracts The City shall utilize the Request for Proposal (RFP) procedure for major banking services. The Banking Services Agreement shall be presented to City Council for approval. Adopted 9/9/10 The City shall utilize the Request for Qualifications (RFQ) procedure for external audit services. An audit selection committee (appointed by City Council) shall present a recommendation to City Council for approval. Adopted 9/9/10
Contracts for the City’s financial advisor, bond counsel and disclosure counsel shall be presented to City Council for approval. Adopted 9/9/10 All executed contracts or issued purchase orders for purchases, including capital and construction purchases, exceeding $25,000, and all executed contracts for services, excluding employment contracts, exceeding $25,000, shall be reported to City Council following execution of the contract or issuance of the purchase order. Adopted 9/8/11 (07/23/1998; 11/18/1999; 09/13/2001; 09/30/2004; 11/09/2006; 08/19/2010; 09/09/2010; 09/08/2011)
- 453 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 454 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX K FUND BALANCE POLICY OF GOVERNMENTAL FUNDS (Established by City Council September 9, 2010; effective 01/10/2011)
The following Fund Balance Policy of Governmental Funds is established by resolution number 31-10 and in accordance with Governmental Accounting and Financial Standards Board Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This Policy shall only apply to the City’s governmental funds. Fund Balance shall be composed of restricted, committed, assigned, non-spendable and unassigned amounts. Fund Balance information is used to identify the available resources to repay long-term debt, reduce property taxes, add new governmental programs, expand existing ones, or enhance the financial position of the City, in accordance with policies established by the City Council.
Definitions Fund Balance – refers to the difference between assets and fund liabilities in the governmental funds balance sheet and is referred to as fund equity. Non-Spendable Fund Balance – Amounts that are not in a spendable form (such as inventory) or are required to be maintained intact (principal of an endowment fund, for example). Restricted Fund Balance – Amounts that can be spent only for the specific purposes stipulated by external resource providers (such as grantors), or enabling legislation. Restrictions may be changed or lifted only with the consent of the resource providers. Committed Fund Balance – Amounts that can be used only for the specific purposes determined by a formal action of the City’s highest level of decision making authority. Commitments may be changed or lifted only by the City Council taking the same formal action that imposed the constraint originally. Assigned Fund Balance – Amounts the City intends to use for a specific purpose. Unassigned Fund Balance – The residual classification for the general fund and includes amounts that are not contained in the other classifications. Unassigned amounts are the portion of fund balance which is not obligated or specifically designated and is available for any purpose.
Classification of Fund Balance When expenditures are incurred for purposes for which both restricted and unrestricted fund balance is available, restricted fund balance is considered to have been spent first. When expenditures are incurred for purposes for which amounts in any of unrestricted fund balance classifications can be used, committed amounts should be reduced first, followed by assigned amounts and then unassigned amounts.
- 455 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND BALANCE POLICY OF GOVERNMENTAL FUNDS (Continued)
Reservations of Fund Balance The fund balances of the City’s governmental funds include but are not limited to: 1. Non-spendable Fund Balance a. Inventory Reserve – the inventory fund balance reserve is established to indicate those amounts relating to inventories that are not in spendable form. b. Prepaid and Deposits Reserve – the prepaid and deposits fund balance reserve is established to indicate those amounts relating to prepaids and deposits that are not in spendable form. 2. Restricted Fund Balance a. Encumbrances - The City encumbers funds associated with a purchase order which is evidence of a contract by third party restriction. 3. Committed Fund Balance Reserves a. Tree Planting Trust Fund Reserve - Ordinance 31-09 establishes and provides for funding of the Tree Planting Trust Fund. Expenditures are also authorized by ordinance and may be made with appropriate approval. b. Park Purchases Reserve - Ordinance 9-96 establishes and provides for funding of an escrow account for park, recreation or open space needs in lieu of dedication of land for residential subdivisions. The funds are to be used for acquiring parks and developing playgrounds with appropriate approval. c. Council Reserve (General Fund) – A minimum reserve of 15 percent of the General Fund beginning adopted appropriations (expenditure budget) should be incrementally established and maintained for use in meeting unanticipated needs and/or emergencies. i. Use of Council Reserve. Council reserves shall be used only after all efforts have been exhausted to fund unanticipated needs and/or emergencies, such as implementing a modified hiring freeze and expenditure reductions. Once the Mayor has determined that it is necessary to draw down Council reserves, written communication should be provided by the Mayor to City Council, explaining the nature of the unanticipated need and/or emergency and requires approval by a two-thirds vote of City Council. Use of funds may only be initiated when current fiscal year revenues decrease by 5 percent or more of the total adopted beginning estimated revenues, including transfers. A maximum of fifty percent of the shortfall or fifty percent of the prior fiscal year ending Council reserve balance may be drawn, whichever is less. At no time may the reserve be less than 7.5 percent of adopted annual appropriations or half of the prior fiscal year ending Council reserve balance, whichever is greater. The Council reserve may not be used for more than two consecutive years. ii. Replenishment of Council Reserve. If the reserves are drawn down below the minimum required level of 15 percent, then a budgetary plan shall be implemented to return the reserve to a minimum 15 percent level in no more than a 5 year period. The progress of replenishment should be reported in the annual budget. iii. Funding of Council Reserves. Proceeds from the sale of City (general government) owned surplus real property and any other funds identified in the budget will be used to increase the reserve. Interest earnings will be applied on the reserve balance each fiscal year.
- 456 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND BALANCE POLICY OF GOVERNMENTAL FUNDS (Continued)
4. Assigned Fund Balance a. Carry Forward - The carryforward fund balance reserve is identified by the Mayor at the close of each fiscal year, subject to approval of City Council, and is comprised of the designated and departmental carry forwards. i. Designated Carry Forward – funds identified in the annual budget (and any amendments thereto) to provide for differences, if any, between budgeted revenues and expenditures. ii. Departmental carry forward – funds for which appropriations have been made in previous fiscal years that have been approved by the Mayor to be carried forward to subsequent fiscal years, subject to City Council approval. b. Special Assessments - The special assessment fund balance reserve is established to indicate those funds derived from and available for the special assessment program.
Authority to Assign The Mayor shall have authority to assign amounts of fund balance to a specific purpose; however, before expenditure, amounts must be appropriated by City Council.
Minimum Level of Unassigned Fund Balance The City does not currently have a formal minimum fund balance policy.
Annual Review and Determination of Fund Balance Reserve Amounts Compliance with the provisions of this policy shall be reviewed, presented and discussed as part of the annual Comprehensive Annual Financial Report (CAFR) process and presentation to City Council, and the amounts of restricted, committed, assigned, non-spendable and unassigned fund balance shall be reported. In addition, the amount of the Council reserve will be reviewed as part of the annual budget.
Additional Information, Requirements and Responsibilities It will be the responsibility of the City to keep this policy current.
(09/09/2010)
- 457 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 458 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX L FUND STRUCTURE BASIS OF ACCOUNTING
FUND ACCOUNTING
The accounts and the budget of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. Government resources are allocated to and accounted for, in individual funds based upon the purposes for which those resources are intended to be used in accordance with special regulations, restrictions, or limitations. The operations of each fund are accounted for through a separate set of self- balancing accounts that comprises its assets, liabilities, fund equity, revenue and expenditures, or expenses, as appropriate. The funds are classified for reporting purposes into three basic fund types; governmental, proprietary and fiduciary funds. The purpose of the City's various funds and account groups are as follows:
Governmental Funds: General Fund - The General Fund is used to account for all financial resources except those required to be accounted for in another fund. All general property taxes, fines, various permits, property rentals and certain intergovernmental revenues are recorded in this fund. Typical expenditures are for administration, planning services, neighborhood services, public works & facilities, and public safety. Special Revenue Funds - Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Trust and Agency Funds which account for assets held by the City in a trustee capacity for individuals, other governmental units and for other funds are also recognized as Special Revenue Funds. Debt Service Funds - Debt Service Funds account for the accumulation of resources for, and the payment of, general long-term debt principal and interest and related cost. Capital Projects Funds - Capital Projects Funds account for financial resources to be used for the acquisition or construction of major capital facilities or improvements (other than those financed by proprietary funds).
Proprietary Funds: Enterprise 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 (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Internal Service Funds - Internal Service Funds account for the financing of goods or services provided by one department to other departments of the City.
- 459 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND STRUCTURE BASIS OF ACCOUNTING (Continued)
Account Groups: General Fixed Assets - To account for all fixed assets of the City, except fixed assets of Proprietary Funds and Similar Trust Funds. General Long-Term Debt - To account for all the outstanding principal balances of any general and special obligation bonds or notes, capitalized leases, installment purchases, and compensated absences of the City, except long-term obligations of Proprietary Funds.
MEASUREMENT FOCUS
Governmental Fund Types - General, Special Revenue, Expendable Trust, Agency, Debt Service, and Capital Projects are accounted for on a "spending" or "financial flow" measurement focus. This means that only current assets and current liabilities are generally included on the balance sheets. Accordingly, the reported undesignated fund balances (net current assets) are considered a measure of available, spendable or appropriable resources. Governmental Fund Type operating statements present increases (revenue and other financing sources) and decreases (expenditures and other financing uses) in net current assets.
Proprietary Fund Types - Enterprise and Internal Service Funds are accounted for on an "income determination" measurement focus. Accordingly, all assets and liabilities are included on their balance sheets, and the reported fund equities (total reported assets less total reported liabilities) provide an indication of the economic net worth of the funds. Operating statements for Proprietary Fund Types (on an income determination measurement focus) report increases (revenue) and decreases (expenses) in total economic net worth.
Account Groups - The General Fixed Assets Account Group and the General Long-Term Debt Account Group are concerned only with the measurement of financial position. They are not involved with the measurement of results of operations. Long-term obligations, which are not intended to be financed through Proprietary or Fiduciary Funds, are accounted for in the General Long-Term Debt Account Group. Fixed assets, which are not used in Proprietary or Fiduciary Fund operations, are accounted for in the General Fixed Assets Account Group.
- 460 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
FUND STRUCTURE BASIS OF ACCOUNTING (Continued)
BASIS OF ACCOUNTING
Basis of accounting refers to when revenues, expenditures or expenses are recognized in the accounts, included in the budget and reported in the financial statements. The basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied.
The government-wide financial statements are reported using the economic resources measurement focus and the full accrual basis of accounting, as are the proprietary fund and fiduciary fund financial statements. Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, revenues are considered to be available if they are collected within 60 days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due.
Franchise fees, licenses, and interest associated with the current fiscal period are all considered to be susceptible to accrual and therefore are recognized as revenues of the current fiscal period. All other revenue items are considered to be measurable and available only when cash is received.
BUDGETARY BASIS
The budgets of general government type funds are prepared on a modified accrual basis for accounting and budgeting purposes. Briefly, this means that obligations of the City (outstanding purchase orders) are budgeted as expenses but revenues are recognized only when they are actually received.
The Enterprise Funds, on the other hand, are budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made (such as through a purchase order), but revenues are also recognized when they are obligated to the City (for example, gas user fees are recognized as revenue when bills are produced or service is provided). The City also utilizes Internal Service Funds which are budgeted on a full accrual basis.
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of “Generally Accepted Accounting Principles” (GAAP). In most cases, this conforms to the way the City prepares its budget. There are two exceptions: the treatment of depreciation expense and compensated absences. Depreciation expense is not budgeted but instead the budget reflects the full purchase cost of capital improvements. The CAFR shows depreciation expense for Enterprise Funds as required by GAAP. Compensated absences are not included in the budget, whereas the CAFR reflects both sick and vacation as accrued liabilities as required by GAAP.
- 461 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 462 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX M DESCRIPTION OF FUNDS
GOVERNMENTAL FUNDS
General Fund The General Fund is the major city-wide fund. It is used to account for all financial resources except those required to be accounted for in another fund. All general property taxes, fines, various permits, property rentals and certain intergovernmental revenues are recorded in this fund. Typical expenditures are for administration, planning services, neighborhood services, public works, and public safety.
Special Revenue Funds Special Revenue Funds are used to track operations that have revenue sources which are required to be expended in a certain manner. Special revenue funds are different from enterprise funds in that they may be property tax supported, and they are not usually expected to support the full cost of their operations. Special Revenue Funds also include fiduciary and trust and agency type funds which account for assets held by the City in a trustee capacity for individuals, other governmental units and/or other funds. The City of Pensacola has the following Special Revenue Funds: Special Grants Fund – To account for various private, state and federal grant receipts and the expenditures thereof. Local Option Gasoline Tax Fund – The Local Option Gasoline Tax Fund accounts for the receipt and expenditures of gasoline tax revenue. Typical expenditures are for transportation related projects. Community Development Block Grant Fund – To account for various private, state and federal grant receipts and the expenditures thereof. Typical expenditures provide housing for persons of low and moderate income. Community Redevelopment Agency Fund – To account for the tax increment development receipts and the expenditures thereof. Typical expenditures are related to eliminating slum and blight in the Inner City. Urban Core Redevelopment Trust Fund – To account for the tax increment development receipts and the expenditures thereof. Typical expenditures are related to transfers to the Community Redevelopment Agency and payment of debt service expenditures. West Florida Public Library Fund – To account for the receipts and expenditures of the Pensacola-Escambia Library. Stormwater Utility Fund – To account for the receipts of the stormwater utility fee revenue. Expenditures are for the day-to-day operations of stormwater and street cleaning functions. Section 8 Housing Assistance Payments Program Fund – To account for housing assistance payments financed by grant monies from the Department of Housing and Urban Development. Recreation Fund – To account for monies provided by the City and by various youth groups and athletic clubs. The monies are expended primarily on various recreation resource centers and athletic programs. Tennis Center Fund – To account for the City owned public tennis center.
- 463 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DESCRIPTION OF FUNDS (Continued)
GOVERNMENTAL FUNDS (Continued)
Law Enforcement Trust Fund – To account for proceeds from the sale of confiscated property. Expenditures of such funds are restricted to law enforcement purchases. Hurricane Damage Fund – To account for monies received and expended for disaster relief as a result of Hurricane Ivan (September 16, 2004), Hurricane Dennis (July 10, 2005) and Hurricane Katrina (August 29, 2005). Municipal Golf Course Fund – To account for the City-owned public golf course. Eastside Tax Increment Financing District Fund – To account for the tax increment development receipts and the expenditures thereof for the Eastside TIF District. Inspection Services Fund – To account for the inspection services receipts and the expenditures thereof. Typical expenditures are related to regulatory services, such as zoning and construction permitting expenditures. Westside Tax Increment Financing District Fund – To account for the tax increment development receipts and the expenditures thereof for the Westside TIF District.
Debt Service Funds
Debt Service Funds are established to account for the payment of interest and principal on bonds or other long-term borrowing. The City of Pensacola has the following Debt Service Funds: Tax and Franchise Fee Debt Service Fund – To account for the payment of General Government Bond Issues. CRA Debt Service Fund – To account for the accumulation of resources for and the payment of the 2004 Community Redevelopment Bonds which were issued to defease the 1994 Redevelopment Refunding Bonds. Financing is provided from increases in assessed valuation within the redevelopment area.
Capital Projects Funds
Capital Project Funds are established to account for the acquisition or construction of major capital facilities or improvements (other than those financed by proprietary funds). The City of Pensacola has the following Capital Projects Funds: Local Option Sales Tax Fund – To account for the construction of various infrastructure improvements including port improvements, neighborhood services improvements, street resurfacing and reconstruction, and fire station renovations. Financing is provided by amounts received from the local infrastructure surtax. Stormwater Capital Projects Fund – To account for the construction of various stormwater improvements. Maritime Community Park Construction Fund – To account for the construction of Maritime Community Park infrastructure improvements.
- 464 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DESCRIPTION OF FUNDS (Continued)
PROPRIETARY FUNDS
Enterprise Funds
Enterprise funds are accounted for in the same manner as a business. An enterprise funds includes operations, capital, construction, and debt service for bond issues which are funded through charges for services. The City of Pensacola has the following Enterprise Funds: Gas Utility Fund – To account for the City-owned natural gas service. Sanitation Fund – To account for solid waste disposal services provided to City residents. Port Fund – To account for the City-owned Port Facility. Airport Fund – To account for the City-owned Airport Facility.
INTERNAL SERVICE FUNDS
Internal Service Funds are used to account for the financing of goods and services provided by one department or agency to another, or to other governments, on a cost reimbursement basis. The City of Pensacola has the following Internal Service Funds: Insurance Retention Fund – To account for the operation of the City’s self-insurance program and the Risk Management Activity. Central Services Fund – To account for the operation of the City Mail Room, Management Information Services, Engineering and Construction Services and Central Garage Facilities.
- 465 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX N CITY OF PENSACOLA FUNDED POSITION COMPARISON LAST TEN YEARS
FY FY FY FY FYFY FY FY FY FY 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 GENERAL FUND AND RELATED DEPTS Mayor 00000 0 0 0 611 City Manager 1198777 7 5 0 0 City Clerk 33333 3 3 3 3 3 City Council 00000 0 0 0 0 1 Legal 66666 6 3 3 3 4 Human Resources 1313121414148 7 7 7 Civil Service 33333 3 2 2 2 2 Financial Services 51 50 51 50 47 45 23 23 23 23 Planning Services 31 33 32 32 32 14 (b) 10 10 12 8 Neighborhood Services 92 92 92 92 92 92 80 80 73 28 Public Works 15161617171612121254 Fire 139 139 136 142 (a) 142 138 115 114 111 111 Police 233 230 229 229 226 220 212 209 204 205 SUBTOTAL GENERAL FUND 597 594 588 595 589 558 475 468 456 457 Central Garage - Central Services Fund 23 24 24 24 24 22 18 18 17 17 Engineering - Central Services Fund 11 10 10 11 11 11 11 12 13 12 Financial Services - Central Services Fund33222 2 3 3 2 1 Financial Services - Risk Management44455 5 6 6 6 5 Golf 55777 7 5 5 5 5 Inspection Services Fund 0000018(b) 14 11 9 10 MIS - Central Services Fund 20 20 20 19 18 18 17 16 16 17 Stormwater Utility Fee Fund 34 32 32 32 32 32 31 29 29 29 W Florida Public Library Fund 33 33 41 42 49 49 52 40 40 36 SUBTOTAL GENERAL FUND RELATED 133 131 140 142 148 164 157 140 137 132 TOTAL GENERAL FUND AND RELATED 730 725 728 737 737 722 632 608 593 589 OTHER FUNDS Energy Services 111 112 112 112 113 113 131 122 121 117 Sanitation Services 62 62 62 59 60 57 51 47 43 41 Port of Pensacola 14 11 11 10 12 12 10 10 10 10 Airport 48494949505162636861 CRA 33344 4 2 2 2 2 Housing 28282727252523232322 TOTAL OTHER FUNDS 266 265 264 261 264 262 279 267 267 253
TOTAL AUTHORIZED POSITIONS 996 990 992 998 1,001 984 911 875 860 842
(a) Per Council Action on 05/25/06, add six (6) Apprentice Firefighter (F-02) positions for the period July 1, 2006 through September 30, 2007 to address the manpower shortage with the upcoming retirements. (b) Inspection Services moved to a Special Revenue Fund.
- 466 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA 10-YEAR FUNDED POSITION COMPARISON
1200
900
600
300
0 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
- 467 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 468 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX O CITY OF PENSACOLA APPROVED PAY SCALE SUMMARY (Effective the first payday in October 2011)
(A) (B) (C) Administrative Employees General Employees Public Safety - Fire * Public Safety - Police
RangeSalary Range** RangeSalary Range ** Range Salary Range ** Range Salary Range **
C-01 23,129 - 50,877 GE-01 19,115 - 32,677 F-01 18,061 - 23,608 P-01 20,758 - 33,197 C-02 28,891 - 63,607 GE-02 20,092 - 34,341 F-02 30,049 - 51,369 P-02 32,968 - 61,860 C-03 40,456 - 82,743 GE-03 21,091 - 36,047 F-03 35,072 - 59,771 P-03 51,480 - 73,653 C-04 52,041 - 101,796 GE-04 22,152 - 37,877 F-04 41,321 - 68,023 P-04 60,694 - 80,143 C-05 63,627 - 139,964 GE-05 23,171 - 38,730 F-05 48,916 - 79,594 GE-06 23,878 - 40,394 F-06 46,945 - 80,143 GE-07 24,585 - 42,016 GE-08 25,500 - 42,932 GE-09 26,270 - 43,868 GE-10 27,040 - 45,719 GE-11 27,809 - 47,591 (D) (E) GE-12 28,537 - 48,818 Public Safety - Airport Code Enforcement GE-13 29,286 - 50,087 GE-14 30,160 - 51,564 GE-15 31,678 - 54,164 RangeSalary Range ** Range Salary Range ** GE-16 33,280 - 56,868 GE-17 34,964 - 59,738 AP-01 27,331 - 46,717 EO-01 24,793 - 42,349 GE-18 36,712 - 62,754 AP-02 30,160 - 51,564 EO-02 27,331 - 46,717 GE-19 38,563 - 65,895 EO-03 30,160 - 51,564 GE-20 40,518 - 69,223 EO-04 39,332 - 67,205 GE-21 42,556 - 72,696 EO-05 43,388 - 74,090 GE-22 43,388 - 74,111 GE-23 46,945 - 80,143
(A), (B), (C), (D) and (E) are all Civil Service Employees * Includes mandatory overtime pay except for the mandatory overtime pay on education incentive pay. ** Annual amounts are approximated based on hourly rate to the nearest cent.
- 469 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 470 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX P CITY OF PENSACOLA PAY CLASSIFICATION SCHEDULE RANGES EFFECTIVE OCTOBER 1, 2011
JOB CODE TITLE RANGE 4042 Account Data Collector GE-05 4017 Accountant GE-16 3003 Administrative Account Clerk GE-05 1007 Administrative Assistant C-04 2014 Administrative Officer GE-07 2010 Administrative Officer I GE-11 2004 Administrative Officer II GE-15 2003 Administrative Officer III GE-19 2001 Administrative Officer IV GE-23 1009 Administrative Secretary-Civil Service N/R 1173 Airport Contract Administrator C-03 7008 Airport Custodial Worker GE-03 1014 Airport Director C-05 2030 Airport Electrical/Mechanical Control Supervisor I GE-17 4061 Airport Electrical/Mechanical Technician I GE-13 4060 Airport Electrical/Mechanical Technician II GE-15 4090 Airport Electrician I GE-14 4091 Airport Electrician II GE-16 4092 Airport Electrician III GE-17 2042 Airport Electronics Technician GE-17 6002 Airport Equipment Operator GE-06 2097 Airport Maintenance Supervisor-Electrical GE-18 2099 Airport Maintenance Supervisor-Technical GE-18 7014 Airport Maintenance Technician I GE-04 7012 Airport Maintenance Technician II GE-06 6034 Airport Maintenance Technician III GE-08 2043 Airport Maintenance Technician Supervisor GE-13 4093 Airport Operations Assistant GE-11 - 471 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 4063 Airport Operations Dispatcher GE-07 2101 Airport Operations Duty Manager GE-18 2031 Airport Operations Officer GE-15 1160 Airport Police Captain C-03 1161 Airport Police Lieutenant C-02 5602 Airport Police Officer AP-01 5614 Airport Police Sergeant AP-02 1175 Airport Properties Manager C-02 4095 Airport Property & Budget Manager GE-23 5603 Airport Traffic Officer GE-03 2045 Area Manager GE-23 1163 Assistant Airport Director for Engineering & Facilities C-04 1068 Assistant Airport Director for Finance C-04 1069 Assistant Airport Director for Operations C-04 1105 Assistant City Administrator C-05 1023 Assistant City Attorney C-05 1028 Assistant City Clerk C-01 1004 Assistant City Manager C-05 1166 Assistant City Nurse C-02 2111 Assistant Customer Service Manager GE-21 1011 Assistant Department Director C-04 1010 Assistant Department Director-Civil Service N/R 1093 Assistant ESP Director for Operations C-04 1094 Assistant Financial Services Director C-04 1096 Assistant Housing Director C-04 1097 Assistant Housing Operations Manager C-02 1134 Assistant Human Resources Director C-04 1106 Assistant Inspection Services Administrator C-03 1088 Assistant Library Director C-04 1089 Assistant MIS Director C-04 1104 Assistant Neighborhood Coordinator C-01 1099 Assistant Parks & Recreation Director C-04 8032 Assistant Police Chief C-04 8036 Assistant Port Director for Finance C-04 - 472 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 1086 Assistant Port Director for Operations C-04 2081 Assistant Risk Manager GE-21 1080 Assistant Sanitation Services/Fleet Mgmt Director C-04 1211 Assistant to Chief Financial Officer C-02 1095 Assistant to Director of Finance C-02 6006 Auto Body Fender Painter/Repair Worker GE-06 6019 Auto Body Fender Painter/Repair Worker II GE-08 6005 Auto/Equipment Mechanic I GE-06 6003 Auto/Equipment Mechanic II GE-08 1131 Battalion Chief C-04 2090 Benefit Coordinator GE-15 4011 Budget Analyst GE-09 1170 Budget Manager C-04 2106 Budget Manager GE-23 1123 Business Development Administrator C-04 2018 Cargo Operations Superintendent GE-16 1210 Chief Financial Officer C-05 1190 Chief of Economic Opportunities & Sustainability N/R 1220 Chief of Neighborhoods N/R 1200 Chief of Staff N/R 1100 City Administrator N/R 1022 City Attorney N/R 1027 City Clerk N/R 1155 City Clerk Aide C-01 1017 City Engineer C-05 1001 City Manager N/R 1165 City Nurse C-03 3008 Clerk I GE-01 3006 Clerk II GE-02 3005 Clerk III GE-03 4070 Code Enforcement Specialist GE-12 4006 Code Inspector I GE-12 4004 Code Inspector II GE-14 3001 Collector GE-07 - 473 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 4150 Communications Technician II GE-19 1101 Community Development Director C-05 1051 Community Redevelopment Agency Administrator C-04 4023 Computer Operator GE-05 4013 Construction Inspector GE-11 4067 Corrosion Services Leader GE-16 4037 Corrosion Technician GE-10 1215 Council Executive C-03 1071 Crime Data Analyst I C-01 1070 Crime Data Analyst II C-01 4050 Crime Scene Analyst I GE-10 4051 Crime Scene Analyst II GE-12 2109 Crime Scene Supervisor GE-21 1037 Crime Scene Technician C-02 7006 Custodial Worker I GE-01 1078 Customer Service Manager C-04 3016 Customer Service Representative I GE-05 3015 Customer Service Representative II GE-07 2129 Damage Prevention Manager GE-19 4024 Data Processing Operator GE-11 4043 Data Processing Operator II GE-13 1132 Deputy Fire Chief C-04 5001 Deputy Fire Chief (80 hr) F-06 1035 Director of Civil Service N/R 1016 Director of Finance C-05 2065 District Manager GE-21 4030 Draftsperson GE-04 4029 Duplicating Equipment Operator GE-06 1110 Economic Development Coordinator C-02 4016 Electrician GE-11 1065 Energy Services Business Development Manager C-03 1019 Energy Services Director C-05 5509 Enforcement Officer I EO-01 5510 Enforcement Officer II EO-02 - 474 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 5513 Enforcement Officer III EO-03 5511 Enforcement Officer Supervisor I EO-04 5512 Enforcement Officer Supervisor II EO-05 4033 Engineering Aide GE-02 4079 Engineering Services Technician I GE-08 4078 Engineering Services Technician II GE-13 1145 Environmental Administrator C-03 1018 Environmental Coordinator C-02 6013 Equipment Operator II GE-05 6004 Equipment Operator III GE-07 2126 ESP Safety & Training Coordinator GE-23 2128 ESP Technology Manager GE-19 4055 Evidence Technician GE-06 8028 Executive Assistant C-01 1084 Executive Assistant to City Manager C-02 1108 Executive Assistant to Mayor C-02 3011 Executive Secretary I GE-05 3009 Executive Secretary II GE-07 2095 Facilities Operations Supervisor GE-16 8041 Family Housing Self-Sufficiency Coordinator C-01 6015 Field Services Leader GE-16 6060 Field Services Technician GE-10 7064 Field Services Worker GE-05 1150 Financial Services Manager C-04 5103 Fire Cadet F-01 5017 Fire Captain I F-04 5018 Fire Captain II F-05 1043 Fire Chief C-05 5015 Fire Engineer F-03 3010 Gas Account Clerk GE-04 4018 Gas Controller GE-13 2127 Gas Distribution Engineer GE-23 4022 Gas Industrial Meter Repair Worker GE-15 4038 Gas Leak Inspector GE-15 - 475 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 6017 Gas Meter Technician GE-10 4012 Gas Pressure Controller GE-15 1122 Golf Course Greens Superintendent C-02 1120 Golf Course Manager C-01 8023 Harbor Master C-02 4152 Help Desk Technician I GE-11 1109 Housing Administrator C-04 1081 Housing Director C-05 8024 Housing Rehabilitation Programs Manager C-03 8025 Housing Rehabilitation Specialist C-02 8026 Housing Section 8 Finance Specialist C-01 8027 Housing Section 8 Quality Standards Inspector C-02 4025 Housing Specialist GE-09 1135 Human Resources Administrator C-04 1133 Human Resources Director C-05 1137 Human Resources Manager C-03 4076 HVAC Technician I GE-10 4077 HVAC Technician II GE-13 2015 Identification Supervisor GE-20 1102 Inspection Services Administrator C-04 2007 Inspections Supervisor GE-16 4027 Instrument Technician GE-06 2006 Instrument/Electrical Control Supervisor GE-15 4009 Instrument/Electrical Control Technician I GE-11 4003 Instrument/Electrical Control Technician II GE-13 4145 Inter Library Loan Technician GE-10 7007 Laborer GE-01 4014 Latent Print Examiner GE-12 4002 Latent Print Technician GE-16 6009 Lead Worker GE-09 1225 Legal Advisor C-05 1038 Legal Assistant C-03 2012 Librarian GE-15 1141 Library Administrator C-04 - 476 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 4075 Library Computer Technician GE-07 1054 Library Director C-05 1142 Library Manager C-03 4020 Library Specialist GE-15 4032 Library Technician GE-09 2093 Maintenance Manager GE-23 2047 Maintenance Services Supervisor GE-16 7004 Maintenance Worker I GE-02 7002 Maintenance Worker II GE-03 6010 Maintenance Worker III GE-05 1053 Manager of Air Service Development & Marketing C-03 1067 Manager of Airport Planning & Development C-03 4019 Marketing Associate GE-08 1113 Marketing Manager C-03 4053 Marketing Representative GE-12 6118 Master Mechanic GE-11 6021 Master Mechanic I GE-09 6022 Master Mechanic II GE-10 4074 Measurement Services Manager GE-19 6014 Mechanical Service Technician GE-03 1240 MIS Administrator C-04 1079 MIS Director C-05 4157 MIS Supervisor GE-23 1107 Neighborhood & Economic Dev Administrator C-04 1074 Neighborhood Enhancement Team Coordinator C-02 1125 Neighborhood Services Director C-05 2120 Network Manager GE-23 2023 Network/Mainframe Administrator GE-23 2122 Network/System Engineer I GE-15 2124 Network/System Engineer II GE-19 4065 Operations Services Technician GE-11 2040 Operations Supervisor GE-10 2009 Operations Supervisor I GE-11 2008 Operations Supervisor II GE-13 - 477 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 2027 Operations Supervisor III GE-15 2066 Operations Support Manager GE-21 1075 Parks & Recreation Director C-05 2108 Payroll & Retirement Manager GE-23 2115 Payroll Specialist GE-15 3020 Permit Clerk GE-06 4005 Personnel Officer GE-11 8029 Personnel Specialist C-02 4045 Personnel Technician GE-09 6170 Piping Services Leader GE-16 4125 Piping Services Manager GE-19 1180 Planner C-01 1103 Planning Services Administrator C-04 4059 Planning Technician GE-11 2070 Plans Examiner GE-15 1130 Police Administrative Captain C-04 8031 Police Budget & Planning Specialist C-03 5102 Police Cadet P-01 1044 Police Chief C-05 5502 Police Lieutenant P-04 8033 Police Media Relations Coordinator C-02 8034 Police Neighborhood Liaison C-02 5514 Police Officer P-02 2125 Police Property Management Assistant GE-05 3025 Police Records Clerk GE-05 5503 Police Sergeant P-03 8035 Port Business Development Manager C-03 1076 Port Director C-05 2029 Port Maintenance Superintendent GE-16 8037 Port Maintenance Worker C-02 5009 Professional Firefighter F-02 4088 Program Specialist GE-05 4008 Programmer Analyst GE-10 1153 Project Engineer C-02 - 478 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 1151 Project Manager C-04 1205 Public Information Officer C-04 4057 Public Safety Telecommunicator I GE-07 4056 Public Safety Telecommunicator II GE-10 2075 Public Safety Telecommunicator Supervisor GE-13 1082 Public Works Director C-05 8038 Purchasing Manager C-04 4026 Radio Dispatcher GE-04 4089 Recreation Assistant Supervisor GE-10 2089 Recreation Supervisor GE-15 2080 Risk Manager GE-23 6032 Sanitation Equipment Operator I GE-07 6030 Sanitation Equipment Operator II GE-09 1077 Sanitation Services/Fleet Mgmt Director C-05 4066 SCADA Services Leader GE-16 1066 Seaport Security Administrator C-02 2020 Senior Administrative Officer I GE-13 2021 Senior Administrative Officer II GE-17 2022 Senior Administrative Officer III GE-21 2005 Senior Librarian GE-19 4052 Senior Marketing Representative GE-16 2077 Senior Permit Clerk GE-08 2130 Senior Services Program Coordinator GE-19 1171 Senior Technical Services Manager C-04 4140 Senior Urban Planner GE-19 2105 Shop Manager GE-17 6065 Small Engine Mechanic GE-05 2050 Software Development Manager GE-23 1127 Special Projects Coordinator C-04 6035 Street Sweeper Operator GE-07 8042 Streets Superintendent C-04 1191 Sustainability Administrator C-04 2053 System Analyst/Programmer I GE-15 2054 System Analyst/Programmer II GE-19 - 479 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
JOB CODE TITLE RANGE 2055 System Analyst/Programmer III GE-21 4036 Technical Assistant GE-01 4044 Technical Specialist GE-03 4085 Traffic Engineering Technician GE-09 2033 Traffic/Electrical Control Supervisor GE-17 4082 Traffic/Electrical Control Technician I GE-12 4080 Traffic/Electrical Control Technician II GE-15 1012 Transportation Engineer C-04 6008 Tree Trimmer GE-05 4041 Urban Planner GE-11 3030 Utility Billing Clerk GE-08 6020 Vehicle Procurement Specialist GE-08 1235 Volunteer Coordinator C-02 4034 Warehouse Operator GE-01 8020 Weed & Seed Coordinator C-02
- 480 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX Q GENERAL INFORMATION CONCERNING THE CITY
Location and Climate The City of Pensacola is the westernmost city in the Florida Panhandle and the county seat of Escambia County. The City covers an area of 25.09 square miles in the southern part of the County. The City is situated just 50 miles east of Mobile, Alabama, via Interstate 10, and is directly connected to Tallahassee, the State Capital, which is approximately 200 miles to the east.
Pensacola is a seaport on Pensacola Bay, which connects to the Gulf of Mexico. A large United States Naval Air Station, the first in the United States, Is located southwest of Pensacola and is home to the Blue Angels flight demonstration team and the National Museum of Naval Aviation. The main campus of the University of West Florida is situated north of the city center.
City is located in a warm temperature zone, and its climate is typical of the region along the upper Gulf Coast of Florida. The winters are mild, and the summer heat is tempered by the prevailing southerly winds from the Gulf of Mexico.
General Information and History Pensacola is nicknamed “The City of Five Flags” due to the five governments that have flown flags over it during its history: those of Spain, France, Great Britain, the Confederate States of America, and the United States. Other nicknames include “World’s Whitest Beaches” (due to the white sand prevalent along beaches in the Florida panhandle). “Cradle of Naval Aviation” (the National Museum of Naval Aviation is located at the Pensacola Naval Air Station, home of the legendary Blue Angels), “Western Gate to the Sunshine State,” and “America’s First Settlement.”
Pensacola has a rich and colorful history dating back 450 years, being the first European settlement in the continental United States and controlled by five countries. Pensacola’s location has caused great turmoil, with many buildings destroyed by wars and by numerous major hurricanes. The location, south of the original British colonies, and on the dividing line between French Louisiana and Spanish Florida along the Perdido River, has caused the possession of the city to change multiple times. Pensacola has been under the possession of the Spanish, French, British, United States and Confederate States, and has remained a part of the United States since the end of the American Civil War. Along with wars, numerous hurricanes have been a massive factor in Pensacola history, destroying houses and leaving many people homeless.
Early exploration of Pensacola Bay spanned decades, with Ponce de Leόn, Pάnfilo de Narvάez, and Hernando de Soto plus others charting the area. Due to prior exploration, the first settlement of Pensacola was large, with over 1,400 people on 11 ships from Vera Cruz, Mexico landing on August 15, 1559, led by Don Tristάn de Luna y Arellano. However, weeks later on September 19, 1559 the colony was decimated by a hurricane which killed hundreds, sank five ships, grounded a caravel and ruined supplies. The 1,000 survivors decided to relocate and resupply the settlement, but due to famine and attacks, the effort was abandoned in 1561. About 240 people sailed to Santa Elena (today’s Parris Island, South Carolina), but another storm hit there, so they sailed to Cuba and scattered. The remaining 50 at Pensacola were taken back to Mexico, and the Viceroy’s advisors concluded that northwest Florida was too dangerous to settle, a believe that endured for 135 years.
Pensacola was permanently reestablished by the Spanish in 1696 on the mainland, near Fort Barrancas. It was occupied by the French in 1719 but another major hurricane devastated the settlement in 1722 causing the French to evacuate, and the Spanish returned.
- 481 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
At the end of the French and Indian War in 1762, Pensacola became the capital of the 14th British colony, West Florida. The British went back to the mainland area of fort San Carlos de Barrancas, building the Royal Navy Redoubt. After Spain joined the American Revolution late in 1779, the Spanish captured East Florida and West Florida in the 1781 Battle of Pensacola, retaining it from 1781 – 1819. In the Transcontinental Treaty of 1819, Spain renounced its claims to West Florida and ceded East Florida to the Untied States. In 1821, with Andrew Jackson as provisional governor, Pensacola became part of the United States.
Government The City of Pensacola was incorporated in 1931 as a municipal corporation of the State of Florida and has operated under the Council-Manager form of government which consists of ten Council members that serve two-year terms. In 2007 a Charter Review Commission was established by the City Council to conduct an independent review of the City’s Charter and to make recommendations to the City Council of any proposed modifications to the Charter for possible consideration by the electorate. The Charter Review Commission drafted a new charter, proposed to replace the charter adopted in 1931. A referendum was held during the month of November 2009 and the results were in approval of a change in the charter to a Mayor/Council form of government. The Mayor and Council Members took office on January 10, 2011. Seven members of the City Council are elected from single- member districts, and two members are elected at-large. The City Council is the legislative and governing body of the City. The Mayor serves in a full-time capacity and exercises the executive powers of the City and supervises all departments.
The City of Pensacola provides a full range of municipal services including public works, public safety, health and social services and recreation and cultural activities. In addition, the City’s enterprise activities include a gas utility, port and airport operations, as well as sanitation services.
Business and Economic Environment The City of Pensacola is located in the Pensacola Metropolitan Statistical Area (MSA) and the Pensacola Mobile Designated Marketing Area (DMA). The Pensacola MSA comprises Escambia County (661 Square miles) and Santa Rosa County (1,024 square miles). The area is proud of its number one employer, the Navy; however tourism, health care and education make up the majority of its workforce and economy. Tourism is the area’s third largest sector, behind military and health care, and has become a year-round business. Military. The Pensacola MSA has an advantage in the caliber and economic strength generated by its military bases. Known since 1914 as the "Cradle of Naval Aviation", the area supports the Naval Air Station (NAS) Pensacola, NAS Whiting Field, Saufley Field, Corry Station and the Naval Hospital. These four bases support training of thousands of US Navy, Marine Corps, Coast Guard, and Air Force personnel. Pensacola is also home to the Blue Angels, the Navy's world famous flight demonstration team. The world class National Museum of Naval Aviation is also located at historic NAS Pensacola with approximately 600,000 visitors annually from around the world. A new National Flight Academy (NFA) is under construction at the museum which will more than double the total size of the facility. The NFA will become a premier Science Technology, Engineering and Math (STEM) education center designed to teach middle and high school students the necessary STEM tools to succeed. Completion is anticipated for 2012. In 1914, NAS Pensacola consisted of 9 officers, 23 mechanics and 8 airplanes. Today, NAS Pensacola is the home of 123 tenant commands located on board its 10,144 acres. In 1971, NAS Pensacola became the headquarters for NETC (Naval Education & Training Command), one of the largest Navy shore commands. NETC is responsible for training and education of all Navy & Marine Corps personnel worldwide. The economic impact of the military in our two-county region is $5.1 billion annually, with an average of 22,000 active military and civilian personnel, and well over 30,000 military retirees that call the greater Pensacola area home.
- 482 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
MILITARY DIRECT ECONOMIC IMPACT NAS PENSACOLA
2006 2007 2008 2009 2010
Total Personnel 21,140 22,207 21,711 22,456 22,991 Military 14,952 15,968 15,437 16,673 17,076
Civilian 6,188 6,239 6,274 5,783 5,915
Total Payroll* $ 1,110,135 $ 1,039,572 $ 1,029,710 $ 1,000,052 $ 1,178,356
Military* $768,402 $741,557 $720,878 $699,074 $856,062
Civilian* $341,922 $298,014 $224,971 $300,979 $322,295
Contracts and Purchases* $340,802 $259,819 $308,838 $179,682 $103,188
Source: Pensacola Chamber of Commerce * In thousands
Eglin Air Force Base and Hurlbert Field are located in Okaloosa County which borders the Pensacola MSA to the east. Eglin Air Force Base is the world’s largest Air Force Base, covering 724 square miles as well as 97,963 square miles of water test ranges and belongs to the Air Force Material Command and the Air Armament Center is the host unit. The Air Armament Center is responsible for development, acquisition, testing, deployment and sustainment of all air-delivered weapons. Eglin has been a major employer in the area from the 1930's to the present day. Hurlbert Field occupies 6,000 acres and is the headquarters of the Air Force Special Operations command. Its mission is to support the training and execution of special air operations that are conducted worldwide. The Air Force's major installations; Eglin AFB, Hurlburt AFB and Duke Field spend about $1.8 billion in Okaloosa County annually. Florida ranks sixth highest among the fifty states in the number of total military personnel. Approximately 30% of federal military and civilian personnel stationed in Florida live in Okaloosa County. Tourism. Tourism has played a vital role as a source for economic activity in the Pensacola MSA. Visitors to the MSA are mainly from the Southeastern United States and Texas. Most popular are visitors from Ft. Walton, Destin and New Orleans for day trips to Pensacola Beach. The annual tourism industry economic impact, according to the Pensacola Bay Area Convention and Visitors Bureau (CVB), is $1.2 billion, employing approximately 18,000 local residents. The tourism industry is the third largest sector of the area’s economy with the first and second being military and health care, respectively. Pensacola has ranked amongst Forbes magazine’s 200 “Best Places for Business and Careers” since its inaugural list in 1999. In 2010, Forbes ranked Pensacola 15th and 18th in the nation for “economic growth projected” and “job growth projected”, respectively. The Pensacola area has a considerable number of facilities that support recreation and leisure activities including a small amusement park, a water park, golf courses, marinas, museums, a zoo, and sports complexes. Pensacola’s main attraction is its sugar white sand beach along the Gulf of Mexico. Other attractions are the Gulf Island National Seashore (which includes Fort Pickens, a historic U.S. military fort) and the National Museum of Naval Aviation with its IMAX Theater.
- 483 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
The Pensacola Bay Area CVB reported fiscal year 2010 to be a strong year despite the BP Deepwater Horizon Oil Spill. Prior to the oil spill, the area experienced early signs of a recovering economy with increasing enplaned passengers at the Pensacola Gulf Coast Regional Airport and a new restaurant, The Grand Marlin, and two new hotels, The Hilton Garden Inn and Margaritaville Beach Hotel, opening on Pensacola Beach. Neighboring counties, according to Pensacola Bay Area CVB, experienced greater declines in tourism during the summer months of 2010 than Escambia and Santa Rosa counties with Escambia and Santa Rosa being the only counties to report positive revenues for September. During fiscal year 2010, lodging revenues exceeded $127 million, down a marginal 5 percent, from fiscal year 2009 revenues of $133 million. Fiscal year 2008 was a record year for tourism with an estimated 3.7 million visitors despite the slowing economy and lodging revenues reaching the highest in history at nearly $138 million.
Government. As of calendar year 2009, government's share of employment in the Pensacola MSA is approximately 17.90%. Government's employment share in Florida was 14.85% while its presence in Escambia County was 17.51%. Government's large share of employment in the Pensacola MSA is accounted for by the relatively large presence of the military in the region.
EMPLOYMENT
The Pensacola MSA is a diversified trade, service, and manufacturing center with total civilian employment of 190,261 during calendar year 2010.
Pensacola MSA Employment/Unemployment Statistics (in thousands)
2005 2006 2007 2008 2009 2010
Civilian Labor Force 197.18 203.57 206.23 209.72 210.06 213.21
Total Employment 189.45 197.20 198.61 197.61 189.78 190.26
Unemployed 7.73 6.37 7.62 12.11 20.28 22.95
Unemployment Rate (percent) 3.9 3.1 3.7 5.8 9.7 10.8 Source: Florida Department of Labor and Employment Securities – (http://fred.labormarketinfo.com)
- 484 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Ten Largest Employers and Manufacturers Pensacola MSA
No. of Employer Principal Business Rank Employees 1 Local Government Government Services 16,500 2 Federal Government Government Services 6,500 3 State Government Government Services 6,200 4 Sacred Heart Health System Health Care Services 5,000 5 Baptist Health Care Health Care Services 4,013 6 Lakeview Center Behavioral Health Care Svcs 2,000 7 Ascend Performance Materials Industrial Nylon Business 1,400 8 Gulf Power Company Electric Utility 1,400 9 West Florida Regional Med. Ctr Health Care Services 1,300 10 University of West Florida Education 1,231 Source: City of Pensacola, CAFR, Statistical section
TRANSPORTATION Transportation throughout northwest Florida includes major federal and state highways connecting the Pensacola vicinity with major cities in the United States. Interstate 10 provides an east-west thoroughfare that connects Pensacola to Mobile, Alabama and New Orleans, Louisiana to the west and Tallahassee, Florida and Jacksonville, Florida to the east. Highway 29 provides four-lane access to Interstate 65 connecting Pensacola to Birmingham and Montgomery, Alabama and Atlanta, Georgia to the north. Two rail lines serve the City and the surrounding area with scheduled freight service. Prior to August 2005, the Sunset Limited (Amtrak) passed through the Northwest Florida countryside making stops in Pensacola, Crestview, Chipley and Tallahassee tri-weekly along the CSX freight route. With the damage suffered by the Gulf Coast from the affects of Hurricane Katrina, the Pensacola, Chipley and Tallahassee Amtrak stations are currently closed until further notice. In January 2009 City Council adopted a resolution requesting Amtrak to restore the Sunset Limited rail passenger service in Florida. Interconnecting bus line service is available from the City to most of the nation and a bus transit service is operated by Escambia County Area Transit for the county area as well. The City has deepwater port facilities and is located on the inter-coastal waterway that allows barge service along the entire Gulf Coast. The Pensacola Gulf Coast Regional Airport is conveniently located near the center of the City of Pensacola with air service provided by two mainline air carriers and their five regional affiliates. In February 2010, United Express began offering non-stop flights to Washington DC and Chicago. In April 2010, American Eagle began offering non-stop flights to Miami.
- 485 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
RECREATION AND CULTURAL ACTIVITIES Because of its favorable climate and environment, the Pensacola area provides opportunities for year-round recreation. Proximity to the Gulf of Mexico and interconnected bays, sounds and harbors provides residents and visitors alike with many natural amenities. Outdoor activities include swimming, sport fishing, boating, diving, tennis, golf, sailing, and camping. Recreational amenities include one public and numerous private golf courses, three private yacht clubs, more than 20 marinas, several tennis clubs, public and private boat ramps, fishing piers, a private zoo, a paced stock car racetrack, dog racing, national monuments and the Gulf Island National Seashore. The national seashore area covers 16 miles of Santa Rosa Island and includes thousands of acres of seashore and dunes and 35 miles of beachfront. The City's cultural activities include the Pensacola Symphony Orchestra, the Pensacola Little Theater, the Pensacola Cultural Center, the T. T. Wentworth, Jr. Museum and the National Museum of Naval Aviation. The cultural infrastructure also includes the Kaleidoscope Dance Theater/Ballet Pensacola, and the Pensacola Civic Center, a 10,000 plus seat arena which has hosted a wide variety of events. Other facilities include the City owned Saenger Theater, a restored 1925 theater, the University of West Florida Center for Fine and Performing Arts, and Pensacola State College’s Ashmore Auditorium. EDUCATION Escambia County uses the County Unit System of education, operating under the supervision of the State of Florida. The School System is administered by the Escambia County School Board. The Escambia County School District, which serves over 40,000 students, is the 20th largest school district in Florida and 127th largest school district in the United States. All high schools in the County are fully accredited by the Southern Association of Colleges and Secondary Schools. The District’s average pupil/teacher ratio is approximately 12:1. A significant number of secondary school students attend private institutions including Pensacola Christian School, Catholic schools and Creative Learning Center. Pensacola High School, home of the area’s International Baccalaureate Program, ranked 22nd in Newsweek magazine’s 2010 list of “America’s Best High Schools”. This is the sixth consecutive year Pensacola High School has ranked in the top 100 high schools in the nation, ranking as high as eighth in 2005. The University of West Florida was established in 1963 and classes began in 1967. The University is a public Four-Year III Institution with the Carnegie Classification of Doctoral/Research. The University is Level V (of VI) accredited by Southern Association of Colleges and Schools. Graduate and undergraduate degree programs are offered in many disciplines including electrical engineering, education, business, computer science and marine biology with the current enrollment of 8,719 undergraduate and 2,465 graduate or unclassified. Pensacola State College was officially opened in September 1948 and provides programs in technical, vocational and adult education. Founded as Pensacola Junior College, upon the Florida State Board of Education’s and Southern Association of Colleges and Schools (SACS) Commission on College’s approval of two workforce baccalaureate degree programs, the college’s name changed to Pensacola State College on July 1, 2010. The college has grown into a comprehensive multi-campus institution providing college credit courses to more than 28,000 students annually. Pensacola is also home to a number of private sector educational institutions including Pensacola Christian College which enrolls approximately 4,000 students annually from all 50 states and approximately 60 countries. UTILITY SERVICES County residents, including residents of the City, receive water and sewer service from the Emerald Coast Utilities Authority, a franchised utility. Electricity is provided by Gulf Power, a division of the Southern Company and is regulated by the Florida Public Service Commission. The City of Pensacola is the sole franchise holder for natural gas for Escambia County excluding the Town of Century which allows the City to be the primary provider of natural gas to both city and county residents.
- 486 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
POPULATION AND PER CAPITA INCOME
Population. The population of the Pensacola MSA according to the 2010 Census was 448,991. Population for the Pensacola MSA is forecasted to grow to 533,900 over the next fifteen years. The population growth per the 2010 Census represents a 9% increase from the 2000 census population of 412,153 with most of the growth in Santa Rosa County. Income per capita in 2010, according to Environmental Systems Research Institute, Inc. (ESRI) Business Analyst Online, for the City of Pensacola, Escambia, Santa Rosa (both representing Pensacola MSA), State of Florida and the United States is $24,070, $22,062, $23,526, $25,768 and $26,739 respectively.
HISTORICAL AND FORECAST POPULATION Pensacola MSA, State of Florida and United States 1980-2025
Pensacola MSA Escambia Santa Rosa Florida United States HISTORICAL 1980 233,794 55,988 289,782 9,746,324 226,545,805 1990 263,302 82,165 345,467 12,937,926 248,709,873 2000 294,410 117,743 412,153 15,982,378 281,421,906 2010 297,619 151,372 448,991 18,801,310 308,745,538 FORECAST 2015 325,300 159,100 484,400 21,204,132 321,085,000 2020 336,600 172,900 509,500 23,406,525 334,123,000 2025 347,600 186,300 533,900 25,912,458 346,655,000 Source: fred.labormarketinfo.com and census.gov.
City of Pensacola Population
1980 1990 2000 2010 57,794 58,906 56,255 55,472 Source: City of Pensacola, CAFR, Statistical section.
- 487 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
Age and Gender Distribution for Population 2010 Median
Location Male Female 0-14 15-24 25-34 35-44 45-54 55+ Age City of Pensacola 47.1% 52.9% 16.4% 12.3% 13.2% 11.6% 14.8% 31.7% 41.9 Escambia County 49.7 50.3 18.0 15.1 14.3 12.7 13.9 26.0 36.8 Pensacola MSA 49.8 50.2 18.6 14.1 13.5 13.1 14.8 25.9 37.8 Florida 48.8 51.2 17.7 12.4 12.2 12.5 14.4 30.8 41.4 United States 49.2 50.8 20.0 13.9 13.3 13.4 14.6 24.8 37
Source: Environmental Systems Research Institute, Inc. (ESRI) Buisness Analyst Online
TOTAL RETAIL SALES
The following table sets forth the trend in total retail sales in the County for calendar years 2006 through 2010 (a):
(In thousands)
2006 2007 2008 2009 2010
Escambia Co. $9,973,513 (b) $9,539,628 $8,472,301 (c) $8,012,504 (c) $8,296,222
Source: Florida Department of Revenue (DOR), Tax Revenue Office; (http://myflorida.com/dor); (a) The numbers presented in the table will continue to change as DOR audits are completed. (b) 2005 and 2006 retail sales increased significantly as a result of the rebuilding efforts from the hurricane damages. (c) The decline in revenue collections is attributed to the downturn in the national economy and increasing internet sales.
- 488 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX R CITY OF PENSACOLA MISCELLANEOUS STATISTICS SEPTEMBER 30, 2010
Date of Incorporation 1931 Natural Gas Utility Form of Government Mayor-Council Miles of Gas Mains 1,627 Area 25.09 Square Miles Service Connections 57,889 Miles of Streets 332 Sanitation Number of Traffic Lights 133 Number of Customers 18,958 Number of Street Lights 8,193 Refuse Collected (tons) Number of Funded Budgeted Positions 842 * Garbage 15,720 Green Waste 11,170 Fire Protection Recycling (New in FY 2009) 3,974 Number of Stations 6 Construction/Demolition 1,659 Number of Employees (Firefighters/Admin./ARFF) 120 * Port Police Protection Warehouses 7 Number of Stations 1 Berths 5 Number of Employees (Police Officers & Admin.) 205 * Vehicular Patrol Units 134 Airport Recreation and Culture Carriers 4 Number of Parks 92 with 478 acres Commuter Services 6 Number of Library Branches 3 Passengers enplaned 719,648 Number of Volumes 301,434 Passengers deplaned 720,098 Street Cleaning Total Flights (Private & Commercial) 125,552 Number of Street Sweepers 6 Golf Course Par 72 Acreage 123 Education – Number and Type (1) Primary 33 Number of Teachers 3,057 Middle 9 Number of Students 39,615 High 7 Special Centers 13 Vocational 1 Charter Schools 7 Colleges 3 Pre-K Centers 2 University 1 * Figures reflected as presented in FY 2012 Budget (1) Source: Escambia County School District
- 489 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA OPERATING INDICATORS BY FUNCTION/PROGRAM LAST TEN FISCAL YEARS
Fiscal Year 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Governmental activities: General Government Permits issued 6,804 6,822 7,382 7,249 16,301 (d) 8,746 7,610 7,415 5,448 5,259 Building inspections conducted - - - - - 19,665 18,989 18,918 13,982 11,305 Police Residential burglary responses 366 445 402 392 207 401 410 363 521 426 Commercial burglary responses 145 156 198 223 146 198 198 118 173 144 Emergency responses 104,242 102,457 98,686 103,503 102,517 96,531 97,602 93,019 84,155 92,991 Physical arrests 4,183 4,200 4,031 3,960 4,582 4,490 4,059 3,958 3,894 3,375 Traffic violations 14,907 13,167 12,519 14,036 11,409 10,793 10,617 9,890 8,095 5,795 Fire Emergency responses 1,571 4,253 5,532 5,738 6,332 5,655 5,624 5,823 6,011 6,117 Fires extinguished 97 249 267 310 264 265 248 264 207 227 Inspections 1,249 1,492 1,340 1,354 1,147 1,615 1,344 1,111 1,689 1,527 Transportation (a) Traffic signals maintained 294 369 478 408 281 297 324 310 280 271 Traffic warning signals maintained 40 42 33 42 62 52 132 95 52 35 Street lights maintained 79 128 239 228 288 219 231 217 194 151 Street name markers replaced 44 77 56 47 83 479 251 193 164 188 Traffic control signs replaced 406 454 379 584 525 110 265 242 679 484 Parking meters replaced 50 30 35 35 35 40 50 - (h) - - Culture and recreation Parks and recreation Number of programs offered - - - - - 496 450 369 244 269 City resident program participants - - - - - 234,889 301,389 288,489 459,634 431,517 County resident program participants 115,691 135,406 74,053 62,324 40,955 Golf Course Rounds played 43,402 41,827 37,007 36,950 32,603 37,427 27,428 30,866 35,543 34,713 Tournaments held - - - - - 92 82 76 80 65 Tournament participants - - - - - 4,942 4,808 4,500 4,500 3,656 Libraries Items circulated 938,731 1,023,651 1,083,813 1,147,516 1,014,058 948,830 680,577 (e) 747,294 778,052 820,091 Public computer use 71,329 101,942 127,621 136,446 148,208 166,164 138,553 159,004 168,654 174,053 Program Attendance 13,690 14,845 16,375 17,086 12,674 13,358 11,551 11,335 10,011 12,535 Information Transactions 58,503 62,080 65,199 60,982 84,039 57,303 71,318 74,349 78,982 97,616 City resident library card usage 24,086 24,700 24,413 23,267 29,646 30,739 30,286 24,373 33,081 36,736 County resident library card usage 57,846 58,905 59,225 54,942 71,348 77,596 77,523 61,475 86,325 95,194
- 490 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA OPERATING INDICATORS BY FUNCTION/PROGRAM LAST TEN FISCAL YEARS (Continued) Fiscal Year
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Economic environment Homes repaired/rehabilitated - 58 36 49 51 41 28 34 39 14 New homes constructed - 12 12 23 45 49 47 46 3 7 First-time homebuyers assisted - 40 6 22 14 59 21 52 35 113 Lots acquired for infill housing - 1 1 4 3 - 1 - - - Families assisted - 1,968 2,162 1,994 1,952 1,600 1,685 2,163 2,269 2,163 Housing inspections conducted - 4,555 1,042 4,807 3,295 3,999 3,336 4,700 4,440 4,077 Congregate meals/meals on wheel provided - 286 184 351 1,269 1,300 978 1,030 1,342 1,667 Day care assistance provided, number of children - 272 235 355 815 295 335 - - - Physical environment (a) Miles of paved streets swept 15,000 20,000 20,000 22,000 22,500 23,610 25,680 27,378 24,740 25,989
Business-type Activities: Utility Average daily consumption in mmbtu's (c) 11,094 9,810 10,158 9,653 8,729 7,983 8,923 9,182 8,124 9,286 Maximum daily consumption in mmbtu's 40,086 36,932 40,983 37,483 34,799 31,313 33,131 33,926 29,524 36,096 In City customer connections 19,301 19,256 19,046 17,427 (g) 17,396 17,448 17,468 17,032 16,648 16,545 Outside City customer connections 38,314 38,808 39,663 41,648 (g) 41,828 41,953 41,999 42,312 41,767 41,344 Sanitation Customers 19,000 19,000 19,000 19,000 19,300 19,150 19,167 19,122 18,965 18,958 Refuse collected (tons) Garbage 22,218 23,064 23,064 24,030 26,987 24,344 23,009 22,213 18,490 15,720 Green Waste 14,675 16,332 17,170 15,428 13,057 10,654 10,358 11,023 9,716 11,170 Recycling (new in FY 2009) 1,189 3,974 Construction/Demolition (C&D) 1,466 1,298 1,407 1,694 551 (b) 3,004 3,313 2,847 2,828 1,659 Port Tonnage exported 390,832 255,184 125,771 66,626 45,175 139,706 26,318 (f) 26,899 13,950 45,857 Tonnage imported 237,771 329,871 378,039 441,286 448,831 709,103 498,925 (f) 357,532 233,822 269,414 Number of vessels in port 334 532 477 425 145 189 85 (f) 64 16 36 Airport Carriers 3 4 4 4 4 4 4 4 4 4 Commuter services 5 7 7 7 7 10 8 8 8 6 Passengers enplaned 523,991 637,885 672,397 740,608 799,907 811,291 835,121 814,279 700,662 719,648 Passengers deplaned 529,385 643,730 677,906 737,998 797,595 805,956 825,424 811,324 697,840 720,098 Air freight enplaned in pounds 2,459,542 2,690,188 2,917,762 2,739,046 2,157,396 2,029,739 2,675,816 2,594,147 681,481 (i) 212,729 Mail enplaned in pounds 2,237,417 1,072,004 1,166,787 1,320,534 392,944 71,176 875 303 102 54 Total flights (private and commercial) 117,058 130,204 124,777 127,848 129,269 114,887 108,636 109,141 96,233 125,552
Sources: Various city departments.
Notes: No operating indicators are available for the human services function. For those indicators that are null, data is not available. (a) Data provided is based on estimates. (b) 40,458 cubic yards of C&D were also collected that year. (c) MMBTU stands for one million British Thermal Unit. (d) Fluctuation due to Hurricane Ivan. (e) The Santa Rosa Library was transferred to the County durring FY07. (f) Decrease due to a major tenant being inoperative a considerable length of time to make major renovations to their capital equipment. (g) In fiscal year 2004, new software was purchased which provided a more accurate count between in-city and outside city customers. (h) The responsibility of the City's parking garages, lots and meters were transferred to the Downtown Improvement Board during FY 2008. (i) In January 2009, Airborne Express stopped using the Airport's cargo ramp for its local operations. - 491 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA CAPITAL ASSETS BY FUNCTION/PROGRAM LAST TEN FISCAL YEARS
Fiscal Year 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Governmental Activities: General Government Police Stations 1 1 1 1 1 1 1 1 1 1 Patrol units 136 136 139 140 140 140 140 135 130 134 Fire Stations 7 7 7 7 7 7 7 7 6 6 Apparatus 28 28 28 28 28 28 28 31 31 31 Transportation (a) Miles of street 327 328 328 328 328 328 328 330 332 332 Traffic warning signals 45 45 51 51 47 47 49 48 45 43 Traffic control signals 90 91 93 93 94 96 96 95 92 90 Traffic control signs 5,100 5,150 5,150 5,248 5,524 6,138 7,210 7,284 7,292 8,193 Culture and recreation Parks and recreation Parks 95 95 95 95 95 94 93 93 93 92 Acreage 509 509 509 509 509 508 483 483 483 478 Golf course Par 72 72 72 72 72 72 72 72 72 72 Acreage 98 98 98 98 98 98 123 123 123 123 Yardage 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 Libraries Number of libraries 3 3 3 3 3 3 2 (b) 333 Number of bookmobiles 2 2 2 2 2 2 2 1 0 0 Number of volumes 264,505 285,246 307,384 330,392 339,687 359,005 294,084 (b) 297,639 289,128 301,434 Economic environment (a) Street lights 7,299 7,343 7,500 7,645 7,700 7,792 7,815 7,855 7,790 7,694 (f) Street name markers 2,385 2,385 2,400 2,400 2,400 2,459 2,889 2,910 2,905 5,287 (f) Parking garages and lots, Number and size 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp (d) - - Parking meters 745 745 745 745 571 669 653 627 (d) - - Berths ------3 (c) 33 Physical environment Street Sweepers 8 8 8 8 8 8 8 6 7 6
- 492 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA CAPITAL ASSETS BY FUNCTION/PROGRAM LAST TEN FISCAL YEARS (Continued)
Fiscal Year 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Business-type activities: Utility Miles of gas mains 1,446 1,469 1,487 1,507 1,526 1,563 1,588 1,613 1,623 1,627 Sanitation Collection trucks - residential Garbage 17 17 17 16 16 16 16 17 12 (e) 12 Collection trucks - trash collection Container 2 2 2 2 2 2 2 2 2 2 Grapplers 9 9 9 8 8 8 8 8 9 9 Shuttle 10 10 10 9 9 9 9 9 2 2 Dump 2 2 2 2 2 2 2 2 1 1 Tractor 1 1 1 1 1 1 1 1 1 1 Shuttle trailers 20 20 20 20 20 20 20 20 8 8 Collection trucks - residential Recycling 4 (e) 4 Port Warehouses 8 8 8 8 8 8 8 8 8 7 Berths 8 8 8 8 8 8 8 5 (c) 5 5 Airport Runway 17-35 length and width in square feet 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000+150 Runway 8-26 length and width in square feet 6000x150 6000x150 6000x150 6000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000+150 Terminal building in square feet 159,000 159,000 159,000 159,000 159,000 159,000 159,000 159,000 159,000 181,808
Sources: Various city departments.
Notes: No capital asset indicators are available for the economic environment and human services function. For those indicators that are null, data is not available. (a) Data provided is based on estimates. (b) The Santa Rosa Library was transferred to the County in FY07. (c) Three berths were transfered out Port's control during FY08. Two were moved to Culture and Recreation and one to Economic Environment. (d) The responsibility of the City's parking garages, lots and meters were transferred to the Downtown Improvement Board in FY 2008. (e) The City started a recycling program in fiscal year 2009. Four trucks were moved out of residentail garbage and into residential recycling. (f) The change is due to a physical count of inventory.
- 493 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA ACCOUNT COMPARISON ALL FUNDS
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACCOUNT TITLE ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET APPROVED 9111 SALARIES 34,037,665 34,774,021 36,295,548 37,341,915 36,433,652 35,555,939 37,224,600 36,834,900 9112 OVERTIME 2,619,430 2,206,604 2,077,219 1,398,678 1,181,609 1,180,822 1,180,600 1,089,500 9113 LONGEVITY 1,227,987 1,257,830 1,289,943 1,331,167 1,354,060 1,197,085 0 0 9114 GENERAL PENSION FUND 5,773,596 6,448,909 6,206,925 6,268,750 7,447,652 7,219,759 7,197,600 7,207,300 9115 FIREMEN'S PENSION FUND 2,329,550 2,938,511 3,025,425 2,959,982 3,168,964 3,403,729 2,860,200 2,863,600 9116 POLICE PENSION FUND 1,647,987 2,264,500 2,466,299 2,761,301 2,767,625 2,738,922 3,434,200 3,381,800 9117 ADDITIONAL PENSION 25,467 23,485 21,500 20,412 0 0 0 0 9118 MEDICARE PREMIUM 385,245 404,586 456,485 489,044 477,587 461,663 444,200 446,100 9119 ADDITIONAL REGULAR PAY 299,391 276,917 202,463 122,106 111,964 109,403 102,200 111,900 9120 SOCIAL SECURITY 589,904 73,659 133,689 534,358 501,052 478,876 467,300 557,300 9121 GROUP INSURANCE 3,566,619 3,889,646 4,009,953 3,615,768 4,138,016 4,484,570 5,445,700 5,360,700 9122 REPLACEMENT BENEFIT PGM 1,668,375 1,662,131 1,659,922 1,428,773 1,357,892 1,332,419 1,250,800 1,201,000 9123 DISABILITY/SURV INSURANCE 312,478 310,670 328,957 323,978 302,139 298,834 279,800 259,700 9124 DEFERRED COMPENSATION 61,526 61,018 60,379 51,702 16,978 18,660 17,200 17,100 9125 EXTRA PERSONAL SERVICES 2,337,963 2,906,134 3,469,826 3,480,174 3,484,627 3,717,387 3,335,600 3,645,200 9126 INCENTIVE PAY 320,368 308,215 305,754 308,351 310,805 311,440 310,400 301,400 9127 FEE BASIS SALARIES 28,5460000000 9128 DIFFERENTIAL PAY 195,070 206,144 276,477 322,510 298,432 314,161 296,200 308,700 9129 DEFERRED COMP PENS PLAN 172,433 185,557 182,850 141,480 133,637 123,577 118,800 108,300 9130 WORKER'S COMPENSATION 542,516 770,966 798,951 651,454 646,348 1,094,509 705,700 857,400 9131 UNEMPLOYMENT 21,862 5,712 9,856 24,931 29,890 32,432 1,000 1,000 9133 FLORIDA RETIREMENT SYSTEM 0 0 232,103 921,838 897,260 885,118 898,200 518,100 SUBTOTAL PERSONAL SERVICES 58,163,978 60,975,216 63,510,525 64,498,672 65,060,188 64,959,305 65,570,300 65,071,000 9330 RECREATION SUPPLIES 93,669 51,699 49,973 46,767 56,907 58,015 46,900 60,000 9331 OFFICE SUPPLIES 108,440 101,828 75,898 59,540 50,634 51,647 63,000 64,900 9332 OPERATING SUPPLIES 404,923 383,904 400,133 275,348 335,810 367,023 378,300 373,000 9333 REPAIRS & MAINTENANCE 6,050,356 10,581,041 2,100,462 2,050,577 1,863,549 2,871,078 2,375,000 2,962,100 9334 SMALL TOOLS & MINOR EQUIP 614,983 618,249 532,054 519,672 1,446,628 520,556 282,000 303,600 9335 PROFESSIONAL SERVICES 2,173,253 1,946,900 2,508,211 2,499,424 2,905,089 3,696,307 1,299,500 1,729,600 9336 COMMUNICATION 2,963,698 3,207,185 3,586,323 3,203,276 2,714,074 2,799,855 2,838,000 3,211,900 9337 TRANSPORTATION 100,297 138,369 100,419 100,334 57,550 52,641 75,300 91,000 9338 ADVERTISING 755,352 704,305 826,300 815,091 965,524 1,491,586 1,606,500 1,166,700 9339 POSTAGE 504,155 480,956 501,784 471,677 506,599 518,386 534,200 531,200 9340 PRINTING & BINDING 181,366 188,438 169,250 144,102 160,815 122,646 157,000 145,700 9341 RENTALS 6,760,687 6,642,903 7,938,538 11,546,017 12,741,720 12,685,151 15,215,500 15,114,900 9342 TRAINING 421,051 472,291 410,109 348,272 251,723 197,792 231,100 281,700 9343 DUES, SUBS, & MEMBERSHIPS 373,895 380,271 336,213 263,253 298,845 266,053 312,200 358,100 9345 MAINT & REPR OF VEHICLES 2,108,141 2,294,683 2,281,448 2,031,987 1,980,499 2,045,098 1,769,000 1,961,300 9346 LIABILITY INSURANCE 2,470,352 2,851,910 3,702,878 3,464,281 3,296,135 3,383,981 4,104,800 4,059,400 9347 UTILITIES 2,478,190 2,867,401 3,000,685 3,039,051 3,527,760 3,936,860 4,062,400 4,408,100 9348 FUELS & LUBRICANTS 1,354,387 1,606,191 1,592,702 2,019,197 1,326,706 1,500,230 1,808,200 1,897,500 9349 CLOTHING SUPPLIES 304,700 325,730 297,558 270,026 259,995 240,463 256,800 265,300
- 494 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA ACCOUNT COMPARISON ALL FUNDS (Continued)
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 ACCOUNT TITLE ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL BUDGET APPROVED 9350 INV OF STORES FOR RESALE 24,689,980 31,738,869 26,208,970 31,876,165 26,007,615 22,020,222 30,016,500 30,010,300 9351 MED & FIRST AID SUPPLIES 10,834 16,025 10,117 11,271 7,748 14,287 12,800 12,600 9352 METER PARTS & SUPPLIES 28,830 50,238 24,264 1,261,417 1,627,778 50,042 60,000 60,000 9353 PIPE FITTINGS & HYDRANTS 456,375 999,585 1,015,650 1,191,647 574,533 323,998 666,100 501,100 9354 CHEMICAL SUPPLIES 24,014 29,270 22,659 20,885 20,406 11,407 29,200 29,000 9355 AGRICULTURAL SUPPLIES 235,406 195,966 441,185 356,867 179,180 189,363 238,100 261,200 9357 OTHER CONTRACTUAL SERVICE 38,303,238 5,924,904 4,215,320 4,540,490 8,358,580 4,288,687 6,241,700 6,092,800 9358 REBATES 595,825 612,329 687,075 640,575 586,675 792,660 700,000 800,000 9360 MISCELLANEOUS 2,580,745 640,772 126,536 84,277 488,682 289,920 152,500 144,600 9361 UNCLASSIFIED 314,950 346,511 154,811 153,731 151,668 258,180 2,186,900 2,553,600 9364 SERVICE AWARDS 23,119 20,952 32,956 1,348 3,181 6,546 2,600 4,100 9365 LANDFILL FEES 1,300,496 1,105,486 1,040,885 1,014,142 987,702 933,485 1,127,000 1,275,400 9370 NON-CAPITALIZED ASSETS 658,306 794,094 679,391 508,449 446,643 423,410 746,900 603,500 SUBTOTAL OPERATING EXPENSES 99,444,013 78,319,254 65,070,755 74,829,156 74,186,952 66,407,575 79,596,000 81,334,200 9661 LAND (1,000) 12,428 2,244,439 750 0 0 0 0 9662 BUILDINGS 183,264 163,642 0 13,867 0 0 0 15,000 9663 IMPROVE OTHER THAN BLDGS 95,153 56,091 0 37,679 0 0 0 15,000 9664 INFRASTRUCTURE 0 221,621 5,000 18,013 19,470 25,532 0 0 9665 MACHINERY & EQUIPMENT 582,049 538,152 1,394,988 531,774 914,485 448,076 1,364,100 531,100 9666 OFFICE EQUIPMENT 478,192 377,965 285,785 314,084 258,658 441,446 0 101,000 9667 ROAD EQUIPMENT 793,330 1,059,994 2,143,558 2,502,345 1,548,053 2,363,652 1,322,800 1,725,200 9668 BOOKS 489,227 603,837 439,380 382,370 560,328 299,223 336,800 89,200 9669 CONST WORK IN PROGRESS 15,025,205 29,355,485 47,240,897 41,379,380 61,956,039 29,730,649 11,113,600 13,600,200 SUBTOTAL CAPITAL OUTLAY 17,645,420 32,389,215 53,754,046 45,180,262 65,257,033 33,308,578 14,137,300 16,076,700 9771 PRINCIPAL 10,028,820 6,099,282 7,244,761 6,386,962 5,919,652 10,098,666 10,058,300 13,354,200 9772 INTEREST 6,031,488 4,900,449 3,982,156 3,945,740 5,200,576 5,588,820 9,968,300 9,223,300 9778 EXCROW PAYMENT 0000020,000,00000 SUBTOTAL DEBT SERVICE 16,060,308 10,999,731 11,226,917 10,332,702 11,120,228 35,687,486 20,026,600 22,577,500 9881 AID TO GOVT AGENCIES 437,763 442,170 482,849 751,306 218,940 218,798 207,600 205,300 9882 AID TO PRIVATE AGENCIES 2,579,610 3,482,808 3,003,014 1,747,521 1,494,962 1,301,803 1,247,100 1,302,200 9883 OTHER GRANTS AND AIDS 845,348 751,423 230,309 224,110 153,723 477,081 200,100 206,100 SUBTOTAL GRANTS AND AIDS 3,862,721 4,676,401 3,716,173 2,722,937 1,867,625 1,997,682 1,654,800 1,713,600 9991 TRANSFERS 33,976,879 40,187,643 47,427,214 26,433,773 19,380,039 25,702,720 20,593,800 20,133,100 9992 ALLOCATED OVERHEAD/(COST RECOVERY) 3,652,600 4,545,600 4,046,20000000 9999 OTHER NON-OPERATING 7,720,889 10,851,833 12,507,928 12,575,091 12,677,286 10,972,068 15,200,000 15,200,000 SUBTOTAL NON-OPERATING 45,350,368 55,585,076 63,981,342 39,008,864 32,057,325 36,674,788 35,793,800 35,333,100 REPORT TOTAL 240,526,808 242,944,892 261,259,758 236,572,594 249,549,352 239,035,414 216,778,800 222,106,100
- 495 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PRINCIPAL EMPLOYERS 2010
State Government
Sacred Heart Health System
Federal Government
Baptist Health Care
Lakeview Center
Ascend Performance Materials Gulf Power Company
West Florida Regional Medical Local Government Center University of West Florida
- 496 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA PRINCIPAL EMPLOYERS 2010
Percentage of Number of Total MSA Employer Employees Rank Employment
Local Government 16,500 1 8.67% Federal Government 6,500 2 3.42% State Government 6,200 3 3.26% Sacred Heart Health System 5,000 4 2.63% Baptist Health Care 4,013 5 2.11% Lakeview Center 2,000 6 1.05% Ascend Performance Materials 1,400 7 0.74% Gulf Pow er Com pany 1,400 8 0.74% West Florida Regional Medical Center 1,300 9 0.68% University of W est Florida 1,231 10 0.65% Total$ 45,544 23.95%
Source: Pensacola Area Chamber of Commerce Florida Research and Econom ic Developm ent Labor M arket Statistics
NOTE: Principal em ployer inform ation is only available on a calendar year basis and for the Pensacola M etropolitan Statistical Area (M SA). Actual numbers not available, therefore estimates are presented.
- 497 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
DEMOGRAPHIC STATISTICS LAST TEN FISCAL YEARS
POPULATION GROWTH PER CAPITA INCOME LAST TEN FISCAL YEARS Thousands LAST TEN FISCAL YEARS Thousands
350 25 300 24
250 23
200 22 21 150 20 100 19 50 18 0 FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
City Of Pensacola Escambia County
UNEMPLOYMENT RATE SCHOOL ENROLLMENT LAST TEN FISCAL YEARS LAST TEN FISCAL YEARS
Thousands
50
10% 40 8% 30 6% 4% 20 2% 10 0% 0
FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY
2 001 2 002 2 003 2 004 2 005 2 006 2 007 2 008 2009 2010 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
- 498 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA DEMOGRAPHIC STATISTICS LAST TEN FISCAL YEARS
(1) (1) (1) (1) (2) (3) City of Escambia Per Fiscal Pensacola County Capita Median Unemployment School Year Population Population Income Age Rate Enrollment
2001 56,275 296,709 23,198 36 5.5% 44,657 2002 56,271 299,485 24,048 36 4.8% 43,547 2003 56,307 303,310 20,616 36 4.3% 43,724 2004 56,366 307,226 20,472 36 3.5% 43,699 2005 54,827 303,623 21,365 35 4.1% 42,960 2006 55,033 309,647 21,823 36 3.3% 42,442 2007 55,311 311,624 23,448 37 3.8% 42,390 2008 56,373 317,553 23,550 37 5.6% 40,391 2009 55,637 315,545 23,316 37 9.9% 40,404 2010 55,472 314,018 22,062 37 11.1% 40,049
Notes: All data is applicable to Escambia County except for Pensacola population. Data Sources (1) University of West Florida, HAAS Center (2) Florida Research and Economic Database (3) Escambia County School System (Public Relations Office)
- 499 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PRINCIPAL TAXPAYERS FISCAL YEAR 2010
Bellsouth/Southern Bell
Simon Debartolo Group Sacred Heart Hospitals
Armstrong World Industries
Wal-Mart
Pensacola POB Inc
Reichhold Inc/Arizona Chemical
Moulton Properties
Gulf Power Lowes Home Centers Inc.
- 500 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA PRINCIPAL TAXPAYERS FISCAL YEAR 2010
Percentage of Total City Taxable Taxable Assessed Taxpayers Assessed Value Rank Value
Sacred Heart Hospital$ 181,611,994 1 0.87% Gulf Power 95,621,085 2 0.46% Simon Debartolo Group 36,919,157 3 0.18% Armstrong World Industries 33,180,261 4 0.16% Walmart 25,976,056 5 0.12% Bellsouth/southern Bell 22,043,392 6 0.11% Pensacola POB Inc 16,597,685 7 0.08% Reichhold Inc/Arizona Chemical 15,933,316 8 0.08% Moulton Properties 14,975,691 9 0.07% Lowe's Home Centers Inc. 11,904,722 10 0.06% Total$ 454,763,359 2.19%
Source: Escambia County Tax Collector
- 501 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROPERTY TAX RATES LAST TEN FISCAL YEARS
30
25
20
15
10
5
0 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
City of Pensacola Downtown Improvement Board Escambia County School Board Escambia County Northwest Fla Water Mgt District
- 502 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA PROPERTY TAX RATES – DIRECT AND OVERLAPPING GOVERNMENTS LAST TEN FISCAL YEARS (TAX RATE MILLAGE)
Overlapping Rates City Of City Of Pensacola Pensacola Escambia Northwest Total Downtown County Florida Water Fiscal Direct Improvement School Escambia Management Year Rate Board Board County (a) District
2002 5.0570 2.0000 8.9860 8.7560 0.0500 2003 5.0570 1.0000 8.8870 8.7560 0.0500 2004 5.0570 2.0000 8.7880 8.7560 0.0500 2005 5.0570 2.0000 8.4100 8.7560 0.0500 2006 5.0570 2.0000 8.0330 8.7560 0.0500 2007 4.9500 2.0000 7.8940 8.7560 0.0500 2008 4.5980 2.0000 7.7200 8.0170 0.0450 2009 4.5395 2.0000 7.7200 6.9755 0.0450 2010 4.5395 2.0000 7.8600 6.9755 0.0450 2011 4.5395 2.0000 7.8600 6.9755 0.0450
Source: Escambia County Tax Collector
Notes: (a) Escambia County property tax rates do not include MSTU rate. The MSTU rate is a rate charged to County-Only residents.
- 503 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
PROPERTY TAX LEVIES & COLLECTIONS LAST TEN FISCAL YEARS
Millions
10
8
6
4
2
0 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
Taxes Collected Within The Fiscal Year Of The Levy Collections In Subsequent Years
- 504 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA PROPERTY TAX LEVIES AND COLLECTIONS LAST TEN FISCAL YEARS
Collected within the Fiscal Year of the Levy Totals Collections to Date Fiscal Year Taxes Levied Collections Ended for the Percentage in Subsequent Percentage September 30, Fiscal Year (a) Amount (b) of Levy Years (c) Amount (d) of Levy
2001 $ 10,284,386 $ 9,840,828 95.7% $ 52,032 $ 9,892,860 96.2% 2002 10,955,561 10,508,046 95.9% 113,181 10,621,227 96.9% 2003 11,231,367 10,669,274 95.0% 59,736 10,729,011 95.5% 2004 11,859,094 11,406,796 96.2% 128,939 11,535,735 97.3% 2005 13,161,616 12,538,957 95.3% 85,670 12,624,627 95.9% 2006 13,250,038 12,413,790 93.7% 198,216 12,612,006 95.2% 2007 16,036,749 15,291,677 95.4% 36,476 15,328,153 95.6% 2008 15,484,765 14,879,673 96.1% 83,329 14,963,002 96.6% 2009 14,482,031 13,811,445 95.4% 179,188 13,990,633 96.6% 2010 14,052,844 13,592,771 96.7% 93,858 13,686,629 97.4%
Source: Escambia County Tax Collector. (a) The tax levy is based on the tax roll as certified by the Escambia County Property Appraiser. (b) Current tax collections are after applicable discounts for early payment. Notes: (c) Collections represent subsequent and current year delinquent revenues. (d) Property taxes collected are accounted for in the General Fund. Outstanding delinquent property taxes are not reported because they are considered not available at year end.
- 505 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
ASSESSED VALUE OF TAXABLE PROPERTY LAST TEN FISCAL YEARS
Millions
5,500 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 FY FY FY FY FY FY FY FY FY FY 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Real Property Personal Property Central Property
- 506 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CITY OF PENSACOLA, FLORIDA ASSESSED VALUE AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY LAST TEN FISCAL YEARS (in thousands of dollars)
Less: Total Taxable Total Fiscal Personal Real Central Tax-Exempt Assessed Direct
Year Property Property Property Property Value Tax Rate 2001 $ 415,122 $ 2,807,726 $ 5,167 $ 1,194,322 $ 2,033,693 5.0570 2002 427,108 2,911,073 4,409 1,176,176 2,166,414 5.0570 2003 441,745 2,965,797 4,616 1,191,203 2,220,955 5.0570 2004 413,014 3,238,596 7,135 1,313,660 2,345,085 5.0570 2005 421,212 3,594,930 6,946 1,420,435 2,602,653 5.0570 2006 433,775 3,652,079 4,842 1,470,558 2,620,138 5.0570 2007 534,628 4,713,764 4,517 2,013,162 3,239,747 4.9500 2008 537,581 4,760,528 5,113 1,935,505 3,367,717 4.5980 2009 568,137 4,749,243 7,608 2,134,762 3,190,226 4.5395 2010 569,930 4,557,110 6,093 2,037,452 3,095,681 4.5395
Source: Escambia County Property Appraiser's Office
Notes: Property is reassessed every year. Property is assessed at actual value; therefore, the assessed values are equal to actual value. Tax rates are per $1,000 of assessed value.
- 507 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 508 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
APPENDIX S CITY OF PENSACOLA CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE
9100 PERSONAL SERVICES
Expenses for salaries, wages and related employee benefits provided for all persons employed by the City whether on full-time, part-time, temporary or seasonal basis. Employee benefits include employer contributions to a retirement system, insurance, deferred compensation plans and similar direct benefits as well as other costs. 9111 SALARIES - Used for budgeted positions. Includes salaries and wages for the statutory work week as defined by the Fair Labor Standards Act, special duty pay and field training pay. Also includes scheduled overtime for Firefighters (six hours per pay period).
9112 OVERTIME - Wages for hours worked over Fair Labor Standards Act minimum work week. Calculated at one and one-half times the employee's regular rate. Unless otherwise stated in collective bargaining agreements.
9113 LONGEVITY - Employees receive longevity pay based on number of years of service. It is paid as a percentage of the base pay. Firefighters receive longevity on base pay and six hours of scheduled overtime. Beginning with 1.0% after five years of service, longevity increases in two percent increments every five additional years capping at 10.0% for thirty years of service.
9114 GENERAL PENSION CONTRIBUTIONS - As required by State law, the City contribution is based on the recommendation of the actuary for the General Pension Fund and applied as a percentage to the active member payroll. (Employee contribution is 5.5%.) Generally, employees hired after 10/06/97 will be members of the General Pension Plan and vacant positions should be budgeted under the General Pension. Exceptions are Police Cadets, Fire Cadets and positions which will be filled by sworn officers and fire suppression personnel who will be eligible for another one of the City’s defined benefit pension plans. Vacant Police and Fire Cadet positions should be budgeted under the Florida Retirement System (FRS). Vacant sworn officer positions in all departments (Police Officers, Airport Police Officers and Enforcement Officers) should be budgeted under the Police Pension. Fire Apprentice Firefighter vacancies and fire suppression vacancies are budgeted under Fire Pension. (Plan closed to new participants effective June 18, 2007.)
9115 FIRE PENSION CONTRIBUTIONS - As required by State law, the City contribution is based on the recommendation of the actuary for the Fire Pension Fund and applied as a percentage to the active member payroll. (Employee contribution is 11%.)
9116 POLICE PENSION CONTRIBUTIONS - As required by State law, the City contribution is based on the recommendation of the actuary for the Police Pension Fund and applied as a percentage to the active member payroll. (Employee contribution is 0.5%.)
- 509 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9117 ADDITIONAL PENSION - Supplemental general pension amounts approved by City Council in FY 1975. Beginning in FY 2009, amounts will be paid from the pension fund..
9118 MEDICARE PREMIUM - The charge for the Medicare portion of social security. All employees hired after March 1, 1986 are covered by Medicare and those employees who were hired before March 1, 1986 who joined the Florida Retirement System (FRS) on June 18, 2007. The current Medicare tax rate is 1.45% for City and employee.
9119 ADDITIONAL REGULAR PAY - Payment at regular rate for additional hours worked over the statutory work week that were not deemed to be overtime because the employee's work week included leave hours such as annual leave or personal holiday which the City does not consider as time worked. (Sick leave is considered as time worked.)
9120 SOCIAL SECURITY – Used for compensation withholdings of each general employee in the Florida Retirement System for employee Federal Social Security tax contributions.
9121 GROUP INSURANCE – Fringe benefits for health, dental and life insurance for all full-time permanent employees.
9122 REPLACEMENT BENEFIT PROGRAM - The Internal Revenue Code Section 457 nonqualified pension program which replaced social security on January 1, 1982. Full-time permanent employees, except those covered by the Fire Pension Plan, Florida Retirement System (FRS) and other employees who were not covered by social security at the time of conversion, are members of the replacement program. Employees choose to defer one of three fixed percentages, 4.7%, 5.7%, or 6.7%, which the City matches. The employee may also defer additional amounts as allowed by law with no City match. A portion of the City contribution to the replacement benefit program goes to fund premiums for survivor/disability insurance. General employees hired after June 18, 2007 are not eligible for this plan. (See account 9123.)
9123 DISABILITY/SURVIVORS INSURANCE - Part of the social security replacement program (see 9122 above). According to the City Code, the City is required first to fund the disability/survivors portion of the program; the remaining City contribution goes to the Section 457 deferred compensation plan. Also covered are employees who were part of the plan on June 18, 2007 and chose to join FRS. General employees hired after June 18, 2007 are not eligible for this plan.
9124 DEFERRED COMPENSATION - An Internal Revenue Code Section 401(a) qualified pension plan for non-civil service employees. Beginning with 5% at the employee's hire date, the City's contribution increases to 7.5% at five years of service and caps at 10% with ten years of service. Employees hired after 10/06/97 are not eligible for this plan.
- 510 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9125 EXTRA PERSONAL SERVICES - Used for temporary non-budgeted positions paid through an outside employment agency when services are provided by temporary (full and part-time) employees.
9126 INCENTIVE PAY - Used to pay fire and police educational incentive pay.
9128 DIFFERENTIAL PAY - Used for paying shift differential.
9129 DEFERRED COMPENSATION PENSION PLAN - An Internal Revenue Code Section 457 nonqualified pension program which replaced the General Pension Plan. Beginning with 1.5% at the employee's hire date, the City's contribution increases to 2.5% with five years of service and caps at 6.5% with ten years of service. Employee contribution is a fixed 5.5% with an option to defer additional amounts as allowed by law. Employees hired after 10/06/97 are not eligible for this plan with the exception of Police Officers who on 9/30/02 opted not to allow their deferred compensation deduction to be placed in the Police Pension Plan.
9130 WORKER'S COMPENSATION - Effective FY92, premiums and benefits paid for Worker's Compensation.
9131 UNEMPLOYMENT COMPENSATION - Effective FY92, amounts paid for unemployment compensation benefits.
9133 FLORIDA RETIREMENT SYSTEM (FRS) – Effective June 18, 2007, amounts paid on behalf of the general employees covered under the agreement with Florida Retirement System as a Florida Retirement System employer. Effective July 1, 2011, employees are required to contribute 3% towards the Florida Retirement System. 9135 OTHER PERSONAL SERVICES - Used for temporary non-budgeted positions for services provided by temporary (full and part-time) employees and is paid through the City payroll. Social Security, Medicare Tax and Florida Retirement System (if applicable) are the only benefits approved by City Council to be paid to other personal services employees. Other personal services employees paid through City payroll whose position is established for longer than six (6) months are required to be in FRS and social security.
9300 OPERATING EXPENSES
Includes expenditures for goods and services that primarily benefit the current period and are not defined as personal services or capital outlays. 9330 RECREATION SUPPLIES - Cost of athletic and playground supplies and equipment with a unit cost of under $1,000. Supplies and equipment costing between $1,000 and $4,999 should be charged to Non-Capitalized Assets (9370); items costing $5,000 or more with a useful life of more than one year should be charged to the Capital Outlay account codes (966x). EXAMPLES: Trophies, balls, bats, nets, games and other items used for recreation. - 511 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9331 OFFICE SUPPLIES - Expenses necessary for the operation of an office. EXAMPLES: Drafting supplies, maps, blank envelopes, small office supplies such as staplers and letter trays, blank computer disks, and all miscellaneous office needs.
9332 OPERATING SUPPLIES - Supplies consumed in the conduct of operations. EXAMPLES: Wax, paper towels, toilet tissue, brooms, mops, soap, rags, trash cans, liners, cups, flags, film, film developing, batteries (e.g. flashlight, camera, etc.), printer cartridges (ink & toner), and insect spray.
9333 REPAIRS AND MAINTENANCE - Cost of replacement parts and supplies required for maintenance and repair of buildings, real property, streets, facilities and machinery including oil, Freon, and other machinery lubricants. All repair and maintenance contracts. EXAMPLES: Repairs to machinery and equipment batteries for traffic signals, road signs, office furniture and equipment, central air conditioning and heating systems, boilers, wiring systems, sidewalks, street lights, swimming pools, parks, playgrounds, sweepers, dozers, draglines, generators, lawn mowers, leafloaders, chippers, val-all, regulator stations, window glass, floor covers, plumbing, lumber, paint, wire waste containers, forklift, light bulbs and keys. Maintenance agreements for owned (not rented) copiers/business machines, elevators and fire alarms/extinguishers, carpet cleaning, lawn/grounds landscape. NOTE: Equipment repaired at the Central Garage should be charged to Maintenance and Repair of Vehicles, account code 9345. NOTE: Fuel and lubricants for automobiles, trucks and any motorized vehicles should be charged to Fuels and Lubricants, account code 9348.
9334 SMALL TOOLS AND MINOR EQUIPMENT - Items in this classification are of a unit value less than $1,000 and are subject to rapid deterioration or loss. Items costing between $1,000 and $4,999 should be charged to Non-Capitalized Assets (9370). Items costing $5,000 or more with a useful life of more than one year should be charged to the Capital Outlay account codes (966x). EXAMPLES: All hand tools used by carpenters, plumbers, electricians, mechanics, laborers, surveyors, draftspersons, engineers. Include tool boxes, office fans, heaters, clothes racks, desks, chairs, calculators, computer software/hardware, printers, Dictaphone recorder/transcribers, paper shredders, Venetian blinds, turn-out gear, fire hoses, nozzles, air cylinders, rescue equipment, new signs (safety & directional), K9 dogs, etc. 9335 PROFESSIONAL SERVICES - Costs of services procured by the City as independent professional assistance, as well as City Engineering & Construction charges. EXAMPLES: Consulting fees charged by legal firms, accounting and auditing firms, engineering and architectural firms, appraisals, badges, court costs, abstracts, recording fees, title searches (except demolitions), background checks and health exams. - 512 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9336 COMMUNICATIONS - All costs related to various communications systems and Management Information Services direct charges. All communication charges should be at the following project codes: 000103 – Voice Communications 000104 – Data Communications 000105 – Communication Repairs and Maintenance 000106 – Equipment Purchases under $1,000 000107 – Contract Maintenance 000198 – WAN Maintenance EXAMPLES: Telemeter, telephone, modems, pagers, facsimiles, radios and related repairs and maintenance cost.
9337 TRANSPORTATION - Travel expenses. EXAMPLES: All transportation costs associated with traveling to and from seminars and/or conferences including bridge tolls and parking fees; use of commercial or private vehicle in performance of official duties.
9338 ADVERTISING - All costs of advertising. EXAMPLES: Classified or legal advertising, publication of public notices, ordinances, bid invitations and promotional advertising on behalf of the City.
9339 POSTAGE - Costs of all postal services including mail room overhead charges.
9340 PRINTING AND BINDING - Cost of all printing services includes copy paper, printed stationery and printed envelopes.
9341 RENTALS - All costs of machinery, equipment and business machine rentals including the charge for copies over the allowable limit and Section 8 Housing Assistance Payments. By agreement, a rental/lease fee will typically include a maintenance fee. The entire cost of the agreement is charged to 9341.
9342 TRAINING - Approved education expenses; all training expenses approved in the departmental budget except travel which is charged to 9337 and ALL food items. EXAMPLES: Tuition, lodging, meals, training meeting refreshments, snacks/candy/treats and bingo food supplies.
- 513 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9343 DUES, SUBSCRIPTIONS AND MEMBERSHIPS - Memberships in professional organizations (i.e. AICPA, Notary license, etc.), subscriptions and purchase of books with a unit value less than $1,000. Books with a unit value of between $1,000 and $4,999 should be charged to Non-Capitalized Assets (9370); books costing $5,000 or more with a useful life of more than one year should be charged to the Capital Outlay account codes (966x). NOTE: All books, regardless of cost, purchased for the Library or by the City Attorney for their law library should be charged to 9668.
9344 AUTO ALLOWANCE - Used only with the approval of the City Manager or Director of Finance.
9345 MAINTENANCE AND REPAIR OF VEHICLES - All costs associated with maintaining the City fleet; cost of vehicle tag and title; charges for equipment repaired by the Central Garage; and Central Garage overhead charges. NOTE: All repairs made at the Central Garage should be charged to this account code.
9346 LIABILITY INSURANCE - Insurance carried for the protection of the City and Risk Management Services direct charges. EXAMPLES: Fire, theft, casualty, general and professional liability, auto coverage, surety bonds, etc. NOTE: Workers' compensation is charged to account code 9130; unemployment compensation is charged to account code 9131.
9347 UTILITIES - Costs of electricity, gas, water, waste disposal and other public utility services.
9348 FUELS AND LUBRICANTS - Costs of fuel and lubricants for automobiles, trucks, and any motorized vehicles. EXAMPLES: Gasoline, diesel fuel, kerosene oil used in cars, transmission fluid, brake fluid, differential lubricant, hydraulic fluid and anti-freeze. NOTE: Transportation fuel is charged to account code 9337. NOTE: Fuels and lubricants for repairs or maintenance of buildings, real property, streets, facilities and machinery are charged to Repairs and Maintenance, account code 9333.
9349 CLOTHING SUPPLIES - Costs of clothing and clothing allowances. EXAMPLES: Shoes, uniforms, hats, raincoats, boots, gloves, goggles, badges, belts, patches, turnout clothing, safety vests, etc. NOTE: Clothing given away as promotional items should be charged to Advertising, account code 9338. 9350 INVENTORIES OF STORES FOR RESALE - Resalable items. EXAMPLES: Code books, natural gas, matrix copies, food and food supplies, drinks, etc.
- 514 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9351 MEDICAL AND FIRST AID SUPPLIES - Medications and first aid supplies including examination gloves and masks.
9352 METER PARTS AND SUPPLIES - Parts and supplies used in repair and maintenance of meters.
9353 PIPE FITTINGS - Costs of pipe, meters, fittings and valves including freight charges.
9354 CHEMICAL SUPPLIES - Chemicals used in warehouses.
9355 AGRICULTURAL SUPPLIES - All costs of agricultural supplies. EXAMPLES: Fertilizers, insecticides, seed, trees, plants, top soil, etc.
9357 OTHER CONTRACTUAL SERVICES - Cost of services procured independently by written contractual agreement with persons, firms or corporations. Contracts may or may not go to City Council and may be lump-sum or multiple payments. EXAMPLES: Pest control, custodial, janitorial, ecological, license/support service agreements/contracts for hardware and software, and linen service. NOTE: All communication-related expenses and projects should be charged to 9336 and project coded.
9358 REBATES - Energy Services of Pensacola rebates to customers and builders as an incentive to use natural gas. NOTE: All rebate charges require a project code.
9360 MISCELLANEOUS – City stormwater fees are charged to this account and other items approved by the City Manager and Director of Finance.
9361 UNCLASSIFIED – Florida Public Service Commission regulatory fees, credit card merchant fees and unusual expenses as identified and approved by the Financial Services Department.
9364 SERVICE AWARDS - Purchase of materials and supplies used for employee recognition awards.
9365 LANDFILL FEES - Charges for disposal at the sanitary landfill.
- 515 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9370 NON-CAPITALIZED ASSETS - Capital type assets (i.e. land, buildings, improvements, machinery and equipment, office equipment, road equipment, books) that cost between $1,000 and $4,999 and therefore do not meet the capitalization threshold for Capital Accounts (966x). The threshold should be applied to the cost of individual items (unit cost) rather than to groups of similar items (i.e. desks and tables). EXAMPLES: Computers, computer software/hardware, printers, facsimile equipment, scanners, playground equipment, walk-behind and push mowers, radios, guns and police car accessories such as light bars. Also, Police motorcycle leases should be charged here.
9600 CAPITAL OUTLAY
Capital outlay purchases include the acquisition cost of all assets used in operations which have a value of $5,000 or more and a useful life of more than one (1) year. The capitalization threshold should be applied to individual items (unit cost) rather than to groups of similar items (i.e. desks, tables) 9661 LAND - Includes the cost of the land, closing costs, property taxes due, legal and title fees, and the cost of preparing the land for its intended use.
9662 BUILDING - Purchase of permanent structure intended to house people or inventories. Also includes additions to existing buildings and re-roofing, renovations, warehouse/permanent exterior doors, picnic shelters and attached awnings.
9663 IMPROVEMENTS OTHER THAN BUILDINGS - Permanent (i.e. non-detachable) improvements that add value to land and are not included in land or buildings (i.e. fences, retaining walls, sprinkler systems, barrier gates). This classification is used by proprietary funds only (Gas, Sanitation, Port, Airport, Garage, Risk Management and Central Services). NOTE: Projects that qualify as improvements that will not be completed in one fiscal year or that have multiple vendors or multiple partial payments should be charged to account code 9669, Construction In Progress, so that appropriate costs can be accumulated.
9664 INFRASTRUCTURE - Includes roads, bridges, curbs, gutters, streets, sidewalks, signs, drainage systems, lighting systems, landscaping, parking, sprinkler systems, fences around retention ponds, backstops and similar assets that are immovable. This classification is used by general fund departments only. NOTE: Enterprise and Internal Service funds should charge items of this nature to either 9663 or 9669 as appropriate. NOTE: Projects that qualify as infrastructure that will not be completed in one fiscal year or that have multiple vendors or multiple partial payments should be charged to account code 9669, Construction In Progress, so that appropriate costs can be accumulated.
- 516 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9665 MACHINERY AND EQUIPMENT - Purchase of operational and construction equipment. EXAMPLES: Generators, pumps, graders, dragline, tractors, forklifts, riding lawn mowers, guns, air handlers, all terrain vehicles and four-wheelers.
9666 OFFICE EQUIPMENT - Purchase of office furniture and equipment. EXAMPLES: Copier machines, computers used as servers, computer software, and security systems.
9667 ROAD EQUIPMENT - Purchase of equipment designed to travel upon streets and highways. Equipment in this category must have a registered tag. Includes cars, trucks, sweepers and marine vehicles.
9668 BOOKS - Includes books and publications, regardless of value, purchased by the library or by the City Attorney for the law library. Also includes all other departments' book purchases exceeding $5,000 unit value and a useful life of more than one year.
9669 CONSTRUCTION IN PROGRESS - To accumulate the cost of projects which will not be completed in one fiscal year or projects completed within a year that will have multiple vendors or multiple partial pays.
9700 DEBT SERVICE
9771 PRINCIPAL - Payment of debt principal. 9772 INTEREST - Interest expense on debt.
- 517 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)
9800 GRANTS AND AIDS
9881 AID TO GOVERNMENT AGENCIES - Includes all grants, subsidies and contributions to other governmental units. 9882 AID TO PRIVATE AGENCIES - Includes all grants, subsidies and contributions to private organizations. 9883 OTHER GRANTS AND AIDS - All other grants and aids.
9900 OTHER
9991 TRANSFERS - Includes all transfers between City funds which do not represent operating expenditures. 9992 ALLOCATED OVERHEAD/(COST RECOVERY) - Reimbursement for services from a fund responsible for particular expenses to a fund that initially paid for them. Therefore, Allocated Overhead/(Cost Recovery) is treated as a decrease in expense, (Cost Recovery), for the departments providing the service and an increase in expense, Allocated Overhead, to the departments receiving the service. 9993 RESERVED – Used only for Budget, no expenditures are charged in this account. 9999 OTHER NON-OPERATING – Includes Citywide insurance and claims expenses in the Insurance Retention Fund.
- 518 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY
The Annual Operating and Financial Plan contain specialized and technical terminology that is unique to public finance and budgeting. The following glossary has been included in this document to assist the reader in understanding these terms.
Accountability - The condition, quality, fact or instance of being obliged to reckon or report for actions or outcomes. Accrual Basis of Accounting - The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. Ad Valorem Tax - Real estate and personal property taxes. The tax is assessed on a portion of the value of the property. Local governments set the levy. Allocated Overhead/Cost Recovery - Allocated Overhead/Cost Recovery is a reimbursement for services from a fund responsible for particular expenses to a fund that initially paid for them. Therefore, Allocated Overhead/Cost Recovery is treated as a decrease in expense (Cost Recovery) for the departments providing the service and an increase in expense (Allocated Overhead) to the departments receiving the service. Annexation - The incorporation of land into an existing city with a resulting change in the boundaries of that city. Annual Budget - A budget applicable to a single fiscal year. Appropriation - A legal authorization granted by a legislative body to make expenditures and incur obligations for specific purposes. An appropriation is usually limited in amount and to the time when it may be expended. Specific appropriations are at the fund level. Arbitrage - Borrowing in one market (such as bonds) at one interest rate and investing in another market (such as certificates of deposit) at a higher interest rate. Such activities are highly restricted by the federal government and any excess interest earned in this manner is not tax exempt. Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for levying taxes (i.e., your property value). Assessments - The value for tax purposes determined by the property appraiser for a given piece of real or personal property. Asset - Resources owned or held by a government which has monetary value. Balance Sheet - A statement of financial condition as of a given date. Balanced Budget - Florida State law requires a “balanced” budget, which is “all-inclusive”. Florida State Statute 166.241 states: 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. Basic Financial Statements - Those external financial statements, including notes thereto, which are necessary for a fair presentation of the financial position, and the results of operations, of an entity in conformity with Generally Accepted Accounting Principles (GAAP). Basis of Accounting – The timing of recognition, that is, when the effects of transactions or events should be recognized for financial reporting purposes. Biennial - An event occurring every two years. In our case, we introduce new revenues in the Budget or update old ones in the first year of the biennial. Normally, in the second year of the biennial, only normal growth is considered. Bond - A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds.
- 519 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Bond Ratings – A rating of quality given on any bond offering as determined by an independent agency in the business of rating such offerings. Budget - A financial plan appropriating the proposed expenditures for a given period and the means of financing them. The term usually indicates a financial plan for a fiscal year. Budget Adjustment - A procedure to revise a budget appropriation either by City Council approval through the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments or by the Mayor’s authorization to adjust appropriations within a departmental budget. Budget Calendar - The schedule of key dates or milestones which the City follows in the preparation, adoption and administration of the budget. Budget Document - The instrument used by the budget-making authority to present a comprehensive financial program to City Council. Budget Message - The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period. Budgetary Control - The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitation of available appropriations and available revenues. Budgeted Funds - Funds that are planned for certain uses, but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for City Council approval is composed of budgeted funds. Capital Equipment - Capital purchases of major equipment items which are not permanently attached to a public facility. This would include the replacement or addition of major motorized equipment items as well as other major equipment items. Capital Improvement Budget - A plan of proposed outlays and the means of financing them for the current fiscal period. The Capital Budget is the first year of the Capital Improvement Plan. Capital Improvement Plan - A five-year capital expenditures plan to meet capital needs arising from departmental goals or mandates. Capital programming contemplates the expenditures and the available resources to finance each projected expenditure. Capital Outlay - Expenditures which result in the acquisition of, or addition to, general fixed assets, with a value of more than $5,000 and a useful life of more than one (1) year. Capital Projects - Projects which involve the construction, purchase or renovation of land, buildings, streets or any other physical structure. Capital Projects Funds - Funds established to account for the acquisition or construction of major capital facilities. Capitalized Assets – Acquisitions by the City used in operations with a value of $5,000 or more and a useful life of more than one (1) year. Cash Basis of Accounting - A basis of accounting under which transactions are recognized only when cash changes hands. Central Property – Commonly thought of as railroads, appraised by the Department of Revenue. Community Development Block Grant (CDBG) – An annual Federal grant received from the Department of Housing and Urban Development. It is primarily used for housing rehabilitation and other grant eligible activities. Compensated Absences – An accrued employee’s right to receive compensation for future absences attributable to service already rendered (i.e. personal time off, vacation, sick leave).
- 520 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Comprehensive Annual Financial Report (CAFR) - Prepared at the close of each fiscal year to show the actual audited condition of the City's funds and serve as the official public record of the City's financial status and activities. Consumer Price Index (CPI) – A measure, calculated by the United States Department of Labor, commonly used to indicate the rate of inflation. Contingency Account - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for. Contractual Services - A professional service provided by an outside individual or agency in accordance with contractual specifications. Cost Allocation - The method used to charge Enterprise Funds for their share of centralized administration costs. Cost Center - An organizational budget/operating unit within each City division or department, i.e., Recreation is a cost center within the Department of Parks & Recreation. Current Assets - Resources expected to be realized or consumed within the entity’s operating cycle. Current Liabilities - The sum of all liabilities due at the end of the fiscal year, including short-term debt, current portion of long-term debt, all accounts payable and accrued liabilities. Current Revenue - Those revenues received within the present fiscal year. Debt Ratio - Ratios which provide measures of assessing debt load and ability to repay debt which play a part in the determination of credit ratings. They are also used to evaluate the City's debt position over time and against its own standards and policies. Debt Services - The City's obligation to pay principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule. Debt Service Funds - Funds established to account for the accumulation of resources for, and the payment of, general long-term principal and interest. Defeasement - Relieving the City of a particular liability (such as specific bond series) by refunding the liability through an escrow or trust fund. Legally defeased liabilities do not need to be appropriated each year as the trust fund is removed from the control of the City. Department - The basic organizational unit of government which is functionally unique in its delivery services. Its components are hierarchically arranged. Depreciation - (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy and obsolescence; (2) that portion of the cost of a capital asset which is charged as an expense during a particular period. Designated Fund Balance – Funds that have been selected and assigned for a specific purpose. Designated Unreserved Fund Balance – Portion of unreserved fund balance that management would prefer to use available financial resources for a specific purpose. Designations - A portion of fund balance earmarked for specific appropriations. Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. Encumbrances - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for future expenditures. This is generally accomplished through purchase orders, contracts or requisitions.
- 521 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Enhancement - An improvement to a programmatic service level. Enterprise Funds - Funds established to account for operations (1) that are financed and operate in a manner similar to private business enterprises - where the intent of the governing body is that the costs (expenses including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (2) where the governing body has decided that periodic determination of revenues earned, expense incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Entitlement - The amount of payment to which a state or local government is entitled as determined by the federal government (e.g., the Director of the Department of Housing and Urban Development) pursuant to an allocation formula contained in applicable statutes. Expendable Trust Funds - Trust Funds whose principal and income may be expended in the course of their designated operations. Expenditure Categories – Categories that describe the source of costs to the City of Pensacola. The Expenditure Categories within the City of Pensacola are: Personal Services, Operating Expenses, Capital Outlay , Debt Service, Grants & Aids and Other Non-Operating. Expenditures - Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, and debt service. Expenses - Decreases in net total assets. Expenses represent charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges. Fiduciary Funds - These funds include the following types of funds: Internal Service Funds - Account for goods and/or services provided to other funds or departments within the organization. Internal charges, set to cover costs of the goods or services, provide the revenue for these funds. Trust Funds - Account for resources where the City acts as a trustee either formally or informally for restricted fund users. Trust funds may be expendable (and thus subscribe to a modified accrual basis of accounting) for a specific project or service or non- expendable. Non-expendable trusts focus on the ongoing retention of earnings and subscribe to an accrual basis of accounting. Agency Funds - Account for resources where the governmental unit acts solely as an agent in collecting and dispersing monies such as federal payroll monies. No fund balance is maintained and no appropriations are necessitated. These funds are accounted for on a modified accrual basis. Financial Audit - A systematic examination of resource utilization concluding in a written report. It is a test of management's internal accounting controls and is intended to: Ascertain whether financial statements fairly present financial position and results of operations; Test whether transactions have been legally performed; Identify areas for possible improvements in accounting practices and procedures; Ascertain whether transactions have been recorded accurately and consistently; and Ascertain the stewardship of officials responsible for government resources. Financial Condition - The City's ability to pay all costs of doing business and to provide services at the level and quality that are required for the health, safety, and welfare of the community and that its citizens desire. Fiscal Year - A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operation for purposes of external financial reporting. The City of Pensacola’s fiscal year is from October 1 to September 30.
- 522 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Fixed Assets - Assets of a long-term character which are intended to continue to be held or used: land, buildings, improvements other than buildings, and machinery and equipment. Franchise Fees - A fee assessed on a business, usually a public utility, in return for its exclusive right to operate inside the City limits. The City of Pensacola has granted franchises for electric, gas, cable television, telephone and water & sewer services. Fringe Benefits - Employee benefits mandated by state and federal law, union contracts, and/or Council policy. The most common forms of fringe benefits are pension plans, health and life insurance, vacation, sick and holiday leave, deferred compensation, disability insurance and educational and incentive pay. Full Faith and Credit - A pledge of the general taxing power for the payment of debt obligations. Function - A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public safety is a function. Fund - A fiscal and accounting entity with a self balancing set of accounts recording cash and other financial resources (assets), together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Accounting - A governmental accounting system which is organized and operated on a fund basis. Fund Balance - The difference between fund assets and fund liabilities of governmental and similar trust funds. The equivalent terminology within proprietary funds is Retained Earnings. (When the term "Fund Balance" is used in reference to Proprietary Funds, it is normally referring to the estimated budgetary basis amount available for appropriations for budgeting purposes.) General Fund - The largest fund within the City, the General Fund accounts for most of the financial resources as well as most of the operating services of the general government. General Obligation Bonds - Bonds, the payment for which the full faith and credit of the issuing government are pledged. General Overview - A section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years and possible recommendations of the Mayor. Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards of/and guidelines for financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provides a standard by which to measure financial presentations. Every government should prepare and publish financial statements in conformity with GAAP. The objectives of government GAAP financial reports are different from, and much broader than, the objectives of business GAAP financial reports. Goals – Statements of broad direction, purpose, or intent based on the needs of the community. A goal is general and timeless. Government Finance Officer’s Association (GFOA) – A private, nonprofit organization which has actively supported the advancement of governmental accounting, auditing and financial reporting since 1906.
- 523 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Governmental Funds - These funds subscribe to the modified accrual basis of accounting and include the following types of funds: General Fund - Major source of revenue for this fund is usually taxes. There are no restrictions as to the purposes in which the revenues in this fund can be used. Special Revenue Funds - The resources received by this fund are limited to a broadly defined use such as the Local Option Gas Tax Fund. Debt Service Funds - Funds used for paying principal and interest of debt on non-enterprise funds. Capital Project Funds - Resources from these funds are used for purchase or construction of long-term fixed assets until they are put in service. Grants - Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity, or facility. Homestead Exemption - A deduction from the total taxable assessed value of property occupied by the owner in the State of Florida. Currently, the exemption is $25,000 on the first $25,000 of taxable value and $25,000 on the third $25,000 of taxable value for all qualified property owners. Income - A term used in proprietary fund type accounting to represent (1) revenues or (2) the excess of revenues or expenses. Indirect Expenses - Expenses associated with, but not directly attributable to providing a product or service that assists in the operation. These are usually costs incurred by other departments in the support of operating departments. Infrastructure - The basic installations and facilities on which the continuance and growth of a community depend. Examples include sewer and water systems, roadways, communication systems and public buildings. Interfund Transfers - Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended. Intergovernmental Revenue - Revenue collected by one government and distributed (usually through some predetermined formula) to another level of government(s). Internal Audit - The process of determining whether management or employees adhere to prescribed policies. Internal Charges - Various specific charges set to recover the cost of providing goods and/or services to particular funds or departments within the organization. Internal Control - The plan of organization and all other coordinated methods and procedures adopted to safeguard assets; to check the operational data; to promote operational efficiency, economy, and effectiveness; and to encourage adherence to prescribed managerial policies that will accomplish the objectives of the organization. Internal Service Fund - A fund used to account for the financing of goods or services provided by one department or agency to another departments or agencies of a government or to other governments, on a cost-reimbursement basis. Investment - Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. Investment Instrument - The specific type of security which a government purchases and holds. Levy - An imposing and collecting of a tax. Line Item Budget - A budget that lists each expenditure category (salary, training, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Long-Term Debt - Debt with a maturity of more than one year after the date of issuance. - 524 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Millage - The tax rate on real property based on $1.00 per $1,000 of assessed property value. Mission Statement - A broad statement of purpose which is derived from organizational and/or community values and goals. Modified Accrual Accounting - A basis of accounting utilized by governmental fund types and expendable trust funds that recognizes revenue when they are susceptible to accrual - that is both measurable and available to pay liabilities of the current period - and expenditures when the related liability is incurred. The differences in this basis of accounting as opposed to that applicable to proprietary funds and non-governmental entities relate to the unique environment and accounting measurement objectives of governmental fund types. Municipal Code - A system of rules which are compiled and arranged by a municipal corporation, i.e. the City, and adopted and used to regulate the conduct of its inhabitants and government. Net Current Assets - Difference between current assets and current liabilities. Noncapitalized Assets - Inventoried capital type assets that have a unit cost between $1,000 and $4,999 and therefore do not meet the capitalization threshold for Capital Accounts. Nondepartmental Expenditures - Those uses of funds which are not directly related to a department. Nonoperating Expenses - Fund expenses which are not directly related to the fund's primary service activities. Object Code - An account to which an expense or expenditure is recorded in order to accumulate and categorize the various types of payments that are made by government. These are normally grouped into Personal Services, Operating, Capital, and other categories for budgetary analysis and financial reporting. Certain object codes are maintained by the State of Florida Uniform Accounting System. Objective - A simply stated, readily measurable statement of aim or expected accomplishment within the fiscal year. A good statement of objective should imply a specific standard of performance for a given program. Obligations - Amounts which a government may be required legally to meet out of its resources. They include not only actual liabilities, but also unliquidated encumbrances. One-Time Revenue - One that cannot reasonably be expected to continue, such as a single-purpose federal grant, an interfund transfer, or use of a reserve. Continual use of one-time revenues to balance the annual budget can indicate that the revenue base is not strong enough to support current service levels. Operating Budget - Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the summary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets are usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. Operating Expenses - Fund expenses which are directly related to the fund's primary service activities. Operating and Financial Plan - A budgetary plan developed as a tool for planning, management, and control. As a planning tool it is used to establish programmatic and financial goals and objectives. As a management tool, the plan is used to direct organizational units toward established objectives for service delivery. Finally, as a control tool - the traditional use of budgeting - the plan is used for financial accountability. Ordinance - A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies.
- 525 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Organization - A responsibility area within a department of the City. Outside Agencies - Private not-for-profit agencies who provide community services which supplement and support City programs and for which City dollars are made available. Overlapping Debt - The net direct bonded debt of another jurisdiction that is issued against a tax base within part or all of the boundaries of the community. Pension Trust Funds - Trust Funds used to account for public employee retirement systems. Pension Trust Funds are accounted for in essentially the same manner as proprietary funds, but with an important expanded emphasis on required fund balance reserves. Performance Budget - A budget that focuses upon departmental goals and objectives rather than line items, programs or funds. Workload and unit cost data are collected in order to assess the effectiveness and efficiency of services. Performance Measures - Specific quantitative or qualitative measures of work performed within an activity or program (e.g., total miles of streets cleaned). Also, a specific quantitative measure of results obtained through a program or activity (e.g., reduced incidence of vandalism due to new street lighting program). Personal Property - Livestock, commercial equipment and furnishings, attachments to mobile homes, railroad cars and similar possessions that are taxable under State law. Personal Services - General category that includes salaries and wages, pensions, health insurance, and other fringe benefits. Pooled Investments (Sweep Investments) - Liquid assets of various funds and sub funds pooled together and invested to get the maximum investment earnings potential. Earnings go to each of the funds contributing to the pool on an approved basis. Program Budget - A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. Program Plan - Collection of individual program service levels to accomplish the given objectives of a department or a division. Programmatic Activity – Those activities listed within each department’s section as Programs that carry out the overall goals and objectives of the City of Pensacola. Project - A plan of work, job, assignment, or task. Property Appraiser - Elected county official responsible for setting property valuations for tax purposes and preparing the annual tax roll. Property Tax Levy - The tax levy combining the general operating levy and the debt service levy imposed by the City. Proposed Budget - The financial and operating document submitted to the City Council for consideration by the Mayor. Proposed Millage - The tax rate certified to a property appraiser by each taxing agency within a county. Proposed millage must be sent to an appraiser within 35 days after a county’s tax roll is certified by the State Department of Revenue and is listed on notices sent to property owners. No taxing agency may approve a levy that is larger than originally proposed. Proprietary Funds - These funds subscribe to an accrual basis of accounting and include the following types of funds: Enterprise Funds - Account for distinct, self-sustaining activities that derive the major portion of their revenue from user fees. Internal Service Funds - Account for goods and/or services provided to other funds or departments within the organization. Examples include the Central Services, Central Garage and Insurance Retention Funds.
- 526 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Public Service Tax - A tax levied by cities on the consumers of various utilities such as electricity, gas and water. Purchase Order - A document issued to authorize a vendor or vendors to deliver specified merchandise or render a specified service for a stated estimate price. Outstanding purchase orders are called encumbrances. Real Property - Land and the buildings and other structures attached to it that are taxable under State law. Recurring Expenses - Expenses that continue from year to year, where a similar amount can be expected annually. Examples include personnel expenses and charges for utilities. Non-recurring expenses are those that exist for a limited period or whose amounts vary considerably from one year to the next. Examples of non-recurring expenses include one-time expenses for special projects. Recurring Revenue - Revenue sources that continue from year to year, where a similar amount can be expected annually. Examples of recurring revenues include property taxes, utility taxes, and license fees. Non-recurring revenues are those that exist for a limited period or whose amounts vary considerably from one year to the next. Examples of non-recurring revenue include proceeds from grants and the sale of assets. Reserve - An account used to indicate that a portion of a fund's assets are legally restricted for a specific purpose and is, therefore, not available for general appropriation. 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. Responsibility - The condition, quality, fact or instance of being answerable and obligated as the cause, agent, or source of something. Restricted Revenue - Legally earmarked for a specific use, as may be required by state law, bond covenants, or grant requirements. For example, many states require that gas tax revenue be used only for street maintenance or street construction. Retained Earnings - An equity account reflecting the accumulated earnings of an Enterprise or Internal Service Fund. Revenue - Monies received or anticipated by a local government from either tax or non-tax sources. Revenue Bonds - Bonds usually sold for constructing a project that will produce revenue for the government. That revenue is pledged to pay the principal and interest of the bond. Revenue Estimates - A formal estimate of how much revenue will be earned from a specific revenue source for some future period; typically, a future fiscal year. Revenue Sharing - State money allocated to local governments. Revenue Shortfalls - Negative differences between revenue estimates and revenues actually received during the fiscal year. Risk Management - An organized attempt to protect a government's assets against accidental loss in the most economical method. Rolled-Back Rate - The millage rate that, when multiplied by the tax roll, would yield the same amount of revenue for the taxing authority as was yielded by the millage rate levied in the previous year. Normally, as the tax roll rises by virtue of reassessment, the rolled-back rate will be slightly lower than the previous year’s millage levy. This reduced rate multiplied by the value of the new construction/annexations added to the roll during the year provides the only source of additional tax revenue if the rolled-back rate is levied. Service Level - Service(s) or product(s) which comprise actual or expected output of a given program. Focus is on results, not measures of workload. Sources - Total revenues and transfers from other funds that increases net current assets.
- 527 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
GLOSSARY (Continued)
Special Revenue Funds - Funds used to account for revenues derived from specific external sources to be used for specific restricted types of activities. State ROW Maintenance Program - A Right-of-Way Maintenance Program approved by the City Council, funded by Local Option Gas Tax, and involves cleaning the right-of-ways of thirty-six (36) City streets, litter control and edging on these roadways. Tax Base - The total property valuations on which each taxing agency levies its tax rates. Tax Increment Financing - Financing secured by the anticipated incremental increase in tax revenues, resulting from the redevelopment of an area. Tax Roll - The certification of assessed/taxable values prepared by the Property Appraiser and presented to the taxing authority by July 1 (or later if an extension is granted by the State of Florida) of each year. Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges. Tentative Millage - The tax rate adopted at the first public budget hearing of a taxing agency. Under State law, the agency may reduce, but not increase, the tentative millage during the second public budget hearing. Transfers - Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended. For instance, transfers from the General Fund to a Special Revenue or Capital Projects Fund, operating subsidy transfers from the General Fund to an Enterprise Fund and transfers from an Enterprise Fund other than payments in lieu of taxes to finance General Fund expenditures. Trust Funds - Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments, and/or other funds. Truth In Millage Law - Also called the TRIM Bill. A 1980 law that changed the budget process for local taxing agencies, designed to keep the public informed about the taxing intentions of the agencies. Unappropriated - Not designated for a specific use. Undesignated Fund Balance – A fund balance that has not been selected or assigned to a specific purpose. Unfunded Liability - A liability that has been incurred during the current or a prior year, that does not have to be paid until a future year, and for which reserves have not been set aside. It is similar to long-term debt in that it represents a legal commitment to pay at some time in the future. Uniform Accounting System - The chart of accounts prescribed by the Office of the State Comptroller designed to standardize financial information to facilitate comparison and evaluation of reports. User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. Uses - Total expenditures and transfers to other funds that decreases net financial resources.
- 528 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
ACRONYMS
ACE – Arts/Culture/Entertainment COOP – Continuity of Operations Plan ADA - Americans with Disabilities Act COPS – Community Oriented Policing Squad AFIS - Automated Fingerprint Identification System CPI – Consumer Price Index AFIX – Automated Fingerprint Identification Xpanded CRA - Community Redevelopment Agency ALS - Advanced Life Support CRM – Control Room Management AMR – Automated Meter Reading CVSA - Computerized Voice System Analyzer A.O. - Administrative Officer DARE - Drug Abuse Resistance Education AOC – Airport Operations Center DER - Department of Environmental Regulations APGA – American Public Gas Association DIB - Downtown Improvement Board ARB – Architectural Review Board DIMP – Distribution Integrity Management Program ARFF - Aircraft Rescue Fire Fighting DHS – Department of Homeland Security ARRA – American Recovery & Reinvestment Act of 2009 DMA - Designated Marketing Area AT&T – American Telephone & Telegraph DOT – Department of Transportation BARC - Bay Area Resource Council ECUA - Emerald Coast Utilities Authority CAD – Computer Aided Dispatch EMS - Emergency Medical Services CAFR – Comprehensive Annual Financial Report EMT - Emergency Medical Technician CBT - Computer Based Terminals EOC – Emergency Operations Center CD – Construction Documents EPA - Environmental Protection Agency CDBG - Community Development Block Grant EPS - Extra Personnel Services CEB - Code Enforcement Board ESP - Energy Services of Pensacola CFC - Customer Facility Charges ETC – Escambia Treating Company CFR – Code of Federal Regulations FAA - Federal Aviation Administration CIKR – Critical Infrastructure Key Resource FAR - Federal Aviation Regulations CIS – Customer Information System FDEP – Florida Department of Environmental Protection CMP – Community Maritime Park FDOT - Florida Department of Transportation CNG – Compressed National Gas FEMA - Federal Emergency Management Agency
- 529 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
ACRONYMS (Continued)
FERC – Federal Energy Regulatory Commission IPM – Integrated Pest Management FFIRS - Florida Fire Incident Reporting System ISAC – Information Sharing and Analysis Centers FLSA - Fair Labor Standards Act ISO - Insurance Services Organization FRS – Florida Retirement System ITS – Intelligent Transportation Systems FSS - Family Self-Sufficiency LAN - Local Area Networks FTO - Field Training Officer LDC - Land Development Code FUP – Family Unification Program LEED – Leadership in Energy and Environmental Design FY – Fiscal Year LEPC – Local Emergency Planning Committees GAAP - Generally Accepted Accounting Principles LFAT – Live Fire Adjunct Training GARB – General Airport Revenue Bond LOGT - Local Option Gasoline Tax GBCI – Green Building Certification Institute LOST - Local Option Sales Tax GCA - Pensacola-Escambia Governmental Center Authority MCCD – Major Crime Control Division GFOA – Government Finance Officer’s Association MDT - Mobile Data Terminal GIS - Geographic Information Systems MHz - Megahertz GOP - Goals, Objectives and Policies MIS - Management Information Services. HAZ-MAT - Hazardous materials MPO - Metropolitan Planning Organization HCV – Housing Choice Voucher MSA - Metropolitan Statistical Area HIQC - Health Insurance Quality Circle MTSA – Maritime Transportation Security Act HOME - Home Investment Partnerships program MUTCD – Manual of Uniform Traffic Control Devices HPPB - Historic Pensacola Preservation Board NADEP - Naval Aviation Depot HQS – Housing Quality Standards NAHB – National Homebuilders Association HRS - Department of Health & Rehabilitation Services NAS - Naval Air Station HUD - U. S. Department of Housing & Urban Development NET - Neighborhood Enhancement Team HVAC – Heating, Ventilation and Air Conditioning NFPA - National Fire Protection Association IAFF - International Association of Fire Fighters NIMS – National Incident Management System ICS – Incident Command Systems NIPP – National Infrastructure Protection Plan
- 530 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
ACRONYMS (Continued)
NMTC – New Market Tax Credit STEP – Sanitation Trash Elimination Program NPDES - National Pollutant Discharge Elimination System. SWAT – Special Weapons and Tactics O & M - Operating & Maintenance TAC - Tactical Unit OQ – Operator Qualifications TBRA - Tenant-Based Rental Assistance O.S. - Operation Supervisor TFFDSF - Tax & Franchise Fee Debt Service Fund OSHA - Occupational Safety and Health Administration TIF - Tax Increment Financing PC - Personal Computer TMDL – Total Maximum Daily Load PECCC - Pensacola-Escambia Clean Community Commission TRACON - Terminal Radar Approach Control PEDC - Pensacola-Escambia Development Commission TRIM - Truth In Millage PFC – Passenger Facility Charges TSA – Transportation Security Administration PHSMA – Pipeline and Hazardous Materials Safety Administration UL - United Laboratories PM – Project Manager USDOT - United States Department of Transportation. PO - Purchase Order VASH – Veterans Affairs Supportive Housing Program PSA - Pensacola Sports Association. VHF – Very High Frequency PSAP - Public Safety Answering Point WMD - Weapons of Mass Destruction. PSC – Public Service commission RCSF – Rental Car Services Facility RFP - Request for Proposal. ROW – Right of Way RP - Request for Payment. SBE – Small Business Enterprise SCADA – Supervisory Control & Data Acquisition SHIP - State Housing Initiatives Partnership SIDA - Security Identification Display Area SRO - School Resource Officer SSOCOF – Sunshine State One Call of Florida
- 531 - City of Pensacola, Florida Fiscal Year 2012 Approved Budget
1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army 1895 – Aldermanic Government Formation 1912 – Commission Government Formation 1931 – Institution of Council-Manager Government 2010 – Institution of Mayor-Council Government
- 532 -