Fiscal Year 2019-2020 Approved Budget

CITY OF Boca Raton, FL FY 2019-20 APPROVED BUDGET

Scott Singer Jeremy Rodgers Mayor Deputy Mayor

Andrea Levine O'Rourke Monica Mayotte Council Member Council Member

Andy Thomson Leif J. Ahnell Council Member City Manager

CITY OF BOCA RATON

FY 2019-20 APPROVED BUDGET

Scott Singer Mayor Jeremy Rodgers Andrea Levine O’Rourke Deputy Mayor Council Member

Monica Mayotte Andy Thomson Council Member Council Member

Leif J. Ahnell City Manager

Prepared by the Office of Management & Budget

The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Boca Raton, Florida for its annual budget for the fiscal year beginning October 1, 2019.

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.

This is the 38th consecutive year that the City has received this prestigious award. APPROVED BUDGET TABLE OF CONTENTS Page Overview: How to Use the Budget Document ...... 1 TRANSMITTAL LETTER City Manager’s Budget Message ...... 3 Mission/Vision/Goals ...... 8 Goals, Objectives & Priority Policy Actions ...... 9 City of Boca Raton Organizational Structure ...... 10 Overview: Explanation of Differences ...... 11 Overview: Schedule of Positions ...... 13 Overview: Statement of Fund Balances ...... 17 Overview: Change in Assessed Valuation ...... 20 INTRODUCTION General Information ...... 21 Department to Fund Relationship ...... 24 Fund Descriptions ...... 27 Planning Process ...... 30 Administrative Policies ...... 32 Budget Process ...... 38 Flowchart of Budget Process ...... 45 REVENUE INFORMATION Methodology of Revenue Forecasting ...... 46 LONG-RANGE FINANCIAL PLAN ...... 51 BUDGET SUMMARIES Budget by Fund ...... 66 Sources of Funds - Fiscal Year 2019-20 ...... 67 Sources of Funds - City-wide Pie Chart ...... 69 Uses of Funds - City-wide Pie Chart ...... 70 Uses of Funds - Fiscal Year 2019-20 ...... 71 General Fund - Revenues and Expenditures Summary ...... 73 General Fund Operating ...... 74 General Fund Expenditures by Category ...... 75 Historical Summary – Revenues ...... 76 Historical Summary – Expenditures ...... 77 Comparison Mills Levied - Last Ten Fiscal Years ...... 78 Schedule of Assessed Valuation & Millage Rates ...... 79 2019 Tax Bill by Taxing Authority - Use ...... 80 PROGRAM BUDGET Program Budget - Fiscal Year 2019-20 ...... 81 Revenue by Program...... 82 Program Expenditures by Fund Type ...... 83 Department Expenditures by Program ...... 84 General Government and Public Safety ...... 85 Physical Environment and Recreation Services ...... 86 Highways & Streets and Human Services ...... 87 i APPROVED BUDGET TABLE OF CONTENTS Page STRATEGIC INITIATIVES ...... 88 PERFORMANCE MEASURES ...... 91 GENERAL FUND Departmental Budgets: City Council ...... 99 City Manager ...... 100 City Attorney ...... 113 Financial Services ...... 115 Development Services ...... 132 Police Services ...... 141 Fire-Rescue Services ...... 150 Municipal Services...... 157 ...... Recreation Services...... 171 General Government ...... 185 SPECIAL REVENUE FUNDS CDBG & SHIP Funds ...... 186 Economic Development Fund ...... 189 ...... Law Enforcement Trust Fund & State Forfeiture Fund ...... 195 ...... Federal & State Grant Funds...... 196 Beautification Fund ...... 197 Beach & Park District Fund ...... 201 DEBT SERVICE FUNDS ...... 210 ...... BR COMMUNITY REDEVELOPMENT AGENCY ...... 211 SANITATION FUND ...... 212 ...... STORMWATER UTILITY FUND ...... 215 ...... WATER & SEWER FUNDS ...... 220 ...... CEMETERY/MAUSOLEUM FUND...... 231 ...... GOLF COURSE FUNDS...... 234 ...... INFORMATION TECHNOLOGY FUND...... 238 MOTOR POOL FUND ...... 242 SELF INSURANCE FUNDS ...... 245

RETIREMENT SUSTAINABILITY ...... 249 ...... DEBT ADMINISTRATION ...... 250 ...... CAPITAL IMPROVEMENTS PROGRAM ...... 258 INDEX ...... 289 GLOSSARY ...... 293 ......

How to Use the Budget Documents

THE BUDGET DOCUMENTS The purpose of these next few pages is to quickly teach you what is in a budget, where and how to find the information, how to interpret what you do find, and the best approach to the budget as a whole.

APPROVED BUDGET The Approved Budget includes all pertinent information in a summary format that can be easily understood by the public. The Approved Budget consists of the following sections: the overview, found after the Transmittal Letter divider, th e Introduction, the Revenue Information, the Long-Range Financial Plan, the Budget Summaries, the Program Budget, the Strategic Initiatives, the Performance Measures, the Fund/Department Summaries, and the other supporting information.

Overview The overview consists of the City Manager's transmittal letter. The City Manager's letter is most important in under standing what your City government is going to be doing for the next year and beyond. It will inform you of the current status of the City government: changes in personnel, future issues facing the City, concerns, and significant differences expected in revenues and expenditures, the direction the budget is taking and the focus of the budget year. It will give you a feel for the general direction the City Council has urged City staff to take in this new fiscal year. This section also lists the City's Long and Short-Term goals as set by the City Council. You will also find the City-wide organization chart.

Introduction The introduction contains general information about the City of Boca Raton, such as population and employment, along with some comparative statistics with the County and State. Here you will find a description of the funds, a description of the City’s planning process, administrative policies, and how the budget process works.

Revenue and Expenditure Information This section shows the City’s revenue and expenditure history and trends.

Long-Range Financial Plan The City develops a long-range financial plan to assist management in the pla nning and allocation of resources to achieve the City Council goals of maintaining financially secure city government.

Budget Summaries The budget summaries section provides charts and graphs that show where the money comes from (source of funds or revenue s) and where it goes (use of funds or expenditures), millage and assessed value comparisons and total tax bill.

Program Budget The program budget section provides a summary of all revenues and expenditures for the City based on overall departmental activity. The program budget is allocated by six program categories including: general government, public safety, physical environment, recreation services, highway and streets, and human services.

Strategic Initiatives As part of its strategic planning process the City Council establishes annual goals and priorities for the next five years. The strategic initiatives section outlines the City Council’s specific po licy agenda for FY 2018-19, which are linked to specific programs and activities.

Performance Measures The City has begun to establish performance measures, which directly link to the City’s Strategic Initiatives.

Fund/Department Summaries After getting a feel for the general set -up of the City government from the Introductory section, turn back to th e Table of Contents at the front of The Approved Budget. The Funds are listed in capital letters boldfaced type. Departments are listed individually under the General Fund only for ease of location, since all other funds contain only one or two Departme ntal Summaries. While Departments can cross Funds, all summaries within a given Fund are particular to that Fund only. (For instance, the Recreati on

1 Services Department has summaries in General Fund, Special Revenue Funds, Cemetery/Mausoleum Fund and the Golf Course Funds. When you review the Recreation Services Department in the General Fund, it does not contain any portion of the dollar s, personnel, etc. in the Golf Course Fund.)

Within each Fund/Department you will find the following: 1. A cover page ex plaining the mission of the Department, function of the Department, what the Department does on a daily basis, its divisions of responsibilities, total employees, and a summary of expenditures by category within the Department. 2. A Departmental Organization Chart showing the number of full -time employees, chain of command, and any changes for the budget year. 3. A Budget Summary. In General Fund departments, this is a comparison of expenditures and personnel. In Proprietary and Internal Service Funds, revenues, reserves and depreciation figures are also summarized. 4. Prior year achievements which are actually the objectives from the previous year’s budget restated with the results, i.e., whether the objectives were achieved; if not achieved, why not?, etc. 5. Goals and Objectives by division within each Department. The objectives to be accomplished in this budget year are formulated based on the direction given by the City Manager during the budget planning process. These objectives will become answerable as next year's achievements. The goal is the basic purpose of the Department and is ongoing. All Departmental goals and objectives are also the City Manager’s goals and objectives. 6. Performance Measures, provided on a divisional basis in each Department, evaluate the efficiency and effectiveness of the programs and services offered by the City. Not all Funds are included with Department Summaries. Funds are actually account ing functions, which are regulated by State standards. Some Funds, such as the Bond Sinkin g Fund or Transportation Fund, exist solely as an accounting function to account for specifically allotted revenues and expenditures for a designated purpose. These Funds may receive transfers of dollars f rom other Funds. These Funds, however, do not support any personnel costs or have any goals or objectives outside of their designated purpose and, therefore, do not include Departmental Summary information. Line item revenues and expenditures for all City Funds can be found in The Approved Budget Detail and are discussed later in this section.

DEBT ADMINISTRATION contains information relating to City debt: explanation and detail of how the City manages debt, mandated by policy and by law, along with the City's current financial standing of outstanding debt by type, dollar amount due, and management. Ten-year schedules are included for comparison as well as statements of payments outstanding through the life of the debt by item.

CAPITAL IMPROVEMENTS PROGRAM contains summary information of the City's 6 -year Capital Improvements Program (CIP), which is produced as a separate document. Here you will find CIP policies, a flowchart of the CIP process, a list of all projects included in the current operating budget, how they are funded, and the effect they will have on the operating portion of the budget.

BOCA RATON COMMUNITY REDEVELOPMENT AGENCY (CRA) contains summary information of the City’s development in the downtown area. The adopted Budget for the CRA may be found at www.myboca.us.

The INDEX is where various key topics are listed alphabetically for quick reference. If you want to see everything pertaining to the Library, for instance, there are series of page numbers, with the appr opriate volume number indicated, following that entry. This will quickly place you at the Library's departmental budget, 6 -year CIP, or other pertinent information without having to know the Library's Fund or Department numbers.

The GLOSSARY contains a li st of terms that are commonly used in governmental budgeting, but that may not be familiar to the general public. These terms have been defined as they specifically relate to the City of Boca Raton.

WE SINCERELY HOPE this little "how -to" has helped you t o find and use the information you seek. If any point has remained unclear to you, please feel free to phone the Office of Management and Budget at (561) 393 -7850 with any questions. If the same questions arise repeatedly, we will incorporate clarifications into next year's budget explanation. The City’s budget documents may also be viewed on the City’s website:

www.myboca.us

2 CITY HALL CITYOF 201 WEST PALMETTO PARK ROAD• BOCA RATON, FL 33432 PHONE: (561) 393-7700 (FOR HEARING IMPAIRED) TDD (561) 367-7043 Boca Raton www.myboca.us •

October I, 2019

Honorable Mayor and City Council Members City of Boca Raton, Florida

Dear Mayor and City Council Members:

In accordance with Section 4.04 of the City Charter, I am pleased to submit the Approved Operating Budget for the fiscal year beginning October I, 2019 and ending September 30, 2020, which is a balanced budget as required by Florida Statutes. A balanced budget is defined as revenues and other sources equaling expenditures/expenses and other uses including reserves. For FY 2019-20, the citywide combined uses of funds including operations, transfers and fund balance/reserves total $794,024,700. The approved citywide total operating budget is $516,141 ,500. The approved General Fund operating portion of the budget is $185,860,600.

BUDGET DIRECTION The goals and priorities established by the City Council during the April 2019 Goal Setting Session were used as a guide to prioritize funding in the FY 20 I 9-20 budget. The approved budget supports the goals and priorities of the City Council while at the same time maintaining the City's outstanding service levels and AAA bond rating, with expenditures strategically linked to the goals, objectives, core businesses, and existing obligations of the City. The goals and policy agenda priorities include:

GOALS ► Financially Sound City ► World-Class Municipal Services ► Strong Partnership with Community ► Vibrant & Sustainable City

PRIORITIES for FY 2019-20 (15 Items) • Innovation Technology Business Hub • Partnership with Florida Atlantic University - Town and Gown • Financial Plan to address the Long-Term • Partnership with Other Local Institutions Impacts of Growth • Preparation for the Next Financial • Comprehensive Traffic and Connectivity Downturn Planning • Government Campus Master Plan • Explore Midtown Planning Opportunities • City Services and Staffing • Revisions to the Land Development Code • Public Schools Safety Infrastructure • Downtown Design Guidelines: Ord. 4035 I IDG I Pattern Book • Public Schools Strategy Advocacy and • Sustainability Action Plan Development Actions • Partnership with the Greater Boca Raton Beach and Park District

3 As the City continues to experience significant growth and the effects of urbanization throughout the City and the Region, it is critical for the City to continue to pay very close attention to the rising cost of services. The approved budget includes expanded operations across all City departments in order to maintain our current service levels. There are 38 new positions approved to enable the City to continue to meet service demands.

TAX RATE

I I FY2018-19 FY2019-20 CHANGE Millage Tax Millage Tax Millage Tax Percent Operating 3.469 $1,040.70 3.4793 $1,043.79 0.0103 $3.09 0.30%, Debt Service 0.2097 62.91 0.1994 59.82 -0.0103 -3.09 -4.91% Total Millage Rate 3.6787 $1,103.61 3.6787 $1,103.61 - - 0.00%,

The approved FY 2019-20 total millage rate is 3.6787 mills per $1,000, which is the same as FY 2018-19. A home with a taxable value of$300,000 in the City of Boca Raton will pay $1,103.61 in ad valorem taxes.

For FY 2019-20 property values increased 4 .94% in the City. The net increase is composed of a 4.03% increase from reassessments of existing properties and an increase of .91 % from new construction.

GENERAL FUND

The General Fund approved operating budget, including transfers, is recommended to increase $10,620,100 or 6% from the previous year. This increase can be primarily attributed to the following areas:

Category of Expense Increase (Decrease) from Prior Year Police Salaries and Benefits $ 1,547 ,600 Police Pension 1,332,900 Fire Salaries and Benefits 710,300 Fire Pension 484,000 General & Executive Employees' Salaries and Benefits 1,552,400 General & Executive Employees' Pension (31,200) Payment to Community Redevelopment Agency 302,700 Information Technology- software maintenance 1,271 ,000 New Personnel Costs 2,167,600 New Program Costs 675,300 Insurance Costs (140,100) Vehicles 322,200 Equipment & Other Maintenance 122,900 Supplies 232,900 Cultural 60,500 Transfer to Beautification Fund 9 100

Total Increase in Operating Costs (including transfers) $10.620.100

All revenues and expenditures were carefully evaluated to identify possible revenue enhancements or cost reductions to produce a balanced approved operating budget without a millage rate change.

In order to offset increases in providing frre services, the frre assessment fee for FY 2019-20 is approved to be increased $10. The annual fee per residential household for FY 2019-20 is approved to increase to $145 from $135. The fee for nonresidential property varies depending on the size and type of the property.

4 For FY 2018-19 the City allocated 8% of the property tax revenue to the Capital Improvement Program. For FY 2019-20, 8% of property tax revenues are approved to be allocated to the Capital Improvement Program as well.

Current projections indicate that General Fund revenues will grow at an estimated rate of 4-6% annually for the next several years while operating expenditures are projected to increase 5-7% annually.

The CRA currently owes the City $12.3 million. For FY 2019-20 budget includes a $12 million repayment of these advances, from the (CRA) Community Redevelopment Agency to the City. The City continues to budget these repayments as a revenue to balance the City's general fund budget. It is anticipated the CRA will fully repay the advance from the City over the next several years. After the advances are fully repaid, the City will need to consider alternatives to replace this revenue source in order to balance the City's budget.

WHAT'S NEW FOR 2020

Developing the budget is an extensive process which requires cooperation and involvement of many City team members. As part of the collaborative process, Department Directors carefully examine their operations, and based on their professional assessment submit requests that enable them to sustain infrastructure and services that support a high quality of life and world class services to the residents. After careful review of all departmental requests, the FY 2019-20 Approved Budget includes new positions that are necessary to sustain the provision of outstanding quality city services while maintaining the City's long tradition of financial strength and flexibility.

GENERALFUND

The FY 2019-20 Approved General Fund budget includes funding for the following new positions and initiatives:

► Positions - 26 new full-time positions Salaries, Benefits & Capital Costs

• Budget Analyst $ 87,300 • Assistant City Manager 150,000 • Building Inspector I 122,700 • Real Time Command Center Technicians (4) 247,400 • Firefighter (8) I Fire Lieutenant (4) 1,398,500 • Project Engineer 95,400 • Traffic Signal Technician 66,300 • Parking Enforcement Representative * 53,000 Total General Fund $2.220.600

*Position funded by CRA

► Programs - 3 new programs (including associated personnel) • Climate Vulnerability Assessment $ 85,500 • Study Spaces for Spanish River Library /AWE Literacy Stations for 47,900 • Hillsboro El Rio Phase II ( 4 full-time positions) 541.900 Total General Fund $675.300

FUND BALANCE PROJECTIONS

Consistent with the General Fund Long Range Financial Plan, the planned fund balance provides revenues to be used in the next year's budget. The planned fund balance is $43,823,100 which includes a reserve for emergency preparedness of $18.6 million. The fund balance therefore exceeds 10% of operating expenditures, which is the minimum approved for coastal communities by Moody's Investors Services. Should any of these funds be used to provide additional programs or projects within the current year, the Long Range Financial Plan projections will need to be reanalyzed.

5 OTHER FUNDS

The General Fund is just one component of the City's overall budget. The category of "other funds" also has significant impact upon the citizens of Boca Raton and overall service delivery.

These funds include:

o Economic Development Fund o Grant Funds - CDBG, Housing, State & Federal o Water and Sewer Enterprise Fund o Debt Service Funds o Sanitation Fund o Capital Improvement Funds o Right-of-Way Beautification Fund o Information Technology o Greater Boca Raton Beach and Park District Fund o Self-Insurance Funds - Workers Compensation, Liability & Group Medical o Cemetery and Mausoleum Fund o Motor Pool Fund o Golf Course Enterprise Fund

The City manages and allocates resources from these funds in support of its overall vision, mission, goals, and objectives.

In FY 2016-17, the City set-up an Infrastructure Surtax Fund to account for the voter approved one-cent sales surtax program. The FY 2019-20 budget includes $27,740,600 in projects. The City issued a revenue bond to expedite funding for projects.

The projects identified for the Infrastructure Surtax Fund are:

• Pavement Resurfacing • Street Light Design (FPL) • Off-site School Roadway Improvements • Communication Tower • Waterfront Masterplan • Lake Wyman and Rutherford Park Waterfront • Wild Flower Park

The growth of the City has created a need to expand the City's sanitation operation. In order to implement the City Council's direction to retain sanitation services in-house, the City's Sanitation Fund for FY 2019-20 budget includes increased costs for vehicles, personnel, equipment, and an expansion of the City's sanitation vehicle maintenance and storage facilities. In FY 2019-20, the sanitation rates will increase $3.99 to $21.59 per month for single-family residences, and $2.42 to $13.07 per month for multi-family dwellings.

The City's Right-of-Way from Beautification Fund provides the maintenance for the landscaped medians in the City. Due to continued expansion in the median beautification program and increased costs of maintaining existing medians, the Beautification Fund requires a transfer from the General Fund to support the costs of maintaining and beautifying the medians.

The FY 2019-20 budget for the Water and Sewer Enterprise Fund is adequately funding the requirements to provide the highest quality of utility service to the residents and customers of the City of Boca Raton. Although many utility systems in South Florida are increasing rates significantly to maintain their systems, the City through proper planning, continuous operational improvements and implementation of cost-effective measures, has made it possible to maintain utility rates at the CPI increase of 1.2%, or an average of $.56 per month. The City continues to have one of the lowest water and sewer rates in the state of Florida.

6 OTHER FUNDS (continued)

Other Funds with new personnel and initiatives for FY 2019-20 are summarized below:

► Positions - 12 new full-time positions -

Salaries, Benefits & Capital Costs

Sanitation Fund - 5 Full-time Positions

• Packer Operator/ Drive (3) $162,500 • Refuse Collector (2) 104,600 Total Sanitation Fund $267.100

Stormwater Fund - 1 Full-time Position

• Stormwater Operations Manager $116,500 Total Stormwater Fund $116.500

Water/ Sewer Operating Fund - 6 Full-time Positions

• Reliability Engineer Coordinator $ 73,000 • Utilities Network Crew Chief (2) 102,000 • Plant Electrician 67,600 • Utilities Developer Coordinator 67,600 • Utilities GIS Coordinator 74 500 Total Water/ Sewer Operating Fund $384.700

RISKS INVOLVED IN BUDGET PROJECTIONS

The budget document is based upon the most current financial information available. Since none of us can predict the future with certainty, staff must assume that, in presenting this budget, all amounts used can be reasonably relied upon. In particular, uncertainty in the stock markets and its impact on the City' s pension plans, continued increases in health care costs, legislative actions, federal policies and regulations among other factors could have a significant impact on the City's operating revenues and expenses.

CONCLUSION

This budget incorporates the recommendations and analysis of your professional staff. These approved programs and staffing support the Goals and Policy Agenda Priorities established by City Council.

I wish to thank the Mayor and City Council for sharing your priorities and ideas for the City during the Goal Setting Session so that they could be reflected in the approved budget. r extend my appreciation to the Department Heads and their staff for their dedication to the timely and effective completion of the budget, and I especially thank the Office of Management & Budget Director Sharon McGuire and staff, Ella Moore Poitier, Melissa Raynor and Cliff Brush for their dedication in the creation and compilation of this document.

Sincerely,

Leif J. Ahnell, C.P.A., C.G.F.O., C.P.F.O. City Manager

7 THE CITY OF BOCA RATON’S 2019-2020 STRATEGIC PLAN BRIEF

MISSION To responsibly provide outstanding services to enhance our unique quality of life

VISION Boca Raton –a beautiful, prosperous, safe and vibrant coastal community

GOALS • Financially Sound City • World Class Municipal Services • Strong Partnership with the Community • Vibrant and Sustainable City

8 THE CITY OF BOCA RATON’S 2019-2020 GOALS, OBJECTIVES & PRIORITY POLICY ACTIONS

GOAL 1: FINANCIALLY SOUND CITY GOAL 1 PRIORITIES

Boca Raton provides cost-effective, efficient services to its • Innovation Technology Business residents and invests in its future by maintaining high Hub property values, planning and funding capital projects and • Financial Plan to Address Long- initiatives with a focus on return on investment. The City Term Impacts of Growth proactively seeks diversity in revenue streams/sources to • Preparation for the Next Financial support services; maintains a AAA bond rating; balances Downturn revenues and expenditures and funds reserves within defined City policies. Strategic economic development practices expand and diversify the economy and the job opportunities within Boca Raton.

GOAL 2: WORLD CLASS MUNICIPAL SERVICES GOAL 2 PRIORITIES

Boca Raton provides world class municipal services by • Government Campus Master employing professional, highly competent and motivated staff Plan members and maintaining state of the art equipment and • City Services and Staffing systems. Retaining and hiring qualified employees and providing skill set training and professional development opportunities allows for agility and improvement in City service management and service delivery. Explore public/private collaboration with alternative service providers to leverage service offerings traditionally provided by municipalities.

GOAL 3: STRONG PARTNERSHIP WITH THE COMMUNITY GOAL 3 PRIORITIES

Trust and confidence in city government is built on strong • Public Schools Safety relationships. Through the effective use of technology and Infrastructure communications, Boca Raton residents are well-informed with • Public Schools Strategy Advocacy convenient access to City information and services. Strong and Actions partnerships with neighborhoods, community-based • Partnership with Greater Boca organizations, hospitals, universities, and other governmental Raton Beach and Park District agencies increase civic engagement and strengthen the relationship between the City and its stakeholders. • Partnership with Florida Atlantic University: Town and Gown • Partnerships with Other Local Institutions

GOAL 4: VIBRANT AND SUSTAINABLE CITY GOAL 4 PRIORITIES

Boca Raton offers a safe and secure community with a thriving • Comprehensive Traffic and downtown and neighborhoods. The City continues to enhance Connectivity Planning its infrastructure to support residents and encourage local • Explore Midtown Enhancements investment to attract visitors and residents for the enjoyment • Revisions to Land Development of livability and community building. As a sustainable City, Boca Code Raton strives to achieve the balance between preserving its • IDG/Pattern Book/4035 Direction natural resources and supporting economic opportunity. • Sustainability Action Plan Development

9 CITY OF BOCA RATON ORGANIZATIONAL STRUCTURE

RESIDENTS OF BOCA RATON

Community CITY COUNCIL Redevelopment Agency......

CITY ATTORNEY CITY MANAGER Diana Grub Frieser Leif J. Ahnell

ASSISTANT CITY MANAGER SUSTAINABILITY OFFICE Vacant DEPUTY CITY MANAGER DEPUTY INFORMATION TECHNOLOGY CITY MANAGER George S. Brown Michael J. Woika COMMUNITY RELATIONS MANAGEMENT MANAGEMENTSERVICES COMMUNICATIONS & SERVICES DEVELOPMENT MARKETING CITY CLERK SERVICES Brandon Schaad ECONOMIC DEVELOPMENT Administration Building Code Compliance RISK HUMAN Planning & Zoning OFFICE OF MANAGEMENT & MANAGEMENT RESOURCES CDBG & SHIP BUDGET Code Enforcement

FIRE-RESCUE UTILITY FINANCIAL SERVICES POLICE SERVICES MUNICIPAL SERVICES RECREATION SERVICES SERVICES Linda C. Davidson Dan Alexander Zachary Bihr SERVICES Thomas R. Wood Michael J. Kalvort Chris Helfrich Administration Chief's Office Administration Administration Administration Administration Pension Community Services Dispatch Streets Library Meter Reading Accounting Communications Center Logistics & Support Dredge Recreation Instrumentation /Control Customer Service Bureau of Field Services Fire Operations Facilities Maintenance Parks Electrical Treasury Biological Processing Lab Fire & Life Safety Traffic/Special Projects Beautification Water Treatment Plant Accounts Payable LETF Engineering/Survey Beach & Park District Water Network Purchasing Engineering/Design Land Dedication Plant Maintenance Parking Services Transportation Fund Cemetery/Mausoleum Quality Control Debt Service Fund Sanitation Fund Golf Courses W W Treatment Plant Retirement Sustainability Fund Stormwater Utility Fund Lift Station Maintenance Infrastructure Surtax Fund Motor Pool Fund Wastewater Network CRC Fund Beach Renourish Fund

10 DIFFERENCES BETWEEN FISCAL YEAR 2019-2020 ADOPTED REVENUE AND FISCAL YEAR 2018-2019 REVENUE ESTIMATES

Explanation of differences: The following outlines the basic differences in the General Fund between the FY 2019-2020 revenues and the FY 2018-2019 revenues adopted a year ago along with a brief explanation of the differences. Increase in tax revenue associated with an increase in property 1 Changes in Tax Revenue $3,655,800 values.

2 Franchise Fees & Utility Service Fees (430,200) Decrease in revenue based on recent decreases in electricity charges.

3 Building Permits & Other Licenses/ Permits 504,000 Increase due to building activity.

4 Public Safety 935,800 Increase in revenue due to an increase in the fire assessment fee.

Increase share of local ½ cent sales tax and other misc. state sharing 5 State Shared Revenue 579,300 proceeds.

6 Shared Rev / Local Unit 2,477,200 Increase due to increased repayment from the CRA.

7 Culture-Recreation 79,900 Increase in revenue from recreation programs.

8 Charges for Service(s) (25,400) Decrease in various revenues.

9 Interest Earnings 514,400 Increase in interest and investment rates.

Change in the anticipated fund balance combined with other 10 Fund Balance 2,329,300 miscellaneous revenue/expenses within the General Fund.

Total Revenue Difference $10,620,100

11 DIFFERENCES BETWEEN FISCAL YEAR 2019-2020 ADOPTED EXPENDITURES AND FISCAL YEAR 2018-2019 ADOPTED EXPENDITURES

Explanation of differences: The following outlines the basic differences in the General Fund between the FY 2019-2020 expenditures and the FY 2018-2019 expenditures adopted a year ago along with a brief explanation of the differences. Police Salaries and Benefits & Police Increase in salary and benefit costs in accordance with Police Services 1 $1,547,600 Positions contract.

2 Police Pension $1,332,900 Increase in pension costs due to change in actuarial assumptions.

Increase in salary and benefit costs in accordance with Fire Rescue 3 Fire Salaries and Benefits $710,300 contract.

4 Fire Pension $484,000 Increase in pension costs due to change in actuarial assumptions.

General & Executive Employees’ Salaries 5 $1,552,400 Increase in salaries for full time employees. and Benefits

6 General & Executive Employees’ Pension ($31,200) Decrease in pension costs due to change in actuarial assumptions.

Payment to Community Redevelopment 7 $302,700 Increase in amount of TIF money due to CRA. Agency

Increase in costs due to increases in software and hardware costs and 8 Information Technology $1,271,000 other technology expenses.

9 New Personnel Costs $2,167,600 Increase due to the demand for services and enhanced programs.

10 New Program Costs $675,300 Increase due to new program costs.

11 Insurance ($140,100) Decrease due to expiring insurance policies.

Increase in expenses due to a increase in in the number of vehicles 12 Vehicles $322,200 being purchased.

13 Supplies & Equipment $355,800 Increase due to new personnel & program costs.

14 Not-for-Profit Funding $13,000 To fund additional not-for-profit requests.

15 Art in Public Places & Cultural $47,500 To fund additional cultural and recreational requests.

16 Transfers $9,100 Transfer to Beautification Fund

Total Expenditure Difference $10,620,100

12 APPROVED FY 2019-2020 POSITION CHANGES FY 2019 - 2020 REVISED INCR/ 2016-17 2017-18 2018-19 2018-19 TRANS POSITIONS* (DECR) City Manager Administration 6.00 6.00 6 6 - 7 1 City Clerk Administration 5.00 6.00 6 8 - 8 - Boards & Committees 1.00 1.00 1 - - - - Community Relations 3.00 3.00 3 3 - 3 - Management Services 15.00 17.00 17 16 - 16 - Sustainability - 1.00 1 1 - 1 - Communications 2.00 4.00 4 4 - 4 - Office of Mgt & Budget - - - 3 - 4 1 32.00 38.00 38 41 - 43 2 City Attorney Administration 7.00 7.00 7 7 - 7 - 7.00 7.00 7 7 - 7 - Financial Services Administration 4.50 4.50 6 6 - 6 - Accounting 6.50 6.50 8 8 - 8 - Pension 5.00 5.00 5 5 - 5 - Treasury 1.00 1.00 1 1 - 1 - Accounts Payable 4.00 4.00 4 4 - 4 - Alarm Administration 2.00 2.00 2 2 - 2 - Purchasing 8.00 9.00 10 10 - 10 - Office of Mgt & Budget 3.00 3.00 3 - - - - Parking Services 4.50 4.50 9 9 - 10 1 38.50 39.50 48 45 - 46 1 Development Services Administration 5.66 6.89 10 10 - 10 - Code Compliance/Licensing 64.67 65.27 71 71 - 72 1 Planning & Zoning 11.25 12.10 14 14 - 14 - *Downtown Code Enforcement 3.33 4.73 2 2 - 2 - 84.91 88.99 97 97 - 98 1 Police Services Community Services 71.00 73.00 73 75 - 75 - Communications/Dispatch 38.00 38.00 38 38 - 42 4 Bureau of Field Services 199.00 203.00 203 202 - 202 - Biological Processing Lab 2.00 2.00 2 2 - 2 - *Downtown Police Enforcement 6.00 6.00 6 6 - 6 - 316.00 322.00 322 323 - 327 4 Fire-Rescue Services Administration 10.00 12.00 12 11 - 11 - Dispatch 1.00 1.00 1 1 - 1 - Logistics & Support 7.00 8.00 8 9 - 9 - Fire Operations 210.00 214.00 214 215 - 227 12 Fire & Life Safety 10.00 11.00 11 11 - 11 - 238.00 246.00 246 247 - 259 12 Municipal Services Administration 6.00 8.00 9 7 - 7 - Streets 13.60 13.60 14 14 - 14 - Dredge4.004.00 4 4 - 4 - Facilities Maint. 18.00 20.00 20 20 - 20 - Traffic/Spec. Projects 19.00 19.00 19 21 - 23 2 Engineering - Survey 4.00 4.00 4 4 - 4 - Engineering - Design5.7510.75 12 12 - 12 - 70.35 79.35 82 82 - 84 2

13 APPROVED FY 2019-2020 POSITION CHANGES FY 2019 - 2020 REVISED INCR/ 2016-17 2017-18 2018-19 2018-19 TRANS POSITIONS* (DECR) Recreation Services Administration 11.00 9.00 10 10 - 10 - Library 37.00 38.00 39 39 - 39 - Community Center 6.40 7.10 9 8 - 8 - Camp Programs 0.35 0.35 - - - - - Athletics 1.75 1.75 3 3 - 3 - Aquatics 3.65 3.65 4 4 - 4 - Boca Raton Tennis Center 2.30 2.30 3 3 - 3 - Ocean Rescue 24.25 24.25 25 24 - 24 - District I 46.10 51.10 53 53 - 57 4 Mizner Park 1.00 1.00 1 1 - 1 - District II 7.70 7.70 8 8 - 8 - Park Rangers 5.60 5.60 6 7 - 7 - Irrigation 6.00 3.00 4 4 - 4 - 153.10 154.80 165 164 - 168 4

INTERNAL SERVICE FUNDS: IT Fund (510) 42.00 47.00 49 48 - 48 - Motor Pool Fund (520) 14.00 14.00 16 16 - 16 - TOTAL GENERAL & INTERNAL SERVICE FUND 995.86 1,036.64 1,070 1,070 - 1,096 26 SELF SUPPORTING FUNDS: Special Revenue Funds Comm. Devel. Block Grant (111) 0.94 1.03 - 2 - 2 - Affordable Housing (114) 0.70 0.48 - - - - - 1.64 1.51 - 2 - 2 - Economic Development (115) Economic Development 1.00 3.00 2 2 - 2 - Innovation - - - 1 - 1 - 1.00 3.00 2 3 - 3 - Beautification Maintenance Fund (151) ROW Maintenance 66.20 68.20 77 77 - 77 - 66.20 68.20 77 77 - 77 - Beach and Park District (161) Red Reef Park 42.15 44.40 42 43 - 43 - Patch Reef Park 23.50 25.05 22 22 - 22 - Sugar Sand Park 52.55 53.80 52 52 - 52 - Verde/Estridge 5.00 5 5.00 5 - 5 - Swim and Racquet Center 16.75 16.00 16 16 - 16 - Countess deHoernle Park 13.75 13.75 13 13 - 13 - 153.70 158.00 150 151 - 151 - Boca Raton Comm Redvlpmnt Agency (410) CRA Operating 4.65 4.70 - - - - - Downtown Parking Services 3.50 3.50 - - - - - 8.15 8.20 - - - - - Sanitation Fund (440) Sanitation 50.00 52.00 52 52 - 57 5 50.00 52.00 52 52 - 57 5

14 APPROVED FY 2019-2020 POSITION CHANGES FY 2019 - 2020 REVISED INCR/ 2016-17 2017-18 2018-19 2018-19 TRANS POSITIONS* (DECR) Stormwater Utility Fund (450) Maintenance-M.S. 7.90 7.90 7 7 - 8 1 Engineering / Stormwater 3.75 3.75 3 3 - 3 - 11.65 11.65 10 10 - 11 1 Water/Sewer Operating Fund (470) Administration 18.00 19.00 21 21 - 23 2 Instrumentation/Control 9.00 9.00 9 9 - 9 - Electrical 8.00 8.00 9 9 - 10 1 Water Trtmnt. Plant 23.00 22.00 22 22 - 22 - Water Network 25.00 24.00 24 24 - 25 1 Plant Maintenance 13.00 12.00 12 12 - 13 1 Quality Control 10.00 10.00 11 11 - 11 - Wastewater Treatment Plant 17.00 18.00 18 18 - 18 - Lift Station Maintenance 11.00 12.00 12 12 - 12 - Wastewater Network 18.00 18.00 18 18 - 19 1 Customer Service 15.80 15.80 12 12 - 12 - Meter Reading 6.00 6.00 6 6 - 6 - 173.80 173.80 174 174 - 180 6 Cemetery/Mausoleum Fund (480) Cemetery 2.65 3.15 3 4 - 4 - Mausoleum 3.35 2.85 3 2 - 2 - 6.00 6.00 6 6 - 6 - Golf Course Fund (490) Red Reef Golf Course 4.60 4.60 5 4 - 4 - Boca Raton Municipal Golf 18.40 18.40 18 19 - 19 - 23.00 23.00 23 23 - 23 - Self Insurance Funds Wrkrs Compensation Self Ins. (530) 4.00 4.00 4 4 - 4 - Group Medical Self Insurance (531) 4.00 4.00 4 4 - 4 - 8.00 8.00 8 8 - 8 -

TOTAL OTHER FUNDS: 503.14 513.36 502 506 - 518 12

TOTAL CITY-WIDE FULL-TIME POSITIONS 1,499.00 1,550.00 1,572 1,576 - 1,614 38

*NOTE: Approved FY 2018-2019 positions are not adjusted for position splits, which creates reconciliation discrepancies from prior years; actual employe count remains consistent.

15 APPROVED FY 2019-2020 POSITION CHANGES GENERAL FUND: City Manager 2 Addition of one (1) Assistant City Manager, one (1) Budget Analyst Financial Services 1 Addition of one (1) Parking Enforcement Representative Development Services 1 Addition of one (1) Building Inspector I Police 4 Addition of four (4) Real Time Command Center Technicians Fire-Rescue 12 Addition of eight (8) Firefighters, four (4) Fire Lieutenants 2 Addition of one (1) Project Engineer, one (1) Traffic Signal Municipal Services Technician

4 Addition of one (1) Parks Maintenance Supervisor III, one (1) Recreation Services Irrigation Technician I, two (2) Groundskeepers TOTAL GENERAL FUND: 26

OTHER FUNDS: Sanitation - Municipal Services 5 Addition of three (3) Packer Operator, two (2) Refuse Collector Stormwater - Municipal Services 1 Addition of one (1) Stormwater Operations Manager

Addition of one (1) Reliability Engineer Coordinator, one (1) Utility Services 6 Utilities GIS Coordinator, two (2) Utilities Network Crewchief, one (1) Plant Electrician, one (1) Utilities Developer Coordinator

TOTAL OTHER FUNDS: 12 TOTAL FY 2019-2020 APPROVED CITY-WIDE POSITION CHANGES : 38

16 GENERAL FUND STATEMENT OF FUND BALANCE *

FUND BALANCE October 1, 2018 $ 48,008,600 2018-19 Revenue $ 177,579,800 2018-19 Expenditures $ (174,340,300) Net Increase (Decrease) 3,239,500

Fund Balance: Planned Fund Balance $ 17,434,100 Designated Carry Forward 16,094,000 Hurricane/Disaster Emergency Reserve 17,550,000 Army Corps of Engineers Reserve 170,000 $ 51,248,100 -0-

FUND BALANCE October 1, 2019 $ 51,248,100 2019-20 Revenue $ 178,646,100 2019-20 Expenditures (186,071,100) Net Increase (Decrease) (7,425,000)

Fund Balance: Planned Fund Balance $ 18,607,200 Designated Carry Forward 6,455,900 Hurricane/Disaster Emergency Reserve 18,590,000 Army Corps of Engineers Reserve 170,000 $ 43,823,100 -0-

The projected fiscal year 2019-20 fund balance has increased. Although an increase in revenues is anticipated, the forecast includes an increase in operating expenditures due to an increase in new personnel and programs.

17 SPECIAL REVENUE FUNDS STATEMENT OF FUND BALANCES *

Greater Development State and Law ROW Boca Raton Block Grant Fund & Federal Grant Economic Enforcement Transportation Beautification Beach and Park Assistance Trust Fund Fund Development Fund Trust Fund Fund Fund District Fund FUND BALANCE October 1, 2018 $ 885,600 $ - $ 5,909,400 $ 399,300 $ 10,367,800 $ 223,000 $ -

2018-19 Revenue $ 1,178,200 $ 248,400 $ 1,154,800 63,600 2,496,600 6,821,700 $ 21,595,990 2018-19 Expenditures (2,063,800) (248,400) (1,332,900) 565,300 (1,310,500) (6,623,400) (40,250,700) Net Increase (Decrease) (885,600) - (178,100) 628,900 1,186,100 198,300 (18,654,710)

$ - $ - $ 5,731,300 $ 1,028,200 $ 11,553,900 $ 421,300 $ (18,654,710) . FUND BALANCE October 1, 2019 $ - $ - $ 5,731,300 $ 1,028,200 $ 11,553,900 $ 421,300 $ -

2019-20 Revenue $ 2,348,500 $ 232,400 $ 1,154,800 $ 88,000 $ 2,475,000 $ 6,821,700 $ 24,506,600 2019-20 Expenditures (2,348,500) (232,400) (3,974,700) (262,700) (9,335,400) (7,046,800) (24,506,600) Net Increase (Decrease) - - (2,819,900) (174,700) (6,860,400) (225,100) -

Fund Balance: Planned Fund Balance $ - $ - $ 2,911,400 $ 853,500 $ 4,693,500 $ 196,200 $ -

CAPITAL PROJECTS FUNDS STATEMENT OF FUND BALANCES *

ROW Capital Downtown Land Downtown Infrastructure Acquisition Improvement Capital Improvement Dedication Land Dedication Surtax Fund Projects Fund Project Fund Fund Fund Fund

FUND BALANCE October 1, 2018 $ 2,367,100 $ 22,547,200 $ 766,000 $ 9,109,800 $ 6,800,200 $ 8,718,300

2018-19 Revenue 54,900 11,134,800 1,562,000 1,440,300 143,100 27,346,600 2018-19 Expenditures - (11,675,300) (1,354,800) (408,600) 48,600 (12,371,900) Net Increase (Decrease) 54,900 (540,500) 207,200 1,031,700 191,700 14,974,700

Fund Balance: Planned Fund Balance $ 2,422,000 $ 22,006,700 $ 973,200 $ 10,141,500 $ 6,991,900 $ 23,693,000

FUND BALANCE October 1, 2019 $ 2,422,000 $ 22,006,700 $ 973,200 $ 10,141,500 $ 6,991,900 $ 23,693,000 2019-20 Revenue 54,900 15,994,000 1,547,000 661,100 193,100 7,246,600 2019-20 Expenditures - (20,757,200) (1,457,900) (4,354,800) (135,000) (30,939,600) Net Increase (Decrease) 54,900 (4,763,200) 89,100 (3,693,700) 58,100 (23,693,000)

Fund Balance: Planned Fund Balance $ 2,476,900 $ 17,243,500 $ 1,062,300 $ 6,447,800 $ 7,050,000 $ -

*The Statement of Fund Balances represent the City of Boca Raton actual fund balances as of October 1, 2018. The fund balances for October 1, 2019, are based on anticipated revenues and expenditures. The actual fund balance for fiscal year 2018-19 will be available upon completion of the City’s annual audit in early 2020. The reserves shown in the Statement of Fund Balances are based on conservative revenue estimates and one hundred percent (100%) of the budgeted expenditures being expended. These Special Revenue and Capital Projects funds have been established for specific purposes. It is anticipated that all available resources will eventually be expended which results in a declining or zero fund balance.

18 DEBT SERVICE FUND STATEMENT OF FUND BALANCE *

FUND BALANCE October 1, 2018 $ 2,062,200 2018-19 Revenues 7,900,200 2018-19 Expenditures (7,951,100) Net Increase (Decrease) (50,900)

Fund Balance: Debt Service Reserve $ 2,011,300

FUND BALANCE October 1, 2019 $ 2,011,300 2019-20 Revenue 10,984,800 2019-20 Expenditures (11,033,000) Net Increase (Decrease) (48,200)

Fund Balance: Debt Service Reserve $ 1,963,100

*The Statement of Fund Balance represents the City of Boca Raton actual fund balance as of October 1, 2018. The fund balance for October 1, 2019, is based on anticipated revenues and expenditures. The actual fund balance for fiscal year 2018-19 will be available upon completion of the City’s annual audit in early 2020. The reserves shown in the Statement of Fund Balance are based on conservative revenue estimates and one hundred percent (100%) of the budgeted expenditures being expended.

19 CHANGE IN ASSESSED VALUATION

Total Assessed Value 2019-20 $ 25,020,274,537 Total Assessed Value 2018-19 23,888,627,093 Increase in Assessed Value $ 1,131,647,444 % Increase in 2019-20 over 2018-19: 4.74% BREAKDOWN

New Construction $ 2 16,096,541 0.90% Re-assessments 915,550,903 3.83%

TOTAL $ 1,131,647,444 4.74%

“The Premier Community” A World Class Local Government 201 West Palmetto Park Road Boca Raton, FL 33432 Telephone: (561) 393-7700

The City has had two major annexations: December 2003 LOCATION AND SIZE brought in 3,255 new residents, 422 new businesses and 494 acres; December 2004 brought in 4,662 new residents, Boca Raton, incorporated in 1925, 20 new businesses and 1,091 acres. The City’s current is the 23rd most populous city in population is . (1) the State of Florida, and second largest city in Palm Beach 94,488 County.(1) Located on Florida’s “Gold Coast”, it is the southernmost city in Palm Beach County. Boca Raton is forty CITY GOVERNMENT miles north of Miami and approximately midway between the In 1965, the Council-Manager form of government cities of Palm Beach and Fort Lauderdale. It is bordered on replaced the Commissioner-Manager system in Boca the east by the Atlantic Ocean, on the north by Delray Beach, Raton. Four Council Members and a Mayor are elected at and on the south by Deerfield Beach. large on a non-partisan basis for two three-year terms. The City Council appoints the City Manager, who is the Chief The City encompasses 30 square miles with 5 miles of ocean Administrative Officer of the City and directs the business frontage and 1,650 acres of parks. of the City and its various departments. The City Council determines policy, adopts legislation, approves the City’s The Greater Boca Raton area encompasses the City of Boca budget, sets taxes and fees, and appoints the City Attorney Raton and its Reserve Area, located directly west of the City’s and members of various Boards and Commissions. western boundary, extending to Florida’s Turnpike. The Reserve Area has been legally designated as such by the State Public Safety Public Utilities of Florida. The area held in reserve cannot at present 8 Fire Stations 706 mi. Water Mains incorporate as an individual municipality nor attach itself to 243 Fire Uniform 591 mi. Gravity Sewer Mains any municipality other than Boca Raton. Personnel 43 mi. Reclaimed Water 1 Police Station Mains N 1 Police Sub-Stations 241 Wastewater Pump Stations 216 Police Uniform 5,500 Fire Hydrants Personnel

Other 500 mi. Streets 360 mi. of Shared-use maintained by Pathways City 1,550 acres of Parks 776,505 Public Library circulation

The City provides a full range of municipal services. The W public safety program includes police, fire protection and E rescue services. For recreation, the City provides oceanfront beaches, 2 libraries, 2 swimming pools, golf S courses, tennis courts, neighborhood parks, 3 community centers, and various recreational and instructional activities and classes. The City provides street and highway construction and canal maintenance, sanitation, and operates its own public utility for water, sewer, and stormwater services.

Additional City services include building inspection, planning, zoning, engineering, surveying, cemetery, as well as general administrative services.

21 The City continues to enhance its web page The City is made up of sandy flatlands and a coastal ridge. (www.myboca.org) Recent web additions allow our customers Average elevation is 18 feet above sea level. The City is to pay a utility bill, pay a parking citation, apply for a businesstraversed north to south by the Intracoastal Waterway, license, and check the status of a building permit application. separating the beachfront area from the mainland. The The City now accepts credit cards for all services at all sites. area has numerous drainage canals and an abundance of waterfront property. In 2010, construction of the Utility Services Reclaimed Water Storage Tank and Pumping Station was completed. It is HOSPITAL FACILITIES located on the corner of Spanish River Boulevard and I-95. It enables the City to provide consistent flows of reclaimed water The Boca Raton Regional Hospital, established in 1967, to irrigate golf courses in the Broken Sound Development, is a non-profit, academic tertiary medical center with an Woodfield Country Club Development, and Boca West in-patient capacity of 400 beds, 800 physicians, and staffed Development, as well as portions of Patch Reef Park, all with over 2,800 employees. Boca Raton Regional Hospital located west of Military Trail on Yamato Road. By using celebrated its 50th year anniversary. reclaimed water for irrigation in this area, an estimated 8.0 million gallons a day of source drinking water will be saved. West Boca Medical Center, located in unincorporated Boca Raton, is a 195-bed acute care hospital offering a wide range of services.

EDUCATION Boca Raton has numerous educational opportunities. The County school system has 12 elementary, 5 middle schools and 4 high schools in the City (and in unincorporated Boca Raton), housing over 20,000 students. The median student to teacher ratio is 18 to 1.

Boca Raton is the home of Florida Atlantic University (FAU), which opened in 1964 on an 850 -acre site. The University offers four-year undergraduate and graduate degrees in a broad range of subjects. FAU is a member of Utility Services Reclaimed Water Storage Tank & Pumping Station the Florida State University system. Today, FAU’s seven- partner campuses serve more than 30,000 students. The Reclaimed Water Storage Tank has a capacity of 5.0 million gallons. It was constructed utilizing an Alternative Lynn University was founded in 1962 and is a private, Water Supply Grant from the South Florida Water four-year, coeducational institution on a 123-acre campus, Management District. with an enrollment of 3,093. It is fully accredited as a CLIMATE & PHYSIOGRAPHY Level III Institution by the Southern Association of Colleges and Schools and offers master, bachelor, and Boca Raton’s southern location and marine influences produce associate degrees in more than t wenty disciplines. The a notably steady climate in the Boca Raton area. The City is University also has an extensive continuing education warmed in the winter and cooled in the summer by winds off program through its Center for Adult Learning. the Gulf Stream. Summers average 83 degrees while winters average 69 degrees. The average annual temperature is 76 Founded in 1933 as Florida's first public junior college, degrees. Average annual rainfall is about 57 inches and Palm Beach State College has its South Campus located received mostly in the form of showers in the summer and fall on the Florida Atlantic University C ampus. Current seasons. enrollment is approximately 49,000 full- and part-time students. The College offers Associate of Arts and Associate of Science Degree programs.

22 ECONOMIC CONDITION AND OUTLOOK CITY OF BOCA RATON Principal Taxpayers and Assessed Value(2) Economic prospects for the City of Boca Raton are improving Town Center at Boca Raton $540,000,511 with the local economy showing upward momentum in Panthers BRHC Ltd Partnership 245,506,497 housing and retail sales. Florida Power & Light Co 161,095,213 Via Mizner Owner I LLC 126,956,400 The City’s property tax rate remains the lowest among Boca Center at Military LLC 123,637,123 communities in South Florida. Similarly, other rates and fees Office Depot Inc 123,300,782 in the City are extremely competitive with other area Boca T Rex Borrower LLC 122,256,083 municipalities. Palmetto Promenade Owner LLC 110,899,563 Avalon 850 Boca LLC 109,664,358 The City provides a unique environment for business – a strong Atlis Boca Raton LLC 105,521,819 business environment, with economic resources and a well- educated and talented workforce, all within a community The City is the location of several Fortune 500 companies known for its high quality of life. Boca Raton is a rich blend of and nearly 12 million square feet of Class A corporate corporate and regional headquarters, small businesses, and space. Thanks to our low taxes, strong employment base, innovative start-up companies. There are economic and quality of life, Boca Raton’s business community opportunities for all types of companies and businesses. continues to thrive. The City of Boca Raton has implemented a Transportation CITY OF BOCA RATON Demand Management Program (TDM) providing a central Major Employers(2) Employees policy framework to improve accessibility and mobility Boca Raton Regional Hospital 2,800 throughout the community, and to encourage well-planned Florida Atlantic University 2,761 redevelopment that positions the City for continuing economy Office Depot (HQ) 2,034 vitality to maintain its high quality of life. City of Boca Raton (FTE) 1,550 Boca Raton Resort and Club 1,376 Boca Raton is a regional employment and educational National Council of Comp Ins. (NCCI) 923 destination, with more jobs than residents. The presence of Johnson Controls / Tyco (HQ) 898 FAU and Lynn University, Arvida Park of Commerce, Boca Lynn University 663 Raton Regional Hospital, a thriving downtown, beaches, ADT Security Services (HQ) 600 parks, and numerous shopping opportunities, means that Boca International Business Machines 600 Raton receives a substantial influx of people every day. The City of Boca Raton continues to be a leader in community sustainability and environmental stewardship. The City is committed to reducing air pollution and greenhouse gas production, conserving energy, protecting native wildlife, preserving environmentally sensitive land, conserving water resources and providing education programs.

The City of Boca Raton is a member of the U.S. and Florida Green Building Coalition and has received a number of awards and recognition for its environmental programs: • Recycling Award – Palm Beach County Solid Waste Authority • Reclaimed Water Recognition – FL Department of Environmental Protection (FDEP) • Tree City USA (37 years) – FL State Division of Forestry & US Forest Service • Bicycle Friendly City – League of American Bicyclists The Household Effective Buying Income for the City of Boca ______Raton remains high. The personal median income for Boca (1) Bureau of Economic and Business Research , Florida Estimates of Population 2018, Table 1 (incorporated), April 1, 2019. Raton is $76,218, which is 133% of the median in Palm Beach (3) (2) City of Boca Raton, Comprehensive Annual Financial Report, County . September 30, 2017. (3) United States Census Bureau, QuickFacts, City of Boca Raton and Palm Beach County, Median household income (in 2017 dollars).

23 DEPARTMENT TO FUND RELATIONSHIP

Special Debt Service / Grants & Adopted FY FTE General Fund Enterprise Internal Service Revenue Capital Projects Trusts 2019/2020 Total Department/Division

CITY COUNCIL ADMINISTRATION $ 487,600 $ 487,600 TOTAL - CITY COUNCIL 0.00 $ 487,600 $ 487,600

CITY MANAGER ADMINISTRATION 7.00 $ 1,455,400 $ 1,455,400 WESTERN GOLF COURSE SALE $ 18,000 $ 18,000 CITY CLERK 8.00 $ 1,079,500 $ 1,079,500 HUMAN RESOURCES 16.00 $ 2,636,300 $ 2,636,300 MIZNER PARK AMPHITHEATER 3.00 $ 1,278,200 $ 1,278,200 COMMUNICATIONS 4.00 $ 566,000 $ 566,000 ECONOMIC DEVELOPMENT 2.00 $ 455,300 $ 455,300 OFC OF MANAGEMENT & BUDGET 4.00 $ 595,600 $ 595,600 INNOVATION 1.00 $ 194,400 $ 194,400 SUSTAINABILITY 1.00 $ 204,300 $ 204,300 INFORMATION TECHNOLOGY 48.00 $ 6,429,900 $ 6,429,900 PC SYSTEMS NETWORKING $ 6,077,100 $ 6,077,100 TELECOMMUNICATIONS $ 272,900 $ 272,900 COPIER CENTER $ 450,000 $ 450,000 COMMUNICATION SYSTEMS $ 2,825,400 $ 2,825,400 WORKERS COMPENSATION 4.00 $ 9,663,100 $ 9,663,100 ADMINISTRATION/SAFETY $ 585,300 $ 585,300 GROUP MEDICAL ADMIN 4.00 $ 12,295,100 $ 12,295,100 GENERAL LIABILITY $ 11,062,100 $ 11,062,100 FLORIDA BLUE HEALTH $ 15,245,500 $ 15,245,500 GROUP INSURANCE $ 1,323,700 $ 1,323,700 TOTAL - CITY MANAGER 102.00 $ 7,815,300 $ 667,700 $ 66,230,100 $ 74,713,100

CITY ATTORNEY ADMINISTRATION 7.00 $ 1,497,400 $ 1,497,400 TOTAL - CITY ATTORNEY 7.00 $ 1,497,400 $ 1,497,400

FINANCIAL SERVICES ADMINISTRATION 6.00 $ 1,069,500 $ 1,069,500 PENSION 5.00 $ 775,400 $ 775,400 ACCOUNTING 8.00 $ 813,200 $ 813,200 CUSTOMER SERVICE $ 2,128,900 $ 2,128,900 TREASURY 1.00 $ 129,700 $ 129,700 ACCOUNTS PAYABLE 4.00 $ 299,800 $ 299,800 ALARM ADMINISTRATION 2.00 $ 160,500 $ 160,500 PURCHASING 10.00 $ 1,053,400 $ 1,053,400 PARKING SERVICES 10.00 $ 715,000 $ 715,000 FINANCIAL SERVICES CIP $ 160,000 $ 160,000 INFRASTRUCTURE ADMIN $ 2,520,200 $ 2,520,200 DOWNTOWN LAND DEDICATION $ 7,185,000 $ 7,185,000 TOTAL - FINANCIAL SERVICES 46.00 $ 5,016,500 $ 9,865,200 $ 2,128,900 $ 17,010,600

COMMUNITY DEVELOPMENT ACQ AND LAND RECORDS $ 2,476,900 $ 2,476,900 TOTAL - COMMUNITY DEVELOPMENT 0.00 $ 2,476,900 $ 2,476,900

DEVELOPMENT SERVICES ADMINISTRATION 10.00 $ 901,500 $ 901,500 CODE COMPLIANCE/LICENSING 72.00 $ 7,650,400 $ 7,650,400 PLANNING AND ZONING 14.00 $ 1,755,500 $ 1,755,500 CDBG/ADMINISTRATION 2.00 $ 95,000 $ 95,000 CDBG/NEIGHBORHD IMPROVEMT $ 1,171,100 $ 1,171,100 AFFORDABLE HOUSING $ 1,082,400 $ 1,082,400 TOTAL - DEVELOPMENT SERVICES 98.00 $ 10,307,400 $ 2,348,500 $ 12,655,900

24 DEPARTMENT TO FUND RELATIONSHIP

Special Debt Service / Grants & Adopted FY FTE General Fund Enterprise Internal Service Revenue Capital Projects Trusts 2019/2020 Total Department/Division

POLICE SERVICES SPECIAL LAW ENFORCEMENT $ 1,116,200 $ 1,116,200 COMMUNITY SERVICES 75.00 $ 16,201,800 $ 16,201,800 COMMUNICATIONS/DISPATCH 42.00 $ 3,753,900 $ 3,753,900 BUREAU OF FIELD SERVICES 202.00 $ 36,211,100 $ 53,900 $ 1,511,500 $ 37,776,500 BIOLOGICAL PROCESSING LAB 2.00 $ 198,600 $ 198,600 POLICE SVCS CIP $ 1,711,200 $ 183,000 $ 1,894,200 TOTAL - POLICE SERVICES 321.00 $ 56,365,400 $ 1,170,100 $ 1,711,200 $ 1,694,500 $ 60,941,200

FIRE/RESCUE SERVICES ADMINISTRATION 11.00 $ 4,591,300 $ 4,591,300 DISPATCH 1.00 $ 1,483,400 $ 1,483,400 LOGISTICS AND SUPPORT 9.00 $ 2,273,200 $ 2,273,200 FIRE OPERATIONS 227.00 $ 43,809,700 $ 41,903,600 $ 85,713,300 FIRE AND LIFE SAFETY 11.00 $ 2,451,800 $ 2,451,800 FIRE/RESCUE SVCS CIP $ 1,430,000 $ 3,452,100 $ 4,882,100 TOTAL - FIRE/RESCUE SERVICES 259.00 $ 54,609,400 $ 1,430,000 $ 45,355,700 $ 101,395,100

UTILITY SERVICES ADMINISTRATION 23.00 $ 13,205,400 $ 13,205,400 INSTRUMENTATION/CONTROL 9.00 $ 1,800,800 $ 1,800,800 METER READING 6.00 $ 1,273,200 $ 1,273,200 ELECTRICAL 10.00 $ 1,756,900 $ 1,756,900 WATER TREATMENT PLANT 22.00 $ 8,329,400 $ 8,329,400 WATER NETWORK 25.00 $ 2,967,300 $ 2,967,300 PLANT MAINTENANCE 13.00 $ 1,891,600 $ 1,891,600 QUALITY CONTROL 11.00 $ 1,342,300 $ 1,342,300 WASTEWATER TRTMNT PLANT 18.00 $ 5,431,700 $ 5,431,700 LIFT STATION MAINTENANCE 12.00 $ 2,030,900 $ 2,030,900 WASTEWATER NETWORK 19.00 $ 2,277,100 $ 2,277,100 UNCLASSIFIED 12.00 $ 14,435,000 $ 14,435,000 CAPITAL PROJECTS-WATER $ 32,800,000 $ 32,800,000 CAPITAL PROJECTS-SEWER $ 1,685,000 $ 1,685,000 WATER/SEWER COMBINATION $ 10,235,000 $ 10,235,000 CAPITAL PROJECT/TRANSFERS $ 100,817,800 $ 100,817,800 TOTAL - UTILITY SERVICES 180.00 $ 202,279,400 $ 202,279,400

MUNICIPAL SERVICES ADMINISTRATION 7.00 $ 1,339,400 $ 1,339,400 STREETS 14.00 $ 1 ,468,400 $ 1,468,400 STORMWATER/MAINTENANCE-MS 8.00 $ 1,435,900 $ 1,435,900 DREDGE 4.00 $ 550,900 $ 550,900 FACILITIES MAINTENANCE 20.00 $ 4,608,100 $ 4,608,100 SANITATION 57.00 $ 7,154,400 $ 7,154,400 TRAFFIC/SPECIAL PROJECTS 23.00 $ 5,245,200 $ 14,028,900 $ 19,274,100 ENG/SURVEY 4.00 $ 417,600 $ 417,600 ENG/DESIGN 12.00 $ 1,504,300 $ 1,504,300 ENG/STORMWATER 3.00 $ 8,494,900 $ 8,494,900 FLEET MAINTENANCE 16.00 $ 8,080,400 $ 8,080,400 MUNICIPAL SVCS CIP $ 30,939,600 $ 178,500 $ 24,830,600 $ 600,000 $ 56,548,700 ENGINEERING CIP $ 658,400 $ 658,400 CAPITAL PROJECTS-SANITAT $ 5,203,600 $ 5,203,600 TOTAL - MUNICIPAL SERVICES 168.00 $ 46,073,500 $ 14,207,400 $ 25,489,000 $ 22,288,800 $ 8,680,400 $ 116,739,100

25 DEPARTMENT TO FUND RELATIONSHIP

Special Debt Service / Grants & Adopted FY FTE General Fund Enterprise Internal Service Revenue Capital Projects Trusts 2019/2020 Total Department/Division

RECREATION SERVICES ADMINISTRATION 10.00 $ 2,066,600 $ 2,066,600 DOWNTOWN LIBRARY 39.00 $ 5,687,300 $ 5,687,300 B/R COMMUNITY CENTER 8.00 $ 798,200 $ 798,200 TRAIN DEPOT $ 59,900 $ 59,900 CAMP PROGRAMS 0.00 $ 642,700 $ 642,700 ATHLETICS 3.00 $ 505,900 $ 505,900 SKATEBOARD PARK $ 61,700 $ 61,700 SPECIAL PROGRAMS $ 374,000 $ 374,000 AQUATICS 4.00 $ 492,800 $ 492,800 BOCA RATON TENNIS CENTER 3.00 $ 331,900 $ 331,900 SPECIAL INTEREST ACTIVITY $ 637,500 $ 637,500 OCEAN RESCUE 24.00 $ 2,159,800 $ 2,159,800 RECREATION SVCS CIP $ 2,259,600 $ 19,778,200 $ 22,037,800 LAND DEDICATION $ 9,654,100 $ 9,654,100 PARKS DISTRICT I 57.00 $ 5,437,800 $ 5,437,800 MIZNER PARK 1.00 $ 769,600 $ 769,600 PARKS DISTRICT II 8.00 $ 987,700 $ 987,700 PARK RANGERS 7.00 $ 656,100 $ 656,100 IRRIGATION 4.00 $ 843,700 $ 843,700 ROW MAINTENANCE 77.00 $ 7,243,000 $ 7,243,000 CEMETERY 4.00 $ 483,400 $ 483,400 CEMETERY MAINTENANCE $ 1,758,100 $ 1,758,100 MAUSOLEUM 2.00 $ 768,400 $ 768,400 MAUSOLEUM MAINTENANCE $ 2,555,000 $ 2,555,000 RED REEF GOLF COURSE 4.00 $ 633,100 $ 633,100 B/R MUNI GOLF COURSE 19.00 $ 2,326,000 $ 2,326,000 BPD-RED REEF PARK 43.00 $ 4,686,900 $ 4,686,900 BPD-PATCH REEF PARK 22.00 $ 2,893,200 $ 2,893,200 BPD-SUGAR SAND PARK 52.00 $ 5,426,100 $ 5,426,100 BPD-ESTRIDGE 5.00 $ 470,100 $ 470,100 BPD-OCEAN STRAND $ 25,000 $ 25,000 SWIM AND RACQUET CENTER 16.00 $ 1,770,300 $ 1,770,300 COUNTESS DE HOERNLE PARK 13.00 $ 1,549,400 $ 1,549,400 OCEAN BREEZE GBRBPD $ 1,614,300 $ 1,614,300 SPECIAL INTEREST $ 1,943,100 $ 1,943,100 BEACH AND PARK DIST CIP $ 4,128,200 $ 4,128,200 TOTAL - RECREATION SERVICES 425.00 $ 24,127,500 $ 30,135,300 $ 11,913,700 $ 4,210,900 $ 19,778,200 $ 4,313,100 $ 94,478,700

NON-DIVISIONAL GENERAL GOVERNMENT $ 7,515,500 $ 7,515,500 HUMAN/COMM SVCS ORGS $ 459,500 $ 459,500 ECONOMIC DEV-NON DIVISION $ 6,236,400 $ 6,236,400 NON-DIVISIONAL CIP $ 8,099,400 $ 8,099,400 TOTAL - NON-DIVISIONAL 0.00 $ 7,975,000 $ 6,236,400 $ 8,099,400 $ 22,310,800

GENERAL FUND CAPITAL PROJECT/TRANSFERS $ 48,173,100 $ 48,173,100 TOTAL - GENERAL FUND 0.00 $ 48,173,100 $ 48,173,100

BOND SINKING GEN OBLIG BOND SINKING $ 4,787,800 $ 4,787,800 NON GO BOND SINKING $ 4,970,000 $ 4,970,000 NON GO BOND SINKING-I $ 3,238,300 $ 3,238,300 TOTAL - BOND SINKING 0.00 $ 12,996,100 $ 12,996,100

COMM REDEVELOP AGENCY ADMINISTRATION $ 19,388,700 $ 19,388,700 DOWNTOWN PARKING SERVICES $ 2,611,300 $ 2,611,300 DOWNTOWN CODE ENFORCEMENT 2.00 $ 323,700 $ 323,700 DOWNTOWN POLICE ENFRCMENT 6.00 $ 1,021,000 $ 1,021,000 COMM REDEVELOP CIP $ 2,525,000 $ 2,525,000 TOTAL - COMM REDEVELOP AGENCY 8.00 $ 25,869,700 $ 25,869,700

Grand Total 1,614 $ 262,448,100 $ 80,635,100 $ 73,981,500 $ 230,908,000 $ 141,738,900 $ 4,313,100 $ 794,024,700

26 Fund Descriptions

An important concept in governmental accounting and budgeting is the division of the budget into categories called funds. Funds are separate fiscal accounting entities. Budgeting and accounting for revenues and expenditures in this manner is called fund accounting. Fund accounting allows a government to budget and account for revenues and expenditures restricted by law or policy. Governments may use any number of individual funds in their financial r eporting; however, generally accepted accounting principles (GAAP) require all these individual funds to be aggregated into specified fund types. Any fund constituting 10% or more of the appropriated budget is considered a “major” fund.

GENERAL FUND: 001 General Fund is the general operating fund and is used to account for most of the day-to-day activities of the City. Its revenue sources are local tax revenues, state and federal revenues and other local charges and fees.

SPECIAL REVENUE FUNDS: To account for the proceeds of specific revenue sources (other than expandable trusts or orf major capital projects) that are legally restricted to expenditure for specified purposes.

111 Community Development Block Grant Fund is to account for revenue from a grant agreement between the City and the U.S. Department of Housing and Urban Development (HUD) and expenditures for qualified residents and neighborhoods. The program includes expenditures for housing rehabilitation, public improvements for neighborhood revitalization and public services for residents.

114 Housing Assistance Trust Fund is to account for funds received from the State Housing Initiatives Partnership (SHIP) for the purpose of providing affordable housing in the City.

115 Economic Development Fund supports economic development activities benefitting the City, including a variety of incentive programs. These incentive programs include both City-administered incentives, as well as participation in State incentive programs by providing local match funds. All awarded economic development incentives require an agreement and approval by the City Council. A portion of the ad-valorem taxes is the main source of revenue for the Fund.

131 Law Enforcement Trust Fund (LETF) is to account for State and Federal confiscated merchandise and forfeiture funds received by the City.

132 State Grant Fund is to account for revenue received from state sources that is restricted by the terms of an agreement.

133 State Forfeiture Fund is to account for state forfeiture funds received by the City.

141 Transportation Fund is to account for local option gas tax restricted for roadway program expenditures.

142 Federal Grant Fund is to account for revenue received from federal sources that is restricted by the terms of an agreement.

151 ROW Beautification Fund is to account for 1% public service taxes allocated to maintain and improve all presently beautified medians and rights-of-way.

152 Land Proceeds Fund is to account for the funds received from the sale of the City’s Municipal Golf Course and related costs.

161 Greater Boca Raton Beach & Park District Fund (GBRBPD) is to account for the GBRBPD reimbursement expenses of Red Reef Park, Patch Reef Park, Sugar Sand Park, Verde, FAU facilities, Ocean Strand, Swim and Racquet Center, Special Interest, GBRBPD CIP.

162 Ocean Breeze Greater Boca Raton Beach & Park District Fund (GBRBPD) is to account for GBRBPD annual reimbursement to the City for the debt service costs.

171 Mizner Park Def Lock Box Fund funds are to be used for any deficiency in the Mizner Park Bonds.

181 Fund reassigned to 381 27 DEBT SERVICE FUND: To account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

211 Debt Service Fund is to account for the payment of principal and interest, and fiscal charges on the City’s general obligation bonds which are payable from ad valorem taxes; and the City’s revenue bonds and notes payable which are payable from non ad valorem revenues.

CAPITAL PROJECTS FUNDS: To account for financial resources to be used for the acquisition or construction of major capital facilities (other than tho se financed by proprietary funds and trust funds).

321 ROW Acquisition Fund is to account for the cost of acquiring right of way property. Revenue is provided from land sales proceeds and interest income.

336 Capital Improvements Program Fund (6 Year CIP) is to account for infrastructure and major equipment acquisitions of the City.

337 Downtown Infrastructure Fund is to account for the financing and implementation of the downtown infrastructure program.

352 Land Dedication Fund is to account for the cost of buying and constructing park developments. Financing is being provided by donations from developers as required by City ordinance.

353 Downtown Land Dedication Fund is to account for the cost of buying and constructing park developments in the downtown area. Financing is being provided by donations from developers in the downtown as required by City ordinance.

354 Beach Restoration Fund is to account for the cost of providing the highest quality beach environment for upland property protection, habitat enhancement, and the recreational enjoyment of residents and visitors to Boca Raton.

381 Infrastructure Surtax Fund is to account for the bond proceeds and payments of designated infrastructure expenses as a result of the 1-cent sales tax increase approved by Palm Beach County voters in November 2016. Funds have been earmarked for various highways and streets, recreation services, and public safety CIP projects. formerly 181 Fund.

DEPENDENT SPECIAL DISTRICT 410 Community Redevelopment Agency Fund is used to account for the general operations of the Community Redevelopment Agency, which encourages development in the downtown area.

412 Mizner Park Revenue – is used to account for all tax increment revenues and Mizner Park lease revenues transferred from the Mizner Park Lease Revenue Fund consistent with the Mizner Park Bond covenants. Monies from this fund are to be transferred to the Mizner Park Sinking Fund for the payment of debt service.

413 Mizner Park Sinking – is used to account for debt service on the Mizner Park Bonds consistent with the Mizner Park Bond covenants.

415 Mizner Park Lease Rev - is used to account for all lease revenues under the Mizner Park contracts consistent with Mizner Park Bond covenants. Monies are transferred from this fund to the Mizner Park Revenue Fund.

ENTERPRISE FUNDS: To 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 revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.

440 Sanitation Fund – to account for the provision of sanitation services to residents of the City.

28 450 Stormwater Utility Fund - to account for the provision of stormwater maintenance and capital improvements to the residents of the City.

470 Water & Sewer Operating Fund - to account for the provision of water and sewer services to the residents of the City and some residents of the County.

471 Water & Sewer Sinking Fund – to account for the repayment of the outstanding water and sewer debt.

473 Water & Sewer Renewal and Replacement Fund - to account for funds received from the Water and Sewer Operating Fund. The projects in this fund are renewal and replacement projects of the water and sewer facilities.

476 Water Impact Fund – to account for funds received as a result of new construction. The projects are for the expansion of water facilities due to the new construction.

477 Sewer Impact Fund – to account for funds received as a result of new construction. The projects are for the expansion of sewer facilities due to the new construction.

480 Cemetery Fund - to account for the operation and maintenance of the Boca Raton Municipal Cemetery and Mausoleum.

490 Golf Course Fund - to account for the operations of Red Reef and Boca Raton Municipal golf courses.

INTERNAL SERVICE FUNDS: To account for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost-reimbursement basis.

510 Information Technology Fund - to provide the computer equipment, software, and training to facilitate the efficient operation of the City’s departments.

520 Motor Pool Fund - to account for the cost of operating a maintenance facility for automotive equipment used by other City departments, and administering the City fleet

521 Capital Recovery Cost Fund – to account for funded chargebacks to using departments for the purpose of paying for future replacements.

530, 531, 532 Self Insurance Funds - to account for the cost of providing health and workers’ compensation insurance coverage to all City employees, and the City’s general liability self-insurance program.

540 Retirement Sustainability Fund provides a separate funding for certain receipts and expenditures for all of the City's defined benefit plans and accounts for reserves to reduce the financial burden, if any, of retiree defined benefit plan payments on future taxpayers.

PERMANENT FUNDS: To account for assets held by a governmental unit in a trustee capacity or as an agent for individuals, private organizations , other governmental units, and/or other funds.

611 Cemetery Perpetual Care Fund - to account for moneys received for the purpose of providing perpetual care for the City’s cemetery.

621 Mausoleum Perpetual Care Fund - to account for moneys received for the purpose of providing perpetual care for the City’s mausoleum.

29 The City of Boca Raton Planning Process

The City uses an integrated multi-phased planning process in developing plans to ensure that Boca Raton remains a unique community providing a superior quality of life to all residents. The process includes: a mission statement, a comprehensive plan, goals, policy agenda, administrative policies, budget gui delines, department goals and objectives, and the capital improvement program.

Mission Statement

To provide the highest quality of service to the community through responsible use of public resources to enhance our unique quality of life.

Comprehensive Plan

The City’s Comprehensive Plan provides long-range policy guidance for orderly social, economic and physical growth in Boca Raton. The comprehensive plan contains goals, objectives and policies to guide the City for the next fifteen years.

The plan establishes adopted levels of service standards for roads, sanitary sewers, solid waste, drainage, potable water, parks and recreation facilities, mass transit and roads and public transit. A concurrency management system has been established to ensure that public facilities and services needed to support development are concurrent with the impacts of such development under the comprehensive plan.

Goals

The City Council and staff hold a strategic planning session annually at the beginning of the budget process where the City Council reviews current goals and objectives and identifies goals for the next five years. The Boca Raton Goals include:  Financially Sound City  World Class Municipal Services  Strong Partnerships with Community  Vibrant & Sustainable City

Policy Agenda

At the strategic planning session where City Council establishes the Goals for the next five years, they also set objectives for the following fiscal year towards achieving the five-year goals. These objectives are known as "Policy Agendas". The City’s Policy Agenda contains specific plans and timetables for coordinating and completing the City Council objectives for the fiscal year. A status report is prepared monthly to provide City Council with updates and monitor the progress of specific projects. The Policy Agenda for fiscal year 2019-20 include:

 Innovation Technology Business Hub  Financial Plan to address the Long-Term Impacts of Growth  Preparation for the Next Financial Downturn  Government Campus Master Plan  City Services and Staffing  Partnership with the Greater Boca Raton Beach and Park District  Partnership with Florida Atlantic University – Town and Gown  Partnership with Other Local Institutions  Public Schools Strategy Advocacy and Actions

30  Public Schools Safety Infrastructure  Midtown Enhancements  Revisions to Land Development Code  IDG/Pattern Book/Ord. 4035  Sustainability Action Plan Development  Comprehensive Traffic and Connectivity Planning

The City has established Administrative Policies in operations, revenues, cash management and investments, debt, reserves, capital improvements program, accounting and financial reporting, organization and financial stability to provide a framework in the development of current activities and planning for future programs. These policies determine how the resources of the City are obtained, managed, allocated and controlled. The specific administrative policies are contained in the “Introduction” section of this document.

Budget Guidelines

Each year departments are provided budget guidelines by the City Manager based on the City’s goals and policy agenda. Due to statewide initiative by the Florida Legislature to provide property tax relief to its residents and the uncertainty of its fiscal impact on the City’s operations, departments were faced with significant challenges in the preparation of a balanced budget for FY 2019- 20. This fiscal year’s guidelines required departments to address spending cuts. In addition to the fiscal guidelines, the departments prepared budgets, which continue to evaluate operations to improve service and gain efficiencies, continue to be responsive to the needs of the community, and continue to support the City’s mission and value statements (see The Budget Process).

Departmental Goals & Objectives

Each department has a mission/vision statement that relates to achieving the City’s mission. In addition, departments are required to prepare goals and objectives based on the City Council goals and policy agenda, which are developed at the annual strategic planning session. The departmental goals and objectives are specific operational actions that coincide with accomplishing the City Council goals and administrative plans.

Capital Improvements Program

The Capital Improvements Program (CIP) is a six-year plan for infrastructure and major equipment acquisition is updated annually to support the City’s mission, goals and action plans. The City incorporates the CIP into “ The Budget Process” in the “CIP Operational Impact”.

The City of Boca Raton Administrative Policies

The City of Boca Raton Administrative Policies provides the basic framework for the overall fiscal management of the City. The policies consist of: operating, revenue, cash management and investments, debt, reserve, capital improvements program, accounting and financial reporting, organizational and financial stability. These policies are used in the development of current activities and planning for future programs.

Operating Budget Policies

1. The City’s budget will support City Council goals, objectives and policies in meeting the needs of the community.  Public involvement is provided through 2 strategic planning sessions, 1 budget workshop and 2 public hearings prior to the adoption of the budget.  The City Council updates the City’s Goals and Action Agenda at a financial summit (see Strategic Initiatives).  All departmental budgets are prepared to support the City Council goals within the budget guidelines as established by the City Manager.

2. The City will continue to support a scheduled level of maintenance and replacement of its infrastructure and fleet.  The City’s Motor Pool Fund maintains 1,048 vehicles on an ongoing basis.  The City Council approved the replacement of 38 vehicles at a cost of $1,830,500 in 2019-20.  The Approved Capital Improvements Program (CIP) includes infrastructure improvement projects as part of the Capital Improvement Element of the Comprehensive Plan.

3. The City will continuously evaluate its service delivery system according to established efficiency and effectiveness criteria.  The City’s Process & Compliance Review Manager and/or Compliance Auditor have reviewed several operations in which the City is in the process of improving. These areas include: Facilities Maintenance and Accounts Payable

The City will evaluate its use of intergovernmental service contracts to preclude unwarranted duplication of services in overlapping jurisdictions and assure an effective and efficient service delivery system to the community.  The City is working with the Greater Boca Raton Beach & Park District (BPD), Florida Inland Navigational District (FIND), Palm Beach County, Boca Raton Community Redevelopment Agency (CRA) and many other agencies to ensure services are provided at a minimum cost to taxpayers.

4. The City will comply with mandatory Federal, State and local laws and when appropriate will comply with industry and professional requirements or standards.  The City is in compliance with all Federal, State and local laws and regulations.

5. The operating impacts of the Capital Improvements Program (CIP) projects will be reviewed prior to any project being included in the operating budget.  The CIP includes $718,370,000 of projects with $1,138,200 operational impact on the City.

6. The City will develop and maintain accounting and budgetary control systems to adequately safeguard the assets held in public trust.  The City has implemented a financial system to ensure continued budgetary controls over revenue and expenditure accounts.

7. The City will prepare its Budget using a Balanced Budget; each fund’s revenues plus other sources equals its expenditures/expenses plus other uses.  The City approved a balanced operating budget for all its funds for 2019-20.

32 Revenue Policies

1. The City will attempt to maintain a diversified and stable revenue system to avoid reliance on any one revenue source and will attempt to minimize the dependence on property taxes.  Ad Valorem taxes represent 32.7% of the General Fund revenues in 2019-20 compared to 32.6% in 2018-19.

2. The City will pursue alternative revenue sources as an additional source of funds.  The City has budgeted to collect $53,613,300 from grants and shared revenues in 2019-20.

3. The City will establish all user charges and fees to recover the partial or full cost of providing a service.  The City implemented in 2008-09 fees for sanitation collection.  The City implemented, in 2006-07, a fire assessment fee to recover a portion of the operating costs related to fire- rescue services.

4. The City will review fees/charges periodically to ensure they are fair and equitable to all users.  The City conducts a User Fee study on a regular basis to ensure that charges are fair and equitable.

5. The City will consider market rates and charges levied by other public and private organizations for similar services in establishing fees.  The City surveys public and private organizations to ensure new and existing fees are competitive with market rates.

6. The City will dedicate 1% of the public service tax, excluding telephones, and a percentage of the property taxes collected as a source of funds for the Capital Improvements Program (CIP).  In 2019-20 the City has budgeted to contribute $1,631,900 of public service taxes and 8% of Ad Valorem taxes $6,536,000 to the CIP.

7. The City will dedicate 1% of the public service tax collected as a source of funds for the Rights-of-Way Beautification Programs for capital improvements and maintenance.  The City has budgeted to contribute $2,446,200 of public service taxes to the Beautification Program.

Cash Management and Investment Policies

1. The City will follow its adopted investment/ portfolio policy when handling public funds. The investment/portfolio policy is contained in a separate document.  The City strictly adheres to its investment policy. In 2018-19 the City’s average monthly investment portfolio was $417,346,462.

2. The City will collect revenues aggressively, including past due bills of any type and may utilize an outside collection agency to accomplish this.  The City utilizes a third-party collection agency for the collection of past due bills.

3. The City will deposit all funds within twenty-four (24) hours of receipt.  The City utilizes three lockbox operations and ACH deposits in the collection of revenues. All individual cash receipts are deposited within 24 hours.

4. The Financial Services Department will prepare and present an investment report to the City’s Financial Advisory Board on a quarterly basis to review the City’s investment/portfolio activities.  The Financial Services Department presents an investment report to the City’s Financial Advisory Board for the quarters ended December, March, June and September each year.  The City’s revised Investment Policy was adopted by Resolution in February, 2017.

33 Debt Policies

1. The City will seek to maintain its current AAA bond rating to minimize borrowing costs.  The City maintained an AAA rating on its General Obligation bonds.  Water & Sewer Revenue Bonds rated AAA  The City became one of the first Florida cities to receive a AAA rating from all three rating agencies.

2. The City will review and evaluate its existing debt obligations and future borrowing needs annually.  The City constantly monitors all existing and potential debt obligations for future impacts to the City (see Debt Administration).

3. The City will not issue long term debt to finance current operations.  The City has not issued any debt to finance current operations.

4. The City will publish and distribute an official statement for each bond and note issued.  The City publishes an Official Statement with every bond or note issued by the City.  The City will competitively bid all bond issues wherever feasible.

5. The City adopted a formal Debt Management Policy by Resolution in May, 2016.  Provides general guides for the use of debt financing.  Continuing Disclosure Policy  Post-Issuance Disclosure procedures.

6. The City will adhere to the bond covenant requirements of each debt issuance.  The City strictly adheres to the requirements of all bond covenants. This information is audited annually by the City’s external auditors.  The City does not have a legal debt limit.

7. Capital projects financed by the issuance of bonded debt will be financed for a period not to exceed the expected useful life of the project.  The City has not issued any bonds with an expected life longer than the useful life of a project.

Reserve Policies 1. The City, as part of the budget adoption for Fiscal Year 2009 – 2010, adopted a fund balance policy for the General Fund and early implemented Governmental Accounting Standards Board (GASB) Statement No. 54 "Fund Balance Reporting and Governmental Fund Type Definitions" for its governmental fund types. GASB Statement No. 54 establishes various classifications of fund balance based on a certain hierarchy. Fund balances classified as restricted are balances with constraints placed on the use of resources by creditors, grantors, contributors or laws or regulations of other governments. Fund balances classified as committed can only be used for specific purposes pursuant to constraints imposed by the City Council through an ordinance or a resolution. Assigned fund balances are constrained by intent to be used for specific purposes but are neither restricted nor committed. Assignments are made by City management based on City Council direction. Unassigned fund balance can be viewed as the net resources available at the end of the fiscal year.

On September 23, 2009 the City Council adopted Resolution No. 137-2009 which established a fund balance policy for the General Fund and also set a minimum level of unassigned fund balance at 10% of the following year’s projected budgeted expenditures.

The City Council by its actions adopted the following for the General Fund:

Restricted Fund Balance  Army Corp of Engineers – restricted for the Army Corp of Engineers for an overflow site in the event of emergency dredging of the Intracoastal Waterway.

34 Committed Fund Balance  Emergency Operating Reserve – to ensure the maintenance of services to the public during emergency situations

Assigned Fund Balance  Designated Carry Forward – to provide funds for differences, if any, between budgeted revenues and expenditures as set forth in the annual budget.

Non-Spendable Fund Balance  Inventory Reserve – to indicate those amounts relating to inventories that are not in a spendable form.

The City’s unassigned General Fund balance as of September 30, 2018 was 19.9%.

2. The City will maintain a reserve in the Water & Sewer and Golf Course which represents forty-five (45) days of the funds’ operating expenditures.  The City Water & Sewer Fund had the following operating reserves as of September 30, 2018: Water & Sewer System $3,309,912

3. The City will maintain all debt service reserve amounts as required by bond covenants.  The City maintained the following debt service reserves as of September 30, 2018: General Debt Service Fund $ 2,062,262 Water & Sewer 33,404,591

Capital Improvements Program (CIP) Policies

1. The City will develop and update a six-year Capital Improvements Program on an annual basis.  The City approved a $718,370,000 CIP for FY 2019-20 / 2024-25.

2. All projects in the Comprehensive Improvement Element (CIE) of the City’s Comprehensive Plan will be included in the Capital Improvements Program.  The City’s CIP includes all projects mandated by its Capital Improvement Element.

3. The City will dedicate 1% of the public service tax, excluding telephones, and a percentage of the property taxes collected as a source of funds for the Capital Improvements Program.

4. In the development of the Capital Improvements Program, the City will review the operational impact of each project.  The approved FY 2019-20 / 2024-25 CIP includes $1,138,300 operational impacts.

5. The Capital Improvements Program committee will review and evaluate each project, based on an established criteria, prior to any project being included in the Capital Improvements Program.  The CIP review committee annually evaluates potential projects based on established criteria (see Capital Improvements Program).  The CIP includes capital expenditures for those projects with a useful life span of 10 years and a cost of at least $50,000.  The CIP includes non-routine capital expenditures.

Accounting and Financial Reporting Policies

1. An independent audit will be performed annually.  The City received an Unmodified Audit Report.

2. The City will produce comprehensive annual financial reports in accordance with Generally Accepted Accounting Principles (GAAP) as promulgated by the Governmental Accounting Standards Board (GASB) within 180 days of the end of the fiscal year.  The City presented the 2018 CAFR in 2019.

35 3. The City will maintain an accounting and financial reporting system that conforms to GAAP and State laws.  The City is in complete compliance with GAAP and State laws.  For FYE 2018, the City is implementing GASB Statement No. 85, Omnibus 2017, which addresses blending component units, goodwill, fair value measurement and application, and postemployment benefits. The City is also implementing Statement No. 86 which provides guidance for transactions in which assets acquired with only existing resources are placed in an irrevocable trust for the sole purpose of extinguishing debt—and also addresses prepaid insurance on debt that is extinguished and debt that is defeased in substance.

Organizational Policies

1. The City will review the organizational structure regularly to assure that residents receive the highest level of service in the most efficient manner.  The City constantly reviews the organizational structure to provide the most cost-effective services to residents.

2. The City will be committed to maintaining and improving the productivity of staff through a productive working environment, appropriate equipment, necessary training, and adequate supplies and materials.  The City has budgeted $1,204,500 for education, travel and training in 2019-20.

3. Employee compensation will be reviewed regularly to ensure the City is competitive with comparable public entities.  The City constantly monitors compensation & benefit packages offered to employees to ensure the City attracts and retains the most qualified professional staff.

Financial Stability Policies

1. The City will update its Long-Range Financial Plan on an annual basis.

2. The City will hold a strategic planning session annually to review long-range goals of the City and to identify goals and objectives for the upcoming fiscal year.  The City conducts a 2-day strategic planning session, with staff and citizen input, prior to the beginning of the budget process. The City Council updates the City’s goals and specific “Action Agenda Items” for the upcoming fiscal year (see Transmittal Letter and Strategic Initiatives).

3. The City will review and evaluate its existing debt obligations and future borrowing needs annually.  The City constantly monitors all existing and potential debt obligations for future impacts to the City (see Debt Administration).

4. The City will prepare and update its six-year Capital Improvements Program annually.  The City approved a $718,370,000 CIP for FY 2019-20 / 2024-25.

5. The City will continuously monitor revenues and expenditures to ensure responsible fiscal management of the City.  The City has a computerized online monitoring program to track all revenues and expenditures. In addition, detailed monthly analysis statements are provided to all departments.

Economic Development Policies

1. The City will provide economic development incentives for companies seeking to relocate to the City or to expand their existing business within the City. The Economic Development Incentives Policy is designed to stimulate private sector investment, economic growth, and job creation in the City by offering incentives and grants consistent with this policy and availability of funds. Moreover, it establishes a consistent process for the City’s participation in the development of business activity which will have a significant and positive effect on the economic health of the community.

2. The City will continue to work with county and state economic development entities, including the Palm Beach County Business Development Board (BDB), the Palm Beach County Economic Development Office, and Enterprise Florida to forward the efforts of economic development in the City, the County, and the State.

36 3. All of the incentive programs under this policy are for the purpose of creating jobs and increasing economic development and economic growth in the City. The incentive programs are for companies that are primarily office or industrial businesses and are not intended for retail operations, restaurants, or similar businesses.

4. There are a number of incentive programs that are included which may be funded and awarded by the City. Further details on these can be found in Resolution 051-2010.

 Development Process Incentives  Local Match of State and County Economic Development Programs  Workforce Development Assistance and Grants  Energy Efficiency Retrofit Grants  Facade Improvement Grants  Business Development Grants  Business Development Loans  Rent Subsidies  Tax Increment Financing  Property Transfer or Acquisition  Unique Opportunity/Alternative Incentive Program

Sustainability Policies

1. The City will take the actions outlined in the Mayor’s Climate Action Plan and follow the recommendations in the Southeast Florida Regional Climate Change Compact’s Regional Climate Action Plan as prescribed by the City’s Sustainability Action Plan.

2. The City will incorporate greenhouse gas emission reduction strategies in operations and capital investments.

3. The City will use best practices in resiliency and adaptati on to the rise of the sea level, utilizing the Unified Sea Level Rise Projection for Southeast Florida as the guiding scientific document.

4. Wherever possible, the City will strive to design and build facilities with LEED Certification.

37 The City of Boca Raton Budget Process

THE BUDGET: THE PROCESS BEGINS The budget process is key to the development and implementation of the City of Boca Raton’s strategic planning. The planning process is designed to assist City's management in the deve lopment of long-term and short-term plans to ensure that Boca Raton remains a unique community providing a superior quality of life to its residents.

The budget process itself begins in the month of March prior to the coming fiscal year. During this time, OMB collects information on expected revenue as well as fixed costs and uncontrollable changes in expenditures. The Mayor and City Council hold goal setting (strategic planning) sessions in the month of April. During the sessions, the Mayor and City C ouncil and City staff collaborate on establishing a mission and broad goals for the community and articulate their priorities for the future and the coming fiscal year.

The Mayor and City Council’s feedback from the goal setting provides the groundwork and starting point for staff to begin framing the Operating and Capital Improvement Plan (CIP) budgets.

Budget Definition

The budget process consists of activities that encompass the development, implementation, and evaluation of a plan for the provision of services and capital assets.

4 key characteristics of budgeting:

• Incorporates a long-term perspective • Establishes linkages to broad goals • Focuses budget decisions on results and outcomes • Promotes effective communication with stakeholders

The budget process is not simply an exercise in balancing revenues and expenditures one year at a time, but is strategic in nature, encompassing a multi -year financial and operating plan that allocates resources on the basis of identified goals. A good budget process moves beyond the traditional concept of line-item expenditure control, providing incentives and flexibility to managers that can lead to improved program efficiency and effectiveness.

The budget is a balanced budget, that is, revenues and other sources equal expenditures/expenses and other uses. This is mandated by Florida Statutes. Therefore, City Code requires the Council to adopt, by ordinance, the budget on or before the thirtieth day of September of each year for the coming fiscal year. The fisca l year for the City of Boca Raton begins on October 1 st of each year and ends September 30th of the following year.

Mission of the Budget Process

The mission of the budget process is to help decision -makers make informed choices about the provision o f services and capital assets and to promote stakeholder participation in the process. It also reports to stakeholders on services and resource ut ilization, and serve generally to enhance the stakeholders’ view of government.

The Mission of the City is to responsibly provide outstanding services to enhance our unique quality of life.

The Vision of the City is to ensure that Boca Raton is a beautiful, prosperous, safe, and vibrant coastal community.

Our Mission and Vision directly link to the Goals of the City of Boca Raton:

• Financially Sound City • World Class Municipal Services • Strong Partnerships with Community • Vibrant & Sustainable City

38 The budget process supports the implementation of the above. The importance of this aspect of the budget process cannot be overstated. Regular and frequent r eporting is necessary to provide accountability, educate and inform stakeholders, and improve their confidence in the government. Communication and involvement are essential components of every a spect of the budget process.

The budget process should accomplish the following:

• Involve stakeholders • Identify and obtain stakeholder support for the overall budgeting process • Achieve stakeholder acceptance of decisions related to goals, services, and resource utilization • Implement goals and objectives supporting the mission and vision

Principles and Elements of the Budget Process

The budget process implements four broad principles. Each of the principles of the budget process incorporates components o r elements that represent achievable results. These elements help translate the guiding principles into action components.

Individual budgetary practices are derived from these elements and are a way to accomplish the elements. The principles and elements provide a structure to categorize budgetary practices.

1) Establish Broad Goals to Guide Government Decision -Making – A government should have broad goals that provide overall direction for the government and serve as a basis for decision-making. a) Assess community needs, priorities, challenges and opportunities b) Identify opportunities and challenges for government services, capital assets, and management c) Develop and disseminate broad goals

2) Develop Approaches to Achieve Goals – A government should have s pecific policies, plans, programs, and management strategies to define how it will achieve its long-term goals. a) Adopt financial policies b) Develop programmatic, operating, and capital policies and plans c) Develop programs and services that are consistent with policies and plans d) Develop management strategies

3) Develop a Budget consistent with Approaches to Achieve Goals – A financial plan and budget that moves toward achievement of goals, within the constraints of available resources, should be prepared and adopted a) Develop a process for preparing and adopting a budget b) Develop and evaluate financial options c) Make choices necessary to adopt a budget i) When funding needs exceed the City’s funding limits, remedies may be one or more of the following: reduce base budget, identify new revenues, outsource functions, employ process management tools, and/or form partnerships with other City programs or non-profit organizations.

4) Evaluate Performance and Make Adjustments – Program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals. a) Monitor, measure, and evaluate performance b) Make adjustments as needed

Budget Roles and Responsibilities

Every employee of the City of Boca Raton plays a part in the City’s b udget – whether in its formulation, preparation, implementation, administration, or evaluation. Ultimately, it is the City Manager who is accountable to the City Council for the performance of personnel in meeting the City’s broad goals and policy agenda priorities (STRATEGIC INITIATIVES section).

Below, we identify the specific responsibility(s) of the key personnel in the budget process:

The Mayor and City Council initially set the direction for the budget by establishing the City’s goals during its G oal Setting sessions. The Mayor and City Council are responsible for reviewing the City Manager’s proposed budget and final adoption of the budget.

39 The City Manager and the Office of Management and Budget Director are responsible for reviewing the total financial program and submitting a balanced Citywide propos ed budget, which supports the Mayor and City Council’s broad goals and priorities established at its Goal Setting Session (strategic planning).

The Office of Management and Budget Director & Staff is responsible for preparing the short -range revenue and e xpenditure forecasts, calculating user and indirect cost rates, developing the process and related forms for preparing the budget, provi ding budget training sessions to the department personnel, co ordinating the compilation of budget data, analyzing operating and capital budget requests, evaluating the budget requests from departments and preparing budget review materials for the City Manager, Deputy City Manager, Assistant City Manager, Mayor and City Council.

Each Department is responsible for assembling their program data into a cohesive budget information package. The Department is also responsible for preparing an estimate of remaining cost requirements for the current fiscal year, projecting the budget requests for the next fiscal year, and developin g other requests that change or revise the program so that it will be more effective, efficient, productive and economical.

The City departments have Budget Liaisons and CIP Liaisons that coordinate the budget within their respective departments. The Budget Liaison serves as the vital communication link between their department and their OMB Department Representative on matters related to their specific operating budget. The OMB Department Representative is responsible for coordinating information, checking to see if forms are completed properly, making sure that all internal review processes meet timelines, and serving as troubleshooters for problems throughout the budget process. The CIP Liaiso n essentially serves the same role as the Budget Liaison; however, their focus is on the coordination of capital projects and multi -year capital planning with the OMB staff. In many cases the same individual serves as both the departmental Budget Liaison and CIP Liaison.

CIP Committee, comprised by the City Manager, Deputy City Manager, Assistant City Manager, OMB Director & staff and Department Heads, meets mid-April. Department Heads present their CIP requests to the Committee, who in turn ask questions of the specific projects. This process results in a comprehensive CIP Program. It provides for compressed review time, citywide involvement, and comprehensive review in one setting. The desire is to ease the budget process while enhancing the depa rtmental involvement.

Budget Calendar

Prior to beginning the budget process, the Office of Management and Budget (OMB) updates the City’s budget instruction manual for new-year changes to assist departments with their budgets. The budget process is full y computerized and accessed by each department via the City’s computer network. The OMB enters all departmental fixed costs (including salaries and benefits) into the budget system to minimize the departmental time required to prepare budget requests. Depa rtments are responsible for preparing budget requests for any new programs or new personnel budget system. The budget instruction manual contains the procedures for calculating salaries, social security, pension, health insurance, telecommunica tions, workers' compensation, electricity and many other operating costs. The budget requests are submitted online in forms developed by the OMB to maintain consistency. Departments enter specific expenditure requests directly “on line” into the computer. To assist departments i n budgeting and planning, the areas where departments enter budget requests contain the previous five year's actual expenditures, the present year's approved budget, revised budget, total expenditures at 6 months and year -to-date, along with the department estimate, which follows the computer breakdown of the line items.

In addition to requesting dollars, the departments must list, by division, their achievements of the previous year, goals and objectives for the coming year, performance measures and service levels. The achievements are actually the responses to the previous year's objectives. The division goals and objectives are required to be directly linked to the department’s mission and the City’s overall strategic plan. An objective s hould be capable of being achieved with committed resources, be consistent with established goals, be measurable, and represent improvement. The departments must also provide organization charts, which identify changes from the previous year. The above-mentioned items are included in both the proposed and final documents.

For use only in the Operating Budget are other informative packages. Departments provide certain revenue estimates that are based on historical trend analysis, past collection experience or actual cost to provide services that are recovered through user fees. Each year the departments submit requests for necessary capital outlay and capital improvement projects. Items that qualify as ca pital outlay are those that cost $5 ,000 and up an d result in a fixed asset for the City. Each depart ment submits requests in order of priority. These include cost and description, as well as justification for the need.

Items that qualify as capital improvement projects are those that cost at least $ 50,000 and hav e a useful life span of ten years. Capital Improvements Program (CIP) projects are forecast in the Six -Year CIP document. This allows the need to be known in advance. In addition, the Six-Year CIP contains a funding plan for the projects included. Each year the department must re-submit and re-justify the need for each project during the budget process. The projects are listed in order of priority and include cost an d

40 description. Approved capital outlay and capital improvements are incorporated into the budget. Another form contains any associated new personnel that the Department Head feels would be beneficial to the City. Justification and cost of salary, benefi ts and overhead are part of each personnel request. A summary of the Ci ty's CIP can b e found CAPITAL IMPROVEMENTS PROGRAM section of this document.

Capital Improvements Program Development and Prioritization and Process Phase

The Capital Improvements Program (CIP) development begins in conjunction with the City’s operating b udget. The CIP document is produced separate from the an nual operating budget, adopted and approved by Resolution at the same public meeting for the adoption of the annual operating budget by City Ordinance. The CIP has the potential to significantly im pact the annual operating budget; therefore, the two must be created in unison. The CIP includes future operational and debt service impacts of the projects.

City Manager Review and Recommendation

The Departments submit their proposed Operating Budget alo ng with their Capital Improvements Program Budget requests to OMB. The OMB staff compiles the information and provides the initial review of the material, which focuses on: ascertaining if the departments complied with the OMB’s instructions, reviewing the mathematical accuracy and logic of the departmental budget and capital project requests, validation of performance measures and linkage to the City’s strategic plan. The departments m ake changes to their budget per OMB’s instructions. The City Manager, Deputy City Manager, Assistant City Manager, the OMB Director and staff, and the individual department meet to discuss proposed requests and assess whether the departmental budget proposals incorporate the City’s strategic goals/initiatives.

Mayor and City Council Review and Adoption

The City Manager, Depu ty City Manager, Assistant City Manager, and the OMB Director collaborate on the development of a recommended proposed Operating Budget and six -year Capital Improvements Program and submit to the Ci ty Council for review and adoption. The Mayor and City Co uncil conduct a budget workshop to discuss the City Manager’s Operating Budget and receive public input. Changes are made to the budget as per the Mayor and City Council's instructions. The propos ed Operating Budget is then revised incorporating these ch anges. Two public hearings are held prior to September 30 th. The final budget and property tax (millage) rate are adopted by ordinance at the second public hearing.

The Adopted Budget: The Process Continues

The adopted budget document contains less information than the proposed budget. The proposed version consists of more text and the different options that are available. The proposed budget receives review by City residents and organizations (our stakeholders). It is very detailed but easily understandable. In comparison, the final version is mainly a working document for the City departments. It regulates dollars to be spent on items and the source of those funds. Less information is conta ined therein since all decisions have been made and incorporated into the final budget.

The "Uses of Funds" chart includes all funds City -wide for the new fiscal year. It shows all transfers; therefore, some double counting does occur. Depreciation is not included in this chart.

A summary of the total "General Fund Operating" budget over a three -year period is found in the BUDGET SUMMARY section. Included in this table are the Actuals for FY 2017-18, the Approved and Revised B udgets for FY 2018-19, a long with the Approved Budget for FY 2019-20.

The "Historical Summary," located in the BUDGET SUMMARY section is the summary of all funds City -wide for a four -year period beginning with FY 2015-16. This chart includes expenditures and transfers related t o departmental operating costs; it excludes reserves, depreciation and other interfund transfers.

A complete discussion of the City's Debt Administration is contained in the DEBT ADMINISTRATION section.

41 Financial Structure - Fund Accounting

The accounts of the City are organized on the basis of funds or account groups, each of which is a separate accounting entity. The operations of each fund are accounted for using a separate set of self-balancing accounts, which comprise its assets, liabilities, fund equities, revenue and expenditures or expenses. The various funds are grouped by type in the financial statements. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. The City uses the following fund types and account groups:

Governmental Fund Types -- Governmental fund types are used to account for all or most of a government's general activities, including the collection and disburs ement of earmarked monies (special revenue funds), the acq uisition or construction of general fixed assets (capital projects funds), and the servicing of general long -term debt (debt service funds). The general fund is used to account for all activities of the general government not accounted for in some other fund. • General Fund - The General Fund is the general operating fund of the City. It is used to account for all financial resources except those that require accounting for in another fund. • Special Revenue Funds - Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. • Debt Service Fund - The Debt Service Fund is used to account for the accumulation of r esources for, and the payment of, long- term debt principal , interest and related costs other than bonds payable from the operations of the enterprise funds and non - expendable trust fund. • Capital Projects Funds - Capital Projects Funds are used to account f or financial resources to be used for the acquisition or construction of major capital facilities other than those financed by proprietary funds. • Fund Types -- Proprietary fund types are used to account for activities similar to those found in the private sector, where the determination of net income is necessary or useful to sound financial administration. Goods or services from such activities can be provided either to outside parties (enterprise funds) or to other departments or agencies primarily withi n the governm ent (internal service funds). • Enterprise Funds - Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The costs of providing goods or services to the general p ublic are financed or recovered primarily through user charges. • Internal Service Funds - Internal Service Funds are used to account for the financing of goods or services provided by one department to other departments of the City on a cost reimbursement basis. • Fiduciary Fund Types - Fiduciary fund types are used to account for assets held on behalf of outside parties, including other governments, or on behalf of other funds within the government. When these assets are held under the terms of a formal trus t agreement, either a pension trust fund, a non -expendable trust fund or an expendable trust fund is used. The terms "non- expendable" and "expendable" refer to whether or not the government is under an obligation to maintain the trust principal. Agency funds generally are used to account for assets that the government holds on behalf of others as their agent. • Trust and Agency Funds - Trust and Agency Funds are used to account for assets held by the City in a trustee capacity or as an agent for individuals, private organizations, other governmental units and funds.

Major Funds

The General Fund is the general operating fund of the City. It is used to account for all financial resources except those that require accounting for in another fund.

The Capital Improvements Program Fund is used to account for infrastructure and major equipment acquisitions of the City.

The Greater Boca Raton Beach & Park District Fund (BPD) is used to account for the BPD reimbursement expenses of Red Reef Park, Patch Reef Park, S ugar Sand Par k, Verde, FAU facilities, Ocean Strand, Swim and Racquet Center, Special Interest, BPD CIP.

The Water and Sewer Enterprise Funds are used to account for the provision of services to the residents of the City and some residents of the County. The Internal Service Funds are used to account for the financing of goods or services provided by one department to other departments of the City on a cost reimbursement basis.

42 Account Groups

General Long-Term Debt Account Group - This account group is used to account for the outstanding principal balances of long - term debt and other long -term liabilities other than debt payable from the operations of the proprietary funds and non -expendable trust funds.

General Fixed Assets Account Group - This account gro up is used to account for all fixed assets of the City oth er than those accounted for in the proprietary funds and non-expendable trust funds.

Financial Reporting Basis of Accounting

The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds and expendable trust funds are reported for using the current financial resources measurement focus and the modified accrual basis of accounting.

Under the modified accrual basis of accounting, revenues are rec ognized in the accounting period in which the y become both measurable and available to finance expenditures of the current period. "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. The City considers revenues to be available if they are collected within 60 days after year -end. Expenditures are recorded when the related fund liability is incurred. Principal and interest on general long-term debt are recorded as fund liabilities when due or when amounts have been accumulated in the debt service fund for payments to be made early in the following year. Revenue and other governmental fund fin ancial resource increments are recognized in the accountin g period when they become susceptible to accrual - that when they become both "measurable" and "available" to finance expenditures of the fiscal period.

Those revenues susceptible to accrual are pr operty taxes, special assessments, interest revenue, publi c service taxes and franchise taxes. Licenses and permits, fines and forfeitures, charges for services and miscellaneous revenue are recorded as revenue wh en cash is received because they generally are not measurable until actually received. Where grant revenue is dependent upon expenditures by the City, revenue is recognized when the related expenditures are incurred.

All proprietary funds, non-expendable trust funds and pension trust funds are rep orted using the economic resources measurement focus and the accrual basis of accounting. With this measurement focus, all assets and all liabilities associated with the operation of these funds are included on the balance sheet.

Proprietary fund types, pension trust funds and non-expendable trust funds utilize the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The revenue of the Water and Sewer Enterpris e Funds, whic h is based upon rates authorized by City Coun cil, is determined by bimonthly cyclical billings to customers. Earned but unbilled revenue is accrued and reported in the financial statements. System Development Charges are considered non-operating revenue of the Water and Sewer Enterprise Funds.

The City’s budgetary basis of accounting is the same basis of accounting used for financial reporting purposes.

The City has elected to not apply Financial Accounting Standards Board Statements and I nterpretations issued after November 20, 1989, as permitted by GASB 34 Statement No. 20, Accounting and Financial Reporting for Proprietary Fund and Other Governmental Entities That Use Proprietary Fund Accounting.

Budgetary Control

Management of the City is responsible for establishing and maintaining an interna l control structure designed to ensure that the assets of the City are protected from loss, theft or misuse and to ensure that adequate accounting data is compiled to allow for the preparation of financial statements in conformity with generally accepted a ccounting principles. The internal control structure is designed to provide reasonable, but not absolute, assurance that these objectives are met. The concept of reasonable assura nce recognizes that: (1) the cost of a control should not exceed the benef its likely to be derived; and (2) the valuation of costs and benefits requires estimates and judgments by management.

As a recipient of federal, state and county financial assistance, the City also is responsible for ensuring that an adequate internal control structure is in place to ensure compliance with applicable laws and regulations related to those programs. This interna l control structure is subject to periodic evaluation by management and the City’s internal and external auditors.

43 The City is required to undergo an annual single audit in conformity with the provisions of the Single Audit Act of 1984 and U.S. Office of Management and Budget Circular A -128, Audits of State and Local Governmen ts. As a part of the City’s Single Audit, tests are made to determine the adequacy of the internal control structure, including that portion specifically related to federal financial assistance programs. This report disclosed no instances of material weaknesses in the internal control structure or significant violations of applicable laws and regulations. The information related to the Single Audit, including the schedule of federal and state financial assistance, findings and recommendations, and audito rs’ reports o n the internal control structure and compliance with applicable laws and regulations are included in a separate report.

In addition, the City maintains budgetary controls. The objective of these budgetary controls is to ensure compliance wit h legal provisions embodied in the annual appropriated bud get approved by the City’s governing body. Activities of the general fund, special revenue funds, debt service fund and capital projects funds are included in the annual appropriated budget. The l evel of budgetary control (that is, the level at which exp enditures cannot legally exceed the appropriated amount) is established at the department (by fund) level. The City also maintains an encumbrance accounting system as one technique of accomplishing budgetary control. Encumbered amounts lapse at year -end. However, encumbrances generally are reappropriated as part of the following year’s budget. All expenditures for other than personnel services are controlled by a procurement system, which encumbers purchase orders against budgets prior to issuance to the vendors. Purchase orders are not issued until appropriations are made available.

Administrative budget transfers may occur upon approval of the City Manager as long as the fund budget is not inc reased. Budget amendments are submitted quarterly to Council for their consideration.

Budgetary Basis of Accounting

The system used by governments to determine when budget revenues have been realized and when budget expenditures have been incurred is known as the “Budgetary Basis of Accounting”.

General governmental revenues and expenditures accounted for in budgetary funds are controlled by a formal integrated budgetary accounting system in accordance with various legal requirements, which govern the Cit y’s operations. The Governmental Fund Type Budgets for th e City of Boca Raton are prepared on the current financial resources measurement focus and the modified accrual basis of accounting. Proprietary Fund Type Budgets are prepared using the economic res ource measurement focus and the accrual basis of accountin g. This process varies from generally accepted accounting principles as a result of provisions made to treat encumbrances as budgeted expenditures in the year of the commitment to purchase. Budge ts in governmental funds are encumbered upon issuance of purchase orders, contracts or other forms of legal commitments. Encumbrances outstanding at year - end are reported as reservations of fund balances since they do not constitute expenditures or liabilities. While appropriations lapse at the end of the fiscal year, the succeeding year’s budget ordinance specifically provides for the reappropriation of year - end encumbrances which have become part of the City’s approved budget for the subsequent year.

Budgets have been legally adopted on a basis consistent wi th generally accepted accounting principles (GAAP) for the General Fund, Special Revenue Funds and Capital Projects Funds. The City has chosen not to integrate the appropriated budget for the Debt Service Fund into the accounting system as the funds for the repayment of debt are derived primarily from interfund operating transfers. The City Manager is authorized to transfer budgeted amounts within departments within any fund; however, any revisions that increase the total expenditures of any department or fund must be approved by the City Council as part of a quarterly budget review process and are included in the reported budgetary data. The level of control for appropriations is exercised at the department (by fund) level.

Budget Amendment Process

The budget may be amended in three ways. One-way transfers dollars between line items within a department. This is requested by the Department Head and approved by the City Manager on a budget transfer form. Secondly, budget amendments, which increase expenditures or the spending level of individual departments, are requested by the City Manager and approved by Council through budget ordinances after public hearings. The budget may also be amended by Automatic or Council reappropriations. Automatic reappropriations are made for encumbrances related to goods or services for which a contract or purchase order was issued but had not been paid prior to the end of the fiscal year. Council reappropriation s amends the budget for funds which were budgeted and approved primarily for capital expenditures in the old year but were not as yet encumbered at the end of the fiscal year. Both Automatic and Council reappropriations are approved by Council through bud get ordinances after public hearings. All budget amendments are input and updated by the Office of Management & Budget personnel only.

In accordance with Florida Statutes all amendments to the budget are posted and maintained on the City’s website.

44 FLOWCHART OF THE 2019-20 BUDGET PROCESS

BUDGET DEVELOPMENT & PRIORITIZATION PROCESS March - June

Departments Departments Receive Receive Guidelines for Guidelines for Operating CIP Budget April April

Departments Departments Prepare Prepare CIP Operating Request Budget Apr-May Requests Apr-May Operating Budget & CIP Discussions June

CITY MANAGEMENT REVIEW & MODIFICATION June - July

Property Second Dept. Appraiser Is further Budget and CIP Certifies Tax review Yes Review Roll needed? July July No

Advise Property Appraiser of Proposed Millage & Rolled-back Rate July

PROPOSED OPERATING BUDGET AND CIP SUBMITTED TO MAYOR AND COUNCIL August PUBLIC HEARINGS AND ADOPTION Sept - Oct

Tentative Budget Public Hearing Sept

Final Public Public Hearing to Hearing – Adopt Adopt CIP Millage Rate and Resolution Budget Sept Sept

Submit Final Adoption Ordinance to Appraiser, Tax Collector, Dept. of Revenue Sept

Submit Certificate of Compliance to the Division of Ad Valorem Tax Oct

Methodology of Revenue Forecasting

AD VALOREM TAXES Ad Valorem Taxes The City of Boca Raton taxes property owners based on the assessed value of their properties. The Palm Beach County $100,000,000 Property Appraiser sets the assessed value of the property and certifies the tax roll to the City. The City then sets the millage rate $80,000,000 at which the property owners are taxed. Each mill generates $1 of $60,000,000 tax revenue for every $1,000 of assessed property value. For 2019- $40,000,000 2020, the County Property Appraiser certified the City's taxable value at the amount of $23,003,402,679. This is an decrease of $20,000,000 $881,920,162 in the City’s tax base over last year. The City $0 anticipates collecting $87,439,600 in Ad Valorem taxes in 2019- 2016 20142018 2012 2020 2010 2020. This tax revenue for 2019-2020 is increasing due to an Act. App. increase in property values. Due to the increase, the City will collect $3,830,400 or 4.5% more in property tax collections compared to last year.

FRANCHISE FEES Franchise Fees Franchise fees are charges to service providers for the right to $15,000,000 operate within the boundaries of the City. The City has agreements $12,000,000 to collect franchise fees for electric, natural gas, cable, and solid $9,000,000 waste. The revenue estimates are based on rate increase information received from the respective companies, expected $6,000,000 growth, and historical trends. $3,000,000 Electric franchise fees generate most of franchise fee revenue. Oil $0 and gas prices are very difficult to predict in the current economy. 2010 2012 2014 2016 2018 2020 Oil prices, as well as supply and demand, will dictate revenue Act. App. collections.

The City anticipates collecting $13,435,000 in total franchise fees for 2019-2020, which is a slight increase from the prior year.

UTILITY SERVICE TAX Utility Taxes The City has the right, by Florida State Law, to tax utility services provided to the residents and businesses within its municipal limits. The City is $18,000,000 currently levying 10%, which is the maximum tax allowed on electricity, $17,500,000 water, natural gas, and liquid petroleum. Of this amount, 1% is dedicated $17,000,000 to the Right-of-Way Beautification Program, 1% is for the Six-Year Capital Improvements Program, and the balance, 8%, is used for general City $16,500,000 operations. $16,000,000 $15,500,000 In 2001, the State of Florida implemented a simplified tax structure for 2020 2018 2016 2014 2012 2010 telecommunications, cable, direct-to-home satellite and related services. Act. App. The State provided for a maximum rate to generate the same amount of revenue that the City previously received from telecommunication taxes. The City experienced a flattening in this revenue due to bundling of telephone services and Voice over Internet Protocol. The revenue received from this tax is estimated based on rate increase information provided by the various companies, expected growth, and historical trends. The City anticipates total utility taxes of $17,941,100 for fiscal year 2019-2020, which is a slight increase from the prior year.

LICENSES & PERMITS Licenses and Permits Professional and Business Tax $20,000,000 The revenue received from issuing licenses to City businesses is estimated in $15,000,000 2019-2020 based on license costs, historical, and recent collection trends. The $10,000,000 City anticipates collecting $1,657,000 in 2019-2020, which is the same as fiscal $5,000,000 year 2018-2019. $0 2010 2012 2014 2016 2018 2020 Building Permits and Other Licenses Act. App. The revenue generated by the various types of building permits is calculated by determining the amount of undeveloped land, anticipating new development and redevelopment, as well as the historical trend for improving existing buildings.

Historically, the City of Boca Raton has experienced an intens e amount of building activity. As the availability of undeveloped land became scarcer, new commercial building activity started to le vel off and decline. After a decline in the number of building permit applications during 2008 through 2011, the economy has significantly improved and building permit activity has significantly improved. For 2020, building permit applications are expected to remain flat.

INTERGOVERNMENTAL REVENUES Intergovernmental Revenues State Shared Revenue $30,000,000 The City receives revenue from the State of Florida. The State $25,000,000 provides the City with an estimate for the upcoming year. The State $20,000,000 determines the distribution to the local governments based on $15,000,000 receipts, population, and municipal assessed value per capita. The City then budgets no moreh ant 95% of the State estimate to $10,000,000 allow for the possibility of actually receiving less. The City $5,000,000 receives revenue from the State for sales tax, cigarette tax, gas tax, $0 mobile home licenses, and State revenue-sharing. In addition, the 2010 2012 2014 2016 2018 2020 City receives funds from various State grants. In 2019-2020, the Act. App. City expects to collect $2,523,000 more than the previous year due to an increase in repayment from the CRA to the City.

CHARGES FOR SERVICES Charges for Services Miscellaneous User Fees $16,000,000 The City of Boca Raton charges fees to the users of various services. The charging of these fees ensures that the user of the $12,000,000 service pays for the service and not the broad-base taxpayer. The $8,000,000 City expects to collect $43,200 more in fiscal year 2019-2020, $4,000,000 remaining flat from the prior year. $0 2010 2012 2014 2016 2018 2020 Culture-Recreation Fees Act. App. These user fees offset a portion of the costs associated with Parks and Recreation Department programs including tennis, libraries, beach stickers, athletics and various other programs.

Municipal Services Charge The Water and Sewer Enterprise Fund is charged annually for the municipal services (police, fire, and sanitation) that it receives while being tax exempt. The Water and Sewer Plant facilities are located within City limits. The fee is calculated by applying the assessed value of the facility to the City's millage rate. (The Golf Course Enterprise Fund is not charged because the facility is outside the City limits and therefore does not receive municipal services.)

False Alarms These are charges to property owners to cover City costs for responding to excessive numbers of false police and fire alarms. Estimates for 2019-2020 false alarms are based on recent collection trends and include a graduated scale for the amount of charges based on actual false alarms. EMS Transport In 1995, the City’s Fire/Rescue Services Department took over emergency medical services transport within the City’s corporate limits. The City expects to collect $2,975,000 for EMS transports in 2019-2020. Collection rates have historically been on par with budget.

FINES AND FORFEITURES Fines and Forfeitures County Fines and Forfeitures $3,000,000 This revenue is the City's share of fines collected by the County for traffic offenses, misdemeanors, and other local ordinance violations. In 2011, the $2,000,000 City implemented a metered parking program. For FY 2020, the parking $1,000,000 program is anticipated to generate $620 ,000 in General Fund revenues which is in line with the previous year estimate. The red light camera program was $0 discontinued in 2015. Total revenues are expected to remain flat in 2019- 2010 2012 2014 2016 2018 2020 2020. Act. App.

INTERNAL SERVICE FUNDS Internal Service The Internal Service Funds generate revenue by charging the City $30,000,000 departments for services provided. The revenue generated is intended to cover all costs to operate the divisions. $22,500,000 $15,000,000 The Internal Service Funds are the Information Technology Fund, the $7,500,000 Motor Pool Fund, the Insurance Funds, and the Retirement $0 Sustainability Fund. 2010 2012 2014 2016 2018 2020 Act. App.

WATER AND SEWER FUNDS Water and Sewer Total Water and Sewer Operating Fund revenues are anticipated to be $59,468,000 for 2019-2020. On November 27, 2007, the City passed and adopted an ordinance, effective each October 1st, which states $60,000,000 Water & Sewer rates will increase by an amount equal to the $45,000,000 Department of Labor CPI for Miami/Ft. Lauderdale. Water and sewer rates are increasing by 1.2% in 2019-2020. $30,000,000 $15,000,000 The increase is to provide for maintaining existing service levels, continued operations, and increased costs of electricity and chemicals. $0 2010 2012 2014 2016 2018 2020 Act. App. Water Sales Revenues are estimated based on three variables: (1) customer charge; (2) capacity charge; and (3) commodity charge – estimated amount of water to be used based on historical data and growth estimates. A slight increase for 2019-2020 is anticipated due to an increase in the CPI.

48 Sewer Service Revenues are estimated for residential property based on the number of bathrooms, and commercial is based on 100% of water use. An increase in 2019-2020 is anticipated due to an increase in the CPI. Hydrant Rental Revenue projections are based on the annual “count” of hydrants served, which occurs each January. The City and the County are then billed accordingly. The City expects to receive $1,427,000 for Hydrant Rental in 2019-2020. Reclaimed Water Sales These revenues are based on estimates of the amount of reusable water to be sold. New customers are brought on-line as the infrastructure is put in place. Revenue estimates are based on expected usage by these customers. The City anticipates collecting $2,340,000 for installation and usage in 2019-2020.

Water and Sewer Impact Fees The “In City” and “Out of City” Impact Fees are charges to new customers for the additional burden they place upon the infrastructure. Fees are anticipated to remain static in 2019-2020.

GOLF COURSE Golf Course The City of Boca Raton owns and operates one municipal and one $3,000,000 executive golf course. The courses generate revenue from users for $2,250,000 annual permits, green fees, cart fees, driving range fees, and miscellaneous charges. The revenues at the City’s golf courses steadily $1,500,000 increased from 1994 until 2008 when the decline in the economy, along $750,000 with increased competition, caused lower revenues. For 2019-2020, the $0 City’s golf courses are expected to generate a slightly higher amount of 2016 20142018 20122020 2010 revenue than the prior year. Act. App.

CEMETERY Cemetery The City of Boca Raton operates a municipal cemetery and maintains a $1,000,000 mausoleum facility. The Cemetery increased fees in 1995-96 as part of $750,000 a long-range plan to provide for the perpetual maintenance of the cemetery/mausoleum. The fees are adjusted annually to reflect CPI $500,000 (Consumer Price Index) changes. A decrease in overall revenues is $250,000 projected for 2019-2020 due to a decrease in required transfer. $0 2010 2012 2014 2016 2018 2020 Act. App. STORMWATER UTILITY Stormwater Utility fees were established in 1994 to meet the Federal Stormwater Utility EPA requirements for NPDES (National Pollutant Discharges Elimination System) permit guidelines for water quality and for State $2,500,000 mandates for drainage and flood control. Revenues are derived from a $2,000,000 $3.53 monthly charge to all residential users and a calculated ERU $1,500,000 (Equivalent Residential Unit) rate based on square feet to all $1,000,000 nonresidential users. The stormwater fees are anticipated to generate $500,000 approximately $2,600,000 in 2019–2020. $0 2010 2012 2014 2016 2018 2020 Act. App.

49 SPECIAL REVENUE FUNDS The City generates special revenue funds from the Community Special Revenue Funds Development Block Grant (CDBG), State Housing Initiative Partnership Program (SHIP), Beautification Fund, Law Enforcement $60,000,000 Trust Fund, the Greater Boca Raton Beach and Park District, Economic $45,000,000 Development, Infrastructure Surtax, Transportation, and Proceeds from Sale of Land. $30,000,000 $15,000,000 The CDBG and SHIP revenues are received from federal and state $0 programs to provide housing opportunities for all Boca Raton citizens. 2010 2012 2014 2016 2018 2020 The Beautification funds are derived from a 1% dedication of the Utility Act. App. Service Tax.

The Greater Boca Raton Beach and Park District and the City of Boca Raton have a maintenance agreement for Red Reef Park, Patch Reef Park, Sugar Sand Park and the Racquet Club Tennis Facility. The first three parks were purchased and developed with revenue generated by the Greater Beach and Park District. The Racquet Club Tennis facility was acquired during 2000 and is being reconstructed. The maintenance of these parks, as well as FAU, Verde, and Del Prado, is taken care of by the City and reimbursed by the Beach and Park District. Revenue has increased over the last few years due to several significant capital construction projects; Gumbo Limbo pump renovations, dune crossover and Countess deHoernle Park. In 2020, an increase is anticipated due to an increase in shared revenue and user fees. The City issued a revenue bond of $19 million to assist the Beach and Park District in the acquisition of the Ocean Breeze Golf Course.

In November 2017, The Boca Raton City Council approved the sale of the western Municipal Golf Course. The contract for the sale has been executed and is expected to close in 2021. G.L. Homes has agreed to a purchase price of $65 million.

Infrastructure Surtax Infrastructure Surtax In November 2016, Palm Beach County voters approved raising the $10,000,000 sales tax from 6% to 7%. This 1-cent sales tax increase took effect January 1, 2017 and will sunset on December 31, 2026 unless $2.7 $7,500,000 billion is collected before then. The City of Boca Raton is estimated to receive $6 million per year. The City created an Infrastructure Surtax $5,000,000 Fund for the purpose of accepting and disbursing the funds. The City’s $2,500,000 Financial Advisory Board will act as the oversight committee for the expenditures through this fund. $0 Projects funded by the surtax funds have been identified in the 2017 2018 2019 2020 proposed Capital Improvements Program Budget. Act. Est. App. App.

INTEREST ON INVESTMENTS Interest on Investments The revenue generated from interest on investments is estimated based on the investment market and cash-flow forecasts. Interest income has $10,000,000 fluctuated over the past years due mainly to variances in interest rates. $8,000,000 The 2019-2020 interest income is projected to decrease based on current $6,000,000 economic trends and projected fund balances/reserves. The City $4,000,000 anticipates collecting $8,782,900 in 2019-2020. $2,000,000 $0 2010 2012 2014 2016 2018 2020 Act. App.

The City of Boca Raton Long-Range Financial Plan

The City develops a long‐range financial plan to assist management in the planning and allocation of resources to achieve the City Council goals of maintaining a financially secure city government.

The City updates its long‐range financial plan each year after the completion of the annual financial audit and prior to the adoption of the annual budget. Therefore, the amounts shown in the long‐range financial plan for 2018 are shown as projections and do not agree with the budgeted amounts reflected in the other sections of this document. Long‐Range Financial Plan General Fund ($ in Thousands)

2018A 2019B 2020F 2021F 2022F 2023F REVENUES & SOURCES 01‐PROPERTY TAXES $ 66,402 $ 71,658 $ 75,237 $ 79,146 $ 82,941 $ 85,842 02‐UTILITY TAXES 17,830 18,071 18,342 18,618 18,897 19,180 04‐FRANCHISE FEES 13,215 13,735 13,926 14,120 14,317 14,460 05‐LICENSES AND PERMITS 12,889 11,563 11,753 11,947 12,144 12,343 06‐INTERGOVERNMENTAL 13,104 13,757 14,170 14,595 15,033 15,275 07‐FEES, CHARGES & OTHER FINES 29,222 29,882 31,435 33,113 34,911 35,587 08‐CRA REIMBURSEMENT 3,000 10,000 7,500 8,250 ‐ ‐ 09‐INTEREST 627 1,300 1,326 1,353 1,380 1,407 * 10‐OTHER SOURCES 946 463 463 463 464 464 11‐TRANSFERS IN 21 6,254 21 21 21 21 12‐RESOURCES FORWARD 4,900 5,099 5,323 5,549 TOTAL REVENUES AND SOURCES 157,256 176,684 179,075 186,724 185,430 190,129 % ANNUAL CHANGE 5.0% 12.4% 1.4% 4.3% ‐0.7% 2.5% EXPENDITURES & USES 01‐PERSONNEL SERVICES‐GENERAL 46,205 49,007 50,720 53,106 55,201 57,425 02‐PERSONNEL SERVICES‐PUBLIC SAFETY 66,912 74,037 78,459 83,282 88,573 93,454 03‐OPERATING EXPENDITURES‐OTHER 31,215 35,988 36,528 37,076 37,632 38,197 04‐SUPPLIES 3,520 5,321 5,401 5,482 5,564 5,647 05‐CAPITAL 212 664 728 750 772 796 06‐GRANTS AND AIDS 5,591 5,823 5,910 5,999 6,089 6,180 08‐TRANSFERS OUT 11,491 6,253 6,346 6,473 6,570 6,669 TOTAL EXPENDITURES AND USES 165,146 177,091 184,092 192,167 200,401 208,368 % ANNUAL CHANGE 6.1% 7.2% 4.0% 4.4% 4.3% 4.0%

ANNUAL INCREASE/(DECREASE) IN FUNDS (7,890) (407) (5,018) (5,444) (14,971) (18,239) % ANNUAL REVENUES & SOURCES ‐5.0% ‐0.2% ‐2.8% ‐2.9% ‐8.1% ‐9.6%

BEGINNING RESERVES 55,898 48,008 47,601 42,583 37,139 22,168 TOTAL AVAILABLE 48,008 47,601 42,583 37,139 22,168 3,929 FUND BALANCES NONSPENDABLE 347 347 347 47 47 47 COMMITTED 12,936 17,550 17,550 17,550 17,550 17,550 RESTRICTED 170 170 170 170 170 170 10 % FUND BALANCE POLICY 17,709 18,409 19,217 20,040 20,837 20,837

AVAILABLE/(SHORTFALL) FOR FUTURE YEARS $ 16,846 $ 11,124 $ 5,299 $ (668) $ (16,436) $ (34,675)

*CRA repayments are forecasted through FY 2021 to assist the City in balancing its operating budget. Once the advance is paid, the City will need to increase other revenues to make up for the loss of payments.

OVERVIEW AND SUMMARY

A long‐term financial forecast provides the information necessary for City Council to determine and provide a basis for financial and policy decisions and resource allocation. The City reviews and updates its Long‐Range Financial Plan on an annual basis. This Long‐Range Financial Plan provides a current assessment of the financial 51 condition of the City, as well as a projection of the future revenues and expenses. It also identifies trends and critical issues.

This Long‐Range Financial Plan provides City Council and staff with the opportunity to evaluate current policies and practices to implement proactive strategies before critical fiscal strains impact the budget. The best‐ informed, fiscally sensitive decisions will be those deliberated with their longer‐term implications in mind. This forecast can be used to create a strategic context for evaluating the annual budget, and to establish a baseline projection of revenues, expenditures, and fund balances. In addition, the Long‐Range Financial Plan provides the opportunity for City residents to review the financial condition of the City.

This Long‐Range Financial Plan primarily focuses on the City’s General Fund. The General Fund is supported by property taxes, public service (utility) taxes, utility franchise fees, and various user fees. The General Fund is the source of funding for the majority of City operations including public safety (police, fire and rescue), recreation, municipal/public works, development, and administration services. In addition to the General Fund, the following operating funds are also included in the Long‐Range Financial Plan:

 ROW Beautification Fund  Transportation Fund  Water and Sewer Funds  Cemetery/Mausoleum Operating Fund and Perpetual Care Funds  Sanitation Fund  Stormwater Fund

After several years of economic decline, the state and local economies are continuing to show improvement. During the economic downturn, Boca Raton was able to maintain its strong financial position through prudent long‐term financial planning and fiscal actions to reduce or contain fixed costs; the City has been very proactive in preparing for and adjusting to changes in the economy, and that is reflected in the City’s excellent bond ratings. In fact, the City’s General Obligation Bonds were rated AAA by all three credit rating agencies. Boca Raton was the first municipality in Florida to have been granted this credit rating by all three rating agencies. The Water and Sewer Utility Fund bonds are also rated AAA by Fitch Rating Services, Standard and Poor’s and Moody’s Investor Service and the Non‐Ad‐Valorem Revenue bonds were recently upgraded to AAA by Standard and Poor’s. Under Florida Statutes, no debt limit margin is placed on local governments .

The City’s General Fund revenues are recovering from the economic downturn. It is estimated that the assessed property value in the City will increase in the next year and will continue to increase for the next four years. Utility Taxes and Franchise Fees are projected to have slight increases as well. This Long‐Range Financial Plan includes a comparison of assessed value and selected rates and fees of the City to several comparable municipalities in South Florida. The comparisons demonstrate that Boca Raton has a higher assessed value, and lower property taxes, rates, and fees than these other municipalities. This Long‐Range Financial Plan also includes information regarding the City’s bond ratings. Due to the benefits to the community associated with preserving the current excellent ratings, this information should be considered when future financial decisions are made as they may impact the future costs of providing the necessary public infrastructure through tax‐exempt bond financing.

The Long‐Range Financial Plan utilizes a “baseline” projection model. Under that model, future revenues and expenditures are estimated based on the City’s current sources of revenue and level of service. The Financial Forecast shows that despite the reductions made to the City’s General Fund expenses and the slight upward trend of the City’s General Fund revenues, the current revenue base will not support the future expenditure growth of the City’s existing municipal services. That is, the financial forecast shows that without action to reduce expenses or increase revenues, the General Fund expenses will grow more rapidly than the General Fund revenues, creating a “financial gap” that will increase each year throughout the forecast period. This increasing gap would require the use of the City’s reserves to balance the annual budget, leading to the depletion of the reserves in a short‐term framework. 52 FORECAST OVERVIEW

The Boca Raton economy is continuing to show signs of improvement with noticeable activity for new commercial and residential development, as well as significant redevelopment. It is anticipated that residential, commercial, and industrial property values will slowly increase for the next several years. Demand–driven revenue such as Sales Tax and State Shared Revenues are also expected to slowly increase over the next few fiscal years. Interest revenue is starting to show a slight increase from recent years of extremely low rates with the Federal Reserve increasing rates.

The City has been able to maintain and improve its General Fund reserves over the last several years by reducing and realigning costs and by implementing new fees. The forecast reserves $17.6 million for a disaster emergency fund, and a 10% minimum fund balance reserve (as a percentage of the total General Fund budget) as recommended for coastal communities by the bond rating agencies.

The City recognized the long‐term financial cost implications of its pension benefits and in FY 2008 adjusted benefits prospectively for new general employee hires, and in FY 2010, adjusted benefits prospectively for executive employees. In 2014, the City created a Retirement Sustainability Fund. Collective bargaining agreements in 2015 incorporated changes to the Police Officers and Firefighters’ Retirement System, which were estimated to result in savings and long‐term pension sustainability, as projected by the pension plan’s actuary. The City continues to monitor all of its pension costs for the long‐term and to provide cost containment so as not to shift the costs to future taxpayers.

The City continued its strong Economic Development Incentive Program in FY 2018. In FY 2015, the City created and funded an Economic Development Manager position to oversee and coordinate its efforts. One of the primary components in the City’s Economic Development Incentive Policy is to provide economic development incentives for companies seeking to relocate to the City or to expand their existing business within the City. Based on the criteria listed in the policy, including job creation and/or retention, capital investment and job salaries, the City may provide incentives through a number of different methods including providing the local match for state economic development programs, making grants and/or loans, and subsidizing rents and leases. It also can provide non‐financial incentives such as expedited permitting.

Through its Economic Development Incentive Policy, the City has committed $4.8 million in long‐term economic development incentives, and has leveraged over $18 million in State and County incentives. This has resulted in 10,075 jobs created or retained in the City.

53 FINANCIAL FORECAST – REVENUES, EXPENDITURES, AND FUND BALANCE Over the forecast range, General Fund revenues are projected to increase at an average annual rate between 1.5% to 6%, based on the type of revenue and the current knowledge of future conditions. The General Fund expenditures are projected to increase at an average annual rate between 2% and 7%.

The forecast is a “baseline” model; it does not include the addition of any new revenues during the forecast period. The model assumes no change in the milage rate. The forecasted increase in property taxes is attributed to rise in values related to expect growth in development and the economy. This growth leads to greater demand in municipal services and expanded public safety needs. Therefore, the model includes adding public safety and municipal personnel.

The following table summarizes the growth rates of the major revenue and expenditure classifications during the four‐year forecast period.

Four‐Year Forecast Growth Rates REVENUES EXPENDITURES Major Revenue Classifications and Forecast Major Expenditure Forecast Categories 4 Year Average Classifications 4 Year Average

Taxes Personnel Services (Wages & Benefits) Property Taxes 4.0 – 6.0% General 2.0 – 4.0% Public Service (Utility) Taxes 2.5% Public Safety 5.0 – 7.0% Franchise Fees 2.5% Supplies/other 2.0% Capital Outlay 2.0% Licenses 1.5%

Permits 1.0%

State Shared (Intergovernmental) 1.5%

Charges for 2.0% Services/Contributions/Other

Fines 1.5%

Interest 2.5%

54 GENERAL FUND HISTORICAL INFORMATION – REVENUES AND EXPENDITURES The following table summarizes the actual historical revenues and expenditures of the General Fund.

General Fund Historical ($ in Thousands)

2011A 2012A 2013A 2014A 2015A 2016A 2017A 2018A REVENUES & SOURCES 01‐PROPERTY TAXES $ 43,402 $ 46,291 $ 50,822 $ 51,398 $ 53,738 $ 57,473 $ 62,038 $ 66,402 02‐UTILITY TAXES 16,776 16,617 17,146 17,531 17,351 17,246 17,228 17,830 04‐FRANCHISE FEES 12,482 12,137 11,977 12,867 12,892 12,536 12,826 13,215 05‐LICENSES AND PERMITS 8,578 11,062 12,532 13,590 18,058 15,394 13,609 12,889 06‐INTERGOVERNMENTAL 10,228 10,188 10,918 11,004 11,629 12,332 12,963 13,104 07‐FEES, CHARGES & OTHER FINES 18,611 22,511 24,658 24,788 25,231 25,428 27,021 29,222 08‐CRA REIMBURSEMENT 2,500 2,000 1,500 1,500 2,000 3,000 3,000 3,000 09‐INTEREST 463 543 (92) 515 371 400 390 627 10‐OTHER SOURCES 337 1,204 1,580 1,164 405 618 723 946 11‐TRANSFERS IN 1,020 20 20 21 21 393 21 21 TOTAL REVENUES AND SOURCES 114,397 122,574 131,060 134,378 141,697 144,822 149,818 157,256 % ANNUAL CHANGE ‐1.9% 7.1% 6.9% 2.5% 5.4% 2.2% 3.4% 5.0% EXPENDITURES & USES 01‐PERSONNEL SERVICES‐GENERAL 39,056 39,179 34,760 37,862 41,035 45,480 45,986 46,205 02‐PERSONNEL SERVICES‐PUBLIC SAFETY 47,944 50,877 56,405 57,716 54,753 56,542 59,464 66,912 03‐OPERATING EXPENDITURES‐OTHER 23,693 23,568 24,461 22,166 22,756 24,479 27,450 31,215 04‐SUPPLIES 2,938 2,859 2,697 2,676 2,765 3,248 3,664 3,520 05‐CAPITAL 219 125 244 211 68 117 122 212 06‐GRANTS AND AIDS 2,509 2,506 3,274 3,308 3,525 4,003 4,353 5,591 08‐TRANSFERS OUT 1,068 885 2,414 23,757 3,086 3,595 14,663 11,491 TOTAL EXPENDITURES AND USES 117,426 120,000 124,255 147,696 127,988 137,464 155,702 165,146 % ANNUAL CHANGE ‐0.9% 2.2% 3.5% 18.9% ‐13.3% 7.4% 13.3% 6.1%

ANNUAL INCREASE/(DECREASE) IN FUNDS (3,029) 2,574 6,806 (13,318) 13,709 7,358 (5,884) (7,890) % ANNUAL REVENUES & SOURCES ‐2.6% 2.1% 5.2% ‐9.9% 9.7% 5.1% ‐3.9% ‐5.0%

BEGINNING RESERVES 47,161 44,133 51,840 58,646 45,328 59,037 66,395 55,898 TOTAL AVAILABLE 44,133 46,706 58,646 45,328 59,037 66,395 60,511 48,008

For FY 2018, the City generated a positive variance of approximately $16.069 million between the final adopted budget and actual results of operations.

Actual revenues were greater than final budgeted revenues by $2.868 million due to the collection of additional property and franchise taxes, increased development and redevelopment activity and increased fire assessment collections. Actual expenditures during the year were less than final budgeted expenditures by $13.201 million. This positive variance is due primarily to actual operating costs being less than anticipated; general government of $7.356 million, public safety of $1.976 million, physical environment of $1.117 million, transportation of $1.269 million and parks and recreation of $1.483 million.

Both the original and the final budget anticipated $14.714 and $23.770 million, respectively, to spend down unassigned fund balance. During the year, however, expenditures in most areas were below the budgetary estimates while revenues were greater than the budgetary estimates, producing a positive budget variance of $16.069 million.

The City reduced beginning fund balance and recorded a liability in the General Fund by $4.614 million for disallowed reimbursements for hurricane‐related expenditures that were previously reimbursed by the Federal Emergency Management Agency (FEMA). The City has a fund balance policy, which set a minimum fund balance level in the General Fund of 10% of budgeted expenditures.

FY 2018 includes a $3.6 million transfer to the R.O.W. Beautification Fund. As predicted in the prior Long‐Range Financial Plan, Beautification Fund revenues are not sufficient to meet the on‐going expenses of the median beautification program and a transfer is required from the General Fund to cover costs, both operating and capital.

55 The two charts below graphically represent the historical information on City General Fund Tax Revenue and General Fund Expenditures by departmental function.

CONCLUSION AND DISCUSSION

In the 2018 fiscal year assessed values increased as previously forecasted. In 2018, operating costs were less than anticipated, resulting in improved financial stability of the City in the short‐term, as this plan indicates compared to last year’s plan. Although projected revenues are expected to grow for the forecast period, the financial forecast clearly shows that the projected expenditure growth rate will outpace revenue growth. It is this conclusion, which leads to the expectation that, during the forecast period, revenue growth will not cover the moderate growth in operating expenditures, and as a result, will decrease City reserves. In order to have long‐term financial sustainability, a focus on controlling costs and increasing revenues is imperative.

In the 2019 Session, the Florida Legislature is considering sweeping changes to home rule and local government financial reserves as well as pushing additional costs down to local governments as unfunded mandates. The City is closely monitoring these proposals and their potential impacts and limitations to Florida municipalities. The consequences of a combination of several of the proposals being considered could have a significant impact on the City’s ability to maintain and/or improve services to residents.

56 There are numerous external factors outside of the control of the City Council, which may significantly affect the City’s ability, even with a prudent and extremely conservative Financial Forecast, to continue to provide the highest quality of service within the available resources.

The City of Boca Raton must develop and employ strategies that will yield the anticipated results despite external conditions that provide swings in revenues and costs over which the City has little or no control. These strategies should include revenue enhancements, the expanded use of grants, service prioritization, and reduction of operating costs, containment of long‐term fixed costs and the consolidation of services. Developing Long‐Range Financial Plans, which respond to an uncertain economy, is a critical component to sustainability. The City of Boca Raton must continue to take resilient actions to contain or control costs to be able to plan and react accordingly.

This is the twenty‐fourth u pdate of the City’s Long‐Range Financial Plan. The objective is to provide the City Council, management, and the citizens of Boca Raton with prudent Financial Planning to enable future leaders to make sound financial decisions, which will benefit future residents while maintaining the high quality of life that the residents expect. It is the City’s mission to provide the highest quality of service to the community through responsible use of public resources to enhance our unique quality of life.

RECOMMENDATIONS

Maintain Recommended Fund Balances The rating agencies have recognized the City’s history of having strong fund balances. It is essential that fund balance be maintained and not be used as a revenue source when new programs are added without an offsetting revenue source. At the end of the FY 2013, the City had accumulated a strong fund balance and was able to provide funding for an Economic Development Fund and a Retirement Sustainability Fund. In FY 2018, the City continued to have a strong fund balance.

The landfall of six hurricanes in Florida in FY 2004 and 2005 and Hurricane Irma in 2017 provided a tough lesson to most communities on the potential effects of the South Florida environment. Having a strong fund balance enabled the City to quickly react to emergencies and to fund the significant costs related to debris removal.

Explore Other Fees for Services With the forecast demonstrating the reality of drawing down the City’s existing unassigned fund balance, the City needs to recover all costs related to providing services. The City should evaluate program costs and should attempt to set fees to recover costs if the market supports it.

Be Very Selective About Service Additions The addition of new on‐going programs should be matched with a new or alternative source of revenue or should be “traded off” with an existing program of equal size and growth parameters. It is essential that City Council consider service expansion cautiously, especially outside of the formal annual budget development process.

Continue Emphasis on Efficient Use of Existing Resources Performance measurements, management studies, and other budgetary control measures are among the ways that the City has placed new emphasis on the efficient use of existing resources. There should be continued emphasis on priorities and trade‐offs when making budget decisions.

Continue Emphasis on Finding Effective Cost Containment Measures Staff should continue to bring forward cost containment measures aimed at mitigating the trend lines of some of the more escalating expenditure items. Union negotiations with general employees have reduced pension costs in the future by adding a defined contribution option plan for all new hires. Over the long term, this should reduce pension costs for general employees.

57 Continue Evaluations of Long‐Term Effects of Decisions It is essential that the City Council place a continuing emphasis on evaluating the long‐term fiscal impacts of their decisions and, where possible, match future significant long‐term service costs with an appropriate and reliable funding source. The cost of Public Safety, $103.6 million or 60% of operating General Fund Budget, has placed a heavy burden on future City finances with potential pension and compensation pay issues. However, the City must remain competitive to attract and retain the highest quality employees.

Continue Evaluation of Comprehensive Cost Recovery Objectives Good progress has been made in several fee ‐supported programs. Revenue and expenditure match ‐ups are improving where re‐thinking and re‐negotiating have taken place. It is recommended that continued development and monitoring of cost recovery approaches already in place, and suggests that changes in cost recovery goals and objectives be conscious decisions with the relevant revenue and expenditure information at hand, and that the City continue to examine new areas for cost recovery via service fees. The City should continue to collaborate with the Greater Boca Raton Beach and Park District for cost sharing related to beach renourishment projects and other joint projects.

Continue Economic Development Efforts The City recognizes the importance of supporting the business community and facilitating economic development programs within the City to create and maintain economic sustainability. To attract and retain businesses in Boca Raton, the City has established partnerships with the State of Florida Department of Economic Opportunity, Palm Beach County, the Palm Beach County Business Development Board, and others. In 2010, the City enacted an Economic Development Incentive Policy to encourage economic development and the creation of jobs in the City. The Policy includes non‐monetary incentives such as expedited permitting process, and monetary incentives such as lease subsidies, grants, and local matches of State of Florida economic development incentive programs.

The City continues to recover from the economic downturn, which had negative impacts on the City’s corporate tax base and jobs. The City’s employment rate and tax base are continuing to show improvements, and the number of businesses and employees in the City is increasing. However, the City of Boca Raton is still facing competition for new and existing businesses, and to create and retain jobs in the City, the City should continue to working with its economic development partners, and to continue and expand its economic development programs and activities.

Explore Increasing Revenues The City will evaluate existing revenue sources for potential growth. The future projection shows that the City will need to manage priorities and provide additional resources to remain fiscally sound and financially sustainable.

58 Other Funds

R.O.W. BEAUTIFICATION FUND

The Right‐of‐Way Beautification Fund is a special revenue fund established to account for a public service (utility) tax levied specifically for the Comprehensive Median Beautification Program established in 1984. Revenues include a 1% utility tax, interest earnings on fund balances, and private donations.

Expenditures include personnel services, operating expenses, supplies, and operatingtal capi outlays associated with maintaining the City’s medians. Currently, there are 66.20 employees responsible for maintaining the City’s 196.36 miles or 220.2 acres of medians.

BEAUTIFICATION FUND Long‐Range Financial Forecast($ in thousands)

2018A 2019B 2020F 2021F 2022F 2023F REVENUES & SOURCES 02‐UTILITY TAXES $ 2,421 $ 2,455 $ 2,492 $ 2,530 $ 2,567 $ 2,606 10‐OTHER SOURCES 38 104 104 104 104 104 11‐TRANSFERS IN 3,616 4,392 4,406 4,494 4,562 4,630 TOTAL REVENUES AND SOURCES 6,076 6,951 7,002 7,127 7,233 7,339 EXPENDITURES & USES 01‐PERSONNEL SERVICES‐GENERAL 3,182 3,874 4,002 4,179 4,334 4,500 03‐OPERATING EXPENDITURES‐OTHER 1,999 1,813 1,840 1,868 1,896 1,924 04‐SUPPLIES 332 453 460 467 474 481 05‐CAPITAL 11 347 316 332 348 366 08‐TRANSFERS OUT 364 391 261 266 270 274 TOTAL EXPENDITURES AND USES 5,888 6,951 6,879 7,111 7,322 7,545

ANNUAL INCREASE/(DECREASE) IN FUNDS 188 (0) 123 16 (89) (206)

BEGINNING RESERVES 35 223 223 346 362 272 TOTAL AVAILABLE 223 223 346 362 272 67 Revenues One (1) percent of the utility tax is levied for right ‐of‐way purposes. In keeping with the City’s forecast, a 2% growth rate is used. Interest earnings are forecast using the available reserve balance. The fund receives donations from developers to be used for beautification funding in the City. Starting in FY 2013 a transfer from the General Fund was necessary to fund the cost of providing the operating and maintenance of the beautification program and this transfer continues to increase. This transfer is anticipated to continue to increase throughout the forecast.

Expenditures Operating expenditures have been forecasted using the same projections stated previously in the report for the General Fund.

Recommendation The Right‐of‐Way Beautification Fund is not able to sustain the expenditures with current revenue sources and requires substantial funding from the General Fund. Careful consideration has to be given toward additional projects. Funds are limited and new projects will have a direct impact upon capital and operational expenditures.

59 Other Funds

TRANSPORTATION FUND

The Transportation Fund is a special revenue fund established to account for the local option gas tax. Gas tax is restricted for roadway program expenditures. The funds are used to fund capital road projects for major capital programs, as reflected in the Approved 5 Year CIP.

TRANSPORTATION FUND Long‐Range Financial Forecast ($ in thousands)

2018A 2019B 2020F 2021F 2022F 2023F REVENUES & SOURCES 03‐LOCAL OPTION GAS TAX $ 2,244 $ 2,297 $ 2,354 $ 2,413 $ 2,473 $ 2,535 06‐INTERGOVERNMENTAL 166 ‐ ‐ ‐ ‐ ‐ 09‐INTEREST 82 50 51 52 53 54 TOTAL REVENUES AND SOURCES 2,492 2,347 2,405 2,465 2,526 2,589 EXPENDITURES & USES 03‐OPERATING EXPENDITURES‐OTHER 3,743 1,011 750 750 750 750 05‐CAPITAL 264 7,343 3,770 3,263 1,826 2,275 TOTAL EXPENDITURES AND USES 4,006 8,354 4,520 4,013 2,576 3,025

ANNUAL INCREASE/(DECREASE) IN FUNDS (1,514) (6,007) (2,115) (1,548) (50) (436)

BEGINNING RESERVES 11,882 10,368 4,361 2,246 698 648 TOTAL AVAILABLE 10,368 4,361 2,246 698 648 212

Revenues Palm Beach County, under Florida Statute 326.025, levies a six (6) cent and a five (5) cent Local Option Gas Tax. Eligible municipalities in the County, by Interlocal Agreements, receive a distribution based on the following:

County % Municipalities % Six (6) cent tax 66 ‐2/3 33‐1/3 Five (5) cent tax 79 21

The following formula is used to distribute to the eligible municipalities:

Local Distribution = 30% x (City Population + ) 70% x (City Lane Miles) (Sum of Population) (Sum of Lane Miles)

The Transportation Fund will fund significant traffic projects, Transportation Demand Management Implementation, bike paths, sidewalk links to public schools, and on‐going program of improvements to the public street system over the next several years.

Recommendation Based on the current projected capital projects, funds should be sufficient in the Transportation Fund to complete forecasted projects.

60 WATER AND SEWER FUNDS

The City operates its Water and Sewer System as an Enterprise Fund and funds the operations, debt service and infrastructure needs through user fees and available reserves. The City has issued bonds to pay for a portion of its capital projects and the debt service is repaid through the system’s net revenues. The City’s service area encompasses approximately 35 square miles and extends beyond the corporate City limits. There are approximately 37,000 accounts including both residential and commercial. Those customers outside the corporate City limits pay a surcharge of 25%. Effective each October, the water and sewer rates and charges will automatically increase, by the percentage increase, if any, of the Consumer Price Index for All Urban Consumers (CPI U); region Miami/Ft. Lauderdale.

The water and sewer sales decreased from $55.1 million in 2017 to $54.5 million in 2018. The Water and Sewer Fund had a positive change in net position of $6.6 million for FY 2018. The operating income for the Water and Sewer Fund decreased from $8.5 million in 2017 to $5.4 million in 2018. Allowable system development fees are also collected to offset the impact of growth of serving new customers and commercial development.

In March 2009, the City issued Water and Sewer Revenue Refunding Bonds, Series 2009 to refund a portion of the 1999 Water and Sewer Revenue Improvement Bonds. In June 2015, the City issued the Water & Sewer Revenue Refunding Bonds, Series 2015 to defease a portion of the 2008 Water & Sewer Revenue Refunding Bonds. The City received an AAA rating from Fitch Ratings, Standard & Poor’s and Moody's Investor Services on the issue. The City pledged to maintain debt coverage ratios of 1.1 by net revenue and 1.20 by total revenue (where operating revenue exceeds operating expense). As demonstrated by the Table below, the coverage has exceeded the minimum requirements of 1.20 total revenue coverage:

Fiscal Year Ended September 30, (reported in thousands)

2014 2015 2016 2017 2018 REVENUE Water Sales $ 29,877 $ 32,201 $ 32,158 $ 34,631 $ 33,303 Sewer Service Charges 18 ,660 19,336 19,754 20,518 21,210 Other Operating Revenues 2,534 2,695 2,280 2,285 2,398 Interest Income 805 751 608 557 1,047 Gross Revenues $ 51,876 $ 54,983 $ 54,800 $ 57,991 $ 57,958

OPERATING EXPENSES Total Operating Expenses $ 33,368 $ 33,327 $ 34,831 $ 35,899 $ 37,929

Net Revenues Available for Debt Service $ 18,508 $ 21,656 $ 19 ,969 $ 22,092 $ 20,029

Allowable system development charges $ 2 ,578 $ 428 $ 1,111 $ 1,676 $ 1,678 Total Revenue Available for Debt Service $ 21,086 $ 22,084 $ 21,08 0 $ 23,768 $ 21,707

Debt Service $ 5,039 $ 5,025 $ 8,702 $ 909 $ 4,909

By net revenues available for Debt Service 3.67 4.31 2.29 24.30 4.08 By total revenues available for Debt Service 4.18 4.39 2.42 26.15 4.42

1.10 net revenues test required by the rate convenants applies to the 2008 and 2009 bonds.

Total Operating Expenses excludes depreciation and amortization.

61 It is assumed that water and sewer revenues will not be significantly affected by growth, and that an across‐the‐ board increase equal to the Consumer Price Index (CPI) for the year ended the previous June 1, will be applied to the rate each October 1. A history of CPI rate increases is itemized below:

Rate change effective October 2018 4.2% 2017 2.0% 2016 1.6% 2015 1.2% 2014 2.4% 2013 1.9% Largest Customers The City bills an average of approximately 1.5 billion gallons per month, which is distributed across all customer classes and users. Customer billing records for 2018 (January 1 to December 31) indicate the top ten potable water users, their consumption for this period, and relative percent of total consumption were as follows:

CUSTOMER USAGE (MG)* Percentage of Total

City of Boca Raton 610.290 5.14% Florida Atlantic University 175.851 1.48% Boca Raton Resort and Club 161.705 1.36% Investments Limited 146.992 1.24% B R Community Hospital 56.759 0.48% Boca Teeca Condo 47.508 0.40% Sea Ranch Club of Boca 41.566 0.35% School Board Palm Beach 34.612 0.29% Addison Condo Association 28.971 0.24% Spanish Oaks Condo Association 27.783 0.23%

Recommendation

The Water and Sewer System has a significant capital needs forecast over the next several years due to federal and state mandates and the age of the infrastructure. Building reserves and minimizing the future impact on rate increases will fund projected capital needs and lessen the need for long‐term financing. Annual CPI adjustments should continue; however, these increases may not be sufficient to fund services and infrastructure needs.

62 CEMETERY/MAUSOLEUM OPERATING FUND AND PERPETUAL CARE FUNDS

In 1994, City staff prepared a detailed report on cemetery/mausoleum operations and perpetual care. From this report, several recommendations on cemetery operations were implemented:  Cost of a cemetery plot was increased to $1,780.  A perpetual care fee of $1,270 per cemetery plot was established to accumulate enough revenue to allo w interest on these revenues to fund future operations of the cemetery.  Other sales and service fee increases were made.  All fees including the perpetual care fee, plot fees, and other fees will be increased annually using an inflation index.

The fund experienced a net operating loss of $295,066 before a transfer of $208,600 (cemetery $71,000/mausoleum $137,000) from the perpetual trust fund in FY2018. As of March 2019, 1,244 plots were available with a $4.3 million value at current selling prices. The City has a policy of only selling plots to City residents. Mausoleum sales do not have this restriction but still failed to meet projections. Also, the Mausoleum Corporation is no longer the only company offering services in our area. These variables, as well as the cost of mausoleum building maintenance, may cause perpetual care reserves to be depleted earlier than anticipated. This may have an impact on the General Fund in the future.

The cemetery and mausoleum continue to face new competition in the City and surrounding areas. With the nationwide trend of reduced burials and more cremations, lot sales are not seen increasing in the future.

The reserve balances need to be sufficient to produce interest revenue to fund operations and capital improvements when revenues decrease because of sellout of the cemetery and mausoleum.

As of September 30, 2018, the fund balances in the Perpetual Care Funds were:

Cemetery $1,677,739 Mausoleum 2,773,373 Total $4,451,112

Recommendation

As previous reports have shown, the City should develop new revenues and expense projections and look at ways to reduce annual operating costs at the Cemetery. The City should review possible modifications to existing cemetery policy to allow purchases by non‐City residents at a premium cost. Other new revenues should also be considered.

63 SANITATION FUND

Effective in FY 2009, the City established a Sanitation Enterprise Fund to account for the collection and disposal of solid waste, vegetation, and recyclable material for City residents including weekly bulk trash collection. During the current fiscal year, the City anticipates collecting approximately 71 million pounds of garbage, 14 million pounds of recyclables, 12 million pounds of bulk materials and 27 million pounds of vegetation.

The sanitation fee increased $0.70 to $17.60 from $16.90 to per month for single‐family residents and $0.40 to $10.65 per month for multi‐family residential units.

SANITATION FUND Long‐Range Financial Plan ($ in Thousands)

2018A 2019B 2020F 2021F 2022F 2023F REVENUES & SOURCES 07‐FEES, CHARGES & OTHER FINES $ 7,715 $ 8,076 $ 8,238 $ 8,403 $ 8,571 $ 8,742 09‐INTEREST 43 25 25 26 27 27 10‐OTHER SOURCES 49 ‐ ‐ ‐ ‐ ‐ TOTAL REVENUES AND SOURCES 7,807 8,101 8,264 8,429 8,597 8,769 EXPENDITURES & USES 01‐PERSONNEL SERVICES‐GENERAL 2,975 3,436 3,549 3,708 3,846 3,993 03‐OPERATING EXPENDITURES‐OTHER 3,546 4,661 4,731 4,802 4,874 4,947 04‐SUPPLIES 22 40 41 42 42 43 05‐CAPITAL 838 3,762 855 1,320 2,495 350 TOTAL EXPENDITURES AND USES 7,381 11,900 9,176 9,871 11,257 9,333

ANNUAL INCREASE/(DECREASE) IN FUNDS 426 (3,798) (913) (1,443) (2,660) (564)

BEGINNING RESERVES 7,317 7,743 3,945 3,032 1,589 (1,070) TOTAL AVAILABLE 7,743 3,945 3,032 1,589 (1,070) (1,634)

Recommendation

The City should continue to set Sanitation user fees to sufficiently fund cost of services, including future capital expenses. Rates will need to increase to fund operations and capital requirements. The growth of the City has created a need to expand the City’s sanitation operations. Such an expansion will not only require additional vehicles, personnel and equipment, it will require an expansion of the City’s sanitation vehicle maintenance and storage facilities. The existing maintenance and storage facilities cannot be expanded further in their current location, so a new sanitation maintenance facility, in a new location will be required. Since the cost of constructing a new facility would be significant, the City is continuing to explore other options for providing sanitation services including the outsourcing of sanitation services to a private contractor.

64 STORMWATER UTILITY FUND

In June 1994, the City instituted a Stormwater Utility Fee to fund the design, construction, inspection, and maintenance of the City’s separate stormwater system in accordance with the Environmental Protection Agency National Pollutant Discharge Elimination System (NPDES) permit. Forty‐five percent (45%) of these fees will be used for maintaining existing drainage systems while the remaining 55 percent (55%) will be used for drainage improvement projects.

STORMWATER FUND Long‐Range Financial Forecast ($ in thousands)

2018A 2019B 2020F 2021F 2022F 2023F REVENUES & SOURCES 07‐FEES, CHARGES & OTHER FINES $ 2,534 $ 2,500 $ 2,550 $ 2,601 $ 2,653 $ 2,706 09‐INTEREST 5 9 30 31 31 32 32 10‐OTHER SOURCES 6 ‐ ‐ ‐ ‐ ‐ TOTAL REVENUES AND SOURCES 2,599 2,530 2,581 2,632 2,685 2,739 EXPENDITURES & USES 01‐PERSONNEL SERVICES‐GENERAL 836 820 848 886 920 956 03‐OPERATING EXPENDITURES‐OTHER 1 ,298 1,603 978 992 1,007 1,022 04‐SUPPLIES 3 7 7 7 7 7 05‐CAPITAL 666 5,018 1,600 1,600 1,600 1,600 TOTAL EXPENDITURES AND USES 2,804 7,448 3,432 3,486 3,535 3,586

ANNUAL INCREASE/(DECREASE) IN FUNDS (205) (4,918) (852) (854) (850) (847)

BEGINNING RESERVES 8 ,513 8,308 3,390 2,538 1,684 835 TOTAL AVAILABLE 8,308 3,390 2,538 1,684 835 (13)

Revenues The Stormwater Utility Fee is collected through a separate line item on City water bills. The fee schedule is as follows:

Residential Properties $3.49 per unit Non‐Residential Properties: (Square Feet of Impervious Area) / 2,837 = Number of ERU’s (Number of ERU’s) x $3.49 = Monthly Fee

Revenue for the forecast period is projected at two percent (2%) growth rate.

Expenses Capital expenses are detailed by projects in the CIP and funded from this fund. Maintenance expenses have been projected using the current budget with projections using forecasts established in this forecast and report.

Recommendation The Stormwater Fund will continue to provide funding for stormwater projects in the future. Based on projected capital projects the fund will not provide sufficient resources to cover expenses. Rates will need to increase to fund operations and capital requirements.

BUDGET BY FUND

SPECIAL DEBT CAPITAL WATER OTHER INTERNAL GENERAL-OPERATIN REVENUE SERVICE PROJECTS AND SEWER ENTERPRISE SERVICE PERMANENT TOTAL REVENUES FUND FUNDS FUND FUNDS FUNDS FUNDS FUNDS FUND BUDGET

TAXES:

AD VALOREM TAXES $ 75,164,000 $ 15,000,000 $ 6,536,000 $ 96,700,000

AD VALOREM TAXES $ 4,739,600 4,739,600

FRANCHISE 13,435,000 13,435,000

LICENSES & PERMITS 30,073,100 9,492,800 1,631,900 $ 3,617,800 44,815,600

INTER-GOVERNMENTAL 26,813,600 25,294,800 1,298,100 206,800 53,613,300

CHARGES FOR SERVICES 29,606,200 5,326,800 $ 59,992,200 $ 15,332,800 39,849,600 $ 140,000 150,247,600

FINES AND FORFEITURES 1,343,800 75,000 1,418,800

MISCELLANEOUS 375,000 1,899,100 6,761,700 15,000 238,200 700,000 9,989,000

INTEREST EARNINGS 1,814,400 1,265,900 1,022,400 3,138,300 244,800 1,711,400 50,000 9,247,200

TOTAL REVENUES 178,625,100 58,354,400 4,739,600 17,250,100 63,145,500 16,022,600 45,878,800 190,000 384,206,100

TRANSFERS 21,000 4,350,000 6,245,200 1,200,000 25,408,600 353,800 4,630,000 42,208,600

FUND BALANCE/RESERVES 51,248,100 50,484,600 2,011,300 42,535,300 115,854,200 10,123,300 91,230,100 4,123,100 367,610,000 TOTAL REVENUES, TRANSFERS & BALANCES $ 229,894,200 $ 113,189,000 $ 12,996,100 $ 60,985,400 $ 204,408,300 $ 26,499,700 $ 141,738,900 $ 4,313,100 $ 794,024,700

EXPENDITURES

GENERAL GOVERNMENT $ 33,099,200 $ 20,961,300 $ 730,800 $ 2,128,900 $ 39,598,800 $ 96,519,000

PUBLIC SAFETY 110,974,800 1,337,600 3,141,200 7,253,000 122,706,600

PHYSICAL ENVIRONMENT 550,900 2,027,500 116,180,200 $ 15,169,800 600,000 134,528,400

RECREATION SERVICES 22,513,200 29,709,100 5,465,900 4,210,900 61,899,100

HIGHWAYS AND STREETS 14,583,000 39,779,500 11,129,100 3,610,300 69,101,900

HUMAN SERVICES 2,348,500 2,348,500

DEBT SERVICE $11,033,000 17,905,000 28,938,000

TOTAL EXPENDITURES 181,721,100 94,136,000 11,033,000 22,494,500 136,214,100 19,380,700 51,062,100 516,041,500

TRANSFERS 4,350,000 5,043,300 4,210,400 6,326,300 353,800 20,283,800

FUND BALANCE/RESERVES 43,823,100 14,009,700 1,963,100 34,280,500 61,867,900 7,119,000 90,676,800 3,959,300 257,699,400 TOTAL EXPENDITURES, TRANSFERS & BALANCES $ 229,894,200 $ 113,189,000 $ 12,996,100 $ 60,985,400 $ 204,408,300 $ 26,499,700 $ 141,738,900 $ 4,313,100 $ 794,024,700

66 Sources of Funds Fiscal Year 2019 - 2020

MILLAGE LICENSES INTER- CHARGES CURRENT AD FRANCHISE & PERMITS, GOVERNMENTAL FOR FUND DESCRIPTION CITY VALOREM TAXES FEES OTHER TAXES REVENUES SERVICES

GENERAL-OPERATING 3.1915 $ 75,164,000 $ 13,435,000 $ 30,073,100 $ 26,813,600 $ 29,606,200 COMMUNITY DEVELOPMENT BLOCK GRANT - - - 1,191,100 - STATE & FEDERAL GRANTS - - - 232,400 - HOUSING ASSISTANCE TRUST - - - 731,900 - LAW ENFORCEMENT TRUST FUND - - - - -

TRANSPORTATION - - - 2,300,000 - BEAUTIFICATION - - 2,446,200 - - GREATER BR BEACH & PARK DISTRICT - - - 20,839,400 3,196,800 INFRASTRUCTURE SURTAX - - 7,046,600 - - LAND PROCEEDS - - - - - TAX INCREMENT BONDS-UTIL TAX - - - - - ECONOMIC DEVELOPMENT 1,000,000 - - - -

BOND SINKING 0.2097 4,739,600 - - - -

RIGHT-OF-WAY ACQUISITION - - - - -

CAPITAL IMPROVEMENTS PROGRAM 0.2775 6,536,000 - 1,631,900 1,298,100 - DOWNTOWN INFRASTRUCTURE - - - - - LAND DEDICATION - - - - - DOWNTOWN LAND DEDICATION - - - - -

SANITATION - - - - 9,918,500 STORMWATER UTILITY - - - - 2,600,000

WATER/SEWER OPERATING - - - - 59,468,000 WATER/SEWER SINKING - - - - - WATER/SEWER RENEWAL & REPLACEMENT - - - - - WATER IMPACT - - - - 320,200 SEWER IMPACT - - - - 204,000

CEMETERY/MAUSOLEUM - - - - 124,000 GOLF COURSE - - - 206,800 2,690,300

INFORMATION SERVICES - - - - 11,202,200 MOTOR POOL - - - - 5,360,200

RETIREMENT SUSTAINABILITY - - 3,617,800 - 2,835,000 WORKER'S COMPENSATION SELF INSURANCE - - - - 2,251,900 GROUP MEDICAL SELF INSURANCE - - - - 15,145,300 LIABILITY SELF INSURANCE - - - - 3,055,000

CEMETERY PERPETUAL CARE - - - - 90,000 MAUSOLEUM PERPETUAL CARE - - - - 50,000 COMMUNITY REDEVELOPMENT AGENCY 14,000,000 - - - 2,130,000

TOTAL CITY-WIDE: 3.6787 $ 101,439,600 $ 13,435,000 $ 44,815,600 $ 53,613,300 $ 150,247,600

67 Sources of Funds Fiscal Year 2019 - 2020 BEGINNING OPERATING FUND FINES AND MISC. INTEREST SUB BALANCE/ TOTAL FUND DESCRIPTION FORFEITURES REVENUES EARNINGS TOTAL TRANSFERS RESERVE BUDGET

GENERAL-OPERATING $ 1,343,800 $ 375,000 $ 1,814,400 $ 178,625,100 $ 21,000 $ 51,248,100 $ 229,894,200 COMMUNITY DEVELOPMENT BLOCK GRANT - 75,000 - 1,266,100 - - 1,266,100 STATE & FEDERAL GRANTS - - - 232,400 - - 232,400 HOUSING ASSISTANCE TRUST - 350,000 500 1,082,400 - - 1,082,400 LAW ENFORCEMENT TRUST FUND 75,000 - 13,000 88,000 - 1,028,200 1,116,200

TRANSPORTATION - - 175,000 2,475,000 - 11,553,900 14,028,900 BEAUTIFICATION - 25,500 - 2,471,700 4,350,000 421,300 7,243,000 GREATER BR BEACH & PARK DISTRICT - 6,100 464,300 24,506,600 - - 24,506,600 INFRASTRUCTURE SURTAX - - 200,000 7,246,600 - 23,693,000 30,939,600 LAND PROCEEDS - - 18,000 18,000 - - 18,000 TAX INCREMENT BONDS-UTIL TAX ------ECONOMIC DEVELOPMENT - - 154,800 1,154,800 - 5,731,300 6,886,100

BOND SINKING - - - 4,739,600 6,245,200 2,011,300 12,996,100

RIGHT-OF-WAY ACQUISITION - - 54,900 54,900 - 2,422,000 2,476,900

CAPITAL IMPROVEMENTS PROGRAM - 4,691,700 636,300 14,794,000 1,200,000 22,006,700 38,000,700 DOWNTOWN INFRASTRUCTURE - 1,520,000 27,000 1,547,000 - 973,200 2,520,200 LAND DEDICATION - 500,000 161,100 661,100 - 10,141,500 10,802,600 DOWNTOWN LAND DEDICATION - 50,000 143,100 193,100 - 6,991,900 7,185,000

SANITATION - - 42,300 9,960,800 - 2,397,200 12,358,000 STORMWATER UTILITY - - 182,700 2,782,700 - 7,148,100 9,930,800

WATER/SEWER OPERATING - - 2,467,800 61,935,800 - 78,936,200 140,872,000 WATER/SEWER SINKING - - - - 20,388,900 1,935,100 22,324,000 WATER/SEWER RENEWAL & REPLACEMENT - - - - 5,019,700 5,215,300 10,235,000 WATER IMPACT - - 340,200 660,400 - 10,765,400 11,425,800 SEWER IMPACT - 15,000 330,300 549,300 - 19,002,200 19,551,500

CEMETERY/MAUSOLEUM - 178,000 18,000 320,000 353,800 578,000 1,251,800 GOLF COURSE - 60,200 1,800 2,959,100 - - 2,959,100

INFORMATION SERVICES - 25,000 50,000 11,277,200 2,799,500 1,978,600 16,055,300 MOTOR POOL - 25,000 506,700 5,891,900 1,830,500 24,371,300 32,093,700

RETIREMENT SUSTAINABILITY - - 499,500 6,952,300 - 36,462,800 43,415,100 WORKER'S COMPENSATION SELF INSURANCE - 50,000 149,400 2,451,300 - 7,797,100 10,248,400 GROUP MEDICAL SELF INSURANCE - 400,000 301,500 15,846,800 - 13,017,500 28,864,300 LIABILITY SELF INSURANCE - 200,000 204,300 3,459,300 - 7,602,800 11,062,100

CEMETERY PERPETUAL CARE - - 20,000 110,000 - 1,648,100 1,758,100 MAUSOLEUM PERPETUAL CARE - - 30,000 80,000 - 2,475,000 2,555,000 COMMUNITY REDEVELOPMENT AGENCY - 1,442,500 240,300 17,812,800 - 8,056,900 25,869,700

TOTAL CITY-WIDE: $ 1,418,800 $ 9,989,000 $ 9,247,200 $ 384,206,100 $ 42,208,600 $ 367,610,000 $ 794,024,700

68 SOURCES OF FUNDS CITY-WIDE FY 2019-2020

Ad Valorem Taxes Franchise Fees 12.8% Interest Earnings 1.7% 1.2% Intergovernmental Revenues 6.8%

Licenses, Permits & Other Taxes 5.6%

Charges for Services Fund Balance / 18.9% Reserve 46.3%

Fines and Forfeitures 0.2% Transfers Misc. Revenues 5.3% 1.3%

TOTAL SOURCES : $794,024,700

69 USES OF FUNDS CITY-WIDE FY 2019-2020

General Government 12.2%

Fund Balance / Public Safety Reserve 15.5% 32.4%

Physical Environment Highway and 16.9% Streets 8.7% Human Services 0.3%

Debt Service Transfers 3.6% 2.6% Recreation Services 7.8%

TOTAL USES : $794,024,700

70 Uses of Funds Fiscal Year 2019 - 2020

GENERAL PUBLIC PHYSICAL RECREATION HIGHWAY FUND DESCRIPTION GOVERNMENT SAFETY ENVIRONMENT SERVICES AND STREETS

GENERAL $ 33,099,200 $ 110,974,800 $ 550,900 $ 22,513,200 $ 14,583,000 COMMUNITY DEVELOPMENT BLOCK GRANT - - - - - STATE & FEDERAL GRANTS - 53,900 - - 178,500 HOUSING ASSISTANCE TRUST - - - - - LAW ENFORCEMENT TRUST FUND - 262,700 - - -

TRANSPORTATION - - - - 9,335,400 BEAUTIFICATION - - - 6,816,800 - GREATER BR BEACH & PARK DISTRICT - - - 22,892,300 - INFRASTRUCTURE SURTAX - - - - 27,740,600 LAND PROCEEDS 18,000 - - - -

TAX INCREMENT BONDS UTILITY TAX - - - - - ECONOMIC DEVELOPMENT 3,874,700 - - - -

BOND SINKING - - - - -

RIGHT-OF-WAY ACQUISITION - - - - - CAPITAL IMPROVEMENTS PROGRAM 590,800 3,141,200 2,027,500 2,259,600 9,980,600 DOWNTOWN INFRASTRUCTURE 5,000 - - - - LAND DEDICATION - - - 3,206,300 1,148,500 DOWNTOWN LAND DEDICATION 135,000 - - - -

SANITATION - - 9,880,800 - - STORMWATER UTILITY - - 5,289,000 - -

WATER/SEWER OPERATING 2,128,900 - 102,895,200 - - WATER/SEWER SINKING - - - - - WATER/SEWER RENEWAL & REPLACEMENT - - 10,235,000 - - WATER IMPACT - - 3,050,000 - - SEWER IMPACT - - - - -

CEMETERY/MAUSOLEUM - - - 1,251,800 - GOLF COURSE - - - 2,959,100 -

INFORMATION SERVICES 15,605,300 - - - - MOTOR POOL - 3,635,100 600,000 - 3,610,300

RETIREMENT SUSTAINABILITY - 3,617,900 - - - WORKER'S COMPENSATION SELF INSURANCE 3,321,300 - - - - GROUP MEDICAL SELF INSURANCE 16,863,100 - - - - LIABILITY SELF INSURANCE 3,809,100 - - - -

CEMETERY PERPETUAL CARE - - - - - MAUSOLEUM PERPETUAL CARE - - - - - COMMUNITY REDEVELOPMENT AGENCY 17,068,600 1,021,000 - - 2,525,000

TOTAL CITY-WIDE: $96,519,000 $122,706,600 $134,528,400 $61,899,100 $69,101,900

71 Uses of Funds Fiscal Year 2019 - 2020 OPERATING ENDING HUMAN DEBT SUB INTERFUND FUND BALANCE TOTAL FUND DESCRIPTION SERVICES SERVICE TOTAL TRANSFERS /RESERVE BUDGET

GENERAL - - $ 181,721,100 $ 4,350,000 $ 43,823,100 $ 229,894,200 COMMUNITY DEVELOPMENT BLOCK GRANT 1,266,100 - 1,266,100 - - 1,266,100 STATE & FEDERAL GRANTS - - 232,400 - - 232,400 HOUSING ASSISTANCE TRUST 1,082,400 - 1,082,400 - - 1,082,400 LAW ENFORCEMENT TRUST FUND - - 262,700 - 853,500 1,116,200

TRANSPORTATION - - 9,335,400 - 4,693,500 14,028,900 BEAUTIFICATION - - 6,816,800 230,000 196,200 7,243,000 GREATER BR BEACH & PARK DISTRICT - - 22,892,300 1,614,300 - 24,506,600 INFRASTRUCTURE SURTAX - - 27,740,600 3,199,000 - 30,939,600 LAND PROCEEDS - - 18,000 - - 18,000

TAX INCREMENT BONDS UTILITY TAX ------ECONOMIC DEVELOPMENT - - 3,874,700 - 3,011,400 6,886,100

BOND SINKING - 11,033,000 11,033,000 - 1,963,100 12,996,100

RIGHT-OF-WAY ACQUISITION - - - - 2,476,900 2,476,900 CAPITAL IMPROVEMENTS PROGRAM - - 17,999,700 2,757,500 17,243,500 38,000,700 DOWNTOWN INFRASTRUCTURE - - 5,000 1,452,900 1,062,300 2,520,200 LAND DEDICATION - - 4,354,800 - 6,447,800 10,802,600 DOWNTOWN LAND DEDICATION - - 135,000 - 7,050,000 7,185,000

SANITATION - - 9,880,800 - 2,477,200 12,358,000 STORMWATER UTILITY - - 5,289,000 - 4,641,800 9,930,800

WATER/SEWER OPERATING - - 105,024,100 - 35,847,900 140,872,000 WATER/SEWER SINKING - 17,905,000 17,905,000 - 4,419,000 22,324,000 WATER/SEWER RENEWAL & REPLACEMENT - - 10,235,000 - - 10,235,000 WATER IMPACT - - 3,050,000 3,331,400 5,044,400 11,425,800 SEWER IMPACT - - - 2,994,900 16,556,600 19,551,500

CEMETERY/MAUSOLEUM - - 1,251,800 - - 1,251,800 GOLF COURSE - - 2,959,100 - - 2,959,100

INFORMATION SERVICES - - 15,605,300 - 450,000 16,055,300 MOTOR POOL - - 7,845,400 - 24,248,300 32,093,700

RETIREMENT SUSTAINABILITY - - 3,617,900 - 39,797,200 43,415,100 WORKER'S COMPENSATION SELF INSURANCE - - 3,321,300 - 6,927,100 10,248,400 GROUP MEDICAL SELF INSURANCE - - 16,863,100 - 12,001,200 28,864,300 LIABILITY SELF INSURANCE - - 3,809,100 - 7,253,000 11,062,100

CEMETERY PERPETUAL CARE - - - 141,500 1,616,600 1,758,100 MAUSOLEUM PERPETUAL CARE - - - 212,300 2,342,700 2,555,000 COMMUNITY REDEVELOPMENT AGENCY - - 20,614,600 - 5,255,100 25,869,700

TOTAL CITY-WIDE: $2,348,500 $28,938,000 $516,041,500 $20,283,800 $257,699,400 $794,024,700

72 Fiscal Year 2019 - 2020 General Fund Revenues

Interest Franchise Earnings Fees 0.8% 5.8% Licenses, Permits & Other Taxes Ad Valorem 13.1% Taxes 32.7%

Intergovernmental Revenue 11.7% Charges for Services 12.9% Ad Valorem Taxes $ 75,164,000 Planned Fund Fines, Balance Interest Earnings 1,814,400 Misc. & 22.3% Transfers Franchise Fees 13,435,000 0.8% Licenses, Permits & Other Taxes 30,073,100 Intergovernmental Revenue 26,813,600 Charges for Services 29,606,200 Fines, Misc. & Transfers 1,739,800 Planned Fund Balance 51,248,100

$ 229,894,200

General Fund Expenditures

Highway and Streets 6.3% Fund Balance / Physical Reserve Environment 19.1% 0.2% Transfers 1.9%

General Government 14.4%

Public Safety Recreation Physical Environment $ 550,900 48.3% Services Highway and Streets 14,583,000 9.8% Fund Balance / Reserve 43,823,100 Transfers 4,350,000 General Government 33,099,200 Recreation Services 22,513,200 Public Safety 110,974,800

$ 229,894,200 73 GENERAL FUND OPERATING

REVENUE SUMMARY APPROVED APPROVED ACTUAL BUDGET REVISED BUDGET 2017-18 2018-19 2018-19 2019-20

Ad Valorem Taxes $66,401,403 $71,658,200 $71,658,200 $75,314,000 Other Taxes 31,045,045 31,806,300 31,806,300 31,376,100 Licenses & Permits 12,888,819 11,563,000 11,563,000 11,982,000 Intergovernmental Revenue 16,230,784 23,757,100 23,757,100 26,813,600 Charges for Services 27,788,535 28,507,400 28,507,400 29,606,200 Fines & Forfeitures 1,435,770 1,376,100 1,376,100 1,343,800 Miscellaneous Revenue 1,444,587 1,761,500 1,761,500 2,189,400 Transfers 21,000 6,254,100 6,254,100 21,000 Fund Balance/Retained Earnings 55,897,111 42,694,100 44,209,100 51,248,100 TOTAL REVENUES $213,153,054 $219,377,800 $220,892,800 $229,894,200

EXPENDITURE SUMMARY APPROVED APPROVED ACTUAL BUDGET REVISED BUDGET 2017-18 2018-19 2018-19 2019-20

City Council $370,497 $468,000 $468,000 $487,600 City Manager $5,724,655 $6,737,100 $6,815,400 $7,815,300 City Attorney $1,413,149 1,455,800 $1,455,800 $1,497,400 Financial Services $4,136,887 5,201,600 $5,217,800 $5,016,500 Development Services $8,231,386 10,010,800 $10,088,400 $10,307,400 Police Services $48,588,223 52,363,900 $52,672,800 $56,365,400 Fire/Rescue Services $47,576,931 50,778,200 $50,881,700 $54,609,400 Municipal Services $12,081,746 14,933,900 $15,455,200 $15,133,900 Recreation Services $19,548,726 21,464,400 $21,781,100 $22,513,200 Non-Divisional $8,855,929 7,696,400 $7,913,900 $7,952,000 Transfers $8,616,400 4,340,900 $4,340,900 $4,350,000 Reserve $48,008,525 43,926,800 $43,801,800 $43,846,100 TOTAL EXPENDITURES $213,153,054 $219,377,800 $220,892,800 $229,894,200

Note: Departmental transfers to the Motor Pool Fund for vehicle purchases are included in the Expenditure columns.

74 General Fund Expenditures

$120,000,000

$100,000,000

$80,000,000

$60,000,000 Public Safety 47.02% Fund Balance / Reserve 20.04% General Government 14.37% $40,000,000 Recreation Services 9.78%

Highway and Streets 6.56% $20,000,000 Transfers 1.98%

Physical Environment $0 0.25%

75 HISTORICAL SUMMARY OPERATING REVENUES

ACTUAL ACTUAL ACTUAL REVISED APPROVED FUNDS FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 Ad Valorem Taxes $ 57,473,209 $ 62,037,683 $ 66,401,403 $ 71,658,200 $ 75,314,000 Other Taxes 29,782,699 30,053,421 31,045,045 31,806,300 31,376,100 Licenses & Permits 15,393,892 13,608,635 12,888,819 11,563,000 11,982,000 Intergovernmental Revenue 15,332,305 15,939,983 16,230,784 23,757,100 26,813,600 Charges for Services 23,874,933 25,616,200 27,788,535 28,507,400 29,606,200 Fines & Forfeitures 1,555,968 1,408,556 1,435,770 1,376,100 1,343,800 Miscellaneous Revenue 1,015,834 1,132,201 1,444,587 1,761,500 2,189,400 TOTAL GENERAL FUND 144,428,840 149,796,679 157,234,943 170,429,600 178,625,100 Ad Valorem Taxes 9,448,676 10,719,650 13,489,146 14,200,000 15,000,000 Utility Service Taxes 2,367,295 2,334,190 2,421,340 2,455,300 2,446,200 Other Taxes - 4,311,563 6,471,238 7,046,600 7,046,600 Bond Proceeds - - 19,100,000 36,660,000 - Federal Grants 548,425 564,983 257,509 1,234,200 1,245,000 Shared Rev/Local Unit 14,414,443 14,181,884 15,733,289 24,232,600 20,839,400 Sales And Compensation - 15,168 5,492 64,002,600 5,000 State Grants 532,770 707,016 545,649 523,900 910,400 Court Cases 1,463 129,560 71,236 200,000 75,000 Local Option Fuel Tax 2,153,824 2,312,034 2,244,500 2,296,600 2,300,000 Culture/Recreation 2,543,993 2,431,578 2,685,342 2,989,900 3,196,800 Interest Earnings 131,618 123,360 456,647 655,800 1,265,900 Other Misc Revenues 2,822,636 2,929,203 2,759,045 3,405,900 4,024,100 Total Special Revenue 34,965,143 40,760,189 66,240,433 159,903,400 58,354,400 Ad Valorem Taxes 4,865,893 4,865,586 4,865,417 4,759,000 4,739,600 Interest Earnings - - - - - Bond Proceeds - - - - - Total Debt Service 4,865,893 4,865,586 4,865,417 4,759,000 4,739,600 Ad Valorem Taxes 6,445,650 6,962,477 7,486,242 6,218,100 6,536,000 Utility Service Taxes 1,538,596 1,593,026 1,618,126 1,669,600 1,631,900 State & Federal Grants 608,846 1,704,081 1,788,836 264,900 696,000 Shared Rev/Local Unit 1,866,412 6,005,794 571,704 871,100 602,100 Special Assessments 1,511,197 1,512,790 1,519,976 1,515,000 1,520,000 Interest Earnings 215,409 166,683 318,078 230,000 1,022,400 Contributions/Donations 4,798,949 2,175,865 840,499 811,700 861,700 Other Misc Revenues - - - 25,000,000 4,380,000 Total Capital Improvement Program 16,985,059 20,120,716 14,143,461 36,580,400 17,250,100 Physical Environment 64,278,039 67,813,696 67,099,083 69,066,000 72,110,500 Special Assessments 11,185,519 4,276,572 644,221 6,666,000 539,200 Sales And Compensation 221,396 602,220 389,078 177,000 237,000 Shared Rev/Local Unit 234,004 238,462 234,693 262,700 206,800 Culture/Recreation 2,389,057 2,410,316 2,324,439 2,473,700 2,690,300 Interest Earnings 674,910 614,295 1,154,332 1,033,000 3,383,100 Other Misc Revenues 53,639 65,023 210,197 3,200 1,200 Total Enterprise Fund 79,036,564 76,020,584 72,056,043 79,681,600 79,168,100 Sales And Compensation 189,025 251,371 196,031 100,000 35,000 Central Data Proc Srvc 6,055,100 6,860,700 8,334,512 9,459,400 11,202,200 Motor Pool Srvcs 1,944,189 1,448,911 1,548,447 1,623,700 1,709,800 Other Intragovt'l Srvc 19,496,235 21,436,133 20,409,977 22,862,700 23,315,600 General Government 3,049,949 3,149,583 3,341,962 3,490,000 3,622,000 Interest Earnings 314,474 329,086 722,802 397,600 1,711,400 Other Misc Revenues 887,293 653,165 636,030 765,000 665,000 Premium Tax 3,899,711 2,771,797 3,313,019 3,026,900 3,617,800 Total Interservice 35,835,976 36,900,746 38,502,780 41,725,300 45,878,800 Physical Environment 126,926 274,110 195,814 160,000 140,000 Interest Earnings 18,351 16,843 31,464 25,000 50,000 Total Perpetual Care Funds 145,277 290,953 227,278 185,000 190,000 TOTAL OTHER CITY FUNDS 171,833,912 178,958,774 196,035,412 322,834,700 205,581,000

TOTAL ALL FUNDS $ 316,262,752 $ 328,755,453 $ 353,270,355 $ 493,264,300 $ 384,206,100

NOTE:This chart excludes reserves, depreciation and other interfund tranfers.

76 HISTORICAL SUMMARY OPERATING EXPENDITURES

ACTUAL ACTUAL ACTUAL REVISED APPROVED FUNDS FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 City Council $ 178,750 $ 371,737 $370,497 $468,000 $ 487,600 City Manager 4,309,351 4,886,379 $5,724,654 $6,815,400 7,815,300 City Attorney 1,304,069 1,370,865 $1,413,148 $1,455,800 1,497,400 Financial Services 3,690,188 3,929,510 $4,136,886 $5,217,800 5,016,500 Development Services 7,403,409 7,860,598 $8,231,386 $10,088,400 10,307,400 Police Services 41,391,342 45,479,457 $48,588,222 $52,672,800 56,365,400 Fire/Rescue Services 44,126,531 42,812,611 $47,576,931 $50,881,700 54,609,400 Municipal Services 10,257,315 10,351,154 $12,081,745 $15,455,200 15,133,900 Recreation Services 18,364,285 18,650,081 $19,548,725 $21,781,100 22,513,200 Non-Divisional 4,938,626 7,864,285 $8,855,929 $7,913,900 7,975,000 TOTAL GENERAL FUND 135,963,866 143,576,677 156,528,123 172,750,100 181,721,100 Community Devel. Block Grant 517,279 449,657 230,015 1,267,500 1,266,100 Law Enforcement Trust Fund 179,875 208,489 182,505 277,400 262,700 Housing Assistance Trust 185,801 310,563 773,602 1,339,000 1,082,400 State and Federal Grant Fund 449,305 303,139 196,393 441,500 232,400 Transportation 1,501,684 1,155,421 4,006,222 8,353,700 9,335,400 ROW Beautification 4,621,126 5,503,492 5,523,908 6,487,200 6,816,800 Beach & Park District 16,514,183 16,552,491 17,828,745 25,927,400 22,892,300 Infrastructure Surtax - - 2,107,275 27,614,400 27,740,600 Land Proceeds - - - 122,200 18,000 Debt Service 6,167,340 6,156,875 6,740,617 10,141,400 11,033,000 Capital Improvement Program 11,392,845 22,964,382 8,543,047 38,785,600 17,999,700 Downtown Infrastructure 4,193 3,387 3,996 4,200 5,000 Land Dedication - 319,794 134,963 2,153,600 4,354,800 Tax Increment Bonds Utility Tax - - - - - Downtown Land Dedication 15,333 - - 120,000 135,000 Sanitation 5,970,833 6,224,187 6,537,102 11,899,900 9,880,800 Stormwater Utility 1,644,219 1,972,673 2,137,918 7,548,300 5,289,000 Water & Sewer Operating 33,688,710 28,412,855 30,373,589 93,194,000 105,024,100 Water & Sewer Sinking 1,006,362 824,698 633,120 4,883,700 17,905,000 Water & Sewer Renew & Replmnt 2,546,254 7,308,870 6,373,666 23,303,500 10,235,000 Water Impact 49,311 154,494 1,159,682 7,022,900 3,050,000 Sewer Impact - - - 206,000 - Cemetery / Mausoleum 591,568 644,534 606,442 945,300 1,251,800 Golf Course Operating 2,727,462 3,007,960 2,694,832 2,799,600 2,959,100 Golf Course Renew & Replmnt 22,853 - - - - Information Services 8,400,710 8,951,919 10,684,410 17,973,200 15,605,300 Motor Pool 1,237,120 2,811,612 3,974,437 9,422,000 7,845,400 Workers Compensation Self Ins 2,914,554 2,892,022 1,678,064 3,238,100 3,321,300 Group Medical Insurance 10,343,706 12,242,185 14,045,360 15,468,300 16,863,100 Liability Self Insurance 2,154,892 2,811,000 3,231,266 3,915,500 3,809,100 Community Redevelopment Agency 11,308,733 11,428,500 11,738,908 21,617,400 20,614,600 Economic Development 1,964,950 814,912 1,260,127 3,743,900 3,974,700 Retirement Sustainability 3,899,711 2,771,797 3,313,019 3,026,900 3,617,900 TOTAL OTHER CITY FUNDS 132,020,912 147,201,908 146,713,230 353,243,600 334,420,400

TOTAL ALL FUNDS $ 267,984,778 $ 290,778,585 $ 303,241,353 $ 525,993,700 $ 516,141,500

NOTE: This chart includes expenditures and transfers related to the departmental operating costs; it excludes reserves, depreciation and other interfund tranfers.

77 Comparison of Mills Levied Last Ten Years

3.5000

3.0000

2.5000

2.0000

1.5000

1.0000

0.5000

- FY FY FY FY FY FY FY FY FY FY 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20

Total Operating CIP Debt FY 10/11 3.4059 2.6576 0.3624 0.3859 FY 11/12 3.5102 2.8980 0.2520 0.3602 FY 12/13 3.7225 3.1713 0.2387 0.3125 FY 13/14 3.7225 3.1479 0.2737 0.3009 FY 14/15 3.7126 3.1137 0.3079 0.2910 FY 15/16 3.6799 3.1137 0.3079 0.2583 FY 16/17 3.6789 3.1291 0.3095 0.2403 FY 17/18 3.6788 3.1434 0.3109 0.2245 FY 18/19 3.6787 3.1568 0.3122 0.2097 FY 19/20 3.6787 3.2010 0.2783 0.1994

78 SCHEDULE OF ASSESSED VALUATION FY 15 / 16 FY 16 / 17 FY 17 / 18 FY 18 / 19 FY 19 / 20 Land and Improvements $ 18,780,353,475 $ 20,142,174,610 $ 21,783,591,607 $ 23,148,786,236 $ 24,266,178,381 Personal Property 763,914,784 844,633,951 711,701,397 724,533,464 738,395,991 Railroad Assessment 10,180,363 11,156,007 11,586,098 12,003,141 15,700,165 TOTAL $ 19,554,448,622 $ 20,997,964,568 $ 22,506,879,102 $ 23,885,322,841 $ 25,020,274,537

30.00

25.00

Property Assessments (Billions of Dollars)

20.00

15.00

10.00

Total Millage Rates (Actual Figures)

5.00

0.00 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Tax Year (2019 = FY 2019/20)

SCHEDULE OF MILLAGE RATES FY 15 / 16 FY 16 / 17 FY 17 / 18 FY 18 / 19 FY 19 / 20 Operations 3.1137 3.1291 3.1434 3.1568 3.1568 Capital Improvement Prgm 0.3079 0.3095 0.3109 0.3122 0.3122 Debt Service 0.2583 0.2403 0.2245 0.2097 0.2097 TOTAL MILLAGE 3.6799 3.6789 3.6788 3.6787 3.6787

79 2019 Tax Bill ( Funds FY 2019 / 2020 ) By Taxing Authority - Use

Children's Services Greater Boca Raton Council Beach & Park District 0.6497 South Florida Water 1.1956 3.50% Management District 6.43% 0.2795 1.50% Health Care District of PBC Florida Inland 0.7261 Navigation District 3.91% 0.0320 0.17%

City of Boca Raton 3.6787 0.17% State & Local Public Schools 7.1640 38.55%

Palm Beach County 4.8580 26.14%

Taxes Based Upon Taxable Value of $300,000

Total Ad Valorem Taxes = $ 5,754.18

Total Millage = 18.5836

80 PROGRAM BUDGET FY 2019-2020

REVENUES EXPENDITURES

General Public Safety Government 0.8% Physical 52.2% Environment 28.7% Public Safety 20.8%

Physical Environment 28.6%

Recreati Service 17.6%

Recreation Services General 5.2% Government Human Highways & Highways & 25.8% Services Streets Capital Streets 0.3% 13.0% Improvements Human 2.8% 7.7% Services 0.3%

Program Revenues Program Expenditures General Government $ 433,889,200 General Government $ 204,990,600 Public Safety 6,004,400 Public Safety 164,906,000 Physical Environment 226,697,100 Physical Environment 227,746,600 Recreation Services 41,636,200 Recreation Services 90,994,800 Highways & Streets 22,463,900 Highways & Streets 103,038,200 Human Services 2,348,500 Human Services 2,348,500 Capital Improvements 60,985,400

Total Revenues $ 794,024,700 Total Expenditures $ 794,024,700

81 REVENUE BY PROGRAM

REVENUES GENERAL PUBLIC PHYSICAL RECREATION HIGHWAYS & HUMAN CAPITAL GOVERNMENT SAFETY ENVIRONMENT SERVICES STREETS SERVICES IMPROVEMENTS TOTAL BUDGET

Ad Valorem Taxes $ 92,342,500 $ 1,216,500 $ 1,344,600 $ 6,536,000 $ 101,439,600

Franchise Fees 13,435,000 13,435,000

Licenses & Permits, Other Taxes 37,119,700 3,617,800 2,446,200 1,631,900 44,815,600

Intergovernmental Revenues 26,813,600 53,900 21,046,200 $ 2,478,500 $ 1,923,000 1,298,100 53,613,300

Charges for Services 71,585,800 $ 72,510,700 6,151,100 150,247,600

Fines and Forfeitures 1,343,800 75,000 1,418,800

Misc. Revenues 2,517,500 15,000 269,800 425,000 6,761,700 9,989,000

Interest Earnings 4,120,900 13,000 3,363,300 552,100 175,000 500 1,022,400 9,247,200

Transfers 4,651,000 25,408,600 4,703,800 6,245,200 1,200,000 42,208,600

Fund Balance/Reserve 179,959,400 1,028,200 125,399,500 5,122,400 13,565,200 - 42,535,300 367,610,000

Total City-Wide $ 433,889,200 $ 6,004,400 $ 226,697,100 $ 41,636,200 $ 22,463,900 $ 2,348,500 $ 60,985,400 $ 794,024,700

0.213 0.286 0.546

The largest program revenue is the General Government program. This program represents 54.6% of the City's total revenues. This program also includes the largest single operating revenue source -- Ad Valorem Taxes. Ad Valorem taxes account for approximately 21.3% of the total General Government revenues.

The second largest program revenue is the Physical Environment program, which generates 28.6% of the City's total revenues. The majority of these funds are from Water and Sewer related service charges and a bond issue for the federal mandate of the Safe Drinking Wa ter Act.

82 PROGRAM EXPENDITURES BY FUND TYPE

GENERAL PUBLIC PHYSICAL RECREATION HIGHWAYS & HUMAN TOTAL FUND GOVERNMENT SAFETY ENVIRONMENT SERVICES STREETS SERVICES BUDGET General $ 81,272,300 $ 110, 974,800$ 550,900 $ 22,513,200 $ 14,583,000 $ 229, 894,200

Special Revenue 10,103,100 1,170,100 31,749,600 41,948,000 $ 2,348,500 87,319,300

Debt Service 2,200,700 1,548,700 22,324,000 4,252,200 4,994,500 35,320,100

Capital Projects 20,731,800 3,141,200 2,027,500 23,955,800 11,129,100 60,985,400

Enterprise 2,128,900 202,244,200 4,210,900 208,584,000

Internal Service 66,230,100 47,050,200 600,000 - 27,858,600 141,738,900

Trust and Agency 22,323,700 1,021,000 4,313,100 2,525,000 30,182,800

Total Program $ 204,990,600 $ 164, 906,000$ 227,746,600 $ 90,994,800 $ 103,038,200 $ 2,348,500 $ 794,024,700

The table shows overall departmental activity and reserve allocation by six program budget categories. This includes all operations, debt service, transfers, and reserves.

The largest program is the General Government program, which includes the day to day activities of the City, the Internal Service Funds, Insurance Funds, a portion of the Capital Improvement program and the Community Redevelopment Agency.

The second largest program is the Physical Environment program, which includes Municipal Services, the Stormwater Utility Fund, and the

83 DEPARTMENT EXPENDITURES BY PROGRAM

GENERAL PUBLIC PHYSICAL RECREATION HIGHWAYS & HUMAN TOTAL DEPARTMENT GOVERNMENT SAFETY ENVIRONMENT SERVICES STREETS SERVICES BUDGET City Council $ 487,600 $ 487,600 City Manager 7,815,300 7,815,300 City Attorney 1,497,400 1,497,400 Financial Services 5,016,500 5,016,500 Development Services 10,307,400 10,307,400 Police Services 56,365,400 56,365,400 Fire/Rescue Services 54,609,400 54,609,400 Municipal Services 550,900 14,583,000 15,133,900 Recreation Services 22,513,200 22,513,200 Non-Divisional 7,975,000 7,975,000 Community Development Block Grant 1,266,100 1,266,100 Housing 1,082,400 1,082,400 Law Enforcement Trust 262,700 262,700 State & Federal Grants 53,900 178,500 232,400 Transportation 9,335,400 9,335,400 Beautification Maintenance 6,816,800 6,816,800 Beach & Park District 22,892,300 22,892,300 Infrastructure Surtax 27,740,600 27,740,600 Land Proceeds 18,000 18,000 Tax Increment Bonds Utility Tax 0 0 Economic Development 3,974,700 3,974,700 Retirement Sustainability 3,617,900 3,617,900 Capital Improvement Program 730,800 3,141,200 2,027,500 5,465,900 11,129,100 22,494,500 Sanitation 9,880,800 9,880,800 Stormwater Utility 5,289,000 5,289,000 Water & Sewer 2,128,900 116,180,200 118,309,100 Cemetery / Mausoleum 1,251,800 1,251,800 Golf Course 2,959,100 2,959,100 Information Services 15,605,300 15,605,300 Motor Pool 3,635,100 600,000 3,610,300 7,845,400 Insurance 23,993,500 23,993,500 Community Redevelopment Agency 17,068,600 1,021,000 2,525,000 20,614,600

Total Operating $ 96,619,000 $ 122,706,600 $ 134,528,400 $ 61,899,100 $ 69,101,900 $ 2,348,500 $ 487,203,500

Debt Service 2,200,700 1,548,700 17,905,000 4,252,200 3,031,400 28,938,000 Transfers 10,306,500 6,326,300 3,651,000 20,283,800 Reserves 95,864,400 40,650,700 68,986,900 21,192,500 30,904,900 257,599,400

Total Program $ 204,990,600 $ 164,906,000 $ 227,746,600 $ 90,994,800 $ 103,038,200 $ 2,348,500 $ 794,024,700

The table above shows the relationship of department activities and the six program categories in the City's program budget. The departmental activities are shown in the program area which represents the major activities even though they may perform some in other programs.

84 GENERAL GOVERNMENT

FY 2017-2018 FY 2018-2019 FY 2019-2020 GENERAL GOVERNMENT ACTUAL BUDGET BUDGET City Council $ 370,497 $ 468,000 $ 487,600 City Manager 5,724,654 6,737,100 7,815,300 City Attorney 1,413,148 1,455,800 1,497,400 Financial Services 4,136,886 7,197,200 7,145,400 Development Services 8,231,386 10,010,800 10,307,400 Information Services 10,684,410 17,384,400 15,605,300 Insurance 18,954,690 22,603,400 23,993,500 Capital Improvements Program 471,463 691,500 730,800 Community Redevelopment 1,433,186 14,455,300 17,068,600 Land Proceeds 5,943 100,000 18,000 Tax Increment Bonds Utility Tax 6,233,079 6,233,100 - Economic Development 1,262,428 3,741,300 3,974,700 Total Departmental $ 58,921,770 $ 91,077,900 $ 88,644,000 Non-Divisional - 7,696,400 7,975,000 Debt 2,207,939 8,827,900 2,200,700 Transfers 24,413,100 13,775,600 10,306,500 Reserves 87,385,200 155,211,500 95,864,400

Total Program Budget $ 172,928,009 $ 276,589,300 $ 204,990,600 General Government expenditures account for $276,589,300 or 31.9% of the City's total program budget. The total General Government budget is increasing by 6.5% from FY 2017-18 primarily due to an increase in general government operating expenses.

PUBLIC SAFETY

FY 2017-2018 FY 2018-2019 FY 2019-2020 PUBLIC SAFETY ACTUAL BUDGET BUDGET Police Services $ 48,588,222 $ 52,363,900 $ 56,365,400 Fire Rescue 47,576,931 50,778,200 54,609,400 Law Enforcement Trust 182,505 273,000 262,700 State & Federal Grants 196,393 30,000 53,900 Capital Improvements Program 3,019,470 1,993,900 3,141,200 Retirement Sustainability 3,313,019 3,026,900 3,617,900 Infrastructure Surtax - - - Community Redevelopment 642,044 827,600.00 1,021,000 Motorpool 2,383,083 1,589,100 3,635,100 Total Departmental $ 103,518,584 $ 110,882,600 $ 122,706,600

Debt 1,466,000 1,463,300 1,548,700 Reserves 1,260,300 1,184,600 40,650,700

Total Program Budget $ 106,244,884 $ 113,530,500 $ 164,906,000

Public Safety represents $113,530,500 or 13.1% of the total program expenditures. The total for FY 2018-2019 represents an increase of $2,541,600 over FY 2017-2018 due to an increase in public safety costs.

85 PHYSICAL ENVIRONMENT

FY 2017-2018 FY 2018-2019 FY 2019-2020 PHYSICAL ENVIRONMENT ACTUAL BUDGET BUDGET Municipal Services $ 487,760 $ 550,700 $ 550,900 Sanitation 7,374,826 10,387,100 9,880,800 Stormwater Utility 2,804,042 6,462,800 5,289,000 Water & Sewer Operating 76,666,580 99,719,600 116,180,200 Capital Improvements Program - 1,285,000 2,027,500 Motor Pool 256,896 2,085,000 600,000 Total Departmental $ 87,590,104 $ 120,490,200 $ 134,528,400

Debt 8,633,120 4,883,700 17,905,000 Transfers 3,252,700 1,375,000 6,326,300 Reserves 86,552,500 81,992,900 68,986,900

Total Program Budget $ 186,028,424 $ 208,741,800 $ 227,746,600 The Physical Environment program of $208,741,800 accounts for 24.1% of the total program budget. The Physical Environment departmental expenses are expected to increase in FY 2018-19 due to the amount of capital improvement projects.

RECREATION SERVICES

FY 2017-2018 FY 2018-2019 FY 2019-2020 RECREATION SERVICES ACTUAL BUDGET BUDGET Recreation Services $ 19,548,725 $ 21,464,400 $ 22,513,200 Beautification Maintenance 5,523,908 6,473,300 6,816,800 Beach & Parks District 17,828,745 23,916,300 22,892,300 Motor Pool - 265,000 - Cemetery / Mausoleum 606,442 953,700 1,251,800 Golf Course Operating 2,694,832 2,796,600 2,959,100 Capital Improvements Program 415,992 1,034,800 5,465,900 Infrastructure Surtax - - - Total Departmental $ 46,618,644 $ 56,904,100 $ 61,899,100

Debt 2,297,495 3,898,200 4,252,200 Transfers 2,137,000 4,220,100 3,651,000 Reserves 22,621,300 86,760,300 21,192,500

Total Program Budget $ 73,674,439 $ 151,782,700 $ 90,994,800 The Recreation program represents 17.6% of the total program budget. The increase in this program is due to an increase in reserves.

86 HIGHWAYS AND STREETS

FY 2017-2018 FY 2018-2019 FY 2019-2020 HIGHWAYS & STREETS ACTUAL BUDGET BUDGET Municipal Services $ 11,593,979 $ 14,383,200 $ 14,583,000 Transportation 4,006,222 6,941,700 9,335,400 Motor Pool 3,482,390 3,869,200 3,610,300 State & Federal Grants 168,900 395,800 178,500 Capital Improvement Program 5,538,732 33,198,900 11,129,100 Infrastructure Surtax 2,107,275 23,637,500 27,740,600 Community Redevelopment 76,575 1,100,000 2,525,000 Total Departmental $ 26,974,073 $ 83,526,300 $ 69,101,900

Debt 2,588,467 2,572,000 3,031,400 Reserves 6,284,100 25,248,200 30,904,900

Total Program Budget $ 35,846,640 $ 111,346,500 $ 103,038,200 The Highways and Streets program of $111,346,500 represents 12.9% of the City's total program budget. The program is increasing due to an increase in operating costs and capital improvement projects.

HUMAN SERVICES

FY 2017-2018 FY 2018-2019 FY 2019-2020 HUMAN SERVICES ACTUAL BUDGET BUDGET CDBG / Housing Assistance $ 1,889,151 $ 2,606,500 $ 2,348,500 Total Departmental $ 1,889,151 $ 2,606,500 $ 2,348,500

Reserves - - -

Total Program Budget $ 1,889,151 $ 2,606,500 $ 2,348,500

The Human Services budget of $2,606,500 is 0.3% of the City's total program budget. The Human Services budget is increasing due to an increase in federal and state funding.

87 The City of Boca Raton Strategic Initiatives

Vision Statement “Boca Raton - a beautiful, prosperous, safe, and vibrant coastal community”

Mission Statement “Responsibly providing outstanding services to enhance our unique quality of life.”

Goal 1: Financially Sound City Boca Raton provides cost-effective, efficient services for its residents and invests in its future by maintaining high property values, planning and funding capital projects and initiatives with a focus on return on investment. The City proactively seeks diversity in revenue streams/sources to support services; maintains a AAA bond rating; balances revenues and expenditures; and funds reserves within defined City policies. Strategic economic development practices expand and diversify the economy and the job opportunities within Boca Raton.

Goal 1: Financially Sound City – Priorities & Objectives Priorities:  Innovation Technology Business Hub o Objectives: . Leverage Partners/Employees, including Education and Research . More Synergies with existing Boca Raton Companies . Expand Awareness of Success Stories . Pursue Tech/Medical Opportunities . Promote additional Startup & Co-Working options . Pursue Artificial Intelligence Opportunities . Seek High Wage/High Skill Employers . Create an environment to foster economic development growth  Financial Plan to address the Long-Term Impacts of Growth o Objectives: . Enhanced Cash Flow Management Model . Proactively highlight where growth impacts on services will not likely be covered by current traditional municipal revenue sources  Preparation for the Next Financial Downturn o Objectives: . Explore alternatives to address future loss of $13-15 million due to amortization of DDA loan payments in four to five years . Monitor other potentially diminishing revenue streams with eye towards identifying alternative sources

Goal 2: World Class Municipal Services Boca Raton providesworld class municipal services by employing professional, highly competent and motivated staff members and maintaining state of the art equipment and systems. Retaining and hiring qualified employees and providing skill set training and professional development opportunities allows for agility and improvement in City service management and service delivery. Explore public/private collaboration with alternative service providers to leverage service offerings traditionally provided by municipalities.

Goal 2: World Class Municipal Services – Priorities & Objectives Priorities:  Government Campus Master Plan o Objectives: . Review comprehensive Government Campus needs including Community Center, Police Department, and Information Technology. Consider phase- in approach for financing of project  City Services and Staffing o Objectives: . Measure, propose innovative approaches, and report on changes to current practices to assist in maintaining a qualified workforce, recruitment practices, on-boarding, succession planning, and class & compensation model to address employee retention, recruitment, and salary compression issues. . Track satisfaction levels with municipal services

Goal 3: Strong Partnerships with the Community Trust and confidence in city government is built on strong relationships. Through the effective use of technology and communications, Boca Raton residents are well-informed with convenient access to City information and services. Strong partnerships with neighborhoods, community - based organizati ons, hospitals, universities, and other governmental agencies increase civic engagement and strengthen the relationship between the City and its stakeholders.

Goal 3: Strong Partnerships with the Community- Priorities & Objectives Priorities:  Partnership with the Greater Boca Raton Beach and Park District o Objectives: . Develop one all-inclusive Master Agreement with District to address roles, relationships, responsibilities, financing, and support by the City for various District facilities/operations . Evaluate comprehensive facility needs, including maintenance facilities used by the City in support of the District operations . Decision regarding capital needs for Gumbo Limbo Nature Center (tower/elevator vs. center), including identifying City priorities and potential financial support

 Partnership with Florida Atlantic University: Town and Gown o Objectives: . Completion of Campus Development Agreement (CDA) . Formalization of Town & Gown Memorandum . Review of 20th Street Corridor for potential City standards and desired development/redevelopment following FAU’s completion of Campus Master Plan

 Partnerships with Other Local Institutions o Objective: . Ongoing staff liaison meetings with each organization/institution to explore mutually beneficial objectives and potential partnership opportunities.

 Public Schools Strategy Advocacy and Actions o Objectives: . Review impact of traffic, security, access roads and other needs on current and new school facilities . Review the potential implications of potential future re-districting of High Schools for ripple effects/impacts on adjoining communities

 Public Schools Safety Infrastructure o Objective: . Review funding to support Public School Safety infrastructure needs

Goal 4: Vibrant & Sustainable City Boca Raton offers a safe and secure community with a thriving downtown and neighborhoods. Enhancing the City’s infrastructure to support our residents and encourage local investment to attract visitors and residents for the enjoyment of livability and community building. As a sustainable City, Boca Raton strives to achieve the balance between preserving its natural resources and supporting economic opportunity.

Goal 4: Vibrant & Sustainable City – Priorities & Objectives Priorities:  Midtown Enhancements o Objective: . Review planning opportunities  Revisions to Land Development Code o Objective: . Proceed with phased re-draft of City’s Land Development Code

89  IDG/Pattern Book/4035 o Objectives: . Revisit Downtown vision as a “destination”, including placemaking, and safety in a workshop vis- à-vis original DRI. Will need to balance the potential risks vs. rewards of potential changes if new development Vision differs from what was originally conceived, while remaining sensitive to existing property rights. . Focus on reducing traffic and considering potential enhancements for multiple modes of transportation in Downtown . Explore the desirability of uses such as office, entertainment, parking, and other creative uses utilizing incentives as necessary

 Sustainability Action Plan Development

 Comprehensive Traffic and Connectivity Planning

Ranking/Prioritization of Stated Priorities Due to the am ount of feedback received throughout the two-day Workshop, the City Council was unable to finalize the wording of the various Vision, Mission and Goal Statements and rank their proposed Priorities under each respective Goal. The City Council reconvened on May 28 in a Special Workshop to review and finalize the Vision, Mission, Goal Statements, Priorities and associated objectives. The City Council subsequently cast their votes to rank the Priorities.

The City of Boca Raton Approach to Performance Measures

The City of Boca Raton’s mission is to provide the highest quality of service to the community through responsible use of public resources to enhance our unique quality of life.

Boca Raton has great neighborhoods and a vibrant downtown that are beautiful by design. Boca Raton is a global economic center. Our residents enjoy Boca Raton’s beaches and waterways, arts and culture and high quality recreational opportunities. Boca Raton is the premier community.

With goals and priorities of a financially sound city, world class municipal services, a strong partnership with the community, and a vibrant and sustainable city.

Performance Measurement In order to evaluate the efficiency and effectiveness of the programs and services offered by the City of Boca Raton, and to help in obtaining its "world class local government” status, the City established a performance measurement system, which directly link to the City’s Strategic Initiatives. This system will better enable the City to ask not only “What are we doing?” but “How well are we doing?” It provides greater accountability to taxpayers, and a means for demonstrating how well the City of Boca Raton is meeting its goals and priorities.

Each City Department reports performance measures that not only measure its effectiveness and efficiency, but also how well the City is meeting its overall goals.

The City transitioned the performance measurement system in phases. All Departments have included performance measures in this year’s budget. Each measure will reflect an actual, an estimate and target for the year.

Performance Measurement - Overview First Phase Re-focus goals, objectives, and indicators on outcomes. Develop data to measure performance. Link performance measurement to Strategic Initiatives. Second Phase Report performance results. Assess performance, both quantitatively and qualitatively. Use data to make programmatic and funding decisions. Compare City’s performance with other similar entities, both internally and externally (benchmarking) Improve practices based on results Re-assessment of existing goals, objectives, and achievements to realign our system from measurement of output to measurement of progress, toward outcomes.

Performance Measures Performance Measurement as defined in the Government Finance Officers Association publication, Implementing Performance Measurement in Government--is an ongoing "process for determining how a program is accomplishing its mission through the delivery of products, services, or processes.”

An actual measure or indicator how efficiently and effectively the City of Boca Raton provides services to its residents and stakeholders.

Boca Raton 2023: Our Goals Strategic Initiatives

GOAL 1: FINANCIALLY SOUND CITY Boca Raton provides cost-effective, efficient services to its residents and invests in its future by maintaining high property values, planning and funding capital projects and initiatives with a focus on return on investment. The City proactively seeks diversity in revenue streams/sources to support services; maintains a AAA bond rating; balances revenues and expenditures and funds reserves within defined City policies. Strategic economic development practices expand and diversify the economy and the job opportunities within Boca Raton.

91 GOAL 2: WORLD CLASS MUNICIPAL SERVICES Boca Raton provides world class municipal services by employing professional, highly competent and motivated staff members and maintaining state of the art equipment and systems. Retaining and hiring qualified employees and providing skill set training and professional development opportunities allows for agility and improvement in City service management and service delivery. Explore public/ private collaboration with alternative service providers to leverage service offerings traditionally provided by municipalities.

GOAL 3: STRONG PARTNERSHIP WITH THE COMMUNITY Trust and confidence in city government is built on strong relationships. Through the effective use of technology and communications, Boca Raton residents are well-informed with convenient access to City information and services. Strong partnerships with neighborhoods, community-based organizations, hospitals, universities, and other governmental agencies increase civic engagement and strengthen the relationship between the City and its stakeholders.

GOAL 4: VIBRANT AND SUSTAINABLE CITY Boca Raton offers a safe and secure community with a thriving downtown and neighborhoods. The City continues to enhance its infrastructure to support residents and encourage local investment to attract visitors and residents for the enjoyment of livability and community building. As a sustainable City, Boca Raton strives to achieve the balance between preserving its natural resources and supporting economic opportunity.

Types of Measures (indicators):

Terminology Definition Input Measures the volume of resources, both monetary and non-monetary that are used in delivering a program or service. Unit of city resources expended top roduce a service. Output Measures the quantity or volume of products and services provided to a program. Measure of product/service provided to the citizen. Program Measures the results, accomplishments, or quality of the item or services provided. Degree to Effectiveness which actual outcomes are consistent with desired outcomes. Program Efficiency Quantifies the relationship between input and output. Service Quality. The extent to which customers are satisfied with a program. Outcome To reduce,improve, or accomplish.

PERFORMANCE MEASURES CITY MANAGER’S OFFICE Appointed by the City Council to direct the day-to-day operations of the City, the City Manager is the Chief Administrative Officer for the City of Boca Raton. Each department head is appointed by the City Manager and works closely with him to provide policy recommendations regarding the health, safety, and welfare of the community to the City Council. The City Manager’s Office has four divisions that are reporting performance measures; City Clerk, Human Resources, and Information Technology.

The City Clerk’s Office is responsible for record archiving and management, administration of general and special elections, preparation and publication of the City Council and Community Redevelopment Agency agendas and minutes, as well as the tracking of and responding to public records requests. The Division also coordinates the activities of, and provides support for, re gulatory and advisory boards, committees and commissions. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services  Response time for public records requests 2 days 5 days 5 days  Multi-page microfilm and paper documents digitally archived 48,000 15,000 25,000

92 Management Services encompasses all aspects of Risk Management, Human Resources, and Organizational Development. Human Resources is responsible for the City's recruitment, retention, compensation, volunteers, and employee and labor relations. Risk Management oversees the administration of the Employee Benefits Program and the City's Self Insurance Funds. Organizational Development is responsible for employee training and development, process improvement and safety programs. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Financially Sound City Government # of full-time positions filled 205 260 300 Successfully recommend and implement fiscally sound salary schedule for employees. Within Within Within Market Market Market

The Community Relations Division, is responsible for the development, coordination and management of cultural programming, special events, rentals and commercial concerts, city-sponsored events, and co-promoted events with community partners in the Mizner Park Amphitheater. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Strong Partnership with Our Stakeholders Increase/maintain number of concerts and events at amphitheater 51 54 55 Increase number of contacts made through social media 8,000 11,500 15,000 Increase/maintain attendance at concerts and community events 145,600 145,000 145,000

The Communications and Marketing Division provides timely, accurate information that is understandable, interactive and engaging to the residents, visitors and businesses in Boca Raton. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Strong Partnership with Our Stakeholders To increase the number of residents, businesses, community partners and media 200,000 300,000 350,000 influencers who follow the City's official social media pages for news, information and engagement. Increase number of attendees a t public outreach meetings. 200 500 700 Increase/maintain annual visits to City website in order to establish myboca.us as 1,000,000 1,200,000 1,500,000 official news and information source for the City Increase enrollment for City Connection newsletter 7,000 22,000 23,500

The Office of Management and Budget is responsible for integrating City Policy objectives through the administration and preparation of the annual operating and capital improvements budgets. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Financially Sound City Government Receive the GFOA Distinguished Bud get Presentation Award Yes Yes Yes World Class Municipal Services Weeks to complete the Proposed Budget 10 10 10 Strong Partnership with Our Stakeholders Production of Approved Bud get documents (hard copy and City website accessible). Yes Yes Yes

The Sustainability Office is responsible for the creation and implementation of the City’s sustainability, resiliency, and environmental programs. The section will develop, implement, coordinate, communicate, and report on the City’s sustainability activities, policies, and procedures. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Strong Partnership with Our Stakeholders Public Outreach Events - 7 8 Number of network or ganizations engaged - 60 100 World Class Municipal Services Employees engaged in Sustainability activities or messaging - 3 3

93 The mission of the City Manager’s Department, operating in the Information Technology (IT) Fund, is to provide computer equipment, software, and training to facilitate the efficient operation of the City of Boca Raton’s municipal government. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Provide technology resources for department functions. Upgrade City personal 25% 25% 25% computers on a four year cycle. Provide telecommunication though city devices and mobile phones. Telecom 95% 95% 95% move/add/change requests completed within 1 workin g day Public safety technology services with ability to respond to calls for technical 98% 97% 97% assistance within 3 hours. Strong Partnership with Our Stakeholders Provide citizen information through television, live streaming and radio services of 108 108 108 public meetings. Provide public information requests through on line data and electronic requests within 3 within 3 within 3 hours hours hours

FINANCIAL SERVICES The mission of the Financial Services Department is to provide competent and comprehensive financial services for the City Administration to enable all departments to work in the best interests of our community and to instill the City’s value system among all employees to foster innovative solutions achieving an outstanding level of service. Financial Services manages the City’s financial resources in the most cost effective and efficient manner. The Department provides relevant, timely financial, cash management, debt information to the public, decision makers and to City management. Financial Services is responsible for the safeguarding of the City’s assets through appropriate controls. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Financially Sound City Government Administration: Number of internal compliance reviews performed, and recommendations made. 10 10 10 Pension: Complete financial statements within 6 months of fiscal year end. 6 months 6 months 6 months Purchasing: Provide six procurement card training sessions per fiscal year. 6 6 6 Treasury: Available funds in interes t-bearing investments 100% 100% 100% Parking: Fully functional parking meters 99% 99% 100% Alarm: Percentage of alarm user registration completed online 99% 99% 99% World Class Municipal Services Treasury: Completed eight (8) hours of continuing education in subjects or courses of study 8 8 8 related to investment practices and products. Strong Partnership with our Stakeholders Purchasing: Buyer to contact Project Manager within 7 da ys of receipt of requisition 80% 80% 80%

DEVELOPMENT SERVICES The mission of the Development Services Department is to promote the continued sustainability of the City of Boca Raton through flexible, creative, and responsive customer service. We will be recognized as a leader in the City’s efforts to protect and enhance the built, living, and natural environment, assist in the creation of jobs and the protection of the tax base by promoting quality development and redevelopment, and support the provision of housing opportunities for all Boca Raton’s citizens. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Strong Partnership with Our Stakeholders Planning & Zoning: Number of Applications Processed before the Planning and Zoning Board 58 66 55 94 CDBG: Ensure low to moderate income individuals are served through Public Service funds. 264 223 225 Affordable Housing: Ensure a minimum of low-and moderate-income families are served annually by 10 4 4 evaluating the effectiveness of policy caps an d assistance terms within the Purchase Assistance Program. World Class Municipal Services Administration % of Citizen Inquiries/Requests responding within 2 da ys of receipt 100% 100% 100% Code Compliance/Licensing: Building Inspections performed 84,451 85,000 88,000 Customer Assistance Phone Calls Answered 50,149 49,200 49,000 Special Event Permits Issued 169 180 200

POLICE SERVICES The mission of the Police Services Department is to protect and serve. The organizational values which guide the Police Services Department in this mission are: F airness, Inte grity, Respect, Service, and Trust. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Community Services: Maintain accreditation status for both national and state levels. Yes Yes Yes Communications/Dispatch: % of 911 calls answered within 0-15 seconds 93.09% 93% 95% Bureau of Field Services: Maintain an overall customer satisfaction rating level of 95% based upon annual looking 84% 90% survey results for new Vendor Biological Processing Laboratory Complete internal accreditation audit on a yearly basis 100% 100% 100%

FIRE-RESCUE SERVICES The mission of the Fire-Rescue Services Department is to minimize the level of risk to life and property through the delivery of the hi ghest qualit y emergency and non-emer g ency services to the community. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Fire Responses < 8 Minutes 82.30% 81.60% 81.20% Total Fire Responses. 2,135 2,250 2,300 Total EMS Responses. 12,078 12,800 13,100

MUNICIPAL SERVICES The mission of the Municipal Services Department is to provide state-of-the-art design, construction, operations, and maintenance of City facilities, infrastructure, and transportation in a customer-focused, cost effective, and sustainable manner to provide a safe, clean, and high-quality community. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Streets: Investigate and develop plan to repair or replace sidewalk within 24 hours of 96% 96% 100% complaint. Completion of Utilities’ open pavement repairs within one-week period. 86% 90% 95% Facilities Maintenance: To reduce external work orders thru Facilities Maintenance proactive awareness 8% 8% 10% within City facilities. Traffic/Special Projects: Record and increase the annual ridership on Cit y shuttles. 101,167 105,000 109,000 Engineering Services: Complete projects within contract time. 100% 100% 100%

95 SANITATION FUND The Sanitation section of the Municipal Services Department provides for the collection and disposal of solid waste, vegetation, and rec yclable material for City residents including weekly bulk trash collection. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Resolved missed pick ups within 24 hours 100% 100% 100% Complete daily routes 100% 98% 100%

STORMWATER UTILITY FUND The mission of the Municipal Services Department, operating in the Stormwater Utility Fund, is to cooperatively design, construct, inspect and maintain the City’s separate Stormwater system in accordance with the Environmental Protection Agency’s National Pollutant Discharge Elimination System (NPDES) permit including, but not limited to, project management for capital improvements, construction inspections for drainage improvements, project planning/development and policy development/guidance, enforcement and implementation. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Maintenance: Comply with the level of maintenance required by NPDES for stormwater inspection, 100% 100% 100% cleaning and repair. Engineering: Complete projects within 10% of original bid. 100% 100% 100%

MOTOR POOL FUND The mission of the Fleet Maintenance Division of Municipal Services, operating in the Motor Pool Fund, is to provide low cost, efficient maintenance to prolong the useful life of the fleet, provide vehicles that are safe and reliable and maximize the residual value of the City’s fleet.

The Capital Recovery Cost Fund (CRC), administered by Municipal Services, ensures sufficient funds are accumulated for the replacement of existing vehicles and heavy equipment that have a replacement cost of $50,000 or more. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Maintain technician productivity in Fleet by measuring the average number of internal 6.92 avg 6.98 avg 7.0 target jobs completed daily Maintain a staff of A.S.E. technicians needed from the workload predicted by the 5.7 avg 5.3 avg 8.0 target VEU/MRU analysis. number number number Maintaining efficiency by m easuring the average number of daily direct labor hours 9.03 avg 9.39 avg 9.0 target per technician.

RECREATION SERVICES The mission of the Recreation Services Department is to enrich the quality of life of each resident and to contribute to the enhancement of Boca Raton as a community, by providing exceptional recreational, educational and athletic programs, special events, facilities, parks, and other areas, in a fiscally responsible manner. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Library Increase digital circulation to 25% of total circulation 10.4% 23% 25% Increase Summer Reading Initiative participation by 2% 3,972 3,964 4,043 Recreation Ocean Rescue: Staff all mandatory lifeguard towers 365 days a year. 100% 100% 100% Aquatics: Learn-to-Swim class participants will demonstrate the ability to advance to the next 197 200 210 level Athletics: Participants in City-operated youth sports programs will indicate a desire to 92% 90% 90% participate, if eligible, next season.

96 Tennis Centers: Class patrons will rate their experiences as outstanding on the post-activit y survey. 92% 90% 90% Strong Partnership with Our Stakeholders Maintain all park properties in accordance with the Recreation Services Department 93% 90% 96% standards, by p reventative maintenance and scheduled improvements. Ensure safe and sanitary restrooms throughout the city park system, by cleaning and 93% 93% 96% inspecting on a daily basis.

BEAUTIFICATION FUND The mission of the Recreation Services Department, operating in the Beautification Fund, is to provide a highly aesthetic and healthy network of Cit y right-of-way medians for the benefit of the residents and visitors driving on City roadways. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Strong Partnership with Our Stakeholders Ensure proper irrigation practices by checking computerized irrigation systems and 95% 95% 95% responding to identified problems five da ys per week. Maintain Tree City USA status by planting new trees throughout the City, in the 100% 100% 100% appropriate landscape settings.

BEACH & PARK DISTRICT FUND The mission of the Recreation Servi ces Department, operating in the Beach & Park District Fund, is to provide and preserve quality parks, recreation, leisure and resource management through facilities, programs and resources, which are relevant, educational, attractive and affordably accessible to the residents of the Greater Boca Raton Beach & Park District (GBRB&PD). Costs are reimbursed to the City of Boca Raton through an interlocal agreement with the GBRB&PD. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Athletics: Participation in City-operated youth sports programs will indicate a desire to 90% 90% 90% participate, if eligible, next season. Ocean Rescue: Staff all mandatory lifeguard towers 365 days a year. 100% 100% 100% Sugar Sand Park: Maintain park properties with Recreation Services Department standards. Achieved 93% 93% 96% by preventative maintenance, scheduled improvements, and prompt response to unanticipated developments

CEMETERY/MAUSOLEUM The mission of the Recreation Services Department, operating in the Cemetery/Mausoleum Fund, is to provide quality service to City residents, along with the highest standards of maintenance for existing and future Cemetery/Mausoleum facilities. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Provide timely, professional quality Funeral Services and Burials with 24 hours’ 98% 975 99% notice. Provide timely, professional quality entombment and enrichment services at the 99% 99% 99% Mausoleum Complex Cemetery with 24 hours notice.

GOLF COURSE FUND The City of Boca Raton’s Recreation Services Department, operating in the Golf Course Fund, has a mission to furnish quality facilities, programs, activities and services to residents and non-residents, under a sound management and financial plan, that is competitive and self-supportive. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target Financially Sound Government Increase total user revenue by stated amounts over approved budget from previous 1.0% -2.9% 6.3% year. Increase total rounds played by stated amounts over previous year. 521 -2,614 7,080

97 World Class Municipal Services Properly reset pin placements on all greens on a daily basis. 100% 100% 100% Aerate all greens and tees three times per year 100% 100% 100%

UTILITY SERVICES The mission of the Utility Services Department, operating in the Water & Sewer Enterprise Funds, is to provide water and sewer services to approximately 35,200 accounts, including residential, commercial, industrial and educational. The service area extends from the Atlantic Ocean on the east to the Florida Turnpike on the west. The northern and southern service boundaries are the City limits. The service area encompasses approximately 35 square miles. 2017-18 2018-19 2019-20 Performance Measures Strategic Initiatives: Actual Estimated Target World Class Municipal Services Administration: Percentage of Utilit y employees attendin g trainin g courses 20 or more hours per year. 75% 68% 80% Water: Percentage of time drinking water surpasses state/federal standards 100% 100% 100% Percentage of water service calls responded to within 2 hours. 100% 100% 100% Wastewater: Percent of raw waste water flowing into treatment facilit y 100% 100% 100% Strong Partnership with Our Stakeholders Meter Reading: Meter reading accurac y rate 98% 96% 100% Percentage of stopped registers in system 1% 1% 0% Percentage of work orders completed within 1 business da y (includin g tests) 99% 99% 100%

98 CITY COUNCIL

Scott Singer, Mayor Jeremy Rodgers, Deputy Mayor Andrea Levine O'Rourke, CRA Chair Monica Mayotte, Council Member Andy Thomson, Council Member

T he City of Boca Raton is governed by a five member City Council, elected at large on a non-partisan basis. The Mayor presides at all Council meetings and other public functions and is the ceremonial head of the City. T he Council legislatively determines policy and appoints a City Manager who is responsible for administration of that policy and managing the City’s departments and services. C ity Council elections are held on the second Tuesday of March. The Mayor and City Council Members are elected for three-year terms and can serve no more than two consecutive terms. Candidates are elected by plurality. To be eligible to seek office, candidates must be a qualified elector of the city at the time of qualifying for candidacy and a resident of the City for at least 30 days prior to the first day of the qualifying period. C ouncil meetings are held in the Council Chambers, City Hall, at 6:00 p.m. on the second and fourth Tuesday of each month. Workshop meetings are held on the second and fourth Monday of each month at 1:30 p.m. or as soon thereafter as possible following the conclusion of the 1:30 p.m. meeting of the Community Redevelopment Agency. Meeting dates are subject to change. Specific information on Council meetings and board meetings is available from the City Clerk’s office. All meetings of the City Council and its various boards are open to the public. Residents are encouraged to attend and participate in these meetings.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 306,621 350,100 350,100 358,200 Other Operating 58,388 112,400 112,400 123,900 Supplies 5,488 5,500 5,500 5,500 TOTAL 370,497 468,000 468,000 487,600

CITY MANAGER

Leif J. Ahnell, City Manager George S. Brown, Deputy City Manager Michael J. Woika, Deputy City Manager A ppointed by the City Council to direct the day-to-day operations of the City, the City Manager is the Chief Administrative Officer for the City of Boca Raton. Each department head is appointed by the City Manager and works closely with him to provide policy recommendations regarding the health, safety, and welfare of the community to the City Council. T he mission of the City Clerk’s Office is to fulfill the traditional city clerk responsibilities of record keeping, documentation of official minutes, preparation of agendas, and election administration. The City Clerk serves as the Custodian of Public Records and, as such, oversees the City's public records request program. The Clerk's Office also supports the City's 20 boards and committees, and 4 independent agencies to which the City Council appoints members. T he Management Services Division encompasses all aspects of Risk Management, Human Resources and Organizational Development. Human Resources is responsible for the City's employee recruitment and retention as well as labor relations. Risk Management oversees the administration of the Employee Benefits Program and the City's Self Insurance Funds. Organizational Development is responsible for employee training and development, process improvement and safety programs. T he Communications Division provides timely, accurate information that is accessible, understandable, interactive and engaging. The goal of the division is to create a strong partnership with the community by offering a dynamic website, having a strong social media presence, using a variety of multimedia marketing messages and maintaining effective relationships with the media. T he Community Relations Division is responsible for the development, coordination and management of cultural programming, special events, rentals and commercial concerts in the Mizner Park Ampitheater. T he Office of Management and Budget is responsible for integrating City Policy objectives through the administration and preparation of the annual operating and capital improvements budgets. T he Sustainability Division is responsible for the development and implementation of the City's Sustainability Action Plan, and organizing and coordinating environmental initiatives.

Management Services 34%

APPROVED 2019-20 City Clerk DIVISION BUDGET 14% Administration $ 1,455,400 Mizner Park City Clerk 1,079,500 Amphitheater Management Services 2,636,300 16% Mizner Park Amphitheater 1,278,200 Communications 566,000 Administration Office of Mgmtt & Budge 595,600 19% Communications 7% Sustainability Office 204,300 Sustainability Office of Mgmt TOTAL $ 7,815,300 Office & Budget 2% 8%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 4,120,522 4,505,000 4,505,000 5,317,700 Other Operating 1,502,704 2,117,800 2,186,200 2,354,900 Supplies 88,329 114,300 124,200 140,200 Transfers 13,100 - - 2,500 TOTAL 5,724,655 6,737,100 6,815,400 7,815,300 Full-time Employees 38.00 38.00 41.00 43.00 100 Approved Positions FY 19/20 43 CITY COUNCIL

DEPARTMENT OF THE CITY MANAGER

ADMINISTRATION

(1) CITY MANAGER Leif J. Ahnell

(1) DEPUTY CITY MANAGER (1) ASSISTANT CITY MANAGER* (1) DEPUTY CITY MANAGER George S. Brown Vacant Michael J. Woika

(1) Executive Office Manager COMMUNITY RELATIONS (1) Executive Assistant II (1) Amphitheater Manager (1) Executive Assistant I (1) Amphitheater Events Coordinator (1) Venue Coordinator

CITY CLERK ADMINISTRATION COMMUNICATIONS & MARKETING (1) Communications & Marketing Mgr (1) CITY CLERK (1) Communications & Digital Media Coord (1) Deputy City Clerk (1) Public Relations Specialist (1) Administrative Assistant (1) Digital Media Specialist (1) Records Manager (1) Records Customer Service Specialist (1) Guest Services Associate MANAGEMENT SERVICES (1) DIRECTOR OF MANAGEMENT SERVICES (1) Director of Human Resources BOARDS AND COMMITTEES (1) Staffing & Recruiting Analyst (1) Staffing & Recruiting Manager (1) Organizational Programs Manager (1) Office Supervisor II (1) Employee Relations Manager (1) Employee Relations Analyst (1) HR Generalist (1) Organizational Dev Admin (1) Senior HR Tech (2) HR Office Supervisor II (2) HR Technician (1) HRIS Analyst (1) HR Outreach Specialist (1) Office Assistant I

SUSTAINABILITY OFFICE

(1) Resiliency/Sustainability Manager

OFFICE OF MANAGEMENT & BUDGET * 1 Assistant City Manager (1) BUDGET DIRECTOR 1 Budget Analyst (3) Budget Analyst* 2 Approved FY 19/20

101 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND CITY MANAGER CITY CLERK

DIVISION DESCRIPTION The City Clerk Division is responsible for record archiving and management, administration of general and special elections, preparation and publication of the City Council and Community Redevelopment Agency agendas and minutes, as well as the tracking of and responding to public records requests. The Division also coordinates the activities of, and provides support for, regulatory and advisory boards, committees and commissions.

GOALS To provide optimal administrative services and transparency. To provide optimal customer service to the public. To assist all departments with the retention, archiving and disposition of records in compliance with State statute.

OBJECTIVES 2019-2020 Transition to the JustFOIA Public Portal for retrieval of records requests.

Activate the Boards and Committees website module.

Continue to provide annual training on procedures for records retention/destruction and processing public records requests.

Continue the digitization of the remaining aperture cards containing records with permanent retention.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Continue to provide annual training on procedures for Conducted multiple training sessions for City staff covering records retention/destruction and processing public records updates to State records retention schedule and JustFOIA requests. records tracking software. Fully implement the payment portal and common invoicing in Clerk's Office staff collaborated with Finance and IT staff to the JustFOIA public records system across all City coordinate the roll out of the JustFOIA payment portal. departments, including support and training. Training for JustFOIA users is ongoing. Continue to digitize the more than 1,000 rolls of microfilm and Digitized 11,624 documents with permanent retention thousands of aperture cards containing records with and/or historical value. permanent retention. Implement board member training on the Sunshine Law and All new board members received detailed information on the other aspects of board service. Sunshine Law. Plans for group trainings continue.

OTHER ACHIEVEMENTS

Transitioned from volunteer to employee staffing at the City Hall Front Desk.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Response time for the majority of World Class Municipal Services 2 days 5 days 5 days public record requests Multi-page microfilm and paper World Class Municipal Services 48000 15000 25000 documents digitally archived.

102 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND CITY MANAGER MANAGEMENT SERVICES

DIVISION DESCRIPTION The Management Services Division encompasses all aspects of Human Resources, Risk Management, and Organizationa Development. Human Resources is responsible for the City's recruitment, retention, compensation, volunteers, and employee and labor relations. Risk Management oversees the administration of the Employee Benefits Program and the City's Self Insurance Funds. Organizational Development is responsible for training and development, process improvement and safety programs.

The current budgeted workforce consists of over 1,800 full time and part time employees.

GOALS To provide outstanding customer service to all City employees, applicants, volunteers, and citizens. Successfully recruit, hire and retain best qualified talent for every position while creating a culture of high performance and cooperative relationships, where learning and training keep us at the cutting edge. Promote the highest ethical standards amongst employees. To create a high-performance culture where learning and training keeps us at the cutting edge.

OBJECTIVES 2019-2020 Design a comprehensive compensation strategy to retain and attract the most qualified employees and candidates. Provide Timekeeper training to all timekeepers and backups. Complete the SEIU bargaining with a successor agreement. Reengineer the Halogen evaluation system in concert with the implementation of the ERP. Continue implementing programs to develop and train existing employees. Implement behaviorally based interviewing techniques to ensure the most qualified candidates are selected. Streamline Human Resources recruitment and onboarding processes.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Implement programs to develop and train existing employees. Developed the Supervisor Toolkit in conjunction with subject matter experts. Six (6) sessions with approximately 60 participants per class have taken place. Active recruitment for the College Student Internship Program and Ongoing: Within the last 6 months (15) College Student Interns the Vocational Apprenticeship Program through local schools, and (8) Vocational Apprentices have been recruited. Additionally, internet based websites and the community. 17/18 recruitment efforts lead to (6) Interns/Apprentices earning full-time positions. Conduct Policy Refresher Training for all City employees, including Policy Refresher Training was conducted in June and July 2018 Sexual Harassment training. with 1,750 employees completing the training in-person or through the newly created on-line training option.

OTHER ACHIEVEMENTS Developed the internal training management page as a resource for all employees. Provided Timekeeper Training to all timekeepers and backups. Successfully implemented NeoGov Onboarding module to assist with applicant tracking.

103 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Number of full-time positions filled. World Class Municipal Services 205 260 300 Successfully recommend and Financially Sound City Government Within Market Within Market Within Market implement a fiscally sound salary schedule for employees.

104 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND CITY MANAGER MIZNER PARK AMPHITHEATER

DIVISION DESCRIPTION The Mizner Park Amphitheater (MPA), a section of the Community Relations Division, is responsible for the development, coordination and management of cultural programming, rentals, commercial concerts, city-sponsored events, and co-promoted events with community partners in the Mizner Park Amphitheater. In addition to the coordination, advertising, public relations, and contract negotiations for the MPA events, the MPA is responsible for maintenance of the venue, related equipment, grounds, facility and vendor contracts at the venue.

GOALS

The goals of the Community Relations Division are to attract people to Downtown Boca as an economic development driver, serve as a placemaker that enhances Boca residents sense of community, and to develop strategic partnerships that elevate all parties. These goals are accomplished through a variety of quality events and activities for City residents and visitors including cultural programming, commercial concerts, community and special events, that are produced, co-produced, or facilitated by the City.

OBJECTIVES 2019-2020 Maintain or increase both the quality of and the variety of programming at the amphitheater. Continue staff education and training with related experts to maintain best practices. Maintain public profile of Mizner Park Amphitheater through advertising, public relations and community partnerships. Continue to maintain high quality of programming Continue with capital improvements that increase safety, functionality and aesthetics of the venue. Maintain the level of community rentals and civic engagements in the Amphitheater. Continue participation and membership with outside community partners. Continue to develop a wide variety of programming for the Mizner Park Amphitheater to create a vibrant, high quality entertainment and cultural venue.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Continue to develop a variety of City sponsored programming for Collaborations with Festival of the Arts Boca, WPEC News the Mizner Park Amphitheater to create a vibrant, high quality Channel 12, The Rotary Club of Boca Raton, the Symphonia Boca entertainment and cultural venue. Raton, continue to bring awareness to the local arts community and provide high level programming at the venue. Programs include the Shakespeare in the Park,the Rotary Club’s Future Stars Competition, the TED X Speakers Series, and the Boca Raton Bowl Pep Rally. Maintain a strong social media program and an effective website The Mizner Park Amphitheater has over 6,000 people registered with easily accessible information. for Constant Contact emails, and active/growing social media accounts. Up to date information is provided on the active MPA dedicated web page.

105 Develop and promote signature, traditional, amphitheater events The Mizner Park Amphitheater continues to partner with which elevate the status of the venue and promote the City and the organizations that elevate the level of local, national and Downtown to a broad market nationally and internationally. international programming, including promoters of national touring acts, Festival of the Arts Boca, FAU Summer Concert Band, Band- o Rama and Tuba Christmas program, WPEC's Health & Wellness Experience, Boca Raton Bowl's Pre Game Pep Rally, The Pumpkin Patch Festival, VegFest and The Boca Raton Seafood Festival. In addition, the venue is host to various youth orchestras and community organizations.

Traditional MPA programming includes the Veterans and Memorial Day concerts, The Tree Lighting Ceremony, the Polar Express Pajama Party, the Summer Music Series and Cinema under the Stars.

Continue with capital improvements that increase safety, funtionalityOngoing maintenance and improvements include header and and aesthetics of the venue. paver repairs/replacements, completely replaced lighting for the lighting trusses and new lighting board, re-sodding and grading, back-of-house facility improvements and equipment including clear comm system.

Maintain the level of community rentals and civic engagement in the The level of community rentals remains varied and includes Amphitheater. charitable walks, and fundraising festivals with a variety of local organizations.

OTHER ACHIEVEMENTS New collaborations and partnerships with media outlets and other businesses and organizations to expand the marketing and promotion of the City Boca Raton.

Shakespeare in the Park WPEC Channel 12 & Sun Sentinel Health & Wellness Experience Rotary Club of Boca Raton Future Stars Competition 13th annual Festival of the Arts Boca Boca Raton Bowl Pep Rally Something Big New Year's Day Yoga Event Pumpkin Patch Festival Boca Raton Seafood Festival MOVEment Health and Wellness Expo George Snow Scholarship Foundation Cowboy Ball

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Increase number of contacts made Strong Partnership with Our 8000 11500 15000 through social media Stakeholders Increase/maintain attendance at Strong Partnership with Our 200000 145000 200000 concerts and community events Stakeholders Increase/maintain number of concerts Strong Partnership with Stakeholders 51 54 55 and events at amphitheater.

Financially Sound City Government

106 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND CITY MANAGER COMMUNICATIONS

DIVISION DESCRIPTION The Communications and Marketing Division provides timely, accurate information that is understandable, interactive and engaging to the residents, visitors and businesses in Boca Raton. The division works with the community and City departments to provide innovative opportunities for engagement including meetings, social media platforms and digital communications tools. Public information strategies include the content management of a dynamic website, the cultivation of a strong social media presence, creative, multi-media marketing and public relations efforts and a timely, responsive relationship with the media.

GOALS The goals of the Communications Division are to build public trust, increase understanding and create authentic, meaningful dialogue by using a variety of tools that inform and involve the residents, visitors and businesses in Boca Raton.

OBJECTIVES 2019-2020 Seek new and innovative tools to increase citizen engagement through digital platforms,increase storytelling and humanizing through video and photography, host public outreach meetings, creative podcasting, surveys, e- marketing and other communication tools. Continue research and preparation for City app. Use media monitoring tools to track influencers, stories and conversations involving the City of Boca Raton in order to ensure accurate information in the public domain and gain situational awareness for public relations opportunities to promote the City.

Update/refresh website that includes relevant content and provides resources, information and engagement opportunities to residents,visitors and businesses in Boca Raton. Evaluate user trends and analytics regularly in order to optimize outreach efforts and adapt when necessary. Create and maintain website accessibility through staff training and quality assurance software. Work with public safety officials, City partners and emergency management teams to prepare for and provide information before, during and after emergencies. Establish a far reaching social media presence on a variety of platforms including Facebook, Twitter, Instagram, Pintrest, LinkedIn, Nextdoor and YouTube that inform the public, promote engagement and establish the City as the official source of City information. Maintain a responsive and timely relationship with the media in order to assist in providing accurate information to the press, proactively and reactively.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Establish a far reaching social media presence on a variety of Increased and Improved Community Engagement through platforms including Facebook, Twitter, Instagram, LinkedIn Social Media and Pintrest that inform the public, promote engagement and establish the City as the official source of City information. Nearly 340,000 followers and 52 pages on 8 different platforms provide timely information, encourage dialogue and engagement from the community. These platforms are an added tool for collaboration among intergovernmental agencies, they help promote event awareness, encourage participation and allow the City to meet residents and visitors where they are. The viral nature of the platforms allows for extended reach.

107 Maintain a robust website that includes relevant, accessible Enhanced content,web accessibility and compliance with content and provides resources, information and WCAG 2.0 engagement opportunities to residents,visitors and businesses in Boca Raton. Evaluate user trends and site Having a full-time position to monitor, improve and create analytics in order to optimize outreach efforts and adapt content for the City website has provided more timely, when necessary. Implement quality assurance and visually pleasing and engaging information for the 1.2 million accessibility compliance tools to meet Web Content visitors to the City’s website. Monitoring the analytics of Accessibility Guidelines(WCAG)2.0 guidelines visitation to the website has helped inform departments about activity and interest on the site, the times people visit, the devices they use to seek information and visitor locations. This data helps the City target its public information, marketing efforts and strategies.Reporting concerns through the City’s website average 150 records per month. Posts on the website are coordinated with social media messaging, driving traffic back to the website, making it the official source of City information.

Staff received and continues to receive training for ADA compliance document creation and remediation. Software to ensure accessibility and quality assurance has been implemented. Website renovation is in progress to meet WCAG 2.0 guidelines.

Maintain a responsive and timely relationship with the media Media/Community Relations in order to assist in providing accurate information to the press, proactively and reactively. Having a staff liaison work directly with media and the public to provide and coordinate responses in a timely manner increases the accuracy of information being published and broadcast about City business. Collaborating with government agencies and community partners helps reach additional audiences, understand trending stories and provide accurate information and responses to public inquiries. Timely responses to inquiries from broadcast and print journalists, bloggers, influencers and student journalists,on a wide range of subjects relating to lawsuits, environmental issues, city agenda topics, situational emergencies or crises like red tide, personnel or political issues are answered accurately, quickly and professionally through the Communications Division. Work with public safety officials, City partners and emergency The City launched a hurricane preparedness program on the management teams to prepare for and provide information Nextdoor app and offered the Clean & Cut program, extra before, during and after emergencies. bulk and vegetation pick ups prior to storm season. The program included a mailer to all sanitation customers, notices in water bills and on line advertising. Garbage pick ups in June, the month with extra pick ups, was the highest of the year, and the program was praised by residents and sanitation staff as a success.

A written Crisis Communications plan (DRAFT) was completed. The plan includes holding statements and key messaging for various scenarios and outlines communications procedures and protocols during a crisis/emergency.

The communications team worked with the Recreation Services Department, the City's Emergency Management team, Palm Beach County's Emergency Management Department and FWC during the Red Tide emergency in Palm Beach County. Communications managed media relations, public information, social media monitoring and response and reporting to the City Council on the issue.

108 Use media monitoring tools to track influencers, stories and PR Campaign Development conversations involving the City of Boca Raton in order to ensure accurate information in the public domain and gain New, engaging, proactive collateral projects include video situational awareness for public relations opportunities to and photography that humanize City Government and promote the City. highlight City initiatives & programs in print, digital, web, video and podcast platforms. Outreach efforts to collaborate with Discover the Palm Beaches and the Boca Chamber’s Tourism committee provide brand awareness and City information to visitors and businesses. ( WLRN Video/New York Times ad) Increased focus on staff successes and programs through a monthly employee newsletter and award submission to various organizations. 11 PR campaigns, 45 press releases sent, 291 articles (including broadcast) with a sentiment score of 46% positive, 46.4 neutral and 7.6 % negative ( 1/18-1/19).

Seek new and innovative tools to increase citizen The new City Connection Newsletter, Know Before You Go engagement through online and mobile platforms, public event alerts and Boca Beat Employee Newsletter were sent outreach and town hall meetings, surveys, e- marketing and monthly with an external subscriber list of 22,000 and an other communication tools. internal subscriber list of 1700. Public outreach meetings increased and included: 5 Youth Subcommittee meetings, two Community Advisory Panel Town Hall Meetings and various outreach meetings including: Midtown, northwest planning section outreach,CRM Flood Control, waterfront master plan, Lake Worth Drainage District,Florida Fish & Wildlife (Coyotes). 18 episodes of the City's podcast were developed and promoted through a new platform. Advertising efforts included social media, "Round the Town" ipad ads in two vehicles and park signage.

OTHER ACHIEVEMENTS

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET To increase the number of Strong Partnership with Our 200,000 300,000 350,000 residents, businesses, community Stakeholders partners and media influencers who follow the City's official social media pages for news, information and engagement. Increase number of attendees at Strong Partnership with Our 200 500 700 public outreach meetings. Stakeholders Increase/maintain annual visits to Strong Partnership with Our 1,000,000 1,200,000 1,500,000 City website in order to establish Stakeholders myboca.us as official news and information source for the City Increase enrollment for City Strong Partnership with Our 7,000 22,000 23,500 Connection newsletter Stakeholders

109 City of Boca Raton FUND DEPARTMENT DIVISION OFC OF MANAGEMENT AND GENERAL FUND FINANCIAL SERVICES BUDGET

DIVISION DESCRIPTION The Office of Management and Budget is responsible for integrating City Policy objectives through the administration and preparation of the annual operating and capital improvements budgets.

GOALS Provide for the effective and efficient management of the City's resources through constant monitoring of appropriations and management analysis.

OBJECTIVES 2019-2020 Participate in the implementation of a new Financial Enterprise Resource Planning (ERP) system. Prepare and manage a balanced budget for Fiscal Year 2019-2020. Publish the approved Budget and Capital Improvements Program by November 2019. Provide information to the public about the City’s financial operations on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Establish a centralized grants process and have a dedicated grants position to assist the Departments requesting grants and help with oversight over the receipt of external grant funding from state and federal sources. Update the Long-Range Financial Plan no later than 210 days after fiscal year-end.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Publish the Budget books by December 23, 2018 to be Published and submitted the budget books to the GFOA and considered for the GFOA Budget Award. received the Distinguished Budget Presentation Award. Monitor state initiatives and constitutional amendments and Monitored state initiatives and constitutional amendments the future impact on the City's Budget. and considered the future impact on the City's Budget. Document workflow of the Budget Process and Procedures. Documented the Budget Process and Procedures to provide an instruction manual and help staff with understanding the workflow. Update the Long-Range Financial Plan by the second City Updated the Long-Range Financial Plan and presented it to Council meeting in April 2019. City Council on April 8, 2019. Prepare and manage a balanced budget for Fiscal Year Completed a balanced budget for fiscal year 2019 and funds 2018-2019. were managed accordingly. The balanced operating and CIP Budget documents are available electronically on the City's website.

OTHER ACHIEVEMENTS

Procured a new Salary Calculation software in accordance with the City's Procurement Code. Recruited and hired a Budget Analyst to fill the vacant position. Budget Analyst completed an ADA document accessibility Level 1 and 2 training. Received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) of the United States and Canada for the 36th consecutive year. Completed balanced budget Fiscal Year 2019. The balanced operating and CIP Budget documents are available electronically on the City's website.

110 PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Receive the GFOA Distinguished Financially Sound City Government Yes Yes Yes Budget Presentation Award. Weeks to complete Proposed World Class Municipal Services 10 10 10 Budget. Production of Approved Budget Strong Partnership with Our Yes Yes Yes documents (hard copy and City Stakeholders website accessible).

111

City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES PARKING SERVICES

DIVISION DESCRIPTION The Parking Division administers a paid parking program in Mizner Park and selected beach areas, including East Spanish River Blvd., East Palmetto Park Road (including the pavilion), and Red Reef Park West. The Parking Division also processes all parking citations issued by B oca PD, Park Rangers, and Code division.

GOALS The main benefits of a paid parking program to the City, its residents, and its merchants include increased parking turnover and additional revenue used for transportation improvements or other essential government services.

OBJECTIVES 2019-2020

Implement parking meter upgrades, additional parking meter zones, and vehicle recognition in the Downtown and other park areas. Provide information to the public on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Explore options for a parking meter application mobility solution which will make it easier for patrons to find and pay for parking.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Continue to explore implementation of parking enforcement The Parking Division continues to explore implementation of in other non-metered areas of the City. parking enforcement in other non-metered areas of the City. Achieve and maintain full enforcement coverage for all The parking division-maintained coverage however, the parking areas throughout the City. division continues to experience significant turnover in the part-time parking enforcement staff, which has resulted in an extensive amount of time recruiting and training new part- time staff. Ensure the Downtown streets are stripped, numbered and Downtown streets were striped, numbered and signed signed correctly to improve customer service while correctly to improve customer service while addressing some addressing some remaining on street issues. remaining on street issues.

OTHER ACHIEVEMENTS

Recruited, hired and trained two full-time Customer Service Rep resentatives in Parking and seven part-time Parking Enforcement Representatives. Hired an additional full-time Parking Enforcement Representative to ensure coverage. Presented update on parking meters in the Downtown and future proposed enforcement.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Fully functional parking meters Financially Sound City Government 99% 99% 100% Maintain a less than 15% Financially Sound City Government 75% 85% 85% delinquency rate on citations greater than 60 days. Issue correct Parking citations. Financially Sound City Government 93% 99% 99%

112

CITY ATTORNEY

Diana Grub Frieser, City Attorney

The City Attorney, who is appointed by City Council, is responsible for advising the City Council, City staff, the Boca Raton Community Redevelopment Agency, and various City boards and committees on legal matters concerning the City.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 1,355,402 1,330,000 1,330,000 1,364,900 Other Operating 38,195 101,200 101,200 107,900 Supplies 19,552 24,600 24,600 24,600 TOTAL 1,413,149 1,455,800 1,455,800 1,497,400 Full-time Employees 7.00 7.00 7.00 7.00

113 Approved Positions FY 19/20 7

CITY COUNCIL

DEPARTMENT OF THE CITY ATTORNEY

ADMINISTRATION

(1) CITY ATTORNEY Diana Grub Frieser

(1) Legal Office Manager (1) Legal Administrative Assistant

(1) DEPUTY CITY ATTORNEY Joni Hamilton

(1) SENIOR ASSISTANT CITY ATTORNEY Joshua P. Koehler (1) ASSISTANT CITY ATTORNEY Christopher R. Fernandez

(1) STAFF ATTORNEY Thomas J. Collery

114 FINANCIAL SERVICES

Linda C. Davidson, C.P.A., Financial Services Director Vacant, Deputy Financial Services Director

T he mission of the Financial Services Department is to provide competent and comprehensive financial services for the City Administration to enable all departments to work in the best interests of our community and to instill the City’s value system among all employees to foster innovative solutions achieving an outstanding level of service. Financial Services manages the City’s financial resources in the most cost effective and efficient manner. The Department provides relevant, timely financial, cash management, debt information to the public, decision makers and to City management. Financial Services is responsible for the safeguarding of the City’s assets through appropriate controls.

T he activities of Financial Services include Administration, Pension, Accounting, Treasury, Debt Management, Alarm Administration, Accounts Payable, Payroll, Purchasing,Parking Services, Compliance and Utility Billing Customer Service. Parking Services 14% Purchasing 21%

APPROVED 2019-20 DIVISION BUDGET Alarm 3% Administration $ 2,312,200 Pension 775,400 Alarm 160,500 Purchasing 1,053,400 Parking Services 715,000 Pension TOTAL $ 5,016,500 16% Administration 46%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 3,537,632 4,162,400 4,149,800 3,868,300 Other Operating 484,833 855,900 876,400 994,000 Supplies 75,922 110,100 117,500 108,300 Capital Outlay - 58,000 58,900 3,900 Transfers 38,500 15,200 15,200 42,000 TOTAL 4,136,887 5,201,600 5,217,800 5,016,500 Full-time Employees 48.00 48.00 45.00 46.00

115 Approved Positions FY 19/20 58

CITY MANAGER

FINANCIAL SERVICES

(1) DIRECTOR Linda C. Davidson

(1) Office Supervisor II PENSION (1) Pension Manager (1) DEPUTY DIRECTOR (1) Accountant (1) SPECIAL PROJECTS MANAGER (1) Benefit Administrator (2) Administrative Assistant

PROCESS & COMPLIANCE ACCOUNTING TREASURY REVIEW PURCHASING

(1) PROCESS & COMPLIANCE (1) ACCOUNTING (1) PURCHASING (1) TREASURY REVIEW MANAGER MANAGER MANAGER MANAGER

(1) Compliance Auditor (1) Asst Accnt. Mgr (1) Senior Buyer (1) Sr. Accountant (4) Buyer I (3) Accountant (1) Buyer II ACCOUNTS PAYABLE (1) Payroll Admin. (1) Purchasing Tech (1) Accounts Payable Manager (1) Assistant Accnt. (1) Asst Purch Mgr (3) Accounts Payables Clerk (1) Purchasing Coord

ALARM ADMINISTRATION (1) Customer Service Rep II (1) Customer Service Rep I

PARKING SERVICES (1) Parking Supervisor (2) Parking Technician (5) Parking Enforcement Rep* (2) Customer Service Rep.

CUSTOMER SERVICE (1) Utility Billing/Customer Serv Mngr (3) Customer Service Rep II (7) Customer Service Rep I (1) Treasury Coordinator

* 1 Parking Enforcement Rep 1 Approved FY 19/20

116 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES ADMINISTRATION

DIVISION DESCRIPTION Administration provides direction to the Financial Services divisions and manages the City's financial resources in the most cost effective and efficient manner. The Finance Administration provides relevant, timely fi nancial data to the public and to City management through annual financial reporting, external audits, and compliance reports.

GOALS To provide a high standard of transparent comprehensive financial services to City Departm ents, the public, bond rating agencies and other governmental agencies while safeguarding the City's financial assets and physical assets through appropriate controls.

OBJECTIVES 2019-2020 Manage the non-profit grants process while developing relationships with non-profit organizations. Maintain AAA bond ratings. Prepare Debt Continuing Disclosure filings in order to protect the City's AAA rating. File the Boca Raton Community Redevelopment Agency annual financial report with the City, County, and Greater Boca Raton Beach and Park District in accordance with Chapter 163, Florida Statutes along with the annual State of Florida filings. Work with the City's financial advisor and bond counsel to obtain recommendations on potential bond issuances in accordance with adopted Capital Improvement Plan. Provide information to the public about the City’s financial operations on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Complete the Executive Employees' Retirement Plan standalone financial statements for the fiscal year ended September 30, 2019 within 180 days of the fiscal year end. Manage the annual review of the City's Municipal Facilities and Services User Fee Schedule and present the proposed changes to City Council in September 2020. Prepare and present the Infrastructure Surtax Annual Report to the Citizen Oversight Committee. Assist with the collective bargaining agreements and negotiations for the FOP (police) and IAFF (firefighters) contracts. Perform ten internal audits or reviews annually to ensure controls are operating as intended and provide recommendations for improvement. Participate in providing training to supervisors and end users on Accounts Payable and Compliance related topics. Participate in the implementation of the new Enterprise Resource Planning (ERP) system including Utility Billing, Community Development, and Financial system. A considerable amount of time and effort is needed to ensure the preservation of existing data and the uninterrupted functionality of key internal and external financial services.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Conduct five internal compliance reviews and summarize the Utilized the internal audit software for selected projects. findings, recommendations, and any responses or action plans Conducted ten internal compliance reviews and summarized from management. the findings, recommendations, and responses from management. Due to rising interest rates, explore options to maximize The City continues to manage the entire investment portfolio investment return while preserving principal. Consider and is considering the option to procure a professional preparing and issuing a Request for Proposal (RFP) for investment management firm for a portion of City's Investment Management Services to procure a professional investment portfolio. investment management firm to outsource a portion of the City's investment portfolio or consider joining other investment pools.

117 Administer, review, and monitor the conditions of all City Administered, reviewed and monitored the conditions of all Ground Leases. This includes reviewing and auditing the City Ground Leases. Net Operating Income Statements for Mizner Park rent calculations and review of the MPCAA audited financial statements when presented. In addition, Financial Services will review and administer the financial terms of any new leases. Participate in the Request for Proposal for Software and Participated in the evaluation and award process for the Implementation Services for a Community Development Request for Proposal for the new Utility Billing Enterprise System. Resource Planning (ERP) system. Assist with the collective bargaining agreement and Assisted with the negotiations of new collective bargaining negotiations for the SEUI contract which expires on agreements between the City and the SEIU. September 30, 2019. Coordinate any necessary bond issues and work with the Worked with the City's financial advisor and bond counsel to City's financial advisor to obtain recommendations on bond obtain recommendations on bond issuance. issuance. Apply best practices learned from other governmental The City’s Process & Compliance Manager and Compliance agencies as well as the Palm Beach County Office of Auditor attended the Palm Beach County Office of Inspector Inspector General to plan and develop a city-wide risk General’s October 2018 Lessons Learned meeting which assessment. provided awareness and tips that could be applied to internal audits/ reviews. Coordinate public outreach meetings with Municipal Services Participated in a transit funding study to explore funding on the transit funding options for NW Planning Districts. sources for the Shuttle Service in the Northwest Planning Area of Boca Raton. Recruit and hire a Deputy Director of Financial Services and Recruited and hired a Purchasing Technician, Customer review the staffing needs of the department. Work with the Service Rep I, Budget Analyst, and Parking Technician. The HR Division of Management Services to recruit, interview, City is looking to fill the Deputy Financial Services Director and hire candidates to fill vacancies within the department. position by FY 2020. Participate in the evaluation and award process for the Participated in the evaluation and award process for the Request for Proposal for the new Financial Enterprise Request for Proposal for the new Financial Enterprise Resource Planning (ERP) system. Resource Planning (ERP) system. Assist with documenting the implementation of the new Utility Participated in the evaluation and award process for the Billing Enterprise Resource Planning (ERP) system. Request for Proposal for the new Utility Billing Enterprise Resource Planning (ERP) system. Implementation will begin October 1, 2019. Maintain retirement sustainability to reduce the financial The Retirement Sustainability Fund, administered by burden, if any, of retiree defined benefit plan payments on Financial Services, provides a separate funding for certain future taxpayers. receipts and expenditures for all the City’s defined benefit plans and accounts for reserves to reduce the financial burden, if any, of retiree defined benefit plan payments on future taxpayers.

OTHER ACHIEVEMENTS Submitted continuing disclosure information on March 29, 2019 electronically to the Municipal Securities Rulemaking Board (MSRB) through the Electronic Municipal Market Access (EMMA) website. The submissions were in accordance with the City's Debt Policy and the Securities and Exchange Commission (SEC) Rule 15c2- 12. Completed the Executive Employees Retirement Plan standalone financial statements for the fiscal year ended September 30, 2018 within 180 days of the fiscal year end. Recruited and hired four (4) full-time positions: Purchasing Technician, Customer Service Rep I, Budget Analyst, and Parking Technician. Director of Financial Services served as the Chairperson of the Florida Government Finance Officers Association (FGFOA) Legislative Committee. This committee is a diverse team covering all types and sizes of governmental agencies with the critical task of considering the impacts of pending legislation and sharing those facts with the Florida Association of Counties and Florida League of Cities so they can make our voices are heard in Tallahassee. A total of nine (9) Financial Services employees (Special Projects Manager, Process & Compliance Manager, Accounting Manager, Assistant Accounting Manager, Compliance Auditor, Treasury Manager, Customer Service Manager, Budget Analyst and Pension Administrative Assistant) completed an ADA document accessibility Level 1 and 2 training. In April 2019, City Council proclaimed the month of May as International Internal Audit Awareness month. The Process and Compliance Manager along with the Compliance Auditor accepted the proclamation. This proclamation helped the Institute of Internal Auditors Palm Beach County Chapter earn the Building Awareness Champion designation for 2019.

118 Two employees (Accountant and Compliance Auditor) passed the Uniform Certified Public Accountant (CPA) Exam and were issued their CPA licenses. The Financial Services Department has a total of seven (7) employees with an active Florida C.P.A. license. The Accounting Manager earned the designation of Certified Public Finance Officer (CPFO) and the Treasury Manage r earned the designation of Certified Treasury Professional (CTP).

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Perform an annual procurement Financially Sound City Government 110 200 150 card audit to ensure compliance to the policy. Number of transactions selected and reviewed. Desired general obligation bond Financially Sound City Government AAA AAA AAA rating received from the three agencies. Number of internal compliance Financially Sound City Government 10 10 10 reviews performed, and recommendations made.

119 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES PENSION

DIVISION DESCRIPTION The City of Boca Raton Pension Division performs the administrative services for the operation of the General Employees' Pension Plan and the Police and Firefighters Retirement System. Both plans are a single employer defined benefit plan. A defined benefit plan is a pension plan in which the employer promises a specific monthly benefit at retirement. The defined benefit plans exist for the benefit of the City employees and each plan has a separate eight-member board, four elected and four appointed trustees. The pension staff serves both boards.

GOALS To maintain reliable data and records for all active and retired members of the pension plan. To work closely with the actuary to ensure that reliable information is provided in a timely manner. To distribute funds timely. To provide timely financial reporting and information to members. To properly, adequately and effectively respond to inquiries by active and retired participants. To ensure pension fund integrity and educate participants about retirement, disability, and death benefits.

OBJECTIVES 2019-2020 Comply with State of Florida reporting requirements by completing the Annual Report by March 30th as required by the State of Florida Department of Management Services and the annual filing of the valuation reports for both defined Benefit Pension Plans. Acquire a new standalone Pension Administration Software system. Provide information to the public on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Participate in the implementation of the new Financial Enterprise Resource Planning (ERP) system. Complete the General Employees' Pension Plan and the Police and Firefighters Retirement System standalone financial statements for the fiscal year ended September 30, 2019 within 180 days of the fiscal year end.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Complete the General Employees' pension plan and the The financial statements for both plans were completed and Police and Firefighters Retirement System standalone presented within 180 days of the fiscal year end. financial statements for the fiscal year ended September 30, 2018 within 180 days of the fiscal year end. Cross train staff for various operational responsibilities and Staff was cross-trained to do other tasks in addition to their provide more flexibility in managing the workforce and allow primary responsibilities. They can assist both the Pension employees to learn new skills. Manager and Pension Accountant with workflow and are able to utilize the software programs for continuity. Acquire a new standalone system for both active and retired This is an ongoing item and is an objective for 2019-2020. members to maintain all necessary data for the member and or beneficiary for calculating the appropriate benefits for these members using the applicable contract and ordinance rules. Acquire a new standalone system that will account for the The General Employees' pensi on plan and the Police and various investment managers and provide specific reports Firefighters Retirement System increased the role of the required at year end for audit purposes. custodian to include providing additional financial reports for audit purposes.

120 OTHER ACHIEVEMENTS

Published Summary Plan Documents for all defined Benefit Plans. Pension Administrative Assistant completed an ADA document accessibility Level 1 and 2 training. Implemented changes to the Police and Firefighters' Retirement System relating to Administration.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Complete the Police and Firefighters Financially Sound City Government 6 months 6 months 6 months Retirement System Annual Report filing With the Bureau Local Retirement System for the Distribution of Premium Tax Dollars within 6 months of the fiscal year end. Complete the pension plan financial Financially Sound City Government 6 months 6 months 6 months statements within 6 months of the fiscal year end. Obtain and file the annual General Financially Sound City Government 6 months 6 months 6 months Employees’ Pension Plan Actuarial Valuation report with the state and plan sponsor within 6 months of the fiscal year end. Obtain and file the annual Police Financially Sound City Government 6 months 6 months 6 months and Fire Fighters’ Retirement System Actuarial Valuation report with the state and plan sponsor within 6 months of year end.

121 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES ACCOUNTING

DIVISION DESCRIPTION Accounting maintains the City's financial records. It also prepares and provides various financial information to the public and to City management in accordance with Generally Accepted Accounting Principles (GAAP) and Governmental Accounting Standards Board (GASB). The Accounting Division is also responsible for the coordination of city-wide grant activity.

GOALS To provide a high standard of timely comprehensive financial services to City Departments, the public, bond rating agencies and other governmental agencies while safeguarding the City's financial assets and physical assets through appropriate controls and improving transparency.

OBJECTIVES 2019-2020 Provide information to the public about the City’s financial operations on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Complete the City's annual audit and issue the City's Comprehensive Annual Financial Report within 180 days of the fiscal year end. File the Annual Financial Report (AFR) to the State of Florida within 45 days of publishing the CAFR. Participate in the implementation of the new Enterprise Resource Planning (ERP) system including Utility Billing, Community Development, and Financial system.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Selection and implementation of a new Utility Billing Participated in the evaluation and award process for the Enterprise Resource Planning (ERP) system. This will be a Request for Proposal for the new Utility Billing Enterprise major undertaking by the department that will encompass a Resource Planning (ERP) system. significant amount of dedicated staff time for selection, procurement, implementation, documentation and training. File the Annual Financial Report (AFR) to the State of Florida Filed the Annual Financial Report (AFR) in May 2019, which within 45 days of publishing the CAFR. is within 45 days of publishing the CAFR. Participate in the evaluation and award process for the Participated in the evaluation and award process for the Request for Proposal for the new Financial Enterprise Request for Proposal for the new Financial Enterprise Resource Planning (ERP) system. Resource Planning (ERP) system. Participate in the Request for Proposal for Software and Participated in the evaluation and award process for the Implementation Services for a Community Development Request for Proposal for the new Community Development System. Enterprise Resource Planning (ERP) system. Complete the City's annual audit and issue the City's Completed the City's annual external audit and issued the Comprehensive Annual Financial Report within 180 days of Comprehensive Annual Financial Report (CAFR) for the the fiscal year end. fiscal year ended September 30, 2018 within 180 days of the fiscal year end. Audit opinion dated March 25, 2019. Coordinate documentation and process improvement to Coordinated the grants administration function for federal grants administration. and state grants with funding of approx. $1.5 million. The receipt of external grant funding from state and federal sources supplements current funds available for operating and capital project needs. This reduces the reliance of tax dollars.

122 OTHER ACHIEVEMENTS Recruited and hired an Accounting intern as part of the City’s College Student Internship Program. Received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) of the United States and Canada for the 38th consecutive year. Two Accounting Division employees completed an ADA document accessibility Level 1 and 2 training. One of the City’s Accountants was selected to attend the Florida Government Finance Officer Associations (FGFOA) 2019 Leadership Class. The FGFOA will only accept twenty applicatio ns each year and it is an honor that a City employee was selected. One of the Accountants passed the Uniform Certified Public Accountant (CPA) Exam and was issued a CPA license. The Accounting Manager earned the designation of Certified Public Finance Officer (CPFO).

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage (%) of payroll paid World Class Municipal Services 97% 97% 98% electronically Complete CAFR within 6 months of Financially Sound City Government 6 months 6 months 6 months the City fiscal year end. Number of capital asset inventories Financially Sound City Government 9 11 11 to be performed on an annual basis. Received the GFOA Certificate of Financially Sound City Government Yes Yes Yes Achievement for Excellence in Financial Reporting. Number of findings in management Financially Sound City Government 0 0 0 letters prepared by the City's external auditors.

123

City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES TREASURY

DIVISION DESCRIPTION To provide cash management functions and to invest the City of Boca Raton's operating portfolio, assist with bond issues, provide arbitrage and continuing disclosure compliance.

GOALS To invest the City's operating portfolio in a prudent manner with safety, liquidity and yield as the primary standards. To provide accurate arbitrage calculations and timely and accurate continuing disclosure.

OBJECTIVES 2019-2020

Participate in the implementation of a new Utility Billing Enterprise Resource Planning (ERP) system. Prepare and present an investment report to the City's Financial Advisory Board on a quarterly basis: December, March, June, and September. Provide information to the public on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Prepare Debt Continuing Disclosure filings to protect City's AAA rating. Upload the Comprehensive Annual Financial Report to the Municipal Securities Rulemaking Board (MSRB)/ Electronic Municipal Market Access (EMMA) website by March 31, 2020 in accordance with the City's adopted policy on continuing disclosure. Monitor the contents of the Investment Portfolio, the available markets and the relative values of competing instruments and recommend adjustments to the portfolio accordingly. Prepare and present the City's annual investment report as of September 30, 2019 to City Council.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Prepare and issue Request for Proposal (RFP) for The City continues to manage the entire investment portfolio Investment Management Services to procure a professional and is considering the option to procure a professional investment management firm for a portion of City's investment management firm for a portion of City's investment portfolio. investment portfolio. Recruit, hire and train a Treasury Manager to fill the vacant Based on experience, education and skills, Financial position. Services promoted an employee to Treasury Manager. Prepare Debt Continuing Disclosure filings in order to protect Submitted continuing disclosure information on March 29, City's AAA rating. Upload the Comprehensive Annual 2019 which was in accordance with the City’s Debt Policy Financial Report to the Municipal Securities Rulemaking and the Securities and Exchange Commission (SEC) Rule Board (MSRB) website by March 31, 2019. 15c2- 12. Monitor the contents of the Investment Portfolio, the available Monitored the contents of the Investment Portfolio, the markets and the relative values of competing instruments available markets and the relative values of competing and recommend adjustments to the portfolio accordingly. instruments and recommended adjustments to the portfolio Prepare and present the City's annual investment portfolio as accordingly. The City’s annual investment report as of of September 30, 2018 to City Council. September 30, 2018 was presented to City Council on April 8, 2019. Explore options relating to cash management and merchant Explored options relating to cash management and merchant fees. Streamline the process that takes place when receiving fees. Continue to streamline the process that takes place data from various payment applications and ensure credit when receiving data from various payment applications and card terminals are chip compliant. ensuring all credit card terminals are PCI compliant.

124 OTHER ACHIEVEMENTS Reaffirmed the City's AAA bond rating for general obligations bonds and water sewer bonds. Prepared and issued a Request for Proposal (RFP) for Financial Advisory Services. The City’s Treasury Manager passed the Certified Treasury Professional (CTP) exam and earned the CTP designation which is a symbol of excellence. The CTP exam tested knowledge and skills required by treasury professionals to execute critical functions related to corporate liquidity, capital and risk management.

Treasury Manager completed an ADA document accessibility Level 1 and 2 training. Developed a Refund Policy to provide the procedures and responsibilities for the return of payments to customers of the City of Boca Raton, as well as the limitations and requirements thereof.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage of authorized Financially Sound City Government 100% 100% 100% investments that are within the City's Investment Policy's maximum allocation or individual issuer limit. Available funds in interest bearing Financially Sound City Government 100% 100% 100% investments. Completed eight (8) hours of World Class Municipal Services 8 8 8 continuing education in subjects or courses of study related to investment practices and products.

125

City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES ACCOUNTS PAYABLE

DIVISION DESCRIPTION Accounts Payable Division is responsible for ensuring that the processing of vendor invoices is appropriate and that payments are made accurately and timely in accordance with the City's terms and conditions. The Division is also responsible for compliance with federal and state regulations and the reporting of 1099 vendor information.

GOALS To correctly issue all payments to vendors timely and in accordance with the City's terms and conditions. To comply with federal and state regulations and the reporting of 1099 vendor information. To maintain exceptional customer service while working with vendors, patrons and City staff.

OBJECTIVES 2019-2020 Assist with implementing a new financial Enterprise Resource Planning (ERP) system. Identify and clean up the City’s vendor list to help ensure a smooth transition to the new Enterprise Resource Planning (ERP) system. Create a Vendor List in accordance with the definition of the State and County ethics statutes and post it to the City’s website. Perform due diligence in accordance with Section 717.117(4), Florida Statutes, and report unclaimed property to the State of Florida by the April 30th filing deadline in accordance with Chapter 717, Florida Statutes. Report 1099 vendor information accurately and timely by January 31st in accordance with IRS standards. Provide information to the public on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA).

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Create a Current Vendor List in accordance with the Provided an updated vendor list bi-monthly and posted it to definition of the State and County ethics statutes. the City’s website. Assist with mapping the current Accounts Payable process Assisted IT with mapping the current Accounts Payable for preparation of the new Enterprise Resource Planning process for preparation of the new Enterprise Resource (ERP) system. Planning (ERP) system. Implement a new electronic travel reporting system. Information Technology Division implemented a new electronic travel reporting system. Accounts Payable, Travel Administrator provides feedback and troubleshooting issues regarding the new process. Report unclaimed property to the State of Florida by April 30, Reported unclaimed property to the State of Florida during 2019. April 2019. Provide end-user training to City employees regarding year- Provided fiscal year-end training to end-users and end Financial Services procedures. participated in supervisor training regarding the Accounts Payable processes and procedures. Report miscellaneous (1099) vendor activity to the Internal Reported miscellaneous (1099) vendor activity to the Internal Revenue Service by January 31, 2019. Revenue Service by January 31, 2019. Assist with developing a Field Purchase Order policy to Assisted the Purchasing Division with developing a policy to streamline the process and ensure compliance with cover Field Purchase Order/ Check Requests. procurement policy and procedures.

126

OTHER ACHIEVEMENTS Revised the City's Substitute W-9 & ACH Authorization Form to ensure that the form includes all IRS W-9 requirements. Created a secure Vendor Change Form utilizing Laserfiche that current vendors can use to request changes to their account. When vendors make changes to their existing account, they will be required to verify the current information on file prior to approving any changes to their account. Prepared and mailed due diligence letters to provide proper notice to the apparent owner of unclaimed property and provided instructions on how to resolve the matter. Implemented a new process to run the Encumbrance Master Listing: G.M.B.A. / P.I. by P.O. Number report weekly and work with the Purchasing Division to clear any and all variances. Run a zero Check/ACH Disbursement report the last day of the month to help with the monthly bank reconciliation.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage (%) of IRS Form 1099- Financially Sound City Government 100% 100% 100% MISC that was filed by January 31st with no penalties. Number of vendors paid via ACH in Financially Sound City Government 62% 90% 90% lieu of checks. Percentage (%) of vendor payments Financially Sound City Government 98% 98% 98% issued within 30 days of invoice date.

Percentage (%) of unclaimed Financially Sound City Government 100% 100% 100% property items that were filed by April 30th with no penalties.

127 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES ALARM ADMINISTRATION

DIVISION DESCRIPTION The Alarm Division administers the provisions of the City of Boca Raton Ordinance 5074. Ordinance 5074 is related to Police and Fire alarms and Alarm Monitoring Companies. The main focus of the ordinance is to establish an alarm registration process for alarm users and alarm monitoring companies. The Alarm Division is responsible for processing alarm registrations, generating false alarm notices, false alarm billing and collection, and processing hearing appeals.

GOALS To provide an outstanding level of customer service while generating, collecting, and accounting for all revenues due to the City for false alarm and registration fees. To issue timely and accurate billings and address alarm customer service issues timely.

OBJECTIVES 2019-2020 Participate in the implementation of a new Utility Billing Enterprise Resource Planning (ERP) system. Encourage customers to register their annual alarm permit online versus paper by providing alarm registration notices with detailed instructions on how to register electronically. Send notices to customers via email in November 2019 to ensure customers are registered by January 1, 2020. Provide information to the public about the City’s financial operations on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Document the most common reasons customers call and review ways to reduce these calls through better Web accessed information. Add an on-line communication service for customers to report issues or ask questions, either through an in- house development or the customer service portal being implemented with Utility Billing.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Encourage customers to register their annual alarm permit Notices were sent via email and mail providing instructions online versus paper by providing alarm registration notices on how to register. The City provides a reduced fee if with detailed instructions on how to register electronically. registering on-line. Send notices to customers via email in November 2018 to ensure customers are registered by January 1st. Provide instructions to walk-in alarm customers on how they The Division provides detailed instructions on how to register can access their account online. and pay alarm fees online which has resulted in reduced phone calls and emails to the Alarm Unit. Cross-train the Water Customer Service Representatives Water Customer Service Representatives were cross-trained with Alarm duties to ensure coverage and maintain customer to do other tasks in addition to their primary responsibilities. service. Manager has been trained on assisting customers and billing when the Customer Service Representative for alarms is out of the office. Due to access to certain police documents for alarm call outs we are limited to what Customer Service Representatives can do. However, all have been trained to assist customers with on-line direction for registrations.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage of alarm bills mailed Financially Sound City Government 100% 100% 100% within 1 day of target date. Percentage of alarm user Financially Sound City Government 99% 99% 99% registration completed online. Return all phone messages within 1 World Class Municipal Services N/A 95% 99% business day of call. 128 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES PURCHASING

DIVISION DESCRIPTION The Purchasing Division is responsible for the procurement of materials, supplies, equipment and services for all Departments in accordance to State Statute, City ordinances and the procurement code. The Division also supervises the disposition of surplus property and provides mail services for the City Departments.

GOALS To procure materials, supplies, equipment, and services at the lowest possible cost consistent with the quality needed to provide the very best service to the public.

OBJECTIVES 2019-2020 Participate in the implementation of the new Financial Enterprise Resource Planning (ERP) system. Revise and update the current Procurement Code that is reflective of current government practices and modern methods of procurement. Document operational policies that coincide with the new Procurement Code. Develop new templates for bidding documents that are American Disabilities Act (ADA) compliant

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Document operational policies that coincide with the new A draft version of operational policies that coincide with the Procurement Code. new Procurement Code is under development. Revise the current Procurement Code to be reflective of A draft version of the new Procurement code is under current government practices and modern methods of development. procurement. Develop and provide training course(s) to assist new hires Developed and provided procurement training courses for with the procurement process. the Citywide Supervisor Toolkit and developed and provided mini training sessions for the 2019 Open House event held in the Purchasing Division.

OTHER ACHIEVEMENTS

Purchasing Division was the recipient of the 2019 Florida Association of Public Procurement Officials Excellence in Public Procurement Award. The Purchasing Division was one of 18 agencies in the State of Florida to receive an Excellence in Public Procurement Award. Purchasing Division staff member Fernando Villalobos was recipient of 1st Place award from Florida Association of Public Procurement Officials for the Striving for Excellence/Defining Excellence in procurement contest. Ordinance was adopted to amend Section 3-301 of the Procurement Code, Types of Contracts for extension to be one year.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Buyer to contact Project Manager Strong Partnership with Our 80% 80% 80% within 7 days of receipt of requisition Stakeholders and project scope to review project timeline and identify any additional information required to start the procurement process. 129 Increase percentage of annual Financially Sound City Government 0% 2% 2% procurement card rebate by promoting procurement card usage.

Provide six procurement card Financially Sound City Government 6 6 6 training sessions per fiscal year.

130 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FINANCIAL SERVICES PARKING SERVICES

OBJECTIVES 2019-2020 Implement parking meter upgrades, additional parking meter zones, and vehicle recognition in the Downtown and other park areas. Provide information to the public on the Citys website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Explore options for a parking meter application mobility solution which will make it easier for patrons to find and pay for parking.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Continue to explore implementation of parking enforcement The Parking Division continues to explore implementation of in other non-metered areas of the City. parking enforcement in other non-metered areas of the City. Achieve and maintain full enforcement coverage for all The parking division-maintained coverage however, the parking areas throughout the City. division continues to experience significant turnover in the part-time parking enforcement staff, which has resulted in an extensive amount of time recruiting and training new part- time staff. Ensure the Downtown streets are stripped, numbered and Downtown streets were striped, numbered and signed signed correctly to improve customer service while correctly to improve customer service while addressing addressing some remaining on street issues. some remaining on street issues.

OTHER ACHIEVEMENTS

Recruited, hired and trained two full-time Customer Service Representatives in Parking and seven part-time Parking Enforcement Representatives. Hired an additional full-time Parking Enforcement Representative to ensure coverage.

Presented update on parking meters in the Downtown and future proposed enforcement.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Fully functional parking meters Financially Sound City Government 99% 99% 100%

Maintain a less than 15% Financially Sound City Government 75% 85% 85% delinquency rate on citations greater than 60 days. Issue correct Parking citations. Financially Sound City Government 93% 99% 99%

131

DEVELOPMENT SERVICES

Brandon Schaad Development Services Director

T he mission of the Development Services Department is to promote the continued sustainability of the City of Boca Raton through flexible, creative, and responsive customer service. We will be recognized as a leader in the City's efforts to protect and enhance the built, living, and natural environment, assist in the creation of jobs and the protection of the tax base by promoting quality development and redevelopment, and support the provision of housing opportunities for all of Boca Raton's citizens. We will recommend policies and implement procedures to redefine processes to address changing needs and to promote ongoing economic development in the City.

S pecific responsibilities of the Department include comprehensive and current planning activities, zoning regulation, environmental protection and conservation, building permits and inspections, code enforcement, business tax collection, land records management, and housing programs. Pursuant to interlocal agreements, the Department supports the activities of the Community Redevelopment Agency.

Planning & Administration Zoning 9% 16%

APPROVAL 2019-20 DIVISION BUDGET Administration $ 901,500 Code Compliance/License 7,650,400 Planning & Zoning 1,755,500 TOTAL $ 10,307,400

Code Compliance/License 74% EXPENDITURE ACTUAL APPROVED REVISED APPROVAL BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 6,906,555 8,192,900 8,193,600 8,186,600 Other Operating 1,174,157 1,595,800 1,672,300 1,932,300 Supplies 97,075 122,500 122,900 132,500 Capital Outlay - 15,700 15,700 18,000 Transfers 53,600 83,900 1,883,900 38,000 TOTAL 8,231,387 10,010,800 11,888,400 10,307,400 Full-time Employees 97.00 97.00 97.00 98.00

132 Approved Positions FY 19/20 98

CITY MANAGER

DEVELOPMENT SERVICES

(1) DEVELOPMENT SERVICES DIRECTOR Brandon Schaad

CODE COMPLIANCE PLANNING & ZONING ADMINISTRATION COMMUNITY IMPROVEMENT

(1) Chief Building Official (1) Code Comp Manager (1) Chief Planner (1) Downtown Manager (1) Community Improvement Admin (1) Asst Building Official (1) Housing Code Comp (4) Senior Planner (1) Community Improvement Program (1) Office Supervisor I Off (1) Sr Environ Officer (1) Office Manager Coord (3) Sr Plans Examiner (1) Sr Code Comp Spec (1) Sr Zoning Officer (2) Administrative Assistant (3) Building Insp III (2) Code Comp Spec (2) Zoning Officer (1) Admin/Land RCDS Assistant (10) Building Insp II (5) Code Comp Off II (1) Appraiser/Property Spec (1) Downtown Marketing (4) Building Insp I* (9) Code Comp Off I (1) Land Development Coord Coordinator (1) Permit/Licensing Tech Mgr (3) Sr Code Comp Off (1) Long Range Proj. Mgr. (1) DDRI Planning Analyst (17) Permit/Licensing Tech I (1) Permit Technician (1) GIS Planner (1) Office Supervisor II (1) Permit/Licensing Tech II* Support (1) Sr Code Comp Off (1) Community Improvement Admin (4) Permit/Licensing Tech III Environ (1) Community Improvement (3) Chief Inspector (1) Zoning Technician Program Coord

* 1 Building Insp I 1 Approved FY 19/20

133 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND DEVELOPMENT SERVICES ADMINISTRATION

DIVISION DESCRIPTION Administration is responsible for managing and coordinating day to day operations of the department, and pursuant to interlocal agreements, assists with the management and operations of the Community Redevelopment Agency.

GOALS The goal of Administration is to create a leadership culture and to ensure that the activities of the Department support and promote implementation of the policies and objectives of the City Council.

OBJECTIVES 2019-2020 Staff will continue to provide support to the Art in Public Places Advisory Board, subject to funding and program continuation.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Subject to approval of a dedicated Projectdox Customer A dedicated position was not approved. The Projectdox Liaison position in the FY 2018/2019 budget, we will review responsibilities are shared throughout the Administrative the electronic process and create objectives to streamline the staff. processes and ensure organizational redundancy in the form of backup to provide continual services during absences.

OTHER ACHIEVEMENTS

1. Downtown Parking: Continued efforts of the City Downtown Parking Team to monitor public parking inventory and recommend enforcement enhancements and solutions and other related short-term options. Coordinated with Municipal Services Department and consultants regarding a study of the public and private parking adequacy in the Downtown, with recommendations to the CRA. 2. Monitored building and development threshold for compliance with the Downtown Development Order. 3. Continued work with the Business Improvement District (BID) Steering Committee to research and analyze a BID as an alternative funding option for Downtown transportation system. 4. Continued coordinated with Mizner Park on the preparation of a complete updated parking utilization study to ensure efficient management strategies are implemented. 5. Held two (2) Downtown Forums, including marketing and downtown activity updates, networking and small business opportunities. 6. Finalized updates to the Downtown Boca website for a fresh and updated look and user-friendly page and continued management and update efforts. 7. Held the 3rd annual Italian Fest and the 7th Annual Brazilian Beat. 8. Continued implementation of initiatives from the Strategic Branding and Marketing Plan branding Downtown Boca as a destination. 9. Coordinated with City staff on Amphitheater and other City events, and General Growth Properties for Mizner Park events to encourage consistency of Downtown Boca branding. 10. Continued to work with and support the Downtown Advisory Committee on downtown initiatives and Committee priorities. 11. Downtown Reports Completed: a. 2018 Annual Report to Property Owners b. 15th Annual Review of the Mizner Park Net Operating Income c. Annual Report of the CRA under Chapter 163.356(3) (C)F.S 12. Continued the Agency's practice of meeting with, and receiving input from, all groups in the community concerning the Downtown. 13. Implemented a pilot program for shared ride waiting stops in public areas within and adjacent to the Downtown. 14. Finalized and presented the design of Downtown wayfinding signage, including pavement markers and vehicular signage. Completion and installation of this phase is anticipated Summer 2019. 15. Downtown Ordinance (Ordinance 4035 as Amended) amendments were drafted and approved by City Council including streamlining the development review/approval process. Administrative IDA's for small changes under 5000 SF are now

134 permitted with Executive Director approval. 16. A Downtown Parking Availability Program was approved by the CRA granting the Executive Director authority to grant temporary parking permits to property owners to allow for the utilization of available parking spaces by third parties on day/time when they are not in use. 17. Staff administered the first public art projects in coordination with the City's Art in Public Places Advisory Board. The Red Reef West Maintenance Walls and Gatehouse now have murals.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET % of time initial response provided World Class Municipal Services 100 100 100 to Public Records Requests within 10 days of receipt by department

135 City of Boca Raton FUND DEPARTMENT DIVISION CODE GENERAL FUND DEVELOPMENT SERVICES COMPLIANCE/LICENSING

DIVISION DESCRIPTION The division consists of three public service areas in coordination with each other: Building Permits, Code Enforcement and Customer Service. An overview of division activities include: building code administration, permitting and fee collection, plan review and inspections; issuing permits, and code related services; enforcing state and local construction codes related to structural, mechanical, electrical, plumbing, energy conservation, floodplain management and accessibility for persons with disabilities; responding to customers complaints and inquiries; providing regulatory enforcement of all applicable codes through onsite inspections of businesses, single and multi-family residences; issuing business tax receipts and certificates of use; registering contractors and maintaining records; issuing special event permits.

GOALS The goal of the division is to sustain and enhance a high quality of life through comprehensive code enforcement and various citizen education programs; to insure the proper and accurate collection of taxes and fees; to protect the health, welfare and safety of the general public through permitting, plan review an d inspection of building construction within the city; and to maintain related records. We will provide these services by achieving the following objectives:

OBJECTIVES 2019-2020 Implement a paperless system using iPads for all (30) inspectors and code officers, and eliminate use of paper inspection tickets on or before April 1, 2019. Convert all forms and checklists to an accessible format in accordance with ADA requirements on or before September 30, 2020.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT

Convert all code officers from laptops to iPads for better We have purchased the iPads and 4 are presently being reporting in the field and enhance the neighborhood sweeps used for testing to ensure a smooth transition prior to for garbage and debris. purchasing the licensing agreements. Implement a Garage Sale Permitting system to regulate the The garage sale program is up and fully running. number of garage sales per year within the city. Applications are submitted online and is the process is running smoothly. Implement a Direct Citation Program for Nuisance and The direct citation program is up and running with warning Debris to speed up the process of debris removal and notices. Ticket books are on order, with full implementation nuisance abatement. expected by August 1, 2019.

OTHER ACHIEVEMENTS

Several Inspectors achieved additional certifications through cross training.

136

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET (B)Customers Assisted at the One World Class Municipal Services 35,719 37,000 36,000 Stop Center (C)Code Violations Cases Initiated World Class Municipal Services 5,623 4,500 5,000 (C)Code Violation Inspections World Class Municipal Services 19,088 14,000 14,500 Performed (C)Business Tax Receipts Issued World Class Municipal Services 13,150 13,000 13,000 (B)Open Permit/Code Violation World Class Municipal Services 3,897 3,500 3,300 Search Requests Processed (C)Special Event Permits Issued World Class Municipal Services 169 180 200 (B)Construction Value of Building World Class Municipal Services 432,488,054 1,300,000,000 600,000,000 Permits Issued (B)Building Permit Applications World Class Municipal Services 4,780 4,800 5,000 Submitted Online (B)Building Inspections Performed World Class Municipal Services 84,451 85,000 88,000 (B)Customer Assistance Phone World Class Municipal Services 50,149 49,200 49,000 Calls Answered (B)New Building Permits Issued World Class Municipal Services 12,876 10,200 11,000

137 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND DEVELOPMENT SERVICES PLANNING AND ZONING

DIVISION DESCRIPTION The Planning and Zoning Division is responsible for the orderly development of the City. Specific activities of the Division include but are not limited to the following:

Review of development plans and preparation of recommendations for presentation to the Planning and Zoning Board, Community Redevelopment Agency, Environmental Advisory Board and City Council;

Review of amendments to the adopted Comprehensive Plan and Code of Ordinances and preparation of recommendations;

Evaluation and preparation of statutory updates to the adopted Comprehensive Plan;

Implementation of the amended Comprehensive Plan and Code of Ordinances;

Preparation of special studies;

Review of permits and business uses for compliance with the City's environmental regulations;

Preparation of maps and graphics for presentation to other Departments, advisory boards and the City Council;

Management of City's land records and associated databases;

Assistance in the acquisition and disposal of real property, easements, rights-of-way and rights-of-entry; and

Dissemination of information pertaining to land records and related matters of the public.

GOALS The goal of the Planning and Zoning Division is to provide for the orderly development of the City of Boca Raton. The value to the City and its citizens is that a well planned community r esults in stable or increasing property values and an improved quality of life.

OBJECTIVES 2019-2020

Prepare for adoption, a "Complete Streets" policy and implementation program on appropriate streets in the City, on or before September 30, 2020. Prepare for adoption, streamlining of the development review process to incorporate administrative approvals in the City (outside the CRA), on or before March 1, 2020. Prepare for adoption, landscape regulations for development in the City, on or before June 30, 2020.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT At a January 2019 City Council workshop, staff discussed the Adopt a Complete Streets program for roadways in the City. complete streets concept with the City Council and received direction to examine the possibility of adopting a complete street for Federal Highway. As such, staff has begun research and gathering data to create a complete streets policy and implementation program for roadways in the City including Federal Highway. Adopt an updated, refined, and modern Sign Code (Chapter Staff has completed its rewrite of the City's Sign Code which 24) to be incorporated into the City’s Code of Ordinances. will significantly streamline the process for sign permits by requiring a smaller number of signs to be reviewed by the Community Appearance Board (CAB) because objective 138 aesthetic standards will be more clearly enumerated in the City's Code. The new Sign Code will also be updated to address the most recent case la w regarding sign regulation, which has significantly changed in recent years. Staff anticipates adoption of the updated and modernized Sign Code in May 2019. Automate the review and approval process (electronic In the summer of 2019, it is anticipated that the City Council (EP&Z) review) of Planning and Zoning Applications for the will approve the hiring of a vendor to provide the City with a City reviewing Boards and the City Council which will require new land management and permitting software for the City. some Board/Council member training, additional equipment, The automation of the review and approval process and upgrades to the City Council Chambers. (electronic (EPZB) review) of Planning and Zoning applications for City reviewing Boards and the City Council will proceed after the new land management and permitting software has been installed. Thereafter, staff anticipates that training and additional staff time will be needed to effectively and efficiently utilize the proposed new land development and permitting software once it is implemented. Process Code amendments that establish thresholds relating In January 2019, the Community Redevelopment Agency to square footages, uses, and types of modifications to allow and the City Council adopted rules, regulations, and staff greater discretion in reviewing projects, save staff time, procedures to allow for administrative approvals of projects of or to allow applicants of smaller projects the ability to save 5,000 square feet or less in the Downtown area of the City. time and money in their approval process. At a City Council workshop in October 2018, the City Council directed staff to revise remaining streamlining proposals for areas of the City outside of the Downtown including, but not limited to, allowing administrative approval of minor site plan amendments, waiving irrelevant submittal requirements, and revising various board regulations. Staff anticipates presenting these streamlining proposals to the City Council in the fall of 2019. Additionally, by fall 2019, staff anticipates adoption of an ordinance to streamline the platting process to eliminate the duplicative and redundant tentative plat process, such that only a final plat will be required.

OTHER ACHIEVEMENTS

The City's Code was amended to provide for garage sales regulations. This code amendment establishes that garage sales are only allowed as accessory to a permitted residential use, require a permit to hold the sale, limit the frequency of sales to no greater than four days in a calendar year and no greater than two consecutive days, and limit the hours of sales to 8:00 a.m. through 5:00 p.m. This code amendment supports the City's goal of providing a "strong partnership with the community". The following projects were approved, bringing additional private investment into the community, creating and retaining jobs, and adding to the City's tax base, helping the City achieve its goal of being a great place to live, work and play:

Valero Gas Station on Clint Moore Rd. Expansion Grand Lux Cafe Outside Seating Expansion Humana Corporation Medical Office Expansion at Twin Lakes Office Building Concierge Assisted Living Facility Via Mizner Modifications Boca Maritime Building Dialysis Center Hillsboro El Rio Park Master Plan Amendment Bobby Campbell Stadium at Lynn University Women's Locker Room Expansion Caliber Collision Forum New Clubhouse Boca Helping Hands Ancillary Parking St. Andrews School New Administration Building Boca Raton Regional Hospital Parking Structure Value Stor It Storage Les Jardins New Clubhouse Mizner 200 Phasing Modifications McDonalds at Jog Road Center Drive-Thru Expansion Royal Palm Polo PUD Lot Modifications Techni Pro Institute Dialysis Center Royal Palm Yacht Club Fitness Center Expansion Siperstein Dermatology Expansion Fire Station No. 6 Redevelopment

139 The City's Code was amended to provide updated regulations for vehicle reservoir distances to gated developments, which will better address safety and ensure efficient travel into gated developments, while streamlining the development review process by eliminating a significant number of requests for technical deviations. The Downtown Ordinance was amended to allow roof overhangs, eaves, gutters, balconies and decorative architectural features to encroach into required setbacks of buildings from right-of-way lines. This amendment will result in buildings with greater architectural articulation along the street edge. The City's Code was amended to streamline the process for the abandonment of rights-of-way and easements related to development projects. This code amendment will save applicants in the development process significant processing time as well as staff time that could be devoted to other City initiatives. The City's Code was amended to provide for Code Enforcement direct ticketing. This code amendment authorizes code enforcement officers to issue citations for certain violations of the Code of Ordinances, set forth minimum and maximum civil penalties for violations enforced through the issuance of citations, and set forth procedures to contest such citations before a special magistrate. This code amendment will save staff time related to the enforcement of code violations as well as staff time that could be devoted to other code compliance activities. This code amendment supports the City's goals of providing "world class municipal services and a strong partnership with the community". The City's Code was amended to adopt land development regulations for the Southwest Planning Area/Midtown PMD. This amendment implements land development regulations consistent with the Planned Mobility (PM) future land use designation for the Southwest Planning Area of the City. The Downtown Ordinance and its Rules were amended to adopted rules, regulations, and procedures to allow for administrative approvals of projects of 5,000 square feet or less in the Downtown area of the City. This amendment will save applicants in the Downtown development process significant processing time as well as staff time that could be devoted to other City initiatives.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Number of applications processed Strong Partnership with Our 58 66 55 before the Planning and Zoning Stakeholders Board

Number of applications processed Strong Partnership with Our 55 45 42 before City Council Stakeholders

Number of IDA applications Strong Partnership with Our 7 9 7 processed before Community Stakeholders Redevelopment Agency

140

POLICE SERVICES

Daniel Alexander, Chief of Police Michele Miuccio, Deputy Chief of Police Josh Mindick, Assistant Chief of Police

T he vision of the Police Services Department is to employ the finest people providing the best police services for our community. T he mission of the Police Services Department is to protect and serve.

T he organizational values which guide the Police Services Department in this mission are: Fairness - maintaining objectivity; Integrity - being hones and ethical; Respect - treating all people with dignity; Service - putting others first; Trust - build competence through professionalism.

Community Services 30% Communications Center 6% Biological Processing Lab 1% APPROVED 2019-20 DIVISION BUDGET Community Services $ 16,201,800 Communications Center 3,753,900 Field Services 35,096,100 Biological Processing Lab 198,600 Transfers 1,115,000 TOTAL $ 56,365,400

Field Services 63%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 39,505,655 42,521,000 42,521,000 45,830,000 Other Operating 6,786,109 7,974,100 8,036,000 8,612,500 Supplies 535,062 777,800 1,013,100 780,900 Capital Outlay 5,496 - 25,700 27,000 Transfers 1,755,900 1,091,000 1,091,000 1,115,000 TOTAL 48,588,222 52,363,900 52,686,800 56,365,400 Full-time Employees 322.00 322.00 322.00 327.00

141 CITY MANAGER Approved Positions FY 19/20 327

POLICE SERVICES

CHIEF'S OFFICE (1) Office Supv II (1) Administrative Assistant (1) CHIEF OF POLICE (INTERIM) (1) Secretary Michele Miuccio

COMMUNITY SERVICES DIVISION FIELD SERVICES DIVISION (1) Deputy Chief of Police (1) Assistant Chief of Police Michele Miuccio Josh Mindick

(1) Office Supervisor I (2) Administrative Assistant SPECIAL SERVICES SECTION (2) Office Assistant II SUPPORT SERVOCES BUREAU (1) Lieutenant (1) Director (2) Sergeants (1) Lieutenant (15) Officers INVESTIGATAIVE (1) Finance Manager WEST DISTRICT (1) Comm. Srvc. Supervisor SERVICES (1) Police Quartermaster (11) Comm. Srvc. Officer (1) Captain (1) Admin. Specialist (1) Administrative Assistant (2) Lieutenant (1) Captain (1) Public Information Mgr. (1) ILP Manager (6) Sergeant (2) Lieutenant (1) Officer Public Information (1) Forensic Services Manager (4) Crime Analysts (42) Officer (1) Civ Public Information (4) Crime Scene Tech (1) Office Assistant II (1) Crime Scene Supervisor (1) Latent Fingerprint Exam. CRIME PREVENTION (1) Evidence Custodian Supvr. RECORDS SECTION (3) Evidence Custodian COMMUNICATIONS (1) Records Mgr. (1) Sergeant (14) Tactical Officer (1) Victim Advocate (1) Captain (2) Records Mgmt. Supvr. (5) Officer (1) Lieutenant (1) Comm Srvc Officer (8) Sergeant (10) Records Clerk (6) Public Safety Disp. Spvsr. (4) Police Officer (35) Detective (3) Multimedia Evidence (22) Public Safety Dispatcher Custodian* (4) Public Safety Call Taker (1) Digital Evidence (1) Comm Technician Recovery Tech EAST DISTRICT (1) Office Supervisor I (1) Youth Crimes Specialist (4) Real-Time Command Ctr (1) Captain (1) Secretary Techs* (2) Lieutenant (7) Sergeant BIOLOGICAL PROCESSING (46) Officer LAB (1) Comm. Srvc. Officer PROFESSIONAL STANDARDS (6) Police Officer (2) BPL Technicians (1) Captain (1) Accreditation & Comp Mgr (1) Civ. Background Invest. (2) Sergeant (5) Officer (1) Secretary (1) Admin Assistant (1) Training Administrator

* 4 Real-Time Command Ctr Techs 4 Approved FY 19/20

142 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND POLICE SERVICES COMMUNITY SERVICES

DIVISION DESCRIPTION

The Chief of Police directs the operation of the Police Services Department by formulating policy, developing the budget, establishing the organizational structure, and monitoring all pertinent activities. To assist the Police Chief with these commitments, the Community Services Division is headed by a Deputy Chief of Police.

The Professional Standards Bureau, which is overseen by a captain, is responsible for investigating all complaints, recruitment, selection, hiring, staff inspections, training, management of the accreditation process, and the review of Department policies and procedures.

The Support Services Bureau consists of several components and is managed by a director. The components include intelligence led policing, strategic planning, and records. The Bureau also includes the Crime Analysis Unit which analyzes crime patterns/trends and collects/disseminates intelligence regarding officer safety and crime issues.

The Special Services Bureau is managed by a captain. Bureau personnel are the first responders to traffic incidents. Personnel provide traffic enforcement, marine services, crash investigations, canine services, public information, and school crossing guards. The bureau commander also oversees, facility maintenance, payroll, inventory and budget management.

GOALS

To develop the finest staff to deliver world-class police services to our community, utilizing the latest technology, training and equipmen To administer the Department in an efficient manner.

OBJECTIVES 2019-2020 Conduct one DUI/traffic safety operation per quarter. Achieve 100% passing rate on the Physical Abilities Test for law enforcement officers. Create an intranet solution to receive, track, and create tasks for actionable traffic complaints.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Conduct one DUI/Traffic safety operation per quarter. Traffic officers conducted quarterly DUI/traffic safety operations.

Achieve 100% passing rate on the Physical Abilities Test for law 99.2% passed. enforcement officers. Increase communication with traffic engineering to solve traffic Traffic staff meets quarterly with the traffic engineering staff to problem. discuss issues.

Maintain Excelsior state level accreditation. Awarded Excelsior status on February 20th,2019.

OTHER ACHIEVEMENTS

143 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Maintain internal affairs complaint World Class Municipal Services 6 6 5 investigations below the target of ten (10).

Maintain a use of force rate of 5% or World Class Municipal Services 5% 4% 4% lower during arrest situations.

Maintain an agency-wide vacancy rate Financially Sound City Government 13% 10% 9% of 5% or lower.

Maintain state accreditation. World Class Municipal Services yes yes yes

144 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND POLICE SERVICES COMMUNICATIONS/DISPATCH

DIVISION DESCRIPTION The Police/Fire Emergency Communications Center is managed by a Lieutenant who is charged with the responsibility of directing the activities of telecommunicators, supervisors, and a radio technician. The Center serves as the vital link between the citizens and the resources to meet their public safety needs.

GOALS To provide the internal and external customers with the highest quality public safety communications service.

OBJECTIVES 2019-2020 Implement and track the Quality Assurance process for the Priority Dispatch Suite.

Attain a vacancy rate of 10% or less.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Implement and track the Quality Assurance process for the Did not achieve this goal due to supervisor shortage. Priority Dispatch Suite.

Attain a vacancy rate of 10% or less. 24% vacancy rate. Did not achieve objective.

OTHER ACHIEVEMENTS

N/A

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Achieve 95% of 911 calls answered World Class Municipal Services 93.03% 93% 95% within 0-15 seconds. Achieve 85% overall average in the World Class Municipal Services N/A 85% 85% quality assurance program for the Priority Dispatch Suite. Restart QA program.

Achieve a call processing time for Financially Sound City Government 46% 90% 90% priority calls (receipt to dispatch) of 60 seconds or less 90% of the time.

145 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND POLICE SERVICES BUREAU OF FIELD SERVICES

DIVISION DESCRIPTION

The Field Services Division is headed by an assistant chief who oversees the operation of the Patrol Districts and the Investigative Services Bureau. Each district is managed by a police captain. Officers provide service to the citizens and develop a partnership with the community, utilizing problem-solving techniques to prevent crime. Officers utilize various methods to address patterns of criminal activity.

The Investigative Services Bureau is managed by a police captain who supervises two sections; Major Crimes and Strategic Operations The Major Crimes Section houses the Property Crime Unit, Persons Crime Unit, Economic Crime Unit, and the Forensics Services Laboratory. The Strategic Operations Section oversees Vice Intelligence Narcotics Unit, Special Investigations Unit and the Tactical Team. These units are responsible for conducting follow-up investigations, surveillance and crime scene processing. They are also responsible for the court preparation of cases as well as assisting in prosecutions. All investigators maintain liaisons with other local, state and federal agencies in order to facilitate multi-jurisdictional investigations.

GOALS

To provide world-class police services to our citizens through traditional responses to calls for service, intelligence-led policing approaches, and thorough investigations. To develop and build partnerships for effective community-based policing.

OBJECTIVES 2019-2020 Update our current active threat presentation for the public and provide 12 additional presentations. Meet with 12 additional private partners to review emergency plans and enter them into the incident management software (Rhodium).

Identify top 10 locations for repeat calls for service and meet with representatives to reduce the repeat calls. Attain the required training to join the United States Secret Service Cyber Crimes Task Force.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Partner with religious facilities, business and private schools to The Crime Prevention Unit conducted 14 active shooter conduct 12 or more response to active shooter training classes. presentations.

Conduct a multijurisdictional active shooter scenario to include post Completed a table top active shooter exercise on February incident operations inclusive of media briefings, family reunification, 20th,2019 and a scenario is scheduled for July 20th,2019 at and other logistical considerations. Florida Atlantic University. Meet with new local FBI leadership to bring Cyber Crimes We met with ASAC Sheldon Burkett on January 29th,2019. investigators to the Computer Forensics Unit at 6500.

Select and train an additional Polygraphist for redundancy and A detective is currently in the polygraphist's academy. succession planning.

OTHER ACHIEVEMENTS

146 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Maintain the Departments case World Class Municipal Services 35.63% 25% 25% clearance rate at or above the national level of 25%.

Maintain an overall customer satisfaction World Class Municipal Services looking for new 84% 90% rating level of 95% based upon annual vendor survey results.

Maintain a response time of five minutes World Class Municipal Services 4.89 4.48 4.40 or less for in-progress calls for service.

147 City of Boca Raton FUND DEPARTMENT DIVISION BIOLOGICAL PROCESSING GENERAL FUND POLICE SERVICES LAB

DIVISION DESCRIPTION The Police Services Departments Biological Processing Laboratory (BPL) processes evidence for the confirmation of blood and semen through microscopic analysis, which determines if further DNA work should be attempted. Swab items are also processed for touch DNA. All informative evidence is then submitted to the Palm Beach County Sheriffs Office Forensic Biology Unit for DNA analysis.

GOALS To provide the best and most efficient DNA pre-screening to our internal and external customers.

OBJECTIVES 2019-2020 Maintain turnaround time under 30 days 90% of the time on items submitted for processing.

Be in compliance with the 17025 accreditation requirements by December 31,2019.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Maintain turnaround time under 30 days 90% of the time on Average turnaround time is 9 days for 100% of the time. the items submitted for processing.

To improve our screening capabilities by acquiring a M-Vac The M-Vac has been purchased and all testing needed for collection system and completing lab validation for usage. validation has been completed and sent to PBSO. The completion is anticipated before the end of the fiscal year.

OTHER ACHIEVEMENTS

N/A

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Complete internal accreditation World Class Municipal Services 10/26/2017 10/22/2018 10/22/2019 audit with Department's Accreditation Manager on a yearly basis. Turnaround time for submitted World Class Municipal Services 100% 100% 100% evidence in a maximum of 30 days 90% of the time.

148 FIRE RESCUE SERVICES

Thomas R. Wood, Fire Chief John Treanor, Deputy Fire Chief

B oca Raton Fire Rescue Services Department will be recognized as a premier emergency response agency through continuous assessments and improvements, which enhance our level of service, exemplified by leadership, innovation, and utilization of best practices.

T he mission of the Boca Raton Fire Rescue Services Department is to minimize the level of risk to life and property through the delivery of the highest quality emergency and non-emergency services to the community.

Administration Dispatch Fire & Life 8% 3% Logistics & Safety Support 5% 4% APPROVED 2019-20 DIVISION BUDGET Administration $ 4,591,300 Dispatch 1,483,400 Logistics & Support 2,273,200 Operations 43,809,700 Fire & Life Safety 2,451,800 TOTAL $ 54,609,400

Operations 80%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 39,103,225 41,429,000 41,429,000 44,510,200 Other Operating 7,242,628 7,738,800 7,791,100 8,471,700 Supplies 934,556 1,180,300 1,196,700 1,277,000 Capital Outlay 51,822 301,100 335,900 350,500 Transfers 244,700 129,000 129,000 - TOTAL 47,576,931 50,778,200 50,881,700 54,609,400 Full-time Employees 246.00 247.00 247.00 259.00

149 Approved Positions FY 19/20 259 CITY MANAGER

FIRE-RESCUE SERVICES

(1) FIRE CHIEF Thomas R. Wood (1) Office Supervisor II

(1) Administrative Specialist (1) Accounting Coordinator (1) DEPUTY FIRE CHIEF (1) Office Assistant II John Treanor (1) Secretary

LOGISTICS & ADMINISTRATIVE FIRE & LIFE SAFETY OPERATIONS SERVICES SUPPORT (1) ASSISTANT FIRE (1) ASSISTANT FIRE (1) ASSISTANT FIRE (1) ASSISTANT FIRE CHIEF CHIEF CHIEF CHIEF

TRAINING & SAFETY (1) Contract Administrator PLAN REVIEW EMS (1) Division Chief (1) Sr. Inspector (1) Division Chief (1) Captain SUPPLY/EQUIPMENT (4) Fire Inspector (1) Captain (1) Training Captain (1) Lieutenant (2) Supply Officer (1) Secretary COMMUNICATIONS (1) SCBA Technician INSPECTIONS SPECIAL (1) Sr. Inspector APPAR/VEHICLE OPERATIONS (1) Division Chief (4) Inspector MAINTENANCE (1) Permit Specialist (1) Division Chief (1) Equip Main Specialist (1) Vehicle Technician III (2) Vehicle Technician I (4) Battalion Chief (4) EMS Captain (6) Medic (32) Captain (28) Lieutenant* (38) Firefighter/Driver* (108) Firefighter

* 4 Fire Lieutenants 8 Firefighters 12 Approved FY 19/20

150 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FIRE/RESCUE SERVICES ADMINISTRATION

DIVISION DESCRIPTION The Administration Division provides direction and control for formulating and implementing department goals, objectives, and policies; carries out administrative functions, including budget, payroll, purchasing, clerical support, as well as assisting in coordinating the City’s emergency preparedness program. The Administration Division is also responsible for the training and safety section, liaising with the City’s 9-1-1 Communication Center, facilitating the community health programs, and responsible for the dissemination of information to the public and the news media.

GOALS The goal of the Administration Division is to promote excellence in the delivery of emergency services in a manner that is fiscally responsible and meets or exceeds the standard of care.

OBJECTIVES 2019-2020 Complete a review and update of all internal mission critical policy and procedural documents. Implement a newly created program to mentor and develop all new officers as they transition into supervision and management. Continue evaluation of emergency response times and other indices to make recommendations that will improvement our level of service.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT To complete an independent job task analysis, evaluate and Objective achieved update job descriptions and competency requirements for the ranks of Captain and EMS Captain. To update the Firefighter Drivers Proficiency Assessment Objective achieved Program. To create a program to mentor and develop all new officers Program created as they transition into supervision and management.

OTHER ACHIEVEMENTS

The Training and Safety Division facilitated the hiring, orientation, and a successful probationary evaluation of 10 firefighter/paramedic candidates from FY 2018-19. Maintained ISO Public Protection Class 1 Rating training and record keeping requirements. Implemented State required PTSD training.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET ISO Training Hour Standards World Class Municipal Services 97% 99% 99%

151

City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FIRE/RESCUE SERVICES LOGISTICS AND SUPPORT

DIVISION DESCRIPTION The Logistics and Support Division is responsible for facility maintenance, apparatus and equipment maintenance, self contained breathing apparatus (SCBA) maintenance, distribution and management of departmental firefighting and EMS supplies, uniforms, personal protective gear for personnel, and coordination of procurement documents.

GOALS The goal of the Logistics and Support Division is to utilize City resources to assure that facilities, apparatus, firefighting equipment, SCBAs, uniforms, and protective clothing are in optimum condition to meet current emergency response needs in the most efficient manner.

OBJECTIVES 2019-2020

Purchase and place one new Fire Engine/Pumper in service. Purchase and place a new breathing air compressor system in service. Purchase and place three new Medic Units in service.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Upgrade the EMS Supply Officer from part time to full time. Achieved Add exhaust removal system to all bays at the Fire Support Not achieved, in consideration for the future. Facility. Add one oil dispenser system to bay one at the Fire Support Not accomplished and will be attempted in the 2019/20 fiscal Facility. year.

OTHER ACHIEVEMENTS

Purchased and placed two medic units and one brush truck in service. Purchased and placed SCBA Masks with integrated infrared cameras in service. Annual hose, ladder, aerial ladder, and fire pump testing was accomplished.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Add additional Training and courses World Class Municipal Services 50% 95% 100% to enhance EVT knowledge and abilities. Produce quarterly vehicle World Class Municipal Services N/A N/A 100% maintenance and repair reports to evaluate efficiency and effectiveness. Train new Fire Rescue staff to assist World Class Municipal Services N/A N/A 100% with procurement of items that are greater than $5,000.

152

City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FIRE/RESCUE SERVICES FIRE OPERATIONS

DIVISION DESCRIPTION The Operations Division responds to fires, medical emergencies, hazardous materials and other special operation incidents, and other emergencies that endanger life and/or property throughout the City. This Division also manages the community health program, which includes blood pressure screening, and child safety courses.

GOALS The goal of the Operations Division is to provide emergency services to the community that meet or exceed the standard of care.

OBJECTIVES 2019-2020

Develop and deploy a new competency program for all Confined Space Technicians that continues to meet or exceed local standards. Evaluate and update protocols related to emergency medical procedures and treatments. Evaluate and revise, as necessary, the department’s formal officer development program and proficiency assessment program of future officer candidates.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Develop and deploy a new competency program for all The department has developed and implemented a new Hazardous Materials Technicians that continues to meet or competency program for all Hazardous Materials exceed local standards. Technicians. Evaluate and update protocols related to emergency medical The department reviewed all EMS Protocols and adopted the procedures and treatments. most current standards in pre-hospital medical care that changed since the previous revision. The revision included the newest Trauma Treatment Protocols that were adopted by the Health Care District. Develop and institute a formal officer development program. The department developed an officer development program curriculum and is expected to deliver the pilot program by September.

OTHER ACHIEVEMENTS

Trained 620 students in CPR. Installed 120 child safety seats.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Total Fire Responses World Class Municipal Services 2135 2250 2300 Total EMS Responses World Class Municipal Services 12078 12800 13100 Total Non-Emergency and Other World Class Municipal Services 1846 2000 2100

153 Average Non-Emergency Response World Class Municipal Services 6.14 6.16 6.15 Time in Minutes

Fire Responses < 8 Minutes World Class Municipal Services 82.30% 81.60% 81.20% Average Fire Response Time in World Class Municipal Services 6.26 6.36 6.35 Minutes Average EMS Response Time in World Class Municipal Services 5.58 5.60 5.50 Minutes

EMS Responses < 8 Minutes World Class Municipal Services 90.36% 90.00% 90.00%

154 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND FIRE/RESCUE SERVICES FIRE AND LIFE SAFETY

DIVISION DESCRIPTION The Fire and Life Safety Division conducts fire and safety inspections and equipment tests, reviews construction plans and issues permits for various fire-related systems and activities. This Division also develops and implements public education/information programs designed to promote fire safety in the community.

GOALS The goal of the Fire and Life Safety Division is to reduce the loss of life and property in the City as a result of fire-related incidents.

OBJECTIVES 2019-2020 Continue the emphasis on periodic inspections of existing buildings to complete at least 2000 building inspections. Complete the work necessary to achieve the maximum points for the Fire and Life Safety Division during the next ISO Inspection. Continue the emphasis on Community Risk Reduction Programs, and growth of the CERT Program.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Complete the training program to have all members of the All members of the Division are State Certified Fire Inspector Division trained to the State Fire Inspector II level. II. Renew the emphasis on periodic inspections of existing Completed 2418 inspections on existing buildings. buildings to complete at least 1250 building inspections. Renew the emphasis on Community Risk Reduction This project is ongoing and is incorporated into next year’s Program, and reactivation of CERT Program. objectives; CERT Team was reactivated.

OTHER ACHIEVEMENTS

Increased the number of Public Education/Community Risk Reduction Events by more than 15%. Increased the total number of inspections by greater than 25%. Added an additional Fire Inspector position to the Division.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Respond to calls for technical World Class Municipal Services 97% 97% 97% assistance within 4 hours. Attend Public Education/Community World Class Municipal Services 134 130 130 Risk Reduction Events Requested by the Community. Individual telephone World Class Municipal Services 95% 95% 95% move/add/change requests completed within 1 working day.

155

MUNICIPAL SERVICES

Zachary Bihr, P.E., Director

T he vision of the Municipal Services Department is to provide world class routine and emergency services. T he mission of the Municipal Services Department is to provide state-of-the-art design, construction, operations, and maintenance of City facilities, infrastructure, and transportation in a customer-focused, cost effective, and sustainable manner to provide a safe, clean, and high quality community.

T he Municipal Services Department is responsible for the divisions of Administration, Traffic/Special Projects, Coastal Programs, Dredge, Streets, Facilities Maintenance, and Engineering.

Administration Streets 9% 10% Dredge Engineering 3% Services APPROVED 13% 2019-20 DIVISION BUDGET Administration $ 1,339,400 Streets 1,468,400 Dredge 550,900 Facilities Maintenance 4,608,100 Traffic/Special Projects 5,245,200 Engineering Services 1,921,900 TOTAL $ 15,133,900 Facilities Maintenance 30% Traffic/Special Projects 35%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 6,183,542 7,589,200 7,564,300 7,654,400 Other Operating 4,817,947 5,926,800 6,247,400 6,177,100 Supplies 541,458 993,900 1,210,200 1,089,000 Capital Outlay 66,298 134,300 143,600 127,200 Transfers 472,500 289,700 289,700 86,200 TOTAL 12,081,745 14,933,900 15,455,200 15,133,900 Full-time Employees 82.00 82.00 82.00 84.00

156 Approved Positions FY 19/20 84 CITY MANAGER

MUNICIPAL SERVICES

ADMINISTRATION (1) DIRECTOR VACANT

(1) Office Supervisor II (1) DEPUTY DIRECTOR (2) Administrative Assistant VACANT (1) Financial Administrator

COASTAL MGT & SPEC TRAFFIC/SPECIAL PROJECT FACILITIES MAINTENANCE ENGINEERING / DESIGN PROJS (1) TRAFFIC ENGINEER (1) COASTAL PROGRAM MGR (1) FACILITIES MANAGER (1) CITY CIVIL ENGINEER Maria Tejera, P.E. Jennifer Bistyga Wayne Anderson Maurice Morel. P.E. (1) Administrative Assistant (1) Administrative Assistant (2) Project Engineer DREDGE (4) Electrician (1) Contract Administrator (1) Dredge Captain TRANSPORT PLANNING (3) Refrigeration Mechanic (2) Dredge Operator (4) Carpenter (2) Transp Planning Engineer CONSTRUC. PROJECT MGT. (1) Dredge Deck Hand I (2) Trades Assistant (3) Transportation Analyst (2) Plumber (1) Capital Improvement Proj Mgr (1) Building Maintenance Supv (1) Chief Construction Insp SIGNALS, SIGNS & MARKINGS (1) Contract Administrator (3) Construction Inspector (1) Assist Facility Manager (1) Landscape Design/Proj Mgr (1) TRAFFIC OPERATIONS (2) Project Manager ENGINEER Erik Ferguson, P.E. ENGINEERING / SURVEY (1) Traffic Project Engineer* (1) LAND SURVEYOR (1) Traffic Signal Supv (2) Traffic Signal Tech II (1) Survey Section Chief (3) Traffic Signal Tech I* (2) Survey Party Chief (1) Signs/Marking Chief (1) Traffic Control Tech (1) Traffic Control Tech II STREETS (2) Traffic Signal Operations Specialist (1) Superintendent of Streets (1) Signal Systems Inspector (2) Street Maint Supervisor (1) Signal Tech Trainee (2) Heavy Equip Operator (1) Equipment Operator II (2) Equipment Operator I (6) Maintenance Worker

* 1 Traffic Project Engineer 1 Traffic Signal Tech I 2 Approved FY 19/20

157 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND MUNICIPAL SERVICES ADMINISTRATION

DIVISION DESCRIPTION

The Administration Section of the Municipal Services Department provides support and coordination to City staff and citizens in need of the multi-disciplinary functions of the Department.

GOALS

The goal of Administration is to provide efficient, well-managed services through the proper management and protection of the City's physical assets including fleet, facilities, roads, bridges, waterways and the beaches as well as providing our residents services such as inlet management and disaster recovery.

OBJECTIVES 2019-2020 Provide quarterly safety training to individual sections. Construction of the Gumbo Limbo Nature Center Saltwater Tank Seawater Intake and pump station system project Go out to bid for the construction of the Lake Wyman and Rutherford Park Restoration Project Go out to bid and commence construction for the North Jetty Rehabilitation Project and the environmental enhancement reef offshore of Boca Raton.

Go out to bid for the construction of the Wildflower/Silver Palm Park Project. Continuous succession planning and personnel development, focusing on staff changes within the next five years.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Commence the engineering, permitting and design a passive park This task is ongoing. at the Wildflower Property.

This task is on-going. Continue park developments per the waterfront master plan.

Construction of the Gumbo Limbo Nature Center Saltwater Tank The City is awaiting issuance of the USACE permit and then will Seawater Intake and pump station system project proceed with bid issuance.

Conduct the engineering, permitting and design of the North Jetty The engineering and design documents are complete, and the Rehabilitation Project. City applied for FDEP and USACE permits in March 2019.

Continuous succession planning and personnel development, This task is ongoing. focusing on staff changes within the next five years.

Provide quarterly safety training to individual sections. This task is ongoing.

Continue the engineering, design and permitting of the Lake This task is ongoing. The City submitted permit applications in Wyman and Rutherford Park Restoration Project. April 2019.

OTHER ACHIEVEMENTS Went out to bid for canal cleaning continuing services. Applied for a grant from the Florida Inland Navigation District for Phase 2 funding associated with the Lake Wyman/Rutherford Park Project. Obtained over one million dollars in Florida Department of Environmental Protection Grant State funding reimbursements. Developed and issuance of a Coastal Engineering Services RFP. 158 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Prioritize and fund training and World Class Municipal Services 95% 100% 100% certification requests that support succession planning. Pre and Post construction monitoring World Class Municipal Services 90% 90% 90% demonstrate that beach renourishment projects are properly planned and executed to maintain enough advanced fill in the project template to provide adequate protection to the dunes and upland structures.

Performance metrics and objectives World Class Municipal Services 75% 90% 100% are aligned to goals, are measurable, and are attainable.

159 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND MUNICIPAL SERVICES STREETS

DIVISION DESCRIPTION Responsibilities of the Streets Section include the maintenance of 487 lane miles of asphalt/concrete roadways, 25 miles of bike paths, and an estimated 360 miles of concrete sidewalks.

GOALS To maintain a safe and efficient transportation network for our citizens and to supply equipment and personnel to assist other Departments as needed.

OBJECTIVES 2019-2020 Implement a comprehensive monitoring and maintenance program for: El Rio Trail, A1A shared use pathway, Patch Reef Trail north of Glades, and the shared use pathway on the south side of Palmetto within the City Limits. Complete graffiti eradication within 24 hours of notification in City right-of-way.

Cross train Streets Supervisors to utilize the PAVER Asphalt Distress Manual for field inspections

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Implement a proactive sidewalk repair program for the El Rio Completed. Expanding to comprehensive inspection and Trail. maintenance program. Complete graffiti eradication on City Streets within 24 hours This project is completed and ongoing. of notification. Complete pathway maintenance on North/South Verde Trail Completed. walkway. Complete proactive inspections for 5% of City infrastructure Completed. maintained by Streets Department.

OTHER ACHIEVEMENTS

Repaired 64 potholes.

Completed 59 residential sidewalk repairs. Totaling 9,000 linear feet of sidewalk.

Repaired 303 Utility and Recreation Services sidewalk repairs.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Investigate and develop plan to World Class Municipal Services 96% 96% 100% repair or replace sidewalk within 24 hours of complaint. Completion of Utilities open World Class Municipal Services 86% 90% 95% pavement repairs within one-week period. Complete sidewalk repairs within 10 World Class Municipal Services 80% 85% 90% days of homeowners authorization.

160 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND MUNICIPAL SERVICES DREDGE

DIVISION DESCRIPTION The Dredge Section of the Municipal Services Department is responsible for clearing sand from the Boca Raton Inlet to the A-1-A bridge and transferring it to the beach south of the inlet in accordance with the State approved Inlet Management Plan.

GOALS To maintain a clear and navigable inlet for boaters in the Boca Raton area, maintain water quality of inland waterways and provide sand transfer south of the Inlet.

OBJECTIVES 2019-2020 Monitor the ebb tidal shoal and dredge 83,000 cubic yards of sand from the inlet.

Maintain the inlet channel at a 6 ft. depth.

Continue to implement additional safety features within the dredge operations and beach disposal area.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Maintain the inlet channel at a 6 ft. depth. Dredging activities occur throughout the year maintaining an inlet channel depth of 6 feet. Continue to implement additional safety features within the This task is ongoing. dredge operations and beach disposal area. Purchase of a new dredge The City went out to bid for a new dredge

Monitor the ebb tidal shoal and dredge 83,000 cubic yards of This task is an ongoing. The Department of Environmental sand from the inlet. Protection adopted an annual bypassing objective of 83,000 cubic yards of sand to be dredged from the Boca Raton Inlet using the City-owned dredge and periodic beach nourishment projects.

OTHER ACHIEVEMENTS

Applied for a Florida Inland Navigation District (FIND) grant for $60,000 towards the purchase of a new dredge.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Keep the inlet at a 6 ft. depth. World Class Municipal Services 90% 90% 100%

161 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND MUNICIPAL SERVICES FACILITIES MAINTENANCE

DIVISION DESCRIPTION The Facilities Maintenance Section administers maintenance repairs, construction, renovation, and service contracts of City-owned buildings and related systems; maintains records of all maintenance and repairs to buildings and related systems; maintains security ID card access systems and standardizes keying systems in City-owned facilities. Services include, but are not limited to, carpentry, electrical, air conditioning, painting, and plumbing.

GOALS

The goal of Facilities Maintenance is to provide and maintain clean, efficiently run facilities, sustainable quality service, in a cost effective manner with regard to all trades and general maintenance. Services are provided to all departments/sections citywide so citizens and staff may conduct business in a quality and more secure environment.

OBJECTIVES 2019-2020 Complete all projects identified in Facilities CIP project codes Complete all projects in Facilities Needs Request Expand alternative energy projects citywide

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Complete all projects in Facilities Needs Request Majority of Facilities Needs Projects completed (see the list under other achievements) Expand alternative energy project locations. Three vehicle chargers installed one at Spanish River Park, one at Red Reef Park and one at South Beach Park Establish new program for Air Conditioning Preventative This objective is not complete, but is still being developed. Maintenance/Repair bid. Complete all projects identified in Facilities CIP project codes. Majority of the CIP Projects completed. (see list below)

OTHER ACHIEVEMENTS CIP: Municipal Services Complex - Five Fan coil units & two AHUs replaced. Municipal Services Complex Old Dispatch area designed for Traffic Division. Card Access System - Installed/expanded in City facilities. Building Administration Code Enforcement (BACE) Building Parking Lot Lighting designed. Building Administration Code Enforcement (BACE) Building Elevator Controllers. Electric Vehicle Chargers purchase in progress, electric work completed. Old Town Hall roof replacement. Amphitheater Cam Lock installation. Facilities Needs Requests: Boca Raton Community Center VCT Flooring Replacement. Fire Station Ceramic tile projects in progress. 6500 Building Classroom furniture replacement. Building Administration Code Enforcement Building exterior painting. Paint bid completed. Air conditioning Systems replaced at the following locations: Station 1 Fire Support Park Ranger Offices

162 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET PMs completed on schedule. World Class Municipal Services N/A 75% 100%

Work Orders completed within 14 World Class Municipal Services N/A 75% 100% business days. To reduce external work orders World Class Municipal Services 8% 8% 10% submitted through Facilities Maintenance proactive awareness within City facilities.

163 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND MUNICIPAL SERVICES TRAFFIC/SPECIAL PROJECTS

DIVISION DESCRIPTION

The Traffic/Special Projects Division maintains the City's traffic circulation system including traffic signals, signs, and markings. Responsibilities include daily traffic operations as well as planning activities to accommodate growth and an ever-changing system, including traffic calming, vehicle/bicycle/pedestrian/transit functions, and land development mitigation.

GOALS It is the goal of the Traffic/Special Projects Division to provide and maintain a safe and efficient traffic circulation system for vehicle pedestrians, bicyclists, and transit users.

OBJECTIVES 2019-2020 Upgrade span wire traffic signals to mast arms. Prepare Traffic Study to implement Complete Streets along Federal Hwy within the downtown area consistent with the recommendations of the US-1 Multimodal Corridor Study prepared by the Palm Beach County TPA. Update Traffic Management Center with latest technology. Implement transfer of jurisdiction for several corridors within the City between Palm Beach County, the Florida Department of Transportation and the City.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Increase multimodal opportunities within the City. The Palmetto Park Rd, shared-use pathway increases multimodal opportunities within the City. Coordinate implementation of Quiet Zones for FEC/Brightline at- Quiet Zones went into effect. grade railroad crossings. Upgrade FPL street lighting fixtures throughout the City to LED Upgrade to LED fixtures has started in neighborhoods. Currently fixtures. preparing design plans to upgrade arterials, collectors and through the downtown area. Upgrade Audible Pedestrian Signals to current standards. In progress. Complete upgrade of school flasher time clocks to a centrally All school flashers time clocks have been upgraded. managed system via cellular communications Coordinate construction of a shared-use pathway on the south side Construction of the shared-use pathway is expected to be of Palmetto Park Rd. from the western City limits to NW 2nd Ave. complete in June 2019.

Implement transfer of jurisdiction for several corridors within the In progress. City. This transfer involves Palm Beach County, the Florida Department of Transportation (FDOT) and the City.

164 OTHER ACHIEVEMENTS Completed Downtown Parking Study. Installed adaptive signal system along Spanish River Blvd. Average review time for traffic and parking studies was reduced by 64% from 25 days in FY 2016-2017 to 9 days in FY 2017-2018.

Assisted the Citys Fire Department in expanding its signal preemption system. Prepared Downtown Pedestrian study. Identified improvements for Camino Real Traffic Circle. Obtained FDOT approval to remove the northbound hot-right-turn-lane at the intersection of Federal Hwy. & S. Mizner Blvd. Obtained grant approval from the TPA for $2,201,840 to install Adaptive Control Systems at 28 signalized intersections along Yamato Rd., and within the Downtown area (Dixie Hwy., Federal Hwy., Palmetto Park Rd. NE/NW 2nd St., and Camino Real).

Deployed travel time detection system along Palmetto Park Rd., Federal Hwy., Yamato Rd., Clint Moore Rd. and Spanish River Blvd.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Improve reviews and decrease average World Class Municipal Services 9 days 8 days 8 days turnaround times for traffic and parking study reviews, as part of land development process. Record and increase the annual World Class Municipal Services 90,806 91,000 92,000 ridership on City shuttles. Complete maintenance of FDOT traffic World Class Municipal Services 100% 100% 100% signals by June 30th and submit invoice.

165 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND MUNICIPAL SERVICES ENG/SURVEY

DIVISION DESCRIPTION Surveying for CIP projects for Departments throughout the City. Review plats for compliance with Chapter 177 of the Florida Statute Review all sketches and legal descriptions for all Departments throughout the City.

GOALS

The primary goal of Municipal Services/Survey Division is to provide Professional Surveying Services to all City Departments.

OBJECTIVES 2019-2020 Support other departments in the review of Plats, Easements, Surveys and other Documents. Perform 4 Boundary/Topographic Surveys of existing City Facilities, or in support of Proposed Projects. Set and Record 4 new Benchmarks throughout the City.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Reviewed multiple Plats, Easements, sketches, and Surveys for Support other departments in the review of plats, easements, US, CM, DS, RS, and MS surveys and other documents Perform 4 Boundary/Topographic Surveys of existing City Set and Recorded 6 New Benchmarks throughout the City Facilities, or in support of Proposed Projects Set and Record 4 new Benchmarks throughout the City Completed the Boundary Survey of City Hall Annex Complete a Boundary Survey of Fire Station 6 Completed 7 Topographic Surveys of City Facilities or Rights of Way in support of Proposed Projects

OTHER ACHIEVEMENTS Completed Sketch & Description for Right of Way Abandonment for Addison Mizner School. Completed Topographic Survey for Palmetto Park Road, from I-95 to SW 12th Ave. Completed Update Boundary Survey of Municipal Services Complex. Completed Update Boundary Survey of Rosemary Ridge Park. Completed Update Boundary Survey of Gopher Tortoise Park. Completed Topographic Survey of NE 5th Ave for Sidewalk to Wildflower Property. Completed Topographic Survey of Kingsbridge Median. Completed Update Boundary Survey of Silver Palm Park. Monitor Lake Elevations at Windwood and Countess DeHoernle Park. Completed Topographic Survey of NW 1st Court, from NW 16 Street to NW 20th Street. Reviewed Plats, Numerous Easements, Sketches and Surveys for US, CM, and DS. Completed Sketch and Descriptions for Palm Beach County School at Countess DeHoernle. Completed Update Boundary Survey of 6500 Bldg, including Tree Locations. Staked-out Property Line at the Ocean Strand Property for Recreation Services. Created Numerous Easement Sketches for US, CM, DS, and MS. Set 8 Bench Marks throughout the City to Replace Damaged or Destroyed Bench Marks. Completed Recovery & Documentation of All Existing Bench Marks for CRS Certification. Completed Topographic Cross-Sections of Lake Wyman Canal. Completed Topographic Survey for Temporary Fire Station 6 Trailer. Completed Boundary Survey of City Hall Annex on Federal Highway. Completed Update Boundary Survey of Wildflower Property, with Water Main Locations. Completed Update Boundary Survey of Pine Breeze Park. Completed Topographic Survey of the Hot Right at SE Mizner and Federal Highway. 166 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Review plats within 5 days. World Class Municipal Services 97% 98% 100% Complete land, boundary, topographic, World Class Municipal Services 97% 95% 100% and as-built surveys within 15 days.

Review sketches and legal descriptions World Class Municipal Services 98% 97% 100% within 3 days.

167 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND MUNICIPAL SERVICES ENG/DESIGN

DIVISION DESCRIPTION Design and/or manage City capital improvement operations and maintenance projects. Ensure design and construction compliance for private development.

GOALS

The primary goal of Municipal Services/Engineering Services is to provide high quality, cost effective, landscape architecture, engineering and professional surveying services to the citizens and all City departments including project development and management services, design and survey services, project planning and development, construction project management and inspection services.

OBJECTIVES 2019-2020 Fire Station No. 6: Design and Construction. Landscape Beautification Congress from Clint Moore Road to City Limit. Inspect and mitigate ten (10) miles of sidewalk repairs. Support PBC Schools during the planning and construction of two (2) new schools. Clint Moore Road Landscape Beautification from Military to I-95: Design/Construction. Perform Seawall Inventory in support of CRP. Resurface pavement on local roads in two (2) neighborhoods.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Complete construction of Phase II of the Gumbo Limbo Nature GLNC Phase II Boardwalk Completed. Center Boardwalk. Complete the design and construction for the re-surfacing of NW 2nd Avenue from Glades to Yamato Road Construction in various collector and arterial roads within the City, including: NW progress. NE 2nd Street from Mizner Blvd to NE 5th Avenue, and 2nd Avenue from Glades to Yamato Road, NE 2nd Street from NE 5th Avenue from Palmetto Park Road to North Federal added Mizner Blvd to NE 5th Avenue, and NE 5th Avenue from Palmetto to joint US/MS projects. Park Road to North Federal. Complete NW 9th Ave. rejuvenation pilot project. Pilot project completed on NW 67th St. east of NW 2nd. Complete sidewalk repairs for 5 subdivisions. Completed. Complete the maintenance repairs on 6 bridges within Camino Project in progress. Gardens. Complete the design/construction of Hillsboro El Rio Park Phase II. Construction in Progress.

Complete construction of the Police Vehicle Storage Building at Construction Completed, C/O Obtained. 800 Banyan. Complete design/construction beautification for Dixie Highway form Design Complete/Construction Start 2019. NE 15th Street to NE 32nd Street. Complete the design and construction for the re-surfacing of local Project completed. roads within Chatham Hills, NE 28th Street to NE 32nd Street between Dixie Highway and North Federal Highway, Sabal Park/Pinelands North, Pinelands, Country Club Village, Palm Beach Farms west of Juana Road (SW 12th Avenue).

Complete construction of the Clint Moore Road west of Jog to Clint Moore Rd Beautification Completed. Turnpike median beautification.

168 OTHER ACHIEVEMENTS Red Reef Park, Central Restroom Renovation: Completed. George Snow Park Restroom Renovation: Completed. Red Reef Park North Restroom Renovation: Completed.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Complete projects within 10% of original World Class Municipal Services 100% 95% 100% budget. Complete projects within contract time. World Class Municipal Services 100% 100% 100%

169 RECREATION SERVICES

Michael J. Kalvort, CPRE, Recreation Services Director

T he mission of the Recreation Services Department is to enrich the quality of life of each resident and to contribute to the enhancement of Boca Raton as a community, by providing exceptional recreational, educational and athletic programs, special events, facilities, parks, and other areas, in a fiscally responsible manner.

T he administrative team leads, coordinates, administers, and directs the work of the thirty-four budget divisions of the Recreation Services Department; which encompasses five separate operating funds (General Fund, Beautification Fund, Beach and Park District Fund, Cemetery/Mausoleum Enterprise Fund, and Golf Course Enterprise Fund), in meeting the mission of the department for resident enjoyment.

Library 25% Administration 9% APPROVED 2019-20 DIVISION BUDGET Administration $ 2,066,600 Library 5,687,300 Recreation 6,064,400 Parks 8,694,900 TOTAL $ 22,513,200

Recreation 27% Parks 39%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 12,000,727 12,741,300 12,741,300 13,288,000 Other Operating 5,983,617 6,980,500 7,189,300 7,155,400 Supplies 1,180,150 1,358,800 1,450,000 1,431,900 Capital Outlay 88,231 81,000 97,700 281,200 Transfers 296,000 302,800 302,800 358,800 TOTAL 19,548,725 21,464,400 21,781,100 22,515,300 Full-time Employees 165.00 165.00 164.00 168.00

170 Approved Positions FY 19/20 168 CITY MANAGER

RECREATION SERVICES

(1) DIRECTOR Michael J. Kalvort, CPRE

(1) ADMIN. (1) DEPUTY DIRECTOR (1) SUPERINTENDENT (1) SUPERINTENDENT SUPERINTENDENT Michelle Zimmer Paul Davidson Gregory J. Stevens Tiffany Lucia

ADMINISTRATION LIBRARY SERVICES AQUATICS ATHLETICS (1) Administrative Assistant (1) Athletic Programs Admin. (1) MANAGER OF LIBRARY (1) Aquatics Admin. (1) Administrative Specialist (1) Athletic Supervisor I SERV (1) Admin Superintendent (2) Pool Lifeguard (1) Aquatics Lieutenant (1) Athletic Program Coord. (1) Administrative Assistant (1) Financial Manager (1) Librarian III - Public Services (1) Office Supervisor II PARKS COMMON GROUNDS (1) Librarian II – Collections BOCA RATON TENNIS CENTER (1) Librarian I – Youth Services PARK RANGERS (6) Parks Maint. Spvr. III* (1) Librarian II – Youth Services (1) Tennis Center Spvr. I (5) Equipment Operator II (1) Librarian III – Program Services (1) Chief Park Ranger (2) Groundskeeper* (36) Groundskeeper* (1) Librarian II – Technical Services (1) Park Ranger Spvr. (1) Secretary (1) Librarian III – Technical Services (4) Park Ranger (1) Carpenter (1) Librarian I – Technical Services (1) Secretary OCEAN RESCUE (1) Tree Trimmer / Pruner (2) Librarian I (1) Ocean Rescue Chief (5) Irrigation Sys. Tech I* (14) Library Assistant II (1) Ocean Rescue Capt. (1) Small Engine/Equip Serv Mech (4) Library Assistant (4) Ocean Rescue Lieut. (1) Parks Project Admin (4) Custodial Worker (18) Ocean Lifeguard (1) Maintenance Supervisor III (1) Room & Event Coord. PARKS/BALLFIELD (1) Youth Programs Director MAINTENANCE (1) Librarian I - Digital (3) Parks Maint. Sprv. III (1) Secretary (5) Groundskeeper

BOCA RATON COMM. CENTER IRRIGATION (1) Recreation Cntr Spvr. III (3) Irrigation Sys. Tech. I (1) Guest Services Cordinator – CC (1) Plumber (2) Secretary (2) Custodial Worker (1) Community Events Coordinator MIZNER PARK (1) Community Events Specialist (1) Contract Administrator

* 2 Groundskeepers 1 Irrigation Sys. Tech 1 Parks Maint. Spvr. III 4 Approved FY 19/20

171 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND RECREATION SERVICES LIBRARY SERVICES

DIVISION DESCRIPTION This Division includes the Boca Raton Public Library, which offers two locations: Downtown Library and Spanish River Library. Boca Raton Public Library supports the Recreation Services and Boca Raton City Governments missions by providing engaging programs, classes, print and digital materials, and other library services which support the educational and recreational needs of the community, with a particular emphasis on early childhood and youth reading, digital and technology skills, financial knowledge, health and wellness awareness, civic engagement, and career advancement skills.

The following goals and objectives are consistent with the Recreation Services Department's Mission to enrich the life of each resident and to contribute to the enhancement of Boca Raton as a community by providing exceptional recreational, educational and municipal programs, facilities and sites in a fiscally responsible manner. These goals and objectives are also consistent with the Boca Raton City Government's Mission to provide the highest quality of service to the community through responsible use of public resources to enhance our unique quality of life; as well as the City's Guiding Principles of a financially sound City government, world class municipal services, vibrant and sustainable City, strong partnership with community; and the City's objective to partner with the community in delivering services and public education.

GOALS 1. Increase library participation in community engagement events and programs by 10% annually. 2. Increase teen participation in activities and events by 10%. 3. Build five (5) new community partnerships which support literacy and skill-building competencies, especially in early childhood and youth reading, digital and technology skills, financial knowledge, health and wellness awareness, civic engagement, and career advancement skills. 4. Increase library visitors by 5% annually.

OBJECTIVES 2019-2020 1. Install AWE Early Learning Literacy stations at each library to support computer skills training for toddlers and young children. 2. Build an active teen program which engages local teens in STEM projects, digital and technology skills and college or employment preparation. 2a. Provide professional, targeted training for Youth Services team members to build an engaging teen program. 2b. Increase study space for middle school students, college students and other patrons at Spanish River Library though additional and improved study tables and chairs. 3. Expand Money Smart Week, Small Business Week and Health and Wellness Week to include at least 1 new community partner program. 3a. Implement Civic Engagement initiative to inform citizens about the US Census 2020, the 2020 elections as well as community volunteer opportunities. 4. Enhance public social spaces for studying, working, and gathering. 5. Purchase a mobile library van and implement a service route to provide library programs, classes and services to residents; special focus on residents in assistive facilities or high-density residential areas.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Increase new card registration by 5%. New library card registration increased by 5%; renewed library cards increased by 15%, for a total of 26,946 active library cardholders. Participants in library classes will rate their experiences as Early Childhood Literacy post-class surveys showed that excellent on post-class survey. 97% of parents and caregivers agreed or strongly agreed that after library classes they were more knowledgeable, confident, and aware of available resources to help their child learn to read. Digital Learning post-class surveys showed that 91% of class participants strongly agreed that after library classes they were more knowledgeable and confident using digital resources. materials and tools. Adult Education and Lifelong Learning post-class surveys showed that 88% of attendees learned useful skills and gained knowledge to help them accomplish their goals.

172 Increase Summer Reading Initiative participation by 2%. Summer Reading participation rose by 13% to 4,479 youth and adult enrollments, with the biggest increase in Tweens & Teens (24%) and adults (42%) Increase digital circulation to 25% of total circulation. Digital circulation increased 55% overall and to 32% of the total circulation due to state library statistics measurement corrections and additional city funding.

OTHER ACHIEVEMENTS

Physical and digital circulation increased 12% to 1,020,743 – The first year of over one million checkouts. -Special collections such as dolls, cake pans, STEM backpacks, early childhood literacy backpacks increased by 77%. -The Integrated Library System (for library catalog and card accounts) was successfully migrated to a newer version.

Total programs and classes increased 16% to 2,053; total programs and class participants increased 10% to 54,527. -Overall youth programs and classes increased by 10%; youth program and class attendance increased by 14%. Youth literacy programs included Jumpstart Read for the Record, Teen Read Week, bilingual and guest story times, Tween Book Jam, Teen Book Club, 1000 Books Before Kindergarten, Family Book Club Brunch. -Overall adult programs and classes increased by 35%, adult program and class attendance increased by 186%. Adult programming included One Book Boca with author Garth Stein, Story Central (six guest speakers), Author Talks (four guest authors, including children’s author Bob Shea), Transformative Documentaries Series, Comedy Film Series, Discover Opera Services, books clubs for adults, Money Smart Week, Small Business Week, Health & Wellness Week. -Digital literacy for youth and adults continued to expand through Discover Studio classes, youth coding classes, 3D printing, and adult technology and software training.

-The inaugural Touch a Truck event, partnering with Municipal Services, Police, Fire, Utility and all Recreation Services attracted 3,023 children, parents, and caregivers. Book A Librarian appointment service increased 258%, Advanced Research increased by 174%, and Technology and Software Assistance increased 370%. -Public computer hours use increased at Spanish River Library by 15% due to new connectivity (planned for Downtown in 2019). Remote printing from any device to libraries public printers was successfully enabled. -Study room and open study space users at both libraries increased by 45%, with a 26% increased use of the Spanish River Library mezzanine for study. -Technology assessments through the Urban Libraries Edge Initiative showed that BRPL ranked 20% higher than peer libraries in Community Value by providing programs and services that enable people to get better use and value from technology; 24% higher than peer libraries in Engaging the Community as a valuable resource and a strategic partner in helping people and communities improve their quality of life through technology; and 15% higher than peer libraries in Organizational Management to provide community members to access technology and digital resources regardless of ability, skill, personal technology, or time. -Over 19,000 early and election day voters participated in the midterm elections at both libraries. -Spanish River Library celebrated its 10-Year Anniversary in January 2018.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Increase library events in the Strong Partnership with Our 27 32 38 community by 20%. Community

Increase open social space use for Vibrant and Sustainable City. 31301 34528 36254 studying, working and gathering by 5%. Increase teen attendance in library World Class Municipal Services 749 800 960 programs by 20%. Build 5 new library partnerships Strong Partnership with Our 10 12 17 which support literacy and skill Community. building in the community.

173 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND RECREATION SERVICES B/R COMMUNITY CENTER

DIVISION DESCRIPTION This Division includes the following Sections: Community Center, Camp Programs, and Administrative Support Staff, which includes budget divisions 001-6101, 6121, 6124, and 6125.

The following goals and objectives are consistent with the Recreation Services Department's Mission: To enrich the life of each resident and to contribute to the enhancement of Boca Raton as a community by providing exceptional recreational, educational and municipal programs, facilities and sites in a fiscally responsible manner.

GOALS Community Center 1. Increase attendance by 5% for patrons between the ages of 18-40 years old. 2. Create new resident welcome packages for the downtown area.

Camp 1. Provide 3-5 alternative programming structure for camp programs during the school year. 2. Develop and implement camp surveys with a 50% return rate.

OBJECTIVES 2019-2020 Community Center 1. Review the Recreation Services Community Needs Assessment and create an implementation plan 2. Develop a monthly drop-in program/workshop for people between the ages 18-40. 3. Increase the Community Center presence in the downtown community by 10%. 3a. BRCC team will develop partnerships with real estate, homeowner’s associations, and local businesses.

Camp 1. Utilize counselor expertise to create new activities. 1a. Benchmark camp policies and procedures to those around the state. 1b. Work with other departments to provide new and interesting activities. 2. Provide incentives for higher return of surveys.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT 1a. Create a strategic plan for the Community Center 1a. In progress of being completed. Section. 1b. Completed. 1b. Develop an operations manual for the section accessible through SharePoint.

3a. Implement a unified marketing plan that includes cross 3a. Marketing committee was created for developing and promotion on social media platforms, consistent messaging implementing department wide marketing strategies; and maximization of advertising dollars. recreation services logo was designed for consistent use on 3b. Create a citywide internal calendar of event and all section collaterals; social media calendar was developed programs for the sharing of information. to cross promote events from various facilities and pages. 3b. Internal calendar was created to avoid overlap of event dates and program themes. This facilitated cross promotion of similar demographics reached during particular events.

2a. Start a sports camps for summer 2019 that addresses the 2a. This goal was not achieved. needs of our young community athletes. 2b. With our existing adult programming, Institute for 2b. Expand adult programming at the Boca Raton Learning in Retirement has increased enrollments by 16.6%. Community Center to better meet the needs and changing 2c. Event staff assignments spreadsheet created and shared demographics of the downtown community. departmentally; full-time team members encouraged by 2c. Establish and implement appropriate staffing levels supervisors to work at least one special event per year. necessary to successfully and safely execute events.

174 PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Community Center: Financially Sound City Government 286 360 375 Increase total percentage of annual vehicle entry permits renewed online by 5%. Develop and implement Camp World Class Municipal Services 0 50% 60% surveys with a 50% return rate.

175 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND RECREATION SERVICES ATHLETICS

DIVISION DESCRIPTION Division includes the following Sections: Athletics/Athletic Field Maintenance, Parks/Common Grounds and Irrigation.

GOALS Athletics/Athletic Field Maintenance 1. Coordinate athletic field schedules to accommodate the renovations to the athletic fields at Sand Pine Park. Incorporate the maintenance of the newly renovated fields into the athletic field maintenance schedule. 2. Schedule and incorporate the annual operation of the new sports courts, including pickleball, at Hillsboro El Rio Park Phase II. Hold 1 pickleball related special event. 3. Implement semiannual refresher training for Parking, MOT, Chainsaw Safety, Fertilizer and Pesticide Application.

Parks/Common Grounds: 1. Incorporate the newly constructed Hillsboro El Rio Park Phase II into the annual park maintenance operation. 2. Establish Meadow Management practices in 1 park/preserve location. 3. Assist in coordinating and hosting at least 2 volunteer based invasive removal events in the beach front parks. 4. Implement semiannual refresher training for Parking, MOT, Chainsaw Safety, Fertilizer and Pesticide Application.

Irrigation: 1. From the RFP released in FY 18-19 submittals, determine costs and implementation plan for a new computerized irrigation system. (1 time or phased).

OBJECTIVES 2019-2020 Parks/Common Grounds: 1. Hire new Parks Maintenance personnel, adjust the park assignments between supervisors and crews, purchase equipment and supplies and develop and implement an annual maintenance schedule for the park. 2. Determine a location and coordinate planting and overall maintenance of the site with the City Sustainability Manager. 3. Attend meetings with Administration and the City Sustainability Manager to develop and implement a plan including conducting an inventory of invasive plants within our beach front parks. Utilizing this data and obtaining inform ation from other cities and counties offering volunteer programs for invasive removal, work to develop and implement forms, waivers, tools and supplies needed to safely conduct a volunteer removal program. 4. Develop refresher training in conjunction with Ballfield and Beautification and offer 2 times per year to accommodate new hires. Athletics/Athletic Field Maintenance 1. Coordinate the construction schedule with Municipal Services to understand both the start and end date of the project and develop a contingency plan in case the project isn’t completed when anticipated. Coordinate training on the new artificial turf and collect “as built” and warranty information. 2. Meet with representatives of the Pickleball community to develop schedules for use (reservable times, open play, etc.) and schedule at least 1 special event/tournament. Incorporate the other courts into the annual operation and maintenance schedule for sport courts. 3. Develop refresher training in conjunction with Beautification and Parks Maintenance and offer at least 2 times per year to accommodate new hires.

Irrigation: 1. From the RFP released in FY 18-19 submittals, determine costs and implementation plan for a new computerized irrigation system. (1 time or phased).

176 ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT

Parks/Common Grounds: 1. Due to the extensive amount of exotics in each preserve, 1. Establish a site by site phased program where the each preserve will be completed one site at a time. Each site preserve is divided into sections. Each section is to be has been reviewed and initially planned. Temporary cleared of exotics and back filled with native plants. Factors irrigation installation and tree replacement is scheduled to impacting the length of time between each section include begin in Blazing Star preserve in March 2019. the need for temporary irrigation and the cost/size of native 2. Parks and Athletics team members have met with material needed to back fill the cleared area. representatives from other cities and Palm Beach County to 2. Meet with city/county and private facility operators to learn discuss organics and green products. Organic herbicides of success and failures in the use of green/organic products. and pesticides are in use at the City beachfront parks and Determine if use of green/organic products is effective and the Dog Park. feasible in City parks, 3. Recreation Administration and Parks Maintenance are 3. Meet with the appropriate City departments to develop a working with the Sustainability Manager and a non-profit process for using volunteers for vine/exotic plant removal. vendor to develop a plan to inventory invasives at the beach Develop a test site for volunteer use and evaluate the front parks and utilize volunteer- based events to conduct success or failure of a pilot program. removal in preselected areas. Athletics/Athletic Field Maintenance: 1. Internal and external customer service was covered 1. Coordinate attendance of an in-house Customer Service during team meetings. A formal customer service program training session conducted by Recreation Services staff or within Recreation Services is under review. via outside agencies such as the Florida Recreation and 2. Weekly team meetings are held with Ballfield Maintenance Parks Association or the National Recreation and Parks and Athletics team members. The maintenance schedule is Association. adjusted based on the needs of the public and the conditions 2. Meet with Athletic Field Maintenance staff to continue to of the fields. analyze changes made to the maintenance schedule in the 3. Members of the Athletics team met with representatives previous year. Examine the results of changes to the from the Pickleball community and other cities on several schedule and continue to evaluate results and opportunities occasions to ensure their input was received and to increase the amount of time the fields are open to the incorporated into the plans for the new Pickleball courts at public. Hillsboro El Rio Park Phase II. 3. Meet with representatives from the pickleball community to ensure their needs are incorporated into the courts design. Meet with representatives from other cities and counties with established pickleball courts to learn of court design successes and failures. Lean through the meetings previously listed to determine signage for rules and methodologies utilized to effectively regulate play.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Ensure safe and sanitary restrooms World Class Municipal Services 93% 93% 96% throughout the city park system, by cleaning and inspecting on a daily basis. Complete routine maintenance of World Class Municipal Services 100% 75% 100% environmentally sensitive lands as scheduled on a quarterly basis. Maintain all park properties in World Class Municipal Services 93% 90% 96% accordance with the Recreation Services Department standards. Achieve this by preventative maintenance and scheduled improvements. Respond within 48 hours to unanticipated developments.

177 Participants in City-operated youth World Class Municipal Services 92% 90% 90% sports programs will indicate, via program evaluations, a desire to participate, if eligible, next season. Meet with Presidents of each Youth World Class Municipal Services 100% 100% 100% Sports Association on an annual basis.

178 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND RECREATION SERVICES SPECIAL PROGRAMS

DIVISION DESCRIPTION This Division includes Community Events which includes budget division: 001-6133

The Special Events division coordinates, promotes, and manages a variety of events ranging from cultural festivals and holiday celebrations, to commemorative ceremonies and concerts for the general community. The organization of events, programs, and activities encompasses recruiting suitable participants, food, activity, and merchandise vendors and acquiring quality entertainment, as well as thoroughly coordinating the logistics of the event, from set-up and throughout the duration of the event, to break-down and post-event responsibilities. Additionally, this division establishes branding and messaging for pursuing appropriate marketing, advertising, and public relations initiatives. The Community Events division also assists wit h the coordination and operation of events hosted by other departments.

GOALS 1. Increase event attendance by 20% annually. 2. Increase Boca Raton Special Events Facebook following by 20% annually. 3. Achieve a 90% satisfaction rate on all special event surveys. 4. Add two (2) new community events to annual roster with no impact to the budget. 5. Promote sustainability at all community events.

OBJECTIVES 2019-2020 1. Develop and implement a strategic marketing plan, customized for each event target demographic. 2a. Promote a 100% response rate to social media inquiries. 2b. Offer event vendor and participation opportunities for engaging local businesses. 2c. Share and promote city-wide events to be exemplary in providing event information. 2d. Strategize the use of advertising dollars based on each event’s target demographic. 3a. Develop and implement surveys during events and utilize results to enhance future events. 3b. Encourage feedback on social media channels post-event. 4a. Utilize feedback obtained from event surveys to develop two new events based on results. 4b. Develop a competitive sponsorship package for local businesses to participate, partner, and financially sponsor activities and events to offset City costs per event. 5. Work toward limitations for food vendor usage of non-sustainable materials, i.e., no plastic/Styrofoam.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT 2. Add at least two (2) new innovative community events to 2. Added Food Truck Friday’s series to showcase four local the annual roster. parks, add an opportunity for a more exciting lunch hour, and promote the Recreation Services brand; and Spring Fest to satisfy the demand for a spring/Easter event and partner to promote sustainably for Earth Month. 3. Implement a unified marketing plan that includes cross 3. Marketing committee was created for developing and promotion on social media platforms, consistent messaging implementing department wide marketing strategies; and maximization of advertising dollars. recreation services logo was designed for consistent use on all section collaterals; social media calendar was developed to cross promote events from various facilities and pages. 1. Streamline the event vendor and participant registration 1. All vendor and parade participant applications are now process by making it available online web-based, with an extensive questionnaire and hosting of pertinent event-specific information, decreasing staff time spent per vendor coordinated. 4. Create a City-wide internal calendar of events and 4. Internal calendar was created to avoid overlap of event programs for the sharing of information. dates and program themes. This facilitated cross promotion of similar demographics reached during particular events.

179 OTHER ACHIEVEMENTS 1. Increased event attendance numbers by 38%. 2. Increased Boca Raton Special Events Facebook page following by 45%. 3. Relocated Veterans Day ceremony and improved programming with medallion ceremony, resource fair, breakfast for veterans, and yoga for veterans received various positive reviews from the public regarding the changes. 4. Added new community Art contest to MLK Day event, engaging the community in advance of the event and during the event, voting for their favorite submission. 5. Fully produced the stage show for the Tree Lighting, saving time and money, and involving local performing arts organizations. 6. Acquired $15k sponsorship from Boca Raton Airport Authority, allowing for improvement in programming and forming a partnership with a significant community partner. 7. Reduced Boat Parade awards banquet expenses by hosting at a City facility. 8. Community Events Coordinator received Certified Special Events Professional (CSEP) designation.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Increase annual event attendance World Class Municipal Services 91,000 108,200 129,840 by 20% Increase Facebook following by Strong Partnership with Our 2,500 3,000 3,600 20% annually. Community Decrease Boat Parade Banquet Financially Sound City Government $5800 $5220 $4698 Expenses 10% Implement two new community Strong Partnership with Our 16 18 20 events Community

180 City of Boca Raton FUND DEPARTMENT DIVISION

GENERAL FUND RECREATION SERVICES AQUATICS

DIVISION DESCRIPTION Division includes the following Sections: Aquatics, Ocean Rescue, Park Rangers and Tennis

GOALS Aquatics: 1. Implement two new programs designed to promote safe, water-based recreation. 2. Increase swim lessons offered from 3 days a week to 4 days a week. 3. Audit the safety protocols of all aquatics facilities and rescue training skills of team members by July 2020. 4. Take part in the World’s Largest Swim lesson to bring water safety awareness to residents.

Park Rangers: 1. Create a standardized Field Training Program for Rangers and Gate Attendants by July 2020. 2. Improve communication and awareness of department happenings within the section by December 2019. 3. Implement new safety/security protocols at gatehouses and HQ by August 2020. 3. Renovate Park Ranger Headquarters building interior by September 2020.

Tennis Centers: 1. Host two (2) community building events. designed to foster friendship and social interaction within the community. 2. Provide members with online reservation capabilities by May 2020 3. Offer one new, recreational daytime league for ladies. 4. Increase the junior programs participation by 50% by March 2020.

Ocean Rescue: 1. Train all Ocean Lifeguard staff to USLA ocean lifeguard annual standards by July 2020. 2. Create new Ocean Clean up kit for volunteers interested in beach clean ups. 3. Provide two ocean awareness discussions at local schools. 4. Design new training programs and curriculum for all Ocean Rescue staff.

OBJECTIVES 2019-2020 Tennis Centers: 1. Plan Round-Robin tennis tournaments for adults during special times of the year and Team Tournaments for the junior players. 2. Explore various electronic court reservation systems and narrow down to the top three we would like to have procured. This will provide members with faster and better customer service by adding efficiency and planning longer periods out. 3. Advertise on the SPBCWTA website and put fliers up in the Center 4. Introduce NET-generation database to tennis professionals and have all registered in Net Generation tennis database software. Ocean Rescue: 1. Maintain staffing levels, update certifications and annually test all staff on training and policies. Staff all mandatory lifeguard towers from 9AM-5PM, 365 days a year. 2. Provide an annual Junior Lifeguard program, for children 10-17 years old, with qualified instructors. 3. Partner with local schools to bring awareness on ocean safety. Park Rangers: 1a. Train supervisors and lead team members to become Field Training Officers. 1b. Create an annual calendar that will list all trainings for the current year. 1c. Schedule training blocks for yearly certifications (CPR, first aid, AED), customer service, parking enforcement, driving, and any other relevant issues. 2a. Purchase mobile electronic email devices for Rangers and select parks. 2b. Schedule weekly supervisor, monthly full time and quarterly part time team meetings. 2c. Conduct a morning and afternoon briefing to review assignments and daily happenings. 3a. Review and implement new cash handling procedures at the gatehouses. 3b. Install cameras at each of the gatehouses. 3c. Install alarm system on HQ safe.

181 4a. Renovate reception area to include an accessible front desk. 4b. Install new flooring throughout the building. 4c. Repair and paint interior walls. 4d. Renovate and furnish training room.

Aquatics 1. Participate in the World’s Largest Swim Lesson in June 2020. 2. Join the Palm beach County drowning Prevention Coalition swim voucher program. 3. Implement the American Red Cross Aquatic Examiner Service. 4. Establish a relationship with a capable third-party whereby a review of Aquatics operating procedures regarding safety be conducted by January 2020.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT

Aquatics Aquatics 1. Assure Pool Lifeguards adhere to all established 1. Aquatics Objective #1 was met. Pool lifeguarding lifeguarding protocol. standards new to the facility were implemented and followed 2. Comply with all American Red Cross guidelines. throughout the year. 3. Assure all Health Department regulations are followed. 2. Aquatics Objective #2 was met. Guidelines established 4. Allow no person to drown. through the American Red Cross protocols are followed, and 5. Provide swimming lessons. steps were taken to align with the entity’s Aquatic Examiner Service in anticipation of future audits. 3. Aquatics Objective #3 was met. Department of Health regulations were followed, and the facility received satisfactory reports during all facility inspections. 4. Aquatics Objective #4 was met. All patrons remained safe. 5. Aquatics Objective #5 was met. Swimming lessons were offered for eight months throughout the year.

Tennis: 1. 69 lessons and skill development programs were offered. 1. Schedule group and individual lessons and skill 2. Two USTA tournaments were conducted and six teams development programs for a variety of ages and skill levels. were entered in local leagues. Assure opportunities are available during a variety of days 3. Toys were collected and donated to the Toys for Tots and times. Instructors shall be USPTA certified Tennis program. Tennis equipment was donated to USTA Florida, Professionals. local schools, senior centers and the Boca Raton PAL. 2. Host tournaments and competitive activities for players of 4. The Boca Raton Tennis Center hosted 2 free clinics, 3 all skill levels and ages. Assist players in selecting events social round robins and a bus trip to the Miami Open. that meet their skill level. Encourage both individual and team competition. 3. Encourage donations by posting notices at visible locations within the pro shops, in conversations with patrons, and by emphasizing the organizations to which the tennis equipment will be donated. 4. Recreational activities being promoted at the tennis center shall be social activities, special events, organized off-site visits and spectator opportunity. Ocean Rescue Ocean Rescue 1. Assure Ocean Rescue staff meet all USLA training 1. Assured Ocean Rescue staff meet all USLA training standards. standards. 2. Test all Ocean Rescue staff annually to assure their 2. Tested all Ocean Rescue staff annually to assure their swimming ability meets existing standards. swimming ability meets existing standards. 3. At a minimum, staff all mandatory towers during all hours 3. Staffed all mandatory towers during all hours Ocean Ocean Rescue is providing lifeguard service. Rescue is providing lifeguard service. 4. Allow no person to drown. 4. Allowed no person to drown. Park Rangers Park Rangers 1. Meet all Level of Service obligations. 1. Level of service obligations were addressed through 2. Conduct a monthly sweep of Sugar Sand Park, Patch Reef weekly staff analysis. Staffing levels were adjusted based on Park, and Red Reef Park to assure there are no campsites or events, holidays and needs of citizens and department. collections of unauthorized personal property. 2. Sweeps are done at least once per month. 3. Dedicate staff to Red Reef Park as per the standards of 3. A Ranger Is regularly scheduled on weekend and holidays the Enhanced Level of Service program. and when extra presence is requested during the week.

182 OTHER ACHIEVEMENTS

1. The Aquatics Operations Manual was assembled, combining the operations guidelines from both facilities and streamlining operations where appropriate. All Aquatics staff have been provided the manual, which outlines all section policies and procedures. 2. A total of 775 children participated in group learn-to-swim lessons throughout the year. 3. The Boca Mantas swim team introduced a Fall swim team for the first time. This team participating in the Fall now brings the Boca Mantas to a year-round program. Sixty children joined the swim team for this fall season. 4. A team from Ocean Rescue represented Boca Raton in the 2018 United States Lifesaving Associations National Lifeguard Championship in Virginia Beach, Virginia. 5. Tennis section was awarded the 2018 Grassroots program of the year for our wheelchair tennis instructional program. This award was voted on by wheelchair athletes across the globe and other stakeholders in the wheelchair community and overseen by the USTA Wheelchair National Committee.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Ocean Rescue: World Class Municipal Services 59 50 50 Rescues Aquatics: World Class Municipal Services 559 600 620 Permits Issued Ocean Rescue: World Class Municipal Services 4,198 6,260 5,000 Preventative measures taken. Ocean Rescue: World Class Municipal Services 285 572 400 First Aid provided. Aquatics: World Class Municipal Services 3/231 3/240 3/250 Special Events/Participation Tennis Center: World Class Municipal Services 12 12 12 Tournaments and special events

Park Rangers: World Class Municipal Services 35,628 36,180 36,250 Patron Assists

183 NON-DIVISIONAL

Leif J. Ahnell, City Manager T he Non-Divisional section of the City's General Fund contains expenditures to provide general governmental services which are not directly related to a particular department. The Non-Divisional section also includes the City's contributions to Not-for- Profit agencies.

Human/ Community General Orgs Government 1% 13% Transfers 8%

APPROVAL 2019-20 DIVISION BUDGET General Government $ 7,318,000 Human/Community Orgs 446,500 Transfers 4,350,000 Reserves 43,846,100 TOTAL $ 55,960,600

Reserves 78%

EXPENDITURE ACTUAL APPROVED REVISED APPROVAL BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 96,990 260,000 260,000 260,000 Other Operating 7,369,440 6,258,900 6,351,400 6,327,000 Supplies 41,999 56,000 56,000 56,000 Grants and Aids 1,347,500 1,121,500 1,246,500 1,121,500 Transfers 8,616,400 4,340,900 4,340,900 4,350,000 Sub-Total 17,472,329 12,037,300 12,254,800 12,114,500 Reserves 48,008,534 43,926,800 43,801,800 43,846,100 TOTAL 65,480,863 55,964,100 56,056,600 55,960,600

184

CDBG & SHIP FUNDS OPERATED BY DEVELOPMENT SERVICES

Brandon Schaad, Development Services Director

T he mission of the Development Services Department, operating in the Special Revenue Funds, is to sustain and promote the City of Boca Raton as a nationally recognized and desirable place to live and work. To accomplish this goal, the Department will work to protect and preserve neighborhoods, assist in the creation of jobs and the protection of the tax base by promoting quality development and redevelopment, protect and preserve the City’s natural environment, and support the provision of housing opportunities for all of Boca Raton’s citizens.

T he Development Services Department is responsible for the Community Improvement division, which administers the Community Development Block Grant (CDBG), the State Housing Initiatives Partnership (SHIP) and Economic Development Initiatives (EDI), if appropriate, for neighborhood improvement projects.

APPROVED 2019-20 DIVISION BUDGET CDBG $ 1,266,100 Affordable Housing 1,082,400 TOTAL $ 2,348,500

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 128,588 119,700 119,700 125,300 Other Operating 873,179 1,751,600 1,724,300 1,120,300 Supplies 1,850 - - - Capital Outlay - 735,200 762,500 1,102,900 Sub-Total 1,003,617 2,606,500 2,606,500 2,348,500 Reserves 885,532 - - - TOTAL 1,889,149 2,606,500 2,606,500 2,348,500 Full-time Employees 2.00 2.00 2.00 2.00

185 City of Boca Raton FUND DEPARTMENT DIVISION

COMM DEVEL BLOCK GRANT DEVELOPMENT SERVICES CDBG/ADMINISTRATION

DIVISION DESCRIPTION Administer the City's Federal Community Development Block Grant (CDBG) Program.

GOALS Benefit low and moderate income persons and aid the effort to improve and maintain neighborhoods.

OBJECTIVES 2019-2020 Ensure that grants are expended in compliance with HUD regulations and program requirements. Further neighborhood improvement and stabilization by implementing four neighborhood and park improvement projects.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Address needs in low income areas by completing One construction project in George Snow Park is currently community projects. underway and will be completed by the end of the FY. Ensure that grants are expended in compliance with HUD It is anticipated that the CDBG grant will be spent in regulations and program requirements. compliance with HUD regulations and program requirements. Prepared the 2018-19 CDBG Annual Action Plan that was approved by Council and HUD.

OTHER ACHIEVEMENTS

Completion of annual grant reports and multiple compliance reports as required by HUD. Provided fair housing services and after-school and summer camp services to 264 persons through CDBG funded public service activities.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Ensure low to moderate income Strong Partnership with Our 264 223 225 individuals are served through Stakeholders Public Service funds.

186 City of Boca Raton FUND DEPARTMENT DIVISION

HOUSING ASSIST TRUST DEVELOPMENT SERVICES AFFORDABLE HOUSING

DIVISION DESCRIPTION Administer the State Housing Initiatives Partnership (SHIP) Program which provides affordable housing opportunities through purchase assistance and disaster assistance programs.

GOALS Provide increased affordable housing opportunities for low and moderate-income households.

OBJECTIVES 2019-2020 Ensure that SHIP funds are expended or obligated in accordance with State guidelines. Evaluate program policies and subsidy amounts to keep pace with changes in real estate market and client needs.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Ensure that SHIP funds are expended or obligated in It is anticipated that SHIP funds will be expended and accordance with State guidelines. obligated in accordance with State guidelines. Evaluate program policies and subsidy amounts to keep Staff continues to monitor the real estate market and will pace with changes in real estate market and client needs. make any necessary program modifications upon receipt of program income or new revenue dollars.

OTHER ACHIEVEMENTS

Completion of the three year Local Housing Assistance Plan (LHAP). Completion of annual grant reports and other compliance reports as required by Florida Housing Finance Corporation.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Ensure low-and moderate- income Strong Partnership with Our 10 4 4 families are served by annually by Stakeholders evaluating the effectiveness of policy caps and assistance terms within the Purchase Assistance Program.

187

ECONOMIC DEVELOPMENT FUND

Michael J. Woika, Deputy City Manager Jessica Del Vecchio, Economic Development Manager

R ecognizing that a strong business community is a key to financial stability, the City of Boca Raton actively participates in programs that attract new jobs and businesses to the City, and retains and facilitates the growth of existing businesses.

T he Economic Development Fund, operating in the Special Revenue Funds, supports economic development activities benefitting the City, including a variety of incentive programs. These incentive programs include both City-administered incentives, as well as participation in State incentive programs by providing local match funds. All awarded economic development incentives require an agreement and approval by the City Council. A portion of the ad-valorem taxes is the main source of revenue for the Economic Development Fund.

APPROVED 2019-20 DIVISION BUDGET Operating $ 3,974,700 Reserve 2,911,400 TOTAL $ 6,886,100

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 240,382 369,000 369,000 403,400 Other Operating 172,211 2,950,800 2,953,400 3,148,800 Supplies 7,534 11,500 11,500 1 2,500 Grants and Aids 840,000 410,000 410,000 410,000 Transfers 2,300 1,500 1,500 - Sub-Total 1,262,427 3,742,800 3,745,400 3,974,700 Reserves 5,909,433 3,118,400 3,118,400 2,911,400 TOTAL 7,171,860 6,861,200 6,863,800 6,886,100 Full-time Employees 2.00 3.00 3.00 3.00

188 Approved Positions FY 19/20 3 CITY COUNCIL

DEPARTMENT OF THE CITY MANAGER

ECONOMIC DEVELOPMENT

(1) Economic Development Manager (1) Economic Development Coord (1) Innovation Strategist

189 City of Boca Raton FUND DEPARTMENT DIVISION

ECONOMIC DEVELOPMENT CITY MANAGER ECONOMIC DEVELOPMENT

DIVISION DESCRIPTION

The Office of Economic Development is responsible for assisting in improving the financial well-being of the community through job creation, job retention, tax base enhancements and quality of life. Boca Raton, with its prime location on the east coast, is a fully developed and mature city with a significant number of assets that make it attractive to businesses, as well as being an incredible place to live, work and play.

GOALS

The goals of the Office of Economic Development are to provide a foundation for economic development and job growth in the community, coordinate economic development resources/efforts and strengthen the Citys competitive position for creating new jobs. Positioning the Office to create new (and enhance existing) programs to market and promote the Citys positive attributes and strengths.

OBJECTIVES 2019-2020 Build a robust business community as an important part of the financial stability of a community. Create jobs for a significant positive effect on the local economy. (Home purchases, dining, shopping, other supporting businesses the multiplier effect.) Diversify the citys economic base by attracting and retaining a diversified sector of companies. Create community financial stability through job creation and retention, which leads to a higher quality of life.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Promote job creation and economic growth Project Mercury committed to creating 150 new jobs while retaining 198 existing. Maintain a strong social media program to effectively communicate Through Constant Contact, Facebook, Twitter, Instagram and Bocas business information YouTube the Office of Economic Development has a following of 42,417. The Offices YouTube account was established May 28, 2018 and to date has had over 67,290 views.

Promote all categories of job growth, including retention. Regularly meet with existing companies to strengthen corporate community relationships.

190 Established broad range Economic Development marketing Developed a lifestyle centric marketing video featuring Boca initiative Ratons Red Reef Park and Golf Course. This video aired nationally and internationally during the Oasis Championship Golf Tournament.

Developed a corporate lifestyle marketing video featuring the corporate benefits of Boca Raton. The Office partnered with the CEO of the Boca Raton Resort & Club and featured beauty shots in and around the Resort. This video aired nationally on ESPN during the Cheribundi Boca Raton Bowl.

The Good. Better. Boca. campaign continued with the car magnets. Developed a new Office At A Glance brochure detailing the functions of the office and created an in-depth informational Economic Development Overview. Contracted with the Boca Newspaper to place the Offices quarterly newsletter in their paper as an insert which will be delivered to 5,000 homes and businesses locally. Partnered with the Boca Newspaper and the Boca Tribune to contribute business articles in these two publications. Designed various promotional products which were distributed at various community and corporate events.

Organized and managed multiple corporate and community events Cheribundi Boca Raton Bowl: Provide sponsorship dollars and support for annual event. Economic Development commercial aired nationwide on ESPN to 1.4 million households as well as on the in-field jumbotron, where there were reported 22,614 attendees.

Oasis Golf Championship: Provide sponsorship dollars and support for annual event. Economic Development commercial aired nationwide and internationally on the Golf Channel. There were reportedly 72,000 attendees at the week-long event. The Office coordinated ProAm participation with local corporate executives.

Economic Development Business of Yachting. The event brought together CEOs, executives and corporate partners. The event was picked up by local media outlets.

Economic Development presented the Boca. Business. Brief. Community event at the Spanish River Library. The event was presented with the Recreation Services Dept. to give the community an overview of Economic Development and Rec. Services projects in the City.

Ribbon cuttings: Organized numerous ribbon cuttings for local corporate headquarters; including Modernizing Medicine, Shoes for Crews and Hair Club.

Build and maintain important relationships with corporate partners Continued the Success Tour where companies are identified and presented plaques of appreciation for their continued involvement in the Boca Raton economy. The Office assisted in expediting permitting for corporate expansions. Partnered with Privaira, Atlantic Aviation and Signature Flight Support to place the Office of Economic Development Boca Raton magazine aboard their jets. With annual flights totaling 70,000, these partnerships allow the Office to capture national and international jet travelers. Developed partnerships with Boca Newspaper and The Boca Raton Tribune by contributing through a regular business column in each publication.

191 OTHER ACHIEVEMENTS

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Increase job creation and retention Financially Sound City Government 10139 10239 10339 through financial incentive program since inception in 2010. Increase followers in all social media Strong Partnership with Our 42417 43417 44417 outlets, including Facebook, Twitter, Stakeholders Instagram and YouTube. Increase job creation and retention Financially Sound City Government 3613 3713 3813 through non-financial incentive since inception - including expedited permitting, site selection, ribbon cutting and groundbreaking ceremonies and peer-to-peer meetings for perspective corporate relocations.

192 City of Boca Raton FUND DEPARTMENT DIVISION

ECONOMIC DEVELOPMENT CITY MANAGER INNOVATION OFFICE

DIVISION DESCRIPTION enter Division description kgkh

GOALS enter Division on-going goals

OBJECTIVES 2019-2020 enter New Year Budget objectives here SAVE after each, system will generate a new blank cell for additional entries

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT enter Current Year Budget objectives here enter Current Year objective Achievement statement here SAVE after each, system will generate a new blank cell for additional entries

OTHER ACHIEVEMENTS

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PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET enter Performance Measures here Financially Sound City Government select appropriate Strategic Initiative from dropdown SAVE after each, system will generate a new blank cell for additional entries

193 LETF & STATE FORFEITURE FUNDS OPERATED BY POLICE SERVICES

Daniel Alexander, Chief of Police

T he Law Enforcement Trust Fund (LETF), operated by Police Services, accounts for Federal and State confiscated merchandise and forfeiture funds received by the City and expended for Law Enforcement purposes.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Other Operating 121,071 173,000 177,400 162,700 Supplies 61,434 100,000 100,000 100,000 Sub-Total 182,505 273,000 277,400 262,700 Reserves 1,189,702 1,184,600 1,184,600 853,500 TOTAL 1,372,207 1,457,600 1,462,000 1,116,200

194

FEDERAL & STATE GRANT FUNDS OPERATED BY CITY MANAGER'S OFFICE

Leif J. Ahnell, City Manager

T he Federal Grant Fund, operated by City Manager's Office, accounts for revenue and expenditures received from federal sources that is restricted by the terms of an agreement.

T he State Grant Fund, operated by City Manager's Office, accounts for revenue and expenditures received from state sources that are restricted by the terms of an agreement.

APPROVED 2019-20 DIVISION BUDGET State Grants $ 178,500 Federal Grants 53,900 TOTAL $ 232, 400

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Operating Services 168,900 - - - Supplies 27,493 30,000 41,700 53, 900 Capital Outlay - 395,800 399,800 178, 500 TOTAL 196,393 425,800 441,500 232,400

195

BEAUTIFICATION FUND OPERATED BY RECREATION SERVICES

Michael J. Kalvort, CPRE, Recreation Services Director

T he mission of the Recreation Services Department, operating in the Beautification Fund, is to provide a highly aesthetic, environmentally pleasing, and healthy network of City right-of-way medians for the benefit of residents and vistors driving on City roadways.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 3,181,749 3,874,100 3,874,100 3,976,600 Other Operating 1,998,900 1,813,000 1,813,000 2,080,200 Supplies 332,059 453,200 453,200 375,000 Capital Outlay 11,200 333,000 346,900 385,000 Transfers 363,800 390,800 390,800 230,000 Sub-Total 5,887,708 6,864,100 6,878,000 7,046,800 Reserves 223,024 72,600 72,600 196,200 TOTAL 6,110,732 6,936,700 6,950,600 7,243,000 Full-time Employees 77.00 77.00 77.00 77.00

196 Approved Positions FY 19/20 77

CITY MANAGER

RECREATION SERVICES

BEAUTIFICATION

(1) Beautification Maintenance Admin (2) Horticulturist / Arborist (2) Contract Administrator (2) Irrigation System Supervisor (7) Irrigation System Technician I (2) Park Maintenance Supervisor III (56) Groundskeeper (1) Irrigation Electrician (1) Office Assistant II (1) Small Engine/Equip Service Mechanic (2) Spray Equipment Operator

197 City of Boca Raton FUND DEPARTMENT DIVISION

BEAUTIFICATION RECREATION SERVICES ROW MAINTENANCE

DIVISION DESCRIPTION The Beautification Division of the Recreation Services Department is committed to providing a highly aesthetic and healthy network of City medians for the benefit of residents and visitors driving on City roadways.

The Recreation Services team is dedicated to managing these resources efficiently and safely using appropriately trained team members to achieve an enhanced biological and environmental state of the urban roadway landscape. Team members continually search for and adapt to situations where the program can result in labor cost reductions and water conservation.

Maintain, make repairs, and rehabilitate 200+ miles of irrigated roadway medians and rights-of-way, along with 14 city buildings (8 Fire Stations, 6500 Bldg., Spanish River Library, Fire Support Site, Police HQ, & Mizner Amphitheatre), three (3) pocket-parks and 12 round-abouts, where botanicals such as trees, palms, shrubs, and grass exist as beautification. Pressure clean the concrete curbs and dividers on all beautified roadways, and provide a sidewalk to sidewalk trash pick-up program every day.

Respond to all horticultural and arboricultural inquiries, within the city, both governmental and public, answering questions and concerns requiring solutions to a myriad of circumstances.

Coordinate with environmental planning, landscape architecture planning and utilities engineering as necessary, while managing the Beautification Fund budget.

GOALS 1. Implement semiannual refresher training for Parking, MOT, Chainsaw Safety, Fertilizer and Pesticide Application. 2. Implement use of the new pressure washing crew to successfully clean all sidewalks along routes maintained by the Beautification Section.

OBJECTIVES 2019-2020 2. Develop and implement a schedule to ensure all sidewalks maintained by Beautification are cleaned within a calendar year. 1. Develop refresher training in conjunction with Ballfield and Parks Maintenance and offer 2 times per year to accommodate new hires.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT 1. Train at least two irrigation staff members on the operation Two Irrigation team members were trained as backups for of the computerized irrigation network. operating the computerized irrigation system. Additionally, 2. Successfully implement changes of the irrigation team in Irrigation team members were split into 2 groups, Parks and reporting and work accountability for daily assignments. Beautification. Each member of the 2 groups was assigned to a crew which reports to a supervisor. Each supervisor was trained in the generating the daily assignment sheets from the irrigation system and on how to submit the forms back to Irrigation to ensure the tasks were completed.

198 OTHER ACHIEVEMENTS

Completed the irrigation and re-landscaping of West Palmetto Park Road in response to unanticipated clearing by Lake Worth Drainage District. Successfully relocated irrigation along Palmetto Park Road in coordination with Palm Beach County in constructing their new east/west pedestrian walkway.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Establish and maintain Pre- World Class Municipal Services 80% 75% 90 Emergent Herbicide program by spraying all planting beds a minimum of two times per year. Complete all annual re -mulching for World Class Municipal Services n/a 50 90 roadway medians and City buildings by the 3rd Monday in November. Pressure clean roadway sidewalks World Class Municipal Services n/a 50 100 throughout the City at least one time per year. Maintain Tree City USA status by World Class Municipal Services 100% 100% 100% planting new trees throughout the City, in the appropriate landscape settings.

Pressure Clean roadway median World Class Municipal Services 100% 100% 100% curbs throughout the City at least one time per year.

199 BEACH & PARK DISTRICT FUND OPERATED BY RECREATION SERVICES

Michael J. Kalvort, CPRE, Recreation Services Director

T he mission of the Recreation Services Department, operating in the Beach & Park District Fund, is to enrich the quality of life of each resident and to contribute to the enhancement of Boca Raton as a community, by providing exceptional recreational, educational and municipal programs, facilities, parks, beaches and other areas, in a fiscally responsible manner.

APPROVED 2019-20 DIVISION BUDGET Red Reef $ 4,595,200 Patch Reef 2,893,200 Sugar Sand 5,426,100 Racquet Club 1,770,300 Other 2,438,200 Countess deHoernle 1,549,400 CIP Projects 4,939,200 TOTAL $ 23,611,600

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 11,039,726 12,028,500 12,028,500 11,780,400 Other Operating 5,379,264 5,929,800 6,043,300 5,846,500 Supplies 558,570 790,100 792,100 764,800 Capital Outlay 5,167,900 7,063,500 4,500,600 4,500,600 Transfers 78,000 175,100 175,100 - TOTAL 22,223,460 25,987,000 23,539,600 22,892,300 Full-time Employees 150.00 151.00 151.00 151.00

200 Approved Positions FY 19/20 151

CITY MANAGER

RECREATION SERVICES

BPD / RED REEF PARK (2) Ocean Rescue Lieutenant (2) Park Ranger (1) Sea Turtle Rehab Coordinator (8) Ocean Lifeguard (1) Custodial Worker (1) Volunteer Coordinator (1) Ocean Recue Captain (1) Visitor Hospitality Rep. (9) Groundskeeper (1) Exhibits Coordinator (1) Secretary (1) Gumbo Limbo Manager (1) Equipment Operator II (2) Environmental Program Coord. (1) Senior Aquarist (1) Curator of Education (1) Aquarist (1) Marine Conservationist (1) Maintenance Supv. III (2) Sea Turtle Rehab Assistant (1) Sea Turtle Conservation (2) Science Educator Coord. (1) Park Ranger Supervisor

BPD / PATCH REEF PARK (1) Recreation Center Supervisor II (1) Park Ranger (1) Athletic Supervisor I (2) Secretary (1) Tennis Administrative Specialist (1) Youth Program Director (1) Tennis Center Supervisor II (1) Office Assistant II (2) Custodial Worker (1) Park Maintenance Supv III (1) Irrigation Systems Tech I (8) Groundskeeper (1) Athletic Assistant

BPD / SUGAR SAND PARK (1) Rec Center Supervisor III (1) Marketing Coordinator (1) Guest Services Coordinator (1) Front of House Coordinator (1) Recreation Centers Manager (1) Science Center Curator (1) Athletic Supervisor II (1) Small Engine Equip Serv (1) Athletic Supervisor I Mechanic (2) Athletic Assistant (1) Park Maintenance Supv III (4) Custodial Worker (14) Groundskeeper (1) Booking Coordinator (1) Carpenter (1) Willow Theatre Lighting Coord. (1) Park Ranger Supervisor (1) Willow Theatre Sound Coord. (2) Park Ranger (1) Exhibits Coordinator (3) Science Educator (1) Willow Theatre Tech. Supervisor (1) Special Events Coordinator (2) Irrigation Sys. Tech. I (1) Maintenance Supervisor III (1) Parks Maintenance Admin. (4) Secretary (1) District Spv./Athletic Field Maint.

BPD / ESTRIDGE (1) Park Maintenance Supervisor III (1) Irrigation Sys. Tech. I (3) Groundskeeper

BPD / SWIM AND RACQUET CLUB (1) Tennis Center Supervisor I (1) Aquatics Lieutenant (1) Office Assistant I (1) Recreation Center Supv I (1) Park Maintenance Supv III (2) Pool Lifeguard (1) Custodial Worker (1) Aquatics Captain (7) Groundskeeper

BPD / COUNTESS DE HOERNLE PARK (11) Groundskeeper (1) Small Engine/Equip Serv Mech. (1) Athletic Assistant

201 City of Boca Raton FUND DEPARTMENT DIVISION GRTR BR BEACH AND PARK RECREATION SERVICES BPD-RED REEF PARK DIST

DIVISION DESCRIPTION Division includes the following Sections: Aquatics, Ocean Rescue, Park Rangers, Gumbo Limbo Nature Center and Tennis.

GOALS Aquatics: 1. Implement two new programs designed to promote safe, water-based recreation. 2. Increase swim lessons from 3 days/week to 4 days/week. 3. Audit the safety protocols of all aquatics facilities and rescue training skills of team members by July 2020. 4. Take part in the Worlds Largest Swim lesson to bring water safety awareness to residents.

Tennis Centers: 1. Host two (2) community building events designed to foster friendship and social interaction within the community. 2. Provide members with online reservation capabilities by May 2020 3. Offer one new, recreational daytime league for ladies. 4. Increase the junior programs participation by 50% by March 2020.

Ocean Rescue: 1. Train all Ocean Lifeguard staff to USLA ocean lifeguard annual standards by July 2020. 2. Create new Ocean Cleanup kit for volunteers looking for beach clean up options. 3. Provide two ocean awareness discussions at local schools. 4. Design new training programs and curriculum for Ocean Rescue team.

Gumbo Limbo: 1. Develop and offer two new programs that provide an inclusive experience for all visitors. 2. Develop or purchase a single workbook or program to track visitors, program participants, and program revenue. 3. Secure two (2) intern positions. 4. Increase visitations by 5%.

OBJECTIVES 2019-2020 Ocean Rescue 1. Maintain staffing levels, update certifications and annually test all staff on training and policies. Staff all mandatory lifeguard towers from 9AM-5PM, 365 days a year. 2. Provide an annual Junior Lifeguard program, for children 10-17 years old, with qualified instructors. 3. Partner with local schools to bring awareness on ocean safety. Aquatics 1. Participate in the Worlds Largest Swim Lesson in June 2020. 2. Join the Palm beach County drowning Prevention Coalitions swim voucher program. 3. Implement the American Red Cross Aquatic Examiner Service. 4. Establish a relationship with a capable third-party whereby a review of Aquatics operating procedures regarding safety be conducted by January 2020. Park Rangers 1a. Train supervisors and lead team members to become Field Training Officers. 1b. Create an annual calendar that will list all trainings for the current year. 1c. Schedule training blocks for yearly certifications (CPR, first aid, AED), customer service, parking enforcement, driving, and any other relevant issues.

202 2a. Purchase mobile electronic email devices for Rangers and select parks. 2b. Schedule weekly supervisor, monthly full time and quarterly part time team meetings. 2c. Conduct a morning and afternoon briefing to review assignments and daily happenings. 3a. Implement improved cash handling procedures at the gatehouses. 3b. Install cameras at each of the gatehouses. 3c. Install alarm system on HQ safe. 4a. Renovate reception area to include a more accessible front desk. 4b. Install new tile flooring throughout the building. 4c. Repair and paint interior walls. 4d. Renovate and furnish training room.

Gumbo Limbo 1. Develop a survey for visitors which includes areas regarding inclusive programing. Update existing signage to incorporate braille or other alternate experiences such as a self-guided audio tour. 2. Compile all information currently tracked into one program. 3. Implement a multi-disciplinary internship programming branch under the Recreation Services Intern program. 4. Utilize survey feedback to develop additional marketing for GLNC. Tennis 1. Plan Round-robin tennis tournaments for adults during special times of the year and Team Tournaments for the junior players. 2. Explore various electronic court reservation systems and narrow down to the top three we would like to have procured. This will allow us to provide members faster and better customer service by adding effici ency and planning longer periods out. 3. Advertise on the SPBCWTA website and put fliers up in the Center 4. Introduce NET-Generation database to tennis professionals and have all registered in Net -Generation tennis database software.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT

Gumbo Limbo 1. CPR and First Aid/AED training provided to all employees 1. Make CPR and first aid training available to all staff. by BRFD in Feb. 2019 2. Working with the Friends of Gumbo Limbo, continue to 2. All new exhibits and signage are compliant with the implement the Interpretive Plan. interpretive plan. 3. Continue to work with Municipal Services, the Friends of 3. Master Planning process continues with a 2022 tentative Gumbo Limbo and the design team on the Master Plan ground-breaking date. project. 4. Volunteer training program st arted in January 2019 with 4. Create a Docent Training Program designed to recruit and Fish ID flash cards and reference books. Video training will train world class volunteers. be complete by October 2019.

Ocean Rescue 1. Assured Ocean Rescue staff meet all USLA training 1. Assure Ocean Rescue staff meet all USLA training standards. standards. 2. Tested all Ocean Rescue staff annually so as to assure 2. Test all Ocean Rescue staff annually so as to assure their their swimming ability meets existing standards. swimming ability meets existing standards. 3. Staffed all mandatory towers during all hours Ocean 3. At a minimum, staff all mandatory towers during all hours Rescue is providing lifeguard service. Ocean Rescue is providing lifeguard service. 4. Allowed no person to drown. 4. Allow no person to drown. Aquatics 1. Aquatics Objective #1 was met. Pool lifeguarding 1. Assure Pool Lifeguards adhere to all established standards new to the facility were implemented and followed lifeguarding protocol. throughout the year. 2. Comply with all American Red Cross guidelines. 2. Aquatics Objective #2 was met. Guidelines established 3. Assure all Health Department regulations are complied through the American Red Cross protocols are followed, and with. steps were taken to align with the entity’s Aquatic Examiner 4. Allow no person to drown. Service in anticipation of future audits. 5. Provide swimming lessons. 3. Aquatics Objective #3 was met. Department of Health regulations were followed and the facility received satisfactory reports during all facility inspections. 4. Aquatics Objective #4 was met. All patrons remained safe. 5. Aquatics Objective #5 was met. Swimming lessons were offered for eight months throughout the year.

203

Tennis 1. All instructors are either USPTA or PTR certified.

1. Assure all instructors are either USPTA or PTR certified 2. No tournaments have been conducted.

Tennis Professionals. 3. There are clinics for all ages and skill level abilities. 2. Conduct a USTA sanctioned tournament at the Boca 4. No social activities hosted. Raton Tennis Center. 3. Provide instruction for persons of all ages and skill levels. 4. Host social activities designed to foster friendship and social interaction.

Park Rangers 1. Level of service obligations were addressed through 1. Meet all Level of Service obligations. weekly staff analysis. Staffing levels were adjusted based on 2. Conduct a monthly sweep of Sugar Sand Park, Patch Reef events, holidays and needs of citizens and department. Park, and Red Reef Park so as to assure there are no 2. Sweeps are done at least once per month. campsites or collections of unauthorized personal property. 3. A ranger is regularly scheduled on weekend and holidays 3. Dedicate staff to Red Reef Park as per the standards of and when an extra presence is requested during the week. the Enhanced Level of Service program

OTHER ACHIEVEMENTS

1. The Aquatics Operations Manual was assembled, combining the operations guidelines from both facilities and streamlining operations where appropriate. All Aquatics staff have been provided the manual, which outlines all section policies and procedures. 2. A total of 775 children participated in group learn-to-swim lessons throughout the year. 3. The Boca Mantas swim team introduced a fall swim team for the first time. This team participating in the fall now brings the Boca Mantas to a year-round program. Sixty children joined the swim team for this fall season. 4. A team from Ocean Rescue represented Boca Raton in the 2018 United States Lifesaving Associations National Lifeguard Championship in Virginia Beach, Virginia. 5. Tennis section was awarded the 2018 Grassroots program of the year for our wheelchair tennis instructional program. This award was voted on by wheelchair athletes across the globe and other stakeholders in the wheelchair community and overseen by the USTA Wheelchair National Committee. 6. Gumbo Limbo doubled the number of issues of Hammock Happenings published beginning January 2018; from 3 to 6 issues annually. 7. Gumbo Limbo employees were recognized at international conferences for their expertise and research in sea turtle conservation and research.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Ocean Rescue: World Class Municipal Services 4.198 6,260 5,000 Preventative measures taken. Tennis: World Class Municipal Services 12 12 12 Tournaments and special events

Ocean Rescue: World Class Municipal Services 285 572 400 First aid provided. Aquatics: World Class Municipal Services 559 600 620 Permits Issued

Ocean Rescue: World Class Municipal Services 59 50 50 Rescues Gumbo Limbo: World Class Municipal Services 875 850 892 Increase programs by 5% annually.

Park Rangers: World Class Municipal Services 35,628 36,180 36,250 Patron assists

Gumbo Limbo: Strong Partnership with Our 194,952 206,000 216,300 Increase visitation by 5% annually. Community Aquatics: World Class Municipal Services 3/231 3/241 3/250 Special Events/ Participation

204 City of Boca Raton FUND DEPARTMENT DIVISION GRTR BR BEACH AND PARK RECREATION SERVICES BPD-PATCH REEF PARK DIST

DIVISION DESCRIPTION This Division includes two Community Centers which are found throughout budget divisions 161-6412, 6413 and 6425.

GOALS Community Centers: 1. Implement 3 recommendations from the Community Needs Assessment by September 2020. 2. Secure one sponsorship for the Childrens Science Explorium Friday Night at the Museum Program. 3. Increase Willow Theatre Revenue by 5%. 4. Offer one sensory friendly theatre production for the special needs community by September 2020. 5. Implement one martial arts, one performing arts and one fitness class by January 2020 at JARCC. 6. Increase overall visitation to JARCC by 10%.

OBJECTIVES 2019-2020 1. Review the Recreation Services Community Needs Assessment and create an implementation plan. 2a. Formulate sponsorship packet with varying sponsorship level. 2b. Attend Chamber of Commerce events to target and secure sponsors. 3. Offer 2 additional one-time performance to the community. 4. Research sensory friendly theater productions and/or partner with an organization that can assist. 5a. Recruit instructor by advertising on Facebook and website. 6a. Track visitation daily. 6b. Improve the aesthetics of the JARCC lobby and reception areas: replace outdated furniture in lobby, replace curtains in the display case, and supply reception and lobby areas with flowers/plants quarterly.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT 1a. Start a sports camp for summer 2019 that would operate 1a. This goal was not achieved. on a 70/30 split. 1b. Event staff assignments spreadsheet created and shared 1b. Establish and implement appropriate staffing levels departmentally; full-time team members encouraged by necessary to successfully and safely execute events. supervisors to work at least one special event per year. 3a. Create a strategic plan for the community center section. 3a. This goal was not achieved. 3b. Develop an operations manual for the section that will be 3b. Policies were written and are awaiting approval from the accessible on SharePoint. Deputy Director before being instituted across the section. 2a. Implement a unified marketing plan that includes cross 2a. Marketing committee was created for developing and promotion on social media platforms, consistent messaging implementing department wide marketing strategies; and maximization of advertising dollars. recreation services logo was designed for consistent use on 2b. Create a City-wide internal calendar of events and all section collaterals; social media calendar was developed programs for the sharing of information. to cross promote events from various facilities and pages. 2b. Internal calendar was created by Deputy Director for avoiding overlap of event dates and program themes. This facilitated cross promotion of similar demographics reached during particular events.

205

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Community Center: World Class Municipal Services 74.2% 75% 75% SSPCC - The Willow Theatre will have at minimum 75% occupancy for ticketed performances. Increase JAR community center Strong Partnership with Our 47,310 49,676 52,160 visitation by 5% Community

206 City of Boca Raton FUND DEPARTMENT DIVISION GRTR BR BEACH AND PARK RECREATION SERVICES BPD-SUGAR SAND PARK DIST

DIVISION DESCRIPTION Division includes the following Sections: Athletics/Athletic Field Maintenance, Parks/Common Grounds and Irrigation.

GOALS Athletics/Athletic Field Maintenance: 1. Incorporate the 3 new artificial turf fields at Patch Reef Park into the field inventory. 2. Continue to review the annual Athletic Field Maintenance schedule, reducing maintenance window closing periods as field conditions allow. Continue to implement standardized cultural practices for each field, including the use of the deep tine aerifier and Fraise mower. 3. Achieve a minimum 75% retention rate of eligible COBRA youth sports participants.

Parks/Common Grounds: 1. Develop and submit to the Beach and Park District, an annual recommendation for maintenance and renovations for park buildings, structures and hardscapes, typically maintained by Parks Common Grounds Maintenance, to assist in their budget preparation.

Irrigation: 1. Review the outcomes of the Irrigation RFP and implement.

OBJECTIVES 2019-2020 Irrigation: 1. From the RFP released in FY 18-19 submittals, determine costs and implementation plan (1-time or phased). Athletics/Athletic Field Maintenance: 1. Obtain “as builts” warranty and maintenance information from Beach & Park District team members. Coordinate maintenance training and requirements for Ballfield Maintenance and Athletics team members and identify any budget impacts as there will be reductions in some line items and increases in others. 2. Meet with Athletic Field Maintenance staff to continue to analyze changes made to the maintenance schedule in the previous year. Examine the results of changes to the schedule and continue to evaluate results and opportunities to increase the amount of time the fields are open to the public. 3. Instruct, fun, safe and fundamentally sound youth sports programs. Retention to be defined by those that re-enroll for the next available season. Parks/Common Grounds: 1. Continue to update existing projects, add new projects and submit BPD/CIP to the Beach & Park District. Projects including recommendations for playgrounds, restrooms, walkways, shelters, etc.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Athletics/Athletic Field Maintenance: 1. Internal and external customer service was covered 1. Coordinate attendance of an in-house customer service during team meetings. A formal customer service program training session conducted by Recreation Services staff or within Recreation Services is under review. via outside agencies such as the Florida Recreation and 2. Weekly team meetings are held with Ballfield Maintenance Parks Association or the National recreation and Parks and Athletics team members. The maintenance schedule is Association. adjusted based on the needs of the public and the conditions 2. Meet with Athletic Field Maintenance staff to continue to of the fields. analyze changes made to the maintenance schedule in the 3. 90% of eligible participants reregistered for City youth previous year. Examine the results of changes to the athletic programs (COBRA). schedule and continue to evaluate results and opportunities to increase the amount of time the fields are open to the public. 3. Instruct, fun, safe and fundamentally sound youth sports programs. Retention to be defined by those that reenroll for the next available season. 207

Irrigation: 1. Two Ballfield Maintenance supervisors were trained in the 1. Train a minimum of two technicians in all aspects of operation of the computerized irrigation system. operating the central computer. 2. Three test sites were identified but it was determined that 2. Identify and study three (3) test areas, for water 2 sites would be sufficient to conduct testing. In the tested consumption and tree, plant, palm and grass health/growth, areas, the soil moisture sensors from UGMO demonstrated comparing the MIR5000 versus the UGMO System. water savings and more efficient watering than the existing MIR 5000 system. Parks/Common Grounds: 1. Funding for a vine crew and removal program was not 1. Re-evaluate and update the new program submitted last approved. FY identifying staffing needed to develop a vine and exotic 2. Parks Maintenance team members have worked with plant removal crew, as was done in the General Fund Beach & Park District representatives to obtain the as builts budget, to establish the necessary quantity of in-house warranty and construction information. An annual resources to effectively manage District properties. maintenance plan has been developed and initiated. 2. Inventory the types and locations of the various materials 3. A policy for has been established for reporting alligators. used in the new construction of the playground. Establish a FWC information has been provided. maintenance program for inspecting, maintaining and eventually replacing these materials as needed. 3. Incorporate website, phone numbers, related literature/ public information and contact/tracking process for alligators related issues from the Florida Fish and Wildlife into a staff policy.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Complete routine maintenance of World Class Municipal Services 100% 88% 100% environmentally sensitive lands as scheduled on a quarterly basis. Maintain all park properties in World Class Municipal Services 80% 84% 90% accordance with the Recreation Services Department standards. Achieve this by preventative maintenance and scheduled improvements. Respond promptly to unanticipated developments within 48 hours. Meet with Presidents of each Youth World Class Municipal Services 100% 100% 100% Sports Association on an annual basis. Participation in City-operated youth World Class Municipal Services 90% 94% 90% sports programs will indicate a desire to participate, if eligible, next season.

208

DEBT SERVICE FUND OPERATED BY FINANCIAL SERVICES

Linda C. Davidson, C.P.A., Financial Services Director Vacant, Treasury Manager

T he Debt Service Fund, operated by Financial Services, accounts for the payment of principal and interest, and fiscal charges on the City’s general obligation bonds which are payable from ad valorem taxes; and the City’s revenue bonds and notes payable which are payable from non ad valorem revenues.

APPROVED Reserve 2019-20 Non GO Bond 15% DIVISION BUDGET 48% GO Bond $ 4,787,800 Non GO Bond 6,245,200 Reserve 1,963,100 TOTAL $ 12,996,100

GO Bond 37%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Debt Service 6,740,617 10,141,400 10,141,400 11,033,000 Sub-Total 6,740,617 10,141,400 10,141,400 11,033,000 Reserves 2,062,262 1,903,300 1,903,300 1,963,100 TOTAL 8,802,879 12,044,700 12,044,700 12,996,100

209

COMMUNITY REDEVELOPMENT AGENCY

Leif J. Ahnell, Executive Director The mission of the CRA is to advocate, administer the policies, and assist the public, downtown property owners and businesses in order to achieve the CRA Vision of the Downtown. The CRA is funded through tax increment revenue, metered parking and fees. The organizational values of the CRA are to maximize the benefits of Downtown Redevelopment while minimizing cost through the integration and use of City staff.

The CRA Administration provides for the day-to-day operation of the Agency through the use of City staff from the Development Services Department, Police Services Department and the Financial Services Department. This includes the Agency office, all general administration, plan review services and the Agency's day-to-day dealings with the public, developers, the City and other governmental agencies. The CRA, as a dependent special district, also by resolution annually adopts a separate budget.

APPROVED 2019-20 DIVISION BUDGET Administration $ 11,251,900 Mizner Park Revenue 20,704,100 Mizner Park Lease Revenue 1,442,500 TOTAL $ 33,398,500

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 1,796,300 1,796,300 1,578,700 2,020,000 Other Operating 10,903,900 10,983,400 10,914,700 13,256,300 Supplies 148,200 151,100 126,100 215,300 Capital Outlay 1,984,500 2,066,600 1,778,400 4,503,000 Transfers 5,435,000 5,435,000 5,947,500 8,148,800 Debt Service 6,620,000 6,620,000 6,621,100 - Sub-Total 26,887,900 27,052,400 26,966,500 28,143,400 Reserves 5,105,600 5,105,600 7,436,900 5,255,100 TOTAL 31,993,500 32,158,000 34,403,400 33,398,500

210

SANITATION FUND OPERATED BY MUNICIPAL SERVICES

Zachary Bihr, P.E, Director T he Sanitation section of the Municipal Services Department provides for the collection and disposal of solid waste, vegetation, and recyclable material for City residents including weekly bulk trash collection. This year Sanitation will collect approximately 73,127,300 lbs. of garbage, 11,302,700 lbs. of recyclables, 3,953,600 lbs. of bulk materials, and 25,856,800 lbs. of vegetation generated by approximately 90,000 residents.

T he goal is to provide efficient, sanitary removal of solid waste by promoting source separation and increased recycling participation.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 2,969,106 3,435,700 3,435,700 3,536,200 Other Operating 3,545,742 4,558,900 4,661,300 3,356,800 Supplies 22,254 38,500 40,400 261,100 Capital Outlay - 2,354,000 3,762,500 2,726,700 Transfers 837,724 - - - SUB-TOTAL 7,374,826 10,387,100 11,899,900 9,880,800 Reserves 7,316,858 2,319,300 2,319,300 2,477,200 TOTAL 14,691,684 12,706,400 14,219,200 12,358,000 Full-time Employees 52.00 52.00 52.00 57.00

211 Approved Positions FY 19/20 57

CITY MANAGER

MUNICIPAL SERVICES

OPERATIONS

SANITATION

(1) Sanitation Superintendent (2) Sanitation Supervisor (1) Office Supervisor I (33) Packer Operator / Driver (19) Refuse Collector (1) Sanitation Bill/Customer Service Rep

* 2 Refuse Collector 3 Packer Operator 5 Approved FY 19/20

212 City of Boca Raton FUND DEPARTMENT DIVISION

SANITATION MUNICIPAL SERVICES SANITATION

DIVISION DESCRIPTION The Sanitation Section provides for the collection and disposal of solid waste, vegetation, and recyclable material for City residents including weekly bulk trash collection.

GOALS To provide efficient residential solid waste collection, transportation and disposal adequate to satisfy existing and projected growth compliant with the latest standards and methods.

OBJECTIVES 2019-2020 Determine feasibility of received bid to outsource Sanitation and make decision on whether it makes fiscal sense to keep in house or enter into agreement with private hauler.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Create a new Code Enforcement Collection Program This project is on-going.

OTHER ACHIEVEMENTS

Created RFP to outsource Sanitation which resulted in successful bid. Currently reviewing bid to determine feasibility of outsourcing to private hauler. Provided security for 3 City events.

Collected 35,972 tons of Garbage, 10,999 tons of vegetation, 2,346 of bulk trash and 5,841 tons of recyclable materials

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Resolve missed pick ups within 24 World Class Municipal Services Within 3 hours Within 3 hours Within 3 hours hours. Complete daily routes. World Class Municipal Services 100% 98% 100%

213

STORMWATER UTILITY FUND OPERATED BY MUNICIPAL SERVICES

Zachary Bihr, P.E., Director

T he mission of the Municipal Services Department, operating in the Stormwater Utility Fund, is to cooperatively design, construct, inspect and maintain the City’s separate Stormwater system in accordance with the Environmental Protection Agency's National Pollutant Discharge Elimination System (NPDES) permit including, but not limited to, project management for capital improvements, construction inspections for drainage improvements, project planning/development and policy development/guidance, enforcement and implementation.

APPROVED 2019-20 DIVISION BUDGET Maintenance $ 1,435,900 Design 3,853,100 Reserves 4,641,800 TOTAL $ 9,930,800

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 836,560 820,200 820,200 918,700 Other Operating 1,298,010 1,015,700 1,703,500 1,228,300 Supplies 3,348 6,900 6,900 7,100 Capital Outlay - 4,620,000 5,017,700 3,134,900 Depreciation 666,124 - - - Sub-Total 2,804,042 6,462,800 7,548,300 5,289,000 Reserves 8,307,708 3,665,200 3,665,200 4,641,800 TOTAL 11,111,750 10,128,000 11,213,500 9,930,800 Full-time Employees 10.00 10.00 10.00 11.00

214 Approved Positions FY 19/20 11

CITY MANAGER

MUNICIPAL SERVICES

ENIGNEERING/DESIGN

(1) Assistant City Civil Engineer

(1) Stormwater Operations Manager

STORMWATER / MAINTENANCE STORMWATER / ENGINEERING

(1) Chief Heavy Equipment Operator (1) Design Drafter (1) Equipment Op. & Maintenance Supervisor (1) Construction Inspector (2) Heavy Equipment Operator (1) Equipment Operator II (1) Maintenance Worker (1) Equipment/TV Truck Operator

* 1 Stormwater Operations Manager 1 Approved FY 19/20

215 City of Boca Raton FUND DEPARTMENT DIVISION STORMWATER/MAINTENANC STORMWATER UTILITY MUNICIPAL SERVICES E-MS

DIVISION DESCRIPTION The Stormwater Utility was initiated to address both water quality and water quantity improvements to the City's infrastructure system. The Stormwater Section of the Municipal Services Department works to maintain the federally mandated Stormwater System for the City of Boca Raton. Responsibilities include the sweeping of streets and right-of-ways, cleaning and repairing of storm drains, and controlling aquatic vegetation in canals and lakes.

GOALS The goal of this program is to provide an economically feasible stormwater management system that will minimize damage from severe storms by improving flood protection and to improve the quality of stormwater runoff to meet the requirements of the State Water Policy and the EPAs NPDES permit conditions.

OBJECTIVES 2019-2020 Inspect and clean 9,000 LF of exfiltration trench to comply with NPDES permit requirements

Inspect 100 % of citys major outfalls.

Respond to resident stormwater request within 24 hours. Update stormwater vehicles and equipment to improve maintenance response time.

Sweep 895 miles of roadways and collect 1,500 lbs. of nitrogen and 2,000 lbs. of phosphorous from the roadways to comply with the NPDES permit requirements. Verify 20% of Citys Stormwater system for GIS/Work Order integration.

Grading and erosion control along the south side of Spanish River Blvd.

Inspect a minimum of 10% of the total number of structures to comply with NPDES permit requirements

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Inspect 3,000 linear feet of exfiltration trench to comply with NPDES permit requirements met. the NPDES permit requirements.

Video inspect 3,000 linear feet of underground storm NPDES requirements met. drainage lines to comply with the NPDES permit requirements.

Complete two swale restoration projects. Completed.

Develop in house aquatic spray program. Determined that program is not feasible at this time will continue using vendor. Collect 2,000 lbs of nitrogen and 1,500 lbs of phosphorous Completed. from the roadways to comply with the NPDES permit requirements.

OTHER ACHIEVEMENTS

Restored two (2) outfalls and established standards with LWDD for outfall rehabilitation program.

Complete canal restoration on NW 67 street east of NW 2nd Avenue including tree removal and side slope stabilization.

Completed canal restoration along south side of Spanish River Blvd from Military Trail to Technology Way.

Installed 200 feet of swale at the front of 770 NE 39 street restoring stormwater conveyance to existing function.

216 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Comply with the level of World Class Municipal Services 100% 100% 100% maintenance required by NPDES for stormwater inspection, cleaning and repair.

217 City of Boca Raton FUND DEPARTMENT DIVISION

STORMWATER UTILITY MUNICIPAL SERVICES ENG/STORMWATER

DIVISION DESCRIPTION The Stormwater Utility was initiated to address both stormwater quality and quantity improvements and maintenance of the City's separate stormwater system in accordance with the City's Comprehensive Plan and the conditions of the Environmental Protection Agency (EPA) National Pollutant Discharge Elimination System (NPDES) permit. The Municipal Services/Engineering Services section of the Stormwater Utility is responsible for program development and administration in cooperation with Municipal Services.

GOALS The goal of this program is to provide an economically feasible stormwater management system that will minimize damage from severe storms and to improve the quality of the stormwater runoff to the maximum extent practical in accordance with the City's Comprehensive Plan and the conditions of the NPDES (National Pollutant Discharge Elimination System) permit.

OBJECTIVES 2019-2020 Verify field data on 20% of the City’s stormwater infrastructure and incorporate findings into GIS database. Complete the construction of Stormwater Master Plan Phase I and Phase II. Comply with NPDES mandated Water Quality Assessment Report. Complete NPDES Annual Report and all testing and inspections required by the Report.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Complete NPDES Annual Report and all testing and inspections Completed. required by the Report. Train additional personnel in spill response and containment Completed. Initiating a joint effort with Utility Services.

Digital map of existing inventory has been populated and provided Review the Stormwater inventory to prepare for digital Work Order to field inspection staff for verification. system

Complete design and award construction contract for $ 3,000,000 Storm water Master Plan projects Phase 1 and Phase 2 to be of drainage projects identified and ranked in Stormwater CIP, completed by annual Contract submitted to purchasing Estimated including Coquina Way and SW 9th Avenue combined total $3.2M. SW 9th Avenue & SW 8th Terr. issued for construction.

OTHER ACHIEVEMENTS Trained Stormwater maintenance staff on Stormwater incident database Developed a database and call log with GIS locations to track stormwater calls. Updated Citys outfall inventory map. Updated Canal outfall design standards in coordination with Lake Worth Drainage District Completed drainage study of NW 2nd Ave. from NW 20th to Spanish River Blvd.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Comply with the level of maintenance World Class Municipal Services 100% 100% 100% required by NPDES for stormwater inspection, cleaning and repair.

Complete projects within contract time. World Class Municipal Services 100% 100% 100%

Complete projects within 10% of World Class Municipal Services 100% 100% 100% original budget. 218

WATER & SEWER ENTERPRISE FUNDS OPERATED BY UTILITY SERVICES

Chris Helfrich, P.E., Director Justin Barrington, Deputy Director T he mission of the Utility Services Department, operating in the Water & Sewer Enterprise Funds, is to provide water and sewer services to approximately 35,200 accounts, including residential, commercial, industrial and educational. The service area extends from the Atlantic Ocean on the east to the Florida Turnpike on the west. The northern and southern service boundaries are the City limits. The service area encompasses approximately 35 square miles. G lades Road Water Treatment Plant (WTP) has a treatment capacity of 70 million gallons per day (MGD) with fully computerized control and monitoring of the supply, production and distribution facilities. This includes a 40 MGD membrane Plant to replace a portion of the Lime Softening Facility.

T he Wastewater Treatment Plant has a treatment capacity of 17.5 MGD. An integral part of the plant is a wastewater reuse system, which is capable of treating 17.5 MGD of effluent for irrigation and in-plant use.

APPROVED 2019-20 DIVISION BUDGET Administration $ 21,270,200 Water 11,296,700 Wastewater 9,739,700 Customer Service 2,128,900 W/S Renewal & Replacmt 10,235,000 Water Impact 3,050,000 Capital Projects/Transfers 48,680,100 Reserves 45,311,300 TOTAL $ 151,711,900

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 13,221,296 14,386,500 14,386,500 14,930,500 Other Operating 19,931,239 22,747,100 22,937,700 23,014,500 Supplies 4,751,714 7,758,600 7,925,300 6,275,700 Capital Outlay - 56,617,000 78,270,900 55,006,100 Transfers 1 ,381,000 1,077,000 1,077,000 3,331,400 Debt Service 633,120 4,883,700 4,883,700 3,842,400 Depreciation 1,521,500 - 19,082,300 - Sub-Total 41, 439,869 107,469,900 148,563,400 106,400,600 Reserves 141,024,478 56,396,600 56,396,600 45,311,300 TOTAL 182,464,347 163,866,500 204,960,000 151,711,900 Full-time Employees 174.00 174.00 174.00 180.00

219 Approved Positions FY 19/20 168

CITY COUNCIL

UTILITY SERVICES

QUALITY CONTROL (1) Quality Control Mgr (1) DEPUTY DIRECTOR (1) DIRECTOR (5) Quality Control Analyst I Justin Barrington Chris Helfrich (2) Quality Control Analyst II (1) Laboratory Supervisor (1) Quality Control Field Sampling Specialist (1) Operations and ADMINISTRATION (1) Laboratory Analyst Environ. Compliance Mgr (1) Finance Manager (1) Accting Coordinator WATER NETWORK (1) Special Projects Coordinator (2) Sr Stores Clerk (1) Treatment Operations (1) Water/Sewer Network Supvr. (1) Safety Security Training Off Manager (1) Support Services Assistant (9) Network Crew Chief* (1) Facility Maintenance (1) Administrative Specialist (11) Network Crewmember Manager (1) Equipment Operator II WATER TREATMENT (1) Maint. Planner / Scheduler PLANT (1) Support Services Assistant WATER / SEWER DESIGN INSTRUM / CONTROL (1) Water Plant Supt. (1) Program Policy Coordinator (1) Utilities Engineering Manager (6) Instrument / Comp Tech. (1) Water Plant Supervisor (1) Capital Imprv Project Mgr. (2) SCADA Tech (1) Sr. Vac Filter Operator (2) Project Engineer (1) Instrumentation (18) Water Plant Operator LIFT STATION (1) Construction Project Coord. Supervisor (1) Maintainer MAINTENANCE (1) Construction Project Manager (1) CADD/GIS Technician (1) Lift Station Network Spvsr (1) GIS Specialist/Utilities Svcs PLANT MAINTENANCE (4) Lift Station Crew Chief WASTEWATER (1) Contract Administrator (5) Lift Station Crewmember TREATMENT (1) GIS Coordinator* (4) Sr. Plant Mechanic (1) Vactor Truck Operator PLANT (1) Utilities Developer Coordinator* (3) Plant Mechanic (1) Maint. Planner/Scheduler (1) Maintenance Supervisor (1) WW Plant Supt. (1) Water Prod. Maint. Crew (1) WW Plant Supervisor Chief (15) WW Plant Operator WASTEWATER NETWORK (1) Water Prod. Maint. Mech. (1) Solids Process Tech. (1) Util Landscape Mechanic (1) W/S Network Spvsr (1) Reliability Engineer* (1) Vactor Truck Operator (5) Network Crew Chief* ELECTRICAL (7) Network Crewmember (2) TV Truck Operator (1) Electrical Supervisor (3) Utility Program Inspect. (7) Plant Electrician* (1) Plant/Equipment Mechanic (1) Trade Assistant METER READING

(1) Util. Network Supervisor (5) Util. Network Crewmember

* 2 Network Crew Chief 1 GIS Coordinator 1 Utilities Developer Coordinator 1 Reliability Engineer 1 Plant Electrician 6 Approved FY 19/20

220

City of Boca Raton FUND DEPARTMENT DIVISION

WATER/SEWER OPERATING FINANCIAL SERVICES CUSTOMER SERVICE

DIVISION DESCRIPTION Customer Service prepares and collects utility billings for all accounts served by the City. Customer Service is also responsible for miscellaneous receivables owed to the City including special assessments.

GOALS To provide an outstanding level of customer service while generating and collecting all revenues due to the City.

OBJECTIVES 2019-2020

Provide information to the public on the City’s website while ensuring that the content meets the requirements under the American Disabilities Act (ADA). Continue working with the Utility Services Department in the full transition to a paperless work order solution. Implement a new Utility Billing Enterprise Resource Planning (ERP) system. A considerable amount of time and effort is needed to ensure the preservation of existing data and the uninterrupted functionality of these key internal services. Work with the Utility Services Department to successfully implement the pilot project for real time meter reading data to ensure customer satisfaction, streamline billing, and timely/accurate meter readings.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Improve the customer experience and communication. A customer service survey is in development and the first Create and Implement a customer satisfaction survey and survey was implemented fourth quarter of FY2019. implement the automation of outbound customer notifications Automation of out-going notifications has been researched of past due water billings. and will require modification in our Code Red contract to implement. Continue working with the Utility Services Department in the Working with the Utility Servic es Department to successfully full transition to a paperless work order solution. implement a complete paperless work order system. Reconfigure the office space for the division of Customer Reconfigured office space to ensure a better setup to serve Service to improve space utilization and include a better customers. setup to serve customers. Work with the Utility Services Department to successfully Project is on-going. Utility Services has identified implement the pilot project for real time meter reading data to approximately 140 large meters to implement cellular ensure customer satisfaction, streamline billing, and reading. Pending upgrade to utility reading software and timely/accurate meter readings. equipment. Selection and implementation of a new Utility Billing A selection has been made and implementation will begin Enterprise Resource Planning (ERP) system. This will be a during the summer of 2019. major undertaking by the department that will encompass a significant amount of dedicated staff time for selection, procurement, implementation, documentation and training.

OTHER ACHIEVEMENTS

Customer Service Manager completed an ADA document accessibility Level 1 and 2 training. Hired part-time staff to assist during the implementation of the new Utility Billing Enterprise Resource Planning (ERP) system to ensure continuation of customer service at a high level. Identified and started monitoring additional call center statistics, including customer wait time in queue and customer abandoned time. Reduced customer wait time in queue has led to improvements in customer satisfaction.

221 Extensively cross-trained Customer Service Representative to be able to handle a variety of issues for customers with one- stop phone call service, reducing escalated calls and better customer satisfaction.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Customer satisfaction survey results World Class Municipal Services N/A 95% 95% with scores reporting satisfied or higher. Maintain a less than 8% abandoned World Class Municipal Services N/A Less than 8% Less than 5% call rate. Increase customer service contact Financially Sound City Government 89% 89% 95% level to improve customer satisfaction. Maintain a less than 1% Financially Sound City Government 99% 99% 99% delinquency rate on utility billings of greater than 2 to 3 days after route transmittal. Percentage of utility bills mailed Financially Sound City Government 100% 100% 100% within 1 day of target date. Error free daily cash balance Financially Sound City Government 95% 100% 100% Maintain a less than 2-minute wait World Class Municipal Services N/A Less than 2 Less than 1 time for customer service calls. minutes minute

222

City of Boca Raton FUND DEPARTMENT DIVISION

WATER/SEWER OPERATING FINANCIAL SERVICES METER READING

DIVISION DESCRIPTION Meter Reading reads the water meters, disconnects water service for delinquent accounts and tests meters for accuracy.

GOALS To read all meters accurately and in a timely fashion. To stay current on disconnections of service for delinquency and to verify service remains off until payment has been made.

OBJECTIVES 2019-2020

Schedule and maintain 60 to 62 day billing cycle for all utility billing cycles during the FY 2015/16 to ensure timeliness of billings and collections. Long-term capital replacement plan using Automated Meter Readers and new technology as it comes available to reduce the number of hand read meters. Upgrade current water meters with cellular technology to allow for hourly meter readings. This will improve billing efficiencies, reduce daily routine work order field trips, and reduce potential hazards employees face in their daily meter reading duties. Explore the use of windows based tablets to be used for customer service to implement a paperless work order system.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Adjust the Lead Meter Readers schedule to provide Adjusted the Lead Meter Readers schedule which resulted in extended coverage to re-connect delinquent accounts and reduced overtime for the division. eliminate overtime. Long-term capital replacement plan using Automated Meter The division is beginning the procurement process to Readers and new technology as it comes available to reduce develop a long-term capital replacement plan using AMRs. the number of hand read meters. Implement a new paperless work order system. The division is currently reviewing the Utility work order system, Maximo by integrating HTE work orders with Utilities work orders allowing both groups to work from a single updateable database. Develop a pilot program for the automated meter reading The pilot program was implemented, and the results were system to determine the feasibility of converting the positive. remaining meters to the automated system. This will allow for more frequent monitoring of large meters to ensure they are running properly to avoid lost revenues. Long term program will be evaluated for expanding to all meters. Schedule and Maintain 60 to 62 day billing cycle for all utility Maintained a 60 to 62 day billing cycle for all Utility Billing billing cycles during the FY 2014/15 to ensure timeliness of cycles. billings and collections.

OTHER ACHIEVEMENTS

Participated in the LEAN process improvement project for delinquent utility bills including disconnection of service.

223 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Number of meters read per meter Financially Sound City Government 2900 2900 2900 reader per month Meter reading accuracy rate Financially Sound City Government 98% 96% 100% Percentage of stopped registers in Financially Sound City Government 1% 1% 0% system

Number of work orders completed Financially Sound City Government 99% 99% 100% within 1 business day (including tests) Number of stopped meters in Financially Sound City Government 180 75 50 system Percentage of time that 60 to 62 day Financially Sound City Government 97% 92% 100% cycle was achieved Percentage of routes that are read Financially Sound City Government 10% 10% 10% through radios Percentage reduction in Financially Sound City Government 23% 30% 40% unauthorized usage

224 City of Boca Raton FUND DEPARTMENT DIVISION

WATER/SEWER OPERATING UTILITY SERVICES ADMINISTRATION

DIVISION DESCRIPTION Oversee and direct the operation, maintenance and construction activities within the Department.

GOALS Provide superior customer service for the residents and businesses in the community. Ensure that all process control functions meet the highest quality standards. Complete quality construction projects on schedule and within budget. Ensure utility infrastructure has capacity to meet present and future needs especially in areas of re-development. Ensure efficiency, energy and operational, of utility infrastructure through evaluations and upgrades.

OBJECTIVES 2019-2020 Increase customer backflow and FOG reporting compliance.

Continue to optimize the operation of the facilities through technology and Reliability Centered Maintenance (RCM) programs. Ensure all customer inquiries are addressed in a timely manner(within 2 hours).

Implement the necessary upgrades to data systems(Maximo and GIS) to ensure all assets are managed effectively.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Acquisition of easements for the Lake Wyman Road sewer Ongoing. and water upgrade. Complete the construction of Building 1B remodeling. Design Work order issued in April 2017.

Continue hardening of Utility Services buildings. Building hardening in progress. Compliance with Federal diesel generator catalytic converter Work in progress. requirements.

OTHER ACHIEVEMENTS

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage of Utility employees World Class Municipal Services 75% 68% 80% attending training courses 20 or more hours per year Percentage of work orders Financially Sound City Government 95% 92% 95% completed within 1 business day (including tests) Meter reading accuracy rate Financially Sound City Government 100% 99% 100%

Percentage of stopped registers in Financially Sound City Government 1% 1% 1% system

225 City of Boca Raton FUND DEPARTMENT DIVISION

WATER/SEWER OPERATING UTILITY SERVICES METER READING

DIVISION DESCRIPTION Meter reading division is responsible for readings the water meter for billing, disconnecting-water service for delinquent accounts and testing meters for accuracy.

GOALS To read all meters accurately and in a timely fashion. To stay current on disconnections of services for delinquency and verify service remains off until payments has been made.

OBJECTIVES 2019-2020 Implement Pilot project to provide "real time" data to ensure customer satisfaction, promote water conservation, streamline billings, and increase efficiency in water and effective manner. Continue to integrate meter reading functions and water distribution functions in an efficient and effective manner.

Schedule and maintain 60 to 62 day billing cycle for all utility billing cycles during FY 2017/2018 to ensure timeliness of billing and collections.

Integrate Maximo and HTE with all assets and work order function in order to implement a paperless work order system.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Long term capital replacement plan using automated meter The division is beginnings the procurements process to reader and new technology as it comes available to reduce develop a long term capital replacement plan using AMRs. the number of hand read meters. Explore the use of windows bases tablets to be used for identified programming needs that require upgrade to customer service to implements a paperless work order Maximo and HTE. system Schedule and maintain 60 to 62 day billing cycle for all utility Maintained a 60 to 62 day billing cycle for all utility billing billing cycles during the FY 2014/2015 to ensure timeliness of cycles. billing and collections.

OTHER ACHIEVEMENTS

Replaced over 1400 AMR register in second half of fiscal year.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage of time that 60 to 62 Financially Sound City Government 97% 92% 1100% day cycle was achieved. Meter reading accuracy rate. Financially Sound City Government 98% 96% 100%

Percentage of routes that are read Financially Sound City Government 10% 10% 10% through radios. Percentage of stopped register in Financially Sound City Government 1% 1% 0% system. Number of meters read per meter Financially Sound City Government 2900 2900 2900 reader per month. Percentage of work order completed Financially Sound City Government 99% 99% 100% within 1 business day(including test). Number of stopped meters in Financially Sound City Government 180 75 50 system. 226 City of Boca Raton FUND DEPARTMENT DIVISION

WATER/SEWER OPERATING UTILITY SERVICES WATER TREATMENT PLANT

DIVISION DESCRIPTION Operation and maintenance of a 70 MGD Water Treatment Plant. Maintain over 700 miles of water mains and 5,500 fire hydrants. Operation and maintenance of 52 raw water production wells. Provide quality control and quality assurance for water treatment process.

GOALS To provide treatment, distribution, and storage of potable water for human consumption, irrigation and fire protection in compliance with local, state and federal standards.

OBJECTIVES 2019-2020 Develop prioritized list of project utilizing data from critical infrastructure assessment. Continue with phase 3 of security enhancements at water treatment plant and distribution system to include camera installations at multiple sites. Continue upgrading/rehabilitating water treatment facilities: upgrade/rehab of pressure filters and carbon dioxide system. Continue updating GIS with water distribution valve and hydrant locations and provide web based access for crew members. Continue monitoring Federal and State statutes and regulations related to water quality and the operation of potable water systems to ensure compliance. Continue monitoring "unaccounted for water" in the water distribution system. Continue hydrant repair/replacement program.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Complete water main infrastructure criticality and risk assessment Complete critical infrastructure assessment. and develop list of prioritized projects. Continue upgrading/rehabilitating distribution system: Sunflower, Will be addressed in Critical Infrastructure Assessment. Boca Riviera, and Sun & Surf. Continue with security enhancements at water treatment plant and Phase 2 of project completed. distribution system to include camera installations at multiple sites.

Continue construction of improvements to lime residuals On schedule for completion. dewatering, motor control centers and high-service pumping. Continue updating GIS with water distribution valve and hydrant Hydrant and additional valve GPS locations are in web-based GIS locations and provide web based access for crew members. program.

Continue monitoring "unaccounted for water" in the water Ongoing; "unaccounted for water" has been below 5% (Below distribution system. 10% is industry standard). Continue upgrading/rehabilitating water treatment facilities. Completed membrane replacements and completed design for carbon dioxide tank replacements. Continue monitoring Federal and State statutes and regulation Complied with new Cross-Connection Control reporting related to water quality and the operation of portable water systems requirement and Emergency Pollution Notification Rule. to ensure compliance. Continue hydrant repair/replacement program. Ongoing- only 1.6% of hydrants in system were install before 1970 OTHER ACHIEVEMENTS The City's Fire Department achieved an ISO Class 1 rating due, in-part, to the Water Treatment Plant facilities.

227 PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage of time drinking water World Class Municipal Services 100% 100% 100% surpasses state/federal standards. Percentage of water service calls Strong Partnership with Our 100% 100% 100% responded to within 2 hours. Stakeholders

228 City of Boca Raton FUND DEPARTMENT DIVISION WASTEWATER TRTMNT WATER/SEWER OPERATING UTILITY SERVICES PLANT

DIVISION DESCRIPTION Operation and maintenance of a 17.5 MGD Wastewater Treatment Plant, 100% reclaimed water system, and 240 lift stations that provide service to 128,000 customers. Maintain over 600 miles of force mains, gravity mains, and 43 miles of reclaimed water pipes. Provide quality control and quality assurance for wastewater treatment process.

GOALS To provide treatment, reuse, and disposal of wastewater in compliance with all local, state and federal standards. Monitor commercial, institutional and industrial sites for compliance with the wastewater pretreatment requirements.

OBJECTIVES 2019-2020 Complete construction of telemetry upgrades.

Complete the rehabilitation of wastewater plant headworks and primary clarifiers.

Continue lining of sewer collection system -- mains, force mains, and manholes.

Rehabilitation of wastewater plant aeration basin and the addition of a 4th low lift pump for reuse.

Develop list of prioritized projects utilizing critical infrastructure assessment information.

Continue rehabilitation of Lift Stations and reduce number of one-pump stations to less than 5% of our total number of stations.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Reduce the number of one-pump lift stations to less than 5% Ongoing; Continuing to lower the number of one-pump of our total number of stations at all times. stations, have put in place processes to order new pumps and repair existing pumps more efficiently. Rehabilitation of wastewater plant headworks and primary Designs completed; construction to begin in 16/17. clarifiers. Complete telemetry upgrades. Design on schedule for completion; construction scheduled to begin in 16/17. Complete force main infrastructure criticality and risk Assessment completed. assessment and develop list of prioritized projects. Continue lining of sewer collection system--mains, force On going. New BID developed. mains, and manholes. Continue updating GIS with sewer collection system valve Completed. and air release valve locations.

OTHER ACHIEVEMENTS

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percent of raw waste water flowing World Class Municipal Services 100% 100% 100% into treatment facility

229

CEMETERY / MAUSOLEUM FUND OPERATED BY RECREATION SERVICES

Michael J. Kalvort, CPRE, Recreation Services Director

T he mission of the Recreation Services Department, operating in the Cemetery/Mausoleum Fund, is to provide quality funeral services to City residents, along with the highest standards of maintenance for existing and future Cemetery/Mausoleum memorial facilities. The Recreation Services Department provides assistance to the public in making final resting place arrangements for Cemetery burials and Mausoleum entombments, and maintains all facilities and grounds.

APPROVED 2019-20 DIVISION BUDGET Cemetery $ 483,400 Mausoleum 768,400 TOTAL $ 1,251,800

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 334,458 417,900 417,900 370,400 Other Operating 250,301 367,100 401,300 363,100 Supplies 21,683 29,400 29,400 30,800 Capital Outlay - 96,700 96,700 487,500 Transfers 64,185 42,600 42,600 - Sub-Total 670,627 953,700 987,900 1,251,800 Reserves 436,995 - - - TOTAL 1,107,622 953,700 987,900 1,251,800 Full-time Employees 6.00 6.00 6.00 6.00

230 Approved Positions FY 19/20 6

CITY MANAGER

RECREATION SERVICES

CEMETERY/MAUSOLEUM

(1) Cemetery/Mausoleum Manager (1) Assistant Cemetery Manager (1) Cemetery Caretaker (3) Cemetery/Mausoleum Caretaker

231 City of Boca Raton FUND DEPARTMENT DIVISION

CEMETERY/MAUSOLEUM RECREATION SERVICES CEMETERY

DIVISION DESCRIPTION This Division includes the Boca Raton Cemetery and Mausoleum.

The following goals and objectives are consistent with the Recreation Services Department Mission: To enrich the life of each resident and to contribute to the enhancement of Boca Raton as a community by providing exceptional recreational, educational and municipal programs, facilities and sites in a fiscally responsible manner.

GOALS 1. Complete the implementation of the Pontem software system. 2. Review and update Cemetery/Mausoleum rules and regulations. 3. Incorporate 4 newly constructed mausoleum buildings into the annual operation and maintenance process.

OBJECTIVES 2019-2020 3. Meet with employees from Boca Raton Mausoleum Inc., and obtain as builts, confirm building materials, stock replacement tile and marble, update signage and administrative forms and paperwork. 1. Meet with IT to coordinate software installation on the computers in the cemetery administration building, and tablet for in the field use. Coordinate training for cemetery team members and employees from Boca Raton Mausoleum Inc. 2. Complete separation of current rules into cemetery and mausoleum Sections, highlight any rule changes/updates and prepare for City Council approval.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT 1. Coordinate attendance of in-house customer service Internal and external customer was covered during team training class/session conducted by Recreation Services staff meetings. A formal customer service program within or via outside agencies such as the Florida Recreation and Recreation Services is under review. Parks Association or National Recreation and Parks Association. 2. Complete comparison of electronic map with cemetery The electronic mapping of the cemetery was completed but records and complete modifications needed for items such as due to the long-term vacancy in the Cemetery/Mausoleum plots not available due to tree location, etc. Compare Manager position, the system was not fully implemented. electronic map grave information to cemetery records and complete record formatting. Institute use of electronic mapping in daily operations (sales/burials). 3. Compare rules and regulations with other nearby Due to the long-term vacancy in the Cemetery/Mausoleum public/private cemetery/mausoleums, to update and identify Manager position, this goal was not completed. new procedures and methodologies.

OTHER ACHIEVEMENTS

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Provide timely, professional quality World Class Municipal Services 99% 97% 95% entombment and enrichment services at the Mausoleum Complex Cemetery with 24 hours notice. Provide timely, professional quality World Class Municipal Services 98% 95% 95% Funeral Services and Burials with 24 hours notice.

232

GOLF COURSE FUND OPERATED BY RECREATION SERVICES

Michael J. Kalvort, CPRE, Recreation Services Director

T he Recreation Services Department's Golf Division provides residents and visitors the opportunity to enjoy affordable golf (programs, lessons, social activities and competition) on a quality course, thus encouraging good health, wellness, socialization and self-improvement.

APPROVED 2019-20 DIVISION BUDGET Red Reef Golf Course $ 633,100 Municipal Golf Course 2,326,000 TOTAL $ 2,959,100

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 1,797,749 1,728,900 1,728,900 1,794,800 Other Operating 5 95,802 7 24,800 7 35,300 778,400 Supplies 3 01,281 3 42,900 3 35,400 385,900 Transfers 11,400 - - - Depreciation 81,972 - - - Sub-Total 2,788,204 2,796,600 2,799,600 2,959,100 Reserves (679,672) - - - TOTAL 2,108,532 2,796,600 2,799,600 2,959,100 Full-time Employees 23.00 23.00 23.00 23.00

233 Approved Positions FY 19/20 23

CITY MANAGER

RECREATION SERVICES

RED REEF GOLF/BR MUNICIPAL GOLF

(1) GOLF COURSE MANAGER Greg Jerolaman

(3) Golf Operations Supervisor (1) Golf Administrative Specialist (2) Assistant Golf Course Superintendent (11) Groundskeeper (1) Golf Course Superintendent (1) Golf Course Mechanic (1) Mechanics Helper (1) Spray Equipment Operator (1) Irrigation System Technician I

234 City of Boca Raton FUND DEPARTMENT DIVISION

GOLF COURSE RECREATION SERVICES B/R MUNI GOLF COURSE

DIVISION DESCRIPTION This Division includes the Alan C. Alford Red Reef Golf Course and the Boca Raton Municipal Golf Course.

GOALS COURSE CONDITIONING: MUNICIPAL COURSE a. Maintain consistent fertility practices on all green, tee and fairway surfaces. b. Maintain aggressive pre- and post-emergent weed control program to keep fairways, tee boxes and greens 90% free of weeds. c. Maintain overall superior course conditioning through the final day of operations. d. Increase revenue by seven (3%) percent. RED REEF: a. Maintain consistent fertility practices on all green, tee and fairway surfaces. b. Maintain aggressive pre- and post-emergent weed control program to keep fairways, tee boxes and greens 90% free of weeds. c. Increase revenue by three (3%) percent. OPERATIONS a. Develop strategy for staff retention through final days of operations to help ensure delivery of excellent customer service levels to the end of operations at Municipal Course. b. Prepare for and work closely with Purchasing in arranging for the sale, relocation in the City or disposal of all assets upon course closure. c. Prepare for and work closely with the Parks and Ballfield Maintenance sections to transfer equipment upon course closure. d. Create a plan to relocate assets from the Municipal Course to various or one city location.

OBJECTIVES 2019-2020 1. Provide the highest levels of customer service to our residents, members and guests to achieve the best overall experience they can have. 2. Continue to promote the Get Golf Ready program to introduce new players to the game, as well as bringing players back into the game.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Work with City Communications team to develop marketing Worked with City Communications team to combat rumors of strategy while winding down. the Municipal Course having been closed. A video was produced, showing operations were flourishing with a narrative that we were open for business and it was distributed to over 10,000 persons in our tee time data base. RED REEF: a. Weed control program was maintained at a very high level a. Maintain aggressive pre and post emergent weed control with greens and tees being maintained virtually weed free. program. All turf on the course, with the exception of green surfaces, b. Install new drainage grid on south side of operations were treated with two Barricade and one Ronstar weed center to alleviate puddling on the cart path. control applications. Additionally, spot treatments were conducted throughout the year. Weed control on greens consisted of spot treatment and mechanical removal. This project was completed and included the installation of three catch basins, 120 linear feet of double walled perforated drain pipe, a two cubic yard man-made sump and street sawing through a 10 concrete path way. Additionally, this project had a large beautification element which included the installation of 600 square feet of Paspalum sod, 20 Areca Palms, 16 Thaxahatchee ornamentals and the creation235 of a rice rock pathway to the practice putting green. COURSE CONDITIONING: MUNICIPAL COURSE Fertility practices were maintained at a high level on all a. Maintain consistent fertility practices on all green, tee and greens, tees and fairways. All greens were sprayed with fairway surfaces. liquid fertilizers on a weekly basis throughout the year and b. Maintain overall superior course conditioning through the granulars were applied every three weeks. Tees were final day of operations. treated bi-weekly with liquids and every three weeks with granular. Fairways were treated with granular fertilizer on a bi-monthly basis. a. At this writing, course conditions have been maintained at high levels, with no expenditures or maintenance practices having been cut. OPERATIONS a. At this writing, staff morale has been maintained at a high a. Develop strategy for staff retention through final day of level through transparent and open communication operations to help ensure delivery of excellent customer regarding the golf course sale. As of this writing a strategy service levels to the end of operations at Municipal Course. has not been established as it is not completely clear when b. Prepare for and work closely with Purchasing in arranging the golf course operations will cease. for the sale, relocation in the City or disposal of all assets b. Initial conversations have taken place with the Purchasing upon course closure. Manager regarding asset disposal and/or relocation. Once c. Prepare for and work closely with the Parks and Ballfield the date of operations ceasing has been established, the Maintenance sections to transfer equipment upon course completion of this objective will be pursued aggressively, closure. commencing four months pre-closing. c. Once the date of operations ceasing has been established, the completion of this objective will be pursued aggressively, commencing four months pre-closing.

OTHER ACHIEVEMENTS

New PGA Get Golf Ready program was established with affordable lessons being offered in group settings. 22 new and returning golfers participated in 110 lessons, with seven of the 10 new players continuing on to play regularly.

A Demo Day was hosted at the Municipal Course in December, wherein six golf club manufacturers showed off their wares. Extensive promotion resulted in approximately 150 persons participating, with many expressing that they had not been here before and several who had thought the course had been closed.

Two drain inlets were repaired and re-installed with concrete at the practice green and No. 10 tee, which has made a tremendous difference in making the area more passable after heavy rains.

Black tee on hole No. 12 was re-sodded and surrounding trees were trimmed to alleviate shade.

Due to a heavier than normal mole cricket season, re-sodding repairs were made to four bunkers on the Championship course (back greenside bunker 6, right fairway bunker 8, left greenside bunker 9 and left fairway bunker on 10). Additionally, two left fairway bunkers on hole #8 were grassed in to improve aesthetics and playability.

PERFORMANCE MEASURES

FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Increase total user revenue by Financially Sound City Government -3.5% 7% 3% target percentage amounts over previous year. Increase total system rounds played Financially Sound City Government -3,666 6,619 3,035 by target amounts over previous year. Vertical cut all fairways and tees World Class Municipal Services 100% 100% 100% once per year and aerate all fairways and tees three times per year. Aerate all greens two times per World Class Municipal Services 100% 100% 100% year.

236 INFORMATION TECHNOLOGY FUND

Sandra Stevens, Information Services Director

T he mission of the Information Technology Division is to provide the computer equipment, software, and training to facilitate the efficient operation of the City of Boca Raton’s municipal government. Our services are made available to the public at large through such efforts as Internet services, telecommunications and television and video programming and indirectly through programs designed to enhance and improve services rendered to the public by other City departments. T he goal of the Information Technology Division is to provide, develop, support and maintain the technological infrastructure as well as appropriate software and programming solutions to satisfy the needs of city staff, business partners and citizens. The Information Technology Division will proactively provide service and value to the city government and the citizenry at large through communication, education, smart growth and efficient use of technologies including telephony, internet services, program development, hardware infrastructure, public broadcasting, and resource security ensuring that Boca Raton is known not only as a premier community but as a world-class local government.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 4,947,190 5,428,000 5,428,000 5,478,300 Other Operating 3,064,149 4,013,200 4,187,200 5,535,900 Supplies 2,673,071 124,600 124,600 124,400 Capital Outlay - 7,818,600 8,233,400 4,466,700 Sub-Total 10,684,410 17,384,400 17,973,200 15,605,300 Reserves 6,441,023 1,386,100 1,386,100 450,000 TOTAL 17,125,433 18,770,500 19,359,300 16,055,300 Full-time Employees 49.00 48.00 48.00 48.00 237 Approved Positions FY 19/20 48

CITY MANAGER

ASSISTANT CITY MANAGER

INFORMATION TECHNOLOGY

(1) INFORMATION TECHNOLOGY DIRECTOR Sandra Stevens

SYSTEMS & DEVELOPMENT PC SYSTEM NETWORKING TELECOMMUNICATIONS COMMUNICATION SYSTEMS

(1) Assistant Information Technology (1) Assistant Information Technology (1) Communications Administrator (1) Public Safety Manager Director (Systems & Dev) Director (Network Services) (1) Telecommunications Technician (1) Business Analyst (Fire) (1) Senior Programmer/Analyst (3) Network Analyst (Field) (4) Network Analyst (PD) (1) GIS Coordinator (2) Network Analyst (City Hall) (1) Project Manager (2) Programmer / Analyst (2) Network Field Engineer (1) Public Safety Video (1) Web Analyst (1) Operations Manager Supervisor (2) Helpdesk Technicians (3) Systems Administrator (2) Public Safety Video Tech (2) GIS Specialist (1) Network Security Administrator (3) Business Analyst (IT) (1) Network Security Analyst (1) Business Analyst (Finance) (1) Business Analyst (US) (1) IT Manager (1) Database Administrator (1) Business Analyst (Recreation) (1) Broadcast Engineer (1) Broadcast Production Manager (1) Broadcast Video Technician

238 City of Boca Raton FUND DEPARTMENT DIVISION

INFORMATION TECHNOLOGY CITY MANAGER INFORMATION TECHNOLOGY

DIVISION DESCRIPTION

The mission of the Information Services Division of the City Managers Department is to provide computer equipment, software and training to facilitate the efficient operation of the City of Boca Raton's municipal government. Our services are made available to the public at large through such efforts as Internet services, telecommunications, television and video programming and indirectly through programs designed to enhance and improve services rendered to the public by other City departments.

GOALS The goal of the Information Technology Division is to provide, develop, support and maintain the technological infrastructure as well as appropriate software and programming solutions to satisfy the needs of city staff, business partners and citizens. The Information Technology Division will proactively provide service and value to the city government and the citizenry at large through communication, education, smart growth and efficient use of technologies including telephony, internet services, program development, hardware infrastructure, public broadcasting, and resource security ensuring that Boca Raton is known not only as a premier community but as a world-class local government.

OBJECTIVES 2019-2020 Public Safety Systems: * Intelligence-led Public Safety System and Analytics Supplemental System Replacements: * Expand mobile apps in coordination with the Communications Division * Implement new web payment portal for utility bill payments, parking tickets, building permit fees, and special assessments. * Public Meeting management software for agenda, minutes, streaming and records.

Major software system upgrades and replacements * Utility billing - implementation, go live estimated Q4 2020 * Community Development - implementation, go live estimated Q1 2021 * ERP - Financial Systems, including HR and Payroll - implementation, go live estimated Q3 2021 Complete the Migration to Microsoft Office 365 Cybersecurity Program Enhancements * Endpoint detection and management * Compliance tasks for security management * Execute best practice standards

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Public Safety (Police & Fire Rescue) New Technology and *Completion of Police Sharepoint site to cloud and 3rd party Upgrades implementation *Completion of OSSI crash module *Installation and testing of staff scheduling software for the Police Department *Expansion of the Opticom system for Fire Rescue Office365 Continued migration of employee mailboxes to O365. Citizen Engagement *Implementation of QLess app for Building Permit and Code Enforcement queuing for services *Online special event permitting launch *Moved payment portal to a cloud hosted platform Business Process Improvements *Prepared the RFP for Recreation Management Software replacement. Working with Purchasing on the next steps. *Updated City Intranet page; moved the Sharepoint environment the O365 cloud. *Mapped out (52) internal business processes to prepare for new system replacements. Major software improvements and replacements * Utility billing software awarded; will start implementation in June 2019 * Community Development - vendor selected, negotiation to be completed by summer 2019 * ERP - Financial Systems, including HR and Payroll - negotiation to be completed by end of fiscal year 2019 239 OTHER ACHIEVEMENTS

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Provide technology resources for World Class Municipal Services 25% 25% 25% department functions. Upgrade City personal computers on a four year cycle. Provide citizen information through Strong Partnership with Our 108 108 108 television, live streaming and radio Stakeholders services of public meetings Provide telecommunication though city World Class Municipal Services 95% 95% 95% devices and mobile phones. Telecom move/add/change requests completed within 1 working day

Provide public information requests Strong Partnership with Our Within 3 hours Within 3 hours Within 3 hours through online data and electronic Stakeholders requests Public safety technology services with World Class Municipal Services 98% 97% 97% ability to respond to calls for technical assistance within 3 hours.

240 MOTOR POOL FUND OPERATED BY MUNICIPAL SERVICES

Zachary Bihr, P.E., Director T he mission of the Fleet Maintenance Division of Municipal Services, operating in the Motor Pool Fund, is to provide low cost, efficient maintenance to prolong the useful life of the fleet, provide vehicles that are safe and reliable and maximize the residual value of the City’s fleet. T he Fleet Maintenance Division is responsible for the repair and maintenance of 1,012 pieces of equipment. This equipment includes automobiles, trucks, all-terrain vehicles, golf carts, boats, tractors, etc., that require regular maintenance control and a management system. Fleet Maintenance is also responsible for various fuel sites throughout the City.

T he Capital Recovery Cost Fund (CRC), administered by Municipal Services, ensures sufficient funds are accumulated for the replacement of existing vehicles and heavy equipment that have a replacement cost of $50,000 or more. All vehicles and heavy equipment purchases are issued and recorded in the CRC Fund. In the initial year of purchase, CRC will not be charged. CRC will be recovered during the useful life of the asset, including the year of replacement.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 1,154,500 1,154,500 1,084,500 1,189,800 Other Operating 454,200 454,200 386,900 426,300 Supplies 88,700 88,700 88,700 88,700 Capital Outlay 6,110,900 7,724,600 6,980,000 5,393,100 Sub-Total 7,808,300 9,422,000 8,540,100 7,097,900 Reserves 19,791,000 19,791,000 23,623,800 24,248,300 TOTAL 27,599,300 29,213,000 32,163,900 31,346,200 Full-time Employees 16.00 16.00 16.00 16.00

241 Approved Positions FY 19/20 16

CITY MANAGER

MUNICIPAL SERVICES

OPERATIONS

FLEET MAINTENANCE (1) Automotive Superintendent (1) Fleet Operations Manager (1) Contract Administrator (1) Administrative Assistant (1) Senior Parts Clerk (2) Parts Clerk (1) Quality Assurance Specialist (1) Quality Assurance Assistant (4) Vehicle Technician III (3) Vehicle Technician I

242 City of Boca Raton FUND DEPARTMENT DIVISION

MOTOR POOL MUNICIPAL SERVICES FLEET MAINTENANCE

DIVISION DESCRIPTION The Fleet Maintenance Section is responsible for the repair and maintenance of 526 automobiles and light trucks, 38 medium trucks, 76 heavy duty trucks, and 352 pieces of equipment, including all-terrain vehicles, golf carts, boats, tractors, etc. that require regular maintenance control and a management system. Fleet Maintenance is also responsible for various fuel sites throughout the City.

GOALS The primary goal of Fleet Maintenance is to provide ongoing internal service to City Departments in the areas of vehicular and equipment purchases, repairs and maintenance. The Fleet Maintenance Section strives to reduce maintenance costs and vehicular down time.

OBJECTIVES 2019-2020 Complete the Fleet Departmental Policies and Standard Operating Procedures

Implement a GPS fleet management system to improve driver safety, vehicle utilization and fuel expenses.

ACHIEVEMENTS

OBJECTIVE 2018-2019 ACHIEVEMENT Implement a Motor-Pool Vehicle Sharing Program to improve This project is on-going. vehicle utilization. Implement a GPS fleet management system to improve This project is scheduled to begin in April 2019. driver safety, vehicle utilization and fuel expenses. Complete the Fleet Departmental Policies and Standard This project is on-going. Operating Procedures

OTHER ACHIEVEMENTS

Fleet Maintenance was ranked #18 by APWA and Government Fleet Magazine as the Leading Fleet in America for 2018

Fleet Maintenance was awarded the ASE Blue Seal of Excellence by the National Institute of Automotive Service Excellence. Fleet Maintenance received a Clean Transportation Achievement recognition from the Southeast Florida Clean Cities Coalition for displacing 23,022 gallons of petroleum with B20 Bio-diesel and removing 201.6 tons of Greenhouse Gas Emissions. Fleet Maintenance was ranked #86 in North America as one of the 100 Best Fleets in America for 2017.

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Maintaining efficiency by measuring World Class Municipal Services 9.03 avg 9.39 avg 9.00 target the average number of daily direct direct hours direct hours number of labor hours per technician. per day per per day per hours per day tech tech Maintain a staff of A.S.E. World Class Municipal Services 5.7 avg 5.3 avg 8.0 target technicians needed from the work number of number of number of F/T load predicted by the VEU/MRU techs in FY techs in FY techs in FY analysis. Maintaining technician productivity World Class Municipal Services 6.92 avg jobs 6.98 avg jobs 7.00 target in Fleet by measuring the average per day per per day per number of number of internal jobs completed tech tech jobs per day daily. per tech

243

SELF INSURANCE FUNDS OPERATED BY CITY MANAGER'S OFFICE

Vacant, Director of Management Services

T he Insurance Funds, operated by City Manager's Office, account for the cost of providing health and workers’ compensation insurance coverage to all City employees, and the City’s general liability self-insurance program.

Workers' Comp 7%

Group Medical APPROVED 34% 2019-20 DIVISION BUDGET Workers' Comp $ 3,321,300 Group Medical 16,863,100 Liability 3,809,100 Reserves 26,181,300 TOTAL $ 50,174,800

Reserves Liability 52% 7%

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Personnel Services 496,475 742,900 742,900 774,900 Other Operating 19,136,107 21,848,800 21,213,100 23,206,900 Supplies 6,342 11,700 11,700 11,700 Sub-Total 19,638,924 22,603,400 21,967,700 23,993,500 Reserves 29,248,956 28,928,900 28,236,800 26,181,300 TOTAL 48,887,880 51,532,300 50,204,500 50,174,800 Full-time Employees 8.00 8.00 8.00 8.00

244 Approved Positions FY 19/20 8

CITY MANAGER

SELF INSURANCE FUNDS

WORKERS COMP/ GROUP MEDICAL SELF INSURANCE SELF INSURANCE (1) Risk Manager (1) Benefits Manager (1) Safety Officer (1) Financial Administrator (1) Workers Comp Administrator (1) Risk Management Specialist (1) Risk Management Analyst (1) Benefits Coordinator

245 City of Boca Raton FUND DEPARTMENT DIVISION

WORKERS COMP SELF-INSUR. FINANCIAL SERVICES ADMINISTRATION/SAFETY

DIVISION DESCRIPTION The Administration/ Safety Division maintain open and effective communication with employees to assist them with their health benefits, deferred compensation plans and flexible spending accounts. The Division is also responsible for employee safety, liability issues, workers compensation claims and service.

GOALS The Administration/ Safety Division will continue to educate employees regarding their benefits, safety and how to maintain a safe work environment. The workers compensation plan provides excellent medical care for injured employees by using the finest providers in the area. Liability issues will be managed in a cost effective and efficient manner. Excellent customer service will be provided to both employees and citizens as their needs are addressed.

OBJECTIVES 2019-2020 Review insurance coverage for all Fire Rescue facilities and apparatus and request additional coverage where needed. Prepare and publish a Request for Proposal for Voluntary Benefits Development of Comprehensive Wellness Program to include data file integration for all third parties (carrier, pharmacy, wellness partners) to provide for claims review and outcome analysis. Plan and host the Annual Day in the Park for Safety, which is instrumental on educating employees regarding safety. Review and propose alternatives to the Motor Vehicle Accident Review Board (ARB) policy and procedures. Hire and train an Employee Benefit Analyst to assist the Benefit Manager in administrating the City's Group Health Insurance, safety issues, workers compensation problems and other concerns. Plan and host the Annual Health and Benefits Fair which provides excellent health related information to the employees. Prepare and publish a Request for Proposal for Insurance Broker Services Prepare and publish a Request for Proposal for Dental Benefits Prepare and publish a Request for Proposal for Vision Benefits Continue to monitor the National Healthcare Reform to comply with program requirements and unfunded mandates. Property Insurance Renewal-Citizens Wind Policy, complete property appraisals for new and/or improved City buildings.

ACHIEVEMENTS OBJECTIVE 2018-2019 ACHIEVEMENT Implement year-round on-line Enrollment system for the This objective has been completed. Risk Management has administration of group benefits. implemented a year-round on-line enrollment system for the administration of group benefits. Prepare and publish RFP for Insurance Broker Services This objective was delayed to FY 2016 due to the transition requirements of self-insurance for group medical benefits. The Broker RFP was issued on 4-10-15. Development of Comprehensive Wellness Program to include data Risk Management has expanded the Wellness Program to include file integration for all third parties (carrier, pharmacy, wellness Bio-Metrics screening and year-round programs to promote an partners) to provide for claims review and outcome analysis. active healthy lifestyle for the City employees.

Update policies and procedures relating to the Motor Vehicle Research has been completed on various ARB policies at other Accident Board (ARB) and recommend changes to improve municipalities. Recommendations for changes are pending. process. Development and implementation of a Hands-on Driver Safety The Hands-On Driver Safety training program has been developed training program for City drivers to reduce vehicle incidents. for City drivers. The first class will be held in June of 2015.

246 Property Insurance Renewal-Citizens Wind Policy, consideration of The Citys property and Wind policies were successfully renewed expanding automobile policy coverage for entire fleet. for FY2014-2015. The City of Boca Raton received a return of premium on the property insurance from the Florida Municipal Insurance Trust Fund in the amount of $171, 655.

Transition of the City employees from a fully insured group medical Risk Management has successfully implemented a self-insured plan to a self-insured group medical plan following all State and group medical plan that is in compliance with all State and Federal Federal guidelines including Health Care Reform and HIPAA. guidelines. In the first year of the self-insured plan the City saved $2.5 million dollars. Plan and host the Annual Health and Benefits Fair which provides Risk Management hosted a successful Annual Health and Benefits excellent health related information to the employees. Fair. More than (350) Employees participated in this annual event to encourage and promote a healthy lifestyle. The employees had the opportunity to receive health and wellness data from 60 different health and wellness providers.

OTHER ACHIEVEMENTS Annual Day in the Park For Safety- (325) employees participated in this annual event to encourage work safety procedures. The employees had the opportunity to interact at (14) different safety booths designed to improve and maintain the Citys excellent safety record. Risk Management was the recipient of the 2014 Award of Excellence for Worker Safety by the Safety Council of Palm Beach County for the third year consecutive year. Reduction of Workers Compensation Modification Rate-The City reduced the workers compensation experience modification rate from (0.50) in 2013 to 0.47 in 2014). This reduces the amount of self-insured premium dollars that the City of Boca Raton was required to pay to the State of Florida. The City received recognition from the Safety Council of Palm Beach County for this accomplishment

PERFORMANCE MEASURES FY 2017-2018 FY 2018-2019 FY 2019-2020 OBJECTIVE STRATEGIC INITIATIVE ACTUAL ESTIMATED TARGET Percentage of subrogation claims filed Financially Sound City Government 95% 95% 95% and recovered in the fiscal year.

Percentage of liability claims settled Financially Sound City Government 90% 90% 90% within the reserved amount. Percentage of accidents/injuries Financially Sound City Government 100% 100% 100% investigated within 48 hours of notification. Percentage of health insurance Financially Sound City Government 100% 100% 100% problems resolved within two weeks of notification of problem. Percentage of increased participation in Financially Sound City Government 5% 5% 5% the flexible spending account.

247 RETIREMENT SUSTAINABILITY FUND OPERATED BY FINANCIAL SERVICES

Linda C. Davidson, C.P.A., Financial Services Director

T he Retirement Sustainability Fund, administered by Financial Services, provides a separate funding for certain receipts and expenditures for all of the City’s defined benefit plans and accounts for reserves to reduce the financial burden, if any, of retiree defined benefit plan payments on future taxpayers.

T he Retirement Sustainability Fund is used for receipts and expenditures related of state premium taxes for police and fire retirement benefits, the impact of federal and state laws and future changes in the laws (including but not limited to Internal Revenue Code (IRC) Section 401, IRC 415 on the City’s defined benefit plans), and impacts of the City's preservation of benefits plan.

EXPENDITURE ACTUAL APPROVED REVISED APPROVED BY 2018-19 2018-19 2018-19 2019-20 CATEGORY BUDGET BUDGET BUDGET BUDGET Other Operating 3,026,900 3,026,900 3,026,900 3,617,900 Sub-Total 3,026,900 3,026,900 3,026,900 3,617,900 Reserves 35,997,800 35,997,800 36,462,800 39,797,200 TOTAL 39,024,700 39,024,700 39,489,700 43,415,100

248

Debt Management The City of Boca Raton adopted a formal Debt Management Policy on May 10, 2016 formalizing The City’s debt management practices including debt issuance, post issuance compliance and continuing disclosure. The City’ is not legally restricted as to the amount of debt that can be issued, and therefore follows limitations of indebtedness in accordance with the Florid State Statutes. The City carefully analyzes using tax exempt debt funds for the acquisition of large capital equipment and the construction of major capital facilities. By borrowing funds, the City is able to purchase items when needed and spread the cost over a number of years.

The City issues two types of bonds, general obligation bonds and revenue bonds. The difference in these bonds is the source of funds pledged to guarantee repayment of the borrowed funds. General obligation bonds are voter-approved and backed by the full faith and credit of the City. Revenue bonds are bonds whose principal and interest are payable exclusively from earning of an enterprise fund (operations established by the City similar to private businesses such as water and sewer, golf courses, and cemetery operations).

The City’s ability to borrow funds and the interest rates at which they can borrow depends on the City’s ability to pay back the loan. In order to assess the risk of nonpayment of borrowed funds, investors rely on rating agencies to evaluate the City’s financial condition. A higher rating allows the City to borrow funds at a lower cost.

The three primary rating agencies are Standard & Poor’s, Moody’s Investor Services and Fitch Ratings. In rating an issuer of debt, the agencies examine a number of factors including: economic conditions, financial performance and flexibility, management, and existing debt.

The City's General Obligation Bonds were rated AAA by all three-credit agencies. Boca Raton was the first municipality in Florida to have been granted this credit rating by all three.

The bond ratings as shown below reflect the strong investment quality of the City’s bonds:

General W&S Obligation Revenue Moody’s Investment Service Aaa Aaa Standard and Poor’s AAA AAA Fitch Ratings AAA AAA

Total outstanding debt of the City at September 30, 2017, and 2018 is as follows:

Purpose 2016 2017

General Obligation Bonds/Notes $21,550,000 $17,495,000

W/S Revenue Bonds 26,625,000 22,440,000

Special Assessment Debt 7,955,000 6,860,000

Tax Increment Bonds 4,991,612 2,449,599

Total $61,121,612 $49,244,599

Although the City is not legally restricted as to the amount of debt that can be issued, the City does adhere to its own debt policies.

Debt Policies 1. The City will seek to maintain its current AAA bond rating to minimize borrowing costs. 2. The City will review and evaluate its existing debt obligations and future borrowing needs annually. 3. The City will not issue long-term debt to finance current operations. 4. The City will adhere to the adopted Debt Management Policy. 5. The City will publish and distribute an official statement for each bond and note issued. 6. The City will annually prepare and provide any required continuing disclosure to the MSRB EMMA. 7. The City will follow the Post-Issuance Compliance Policy. 249

8. The City will adhere to the bond covenant requirements of each debt issuance. 9. Capital projects financed by the issuance of bonded debt will be financed for a period not to exceed the expected useful life of the project.

Accounting for Long-Term Debt Long-term obligations, either general obligation or revenue bonds, used to finance proprietary fund operations and payable from revenue of the proprietary funds are recorded in the applicable fund. General obligation bonds and other forms of long- term debt supported by general revenue are obligations of the City as a whole and not its individual funds. Accordingly, such unmatured obligations of the City are accounted for in the General Long-Term Debt Account Group. Advance refundings resulting in defeasance of debt are accounted for in governmental fund types using guidance from GASB Statement No. 7, “Advance Reporting Resulting in Defeasance of Debt”, and for proprietary fund types using GASB Statement No. 23.

Long-Term Debt The City issues general obligation bonds to provide funds for the acquisition and construction of major capital facilities.

General obligation bonds are direct obligations and pledge the full faith and credit of the City as a whole and not its individual funds. In each year debt is outstanding; an ad valorem tax is levied equal to principal and interest due. No reserves are maintained. These bonds generally are issued as 20-year serial bonds.

General obligation bonds currently outstanding are as follows:

Interest Amount Purpose Description Rates Outstanding General Government – Downtown 3.00-4.00% $ 6,370,000 Series 2010 Library General Government – Refunding 2.00-5.00% 4,325,000 Series 2011 General Government – Refunding 2.00-3.00% 2,535,000 Series 2011 General Government – Refunding 1.52% 4,265,000 Series 2014

Total $17,495,000

Water & Sewer revenue bonds are issued when the City pledges the revenue derived for the operations of the Water and sewer system, and a system development charge (impact fee) of the water and sewer system to pay debt service (principal and interest due). These bonds generally are issued as 20-year series bonds.

Water & Sewer Revenue bonds outstanding at September 30, 2018, are as follows:

Interest Amount Purpose Description Rates % Outstanding Water/Sewer-Series 2008 Refunding 3.00-5.00% $ 6,220,000

Water/Sewer-Series 2009 Refunding 2.50–4.00% 1,010,000

Water/Sewer-Series 2015 Refunding 2.26% 15,210,000

Total $22,440,000

The City issues special assessment debt to finance capital improvements in the Downtown District where both principal and interest are payable from pledged funds, which consist of special assessment proceeds on the benefitted property owners in the Downtown District. In the event that the pledged funds are insufficient to make the debt service payments, the City has committed to make an annual appropriation of available non-ad valorem revenues to make up any deficiencies.

250

Non-Ad Valorem Revenue bonds outstanding at September 30, 2018, are as follows:

Interest Amount Purpose Description Rates % Outstanding Special Assessment 2009 Refunding 2.00-4.25% $ 4,165,000

Special Assessment 2010 Refunding 4.00-5.00% 2,695,000

Total $ 6,860,000

The Boca Raton Community Redevelopment Agency (CRA or Agency) issued tax increment revenue bonds to develop the pubic infrastructure at Mizner Park. The Agency bonds are secured by a pledge of, and lien on, the pledged revenues as provided in the Agency resolution and on the deficiency payments received by the Agency pursuant to the Interlocal Agreement with the City. Pledged revenues consist of tax increment revenues and future land lease revenues of the Agency and the public service taxes (deficiency payments) of the City. In the event sufficient savings from the issuance of the Agency Bonds are realized, the Agency may use such savings to finance capital projects in Mizner park, which would constitute public infrastructure or park improvements. Tax Increment Revenue bonds outstanding at September 30, 2018, are as follows:

Interest Amount Purpose Description Rates % Outstanding Tax Increment Revenue 3.60–5.00% $ 6,566,021 Bonds: Series 1998 Refunding

Total $6,566,021

Cash Management The City administers a comprehensive cash management and investment program. The primary goals of the program are to maximize the amount of cash available; to meet daily cash requirements and to obtain the highest possible yields consistent with restraints imposed by Florida Statutes and City policies.

The City maximizes the use of temporarily idle funds by coordinating the schedule of vendor payments. To ensure the most competitive rates on investments, the cash resources of the individual funds (excluding the bond proceeds in the Capital Projects Funds and certain Fiduciary Funds) are combined to form a pool of cash and investments. For the cash and investment pool, the average monthly investment portfolio in 2018 was $417,346,462. Cash temporarily idle during the year was invested in demand deposits, certificates of deposit, obligations of the U.S. Treasury, State Investment Pool, money market funds, and U.S. Government Agency Securities. The Pension Trust Funds’ investment portfolios also include corporate bonds and common stock. The average yield on investments (excluding the Pension Trust Funds) was 1.08%.

The City's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio. Accordingly, the City's deposits were either insured by federal depository insurance or collateralized pursuant to Florida statutes.

General Fixed Assets The General Fixed Assets Account Group summarizes those fixed assets used in performance of general governmental functions and excludes the fixed assets of the Enterprise and Internal Service Funds. Only assets which cost $1,000 or more and which have a useful life of one year or more are considered fixed assets; major improvements which are of value only to the City such as roads, storm sewers, curbs and sidewalks and road rights-of-way are not included.

Depreciation is not recorded in the General Fixed Assets Account Group. As a result, the cost of equipment shown is greater than the current fair market value and the cost of land and buildings shown is significantly less than the current fair market value.

Capital Financing In conjunction with the operating budget, the City Manager annually prepares a program to provide for improvements to the City’s public facilities for the ensuing fiscal year and next five years, along with proposals for the financing of these improvements. This six-year plan is called the Capital Improvements Program. The first year of the program constitutes the capital budget for the current fiscal year; the remaining years are used as a planning guide. It is partially funded from gas tax, utility tax, park development fees, utility rates, bond proceeds and note proceeds. The program allocates funding, over six

251 years, for City roads, park development, public works projects and new equipment. The City’s Capital Improvements Program for fiscal year 2020 through 2025 calls for the expenditures approximating $718,370,000.

Water and Sewer Utility Fund Net position for business-type activities at September 30, 2018 was $401.338 million, a 1.56%, or $6.169 million, increase from the 2017 balance of $395.169 million.

The net assets for the Water and Sewer Fund decreased by $6.628 million in 2018, a 52.83% decrease from the $14.052 million reported in 2017.

Risk Management During 2007, the City continued its Risk Management Program for workers compensation and general liability insurance. Starting January 2008, the City entered into a five-year contract with its employee medical insurance provider. The fully insured contract, with minimum premium arrangements, allows the City to maintain its reserves. Resources are accumulated in an internal service fund to pay claims, administrative expenses and loss reserves. In addition, various risk control techniques, including employee accident prevention training, safety awareness, health awareness programs and defensive driving are an ongoing City priority. Excess loss coverage is carried for general liability claims.

Trust Funds Pension Trust Funds: The City maintains three retirement plans for its employees: General Employees’ Pension Plan, Police and Firefighter’s Retirement System, and Executive Employees’ Retirement System. Each plan has a separate Board of Trustees. Plan administration and investment management is the responsibility of these boards. City and state contributions to the plans for fiscal year 2018 were as follows:

Plan Amount General Employees’ Pension Plan $ 2,093,506

Police & Firefighter’s Retirement System 13,499,580

Executive Employees’ Retirement System 1,850,134

Total $17,443,220

Trust Funds: The City maintains a non-expendable trust fund for perpetual care of its cemetery. The City also maintains expendable trust funds to account for funds received as donations, which have been restricted to expenditures for specified purposes.

252 RATIOS OF GENERAL BONDED DEBT OUTSTANDING LAST TEN FISCAL YEARS (Amounts Expressed in Thousands, except per capita)

Percentage General Assessed Value of Estimated Fiscal Obligation of Taxable Actual Taxable Year Bonds Property Value of Property Population Per Capita 2009 $ 43,785 $ 19,624,543 0.22% 84,823 0.52 2010 49,195 17,992,026 0.27% 84,313 0.58 2011 44,960 16,609,124 0.27% 84,392 0.53 2012 39,905 16,421,102 0.24% 85,329 0.47 2013 36,490 16,627,084 0.22% 86,041 0.42 2014 20,685 17,272,212 0.12% 86,647 0.24 2015 29,345 18,222,777 0.16% 87,766 0.33 2016 25,495 19,581,516 0.13% 88,275 0.29 2017 21,550 21,006,539 0.10% 91,797 0.23 2018 17,495 22,506,879 0.08% 93,417 0.19

PLEDGED-REVENUE COVERAGE LAST TEN FISCAL YEARS Tax Increment Revenue Refunding Bonds

Coverage by Net Revenue Fiscal Lease Tax Increment Debt Service Avail for (1) Year Revenue Revenue Collections Principal Interest Debt Service 2009 $ 1,300,511 $ 6,750,600 $ 8,051,111 $ 5,130,000 $ 1,416,300 1.23 2010 1,188,119 6,658,892 7,847,011 5,340,000 1,193,760 1.20 2011 1,236,280 8,948,102 10,184,382 5,575,000 956,997 1.56 2012 1,300,374 6,484,150 7,784,524 5,815,000 704,206 1.19 2013 1,240,859 6,574,894 7,815,753 6,075,000 433,644 1.20 2014 1,489,383 6,729,850 8,219,233 6,355,000 146,959 1.26 2015 1,561,772 7,183,269 8,745,041 2,987,363 3,667,637 1.31 2016 1,767,671 8,448,676 10,216,347 2,815,486 3,804,514 1.54 2017 1,653,839 9,719,650 11,373,489 2,670,707 3,949,293 1.72 2018 1,908, 824 12,489,146 14,397,970 2,542,014 4,077,986 2.17

(1) In October, 2018, City of Boca Raton Comprehensive Annual Financial Report

253 PLEDGED-REVENUE COVERAGE LAST TEN FISCAL YEARS Water and Sewer Revenue Bonds

Coverage by Net Revenue Avail for Fiscal Utility Service Less: Operating Net Available Debt Service Debt (1) (2) Year Charges Expenses Revenue Principal Interest Service 2009 $ 52,149,868 $ 33,586,572 $ 18,563,296 $ 2,030,000 $ 2,146,016 4.45 2010 48,766,835 30,780,072 17,986,763 2,655,000 1,942,669 3.91 2011 48,819,198 31,586,702 17,232,496 3,145,000 1,883,550 3.42 2012 49,926,107 31,677,197 18,248,910 3,260,000 1,766,594 3.63 2013 48,193,038 33,403,929 14,789,109 3,380,000 1,660,169 2.93 2014 51,875,748 33,444,376 18,431,372 3,480,000 1,558,838 33.67 2015 54,982,804 33,327,479 21,655,325 3,585,000 1,439,988 4.31 2016 54,800,138 34,830,829 19,969,309 7,720,000 982,282 2.29 2017 57,990,998 35,898,856 22,092,142 - 909,106 24.30 2018 57,957,825 37,929,374 20,028,451 4,185,000 724,074 4.08

(1) Total expense exclusive of depreciation, amotization and debt service on revenue bonds. (2) 1.10 net revenues test required by the rate covenants applies to the 2008 and 2009 bonds.

DIRECT AND OVERLAPPING GOVERNMENTAL ACTIVITIES DEBT AS OF SEPTEMBER 30, 2017 (Amounts Expressed in Thousands)

Estimated Estimated Share of Debt Percentage Overlapping Governmental Unit Outstanding Applicable Debt

OVERLAPPING:

Palm Beach County $ 82,850 0.01% $ 10 Palm Beach School District 15,031 0.01% 2 SUBTOTAL $ 97,881 $ 12 DIRECT DEBT: General obligation bonds $ 18,590 100.00% $ 18,590 Special assessment bonds 6,850 100.00% 6,850 Revenue bonds 18,659 100.00% 18,659 Tax increment bonds 6,566 100.00% 6,566 SUBTOTAL $ 50,665 100.00% $ 50,665

TOTAL DIRECT AND OVERLAPPING DEBT $ 50,677

Note: Overlapping governments are those that coincide, at least in part, with the geographic boundaries of the City. This schedule estimates the portion of the outstanding debt of those overlapping governments that is borne by the residents and businesses of Boca Raton. This process recognizes that, when considering the City's ability to issue and repay long-term debt, the entire debt burden borne by the residents and businesses should be taken into account. However, this does not imply that every taxpayer is a resident, and therefore responsible for repaying the debt, of each overlapping government.

(1) In October, 2018, City of Boca Raton Comprehensive Annual Financial Report 254 The following General Obligation Bonds are payable as to both principal and interest from ad valorem taxes. The Full Faith and Credit of the City is pledged for their payment. All schedules are prepared on a gross payment (Principal and Interest) basis and do not include adjustments for reserve interest earnings or accrual calculations.

2010 General Obligation FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL Downtown Library Bonds 9/30 RATE MATURITIES INTEREST PAYMENTS 1/1, 7/1 2019 4.000% $ 430,000.00 $ 238,700.00 $ 668,700.00 2020 4.000% $ 445,000.00 $ 221,500.00 $ 666,500.00 2021 4.000% $ 465,000.00 $ 203,700.00 $ 668,700.00 2022 4.000% $ 485,000.00 $ 185,100.00 $ 670,100.00 2023 3.000% $ 505,000.00 $ 165,700.00 $ 670,700.00 2024 3.000% $ 520,000.00 $ 150,550.00 $ 670,550.00 2025 4.000% $ 535,000.00 $ 134,950.00 $ 669,950.00 2026 4.000% $ 555,000.00 $ 113,550.00 $ 668,550.00 2027 3.500% $ 575,000.00 $ 91,350.00 $ 666,350.00 2028 3.500% $ 595,000.00 $ 71,225.00 $ 666,225.00 2029 4.000% $ 620,000.00 $ 50,400.00 $ 670,400.00 2030 4.000% $ 640,000.00 $ 25,600.00 $ 665,600.00 $ 6,370,000.00 $ 1,652,325.00 $ 8,022,325.00

2011 General Obligation Library Projects FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL Refunding Bonds 9/30 RATE MATURITIES INTEREST PAYMENTS 1/1, 7/1 2019 2.000% $ 615,000.00 $ 69,900.00 $ 684,900.00 2020 3.000% $ 620,000.00 $ 57,600.00 $ 677,600.00 2021 3.000% $ 640,000.00 $ 39,000.00 $ 679,000.00 2022 3.000% $ 660,000.00 $ 19,800.00 $ 679,800.00 $ 2,535,000.00 $ 186,300.00 $ 2,721,300.00

2011 General Obligation Fire Projects FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL Refunding Bonds 9/30 RATE MATURITIES INTEREST PAYMENTS 1/1, 7/1 2019 5.000% $ 1,005,000.00 $ 216,250.00 $ 1,221,250.00 2020 5.000% $ 1,050,000.00 $ 166,000.00 $ 1,216,000.00 2021 5.000% $ 1,110,000.00 $ 113,500.00 $ 1,223,500.00 2022 5.000% $ 1,160,000.00 $ 58,000.00 $ 1,218,000.00 $ 4,325,000.00 $ 553,750.00 $ 4,878,750.00

2014 General Obligation Refunding Bonds FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL (Blue Lake/Spanish River Library land) 9/30 RATE MATURITIES INTEREST PAYMENTS 1/1, 7/1 2019 3.750% $ 2,120,000.00 $ 64,828.00 $ 2,184,828.00 2020 3.875% $ 2,145,000.00 $ 32,604.00 $ 2,177,604.00 $ 4,265,000.00 $ 97,432.00 $ 4,362,432.00

The following Revenue Bonds are development charges from the operation of the Water and Sewer System.

FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL 2008 Water and Sewer 9/30 RATE MATURITIES INTEREST PAYMENTS Revenue Refunding 2019 4.000% $ 1,995,000.00 $ 208,900.00 $ 2,203,900.00 & Improvement Bonds 2020 4.000% $ 2,070,000.00 $ 127,600.00 $ 2,197,600.00 2021 4.000% $ 2,155,000.00 $ 43,100.00 $ 2,198,100.00 $ 6,220,000.00 $ 379,600.00 $ 6,599,600.00

FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL 2009 Water and Sewer 9/30 RATE MATURITIES INTEREST PAYMENTS Revenue Refunding 2019 $ 1,010,000.00 $ 18,306.25 $ 1,028,306.25 & Improvement Bonds $ 1,010,000.00 $ 18,306.25 $ 1,028,306.25

255 2015 Water and Sewer FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL Revenue Refunding Bonds 9/30 RATE MATURITIES INTEREST PAYMENTS 2019 $ 1,370,000.00 $ 328,265.00 $ 1,698,265.00 2020 $ 1,400,000.00 $ 296,964.00 $ 1,696,964.00 2021 $ 1,435,000.00 $ 264,928.50 $ 1,699,928.50 2022 $ 1,470,000.00 $ 232,102.00 $ 1,702,102.00 2023 $ 1,500,000.00 $ 198,541.00 $ 1,698,541.00 2024 $ 1,535,000.00 $ 164,245.50 $ 1,699,245.50 2025 $ 1,570,000.00 $ 129,159.00 $ 1,699,159.00 2026 $ 1,610,000.00 $ 93,225.00 $ 1,703,225.00 2027 $ 1,640,000.00 $ 56,500.00 $ 1,696,500.00 2028 $ 1,680,000.00 $ 18,984.00 $ 1,698,984.00 $ 15,210,000.00 $ 1,782,914.00 $ 16,992,914.00

The following Special Assessment Bonds are payable as to both principal and interest from special assessments levied on downtown property owners and from capitalized interest. FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL 9/30 RATE MATURITIES INTEREST PAYMENTS 2009 Special Assessment 2019 5.00% $ 970,000.00 $ 170,718.76 $ 1,140,718.76 Revenue B 1/1, 7/1 2020 5.00% $ 1,015,000.00 $ 131,918.76 $ 1,146,918.76 2021 5.00% $ 1,065,000.00 $ 91,318.76 $ 1,156,318.76 2022 5.00% $ 1,115,000.00 $ 47,387.50 $ 1,162,387.50 $ 4,165,000.00 $ 441,343.78 $ 4,606,343.78

FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL 9/30 RATE MATURITIES INTEREST PAYMENTS 2010 Special Assessment 2019 $ 185,000.00 $ 100,550.00 $ 285,550.00 Revenue B 1/1, 7/1 2020 $ 190,000.00 $ 94,768.76 $ 284,768.76 2021 $ 195,000.00 $ 88,118.76 $ 283,118.76 2022 $ 205,000.00 $ 81,293.76 $ 286,293.76 2023 $ 210,000.00 $ 74,118.76 $ 284,118.76 2024 $ 220,000.00 $ 66,768.76 $ 286,768.76 2025 $ 225,000.00 $ 58,793.76 $ 283,793.76 2026 $ 235,000.00 $ 50,356.26 $ 285,356.26 2027 $ 245,000.00 $ 41,543.76 $ 286,543.76 2028 $ 250,000.00 $ 31,743.76 $ 281,743.76 2029 $ 260,000.00 $ 21,743.76 $ 281,743.76 2030 $ 275,000.00 $ 11,343.76 $ 286,343.76 $ 2,695,000.00 $ 721,143.86 $ 3,416,143.86

FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL 9/30 RATE MATURITIES INTEREST PAYMENTS 2018 Ocean Breeze Revenue Bond 2019 $ 1,120,000.00 $ 493,812.00 $ 1,613,812.00 Revenue B 1/1, 7/1 2020 $ 1,150,000.00 $ 464,244.00 $ 1,614,244.00 2021 $ 1,180,000.00 $ 433,884.00 $ 1,613,884.00 2022 $ 1,215,000.00 $ 402,732.00 $ 1,617,732.00 2023 $ 1,245,000.00 $ 370,656.00 $ 1,615,656.00 2024 $ 1,280,000.00 $ 337,788.00 $ 1,617,788.00 2025 $ 1,310,000.00 $ 303,976.00 $ 1,613,976.00 2026 $ 1,345,000.00 $ 269,412.00 $ 1,614,412.00 2027 $ 1,380,000.00 $ 233,904.00 $ 1,613,904.00 2028 $ 1,420,000.00 $ 197,472.00 $ 1,617,472.00 2029 $ 1,455,000.00 $ 159,984.00 $ 1,614,984.00 2030 $ 1,495,000.00 $ 121,572.00 $ 1,616,572.00 2031 $ 1,535,000.00 $ 82,104.00 $ 1,617,104.00 2032 $ 1,575,000.00 $ 41,580.00 $ 1,616,580.00 $ 18,705,000.00 $ 3,913,120.00 $ 22,618,120.00

The following debts of the Community Redevelopment Agency (CRA) are payable as to both principal and interest by the CRA's tax increment revenues, future land lease revenues, and by a secondary pledge of the City's public service tax.

FY END COUPON PRINCIPAL ANNUAL TOTAL ANNUAL 9/30 RATE MATURITIES INTEREST PAYMENTS 1998 Mizn 3/1, 9/1 2019 5.000% 2,449,598.60 4,170,401.40 $ 6,620,000.00 $ 2,449,598.60 $ 4,170,401.40 $ 6,620,000.00 256 CITY HALL 201 WEST PALMETTO PARK ROAD • BOCA RATON, FL 33432 PHONE: (561) 393-7700 (FOR HEARING IMPAIRED) TDD: (561) 367-7043 www.myboca.us

DATE: October 1, 2019

TO: Mayor and City Council

FROM: Leif J. Ahnell, C.P.A., C.G.F.O. City Manager

RE: SIX-YEAR CAPITAL IMPROVEMENTS PROGRAM

The projects included in this document represent the City's plan for infrastructure improvement and major equipment acquisition for the next six years. During this period of time, $718,370,000 in capital improvement projects have been identified. Potential revenue sources have been proposed to fund the program. The document includes a breakdown of the projected annual cost and the total estimated cost of each project. The vehicles/heavy equipment valued over $50,000, which are regularly replaced through capital recovery charges (CRC), are presented separately from other capital projects to simplify the document. This Capital Improvements Program (CIP) is funded based upon several conservative assumptions:

 For FY 2019-20 the percentage of property taxes allocated to fund capital improvement projects is 8%. The amount of property taxes allocated to the CIP has increased $317,900 from FY 2018-19.  The 1% Utility Tax dedicated to the CIP Fund is anticipated to increase by 1-2% annually.  The tax base of the City is estimated to grow at a 5% rate annually.

 The proposed CIP includes several Infrastructure Surtax Funded projects. Infrastructure improvement projects include recreation, road and public safety improvements. The City issued Capital Improvement Bonds for $20 million to expedite the funding for projects.

 The proposed Water and Sewer CIP includes the Innovative Sustainable Infrastructure Program (iSIP). iSIP is a long-term program to upgrade and replace aging water and wastewater infrastructure.

The determination of projects to be included for funding was based upon City-wide need and committee approval. The CIP committee consisted of all Department Heads, with the City Manager having final approval.

In addition to the projects identified for funding in the 6-year CIP, the "Long-Term Outlook" identifies capital improvement needs, which were deferred or have been forecast, as future needs. The list changes annually as projects become funded and additional needs are determined.

257 CAPITAL IMPROVEMENTS PROGRAM AND THE OPERATING BUDGET

The Capital Improvements Program (CIP) is a six-year CIP Ranking Criteria plan of proposed City-wide capital improvement projects. Items that qualify as capital improvement projects are those  Not Necessary that cost at least $50,000 and have a useful life span of ten  years. The CIP is produced as its own document, separate Moderate Benefit from the annual city operating budget. It is adopted by  Will Improve Quality of Life Resolution in conjunction with the adoption of the annual operating budget by City Ordinance. The annual operating  Critical budget and the CIP will be created as companion (Required by Law, Regulation or Mandate) documents for the fiscal year beginning October 1, 2019. Since CIP projects have the potential to significantly impact The CIP Committee, which consists of Department Heads the annual operating budget, the two must be created in and Directors, ranks CIP requests based on the above unison. criteria and recommends to the City Manager which projects should be included in the CIP. The City Manager CIP Policies has final approval of the CIP prior to submission to the City Council. The City of Boca Raton’s CIP Policies provides a framework for the development of current CIP activities Projects tentatively approved by the City Manager for the and the planning for future projects. These policies new fiscal year are then incorporated into the approved include: operating budget, along with any increases or decreases in operating costs, and submitted as part of the approved 1) The City will develop and update a six-year CIP on an annual operating budget for City Council adoption. annual basis. 2) All projects in the Capital Improvement Element (CIE) of the City’s Comprehensive Plan will be included in the CIP. 3) The City will dedicate 1% of the public service tax, excluding telephones, and a percentage of the property taxes collected as a source of funds for the CIP. 4) In the development of CIP, the City will review the operational impact of each project. 5) The CIP committee will review and evaluate each project, based on established criteria, prior to any project being included in the CIP.

CIP Review How CIP Impacts the Operating Budget Departments must submit annual updates and new requests FY 2019-20 6 Year Fund Name for the CIP to a review committee for evaluation. During Impact Impact the review process, consideration is given to each CIP General Fund $ 6,000 $ 216,800 project's impact on operating costs during the upcoming Beautification Fund - 39,400 year as well as future years. In addition, determination of Grtr BR Beach and Park Dist Fund - 80,300 projects to be included in the CIP for funding purposes is Infrastructure Surtax Fund 97,700 907,300 based upon established criteria to rank each project, which Land Dedication Fund - 37,500 includes: Information Technology Fund 1,034,600 1,037,100 Total Costs $ 1,138,300 $ 2,318,400

258 FLOWCHART OF THE 2019-20 CIP PROCESS

BUDGET DEVELOPMENT & PRIORITIZATION PROCESS April

Departments Receive Guidelines for CIP April

Departments Prepare CIP Request Apr-May

CIP Discussions June

CITY MANAGEMENT REVIEW & MODIFICATION June - July

Property Appraiser Certifies Tax Roll July

Is further Second Dept. CIP review Yes Review needed? July

Advise Property Appraiser of No Proposed Millage & Rolled-back Rate July

PROPOSED CIP SUBMITTED TO MAYOR AND COUNCIL August

CIP Workshop with Council August

PUBLIC HEARINGS AND ADOPTION Sept

Public Hearing to Adopt CIP Resolution Sept

259 KEY TO FUNDING SOURCE ABBRV. DESCRIPTION BF Beautification Fund BPD Beach & Park District BRF Beach Renourishment Fund CDBG Community Development Block Grant CPCF Cemetery/Perpetual Care Fund CRA Community Redevelopment Agency CRC Capital Recovery Cost CRC‐SF Capital Recovery Cost ‐ Sanitation Fund DEP Department of Environmental Protection DF Donations from Developers and Others DTLDF Downtown Land Dedication Fund FAU FAU Campus Development FDOT Florida Department of Transportation FIND Florida Inland Navigational District FRDAP Florida Recreation Development Assistance Program GC Golf Course Fund GFR General Fund Revenue GOB‐PS General Obligation Bond ‐ Police Services IST Infrastructure Surtax Fund IT Information Technology Fund LDF Land Dedication Fund MP Motor Pool MPCF Mausoleum/Perpetual Care Fund PBC Palm Beach County ROWB Right‐of‐Way Acquisition SA‐SW Special Assessment ‐ Sewer SF Sanitation Fund SFRTA South Florida Regional Transportation Authority SIF Sewer Impact Fund SU Stormwater Utility Fund TF Transportation Fund USACE US Army Corps of Engineers USDOT US Department of Transportation WIF Water Impact Fund WRR Water/Sewer Renewal & Replacement WSOF Water/Sewer Operating Fund

260 SUMMARY OF FUNDING SOURCES PROJECTS (Resources)

FUNDING SCHEDULE OF PLANNED CIP EXPENDITURES ESTIMATED FUNDING SOURCE DESCRIPTION SOURCE FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 TOTAL COST Beautification Fund BF $ 43,500 $ 36,100 $ 33,300 $ 38,200 $ 33,800 $ 33,800 $ 218,700 Beach & Park District BPD 5,147,700 3,063,700 2,775,800 18,598,500 5,110,000 4,588,800 39,284,500 Beach Renourishment Fund BRF 1,076,100 775,700 95,600 2,276,900 101,400 2,680,200 7,005,900 Community Development Block Grant CDBG 80,900 628,000 366,500 340,000 45,000 150,000 1,610,400 Cemetery/Perpetual Care Fund CPCF 118,000 6,400 ‐ ‐ ‐ 6,400 130,800 Community Redevelopment Agency CRA 3,058,000 2,165,200 1,800,000 100,000 3,440,000 3,540,200 14,103,400 Department of Environmental Protection DEP 350,800 106,600 242,900 3,790,200 300,400 9,072,900 13,863,800 Donations from Developers and Others DF 311,700 311,700 311,700 311,700 311,700 311,700 1,870,200 Downtown Land Dedication Fund DTLDF 135,000 922,500 6,500,000 ‐ 450,000 7,800,000 15,807,500 FAU Campus Development FAU 346,700 357,100 367,800 378,800 390,200 401,900 2,242,500 Florida Department of Transportation FDOT 178,500 159,500 2,366,200 1,719,200 174,300 179,500 4,777,200 Florida Inland Navigational District FIND ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Fund Revenue GFR 12,062,200 9,883,400 7,301,000 9,049,500 9,025,900 6,655,500 53,977,500 Infrastructure Surtax Fund IST 20,325,700 6,387,500 3,121,000 3,121,000 2,621,000 ‐ 35,576,200 Information Technology Fund IT 50,000 ‐ ‐ ‐ ‐ ‐ 50,000 Land Dedication Fund LDF 4,117,300 677,500 1,024,000 1,463,000 2,595,000 2,995,000 12,871,800 Mausoleum/Perpetual Care Fund MPCF 369,500 342,800 237,500 237,500 287,500 292,800 1,767,600 Palm Beach County PBC 179,500 31,000 317,000 3,856,000 137,000 5,814,000 10,334,500 Sanitation Fund SF 859,600 10,656,500 7,015,100 16,700 15,300 15,300 18,578,500 Sewer Impact Fund SIF ‐ ‐ ‐ ‐ 150,000 ‐ 150,000 Stormwater Utility Fund SU 3,005,000 2,750,000 850,000 500,000 3,275,000 350,000 10,730,000 Transportation Fund TF 6,135,400 6,192,100 5,268,600 4,718,900 3,239,700 2,211,300 27,766,000 US Army Corps of Engineers USACE 345,200 46,100 69,100 115,100 115,100 8,859,600 9,550,200 Water Impact Fund WIF 2,050,000 2,300,000 1,000,000 1,000,000 1,000,000 1,000,000 8,350,000 Water/Sewer Renewal & Replacement WRR 10,291,000 14,861,000 17,130,200 19,668,200 24,987,200 19,257,200 106,194,800 Water/Sewer Operating Fund WSOF 37,647,100 49,103,900 31,132,800 24,413,900 15,352,800 18,902,800 176,553,300 Revenue Bond RB 4,380,000 24,315,000 41,350,000 6,060,000 11,200,000 ‐ 87,305,000 Total Cost $ 112,664,400 $ 136,079,300 $ 130,676,100 $ 101,773,300 $ 84,358,300 $ 95,118,900 $ 660,670,300

261 CITY‐WIDE SUMMARY OF PROJECTS

FUNDING SCHEDULE OF PLANNED CIP EXPENDITURES ESTIMATED DEPARTMENT SOURCE FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 TOTAL COST

Police Services GFR 1,096,000 888,900 1,484,700 766,800 808,900 428,200 5,473,500 1,096,000 888,900 1,484,700 766,800 808,900 428,200 5,473,500 Fire/Rescue Services GFR 910,000 75,000 ‐ 1,311,400 900,000 ‐ 3,196,400 910,000 75,000 ‐ 1,311,400 900,000 ‐ 3,196,400 Municipal Services FDOT 178,500 159,500 2,366,200 1,719,200 174,300 179,500 4,777,200 IST 20,325,700 6,387,500 3,121,000 3,121,000 2,621,000 ‐ 35,576,200 GFR 7,298,700 6,871,000 3,770,000 4,840,000 5,400,000 4,310,300 32,490,000 CDBG ‐ ‐ 338,000 150,000 45,000 150,000 683,000 FIND ‐ ‐ ‐ ‐ ‐ ‐ ‐ BPD 4,808,900 2,794,600 2,618,400 18,426,800 5,001,100 4,479,900 38,129,700 SU 3,005,000 2,750,000 850,000 500,000 3,275,000 350,000 10,730,000 DF 311,700 311,700 311,700 311,700 311,700 311,700 1,870,200 TF 6,135,400 6,192,100 5,268,600 4,718,900 3,239,700 2,211,300 27,766,000 CRA 3,058,000 2,165,200 1,800,000 100,000 3,440,000 3,540,200 14,103,400 RB 4,380,000 24,315,000 41,350,000 6,060,000 11,200,000 ‐ 87,305,000 CPCF 118,000 6,400 ‐ ‐ ‐ 6,400 130,800 DTLDF 135,000 922,500 6,500,000 ‐ 450,000 7,800,000 15,807,500 PBC 179,500 31,000 317,000 3,856,000 137,000 5,814,000 10,334,500 LDF 3,934,000 677,500 629,000 1,083,000 2,045,000 2,555,000 10,923,500 MPCF 369,500 342,800 237,500 237,500 287,500 292,800 1,767,600 FAU 346,700 357,100 367,800 378,800 390,200 401,900 2,242,500 DEP 350,800 106,600 242,900 3,790,200 300,400 9,072,900 13,863,800 BRF 1,076,100 775,700 95,600 2,276,900 101,400 2,680,200 7,005,900 USACE 345,200 46,100 69,100 115,100 115,100 8,859,600 9,550,200 SF 840,000 10,640,000 7,000,000 ‐ ‐ ‐ 18,480,000 57,196,700 65,852,300 77,252,800 51,685,100 38,534,400 53,015,700 343,537,000 Recreation Services GFR ‐ ‐ 100,000 ‐ ‐ ‐ 100,000 BPD 125,000 100,000 ‐ ‐ ‐ ‐ 225,000 LDF 183,300 ‐ 395,000 380,000 550,000 440,000 1,948,300 CDBG 80,900 628,000 28,500 190,000 ‐ ‐ 927,400 389,200 728,000 523,500 570,000 550,000 440,000 3,200,700 Water & Sewer SIF ‐ ‐ ‐ ‐ 150,000 ‐ 150,000 WIF 2,050,000 2,300,000 1,000,000 1,000,000 1,000,000 1,000,000 8,350,000 WRR 10,235,000 14,810,000 17,085,000 19,615,000 24,940,000 19,210,000 105,895,000 WSOF 37,550,000 48,990,000 31,030,000 24,300,000 15,250,000 18,800,000 175,920,000 49,835,000 66,100,000 49,115,000 44,915,000 41,340,000 39,010,000 290,315,000 Information Technology BF 43,500 36,100 33,300 38,200 33,800 33,800 218,700 BPD 213,800 169,100 157,400 171,700 108,900 108,900 929,800 GFR 2,757,500 2,048,500 1,946,300 2,131,300 1,917,000 1,917,000 12,717,600 IT 50,000 ‐ ‐ ‐ ‐ ‐ 50,000 SF 19,600 16,500 15,100 16,700 15,300 15,300 98,500 SU ‐ ‐ ‐ ‐ ‐ ‐ ‐ WRR 56,000 51,000 45,200 53,200 47,200 47,200 299,800 WSOF 97,100 113,900 102,800 113,900 102,800 102,800 633,300 3,237,500 2,435,100 2,300,100 2,525,000 2,225,000 2,225,000 14,947,700 Total Cost $ 112,664,400 $ 136,079,300 $ 130,676,100 $ 101,773,300 $ 84,358,300 $ 95,118,900 $ 660,670,300

262 SUMMARY OF FUNDING SOURCES VEHICLE/HEAVY EQUIPMENT (RESOURCES)

FUNDING SCHEDULE OF PLANNED CIP EXPENDITURES ESTIMATED FUNDING SOURCE DESCRIPTION SOURCE FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 TOTAL COST Beach and Park District BPD $ 50,400 $ 124,500 $ 81,700 $ 164,000 $ 84,200 $ ‐ $ 504,800 Beautification Fund BF 85,000 333,000 ‐ ‐ ‐ ‐ 418,000 Capital Recovery Cost CRC 3,107,600 3,953,600 2,826,300 1,617,800 3,294,700 4,489,700 19,289,700 Capital Recovery Cost‐Sanitation Fund SF 1,886,400 2,313,800 1,868,000 1,504,200 2,039,100 2,121,000 11,732,500 Golf Course Fund GC ‐ 133,000 ‐ ‐ 86,000 ‐ 219,000 General Fund Revenue GFR 698,600 602,500 104,100 163,000 261,800 65,000 1,895,000 Stormwater Fund SU 53,500 ‐ ‐ ‐ ‐ ‐ 53,500 Water/Sewer Operating Fund WSOF 956,300 905,000 1,160,000 1,020,000 1,000,000 675,000 5,716,300 Motor Pool MP 380,000 125,000 130,000 ‐ ‐ ‐ 635,000 Total Cost $ 7,217,800 $ 8,490,400 $ 6,170,100 $ 4,469,000 $ 6,765,800 $ 7,350,700 $ 40,463,800

263 CITY‐WIDE SUMMARY VEHICLE/HEAVY EQUIPMENT

FUNDING SCHEDULE OF PLANNED CIP EXPENDITURES ESTIMATED DEPARTMENT SOURCE FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 TOTAL COST Police Services GFR $ 178,000 $ ‐ $ ‐ $ 52,000 $ ‐ $ ‐ $ 230,000 CRC 183,000 400,000 ‐ 382,800 395,000 1,416,000 2,776,800 361,000 400,000 ‐ 434,800 395,000 1,416,000 3,006,800 Fire/Rescue Services GFR ‐ ‐ ‐ ‐ ‐ ‐ ‐ CRC 2,704,600 3,403,600 2,531,300 1,235,000 2,899,700 3,073,700 15,847,900 2,704,600 3,403,600 2,531,300 1,235,000 2,899,700 3,073,700 15,847,900 Municipal Services CRC 220,000 150,000 155,000 ‐ ‐ ‐ 525,000 SF 1,886,400 2,313,800 1,868,000 1,504,200 2,039,100 2,121,000 11,732,500 FIND ‐ ‐ ‐ ‐ ‐ ‐ ‐ MP 380,000 125,000 130,000 ‐ ‐ ‐ 635,000 GFR 220,000 ‐ ‐ ‐ ‐ ‐ 220,000 SU 53,500 ‐ ‐ ‐ ‐ ‐ 53,500 2,759,900 2,588,800 2,153,000 1,504,200 2,039,100 2,121,000 13,166,000 Recreation Services BF 85,000 333,000 ‐ ‐ ‐ ‐ 418,000 BPD 50,400 124,500 81,700 164,000 84,200 ‐ 504,800 CRC ‐ ‐ 140,000 ‐ ‐ ‐ 140,000 GFR 300,600 602,500 104,100 111,000 261,800 65,000 1,445,000 ROWB ‐ ‐ ‐ ‐ ‐ ‐ ‐ 436,000 1,060,000 325,800 275,000 346,000 65,000 2,507,800 Water & Sewer WSOF 956,300 905,000 1,160,000 1,020,000 1,000,000 675,000 5,716,300 956,300 905,000 1,160,000 1,020,000 1,000,000 675,000 5,716,300 Golf Courses GC ‐ 133,000 ‐ ‐ 86,000 ‐ 219,000 ‐ 133,000 ‐ ‐ 86,000 ‐ 219,000 Total Vehicle Costs $ 7,217,800 $ 8,490,400 $ 6,170,100 $ 4,469,000 $ 6,765,800 $ 7,350,700 $ 40,463,800

264 GENERAL CIP FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES DEVELOPER FUNDING $ 311,700 $ 311,700 $ 311,700 $ 311,700 $ 311,700 $ 311,700 INTEREST EARNINGS 636,300 150,000 150,000 150,000 150,000 150,000 OTHER SOURCES 346,700 357,100 567,800 2,128,800 390,200 401,900 PROPERTY TAXES 6,105,200 6,410,460 6,730,983 7,067,532 7,420,909 7,791,954 UTILITY TAX (1%) 1,631,900 1,664,538 1,697,829 1,731,785 1,766,421 1,801,749 BOND PROCEEDS 4,380,000 24,315,000 41,350,000 6,060,000 11,200,000 ‐ FUND BALANCE 9,061,100 4,911,200 1,567,298 1,421,010 ‐ ‐ TOTAL REVENUE AND OTHER SOURCES $ 22,472,900 $ 38,119,998 $ 52,375,610 $ 18,870,827 $ 21,239,230 $ 10,457,304 Information Technology 2,757,500 2,048,500 1,946,300 2,131,300 1,917,000 1,917,000 Debt Service ‐ 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 Municipal Services 12,099,600 31,437,800 45,819,500 13,340,500 17,301,900 5,023,900 Fire/Rescue Services 910,000 75,000 ‐ 1,311,400 900,000 ‐ Police Services 1,096,000 888,900 1,484,700 766,800 808,900 428,200 Recreation Services ‐ ‐ 100,000 ‐ ‐ ‐ TOTAL EXPENDITURES AND OTHER USES $ 16,863,100 $ 35,950,200 $ 50,850,500 $ 19,050,000 $ 22,427,800 $ 8,869,100 VEHICLE/HEAVY EQUIPMENT $ 698,600 $ 602,500 $ 104,100 $ 163,000 $ 261,800 $ 65,000 TOTAL VEHICLE/HEAVY EQUIPMENT $ 698,600 $ 602,500 $ 104,100 $ 163,000 $ 261,800 $ 65,000

RESERVE $ 4,911,200 $ 1,567,298 $ 1,421,010 $ (342,173) $ (1,450,370) $ 1,523,204

265 GRANT FUNDS APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES FLORIDA DEPARTMENT OF TRANSPORTATION $ 178,500 $ 159,500 $ 2,366,200 $ 169,200 $ 174,300 $ 179,500 TOTAL REVENUE AND OTHER SOURCES $ 178,500 $ 159,500 $ 2,366,200 $ 169,200 $ 174,300 $ 179,500 EXPENDITURES AND OTHER USES Adaptive Traffic Signal Control $ ‐ $ ‐ $ 2,201,900 $ ‐ $ ‐ $ ‐ Transit Program (TDM) 178,500 159,500 164,300 169,200 174,300 179,500 TOTAL EXPENDITURES AND OTHER USES $ 178,500 $ 159,500 $ 2,366,200 $ 169,200 $ 174,300 $ 179,500

266 COMMUNITY DEVELOPMENT BLOCK GRANT APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 EXPENDITURES AND OTHER USES Playground Renovations $ 80,900 $ 628,000 $ 28,500 $ 190,000 $ ‐ $ ‐ Restroom Renovations ‐ 28,000 338,000 150,000 45,000 150,000 TOTAL EXPENDITURES AND OTHER USES $ 80,900 $ 656,000 $ 366,500 $ 340,000 $ 45,000 $ 150,000

267 TRANSPORTATION FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES LOCAL OPTION GAS TAX $ 2,300,000 $ 2,415,000 $ 2,535,800 $ 2,662,600 $ 2,795,800 $ 2,935,600 INTEREST EARNINGS 175,000 175,000 175,000 ‐ ‐ ‐ FUND BALANCE 8,353,900 4,693,500 1,091,400 ‐ ‐ ‐ TOTAL REVENUE AND OTHER SOURCES $ 10,828,900 $ 7,283,500 $ 3,802,200 $ 2,662,600 $ 2,795,800 $ 2,935,600 EXPENDITURES AND OTHER USES Sidewalk Repair Program $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 1,300,000 $ 750,000 Traffic Signal Mast Arm Upgrades 1,620,000 1,620,000 1,620,000 1,500,000 ‐ ‐ Traffic Improvements 1,100,000 400,000 400,000 400,000 400,000 400,000 Pavement Resurfacing 500,000 500,000 500,000 500,000 500,000 ‐ Transit Program (TDM) 245,400 343,900 363,600 383,900 404,700 426,300 Bridge / Seawall Repairs 250,000 825,000 575,000 375,000 375,000 375,000 St. Andrews Blvd Shared Use Pathway ‐ ‐ ‐ 1,550,000 ‐ ‐ Railroad Crossings 150,000 150,000 150,000 150,000 150,000 150,000 Illuminated Street Name Signs 420,000 420,000 ‐ ‐ ‐ ‐ Street Lighting / Mast Arm Painting Programs 300,000 250,000 250,000 ‐ ‐ ‐ Pedestrian and Bicycle Safety 170,000 50,000 50,000 50,000 50,000 50,000 Traffic Calming 80,000 60,000 60,000 60,000 60,000 60,000 Adaptive Traffic Signal Control ‐ 273,200 ‐ ‐ ‐ ‐ TOTAL EXPENDITURES AND OTHER USES $ 6,135,400 $ 6,192,100 $ 5,268,600 $ 6,268,900 $ 3,239,700 $ 2,211,300

RESERVE $ 4,693,500 $ 1,091,400 $ (1,466,400) $ (3,606,300) $ (443,900) $ 724,300

268 BEACH & PARK DISTRICT FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES Beach & Park District $ 4,939,200 $ 3,020,500 $ 2,631,700 $ 16,341,000 $ 5,011,200 $ 1,827,000 TOTAL REVENUE AND OTHER SOURCES $ 4,939,200 $ 3,020,500 $ 2,631,700 $ 16,341,000 $ 5,011,200 $ 1,827,000 EXPENDITURES AND OTHER USES Gumbo Limbo/Red Reef West Master Plan $ ‐ $ ‐ $ 2,300,000 $ 15,800,000 $ 4,900,000 $ 1,800,000 Gumbo Limbo Pump Renovations 3,222,000 ‐ ‐ ‐ ‐ ‐ Spanish River Park Maintenance Facility 231,000 1,551,000 ‐ ‐ ‐ ‐ Maintenance Facility ‐ CdH/Beautification Ops Site 170,000 1,200,000 ‐ ‐ ‐ ‐ Dune Crossover and Boardwalk Renovations ‐ Gumbo Limbo 600,000 ‐ ‐ ‐ ‐ ‐ Lifeguard Tower Replacements ‐ Beach‐front Parks ‐ 18,000 200,000 200,000 ‐ ‐ Restroom Renovations 185,000 ‐ 23,000 150,000 ‐ ‐ Countess de Hoernle Park Site Lighting 225,000 ‐ ‐ ‐ ‐ ‐ Network Computer Systems Replacements 30,800 27,000 27,000 27,000 27,000 27,000 Tractor Purchase/Replacement Program 50,400 50,400 ‐ 53,000 ‐ ‐ Family Restroom/SSPCC 125,000 ‐ ‐ ‐ ‐ ‐ Front End Loader / Backhoe Purchase/Replacement Program ‐ ‐ ‐ 111,000 ‐ ‐ Dump Truck Purchase/Replacement Program ‐ ‐ 55,500 ‐ 55,500 ‐ Irrigation Well and Pump Rehabilitations ‐ 100,000 ‐ ‐ ‐ ‐ Ballfield/Bleachers & Dugout Renovations 100,000 ‐ ‐ ‐ ‐ ‐ Beach Cleaning Equipment Purchase/Replacement Program ‐ 34,100 26,200 ‐ ‐ ‐ Mulch Blower ‐ 40,000 ‐ ‐ ‐ ‐ Aerial Lift Truck Purchase/Replacement Program ‐ ‐ ‐ ‐ 28,700 ‐ TOTAL EXPENDITURES AND OTHER USES $ 4,939,200 $ 3,020,500 $ 2,631,700 $ 16,341,000 $ 5,011,200 $ 1,827,000

269 INFRASTRUCTURE SURTAX FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES INFRASTRUCTURE SURTAX $ 7,046,600 $ 7,046,600 $ 7,046,600 $ 7,046,600 $ 7,046,600 $ 7,046,600 INTEREST EARNINGS 200,000 20,000 20,000 10,000 10,000 10,000 FUND BALANCE 16,278,100 ‐ ‐ 746,652 1,479,188 2,715,090 TOTAL REVENUE AND OTHER SOURCES $ 23,524,700 $ 7,066,600 $ 7,066,600 $ 7,803,252 $ 8,535,788 $ 9,771,690 EXPENDITURES AND OTHER USES Wild Flower / Silver Palm Park $ 6,800,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ Lake Wyman and Rutherford Park Waterfront Restoration 5,375,700 ‐ ‐ ‐ ‐ ‐ Pavement Resurfacing 4,000,000 4,000,000 3,000,000 3,000,000 2,500,000 ‐ Communication Tower 2,500,000 ‐ ‐ ‐ ‐ ‐ Off‐site School Roadway Improvements 1,000,000 1,000,000 ‐ ‐ ‐ ‐ Street Light Design (FPL) 300,000 137,500 121,000 121,000 121,000 ‐ Waterfront Masterplan 350,000 1,250,000 ‐ ‐ ‐ ‐ Debt Service 3,199,000 3,202,642 3,198,948 3,203,064 3,199,698 3,198,996 TOTAL EXPENDITURES AND OTHER USES $ 23,524,700 $ 9,590,142 $ 6,319,948 $ 6,324,064 $ 5,820,698 $ 3,198,996

RESERVE $ ‐ $ (2,523,542) $ 746,652 $ 1,479,188 $ 2,715,090 $ 6,572,694

270 LAND DEDICATION FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES DONATIONS $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 INTEREST EARNINGS 161,100 100,000 ‐ ‐ ‐ ‐ BEGINNING RETAINED EARNINGS 10,141,500 6,447,800 5,981,300 5,277,300 4,314,300 2,219,300 TOTAL REVENUE AND OTHER SOURCES $ 10,802,600 $ 7,047,800 $ 6,481,300 $ 5,777,300 $ 4,814,300 $ 2,719,300 EXPENDITURES AND OTHER USES Ballfield/Bleachers & Dugout Renovations $ ‐ $ 19,500 $ 160,000 $ 455,000 $ 1,450,000 $ 2,207,000 Sandpine Park 3,211,000 ‐ ‐ ‐ ‐ ‐ Restroom Renovations 673,000 530,000 369,000 528,000 495,000 348,000 Playground Renovations 183,300 ‐ 395,000 380,000 550,000 440,000 Satellite Tennis & Basketball Court Renovations 237,500 417,000 180,000 ‐ ‐ ‐ Computarized Irrigation System Replacement 50,000 100,000 100,000 100,000 100,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ TOTAL EXPENDITURES AND OTHER USES $ 4,354,800 $ 1,066,500 $ 1,204,000 $ 1,463,000 $ 2,595,000 $ 2,995,000

RESERVE $ 6,447,800 $ 5,981,300 $ 5,277,300 $ 4,314,300 $ 2,219,300 $ (275,700)

271 DOWNTOWN LAND DEDICATION FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES DONATIONS $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 INTEREST EARNINGS 143,100 100,000 100,000 ‐ ‐ ‐ BEGINNING RETAINED EARNINGS 6,991,900 7,050,000 6,277,500 ‐ 50,000 ‐ TOTAL REVENUE AND OTHER SOURCES $ 7,185,000 $ 7,200,000 $ 6,427,500 $ 50,000 $ 100,000 $ 50,000 EXPENDITURES AND OTHER USES Mizner Park Amphitheater $ 135,000 $ 270,000 $ 250,000 $ ‐ $ 450,000 $ 7,800,000 Sanborn Square Renovation ‐ 570,000 5,700,000 ‐ ‐ ‐ Skate Park Improvements ‐ 82,500 550,000 ‐ ‐ ‐ TOTAL EXPENDITURES AND OTHER USES $ 135,000 $ 922,500 $ 6,500,000 $ ‐ $ 450,000 $ 7,800,000

RESERVE $ 7,050,000 $ 6,277,500 $ (72,500) $ 50,000 $ (350,000) $ (7,750,000)

272 BEACH RESTORATION FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES BEACH & PARK DISTRICT $ 75,900 $ 25,600 $ 95,400 $ 2,276,800 $ 101,100 $ 2,679,900 DEPARTMENT OF ENVIRONMENTAL PROTECTION 350,800 106,600 242,900 3,790,200 300,400 9,072,900 PALM BEACH COUNTY 179,500 31,000 117,000 2,106,000 137,000 5,814,000 US Army Corps of Engineers 345,200 46,100 69,100 115,100 115,100 8,859,600 TRANSFER FROM CIP 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 FUND BALANCE 12,208,500 12,332,400 12,756,700 13,861,100 12,784,200 13,882,800 TOTAL REVENUE AND OTHER SOURCES $ 14,359,900 $ 13,741,700 $ 14,481,100 $ 23,349,200 $ 14,637,800 $ 41,509,200 EXPENDITURES AND OTHER USES North Beach Renourishment Project $ 705,000 $ 80,000 $ 235,000 $ 200,000 $ 325,000 $ 15,400,000 Central Beach Renourishment 62,500 40,000 120,000 40,000 210,000 13,400,000 South Beach Renourishment 130,000 35,000 230,000 10,290,000 150,000 270,000 Boca Raton Inlet and Jetties 1,130,000 830,000 35,000 35,000 70,000 36,600 TOTAL EXPENDITURES AND OTHER USES $ 2,027,500 $ 985,000 $ 620,000 $ 10,565,000 $ 755,000 $ 29,106,600

RESERVE $ 12,332,400 $ 12,756,700 $ 13,861,100 $ 12,784,200 $ 13,882,800 $ 12,402,600

273 SANITATION FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 EXPENDITURES AND OTHER USES Municipal Services Complex Expansion $ 840,000 $ 10,640,000 $ 7,000,000 $ ‐ $ ‐ $ ‐ Garbage Trucks (R) 676,000 1,054,800 731,400 1,141,200 1,187,100 1,234,800 Recycle Trucks (R) 728,000 757,200 787,600 ‐ 852,000 886,200 Swing Crane Trash Trucks (R) 322,400 335,400 349,000 363,000 ‐ ‐ Open Body Trash Truck (R) 160,000 166,400 ‐ ‐ ‐ ‐ TOTAL EXPENDITURES AND OTHER USES $ 2,726,400 $ 12,953,800 $ 8,868,000 $ 1,504,200 $ 2,039,100 $ 2,121,000

274 STORMWATER FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 EXPENDITURES AND OTHER USES Drainage Improvements $ 2,845,000 $ 2,750,000 $ 850,000 $ 500,000 $ 3,275,000 $ 350,000 Bridge / Seawall Repairs 100,000 ‐ ‐ ‐ ‐ ‐ Stormwater Generator ‐ El Rio Trail 60,000 ‐ ‐ ‐ ‐ ‐ Stormwater Maintenance Truck #4505 RR‐U 53,500 ‐ ‐ ‐ ‐ ‐ TOTAL EXPENDITURES AND OTHER USES $ 3,058,500 $ 2,750,000 $ 850,000 $ 500,000 $ 3,275,000 $ 350,000

275 WATER & SEWER FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 EXPENDITURES AND OTHER USES Critical Infrastructure Improvement $ 24,100,000 $ 22,060,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 Water Treatment Facility Improvements 5,700,000 13,250,000 4,250,000 5,850,000 2,700,000 5,500,000 Building Alterations 4,100,000 9,100,000 3,600,000 4,950,000 1,750,000 1,100,000 Pump Station Modifications 5,150,000 3,575,000 4,325,000 3,500,000 3,500,000 3,500,000 Sewer System Repairs 2,900,000 3,000,000 3,150,000 4,600,000 4,000,000 4,400,000 Wastewater Upgrades, Replacement and Expansion 700,000 6,625,000 500,000 2,875,000 3,150,000 2,750,000 Numeric Nutrient Criteria Mandate 200,000 400,000 8,500,000 ‐ ‐ 2,000,000 Raw Water Well Equipment/Expansion 1,510,000 3,535,000 3,785,000 3,590,000 2,190,000 1,310,000 In‐City Reclamation Irrigation System (IRIS) 1,525,000 1,780,000 1,530,000 1,350,000 1,100,000 500,000 Membrane Replacements ‐ ‐ ‐ ‐ 5,000,000 ‐ Meter Reading Technology Improvement 1,500,000 1,500,000 1,000,000 ‐ ‐ ‐ Heavy Equipment (R) 421,300 350,000 350,000 350,000 350,000 350,000 A1A 1,650,000 ‐ ‐ ‐ ‐ ‐ Water Network System Improvement 100,000 825,000 525,000 250,000 250,000 250,000 Security Enhancements/Expansion 200,000 200,000 200,000 200,000 200,000 200,000 Water Network Trucks (R) 255,000 70,000 250,000 195,000 ‐ 260,000 Energy Assessment and Improvements 250,000 250,000 250,000 250,000 ‐ ‐ Dump Truck (R) 120,000 230,000 230,000 ‐ ‐ ‐ Plant Maint. Truck (R) ‐ 130,000 ‐ ‐ 350,000 ‐ Vac Con (R) ‐ ‐ ‐ 475,000 ‐ ‐ TV Inspection (R) ‐ ‐ ‐ ‐ 300,000 ‐ Utility Lift Station Truck (R) 160,000 65,000 ‐ ‐ ‐ 65,000 Crane Truck (R) ‐ ‐ 210,000 ‐ ‐ ‐ Network Computer Systems Replacements 24,300 36,000 36,000 36,000 36,000 36,000 Network Infrastructure Upgrades & Replacements 30,000 30,000 30,000 30,000 30,000 30,000 Water/Wastewater Telemetry 250,000 ‐ ‐ ‐ ‐ ‐ By‐Pass Pumps (RRU) ‐ ‐ 120,000 ‐ ‐ ‐ ForkLift (R) ‐ 60,000 ‐ ‐ ‐ ‐ Heavy Equipment (R) 421,300 350,000 350,000 350,000 350,000 350,000 Utility Lift Station Truck (R) 160,000 65,000 ‐ ‐ ‐ 65,000 Vac Con (R) ‐ ‐ ‐ 475,000 ‐ ‐ Plant Maint. Truck (R) ‐ 130,000 ‐ ‐ 350,000 ‐ TOTAL EXPENDITURES AND OTHER USES $ 51,426,900 $ 67,616,000 $ 50,691,000 $ 46,826,000 $ 43,106,000 $ 40,166,000

276 CEMETERY/MAUSOLEUM FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 EXPENDITURES AND OTHER USES Mausoleum/Cemetery Roof Replacement $ 237,500 $ 237,500 $ 237,500 $ 237,500 $ 237,500 $ 237,500 Resurface Parking Facilities 250,000 ‐ ‐ ‐ ‐ ‐ Repainting Cemetery and Mausoleum Buildings ‐ 61,700 ‐ ‐ ‐ 61,700 Mausoleum Complex Sealing ‐ 50,000 ‐ ‐ 50,000 ‐ TOTAL EXPENDITURES AND OTHER USES $ 487,500 $ 349,200 $ 237,500 $ 237,500 $ 287,500 $ 299,200

277 GOLF COURSE FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 EXPENDITURES AND OTHER USES Spray Unit Vehicles (R) $ ‐ $ 58,000 $ ‐ $ ‐ $ ‐ $ ‐ Self‐Contained Fairway Unit (R) ‐ 75,000 ‐ ‐ 86,000 ‐ TOTAL EXPENDITURES AND OTHER USES $ ‐ $ 133,000 $ ‐ $ ‐ $ 86,000 $ ‐

278 INFORMATION TECHNOLOGY FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 EXPENDITURES AND OTHER USES Network Infrastructure Upgrades & Replacements $ 972,100 $ 670,000 $ 570,000 $ 670,000 $ 570,000 $ 570,000 Electronic Mail / Server Upgrades 500,000 525,100 525,100 550,000 550,000 550,000 Network Computer Systems Replacements 391,300 387,000 387,000 387,000 387,000 387,000 Public Safety Field Automated Report System (FARS) 265,000 285,000 285,000 285,000 285,000 285,000 Security Information System Equipment 234,000 275,000 275,000 275,000 175,000 175,000 Technology Updates 340,000 75,000 75,000 75,000 75,000 75,000 Storage Area Network (SAN) Upgrade 200,000 90,000 40,000 40,000 40,000 40,000 Video Systems Upgrades 50,000 35,000 50,000 50,000 50,000 50,000 Geographic Information System 50,000 ‐ ‐ 50,000 ‐ ‐ Financial System Replacement 150,000 ‐ ‐ ‐ ‐ ‐ IBM i‐Series System Enhancements (fka AS400) ‐ ‐ ‐ 50,000 ‐ ‐ TOTAL EXPENDITURES AND OTHER USES $ 3,152,400 $ 2,342,100 $ 2,207,100 $ 2,432,000 $ 2,132,000 $ 2,132,000

279 CAPITAL RECOVERY COST FUND APPROVED APPROVED APPROVED APPROVED APPROVED APPROVED PROJECT NAME FY 2019‐20 FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 REVENUE AND OTHER SOURCES CAPITAL RECOVERY COST FUND $ 3,650,400 $ 3,953,600 $ 2,826,300 $ 1,617,800 $ 3,294,700 $ 4,489,700 INTEREST EARNINGS 422,100 400,000 400,000 400,000 400,000 400,000 FUND BALANCE 19,193,300 19,778,200 20,053,200 20,323,200 20,723,200 21,123,200 TOTAL REVENUE AND OTHER SOURCES $ 23,265,800 $ 24,131,800 $ 23,279,500 $ 22,341,000 $ 24,417,900 $ 26,012,900 EXPENDITURES AND OTHER USES Police Boat & Trailer (R) #8056 ‐ ‐ ‐ 234,000 ‐ ‐ Police Boat & Trailer (R) #8057 ‐ ‐ ‐ ‐ ‐ 288,000 Police Boat & Trailer (R) #8058 ‐ ‐ ‐ ‐ ‐ 288,000 Express Cutaway SWAT Truck #3008 72,000 ‐ ‐ ‐ ‐ ‐ Bomb Containment Vessel #8013 ‐ 400,000 ‐ ‐ ‐ ‐ Speed Trailers (R) 111,000 ‐ ‐ ‐ ‐ 125,000 Replacement Medic Units 1,338,300 1,418,600 1,002,600 531,400 ‐ ‐ Replacement of 2006 Sutphen Pumper (#8142) ‐ 992,500 ‐ ‐ ‐ ‐ Replacement of 2004 Sutphen Pumper (#8140) 936,300 ‐ ‐ ‐ ‐ ‐ Replacement of 2008 Sutphen 75 Ladder/Pumper (8145) ‐ ‐ 1,528,700 ‐ ‐ ‐ Replacement of 2006 Sutphen Pumper (#8143) ‐ 992,500 ‐ ‐ ‐ ‐ Replacement of Freightliner/Ferrara (8138) ‐ ‐ ‐ 703,600 ‐ ‐ Replacement of 2004 28` Nautica Boat & Motor (#8141) 430,000 ‐ ‐ ‐ ‐ ‐ Tractor (fuel) Transporter Truck (R) ‐ 150,000 155,000 ‐ ‐ ‐ Fuel Tanker (10,000 gallons) Trailers & Mobile Fuel Tank 380,000 125,000 130,000 ‐ ‐ ‐ Dredge Purchase (R) / Tug Refurbishment 150,000 ‐ ‐ ‐ ‐ ‐ Water Truck (R) ‐ ‐ 140,000 ‐ ‐ ‐ 2011 Sutphen 75' Aerial Ladder/Pumper (8151) ‐ ‐ ‐ ‐ ‐ 1,820,700 Replacement of 2010 Sutphen 75' Ladder/Pumper (8146) ‐ ‐ ‐ ‐ 1,717,600 ‐ Replacement of 2010 Sutphen Pumper (8148) ‐ ‐ ‐ ‐ ‐ 1,253,000 Replacement of 2010 Sutphen Pumper (8147) ‐ ‐ ‐ ‐ 1,182,100 ‐ Replace/refurbish Bomb Robot(s) (R) ‐ ‐ ‐ ‐ 395,000 300,000 Unmanned Aircraft System (UAS) ‐ ‐ ‐ ‐ ‐ 180,000 Marine Unit Vehicle Replacement Program ‐ ‐ ‐ 58,000 ‐ 120,000

Bearcat Armored Vehicle #911 ‐ ‐ ‐ 90,800 ‐ ‐ Streets Demolition/Debris Trailer 70,000 ‐ ‐ ‐ ‐ ‐ Bomb SUV #592 ‐ ‐ ‐ ‐ ‐ 59,600 Off Road Utility Vehicles (R) ‐ ‐ ‐ ‐ ‐ 55,400 TOTAL EXPENDITURES AND OTHER USES $ 3,487,600 $ 4,078,600 $ 2,956,300 $ 1,617,800 $ 3,294,700 $ 4,489,700

RESERVE $ 19,778,200 $ 20,053,200 $ 20,323,200 $ 20,723,200 $ 21,123,200 $ 21,523,200

280 CITY-WIDE SUMMARY OF MAJOR PROJECTS(1) ESTIMATED 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 PROJECT TOTAL APPROVED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED NO. PROJECT TITLE / DESCRIPTION COST BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET 470118 Critical Infrastructure Improvement $ 116,160,000 $ 24,100,000 $ 22,060,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 $ 17,500,000 Rehabilitation of the water and sewer system based on the findings from the critical infrastructure assessment.

220016 Public Safety Facilities 37,700,000 - - 30,000,000 6,000,000 1,700,000 - Design/Construction - Design started in FY '19 under account number 336-4471-541.65.83, (ADG PO # 066031 in the amount of $175,910). 470015 Water Treatment Facility Improvements 37,250,000 5,700,000 13,250,000 4,250,000 5,850,000 2,700,000 5,500,000 Rehabilitation of the lime softening water treatment facilities, membrane softening facility and ancillary equipment. 440518 NW/SW 4th Avenue Widening 28,500,000 - 8,500,000 10,500,000 - 9,500,000 - NW/SW 4th Avenue is an existing two-lane undivided collector road that extends from Camino Real to NW 20th Street and continues north as NW 5th Avenue to Spanish River Boulevard. In 2018/19, the City has retained a consultant to perform a feasibility study for the conversion of NW/SW 4th Avenue into a four-lane collector. 470014 Building Alterations 24,600,000 4,100,000 9,100,000 3,600,000 4,950,000 1,750,000 1,100,000 Construction of buildings, repair and upgrades to buildings at the Glades Road Complex and other Utility structures. 470308 Pump Station Modifications 23,550,000 5,150,000 3,575,000 4,325,000 3,500,000 3,500,000 3,500,000 Conversion of can-type wastewater stations to submersible lift stations and upgrade of lift stations for future growth. 470038 Sewer System Repairs 22,050,000 2,900,000 3,000,000 3,150,000 4,600,000 4,000,000 4,400,000 Rehabilitation of components of the wastewater collection system. 600818 Gumbo Limbo/Red Reef West Master Plan 19,900,000 - - - 15,000,000 4,900,000 - Based upon input from stakeholders and the public, either renovate or replace the Gumbo Limbo Nature Centers main building, gift shop, classroom, laboratory, restroom, and sea turtle rehabilitation facility.

440076 Municipal Services Complex Expansion 16,900,000 - 9,900,000 7,000,000 - - - Parking Structure, Garage Expansion, Storage Shed, SW 18th Street Site Buildout. 420028 Pavement Resurfacing 16,500,000 4,000,000 4,000,000 3,000,000 3,000,000 2,500,000 - The pavement management system program analyzes and prioritizes the roadway under two separate categories: 1) Minor local roads and 2) Major arterials/collectors. 470012 Wastewater Upgrades, Replacement and Expansion 16,450,000 700,000 6,625,000 500,000 2,875,000 3,000,000 2,750,000 Replacement, upgrade and expansion of Wastewater Treatment Facility to meet State and/or Federal Regulatory Compliance. 440090 North Beach Renourishment Project 15,000,000 - - - - - 15,000,000 Restoration of North Boca Raton beach located between Spanish River Boulevard and Red Reef Park.

440029 Central Beach Renourishment 13,000,000 - - - - - 13,000,000 Restoration of the Central Boca Raton beach located between Red Reef Park and the Boca Raton Inlet. 470311 Numeric Nutrient Criteria Mandate 11,100,000 200,000 400,000 8,500,000 - - 2,000,000 Design and construction of denitrification equipment and modifications to the Wastewater Treatment Plant.

440080 South Beach Renourishment 10,100,000 - - - 10,100,000 - - As mitigation to the inlet-induced downdrift erosion and an objective of the Citys Inlet Management Plan, the City conducts periodic beach renourishment through contractor dredging of the inlet ebb tidal shoal and the placement of sand on the downdrift beaches.

420098 Drainage Improvements 10,000,000 2,800,000 2,600,000 700,000 350,000 3,200,000 350,000 The construction of various miscellaneous drainage improvements to address localized and isolated flooding problems throughout the City`s maintained streets. Also includes the lining of drainage pipe for rehabilitation to prevent damage to roadway surface and base materials.

440156 Countess De Hoernle Park Phase 2 9,250,000 - 9,250,000 - - - - Countess De Hoernle Park Phase 2 is for the next phase of development of the park, and the amenities to be constructed are a necessity. 470228 Raw Water Well Equipment/Expansion 9,120,000 1,310,000 1,335,000 1,585,000 1,390,000 2,190,000 1,310,000 Construction and rehabilitation of wells. 440711 Mizner Park Amphitheater 8,905,000 135,000 270,000 250,000 - 450,000 7,800,000 Work Order for Steel/Crane Ratings, Replace LED Lighting in the Clock Tower, Design for east & west colonnade trellis work, Artificial turf Installation 470018 In-City Reclamation Irrigation System (IRIS) 7,785,000 1,525,000 1,780,000 1,530,000 1,350,000 1,100,000 500,000 Construction of reclaimed water system components. TOTAL $ 453,820,000 $ 52,620,000 $ 95,645,000 $ 96,390,000 $ 76,465,000 $ 57,990,000 $ 74,710,000 281 (1)Source: FY 2018-19 Approved CIP Police Services 1 Technology Upgrades $125,000 None

Police Services 2 SWAT: recon robots $50,000 None

Police Services 3 Dive: Replacement of the rescue packs, underwater communications $50,200 None system, camera, boat, and tanks

Police Services 4 PPE Equipment: Replacement of 24 Mobile Shields $103,200 None

Police Services 5 EOD: Replacement of SCBAs, Backpacks, and X-ray system $165,700 None

Police Service 6 Crime Lab Equipment Replacements $50,000 None

Police Services 7 Surveillance Equipment Replacements $58,800 None

Police Services 8 Taser Equipment: Replacement of 108 tasers $267,400 None

Police Services 9 Firearms Equipment: Replacement of rifles and less lethal launchers $394,700 None

Police Services 10 Laser Equipment: Replace 30 lasers $62,000 None

Fire-Rescue Services 11 Replacement Bunker Gear $1,400,000 Safety Equipment

Fire-Rescue Services 12 Replacement Cardiac Monitors $1,750,000 EMS Equipment / Patient Care Fire-Rescue Services 13 Replacement SCBA Air Packs $1,450,000 Safety Equipment

Fire-Rescue Services 14 SCBA Cylinder Replacement $404,000 Safety Equipment

Fire-Rescue Services 15 AutoPulse $400,000 EMS Equipment / Patient Care Fire-Rescue Services 16 Above Ground Fuel Tanks Banyan Trail $500,000 Efficiency

Fire-Rescue Services 17 Ballistic Gear Replacement $130,000 Safety Equipment

Fire-Rescue Services 18 Station Alerting System Replacement $900,000 Efficiency

Fire-Rescue Services 19 Stretcher Replacement $600,000 EMS Equipment / Patient Care Fire-Rescue Services 20 SCBA Compressor Replacement $110,000 Safety Equipment

Recreation Services 21 Spanish River Park Themed Playground $1,381,600 Increase in Wet playground, theme (TBD) with appropriate themed amenities/ operating expenses accessories at Spanish River Park.

Recreation Services 22 Oceanfront Beaches $336,400 None Develop several palm tree oases on oceanfront beaches to enhance scenic beauty and provide shade areas.

Recreation Services 23 Greenway Linkage Parks $644,700 Increase in Development of Citywide Greenway linkage parks along pedestrian paths. operating expenses

Recreation Services 24 Meadows Park $400,700 Increase in Design and construct two lighted tennis courts, one lighted basketball court, operating expenses additional parking, sidewalk and open space in accordance with t he approved Master Plan.

Recreation Services 25 University-Woodlands Park $407,000 Increase in Design and build master planned amenities, including 6 sports courts, operating expenses replacement of playground equipment and282 additional parking. Recreation Services 26 Downtown Park $528,100 Increase in Plan, design and construct a downtown park with water fountain element. operating expenses

Recreation Services 27 Buttonwood Park $1,264,300 Increase in Construct park amenities as identified in the approved Master Plan: operating expenses restroom, trail, playground, shelter, basketball court and parking.

Recreation Services 28 University Woodlands Park North & South Fields $5,750,000 Increase in North Field - Remove existing sod and Pa lmetto landscaping along east operating expenses end of field, laser grade entire field to rebuild grade/slope and install new artificial turf, including area previously covered by Palmettos; install fencing along east end of field, landscape along new fence, replace field lighting and adjust irrigation as needed.

South Field - Demolish and replace existing dugouts, barrier netting system and permanent seating areas; remove concrete sidewalk and bleacher pad in the center of the field, replace field lighting, grade entire field to proper grade/slope, install new artificial turf, and new water fountains, (both fields). $5,750,000 Design $750,000, Construction: $5,750,000

Recreation Services 29 Environmentally Sensitive Lands $450,000 Increases in Design and continuing construction of amenities at Cypress Knee Slough Personnel, Other and Blazing Star Preserves. Construction and development of sites to Operating, Supplies include items such as installing fencing, parking areas, signage, and Capital Outlay informational kiosks, establishing trails and firebreaks, removing exotics, costs etc. Biologist Consultant will monitor all phases of construction. Cypress Knee Slough Preserve amenities to be $275,000 constructed Blazing Star Preserve will have remaining on-site 175,000 exotics removed TOTAL $450,000 Recreation Services 30 D.O.T. Site Park $6,000,000 Increase in Construct park facilities on a 24 -acre site adjacent to I -95 and SW 18th operating expenses Street. Recreation Services 31 Beautification Restoration $14,383,700 Increase in Design and construct improvements, including irrigation, in Roadway operating expenses Medians Renovate Palmetto Park Rd: NW th 4 Ave to NW $150,000 12th Ave Renovate Potomac: Military to St. Andrews 100,000 Construct Dixie: NW 20th St to NW 32nd St 300,000 Design Dixie: Camino to SW th18 St 20,000 Renovate St. Andrews: Glades to NW 44th St 250,000 Construct Dixie: Camino to SW 18th St 275,000 Design Congress: Clint Moore to North City Limits 45,000 Design Clint Moore: I–95 to Military 45,000 Renovate SW 18th St: El Rio Canal to I- 95 150,000 Renovate Jog: Glades to Yamato 150,000 Construct Congress: Clint Moore to Boca Club 200,000 Blvd. Design Military Trail: NW 19th St to S. Verde 30,000 Trail Renovate Palmetto Park Rd (South side) I-95 to NW 275,000 12th Ave. Renovate Spanish River Blvd: NW 6th Way to NW 80,000 2nd Ave Construct Military Trail: NW 19th St to S. Verde 250,000 Trail Construct Congress: E-4 Canal to north City Limit 600,000 Construct Clint Moore: I- 95 to to W. City limits 600,000 Renovate Dixie Hwy (NW th 8 St. to Glades283 Rd) 450,000 Beautification Restoration (cont.)

Renovate Camino Gardens (4th to Tamarind) 209,000 Renovate Palmetto Park Rd. (A1A to Intracoastal) 271,700 Renovate Camino Real (Dixie Highway to 6,600,000 Intracoastal) Renovate Mizner Boulevard (Federal Hwy to NEth 6 220,000 St) Renovate Military Trail (Glades Road to Palmetto 600,000 Park Rd) Renovate Military Trail (N. Conference to I-95) 480,000 Renovate Dixie Hwy. (NW 20th St. to NW 32ND St.) 675,000 Renovate N. Federal Hwy. (Yamato Rd. to Jeffery St.) 108,000 Renovate Glades Road (St Andrews Blvd to 300,000 Powerline Rd.) Renovate Dixie Highway (SW 18th Street to Hillsboro 400,000 Canal) Renovate S.W. 18th Street (Federal Hwy. To I-95) 550,000 TOTAL $14,383,700 Recreation Services 32 Irrigation Well & Pump Rehabilitation $100,000 None Rehabilitation of wells and replacement of aging and declining pump stations with computerized pump stations.

Recreation Services 33 Playground Renovations $733,200 None FY/Park Site Sq. Ft. Surface Equipment Estimated Cost Cost Cost FY 2024/25 0 James A. 4,210 Rutherford $185,600 Hidden Lake 3,295 145,700 FY 2025/26 0 Red Reef Park 6,500 191,900 Spanish River Park 21,500 5-12 yr old 210,000 TOTAL $733,200 Recreation Services 34 Pocket Parks $314,900 Increase in Design and construction of pocket parks that have been identified by Parks operating expenses and Recreation Board and residents. The two remaining sites will be planned and developed as recommended by the Parks & Recreation Board. Parks and Recreation Board has listed development of the Pocket Parks as a Citywide need to provide open, green spaces. FUTURE: 1) Complete the north area swale on Palmetto Park Road, between NW 9th Avenue and NW 12th Avenue (trees, sod, sidewalk). Approximately 94,334 sq. ft. 2) Beautify one SW 12th Avenue site, 13,200 sq. ft. with trees.

Recreation Services 35 Restroom Renovations (City-Wide) $2,670,000 None Boca Tierra Park $165,000 Countess de Hoernle Park (Softball & Soccer) 400,000 Woodlands Park 185,000 Lake Wyman Park 175,000 South Beach Park 175,000 South Beach Pavilion 225,000 George Snow Park 170,000 Red Reef Park (South, Middle, North) 600,000 Memorial Park 175,000 284 Restroom Renovations (City-Wide) (Cont.)

Silver Palm Park 225,000 James A Rutherford Park 175,000 TOTAL $2,670,000

Recreation Services 36 Dune Cross-over and Boardwalk Renovation $681,900 None Year Site Sq. Ft. Cost 2032/33 Spanish River Park Dune Cross-over 850 $ 97,800 2032/33 Red Reef Park North Golf Course Dune Cross-over 200 23,000 2032/33 Red Reef Park South Golf Course Dune Cross-over 1,135 130,200 2032/33 Gumbo Limbo Envir. Complex South Extension Boardwalk 3,750 430,900 TOTAL $681,900

Recreation Services 37 Skate Park Renovation/Relocation $632,500 None

RS/Cemetery 38 Security Lighting $172,500 2,800/yr in Install decorative, functional security lighting throughout the Cemetery to operational costs assist the Park Rangers and Police at night in their patrols of the Cemetery grounds. Design $ 22,500 Construction 150,000 TOTAL $172,500

RS/Cemetery 39 Security Wall/Perimeter Fencing $776,500 3,200/yr in Design and construction of an aesthetic security wall or fence around the operational costs perimeter of the entire Cemetery and Mausoleum, to deter trespassing after closing and provide security. This barrier will be approximately 6 feet high and 4,500 feet in length, with an estimated cost of $ 150 per linear foot. Design $101,500 Construction 675,000 TOTAL $776,500

RS/Cemetery 40 Resurface Roadways Serving Cemetery/Mausoleum Complex on the East $166,300 Will need to be and West Side of SW 4th Avenue resurfaced after In FY10/11, roadways on the east and west sides of the Cemetery were 10-15 years approximately thirty-two and fifty-two years old respectively. Roads were resurfaced in 2010/11 in conjunction with MS CIP #440088; roads will need resurfaced in 2020/21for continued funeral, visitor and Cemetery/Mausoleum maintenance access.

For roadways on the west side, the estimated cost of $104,000 will be covered 25% by the Cemetery Perpetual Care Fund and 75% by the Mausoleum Perpetual Care Fund. For roadways on the east side, the estimated cost of $ 62,300 will be financed 100% by the Cemetery Perpetual Care Fund.

RS/Cemetery 41 Mausoleum Complex Sealing $50,000 N/A Power-washing, patching, and sealing Mausoleum Chattahoochee walkways, limestone columns and fascia on a three-year cycle

RS/Cemetery 42 Repainting Cemetery and Mausoleum $65,000 N/A Repainting Cemetery and Mausoleum buildings and office on a continuing three-year cycle 285 Police Services 1 Replace/Refurbish Bomb Robot(s) (R) $400,000 None

Police Services 2 Replace MICU (R) $973,600 None

Recreation Services 3 Spray Truck Purchase & Replacement Program CIP V60001 $52,000 None FY 2026/27 Replace 2017 Toro 7362 Spray Truckster w/200-gallon tank #New (Replaced 2186) $52,000 Athletic Field Maintenance – 100% BPD Sugar Sand Park Total $52,000 Recreation Services 5 Tractor Purchase & Replacement Program CIP V60003 $215,000 None FY 2025/26 Replace 2016 Tractor #8386 Athletic Fields. $60,000 65% BPD & 35% GF Replace 2016 Tractor #8387 Athletic Fields. 60,000 100% BPD FY 2028/29 Replace 2018 Tractor #New (replaced 8317) 95,000 Common Grounds Sugar Sand Park 100% BPD Total $215,000 Recreation Services 6 Aerial Lift Trucks Purchase & Replacement Program CIP V60004 $317,000 None FY 2025/26 0 Replace 2016 Large truck #6301 Common $235,000 Grounds.100% GF FY 2026/27 0 Replace 2017 Small Truck #6306 Common 82,000 Grounds. 35% BPD & 65% GF Total $317,000 Recreation Services 7 Front End Loader Purchase & Replacement Program CIP V60005 $95,000 None FY 2026/27 Replace 2017 4WD Articulating Wheel Loader $95,000 #83005 Common Grounds. 100% GF Total $95,000 Recreation Services 8 Dump Truck Replacement Program CIP V60006 $666,000 None 2025/26 0 Replace 2016 Type F350 1 Ton Dump Truck – Extended Cab #5316 Common Grounds. 100% $55,500 GF Replace 2016 Type F350 1 Ton Dump Truck – Extended Cab #5317 Common Grounds. 100% 55,500 GF Replace 2016 Type F350 1 Ton Dump Truck – Extended Cab #5321 Common Grounds. 100% 55,500 GF Replace 2016 Type F350 1 Ton Dump Truck – Extended Cab #5340 Common Grounds. 100% 55,500 GF Replace 2016 Type F350 1 Ton Dump Truck – Extended Cab #5342 Beautification. 100% 55,500 ROWB Replace 2016 Type F350 1 Ton Dump Truck – Extended Cab #5343 Beautification. 100% 55,500 ROWB Replace 2016 Type F350 1 Ton Dump Truck- Extended Cab #5303 (Transferred from 55,500 Cemetery in FY 18/19) 286 Dump Truck Replacement Program CIP V60006 (Cont.)

2026/27 000 Replace 2017 Type F350 1 Ton Dump Truck – Extended Cab #New (replaced 5389) 55,500 Beautification. 100% ROWB Replace 2017 Type F350 1 Ton mpDu Truck – Extended Cab #New (replaced 5304) Athletic 55,500 Fields. 100% GF Replace 2017 Two Ton Dump Truck – Clam Shell #New (replaced 5306) Common Grounds. 55,500 65% GF & 35% BPD FY 2028/29 Replace 2018 One Ton Dump Truck – Extended Cab #New (replaced 5309) Common Grounds. 5d55,500 100% GF Replace 2018 One Ton Dump Truck – Extended Cab #New (replaced 5310) Common Grounds. 55,500 100% GF Total $666,000 Recreation Services 9 Specialized Maintenance Equipment Purchase & Replacement $52,000 None Program CIP V60009

FY 2026/27 0 Replace 2017 Koro 1500 Fraise Mower #New $52,000 Athletic Fields. 65% BPD & 35% GF Total $52,000 Recreation Services 10 Chipper Purchase & Replacement Program CIP V600016 $180,000 None FY 2025/26 Replace 2016 Chipper #8349 Common Grounds. $60,000 100% GF Replace 2016 Chipper #8381 Common Grounds. 60,000 100% GF FY 2026/27 0 Replace 2017 Chipper #New Common Grounds. 60,000 100% BPD Total $180,000 Recreation Services 12 Street Sweeper Purchase & Replacement Program CIP V60111 $200,000 None FY 2025/26 Replace 2016 Street Sweeper #83000 Common $200,000 Grounds. 100% GF Total $200,000 RS/Cemetery 13 Dump Truck Replacement Program $55,500 None FY 2025/26 Replacement of Dump Truck #5303, which was purchased in FY 2015/16 This vehicle has been reassigned to Beautification (151); it is too large and no longer needed. When sold, funds will be credited to fund 480.

Cemetery/480-6241 70% $38,700 Mausoleum/480-6243 30% 16,800 $55,500

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INDEX FY 2019-2020 Approved Budget Approved Budget Page A Accounting 122 Accounts Payable 126 Affordable Housing Program 188 Alarm Administration 128 Aquatics 182 Assessed Valuation 20 Athletics 177 B Beach and Park District 195 Beautification Maintenance 208 Biological Processing Lab 149 Boards & Committees 100 Boca Raton Municipal Golf Course 236 Bonds (See Debt) 210 Budget Information 1 Building Inspection 156 C Camp Programs 175 Capital Projects 28 Cemetery 233 CDBG 186 City Attorney 113 City Clerk 102 City Council 99 City Manager 100 Code Compliance / Licensing 136 Communications/Dispatch 146 Community Center 175 Community Redevelopment Agency 211 Community Service Organizations 144 Community Services 144 Conservation 132 Customer Service 222 D Debt 210 Development Services 132 Downtown Infrastructure 28 Downtown Land Dedication 28 Dredge 162 E Economic Development 189

288 Electrical 163 Employees 23 Employers 23 Engineering Services (See also Municipal Services) 167, 169 Estridge (BPD) 202 F Facilities Maintenance 163 Federal Grant Fund 196 Financial Services 115 Fire and Life Safety 156 Fire Operations 154 Fire-Rescue Services 150 Fleet Maintenance 244 Fund Balance 17 Fund Description/Purpose 27 Fund Sources 67 Fund Uses 70 G General City Information 21 Glossary 289 Golf Course 234 General Fund 17 Group Medical Self Insurance 245 Guiding Principles 9 H Human Resources 103 I Income 23 Information Technology 238 Instrumentation and Control 224 Irrigation 177 Insurance 245 L Land Dedication 28 Law Enforcement Trust Fund 195 Library 173 Licensing (See also Code Compliance/Licensing) 136 Lift-Station Maintenance 230 Logistics and Support 153 M Management Services 103 Mausoleum 231 Millage Rates 79 Mission Statement 8 Mizner Park 105 Motor Pool 242 Municipal Services 157 N

289 Non-Divisional 185 O Ocean Rescue 182 Office of Management & Budget (OMB) 110 Organization Charts 11, 114, 116, 133, 142, 151, 158, 172, 190, 198, 202, 213, 216, 221, 232, 235, 239, 243, 246 P Parking Services 131 Parks 171 Patch Reef Park (BPD) 201 Perpetual Care (Cemetery & Mausoleum) 63 Planning and Zoning 138 Plant Maintenance 220 Police Services 141 Policy Agenda 3 Population 21 Program Budget 81 Purchasing 129 Q / R Quality Control 228 Racquet Center (Swim & Racquet Center BPD) 201 Red Reef Park (BPD) 203 Red Reef Golf Course 236 Recreation Services 171 Retirement Sustainability 249 S Sanitation 212 Special Programs 180 Special Interest (BPD) 26 State Forfeiture Fund 195 State Grant Fund 196 Stormwater Utility 215 Streets 161 Sugar Sand Park (BPD) 208 Swim and Racquet Center (BPD) 42 T Tax Levy 46 Telecommunications 240 Tennis 182 Traffic 165 Train Depot 26 Transmittal Letter 3 Transportation Fund 60 U Utility Services 220 V Values Statement 10

290 W Water & Sewer (See also Utility Services) 220 Wastewater Network 220 Wastewater Treatment Plant 230 Water Network 220 Water Treatment Plant 228 Workers Compensation Self Insurance 245

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GLOSSARY OF TERMS

BOND RATING - An evaluation of credit A worthiness performed by an independent rating service. The City’s bonds have been rated “Aaa” by Moody’s ACCRUAL BASIS OF ACCOUNTING - Investment Service, “AAA” by Standard and Poor’s and A basis of accounting in which debits and credits are “AAA” by Fitch Rating Service. recorded at the time they are incurred, as opposed to when cash is actually received or spent. For example in accrual BONDED DEBT PER CAPITA - The accounting, a revenue which was earned between April 1 amount of City indebtedness represented by outstanding and April 30, but for which payment was not received bonds divided by the City’s population, used to indicate until May 10, is recorded as being received on April 30 the City’s credit position by referring to the proportionate rather than on May 10. debt per resident.

AD VALOREM TAXES - Property taxes BPD – Greater Boca Raton Beach and Park computed as a percentage of the value of real or personal District. property expressed in mills. BUDGET -A statement of the financial position AGENCY FUND - A fund used to account for of a sovereign body for a definite period of time based on assets held by the City as an agent for individuals, private estimates of expenditures during the period and proposals organizations, other governments or other funds, such as for financing them. Also, the amount of money that is deferred compensation plans. available for, required for, or assigned to a particular purpose. AMORTIZATION - The reduction of debt by regular payments of principal and interest sufficient to BUDGET AMENDMENT - Generally done retire the debt by maturity. on a quarterly basis, the process by which unanticipated changes in revenue or expenditures are made a part of the APPROPRIATION - A legal authorization budget, thereby amending it. These changes may be granted by a legislative body to make expenditures and to between Funds or Departments and require an Ordinance incur obligations for specific purposes. and City Council approval.

ASSESSED VALUATION - The County BUDGET REAPPROPRIATION - The Property Appraiser’s estimation of the Fair Market Value process of bringing forward unspent dollars from the of real estate or other property. This valuation is used to previous fiscal year budget to the current approved budget determine taxes levied upon the property. as follows: Automatic Reappropriations bring forward certain dollars budgeted and encumbered from the previous fiscal year but not as yet paid by close of fiscal year end, the purpose of which is to pay the bills. These B require City Manager approval. Council Reappropriations bring forward certain dollars budgeted BOND -A written promise to pay a sum of money from the previous fiscal year but which had not been on a specific date at a specified interest rate. The most encumbered by close of the fiscal year, such as the common types of bonds are general obligation and remaining dollars for a capital improvement project in revenue bonds. These are most frequently used for process. This requires an Ordinance and City Council construction of large capital projects, such as buildings, approval. streets, and water and sewer systems. BUDGET TRANSFER - The process by BOND COVENANT - A legally enforceable which approved budgeted dollars may be reallocated promise made by an issuer of bonds to the bondholders, between line item expenditures within the same Fund and normally contained in the bond resolution (e.g., pledged Department to cover unforeseen expenses. Requires City revenues). Manager approval.

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BUDGETARY CONTROL - The control or CRA – Community Redevelopment Agency (Boca management of a governmental unit or enterprise in Raton). accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. D

C DEBT SERVICE FUNDS - The funds created to account for the accumulation of resources from, CAPITAL EXPENDITURES – and the payment of, general long-term debt principal and Expenditures for those projects with a useful life span of interest. ten years and a cost of at least $35,000.

CAPITAL IMPROVEMENTS PRO- DEFEASED BONDS - Bonds that have been JECTS - Any program, project or purchase which has a issued but, due to some action, the proceeds are not used useful life span of ten years and a cost of at least $10,000 as planned. The proceeds are then used to establish an or a useful life span of seven years and a cost of at least Escrow Trustee to pay off the principal and interest on the $35,000. These expenditures are related to the acquisition, issued bonds. expansion or rehabilitation of an element of the City’s physical plant. DEPARTMENT - A major unit of organization in the City which indicates overall an operation or group CAPITAL OUTLAYS - Expenditures that of related operations within a functional area. result in the acquisition of or addition to fixed assets. DEPRECIATION - (1) Expiration in the CAPITAL RECOVERY COST - Spreads service life of fixed assets attributable to wear and tear, the cost of replacing a vehicle out over the life of the deterioration, action of the physical elements, inadequacy vehicle. Use of this system funds the depreciating value and obsolescence. (2) The portion of the cost of a fixed of the vehicle during its useful life, assures replacement asset which is charged as an expense during a particular funds will be available when the vehicle is no longer period. In accounting, the cost of a fixed asset, less any serviceable, and makes replacement funding a component salvage value, is pro-rated over the estimated service life of current operating costs. of such an asset and each period charged with a portion of such cost. Through this process, the entire cost of the CASH BASIS OF ACCOUNTING - A asset is ultimately charged off as an expense. basis of accounting in which transactions are recorded when cash is either received or expended for goods and DIVISION - A unit of organization which is services. comprised of a specific operation within a functional area. City Departments may contain one or more Divisions. CASH MANAGEMENT - The management of cash necessary to pay for government services while investing temporary cash excesses in order to earn interest E revenue. Cash management refers to the activities of forecasting the inflows and outflows of cash, mobilizing ECONOMIC DEVELOPMENT FUND - cash to improve its availability for investment, supports economic development activities benefitting the establishing and maintaining banking relationships, and City, including a variety of incentive programs. These investing funds in order to achieve the highest interest and incentive programs include both City-administered return available for temporary cash balances. incentives, as well as participation in State incentive programs by providing local match funds. All awarded CDBG – Community Development Block Grant. economic development incentives require an agreement and approval by the City Council. A portion of the ad-valorem CIP – Capital Improvement Program. taxes is the main source of revenue for the Fund.

CITY CODE – City of Boca Raton’s Code of ENCUMBRANCE – A reservation of funds to Ordinances. cover purchase orders, contracts or other funding commitments which are yet to be fulfilled. The budget basis of accounting considers an encumbrance to be the A budgetary reserve set CONTINGENCY - equivalent of an expenditure. aside for emergencies or unforeseen expenditures.

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ENTERPRISE FUNDS - The funds established to account for operations that are financed and FY – Fiscal Year. operated in a manner similar to private business enterprises, where the intent of the governing body is that G 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 GASB - Governmental Accounting Standards charges. Board, which sets standards for governmental accounting.

ESCROW - A deed, bond, money, or piece of GENERAL FUND REVENUE - Most of the property held in trust by a third party until fulfillment of a City revenue sources are channeled through the General condition. (See Defeased Bonds) Operating Fund. Such revenues are commonly generated by fees, charges, taxes and intergovernmental revenues. ESTIMATED REVENUES - Projections of funds to be received during the fiscal year. GENERAL OBLIGATION BONDS - Upon voter approval at a general referendum, a project will be financed through a millage increase in ad valorem The cost of goods EXPENDITURES - taxes for a specified period of time. This source is delivered or services rendered including operating especially appropriate when the life of a project or expenses, capital outlays and debt service. improvement is expected to exceed 20 years and is City- wide in nature or benefit.

F GOVERNMENTAL FUND TYPES - Funds used to account for the acquisition, use and FAU –Florida Atlantic University. balances of expendable financial resources and the related current liabilities, except those accounted for in FISCAL YEAR - The period of 12 months to proprietary and fiduciary funds. which the annual budget applies. The City’s fiscal year begins October 1 and ends September 30. GRANTS - A contribution by the Federal or State government to subsidize specific projects, either partially FIXED ASSETS - Assets of a long-term or entirely. character which are intended to continue to be held or used, such as land, buildings, machinery, equipment and improvements (other than buildings). I

FRANCHISE FEE - Fees levied on a IMPACT FEES - Fees charged to developers to corporation in return for granting a privilege, sanctioning cover the anticipated cost of improvements that will be monopoly, or permitting the use of public property, needed as a result of growth and development, i.e., water usually subject to regulation. and sewer.

FULL FAITH AND CREDIT - A pledge of INFRASTRUCTURE - The basic installations the general taxing power of a government to repay debt and facilities on which the continuance and growth of the obligations, typically used in reference to general City depends, such as roads, schools, and water and sewer obligation bonds. systems.

FUND – An independent governmental accounting INTERFUND TRANSFERS - Transfers of entity with a self-balancing group of accounts including resources between funds that are neither recorded as assets, liabilities and fund balance. Types of funds revenues to the fund receiving nor expenditures to the include Governmental (Capital Projects, Debt Services, fund providing. General Fund and Special Revenue); Proprietary (Enterprise Funds); and Fiduciary Funds (Trust and Agency Funds). INTERGOVERNMENTAL REVENUE - Funds received from federal, state and other local government sources in the form of grants, shared FUND BALANCE - Fund equity for revenues, and payments in lieu of taxes. governmental funds and trust funds which reflects the accumulated excess of revenues and other financial sources over expenditures and other uses for general governmental functions. 294

INTERLOCAL AGREEMENT -A written agreement between the City and other units of government to share in similar services, projects, emergency assistance, support, funding, etc., to the N mutual benefit of all parties. NON-AD VALOREM REVENUE INTERNAL SERVICE FUNDS - The funds BONDS - Through the anticipation of excess revenues established for the financing of goods or services for a specified period, revenue bonds may be sold to provided by one department to other departments within finance a special project or projects. These revenues can the City on a cost-reimbursement basis. Examples are the be from most any unpledged, consistent source, such as Motor Pool Fund and the Management Information gas tax funds. Services Fund.

I.R.I.S. - In-City Reclamation Irrigation System O whereby reclaimed water can be distributed to residents for irrigation use, thus conserving potable water. This OMB – Office of Management and Budget. project is part of the Comprehensive Plan. Division within the General Fund, Financial Services Department that is responsible for Management studies, I.T. – Information Technology Division. research and budget preparation.

OPERATING BUDGET - The portion of the L budget that pertains to daily operations that provide basic governmental services. L.E.T.F. – Law Enforcement Trust Fund ORDINANCE -A formal legislative enactment LEVY - To impose taxes, special assessments, or by the City Council, barring conflict with higher law, service charges for the support of City activities. having the full force and effect of law within the City.

LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance. P

PBC – Palm Beach County M PROGRAM - A group of related activities MILLAGE RATE - The amount of tax stated performed by one or more organizational units for the in terms of a unit of the tax base; for example, each mill purpose of accomplishing a function for which the City is generates $1 for every $1,000 of assessed valuation of responsible. Examples include Public Safety, Physical taxable property. Environment, and Recreation.

MODIFIED ACCRUAL BASIS OF PROGRAM–SPECIFIC REVENUE - ACCOUNTING -A basis of accounting in which Examples of these sources of revenue are the gas tax, expenditures are recognized when the related fund which must be used for transportation improvements liability is incurred, but revenues are accounted for on a only, or funds received from abandonment of rights-of- cash basis. This accounting technique is a combination way, which can only be used to purchase new rights-of- of cash and accrual accounting, since expenditures are way. immediately incurred as a liability while revenues are not recorded until they are actually received or available and PROPRIETARY FUND TYPES -A group measurable. This type of accounting basis is a of funds in which the services provided are financed and conservative financial approach and is recommended as operated similarly to those of a private business. the standard for most governmental funds.

M.S. – Municipal Services Department.

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An example is the Beautification Fund, which must be R used for street and highway purposes.

REBUDGETING – The process of City Council’s revising the proposed budget to include funds T for items approved in the current year that have not been encumbered and are not anticipated to be spent prior to the end of the fiscal year. TRUST FUND - A fund used to account for assets held by the City in a trustee capacity for individuals, private organizations, other governments or REFUNDING BONDS - Bonds issued to other funds, such as Pension Trust Funds. retire bonds already outstanding. The refunding bonds may be sold for cash and outstanding bonds redeemed in cash, or the refunding bonds may be exchanged with holders of outstanding bonds. U

RETAINED EARNINGS - An equity account UNENCUMBERED BALANCE - The reflecting the accumulated earnings of an Enterprise or amount of funds, which is neither expended nor reserved, Internal Service Fund. but is still available for future purchases.

RETIREMENT SUSTAINABILITY U.S. – Utility Services. FUND - provides a separate funding for the receipt and expenditure of the state premium taxes for police and fire USER FEES - Charges for specific services retirement benefits, and to account for reserve funding to rendered only to those using such services, i.e., sewer reduce the financial burden, if any, of retirees on future service charge. taxpayers. UTILITY TAXES - Municipal charges levied REVENUE - Additions to assets which (a) do not by the City on each and every purchase of a public service increase any liability, (b) do not represent the recovery of within the corporate limits of the City. Public service an expenditure, (c) do not represent the cancellation of includes electricity, gas, fuel, oil, water service, and certain liabilities or decrease in assets, and (d) do not telephone service. represent contributions of fund capital in Enterprise and Internal Service Funds. X RISK MANAGEMENT - An organized attempt to protect a government’s assets against accidental loss in the most economical method. XERISCAPE - The use of design and planning techniques with draught tolerant plant material in order to achieve water conservation. ROLL-BACK RATE - The millage necessary to raise the same amount of Ad Valorem Tax revenue as the previous year excluding taxes from new construction.

R.O.W. – Right of Way.

S S.H.I.P. – State Housing Initiative Program.

SPECIAL ASSESSMENT (SA) - A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties.

SPECIAL REVENUE FUND - A fund used to account for receipts from revenue sources that have been earmarked for specific activities and related expenditures.

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