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HomeMy WebLinkAbout2021 07 12 City Commission Regular Meeting AgendaCITY COMMISSION REGULAR MEETING AGENDA MONDAY, JULY 12, 2021 - 6:30 PM CITY HALL - COMMISSION CHAMBERS 1126 EAST STATE ROAD 434, WINTER SPRINGS, FLORIDA 1 CALL TO ORDER Roll Call Invocation Pledge of Allegiance Agenda Changes AWARDS AND PRESENTATIONS 100. Recognition of A Budget Tree for donation of Mulch to Community Garden 101. Legislative Update from State Representative David Smith INFORMATIONAL AGENDA 200. Current Development Projects Summary Projects Summary PUBLIC INPUT Anyone who wishes to speak during Public Input on any Agenda Item or subject matter will need to fill out a “Public Input” form. Individuals will limit their comments to three (3) minutes, and representatives of groups or homeowners' associations shall limit their comments to five (5) minutes, unless otherwise determined by the City Commission. CONSENT AGENDA 300. Seminole Crossing Townhomes (WS Town Center) Site Acceptance Seminole Crossing Site Acceptance Punchlist 301. State Road 434 Reclaimed Expansion Design Tuskawilla Reclaimed Water Extension Scope - 6-17-21 302. Waste Water Facilities Plan WW Facilities Plan Scope Winter Springs 6-18-21 303. Selection of Treatment Processes and Conceptual Site Design of the East and West Waste Water Treatment Plants Winter Springs - WRF CDRs 6-3-2021 304. Independent Audit of Veolia's performance Winter Springs - Operational Audit Scope Combined 6-22-2021 305. FY 2021 Road Resurfacing Plan RE_ Resurfacing list SORL-2ndFlr21052811200 2 20_21 resurfacing list 306. Potable Water System Hydraulic Model Update and Calibration Winter Springs - Water Model Update and Calibration Scope Combined 6-24-2021 307. Central Winds Park Irrigation Pump Replacement Watertronics Pump CWP 308. Repeal of Resolution 2020-06 related to the Declaration of Civil Emergency and related Emergency Executive Orders related to Covid-19 2021-19 Terminating Covid Emergency COVID-19 Declaration of Civil Emergency - 2020 04 02 Emergency Executive Order 2020-01 COVID-19 - 2020 03 31 Emergency Executive Order 2020-02 (Development Permits) - 2020 04 01 Resolution 2020-06 Ratifying and Confirming COVID-19 Measures 309. Resolution 2021-17 recognizing the retirement of Lt. Will Maxwell from the Police Department RESOLUTION 2021-17 - Maxwell Retirement 310. Designation of Historic Tree Resolution 2021-18 - Historic Tree Designation 311. Results of the Auditor Selection Committee 312. Winter Springs / Westgate Terrace Agreement Proposed Settlement Agreement 313. Senior/Civic Center Parking Lot resurfacing Quotes for Resurfacing 21-07-02 314. Winter Springs Park Expansion wagner non_occupancy_disclosure (1).pdf wagner 310_Wagner_Pt_REvised_offer Buyer signed.pdf wagner 310_Wagner_Pt_Kick_Out_Clause.pdf pgi 310 wagner pt SURVEY.pdf pgi 310 wagner as contract odom signed by buyer.pdf Screenshot 2021-07-07 153700 Torcaso Parcel.jpg Screenshot 2021-07-07 154607 Central Winds.jpg 315. Minutes from the Monday, June 7 City Commission Workshop Minutes 3 316. Minutes from the Monday, June 14, 2021 City Commission Regular Meeting Minutes PUBLIC HEARINGS AGENDA 400. First Reading of Ordinance 2021-05 Winter Springs Ordinance 2021-05 Floodplain Ordinance 1st Reading Ordinance 2021-05 Floodplain Stormwater OS Ad REGULAR AGENDA 500. Budget Overview and Proposed Operating Millage Rate for Fiscal Year 2021-2022 Resolution 2021-10 Millage Cap 07122021 City of Winter Springs FY2022 Proposed Budget 501. Police Communications Center dispatch consolidation discussion 502. Discuss and Take Action on Resolution 2021-09 Committing to the Improvement of Water and Reclaimed Services; Defining and Authorizing Investigation into Affairs of the City related to Provision of Potable and Reclaimed Water Services; Providing a Temporary Advisory to the Public and Prospective Developers related to Water Concurrency and Availability of Adequate City Water Supplies and Potable Water Facilities for Proposed New Development. Resolution 2021-09 Investigation and CUP Reclaimed Augmentation Study Final 503. City of Winter Springs Parks and Recreation Master Plan Winter Springs Parks Master Plan 504. The Lake Jesup Overlook Project Lake Jesup Overlook Presentation 505. Designation of Voting Delegate to Florida League of Cities Annual Conference 2021 Voting Delegate Memo 506. Appointment Opportunities for City Boards and Committees 507. New Business REPORTS 600. City Manager Shawn Boyle 4 601. City Attorney Anthony A. Garganese 602. City Clerk Christian Gowan 603. Mayor Kevin McCann 604. Seat One Commissioner Matt Benton 605. Seat Two Commissioner Kevin Cannon 606. Seat Three Commissioner/Deputy Mayor Ted Johnson 607. Seat Four Commissioner TiAnna Hale 608. Seat Five Commissioner Rob Elliott PUBLIC INPUT Anyone who wishes to speak during Public Input on any Agenda Item or subject matter will need to fill out a “Public Input” form. Individuals will limit their comments to three (3) minutes, and representatives of groups or homeowners' associations shall limit their comments to five (5) minutes, unless otherwise determined by the City Commission. ADJOURNMENT PUBLIC NOTICE This is a Public Meeting, and the public is invited to attend and this Agenda is subject to change. Please be advised that one (1) or more Members of any of the City's Advisory Boards and Committees may be in attendance at this Meeting, and may participate in discussions. Persons with disabilities needing assistance to participate in any of these proceedings should contact the City of Winter Springs at (407) 327-1800 "at least 48 hours prior to meeting, a written request by a physically handicapped person to attend the meeting, directed to the chairperson or director of such board, commission, agency, or authority" - per Section 286.26 Florida Statutes. "If a person decides to appeal any decision made by the board, agency, or commission with respect to any matter considered at such meeting or hearing, he or she will need a record of the proceedings, and that, for such purpose, he or she may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based" - per Section 286.0105 Florida Statutes. 5 INFORMATIONAL AGENDA ITEM 200 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Current Development Projects Summary SUMMARY Staff is advising the City Commission of the status of current development projects within the City. RECOMMENDATION No action required. 6   Page 1 of 2    CURRENT DEVLEOPMENT PROJECTS SUMMARY PROJECT NAME LOCATION LAST ACTION ITEM CURRENT STATUS AITC Office Building 863 N US 17-92 N/A DA, Final Engineering & Aesthetic Plans are under Staff review. Chase Bank Town Center Community Workshop was held on 02/20/20 CUP and DA approved by the CC on 11/16/20. DA, Final Engineering & Aesthetic Plans are scheduled (tentative) for August PZB and September CC. Dream Finders Townhomes (Seminole Crossing): 114 Single-Family (Attached) Units Town Center - East side of Michael Blake Blvd. Preliminary Engineering approved by CC on 1/8/18. DA, Final Engineering, Waivers, & Aesthetic Review approved by the CC on 12/09/2019. Final Plat approved by the CC on 09/28/20. Single-Family Homes Building Permits are under Staff review. Site work complete. Site acceptance scheduled for July CC. Hickory Grove Townhomes 133 Single-Family (Attached) Units Northeast of Bear Springs Drive and Blumberg Blvd A Non-Binding review was held at the CC on 02/25/2021. DA, Final Engineering, Waivers, & Aesthetic Plans are under Staff review. Iriye Suites Live Work Community Town Center SE & DA approved by CC on 01/28/19 Pending* - Final Engineering and Aesthetic Plans Northern Oaks: 35 Single-Family Homes by Dream Finders Homes North side of SR 434, East of SR 417 Final Engineering & Waivers approved 03/13/17. Aesthetic Review approved 04/9/18. Waiver approved by CC on 11/18/19 Single-Family Homes are under construction. Site acceptance complete on 01/13/20. The Studios at Tuscawilla Vistawilla Drive Community Workshop was held on 07/19/19. DA approved by the CC on 01/13/20. Pending* - Final Engineering, Aesthetic, & Waivers 7   Page 2 of 2    Tuskawilla Crossings: 379 Single-Family Homes Town Center DA, Final Engineering, Waivers, & Aesthetics approved by CC on 04/24/17. Plat approved 08/13/18. Phase 1 and Phase 2 Site work approved by CC. Single-Family Homes under construction. Site acceptance complete. Winter Springs Medical Office E SR 434 Community Workshop was held on 08/13/19 DA, Final Engineering & Aesthetic Plans approved by the CC on 11/16/20 Site work started. Building under construction. Winter Springs Marketplace Five (5) Building Commercial Shopping Center SW Corner of SR 434 and Tuskawilla Road Community Workshop was held on 05/28/20 DA, Final Engineering, Waivers, & Aesthetic Review approved by the CC on 02/22/2021. Site work started. Buildings under construction. Winter Springs Retirement Residence (The Savoy): 144 independent suites Town Center DA, Final Engineering, Waivers, & Aesthetic Review approved by CC on 01/22/18. Site work complete. Suites under construction. Winter Springs Town Center Retail Building (Ocean Bleu) Town Center Final Engineering & Aesthetic Plans approved by CC on 06/10/19. Pending* - Preconstruction Meeting For more information please click the link below: City of Winter Springs Community Development Projects List/Locations Notes: ADU = Accessory Dwelling Unit CC = City Commission CUP = Conditional Use Permit DA = Development Agreement PZB = Planning and Zoning Board SE = Special Exception *No Current Activity 8 CONSENT AGENDA ITEM 300 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Seminole Crossing Townhomes (WS Town Center) Site Acceptance SUMMARY The approved (12/09/2019) residential single-family home (attached) project is within the Winter Springs Town Center District, located on the northeast corner of Michael Blake Boulevard and Tree Swallow Drive, the north side of E SR 434 and east of Tuskawilla Rd. on ~8.33 acres of land. The project includes the construction of 114-unit townhome subdivision and a single story cabana with a swimming pool. The proposed development will include a connection on Tree Swallow Drive from Michael Blake Blvd., stormwater is master planned into The Blake Apts. retention pond, utilities infrastructure w/ water & sewer facilities, perimeter landscaping, irrigation, etc. This agenda item is for the conditional acceptance of the site improvements. The site work has been constructed in substantial compliance with the Final Engineering Plans approved by the City Commission, except as noted on the attached punch-list, Exhibit A. RECOMMENDATION Staff recommends the City Commission validate the Staff recommendation finding the site work to be built in substantial accordance with the Final Engineering plans, subject to satisfactory completion of the remaining open punch-list item(s). 9 2021/07/12 – Exhibit A Page 1 of 1 CITY OF WINTER SPRINGS COMMUNITY DEVELOPMENT DEPARTMENT 1126 East State Road 434 Winter Springs, Florida 32708 customerservice@winterspringsfl.org Project Closeout List for Final Site Acceptance PROJECT: Seminole Crossing Townhomes–Northeast corner of Michael Blake Blvd & Tree Swallow Dr. 1. Complete all site work and pass the final engineering inspection. Contact Rachel Gironella at 407-327- 5973 or email RGironella@WinterSpringsFL.org to schedule a preliminary and/or final engineering inspection. The final inspection will occur after receipt of the record drawings from the engineer-of- record. • Construction Site Walk-through completed on February 2021 2. Submit a Bill of Sale for all infrastructure being turned over to the City for ownership and maintenance (streets, utilities, sidewalks, etc.). Use the City’s standard Bill of Sale form. Submit final document to the Finance Department. This includes the cost sheet with Engineer of Record’s certification. 3. Submit 2-Year Maintenance Bond, Letter of Credit, or Cash Escrow Deposit (10% of the value of the improvements to be owned and maintained by the City, as listed on the Bill of Sale) to the Finance Department. 4. Obtain Approvals from all City Departments and Seminole County Fire Department. 5. Submit FDOT Permit Certification and provide City copy of FDOT approval. 6. Submit a copy of the FDEP Water Permit Approvals to the City. Notes: • City Commission site acceptance (in the form of a consent agenda item at a regularly scheduled City Commission meeting) is required before a certificate of occupancy can be issued for any buildings • Agenda items for City Commission meetings must be prepared approximately two weeks prior to the meeting date. • If there are any questions, please call Rachel Gironella at 407-327-5973 or email RGironella@WinterSpringsFL.org • Additional items to be completed prior to closeout (this is not a complete punch list): 1. Final lift of asphalt 2. Final striping 3. Complete signage installation 4. Complete street lighting installation 5. Complete splitter island (traffic divider median) installation at roundabout southeast of Tree Swallow Dr & Michael Blake Blvd. 10 CONSENT AGENDA ITEM 301 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE State Road 434 Reclaimed Expansion Design SUMMARY Tuskawilla Crossings is a two phased development bounded on the west by Tuskawilla Road and bounded on the north and east by State Road (SR) 434. The development currently uses potable water from the City’s Utility system to charge and supply the development’s reclaimed system. Tuskawilla Crossings’reclaimed water pipes are connected to the City’s 12-inch potable water pipe at SR 434 with an 8-inch connection and the City’s 12-inch potable water pipe on Tuskawilla Road with an 8-inch connection. It is understood that, as the Tuskawilla Crossings development approaches build-out, the irrigation demands of the development will strain the capacity of the potable water system, creating a need for an additional reclaimed water supply. On the north side of Tuskawilla Crossings, the City operates a 4-inch reclaimed water pipeline in the SR 434 Right-Of-Way (ROW) which is located in the median of the divided highway. On the west side of Tuskawilla Crossings, the City operates a 4-inch reclaimed water pipeline in the Tuskawilla Road ROW located in the median of Tuskawilla Road.To alleviate the demands on the potable water system, the City intends to extend the reclaimed system along SR 434 and connect the following: • Tuskawilla Crossings reclaimed water pipe on Silver Moon Lane to the 4-inch reclaimed water pipe on Tuskawilla Road • Tuskawilla Crossings reclaimed water pipe on Eagle Wind Terrace to the proposed 12-inch reclaimed water pipe on SR 434 • Creek Run 4-inch reclaimed water pipe to the proposed 12-inch reclaimed water pipe on SR 434 • The 4-inch reclaimed water pipe in the median of SR 434 will be upsized to a 12” pipe from Creek Run Way to Central Winds Drive via pipe bursting the existing 4-inch pipe and horizontal directional drilling a new 12-inch pipe under the wetland along the corridor. Total cost of construction is estimated at $2,000,000 dollars to be split between the City ($1,343,000), St.John's Water Management District 11 ($532,000) and Tuskawilla Crossings development ($125,000). RECOMMENDATION Authorize the City Manger to execute a Purchase Order with Kimley-Horn for the design of the reclaimed water line extension on SR 434 from Creeks Run to Central Winds not to exceed $233,000. 12 kimley-horn.com 189 S Orange Avenue., Suite 1000, Orlando, FL 32801 407-898-1511 June 17, 2021 Dale Smith Public Works and Utilities Director City of Winter Springs 400 Old Sanford Oviedo Road Winter Springs, FL 32708 Re: Tuskawilla Crossings Reclaimed Water Main Extension Dear Mr. Smith: Kimley-Horn and Associates, Inc. (“Kimley-Horn” or “Consultant”) is pleased to submit this letter scope (the “Scope”) to the City of Winter Springs, FL (“City”) for providing design and construction documents for Tuskawilla Crossings Reclaimed Water Main Extension. This Scope is for work release authorization #3 under RFP #01-21 Civil Engineering Continuing Service Contract. Project Understanding Tuskawilla Crossings is a two phased development bounded on the west by Tuskawilla Road and bounded on the north and east by State Road (SR) 434. The development currently uses potable water from the City’s Utility system to charge and supply the development’s reclaimed system. Tuskawilla Crossings’ reclaimed water pipes are connected to the City’s 12-inch potable water pipe at SR 434 with an 8-inch connection and the City’s 12-inch potable water pipe on Tuskawilla Road with an 8-inch connection. It is understood that, as the Tuskawilla Crossings development approaches build-out, the irrigation demands of the development will strain the capacity of the potable water system, creating a need for an additional reclaimed water supply. On the north side of Tuskawilla Crossings, the City operates a 4-inch reclaimed water pipeline in the SR 434 Right-Of -Way (ROW) which is located in the median of the divided highway. On the west side of Tuskawilla Crossings, the City operates a 4-inch reclaimed water pipeline in the Tuskawilla Road ROW located in the median of Tuskawilla Road. To alleviate the demands on the potable water system, the City intends to extend the reclaimed system along SR 434 and connect the following: • Tuskawilla Crossings reclaimed water pipe on Silver Moon Lane to the 4-inch reclaimed water pipe on Tuskawilla Road • Tuskawilla Crossings reclaimed water pipe on Eagle Wind Terrace to the proposed 12-inch reclaimed water pipe on SR 434 • Creek Run 4-inch reclaimed water pipe to the proposed 12-inch reclaimed water pipe on SR 434 • The 4-inch reclaimed water pipe in the median of SR 434 will be upsized to a 12” pipe from Creek Run Way to Central Winds Drive via pipe bursting the existing 4-inch pipe and horizontal directional drilling a new 12-inch pipe under the wetland along the corridor. See Exhibit A for project area and general information describing the existing distribution system. The following is our understanding of the scope of work that has been requested by the City. 13 kimley-horn.com 189 South Orange Avenue, Suite 1000, Orlando, FL 32801 407-412-7544 Scope of Services Task 1 – Design Services A. Kimley-Horn will attend and lead a kick-off meeting with City staff to discuss the proposed improvements, various design/construction considerations for the pipe installation project, overall goals and objectives for the project. B. Kimley-Horn will review pipe location and utility conflict data provided by the City related to the existing distribution system and identify any design constraints. The data provided, sunshine one-call design ticket information, and route assessment of the right-of-way will be considered in the selection of the appropriate survey assignment. C. Kimley-Horn will coordinate the needed survey with the surveyor, ECHO UES, Inc., to provide a topographical survey of the existing and proposed watermain corridors. Survey will consist of partial surveys within the rights-of-way of SR 434 and Eagle Wind Terrace, Tuskawilla Road and Silver Moon Lane, and the median of SR 434 from Central Winds Drive to Creeks Run Way. The survey constraints for the majority of SR 434 will be confined to the median only from the edge of pavement to edge of pavement except at crossings. The survey documentation will include topographical information, visible improvements, manholes, inlets with top and invert elevations, existing landscaping and underground utilities. Underground utility locates from non-City utilities will be located as they are flagged by their respective owners. Further, right-of-way lines within the limits of the survey will be identified as part of the survey. D. Kimley-Horn will coordinate the needed geotechnical information with the geotechnical firm, Terracon, to perform a geotechnical investigation that includes two (2) auger borings to a depth of 25 feet at strategic locations within the project area to identify soil conditions in support of the construction contractor’s bid. Additional borings will be taken every 500 feet along the route from Central Winds Drive to Creek Run Way. E. Kimley-Horn will prepare bid documents including engineering design drawings, and specifications and opinion of probable construction costs (OPCC). Engineering design drawings will be submitted to the City for review at 60% (plan, profile, and specs), 90% (plan, profile, and specs), and 100% (bid ready deliverable) completion levels. Kimley-Horn will prepare specifications and an OPCC at the 60%, 90% and 100% design submittals. Three (3) sets of drawings will be provided at each submittal stage and the final documents will also be provided in electronic format. The drawings will be prepared using AutoCAD and the specifications will be prepared using Microsoft Word. The design team will attend a design review workshop with the City to collect all comments at each completion level. The OPCC at the 100% completion level will include itemization identical to the bid form and will not include a separate line item for contingency. A preliminary list of drawings is presented below: General Location Map, Key Map & General Notes, Legend, and Abbreviations (5 sheets) Civil Water Main Plan and Profiles (approx. 19 sheets) Civil Details (approx. 6 sheets) 14 kimley-horn.com 189 South Orange Avenue, Suite 1000, Orlando, FL 32801 407-412-7544 Task 2 – Permitting Services A. Kimley-Horn will prepare and submit permit applications and supporting documentation necessary to obtain Seminole County, FDOT and FDEP permits required for the reclaimed water main improvements. Accordingly, Kimley-Horn will perform the following tasks: • Prepare and submit one (1) FDEP Application for A General Permit for Addition of a Major User of Reclaimed Water (Form 62-610.300(4)(a)1) for the complete pipeline replacement project and respond to RAIs. Permit fees are not included in this proposal. • Prepare and submit right-of way utilization permits for Seminole County as required for the respective rights-of-ways (Tuskawilla Road). o Attend a pre-design coordination meeting with FDOT and the City prior to submission of 60% submittal • Perform the following services related to securing an FDOT Utility Permit for trenchless installation in the median of SR 434; o Attend a pre-design coordination meeting with FDOT and the City prior to submission of 60% submittal o Attend a design coordination meeting with FDOT and the City at 90% completion o Prepare and submit the FDOT Utility Permit Application Package and prepare response for up to two (2) Request for Additional Information (RAI) B. Permitting fees are not included within this proposal. Task 3 – Bidding and Award Services Upon authorization to proceed with the bidding and award phase of the project, Kimley-Horn will complete the following tasks for each separate bid phase: • Provide one (1) hard copy of the Contract Documents (engineering design drawings and specifications) and any addenda, which may be issued to bidders. Also, one (1) digital copy will be provided which will include the following electronic documents: o Drawings and Specifications in PDF format o Drawings in AutoCAD format o Specifications in Word format o Signed & Sealed drawings in PDF format o Opinion of Probable Construction Cost in PDF format It is intended that the City will distribute electronic copies of the bid documents to bidding contractors through an online bidding platform. • Attend a pre-bid conference • Provide written response to any questions from bidders and prepare and issue addenda as required to interpret, clarify or expand the Bidding Documents • Assist the City in evaluating bids, bidders, and provide a letter of recommendation for the award of the construction contract 15 kimley-horn.com 189 South Orange Avenue, Suite 1000, Orlando, FL 32801 407-412-7544 Schedule Kimley-Horn will begin services upon receipt of an executed Task Order. These services will be completed as expeditiously as possible. An estimate of the project schedule is as follows: Task Description Timeframe 1 Design Services 8 weeks 2 Permitting Services 4 weeks 3 Bidding and Award Services 8 weeks These timeframes are non-consecutive and may overlap. The schedule is also contingent on the reclaimed water model, any deviation from this scope may result in additional time to the schedule. The overall project design (Task 1) time is projected to be completed within 2 months. Schedule includes 3 days for City review at each level of completion and prior to workshop. Method of Compensation Kimley-Horn will perform these services for the total lump sum fee of $245,240.00, inclusive of office overhead expenses. A breakdown of the fee by task is as follows: Task Description Lump Sum Fee 1 Design Services $ 203,350.00 2 Permitting Services $ 18,100.00 3 Bidding and Award Services $ 11,390.00 Total $ 232,840.00 Services provided under this will be invoiced on a monthly basis. All invoices will include a description of services provided. In an effort to expedite invoices and reduce paper waste, Kimley-Horn submits invoices via email in an Adobe PDF format. We can also provide a paper copy via regular mail if requested. Include the invoice number and Kimley-Horn project number with all payments. Please provide the following information: Please email all invoices to Additional Services Any other services that may be desired beyond those specifically stated in Task 1-3 above, including but not limited to the following can be included in a separate scope of services or via an amendment to this scope of services: • Reclaim water hydraulic model development or updates • Additional pipe design outside of the boundary listed within the project understanding portion of the above scope of services • Survey and geotechnical services outside of the parameters listed in the project understanding portion of the above scope of services • Permit application fees (if required) • Construction survey/layout and as-builts services • Costs to advertise the project 16 kimley-horn.com 189 South Orange Avenue, Suite 1000, Orlando, FL 32801 407-412-7544 • Detailed civil drawings or specifications relating to paving, grading, or drainage enhancements as it is assumed that existing civil/site work components disturbed by construction will be replaced in kind • Construction engineering, administrative, or observation services If you concur in all the foregoing and wish to direct us to proceed with the services, please have authorized persons execute a task authorization for this scope of services and transmit via email to Lance.Littrell@Kimley-Horn.com. We will commence services after we have received a fully-executed task authorization. We appreciate the opportunity to provide these services to you. Please contact me if you have any questions. Sincerely, KIMLEY-HORN AND ASSOCIATES, INC. By: Lance R. Littrell, P.E. Jon Martin, P.E. Senior Project Manager Senior Vice President Authorization City of Winter Springs, Florida By: , Dale Smith, Public Works and Utilities Director (Date) Dale Smith (Print or Type Name) dsmith@winterspringsfl.org (Email Address) Attest: (Print or Type Name) 17 kimley-horn.com 189 South Orange Avenue, Suite 1000, Orlando, FL 32801 407-412-7544 18 CONSENT AGENDA ITEM 302 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Waste Water Facilities Plan SUMMARY The City of Winter Springs has initiated the process of selecting / designing the new treatment processes for East and West Waste Water Treatment. We will be investigating use of the State's Revolving Fund and grants to supplement City funding. Included in the proposed plan will be a capital improvement element and a rate study which is necessary when requesting loans or grants. This consultant will incorporate information from other consultants into this plan. The projects will take twelve months to complete at a cost of $246,700. RECOMMENDATION Authorize the City Manager to execute a Purchase Order with Kimley-Horn to prepare a Waste Water Facilities Plan which will be used for the future grant/loan applications for funding of the two new waste water treatment plants and other associated infrastructure. 19 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 June 18, 2021 Dale Smith Public Works and Utilities Director City of Winter Springs 400 Old Sanford Oviedo Road Winter Springs, FL 32708 Re: Wastewater Facilities Plan Kimley-Horn and Associates, Inc. (“Kimley-Horn” or “Consultant”) is pleased to submit this letter scope (the “Scope”) to the City of Winter Springs, FL (“City”) for providing design and construction documents for a Wastewater Facilities Plan. This Scope is for a work release authorization under RFP #01-21 Civil Engineering Continuing Service Contract. Project Understanding The City desires to develop a comprehensive Wastewater Facilities Plan for the purpose of identifying and prioritizing capital projects. This scope of services describes the specific tasks to gather information, develop future needs, perform necessary hydraulic analysis, develop costs, report recommendations, and produce a prioritized list of capital project needs. The Wastewater Facilities Plan will focus on capital improvements required to serve the existing, 5, 10, and 20-year future needs of the utility service area. The Wastewater Facilities Plan will generally consist of the following elements. • Prepare system demand projections for the 5, 10, and 20-year time horizons. • Demand projections will include septic to sewer conversion projects identified by the City. • Prepare wastewater and reclaimed water master plans based on the 5, 10, and 20-year demand projections. • Review the FDEP wastewater treatment facility (WWTF) capacity analysis report (CAR) update provided by others. • Review and integrate a WWTF expansion/replacement plan provided by others. • Identify potential project funding sources with support to Angie Brewer and Associates, LC. With this project understanding in mind, the specific scope of services to be provided by Kimley-Horn are described below. Specific Scope of Basic Services Task 1 — Data Collection and Utility Demand Projections A. Kimley-Horn will prepare for and attend a project kick-off meeting with City staff. Project objectives, schedule, milestones, communication methods and frequencies, and base information will all be discussed. B. Kimley-Horn will collect and review updated utility information provided by the City. The 20 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 City will provide Kimley-Horn with the following information: • Any available AutoCAD and/or GIS files of the City’s existing wastewater collection system mapping. • The most recent 12-month electronic water billing records. • Discharge monitoring reports (DMR) and monthly operating reports (MOR) for the past 5-years. • A complete inventory of the City’s lift station equipment and physical data including existing pump curves, pump make and model, impeller diameter, wet well dimensions, invert depths, operating pressures, and forcemain sizes in MS Excel format. Kimley-Horn will provide the City with a formatted MS Excel spreadsheet to be used by the City to document the required data. • One year of lift station run-time history in MS Excel format (used for demand estimates). • Current (within 3 months of model development) lift station drawdown test results. Kimley-Horn will provide the City with the draw-down test procedure and results log. The City will provide Kimley-Horn with drawdown test data in MS Word and Excel format. The drawdown test information will be used to calibrate the system model. Inaccurate test results may cause delays and additional work during model calibration. Such delays and additional work will be considered additional services subject to reimbursement per the “Additional Services” terms below. • The recent WWTF capacity analysis reports and WWTF expansion/replacement plan reports. C. Kimley-Horn will review system permits and updated regulatory issues affecting the City’s wastewater and reclaimed water systems. This task will include a review of the City’s current operating procedures and programs with respect to the proposed FDEP Chapter 62-640 rule amendments. Kimley-Horn will identify potential program changes needed to comply with the proposed rule amendment and review the findings with City staff. The results of the review will be compiled for City staff input and will be summarized in the Master Facility Plan report. D. Kimley-Horn will use data provided by the City, SJRWMD, and US Census Bureau to prepare utility system demand projections as the basis for future wastewater system growth. Kimley-Horn will also meet with City staff to discuss additional large-scale developments and specific projects that should be included in the analysis. The projections will include estimated demands resulting from converting the existing 766 septic systems within the City’s service area to central sewer systems. E. Kimley-Horn will allocate future growth into specific-areas within the-service area for the purpose of calculating future utility needs and allocate utility demands. This allocation will be performed based on known projects, engineering judgment, and discussions with City staff. System demands will be calculated for the present year, 5, 10, and 20-year projections. Task 2 — Wastewater Facility and System Hydraulic Modeling Analysis/Evaluation A. Kimley-Horn will utilize the current wastewater system model for the wastewater collection system hydraulic analysis. Using information provided by the City, Kimley-Horn will update 21 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 the model to include new lift stations, force mains, and modifications to existing lift stations. Kimley-Horn assumes the existing model is fully functioning and generally up to date with only minor updates (such as new infrastructure and/or corrections to existing infrastructure locations) needed. Comprehensive modifications such as recreating corrupt files and major mapping/model file revisions are not included in this scope of work but can be performed as an additional service. The City's gravity system will not be included in the hydraulic model. However, portions of the City's gravity system that convey wastewater directly to lift stations or receive flows from force mains will be analyzed by estimating the gravity line capacity assuming minimum pipe slope. B. Kimley-Horn will assist the City in two lift station drawdown tests to support proper measurement and pumping assessment of each lift station. The testing procedure and measurements will be identified for City staff to review and participate for use in further drawdown testing of the City’s lift stations. The drawdown testing results will have a significant impact on the proper assessment of the City’s capacity within the existing collection system and proper assessment is critical to the planning assessment for the City. C. Kimley-Horn will produce a draft master map of the wastewater collection system for the City’s review and comment. Kimley-Horn will meet with City staff to review corrections and updates to draft collection system mapping prior to finalizing the collection system mapping. D. Kimley-Horn will create sewer shed service areas for all lift stations within the City’s collection system. Present day wastewater demands will be assigned based on water system billing records. The demand allocations will be compared to lift station run-time and pumping rate history along with measured wastewater treatment plant influent flows. The estimated demands will be verified by comparing the average per connection wastewater generation rate to the number of active connections within the lift station service area and wastewater treatment facility DMR reports. Future system demands for vacant parcels will be allocated based on future land use designations at maximum allowable density. E. Kimley-Horn will attempt to calibrate the model as close to measured field conditions as reasonably achievable. Generally, model predictions within 15% of observed pumping rates will be considered as acceptable. The City will be notified if this level of accuracy is not achieved with a reasonable amount of effort. If additional field data is required, Kimley-Horn will advise the City of those needs and re-calibrate the model until the system model is reasonably accurate. Additional services may be required to identify system problems that are contributing to prediction error and/or additional model calibration effort due to unforeseen conditions. F. Kimley-Horn will include additional modeling related to any septic to sewer study efforts to identify alternatives to provide service and evaluate potential system wide impacts, if needed. In-depth septic to sewer conversions beyond conceptual level can be completed through an additional services request. G. Kimley-Horn will prepare a series of system hydraulic models for the present year, 5-year, 10-year, and 20-year demand projections. Kimley-Horn will evaluate the existing collection system performance under these conditions and identify areas that are not 22 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 performing up to the City’s hydraulic standards. and make system improvement recommendations needed to meet the hydraulic standards. Kimley-Horn will review the initial improvement recommendations with City staff and include staff’s input for the final recommendations. H. Kimley-Horn will conduct a one-day workshop with City staff. During the workshop, Kimley-Horn will provide an overview of the hydraulic model, present the model results, and conduct additional live model analyses based on staff input. The results of the additional analyses conducted during the workshop will be included in the Wastewater Facilities Plan report. Task 3 — Reclaimed Water System Hydraulic Modeling Analysis/Evaluation A. Kimley-Horn will create a reclaimed water system model to reflect the existing reclaimed water distribution system. Kimley-Horn will perform hydraulic modeling analysis to identify potential system deficiencies in meeting the current and future demand projections. B. Kimley-Horn will prepare a conceptual reclaimed water plan for expanding the existing distribution system based on the City's future plans. Kimley-Horn will use the reclaimed water model to identify distribution line size requirements to meet future demands of the expanded system. C. Kimley-Horn will include a review of the reclaimed water system hydraulic analysis during the one-day workshop review of the wastewater collection system results. The results of the additional analyses conducted during the workshop will be included in the Wastewater Facilities Plan report. D. To facilitate expedited project execution during the current fiscal year, Kimley-Horn will prepare a list of early projects prior to the completion of the Facilities Plan. These projects will be used by the City to help facilitate expansion and connection of the City’s reclaimed water and reduce the overall water use by the City. Task 4 — Review WWTF Expansion Plan/CAR A. Kimley-Horn will review the preliminary condition assessment and review operational and maintenance history included within the City’s Facility Expansion Plan (provided by others). Kimley-Horn will work with City staff to identify renewal and replacement projects to be included in the 5-year CIP project list. Kimley-Horn will review project descriptions, conceptual project sketch, and an opinion of probable construction cost for each project. The project information will be included in the Facility Plan report. B. Kimley-Horn will review the updated CAR completed by others and provided by the City prior to submittal to the FDEP in accordance with FAC 62-620 and FDEP guidelines. Kimley-Horn will provide comments for consideration prior to submitting to FDEP. Task 5 Capital Improvement Program Development A. Kimley-Horn will meet with City staff to update the City's 5-year utility capital improvement project plan. Kimley-Horn will provide brief project narratives and develop opinions of probable construction costs for each project. 23 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 B. Kimley-Horn will work with City staff to update the CIP priority list. Kimley-Horn will prepare for and attend up to two working meetings with staff to reach consensus on a draft CIP. C. Kimley-Horn will prepare documentation for the City’s utility system financial planning consultant to provide capital improvement project estimates for inclusion in the City's budgeting analysis. Kimley-Horn will modify the 5-year CIP list based on the recommendations made by City staff and the City’s financial planning consultant. D. Kimley-Horn will revise the 20-year long range CIP to identify improvements beyond the 5-year planning horizon. The 20-year CIP will identify utility system requirements that are anticipated beyond the 5-year planning horizon. E. Kimley-Horn will prepare a draft Wastewater Facilities Plan document. The Wastewater Facilities Plan will include a section that identifies and describes potential funding sources for the recommended CIP projects. F. Following a draft review and receipt of comments from the City, Kimley-Horn will revise the draft Wastewater Facilities Plan document to incorporate staff comments and finalize for the final Wastewater Facilities Plan. Kimley-Horn will provide up to three hard copies and one electronic PDF copy of the final Wastewater Facilities Plan. G. Kimley-Horn will prepare for and attend a presentation of the final Wastewater Facilities Plan at a City Commission workshop. Task 6 Usage Rates Study Support A. The City will contract directly with the City’s financial planning consultant to support a utility revenue sufficiency analysis to be completed by the City’s financial planning consultant. The revenue sufficiency analysis will consist of the input of all financial, statistical, capital, and operational data and assumptions, preparation of a comparative rate survey, two interactive work sessions with City staff to review the results of the analysis and develop scenarios, individual presentations of the analysis to each Commissioner, participation at two public meetings, and review of a report documenting the results of the analysis generated by the financial planning consultant. 24 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 Schedule These services will be completed as expeditiously as possible. An estimate of the project schedule is as follows: Task Description Timeframe 1 Utility Demand Projections Report 12 weeks 2 Wastewater Facility and System Hydraulic Modeling Analysis/Evaluation 12 weeks 3 Reclaimed Water System Hydraulic Modeling Analysis/Evaluation 6 weeks 4 Review WWTF Expansion Plan/CAR 4 weeks 5 Capital Improvement Program Development 6 weeks 6 Usage Rates Study Support 6 weeks These timeframes are non-consecutive and may overlap. The overall project time is project to be completed within 12 months. Method of Compensation Kimley-Horn will perform these services for the total lump sum fee of $246,700.00, inclusive of office overhead expenses. Invoices will be billed on a percent basis per task. A breakdown of the fee by task is as follows: Task Description Lump Sum Fee 1 Utility Demand Projections Report $29,300.00 2 Wastewater Facility and System Hydraulic Modeling Analysis/Evaluation $70,130.00 3 Reclaimed Water System Hydraulic Modeling/Evaluation $44,800.00 4 Review WWTF Facility Expansion Plan/CAR $10,520.00 5 Capital Improvement Program Development $69,600.00 6 Usage Rates Study $22,350.00 Total $246,700.00 Services provided under this will be invoiced on a monthly basis. All invoices will include a description of services provided. In an effort to expedite invoices and reduce paper waste, Kimley-Horn submits invoices via email in an Adobe PDF format. We can also provide a paper copy via regular mail if requested. Include the invoice number and Kimley-Horn project number with all payments. Please provide the following information: Please email all invoices to 25 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 Additional Services Services requested that are not specifically included that may be requested by the City will be provided under a new and separate authorization or can be performed using an amendment to this scope of services. Kimley-Horn can complete these or other related services upon written authorization by the City. • GIS Database Development • Creating/developing the Wastewater Master hydraulic model • Creating/developing the Reclaim Master hydraulic model • Creating/developing the Water Master hydraulic model • Lift station analysis and efficiency assessments using our patent pending XAC-PAC (pronounced zac-pac) to evaluate existing lift stations motor, pump and hydraulic effectiveness • Additional lift station drawdown testing services and field assessments beyond those specifically listed above If you concur in all the foregoing and wish to direct us to proceed with the services, please have authorized persons execute a task authorization for this scope of services and transmit via email to Lance.Littrell@Kimley-Horn.com. We will commence services after we have received a fully-executed task authorization. We appreciate the opportunity to provide these services to you. Please contact me at your earliest convenience with any questions regarding this scope of services. Sincerely, KIMLEY-HORN AND ASSOCIATES, INC. By: Lance R. Littrell, P.E. Jon Martin, P.E. Senior Project Manager Senior Vice President 26 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 Authorization City of Winter Springs, Florida By: , Dale Smith, Public Works and Utilities Director (Date) Dale Smith (Print or Type Name) dsmith@winterspringsfl.org (Email Address) Attest: (Print or Type Name) 27 kimley-horn.com 189 S Orange Avenue, Suite 1000, Orlando, FL 32801 407-898-1511 DESCRIPTION: DIRECT LABOR ( MAN-HOURS ) SR WW Facilities Plan PRINC PROJ.PROJ.PROJ PROJ TECHNICAL PROJECT EXP.LINE IN CHARGE MGR MGR ENG 2 ENG 1 ANALYST SUPPORT ADMIN SUB TOTAL NO.TASK 1 Data Collection and Utility Demand Projections Kick Off Meeting and Preparation 5 6 6 2 $3,074 Collect and Review Data Provided By City 6 18 32 10 $9,152Develop and Formulate Demand Projections 6 24 40 4 $10,596Allocate Future Growth Areas - Demand Projections 4 10 30 2 $6,470 Task Total $29,2922Wastewater Facility and System Hydraulic Modeling Analysis/Evaluation Update Existing Wastewater System Model Provided By City 3 12 20 32 5 $9,953Lift Station Drawdown Testing (2 stations)4 10 12 4 $4,790 Master Map Development and Review 2 8 12 24 2 $6,662 Integrate Demands, Lift Station and FM System Field Data 2 20 8 30 4 $8,910 Model Calibration based on Collected Data 2 6 34 48 6 $12,874Septic to Sewer Modeling 1 4 12 16 1 $4,701 Scenario Development and Model Simulations 4 16 32 48 6 $14,654 Model Review Workshop 8 10 12 16 4 $7,590 Task Total $70,1343Reclaimed Water System Hydraulic Modeling/ EvaluationCreate the Reclaimed Water System Model 2 12 36 44 4 $13,448 Reclaimed Water Plan 6 18 24 28 2 $11,452 Reclaimed Water System Model Workshop 8 10 12 16 4 $7,590Evaluate the Reclaimed System for Early Out Project Support 12 28 40 $12,332Task Total $44,822 4 Review WWTF Facility Expansion Plan/CAR (By Other) Review Condition Assessment, Expansion Plan, and 5-year CIP List with OPCCs 4 12 8 24 4 $7,368 Review CAR Sunmittal and Comments 4 8 6 2 $3,152Task Total $10,5205Capital Improvement Program Development Update 5-year utility capital improvement project plan 8 18 16 32 4 $11,442 Update CIP Priority List 10 20 12 32 6 $11,830 Financial Planning Consultant Support & CIP Revisions 4 12 8 16 4 $6,36820-Year CIP Improvements 4 14 8 20 3 $7,101Wastewater Facilities Draft 12 24 30 40 6 12 $17,846 Wastewater Facilities Final Report 4 8 12 26 4 6 $8,252 City Commision Workshop 12 16 8 4 $6,764Task Total $69,6036Usage Rates StudyUtility Revenue Suficiency Analysis Support to Financial Consultant 6 10 4 $3,530 (2) Workshops with City Staff 8 12 16 2 6 $6,598 Commissioner Presentations 10 15 0 4 10 $6,155(2) Public Meetings 6 8 4 2 8 $4,152Review of Reveunue Sufficiency Analysis Report 4 6 0 $1,914 Task Total $22,349 TOTAL HOURS 0 171 0 395 308 682 18 125 $0 $246,720 LABOR ($/HOUR)260.00$ 240.00$ 195.00$ 159.00$ 145.00$ 125.00$ 130.00$ 85.00$ SUBTOTAL -$ 41,040.00$ -$ 62,805.00$ 44,660.00$ 85,250.00$ 2,340.00$ 10,625.00$ -$ $246,720 Table A Electrical Upgrades Design and Construction 28 CONSENT AGENDA ITEM 303 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Selection of Treatment Processes and Conceptual Site Design of the East and West Waste Water Treatment Plants SUMMARY Both the East and West Waste Water Treatment Plants have outlived their useful life expectancy and need to be replaced. Technology in waste water treatment has advanced since the plants were built in the late 1970s. This engineering firm will evaluate the current technologies and help Winter Springs select the best plant type based on treatment types, capital costs, maintenance costs and site constraints. The final product will be a conceptual design of both the East and West Waste Water Treatment Plants. The project is estimated to be completed in eight months at a cost of $ 453,938.98. RECOMMENDATION Authorize the City Manager to execute a Purchase Order with Carollo Engineers for the selection of the new treatment processes and conceptual site design for the East and West Waste Water Treatment Plants. 29 200 East Robinson Street, Suite 1400, Orlando, Florida 32801 P. 407.478.4642 F. 407.478.4643 East and West WRF CDRs Draft ‐‐.docx Exhibit A City of Winter Springs East and West WRF Conceptual Design Reports June !, SCOPE OF SERVICES GENERAL The City of Winter Springs (CITY) owns and operates two wastewater treatment facilities: the East and West Water Reclamation Facilities (WRFs), respectively. Both facilities are nearing the end of their useful life and are in need of replacement. Carollo Engineers, Inc. (CONSULTANT) was selected to prepare conceptual design reports for design of each facility’s upgrades. The following presents the specific tasks that will be performed as part of this Scope of Services. Certain assumptions have been made in preparing this Scope of Services. To the extent possible, they are stated herein, and are reflected in the attached project budget. TASK – PROJECT MANAGEMENT Task includes aspects of project and quality mana gement to provide effective delivery of the project. Specific items included in Task are detailed in t he subtasks described below. Task . – Project Management, Communications, and Meetings The CONSULTANT will provide overall project management and communication between its staff and the CITY. The CONSULTANT will track and manage the budget, project tasks, and schedule. The CONSULTANT will attend and manage project meetings and site inspections. A project kickoff meeting will be held with CITY staff to discuss data request items. Task .) – Monthly Progress Reports CONSULTANT will provide monthly progress reports that identify the work that has been performed during the month and the work that is anticipated in the upcoming month. These reports will be delivered as part of the monthly progress payment request. Task Deliverables: · Meeting sign‐in sheet and agenda (hard copies to be provided at meetings) · Meeting minutes (pdf) · Monthly progress reports (pdf) 30 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page carollo.com TASK ) – DATA COLLECTION AND PLANNING FRAMEWORK The CONSULTANT will collect and review existing reports and operating data pertaining to the two facilities. This will include previous reports evaluating the facilities, previous design reports, record drawings, raw wastewater quality and quantity for the past three years, and GIS and population data for the service areas. Task ). – Service Areas and Population Utilizing the data collection, the CONSULTANT will evaluate the service area land use and population and establish future population projections. Historical wastewater quality and quantity will be used in concert with the population projections to develop the design criteria for the future facility upgrades, including flows, loads, and peaking factors. Consideration for existing and future regulations will be included. Note that this task assumes a review of existing City established growth plans. Existing data will be utilized based on historical facility flows and a general estimate of growth, as provided by the City. This task does not include a parcel level analysis. Task ).) – Historical and Projected Wastewater Flows and Loads Based on the identified service area, population and growth, along with historical facility flows, a projected flow will be developed for each facility. These flows will be utilized for ultimate decisions in sizing each respective facility. Task ).2 – Summary of Design Flows and Load A summary memorandum will be developed to summarize and document the results of the previous tasks. This will include a summary for each treatment facility, with the memo to be integrated into the final report at the end of the project. Task Deliverables: · Draft and Final Summary Report Monthly progress reports (pdf TASK 2 – SUMMARY OF EXISTING FACILITIES For each facility, the CONSULTANT will conduct an assessment of the existing facilities. The intent will be to gather an overall understanding of the facilities, including the condition of existing components, along with collection of site data in order to determine future areas for potential structures. It is anticipated from this task and forward, due to need identified by the CITY, that the East WRF effort will be prioritized over the West WRF effort. Ultimately they will be presented in one combined report, but it is anticipated they will be separate sections or appendices. Task 2. – East WRF Assessment The East WRF assessment will include: 31 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page ! carollo.com · Site Assessment – This task will include the review record documents and other collected available data. This will be followed by a site visit to gather information including identifying all structures, ownership, access requirements, site use limitations, general area concerns (neighborhood, zoning, stormwater, etc.) · Conduct site boundary and contour survey (Sub‐consultant) – Conduct a boundary survey in order to establish site limits, general topographical features, and structures. This will be limited in nature and will not include detailed underground locates, except for data as available in record drawings. Refer to the attached sub‐consultant scope (L&S Diversified) for survey details. · Conduct environmental survey (Sub‐consultant) ‐ Specific areas of the site are wooded, but are understood to be potential areas for structures. This task will confirm the overall site, identify any potential species, wetlands or other limitations which may impact development. Refer to the attached sub‐consultant scope (ESA) for environmental investigation details. · Geotechnical investigation (Sub‐consultant) – Where potential areas for structures are identified, limited geotechnical borings within the allotted budget will be taken in order to identify conditions of soil and groundwater. · Condition assessment – A condition assessment will be conducted for the existing structures and equipment (structural, process, mechanical, electrical, civil). This will document the condition of each item and their potential for replacement or rehabilitation if needed. The structural portion of this effort is included in the attached structural scope (Wekiva). · Conduct odor survey (Sub‐consultant) – A specific odor control survey will be completed and documented around the facility. The intent will be to identify current odor conditions, sources, and potential challenges which should be address in future designs. Refer to the attached sub‐ consultant scope (Webster Environmental) for details. · Treatment Requirements – Identify, based upon the facility analysis, current treatment conditions and performance. With this and based upon future anticipated flows, treatment requirements for a new facility will identified (including influent characteristics and discharge requirements). · Conduct an Electrical / I&C high level review of the facility. This will primarily focused on available power supply to the facility, to identify potential limitations as part of the process recommendations. This will also include a high level review of existing SCADA systems, backup power and overall electrical considerations in the conceptual design report. Task 2.) – West WRF Assessment The West WRF assessment will include: · Site Assessment – This task will include the review record documents and other collected available data. This will be followed by a site visit to gather information including identifying all structures, ownership, access requirements, site use limitations, general area concerns (neighborhood, zoning, stormwater, etc.) 32 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page @ carollo.com · Conduct site boundary and contour survey (Sub‐consultant) – Conduct a boundary survey in order to establish site limits, general topographical features, and structures. This will be limited in nature and will not include detailed underground locates, except for data as available in record drawings. Refer to the attached sub‐consultant scope (L&S Diversified) for survey details. · Conduct environmental survey (Sub‐consultant) ‐ Specific areas of the site are wooded, but are understood to be potential areas for structures. This task will confirm the overall site, identify any potential species, wetlands or other limitations which may impact development. Refer to the attached sub‐consultant scope (ESA) for environmental investigation details. · Geotechnical investigation (Sub‐consultant) – Where potential areas for structures are identified, limited geotechnical borings within the allotted budget will be taken in order to identify conditions of soil and groundwater. · Condition assessment – A condition assessment will be conducted for the existing structures and equipment (structural, process, mechanical, electrical, civil). This will document the condition of each item and their potential for replacement or rehabilitation if needed. The structural portion of this effort is included in the attached structural scope (Wekiva). · Conduct odor survey (Sub‐consultant) – A specific odor control survey will be completed and documented around the facility. The intent will be to identify current odor conditions, sources, and potential challenges which should be address in future designs. Refer to the attached sub‐ consultant scope (Webster Environmental) for details. · Treatment Requirements – Identify, based upon the facility analysis, current treatment conditions and performance. With this and based upon future anticipated flows, treatment requirements for a new facility will identified (including influent characteristics and discharge requirements). · Conduct an Electrical / I&C high level review of the facility. This will primarily focused on available power supply to the facility, to identify potential limitations as part of the process recommendations. This will also include a high level review of existing SCADA systems, backup power and overall electrical considerations in the conceptual design report. TASK 7 – LIQUID STREAM TREATMENT ALTERNATIVES CONSULTANT will review multiple liquid stream process train alternatives starting with the universe of alternatives (i.e., a list of all treatment processes currently available). CONSULTANT will screen the universe of alternatives based on criteria from the CITY. The Universe of alternatives will be shortlisted to approximately ten processes that are suitable for both the East and West WRF. The shortlisted alternatives will be reduced to two alternatives for each WRF to be further developed with a more detailed analysis. Task 7. – Evaluate Treatment Process Alternatives · Identify Treatment Process Alternatives – Develop a list all currently available treatment processes that may potentially be used for treatment at the East and West WRF. This list will 33 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page carollo.com include only those processes that have been developed and in use at full‐scale. Some similar processes will be grouped together. · Short‐list viable candidate processes – The universe of alternatives will be shortlisted to approximately ten that best meet the CITY’s criteria. The alternatives will be selected based on o National experience and use of the process. o Record of performance for full scale installations. o Representation of viable forms of emerging treatment processes or technologies. · Description of viable candidate treatment processes – Develop a fact sheet for each of the short‐listed process configurations. Each fact sheet will include the following information: o A brief description of the process. o A simplified process flow schematic that shows the general arrangement of various secondary‐ and tertiary‐treatment unit processes including recycle streams. o A table of basic facts about the technology, i.e., perceived process reliability, major advantages and disadvantages, operational considerations, relative energy usage, footprint, sludge production, chemicals used, and impact on neighbors. Task 7.) – Structured Decision Analysis · Decision Analysis ‐‐ A structured decision analysis will be used to characterize the treatment process alternatives and rank them according to how they met a set of prioritized (or weighted) evaluation criteria. The proposed criteria for evaluation are (these criteria can be modified by the CITY): o Established Technology o Treatment Effectiveness o Operability o Constructability & Sequencing (implementability) o Footprint requirements and Flexibility for Future Upgrades · Weighting Criteria ‐ To indicate the relative importance of each criterion in evaluating and comparing the process alternatives, the criteria will be weighed against one another using a paired comparison method. The CITY will participate in the paired comparison exercise during a half‐day workshop. · Ranking the Alternatives ‐ To identify the relative performance of each alternative, the unweighted scores from the alternative scoring matrix will be combined with the weights of the major criteria in a commercially available decision model. The decision model calculated a unit‐ less “decision score”: the alternative that best met the most important criteria will receive the highest decision score. TASK 9 – UNIT PROCESS SIZING AND FINAL PROCESS SELECTION CONSULTANT will perform process modeling to simulate anticipated performance to meet the design flows and loadings, reclaimed water limits and performance targets, and summarize anticipated mass balances for the two alternatives selected in Task @. CONSULTANT will then evaluate the two process alternatives for 34 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page C carollo.com economic (capital and operational) and non‐economic factors, including compatibility and interaction with future phasing, and summarize the pros and cons associated with each selected alternative. This scope assumes that the current method of solids processing at both the East and West WRF will be continued as part of the upgrades and improvements. Therefore, no evaluation of solids processing or stabilization is required or included in this scope of work. Task 9. – Process Mass Balances and Review · Perform Process Modeling ‐ Develop a plant‐wide process simulation model to validate proposed treatment trains, including preliminary treatment; aeration basins, secondary clarifiers and tertiary filters, (or alternative membrane bioreactors); internal plant recycle streams and recycle streams from the solids dewatering facilities. Utilize desk‐top model to determine basin sizing and dimensions, establish the internal recycle rates (such as RAS, WAS, MLR, septage, filter backwash, dewatering returns, etc.), and other process design criteria, including requirements for process air, mixing energy, chemicals and other process design and related information. Refine the treatment system alternatives through mass balance and process calculations. Process calculations will include anticipated start‐up, design MMADF conditions, based on the design wastewater flows and loadings. BioWin, GPS‐X, etc. computer simulation is not anticipated as part of this effort. · Develop Mass Balances ‐ Develop mass balances for BOD, NH!‐N, TN, TP, TSS and VSS throughout the proposed liquids and solids processes for the East and West WRF, in conjunction with the process modeling efforts. · Process Modeling Review Workshop ‐ Facilitate a meeting or workshop with CITY to review the process modeling simulations and mass balances prior to developing treatment train alternative layouts and conceptual costs. Task 9.) – Liquid Stream Treatment Selection · Develop Alternative Liquid Stream Site Layout Requirements ‐ Review and develop a proposed site layout of treatment processes, based on the evaluated alternatives. Site layout for liquid stream components will identify the existing facilities at the site; potential unit processes; anticipated increments for plant expansions; setback requirements on all sides of property; and general flow stream layout and unit process locations. NOTE: Detailed arrangement of equipment to be located within various buildings and facilities will be completed under subsequent phases. · Perform Preliminary Hydraulic Modeling ‐ Based on proposed site layout of selected treatment process, develop a plant‐wide hydraulic model and perform model runs to develop a preliminary hydraulic profile that will show key elevations of proposed hydraulic structures, as well as the average daily and peak hour design flow hydraulic gradients for selected treatment train. Consult with CITY on basin sizing and layout, yard piping sizing and layout, and other hydraulic impacts. · Evaluation ‐ Evaluate selected process alternative for economic (capital and operational) and non‐economic factors, including compatibility and interaction with future phasing, and summarize the pros and cons associated with each selected alternative. Perform an assessment 35 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page G carollo.com of unit operations, to meet current and anticipated permit, flow, loading and/or site requirements to reliably produce public access reuse water quality. Develop preliminary process flow schematics for the liquids stream alternatives being evaluated. Liquids stream processes for near‐term and potential future application to be evaluated will include: · Preliminary Treatment o Influent Pumping o Influent Screening (Coarse and Fine) o Grit Removal o Screenings and Grit Handling · Secondary Treatment o Flow Splitting o Biological Treatment o Mixed Liquor Return Pumping o Process Aeration o Centrate/Filtrate Treatment o Secondary Clarification o RAS Pumping o Supplemental Carbon Addition · Tertiary Treatment o Flow Splitting o Tertiary Filtration (Deep‐Bed Filtration and MBR Membranes) o Coagulation/Flocculation/Sedimentation o Disinfection o Reclaimed Water Storage and Pumping o Reject Water Storage and Pumping · Conduct Process Alternative Workshop ‐ Facilitate a workshop at CONSULTANT’s office to review liquids treatment alternatives, preliminary process flow schematics, mass balances, hydraulic profile, and associated site layouts for comment and refinement. During this workshop the selected alternative for the East and West WRF will be made based on the economic and non‐economic criteria. · Develop Design Criteria for Selected Alternatives ‐ Review and develop applicable design criteria for the treatment process alternative(s) and layout(s) selected. NOTE: the design criteria and the selected process alternative for the East and West WRF may be different. · Perform Process Peer Review ‐ Perform an internal technical peer review of the liquids treatment process evaluation alternatives. 36 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page H carollo.com TASK = – CONCEPTUAL DESIGN REPORTS Following the selection of the process alternative for the East and West WRF and using the information developed in previous tasks, CONSULTANT will draft a conceptual design report (CDR) for each WRF. • CDR ‐ The details of the efforts necessary to produce the CDR are summarized by report element in the following CDR Table of Contents summary: o Introduction (Project Background, Report Organization, Overview of Existing Facility, Scope and Objectives of the Project) o Population and Service Area (Population projections, Service Area) o Flow and Wastewater Characteristics (Flow Projections and Characteristics for average, maximum monthly, maximum day, etc. conditions) o Site Plan (Existing Operations, Proposed Facilities, Flood Elevations, Treatment Unit Elevations, Stormwater Management Plan, Proposed Site Plan) o Assessment of Environmental Effects (Odor and Noise, Public Accessibility, Proximity to Residential Areas, Flood Protection, Lighting, Aerosol Drift) o Effluent Disposal Methods (Disposal Methods and Reuse Options, Required Level of Treatment) o Technical Information and Design Criteria (Hydraulic and Organic Loadings, Liquid Stream Design Criteria, Headworks, Biological Nutrient Removal, SBR, Flow Equalization, Filtration, Disinfection, Effluent Storage and Effluent Pump Stations, Reuse, Chemical Systems, Solids Stream Design Criteria, Major Equipment, Flow Metering and Sampling, Influent Flow Metering and Sampling, Effluent Flow Metering and Sampling) o Process Diagrams (Liquid Stream Treatment, Solids Stream Treatment, Dimensions of Unit Operations and Processes, Process Configuration, Hydraulic Profile, Organic Loading Profile, Solids Profile, Flow Diagram with Capacities) o Operations and Control Strategies (Prevention of Upsets, Alternate Disposal Methods, Reliability Classifications) o Outfalls o Electrical and Instrumentation will be included at a high level, focused on power availability to the facility o Additional Requirements o Project Implementation An individual CDR will be developed for each of the facilities (East and West WRF). These will be submitted as drafts for review. This will be followed by a review meeting with the City, then final reports will be completed. The City has indicated a priority for the East WRF. This CDR will be prioritized and completed prior to the West WRF. 37 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page J carollo.com CITY RESPONSIBILITIES Because of the nature of this project, certain assumptions apply to this Scope of Services. To the extent possible, these assumptions are stated within this document and are reflected in the budget. If the project task requirements are different from the assumptions presented in this Scope of Services, or if the CITY desires additional services, the resultant change in scope will serve as a basis for amending this project assignment or initiating the development of a new project assignment as agreed to by both the CITY and CONSULTANT. The following assumptions and CITY responsibilities apply to this project: · The CONSULTANT shall be entitled to rely upon the accuracy of the data and information supplied by the CITY without independent review or evaluation. · The CITY shall attend all workshops and review meetings to maintain the progress of the project according to the schedule. · The CITY will provide the CONSULTANT with access to treatment facility for data gathering, data validation and the design process. · The CITY will assist with data collection and site testing as necessary, including accompanying the CONSULTANT and leading operation of the facility. · The CITY will provide all required information within the period established in the schedule contained in this Scope of Services. The schedule is based on timely receipt of data and the bid process from the CITY. The CITY shall review Draft deliverables and provide comments to the CONSULTANT on a prompt basis. · The services to be performed by the CONSULTANT are intended solely for the benefit of the CITY. No person or entity not a signatory to this Scope of Work shall be entitled to rely on the CONSULTANT's performance of its services hereunder, and no right to assert a claim against the CONSULTANT by assignment of indemnity rights or otherwise shall accrue to a third party as a result of this Scope of Work or the performance of the CONSULTANT's services hereunder. · In providing opinions of cost, financial analyses, economic feasibility projections, and schedules for potential projects, CONSULTANT has no control over cost or price of labor and material; unknown or latent conditions of existing equipment or structures that may affect operation and maintenance costs; competitive bidding procedures and market conditions; time or quality of performance of third parties; quality, type, management, or direction of operating personnel; and other economic and operational factors that may materially affect the ultimate project cost or schedule. Therefore, CONSULTANT makes no warranty that the CITY’s actual project costs, financial aspects, economic feasibility, or schedules will not vary from CONSULTANT’s opinions, analyses, projections, or estimates. 38 City of Winter Springs East and West WRF Conceptual Design Scope of Services Page carollo.com SCHEDULE The services described above are anticipated to be completed in accordance with the following summary. Note that the East WRF sub‐tasks will be prioritized. A detailed schedule will be developed with project kickoff, which will provide further detail and prioritization of the East WRF in order to meet desired schedule. Task Weeks from NTP – Project Management ! weeks – Data Collection @ weeks ! – Summary of Existing Facilities weeks @ – Liquid Stream Alternatives weeks – Unit Process Sizing and Final Process Selection C weeks C – Conceptual Design Reports – East WRF weeks C – Conceptual Design Reports – West WRF ! weeks PROJECT FEE Compensation for the services described above shall be delivered for the lump sum amount of L@!,J!H.JH, as further detailed in the attached Ex hibit B. 39 City of Winter SpringsEXHIBIT BEast and West WRF Conceptual Design 6/3/2021BudgetTotal LaborTaskHours CostNo.Task DescriptionStaff CategoryPrincipal ProfessionalSenior Prof ES VIIILead Proj Prof ES VII Proj Prof ES VI Proj Prof ES V Prof ES IV Prof ES IIIAssist Prof ES II Assist Prof ES ISr Technician ET VIIIWord Processing$291.00 $250.63 $228.05 $208.69 $185.92 $176.05 $153.63 $133.89 $122.10 $166.67 $86.631 Project Management2 28 10 64 0 0 0 0 0 0 10 114 $24,102.60 $1,500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $25,602.60 Lump Sum1.1: Project Management, Communications and Meetings 2 24 8 482 84 $18,611.90 $1,500.00$20,111.901.2 Monthly Progress Reports4 2 168 30 $5,490.70$5,490.702 Data Collection and Planning Framework 2 6 28 36 0 0 76 0 00 0 148 $27,659.90 $500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $28,159.90 Lump Sum2.1: Service Areas and Populations2 8 123254 $9,746.10 $500.00$10,246.102.2: Historical and Projected Wastewater Flows and Loads2 16 163266 $12,405.26$12,405.262.3: Summary of Design Flows and Loads (East and West WRF) 2 2 4 81228 $5,508.54$5,508.543 Summary of Existing Facilities2 24 32 64 0 48 0 32 0 0 4 206 $40,332.28 $1,000.00 $72,598.00 $6,600.00 $7,250.00 $8,000.00 $26,151.00 $161,931.28 Lump Sum3.1: East WRF Assessment1 12 16 3224162 103 $20,166.14 $500.00 $41,914.00 $3,300.00 $3,625.00 $4,000.00 $13,075.50 $86,580.643.2: West WRF Assessment1 12 16 3224162 103 $20,166.14 $500.00 $30,684.00 $3,300.00 $3,625.00 $4,000.00 $13,075.50 $75,350.644 Liquid Stream Treatment Alternatives6 24 24 48 48 32 48 80 0 16 24 350 $60,640.48 $500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $61,140.48 Lump Sum4.1: Evaluate Treatment Process Alternatives (East WRF) 2 8 8 16 24 16 24 32 8 8 146 $25,027.36 $250.00$25,277.364.1: Evaluate Treatment Process Alternatives (West WRF) 2 8 8 16 24 16 24 32 8 8 146 $25,027.36 $250.00$25,277.364.2 Structured Decision Analysis (East WRF) 1 4 4 884 29 $5,292.88$5,292.884.2 Structured Decision Analysis (West WRF) 1 4 4 884 29 $5,292.88$5,292.885 Unit Process Sizing and Final Process Selection 6 4056 96 152 120 112 8 0 16 24 630 $116,985.60 $500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $117,485.60 Lump Sum5.1: Process Mass Balance and Review (East WRF) 2 16 24 40 60 60 40 4 0 4 4 254 $47,825.04 $250.00$48,075.045.1: Process Mass Balance and Review (West WRF) 2 16 24 40 60 60 40 4 0 4 4 254 $47,825.04 $250.00$48,075.045.2: Liquid Stream Treatment Selection (East WRF) 1 44 8 16164 8 61 $10,667.76$10,667.765.2: Liquid Stream Treatment Selection (West WRF) 1 44 8 16164 8 61 $10,667.76$10,667.766 Conceptual Design Reports2 16 16 32 48 48 120 32 0 8 32 354 $59,119.12 $500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $59,619.12 Lump SumEast WRF1 8 8 16 24 24 60 16 4 16 177 $29,559.56 $250.00$29,809.56West WRF1 8 8 16 24 24 60 16 4 16 177 $29,559.56 $250.00$29,809.56TOTALS 20 138 166 340 248 248 356 152 0 40 94 1802 $328,839.98 $4,500.00 $72,598.00 $6,600.00 $7,250.00 $8,000.00 $26,151.00 $453,938.98Billing MethodTask TotalOther Direct CostsExpensesSubconsultant - Odor ControlSubconsultant - SurveySubconsultant - EcologicalSubconsultant - StructuralSubconsultant - Geotechnical40 Page 1 of 7 June 3, 2021 L & S Proposal No. 7817 Carollo Engineers Scott Richards, PE 200 E Robinson Street Suite 1400 Orlando, FL 32801 Subject: Winter Springs WRF Boundary and Topographic Survey Dear Scott, We appreciate your consideration of L&S Diversified, LLC to provide professional surveying services for the above referenced project. Below we have outlined a proposed schedule of services and the associated fees for this project. Through preliminary discussions, it is our understanding that the City of Winter Springs has initiated Carollo to commence on the conceptual development of expanding both of their Water Reclamation Facilities. Boundary surveys and conceptual level topographic surveying is being requested to facilitate the planning stages of the project. West Plant – It is anticipated that the complete 19.1 acres of the west plant will be surveyed. Minimal wetlands are expected at the west plant outside of the existing pond areas. See Exhibit A for the details of the West Plant survey limits. East Plant – It is anticipated that the boundary of the east plant will be established totaling approximately 50.6 acres. The topographic survey will be limited to the areas shown on Exhibit B for the conceptual development phase of the project. The existing wetlands that are to be flagged are expected to be with the topographic area shown on Exhibit B. SCOPE OF SERVICES PART 1 Establish Survey Control L & S Diversified shall establish horizontal and vertical control monuments to facilitate site engineering. The monuments shall be established so that there is clear line of site between them. Horizontal coordinates shall be referenced to Florida State Plane, North American Datum of 1983 (NAD83). Elevations shall be referenced to North American Vertical Datum of 1988 (NAVD88). 41 Page 2 of 7 PART 2 Boundary Survey L & S Diversified will provide all labor, equipment, and resources necessary to research, locate and/or establish the required site control and perform a boundary survey. Boundary Survey Tasks: The position and description of all recovered monument; metes and bounds legal description; all adjacent right-of-ways and access with recording information; lines of possession and improvements along the boundaries; buildings; easements and servitudes; water features; calculated area of subject property; setting corner monumentation and appropriate section work. The Boundary Survey will be prepared in accordance with the State of Florida Standards of Practice, as set forth by the Board of Professional Surveyors and Mappers, Chapter 5J- 17, Florida Administrative Code and per Section 472.027, Florida Statutes The subject property includes the following parcel numbers:  West Plant – 33-20-30-515-0J00-000  East Plant – 31-2-31-5BB-0000-009A PART 3 Topographic Survey L & S Diversified will provide all labor, equipment, and resources necessary to research, locate and/or establish the required site control and perform a topographic survey. Topographic Survey: RTK/GPS or conventional data acquisition at a 100-foot grid within the project limits, plus 20 feet outside project limits; location and elevation of existing improvements and visible above ground utilities; and setting at least 4 (4) site benchmarks to facilitate future engineering for the project site. Tree Survey: the location of the limits of wooded areas will be located and shown on the topographic survey. Detailed location of specific specimen trees is not included in this scope. Wetland Delineation Survey: the location of wetland flags as established by an environmental engineer will be shown on the topographic survey. Sub-Surface Utility Survey: No subsurface utility information is included in the scope of work. The location of surface improvements such as valve collars, manholes and other above ground appurtenances will be shown. The topographic survey will be displayed at one foot contours and will be based on the North American Vertical Datum (NAVD) of 1988. 42 Page 3 of 7 The Topographic Survey will be prepared in accordance with the State of Florida Standards of Practice Chapter 5J-17, Florida Administrative Code, as set forth by the Board of Professional Surveyors and Mappers, pursuant to Section 472.027, Florida Statutes. Deliverables Survey in pdf and dwg format, signed and sealed hardcopies as required by Client. PART 4 Survey Contingency Allowance L & S Diversified has provided a scope of services based on discussions with the Client. Due to the limited amount of information available at this time a Contingency Allowance is being presented to be used only upon written Client approval to satisfy any unforeseen conditions that could arise during the initial survey task. Such items could include Subsurface Utility Engineering (SUE) investigations, additional topographic survey limits both on and off the property’s being surveyed, specific tree locations, additional details as requested by the Client. The remainder of this page intentionally left blank. 43 Page 4 of 7 The table below summarizes the costs associated with this proposal. Please review this information and let us know if you have any questions. Item Description Qty Rate Amount West Plant 1 2 Person Survey Field Crew - Crew Chief, I-Man 24 $ 129.00 $ 3,096.00 1 Mapping Technician 16 $ 90.00 $ 1,440.00 1 Survey Project Manager 6 $ 126.00 $ 756.00 2-3 2 Person Survey Field Crew - Crew Chief, I-Man 80 $ 129.00 $ 10,320.00 2-3 Mapping Technician 60 $ 90.00 $ 5,400.00 2-3 Survey Project Manager 32 $ 126.00 $ 4,032.00 1-3 General Contract Administration and Billing 8 $ 80.00 $ 640.00 Estimated Time and Materials for West Plant $ 25,684.00 East Plant 1 2 Person Survey Field Crew - Crew Chief, I-Man 32 $ 129.00 $ 4,128.00 1 Mapping Technician 24 $ 90.00 $ 2,160.00 1 Survey Project Manager 8 $ 126.00 $ 1,008.00 2-3 2 Person Survey Field Crew - Crew Chief, I-Man 110 $ 129.00 $ 14,190.00 2-3 Mapping Technician 90 $ 90.00 $ 8,100.00 2-3 Survey Project Manager 48 $ 126.00 $ 6,048.00 1-3 General Contract Administration and Billing 16 $ 80.00 $ 1,280.00 Estimated Time and Materials for East Plant $ 36,914.00 Estimated Time and Materials for East and West Plants $ 62,598.00 4 Survey Contingency Allowance 1 $ 10,000.00 $ 10,000.00 Total Estimated Time and Materials including Onwer Controled Survey Contingency Allowance $ 72,598.00 Schedule L & S Diversified will begin the Survey on the subject property within 5 working days after receipt of your executed Notice to Proceed (NTP). This does not apply if extensive title work is involved, extensive certification requirements are needed, or if an 44 Page 5 of 7 ALTA/ACSM Survey is required. Proposed fee and schedule shown hereon is valid for up to 45 days from the date of receipt. We prefer at least 48 hours of notice for scheduling of a field crew. Additional Services If Carollo desires to change or expand upon these proposed services, an additional fee shall be negotiated. This renegotiation shall be accomplished prior to commencing the additional work, and may be necessary for any of the following services which are not a part of this contract: Locating and/or flagging Flood Zone Line or Normal High Water Line (NHWL), tidal records, or locating ‘0’ or specific elevations, Research and ordering additional Maps, Records or Materials necessary for completing these specified tasks; client-imposed requirements not covered herein; Additional Certifications or Affidavits not specified herein; Elevation Certifications; Wetland Delineation or Location; sub-surface Excavation or Underground Utility Location; Extensive Title Review and Plotting of Easements; Offsite Surveys or Sketches; Vertical Topographic information unless outlined in this proposal; Requests by Third Parties (Buyer’s Attorney, Seller’s Attorney, Lender or Lender’s Counsel, Real Estate Agents, Title Company Personnel, etc.) for additions, deletions or revisions to be made to the survey drawings or maps before or after initial submittal to client; Additional Meetings and Errands not covered herein which are necessary to complete these specified tasks; Client-Authorized on-site instruction given to field crew for extra field work not covered herein; Client-approved overtime; Additional ALTA Table A Items. Reimbursables such as overnight mailings, sending electronic files, copying charges, blueprinting costs, plotting of extra drawings not covered herein, delivery, shipping, or rush charges, etc. will be billed as an Extra cost on a Time, Materials and Expense basis. It may be necessary for the Project Manager to call the client to receive verification and authorization for Extra Costs stated above in the preceding paragraph, and may further require the client to sign an Additional Work Authorization Form for any out-of-scope requests. All public entity or jurisdictional agency fees are to be paid directly by the client prior to obtaining approvals or permits. These fees include, but are not limited to, platting, impact, re-zoning, permitting, review and application fees. L & S Diversified has no control over the procedures of public entities or jurisdictional agencies, and therefore, cannot guarantee timing and outcome of permits and entitlements related to this site/project. Please see attached Exhibit “A” - Standard Provisions of Agreement for Professional Services and Exhibit “B” – Hourly Rates in addition to this Agreement. The following additional provisions are included in this contract: 1. The terms of this agreement shall be valid for client acceptance for a period of sixty (60) days from the date of execution by L&S Diversified, LLC after which 45 Page 6 of 7 time this contract offer becomes null and void if not accepted formally (evidenced by receipt of an executed copy of this document). 2. This agreement may be terminated by either party within fifteen (15) days written notice. In the event of termination, L&S Diversified, LLC shall be compensated to the date of termination, including direct expenses then due. 3. All rates and fees quoted in this document shall be effective for a period of twelve (12) months, after which time they may be renegotiated with the client. 4. All original documents shall be retained by L&S Diversified, LLC and will remain their property. This information is proprietary and will not be shared with others without prior written consent. The client will be provided with reproducible copies of all original documents upon request, and at client expense. 5. For projects lasting over 30 days, L & S Diversified, LLC will bill on 25th of the month. The invoiced amount will include all work (time and materials) performed for the calendar month, up to the 20th. 6. The client will pay invoices upon receipt and understands interest charges of 1.5% per month will be applied to any unpaid balance. L&S Diversified, LLC may elect to stop work until payment is received. If work is stopped for thirty (30) days or more, L&S Diversified, LLC may be compensated for start-up costs when work resumes. 7. Upon client request, we will contract and/or coordinate with applicable transportation, environmental, geotechnical, and engineering consultants, and will rely upon their work; however, L&S Diversified, LLC assumes no liability for the accuracy of their work. 8. All payments are to be in US Dollars. Payment/wiring instructions will be provided to client with final invoice. Thank you for this opportunity and we look forward to working with you on this exciting new project. Please sign, date and return a copy of this agreement as your authorization to proceed with these professional services. Should you have any questions, please do not hesitate to call. Sincerely, L & S Diversified, LLC Brad Alexander, PSM June 3, 2021 Vice President 46 Page 7 of 7 The undersigned agrees to the above terms and costs associated with project completion. Accepted By: Company Signature Date Title 47 Exhibit A Winter Springs WRF West Plant Survey Limits 1000 ft N➤➤N © 2021 Google © 2021 Google © 2021 Google 48 Exhibit B Winter Springs WRF East Plant Survey Limits 1000 ft N➤➤N © 2021 Google © 2021 Google © 2021 Google 49 5401 South Kirkman Road Suite 475 Orlando, FL 32819 407.403.6300 phone 407.403.6301 fax www.esassoc.com SCOPE OF SERVICE Carollo – City of Winter Springs Parcel Reviews – Seminole County, Florida Environmental Services ESA is pleased to provide the following Scope of Service (SOS) to Carollo for environmental support services for two parcels owned by the City of Winter Springs. The first parcel is located 1560 Winter Springs Boulevard and the second parcel in located at 1000 State Road 44, in Winter Springs, Florida. The combined acreage of the subject parcels is approximately 70 acres. A discussion of the environmental support services is provided below. Tasks will focus on: 1) Conduct Desktop Review and Field Assessment of Subject Parcels ESA will conduct a field review of the two parcels for the presence of wetlands and will generally review the area for the parcels to support state or federally listed species and their habitat. Services listed under this task will include: • Desktop Review of Project Limits for the Subject Parcels – Prior to the field assessment, a desktop review will be conducted of the two parcels to determine potential environmental constraints that may currently exist. This includes, but is not limited to, National Wetlands Inventory (NWI), National Resource Conservation Service (NRCS) Soils and United States Geographical Survey Topographic databases. Listed species databases will be reviewed as well, including the Audubon Florida EagleWatch Nest Locator. • Wetland/Waterbody Delineation – ESA will delineate all wetlands and waterbodies in accordance to 62-331 and 62-340, Florida Administrative Code (F.A.C.) Other surface water (OSW) features within the proposed parcel area will also be reviewed, however these boundaries will be aerial interpreted during the desktop review process, mentioned above. • Preliminary Assessment of Listed Species and Critical Habitat – During the site review a general assessment of the area will be provided for both state and federally listed species and critical habitat. 2) Report Preparation ESA will provide a final Environmental Report (Report) of the subject parcels. Services listed under this task will include: • Environmental Report Preparation – Upon completion of the field reviews an Environmental Report will be written that defines the environmental constraints that may exist within the subject parcel boundaries. This Report will describe the on-site wetlands and OSW features, potential listed species, and permitting / mitigation options. • Geographic Information System (GIS) Exhibit Preparation – In support of the Report, GIS mapping will be utilized to produce the environmental graphics that includes: Location, Soils, Topographic, and Wetlands/Waterbodies. 50 Page 2 • Florida Master Site File TRS Search – A database search will be conducted with the Department of Historical Resources (DHR) to identify any previously recorded archaeological and cultural resource sites within 500 feet of the two parcel’s limits. • Wetland Connectivity – During field review, ESA will investigate the connectivity of any onsite wetlands to Traditional Navigable Waters to determine if the wetlands are jurisdictional under the Florida Department of Environmental Protection (FDEP) 404 program. Considerations • Formal listed species surveys or permitting are not included in this SOS. • Permitting fees are not included in this SOS. • Mitigation fees are not included in this SOS. • Mitigation plan is not included in this SOS. • ESA is not responsible for any existing property encumbrances. • Formal cultural resource surveys are not included in this SOS. • Local ordinance permitting (i.e. arbor permitting) is not included in this SOS. • Phase I site assessments are not included in this SOS. • Land Survey services are not included. • Site Access will be provided. Compensation Costs associated with this SOS is based on a Time and Materials form of Payment for the completion of the services identified above. Task 1. Desk Top Survey and Field Assessment = $ 4,400.00 2 Biologists X 2 Days for both sites Task 2. Report Preparation and Submittal = $ 2,100.00 Miscellaneous Costs (Mileage, GPS) = $ 100.00 Total $ 6,600.00 Thank you for the opportunity to provide this SOS for your project and we look forward to providing you the above listed services, as requested. Craig Stout ESA, Senior Managing Associate 51 711 N Orange Ave, Suite A Winter Park, FL 32789 Phone: 321.972.4989 June 4, 2021 Wekiva Project #21-214 Erica Stone, PhD., P.E. Carollo Engineers, P.C. 200 East Robinson St., Suite 1400 Orlando, FL 32801 Re: Proposal for Structural Engineering Services City of Winter Springs WWTP’s Preliminary Design Report City of Winter Springs, Florida Ms. Stone, Wekiva Engineering, LLC (Wekiva) is pleased to submit this proposal to provide structural engineering services to Carollo Engineers (Carollo) for the above referenced project. It is our understanding that this project will entail the preliminary design for the replacement/expansion of two (East and West) wastewater treatment facilities for the City of Winter Springs (City). SCOPE OF SERVICES Task 1: Assist in Preparation of Preliminary Design Reports (PDR’s): Wekiva staff will visit the sites (assumed to be performed on separate days) to view the current condition of the facilities and discuss any issues in the field with Carollo and City staff. Wekiva will prepare structural design criteria and provide specific discussions regarding structural replacement or expansion of the facilities structures in the PDR’s. It is Wekiva’s understanding that separate PDR’s will be prepared for each facility. COST AND SCHEDULE Wekiva proposes to undertake the work described above on a lumped sum fixed fee basis at a price of $7,250. Wekiva will coordinate site visits with Carollo and City staff. We will prepare our scoped items within the timeframe determined by Carollo and the City. TERMS AND CONDITIONS Wekiva will begin work immediately upon your notice to proceed. We will issue monthly invoices for the work accomplished during the calendar month. We appreciate the opportunity to submit this proposal to Carollo and we look forward to a successful collaboration on this project. If you have any questions or need further information, please call. Sincerely, John Sobczak, P.E. Member 52 WEBSTER ENVIRONMENTAL ASSOCIATES, INC. 13121 Eastpoint Park Blvd., Suite E Louisville, KY 40223-4164 Tel: (502) 253-3443 Fax: (502) 253-3442 Web Site: http://www.odor.net “Defining Odor Control Engineering” 1 ENGINEERING SERVICES PROPOSED SCOPE FOR CAROLLO ENGINEERS CITY OF WINTER SPRINGS EAST AND WEST WASTEWATER TREATMENT PLANTS PRELIMINARY ODOR EVALUATION Submitted by: Webster Environmental Associates, Inc. (May 20, 2021) Project Description Webster Environmental Associates, Inc. (WEA) submits the following scope of work to Carollo Engineers (Carollo) to conduct a Preliminary Odor Evaluation at the East and West Wastewater Treatment Plants (WWTPs) in Winter Springs, FL. The goal of this evaluation is to provide preliminary recommendations for the management of odors for the new plants that will be designed to replace the existing plants. This evaluation includes field testing for hydrogen sulfide (H2S), evaluation of test results, preliminary odor control technology selection, preliminary equipment sizing, and AACE Class IV cost estimates. This scope does not include any laboratory analysis or odor dispersion modeling. Scope of Work Task 1 – Review Background Information WEA will review existing information related to odors at the WWTPs which will include the following: • Key facility drawings • Existing odor control design criteria (if applicable) • Plant processes (existing and planned) • State and local regulatory requirements related to odorous emissions • Client goals for offsite odors Task 2 – Develop and Conduct H2S Field Testing Program WEA will develop an H2S testing plan based on the review of information obtained in Task 1. WEA will travel to each of the existing plants and perform the following tasks: • Conduct site tour • Measure/record instantaneous H2S at select processes in the plant as per the testing plan 53 WEBSTER ENVIRONMENTAL ASSOCIATES, INC. 13121 Eastpoint Park Blvd., Suite E Louisville, KY 40223-4164 Tel: (502) 253-3443 Fax: (502) 253-3442 Web Site: http://www.odor.net “Defining Odor Control Engineering” 2 • Deploy H2S analyzers at select processes in the plant (as per the testing plan) for approximately one week to record diurnal H2S concentrations. It is assumed that plant staff will collect the H2S analyzers and ship them back to WEA. • Record odor related observations Task 3 – Analyze Test Results and Evaluate Technologies WEA will analyze the results of the H2S field testing conducted in Task 2. WEA will then conduct a preliminary evaluation of odor control technologies to determine potential effectiveness, capital and operating costs, and other relevant factors. Alternatives will be selected based on WWTP processes selected for the new plants, the evaluation of test results and discussions with Carollo and city staff. WEA will provide recommendations for odor control improvements which shall include a preliminary technology selection and preliminary equipment sizing. WEA shall also develop estimated capital costs for the recommended systems. Task 4 – Prepare and Submit Preliminary Odor Evaluation Report WEA will prepare a draft report which will include the following: • Introduction • Test results summary • Evaluation of selected odor control alternatives • Estimated capital costs for recommended odor control alternatives. The estimated costs will be preliminary, in order to develop a Class IV Opinion of Probable Construction Cost (OPCC) per the criteria of AACE International. • Conclusions and recommendations A draft report will first be submitted for review. WEA will be available for a review meeting (virtual) if needed. WEA will submit a final report based on review comments of the draft report. Scope Assumptions • Plant staff will collect H2S analyzers and ship them back to WEA after one week • Carollo will identify available areas for odor control equipment • Carollo will provide airflow rates from ventilated buildings that require odor control • WEA will calculate airflows from covered structures Scope Exclusions • Excludes laboratory analysis or odor dispersion modeling • Excludes ductwork sizing and layout • Excludes layout drawings (WEA will provide equipment dimensions and vendor supplied drawings if available for Carollo to place onsite) 54 WEBSTER ENVIRONMENTAL ASSOCIATES, INC. 13121 Eastpoint Park Blvd., Suite E Louisville, KY 40223-4164 Tel: (502) 253-3443 Fax: (502) 253-3442 Web Site: http://www.odor.net “Defining Odor Control Engineering” 3 Cost Proposal (see Attachment A on the following page for fee breakdown details) WEA will perform the above-described Professional Services in the Scope of Work for the Lump Sum amount of $26,151 as detailed below: Task Task Description Compensation Terms Amount 1 Review Background Information Lump Sum $3,584 2 Develop and Conduct H2S Field Testing Program Lump Sum $8,119 3 Analyze Test Results and Evaluate Technologies Lump Sum $6,705 4 Prepare and Submit Preliminary Odor Evaluation Report Lump Sum $7,743 Project Total $26,151 55 4 Attachment A Senior Engineering TechnologistPrincipal EngineerSenior EngineerAssociate EngineerProject EngineerFee Schedule Rate $246.33 $230.29 $173.04 $140.21 $101.93 0 12 94 0 40 138 $3,045 $26,151 1.0 Review Background Information 16 8 16 $0 $3,584 2.0 Develop and Conduct H2S Field Testing Program 4 24 28 $3,045 $8,119 3.0 Analyze Test Results and Evaluate Technologies 4 24 16 44 $0 $6,705 4.0 Prepare and Submit Preliminary Odor Evaluation Report 4 30 16 50 $0 $7,743 Task and Sub-Task DescriptionTask Total Cost Webster Environmental Associates, Inc.Labor HoursExpenses56 CONSENT AGENDA ITEM 304 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Independent Audit of Veolia's performance SUMMARY Section 14.1 the the contract with Veolia for the Utilities Operation, Maintenance and Management Services requires an independent audit of Veolia's performance. This audit will take two months and cost $69,855.02 RECOMMENDATION Authorize the City Manager to execute a Purchase Order with Carollo Engineers to perform an audit of Veolia's performance as required by contract. 57 200 East Robinson Street, Suite 1400, Orlando, Florida 32801 P. 407.478.4642 F. 407.478.4643 Exhibit A City of Winter Springs Operational Audit June , SCOPE OF SERVICES General The City of Winter Springs (CITY) owns and operates a complete Utility consisting of water, wastewater, and reclaimed facilities. The CITY entered into a Utilities Operation, Maintenance and Management Services agreement with Veolia Water Services North America‐South (VWNA) on October , 0 for purposes of continued operation and maintenance of these facilities. As required by Section 2. the Operational Contrac t, the CITY requests an operational audit of the operation of the treatment and pumping facilities by VWNA. The intent of this audit is to identify permit and contractual compliance, work practices, communication protocols, procedures and documentation, and operation and maintenance practices compared to industry practices. Carollo Engineers, Inc. (CONSULTANT) shall provide the services described herein to CITY under the terms of the master contract. The scope of services for the CONSULTANT will include the tasks indicated below. Certain assumptions have been made in preparing this Scope of Services. To the extent possible, they are stated herein, and are reflected in the attached project budget. 58 City of Winter Springs Operational Audit Scope of Services Page carollo.com Task 1 – Project Management Task includes aspects of project and quality mana gement to provide effective delivery of the PROJECT. Specific items included in Task are detailed in t he subtasks described below. Task 1.1 – Project Management, Communications, and Meetings The CONSULTANT will provide overall project management and communication between its staff, subconsultants, and the CITY. The CONSULTANT will track and manage the budget, project tasks, and schedule. The CONSULTANT will attend and manage project meetings and site inspections. CONSULTANT will provide monthly progress reports that identify the work that has been performed during the month and the work that is anticipated in the upcoming month. These reports will be delivered as part of the monthly progress payment request. Task 1 Deliverables: · Monthly progress reports (pdf). Task 2 – Contract and Regulatory Compliance CONSULTANT will review the contract between VWNA and CITY (specifically Sections 7 through 8) and the following FDEP permits: · Public Water Supply Permit #7<0=>0. · NPDES Permit No. FLA8> and associated reuse req uirements (R‐, R‐ and R‐7). · NPDES Permit No. FLA8= and associated reuse req uirements (R‐). CONSULTANT will document VWNA’s compliance with the requirements in the contract and permits. CONSULTANT will develop a technical memorandum (TM) documenting the findings from Task . Task 2 Deliverables: · Technical Memorandum. Task 3 –Work Practices CONSULTANT will review scheduling, overtime, training, safety practices and construction management services. CONSULTANT will review these items to determine that the facilities are adequately staffed, workers are receiving proper training, are required to follow safe work practices and that personnel are not conflicted with multiple assignments. CONSULTANT will document VWNA’s compliance with the requirements in the contract and permits. CONSULTANT will develop a technical memorandum (TM) documenting the findings from Task 7. Task 3 Deliverables: · Technical Memorandum. 59 City of Winter Springs Operational Audit Scope of Services Page 7 carollo.com Task 4–Communications Protocols, Practices and Documentation CONSULTANT will review the communications protocols for effectiveness and how well these practices are being followed. CONSULTANT will review communication documentation to determine the effectiveness in VWNA’s ability to retrieve information and verify notices and filings. CONSULTANT will document VWNA’s compliance with the requirements in the contract and permits. CONSULTANT will develop a technical memorandum (TM) documenting the findings from Task 2. Task 4 Deliverables: · Technical Memorandum. Task 5– Operation and Maintenance Practices Compared to Industry Practices CONSULTANT will visit the facilities to perform a facility operational audit (gap analysis) at each treatment facility to understand the current state of facility operations. Focus areas include: . Assessing condition and functionality of physical equipment, instrumentation, and the SCADA system. . Assessing key performance indicators (KPI) used at each facility that are used to make process and operational changes. 7. Identifying and prioritizing overlooked or neglected equipment and components. 2. Evaluating means and methods to document and initiate repairs or replacement of equipment and components. <. Review Work Order system: issuing, close out, documentation of work orders and decision matrices for critical equipment maintenance. 8. Reviewing Standard Operating Procedures (SOPs) for usefulness and how well SOP are followed. >. Evaluate methodology and documentation used to establish annual budgets. CONSULTANT will document VWNA’s compliance with the requirements in the contract and permits. CONSULTANT will develop a technical memorandum (TM) documenting the findings from Task <. Task 5 Deliverables: · Technical Memorandum. Task 6 (Optional): Supplemental Services Based on Audit Findings Based on the audit findings, CITY may wish to retain CONSULTANT to develop additional plans, manuals, procedures or KPI to improve plant operations, efficiency, and compliance. Examples of additional tasks that may arise from the audit findings or suggested follow‐up activities are: . Revise the work order procedures to develop an effective and efficient approach. . Evaluate methodology, key performance indicators, and documentation used to establish annual budgets. 7. Establish system to produce annual facility operating plans. Provide a template and train on the method. 60 City of Winter Springs Operational Audit Scope of Services Page 2 carollo.com 2. Develop a Facility Operating Plan for the one or more of the treatment facilities. <. Identify key performance indicators (KPI) that should be monitored for plant performance and efficiency improvements. 8. Develop a “Compliance Roadmap” that identifies all contract and permitting compliance requirements along with the submittal dates. >. Other task as identified in the audit findings. Task 6 Deliverables: · As defined by the task. City Responsibilities / Assumptions Because of the nature of this project, certain assumptions apply to this Scope of Services. To the extent possible, these assumptions are stated within this document and are reflected in the budget. If the project task requirements are different from the assumptions presented in this Scope of Services, or if the CITY desires additional services, the resultant change in scope will serve as a basis for amending this project assignment or initiating the development of a new project assignment as agreed to by both the CITY and CONSULTANT. The following assumptions and CITY responsibilities apply to this project: · The CONSULTANT shall be entitled to rely upon the accuracy of the data and information supplied by the CITY without independent review or evaluation. · The CITY shall attend all site visits and meetings to maintain the progress of the project according to the schedule. · The CITY will provide the CONSULTANT with access to treatment facilities for data gathering, data validation and the design process. · The CITY will assist with data collection and site testing as necessary, including accompanying the CONSULTANT and leading operation of the facility. · The CITY will provide all required information within the period established in the schedule contained in this Scope of Services. The schedule is based on timely receipt of data from the CITY. The CITY shall review Draft deliverables and provide comments to the CONSULTANT on a prompt basis. · The services to be performed by the CONSULTANT are intended solely for the benefit of the CITY. No person or entity not a signatory to this Scope of Work shall be entitled to rely on the CONSULTANT's performance of its services hereunder, and no right to assert a claim against the CONSULTANT by assignment of indemnity rights or otherwise shall accrue to a third party as a result of this Scope of Work or the performance of the CONSULTANT's services hereunder. · In providing opinions of cost, financial analyses, economic feasibility projections, and schedules for potential projects, CONSULTANT has no control over cost or price of labor and material; unknown or latent conditions of existing equipment or structures that may affect operation and maintenance costs; competitive bidding procedures and market conditions; time or quality of performance of third parties; quality, type, management, or direction of operating personnel; and other economic and operational factors that may materially affect the ultimate project cost or schedule. Therefore, CONSULTANT makes no warranty that the CITY’s actual project costs, financial aspects, economic feasibility, or schedules will not vary from CONSULTANT’s opinions, analyses, projections, or estimates. 61 City of Winter Springs Operational Audit Scope of Services Page < carollo.com Schedule The services described above are anticipated to be completed in accordance with the following summary. The CITY desires the project to be completed on a priority schedule and the CONSULTANT will make efforts to accelerate the project schedule where possible. However, there are many factors which may affect this overall schedule, and this will require prompt attention and involvement from the CITY to maintain project progress. The schedule below is the CONSULTANT’s best estimate based on preliminary information, and may vary based upon available data, meeting schedules, and review periods. Unless noted otherwise, time durations listed below are weeks measured from the date upon which the CONSULTANT received the notice to proceed for the work. Task Weeks After NTP – Project Management = – Contract and Regulatory Compliance 2 7 – Work Practices 8 2 – Communication Protocols, Practices, and Documentation = < – Operational and Maintenance Practices Compared to Industry Practices = 8 – Supplemental Services (As‐needed) TBD It has been assumed that the CITY will complete all reviews within week of receiving the submittals. It is expected that all tasks in this scope of services will be completed within 8 weeks of receiving a not ice to proceed. Project Fee Compensation for the services described above shall be delivered for the amount of I80,=<<.. The bas is for this is a combination of not‐to‐exceed/hourly amount as provided in the attached Exhibit B. 62 City of Winter SpringsEXHIBIT BOperational Audit6/22/2021BudgetTotal LaborTaskHours CostNo.Task DescriptionDoc ProcessStaff CategoryPrincipal ProfessionalSenior Prof ES VIIILead Proj Prof ES VII Proj Prof ES VI Proj Prof ES V Prof ES IV Prof ES III Assist Prof ES II Assist Prof ES ISr Technician ET VIIIWord Processing$291.00 $250.63 $228.05 $208.69 $185.92 $176.05 $153.63 $133.89 $122.10 $166.67 $86.631 Project Management0 0 0 32 0 0 0 0 0 0 6 38 $7,197.86 $500.00 $0.00 $7,697.86 Lump Sum1.1: Project Management, Communications and Meetings2424 $5,008.56 $500.00 $5,508.561.2 Monthly Progress Reports86 14 $2,189.30$2,189.302 Contract and Regulatory Compliance 1 18 0 0 0 0 0 12 0 0 4 35 $6,755.54 $0.00 $0.00 $6,755.54 Lump SumReview permits and contract and document compliance12416 $3,543.12$3,543.12Develop TM1 684 19 $3,212.42$3,212.423 Work Practices1 18 0 0 0 0 0 12 0 0 4 35 $6,755.54 $0.00 $0.00 $6,755.54 Lump SumReview work practices and document findings12416 $3,543.12$3,543.12Develop TM1 684 19 $3,212.42$3,212.424 Communications Protocols, Practices and Documentation1 18 0 0 0 0 0 12 0 0 4 35 $6,755.54 $0.00 $0.00 $6,755.54 Lump SumReview communications protocols and practices and document findings12416 $3,543.12$3,543.12Develop TM1 684 19 $3,212.42$3,212.425 Operation and Maintenance Practices Compared to Industry Practices2 56 0 0 0 0 0 72 0 0 16 146 $25,643.44 $0.00 $0.00 $25,643.44 Lump SumReview O&M practices at five facilities404080 $15,380.80$15,380.80Develop TM2 163216 66 $10,262.64$10,262.646 Supplemental Services Based on Audit Findings (Optional, to be authorized by CITY) 0 40 0 0 0 0 0 40 0 0 10 90 $16,247.10 $0.00 $0.00 $16,247.10 NTE/HourlySupplemental services404010 90 $16,247.10$16,247.100 $0.00$0.000 $0.00$0.00TOTALS 5 150 0 32 0 0 0 148 0 0 44 379 $69,355.02 $500.00 $0.00 $69,855.02Support Engineer CADBilling MethodTask TotalOther Direct CostsExpenses SubconsultantPMTech Lead / Operations Expert63 CONSENT AGENDA ITEM 305 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE FY 2021 Road Resurfacing Plan SUMMARY The City hired and independent engineering contractor, KCI, to evaluate and rank all the roads in the City. The attached list is the consultant's ranking. This list has been further reviewed and evaluated by staff. Currently the proposed FY21 resurfacing can be scheduled for late August or September. The contractor will continue resurfacing in October when FY22 funds become available. RECOMMENDATION Authorize the City Manager to negotiate and execute a contract with Middlesex Paving, LLC for the FY21 and FY22 Resurfacing Plan not to exceed $1,2000,000. 64 From:Pete Fronczak To:Dale Smith Subject:RE: Resurfacing list Date:Tuesday, June 22, 2021 3:07:16 PM Attachments:image012.pngimage003.png EXTERNAL EMAIL:[Caution: Do not click on links or open any attachments unless you trust the sender and know the content is safe.] Dale,   With the list of streets you provided I have a rough cost around 1.7 to 1.8 million for the project. Not looking into each individual street as far as MOT needs like arrow boards, extra flaggers for busier streets etc. As we talked I did not put any striping in the cost. Also, In the past if there was a base failure the City would pay the extra SY milled and the tonnage price to fix something that pops up during the resurfacing process. If you have any questions please don’t hesitate to call.   Thank you, Peter Fronczak       From: Dale Smith <dsmith@winterspringsfl.org>  Sent: Tuesday, June 22, 2021 9:36 AM To: Pete Fronczak <pfronczak@middlesexco.com> Subject: RE: Resurfacing list   CAUTION: This email originated from outside of the organization. Use caution when clicking links or opening attachments. The sender may not be who they appear to be.   Thanks for your help.   Dale SmithPublic Works and Utilities Director P: (407) 327-5989 F: (407) 327-5984 A: 400 Old Sanford Oviedo Road Winter Springs, Florida 32708 From: Pete Fronczak <pfronczak@middlesexco.com>  Sent: Tuesday, June 22, 2021 9:25 AM To: Dale Smith <dsmith@winterspringsfl.org> Subject: RE: Resurfacing list   EXTERNAL EMAIL:[Caution: Do not click on links or open any attachments unless you trust the sender and know the content is safe.] Good morning Dale,   I am working on a rough cost and should have that over to you by end of today or tomorrow the latest.   Thank you, Peter Fronczak       From: Dale Smith <dsmith@winterspringsfl.org> Sent: Monday, June 21, 2021 2:39 PM To: Pete Fronczak <pfronczak@middlesexco.com> Subject: Resurfacing list   CAUTION: This email originated from outside of the organization. Use caution when clicking links or opening attachments. The sender may not be who they appear to be.   Peter,   65 Attached is our resurfacing list that I will take to the City Commission. I need your approximate cost for this work. Below is a map  and a list of the proposed locations.   Please let me know How soon you can get me a rough cost?   Dale           SUBDIVISION ROAD LENGTHS Road Width SQYD ASPHALT TONS   1 N 1ST 1837 22 4580 395 2 NURSEY 1582 21 3765 325 3 LORI ANN LANE 746 24 1989 1664 4 BIG BUCK CIRCLE 2064 21 4912 424 5 LORI ANN LANE 746 24 2029 175 6 N CORTEZ AVE 1837 22 4580 395 7 TIMBERWILDE AVE 787 20 1784 154 8 NORTHERN WAY 3564 25 10098 871 9 WINDING WATERS CIR 580 25 1643 142 10 S GALLOWAY TER 115 24 313 27 11 SHEOAH BLVD 2540 19 5469 472 12 LYNX TRL 1081 20 2450 211 13 OSCELOT TRL 2847 24 7744 668 14 BOMBAY AVE 2219 20 5030 434 15 HICKS AVE 1415 24 3849 332 16 LOMBARDY RD 2583 21 6148 530 17 IRWIN CT 385 20 873 75 66 18 QUAIL NEST DR 137 21 326 28 19 TREYMORE CT 109 21 259 22 20 WINDING WATERS CIR 134 21 319 28 21 CORY LN 438 20 993 86 22 N 3RD ST 591 21 1407 121 23 S MOSS RD 2856 24 7768 670 24 WINDING HOLLOW BLVD 4837 24 13157 1135 25 BURGOS RD 1029 23 2682 231 26 N ELK CT 225 24 612 53 27 SHEOAH BLVD 4357 19 9382 809 28 NORTHERN WAY 4769 24 12972 1119 29 MAPLE CT 223 20 505 44 30 HAYES RD 5071 23 13218 1140 31 DARON CT 155 24 422 36 32 S FAIRFAX AVE 1235 21 2939 254 33 WHITE OAK DR 241 20 546 47 34 WINDING WATERS CIR 2140 21 5093 439 35 SHEPPARD ROAD 4393 19 9460 816     A recipient of 24 consecutive annual diamond, platinum, and gold ABC Safety STEP awards and a member of the ENR Top 400 Contractors for the past20 years, currently ranked #222, including top 50 in heavy civil construction and the #1 transportation contractor in New England.   Confidentiality Note: This e-mail, and any attachment to it, contains information intended only for the use of the individual(s) or entity named on the e-mail. If the reader of this e-mail is not the intendedrecipient, or the employee or agent responsible for delivering it to the intended recipient, you are hereby notified that reading it is strictly prohibited. If you have received this e-mail in error, please immediatelyreturn it to the sender and delete it from your system. Thank you. Pete Fronczak | Estimator/Project Manager 10801 Cosmonaut Blvd. Orlando, FL 32824p: 407-515-3586 A recipient of 24 consecutive annual diamond, platinum, and gold ABC Safety STEP awards and a member of the ENR Top 400Contractors for the past 20 years, currently ranked #222, including top 50 in heavy civil construction and the #1 transportationcontractor in New England. 67 68 69 70 71 72 73 74 75 76 77 78 79 80 Over Location of Resurfacing Projects 81 Detail Location of Resurfacing Projects Numbers Refer to Estimated Cost Sheet 2 35 11 27 31 10 82 Detail Location of Resurfacing Projects Numbers Refer to Estimated Cost Sheet 6 16 23 1 3 14 22 21 30 32 25 29 83 Detail Location of Resurfacing Projects Numbers Refer to Estimated Cost Sheet 24 15 34 7 19 20 9 17 84 Detail Location of Resurfacing Projects Numbers Refer to Estimated Cost Sheet 4 8 28 12 13 26 18 33 85 CONSENT AGENDA ITEM 306 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Potable Water System Hydraulic Model Update and Calibration SUMMARY This engineering model is necessary to analyze the flushing requirements and fire protection water levels once water improvements are completed at Water Treatment Plant No. 1. The model will also be used to develop the best location for an emergency interconnect with the Seminole County water system and any upgrades necessary to provide better intra-connections between the City's three water plants. This project is expected to be completed in eight month and to cost $119,110.11 ($108,281.92 plus a 10% contingency). RECOMMENDATION Authorize the City Manager to execute a purchase order with Carollo Engineers for the development of a potable water model. 86 200 East Robinson Street, Suite 1400, Orlando, Florida 32801 P. 407.478.4642 F. 407.478.4643 Exhibit A City of Winter Springs Potable Water System Hydraulic Model Update and Calibration June , SCOPE OF SERVICES General The City of Winter Springs (CITY) owns and operates three water treatment plants (WTPs) with miles of distribution pipeline which provide water to the CITY’s residents. With growth and increasing water demand, the distribution system experienced large increases in demand. The demand increase, along with a continuing focus on improving water quality, prompted the CITY’s recognition of the need for an updated water hydraulic model. The primary intent of the update is to aid in identifying and addressing the hydraulic requirements of the system and water quality optimization in the distribution system. As a result, the CITY has requested assistance in updating and calibrating its existing hydraulic model to be used for evaluations of the potable water distribution system. In this scope, Carollo Engineers, Inc. (CONSULTANT) will provide hydraulic modeling and planning support. The scope of services for the CONSULTANT will include the tasks which are described below. Certain assumptions have been made in preparing this Scope of Services, in particular with the ability to utilize the existing previous hydraulic model as the basis for this project. To the extent possible, they are stated herein, and are reflected in the attached project budget 87 City of Winter Springs Potable Water System Hydraulic Model Update and Calibration Scope of Services Page carollo.com Task 1 – Project Management and Quality Assurance/Control Task includes aspects of project and quality management to provide effective delivery of the PROJECT. Specific items included in Task are detailed in the subtasks described below. Task 1.1 – Project Management, Communications, and Meetings The CONSULTANT will provide overall project management and communication between its staff and the CITY. The CONSULTANT will track and manage the budget, project tasks, and schedule. The CONSULTANT will attend and manage project meetings. This project anticipates a kickoff meeting and up to three regular progress meetings to be held as needed to review field investigation plans, calibration progress, preliminary results, and for decision making to move the project forward. The CONSULTANT will provide monthly progress reports that identify the work that has been performed during the month and the work that is anticipated in the upcoming month. These reports will be delivered as part of the monthly progress payment request. Task 1.2 – Quality Assurance/Control The CONSULTANT will coordinate quality control and quality assurance review of the project including field testing and calibration procedures; calibration review between the QA/QC officer and CITY staff so that all parties understand the accuracy of the model; and a final model check after evaluation scenario development. Task 1 Deliverables: · Meeting agendas, presentations, and minutes (electronic). · Monthly progress reports (pdf). Task 2 – Data Collection and Field Investigation Task involves gathering of data and completing fi eld investigations necessary for execution of the project. Specific items included in Task are detailed in t he subtasks described below. Task 2.1 – Data Collection The CONSULTANT will develop a comprehensive data request list and collect the listed data to be provided by the CITY, with an objective of updating and calibration the existing hydraulic model. The CITY will provide data to the CONSULTANT electronically where possible. Data sources may include but are not limited to: · Most current GIS for potable system (pipe, pump stations, tanks, valves, etc.). · Customer billing data (last months). · Historical daily WTP flow data (> years to identify maximum day and maximum month peaking factors). · Available water quality sampling results within the distribution system, as available. · Water quality customer complaint logs. · Performance Criteria: − Maximum velocity. − Minimum pressure. − Other water quality parameters as needed. 88 City of Winter Springs Potable Water System Hydraulic Model Update and Calibration Scope of Services Page @ carollo.com · Pump station/ storage tanks record drawings. · Pump station/ storage tanks operation manuals. · Pump curves. · Pump station and tanks operational settings/ control protocols. · Summary of perceived control challenges during extreme demand days, by operators. · SCADA provided at hourly increments (at a minimum) for up to months: − Pump status (on/off). − Pump speed (variable speed pumps only). − Pump flow/ total flow. − Pump discharge pressure (or target pressure). − Tank level. − Distribution or remote pressure readings if/ where available. · Near term(>‐year) planned improvements/ modifications or past since last model update (record drawings, plans, or reports). · List of identifying critical system valves and position (open/closed). · Pressure reducing or pressure sustaining valve set points and locations. · Locations of automatic flushers/ or regular manual flushing. − Operation/ rotation/ time settings/ standard protocol. Included in this data collection task is time to coordinate data collection, perform preliminary review of the data, and time for three trips by two members of CONSULTANT’s team to collect on‐site data. Task 2.2 – Field Investigations and Field Test Plan Calibration of the hydraulic model provides confidence that the model is operating in close resemblance to reality. To calibrate the model, sufficient field measurements are required to develop a model that is operating in the same manner as the distribution system. Field measurements can be captured using the CITY’s SCADA system and by temporary measurement devices or hydrant tests where SCADA data is not available. Field testing will be conducted during a three‐week period to obtain sufficient data under a range of conditions. This task involves all aspects of field testing to capture measurements in the field, which will be used to calibrate the hydraulic model. Included in this task is a Field Test Plan which will delineate an action plan for the field investigation, including identification of data available from the CITY’s SCADA system to be monitored/ downloaded during the field investigation period, and identification of potential locations for hydrant testing and installation of temporary pressure loggers to collect additional pressure data in the distribution system. The CONSULTANT can provide six pressure loggers to be installed by CITY staff at the direction of the CONSULTANT. The CONSULTANT will accompany CITY staff on a limited basis to coordinate installation of the pressure loggers. The Field Test Plan will also include direction of means, methods, and timing of installation, which will be discussed with CITY in a regularly scheduled progress meeting ahead of the field work. The CONSULTANT will discuss with CITY staff what data is available from SCADA prior to developing the field test parameters. The Field Test Plan will identify all necessary SCADA data. 89 City of Winter Springs Potable Water System Hydraulic Model Update and Calibration Scope of Services Page carollo.com Task 2 Deliverables: · Data request list (electronic). · Field Test Plan (electronic). Task 3 – Model Update and Calibration Under Task @ the CONSULTANT will use the data collected under Task to update and calibrate the hydraulic model. Specific items included in Task @ are detailed in the subtasks described below. Task 3.1 – Model Update The CITY’s existing model will be used as the basis of the model update and calibration efforts. The existing model will be updated based on comparisons with the latest GIS provided by the CITY, billing data/ meters location, and any other supporting documentation on improvements collected under Task . The model wil l be reviewed for connectivity and a cursory review of elevations and roughness coefficients will be performed. The CONSULTANT will check the WTP configurations in the model against provided as‐builts, and update pump curves and settings as needed using the operating information extracted from data or standard operating procedures/ documentation. The CONSULTANT will add any critical system valves, pressure sustaining valves, or pressure reducing valves if applicable. Model demands will be updated using current customer billing data which will be averaged, and demands will be added under a separate use category to represent regular flushing locations. Global scaling will be completed to match the flows from WTP data. Customer billing data points will be geocoded and assigned to the nearest model node. Note: The City has an existing model which was developed by others utilizing WaterGEMS software. This scope of work intends to utilize the existing model structure as the basis. The City model has been reviewed at a high level prior to scope development. It is assumed that the existing model data and network completed prior is representative of the system and usable for update in this scope of work. Task 3.2 – Model Calibration The model will be calibrated for an extended period simulation (EPS) of a minimum of B‐hours using a ‐day period selected from the field test. The CONS ULTANT will adjust data parameters such as infrastructure parameters, operational controls of pump stations, demand allocations, and/or friction factors until there is reasonable correlation between the model and the field test data. Significant deviation from expected results will be discussed with the CITY to determine appropriate modifications. Note it is the intent to calibrate the model primarily on available flow and pressure data obtained during the field efforts. Industry guidelines for reasonable correlation and significant deviation in model calibration will be reviewed at a regularly scheduled progress meeting and documented in the Hydraulic Modeling Report, which is included in Task >. Task 3 Deliverables: · Calibrated hydraulic model. 90 City of Winter Springs Potable Water System Hydraulic Model Update and Calibration Scope of Services Page > carollo.com Task 4– Hydraulic Model Evaluation After the hydraulic model is updated and calibrated it will be used to evaluate the distribution system against selected performance criteria including but not limited to pressure, velocity, and water age, to determine recommended improvements required to meet the CITY’s desired level of service. The following subtasks described the efforts that make up the model evaluation task. Task 4.1 – Model Scenario Development From the calibrated model, the CONSULTANT will construct several scenarios in the model to reflect various system operating conditions. This Scope of Services allows for the creation of the following extended period simulation (EPS) scenarios: · Base (not used in evaluation, establishes model infrastructure and annual average demands from billing and flushing data). · Calibration (adjusted from base scenario to simulated specific calibration event/ dates). · Existing Average Day Demand (ADD). − Including water quality. · Existing Maximum Day Demand (MDD). − Will include Peak Hour Demand (PHD) based on diurnal patterns. · Future (five‐year near term) ADD. − Including water quality. · Future (five‐year near term) MDD − Including PHD based on diurnal patterns. Task 4.2 – Distribution System Model Evaluations The scenarios listed above will be used to evaluate the distribution system against the selected performance criteria (to be established during data collection). Areas not meeting the performance criteria will be identified in a series of maps and will be presented to the CITY during the Model Evaluation Workshop (half day). These maps will be included in the Hydraulic Modeling TM, discussed in Task >. For areas that do not meet the performance criteria, the CONSULTANT will identify improvements to reduce high velocities, increase pressures, and decrease water age/ improve water quality as needed. Existing flushing locations will be reviewed for benefit, and recommendations will be made as needed to optimize routine flushing protocols. These suggested improvements will also be discussed in the workshop. The model will also be used to review mixing zones between the three WTPs in the distribution system. Reliability of all three plants will be evaluated from a hydraulic perspective, to determine the ability of two WTPs to supply the system adequately if one were shut down. A high‐level interconnect evaluation will also be completed on the existing ADD scenario to determine the ability to supply the distribution system from a neighboring utility interconnect (primarily Seminole County) under emergency conditions. The CONSULTANT will support the CITY in coordination with nearby utilities for potential interconnects in order to determine potential locations and estimate water supply. Communication with potentials utilities is intended to obtain information for modeling purposes. Determination of reasonable assumptions for interconnect flow and pressure will be required. This does not 91 City of Winter Springs Potable Water System Hydraulic Model Update and Calibration Scope of Services Page D carollo.com include hydraulic modeling or analysis of models for neighboring utilities, any interconnect agreement planning, or design of interconnects. This task does not include cost estimating and CIP development. This may be included under Task D on a time and materials cost basis. Task 4.3 – WTP No. 1 – Raw Water Supply Hydraulic Evaluation This task will specifically analyze the raw water supply piping from the wells to the treatment units/tanks at WTP No. . The existing piping is believed to cause hydraulic restrictions which limits the well capacity. A desktop evaluation of the existing piping from the supply wells to the WTP tanks will be completed. This desktop analysis may include the use of other modeling software, or spreadsheet‐based calculations, and will likely be completed separate from the WaterGEMS hydraulic model. The purpose of this evaluation is to identify any hydraulic bottlenecks in the supply piping from supply wells to WTP No. , and to identify potential improvements to increase water supply. Task 4 Deliverables: · Model Evaluation Workshop materials (electronic). Task 5– Hydraulic Modeling Technical Memorandum Task 5.1 – Draft and Final Hydraulic Modeling Technical Memorandum Upon completion of the evaluations and development of recommendations, the CONSULTANT will prepare a Draft Hydraulic Modeling Technical Memorandum. This task includes the assembly of the Draft TM, review meeting, and development of the Final TM. The TM is anticipated to include the following sections: · Introduction including background information, general purpose and scope. · Summary of existing facilities comprising the potable water distribution system including treatment plants, pipe, pump stations, and tanks. · Summary of the model update and demand development process. · Summary of calibration efforts including field investigations, summary of data used in calibration, and calibration results. · Summary of modeled scenarios include differentiators and components included in the model. · Review of evaluations including the performance criteria used, areas identified to have failed the performance criteria, and recommended improvements to resolve issues. · Summary of WTP supply desktop hydraulic evaluations and recommendations. · Recommendations for further modeling and improvements and conclusions. After submittal of the Draft TM, the CONSULTANT will discuss CITY comments during a regularly scheduled progress meeting. Based on the feedback from the meeting, the CONSULTANT will prepare the Final TM. Task 5 Deliverables: · Final WaterGEMS Model. · Draft Hydraulic Modeling TM. · Final Hydraulic Modeling TM. 92 City of Winter Springs Potable Water System Hydraulic Model Update and Calibration Scope of Services Page E carollo.com Task 6 – Additional As-Needed Hydraulic Evaluations Task 6.1 – As-Needed Evaluations This task is to be utilized as‐needed for additional related hydraulic analysis efforts. This may include, but is not limited to hydraulic analysis of specific components, additional scenarios, additional future development scenarios, cost estimating, or other items related to this scope of work that may be identified during the project. This task will only be utilized after receiving authorization by the CITY. City Responsibilities / Assumptions Because of the nature of this project, certain assumptions apply to this Scope of Services. To the extent possible, these assumptions are stated within this document and are reflected in the budget. If the project task requirements are different from the assumptions presented in this Scope of Services, or if the CITY desires additional services, the resultant change in scope will serve as a basis for amending this project assignment or initiating the development of a new project assignment as agreed to by both the CITY and CONSULTANT. The following assumptions and CITY responsibilities apply to this project: · The CONSULTANT shall be entitled to rely upon the accuracy of the data and information supplied by the CITY without independent review or evaluation. · The CITY shall attend all site visits and meetings to maintain the progress of the project according to the schedule. · The CITY will provide the CONSULTANT with access to treatment facility for data gathering, data validation and the design process. · The CITY will assist with data collection and site testing as necessary, including accompanying the CONSULTANT and leading operation of the facility. · The CITY will provide all required information within the period established in the schedule contained in this Scope of Services. The schedule is based on timely receipt of data from the CITY. The CITY shall review Draft deliverables and provide comments to the CONSULTANT on a prompt basis. · The services to be performed by the CONSULTANT are intended solely for the benefit of the CITY. No person or entity not a signatory to this Scope of Work shall be entitled to rely on the CONSULTANT's performance of its services hereunder, and no right to assert a claim against the CONSULTANT by assignment of indemnity rights or otherwise shall accrue to a third party as a result of this Scope of Work or the performance of the CONSULTANT's services hereunder. · CONSULTANT has no control over the cost of labor, materials, equipment or services furnished by others, over water quality and/or quantity, or over the way City’s plant(s) and/or associated processes are operated and/or maintained. Hydraulic modeling results, data projections and estimates are CONSULTANT’s professional opinion based on CONSULTANT’s experience and judgment. CONSULTANT does not guarantee that actual water distribution system operational characteristics will not vary from the hydraulic modeling results, data projections and estimates prepared by CONSULTANT. CONSULTANT is not liable to, and does not indemnify City or any third party relative to inconsistencies between Engineer’s hydraulic modeling results, data projections and estimates and actual water distribution system operational characteristics realized by City or any third party in the future, except to the extent that such inconsistencies are determined to have been caused by CONSULTANT’s negligence. 93 City of Winter Springs Potable Water System Hydraulic Model Update and Calibration Scope of Services Page B carollo.com Schedule The services described above are anticipated to be completed in accordance with the following summary. The CONSULTANT will make efforts to keep the project on schedule within reason. However, there are many factors which may affect this overall schedule, and this will require prompt attention and involvement from the CITY to maintain project progress. The schedule below is the CONSULTANT’s best estimate based on preliminary information, and may vary based upon available data, field data collection, meeting schedules, and review periods. Unless noted otherwise, time durations listed below are weeks measured from the date upon which the CONSULTANT received the notice to proceed for the work. Task Weeks After NTP – Project Management @ – Data Collection and Field Investigation B @ – Model Update and Calibration – Hydraulic Model Evaluation > – Hydraulic Modeling Technical Memorandum @ D – Additional As‐need Hydraulic Evaluations TBD It is expected that all tasks in this scope of services will be completed within @ weeks of receiving a notice to proceed. A detailed project schedule will be provided at project kickoff. Project Fee Compensation for the services described above shall be delivered for the amount of H B,B .I. The ba sis for this is a combination of lump sum and not‐to‐exceed/hourly amount as provided in the attached Exhibit B. 94 City of Winter SpringsEXHIBIT BHydraulic Model Update and Calibration6/24/2021BudgetTotal LaborTaskSr. QC PM /Hours CostNo.Task DescriptionTech LeadModeling LeadStaff CategoryPrincipal ProfessionalSenior Prof ES VIII Proj Prof ES VI Prof ES IV Prof ES IIIAssist Prof ES II Assist Prof ES ISr Technician ET VIWord Processing$291.00 $250.63 $208.69 $176.05 $153.63 $133.89 $122.10 $129.93 $86.631 Project Management4 36 0 0 16 12 0 0 4 72 $14,597.96 $1,000.00 $15,597.96 Lump Sum1.1: Project Management, Communications and Meetings2016 124 52 $9,423.88 $1,000.00 $10,423.881.2: Qualiy Assurance/ Control4 1620 $5,174.08 $5,174.082 Data Collection and Field Investigation0 12 0 0 40 64 0 2 0 118 $17,981.58 $1,000.00 $18,981.58 Lump Sum2.1: Data Collection424 3260 $8,974.12 $500.00 $9,474.122.2: Field Investigations and Field Test Plan816 32 2 58 $9,007.46 $500.00 $9,507.463 Model Update and Calibration0 6 0 0 32 56 0 12 0 106 $27,252.48 $0.00 $27,252.48 Lump Sum3.1: Model Update632 56 12 106 $15,476.94 $15,476.943.2: Model Calibration632 4078 $11,775.54 $11,775.544 Hydraulic Model Evaluation0 18 0 0 64 88 0 8 0 300 $27,165.42 $0.00 $27,165.42 Lump Sum4.1: Model Scenario Development28 16 4 30 $4,392.26 $4,392.264.2: Distribution System Model Evaluations1248 60 4 124 $18,934.92 $18,934.924.3: WTP No. 1 - Raw Supply Hydraulic Evaluation48 1224 $3,838.24 $3,838.245 Hydraulic Modeling Technical Memorandum 0 8 0 0 24 32 0 8 8122 $11,709.12 $0.00 $11,709.12 Lump Sum5.1: Draft and Final Hydraulic Modeling Technical Memorandum 824 32 8 8 80 $11,709.12 $11,709.126 Additional As-Needed Hydraulic Evaluations 2 12 0 0 12 16 0 0 0 42 $7,575.36 $0.00 $7,575.36 NTE / Hourly6.1: As-Needed Evaluations2 1212 1642 $7,575.36 $7,575.36TOTALS 6 98 0 0 220 308 0 30 12 674 $106,281.92 $2,000.00 $108,281.92Modeling Assistance GISBilling MethodTask TotalOther Direct CostsExpenses95 CONSENT AGENDA ITEM 307 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Central Winds Park Irrigation Pump Replacement SUMMARY Three quotes were received for the replacement of the Central Winds Irrigation Pump. After review, award of the project is recommended to Watertronics as the lowest responsive, responsible bidder at a total cost of $67,404.00. A 10% contingency is requested for any scope increases with installation bringing the total to $74,144.40. RECOMMENDATION Replacement of the irrigation pump in Central Winds Park was approved in the current FY21 budget at $60,000. The City received three quotes for the project; the lowest responsive, responsible bidder was Watertronics with a total of $67,404.00. A 10% contingency is being requested for any unknown scope increases with installation. The Total project, not to exceed and including the contingency, is $74,144.40. Since it exceeds the previous approved budget amount, it is being requested that the City Commission approve the new amount. Additionally, Authorization for the City Manager and City Attorney is requested to prepare and execute any and all applicable contract documents consistent with the Agenda item. 96 97 98 99 100 101 102 103 104 105 CONSENT AGENDA ITEM 308 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Repeal of Resolution 2020-06 related to the Declaration of Civil Emergency and related Emergency Executive Orders related to Covid-19 SUMMARY The City Manager previously issued two Emergency Executive Orders, Orders 2020-01 and 2020 -02, on March 31 and April 1, 2021 respectively. These Orders dealt with enforcement of Seminole County Executive Order 2020-06 and tolling of timeframes for processing development permit applications. Additionally, A civil emergency related to COVID-19 was declared by the Deputy Mayor in the City of Winter Springs on April 2, 2021. These measures related to COVID-19 were ratified by the City Commission through Resolution 2020-06 at the April 13, 2020 Regular Meeting. Per Section 4 of Resolution 2020-06 and Section 2-256 of the City Code, "The Declaration of Civil Emergency issued by the Mayor and approved hereunder shall remain in effect within the jurisdictional limits of the City of Winter Springs until terminated by the City Commission by Resolution." Given recent actions taken by Governor DeSantis and the Florida Legislature which are cited in proposed Resolution 2021-19, it is recommended that the City Commission repeal Resolution 2020-06 related to Covid-19. RECOMMENDATION Staff is recommending the approval of Resolution 2021-19. 106 City of Winter Springs Resolution 2021-19 Page 1 of 2 RESOLUTION NO. 2021-19 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS FLORIDA; REPEALING CITY COMMISSION RESOLUTION NO: 2020-06 WHICH PREVIOUSLY AFFIRMED AND RATIFIED A DECLARATION OF CIVIL EMERGENCY AND RELATED EMERGENCY EXECUTIVE ORDERS RELATED TO COVID-19; PROVIDING FOR SEVERABILITY, REPEAL OF PRIOR INCONSISTENT RESOLUTIONS, AND AN EFFECTIVE DATE. WHEREAS, Resolution No. 2020-06 was adopted in accordance with, and in reliance upon, the emergency powers vested in the City of Winter Springs pursuant to Chapter 252, Florida Statutes, Chapter 2 of the City Code and other applicable law (hereinafter referred to as “City’s Emergency Powers”); and WHEREAS, the reopening of the State of Florida is now substantially underway and previously adopted COVID-19 restrictions have been lifted, suspended or terminated by the State of Florida and other government agencies; and WHEREAS, on May 3, 2021, Governor DeSantis issued two Executive Orders suspending or invalidating local government emergency actions based on the COVID-19 state of emergency with the intent to protect the rights and liberties of individuals, accelerate the State’s recovery from the crisis, and mitigate the adverse and unintended consequences of the emergency; and WHEREAS, Executive Order 21-102 suspends, effective May 3, 2021, all local Covid-19 “restrictions and mandates on individuals and businesses” and further prohibits a municipality or county from renewing or enacting emergency orders or emergency ordinances using a local state of emergency or using the emergency enactment procedures under Chapters 125, 166, or 252, Florida Statutes, that imposes restrictions or mandates upon businesses or individuals due to the COVID-19 emergency; and WHEREAS, Executive Order 21-101, effective July 1, 2021, provides any emergency order issued by a political subdivision (municipality or county) due to the COVID-19 emergency which restricts the “rights or liberties of individuals or their businesses” is invalidated; and WHEREAS, during the 2021 Legislative Session, the Florida Legislature enacted Chapter 2021-8, Laws of Florida, which provides, effective July 1, 2021, that “emergency orders” issued by a political subdivision in response to an emergency pursuant to Chapter 252 or Chapter 381, Florida Statutes (excluding in response to hurricanes or other weather-related emergencies) that limit the rights or liberties of individuals or businesses are prohibited; and WHEREAS, in consideration of the recent adoption of the aforementioned Executive Orders and Chapter 2021-8, Laws of Florida, the City Commission hereby finds that the Declaration of Emergency and related Emergency Executive Orders ratified and affirmed by the 107 City of Winter Springs Resolution 2021-19 Page 2 of 2 City Commission under Resolution No. 2020-06 are no longer needed and should be terminated; and WHEREAS, the City Commission of the City of Winter Springs deems that this Resolution is in the best interests of the public health, safety, and welfare of the citizens of Winter Springs. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, SEMINOLE COUNTY, FLORIDA, AS FOLLOWS: Section 1. Incorporation of Recitals. The foregoing recitals are deemed true and correct and are hereby fully incorporated by this reference. Section 2. Terminating the Civil Declaration of Emergency. Pursuant to Section 2-256-4 of the City Code, the City Commission hereby terminates the Declaration of Civil Emergency and related Emergency Executive Orders affirmed and ratified by the City Commission pursuant to Resolution No. 2020-06 effective immediately upon adoption of this Resolution. Section 3. Repeal of Prior Inconsistent Resolutions. Resolution 2020-06 and all other prior resolutions or parts of resolutions in conflict herewith are hereby repealed to the extent of the conflict. Section 4. Severability. If any section, subsection, sentence, clause, phrase, word, or portion of this Resolution is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portion hereto. Section 5. Effective Date. This Resolution shall become effective immediately upon adoption by the City Commission of the City of Winter Springs, Florida. RESOLVED by the City Commission of the City of Winter Springs, Florida, in a regular meeting assembled on the 12th day of July, 2021. ___________________________________ KEVIN McCANN, Mayor ATTEST: ________________________________________ CHRISTIAN GOWAN, City Clerk Approved as to legal form and sufficiency for the City of Winter Springs only: _______________________________________ ANTHONY A. GARGANESE, City Attorney 108 BY ORDER OF THE MAYOR OF CITY OF WINTER SPRINGS DECLARATION OF CIVIL EMERGENCY WHEREAS, Coronavirus Disease 2019 (COVID-19) is a severe, acute respiratory illness that appears to occur through respiratory transmission and presents symptoms similar to those of influenza; and WHEREAS, The Centers for Disease Control and Prevention recommends that all states and territories implement aggressive measures to slow and contain transmission of COVID-19 in the United States; and WHEREAS, on January 30, 2020, the World Health Organization declared a public health emergency of international concern related to COVID-19; and WHEREAS, on January 31, 2020, the United States Department of Health and Human Services declared that a public health emergency exists nationwide as a result of confirmed cases of COVID-19 in the United States; and WHEREAS, on Monday, March 1, 2020, Governor Ron DeSantis issued Executive Order 20-51, declaring that appropriate measures to control the spread of COVID-19 in the State of Florida are necessary and, therefore, directed that a State of Emergency be declared in the State of Florida; and WHEREAS, on March 9, 2020, Governor Ron DeSantis issued Executive Order 20-52, declaring that appropriate measures to control the spread of COVID-19 in the State of Florida are necessary and, therefore, directed that a Public Health Emergency be declared in the State of Florida; and WHEREAS, on March 2, 2020, the Seminole County Chairman executed Executive Order 2020-001, declaring a Local State of Emergency under the provisions of Chapter 72, Seminole County Code, due to the serious health threat to those within the County arising from and related to COVID-19; and WHEREAS, the Local State of Emergency has been extended three (3) times by Executive Order No. 2020-002, 2020-003, and 2020-005 due to the ongoing health threat to those within the County related to COVID-19; and WHEREAS, on March 24, 2020, Governor Ron DeSantis issued Executive Order 20-83, directing the State Surgeon General and State Health Officer to issue a public health advisory to all persons over 65 years of age and to all persons that have a serious underlying medical condition that places them at high risk of severe illness from COVID-19, urging them to stay home and to take other measures as necessary to limit their risk of exposure to COVID-19; and WHEREAS, Executive Order 20-83 also directs that the State Surgeon General and State Health Officer issue a public health advisory against all social or recreational gatherings of 10 or more people and to urge all who can work remotely to do so; and City of Winter Springs Mayor Declaration of Emergency—COVID-19 Page 1 of 4 109 WHEREAS, the Centers for Disease Control and Prevention ('CDC" also currently recommends that all events in the United States of 10 or more people should be cancelled or held virtually, staying at home when sick, keeping away from others who are sick, and staying at home when a household member is sick with respiratory disease symptoms or if instructed to do so by public health officials or a health care provider; and WHEREAS, on March 31, 2020, the City Manager of the City of Winter Springs, pursuant to his authority under Sections 2-253 and 2-254 of the City of Code, issued Executive Order 2020-01, which constituted concurrence by the City of Winter Springs of the enforcement of Seminole County Executive Order 2020-08 within the jurisdictional limits of the City of Winter Springs, which requires social distancing and adherence to The Centers for Disease Control and Prevention guidelines throughout Seminole County; and WHEREAS, on April 1, 2020, Governor Ron DeSantis Issued Executive Order 20-91, which states that senior citizens and individuals with a significant underlying medical condition shall stay at home and take all measures to limit the risk of exposure to COVID-19 and that all persons in Florida shall limit their movements and personal interactions outside of their home to only those necessary to obtain or provide essential services or conduct essential activities through April 30, 2020; and WHEREAS, COVID-19 continues to pose an imminent risk to healthcare workers, first responders, and emergency medical services workers caring for patients with COVID-19 and to residents, employees and businesses in the City of Winter Springs and neighboring communities; and WHEREAS, Chapter 252.38(3)(a), Florida Statutes, provides authority for a political subdivision such as the City of Winter Springs to declare a state of local emergency and to exercise certain powers and authority to safeguard the lives and property of its citizens; and WHEREAS, pursuant to Section 2-255 of the City Code of the City of Winter Springs, Florida, the Mayor shall have the right to declare a civil emergency provided the declaration is in writing in the event the City Commission cannot be convened a meeting in a timely manner to address the civil emergency; and NOW, THEREFORE, BE IT DECLARED PURSUANT TO POWER VESTED IN ME, AS MAYOR OF THE CITY OF WINTER SPRINGS, FLORIDA UNDER SECTION 2-255, that COVID-19 poses a serious threat to the lives and property of the residents of the City of Winter Springs and that a state of local emergency is declared effective this 2nd day of April, 2020 for all the territory within the legal boundaries of the City of Winter Springs. SECTION 1. Recitals. The foregoing recitals are hereby fully incorporated herein by this reference and are deemed a material part of this resolution. City of Winter Springs Mayor Declaration of Emergency—COVID-19 Page 2 of 4 110 SECTION 2. As Mayor, 1 hereby authorize the City to exercise its authority and powers pursuant to Florida Statutes 252.38(3)(x) and Chapter 2, Article VII, of the City Code, and under the direction of the city manager and police chief to the extent necessary to protect the public health, safety and welfare and the best interests of the City of Winter Springs, which Include the authority and powers to take whatever steps are necessary pursuant to the authority granted under Section 2-255 of the City Code to protect the public health, safety and welfare, and the City shall have the power and authority to enforce all executive emergency orders promulgated by the federal, state and Seminole County Government (including the Seminole County Sheriff) related to COVID-19 within the jurisdictional limits of the City of Winter Springs, Florida. SECTION 3. All public officials and employees of the City of Winter Springs are hereby directed to exercise the utmost diligence in the discharge of the duties required of them for the duration of the emergency and in the execution of emergency laws, regulations and directives, state and local. SECTION 4. All citizens are called upon and directed to comply with the necessary emergency measures, to cooperate with public officials and civil emergency disaster service fords in executing the emergency operational plans, and to obey and comply with the lawful directions of properly identified public officers. SECTION 5. Severability. If any section, subsection, sentence, clause, phrase, word, or portion of this declaration is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portion hereto. SECTION 6. Effective Date. This declaration shall become effective immediately upon the execution of this declaration by the undersigned and shall remain in effect until terminated by the undersigned or the City Commission in writing. SECTION 7. Notice to the City Commission.The City Clerk or City Manager is hereby directed to provide a copy of this declaration to all members of the City Commission, City Manager, City Attorney, City Department Directors, and other appropriate government officials. This declaration of a state of emergency and all emergency regulations and actions activated under the provisions of Chapter 2, Article VII, City Code shall be confirmed by the city commission by resolution within five (5) working days of such declaration or at the next regularly scheduled meeting of the city commission, whichever occurs first, unless the nature of the emergency renders a meeting of the city commission extremely impractical. City of Winter Springs Mayor Declaration of Emergency—COVID-19 Page 3 of 4 111 DECLARED by the Mayor of the City Commission of the City of Winter Springs, Florida, this 2nd day of April, 2020. Charles Lace OP., , ATTEST(City Seal):Oj ED CGis ilan Gowan,Interim City Clerk cG 4LVrYI Approved as to legal form and sufficiency for the City,of inter Springs only: A?V HONY A. GARGANESE,City Attorney City of Winter Springs Mayor Declaration of Emergency—COVID-19 Page 4 of 4 112 EMERGENCY EXECUTIVE ORDER 2020-01 OF THE CITY MANAGER OF WINTER SPRINGS ENFORCEMENT OF SEMINOLE COUNTY EXECUTIVE ORDER 202"N) WHEREAS,on March 1,2020,the State surgeon General and State Health Officer declared a Public Health Emergency exists in the State of Florida as a result of COVID-19;and WHEREAS, on March 9, 2020,Governor DeSantis issued Executive Order 20-52 declaring a state of emergency for the entire State of Florida as a result of COVID-19,and has since issued several other Executive Orders attempting to meet the dangers presented to the state and its people by this emergency,and WHEREAS, Executive Order 20-52 specifically authorizes each public subdivision within the State of Florida to waive the procedures and formalities otherwise required by the political subdivision by law pertaining to various matters including "taking whatever prudent action is necessary to ensure the health, safety and welfare of the community";and WHEREAS, on March 16, 2020, President Donald J. Trump and the Centers for Disease Control and Prevention ("CDC') issued the "15 Days to Slow the Spread" guidance advising individuals to adopt far-reaching social distancing measures,such as avoiding gatherings of more than 10 people, and in states with evidence of community spread, bars, restaurants,food courts gyms and other indoor and outdoor venues where groups of people congregate should be closed; and WHEREAS,on March 27,2020,Seminole County issued Executive Order 2020-06 requiring social distancing and adherence to the centers for disease control and prevention guidelines throughout Seminole County;and WHEREAS, Seminole County has requested that the emergency management official of each municipality execute a concurrence instrument for enforcement of Seminole County Executive Order 2020-06,and WHEREAS, pursuant to Section 2-252 of the City Code, the City Manager is vested with emergency management powers,duties and responsibilities, and is charged with performing the function of director of emergency management for the City of Winter Springs, and shall implement, manage, and report on all actions authorized and taken under the provisions of the City Code,and WHEREAS, in furtherance of the declaration of State emergency issued by Governor DeSantis,the President's guidance and the guidance of the State Surgeon General,and Seminole County Executive Order 2020-06, and the powers and responsibilities vested in me as City Manager, I desire to support Seminole County's request and execute the concurrence form for enforcement of Seminole County Executive Order 2020-06 within the jurisdictional limits of the City of Winter Springs; and NOW,THEREFORE, BE IT DECLARED PURSUANT TO THE POWER VESTED IN ME,AS CITY MANAGER OF THE CITY OF WINTER SPRINGS, FLORIDA UNDER SECTION 2-253 AND 1 113 2-254, that this Executive Order 2020-01 is hereby adopted and applicable for all the territory within the legal boundaries of the City of Winter Springs. SECTION 1. Recitals. The foregoing recitals are hereby fully incorporated herein by this reference and are deemed a material part of this Supplemental Emergency Order#2. SECTION 2. Enforcement of Seminole County Executive Order 2020-06. This Executive Emergency Order shall constitute concurrence by the City of Winter Springs of the enforcement of Seminole County Executive Order 2020-06 within the jurisdictional limits of City of Winter Springs. In furtherance of this Executive Emergency Order, I will execute Seminole County's Concurrence Form per their request and forward the same to Seminole County. SECTION 3. Effective Date; Termination. This Emergency Executive Order 2020-01 shall become effective immediately upon execution of this order by the undersigned. This Emergency Executive Order may be expressly terminated by subsequent order of the City Manager or City Commission or shall automatically terminate at such time Seminole County Executive Order 2020-06 is terminated. SECTION 4. Notice to the Mayor, City Commission and City Officials. The City Clerk is hereby directed to provide a copy of this Executive Emergency Order to the Mayor, all members of the City Commission, Police Chief, City Attorney,City Department Directors, and if necessary, to other appropriate government officials. 15 DECLARED by the City Manager of Winter Springs, FI rr , Is day of March, 2020. Shawn Boyl 'ty.Manager ATTEST,(City Seal) Christian Gowan, Interim City Clerk Approved as to legal form and sufficiency for the City, f Winter Springs, Florida only: Anthony A. Garganese, City Attorney 2 114 MUNICIPAL CONCURRANCE FOR ENFORCEMENT OF SEMINOLE COUNTY EXECUTIVE ORDER 2020-006 REGARDING COVID-19 REQUIRING SOCIAL DISTANCING AND ADHERENCE TO THE CENTERS FOR DISEASE CONTROL AND PREVENTION GUIDELINES Authorized Munic al Emer gvgengt Mana ement Official For the City of Winter Springs o Shawn oyle City Meager 115 EMERGENCY EXECUTIVE ORDER 2020-02 OF THE CITY MANAGER OF WINTER SPRINGS Development Permit Applications) WHEREAS,Coronavirus Disease 2019(COVID-19)is a severe,acute respiratory illness that appears to occur through respiratory Ummmission and presents symptoms similar to those of influenza;and WHEREAS,The Centers for Disease Control and Prevention recommends that all states and territories implement aggressive measures to slow and contain transmission of COV1D-19 in the United States;and WHEREAS, on January 30, 2020, the World Health Organization declared a public health emergency of international concern related to COVID-19;and WHEREAS, on January 31, 2020, the United States Department of Health and Human Services declared that a public health emergency exists nationwide as a result of confirmed cases of COVID-19 in the United States;and WHEREAS, on Monday, March 1, 2020, Governor Ron DeSantis issued Executive Order 20-51, declaring that appropriate measures to control the spread of COVID-19 in the State of Florida are necessary and, therefore, directed that a State of Emergency be declared in the State of Florida; and WHEREAS,on March 9, 2020, Governor Ron DeSantis issued Executive Order 20-52,declaring that appropriate measures to control the spread of COVID-19 in the State of Florida are necessary and, therefore, directed that a Public Health Emergency be declared in the State ofFlorida;and WHEREAS, on March 2, 2020, the Seminole County Chairman executed Executive Order 2020-001,declaring a Local State of Emergency under the provisions of Chapter 72, Seminole County Code, due to the serious health threat to those within the County arising from and related to COVID-19;and WHEREAS,the Local State of Emergency has been extended three(3)times by Executive Order No. 2020-002, 2020-003,and 2020-005 due to the ongoing health threat to those within the County related to COVID-19; and WHEREAS,on March 24,2020,Governor Ron DeSantis issued Executive Order 20-83,directing the State Surgeon General and State Health Officer to issue a public health advisory to all persons over 65 years ofage and to all persons that have a serious underlying medical condition that places then at high risk of severe illness from COVID-19,urging them to stay home and to take other treasures as necessary to limit their risk of exposure to COVID-19;and City ofWinter Springs Executive Order 2020-02 Page 1 of 3 116 WHEREAS, Executive Order 20-83 also directs that the State Surgeon General and State Health Officer issue a public health advisory against all social or recreational gatherings of 10 or more people and to urge all who can work remotely to do so;and WHEREAS, the Centers for Disease Control and Prevention ("CDC") also currently recommends that all events in the United States of 10 or more people should be cancelled or held virtually,staying at home when sick,keeping away from others who are sick, and staying at home when a household member is sick with respiratory disease symptoms or if instructed to do so by public health officials or a health care provider,and WHEREAS,on March 31,2020,the City Manager of the City of Winter Springs, pursuant to his authority under Sections 2-253 and 2-254 of the City of Code, issued Executive Order 2020-01,which constituted concurrence by the City of Winter Springs of the enforcement of Seminole County Executive Order 2020-06 within the jurisdictional limits ofthe City ofWinter Springs,which requires social distancing and adherence to The Centers for Disease Control and Prevention guidelines throughout Seminole County,and WHEREAS,COVlD-19 continues to pose an imminent risk to healthcare workers, fust responders,and emergency medical services workers caring for patients with COVID- 19 and to residents, employees and businesses in the City of Winter Springs and neighboring communities;and WHEREAS,the ability to conduct public business in accordance with Florida's Sunshine Law and the laws applicable to quasi-judicial proceedings at open public meetings is currently severely hampered;and WHEREAS,formerly routine processes of the City,and elsewhere,are disrupted and taking longer to accomplish due to coronavirus precautions being mandated by the federal,state and county governments;and WHEREAS,under the circumstances, additional time for applicants and the City to complete and process development permit or development order applications will likely be required during the current emergency;and WHEREAS, during this emergency period, City staff will continue to process development permit and development order applications as quickly as is possible under the circumstances;and NOW, THEREFORE, BE IT DECLARED PURSUANT TO THE POWER VESTED IN ME, AS CITY MANAGER OF THE CITY OF WINTER SPRINGS, FLORIDA UNDER SECTION 2-253 AND 2-254 OF THE CITY CODE, that this Executive Order 2020-02 is hereby adopted and applicable for all the territory within the legal boundaries of the City of Winter Springs: SECTION 1.Recitals. The foregoing recitals are hereby fully incorporated herein by this reference and are deemed a material part ofthis Executive Order. City of Winter Springs Executive Order 2020-02 Page 2 of3 117 SECTION 2. Tolling of Timeframes for Processing Applications Under Section 166.033,Florida Statutes and City Code. The time frames for the City to process any and all applications for development permits or development orders under Section 166.033, Florida Statutes, and applicable City Codes are hereby tolled until the City staff fully responds and applicable City committees or boards take official action on the application, or Governor Ron DeSantis's Executive Order 20-52 expires and is not extended or is rescinded, whichever occurs first, Upon expiration (with no extension) or rescission of the Executive Order,the timeframes shall be extended by an additional thirty 30)days for pending applications in order to provide a smooth transition for applicants to complete and the City to process such applications. At the expiration(with no extension) or rescission of the Governor's Executive Order,the subject matter of this Executive Order shall be reevaluated in light of conditions presented at that time, and a determination of whether further extensions of the timeframes and this Executive Order are necessary shall be made. SECTION 3. Effective date. This Emergency Executive Order 2020-02 shall become effective immediately upon execution of this Order by the undersigned. This Emergency Executive Order may be expressly terminated by subsequent order of the City Manager or City Commission or shall automatically terminate at such time as Governor Ron DeSantis's Executive Order 20-52 expires and is not extended or rescission of such Executive Order. SECTION 4. Notice to Mayor,City Commission and City Officials. The City Clerk is hereby directed to provide a copy ofthis Executive Emergency Order to the Mayor, all members of the City Commission, Police Chief, City Attorney, City Department Directors,and if necessary,to other appropriate government officials. DECLARED by the City Manager of Winter Springs,Florida, his day of April,2020. Shawn Boyle, (;try MarA 3 ,41ATTEST:4C Christian Gowan, Interim City Clerk 00* Approved as to legal form and sufficiency for pt iy•8 b11J t 6fl,r the City o Springs, Florida only: Anthony A. NIrganese, City Attorney City of Winter Springs Executive Order 2020-02 Page,3 of 3 118 RESOLUTION 2020-06 RESOLUTION F THE CITY COMMISSION F WINTER SPRINGS,FLORIDA CONFIRMING AND EXTENDINGTHE COVID-19 DECLARATIONF CIVIL EMERGENCY APPROVED Y THE MAYORPRIL 2, 2020; AFFIRMING AND RATIFYINGEMERGENCY EXECUTIV ORDERS 2020 1 AND 2 20® 2 ISSUED BY THE CITY MANAGER RELATED TO THE C VI 9 EMERGENCY;PROVIDING FOR T UTU TERMINATION OF THE CIVIL EMERGENCY BY THE CITY COMMISSION AT A LATER ATE; PROVIDING FOR THE REPEAL OF PRIOR INCONSISTENT RESOLUTIONS;S VE A ILt ;AND AN EFFECTIVE DATE. WHEREAS, On March 31, 2020, at the request of Seminole County, the City Manager, pursuant to emergency powers vested in him under Section 2-252 of the City Cade, issued Executive Emergency Order 2020-01 regarding the City's enforcement of Seminole County Executive Order 2020-006 regarding social distancing and adherence to the Center For Disease Control and Prevention guidelines within the Jurisdictional limits of the City of Winter Springs;and WHEREAS, On April 1, 2020, the City Manager pursuant to emergency powers vested in hire under Section 2-252 of the City Code, issued Executive Emergency Order 2020-02 tolling tirneframes for processing development permit applications in accordance with Section 166.033, Florida Statutes and the City Code for purposes of affording the City and applicants additional time to complete the processing of such applications due to the disruptions caused by the COVI - 19 emergency, and WHEREAS, On April 2, 2020, following Governor DeSantis' "Safer at Nome" Executive Orders 20- 1/92, Mayor Charles Lacey, in consultation with the City M a n a g e r and the City Attorney, issued a local emergency declaration pursuant to Section 4.05 of the City Charter and Section 2-255(a) of the City Code due to the COVI -19 Emergency, and WHEREAS, the City Commission hereby finds that the City is currently in a state of emergency due to the fact that in conjunction with other local, state and federal agencies, the City is required to take appropriate measures to deal with the COVID-19 emergency, and WHEREAS, the City Commission further finds that it is necessary and reasonable for the City to continue exercising emergency powers invoked by the Declaration of Civil Emergency approved by the Mayor and the City's Executive Emergency Orders issued by the City Manager in order to protect the public health, safety and welfare of the citizens of Winter Springs, and WHEREAS, pursuant to Section 2-255 of the City Code, the City Commission finds that it is necessary to confirm and extend the Declaration of Civil Emergency approved by the Mayor until further notice of the City Commission and to affirm and ratify the previous Executive Emergency Orders issued by the City Manager and referenced herein; and City of Winter Springs Resolution No,2020-06 Page 7 of 119 WHEREAS, the City Commission of the City of Winter Springs, Florida, hereby finds this Resolution to be in the best interest of the public health, safety, and welfare of the citizens of Winter Springs. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF WINTER SPRINGS, FLORIDA, AS FOLLOWS: Section 1. Recitals. The following recitals are true and correct and hereby fully incorporated herein by this reference as part of this Resolution. Section 2. Confirming and Extending Civil Declaration of Emergency. Pursuant to Section 2-255 of the City Code, the City Commission hereby confirms and extends until further action of the City Commission, the Declaration of Civil Emergency approved by the Mayor on April 2, 2020. An executed copy of the Declaration of Civil Emergency is attached to this Resolution and fully approved by the City Commission and incorporated herein by this reference. Section 3. Affirming and Ratifying Prior Executive Emergency Orders. Executive Emergency Orders 2020-01 and 2020-02 issued by the City Manager are hereby affirmed and ratified and shall remain in effect until amended or cancelled by the City Commission or City Manager. An executed copy of the Executive Emergency Orders referenced herein are attached to this Resolution and fully approved by the City Commission and incorporated herein by this reference. Neither this Section nor any other provision of this Resolution shall be construed or interpreted as limiting or repealing any of the emergency powers, duties and responsibilities vested in the City Manager in accordance with Chapter 2, Article VII of the City Code or any other applicable law. Section 4,. Termination of Declaration of Civil Emergency. The Declaration of Civil Emergency issued by the Mayor and approved hereunder shall remain in effect within the jurisdictional limits of the City of Winter Springs until terminated by the City Commission by Resolution. Section S. Repeal of Prior Inconsistent Resolutions. All prior inconsistent resolutions adopted by the City Commission, or parts of resolutions in conflict herewith, are hereby repealed to the extent of the conflict. Section 6. Severability. If any section, subsection, sentence, clause, phrase, word or provision of this resolution is for any reason held invalid or unconstitutional by any court of competent jurisdiction, whether for substantive, procedural, or any other reason, such portion shall be deemed a separate, distinct and independent provision, and such holding shall not affect the validity of the remaining portions of this resolution. Section 7. Effective Date.This Resolution shall take effect immediately upon adoption by the City Commission. City of Winter Springs Resolution No. 2020-06 Page 2 of 3 120 ADOPTED by the City Commission of the City of Winter Springs, Florida, in a Regular Meeting duly assembled on the day of April, 2020. s .A ;: 'r ATTEST: 0 CHRISTIAN GOWAN, Interim City Clerk Approved as to le al form and sufficiency for the City of Wpp fit" °'prings, Florida only: ANTHONY A.GARGANESE,City Attorney City of Winter Springs Resolution No.2020-06 Page 3 of 3 121 CONSENT AGENDA ITEM 309 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Resolution 2021-17 recognizing the retirement of Lt. Will Maxwell from the Police Department SUMMARY Lt. William Maxwell began his career with the City of Winter Springs as a police officer on August 25, 1988. He has served with distinction and with honor for over 32 years. He intends to retire from police service with the City of Winter Springs in August 2021. As is customary for long-tenured employees who have reached retirement from service with the City, the Commission has desired to formally recognize them for their service via presentation of a Resolution designed for this purpose. Once the Resolution is approved, it will be presented to the employee at a subsequent Commission meeting. RECOMMENDATION Staff recommends that the Commission review and approve Resolution 2021- 17 recognizing Lt. William Maxwell for his 32 years of loyal and dedicated service to the City of Winter Springs. 122 A RESOLUTION OF THE CITY OF WINTER SPRINGS, FLORIDA RECOGNIZING WILLIAM MAXWELL FOR HIS 32 YEARS OF DEDICATED SERVICE AS AN EMPLOYEE OF THE CITY OF WINTER SPRINGS; AND EXPRESSING OUR APPRECIATION ON BEHALF OF THE CITIZENS OF THE CITY OF WINTER SPRINGS; AND PROVIDING FOR AN EFFECTIVE DATE. Whereas, William Maxwell has provided the residents of the City of Winter Springs with 32 years of exceptional, dedicated and distinguished service since joining the Police Department as an Officer on August 25, 1988 Whereas, William Maxwell was recognized for his commitment to his profession by earning promotions to the rank of Sergeant on May 18, 1995 and then ultimately earning the rank of Lieutenant in 1997 Whereas, William Maxwell has served admirably in a multitude of assignments ranging from undercover narcotics agent, Field Training Officer, Patrol supervisor, Traffic unit commander, Professional Standards investigator, and has been a mainstay in the Operations Support Division of the Police Department. Whereas, William Maxwell has attended countless hours of advanced and specialized training and established himself as an expert in local and county-wide traffic safety initiatives, crash prevention, and enforcement designed to help make our roadways safer. Whereas, William Maxwell has served this city with incredible professionalism, pride, and commitment for over three decades with a focus on making the city the safest it can be. His contributions over this time are immeasurable and appreciated. He has served as a mentor and leader to countless officers during his career because of his knowledge and the respect he has earned from those serving with him. Now Therefore, Be it Resolved by the City Commission of the City of Winter Springs, Florida as follows: Section I – Upon the occasion of William Maxwell’s retirement, the Mayor and Commission, City Manager, and City Staff, wish to recognize and honor him for his excellent level of distinguished service to the residents of Winter Springs through his 32 years of exemplary service. Section II – That this Resolution commending the services of William Maxwell be recorded upon the official Public Records and Minutes of the City Commission of the City of Winter Springs, Florida Section III – That a copy of this Resolution be forwarded to William Maxwell with our sincerest and heartfelt thanks and appreciation for his numerous and valued important contributions. PASSED AND ADOPTED BY THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, FLORIDA IN A REGULAR MEETING ASSEMBLED ON JULY 12, 2021 In witness whereof I have hereunto by my hand and caused this seal to be affixed. ____________________________ Kevin McCann, Mayor ATTEST: ____________________________ City Clerk 123 CONSENT AGENDA ITEM 310 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Designation of Historic Tree SUMMARY The City of Winter Springs has been proudly named by the Arbor Day Foundation an official Tree City for over 30 years. The City also recently updated it's tree ordinances to help ensure tree protection and preservation within the City. Per the City of Winter Springs, FL Code of Ordinances, Chapter 5, Section 5-8, historic tree designations shall be subject to approval by resolution of the City Commission. The Community Development Department is seeking this Resolution to designate a 57-inch DBH (diameter at breast height), 125+ year old large Southern Live Oak tree located in Trotwood park on the due west side of Lake Maria as a historic tree under the provision of Section 5-8. In the coming months there are plans for a formal plaque unveiling at the tree. RECOMMENDATION Staff is recommending the Commission to review and approve Resolution 2021-18 designating the subject tree as historic. 124 City of Winter Springs Resolution 2021-18 Page 1 of 2 RESOLUTION NO. 2021-18 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS FLORIDA, TO DESIGNATE A 57-INCH IN DIAMETER SPECIMEN SOUTHERN LIVE OAK TREE LOCATED IN TROTWOOD PARK, AT 701 NORTHERN WAY, AS AN HISTORIC TREE PER CHAPTER, 5 TREE PROTECTION AND PRESERVATION, OF THE CITY CODE; PROVIDING FOR SEVERABILITY, REPEAL OF PRIOR INCONSISTENT RESOLUTIONS, AND AN EFFECTIVE DATE. WHEREAS, the City of Winter Springs understands that trees are an important resource of our community and a vital component of nature that should be protected whenever possible; and WHEREAS, the City of Winter Springs believes trees can reduce the erosion of our precious topsoil by wind and water, improve water quality, cut heating and cooling costs, moderate the temperature, clean the air, produce oxygen and provide habitats for wildlife; and WHEREAS, the City of Winter Springs’ tree canopy has improved the lives of our citizens and visitors by bringing nature and beauty to our urban environments; and WHEREAS, Article II, Section 7 of the Florida Constitution provides that it shall be the policy of the state to conserve and protect its natural resources and scenic beauty; and WHEREAS, tree protection has long been recognized as a legitimate exercise of local government home rule; and WHEREAS, the City of Winter Springs wants to preserve large canopy on specimen trees on public and private property whenever possible; and WHEREAS, the City of Winter Springs desires to protect historic trees due to their great ecological value, indigenous character, size, age and historic associations. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, SEMINOLE COUNTY, FLORIDA, AS FOLLOWS: Section 1. The City Commission supports the designation of select specimen trees as historic trees because they increase property values, enhance economic vitality of business areas and beautify the entire community. Section 2. The City Commission supports the designation of “historic tree” for the specimen 57-inch DBH (diameter at breast height) Southern Live Oak tree located near Lake Maria in 125 City of Winter Springs Resolution 2021-18 Page 2 of 2 Trotwood Park, 701 Northern Way (GPS decimal degree coordinates 28.679731, -81.262529) in Winter Springs, Florida. Section 3. The City Commission hereby authorizes the designation of the 57-inch DBH (diameter at breast height) Southern Live Oak tree located near Lake Maria in Trotwood Park, 701 Northern Way (GPS decimal degree coordinates 28.679731, -81.262529) in Winter Springs, Florida, as a “historic tree” under the provision of Section 5-8, Code of Ordinances, City of Winter Springs, Florida. Section 4. Repeal of Prior Inconsistent Resolutions. All prior resolutions or parts of resolutions in conflict herewith are hereby repealed to the extent of the conflict. Section 5. Severability. If any section, subsection, sentence, clause, phrase, word, or portion of this Resolution is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portion hereto. Section 6. Effective Date. This Resolution shall become effective immediately upon adoption by the City Commission of the City of Winter Springs, Florida. RESOLVED by the City Commission of the City of Winter Springs, Florida, in a regular meeting assembled on the 12th day of July, 2021. ___________________________________ Kevin McCann, Mayor ATTEST: ________________________________________ CHRISTIAN GOWAN, City Clerk Approved as to legal form and sufficiency for the City of Winter Springs only: _______________________________________ ANTHONY A. GARGANESE, City Attorney 126 CONSENT AGENDA ITEM 311 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Results of the Auditor Selection Committee SUMMARY On May 10, 2021 the City Commission passed Resolution 2021-06 establishing the Auditor Selection Committee. The Committee was tasked with the responsibility of assisting the Commission in the selection of an auditor to conduct the City's annual financial statement audit. The Committee carried out its duties in accordance with the guidelines set forth by the Auditor General. The Committee's actions are outlined below: On May 18, 2021, the Committee met in an open meeting to establish the evaluation criteria and scoring mechanism to be used in ranking the firms who would submit a response to RFP04-21 HQ for Auditing Services, and also to agree upon the schedule of events leading up to the final ranking of the top three firms. Respondents had until June 8, 2021 to submit their proposals. On June 23, 2021 the Committee met in an open meeting to formally evaluate the respondents to RFP04-21 HQ. There were four respondents to evaluate. The Committee's ranking of the top three firms was arrived at based on the evaluation criteria and scoring mechanism previously established. On June 30, 2021 the Committee met in an open meeting to conduct interviews of the top three ranked firms. The actual interviews were held as closed door sessions with each respondent "as negotiations with vendors"; which are exempt from F.S. 286.011. It is note worthy that one of the top three firms dropped out of the bid process on 6/29/2021 due to a scheduling conflict. The final result of the interview process by the Committee scored Purvis Gray with a total of 292.27 points and the incumbent McDirmit Davis with a total of 226.88 points for a ranking of 1 & 2 respectively. 127 The price proposal provided by Purvis Gray is included in their bid package and starts with a fee of $38,000 for FY 2021 and increases incrementally each year for the next four years landing at $41,000 for FY 2025. In addition, the CAFR & report preparation fee is $5,000 each year and the "Single Audit" fee is $4,500 in any given year; if applicable. (Please note the bid packages are not included as an attachment to this agenda item as the 30 day window for release was not yet met at the time this Agenda was published. However, they can be made available upon request after August 8, 2021.) RECOMMENDATION The Auditor Selection Committee requests the Commission accept the results of their efforts in selecting Purvis Gray as the top ranked firm to provide the City's annual year end audit. Additionally, authorization for the City Manger and City Attorney is requested to prepare and execute any and all applicable contract documents consistent with this Agenda item. In the event a final agreement cannot be reached with Purvis Gray, the Commission authorizes the City Manger and City Attorney to negotiate an agreement with the 2nd ranked firm. 128 CONSENT AGENDA ITEM 312 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Winter Springs / Westgate Terrace Agreement SUMMARY RECOMMENDATION Approval of Settlement Agreement related to City of Winter Springs v. Westgate Terrace Apartments, LLC, Code Enforcement Case No. 2021 CE000606. 129 1 0894179\192307\11186457v7 SETTLEMENT AGREEMENT This Settlement Agreement (the “Agreement”) is made and entered this ___________ day of _____________________, 2021(the “Effective Date”) by and between WESTGATE TERRACE APARTMENTS, LLC, a Michigan limited liability company (“Westgate”), whose mailing address is 1112 Orange Ave, Winter Springs, FL 32708 and the CITY OF WINTER SPRINGS, a Florida municipal corporation (the “City”, together with Westgate, the “Parties”), whose mailing address is 1126 E State Rd 434, Winter Springs, FL 32708. WHEREAS, the Parties have been engaged in a protracted dispute arising out of the removal of trees and clearing of land on the property located at Parcel IDs 31-20-31-503-0000- 0050 and 31-20-31-503-0000-0070 (collectively, the “Property”), as more particularly described in Exhibit “A,” which has resulted in the City bringing Code Enforcement Case No. 2021CE000606 (the “Matter”); and WHEREAS, the Parties dispute certain facts of the Matter including fault related to the tree removal in a manner contrary to the City Code and the amount of resulting fines and mitigation requirements that may be associated therewith; and WHEREAS, the City has set a Code Enforcement hearing in the Matter for July 14, 2021; and WHEREAS, each party desires that the Matter be fully resolved as set forth herein. NOW THEREFORE and in light of the mutual covenants provided herein and for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the Parties hereby agree as follows: 1. Within ninety (90) days of the Effective Date, Westgate shall contribute the sum of Eighty-Four Thousand and 00/100 dollars ($84,000.00) (the “Tree Bank Contribution”) to the City’s “tree bank”, as established under the City’s Code of Ordinances (“Code”), to be used for enhancement and maintenance of trees on public lands. No interest shall be charged on this Tree Bank Contribution unless Westgate defaults in payment, in which case interest at one and a half percent (1.5%) per month shall apply until the Tree Bank Contribution is made in full. 2. Within ninety (90) days of the Effective Date, Westgate shall, at its own cost and expense and with the contractors and vendors of its choosing, purchase and plant twelve (12) five (5) inch diameter at breast height caliper (measured four and one- half feet from the base of tree at ground level) Florida grade #1 single trunk Live Oak trees along the frontage of the Property facing Orange Avenue (the “Tree Plantings”). The Tree Plantings and the Tree Bank Contribution are referred to herein collectively as the “Settlement Obligations.” 3. The City acknowledges that Westgate intends to pursue residential development of the Property in the future, and thus the Tree Plantings shall be located and spaced along the Property’s frontage to beautify the Property’s frontage along Orange Avenue and to accommodate future development plans for the Property, including sufficient area for a potential access drive into the Property. To protect the health and viability of the Tree Plantings, Westgate shall be permitted to temporarily tap into the City’s irrigation lines running along Orange Avenue until such time as 130 2 0894179\192307\11186457v7 Westgate installs its own infrastructure to support irrigation of the Tree Plantings on the Property. At two business days prior to installation of the Tree Plantings, Westgate shall notify the City’s Economic and Community Development Director of the time and date of the intended planting and the planned locations for each tree. The City may review the proposed locations for the trees to ensure no adverse impacts on existing City infrastructure and to ensure the spacing is appropriate to promote long term viability of each tree. In the event the City objects to any tree location, it shall so notify Westgate (within such two business day period) prior to Westgate’s installation of the trees. Further, the City shall be allowed to be present at the time of planting to ensure the Tree Plantings comply with the provisions herein. 4. Westgate shall ensure survival of the trees for two years from the date of planting and, in the event any tree included in the Tree Plantings dies, it shall be required to be replaced with a five inch caliper diameter at breast height, Florida grade #1 Live Oak tree within sixty days of notification by the City that one of the trees included in the Tree Plantings has died. 5. Within sixty (60) days of the Effective Date, Westgate shall ensure the soils on the Property are stabilized (and remain stabilized) for erosion control in accordance with Code, including through hydroseeding or comparable means. Westgate shall notify the City in writing upon completion of such stabilization in order for the City to conduct an inspection of the same. If requested by the City following such inspection, Westgate shall obtain an engineering compaction report to confirm the Property is properly stabilized. Westgate shall have sixty (60) days after the City’s request for such report to obtain the same. 6. For and in consideration of the mutual agreements set forth herein, Westgate and the City agree the terms and conditions of this Agreement are reasonable under the totality of the circumstances, and each Party for itself, and on behalf of its successors, assigns or trustees, and anyone claiming by, through, or under any of them, shall agree to the following upon satisfaction of the Settlement Obligations: a. The City shall permanently dismiss the Code Enforcement Case; b. The Parties agree to fully waive, release and forever discharge the other Party from and against any fines or sums related to the Matter , and claims, known or unknown, arising out of or resulting from the Matter and the terms and conditions hereof, including but not limited to any damage to any trees on or off the Property resulting from the Matter; and c. The Parties shall perform all further acts and execute, acknowledge, and deliver any documents that may be reasonably necessary to effectuate the terms of this Agreement. 7. Venue for any litigation pertaining to the subject matter hereof shall be exclusively in the state courts in and for Seminole County, Florida. Should litigation ensue as to the enforcement of any Parties’ rights under this Agreement, the prevailing party shall be entitled to recover its attorney’s fees and costs incurred in such litigation. 8. This Agreement may only be amended by written agreement of the Parties hereto. 9. Within 7 days after the City approves and executes this Agreement, the City shall record the Agreement in the public records of Seminole County, Florida. This 131 3 0894179\192307\11186457v7 Agreement shall run with title to the Property. No certificate of occupancy for the Property shall be issued by the City to Westgate until Westgate or its successors or assigns completes the Settlement Obligations. 10. In order to ensure the protection of persons and property, and to mitigate liability for Westgate resulting from the same, the City shall not prevent Westgate from filing for and obtaining a tree removal permit(s) from the City for those trees identified with a health assessment of “poor” and necessary or recommended to be removed by the City’s arborist, Mary L. Edwards, in her report dated April 15, 2021, titled “Summary of Tree Inspections at 1268 Orange Ave, Winter Springs, FL” (attached hereto as Exhibit “B”), which report the City’s Arborist has previously reviewed and confirmed the findings contained therein. In accordance with Code’s provisions on the removal of trees that are determined by the City’s Arborist to be dead or dying, including those set forth in Exhibit “B”, in order to remove any such trees, Westgate would not be required to perform any additional replanting or mitigation or make payment of any tree bank contributions to the City. 11. Each Party acknowledges and exchanges with the other a covenant of good faith and fair dealing in timely compliance with the terms of this Agreement and in the submission of applications and approvals contemplated herein. 12. Nothing provided herein shall limit or expand the City’s authority to review, grant, or deny any development permit applications, requests, or development orders related to the Property at any time. [SIGNATURE PAGES FOLLOW] 132 133 5 0894179\192307\11186457v7 CITY: CITY OF WINTER SPRINGS, FLORIDA [SEAL] _______________________________________ By: Kevin McCann, Mayor ATTEST: _______________________________________ By: Christian Gowan, City Clerk Approved as to form: _______________________________________ By: Anthony A. Garganese, City Attorney STATE OF FLORIDA COUNTY OF ________________ The foregoing instrument was acknowledged before me, by means of ____ physical presence or ____ online notarization, this ________ day of ____________, 2021, by __________________, as Mayor of the City of Winter Springs, who is personally known to me or produced ______________________ as identification. _____________________________ Notary Public My Commission Expires: 134 6 0894179\192307\11186457v7 Exhibit “A” Legal Descriptions Parcel ID 31-20-31-503-0000-0050 described as: ELY 1/2 OF LOT 5 + ALL LOT 6 & LOT 7 (LESS ELY 11.25 FT) TUSKAWILLA SHORES PB 6 PG 93 Parcel ID 31-20-31-503-0000-0070 described as: E 11.25 FT OF LOT 7 & ALL OF LOTS 8 & 9 & WLY 1/2 OF LOT 10 TUSKAWILLA SHORES PB 6 PG 93 135 April 15, 2021 Kevin Maddox Landscape Manager City of Winter Springs SUMMARY OF TREE INSPECTIONS AT 1268 ORANGE AEV, WINTER SPRINGS, FL. This document details a site inspection made on April 14, 2021 to inspect the perimeter trees located at the active construction site at 1268 Orange Avenue, Winter Springs, FL.by the Project Certified Arborist on Wednesday April 7, 2021 Assignment I met with the owner Sam Awal and Jeff Washeck Certified Arborist with A Sun State Tree to review the site perimeter trees in question for preservation and conduct a health assessment. The health assessment ratings will be categorized based on using the following description below: Excellent – Specimen tree good health, good candidate for preservation. Good – Tree that meets available points for good structure, viable canopy and without decay. Typically good candidate for preservation. Fair – Tree that doesn’t meet one of the defects listed good structure, viable canopy or has internal decay present. Not always recommended for preservation unless it has either the opportunity for correction or if not corrected left in a natural setting away from any targets (structure, pedestrian walkway, etc.). Poor – Tree that meets multiple stress items and should be considered for removal only. This also includes Invasive Species– Removal Only Trees are dynamic, living organisms which change over time. The observations made herein reflect the opinion of the Arborist at the time of inspection and do not guarantee the condition of the trees anytime in the future. Trees or parts can fail at any time; these failures cannot always be predicted. Inspections of these trees were based on a ground level visual observation only, I did not perform sound testing, advanced Arboricultural testing or gather any forensic samples for further examination. The assessment does not take into consideration any information unknown, not visible or detectable at the time of this report. Observations: • The site had been previously cleared of interior trees, palms and understory plant material. The clearing was performed mechanically using a root rake or grapple assembly in order to extract the root ball material. The site soil was significantly disturbed and many areas had varying elevations of two to three feet below grade directly adjacent to the trees trunk flare (base of trunk). Roots typically grow and develop in the upper eight to twenty four inches of soil and tend to grow shallow in well-draining sandy soils. The structural roots that are responsible for upright integrity of a tree begin at the root flare and primarily grow Exhibit "B" 136 horizontally in the soil and taper in diameter as they elongate. The rule of thumb in construction is to stay nine to twelve inches away from the trunk for every inch of trunk diameter (diameter breast height or four and a half feet above grade). Example if a trees diameter is twenty inches them it is advised to preserve an area of 180 – 240 inches from the edge of trunk around the entire circumference. At this site there was visual evidence of roots torn and missing in the immediate trunk area. This type of root damage can cause long-term stress and potentially complete decline in trees. Above pictures show soil and root disturbance • There were trees that were in varying stages of decline and decay on site. Many of them had poor form due to the past encroachment of close neighboring trees. Many had wounds created from crossing branches and palms/trees located too close to each other. There was also evidence of some recently shed dead limbs and limbs damaged by construction equipment. There were not many viable trees for preservation. Levels of decay and decline • The last observation was I reexamined the easement trees due to the root disturbance and made a decay cavity discovery with the Live Oak located right of the main entrance. I added removals to the 137 list due to the risk associated with Orange Avenue traffic. I updated the spreadsheet and will include in this report. Live Oak right of main entrance Mary L. Edwards Registered Consulting Arborist RCA #451 ISA Certified Arborist Fl-0116 Tree Risk Qualification Florida Certified Landscape Contractor mary@maryedwardsarborist.com 138 Property: Tree #Species DBH EW R MP HP Clear Other Notes: Good, Fair, Poor, Special Characteristics 1 Live Oak 20"X Poor - Extensive root disturbance and damage from construction, roots cut over 3" in diameter, slight lean with new exposure, encroachment of Sabal palm, excessive deadwood 2 Live Oak 40"X Poor - Extensive root disturbance and damage from construction and is the primary reason for removal, roots cut and exposed over 3" in diameter, slight lean with new wind exposure, encroachment of Sabal palm, deadwood in tree 3 Live Oak 34"X Poor - Extensive root disturbance and damage from construction, slightly unbalanced canopy, broken lead with decay present 4 Live Oak 34"X X Fair - Extensive root disturbance and damage, deadwood in canopy, co-dominant structure with minor inclusion 5 Cherry 9"X Poor - poor form lacking vigor 6 Twin Laurel Oaks 20/18"X Poor - Extensive root damage on one side, broken lateral limb from construction equipment, extensive decay in canopies, wounding from encroaching palms 7 Live Oak 17/30"X Fair/Poor - Extensive root disturbance and damage, low co-dominant structure, unbalanced canopy weight , major deadwood 8 Sweetgum 17"X Poor -Extensive root disturbance and damage, high unbalanced canopy, major deadwood 9 Live Oak 28"X X Fair - Extensive root disturbance and damage, high co-dominant structure, deadwood in canopy, manage weight 10 Live Oak 34"X Poor - Root disturbance & damage one side of tree, co-dominant structure with major inclusion, major deadwood in canopy 11 Magnolia 9"X Fair - some root damage but right on property line, keep on place 12 Live Oak 34"X Poor - Dead tree 13 Live Oak 36"X Poor - Dead tree 14 Sweetgum 20"X Poor - High canopy with split at top 15 Live Oak 19"X Poor - broken top only partial tree left in place 16 Live Oak 42"X Poor - Extensive root disturbance and damage, advanced decay in parent stem, co-dominant structure with inclusion 17 Live Oak 31"X Fair/Poor - Extensive root disturbance and damage, major deadwood in canopy, extensive decay in parent trunk 18 Sweetgum 17"X Fair - Root damage, high balanced canopy, keep in place 19 Hickory 16"X Fair - Root damage, minor deadwood, keep in place 20 Golden Rain 20"X Poor - Root damage, advanced decay in trunk 21 Sweetgum 22"X Poor - Root damage, broken canopy top 22 Live Oak 22"X Fair/Poor - Extensive root disturbance and damage, significant canopy lean over neighboring property 23 Live Oak 48"X Poor - Extensive root disturbance and damage, co-dominant structure with inclusion, excessive vines, broken canopy top 24 Laurel Oak 14"X Poor - Extensive root disturbance and damage, co-dominant structure, advanced decay present 25 Slash Pine 19"X Poor - Extensive root disturbance and damage, significant lean onto neighboring property, starting to decline, browning foliage 26 Live Oak 31" X X Fair - Extensive root disturbance and damage, well balanced canopy, minor deadwood 27 Laurel Oak 16/27"X Poor - Extensive root disturbance and damage, tree showing signs of decline, advanced decay, co-dominant structure with inclusion 28 Live Oak 9"X Poor - poor structure , one-sided canopy, decay at lean, heavy vines 29 Live Oak 34"X Poor - Extensive root disturbance and damage, advanced decay in two of three stems, broken canopy top, sucker growth at broken lead 30 Live Oak 30"X Poor - Extensive root disturbance and damage, co-dominant structure with inclusion, advanced decay in parent trunks, vines, Sap sucker damage 31 Live Oak 19"X Fair/Poor - Extensive root disturbance and damage primary reason for removal, excessive weight over neighboring property 32 Live Oak 34"X Fair/Poor - Extensive root disturbance and damage primary reason for removal, excessive weight over neighboring property Key: EW End Weight Management R Removal 1268 Orange Avenue, Winter Springs, FL - Perimeter Trees 139 MP Maintenance Prune HP Hazard Prune Clear Clearance Prune 140 Property: Tree #Species DBH EW R MP HP Clear Other Notes: Good, Fair, Poor, Special Characteristics 1 Live Oak 34"X X FAIR - major deadwood in canopy, dicpovered Advanced decay presnet decay present, lost major limb now co-dominant structure with inclusion, one-sided canopy over roadway, hazard prune 2 Laurel Oak 18"X FAIR/POOR - poor structure , deadwood present, remove small lead west of parent trunk, secondary growth, hazard prune 3 Hickory 15"X POOR - one-sided canopy, extensive root damage, entire canopy hanging over roadway, with current construction impact this is potentially a high risk tree, removal recommended 4 Laurel Oak 14"X FAIR/POOR - extensive decay in canopy and lateral branching, one-sided canopy, extensive root damage, entire canopy hanging over roadway, hazard 5 Hickory 12"X FAIR - Volunteer tree, high canopy 6 Hickory 8"X FAIR - Volunteer tree, high canopy 7 Laurel Oak 10"X POOR - Low co-dominant trunk structure with inclusion, decay present, decay throughout lateral branches, with current construction impact this is potentially a high risk tree, removal recommended Key: EW End Weight Management R Removal MP Maintenance Prune HP Hazard Prune Clear Clearance Prune 1268 Orange Avenue, Winter Springs, FL 141 Live Oak RemovalXX 142 CONSENT AGENDA ITEM 313 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Senior/Civic Center Parking Lot resurfacing SUMMARY The City received three quotes for the project; the lowest responsive, responsible bidder was Hall Company, Inc. with a total cost of $68,863.79. A 10% contingency is being requested for any unknown scope increases with resurfacing of the parking lot. The Total project, not to exceed and including the contingency, is $75,750.00. It is requested that this project be approved and authorization for the City Manager and City Attorney prepare and execute any and all applicable contract documents consistent with this Agenda Item. RECOMMENDATION The parking lot at the Senior/Civic Center is in need of resurfacing. Over the years it has been re-top in places and water intrusion has created areas needing repair. Three Quotes were received for the resurfacing of the parking lot with Asphalt. After review, award of the project is recommended to Hall Company, Inc as the lowest responsive, responsible bidder at a total cost of $68,863.79. A 10% Contingency is requested for any scope increased with the resurfacing of the parking lot bringing the total to $75,750.00. 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 CONSENT AGENDA ITEM 314 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Winter Springs Park Expansion SUMMARY The City has located two properties on the market that currently adjoin two of our signature parks. The first, is the final connection between two large lots at Torcaso Park; 120 North Flamingo ($125,000). The second, is a property adjacent to Central Winds Dog Park (West); 310 Wagner ($305,000). These two properties would grant continuity of currently owned park properties. Funds for these two acquisitions are funded from by the discretionary one cent sales tax (as presented at the Regular Commission meeting July 13, 2020). RECOMMENDATION Staff recommends that the City Commission grant discretion to the City Manager and City Attorney to acquire 310 Wagner and 120 North Flamingo upon the completion of due diligence for sum of $305,000 and $125,000 respectively and to execute all documents associated with in purchase. 158 SELLER’S NON-OCCUPANCY DISCLOSURE Address______________________________________________________________________________ Seller has never occupied the home and has no knowledge of its past condition. The home has been updated as referenced here _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ Seller is making no claims or warranties of such property listed above. It is the sole responsibility of the Buyer to inspect named property to determine its condition. The undersigned, hereby irrevocably release, Sunsational Realty Group, LLC, its Brokers and agents from any and all rights, claims, causes of actions, actions, demands and damages of any kind, known or unknown, existing or arising in the future with regards to the condition of the property and any facts or conditions that could have been discovered through buyer due diligence. ____________________________________________________________________________________________ Buyer Date ____________________________________________________________________________________________ Buyer Date ____________________________________________________________________________________________ Seller Date ____________________________________________________________________________________________ Seller Date DocuSign Envelope ID: 142A282F-9B74-4025-82DC-71E527F88D96 I have not lived there since I was 18 years old and don't know. 6/10/2021 310 Wagner Point DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 6/18/2021 159 06/11/2021 A Clear Choice Title &Escrow of Osceola, LLC119 E. 13th StreetSt. Cloud, FL 34769407-892-6800 Flora A Odum DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 6/18/2021 160 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 161 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 162 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 163 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 164 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 165 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 166 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 167 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 168 DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 169 , and agrees that they will assume the rectification of this matter DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 170 James R Williams, Broker DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7 6/10/2021 DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 171 10,000. DocuSign Envelope ID: 16A8E0E2-919E-4429-92C1-F567EE5DA6A7DocuSign Envelope ID: 4374CB97-1E4C-4730-B4B9-7B07060D39F0 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 CITY COMMISSION WORKSHOP MINUTES MONDAY, JUNE 7, 2021 AT 6:30 PM CITY HALL - COMMISSION CHAMBERS 1126 EAST STATE ROAD 434, WINTER SPRINGS, FLORIDA 188 CITY COMMISSION MINUTES | SPECIAL MEETING | TUESDAY, JUNE 1, 2021 | PAGE 2 OF 4 CALL TO ORDER Mayor Kevin McCann called the City Commission Workshop of Monday, June 7, 2021 of the City Commission to order at 6:32 PM in the Commission Chambers of the Municipal Building (City Hall, 1126 East State Road 434, Winter Springs, Florida 32708). Roll Call: Mayor Kevin McCann, present Deputy Mayor Ted Johnson, present Commissioner Matt Benton, present Commissioner Kevin Cannon, present Commissioner TiAnna Hale, present Commissioner Rob Elliott, present City Manager Shawn Boyle, present City Clerk Christian Gowan, present Police Chief, Chris Deisler, present The following individuals were also in attendance as participants in the Diversity Workshop: Ms. Dolly Ames, 150 Third Street, Winter Springs, Florida Ms. Sheila Benton, 414 Cedarwood Court, Winter Springs, Florida Monsignor John Bluett, St. Stephen’s Catholic Church, 575 Tuskawilla Road, Winter Springs, Florida Ms. Kendra Eichelberger, 552 Dunmar Circle, Winter Springs, Florida Ms. Rachel Eichelberger, 552 Dunmar Circle, Winter Springs, Florida Rabbi Maurice Kaprow, PO Box 195233, Winter Springs, Florida Mr. Kok Wan Mah, 145 Nandina Terrace, Winter Springs, Florida Mr. Scott Marshall, 668 Fanning Drive, Winter Springs, Florida Ms. Treva Marshall, 668 Fanning Drive, Winter Springs, Florida Mr. Rasheed Muhammad, 1255 Belle Avenue, Suite 111, Winter Springs, Florida Mr. Michael Radka, 423 Sandringham Court, Winter Springs, Florida Mrs. Bettie Sanders, 1035 Winter Springs Boulevard, Winter Springs, Florida Mr. Louis Sanders, 1035 Winter Springs Boulevard, Winter Springs, Florida Ms. Gina Shafer, Winter Springs Village, Winter Springs, Florida Ms. Channi Sodhi, 5040 West SR 46, Suite 1126, Sanford, Florida Ms. Mandy Sodhi, No address provided. Monsignor John Bluett provided the invocation and led the Pledge of Allegiance. Mayor Kevin McCann provided some background on the workshop, its purpose, and the procedure to be followed for the workshop. 189 CITY COMMISSION MINUTES | SPECIAL MEETING | TUESDAY, JUNE 1, 2021 | PAGE 3 OF 4 PUBLIC INPUT Mayor McCann opened Public Input No one spoke Mayor McCann closed Public Input. DISCUSSION ITEMS 1.) Community Dialogue Regarding City Policies and Practices Cover Page Resolution 2020-19 2020 09 21 City Commission Workshop Minutes Mayor McCann opened the floor for discussion. Lengthy discussion followed on City demographics, hiring practices, city policies, police training and practices, recent accreditation, developing programs for middle and high school students, child hunger and the free lunch program, inclusivity in city events, creation of a Winter Springs United campaign, better addressing challenges faces by mobility-challenged individuals, consideration of the elderly and those without access to electronics when crafting and distributing communications, the lack of discussion about the LGBTQ+ community, website accessibility, and the importance of language and respect From this discussion the following ten (10) actionable items were identified: 1. Developing a campaign and programming for middle and high school students addressing what to do when pulled over or otherwise interacting with law enforcement. Discussed involving the Youth Council. 2. Evaluating inclusivity in City events such as the Santa Run 3. Working with peer cities to evaluate community diversity and needs of diverse groups. 4. Evaluating and making changes to the City Welcome Packet 5. Including a diversity tent at City events and inviting representatives from diverse backgrounds on stage (e.g. at Celebration of Freedom) 6. Increase ADA/mobility challenged accommodations at City events 7. Creating a Winter Springs United section for the City newsletter featuring editorials, spotlights, etc. 8. Identifying service providers and drafting a letter to encourage use of gender neutral road signs. 190 CITY COMMISSION MINUTES | SPECIAL MEETING | TUESDAY, JUNE 1, 2021 | PAGE 4 OF 4 9. Working with the Senior Center to provide transportation assistance to City events 10. Evaluate the City website for accessibility Further discussion followed on the importance of communication and potential format changes for future workshops. PUBLIC INPUT ADJOURNMENT Mayor McCann adjourned the meeting at 9:11 PM. RESPECTFULLY SUBMITTED: ____________________________________ CHRISTIAN GOWAN CITY CLERK APPROVED: ____________________________________ MAYOR KEVIN MCCANN NOTE: These Minutes were approved at the _________________, 2021 City Commission Regular Meeting. 191 CITY COMMISSION REGULAR MEETING MINUTES MONDAY, JUNE 14, 2021 AT 6:30 PM CITY HALL - COMMISSION CHAMBERS 1126 EAST STATE ROAD 434, WINTER SPRINGS, FLORIDA 192 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 2 OF 12 CALL TO ORDER Mayor Kevin McCann called the Regular Meeting of Monday, June 14, 2021 of the City Commission to order at 6:31 p.m. in the Commission Chambers of the Municipal Building (City Hall, 1126 East State Road 434, Winter Springs, Florida 32708). Roll Call: Mayor Kevin McCann, present Deputy Mayor Ted Johnson, present Commissioner Matt Benton, present Commissioner Kevin Cannon, present Commissioner TiAnna Hale, present Commissioner Rob Elliott, present City Manager Shawn Boyle, present City Attorney Anthony A. Garganese, present City Clerk Christian Gowan, present Dr. Kurt Miericke provided the Invocation and then led the Pledge of Allegiance. Commissioner Cannon asked that Item 301 be pulled from the Consent Agenda and postponed to the next Regular Meeting. No objections were made Items 306 & 307 were pulled for further discussion. Regarding Item 306, Commissioner Elliott asked about the attached fee schedule and confirmed it was the actual proposed fee schedule. Commissioner Benton asked about Item 307. Discussion followed on what had been done in previous years and the desire to hold a separate budget workshop. "MOTION TO CONDUCT BUGET WORKSHOP ON WEDNESDAY, JULY 7, 2021 AT 6:30PM AND ASK CITY CLERK TO ASK THE BICYCLE AND PEDESTRIAN ADVISORY COMMITTEE TO MEET ONE HOUR EARLIER." MOTION BY COMMISSIONER CANNON. SECONDED BY COMMISSIONER HALE. DISCUSSION. VOTE: COMMISSIONER ELLIOTT: AYE DEPUTY MAYOR JOHNSON: AYE COMMISSIONER CANNON: AYE COMMISSIONER BENTON: AYE COMMISSIONER HALE: AYE MOTION CARRIED. AWARDS AND PRESENTATIONS 100.) Not Used 193 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 3 OF 12 INFORMATIONAL AGENDA 200) Current Development Projects Summary Cover Page 20210614 Agenda Item #200 Projects Summary.pdf 201) American Rescue Plan Act of 2021 Cover Page ARPA INTERIM FINAL RULE - Federal Register Vol.86 No.93 5-17-21.pdf PUBLIC INPUT Mr. Art Gallo, 199 Nandina Terrace, Winter Springs congratulated Mayor McCann, spoke about irrigation and water, noted discussions related to parking lot issues in the Town Center caused by delivery trucks, and was not in favor of eliminating Mayor as an elected position. Mr. Robert Miller, 679 Silver Creek Drive, Winter Springs was concerned with boats and trailers in neighborhoods, weak enforcement system, and asked for the Commission to review this issue. Talked about speeding issues, digital speed reader, & data to be reviewed. Mr. Brian Henry, Winter Springs Mobil, 1205 East SR 434, Winter Springs spoke about a potential gas station/convenience store nearby being developed, noted investment in his business, concerns with the potential development, and planned improvements. Ms. Gina Shafer, Winter Springs Village, Winter Springs thanked Mr. Henry for coming out and running a business in Winter Springs. Noted questions about streetlights along Tuskawilla Road. The City Clerk read a letter from Mr. Maurice Kaprow, PO Box 195233, Winter Springs in support of awarding Monsignor John Bluett the Key to the City. CONSENT AGENDA 300) Appointment of City of Winter Springs representative to the South Seminole and North Orange County Wastewater Transmission Authority (SSNOCWTA). Cover Page No discussion. 194 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 4 OF 12 301) Seminole Crossing Townhomes (WS Town Center) Site Acceptance Cover Page 20210614 Seminole Crossing ExA Site Acceptance Punchlist This item was removed from the agenda at the start of the meeting. It is not included in the approval of the Consent Agenda. 302) Revised Public Input Form Cover Page Current Public Input Form Proposed Public Input Form No discussion. 303) FY 2020-2021 Mid-Year Budget Amendment Cover Page RESOLUTION 2021-03 (MGS) Mid Year Budget Amendment 06.08.21(MGS) No discussion. 304) Resolution 2021-07 for a lot split located at 815 W. State Road 434. Cover Page Resolution 2021-07 Voska Lot Split No discussion. 305) Award of the Water Treatment Plant No. 1 Electrical Improvements ITB #02-21 DS Cover Page Award of WTP 2 Generator Improvement No discussion. 306) Loan and/or Grant Acquisition and Compliance Services Contract Cover Page 20-7690 Angie Brewer & Associates, L.C._Contract - Fully executed 20-7690_Amendment#1_Fully Exec Grant Acquisition and Compliance Services Contract 6 05 2021 Piggyback Rider Angie Brewer & Associates 195 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 5 OF 12 This item was discussed at the beginning of the meeting. 307) FY21-22 Budget Workshop Cover Page This item was dispensed with at the beginning of the meeting and therefore is not included in the approval of the Consent Agenda. 308) Minutes from the Monday, May 10, 2021 City Commission Regular Meeting Minutes No discussion. 309) Minutes from the June 1, 2021 City Commission Special Meeting Minutes No discussion. "MOTION TO APPROVE CONSENT AGENDA." MOTION BY DEPUTY MAYOR JOHNSON. SECONDED BY COMMISSIONER BENTON. DISCUSSION. VOTE: COMMISSIONER BENTON: AYE COMMISSIONER CANNON: AYE DEPUTY MAYOR JOHNSON: AYE COMMISSIONER HALE: AYE COMMISSIONER ELLIOTT: AYE MOTION CARRIED. PUBLIC HEARINGS AGENDA 400.) Not Used REGULAR AGENDA 500) City of Winter Springs Commission consideration of recognition of Father John Bluet for the citizens of Winter Springs and Seminole County. Cover Page Commissioner Cannon spoke about Father Bluett's service to the community, 58 years in the priesthood, and spoke about the programs and initiatives he helped start and long supported. He then asked to consider awarding Father Bluett the Key to the City. 196 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 6 OF 12 The Commission agreed that Father Bluett was deserving of the honor and further spoke of his contributions to the City. "MOTION TO APPROVE RECOGNIZING FATHER BLUETT WITH HIGHEST HONOR, KEY OT THE CITRY." MOTION BY KEVIN CANNON. SECONDED BY TIANNA HALE. DISCUSSION. VOTE: TED JOHNSON: AYE MATT BENTON: AYE KEVIN CANNON: AYE TIANNA HALE: AYE ROB ELLIOTT: AYE MOTION CARRIED. Invite interested parties 501) Appointment Opportunities for City Boards and Committees Cover Page "MOTION TO APPOINT MARCO SANTORO TO THE BOARD OF TRUSTEES." MOTION BY COMMISSIONER ELLIOTT. SECONDED BY COMMISSIONER CANNON. DISCUSSION. VOTE: COMMISSIONER CANNON: AYE DEPUTY MAYOR JOHNSON: AYE COMMISSIONER BENTON: AYE COMMISSIONER ELLIOTT: AYE COMMISSIONER HALE: AYE MOTION CARRIED. 502) Body-worn camera (BWC) system discussion Cover Page BWC quote Chief Chris Deisler briefly introduced the item and invited questions. Discussion followed on costs for equipment, management, and personnel, the potential impact on insurance premiums, the possibility of leasing equipment from the Seminole County Sheriff’s Office and their personnel handling records requests. 197 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 7 OF 12 Chief Deisler noted the Sheriff’s Office previously not being in favor of a similar proposal. Continuing, Chief Deisler informed the Commission that Winter Springs was the only municipality in the county not using body-worn cameras currently. Further discussion followed on potential grant funding, the number of complaints over the last five years, the likely increase in records requests, and associated costs. Manager Boyle spoke about the budgetary impacts and the need to determine if this would be an operational or capital expense. Manager Boyle noted that if the Commission was in favor that staff would make it work. The Commission agreed that they would like more information and to further discuss the subject at a future meeting. The Commission asked that funding be looked at first, encouraged looking at federal funding opportunities, and asked that information from the last six (6) years be brought on number of liability claims related to police, the number of times an officer was assaulted, and the number of times an officer had been shot at or stabbed. 503) CUP Presentation and Discussion on Potable Water Utilization Cover Page Presentation "MOTION TO APPROVE EXTEND THROUGH SECOND PUBLIC INPUT." MOTION BY COMMISSIONER HALE. SECONDED BY COMMISSIONER CANNON. DISCUSSION. MOTION PASSED WITH UNANIMOUS CONSENT. Manager Boyle noted a meeting with the St. John’s River Water Management District (SJRWMD) regarding the City’s Consumptive Use Permit (CUP) and water in general. Manager Boyle noted that the SJRWMD was complimentary of staff, that Winter Springs was the first to self-report, and that he would try to get representatives from the SJRWMD to come in to a future Commission Meeting. Brief discussion followed on how the City of Winter Springs is ahead of the curve on CUP discussions. Mr. Dale Smith, Director, Public Works & Utilities Department reiterated the Manager's comments on meeting with the SJRWMD, noted wells not reporting correctly, spoke about calibration requirements, rainfall, billed water consumption, and presented improvements which would alleviate many issues. Manager Boyle noted the difference between the CUP conversation and the Emergency Order regarding potable water irrigation usage. Manager Boyle noted 198 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 8 OF 12 the need for citywide water conservation and that projects have been in the works for a year to 18 months. Discussion followed on previous staff never indicating there was an issue with the CUP, the Lake Jesup Reclaimed Water Augmentation Plant, a potential investigation to learn about the decision-making process used previously and avoid future mistakes, and the need for concurrency considerations presented for future projects. Mr. Todd Petrie, Veolia North America briefly described Veolia’s attempts to get the Lake Jesup plant operational, noted progress but that the plant was still not working currently. Further discussion followed on Veolia’s efforts to make the Lake Jesup Plant operational, the amount of time that the plant had worked in total, and design issues. Mr. Petrie confirmed that the plant had worked a total of nine (9) months out of the eight (8) years since it was built. Discussion turned back to the need for an investigation to get answers and avoid anything similar happening in the future, if there would be a point where it was no longer worth trying to fix the Lake Jesup plant, wasted taxpayer money and staff time, filter issues, and other municipalities drawing water from Lake Jesup. Discussion followed on how the investigation would occur, the scheduling og a special meeting, and the postponement of the Charter Amendment Workshop regarding the Mayor’s Position. Attorney Garganese asked about the parameters of the investigation, bringing back a resolution, and the possibility of bringing in an independent lawyer or engineer to run the investigation as the matter was highly technical. Commissioner Cannon noted the scope was three-fold, (1) how the projections on the CUP were calculated and surpassed, (2) regarding the Lake Jesup Reclaimed Water Augmentation Plant, who knew what, when, and (3) why the plan to extend reuse throughout the City did not take place. "MOTION TO ADOPT A RESOLUTION IDENTIFYING CHALLENGES CITY HAS WITH CUP PRESENTLY, REQUIRING A NOTICE PROVISION TO PROSPECTIVE DEVELOPERS, INCLUDING ENGINEERING PROJECTS PLANNED AND UNDERWAY, AND CALLING FOR AN INVESTIGATION INTO THE THREE STATED AREAS (CUP, REUSE PLANT, AND THE FAILURE TO EXTEND THE REUSE LINES)." MOTION BY COMMISSIONER CANNON. SECONDED BY COMMISSIONER HALE. DISCUSSION. 199 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 9 OF 12 Mayor McCann opened Public Input for Item 503 No one spoke Mayor McCann closed Public Input for Item 503 VOTE: COMMISSIONER HALE: AYE COMMISSIONER ELLIOTT: AYE COMMISSIONER BENTON: AYE DEPUTY MAYOR JOHNSON: AYE COMMISSIONER CANNON: AYE MOTION CARRIED. 504) New Business Commissioner Hale asked about discussing funding to bring the Vietnam Memorial Traveling Wall to Winter Springs. Ms. Casey Howard, Deputy City Manager noted that staff would look further into the matter. Discussion followed on budgetary considerations, urging appointees to attend advisory board meetings, and waiting to act until the Veterans and Veteran Family Advisory Committee was able to discuss and make recommendations. REPORTS 600) City Manager Shawn Boyle • Noted preliminary approval of signal warrant for a traffic light at Michael Blake Boulevard and State Road 434. 601) City Attorney Anthony A. Garganese • No report 602) City Clerk Christian Gowan • Discussed scheduling Board Appreciation Dinner for September and noted would come back with date options. • Noted CALNO needed the Commission to designate a member and alternate member 200 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 10 OF 12 o The Commission agreed that Commissioner Hale would be the designated member and that Commissioner Cannon would be the alternate member 603) Seat Five Commissioner Rob Elliott • Noted holding the first meeting for the Community Work Day, potentially to be called Helping Hands. The work day is scheduled to be on September 18, 2021. • Noted Winter Springs Police Department Chaplain had resigned and he had approached the Chief about finding a replacement. • Attended the Artisan Fair and food truck event and said it was a good time • Discussed concerns expressed by Jesup Reserve Homeowners Association about the Winter Springs Marketplace under construction, trees, traffic flow, sidewalk condition, and noise complaints. • Complimented the Veterans Board on being very active and looked forward to ideas they would come up with. • Noted service on the Auditor Selection Committee and that several bids had been received. "MOTION TO APPROVE EXTENDING THE MEETING TO INCLUDE REPORTS AND 2ND PUBLIC INPUT." MOTION BY DEPUTY MAYOR JOHNSON. SECONDED BY COMMISSIONER CANNON. DISCUSSION. VOTE: COMMISSIONER BENTON: AYE COMMISSIONER CANNON: AYE DEPUTY MAYOR JOHNSON: AYE COMMISSIONER HALE: AYE COMMISSIONER ELLIOTT: AYE MOTION CARRIED. 604) Mayor Kevin McCann • Noted that he had attended many meetings since the last Commission meeting and that it was an honor representing the City. 605) Seat One Commissioner Matt Benton • Congratulated Mayor McCann on job he is doing as Mayor • Noted citizen concerns about speeding and intentionally running over gopher tortoises • Attended Florida League of Cities Policy Committee, Transportation and Intergovernmental Relations Board and noted focus on affordable housing 201 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 11 OF 12 606) Seat Two Commissioner Kevin Cannon • Regarding the Winter Springs Marketplace, noted the need to address the gate falling over and torn screens • Noted he had pulled Item 301 due to concerns about soil erosion • Noted meeting with Pastor John Biel at St. Stephens Catholic Church and that he had expressed interest in working with other faith-based organizations • Noted attending the Florida League of Cities Policy Committee meeting and learning that last legislative session, 650 million dollars were set aside for water and wastewater project. Encouraged going after some of this money. • Thanked attendees of the diversity workshop, the development of the Winter Springs United initiative, and inviting people to stand up with the Commission at the Celebration of Freedom. Noted he was proud of the progress that had been made in the City. 607) Seat Three Commissioner/Deputy Mayor Ted Johnson • Noted attending the ribbon cutting at the Senior Center and helping to serve lunch • Noted attendance at the craft fair at Trotwood Park and thought it was a great event • Noted the ribbon cutting at the new Wendy’s • Thought the diversity workshop was well attended and worthwhile • Expressed his full support for staff and was disappointed my hateful comments aimed at staff. 608) Seat Four Commissioner TiAnna Hale • Said she wanted to echo everything the Deputy Mayor had mentioned. • Noted attendance at the Florida League of Cities Policy Committee meetings and noted her committee was focused on cyberbullying, cyber security, and short-term rentals PUBLIC INPUT Mr. Ken Spalthoff, 331 Wooded Vine Drive, Winter Springs noted $106,000/year expense for L.E.D. streetlights and shared concerns, urged the prioritization of reuse connections in Tuskawilla Crossing, and supported the proposed investigation. Mr. Art Gallo, 199 Nandina Terrace, Winter Springs spoke about irrigation and encouraged placing water usage goals on the water bills and incorporating them on the graph. 202 CITY COMMISSION MINUTES | REGULAR MEETING | MONDAY, JUNE 14, 2021 | PAGE 12 OF 12 Mr. Jeff Crandall, 1239 Stone Harbour Road, Winter Springs thanked the Commission for all they do, encouraged reaching out to the highest water users, and expressed support for the use of body-worn cameras. ADJOURNMENT Mayor McCann adjourned the meeting at 10:22 PM. RESPECTFULLY SUBMITTED: ____________________________________ CHRISTIAN GOWAN CITY CLERK APPROVED: ____________________________________ MAYOR KEVIN MCCANN NOTE: These Minutes were approved at the _________________, 2021 City Commission Regular Meeting. 203 PUBLIC HEARINGS AGENDA ITEM 400 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE First Reading of Ordinance 2021-05 SUMMARY The City of Winter Springs received a letter from The Division of Emergency Management (DEM) to ensure designation to fulfill the City of Winter Springs continued participation in the voluntary National Flood Insurance Program (NFIP). DEM functions under an Agreement with the Federal Emergency Management Agency (FEMA) to administer the programming in Florida and requires the State of Florida to provide technical support to communities, including review, amendment and approval of Floodplain Management (FPM) ordinances. Since flood regulations previously approved by FEMA may no longer meet current requirements, the community was asked to repeal and replace its flood ordinance with one based on the FEMA-approved State model FPM ordinance to be NFIP-compliant and coordinated with the Florida Building Code. Since then, the Community Development Department together with the assistance of FL-DEM flood ordinance technical support contractors, conducted an extensive review of existing flood regulations to identify higher standards the community may have already adopted, as well as additional specific guidelines were identified to propose for adoption. During the process, the City attorney provided legal review and input. DEM then reviewed the draft ordinance to verify correct dates, check community specific modifications, and helped with language for higher standards. Local Floodplain Standards are being modified due to the following reasons: Commitment to FEMA and the NFIP to maintain adequate regulations and procedures, and to offset annual rate increases which are expected to continue for several years. Coordinate the Florida Building Code with local floodplain management regulations to avoid redundant or conflicting requirements. Maintain CRS rating through previously-adopted higher standards, including: 1. 18'' freeboard (higher elevation) 204 2. Limitations on floodway development 3. Compensatory storage small stream setback 4. Small stream setback The proposed Ordinance requires several publicly noticed and advertised public hearings including one (1) hearing before the City's Planning and Zoning Board /Land Planning Agency and two (2) hearings before the City Commission. The City's Land Planning Agency reviewed and unanimously recommended approval of the Ordinance at the June 3, 2021 Planning and Zoning Board/Land Planning Agency meeting. The proposed Ordinance was advertised in the Orlando Sentinel on May 31, 2021. RECOMMENDATION Staff recommends the City Commission conduct a First Reading of 2021-05 amending the City of Winter Springs Code of Ordinances to repeal Winter Springs Code of Ordinances Chapter 8 Flood Damage Prevention; to adopt a new Chapter 8 Flood Damage Prevention; to adopt Flood Hazard Maps, to designate a Floodplain Administrator, to adopt procedures and criteria for development in flood hazard areas, and for other purposes; to adopt technical amendments to the Florida Building Code in Winter Springs Code of Ordinances Chapter 6 Buildings and Building Regulations; to amend Chapter 9 Land Development to reflect current national floodplain insurance program requirements, reduce pollutant loads to the maximum extent practicable and encourage the use of low impact development technologies in Stormwater Management Systems; providing for applicability; severability; and an effective date. 205 City of Winter Springs Ordinance 2021-05 Page 1 of 29 ORDINANCE NO. 2021-05 AN ORDINANCE OF THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, FLORIDA, AMENDING THE CITY OF WINTER SPRINGS CODE OF ORDINANCES TO REPEAL WINTER SPRINGS CODE OF ORDINANCES CHAPTER 8 FLOOD DAMAGE PREVENTION; TO ADOPT A NEW CHAPTER 8 FLOOD DAMAGE PREVENTION; TO ADOPT FLOOD HAZARD MAPS, TO DESIGNATE A FLOODPLAIN ADMINISTRATOR, TO ADOPT PROCEDURES AND CRITERIA FOR DEVELOPMENT IN FLOOD HAZARD AREAS, AND FOR OTHER PURPOSES; TO ADOPT TECHNICAL AMENDMENTS TO THE FLORIDA BUILDING CODE IN WINTER SPRINGS CODE OF ORDINANCES CHAPTER 6 BUILDINGS AND BUILDING REGULATIONS; TO AMEND CHAPTER 9 LAND DEVELOPMENT TO REFLECT CURRENT NATIONAL FLOODPLAIN INSURANCE PROGRAM REQUIREMENTS, REDUCE POLLUTANT LOADS TO THE MAXIMUM EXTENT PRACTICABLE AND ENCOURAGE THE USE OF LOW IMPACT DEVELOPMENT TECHNOLOGIES IN STORMWATER MANAGEMENT SYSTEMS; PROVIDING FOR APPLICABILITY; SEVERABILITY; AND AN EFFECTIVE DATE. ______________________________________________________________________ WHEREAS, the Legislature of the State of Florida has, in Chapter 166, Florida Statutes, conferred upon local governments the authority to adopt regulations designed to promote the public health, safety, and general welfare of its citizenry; and WHEREAS, the Federal Emergency Management Agency has identified special flood hazard areas within the boundaries of the City of Winter Springs and such areas may be subject to periodic inundation which may result in loss of life and property, health and safety hazards, disruption of commerce and governmental services, extraordinary public expenditures for flood protection and relief, and impairment of the tax base, all of which adversely affect the public health, safety and general welfare, and WHEREAS, the City of Winter Springs was accepted for participation in the National Flood Insurance Program on September 16, 1981 and the City Commission desires to continue to meet the requirements of Title 44 Code of Federal Regulations, Sections 59 and 60, necessary for such participation; and WHEREAS, Chapter 553, Florida Statutes, was adopted by the Florida Legislature to provide a mechanism for the uniform adoption, updating, amendment, interpretation and enforcement of a state building code, called the Florida Building Code; and WHEREAS, Chapter 553, Florida Statutes, allows for local technical amendments to the Florida Building Code that provide for more stringent requirements than those specified in the Code and allows adoption of local administrative and local technical amendments to the Florida Building Code to implement the National Flood Insurance Program and incentives; and WHEREAS, the City Commission previously adopted a requirement to increase the minimum elevation requirement for buildings and structures in flood hazard areas prior to July 1, 2010 and, pursuant to section 553.73(5), F.S., is formatting that requirement to coordinate with 206 City of Winter Springs Ordinance 2021-05 Page 2 of 29 the Florida Building Code; and WHEREAS, the City Commission has determined that it is in the public interest to adopt the proposed local technical amendments to the Florida Building Code and the proposed amendments are not more stringent than necessary to address the need identified, do not discriminate against materials, products or construction techniques of demonstrated capabilities, are in compliance with section 553.73(4), Florida Statutes; and WHEREAS, the City Commission has determined that it is in the public interest to adopt the proposed floodplain management regulations that are coordinated with the Florida Building Code. NOW, THEREFORE, BE IT ORDAINED by the City Commission of the City of Winter Springs that the following floodplain management regulations are hereby adopted. SECTION 1. RECITALS. The foregoing recitals are hereby fully incorporated herein by this reference and made a part hereof as legislative findings and the intent and purpose of the City Commission of the City of Winter Springs. SECTION 2. CHAPTER 8 REPEALED AND REPLACED. This ordinance specifically repeals former Chapter 8, Flood Damage Prevention, of the City Code and replaces such Chapter as set forth herein: CHAPTER 8 – FLOOD DAMAGE PREVENTION ARTICLE I. - IN GENERAL Sec. 8-1. - Definitions Unless otherwise expressly stated, the following words and terms shall, for the purposes of this ordinance, have the meanings shown in this section. Where terms are not defined in this ordinance and are defined in the Florida Building Code, such terms shall have the meanings ascribed to them in that code. Where terms are not defined in this ordinance or the Florida Building Code, such terms shall have ordinarily accepted meanings such as the context implies. Accessory structure. A structure on the same parcel of property as a principal structure and the use of which is incidental to the use of the principal structure. For floodplain management purposes, the term includes only accessory structures used for parking and storage. Alteration of a watercourse. A dam, impoundment, channel relocation, change in channel alignment, channelization, or change in cross-sectional area of the channel or the channel capacity, or any other form of modification which may alter, impede, retard or change the direction and/or velocity of the riverine flow of water during conditions of the base flood. Appeal. A request for a review of the Floodplain Administrator’s interpretation of any provision of this ordinance. 207 City of Winter Springs Ordinance 2021-05 Page 3 of 29 ASCE 24. A standard titled Flood Resistant Design and Construction that is referenced by the Florida Building Code. ASCE 24 is developed and published by the American Society of Civil Engineers, Reston, VA. Base flood. A flood having a 1-percent chance of being equaled or exceeded in any given year. [Also defined in FBC, B, Section 202.] The base flood is commonly referred to as the "100-year flood" or the “1-percent-annual chance flood.” Base flood elevation. The elevation of the base flood, including wave height, relative to the National Geodetic Vertical Datum (NGVD), North American Vertical Datum (NAVD) or other datum specified on the Flood Insurance Rate Map (FIRM). [Also defined in FBC, B, Section 202.] Basement. The portion of a building having its floor subgrade (below ground level) on all sides. [Also defined in FBC, B, Section 202; see “Basement (for flood loads)”.] Design flood. The flood associated with the greater of the following two areas: [Also defined in FBC, B, Section 202.] (1) Area with a floodplain subject to a 1-percent or greater chance of flooding in any year; or (2) Area designated as a flood hazard area on the community’s flood hazard map, or otherwise legally designated. Design flood elevation. The elevation of the “design flood,” including wave height, relative to the datum specified on the community’s legally designated flood hazard map. In areas designated as Zone AO, the design flood elevation shall be the elevation of the highest existing grade of the building’s perimeter plus the depth number (in feet) specified on the flood hazard map. In areas designated as Zone AO where the depth number is not specified on the map, the depth number shall be taken as being equal to 2 feet. [Also defined in FBC, B, Section 202.] Development. Any man-made change to improved or unimproved real estate, including but not limited to, buildings or other structures, tanks, temporary structures, temporary or permanent storage of equipment or materials, mining, dredging, filling, grading, paving, excavations, drilling operations or any other land disturbing activities. Encroachment. The placement of fill, excavation, buildings, permanent structures or other development into a flood hazard area which may impede or alter the flow capacity of riverine flood hazard areas. Existing building and existing structure. Any buildings and structures for which the “start of construction” commenced before August 11, 1981. [Also defined in FBC, B, Section 202.] Existing manufactured home park or subdivision. A manufactured home park or subdivision for which the construction of facilities for servicing the lots on which the manufactured homes are to be affixed (including, at a minimum, the installation of utilities, the construction of streets, and either final site grading or the pouring of concrete pads) is completed before August 11, 1981. 208 City of Winter Springs Ordinance 2021-05 Page 4 of 29 Federal Emergency Management Agency (FEMA). The federal agency that, in addition to carrying out other functions, administers the National Flood Insurance Program. Flood or flooding. A general and temporary condition of partial or complete inundation of normally dry land from: [Also defined in FBC, B, Section 202.] (1) The overflow of inland or tidal waters. (2) The unusual and rapid accumulation or runoff of surface waters from any source. Flood damage-resistant materials. Any construction material capable of withstanding direct and prolonged contact with floodwaters without sustaining any damage that requires more than cosmetic repair. [Also defined in FBC, B, Section 202.] Flood hazard area. The greater of the following two areas: [Also defined in FBC, B, Section 202.] (1) The area within a floodplain subject to a 1-percent or greater chance of flooding in any year. (2) The area designated as a flood hazard area on the community’s flood hazard map, or otherwise legally designated. Flood Insurance Rate Map (FIRM). The official map of the community on which the Federal Emergency Management Agency has delineated both special flood hazard areas and the risk premium zones applicable to the community. [Also defined in FBC, B, Section 202.] Flood Insurance Study (FIS). The official report provided by the Federal Emergency Management Agency that contains the Flood Insurance Rate Map, the Flood Boundary and Floodway Map (if applicable), the water surface elevations of the base flood, and supporting technical data. [Also defined in FBC, B, Section 202.] Floodplain Administrator. The office or position designated and charged with the administration and enforcement of this ordinance (may be referred to as the Floodplain Manager). Floodplain development permit or approval. An official document or certificate issued by the community, or other evidence of approval or concurrence, which authorizes performance of specific development activities that are located in flood hazard areas and that are determined to be compliant with this ordinance. Floodway. The channel of a river or other riverine watercourse and the adjacent land areas that must be reserved in order to discharge the base flood without cumulatively increasing the water surface elevation more than one (1) foot. [Also defined in FBC, B, Section 202.] Floodway encroachment analysis. An engineering analysis of the impact that a proposed encroachment into a floodway is expected to have on the floodway boundaries and base flood elevations; the evaluation shall be prepared by a qualified Florida licensed engineer using standard engineering methods and models. 209 City of Winter Springs Ordinance 2021-05 Page 5 of 29 Florida Building Code. The family of codes adopted by the Florida Building Commission, including: Florida Building Code, Building; Florida Building Code, Residential; Florida Building Code, Existing Building; Florida Building Code, Mechanical; Florida Building Code, Plumbing; Florida Building Code, Fuel Gas. Functionally dependent use. A use which cannot perform its intended purpose unless it is located or carried out in close proximity to water, including only docking facilities, port facilities that are necessary for the loading and unloading of cargo or passengers, and ship building and ship repair facilities; the term does not include long-term storage or related manufacturing facilities. Highest adjacent grade. The highest natural elevation of the ground surface prior to construction next to the proposed walls or foundation of a structure. Historic structure. Any structure that is determined eligible for the exception to the flood hazard area requirements of the Florida Building Code, Existing Building, Chapter 12 Historic Buildings. Letter of Map Change (LOMC). An official determination issued by FEMA that amends or revises an effective Flood Insurance Rate Map or Flood Insurance Study. Letters of Map Change include: (1) Letter of Map Amendment (LOMA): An amendment based on technical data showing that a property was incorrectly included in a designated special flood hazard area. A LOMA amends the current effective Flood Insurance Rate Map and establishes that a specific property, portion of a property, or structure is not located in a special flood hazard area. (2) Letter of Map Revision (LOMR): A revision based on technical data that may show changes to flood zones, flood elevations, special flood hazard area boundaries and floodway delineations, and other planimetric features. (3) Letter of Map Revision Based on Fill (LOMR-F): A determination that a structure or parcel of land has been elevated by fill above the base flood elevation and is, therefore, no longer located within the special flood hazard area. In order to qualify for this determination, the fill must have been permitted and placed in accordance with the community’s floodplain management regulations. (4) Conditional Letter of Map Revision (CLOMR): A formal review and comment as to whether a proposed flood protection project or other project complies with the minimum NFIP requirements for such projects with respect to delineation of special flood hazard areas. A CLOMR does not revise the effective Flood Insurance Rate Map or Flood Insurance Study; upon submission and approval of certified as-built documentation, a Letter of Map Revision may be issued by FEMA to revise the effective FIRM. Light-duty truck. As defined in 40 C.F.R. 86.082-2, any motor vehicle rated at 8,500 pounds Gross Vehicular Weight Rating or less which has a vehicular curb weight of 6,000 pounds or less and which has a basic vehicle frontal area of 45 square feet or less, which is: (1) Designed primarily for purposes of transportation of property or is a derivation of such a vehicle, or (2) Designed primarily for transportation of persons and has a capacity of more than 12 210 City of Winter Springs Ordinance 2021-05 Page 6 of 29 persons; or (3) Available with special features enabling off-street or off-highway operation and use. Lowest floor. The lowest floor of the lowest enclosed area of a building or structure, including basement, but excluding any unfinished or flood-resistant enclosure, other than a basement, usable solely for vehicle parking, building access or limited storage provided that such enclosure is not built so as to render the structure in violation of the non-elevation requirements of the Florida Building Code or ASCE 24. [Also defined in FBC, B, Section 202.] Manufactured home. A structure, transportable in one or more sections, which is eight (8) feet or more in width and greater than four hundred (400) square feet, and which is built on a permanent, integral chassis and is designed for use with or without a permanent foundation when attached to the required utilities. The term "manufactured home" does not include a "recreational vehicle" or “park trailer.” [Also defined in 15C-1.0101, F.A.C.] Manufactured home park or subdivision. A parcel (or contiguous parcels) of land divided into two or more manufactured home lots for rent or sale. Market value. As used in this ordinance, the term refers to the market value of buildings and structures, excluding the land and other improvements on the parcel. Market value is the Actual Cash Value (like-kind replacement cost depreciated for age, wear and tear, neglect, and quality of construction) determined by a qualified independent appraiser, or tax assessment value adjusted to approximate market value by a factor provided by the Property Appraiser. New construction. For the purposes of administration of this ordinance and the flood resistant construction requirements of the Florida Building Code, structures for which the “start of construction” commenced on or after August 11, 1981 and includes any subsequent improvements to such structures. Park trailer. A transportable unit which has a body width not exceeding fourteen (14) feet and which is built on a single chassis and is designed to provide seasonal or temporary living quarters when connected to utilities necessary for operation of installed fixtures and appliances. [Defined in section 320.01, F.S.] Recreational vehicle. A vehicle, including a park trailer, which is: [see in section 320.01, F.S.) (1) Built on a single chassis; (2) Four hundred (400) square feet or less when measured at the largest horizontal projection; (3) Designed to be self-propelled or permanently towable by a light-duty truck; and (4) Designed primarily not for use as a permanent dwelling but as temporary living quarters for recreational, camping, travel, or seasonal use. Special flood hazard area. An area in the floodplain subject to a 1 percent or greater chance of flooding in any given year. Special flood hazard areas are shown on FIRMs as Zone A, AO, A1-A30, AE, A99, AH, V1-V30, VE or V. [Also defined in FBC, B Section 202.] 211 City of Winter Springs Ordinance 2021-05 Page 7 of 29 Start of construction. The date of issuance of permits for new construction and substantial improvements, provided the actual start of construction, repair, reconstruction, rehabilitation, addition, placement, or other improvement is within 180 days of the date of the issuance. The actual start of construction means either the first placement of permanent construction of a building (including a manufactured home) on a site, such as the pouring of slab or footings, the installation of piles, or the construction of columns. Permanent construction does not include land preparation (such as clearing, grading, or filling), the installation of streets or walkways, excavation for a basement, footings, piers, or foundations, the erection of temporary forms or the installation of accessory buildings such as garages or sheds not occupied as dwelling units or not part of the main buildings. For a substantial improvement, the actual “start of construction” means the first alteration of any wall, ceiling, floor or other structural part of a building, whether or not that alteration affects the external dimensions of the building. [Also defined in FBC, B Section 202.] Substantial damage. Damage of any origin sustained by a building or structure whereby the cost of restoring the building or structure to its before-damaged condition would equal or exceed 50 percent of the market value of the building or structure before the damage occurred. [Also defined in FBC, B Section 202.] Substantial improvement. Any repair, reconstruction, rehabilitation, alteration, addition, or other improvement of a building or structure, the cost of which equals or exceeds 50 percent of the market value of the building or structure before the improvement or repair is started. If the structure has incurred "substantial damage," any repairs are considered substantial improvement regardless of the actual repair work performed. The term does not, however, include any project for improvement of a building required to correct existing health, sanitary, or safety code violations identified by the building official and that are the minimum necessary to assure safe living conditions. Variance. A grant of relief from the requirements of this ordinance, or the flood resistant construction requirements of the Florida Building Code, which permits construction in a manner that would not otherwise be permitted by this ordinance or the Florida Building Code. Watercourse. A river, creek, stream, channel or other topographic feature in, on, through, or over which water flows at least periodically. Secs. 8-2 – 8-10. – Reserved. ARTICLE II ADMINISTRATION DIVISION 1 GENERAL Sec. 8-11. - Title. These regulations shall be known as the Floodplain Management Ordinance of the City of Winter Springs, hereinafter referred to as “this ordinance.” Sec. 8-12. -Scope. The provisions of this ordinance shall apply to all development that is wholly within or partially within any flood hazard area, including but not limited to the subdivision of land; filling, grading, and other site improvements and utility installations; construction, alteration, 212 City of Winter Springs Ordinance 2021-05 Page 8 of 29 remodeling, enlargement, improvement, replacement, repair, relocation or demolition of buildings, structures, and facilities that are exempt from the Florida Building Code; placement, installation, or replacement of manufactured homes and manufactured buildings; installation or replacement of tanks; placement of recreational vehicles; installation of swimming pools; and any other development. Sec. 8-13. -Intent. The purposes of this ordinance and the flood load and flood resistant construction requirements of the Florida Building Code are to establish minimum requirements to safeguard the public health, safety, and general welfare and to minimize public and private losses due to flooding through regulation of development in flood hazard areas to: (1) Minimize unnecessary disruption of commerce, access and public service during times of flooding; (2) Require the use of appropriate construction practices in order to prevent or minimize future flood damage; (3) Manage filling, grading, dredging, mining, paving, excavation, drilling operations, storage of equipment or materials, and other development which may increase flood damage or erosion potential; (4) Manage the alteration of flood hazard areas, watercourses, and shorelines to minimize the impact of development on the natural and beneficial functions of the floodplain; (5) Minimize damage to public and private facilities and utilities; (6) Help maintain a stable tax base by providing for the sound use and development of flood hazard areas; (7) Minimize the need for future expenditure of public funds for flood control projects and response to and recovery from flood events; and (8) Meet the requirements of the National Flood Insurance Program for community participation as set forth in Title 44 Code of Federal Regulations, Section 59.22. Sec. 8-14. -Coordination with the Florida Building Code. This ordinance is intended to be administered and enforced in conjunction with the Florida Building Code. Where cited, ASCE 24 refers to the edition of the standard that is referenced by the Florida Building Code. Sec. 8-15. -Warning. The degree of flood protection required by this ordinance and the Florida Building Code, as amended by this community, is considered the minimum reasonable for regulatory purposes and is based on scientific and engineering considerations. Larger floods can and will occur. Flood heights may be increased by man-made or natural causes. This ordinance does not imply that land outside of mapped special flood hazard areas, or that uses permitted within such flood hazard areas, will be free from flooding or flood damage. The flood hazard areas and base flood elevations contained in the Flood Insurance Study and shown on Flood Insurance Rate Maps and the requirements of Title 44 Code of Federal Regulations, Sections 59 and 60 may be revised by the Federal Emergency Management Agency, requiring this community to revise these regulations to remain eligible for participation in the National Flood Insurance Program. No guaranty of vested use, existing use, or future use is implied or expressed by compliance with this ordinance. 213 City of Winter Springs Ordinance 2021-05 Page 9 of 29 Sec. 8-16. - Disclaimer of Liability. This ordinance shall not create liability on the part of the City Commission of the City of Winter Springs or by any officer or employee thereof for any flood damage that results from reliance on this ordinance or any administrative decision lawfully made thereunder. DIVISION 2 APPLICABILITY Sec. 8-17. -General. Where there is a conflict between a general requirement and a specific requirement, the specific requirement shall be applicable. Sec. 8-18. -Areas to which this ordinance applies. This ordinance shall apply to all flood hazard areas within the City of Winter Springs, as established in Section 8-19 of this ordinance. Sec. 8-19. -Basis for establishing flood hazard areas. The Flood Insurance Study for Seminole County, Florida and Incorporated Areas dated September 28, 2007, and all subsequent amendments and revisions, and the accompanying Flood Insurance Rate Maps (FIRM), and all subsequent amendments and revisions to such maps, are adopted by reference as a part of this ordinance and shall serve as the minimum basis for establishing flood hazard areas. Studies and maps that establish flood hazard areas are on file at the Winter Springs Community Development Department, 1126 East State Road 434. Sec. 8-20. - Submission of additional data to establish flood hazard areas. To establish flood hazard areas and base flood elevations, pursuant to Article II, Division 5 of this ordinance the Floodplain Administrator may require submission of additional data. Where field surveyed topography prepared by a Florida licensed professional surveyor or digital topography accepted by the community indicates that ground elevations: (1) Are below the closest applicable base flood elevation, even in areas not delineated as a special flood hazard area on a FIRM, the area shall be considered as flood hazard area and subject to the requirements of this ordinance and, as applicable, the requirements of the Florida Building Code. (2) Are above the closest applicable base flood elevation, the area shall be regulated as special flood hazard area unless the applicant obtains a Letter of Map Change that removes the area from the special flood hazard area. Sec. 8-21. -Other laws. The provisions of this ordinance shall not be deemed to nullify any provisions of local, state or federal law. Sec. 8-22. -Abrogation and greater restrictions. This ordinance supersedes any ordinance in effect for management of development in flood hazard areas. However, it is not intended to repeal or abrogate any existing ordinances including but not limited to the City’s adopted Comprehensive Plan, land development regulations, zoning ordinances, stormwater management regulations, or the Florida Building Code. In the event of a conflict between this ordinance and any other ordinance, the more restrictive shall govern. This ordinance shall not impair any deed restriction, covenant or easement, but any land that is subject to such interests shall also be governed by this ordinance. Sec. 8-23. -Interpretation. In the interpretation and application of this ordinance, all provisions shall be: 214 City of Winter Springs Ordinance 2021-05 Page 10 of 29 (1) Considered as minimum requirements; (2) Liberally construed in favor of the governing body; and (3) Deemed neither to limit nor repeal any other powers granted under state statutes. DIVISION 3 DUTIES AND POWERS OF THE FLOODPLAIN ADMINISTRATOR Sec. 8-24. -Designation. The City Manager is designated as the Floodplain Administrator. The Floodplain Administrator may delegate performance of certain duties to other employees. Sec. 8-25. -General. The Floodplain Administrator is authorized and directed to administer and enforce the provisions of this ordinance. The Floodplain Administrator shall have the authority to render interpretations of this ordinance consistent with the intent and purpose of this ordinance and may establish policies and procedures in order to clarify the application of its provisions. Such interpretations, policies, and procedures shall not have the effect of waiving requirements specifically provided in this ordinance without the granting of a variance pursuant to Article II, Division 7 of this ordinance. Sec. 8-26. -Applications and permits. The Floodplain Administrator, in coordination with other pertinent offices of the community, shall: (1) Review applications and plans to determine whether proposed new development will be located in flood hazard areas; (2) Review applications for modification of any existing development in flood hazard areas for compliance with the requirements of this ordinance; (3) Interpret flood hazard area boundaries where such interpretation is necessary to determine the exact location of boundaries; a person contesting the determination shall have the opportunity to appeal the interpretation; (4) Provide available flood elevation and flood hazard information; (5) Determine whether additional flood hazard data shall be obtained from other sources or shall be developed by an applicant; (6) Review applications to determine whether proposed development will be reasonably safe from flooding; (7) Issue floodplain development permits or approvals for development other than buildings and structures that are subject to the Florida Building Code, including buildings, structures and facilities exempt from the Florida Building Code, when compliance with this ordinance is demonstrated, or disapprove the same in the event of noncompliance; and (8) Coordinate with and provide comments to the Building Official to assure that applications, plan reviews, and inspections for buildings and structures in flood hazard areas comply with the applicable provisions of this ordinance. Sec. 8-27. -Substantial improvement and substantial damage determinations. For applications for building permits to improve buildings and structures, including alterations, movement, enlargement, replacement, repair, change of occupancy, additions, rehabilitations, 215 City of Winter Springs Ordinance 2021-05 Page 11 of 29 renovations, substantial improvements, repairs of substantial damage, and any other improvement of or work on such buildings and structures, the Floodplain Administrator, in coordination with the Building Official, shall: (1) Require the applicant to obtain an appraisal of the market value prepared by a qualified independent appraiser or present evidence of the market value by another acceptable method as defined in this Chapter, of the building or structure before the start of construction of the proposed work; in the case of repair, the market value of the building or structure shall be the market value before the damage occurred and before any repairs are made; (2) Compare the cost to perform the improvement, the cost to repair a damaged building to its pre-damaged condition, or the combined costs of improvements and repairs, if applicable, to the market value of the building or structure; (3) Determine and document whether the proposed work constitutes substantial improvement or repair of substantial damage; and (4) Notify the applicant if it is determined that the work constitutes substantial improvement or repair of substantial damage and that compliance with the flood resistant construction requirements of the Florida Building Code and this ordinance is required. The Floodplain Administrator may utilize the Substantial Improvement/Substantial Damage Desk Reference, May 2010 edition or as thereafter amended, published by the Federal Emergency Management Agency, to assist in substantial improvement and substantial damage determinations. Sec. 8-28. - Modifications of the strict application of the requirements of the Florida Building Code. The Floodplain Administrator shall review requests submitted to the Building Official that seek approval to modify the strict application of the flood load and flood resistant construction requirements of the Florida Building Code to determine whether such requests require the granting of a variance pursuant to Article II, Division 7 of this ordinance. Sec. 8-29. - Notices and orders. The Floodplain Administrator shall coordinate with appropriate local agencies for the issuance of all necessary notices or orders to ensure compliance with this ordinance. Sec. 8-30. - Inspections. The Floodplain Administrator shall make the required inspections as specified in Article II, Division 6 of this ordinance for development that is not subject to the Florida Building Code, including buildings, structures and facilities exempt from the Florida Building Code. The Floodplain Administrator shall inspect flood hazard areas to determine if development is undertaken without issuance of a permit. Sec. 8-31. - Other duties of the Floodplain Administrator. The Floodplain Administrator shall have other duties, including but not limited to: (1) Establish, in coordination with the Building Official, procedures for administering and documenting determinations of substantial improvement and substantial damage made pursuant to Section 8-27 of this ordinance; (2) Require that applicants proposing alteration of a watercourse notify adjacent communities and the Florida Division of Emergency Management, State Floodplain 216 City of Winter Springs Ordinance 2021-05 Page 12 of 29 Management Office, and submit copies of such notifications to the Federal Emergency Management Agency (FEMA); (3) Require applicants who submit hydrologic and hydraulic engineering analyses to support permit applications to submit to FEMA the data and information necessary to maintain the Flood Insurance Rate Maps if the analyses propose to change base flood elevations, flood hazard area boundaries, or floodway designations; such submissions shall be made within 6 months of such data becoming available; (4) Review required design certifications and documentation of elevations specified by this ordinance and the Florida Building Code to determine that such certifications and documentations are complete; and (5) Notify the Federal Emergency Management Agency when the corporate boundaries of the City are modified. Sec. 8-32. - Floodplain management records. Regardless of any limitation on the period required for retention of public records, the Floodplain Administrator shall maintain and permanently keep and make available for public inspection all records that are necessary for the administration of this ordinance and the flood resistant construction requirements of the Florida Building Code, including Flood Insurance Rate Maps; Letters of Map Change; records of issuance of permits and denial of permits; determinations of whether proposed work constitutes substantial improvement or repair of substantial damage; required design certifications and documentation of elevations specified by the Florida Building Code and this ordinance; notifications to adjacent communities, FEMA, and the state related to alterations of watercourses; assurances that the flood carrying capacity of altered watercourses will be maintained; documentation related to appeals and variances, including justification for issuance or denial; and records of enforcement actions taken pursuant to this ordinance and the flood resistant construction requirements of the Florida Building Code. These records shall be available for public inspection at the Winter Springs Community Development Department, 1126 East State Road 434. DIVISION 4 PERMITS Sec. 8-33. - Permits required. Any owner or owner’s authorized agent (hereinafter “applicant”) who intends to undertake any development activity within the scope of this ordinance, including buildings, structures and facilities exempt from the Florida Building Code, which is wholly within or partially within any flood hazard area shall first make application to the Floodplain Administrator, and the Building Official if applicable, and shall obtain the required permit(s) and approval(s). No such permit or approval shall be issued until compliance with the requirements of this ordinance and all other applicable codes and regulations has been satisfied. Sec. 8-34. - Floodplain development permits or approvals. Floodplain development permits or approvals shall be issued pursuant to this ordinance for any development activities not subject to the requirements of the Florida Building Code, including buildings, structures and facilities exempt from the Florida Building Code. Depending on the nature and extent of proposed development that includes a building or structure, the Floodplain Administrator may determine that a floodplain development permit or approval is required in addition to a building permit. 217 City of Winter Springs Ordinance 2021-05 Page 13 of 29 Sec. 8-35. - Buildings, structures and facilities exempt from the Florida Building Code. Pursuant to the requirements of federal regulation for participation in the National Flood Insurance Program (44 C.F.R. Sections 59 and 60), floodplain development permits or approvals shall be required for the following buildings, structures and facilities that are exempt from the Florida Building Code and any further exemptions provided by law, which are subject to the requirements of this ordinance: (1) Railroads and ancillary facilities associated with the railroad. (2) Nonresidential farm buildings on farms, as provided in section 604.50, F.S. (3) Temporary buildings or sheds used exclusively for construction purposes. (4) Mobile or modular structures used as temporary offices. (5) Those structures or facilities of electric utilities, as defined in section 366.02, F.S., which are directly involved in the generation, transmission, or distribution of electricity. (6) Chickees constructed by the Miccosukee Tribe of Indians of Florida or the Seminole Tribe of Florida. As used in this paragraph, the term “chickee” means an open-sided wooden hut that has a thatched roof of palm or palmetto or other traditional materials, and that does not incorporate any electrical, plumbing, or other non-wood features. (7) Family mausoleums not exceeding 250 square feet in area which are prefabricated and assembled on site or preassembled and delivered on site and have walls, roofs, and a floor constructed of granite, marble, or reinforced concrete. (8) Temporary housing provided by the Department of Corrections to any prisoner in the state correctional system. (9) Structures identified in section 553.73(10)(k), F.S., are not exempt from the Florida Building Code if such structures are located in flood hazard areas established on Flood Insurance Rate Maps Sec. 8-36. - Application for a permit or approval. To obtain a floodplain development permit or approval the applicant shall first file an application in writing on a form furnished by the community. The information provided shall: (1) Identify and describe the development to be covered by the permit or approval. (2) Describe the land on which the proposed development is to be conducted by legal description, street address or similar description that will readily identify and definitively locate the site. (3) Indicate the use and occupancy for which the proposed development is intended. (4) Be accompanied by a site plan or construction documents as specified in Article II, Division 5 of this ordinance. (5) State the valuation of the proposed work. (6) Be signed by the applicant or the applicant's authorized agent. (7) Give such other data and information as required by the Floodplain Administrator. Sec. 8-37. - Validity of permit or approval. The issuance of a floodplain development permit 218 City of Winter Springs Ordinance 2021-05 Page 14 of 29 or approval pursuant to this ordinance shall not be construed to be a permit for, or approval of, any violation of this ordinance, the Florida Building Codes, or any other ordinance of this community. The issuance of permits based on submitted applications, construction documents, and information shall not prevent the Floodplain Administrator from requiring the correction of errors and omissions. Sec. 8-38. - Expiration. A floodplain development permit or approval shall become invalid unless the work authorized by such permit is commenced within 180 days after its issuance, or if the work authorized is suspended or abandoned for a period of 180 days after the work commences. Extensions for periods of not more than 180 days each shall be requested in writing and justifiable cause shall be demonstrated. Sec. 8-39. - Suspension or revocation. The Floodplain Administrator is authorized to suspend or revoke a floodplain development permit or approval if the permit was issued in error, on the basis of incorrect, inaccurate or incomplete information, or in violation of this ordinance or any other ordinance, regulation or requirement of this community. Sec. 8-40. - Other permits required. Floodplain development permits and building permits shall include a condition that all other applicable local, state or federal permits be obtained before commencement of the permitted development, including but not limited to the following: (1) The St. Johns River Water Management District; section 373.036, F.S. (2) Florida Department of Health for onsite sewage treatment and disposal systems; section 381.0065, F.S. and Chapter 64E-6, F.A.C. (3) Florida Department of Environmental Protection for activities subject to the Joint Coastal Permit; section 161.055, F.S. (4) Florida Department of Environmental Protection for activities that affect wetlands and alter surface water flows, in conjunction with the U.S. Army Corps of Engineers; Section 404 of the Clean Water Act. (5) Federal permits and approvals. DIVISION 5 SITE PLANS AND CONSTRUCTION DOCUMENTS Sec. 8-41. - Information for development in flood hazard areas. The site plan or construction documents for any development subject to the requirements of this ordinance shall be drawn to scale and shall include, as applicable to the proposed development: (1) Delineation of flood hazard areas, floodway boundaries and flood zone(s), base flood elevation(s), and ground elevations if necessary for review of the proposed development. (2) Where base flood elevations or floodway data are not included on the FIRM or in the Flood Insurance Study, they shall be established in accordance with Section 8-42(2) or (3) of this ordinance. (3) Where the parcel on which the proposed development will take place will have more than 50 lots or is larger than 5 acres and the base flood elevations are not included on the FIRM or in the Flood Insurance Study, such elevations shall be established in 219 City of Winter Springs Ordinance 2021-05 Page 15 of 29 accordance with Section 8-42(1) of this ordinance. (4) Location of the proposed activity and proposed structures, and locations of existing buildings and structures. (5) Location, extent, amount, and proposed final grades of any filling, grading, or excavation. (6) Where the placement of fill is proposed, the amount, type, and source of fill material; compaction specifications; a description of the intended purpose of the fill areas; and evidence that the proposed fill areas are the minimum necessary to achieve the intended purpose. (7) Existing and proposed alignment of any proposed alteration of a watercourse. (8) Elevation of the proposed lowest floor (including basement) of all structures. The Floodplain Administrator is authorized to waive the submission of site plans, construction documents, and other data that are required by this ordinance but that are not required to be prepared by a registered design professional if it is found that the nature of the proposed development is such that the review of such submissions is not necessary to ascertain compliance with this ordinance. Sec. 8-42. - Information in flood hazard areas without base flood elevations (approximate Zone A). Where flood hazard areas are delineated on the FIRM and base flood elevation data have not been provided, the Floodplain Administrator shall: (1) Require the applicant to include base flood elevation data prepared in accordance with currently accepted engineering practices. (2) Obtain, review, and provide to applicants base flood elevation and floodway data available from a federal or state agency or other source or require the applicant to obtain and use base flood elevation and floodway data available from a federal or state agency or other source. (3) Where base flood elevation and floodway data are not available from another source, where the available data are deemed by the Floodplain Administrator to not reasonably reflect flooding conditions, or where the available data are known to be scientifically or technically incorrect or otherwise inadequate: (a) Require the applicant to include base flood elevation data prepared in accordance with currently accepted engineering practices; or (b) Specify that the base flood elevation is two (2) feet above the highest adjacent grade at the location of the development, provided there is no evidence indicating flood depths have been or may be greater than two (2) feet. (4) Where the base flood elevation data are to be used to support a Letter of Map Change from FEMA, advise the applicant that the analyses shall be prepared by a Florida licensed engineer in a format required by FEMA, and that it shall be the responsibility of the applicant to satisfy the submittal requirements and pay the processing fees. Sec. 8-43. - Additional analyses and certifications. As applicable to the location and nature 220 City of Winter Springs Ordinance 2021-05 Page 16 of 29 of the proposed development activity, and in addition to the requirements of this section, the applicant shall have the following analyses signed and sealed by a Florida licensed engineer for submission with the site plan and construction documents: (1) For development activities proposed to be located in a regulatory floodway and for which a variance is sought, a floodway encroachment analysis that demonstrates that the encroachment of the proposed development will not cause any increase in base flood elevations. (2) For development activities proposed to be located in a riverine flood hazard area for which base flood elevations are included in the Flood Insurance Study or on the FIRM and floodways have not been designated, hydrologic and hydraulic analyses that demonstrate that the cumulative effect of the proposed development, when combined with all other existing and anticipated flood hazard area encroachments, will not increase the base flood elevation more than one (1) foot at any point within the community. This requirement does not apply in isolated flood hazard areas not connected to a riverine flood hazard area or in flood hazard areas identified as Zone AO or Zone AH. (3) For alteration of a watercourse, an engineering analysis prepared in accordance with standard engineering practices which demonstrates that the flood-carrying capacity of the altered or relocated portion of the watercourse will not be decreased, and certification that the altered watercourse shall be maintained in a manner which preserves the channel's flood-carrying capacity; the applicant shall submit the analysis to FEMA as specified in Section 8-44 of this ordinance. Sec. 8-44. - Submission of additional data. When additional hydrologic, hydraulic or other engineering data, studies, and additional analyses are submitted to support an application, the applicant has the right to seek a Letter of Map Change from FEMA to change the base flood elevations, change floodway boundaries, or change boundaries of flood hazard areas shown on FIRMs, and to submit such data to FEMA for such purposes. The analyses shall be prepared by a Florida licensed engineer in a format required by FEMA. Submittal requirements and processing fees shall be the responsibility of the applicant. DIVISION 6 INSPECTIONS Sec. 8-45. - General. Development for which a floodplain development permit or approval is required shall be subject to inspection. Sec. 8-46. - Development other than buildings and structures. The Floodplain Administrator shall inspect all development to determine compliance with the requirements of this ordinance and the conditions of issued floodplain development permits or approvals. Sec. 8-47. - Buildings, structures and facilities exempt from the Florida Building Code. The Floodplain Administrator shall inspect buildings, structures and facilities exempt from the Florida Building Code to determine compliance with the requirements of this ordinance and the conditions of issued floodplain development permits or approvals. Sec. 8-48. - Buildings, structures and facilities exempt from the Florida Building Code, lowest floor inspection. Upon placement of the lowest floor, including basement, and prior to further vertical construction, the owner of a building, structure or facility exempt from the Florida 221 City of Winter Springs Ordinance 2021-05 Page 17 of 29 Building Code, or the owner’s authorized agent, shall submit to the Floodplain Administrator: (1) If a design flood elevation was used to determine the required elevation of the lowest floor, the certification of elevation of the lowest floor prepared and sealed by a Florida licensed professional surveyor; or (2) If the elevation used to determine the required elevation of the lowest floor was determined in accordance with Section 8-42(3)(b) of this ordinance, the documentation of height of the lowest floor above highest adjacent grade, prepared by the owner or the owner’s authorized agent. Sec. 8-49. - Buildings, structures and facilities exempt from the Florida Building Code, final inspection. As part of the final inspection, the owner or owner’s authorized agent shall submit to the Floodplain Administrator a final certification of elevation of the lowest floor or final documentation of the height of the lowest floor above the highest adjacent grade; such certifications and documentations shall be prepared as specified in Section 8-48 of this ordinance. Sec. 8-50. - Manufactured homes. The Floodplain Administrator shall inspect manufactured homes that are installed or replaced in flood hazard areas to determine compliance with the requirements of this ordinance and the conditions of the issued permit. Upon placement of a manufactured home, certification of the elevation of the lowest floor shall be submitted to the Floodplain Administrator. DIVISION 7 VARIANCES AND APPEALS Sec. 8-51. - General. The City Commission shall hear and decide on requests for appeals and requests for variances from the strict application of this ordinance. Pursuant to section 553.73(5), F.S., the City Commission shall hear and decide on requests for appeals and requests for variances from the strict application of the flood resistant construction requirements of the Florida Building Code. Sec. 8-52. - Appeals. The City Commission shall hear and decide appeals when it is alleged there is an error in any requirement, decision, or determination made by the Floodplain Administrator in the administration and enforcement of this ordinance. Any person aggrieved by the decision may appeal such decision to the Circuit Court, as provided by Florida Statutes. Sec. 8-53. - Limitations on authority to grant variances. The City Commission shall base its decisions on variances on technical justifications submitted by applicants, the considerations for issuance in Section 8-57 of this ordinance, the conditions of issuance set forth in Section 8-58 of this ordinance, and the comments and recommendations of the Floodplain Administrator and the Building Official. The City Commission has the right to attach such conditions as it deems necessary to further the purposes and objectives of this ordinance. Sec. 8-54. - Restrictions in floodways. A variance shall not be issued for any proposed development in a floodway if any increase in base flood elevations would result, as evidenced by the applicable analyses and certifications required in Section 8-43 of this ordinance. Sec. 8-55. - Historic buildings. A variance is authorized to be issued for the repair, 222 City of Winter Springs Ordinance 2021-05 Page 18 of 29 improvement, or rehabilitation of a historic building that is determined eligible for the exception to the flood resistant construction requirements of the Florida Building Code, Existing Building, Chapter 12 Historic Buildings, upon a determination that the proposed repair, improvement, or rehabilitation will not preclude the building’s continued designation as a historic building and the variance is the minimum necessary to preserve the historic character and design of the building. If the proposed work precludes the building’s continued designation as a historic building, a variance shall not be granted and the building and any repair, improvement, and rehabilitation shall be subject to the requirements of the Florida Building Code. Sec. 8-56. - Functionally dependent uses. A variance is authorized to be issued for the construction or substantial improvement necessary for the conduct of a functionally dependent use, as defined in this ordinance, provided the variance meets the requirements of Section 8-54, is the minimum necessary considering the flood hazard, and all due consideration has been given to use of methods and materials that minimize flood damage during occurrence of the base flood. Sec. 8-57. - Considerations for issuance of variances. In reviewing requests for variances, the City Commission shall consider all technical evaluations, all relevant factors, all other applicable provisions of the Florida Building Code, this ordinance, and the following: (1) The danger that materials and debris may be swept onto other lands resulting in further injury or damage; (2) The danger to life and property due to flooding or erosion damage; (3) The susceptibility of the proposed development, including contents, to flood damage and the effect of such damage on current and future owners; (4) The importance of the services provided by the proposed development to the community; (5) The availability of alternate locations for the proposed development that are subject to lower risk of flooding or erosion; (6) The compatibility of the proposed development with existing and anticipated development; (7) The relationship of the proposed development to the comprehensive plan and floodplain management program for the area; (8) The safety of access to the property in times of flooding for ordinary and emergency vehicles; (9) The expected heights, velocity, duration, rate of rise and debris and sediment transport of the floodwaters and the effects of wave action, if applicable, expected at the site; and (10) The costs of providing governmental services during and after flood conditions including maintenance and repair of public utilities and facilities such as sewer, gas, electrical and water systems, streets and bridges. Sec. 8-58. - Conditions for issuance of variances. Variances shall be issued only upon: (1) Submission by the applicant, of a showing of good and sufficient cause that the unique characteristics of the size, configuration, or topography of the site limit compliance with 223 City of Winter Springs Ordinance 2021-05 Page 19 of 29 any provision of this ordinance or the required elevation standards; (2) Determination by the City Commission that: (a) Failure to grant the variance would result in exceptional hardship due to the physical characteristics of the land that render the lot undevelopable; increased costs to satisfy the requirements or inconvenience do not constitute hardship; (b) The granting of a variance will not result in increased flood heights, additional threats to public safety, extraordinary public expense, nor create nuisances, cause fraud on or victimization of the public or conflict with existing local laws and ordinances; and (c) The variance is the minimum necessary, considering the flood hazard, to afford relief; (3) Receipt of a signed statement by the applicant that the variance, if granted, shall be recorded in the Office of the Clerk of the Court in such a manner that it appears in the chain of title of the affected parcel of land; and (4) If the request is for a variance to allow construction of the lowest floor of a new building, or substantial improvement of a building, below the required elevation, a copy in the record of a written notice from the Floodplain Administrator to the applicant for the variance, specifying the difference between the base flood elevation and the proposed elevation of the lowest floor, stating that the cost of federal flood insurance will be commensurate with the increased risk resulting from the reduced floor elevation (up to amounts as high as $25 for $100 of insurance coverage), and stating that construction below the base flood elevation increases risks to life and property. DIVISION 8 VIOLATIONS Sec. 8-59. - Violations. Any development that is not within the scope of the Florida Building Code but that is regulated by this ordinance that is performed without an issued permit, that is in conflict with an issued permit, or that does not fully comply with this ordinance, shall be deemed a violation of this ordinance. A building or structure without the documentation of elevation of the lowest floor, other required design certifications, or other evidence of compliance required by this ordinance or the Florida Building Code is presumed to be a violation until such time as that documentation is provided. Sec. 8-60. - Authority. For development that is not within the scope of the Florida Building Code but that is regulated by this ordinance and that is determined to be a violation, the Floodplain Administrator is authorized to serve notices of violation or stop work orders to owners of the property involved, to the owner’s agent, or to the person or persons performing the work. Sec. 8-61 - Unlawful continuance. Any person who shall continue any work after having been served with a notice of violation or a stop work order, except such work as that person is directed to perform to remove or remedy a violation or unsafe condition, shall be subject to penalties as prescribed by law. Sec. 8-62 – Enforcement and penalties. The city may enforce the provisions of this Chapter by any lawful means including, but not limited to, issuing a civil citation, bringing charges before 224 City of Winter Springs Ordinance 2021-05 Page 20 of 29 the city's code enforcement board or special magistrate, and seeking injunctive and equitable relief. Where a violation of this Chapter does not constitute a hazardous condition requiring immediate and direct governmental action to abate a serious and continuing danger to the public, notice shall be provided to the property owner in accordance with Chapter 162, Florida Statutes and Chapter 2, Article III, Division 2, of the City Code, describing a violation of this Chapter. Secs. 8-63—8-80. - Reserved. ARTICLE III FLOOD RESISTANT DEVELOPMENT DIVISION 1 BUILDINGS AND STRUCTURES Sec. 8-81 - Design and construction of buildings, structures and facilities exempt from the Florida Building Code. Pursuant to Section 8-35 of this ordinance, buildings, structures, and facilities that are exempt from the Florida Building Code, including substantial improvement or repair of substantial damage of such buildings, structures and facilities, shall be designed and constructed in accordance with the flood load and flood resistant construction requirements of ASCE 24. Structures exempt from the Florida Building Code that are not walled and roofed buildings shall comply with the requirements of Article III, Division 7of this ordinance. DIVISION 2 SUBDIVISIONS Sec. 8-82 - Minimum requirements. Subdivision proposals, including proposals for manufactured home parks and subdivisions, shall be reviewed to determine that: (1) Such proposals are consistent with the need to minimize flood damage and will be reasonably safe from flooding; (2) All public utilities and facilities such as sewer, gas, electric, communications, and water systems are located and constructed to minimize or eliminate flood damage; and (3) Adequate drainage is provided to reduce exposure to flood hazards; in Zones AH and AO, adequate drainage paths shall be provided to guide floodwaters around and away from proposed structures. Sec. 8-83 - Subdivision plats. Where any portion of proposed subdivisions, including manufactured home parks and subdivisions, lies within a flood hazard area, the following shall be required: (1) Delineation of flood hazard areas, floodway boundaries and flood zones, and design flood elevations, as appropriate, and including the elevation of proposed structure(s) and pad(s) shall be shown on preliminary plats; (2) Where the subdivision is filled to an elevation above the base flood elevation, the lowest floor and pad elevations shall be certified by a registered professional engineer or surveyor and provided to the floodplain administrator; 225 City of Winter Springs Ordinance 2021-05 Page 21 of 29 (3) Where the subdivision has more than 50 lots or is larger than 5 acres and base flood elevations are not included on the FIRM, the base flood elevations determined in accordance with Section 8-42(1) of this ordinance; and (4) Compliance with the site improvement and utilities requirements of Article III, Division 3 of this ordinance. DIVISION 3 SITE IMPROVEMENTS, UTILITIES AND LIMITATIONS Sec. 8-84 - Minimum requirements. All proposed new development shall be reviewed to determine that: (1) Such proposals are consistent with the need to minimize flood damage and will be reasonably safe from flooding; (2) All public utilities and facilities such as sewer, gas, electric, communications, and water systems are located and constructed to minimize or eliminate flood damage; and (3) Adequate drainage is provided to reduce exposure to flood hazards; in Zones AH and AO, adequate drainage paths shall be provided to guide floodwaters around and away from proposed structures. Sec. 8-85 - Sanitary sewage facilities. All new and replacement sanitary sewage facilities, private sewage treatment plants (including all pumping stations and collector systems), and on- site waste disposal systems to the extent allowed by the Comprehensive Plan shall be designed in accordance with the standards for onsite sewage treatment and disposal systems in Chapter 64E-6, F.A.C. and ASCE 24 Chapter 7 to minimize or eliminate infiltration of floodwaters into the facilities and discharge from the facilities into flood waters, and impairment of the facilities and systems. Sec. 8-86 - Water supply facilities. All new and replacement water supply facilities shall be designed in accordance with the water well construction standards in Chapter 62-532.500, F.A.C. and ASCE 24 Chapter 7 to minimize or eliminate infiltration of floodwaters into the systems. Sec. 8-87 - Prohibition on development in regulatory floodways. No development, including but not limited to site improvements, land disturbing activity involving fill or regrading, or substantial improvements shall be authorized in the regulatory floodway, except the replacement installation of manufactured homes in existing manufactured home parks or existing manufactured home subdivisions as provided in Section 8-90. This prohibition shall not preclude the city or other governmental agency from performing maintenance or flood control improvements in the floodway to maintain the viability of the floodway. Sec. 8-88 - Limitations on placement of fill. Subject to the limitations of this ordinance, fill shall be designed to be stable under conditions of flooding including rapid rise and rapid drawdown of floodwaters, prolonged inundation, and protection against flood-related erosion and scour. In addition to these requirements, if intended to support buildings and structures, fill shall comply with the requirements of the Florida Building Code. DIVISION 4 MANUFACTURED HOMES 226 City of Winter Springs Ordinance 2021-05 Page 22 of 29 Sec. 8-89 - General. All manufactured homes installed in flood hazard areas shall be installed by an installer that is licensed pursuant to section 320.8249, F.S., and shall comply with the requirements of Chapter 15C-1, F.A.C. and the requirements of this ordinance. Sec. 8-90 - Limitations on installation in floodways. New installations of manufactured homes shall not be permitted in floodways. Replacement installation of manufactured homes in floodways shall be permitted in an existing manufactured home park or an existing manufactured home subdivision provided that all other requirements of this Division are satisfied. Sec. 8-91 - Foundations. All new manufactured homes and replacement manufactured homes installed in flood hazard areas shall be installed on permanent, reinforced foundations that are designed in accordance with the foundation requirements of the Florida Building Code Residential Section R322.2 and this ordinance. Sec. 8-92 - Anchoring. All new manufactured homes and replacement manufactured homes shall be installed using methods and practices which minimize flood damage and shall be securely anchored to an adequately anchored foundation system to resist flotation, collapse or lateral movement. Methods of anchoring include, but are not limited to, use of over-the-top or frame ties to ground anchors. This anchoring requirement is in addition to applicable state and local anchoring requirements for wind resistance. Sec. 8-93 - Elevation. All manufactured homes that are placed, replaced, or substantially improved in flood hazard areas shall be elevated such that the bottom of the frame is at or above the elevation required in the Florida Building Code, Residential Section R322.2 (Zone A). Sec. 8-94 - Enclosures. Enclosed areas below elevated manufactured homes shall comply with the requirements of the Florida Building Code, Residential Section R322.2 for such enclosed areas. Sec. 8-95 - Utility equipment. Utility equipment that serves manufactured homes, including electric, heating, ventilation, plumbing, and air conditioning equipment and other service facilities, shall comply with the requirements of the Florida Building Code, Residential Section R322. Secs. 8-96 – 8-97. – Reserved. DIVISION 5 RECREATIONAL VEHICLES AND PARK TRAILERS Sec. 8-98 - Temporary placement. Recreational vehicles and park trailers placed temporarily in flood hazard areas shall: (1) Be on the site for fewer than 180 consecutive days; or (2) Be fully licensed and ready for highway use, which means the recreational vehicle or park model is on wheels or jacking system, is attached to the site only by quick- disconnect type utilities and security devices, and has no permanent attachments such as additions, rooms, stairs, decks and porches. 227 City of Winter Springs Ordinance 2021-05 Page 23 of 29 Sec. 8-99 - Permanent placement. Recreational vehicles and park trailers that do not meet the limitations in Section 8-98 of this ordinance for temporary placement shall meet the requirements of Article III, Division 4 of this ordinance for manufactured homes. DIVISION 6 TANKS Sec. 8-100 - Underground tanks. Underground tanks in flood hazard areas shall be anchored to prevent flotation, collapse or lateral movement resulting from hydrodynamic and hydrostatic loads during conditions of the design flood, including the effects of buoyancy assuming the tank is empty. Sec. 8-101 - Above-ground tanks, not elevated. Above-ground tanks that do not meet the elevation requirements of Section 8-102 of this ordinance shall be permitted in flood hazard areas provided the tanks are anchored or otherwise designed and constructed to prevent flotation, collapse or lateral movement resulting from hydrodynamic and hydrostatic loads during conditions of the design flood, including the effects of buoyancy assuming the tank is empty and the effects of flood-borne debris. Sec. 8-102 - Above-ground tanks, elevated. Above-ground tanks in flood hazard areas shall be elevated to or above the design flood elevation and attached to a supporting structure that is designed to prevent flotation, collapse or lateral movement during conditions of the design flood. Tank-supporting structures shall meet the foundation requirements of the applicable flood hazard area. Sec. 8-103 - Tank inlets and vents. Tank inlets, fill openings, outlets and vents shall be: (1) At or above the design flood elevation or fitted with covers designed to prevent the inflow of floodwater or outflow of the contents of the tanks during conditions of the design flood; and (2) Anchored to prevent lateral movement resulting from hydrodynamic and hydrostatic loads, including the effects of buoyancy, during conditions of the design flood. DIVISION 7 OTHER DEVELOPMENT Sec. 8-104 - General requirements for other development. All development, including man- made changes to improved or unimproved real estate for which specific provisions are not specified in this ordinance or the Florida Building Code, shall: (1) Be located and constructed to minimize flood damage; (2) Meet the limitations of Section 8-87 of this ordinance if located in a regulated floodway; (3) Be anchored to prevent flotation, collapse or lateral movement resulting from hydrostatic loads, including the effects of buoyancy, during conditions of the design flood; (4) Be constructed of flood damage-resistant materials; and (5) Have mechanical, plumbing, and electrical systems above the design flood elevation or meet the requirements of ASCE 24, except that minimum electric service required to address life safety and electric code requirements is permitted below the design flood elevation provided it conforms to the provisions of the electrical part of building code for 228 City of Winter Springs Ordinance 2021-05 Page 24 of 29 wet locations. Sec. 8-105 - Fences in regulated floodways. Fences in regulated floodways that have the potential to block the passage of floodwaters, such as stockade fences and wire mesh fences, shall be prohibited as provided in Section 8-87 of this ordinance. Sec. 8-106 - Retaining walls, sidewalks and driveways in regulated floodways. Retaining walls and sidewalks and driveways that involve the placement of fill in regulated floodways shall be prohibited as provided in Section 8-87of this ordinance. Sec. 8-107 - Roads and watercourse crossings in regulated floodways. Roads and watercourse crossings, including roads, bridges, culverts, low-water crossings and similar means for vehicles or pedestrians to travel from one side of a watercourse to the other side, that encroach into regulated floodways shall be prohibited as provided in Section 8-87 of this ordinance. Alteration of a watercourse that is part of a road or watercourse crossing shall meet the requirements of Section 8-43(3) of this ordinance. DIVISION 8 ACCESSORY STRUCTURES Sec. 8-108 - Accessory structures. Accessory structures are permitted below the base flood elevation provided the accessory structures are used only for parking or storage and: (1) Are one-story and not larger than 600 sq. ft. (2) Have flood openings in accordance with Section R322.2 of the Florida Building Code, Residential. (3) Are anchored to resist flotation, collapse or lateral movement resulting from flood loads. (4) Have flood damage-resistant materials used below the base flood elevation plus one (1) foot. (5) Have mechanical, plumbing and electrical systems, including plumbing fixtures, elevated to or above the base flood elevation plus one (1) foot. DIVISION 9 COMPENSATORY STORAGE FOR ENCROACHMENTS Sec. 8-109 – Compensatory Storage. Compensatory storage for all encroachments into a special flood hazard area shall be provided in accordance with the following requirements: (1) Compliance will be based upon a volume for volume ("cup for cup") methodology, with the volume of compensation equal to the volume of encroachment at each and every elevation (one-foot contour interval). Providing compensating storage equal to the volume of encroachment at each elevation will provide equivalent management for all storm events of magnitude less than the 100-year storm event, and is intended to prevent cumulative water quantity impacts. (2) Compensatory storage creation shall occur below the existing base flood elevation and above the predicted Seasonal High Ground Water Table (SHGWT) and/or the Seasonal 229 City of Winter Springs Ordinance 2021-05 Page 25 of 29 High Water Levels (SHWL). (3) Compensatory storage shall occur within dedicated storage areas excavated contiguous to the existing special flood hazard area. (4) Under no circumstances will compensatory storage be allowed within ponds that also provide stormwater management (retention and/or detention) for the proposed development. (5) The City may approve the creation of off-site compensatory storage areas located outside the property boundary on a case-by-case basis. (6) The City reserves the right to enforce additional criteria upon any project that is located within what the City considers a special flood hazard area. At the City's discretion, additional flood control measures may be required to adequately protect upstream systems, downstream systems, and/or off-site properties. (7) Floodplain encroachment shall be computed for all fill placed within the special flood hazard area, or for any other volume displacing activities, below the base flood elevation and above the predicted SHGWT or SHWL. DIVISION 10 SETBACK STANDARDS Sec. 8-110 – Standard for small stream setback. Located within the areas of special flood hazard, where small streams exist but where no base flood data have been provided or where no floodways have been provided, the following provisions apply: (1) No encroachments, including fill material or structures shall be located within a distance of the stream bank equal to five (5) times the width of the stream at the top of bank or twenty (20) feet on each side from top of bank, whichever is greater, unless certification by a registered professional engineer is provided demonstrating that such encroachments shall not result in any increase in flood levels during the occurrence of the base flood discharge. (2) New construction or substantial improvements of structures shall be elevated as provided in the Florida Building Code. SECTION 3. CODE AMENDED. Chapter 9 of the Winter Springs Code of Ordinances, is hereby amended as follows. (underlined type indicates additions to the City Code and strikeout type indicates deletions, while asterisks (* * *) indicate a deletion from this Ordinance of text existing in Chapter 9. It is intended that the text in Chapter 9 denoted by the asterisks and set forth in this Ordinance shall remain unchanged from the language existing prior to adoption of this Ordinance): CHAPTER 9 – LAND DEVELOPMENT * * * 230 City of Winter Springs Ordinance 2021-05 Page 26 of 29 ARTICLE III. - DESIGN STANDARDS DIVISION 1. - GENERALLY Sec. 9-101. - In general. (a) Suitability of land. (1) All lands included within a development shall be of such nature that the lands can be developed to the minimum standards of this city for the various purposes proposed in the request for development approval. Further, no development plans shall be approved unless the city commission finds after full consideration of all pertinent data that the development can be served adequately and economically with such normal public facilities and services as are suitable in the circumstances of the particular case. (2) Reserved. Land which is subject to periodic flooding as evidenced by being within the one-hundred-year flood boundary in the U.S. Army Corps of Engineers study, as depicted on the flood boundary and floodway map of the city prepared by the federal emergency management agency, or classified as occasionally flood-prone or flood- prone, or similar words on the United States Geological Survey flood-prone maps, or having extreme soil or surface water and/or groundwater hazards as evidenced by having a flooding hazard every year, or depth to seasonally high water table of zero (0) to fifteen (15) inches at any time during the year as shown in Table 4, Soil Survey, Seminole County, Florida by United States Department of Agriculture Soil Conservation Service, shall not be developed, unless developer shall submit documentation evidencing conclusively that these hazards can and will be eliminated in relation to the purpose for which the land is to be developed. This documentation in the form of soils and other studies, engineering, and other suitable evidence and guarantees, shall be submitted prior to or along with the preliminary plan submitted. (3) The city commission after considering all information submitted, including staff reviews, shall be required to make finding by motion duly passed whether the land is suitable for development as proposed, and if so the plan shall be approved for further processing. (b) Conformity with comprehensive plans. The subdividing and development of any area subject to this chapter shall be in conformity with the general goals and objectives of the city with respect to any presently officially adopted comprehensive development plan, existing zoning plan and requirements including all amendments thereto, policies and plans present and future established by the city commission with respect to lake levels, navigational requirements and policies, water supply, waste disposal and other essential utilities, and overall drainage plan and policies for development in any special improvement district. (c) Use of natural features. The arrangement of lots and blocks and street systems should make the most advantageous use of topography and preserve mature trees and other natural physical features wherever possible. * * * 231 City of Winter Springs Ordinance 2021-05 Page 27 of 29 DIVISION 4. – DRAINAGE Sec. 9-241. – Stormwater Management. * * * (d) Retention/detention ponds. (1) Dry bottom ponds. All dry bottom retention/detention ponds will have a pond bottom elevation of no less than one (1) foot (twelve (12) inches) above the seasonal high ground water elevation, which is to be determined by a registered professional engineer in the State of Florida with an expertise in soils. The side slopes of all dry bottom retention/detention ponds shall not be steeper than two and one-half (2½) horizontal to one (1) vertical. All dry bottom ponds with no exceptions, in which the side slopes are steeper than four (4) horizontal to one (1) vertical shall require a green vinyl chainlink fence with a minimum height of four (4) feet. All fences must meet setback requirements in section 6- 193, buildings and building regulations. (2) Wet bottom ponds. All wet bottom ponds must have side slopes no steeper than four (4) horizontal to one (1) vertical measured from the top of the berm down to at least three (3) feet below the normal water level, measured vertically. This is the side slope transition point. Side slopes may then transition, from the transition point, to no steeper than two (2) horizontal to one (1) vertical down to the pond bottom. Wet bottom pond side slopes steeper than these values are not allowed. If a fence is used, it must be of the same specifications as the fence for dry bottom ponds. (3) All ponds. Retention, detention, percolation, and treatment of stormwater are required by the city. Stormwater regulations, criteria and requirements of the State of Florida, St. Johns River Water Management District and the Department of Environmental Protection, as they may exist and be modified from time to time, are to be the regulations, criteria, and requirements which the city shall utilize for review of stormwater facilities. All city stormwater requirements shall also apply in addition to any federal and state requirement. If there is a conflict between requirements, the stricter requirement will apply. All ponds shall have a minimum ten (10) foot wide stabilized maintenance berm capable of supporting a maintenance vehicle. There shall be a minimum ten (10) foot wide easement to each pond dedicated to the city and the homeowners' association (if planned). All fenced ponds must have a locked gate with ten-foot wide gate opening. (4) For new development or significant redevelopment, those stormwater management systems that eventually discharge into the city's MS4 (municipal separate storm sewer systems) should mitigate any increase in pollutant loads to the maximum extent practicable. To meet this requirement, the city encourages the use of best management practices (e.g., stormwater reuse and baffle boxes), as well as low impact development technologies, including but not limited to: replacement of traditional paving materials with porous concrete/pervious pavement, grass swales, bio-retention, and other comparable methods. * * * 232 City of Winter Springs Ordinance 2021-05 Page 28 of 29 SECTION 4. CODE AMENDED. Section 6-82 of Winter Springs Code of Ordinances, Chapter 6 Buildings and Building Regulations, is hereby amended by the following technical amendments to the Florida Building Code, Building. Sec. 6-82. – Reserved. Technical Amendments to the Florida Building Code. The city hereby adopts the following technical amendments to the Florida Building Code and Florida Building Code, Residential: Florida Building Code. 1612.4.3 Elevation requirements. The minimum elevation requirements shall be as specified in ASCE 24 or the base flood elevation plus 18 inches, whichever is higher. Florida Building Code, Residential. R322.2.1 Elevation requirements. 1. Buildings and structures in flood hazard areas including flood hazard areas designated as Coastal A Zones, shall have the lowest floors elevated to or above the base flood elevation plus 18 inches 1 foot (305 mm), or the design flood elevation, whichever is higher. 2. In areas of shallow flooding (AO Zones), buildings and structures shall have the lowest floor (including basement) elevated to a height above the highest adjacent grade of not less than the depth number specified in feet (mm) on the FIRM plus 18 inches1 foot (305 mm), or not less than 3.5 feet 3 feet (915 mm) if a depth number is not specified. 3. Basement floors that are below grade on all sides shall be elevated to or above base flood elevation plus 18 inches 1 foot (305 mm), or the design flood elevation, whichever is higher. Exception: Enclosed areas below the design flood elevation, including basements with floors that are not below grade on all sides, shall meet the requirements of Section 322.2.2. SECTION 5. FISCAL IMPACT STATEMENT. In terms of design, plan application review, construction and inspection of buildings and structures, the cost impact as an overall average is negligible in regard to the local technical amendments because all development has been subject to the requirements of the local floodplain management ordinance adopted for participation in the National Flood Insurance Program. In terms of lower potential for flood damage, there will be continued savings and benefits to consumers. SECTION 6. APPLICABILITY. For the purposes of jurisdictional applicability, this ordinance shall apply in the City of Winter Springs. This ordinance shall apply to all applications for development, including building permit applications and subdivision proposals, submitted on or after the effective date of this ordinance. 233 City of Winter Springs Ordinance 2021-05 Page 29 of 29 SECTION 7. INCLUSION INTO THE CODE OF ORDINANCES. It is the intent of the City Commission that the provisions of this ordinance shall become and be made a part of the City of Winter Springs Code of Ordinances, and that the sections of this ordinance may be renumbered or relettered and the word “ordinance” may be changed to “section,” “article,” “regulation,” or such other appropriate word or phrase in order to accomplish such intentions. SECTION 8. SEVERABILITY. If any section, subsection, sentence, clause or phrase of this ordinance is, for any reason, declared by the courts to be unconstitutional or invalid, such decision shall not affect the validity of the ordinance as a whole, or any part thereof, other than the part so declared. SECTION 9. EFFECTIVE DATE. This ordinance shall become effective upon adoption by the City Commission of the City of Winter Springs, Florida, and pursuant to City Charter. PASSED and ADOPTED in regular session, with a quorum present and voting, by the City Commission, upon second and final reading this ____ day of July, 2021. __________________________ Mayor Kevin McCann ATTEST: ____________________ Christian Gowan, City Clerk APPROVED AS TO FORM: ____________________ Anthony A. Garganese 234 235 236 237 REGULAR AGENDA ITEM 500 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Budget Overview and Proposed Operating Millage Rate for Fiscal Year 2021- 2022 SUMMARY Staff requests the City Commission receive the Fiscal Year 2022 Budget Overview and consider approval of Resolution 2021-10 regarding the information to be communicated to the Property Appraiser on the DR-420 forms which sets the proposed Operating Millage Rate, establishes the Rolled-Back Rate; and sets the date, time and place for the Public Hearing to consider the Proposed Millage Rate and Tentative Budget. The FY 2020-2021 (current) millage rate consists of an Operating Millage Rate of 2.4100 mills. The FY 2021-2022 Proposed Budget as transmitted by the City Manager on June 30, 2021, incorporated an Operating Millage Rate of 2.4100. Gross taxable value from the Property Appraiser (inclusive of new construction and annexations) as reflected on the DR-420 is $2,867,838,505, which is 5.9% more than the DR-403 valuation for FY 2020-2021. FY 19/20 FY 20121 Change Operating Millage Rate 2.41 2.41 0.00 The Resolution also establishes the Rolled-back Millage Rate at 2.3127 mills as calculated on form DR-420. The Rolled-back Millage Rate is that rate which produces the same amount of taxes as levied in the prior year when calculated against the current year's tax base exclusive of new construction. The Proposed Operating Millage Rate of 2.4100 is 4.21% more than the calculated Rolled-back Millage Rate. The Resolution sets the date, time and place of the Public Hearing to consider the Proposed Millage Rate and Tentative Budget - September 13, 2021 at 6:30 PM at 1126 East State Road 434, Winter Springs, Florida (Commission Chambers). This meeting time cannot change once it has been reported as such on the DR-420. 238 RECOMMENDATION Staff recommends the City Commission adopt Resolution 2021-10 setting the Proposed Operating Millage Rate at 2.4100 mills and establishing the Rolled​ Back Millage Rate at 2.3127 mills. Additionally, staff recommends the City Commission establish the date, time and place for a Public Hearing regarding the Proposed Millage Rate and Tentative Budget as September 13, 2021 at 6:30 PM at 1126 East State Road 434, Winter Springs, Florida. 239 City of Winter Springs, Florida Resolution 2021-10 Page 1 of 2 RESOLUTION NUMBER 2021-10 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, FLORIDA, ESTABLISHING THE ROLLED-BACK RATE; COMPUTING A PROPOSED MILLAGE RATE (CAP); AND SETTING THE DATE, TIME AND PLACE OF A PUBLIC HEARING TO CONSIDER THE PROPOSED MILLAGE RATE AND TENTATIVE BUDGET FOR FISCAL YEAR 2021-2022; PROVIDING FOR REPEAL OF PRIOR INCONSISTENT RESOLUTIONS; SEVERABILITY; AND AN EFFECTIVE DATE. WHEREAS, Florida Statute 200.065 (2) (a) 1 expressly provides that municipalities shall compute a proposed millage rate; and WHEREAS, Florida Statute 200.065 (4) (b) requires that within 35 days of certification of value, each taxing authority shall advise the property appraiser of its proposed millage rate, of its rolled-back rate, and of the date, time, and place at which a public hearing will be held to consider the proposed millage rate and the tentative budget; and WHEREAS, Florida Statute 200.065 (4) (c) further requires that within 80 days of certification of value, but not earlier than 65 days after certification, the governing body of each taxing authority shall hold a public hearing on the tentative budget and proposed millage rate; and WHEREAS, the City Commission of the City of Winter Springs deems that this Resolution is in the best interest of the public health, safety, and welfare of the citizens of Winter Springs. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, SEMINOLE COUNTY, FLORIDA, AS FOLLOWS: Section 1. Incorporation of Recitals. The foregoing recitals are deemed true and correct and are hereby fully incorporated by this reference. Section 2. Proposed Millage Rate. The proposed operating millage rate for the City of Winter Springs, Florida for the Fiscal Year 2021-2022 is set at 2.4100 mills which is 4.21% greater than the computed aggregate rolled-back rate of 2.3127 mills. The millage rate for the City of Winter Springs for voted debt service has been discontinued pursuant to Resolution No. 2019-19. Section 3. Public Hearing. A public hearing shall be held in the City Commission Chambers located at City Hall, 1126 East State Road 434, Winter Springs, Florida, on September 13, 2021 at 6:30 P.M. to consider the adoption of the proposed millage rate and the tentative budget for Fiscal Year 2021-2022. 240 City of Winter Springs, Florida Resolution 2021-10 Page 2 of 2 Section 5. Repeal of Prior Inconsistent Resolutions. All prior resolutions or parts of resolutions in conflict herewith are hereby repealed to the extent of the conflict. Section 6. Severability. If any section, subsection, sentence, clause, phrase, word, or portion of this Resolution is for any reason held invalid or unconstitutional by any court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portion hereto. Section 7. Effective Date. This Resolution shall become effective immediately upon adoption by the City Commission of the City of Winter Springs, Florida. RESOLVED by the City Commission of the City of Winter Springs, Florida in a regular Commission meeting assembled on the 12th day of July, 2021. ___________________________________ Kevin McCann, Mayor ATTEST: ________________________________________ Christian Gowan, City Clerk Approved as to legal form and sufficiency for the City of Winter Springs only: _______________________________________ Anthony A. Garganese, City Attorney 241 2022FISCAL YEAR PROPOSEDBUDGET 242 THIS PAGE INTENTIONALLY LEFT BLANK 243 TABLE OF CONTENTS Page Number Print Version 1. Budget Message City Manager's Executive Summary i-xiii Source & Application of Funds - Organization-Wide by Fund Type 1 Source & Application of Funds - Organization-Wide by Category 2 Source & Application of Funds - Organization-Wide by Classification 3 Source & Application of Funds - Organization-Wide by Function 4 Fund Balance/Fund Equity 5 Major Revenues 7 Personnel 13 Debt Service 15 Total Capital Outlay 18 2. Financial and Organizational Structure Current Leadership 21 Organizational Chart 22 Financial / Fund Structure 23 Budget Process and Calendar 27 Budget, Financial, and Management Guidelines 29 3. Budget Data GENERAL FUND General Fund Fiscal Policy Tests 31 General Fund Sources by Classification 32 General Fund Applications by Function 33 General Fund Sources - Non-Departmental 34 General Fund Sources - Departmental 35 General Fund Applications by Department 36 Department/Division: Executive - Applications/Personnel 38 1100 Commission 40 1200 City Manager 41 1210 City Clerk 42 General Government - Applications 43 1400 Legal Services 45 1900 General 46 Finance - Applications/Personnel 47 1300 General 49 1310 Human Resources 50 1360 Utility Billing & Customer Service 51 1920 Risk Management 52 Information and General Services - Applications/Personnel 53 1315 Human Resources 55 1600 Information Services - General 56 1910 Information Services - City Hall 57 1925 Risk Management 58 1935 Facilities Maintenance 59 7415 Marketing and Community Events 60 Public Works - Applications/Personnel 61 4100 Administration 63 4110 Roads and Rights of Way (ROW) Maintenance 64 1930 Facilities Maintenance 65 1940 Fleet Maintenance 66 Community Development - Applications/Personnel 67 1500 Administration 69 1510 Long-Range Planning 70 1520 Urban Beautification 71 1530 Streetlighting 72 244 TABLE OF CONTENTS Page Number Print Version Police - Applications/Personnel 73 2100 Office of the Chief 75 2110 Criminal Investigations 76 2120 Community Services 77 2130 Operations 78 2135 Special Operations 79 2140 Support Services 80 2150 Code Enforcement 81 Fire - Applications/Personnel 82 2200 Operations 84 Parks and Recreation - Applications/Personnel 85 7200 Administration 87 7210 Athletics 88 7220 Partnerships 89 7230 Parks & Grounds 90 7240 Program & Special Events 91 7250 Seniors 92 7400 Community Events 93 OTHER GOVERNMENTAL FUNDS Sources Recap by Fund 94 Applications Recap by Fund 95 Source and Application of Funds - Multi-Year by Category 96 Special Revenue Funds: 101 Police Education 97 102 Special Law Enforcement Trust - Local 98 103 Special Law Enforcement Trust - Federal 99 120 Transportation Improvement 100 121 Infrastructure Surtax Fund 101 130 Solid Waste/Recycling 104 140 Arbor 105 150 Transportation Impact Fee 106 151 Police Impact Fee 107 152 Fire Impact Fee 108 153 Park Impact Fee 109 Tuscawilla: 160 TLBD Maintenance 110 261 TLBD Debt Service 111 262 TLBD Phase II Debt Service 112 162 Tuscawilla Phase III Special Assessment 113 Oak Forest: 161 Oak Forest Maintenance 115 260 Oak Forest Debt Service 116 Debt Service: 201 2003/2014 Debt Service 117 202 1999/2011 Debt Service 118 240 Central Winds General Obligation Debt Service 119 Capital Project: 301 1999 Construction 120 302 Revolving Rehabilitation 121 303 Perk Up Parks 122 305 Excellence in Customer Service Initiative 123 245 TABLE OF CONTENTS Page Number Print Version ENTERPRISE FUNDS Enterprise Funds Overview by Classsification 124 Enterprise Funds Recap 125 410 - Water and Sewer Utility - Overview & Personnel 126 3600 Sources 128 3600 Applications 129 412 -Water and Sewer Service Availability 131 411 - Stormwater Utility - Overview & Personnel 132 3800 Applications - Operations 135 3810 Applications - Engineering 136 420 - Development Services - Overview & Personnel 137 2400 Plans and Inspections Division 139 Appendix Glossary 140 Please note: In order to enhance the readability of this document rows with zeros have been suppressed. Efforts have been taken to unhide all rows with activity but due to the volume of accounts and the number of fiscal years represented in this document ocassionally activity may exist in a hidden row. Such a limitation is confined to presentation only and will not affect the fund balance or the related appropriation. 246 THIS PAGE INTENTIONALLY LEFT BLANK 247 BUDGET MESSAGE 248 Executive Summary | Page i   EXECUTIVE SUMMARY Respectfully submitted is the Proposed Fiscal Year 2022 Budget. The total Proposed Budget for all City funds combined is approximately $54.5M (excluding appropriations to fund balance), and represents a $3.8M or 7.5%, increase over the prior fiscal year’s budget. Total proposed General Fund spending of $18.7M represents a $1.8M increase or 11% over the prior fiscal year. After careful review of expenditures necessary to maintain high quality government service and well-maintained public infrastructure, the FY 2022 budget was balanced with proposed operating millage rate of 2.4100 per $1,000 of value. The Proposed millage rate is equal to that of the prior fiscal year. Funding Outlook Preliminary ad valorem taxable values, as provided by the Seminole County Property Appraiser (SCPA), are projected to increase 5.9% in Fiscal Year 2022. At the proposed millage rate of 2.41 mills, the increase in taxable value is anticipated to result in $369,258 in increased property tax revenues in the City’s General Fund in Fiscal Year 2022. Of this increase, approximately 30% is attributable to new construction. An individual property owner’s particular tax bill depends upon several factors including their property’s valuation and taxable value, accumulated Save Our Homes savings, and the millage rate levied by the City as well as other agencies (School Board, County, SJRWMD, etc.). The City’s proposed millage rate represents approximately 14% or 14 cents of every dollar, of a Winter Springs taxpayer’s total property tax bill. Exclusive of a projected ad valorem revenue increase, overall General Fund revenue sources for Fiscal Year 2022 are budgeted to increase $1.5M compared to last years COVID environment. This results in an approximate 16.6% increase in those revenues from the prior fiscal year budget. The FY2021 budget was substantially impacted by the COVID crisis. This years budget is more comparative to the previous fiscal year’s econcomic environment at the time the original budget was proposed for FY2020. Budget Methodology The City’s Fiscal Year 2022 Proposed Budget continues to utilize our concerted, proactive budgeting approach and related strategies that were implemented effective with our Fiscal Year 2010 Budget. These measures, including personnel reorganizations (as warranted and appropriate), prioritizing project needs and zero-based budgeting, have positioned us to meet and overcome the challenges and limitations we may face without raising our millage rate or reducing the outstanding levels of service provided to our citizens. Personnel and related expenditures represent approximately 67% of total General Fund expenditures, therefore, it is important that these costs be closely examined and monitored on an ongoing basis. Evaulation of market salaries and benefits are regularly conducted to ensure a high level of retention and recruitment. We continue to examine, as demonstrated in this FY 2022 Budget, our overall staffing structure for potential additional reorganizations and 249 Executive Summary | Page ii   insourcing/outsourcing opportunities in order to ensure we have the most efficient and effective use of our limited resources. Finally, preparation of our Fiscal Year 2022 Budget was facilitated with the continued utilization of a zero-based budgeting paradigm. This technique, which reverses the working process of traditional incremental budgeting, is aimed at ensuring that only a justifiable and defensible level of expenditures is appropriated, thus facilitating our ability to continue to provide our citizens with a millage rate that reflects only that which is justly required for the provision of City services. A Look Back The Fiscal Year 2022 budget is the 12th budget that I have had the privilege of developing in my tenure at the City. During this tenure, we, as a team, have made significant strides in our effort to stabilize and improve our fiscal posture, to the ultimate benefit of our taxpayers. A few notable outcomes from this period are as follows:  Balanced the Budget for the past 12 years without raising the property tax rate (maintained or lowered the rate each year)  Improved City’s Debt Position via 100% reduction in total outstanding debt for the General Fund.  Increased City’s Credit Rating from AA to AA+.  Increased City’s Pension (Letter) Grade from F to A.  Pension plan is 100% funded (as of April 2021) for the first time in the history of the Plan  Provided outstanding Community Events via partnerships and sponsorships rather than tax dollars. In concert with our fiscal advances, we commensurately maintained or improved service levels during this same period as evidenced in part by:  Increased funding in several key service areas including the establishment of a multi-million dollar Parks Improvement Program, doubling the funding to our annual road infrastructure maintenance program, and providing multi-million dollar improvements to our Water/Sewer Utility System.  Being consistently named one of the top 10 safest cities in Florida by several publications, reaching as high as #3 – 2020 and 2021  Being named one of the 100 Best Places to Live by Money Magazine.  Being ranked 3rd in Smart Travel’s 10 Best Places to Live in Florida  Being ranked 14th in the Chamber of Commerce – Best Cities to Live in Florida – 2019 Summary information related to the Fiscal Year 2022 Proposed Budget is provided beginning on page iii. Committed to… Customer Service ▪ Accountability ▪ Human Capital 250 Executive Summary | Page iii   OVERALL BUDGET REVENUES Based upon an operating millage assumption of 2.4100 mills, total revenues and transfers are projected to increase by 3.8% in FY 2022. Inclusive of appropriations from fund balance, a total increase of 4.7% is projected as follows: FY 20/21 FY 21/22 Original Proposed Budget Budget Change General $16,883,194 $18,736,477 11.0% Other Governmental 7,392,208 $7,427,571 0.5% Enterprise 14,933,470 $14,552,928 (2.5%) Sub-Total $39,208,872 $40,716,976 3.8% Appropriations From Fund Balance 11,516,349 13,804,503 19.9% Total $50,725,221 $54,521,479 7.5% OVERALL BUDGET EXPENDITURES Total expenditures and transfers out are projected to increase by 6.5% in FY 2022. Inclusive of appropriations to fund balance, a total increase as follows: FY 20/21 FY 21/22 Original Proposed Budget Budget Change General $16,883,194 $18,736,477 11.0% Other Governmental 15,092,065 15,073,912 (0.1%) Enterprise 18,705,962 20,705,315 10.7% Sub-Total $50,681,221 $54,015,704 6.6% Appropriations To Fund Balance 44,000 5,775 (86.9%) Total $50,725,221 $54,521,479 7.5% OVERALL CHANGE IN FINANCIAL POSITION The year-end fund balance in the General Fund is projected to stay flat. Year-end fund balances of the Other Governmental Funds and the Enterprise Funds (collectively) are projected to have substantial decreases mainly due to capital budgets of $13.7M. FY 20/21 FY 21/22 Revised Ending Fund Bal/Equity Proposed Ending Fund Bal/Equity Change General $8,935,387 $8,935,387 0.0% Other Governmental 23,989,307 16,342,966 (31.9%) Enterprise 21,391,312 15,240,035 (28.8%) Total $54,316,007 $40,518,389 (25.4%) 251 Executive Summary | Page iv   Charges for  Service 29% Approp  from Fund 25% Ad Valorem  Tax 12% Intergovernment 12% Other Taxes 8% Interfund  Transfers In 6% Franchise  Fee 4% Other 2% Licenses & Permits 2% Personnel 28% Capital Outlay 29% Services 9% Utilities 9% Repair and  Maintenance 8% Debt Service 7% Interfund  Transfers Out 6% Other 5% ORGANIZATION-WIDE SOURCES OF FUNDS ORGANIZATION-WIDE APPLICATIONS OF FUNDS Source % of Total Charges for Service 28.5% Appr. from Fund Bal 25.3% Ad Valorem Tax 12.2% Intergovernment 12.0% Other Taxes 8.2% Interfund Transfers In 5.6% Franchise Fee 4.2% Other 2.1% Licenses & Permits 1.8% 100.0% Application % of Total Personnel 27.6% Capital Outlay 28.9% Services 9.5% Utilities 8.9% Repair and Maintenance 7.7% Debt Service 7.1% Interfund Transfers Out 5.6% Other 4.8% 100.0% 252 Executive Summary | Page v   Ad Valorem  Tax 35% Utility Tax 18% Intergovern ment ‐ Half‐ Cent 14% Franchise  Fee 12% Intergovernment  ‐ Rev Sharing 6% Communication  Service Tax 6% Interfund  Transfers In 4% Other 5% GENERAL FUND SOURCES OF FUNDS Ad Valorem In order to fund the FY 2022 Proposed Budget a total millage rate of 2.4100 mills is proposed. FY 20/21 FY 21/22 Change Operating Millage Rate 2.4100 2.4100 (0.0000) Incorporating the unchanged FY 2022 County MSTU millage rate (still preliminary), the combined proposed millage rate to City taxpayers of 5.1749 which remains flat from the prior fiscal year as follows: FY 20/21 FY 21/22 Change Operating Millage Rate 2.4100 2.4100 (0.0000) County MSTU (prelim) 2.7649 2.7649 0.0000 Total 5.1749 5.1749 (0.0000) At 2.4100 mills, the FY 2022 operating millage rate is estimated to be 4.21% more than the “rolled- back” rate of 2.3127 mills, based on the preliminary ad valorem tax base as provided by the Seminole County Property Appraiser. Source % of Total Ad Valorem Tax 35.4% Utility Tax 17.5% Intergovernment - Half-Cent 14.2% Franchise Fee 12.3% Intergovernment – Rev Sharing 5.6% Communication Service Tax 5.9% Interfund Transfers In 3.8% Other 5.3% 100.0% 253 Executive Summary | Page vi   The preliminary FY 2022 ad valorem tax base compares to the base for FY 2021 as follows: FY 20/21 FY 21/22 (FINAL valuation) (DR-420*) Change $2,708,235,730 $2,867,838,505 $159,602,775 / 5.9% *Includes New Construction totaling $45,639,260 Based on preliminary valuations and the proposed operating millage rate, projected FY 2022 net ad valorem revenues are expected to increase $369,258 or 5.9% as follows: FY 20/21 FY 21/22 (FINAL valuation) (DR-420*) Change $6,265,774 $6,635,032 $369,258 / 5.9% State Shared Revenues (Revenue Sharing and Half-Cent Sales Tax) FY 2022 State Shared revenues are budgeted to increase by $826,340 or 28.6% as follows: FY 20/21 FY 21/22 Change $2,887,500 $3,713,840 $826,340 / 28.6% Local Communication Services Tax Projected FY 2022 General Fund revenues from Local Communication Service Taxes are budgeted to increase by $20,000 or 1.9% as follows: FY 20/21 FY 21/22 Change $1,080,000 $1,100,000 $20,000 / 1.9% Electric Utility and Franchise Fee Effective March 2014, the City executed a 10-year franchise agreement with Duke Energy that maintains a franchise fee of 6% on base revenue. In total, projected FY 2022 General Fund revenues from Electric Utility Taxes and Electric Franchise Fees are budgeted to increase as follows: FY 20/21 FY 21/22 Change $4,320,000 $4,895,850 $575,850 / 13.3% 254 Executive Summary | Page vii   Other General Fund Sources Other General Fund sources that includes interfund transfers are expected to increase $127,333 or 12.2% as shown below. This increase is comprised of many accounts all with marginal increases. FY 20/21 FY 21/22 Change $1,045,710 $1,173,043 $127,333 / 12.2% WATER & SEWER SOURCES Sources in the Water and Sewer Operating Fund are projected to decrease by $602,942 or 4.6% as follows due a smaller transfer of funds from the Infrastructure Surtax for capital initiatives: FY 20/21 FY 21/22 Change $13,016,870 $12,413,928 ($602,942) / (4.6%) For FY 2022, potable water, sewer and reclaimed water rates will be indexed to the CPI of 3.2% (estimate) effective October 1, 2021. The City’s comparative rate position remains in the general bottom half of rates charged by other neighboring utility systems. In Fiscal Year 2020 we contracted with Veolia Water North America - South, LLC (Veolia) to assume the operation, maintenance, and management services for the City's drinking water treatment, wastewater treatment, and reuse utilities. Additionally, water quality improvements at Water Treatment Plant #1 were completed and the funding for the project was secured via the State Revolving Loan Fund with no additional debt or cost to the residents. Key assets of the City’s wastewater treatment plants are at the end of their almost 50-year useful lives. This budget addresses many of the initiatives to replace or rehabilitate necessary infrastructure in a cost-effective and sustainable manner. Priority repairs have been completed at some of the wastewater treatment plants and continue while planning and designing is underway for new, higher efficiency, wastewater plants to be built. We are currently conducting several engineering evaluations to improve the taste and smell of our drinking water and have intiated a major construction project at Water Treatment Plant No. 1, which will complete later this year. DEVELOPMENT SERVICES REVENUES Revenues in the Development Services Fund are projected to increase by $131,500 or 16.2% as follows: FY 20/21 FY 21/22 Change $811,500 $943,000 $131,500 / 16.2% 255 Executive Summary | Page viii   Diversification of the property tax base (residential and commercial) remains an important focus for the City. Single-family Residential construction remains strong, with over 500-units currently under construction, including the 35-unit Northern Oaks Subdivision, 114-unit Winter Springs Townhome Subdivision, and the 379-unit Tuskawilla Crossings Subdivision. The demand for retirement housing is also strong, with vertical construction almost complete on The Savoy, formerly known as Hawthorne Retirement Residence in the Town Center. Commercial development demand is increasing in terms of new construction of Dr. Chau’s Medical Office, Wendy’s and the Winter Springs Marketplace Shopping Center. In addition there is a proposed Chase Bank within the Town Center. The occupancy of previously vacant tenant space is also trending in a positive direction. OTHER RATES AND CHARGES Oak Forest Wall Maintenance & Debt Service Funds The Oak Forest Maintenance assessment remains unchanged at $60/BU as compared to the legal maximum of $63/BU. The internal refinancing of the Oak Forest Debt allowed for early retirement. This instrument was fully retired in FY 2017, which was also the final year for the annual capital assessment. TLBD Maintenance & Debt Service Funds - Phases I and II The TLBD Maintenance assessment has been unchanged since FY 2010 when the annual assessment was decreased to $120/ERU from the legal maximum of $128/ERU. For FY 2022, no changes are proposed. A $7 per ERU decrease was programmed into the FY 2015 Budget for the Phase I TLBD Debt Service (from $43/ERU to $36/ERU annually) and that proposed assessment remains unchanged. Tuscawilla III Special Assessment Fund The Tuscawilla III assessment district has both a capital and maintenance assessment. The capital assessment is utilized for the annual debt service on an internal 20-year loan, which financed a capital project relative to the existing Tuscawilla Units 12/12A wall. There is no proposed increase to the capital assessment of $85/BU or the maintenance assessment of $87/BU. The assessment for this fund is not sufficient and will require re-evaluation in 2022. Infrastructure Surtax Fund In May of 2014, a countywide precinct referendum resulted in an additional 1% (i.e. 1 cent) local government infrastructure sales surtax upon taxable transactions occurring in Seminole County. The tax went into effect on January 1, 2015 and will expire December 31, 2024. The proceeds are to be utilized for public infrastructure projects and are distributed 25% to the School Board, 24.2% to the County with the remaining 50.8% of net revenues distributed according to a statutory formula to the County and all Seminole municipalities. Per the interlocal agreement, the Winter Springs’ distribution percentage is 2.99%, which may be utilized for public infrastructure as defined in the Florida statutes [Section 212.055(2)(d)]. 256 Executive Summary | Page ix   Solid Waste Fund The City entered into a Solid Waste Franchise Agreement with Waste Pro of Florida, Inc. on March 1, 2006 at a monthly rate for residential customers of $18.10 and has remained unchanged. Staff is currently evaluating costs and will look to establish a new rate for residents in FY 22. The weekly service includes two solid waste, one recycling and one-yard waste pickup. The recent competitive bidding experiences of other nearby municipalities and counties did not result in favorable outcomes for their residents. As a result of that evaluation, staff recommended that the Commission grant a long term extension to Waste Pro of Florida because such extension would be more economically advantageous to the citizens of Winter Springs than competitively bidding solid waste services in the current market. That long term extension was authorized on May 10, 2021 with Ordinance 2021-03 and will become effective March 1, 2022, after the expiration of the previous addendum, and will remain in effect through February 28, 2027 with three additional 1 year extensions available upon mutual consent. Impact Fee Funds In 2016, the City Commission adopted Ordinance 2016-10 amending the City's transportation impact fee schedule. For most commercial and residential land uses, the new transportation impact fees are significantly lower than the previous fees. In 2017, the City Commission adopted Ordinance 2017-16, which reduced police and fire impact fees while an increase was warranted for park impact fees. Impact fee revenues are not budgeted until received. The remainder of this page was intentially left blank 257 Executive Summary | Page x   EXPENDITURE HIGHLIGHTS PERSONNEL COSTS Personnel costs include employee salaries, FICA, health and life insurance, worker’s comp, and retirement benefits. These costs account for the majority of the City’s operating expenditures. Some of the challenges we have faced in the previous fiscal year, that continue to be a challenge in FY 22 are a volatile labor market, increases to minimum wage, additional staffing needed to facilitate essential and significant infrastructure enhancements, and the impact of the baby boomer generation retiring in large numbers. In order to face these challenges and to maintain our competitive advantage for recruiting and retention, we regularly review processes searching for opportunities to enhance efficiencies or automate processes, we have made market adjustments to salaries and pay ranges, increased our headcount to meet with service level demands, and we have increased benefits available to employees. FY 2022 personnel costs, totaling $15,051,587 are proposed to increase 5.3% over the prior fiscal year as follows: FY 20/21 FY 21/22 Original Proposed Budget Budget Change General $11,769,526 $12,510,142 6.3% Enterprise 2,518,650 2,541,445 0.9% Total $14,288,176 $15,051,587 5.3% Staffing and Wages - Full-time headcount is increased this year to be more in line with previous years and to provide for sufficient staffing to facilitate essential and significant infrastructure enhancements. The total full-time headcount for FY 2022 accompanied by trailing historical data follows: FY09 FY10 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Full-Time 234 228 / / 184 187 181 172 177 158 174 0.23 0.22 0.20 0.19 0.19 0.19 0.18 0.19 0.18 0.17 0.18 0.16 0.17 0.10 0.12 0.14 0.16 0.18 0.20 0.22 0.24 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Employees per 1,000 Residents 258 Executive Summary | Page xi   Pension - Funding of the City’s Defined Benefit Pension Plan is an important and critical area of focus. Due to the nature of a Defined Benefit plan, the City is statutorily obligated to provide funding sufficient to keep the plan actuarially sound. In a typical Defined Benefit plan structure, market gains are expected to fund the majority of this financial obligation. However, when market conditions result in losses and an associated decrease in plan assets, the City is obligated to fund these losses to the extent necessary to make the plan “actuarially whole.” Thus, a Defined Benefit plan and its associated benefit structure and contractual liability must be proactively monitored and reviewed in order to ensure the City’s fiscal ability to meet its related statutory obligation, as well as to gauge and ensure the sustainability of the plan. Pension plan funding levels have improved significantly over the past twelve years. The vested benefit security ratio increased from 48.8% in FY 2007 to ≈ 100% as of April 2021. This is primarily due to plan revisions and investment returns which averaged 13.6% 3-year returns, 12.74% 5-year returns and 7.08% since plan inception. These returns were achieved without adding any unsystematic risk to the pension portfolio. The portfolio ranked in the top 1% percentile against its peers in the US as of 2021. Health Insurance - Effective in FY 2012, the City migrated away from an HMO-type health insurance plan in favor of Major Medical (high deductible) benefit plan structure, inclusive of an HSA (Health Savings Account). This migration has continued to yield material savings to the cost of providing these benefits to employees; however, to meet the demands of the current labor market, we will be offering a traditional PPO plan, as a buy-up option to employees. Additionally, the City continues its proactive healthcare program which includes: education, wellness programs and financial incentives. The City is committed to a balanced employer-employee cost sharing and accountability benefit plan. OPERATING COSTS FY 2022 Operating Costs, totaling $16,824,488 are proposed to increase 5.1% from the prior fiscal year as follows: FY 20/21 FY 21/22 Original Proposed Budget Budget Change General $3,871,668 $4,462,334 15.3% Other Governmental 4,856,485 4,868,146 0.2% Enterprise 7,276,467 7,494,008 3.0% Total $16,004,620 $16,824,488 5.1% 259 Executive Summary | Page xii   General Fund changes in operating costs by department are as follows: FY 20/21 FY 21/22 Original Proposed Budget Budget Change Shared Services 852,421 1,016,083 19.2% Community Development 1,054,794 1,214,562 15.1% Parks & Recreation 1,018,945 1,059,771 4.0% Police 546,201 722,745 32.3% Finance 200,677 210,913 5.1% Public Works 137,203 163,743 19.3% Executive $61,427 $74,517 21.3% Total $3,871,668 $4,462,334 15.3% CAPITAL OUTLAY Capital Outlay includes capital improvements such as land, improvements to land and capital equipment defined as vehicles and equipment over $5,000 in value with a useful life greater than one year. FY 2022 Capital Outlay, totaling $15.7M is 23.7% more than last year’s budget as follows: FY 20/21 FY 21/22 Original Proposed Budget Budget Change General $12,000 $484,000 3933.3% Other Governmental 6,825,646 7,725,500 13.2% Enterprise 5,868,031 7,506,000 27.9% Total $12,705,677 $15,715,500 23.7% In the prior year the vast majority of General Fund capital (97%) was redirected to other funds. The remainder of the FY 2022 capital budget appears in the Infrastructure Surtax Fund, Transportation- related Funds, Impact Fee Funds (Transportation, Park), Capital Project Funds and Enterprise Funds, which are funded by infrastructure surtax, developer fees, and/or user fees. A detailed capital list is shown on pages 18-20. GENERAL FUND FISCAL POLICY TEST Each year, the General Fund is tested to determine if the fund complies with three internal fiscal policies/guidelines as follows: 1. That sufficient recurring revenue exist to pay for all recurring costs, thus avoiding the use of non-recurring revenues and fund balances to fund recurring costs. 260 Executive Summary | Page xiii   2. That sufficient recurring and non-recurring revenues are available to fund non-recurring costs. 3. That the 25% fund balance policy is being maintained (fund balance equal to or exceeding 25% of personnel and operating costs). All three policies are being satisfied for FY 2022. BUDGET CALENDAR A Commission workshop to consider the Fiscal Year 2022 Proposed Budget is scheduled for July 7, 2021. In accordance with TRIM law, a tentative millage rate is required to be adopted by August 4, 2021. Therefore, consideration and adoption of the tentative millage rates is scheduled for the July 12th regular Commission meeting. The first public hearing for adoption of the Fiscal Year 2022 Budget is scheduled for September 13, 2021 and the final public hearing is scheduled for September 27, 2021. ACKNOWLEDGEMENTS The budget process and this resulting document could not have been completed without the support of the Mayor and Commission and the diligent and cooperative efforts of the City’s Department Directors and their staff. I would like to personally offer my sincere thanks to our entire team for their cooperation and support. Shawn Boyle City Manager 261 THIS PAGE INTENTIONALLY LEFT BLANK 262 Adopted FY 18/19 FY 19/20 FY 20/21 FY 21/22 Fund Type Actual Actual Budget Budget General $19,570,476 18,339,313 $16,883,194 $18,736,477 Other Governmental: Special Revenue $9,314,179 7,269,887 $5,395,392 $5,425,631 Special Assessment $739,578 731,786 $717,816 $715,614 Debt Service $1,417,201 2,137,682 $1,238,000 $1,280,276 Capital Project $2,303,464 937,232 $41,000 $6,050 Enterprise $17,577,792 17,337,865 $14,933,470 $14,552,928 Total Sources (exclusive of approp)$50,922,690 46,753,765 $39,208,872 $40,716,976 Total Appropriations FROM Funds $1,320,231 1,483,594 $11,516,349 $13,804,503 Total Sources $52,242,921 48,237,359 $50,725,221 $54,521,479 Adopted FY 18/19 FY 19/20 FY 20/21 FY 21/22 Fund Type Actual Actual Budget Budget General $19,386,791 18,102,038 $16,883,194 $18,736,477 Other Governmental: Special Revenue $5,833,221 6,251,068 $11,901,759 $9,527,605 Special Assessment $781,343 735,918 $784,735 $806,136 Debt Service $1,188,686 1,275,000 $1,280,001 $1,277,501 Capital Project $364,842 1,250,164 $1,125,570 $3,462,670 Enterprise $9,606,270 9,810,123 $18,705,962 $20,705,315 Total Applications (exclusive of approp)$37,161,153 37,424,311 $50,681,221 $54,515,704 Total Appropriations TO Funds $15,081,768 10,813,049 $44,000 $5,775 Total Applications $52,242,921 48,237,359 $50,725,221 $54,521,479 * Includes interfund transfers of: $5,813,985 4,701,724 $3,833,958 $3,059,338 - Source and Application of Funds Fiscal Year 2021-2022 Budget Page | 1 263 ALL FUNDS - SUMMARY Source/Application Category Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22Actual Actual Budget Budget Budget SOURCES Revenues GeneGeneral $17,687,867 $17,792,790 $16,279,236 $16,603,285 $18,027,140 Othe Other Governmenta $9,912,526 $7,561,386 $6,162,208 $6,268,278 $6,147,570 EnterEnterprise $17,508,312 $16,697,865 $12,933,470 $12,933,470 $13,482,928 TOTAL REVENUES $45,108,705 $42,052,041 $35,374,914 $35,805,033 $37,657,638 Transfers GeneGeneral $1,882,609 $546,523 $603,958 $603,958 $709,337 Othe Other Governmenta $3,861,896 $3,515,201 $1,230,000 $1,230,000 $1,280,001 EnterEnterprise $69,480 $640,000 $2,000,000 $2,000,000 $1,070,000 TOTAL TRANSFERS $5,813,985 $4,701,724 $3,833,958 $3,833,958 $3,059,338 Total Sources * $50,922,690 $46,753,765 $39,208,872 $39,638,991 $40,716,976 APPLICATIONS Personnel Services GeneGeneral $10,222,144 $10,767,777 $11,769,526 $11,800,326 $12,510,142 Othe Other Governmenta $0 $0 $0 $0 $0 EnterEnterprise $3,060,792 $2,342,689 $2,518,650 $2,500,397 $2,541,445 TOTAL PAYROLL $13,282,936 $13,110,466 $14,288,176 $14,300,723 $15,051,587 Operating GeneGeneral $4,506,751 $3,429,977 $3,871,668 $3,887,599 $4,462,334 Othe Other Governmenta $3,952,147 $4,512,099 $4,856,485 $4,853,555 $4,868,146 EnterEnterprise $4,522,099 $6,685,673 $7,276,467 $7,264,287 $7,494,008 TOTAL OPERATING $12,980,997 $14,627,749 $16,004,620 $16,005,441 $16,824,488 Debt Service GeneGeneral $0 $0 $0 $0 $0 Othe Other Governmenta $1,314,474 $1,414,520 $1,409,934 $1,409,934 $1,410,266 EnterEnterprise $2,145,341 $2,174,020 $2,438,856 $2,438,856 $2,454,525 TOTAL DEBT SERVICE $3,459,815 $3,588,540 $3,848,790 $3,848,790 $3,864,791 Transfers GeneGeneral $3,680,000 $3,230,000 $1,230,000 $1,230,000 $1,280,001 Othe Other Governmenta $367,206 $925,201 $2,000,000 $2,000,000 $1,070,000 EnterEnterprise $1,766,779 $546,523 $603,958 $603,958 $709,337 TOTAL TRANSFERS $5,813,985 $4,701,724 $3,833,958 $3,833,958 $3,059,338 Capital GeneGeneral $977,896 $674,284 $12,000 $289,318 $484,000 Othe Other Governmenta $2,534,265 $2,660,330 $6,825,646 $4,763,646 $7,725,500 EnterEnterprise $1,628,741 $5,849,861 $5,868,031 $5,958,976 $7,506,000 TOTAL CAPITAL $5,140,902 $9,184,475 $12,705,677 $11,011,940 $15,715,500 Total Applications *$40,678,635 $45,212,954 $50,681,221 $49,000,852 $54,515,704 * Total Sources and Applications are exclusive of Appropriations To/From Fund Balance. Total Applications for FY 18/19 and FY20/21 do not tie to Applications (prev. pg. sub-total) as a result of Enterprise Funds' expenditures which do not decrease fund equity due to balance sheet capitalization of $3,517,482 and $7,788,643, respectively. Page | 2 264 Original Actuals Budget Budget Source FY 20 FY 21 FY 22 Charges for Service $15,724,279 32.6% $15,009,282 29.6% $15,556,589 28.5% Approp from Fund $1,483,594 3.1% $11,516,349 22.7% $13,804,503 25.3% Ad Valorem Tax $5,869,672 12.2% $6,287,782 12.4% $6,635,032 12.2% Interfund Transfers In $4,701,724 9.7% $3,833,958 7.6% $3,059,338 5.6% Utility Tax $3,348,158 6.9% $2,883,000 5.7% $3,277,910 6.0% Franchise Fee $2,363,385 4.9% $2,089,258 4.1% $2,300,333 4.2% Intergovernment - Half-Cent $2,475,130 5.1% $1,875,000 3.7% $2,661,360 4.9% Intergovernment - Local Infrastructure $2,271,433 4.7% $1,755,000 3.5% $2,200,000 4.0% Communication Service Tax $1,162,625 2.4% $1,080,000 2.1% $1,100,000 2.0% Intergovernment - Rev Sharing $1,279,152 2.7% $1,012,500 2.0% $1,052,480 1.9% Intergovernment - Other $1,170,123 2.4% $954,200 1.9% $618,820 1.1% Licenses & Permits $2,211,113 4.6% $805,000 1.6% $987,980 1.8% Miscellaneous $2,058,723 4.3% $730,668 1.4% $351,510 0.6% Special Assessments $675,471 1.4% $715,124 1.4% $715,124 1.3% Fines & Forfeitures $96,978 0.2% $100,600 0.2% $98,000 0.2% Other Taxes $113,590 0.2% $77,500 0.2% $102,500 0.2% Loan Proceeds $00.0% $00.0% $00.0% Contributed Capital $0 0.0%$0 0.0%$0 0.0% Impact Fees $1,232,209 2.6%$0 0.0%$0 0.0% Total Sources $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0% Original Actuals Budget Budget Application FY 20 FY 21 FY 22 Personnel $13,110,466 27.2% $14,288,176 28.2% $15,051,587 27.6% Capital Outlay $3,334,614 6.9% $12,705,677 25.0% $15,715,500 28.8% Services $4,726,609 9.8% $5,089,952 10.0% $5,188,389 9.5% Utilities $4,672,076 9.7% $4,673,520 9.2% $4,838,875 8.9% Repair and Maintenance $3,246,324 6.7% $3,967,584 7.8% $4,197,336 7.7% Interfund Transfers Out $4,701,724 9.7% $3,833,958 7.6% $3,059,338 5.6% Debt Service $1,649,758 3.4% $3,848,790 7.6% $3,864,791 7.1% Other Operating $988,052 2.0% $1,381,689 2.7% $1,539,440 2.8% Supplies $710,547 1.5% $603,512 1.2% $699,806 1.3% Fuel $201,630 0.4% $229,333 0.5% $301,774 0.6% Grants & Aids $82,511 0.2% $59,030 0.1% $58,868 0.1% Approp to Fund $10,813,049 22.4% $44,000 0.1%$5,775 0.0% Total Applications $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0% Organization-Wide % of Total % of Total % of Total Source and Application of Funds by Classification % of Total % of Total % of Total Page | 3 265 Original Actuals Budget Budget Source FY 20 FY 21 FY 22 Non-Department $18,448,826 38.2% $15,830,492 31.2% $17,567,765 32.2% Water & Sewer $12,134,094 25.2% $12,856,870 25.3% $12,363,928 22.7% Approp from Fund $1,483,594 3.1% $11,516,349 22.7% $13,804,503 25.3% Public Works $6,819,653 14.1% $5,476,617 10.8% $5,487,137 10.1% General Government $1,614,692 3.3% $1,241,000 2.4% $1,281,026 2.3% Stormwater $1,724,330 3.6% $1,097,600 2.2% $1,196,000 2.2% Community Development $1,372,226 2.8% $807,816 1.6% $763,494 1.4% Protective Inspections $2,148,479 4.5% $769,500 1.5% $943,000 1.7% Finance $714,854 1.5% $723,958 1.4% $709,337 1.3% Parks & Recreation $1,477,953 3.1% $248,844 0.5% $236,304 0.4% Police $207,407 0.4% $129,675 0.3% $118,085 0.2% Fire $90,101 0.2% $26,000 0.1%$2,400 0.0% Executive & Legislative $1,150 0.0%$500 0.0% $48,500 0.1% Information Services $0 0.0%$0 0.0%$0 0.0% Total Sources $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0% Original Actuals Budget Budget Application FY 20 FY 21 FY 22 Water & Sewer $7,309,638 15.2% $16,036,927 31.6% $17,217,439 31.6% Public Works $6,950,113 14.4% $12,839,938 25.3% $12,201,395 22.4% Police $6,295,671 13.1% $6,869,264 13.5% $7,470,330 13.7% General Government $4,278,121 8.9% $2,864,362 5.6% $2,340,946 4.3% Community Development $2,941,206 6.1% $2,714,504 5.4% $4,412,551 8.1% Parks & Recreation $3,493,409 7.2% $2,408,764 4.7% $2,580,605 4.7% Information & General Services $722,145 1.5% $2,161,399 4.3% $2,670,374 4.9% Stormwater $1,404,969 2.9% $1,374,789 2.7% $1,408,850 2.6% Protective Inspections $1,095,516 2.3% $1,294,246 2.6% $2,079,026 3.8% Finance $1,926,445 4.0% $1,221,249 2.4% $1,357,689 2.5% Executive & Legislative $711,266 1.5% $617,085 1.2% $612,491 1.1% Fire $295,812 0.6% $278,694 0.5% $164,008 0.3% Non-Department $0 0.0%$0 0.0%$0 0.0% Approp to Fund $10,813,049 22.4% $44,000 0.1%$5,775 0.0% Total Applications $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0% % of Total % of Total Organization-Wide Source and Application of Funds by Function % of Total % of Total % of Total Page | 4 266 PROJECTED CHANGES IN FUND BALANCE Governmental Funds - Major/Non-Major in the Aggregate Original Revised FY 20/21 FY 20/21 FY 21/22 Budget Budget Budget GENERAL FUND Sources $16,883,194 $17,207,243 $18,736,477 Applications $16,883,194 $17,207,243 $18,736,477 Appropriation To (From) Fund Balance $0 $0 $0 FUND BALANCE - October 1 $8,824,620 $8,935,387 $8,935,387 Appropriation TO (FROM) Fund Balance $0 $0 $0 FUND BALANCE - September 30 $8,824,620 $8,935,387 $8,935,387 Sources $7,392,208 $7,498,278 $7,427,571 Applications $15,092,065 $13,027,135 $15,073,912 Appropriation To (From) Fund Balance ($7,699,857) ($5,528,857) ($7,646,341) FUND BALANCE - October 1 $26,752,030 $29,518,164 $23,989,307 Appropriation TO (FROM) Fund Balance ($7,699,857) ($5,528,857) ($7,646,341) FUND BALANCE - September 30 $19,052,173 $23,989,307 $16,342,966 SOLID WASTE FUND Sources $2,646,317 $2,646,317 $2,683,736 Applications $2,930,108 $2,930,108 $3,081,764 Appropriation To (From) Fund Balance ($283,791)($283,791) ($398,028) FUND BALANCE - October 1 $1,923,742 $1,898,632 $1,614,841 Appropriation TO (FROM) Fund Balance ($283,791)($283,791) ($398,028) FUND BALANCE - September 30 $1,639,951 $1,614,841 $1,216,813 INFRASTRUCTURE SURTAX FUND Sources $2,025,000 $2,025,000 $2,200,000 Applications $6,029,646 $5,554,646 $3,792,000 Appropriation To (From) Fund Balance ($4,004,646) ($3,529,646) ($1,592,000) FUND BALANCE - October 1 $9,537,802 $10,117,090 $6,587,444 Appropriation TO (FROM) Fund Balance ($4,004,646) ($3,529,646) ($1,592,000) FUND BALANCE - September 30 $5,533,156 $6,587,444 $4,995,444 TLBD DEBT SERVICE FUND (Phase I) Sources $139,105 $139,105 $138,685 Applications $160,592 $135,592 $160,924 Appropriation To (From) Fund Balance ($21,487) $3,513 ($22,239) FUND BALANCE - October 1 $58,701 $60,068 $63,581 Appropriation TO (FROM) Fund Balance ($21,487)$3,513 ($22,239) FUND BALANCE - September 30 $37,214 $63,581 $41,342 OTHER GOVERNMENTAL FUNDS - NON-MAJOR FUNDS in the aggregate Sources $2,581,786 $2,687,856 $2,405,150 Applications $5,971,719 $4,406,789 $8,039,224 Appropriation To (From) Fund Balance ($3,389,933) ($1,718,933) ($5,634,074) FUND BALANCE - October 1 $15,231,785 $17,442,374 $15,723,441 Appropriation TO (FROM) Fund Balance ($3,389,933) ($1,718,933) ($5,634,074) FUND BALANCE - September 30 $11,841,852 $15,723,441 $10,089,367 OTHER GOVERNMENTAL FUNDS (Major funds in this grouping are shown separately below) Page | 5 267 PROJECTED CHANGES IN FUND EQUITY Enterprise Funds Original Revised FY 20/21 FY 20/21 FY 21/22 Budget Budget Budget ALL ENTERPRISE FUNDS Sources $14,933,470 $14,933,470 $14,552,928 Applications (includes capital, principal reduction, if applicable)$18,705,962 $18,766,474 $20,705,315 Appropriation TO (FROM) Fund Equity ($3,772,492) ($3,833,004) ($6,152,387) FUND EQUITY 1 - October 1 $18,490,120 $25,224,316 $21,391,312 Appropriation TO (FROM) Fund Equity ($3,772,492) ($3,833,004) ($6,152,387) FUND EQUITY1 - September 30 $14,717,628 $21,391,312 $15,238,925 WATER & SEWER (Utility & Service Availability) Sources $13,016,870 $13,016,870 $12,413,928 Applications (includes capital, principal reduction, if applicable)$16,036,927 $16,036,927 $17,217,439 Appropriation TO (FROM) Fund Equity ($3,020,057) ($3,020,057) ($4,803,511) FUND EQUITY1 - October 1 $12,930,729 $16,278,152 $13,258,095 Appropriation TO (FROM) Fund Equity ($3,020,057) ($3,020,057) ($4,803,511) FUND EQUITY1 - September 30 $9,910,672 $13,258,095 $8,454,584 DEVELOPMENT SERVICES Sources $811,500 $811,500 $943,000 Applications (includes capital, principal reduction, if applicable)$1,294,246 $1,354,758 $2,077,916 Appropriation TO (FROM) Fund Equity ($482,746) ($543,258) ($1,134,916) FUND EQUITY1 - October 1 $4,662,837 $6,206,819 $5,663,561 Appropriation TO (FROM) Fund Equity ($482,746)($543,258)($1,134,916) FUND EQUITY1 - September 30 $4,180,091 $5,663,561 $4,528,645 STORMWATER Sources $1,105,100 $1,105,100 $1,196,000 Applications (includes capital, principal reduction) $1,374,789 $1,374,789 $1,408,850 Appropriation TO (FROM) Fund Equity ($269,689) ($269,689) ($212,850) FUND EQUITY1 - October 1 $896,554 $2,739,345 $2,469,656 Appropriation TO (FROM) Fund Equity ($269,689)($269,689)($212,850) FUND EQUITY1 - September 30 $626,865 $2,469,656 $2,256,806 1 For the Enterprise Funds, the budgeted fund equity excludes net capital and that portion of fund balance that is restricted, therefore, it will not tie to CAFR fund equity balances. Page | 6 268 REVENUES Fiscal Year Tax Year Final Gross Taxable Value from DR-403 Percentage Incr (Decr) 2013 2012 $1,572,300,619 (1.4%) 2014 2013 $1,639,667,121 4.3% 2015 2014 $1,748,258,752 6.6% 2016 2015 $1,843,713,578 5.5% 2017 2016 $1,961,341,503 6.4% 2018 2017 $2,147,274,968 9.5% 2019 2018 $2,293,968,241 6.8% 2020 2019 $2,509,878,198 9.4% 2021 2020 $2,708,235,730 7.9% DR420 2022 2021 $2,867,838,505 6.4% $500 $1,000 $1,500 $2,000 $2,500 $3,000 In MillionsFiscal Year Final Gross Taxable Value (DR403) FY 2022 - DR-420 Ad Valorem Taxes Ad valorem taxes represent the largest single revenue source to the City’s General Fund. For the proposed budget year, the ad valorem revenue budget accounts for 35% of the total budgeted revenue for the General Fund. The amount of ad valorem revenue generated is a function of the gross final taxable value as established by the Seminole County Property Appraiser and the millage rate (per thousand dollars of property valuation) established by the City Commission. The following graph shows the final gross taxable value (DR-403) for the last ten fiscal years. Please note that the valuation identified for fiscal year 2022 is not the final valuation but rather the valuation as submitted by the Property Appraiser (DR420). Page | 7 269 REVENUES Fiscal Year Tax Year Operating Voted Debt Total Millage 2013 2012 2.4300 0.1100 2.5400 2014 2013 2.4300 0.1100 2.5400 2015 2014 2.4300 0.1100 2.5400 2016 2015 2.4300 0.1100 2.5400 2017 2016 2.4300 0.0700 2.5000 2018 2017 2.4300 0.0600 2.4900 2019 2018 2.4300 0.0500 2.4800 2020 2019 2.4300 0.0000 2.4300 2021 2020 2.4100 0.0000 2.4100 2022 2021 2.4100 0.0000 2.4100 Millage Rate 2 3 4 5 6 7 8 9 10 In MillionsFiscal Year Total Ad Valorem Includes Operating and Voted Debt with statutory discount applied 1.0 1.2 1.4 1.6 1.8 2.0 2.2 2.4 2.6 2.8 3.0 Operating & Voted Debt Millage Rates Operating Voted Debt Ad Valorem Taxes (cont’d) Florida Statute 200.065 - Truth in Millage Bill (TRIM): This statute went into effect with fiscal year 1982. This law will only allow a taxing authority to receive the same dollar amount of property tax in each subsequent year without advertising a tax increase. If property values increase, exclusive of new construction, the taxing authority is required to reduce, or roll back, the millage rate in order to receive the same tax dollars as the previous year. Any millage in excess of the rolled-back millage is considered a tax increase and must be publicly advertised. Additionally, any tax increase must be publicly announced at two public hearings prior to the budget adoption. The following chart shows the millage history, both operating and voted debt, for the City of Winter Springs for the last ten fiscal years. Page | 8 270 REVENUES $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 In ThousandsFiscal Year Electricity & Communication Service Tax Electricity Communication Services Electricity and Communication Services Tax [Utility taxes – Sections 1-2, Art. VIII State Constitution, Municipal Ordinances 751, 2001-42, 2005-13; Communication Services Tax - Sections 202.19(1), Florida Statutes] The following chart reflects eight years of historical data for the major revenue sources as well as estimates for our current fiscal year and proposed budget. These revenue streams flow through the General Fund and are obligated for debt service. The electric utility and communication service tax revenues represent 15% and 6% of the budgeted revenues, respectively. Page | 9 271 REVENUES Fund Amount Reason for Transfer Water & Sewer Utility (#410)$1,070,000 1999 Debt Service Fund (#202) $1,280,001 General Fund (#001)$709,337 From Infrastructure Surtax (#121) - 3rd Gen - prioritized capital initiatives From the General Fund for debt service requirements related to the Series 1999 US Bank note From Water & Sewer - cost allocation for the Utility Billing division of the Finance department $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 In ThousandsFiscal Year Electric Franchise Fees Inter-fund Transfers-In Inter-fund transfers may be recurring or non-recurring in nature. An example of a non- recurring transfer would be one related to a short-lived special project or grant activity. Many of the recurring transfers are the result of central service costs being allocated to the funds to which those costs relate, i.e. Utility Billing (Division #1360). The following list represents those transfers which exceed 1% of total sources of the receiving fund along with the anticipated amount and reason for transfer: Electric Franchise Fees [Home Rule Authority - Sections 1-2, Art. VIII, State Constitution] Electric franchise fee revenue from Duke Energy goes directly to the General Fund and is utilized for the annual debt service requirements via transfers to the debt service fund. The following chart reflects historical data for this revenue source. The current and upcoming fiscal year projections are based on a weighted-average trend analysis. Electric Franchise Fee revenues represent 11% of the General Fund budgeted FY2021 revenues. Page | 10 272 REVENUES $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 In ThousandsFiscal Year Municipal Revenue Sharing & Half-Cent Sales Tax Revenue Sharing Half-Cent Sales Tax Major Inter-Governmental Revenues State-Shared Revenues There are a number of taxes imposed by the State and shared with counties, municipalities and school districts. Based on eligibility requirements the state allocates a portion of state- collected taxes to specified local governments. Two of the state-shared revenues which provide a significant percentage of total fund revenues for the General Fund are Municipal Revenue Sharing and Local Government Half-Cent Sales Tax. Municipal Revenue Sharing Program [Sections 206.605(1), 206.879(1), 212.20(6), and 218.20-.26, Florida Statutes] In order to ensure a certain level of parity across local government units the Florida Revenue Sharing Act of 1972 was enacted. Typically, legislation is passed each year that could potentially impact the amount of sales tax revenues available for distribution to municipal governments. Florida’s Legislative Committee on Intergovernmental Relations (LCIR) provides projections which are the basis for the budget. During fiscal year 2021, it is expected that this revenue will contribute approximately 5.6% of total General Fund revenues. Local Government Half-Cent Sales Tax Program [Sections 212.20(6) and 218.60-.66, Florida Statutes] This program which was authorized in 1982 is the largest revenue generator among the state-shared revenue sources. The program’s primary purpose is to provide funding for local programs while offering relief from ad valorem and utility taxes. Distribution is based on allocation formulas. During fiscal year 2021, it is expected that this revenue will contribute approximately 14.2% of total General Fund revenues. Page | 11 273 REVENUES Charge Type 2020 2021 2022* 2020 2021 2022* 2020 2021 2022* 2020 2021 2022* Base facility charge $6.14 $6.18 $6.38 $4.65 $4.68 $4.83 N/A N/A N/A $12.06 $12.14 $12.53 nsumption rates per 1000 gallons: 0 - 5,000 $1.43 $1.44 $1.49 $0.85 $0.85 $0.87 $2.07 $2.09 $2.16 $4.71 $4.74 $4.90 5,000 - 10,000 $1.43 $1.44 $1.49 $1.05 $1.06 $1.10 $2.75 $2.77 $2.86 $4.71 $4.74 $4.90 10,001 to 15,000 $2.07 $2.09 $2.16 $1.46 $1.47 $1.52 $3.38 $3.40 $3.50 N/A N/A N/A 15,001 - 20,000 $2.75 $2.77 $2.86 $1.64 $1.65 $1.71 $4.46 $4.48 $4.62 N/A N/A N/A 20,001 - 25,000 $3.38 $3.40 $3.50 $2.41 $2.42 $2.49 $6.16 $6.20 $6.40 N/A N/A N/A 25,001 - 30,000 $4.46 $4.48 $4.62 $2.41 $2.42 $2.49 $6.16 $6.20 $6.40 N/A N/A N/A 30,001 and over $6.16 $6.20 $6.40 $2.41 $2.42 $2.49 $6.16 $6.20 $6.40 N/A N/A N/A 1 Sewer is only charged on the first 10,000 gallons * 2022 rates reflect a 3.2% CPI increase Stormwater - $5.50/month per Equivalent Residential Unit (ERU) Solid Waste (garbage and recycling) - $18.10/month (anticipated rate revision in FY22) Additional cart rate - $10.55/month Water (3/4" meter)Water - 3/4" Reclaimed Water - 3/4" Irrigation Meters Sewer 1 Intergovernmental Revenues (cont’d) Local Discretionary Sales Surtax [Sections 212.054-.055, Florida Statutes] There are seven types of local discretionary sales surtaxes currently authorized for county and municipal government revenue sources. The infrastructure surtax is also referred to as local option sales taxes. There have been three generations of infrastructure surtax. The first generation was a 1% surtax which became effective in Seminole County on October 1, 1991 and expired on September 30, 2001; the second generation became effective on January 1, 2002 and expired on December 31, 2011. A third generation of this 1% sales surtax was approved by voters in May 2014 and became effective on January 1, 2015 and will expire December 31, 2024. The revenue and expenditure budget relative to the third generation infrastructure surtax will be accounted for in the Infrastructure Surtax Fund [previously identified as the Road Improvements Fund (#121)] and will primarily be utilized for transportation-related projects and other public infrastructure. Charges for Services [Utility Fees – Home Rule Authority Sections 1-2, Art. VIII, State Constitution] The Water and Sewer Utility Fund and the Stormwater Funds are enterprise funds with a customer base of approximately 13,900 whose primary revenue streams consist of charges for service. The Solid Waste fund is a special revenue fund established to account for fees for solid waste and recycling services performed by contract vendors for the benefit of approximately 12,230 customers. The City retained a consultant to review the adequacy of all utility rates, fees and charges for the operation, maintenance, replacement and debt service of the water and wastewater systems. Rate increases (with CPI adj) were warranted, approved and implemented with the billing cycles in October 2009. The following chart indicates two years of rate history for potable water, reclaimed water, irrigation-metered water, and sewer. 9AO9AO Page | 12 274 Department Full-Time Part-Time Total Full-Time Part-Time Total Full-Time Part-Time Total Executive 5 0.00 5.00 5 0.00 5.00 4 0.00 4.00 Finance 14 5.80 19.80 13 5.80 18.80 15 4.35 19.35 Information & General Services 5 0.00 5.00 11 0.00 11.00 13 0.00 13.00 Public Works 15 0.00 15.00 12 0.00 12.00 13 0.00 13.00 Community Development 7 0.00 7.00 6 0.00 6.00 10 0.00 10.00 Police - Sworn 55 0.00 55.00 55 0.00 55.00 55 0.00 55.00 Police - Other 15 0.50 15.50 15 1.68 16.68 17 1.68 18.68 Parks & Recreation 11 9.79 20.79 11 10.52 21.52 13 10.03 23.03 TOTAL 127 16.09 143.09 128 18.00 146.00 140 16.06 156.06 Fund Full-Time Part-Time Total Full-Time Part-Time Total Full-Time Part-Time Total Water and Sewer 38 0.00 38.00 20 0.00 20.00 22 0.00 22.00 Stormwater 9 0.00 9.00 6 0.00 6.00 7 0.00 7.00 Development Services 3 2.19 5.19 4 4.73 8.73 5 0.00 5.00 TOTAL 50 2.19 52.19 30 4.73 34.73 34 0.00 34.00 Full-Time Part-Time Total Full-Time Part-Time Total Full-Time Part-Time Total TOTAL 177 18.28 195.28 158 22.73 180.73 174 16.06 190.06 FTEs - Full-time Equivalents FTEs FTEs FTEs FTEs FTEs FTEs ORGANIZATION-WIDE 2019-2020 2020-2021 2021-2022 2019-2020 2020-2021 2021-2022 ORGANIZATION WIDE - PERSONNEL SUMMARY Budgeted Positions by Fund/Department GENERAL FUND 2019-2020 2020-2021 2021-2022 FTEs FTEs FTEs ENTERPRISE FUNDS Page | 13 275 PERSONNEL by Fund/Department/Division Full-time Part-time Full-time Part-time Full-time Part-time GENERAL FUND Full-time Part-time Full-time Part-time Full-time Part-time 1200 City Manager 2 2 2 1210 City Clerk 332 Departmental Total 5 0.00 5 0.00 4 0.00 Finance Full-time Part-time Full-time Part-time Full-time Part-time 1300 General 9 0.00 9 9 1310 Human Resources 1 1360 Utility Billing 4 5.80 4 5.80 6 4.35 Departmental Total 14 5.80 13 5.80 15 4.35 Information & General Services Full-time Part-time Full-time Part-time Full-time Part-time 1600 General 5 5 5 1315 Human Resources 2 21935 Facilities Maintenance 2 47415 Marketing & Events 2 2 Departmental Total 5 0.00 11 0.00 13 0.00 Public Works Full-time Part-time Full-time Part-time Full-time Part-time 4100 Administration 1 1 2 4110 Roads and ROW Maint 9 9 8 1930 Facilities Maintenance 2 1940 Fleet Maintenance 323 Departmental Total 15 0.00 12 0.00 13 0.00 Community Development Full-time Part-time Full-time Part-time Full-time Part-time 1500 Administration 1 1 1 1510 Planning 222 1520 Urban Beautification 4 3 7 Departmental Total 7 0.00 6 0.00 10 0.00 Police Full-time Part-time Full-time Part-time Full-time Part-time 2100 Office of the Chief - Sworn 55 55 55 2100 Other Civilian 6 6 8 2140 Support Services - Dispatch 9 0.50 9 1.68 9 1.68 Departmental Total 70 0.50 70 1.68 72 1.68 Parks & Recreation Full-time Part-time Full-time Part-time Full-time Part-time 7200 Administration 1 2 2 7230 Parks & Grounds 6 7.60 7 8.33 9 7.84 7240 Programs 2 0.00 7250 Seniors 2 2.19 2 2.19 2 2.19 Departmental Total 11 9.79 11 10.52 13 10.03 General Fund Total 127 16.09 128 18.00 140 16.06 WATER & SEWER Full-time Part-time Full-time Part-time Full-time Part-time 3600 Operating 38 0.00 20 0.00 22 0.00 STORMWATER Full-time Part-time Full-time Part-time Full-time Part-time 3800 Operating 6 5 5 3810 Engineering 312 Stormwater Total 9 0.00 6 0.00 7 0.00 DEVELOPMENT SERVICES Full-time Part-time Full-time Part-time Full-time Part-time 2400 Plans and Inspections 3 2.19 4 4.73 5 0.00 Full-time Part-time Full-time Part-time Full-time Part-time 177 18.28 158 22.73 174 16.06 2019-2020 2020-2021 2021-2022 Executive 190.06ORGANIZATION-WIDE TOTALS 195.28 180.73 Page | 14 276 DEBT MANAGEMENT Year Ending 9/30 Principal Interest Total 2022 $1,484,249 $2,371,327 $3,855,575 2023 $1,400,811 $2,416,218 $3,817,028 2024 $1,356,495 $2,458,122 $3,814,617 2025 $1,319,802 $2,497,077 $3,816,879 2026 $1,282,286 $2,532,448 $3,814,734 2027 $1,246,378 $2,564,004 $3,810,382 2028 $1,214,410 $2,592,481 $3,806,892 2029 $1,189,730 $2,619,356 $3,809,086 2030 $1,161,532 $1,089,031 $2,250,563 2031 $1,867,990 $17,819 $1,885,809 2032 $413,190 $13,792 $426,982 2033 $363,406 $10,188 $373,593 2034 $311,637 $7,952 $319,589 2035 $313,885 $5,700 $319,585 2036 $316,149 $3,432 $319,581 2037 $318,430 $1,147 $319,577 $15,560,378 $21,200,094 $36,760,472 Organization-Wide Debt Service Requirements Exclusive of internal loan to the Tuscawilla III Assessment District (detail on successive pages) Debt Management As set forth in the City’s Comprehensive Improvement Element (CIE), the City shall manage debt issuance and obligations according to sound public fiscal management principles so that the City is able to provide needed capital improvements and maintain services at adopted levels of service (LOS). Criteria for Managing Debt Financing: The City does not have legal debt limits or utilize specific debt ratios such as the limitation on the use of revenue bonds as a percent of total debt; the maximum ratio of total debt service to total revenue; and the maxiumum ratio of outstanding capital indebtedness to property tax base. Instead each debt issuance is evaluated on an individual basis giving consideration to the following factors:  type of facility being financed  significance of the annual debt service requirement  favorable impact to the City  economic capacity of the City  overlapping debt which depends on the same economic base  projected City growth rate Criteria in Selecting Revenues to Finance Public Facilities: To the extent possible, the following revenues are to be utilized to finance public facilities (listed in order of priority and preference):  Grants or other intergovernmental sources  Developer contributions (inclusive of dedicated land and impact fees)  User revenues (inclusive of charges for services, local option gas tax, etc.)  Sales tax (local option infrastructure surtax)  Debt Financing  Ad valorem property taxes Since some sources are not appropriate or legally available for a particular purpose, the above list is advisory in nature and not to be construed as obligatory. Page | 15 277 DEBT SERVICE REQUIREMENTS Governmental Funds Year Ending 9/30 Principal Interest Principal Interest Principal Interest 2022 $371,765 $903,236 $99,099 $31,953 $3,023 $1,188 2023 $350,893 $924,107 $102,332 $28,680 $3,107 $1,103 2024 $331,130 $943,870 $105,408 $25,304 $3,194 $1,016 2025 $312,413 $962,587 $113,321 $21,750 $3,284 $926 2026 $295,456 $979,544 $115,967 $18,024 $3,376 $835 2027 $278,677 $996,323 $118,435 $14,215 $3,470 $740 2028 $263,517 $1,011,483 $120,722 $10,329 $3,568 $643 2029 $248,485 $1,026,515 $127,821 $6,290 $3,668 $543 2030 $234,957 $1,040,043 $129,625 $2,106 $3,770 $440 2031 $3,876 $335 2032 $3,984 $226 2033 $4,096 $115 $2,687,293 $8,787,708 $1,032,730 $158,651 $42,416 $8,110 Fund #261 Fund #162Fund #202 Improvement Refunding Revenue Bonds 1 Series 1999 US Bank TLBD Special Assessment Revenue Note 2 Tuscawilla III Assessment District 3 Series 2011 INTERNAL Loan BB&T $1,765,000 $63,720 1 The Public Communication Services Tax and Electric Franchise Fees are pledged revenues to pay debt service expenses related to the Improvement Refunding Revenue Debt. Anticipated revenues from these funds are expected to be more than sufficient for the debt service requirements. 2 The TLBD Debt Service Fund has an established legal maximum of $43/ERU. The Tuscawilla Improvement Area Special Assessment Bond, Series 2001 was refinanced with a commercial bank note for the remaining term at 3.25% (fixed rate). The Present Value effect of this refinancing is a savings of $276,584. 3 This note is a 20-year variable rate note (indexed to the 5-year US Treasury) funded by the City of Winter Springs and is secured by a special assessment district levy (Tuscawilla III Capital) for the purpose of a capital wall project in a residential vicinity within the Tuscawilla community. Page | 16 278 DEBT SERVICE REQUIREMENTS Water and Sewer Fund Year Ending 9/30 Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest TOTAL 2022 $397,498 $1,352,363 $136,000 $50,026 $194,000 $285,887 $33,749 $1,013,385 $1,436,138 $2,449,523 2023 $522,637 $1,384,069 $137,000 $47,678 $287,949 $31,683 $947,586 $1,463,431 $2,411,016 2024 $490,931 $1,414,050 $139,000 $45,296 $290,026 $29,602 $919,957 $1,488,949 $2,408,905 2025 $460,950 $1,442,363 $141,000 $42,871 $292,118 $27,507 $894,068 $1,512,741 $2,406,808 2026 $432,638 $1,469,081 $144,000 $40,403 $294,225 $25,396 $870,863 $1,534,880 $2,405,742 2027 $405,919 $1,492,313 $147,000 $37,883 $296,347 $23,270 $849,266 $1,553,466 $2,402,732 2028 $382,687 $1,514,212 $149,000 $35,329 $298,484 $21,128 $830,171 $1,570,669 $2,400,841 2029 $360,787 $1,534,856 $152,000 $32,723 $300,637 $18,972 $813,424 $1,586,551 $2,399,975 2030 $340,144 $154,000 $30,083 $302,806 $16,799 $796,950 $46,882 $843,832 2031 $1,563,000 $3,208 $304,990 $14,611 $1,867,990 $17,819 $1,885,809 2032 $106,000 $1,385 $307,190 $12,407 $413,190 $13,792 $426,982 2033 $54,000 $309,406 $10,188 $363,406 $10,188 $373,593 2034 $311,637 $7,952 $311,637 $7,952 $319,589 2035 $313,885 $5,700 $313,885 $5,700 $319,585 2036 $316,149 $3,432 $316,149 $3,432 $319,581 2037 $318,430 $1,147 $318,430 $1,147 $319,577 $3,794,191 $11,603,307 $3,022,000 $366,885 $194,000 $0 $4,830,164 $283,543 $11,840,355 $12,253,735 $24,094,090 TOTAL WATER & SEWER4 Fund #410 Water & Sewer Refunding Revenue1 Truist Bank Series 2020 US Bank Fifth Third $5,982,108 Series 2000 Series 2016 Series 2017 Water & Sewer Capital Appreciation / Serial Water & Sewer Refunding Revenue State Revolving Loan3 Fund #410 Fund #410 Fund #410 17AO17AO0AO17AO 1 In fiscal year 2021, current refunding opportunities arose to refinance Water & Sewer State Revolving Loan Series 2013 and Water & Sewer Refunding Revenue Note Series 2018 (Synovus Bank) with an interest rate of 1.72% maturing October 2032. 2 In fiscal year 2016, current refunding opportunities arose to refinance Water & Sewer Note Series 2011 A (SunTrust), B (BB&T) and C (BB&T) with a commercial note from Fifth Third Bank, Water & Sewer Note Series 2016, with an interest rate of 1.34% maturing October 2021. Principal & interest are paid semi-annually, resulting in a NPV cost reduction of $186,730. 3 State Revolving Loan granted by the State of Florida has a 20-year amortization and a 0.72% fixed rate of interest over the entire life of theloan. This financing will be used for water quality improvements. 4 A look at the total debt service requirements for this utility reflects a relatively level annual requirement. The debt service requirements are based on the accrual method which means the interest expense is matched to the period in which it is incurred not necessarily when paid. This fund has projected fund equity in excess of the target fund equity of 25% of operating expenses. Rate increases, necessary to meet debt coverage requirements, were instituted by the Commission as follows: October 2009-7%, October 2010-7%, October 2011-7%, thereafter, a CPI rate escalator. Page | 17 279 TOTAL CAPITAL OUTLAY GENERAL FUND Finance - Utility Billing Neptune software upgrade for meter services $18,000 Information Services - General Security camera/video upgrades $100,000 Microsoft Office 365 100,000 $200,000 Public Works - Administration Machinery & Equipment - Electric sand bag filling machine $35,000 Machinery & Equipment - Dump trailer 18,000 $53,000 Police Department Portable radios (23)$99,000 Admin. cars (2)48,000 Light kit (2)5,000 Camera system (traffic and crime scene)10,000 Ballistics blankets 9,000 $171,000 Parks & Recreation Kubota 2380 $22,000 Gator (2)20,000 $42,000 Total General Fund - Capital Outlay $484,000 See the following pages for the remaining captial coming from the other governmental and enterprise funds Page | 18 280 TOTAL CAPITAL OUTLAY OTHER GOVERNMENTAL FUNDS Transportation Improvement Fund #120 CIP - Winding Hollow turn lane $550,000 Road Improvement Fund #121 (3rd gen) CIP - Bridge Location TBD - based on priority testing $1,275,000 CIP - Resurfacing 1,000,000 Pavement roller 50,000 MX6000 with loader/grapple 48,000 Small bucket truck 46,000 Police Marked Units (5)233,000 F250 2WD SRW Reg Cab (F2A) 24,000 F150 Reg Cab 122.5" XL (F1C) 21,000 $2,697,000 Transportation Impact Fee Fund #150 CIP - Integra/434 traffic signal $330,000 CIP - MBB traffic signal 500,000 $830,000 Parks Impact Fee Fund #153 CIP - Torcaso pavilion $200,000 TLBD I Capital/DS #261 CIP - Pond rejuvenation $25,000 1999 Construction Fund #301 CIP - CWP / Lake Jessup Overlook - Event Center $885,900 Revolving Rehab #302 CIP - CWP / Lake Jessup Overlook - Event Center $1,172,600 Perk Up Parks Capital Project Fund #303 CIP - CWP / Lake Jessup Event Center $1,000,000 CIP - Torcaso Park site improvements phase 2 200,000 CIP - Pond and landscape renovations at Trotwood Park 50,000 CIP - Trotwood Park pier 2 into the lake - inhouse labor 50,000 Reliable Irrigation System - Blumberg 50,000 $1,350,000 CIP - City Hall refurbishments $15,000 Total Other Governmental Funds - Capital Outlay $7,725,500 Excellence in Customer Service Initiative C.P. Fund #305 Page | 19 281 TOTAL CAPITAL OUTLAY ENTERPRISE FUNDS Water & Sewer - Operating #410 Construction in Progress CIP - Emergency plant upgrades (other continued)$898,400 CIP - Emergency plant upgrades (SGS only)878,600 CIP - WTP 1 design and chemical feed, header replacement 625,000 CIP - Rapid infiltration basins - capacity assessment / evaluation 500,000 CIP - WTP 3 standby power connections 400,000 CIP - Lake Jessup reclaimed water augmentation plant rehab 250,000 CIP - Lift station upgrades 80,000 CIP - Bypass pumps 320,000 CIP - Lift station 7W - (engineering plans)150,000 CIP - Lift station 1E - (engineering plans)100,000 CIP - Sewer pipe relining 250,000 CIP - Water line replacement - W&S 250,000 Other Capital Reclaim meters - rapid infiltration basins (RIBs)200,000 Master WTP meters 175,000 Hydrant replacement 80,000 Lift station radio upgrades 50,000 Pump Replacement - Waste Water 50,000 Auto flushers 30,000 Pump replacement - Water 30,000 Security camera/video upgrades 100,000 $5,417,000 Stormwater - Operating #411 CIP - Shore & Alton culvert upsizing - engineering $76,000 CIP - Shore & Alton bank stabilization - engineering 50,000 CIP - Pipe relining 50,000 CIP - Curb inlet rehabilitation 40,000 Emergency portable bypass pumps 50,000 $266,000 Water & Sewer Service Availability #412 CIP - 434 reclaimed expansion (formerly known as - Tuscawilla Crossing)$1,300,000 Development Services - Plans & Inspections #420 CIP - Lobby kiosks $200,000 CIP - Counter enhancement 25,000 Intangibles - Energov (software/implementation) 170,000 Security camera/video (see above 1/3 here)100,000 F150 construction inspections 28,000 $523,000 Total Enterprise Funds - Capital Outlay $7,506,000 TOTAL CAPITAL OUTLAY - ALL FUNDS $15,715,500 Page | 20 282 THIS PAGE INTENTIONALLY LEFT BLANK 283 FINANCIAL & ORGANIZATIONAL STRUCTURE 284 THIS PAGE INTENTIONALLY LEFT BLANK 285 MAYOR Kevin McCann COMMISSIONERS Seat One – Matt Benton Seat Two – Kevin Cannon Seat Three – Ted Johnson (Deputy Mayor) Seat Four – TiAnna Hale Seat Five – Rob Elliott CITY MANAGER Shawn Boyle CITY ATTORNEY Anthony A. Garganese CITY CLERK Christian Gowan DEPARTMENTS Community Development Christopher Schmidt Finance Maria Sonksen Shared Services Casey Howard Police Chris Deisler Public Works/Utility Dale Smith Page | 21 286 Citizens of Winter SpringsMayor and City CommissionersFinancePolice DepartmentCommunity DevelopmentCity AttorneyPublic Works and UtilitiesDeputy City ManagerAdvisory BoardsAccountingDebt ManagementBudgetingPurchasingContractsSolid WasteTreasury ManagementUtility Business ServicesMeter ServiceFleet ServicesPublic WorksEngineeringStormwaterWater ConservationWater/Wastewater OperationsRecordsCommunicationPatrolInvestigationsCode EnforcementPlanningLand ManagementBuilding Permits/Insp.Business Tax ReceiptsEconomic DevelopmentShared ServicesHR/PayrollRisk ManagementMarketing/EventsIT Maintenance/DevUrban BeautificationRecords ManagementParks and ProjectsCivic/Senior CenterRecreationProgramsFacilities/Cap ProjectsParks/Field MaintenanceCity ManagerPage | 22 287 Financial Structure Introduction The operations for the City of Winter Springs are accounted for on the basis of fund and account groups. A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City of Winter Springs, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance- related legal requirements. Fund Categories All of the funds of the City of Winter Springs can be divided into three categories governmental funds, proprietary funds, and fiduciary funds. The City has four types of governmental funds: General, Special Revenue, Debt Service, and Capital Project. The City of Winter Springs maintains one type of proprietary fund called enterprise funds. Such funds have been established for the Water and Sewer Utility, Development Services, and the Storm Water Utility Fund. The Pension Trust Fund is the only fiduciary fund and is not reflected in this budget because the resources of such funds are held for the benefit of parties outside the government. It is the only fund that is included in the Comprehensive Annual Financial Report that is not included in this budget. For the audited financial statements, the accrual basis is the accounting basis that is utilized for the Enterprise and Pension Funds; the modified accrual basis is utilized for all others. Under the accrual basis, revenue and expense items are recognized as they are earned or incurred, even though they may not have been received or actually paid in cash. The general idea is that economic events are recognized by matching revenues to expenses (the matching principle) at the time in which the transaction occurs rather than when payment is made (or received). Under the modified accrual basis, revenue is recognized when it is earned and becomes available and measurable. Expenditures are typically recognized in the period in which the liability is incurred. The basis of accounting for budgetary purposes is the largely the same as that used under the GAAP basis of accounting. The following highlights some of the significant relationships:  Under the GAAP basis of accounting in the Enterprise (or proprietary) Funds, the receipt of long-term debt proceeds, capital outlays and debt service principal payments are not reported in operations, but allocations for depreciation and amortization expense are recorded. The opposite is true under the budgetary basis of accounting.  Encumbered amounts are commonly treated as expenditures under the budgetary basis of accounting while encumbrances are not classified as expenditures under the GAAP basis of accounting. Conservatively, the beginning budgeted fund balance assumes full depletion of the prior fiscal year’s budget.  Budgetary revenues and expenditures may include items classified as "other financing sources" and "other financing uses" under the GAAP basis of accounting.  Under the GAAP basis of accounting, changes in the fair value of investments generally are treated as adjustments to revenue, which is not the case under the budgetary basis of accounting.  The fund structure used in GAAP financial statements does not differ from the fund structure used for budgetary purposes; however, there are interfund transfers which are budgeted in the general fund for transfer to an appropriate debt service fund for the annual debt service payments and related accounting. Also designated is each fund’s classification as a major or non-major fund as determined by the calculation used in the fiscal year ending September 30, 2018 Comprehensive Annual Financial Report. A major fund is one whose revenues, expenditures/expenses, assets, or liabilities (excluding Page | 23 288 extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item. The prescribed accounting basis and fund classification is indicated below for all funds. Governmental: General Fund MAJOR/modified accrual basis This is the chief operating fund of the City of Winter Springs. It accounts for all financial resources of the general government, except those required to be accounted for in another fund. Special Revenue Funds (#101) Police Education Fund non-major/modified accrual basis This fund accounts for the costs of educational expenses for police officers. It is funded by a portion of the collections from fines and forfeitures. (#102 and #103) Special Law Enforcement Trust Funds (Local and Federal, respectively) non-major/modified accrual basis These funds were established to receive revenues derived from confiscated property obtained during the enforcement of illegal operations. Proceeds are utilized strictly for law enforcement purposes, exclusive of salaries and vehicles. Such purposes may include drug education programs such as the DARE program. (#120) Transportation Improvement Fund non-major/modified accrual basis Revenues in this fund are derived from Local Option Gasoline Tax distribution. Proceeds are to be used for road, right of way, and drainage maintenance and equipment necessary to build or maintain roads, right of ways, and drainage. (#130) Solid Waste / Recycling Fund MAJOR/modified accrual basis This fund is used to account for fees for solid waste and recycling services performed by contract vendors. Proceeds are used to pay monthly vendor charges for providing solid waste and recycling services. (#140) Arbor Fund non-major/modified accrual basis This fund is used to account for arbor revenues. This revenue source is used to maintain plantings in the City. (#121) Infrastructure Surtax Fund Previously Road Improvement Fund MAJOR/modified accrual basis This fund is used to account for collected one-cent sales tax revenues to be primarily used for transportation-related infrastructure improvements and other capital projects. (#150) Transportation Impact Fee Fund non-major/modified accrual basis This fund is used to account for collected impact fees on new development to defray the cost of future road construction as a result of growth. Page | 24 289 (#150) Police Impact Fee Fund non-major/modified accrual basis This fund is used to account for collected impact fees on new development to defray the cost of capital investment needed to maintain the level of police service due to future growth. (#152) Fire Impact Fee Fund non-major/modified accrual basis This fund is used to account for collected impact fees on new development to defray the cost of capital investment needed to maintain the level of fire service due to future growth. (#153) Park Impact Fee Fund non-major/modified accrual basis This fund is used to account for collected impact fees on new development to defray the cost of capital investment needed to develop and improve the parks due to future growth. (#160) TLBD Maintenance Fund non-major/modified accrual basis This fund is used to account for collected special assessments for maintenance related to the Tuscawilla Lighting and Beautification District phases I and II. In fiscal year 2006-2007, two maintenance programs were streamlined into one assessment district and are accounted for in fund #160. (#161) Oak Forest Maintenance Fund non-major/modified accrual basis This fund is used to account for collected special assessments for maintenance related to the Oak Forest subdivision wall. (#162) Tuscawilla Phase III Maintenance/Debt Service Fund non-major/modified accrual basis This fund is used to account for collected special assessments for maintenance and capital/debt service related to the Tuscawilla Units 12/12A wall (Hawk’s Reserve). Debt Service Funds (#202) 1999/2011 Debt Service Fund non-major/modified accrual basis This fund is used to account for the accumulation of resources and payment of principal, interest, and related costs for the Series 2011 BB&T note, which partially refunded the 1999 bond issue. (#240) Central Winds General Obligation Debt Service Fund non-major/modified accrual basis This fund is used to account for the accumulation of resources and payment of principal, interest, and related costs for the 2002 limited general obligation bond which was refinanced in May 2012 with a private placement note payable. During FY2020, the voted debt millage has been eliminated with the adoption of Resolution 2019-19 to forgive the Central Winds General Obligation internal loan from Fund 305. (#261) TLBD Debt Service Fund (Phase I) MAJOR/modified accrual basis This fund is used to account for the accumulation of resources and payment of principal, interest and related costs for the 2001 special assessment bond issue which was refinanced in October 2011 with a private placement note payable. Page | 25 290 Capital Project Funds (#301) 1999 Construction Capital Projects Fund non-major/modified accrual basis This fund was established for the acquisition and construction of City-owned capital improvements. (#302) Revolving Rehabilitation Capital Projects Fund non-major/modified accrual basis This fund was established to fund capital improvements and economic development within the City. (#303 Public Facilities Capital Project Fund non-major/modified accrual basis This fund was established to fund capital projects within the City. (#304) Utility/Public Works Facility Capital Projects Fund non-major/modified accrual basis This fund was established to account for the construction of additional public facilities - currently the Public Works/Utility Compound. (#305) Excellence in Customer Service Initiative Fund This fund was established to account for capital improvements for the purpose of increasing the level of customer service (i.e. redesign of the City Hall lobby/bathrooms, acquisition of software, new phone system). Proprietary: Enterprise Funds (#410/412) Water and Sewer Utility Fund MAJOR/accrual basis This fund was established to account for the provision of water and sewer services to the residents of the City. (#420) Development Services Fund MAJOR/accrual basis This fund was established in 2003 to account for plans, inspections and related customer service as an enterprise fund. (#411) Stormwater Utility Fund MAJOR/accrual basis This fund was established to account for the stormwater management department as an enterprise fund. Fiduciary: Pension Plan Trust Fund accrual basis This fund accounts for the contributions to the defined benefit plan. Because this fund accounts for the resources held for the benefit of parties outside the government it is not included in the budget document. Page | 26 291 Budget Process Annual budgets are adopted on a basis consistent with generally accepted accounting principles for all funds. The budget is established through the following procedures:  In January and February, City Manager and department directors begin preliminary budget discussions regarding the next fiscal year. Directors submit budget requests in early spring followed by the refinement and balancing process.  About March of each year, the budget calendar is presented by staff and approved by the City Commission.  In the spring, budget meetings/workshops are convened which may include department directors, support staff, City Manager, Finance Director, Budget Analyst, Mayor and Commission. From those in-house workshops, the Proposed Budget is prepared.  On or before July 1 of each year, the City Manager submits the Proposed Budget to the Commission for consideration.  The City Commission may hold informal budget workshops which the public is invited to attend.  In July, the City Commission establishes the tentative millage rate (DR 420) which becomes the millage ‘ceiling’ when approving the annual millage rate and budget in September.  Also established at this meeting is the rolled-back rate calculation, the date, time and place of the first Public Hearing. Once these determinations have been made they are communicated via the DR 420 to the Seminole County Property Appraiser, the Seminole County Tax Collector and the Department of Revenue. This information is advertised via the Notice of Proposed Property Taxes (TRIM Notice) which is mailed to property owners by the Seminole County Property Appraiser.  Two to five days prior to the second public hearing the notice of the final budget hearing and budget summary is advertised in a newspaper of general paid circulation.  On or before September 30 of each year, after two public hearings, the Commission adopts the budget and establishes the ad valorem tax millage rates.  The TRIM (Truth in Millage) compliance package is submitted to the Department of Revenue.  The budget may be formally amended by the Commission at any time. Proposed: Date Function February 2 Commission establishes FY 2022 Budget Calendar by July 1 Transmission of Proposed 2022 Budget - budget placed on Shared Drive and Website Tentative: by July 1 Property Appraiser submits DR 420 Certification July 7 Budget Workshop July 12 Commission establishes millage cap (DR 420 tentative millage rates via Resolution) August 4 Deadline to Notice Property Appraiser of : Proposed Millage Rate / Rolled-back Rate / Date, Time, Place of Public Hearing (Must be sent within 35 days of certification of value) August 24 Deadline for Property Appraiser to send TRIM Notice to property owners (Considered notification of Tentative public hearing; must be mailed by PA within 55 days of value certification) September 13 Public Hearing (Tentative) Tentative millage and budget hearing (Resolutions) (Must be within 80 days of value certification but not earlier than 65 days after certification) Page | 27 292 Final/Adopted: September 23 Advertisement publication date (Thursday for Seminole Extra) for final millage and budget hearing (Final public hearing must be within 15 days of the tentative public hearing) September 27 Public Hearing (Final) Final millage and budget hearing - Adoption of final millage and budget must be done separately and in that order (Resolutions) (Hearing must be held not less than 2 days or more than 5 days after advertisement is published) by October 1 Resolution to Property Appraiser Resolution to Tax Collector (Must be submitted within 3 days after adoption of final millage rate) by October 28 Mail TRIM package to Property Tax Administration Program Department of Revenue (Must be submitted within 30 days of final adoption) Budget Transfers and Amendments  The legal level of budgetary control is at the department level.  The City Manager is authorized to transfer budgeted amounts between accounts within a department.  The budget is an annual one, as such, unexpended appropriations for these funds lapse at the end of each fiscal year.  Increases to the budget are accomplished by resolution duly adopted by the Commission. There may be two amendments to the budget each fiscal year – one at approximately mid- year and one within 60 days of the fiscal year-end. Page | 28 293 Budget, Financial and Management Guidelines General  An independent audit will be performed annually. The City administration will promptly evaluate the audit management letter to determine the necessary steps to implement the audit recommendations.  Financial records to be maintained on a basis consistent with Generally Accepted Accounting Principles (GAAP) and the Government Accounting Standards Board (GASB).  The City will strive to maintain a fund balance in the General and Enterprise funds of 25% of personnel services and operating expenditures which serves to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortages or unpredicted spikes in expenditures.  The City will strive to ensure that personal and operating costs do not exceed recurring revenues; that is, recurring expenses will not be funded with non-recurring revenue.  It will be the City’s highest priority to maintain current service levels for all essential services.  Employee positions are fully-funded. Revenues  The City will strive to maintain diversified revenues for the sake of fiscal stability and to most equitably distribute the cost of services.  The City will set user-fees for all enterprise funds at a level that fully supports the total direct and indirect cost of the activity.  A portion of the cost of non-enterprise activities may be considered for subsidy provided that such action is consistent with the interests of the City and with all legal requirements.  The use of one-time revenues to fund ongoing expenditures is discouraged. Budget  The City will abide by a structured budget process and comply with the “Truth in Millage” state statute which regulates taxing authorities in the millage assessment process.  Budgets are considered balanced when revenues and appropriations from the fund (if applicable) equal expenditures and appropriations to the fund (if applicable).  Recurring revenues should be sufficient to pay for all recurring costs thus avoiding the use of non-recurring revenues and fund balances to fund such costs.  The City will adhere to all Federal, State, and local legal requirements related to the operating budget.  The City will maintain a budgetary control system to ensure budgetary compliance.  All fund balances will be presented in the annual budget.  The City will attempt to avoid layoffs of permanent employees in order to balance the budget. Purchasing  The City Manager is authorized to purchase or to contract for all commodities and services which do not exceed $50,000; those in excess require written bids and Commission approval.  Regarding bids, the City of Winter Springs intends to secure a source of supply for item(s) or services(s) at the lowest price; early and satisfactory manufacture; and prompt, convenient service and shipment.  Purchase orders over $5,000 must be approved by the City Manager.  Purchases for commodities and services over $2,500 require three quotes unless a sole source vendor is being utilized or the City is piggy-backing off another governmental agency. Page | 29 294 Investments and Cash Management  Cash and investments are managed in accordance with the City's investment policy while providing for liquidity to meet the City's needs in a sound and prudent manner.  The City administers a cash management and investment program that seeks to maximize, in order of priority, the preservation of funds, liquidity, and interest earnings over its cash and investments.  The City will collect revenues aggressively, including past due bills and may utilize a collection agency to accomplish this. Capital Assets  The budget will provide for the maintenance and replacement of capital assets which are defined as expenditures which equal or exceed $5,000.  The City has a five-year Capital Improvements Plan (CIP) which it annually reviews and updates to ensure that all necessary capital improvements are being incorporated. This plan is a multi-year prioritized schedule of capital improvements (which equal or exceed $50,000) by intended year of purchase or commencement, the amount of expenditure per year, method of financing and annual operating costs.  Assets will be inventoried annually. Assessment as to condition of all major capital assets is routinely evaluated by the respective departments.  When appropriate, surplus and obsolete property will be disposed of at public auction. Debt Management  There are no limitations placed on the amount of debt the City may issue either by the City’s charter, code of ordinances or State statute.  The City shall manage debt issuance and obligations according to sound public fiscal management principles so that the City is able to provide needed capital improvements and maintain services at adopted levels of service (LOS).  Debt service - managed to ensure that timely payment of principal and interest is made and that bond covenants are met so as to maximize efficiency and credit-worthiness.  General obligation debt will not be used to finance the activities of enterprise funds.  The term of any bonds shall not exceed the useful life of the expenditures being financed.  Long-term debt will not be utilized to fund current and ongoing operations.  For long-term debt, the City uses financial advisors independent of bond brokerage houses and independent bond counsel to determine the best method of financing.  The City will maintain an adequate debt service fund for each bond issue.  See Debt Service section for a list of criteria for managing debt financing and selecting revenues to finance public facilities. Pension Plan  Employees become plan participants on the first day of the month immediately following the date six months after the first day of employment.  The City will provide sufficient funding to the pension plan in order to ensure that the plan will be able to fully meet its obligations to retired employees on a timely basis. Accordingly, the City will retain independent actuarial advisors to provide the minimum annual required contribution for both employer and employee.  The Defined Benefit (DB) plan is closed to employees hired after October 1, 2011. DB Employees have a required contribution rate of 5%. For employees hired after October 1, 2011, the City contributes 5% to a Defined Contribution (DC) plan with eligibility for an additional 2.5% matching contribution. Page | 30 295 GENERAL FUND 296 THIS PAGE INTENTIONALLY LEFT BLANK 297 GENERAL FUND FISCAL POLICY TESTS OPERATING COVERAGE Recurring Revenue $18,736,477 Total Expenditures $18,736,477 LESS : Capital Expenditures ($484,000) Non-recurring - UCF Incubator ($50,000) Recurring Personal and Operating Expenditures $18,202,477 ($18,202,477) Effect on Fund Balance - OPERATING COVERAGE $534,000 CAPITAL COVERAGE Non-recurring Revenue $0 LESS: Capital Expenditures ($484,000) Non-recurring - UCF Incubator ($50,000) Non-recurring - Grant $0 Effect on Fund Balance - CAPITAL COVERAGE ($534,000) TOTAL EFFECT ON FUND BALANCE $0 FUND BALANCE Projected Beginning Fund Balance $8,935,387 Appropriation TO (FROM) Fund Balance $0 Projected Ending Fund Balance $8,935,387 Ending Fund Balance Designations: 90-day / 25% Operating Reserve $4,550,619 Economic Development/Capital $4,384,768 Projected Total Ending Fund Balance $8,935,387 Page | 31 298 GENERAL FUND Sources and Applications by Classification Original Actuals Budget Budget Source FY 20 FY 21 FY 22 Ad Valorem Tax $5,869,644 32.0% $6,287,782 37.2% $6,635,032 35.4% Utility Tax $3,348,158 18.3% $2,883,000 17.1% $3,277,910 17.5% Franchise Fee $2,363,385 12.9% $2,089,258 12.4% $2,300,333 12.3% Intergovernment - Half-Cent $2,475,130 13.5% $1,875,000 11.1% $2,661,360 14.2% Communication Service Tax $1,162,625 6.3% $1,080,000 6.4% $1,100,000 5.9% Intergovernment - Rev Sharing $1,279,152 7.0% $1,012,500 6.0% $1,052,480 5.6% Interfund Transfers In $546,523 3.0% $603,958 3.6% $709,337 3.8% Charges for Service $439,332 2.4% $467,495 2.8% $480,145 2.6% Miscellaneous $597,672 3.3% $314,001 1.9% $270,800 1.4% Fines & Forfeitures $64,422 0.4% $97,000 0.6% $95,000 0.5% Intergovernment - Other $48,700 0.3% $81,200 0.5% $27,600 0.1% Other Taxes $112,450 0.6% $77,000 0.5% $102,000 0.5% Licenses & Permits $32,120 0.2% $15,000 0.1% $24,480 0.1% Approp from Fund $0 0.0% $0 0.0% $0 0.0% Total Sources $18,339,313 100.0% $16,883,194 100.0% $18,736,477 100.0% Original Actuals Budget Budget Application FY 20 FY 21 FY 22 Personnel $10,767,777 58.7% $11,769,526 69.7% $12,510,142 66.8% Other Operating $894,811 4.9% $1,309,559 7.8% $1,466,628 7.8% Interfund Transfers Out $3,230,000 17.6% $1,230,000 7.3% $1,280,001 6.8% Repair and Maintenance $1,243,857 6.8% $1,209,140 7.2% $1,322,986 7.1% Utilities $759,650 4.1% $814,319 4.8% $827,281 4.4% Supplies $305,337 1.7% $338,618 2.0% $466,904 2.5% Fuel $134,437 0.7% $147,959 0.9% $183,868 1.0% Grants & Aids $81,140 0.4% $56,100 0.3% $56,200 0.3% Capital Outlay $674,284 3.7% $12,000 0.1% $484,000 2.6% Approp to Fund $237,280 1.3% $0 0.0% $0 0.0% Services $10,745 0.1%($4,027)0.0% $138,467 0.7% Total Applications $18,339,318 100.0% $16,883,194 100.0% $18,736,477 100.0% % of Total % of Total % of Total % of Total % of Total % of Total Page | 32 299 GENERAL FUND Sources and Applications by Function Original Actuals Budget Budget Source FY 20 FY 21 FY 22 Non-Department $17,117,864 93.3% $15,620,992 92.5% $17,517,765 93.5% Finance $714,854 3.9% $723,958 4.3% $709,337 3.8% Parks & Recreation $206,836 1.1% $246,844 1.5% $235,554 1.3% Police $113,728 0.6% $118,600 0.7% $114,440 0.6% Public Works $99,302 0.5% $98,300 0.6% $66,001 0.4% Community Development $85,579 0.5% $74,000 0.4% $44,880 0.2% Approp from Fund $0 0.0%$0 0.0%$0 0.0% Executive & Legislative $1,150 0.0% $500 0.0% $48,500 0.3% Total Sources $18,339,313 100.0% $16,883,194 100.0% $18,736,477 100.0% Original Actuals Budget Budget Application FY 20 FY 21 FY 22 Police $6,265,717 34.2% $6,818,796 40.4% $7,454,405 39.8% Information & General Services $722,145 3.9% $2,161,399 12.8% $2,670,374 14.3% Parks & Recreation $2,873,338 15.7% $2,058,764 12.2% $2,380,605 12.7% General Government $2,102,780 11.5% $1,404,361 8.3% $1,048,445 5.6% Community Development $2,036,574 11.1% $1,449,842 8.6% $1,935,278 10.3% Finance $1,926,445 10.5% $1,221,249 7.2% $1,357,689 7.2% Public Works $1,167,961 6.4% $873,004 5.2% $1,113,182 5.9% Executive & Legislative $711,266 3.9% $617,085 3.7% $612,491 3.3% Fire $295,812 1.6% $278,694 1.7% $164,008 0.9% Approp to Fund $237,280 1.3%$0 0.0%$0 0.0% Total Applications $18,339,318 100.0% $16,883,194 100.0% $18,736,477 100.0% % of Total % of Total % of Total % of Total % of Total % of Total Page | 33 300 GENERAL FUND - SOURCES Revenues & Transfers - Non-Departmental Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 00 Non-Department 311000 Ad Valorem $5,376,555 $5,869,644 $6,287,782 $6,287,782 $6,635,032 Total Ad Valorem Tax $5,376,555 $5,869,644 $6,287,782 $6,287,782 $6,635,032 314100 Electricity Tax $2,646,870 $2,834,079 $2,430,000 $2,430,000 $2,815,850 314300 Water Utility Tax $394,815 $443,597 $380,000 $380,000 $390,660 314400 Gas Tax $47,290 $47,189 $50,000 $50,000 $47,940 314800 Propane $23,336 $23,293 $23,000 $23,000 $23,460 Total Utility Tax $3,112,311 $3,348,158 $2,883,000 $2,883,000 $3,277,910 315000 Communication Services $1,100,395 $1,162,625 $1,080,000 $1,080,000 $1,100,000 Total Communication Service Tax $1,100,395 $1,162,625 $1,080,000 $1,080,000 $1,100,000 323100 Electricity $2,124,125 $2,137,683 $1,890,000 $1,890,000 $2,080,000 323700 Solid Waste / Commercial $114,351 $133,018 $107,400 $107,400 $124,800 323710 Solid Waste / Residential $50,216 $50,851 $50,858 $50,858 $52,693 323400 Gas $42,453 $41,833 $41,000 $41,000 $42,840 Total Franchise Fee $2,331,145 $2,363,385 $2,089,258 $2,089,258 $2,300,333 331390 Federal Grant - Other Phys. Environ. $209,254 $2,631 $0 $289,294 $0 334390 State Grant - Other Phys. Environ. $8,308 $0 $0 $0 $0 335120 Revenue Sharing $1,376,164 $1,279,152 $1,012,500 $1,012,500 $1,052,480 335140 Mobile Home License Tax $10,060 $9,884 $10,000 $10,000 $8,160 335150 Alcoholic Beverage License $19,596 $11,570 $15,000 $15,000 $12,240 335180 Gov't Half Cent Sales Tax $2,559,096 $2,475,130 $1,875,000 $1,875,000 $2,661,360 Total Intergovernment $4,182,478 $3,778,367 $2,912,500 $3,201,794 $3,734,240 339000 Pymts fr Other Local in Lieu of Taxes $5,000 $5,000 $5,000 $5,000 $5,000 341300 Admin Svc Fees $93,258 $94,437 $94,451 $94,451 $97,450 343945 NSF $80 $0 $0 $0 $0 361100/36130Investment (realized/unrealized)$350,941 $276,060 $75,000 $75,000 $80,000 362000 Misc Rents $0 $461 $1 $150 $0 362100 Cell Tower City Hall $78,616 $80,444 $78,000 $78,000 $82,000 362101 Cell Tower Shore Drive $85,079 $87,043 $85,000 $85,000 $83,500 364100 Auction Proceeds $23,965 $5,212 $15,000 $15,000 $5,000 369301 Settlement Insurance Proceeds $20,325 $20,553 $0 $10,707 $0 369900 Misc Revenue ($9,300) $8,009 $0 $1,288 $0 369910 Motor Fuel Tax Rebate $16,843 $18,981 $16,000 $16,000 $15,300 Total Other $664,807 $596,200 $368,452 $380,596 $368,250 316000 Local Business $150 ($515)$0 $0 $102,000 Other Taxes $150 ($515)$0 $0 $102,000 381201 From 2003 DS $8,650 $0 $0 $0 $0 381410 From Water Sewer Utility $817,900 $0 $0 $0 $0 381411 From Stormwater Utility $165,300 $0 $0 $0 $0 381420 From Development Services $206,950 $0 $0 $0 $0 Total Interfund Transfers In $1,198,800 $0 $0 $0 $0 Total Non-Departmental Sources $17,966,641 $17,117,864 $15,620,992 $15,922,430 $17,517,765 Page | 34 301 GENERAL FUND - SOURCES Revenues & Transfers - Departmental Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 12 Executive & Legislative 341300 Admin Svc Fees $816 $1,150 $500 $500 $48,500 Total Ad Valorem Tax $816 $1,150 $500 $500 $48,500 13 Finance & Administrative Svcs 13 Finance 316000 Local Business $122,212 $112,965 $77,000 $77,000 $0 341302 Admin Svc Fees - Business License $3,322 $2,347 $3,000 $3,000 $0 369900 Misc Income - Record Searches, etc $50,600 $53,019 $40,000 $40,000 $0 381410 From Water Sewer Utility $570,629 $546,523 $603,958 $603,958 $709,337 Total Utility Tax $746,763 $714,854 $723,958 $723,958 $709,337 15 Community Development 322010 Zoning $11,320 $15,240 $8,000 $8,000 $13,260 322020 Site Plan $9,000 $7,295 $5,000 $5,000 $7,140 322910 Arbor Permits $7,305 $9,585 $2,000 $2,000 $4,080 337300 Grant - Physical Environment $0 $0 $49,000 $49,000 $0 341301 Admin Svc Fees - County Impact $48,867 $50,500 $10,000 $10,000 $20,400 366000 Misc Private Donations $300 $1,000 $0 $0 $0 369301 Settlement Insurance Proceeds$3,256 $1,959$0$0$0 381130 From Solid Waste $23,029 $0 $0 $0 $0 381140 From Arbor $23,663 $0 $0 $0 $0 381160 From TLBD Maint $52,739 $0 $0 $0 $0 381161 From Oak Forest Maint $9,466 $0 $0 $0 $0 381162 From Tuscawilla III $2,627 $0 $0 $0 $0 381261 From TLBD I DS $1,656 $0 $0 $0 $0 Total Community Development $193,228 $85,579 $74,000 $74,000 $44,880 16 Information Services 16 Information & General Services 366000 Misc Private Donations $0 $0 $0 $9,625 $0 369900 Misc Revenue $0 $0 $0 $786 $0 Total Information Services $0 $0 $0 $10,411 $0 21 Police 331200 Federal Grant - Public Safety $9,347 $24,615 $7,200 $7,200 $7,200 341300 Admin Svc Fees $448 $438 $0 $0 $0 342102 Law Enforcement - Code $35,410 $12,124 $14,400 $14,400 $12,240 351500 Traffic $114,993 $64,422 $97,000 $97,000 $95,000 366000 Misc Private Donations $4,000 $0 $0 $0 $0 369900 Misc Revenue $17,021 $12,129 $0 $9,200 $0 Total Police $181,219 $113,728 $118,600 $127,800 $114,440 41 Public Works 344910 ROW Maintenance $66,000 $66,000 $66,000 $66,000 $66,000 344930 Street Lighting $32,332 $33,302 $32,300 $32,300 $1 Total Public Works $98,332 $99,302 $98,300 $98,300 $66,001 72 Parks & Recreation 341300 Admin Svc Fees $0 $15 $0 $0 $0 347201 Civic Center $19,239 $5,895 $12,000 $12,000 $10,000 347202 Pavillion $26,590 $19,946 $23,000 $23,000 $40,000 347203 Fields $32,394 $40,006 $20,000 $20,000 $20,400 347204 Senior Ctr - Pool $27,887 $16,434 $20,000 $20,000 $5,100 347205 Senior Ctr - Annual $13,996 $7,294 $10,000 $10,000 $2,550 347206 Splashpad $174 $0 $300 $300 $200 347207 Dog Park $6,020 $0 $0 $0 $0 347208 Summer Camp $77,706 $0 $75,000 $75,000 $76,500 347209 Programs $3,146 $6,117 $2,500 $2,500 $3,060 347210 League $14,950 $12,150 $9,000 $9,000 $2,700 347211 Partnership League $88,450 $63,052 $75,044 $78,044 $75,044 347400 Community Events $17,025 $8,125 $0 $0 $0 366000 Misc Private Donations $53,717 $21,979 $0 $0 $0 369900 Misc Revenue $2,183 $5,823 $0 $0 $0 Total Parks & Recreation $383,477 $206,836 $246,844 $249,844 $235,554 Total Dep'tal Sources $1,603,835 $1,221,449 $1,262,202 $1,284,813 $1,218,712 TOTAL GENERAL FUND SOURCES $19,570,476 $18,339,313 $16,883,194 $17,207,243 $18,736,477 Page | 35 302 GENERAL FUND - APPLICATIONS Expenditures & Transfers - Department Specific Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 DIV #DEPARTMENT / DIVISION Actual Actual Budget Budget Budget Executive 1100 Executive - Commission $124,942 $108,236 $117,112 $117,112 $120,139 1200 Executive - City Manager $334,447 $380,731 $318,751 $318,751 $321,198 1210 Executive - City Clerk $259,764 $222,299 $181,222 $181,222 $171,154 $719,153 $711,266 $617,085 $617,085 $612,491 General Government 1400 General Gov't - Legal Services $224,807 $261,709 $265,420 $265,420 $265,420 1900 General Gov't - General $1,970,669 $1,841,071 $1,138,941 $1,149,648 $783,025 $2,195,476 $2,102,780 $1,404,361 $1,415,068 $1,048,445 Finance 1300 Finance - General $535,348 $519,289 $617,291 $617,291 $648,352 1360 Finance - Utility Billing & Cust Svc $570,629 $546,524 $603,958 $603,958 $709,337 1310 Finance - Human Resources $180,640 $214,347 $0 $0 $0 1920 Finance - Risk Management $502,984 $646,285 $0 $0 $0 $1,789,601 $1,926,445 $1,221,249 $1,221,249 $1,357,689 Information & General Services 1600 Information & General Services - General $683,259 $694,031 $774,020 $919,079 $1,129,364 1910 Information & General Services - City Hall $31,127 $28,114 $26,526 $26,526 $27,363 1315 Information & General Services - Human Resources $0 $0 $308,638 $305,638 $247,031 1925 Information & General Services - Risk Management $0 $0 $605,300 $605,300 $666,008 1935 Information & General Services - Facilities Maintenance $0 $0 $277,413 $280,413 $387,463 7415 Information & General Services - Marketing & Events $0 $0 $169,502 $179,913 $213,145 $714,386 $722,145 $2,161,399 $2,316,869 $2,670,374 Public Works 4100 Public Works - Administration $134,023 $236,431 $95,085 $95,085 $179,523 4110 Public Works - Roads and ROW Maint. $649,430 $522,319 $589,556 $733,791 $663,953 1930 Public Works - Facilities Maintenance $205,720 $224,194 $0 $0 $0 1940 Public Works - Fleet Maintenance $213,325 $185,017 $188,363 $188,363 $269,706 $1,202,498 $1,167,961 $873,004 $1,017,239 $1,113,182 Community Development 1500 Community Development - Administration $133,414 $117,047 $138,475 $138,475 $154,824 1510 Community Development - Long Range Planning $62,415 $69,443 $88,957 $88,957 $73,417 1520 Community Development - Urban Beautification $1,104,322 $1,366,178 $700,783 $700,783 $1,191,944 1530 Community Development - Streetlighting $487,762 $483,906 $521,627 $521,627 $515,093 $1,787,913 $2,036,574 $1,449,842 $1,449,842 $1,935,278 Page | 36 303 GENERAL FUND - APPLICATIONS Expenditures & Transfers - Department Specific Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 NUMBER DEPARTMENT / DIVISION Actual Actual Budget Budget Budget Police 2100 Police - Office of the Chief $5,890,748 $5,587,281 $6,049,437 $6,056,987 $6,386,250 2110 Police - Criminal Investigations $21,262 $26,618 $31,015 $31,015 $85,765 2120 Police - Community Services $11,131 $12,706 $13,665 $13,665 $12,665 2130 Police - Operations $107,099 $93,474 $111,630 $113,280 $215,080 2135 Police - Special Operations $6,351 $4,567 $0 $0 $0 2140 Police - Support Services $562,451 $531,573 $603,869 $603,869 $743,915 2150 Police - Code Enforcement $5,686 $9,498 $9,180 $9,180 $10,730 $6,604,728 $6,265,717 $6,818,796 $6,827,996 $7,454,405 Fire 2200 Fire - Operations $241,419 $295,812 $278,694 $278,694 $164,008 $241,419 $295,812 $278,694 $278,694 $164,008 P & R - Operations 7200 P & R - Administration $210,877 $214,160 $226,031 $226,031 $376,746 7210 P & R - Athletics $1,173 $2,879 $2,906 $2,906 $0 7220 P & R - Athletics - Partnerships $21,673 $6,086 $5,800 $15,186 $4,200 7230 P & R - Parks & Grounds $3,174,152 $2,134,823 $1,386,548 $1,358,082 $1,567,415 7240 P & R - Programs $247,323 $173,957 $115,301 $115,301 $109,726 7250 P & R - Seniors $408,227 $305,505 $322,178 $345,695 $322,518 7400 P & R - Community Events $68,192 $35,928 $0 $0 $0 $4,131,617 $2,873,338 $2,058,764 $2,063,201 $2,380,605 $19,386,791 $18,102,038 $16,883,194 $17,207,243 $18,736,477 FUND BALANCE - October 1 $8,514,427 $8,698,112 $8,824,620 $8,935,387 $8,935,387 Appropriation TO (FROM) Fund Balance $183,685 $237,275 $0 $0 $0 FUND BALANCE - September 30 $8,698,112 $8,935,387 $8,824,620 $8,935,387 $8,935,387 TOTAL GENERAL FUND APPLICATIONS Page | 37 304 GENERAL FUND - EXECUTIVE & LEGISLATIVE OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $651,206 $674,421 $555,658 $555,658 $537,974 Operating Expenses $66,753 $36,845 $61,427 $61,427 $74,517 Transfers $0$0$0$0$0 Capital Outlay $1,194 $0 $0 $0 $0 TOTAL EXPENDITURES $719,153 $711,266 $617,085 $617,085 $612,491 City Manager - 1200 City Manager 1 1 1 1 Administrative Assistant 1 1 1 1 222 2 City Clerk - 1210 City Clerk 111 1 City Clerk Assistant 2 2 2 1 Total 3 3 3 2 TOTAL FULL-TIME PERSONNEL 5 5 5 4 Commission - Non-employee - 1100 Commissioners 5 5 5 5 Mayor 111 1 TOTAL 6 6 6 6 TOTAL NON-EMPLOYEE 6 6 6 6 Page | 38 305 GENERAL FUND - EXECUTIVE & LEGISLATIVE SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $389,522 $397,987 $322,650 $322,650 $317,286 510110 Base Wage - Mayor/Commission $74,400 $75,330 $74,400 $74,400 $74,400 510140 Overtime $3,187 $2,739 $7,211 $7,211 $4,554 520200 FICA $33,317 $34,655 $26,771 $26,771 $28,467 520220 Pension DB $95,226 $94,483 $55,278 $55,278 $59,145 520225 Pension DC $5,253 $7,694 $6,257 $6,257 $7,926 520230 Health Insurance $49,750 $61,034 $62,307 $62,307 $45,462 520240 Workers' Comp $551 $499 $784 $784 $734 Total Payroll $651,206 $674,421 $555,658 $555,658 $537,974 530310 Professional $5,332 $1,000 $4,100 $4,100 $11,100 530314 Consulting $3,991 $0 $0 $0 $0 530315 Pre/Post Employment $125 $0 $0 $0 $0 530341 Other Svcs - Contract / Admin $2,446 $925 $2,600 $2,600 $3,200 530411 Communication - Phone $5,880 $5,240 $5,880 $5,880 $7,800 550510 Office $1,214 $473 $776 $776 $940 550520 Operating $1,184 $1,638 $660 $660 $1,810 550525 Operating - Small Tools $233 $1,084 $100 $100 $100 555400 Travel & Per Diem $6,987 $3,139 $12,263 $12,263 $13,038 555401 Automobile Allowance $1,869 $0 $0 $0 $0 555420 Postage / Freight $370 $343 $479 $479 $628 555470 Printing / Binding $751 $71 $750 $750 $1,250 555480 Promotional / Advertising $13,110 $3,458 $6,645 $6,645 $8,520 555540 Dues/Reg/Pub $17,051 $12,057 $16,774 $16,774 $15,631 555550 Training $70 $1,277 $2,800 $2,800 $2,800 555551 Educational Incentive $0 $0 $1,500 $1,500 $1,500 580820 Grants/Aids - Econ Dev $6,140 $6,140 $6,100 $6,100 $6,200 Total Operating $66,753 $36,845 $61,427 $61,427 $74,517 560643 Mach & Equip - Furn/Office $1,194 $0 $0 $0 $0 Total Capital $1,194 $0 $0 $0 $0 TOTAL EXECUTIVE/LEGISLATIVE $719,153 $711,266 $617,085 $617,085 $612,491 Page | 39 306 Executive & Legislative 12 Commission 1100 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510110 Base Wage - Mayor/Commission $74,400 $75,330 $74,400 $74,400 $74,400 520200 FICA $5,692 $5,763 $5,692 $5,692 $5,692 520240 Workers' Comp $86 $80 $151 $151 $148 Total Payroll $80,178 $81,173 $80,243 $80,243 $80,240 530314 Consulting $3,991 $0 $0 $0 $0 530411 Communication - Phone $3,840 $3,840 $3,840 $3,840 $5,760 550520 Operating $603 $1,071 $160 $160 $750 550525 Operating - Small Tools $0 $700 $0 $0 $0 555400 Travel & Per Diem $6,987 $3,119 $9,195 $9,195 $10,030 555470 Printing / Binding $751 $71 $750 $750 $1,250 555480 Promotional / Advertising $6,942 $1,453 $3,330 $3,330 $3,655 555540 Dues/Reg/Pub $14,316 $10,669 $13,494 $13,494 $12,254 580820 Grants/Aids - Economic Dev $6,140 $6,140 $6,100 $6,100 $6,200 Total Operating $43,570 $27,063 $36,869 $36,869 $39,899 560643 Mach & Equip - Furn/Office $1,194 $0 $0 $0 $0 Total Capital $1,194 $0 $0 $0 $0 TOTAL $124,942 $108,236 $117,112 $117,112 $120,139 Page | 40 307 Executive & Legislative 12 City Manager 1200 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $229,256 $257,661 $196,998 $196,998 $215,141 510140 Overtime $1,459 $904 $2,591 $2,591 $1,053 520200 FICA $15,594 $18,238 $13,280 $13,280 $14,579 520220 Pension DB $57,977 $57,751 $55,278 $55,278 $59,145 520225 Pension DC $3,074 $3,972 $2,594 $2,594 $0 520230 Health Insurance $21,769 $38,805 $42,195 $42,195 $25,070 520240 Workers' Comp $282 $268 $382 $382 $392 Total Payroll $329,411 $377,599 $313,318 $313,318 $315,380 530411 Communication - Phone $1,080 $1,240 $1,080 $1,080 $1,080 550510 Office $538 $378 $325 $325 $500 550520 Operating $555 $489 $500 $500 $560 550525 Operating - Small Tools $233 $140 $100 $100 $100 555400 Travel & Per Diem $0 $20 $608 $608 $608 555401 Automobile Allowance $1,869 $0 $0 $0 $0 555420 Postage / Freight $157 $17 $50 $50 $200 555540 Dues/Reg/Pub $534 $50 $1,770 $1,770 $1,770 555550 Training $70 $798 $1,000 $1,000 $1,000 Total Operating $5,036 $3,132 $5,433 $5,433 $5,818 Total Capital $0 $0 $0 $0 $0 TOTAL $334,447 $380,731 $318,751 $318,751 $321,198 Page | 41 308 Executive & Legislative 12 City Clerk 1210 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $160,266 $140,326 $125,652 $125,652 $102,145 510140 Overtime $1,728 $1,835 $4,620 $4,620 $3,501 520200 FICA $12,031 $10,654 $7,799 $7,799 $8,196 520220 Pension DB $37,249 $36,732 $0 $0 $0 520225 Pension DC $2,179 $3,722 $3,663 $3,663 $7,926 520230 Health Insurance $27,981 $22,229 $20,112 $20,112 $20,392 520240 Workers' Comp $183 $151 $251 $251 $194 Total Payroll $241,617 $215,649 $162,097 $162,097 $142,354 530310 Professional $5,332 $1,000 $4,100 $4,100 $11,100 530315 Pre/Post Employment $125 $0 $0 $0 $0 530341 Other Svcs - Contract / Admin $2,446 $925 $2,600 $2,600 $3,200 530411 Communication - Phone $960 $160 $960 $960 $960 550510 Office $676 $95 $451 $451 $440 550520 Operating $26 $78 $0 $0 $500 550525 Operating - Small Tools $0 $244 $0 $0 $0 555400 Travel & Per Diem $0 $0 $2,460 $2,460 $2,400 555420 Postage / Freight $213 $326 $429 $429 $428 555480 Promotional / Advertising $6,168 $2,005 $3,315 $3,315 $4,865 555540 Dues/Reg/Pub $2,201 $1,338 $1,510 $1,510 $1,607 555550 Training $0 $479 $1,800 $1,800 $1,800 555551 Educational Incentive $0 $0 $1,500 $1,500 $1,500 Total Operating $18,147 $6,650 $19,125 $19,125 $28,800 Total Capital $0 $0 $0 $0 $0 TOTAL $259,764 $222,299 $181,222 $181,222 $171,154 Page | 42 309 GENERAL FUND - GENERAL GOVERNMENT OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $379,355 $691,276 $718,956 $752,756 $246,731 Operating Expenses $333,257 ($818,496) ($544,595) ($578,395) ($478,287) Transfers $1,480,000 $2,230,000 $1,230,000 $1,230,000 $1,280,001 Capital Outlay $2,864 $0 $0 $10,707 $0 TOTAL EXPENDITURES $2,195,476 $2,102,780 $1,404,361 $1,415,068 $1,048,445 Page | 43 310 GENERAL FUND - GENERAL GOVERNMENT SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 520220 Pension DB $379,355 $691,276 $718,956 $752,756 $246,731 Total Payroll $379,355 $691,276 $718,956 $752,756 $246,731 530311 Legal $218,607 $254,609 $253,920 $253,920 $253,920 530312 Financial $6,200 $3,110 $6,500 $6,500 $6,500 530313 Labor Relations $0 $3,990 $5,000 $5,000 $5,000 530314 Consulting $10,626 $25,916 $25,000 $25,000 $25,000 530340 Other Svcs $1,056 $1,362 $800 $800 $800 530341 Other Svcs - Contract / Admin $0 ($1,190,150) ($1,190,150) ($1,190,150) ($1,190,150) 530342 Other Svcs - Maint / Licenses $594 $414 $0 $0 $0 530343 Other Svcs - Banking $17,878 $6,841 $7,060 $7,060 $7,060 550525 Operating - Small Tools $2,996 $0 $0 $0 $0 555440 Rent / Lease $300 $300 $475 $475 $475 580820 Grants/Aids - Private $75,000 $75,000 $50,000 $50,000 $50,000 599100 Contingency $0 $112 $296,800 $263,000 $363,108 Total Operating $333,257 ($818,496) ($544,595) ($578,395) ($478,287) 591202 To 1999 Debt Service $1,280,000 $1,290,000 $1,230,000 $1,230,000 $1,280,001 591305 To Excellence in Customer Service $200,000 $300,000 $0 $0 $0 591410 To Water Sewer Utility $0 $250,000 $0 $0 $0 591411 To Stormwater $0 $390,000 $0 $0 $0 $1,480,000 $2,230,000 $1,230,000 $1,230,000 $1,280,001 560641 Mach & Equip - Vehicles $0 $0 $0 $10,707 $0 560643 Mach & Equip - Furn/Office $2,864 $0 $0 $0 $0 Total Capital $2,864 $0 $0 $10,707 $0 TOTAL GENERAL GOVERNMENT $2,195,476 $2,102,780 $1,404,361 $1,415,068 $1,048,445 Page | 44 311 General Government 19 Legal Services 1400 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 530311 Legal $218,607 $254,609 $253,920 $253,920 $253,920 530312 Financial $6,200 $3,110 $6,500 $6,500 $6,500 530313 Labor Relations $0 $3,990 $5,000 $5,000 $5,000 Total Operating $224,807 $261,709 $265,420 $265,420 $265,420 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $224,807 $261,709 $265,420 $265,420 $265,420 Page | 45 312 General Government 19 General Government 1900 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 520220 Pension DB $379,355 $691,276 $718,956 $752,756 $246,731 Total Payroll $379,355 $691,276 $718,956 $752,756 $246,731 530314 Consulting $10,626 $25,916 $25,000 $25,000 $25,000 530340 Other Svcs $1,056 $1,362 $800 $800 $800 530341 Other Svcs - Contract / Admin $0 ($1,190,150) ($1,190,150) ($1,190,150) ($1,190,150) 530342 Other Svcs - Maint / Licenses $594 $414 $0 $0 $0 530343 Other Svcs - Banking $17,878 $6,841 $7,060 $7,060 $7,060 550525 Operating - Small Tools $2,996 $0 $0 $0 $0 555440 Rent / Lease $300 $300 $475 $475 $475 580820 Grants/Aids - Private $75,000 $75,000 $50,000 $50,000 $50,000 599100 Contingency (incl sick-leave buy-back $0 $112 $296,800 $263,000 $363,108 Total Operating $108,450 ($1,080,205)($810,015) ($843,815) ($743,707) 591202 To 1999 Debt Service $1,280,000 $1,290,000 $1,230,000 $1,230,000 $1,280,001 591305 To Excellence in Customer Service $200,000 $300,000 $0 $0 $0 591410 To Water Sewer Utility $0 $250,000 $0 $0 $0 591411 To Stormwater $0 $390,000 $0 $0 $0 Total Transfers $1,480,000 $2,230,000 $1,230,000 $1,230,000 $1,280,001 560641 Mach & Equip - Vehicles $0 $0 $0 $10,707 $0 560643 Mach & Equip - Furn/Office $2,864 $0 $0 $0 $0 Total Capital $2,864 $0 $0 $10,707 $0 TOTAL $1,970,669 $1,841,071 $1,138,941 $1,149,648 $783,025 Page | 46 313 GENERAL FUND - FINANCE OVERIVEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $1,091,367 $1,067,011 $1,020,572 $1,020,572 $1,128,776 Operating Expenses $687,530 $858,115 $200,677 $200,677 $210,913 Transfers $0 $0 $0 $0 $0 Capital Outlay $10,704 $1,319 $0 $0 $18,000 TOTAL EXPENDITURES $1,789,601 $1,926,445 $1,221,249 $1,221,249 $1,357,689 General - 1300 Finance Director 111 1 Asst. Finance Director 1 Controller 111 Budget Manager 111 1 Internal Auditor 11 Accountant 221 2 Business Analyst 323 2 Financial Analyst 1 AP Coordinator 111 1 Total 9 9 9 9 Human Resources - 1310 Claims & Risk Specialist 11 HR Generalist 1 Total 2 1 0 0 Utility Billing - 1360 Utility Services Manager 1 Customer Service Manger 111 1 Assistant Manager 11 Billing & Meter Reader Supervisor 111 1 Billing Specialist 1 Customer Service Rep 2 Collections Specialist 111 Total 3 44 6 TOTAL FULL-TIME PERSONNEL 14 14 13 15 General - Part-Time - 1300 Data Entry Clerk 0.25 Total 0.25 0.00 0.00 0.00 Utility Billing - Part-Time - 1360 Customer Service Rep 5.80 5.80 5.80 4.35 Total 5.80 5.80 5.80 4.35 TOTAL PART-TIME PERSONNEL 6.05 5.80 5.80 4.35 Human Resources and Risk Management Departments were redirected to the Information and General Services Department. Page | 47 314 GENERAL FUND - FINANCE SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $785,198 $767,738 $744,103 $744,103 $850,838 510140 Overtime $16,284 $12,102 $11,699 $11,699 $9,474 510900 Reimbursements $0 ($8)$0 $0 $0 520200 FICA $59,354 $56,557 $56,937 $56,937 $66,109 520220 Pension DB $93,915 $99,705 $62,316 $62,316 $0 520225 Pension DC $21,545 $24,976 $29,752 $29,752 $53,016 520230 Health Insurance $105,114 $101,401 $114,321 $114,321 $147,781 520240 Workers' Comp $954 $825 $1,444 $1,444 $1,558 520250 Unemployment $9,003 $3,715 $0 $0 $0 Total Payroll $1,091,367 $1,067,011 $1,020,572 $1,020,572 $1,128,776 530312 Financial $17,500 $18,958 $17,500 $17,500 $17,500 530314 Consulting $0 $0 $5,000 $5,000 $5,000 530315 Pre/Post Employment $1,424 $1,072 $660 $660 $760 530320 Accounting / Auditing $42,000 $42,500 $43,500 $43,500 $43,500 530340 Other Svcs $889 $522 $1,000 $1,000 $1,000 530341 Other Svcs - Contract / Admin $22,255 $39,719 $24,360 $24,360 $24,360 530342 Other Svcs - Maint / Licenses $2,970 $5,091 $5,100 $5,100 $5,100 530411 Communication - Phone $5,937 $5,236 $4,596 $4,596 $5,556 550510 Office $4,817 $4,622 $5,600 $5,600 $6,100 550520 Operating $1,583 $1,448 $1,000 $1,000 $1,100 550525 Operating - Small Tools $972 $3,083 $1,000 $1,000 $2,500 550526 Operating - Software $96 $0 $0 $0 $0 550527 Operating - Apparel $0 $3,073 $805 $805 $920 555400 Travel & Per Diem $164 $0 $1,200 $1,200 $1,200 555420 Postage / Freight $68,405 $70,104 $79,041 $79,041 $84,805 555450 Insurance $437,086 $533,632 $0 $0 $0 555451 Insurance - Settlements $56,686 $108,938 $0 $0 $0 555470 Printing / Binding $1,435 ($167) $2,000 $2,000 $2,000 555480 Promotional / Advertising $8,812 $3,927 $2,900 $2,900 $2,712 555481 Promo - Employee Relations $5,534 $1,480 $0 $0 $0 555540 Dues/Reg/Pub $2,744 $1,722 $1,415 $1,415 $1,500 555550 Training $4,721 $12,105 $4,000 $4,000 $5,300 555551 Educational Incentive $1,500 $1,050 $0 $0 $0 Total Operating $687,530 $858,115 $200,677 $200,677 $210,913 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $4,741 $0 $0 $0 $0 560643 Mach & Equip - Furn/Office $5,963 $1,319 $0 $0 $0 560650 Construction In Progress $0 $0 $0 $0 $18,000 Total Capital $10,704 $1,319 $0 $0 $18,000 TOTAL FINANCE $1,789,601 $1,926,445 $1,221,249 $1,221,249 $1,357,689 Human Resources and Risk Management Departments were redirected to the Information and General Services Department. Page | 48 315 Finance 13 Finance - General 1300 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $323,482 $312,062 $383,838 $383,838 $429,891 510140 Overtime $1,750 $1,919 $6,399 $6,399 $8,499 510900 Reimbursements $0 ($8) $0 $0 $0 520200 FICA $23,411 $21,462 $29,369 $29,369 $33,822 520220 Pension DB $63,504 $63,160 $57,793 $57,793 $0 520225 Pension DC $8,853 $11,794 $15,123 $15,123 $31,859 520230 Health Insurance $59,376 $56,244 $72,191 $72,191 $88,354 520240 Workers' Comp $393 $338 $745 $745 $795 Total Payroll $480,769 $466,971 $565,458 $565,458 $593,220 530312 Financial $17,500 $18,958 $17,500 $17,500 $17,500 530315 Pre/Post Employment $634 $549 $60 $60 $160 530320 Accounting / Auditing $21,000 $21,250 $21,750 $21,750 $21,750 530411 Communication - Phone $422 $31 $0 $0 $720 550510 Office $2,372 $2,408 $2,300 $2,300 $2,600 550520 Operating $403 $410 $500 $500 $500 550525 Operating - Small Tools $240 $57 $0 $0 $0 555400 Travel & Per Diem $20 $0 $1,200 $1,200 $1,200 555420 Postage / Freight $1,655 $2,808 $2,408 $2,408 $3,190 555480 Promotional / Advertising $1,332 $1,237 $1,400 $1,400 $1,212 555540 Dues/Reg/Pub $1,279 $950 $1,415 $1,415 $1,500 555550 Training $259 $1,291 $3,300 $3,300 $4,800 555551 Educational Incentive $1,500 $1,050 $0 $0 $0 Total Operating $48,616 $50,999 $51,833 $51,833 $55,132 560643 Mach & Equip - Furn/Office $5,963 $1,319 $0 $0 $0 Total Capital $5,963 $1,319 $0 $0 $0 TOTAL $535,348 $519,289 $617,291 $617,291 $648,352 Human Resources and Risk Management Departments were redirected to the Information and General Services Department. Page | 49 316 Finance 13 Human Resources 1310 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $109,227 $117,287 $0 $0 $0 510140 Overtime $1,464 $789 $0 $0 $0 520200 FICA $8,338 $8,811 $0 $0 $0 520220 Pension DB $25,059 $31,129 $0 $0 $0 520225 Pension DC $1,434 $458 $0 $0 $0 520230 Health Insurance $14,620 $17,950 $0 $0 $0 520240 Workers' Comp $121 $125 $0 $0 $0 Total Payroll $160,263 $176,549 $0 $0 $0 530315 Pre/Post Employment $37 $0 $0 $0 $0 530341 Other Svcs - Contract / Admin $0 $18,341 $0 $0 $0 530411 Communication - Phone $780 $696 $0 $0 $0 550510 Office $834 $470 $0 $0 $0 550520 Operating $55 $489 $0 $0 $0 550525 Operating - Small Tools $65 $0 $0 $0 $0 550526 Operating - Software $96 $0 $0 $0 $0 550527 Operating - Apparel $0 $2,250 $0 $0 $0 555400 Travel & Per Diem $15 $0 $0 $0 $0 555420 Postage / Freight $168 $135 $0 $0 $0 555470 Printing / Binding $0 $76 $0 $0 $0 555480 Promotional / Advertising $7,480 $2,690 $0 $0 $0 555481 Promo - Employee Relations $5,534 $1,480 $0 $0 $0 555540 Dues/Reg/Pub $1,465 $772 $0 $0 $0 555550 Training $3,848 $10,399 $0 $0 $0 Total Operating $20,377 $37,798 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $180,640 $214,347 $0 $0 $0 Human Resources and Risk Management Departments were redirected to the Information and General Services Department. Page | 50 317 Finance 13 Utility Billing 1360 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $352,489 $338,389 $360,265 $360,265 $420,947 510140 Overtime $13,070 $9,394 $5,300 $5,300 $975 520200 FICA $27,605 $26,284 $27,568 $27,568 $32,287 520220 Pension DB $5,352 $5,416 $4,523 $4,523 $0 520225 Pension DC $11,258 $12,724 $14,629 $14,629 $21,157 520230 Health Insurance $31,118 $27,207 $42,130 $42,130 $59,427 520240 Workers' Comp $440 $362 $699 $699 $763 Total Payroll $441,332 $419,776 $455,114 $455,114 $535,556 530314 Consulting $0 $0 $5,000 $5,000 $5,000 530315 Pre/Post Employment $753 $523 $600 $600 $600 530320 Accounting / Auditing $21,000 $21,250 $21,750 $21,750 $21,750 530340 Other Svcs $889 $522 $1,000 $1,000 $1,000 530341 Other Svcs - Contract / Admin $22,255 $21,378 $24,360 $24,360 $24,360 530342 Other Svcs - Maint / Licenses $2,970 $5,091 $5,100 $5,100 $5,100 530411 Communication - Phone $4,735 $4,509 $4,596 $4,596 $4,836 550510 Office $1,611 $1,744 $3,300 $3,300 $3,500 550520 Operating $1,125 $549 $500 $500 $600 550525 Operating - Small Tools $667 $3,026 $1,000 $1,000 $2,500 550527 Operating - Apparel $0 $823 $805 $805 $920 555400 Travel & Per Diem $129 $0 $0 $0 $0 555420 Postage / Freight $66,582 $67,161 $76,633 $76,633 $81,615 555470 Printing / Binding $1,435 ($243) $2,000 $2,000 $2,000 555480 Promotional / Advertising $0 $0 $1,500 $1,500 $1,500 555550 Training $405 $415 $700 $700 $500 Total Operating $124,556 $126,748 $148,844 $148,844 $155,781 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $4,741 $0 $0 $0 $0 560650 Construction In Progress $0 $0 $0 $0 $18,000 Total Capital $4,741 $0 $0 $0 $18,000 TOTAL $570,629 $546,524 $603,958 $603,958 $709,337 Page | 51 318 Finance 13 Risk Management 1920 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 520250 Unemployment $9,003 $3,715 $0 $0 $0 Total Payroll $9,003 $3,715 $0 $0 $0 555450 Insurance $437,086 $533,632 $0 $0 $0 555451 Insurance - Settlements $56,686 $108,938 $0 $0 $0 555550 Training $209 $0 $0 $0 $0 Total Operating $493,981 $642,570 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $502,984 $646,285 $0 $0 $0 Human Resources and Risk Management Departments were redirected to the Information and General Services Department. Page | 52 319 GENERAL FUND - INFORMATION & GENERAL SERVICES OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $209,468 $225,652 $764,383 $761,383 $969,849 Operating Expenses $491,139 $480,312 $1,397,016 $1,456,627 $1,500,525 Transfers $0 $0 $0 $0 $0 Capital Outlay $13,779 $16,181 $0 $98,859 $200,000 TOTAL EXPENDITURES $714,386 $722,145 $2,161,399 $2,316,869 $2,670,374 Information Services - 1600 Shared Services Director 11 1 IT Manager 111 1 GIS Analyst 11 Application Specialist 111 2 Marketing Coordinator 11 Records Liaison 111 Total 4 5 5 5 Human Resources - 1315 Claims & Risk Specialist 11 Payroll/Benefits Coordinator 11 Total 0 0 2 2 Facilities Maintenance - 1935 Facilities Foreman 1 1 Building Service Coordinator 1 1 Maintenance Worker 2 Total 0 0 2 4 Marketing and Events - 7415 Marketing and Events Manager 1 1 Events Coordinator 1 1 Total 0 0 2 2 TOTAL FULL-TIME PERSONNEL 4 5 11 13 The Human Resources, Risk Management and Facilities Maintenance divisions were redirected to the Information and General Services Department. Marketing and Events was established as a new division in this department. Page | 53 320 GENERAL FUND - INFORMATION AND GENERAL SERVICES SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $154,622 $167,604 $519,616 $516,616 $650,851 510140 Overtime $7,333 $1,409 $13,166 $13,166 $26,450 520200 FICA $12,274 $13,433 $40,774 $40,774 $52,555 520220 Pension DB $0 $6,226 $35,283 $35,283 $20,805 520225 Pension DC $6,149 $8,514 $26,509 $26,509 $48,644 520230 Health Insurance $28,902 $28,283 $114,213 $114,213 $153,989 520240 Workers' Comp $188 $183 $4,822 $4,822 $6,555 520250 Unemployment $0 $0 $10,000 $10,000 $10,000 Total Payroll $209,468 $225,652 $764,383 $761,383 $969,849 530315 Pre/Post Employment $112 $125 $160 $160 $160 530341 Other Svcs - Contract / Admin $196,500 $166,100 $229,448 $229,448 $229,948 530342 Other Svcs - Maint / Licenses $206,988 $233,548 $251,200 $300,400 $322,833 530411 Communication - Phone $28,736 $30,472 $28,944 $28,944 $28,556 540430 Utilities $0 $0 $37,800 $37,800 $37,800 545100 R&M Buildings $0 $0 $30,000 $23,000 $30,000 545110 R&M Bldgs - City Hall $5,221 $754 $38,610 $41,610 $38,610 545270 R&M Infra - Grounds $0 $0 $16,304 $16,304 $16,509 545310 R&M M&E - Vehicles $0 $0 $450 $450 $450 550522 Operating - Tires / Filters $0 $0 $300 $300 $300 550510 Office $3,067 $2,107 $3,300 $3,300 $3,600 550520 Operating $312 $219 $4,216 $26,751 $39,498 550523 Operating - Janitorial $0 $0 $2,900 $4,900 $3,300 550525 Operating - Small Tools $28,547 $37,261 $72,080 $76,180 $7,350 550526 Operating - Software $588 $533 $0 $0 $0 550527 Operating - Apparel $0 $0 $2,996 $2,996 $6,190 552000 Fuel $37 $0 $3,050 $3,050 $4,050 555400 Travel & Per Diem $325 $0 $2,200 $100 $2,100 555420 Postage / Freight $5 $0 $250 $250 $50 555441 Rent / Lease - Copy Machine $6,379 $8,062 $8,616 $8,616 $8,880 555450 Insurance $0 $0 $543,300 $543,300 $604,008 555451 Insurance - Settlements $0 $0 $52,000 $52,000 $52,000 555470 Printing / Binding $452 $133 $900 $1,900 $825 555480 Promotional / Advertising $2,820 $80 $46,664 $33,540 $31,500 555481 Promo - Employee Relations $0 $0 $5,500 $5,500 $5,000 555540 Dues/Reg/Pub $0 $119 $848 $848 $1,660 555550 Training $9,740 $799 $14,980 $14,980 $25,348 555551 Educational Incentive $1,310 $0 $0 $0 $0 Total Operating $491,139 $480,312 $1,397,016 $1,456,627 $1,500,525 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $0 $0 $0 $3,000 $0 560642 Mach & Equip - Data Proc $2,950 $1,443 $0 $95,859 $100,000 560680 Intangibles $10,829 $14,738 $0 $0 $100,000 Total Capital $13,779 $16,181 $0 $98,859 $200,000 TOTAL INFO SVCS $714,386 $722,145 $2,161,399 $2,316,869 $2,670,374 The Human Resources, Risk Management and Facilities Maintenance divisions were redirected to the Information and General Services Department. Marketing and Events was established as a new division in this department. Page | 54 321 INFORMATION & GENERAL SERVICES 16 Human Resources 1315 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $0 $0 $178,850 $175,850 $136,959 510140 Overtime $0 $0 $4,575 $4,575 $2,250 520200 FICA $0 $0 $14,037 $14,037 $10,855 520220 Pension DB $0 $0 $29,402 $29,402 $13,870 520225 Pension DC $0 $0 $5,996 $5,996 $7,336 520230 Health Insurance $0 $0 $36,671 $36,671 $24,646 520240 Workers' Comp $0 $0 $351 $351 $253 Total Payroll $0 $0 $269,882 $266,882 $196,169 530315 Pre/Post Employment $0 $0 $60 $60 $60 530341 Other Svcs - Contract / Admin $0 $0 $21,800 $21,800 $22,450 530411 Communication - Phone $0 $0 $960 $960 $704 550510 Office $0 $0 $0 $0 $300 550520 Operating $0 $0 $1,486 $1,486 $3,150 550527 Operating - Apparel $0 $0 $1,500 $1,500 $2,650 555400 Travel & Per Diem $0 $0 $100 $100 $0 555420 Postage / Freight $0 $0 $250 $250 $0 555480 Promotional / Advertising $0 $0 $700 $700 $1,500 555481 Promo - Employee Relations $0 $0 $5,500 $5,500 $5,000 555540 Dues/Reg/Pub $0 $0 $700 $700 $0 555550 Training $0 $0 $5,700 $5,700 $15,048 Total Operating $0 $0 $38,756 $38,756 $50,862 Total Capital $0 $0 $0 $0 $0 TOTAL $0 $0 $308,638 $305,638 $247,031 The Human Resources, Risk Management and Facilities Maintenance divisions were redirected to the Information and General Services Department. Marketing and Events was established as a new division in this department. Page | 55 322 INFORMATION & GENERAL SERVICES 16 IS General 1600 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $154,622 $167,604 $161,282 $161,282 $267,640 510140 Overtime $7,333 $1,409 $6,591 $6,591 $9,099 520200 FICA $12,274 $13,433 $12,848 $12,848 $21,573 520220 Pension DB $0 $6,226 $5,881 $5,881 $6,935 520225 Pension DC $6,149 $8,514 $8,775 $8,775 $19,205 520230 Health Insurance $28,902 $28,283 $38,696 $38,696 $54,496 520240 Workers' Comp $188 $183 $323 $323 $504 Total Payroll $209,468 $225,652 $234,396 $234,396 $379,452 530315 Pre/Post Employment $112 $125 $0 $0 $0 530341 Other Svcs - Contract / Admin $196,500 $166,100 $193,200 $193,200 $198,000 530342 Other Svcs - Maint / Licenses $205,620 $232,833 $250,390 $299,590 $321,450 530411 Communication - Phone $12,969 $13,909 $14,304 $14,304 $14,212 550510 Office $712 $87 $600 $600 $600 550520 Operating $312 $219 $0 $0 $0 550525 Operating - Small Tools $28,547 $37,261 $69,650 $71,750 $4,900 550526 Operating - Software $588 $533 $0 $0 $0 555400 Travel & Per Diem $325 $0 $2,100 $0 $2,100 555420 Postage / Freight $5 $0 $0 $0 $50 555470 Printing / Binding $452 $133 $100 $100 $100 555480 Promotional / Advertising $2,820 $80 $0 $0 $0 555540 Dues/Reg/Pub $0 $119 $0 $0 $200 555550 Training $9,740 $799 $9,280 $9,280 $8,300 555551 Educational Incentive $1,310 $0 $0 $0 $0 Total Operating $460,012 $452,198 $539,624 $588,824 $549,912 Total Transfers $0 $0 $0 $0 $0 560642 Mach & Equip - Data Proc $2,950 $1,443 $0 $95,859 $100,000 560680 Intangibles $10,829 $14,738 $0 $0 $100,000 Total Capital $13,779 $16,181 $0 $95,859 $200,000 TOTAL $683,259 $694,031 $774,020 $919,079 $1,129,364 Page | 56 323 INFORMATION & GENERAL SERVICES 16 IS City Hall 1910 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 530342 Other Svcs - Maint / Licenses $1,368 $715 $810 $810 $1,383 530411 Communication - Phone $15,767 $16,563 $13,200 $13,200 $13,200 545110 R&M Bldgs - City Hall $5,221 $754 $1,000 $1,000 $1,000 550510 Office $2,355 $2,020 $2,700 $2,700 $2,700 550520 Operating $0 $0 $200 $200 $200 552000 Fuel $37 $0 $0 $0 $0 555441 Rent / Lease - Copy Machine $6,379 $8,062 $8,616 $8,616 $8,880 Total Operating $31,127 $28,114 $26,526 $26,526 $27,363 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $31,127 $28,114 $26,526 $26,526 $27,363 Page | 57 324 INFORMATION & GENERAL SERVICES 16 Risk Management 1925 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 520250 Unemployment $0 $0 $10,000 $10,000 $10,000 Total Payroll $0 $0 $10,000 $10,000 $10,000 555450 Insurance $0 $0 $543,300 $543,300 $604,008 555451 Insurance - Settlements $0 $0 $52,000 $52,000 $52,000 Total Operating $0 $0 $595,300 $595,300 $656,008 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $0 $0 $605,300 $605,300 $666,008 The Human Resources, Risk Management and Facilities Maintenance divisions were redirected to the Information and General Services Department. Marketing and Events was established as a new division in this department. Page | 58 325 INFORMATION & GENERAL SERVICES 16 Facilities Maintenance 1935 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $0 $0 $92,685 $92,685 $150,572 510140 Overtime $0 $0 $0 $0 $11,100 520200 FICA $0 $0 $7,092 $7,092 $12,488 520225 Pension DC $0 $0 $5,961 $5,961 $14,626 520230 Health Insurance $0 $0 $20,940 $20,940 $47,604 520240 Workers' Comp $0 $0 $3,977 $3,977 $5,616 Total Payroll $0 $0 $130,655 $130,655 $242,006 530315 Pre/Post Employment $0 $0 $100 $100 $100 530341 Other Svcs - Contract / Admin $0 $0 $14,448 $14,448 $9,498 540430 Utilities $0 $0 $37,800 $37,800 $37,800 545100 R&M Buildings $0 $0 $30,000 $23,000 $30,000 545110 R&M Bldgs - City Hall $0 $0 $37,610 $40,610 $37,610 545270 R&M Infra - Grounds $0 $0 $16,304 $16,304 $16,509 545310 R&M M&E - Vehicles $0 $0 $450 $450 $450 550522 Operating - Tires / Filters $0 $0 $300 $300 $300 550523 Operating - Janitorial $0 $0 $2,900 $4,900 $3,300 550525 Operating - Small Tools $0 $0 $2,300 $4,300 $2,300 550527 Operating - Apparel $0 $0 $1,496 $1,496 $3,540 552000 Fuel $0 $0 $3,050 $3,050 $4,050 Total Operating $0 $0 $146,758 $146,758 $145,457 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $0 $0 $0 $3,000 $0 Total Capital $0 $0 $0 $3,000 $0 TOTAL $0 $0 $277,413 $280,413 $387,463 The Human Resources, Risk Management and Facilities Maintenance divisions were redirected to the Information and General Services Department. Marketing and Events was established as a new division in this department. Page | 59 326 INFORMATION & GENERAL SERVICES 16 Marketing & Events 7415 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $0 $0 $86,799 $86,799 $95,680 510140 Overtime $0 $0 $2,000 $2,000 $4,001 520200 FICA $0 $0 $6,797 $6,797 $7,639 520230 Health Insurance $0 $0 $17,906 $17,906 $27,243 520240 Workers' Comp $0 $0 $171 $171 $182 520225 Pension DC $0 $0 $5,777 $5,777 $7,477 Total Payroll $0 $0 $119,450 $119,450 $142,222 530411 Communication - Phone $0 $0 $480 $480 $440 550520 Operating $0 $0 $2,530 $25,065 $36,148 550525 Operating - Small Tools $0 $0 $130 $130 $150 555470 Printing / Binding $0 $0 $800 $1,800 $725 555480 Promotional / Advertising $0 $0 $45,964 $32,840 $30,000 555540 Dues/Reg/Pub $0 $0 $148 $148 $1,460 555550 Training $0 $0 $0 $0 $2,000 Total Operating $0 $0 $50,052 $60,463 $70,923 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $0 $0 $169,502 $179,913 $213,145 The Human Resources, Risk Management and Facilities Maintenance divisions were redirected to the Information and General Services Department. Marketing and Events was established as a new division in this department. Page | 60 327 GENERAL FUND - PUBLIC WORKS OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $681,114 $797,124 $735,801 $735,801 $896,439 Operating Expenses $301,334 $242,955 $137,203 $137,203 $163,743 Transfers $0 $0 $0 $0 $0 Capital Outlay $220,050 $127,882 $0 $144,235 $53,000 TOTAL EXPENDITURES $1,202,498 $1,167,961 $873,004 $1,017,239 $1,113,182 Administration - 4100 Public Works Superintendent 111 1 Public Works Supervisor 11 Total 2 1 1 2 Roads - 4110 Foreman 111 2 Maintenance Worker 888 6 Total 9 9 9 8 Facility Maintenance - 1930 Facilities Technician 11 Building Service Coordinator 1 Total 1 2 0 0 Fleet Maintenance - 1940 Fleet Supervisor 111 1 Mechanic 221 2 Total 3 3 2 3 TOTAL FULL-TIME PERSONNEL 15 15 12 13 Fleet Maintenance - Part Time - 1940 Fleet administrator 5.80 5.80 5.80 0.50 Total 5.80 5.80 5.80 0.50 TOTAL PART-TIME PERSONNEL 20.80 20.80 17.80 13.50 Page | 61 328 PUBLIC WORKS SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $453,572 $504,199 $454,083 $454,083 $562,355 510140 Overtime $34,075 $30,069 $6,650 $6,650 $8,300 510900 Reimbursements ($14,772)$0 $0 $0 $0 520200 FICA $36,777 $39,477 $35,262 $35,262 $44,034 520220 Pension DB $70,030 $65,835 $40,202 $40,202 $56,174 520225 Pension DC $10,819 $19,529 $19,572 $19,572 $27,072 520230 Health Insurance $76,424 $117,541 $144,751 $144,751 $166,547 520240 Workers' Comp $14,189 $20,474 $35,281 $35,281 $31,957 Total Payroll $681,114 $797,124 $735,801 $735,801 $896,439 530315 Pre/Post Employment $5,122 $609 $2,773 $2,773 $2,773 530341 Other Svcs - Contract / Admin $106,808 $15,056 $0 $0 $5,000 530342 Other Svcs - Maint / Licenses $5,977 $7,206 $6,970 $6,970 $6,970 530411 Communication - Phone $1,128 $1,302 $144 $144 $863 540430 Utilities $60,732 $62,847 $24,120 $24,120 $24,360 545100 R&M Buildings $9,064 $12,611 $6,500 $6,500 $6,650 545110 R&M Bldgs - City Hall $27,852 $17,615 $0 $0 $0 545120 R&M Bldgs - Util / PW Compound $600 $713 $2,500 $2,500 $2,500 545270 R&M Infra - Grounds $19,199 $53,972 $19,600 $19,600 $18,728 545300 R&M Mach & Equip $3,750 $5,396 $5,300 $5,300 $5,800 545310 R&M M&E - Vehicles $9,326 $8,162 $9,770 $9,770 $9,770 550510 Office $316 $713 $300 $300 $600 550520 Operating $3,435 $1,253 $1,000 $1,000 $1,000 550522 Operating - Tires / Filters $2,534 $3,662 $5,300 $5,300 $5,300 550523 Operating - Janitorial $2,080 $7,429 $1,300 $1,300 $9,140 550525 Operating - Small Tools $8,150 $7,176 $6,600 $6,600 $6,600 550527 Operating - Apparel $9,888 $8,851 $9,958 $9,958 $11,485 552000 Fuel $22,295 $26,657 $26,868 $26,868 $36,004 555400 Travel & Per Diem $22 $0 $0 $0 $0 555420 Postage / Freight $120 $2 $200 $200 $200 555442 Rent / Lease - Equipment $886 $574 $2,100 $2,100 $4,100 555540 Dues/Reg/Pub $0 $0 $200 $200 $200 555550 Training $2,050 $1,149 $5,700 $5,700 $5,700 Total Operating $301,334 $242,955 $137,203 $137,203 $163,743 Total Transfers $0 $0 $0 $0 $0 560620 Buildings $6,687 $0 $0 $0 $0 560622 Buildings - Improvements $0 $3,587 $0 $0 $0 560640 Machinery & Equipment $5,629 $123,722 $0 $0 $53,000 560641 Mach & Equip - Vehicles $166,968 $0 $0 $144,235 $0 560650 Construction In Progress $40,766 $573 $0 $0 $0 Total Capital $220,050 $127,882 $0 $144,235 $53,000 TOTAL PUBLIC WORKS $1,202,498 $1,167,961 $873,004 $1,017,239 $1,113,182 Facilities Maintenance Department was redirected to the Information and General Services Department. Page | 62 329 PUBLIC WORKS 41 Administration 4100 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $72,572 $66,352 $35,851 $35,851 $52,379 510140 Overtime $220 $381 $0 $0 $0 520200 FICA $5,409 $3,027 $2,745 $2,745 $4,060 520220 Pension DB $9,771 $0 $6,497 $6,497 $7,035 520225 Pension DC $4,097 $4,983 $1,235 $1,235 $2,354 520230 Health Insurance $8,001 $3,741 $10,267 $10,267 $14,873 520240 Workers' Comp $636 $753 $533 $533 $451 Total Payroll $100,706 $79,237 $57,128 $57,128 $81,152 530315 Pre/Post Employment $0 $97 $200 $200 $200 530341 Other Svcs - Contract / Admin $0 $619 $0 $0 $0 530342 Other Svcs - Maint / Licenses $2,968 $3,682 $3,670 $3,670 $3,670 530411 Communication - Phone $428 $1,014 $144 $144 $144 540430 Utilities $18,492 $20,438 $19,560 $19,560 $19,560 545100 R&M Buildings $5,201 $6,555 $6,500 $6,500 $6,650 545300 R&M Mach & Equip $0 $503 $0 $0 $500 545310 R&M M&E - Vehicles $212 $1,019 $800 $800 $800 550510 Office $316 $713 $300 $300 $600 550520 Operating $1,373 $899 $400 $400 $400 550522 Operating - Tires / Filters $0 $597 $500 $500 $500 550523 Operating - Janitorial $0 $302 $300 $300 $3,140 550525 Operating - Small Tools $98 $130 $100 $100 $100 550527 Operating - Apparel $278 $684 $643 $643 $745 552000 Fuel $1,759 $3,152 $1,140 $1,140 $4,662 555400 Travel & Per Diem $22 $0 $0 $0 $0 555420 Postage / Freight $120 $2 $200 $200 $200 555540 Dues/Reg/Pub $0 $0 $200 $200 $200 555550 Training $2,050 $999 $3,300 $3,300 $3,300 Total Operating $33,317 $41,405 $37,957 $37,957 $45,371 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $0 $115,789 $0 $0 $53,000 Total Capital $0 $115,789 $0 $0 $53,000 TOTAL $134,023 $236,431 $95,085 $95,085 $179,523 Page | 63 330 PUBLIC WORKS 41 Roads & ROW Maintenance 4110 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $211,679 $253,643 $314,909 $314,909 $365,956 510140 Overtime $28,457 $25,359 $6,650 $6,650 $7,500 520200 FICA $18,097 $21,590 $24,610 $24,610 $28,804 520220 Pension DB $25,724 $32,114 $13,135 $13,135 $13,525 520225 Pension DC $2,266 $7,028 $16,116 $16,116 $22,772 520230 Health Insurance $33,598 $73,141 $111,794 $111,794 $111,982 520240 Workers' Comp $9,754 $15,797 $31,618 $31,618 $27,343 Total Payroll $329,575 $428,672 $518,832 $518,832 $577,882 530315 Pre/Post Employment $5,122 $512 $2,273 $2,273 $2,273 530341 Other Svcs - Contract / Admin $97,845 $5,077 $0 $0 $5,000 530411 Communication - Phone $700 $288 $0 $0 $719 545270 R&M Infra - Grounds $1,600 $41,900 $19,600 $19,600 $18,728 545300 R&M Mach & Equip $3,428 $4,346 $4,800 $4,800 $4,800 545310 R&M M&E - Vehicles $8,719 $5,850 $8,370 $8,370 $8,370 550520 Operating $1,906 $48 $400 $400 $400 550522 Operating - Tires / Filters $2,346 $2,435 $3,000 $3,000 $3,000 550523 Operating - Janitorial $0 $300 $500 $500 $5,300 550525 Operating - Small Tools $3,395 $3,198 $4,500 $4,500 $4,500 550527 Operating - Apparel $7,671 $6,428 $7,569 $7,569 $8,345 552000 Fuel $14,989 $14,608 $15,312 $15,312 $18,236 555442 Rent / Lease - Equipment $886 $574 $2,000 $2,000 $4,000 555550 Training $0 $150 $2,400 $2,400 $2,400 Total Operating $148,607 $85,714 $70,724 $70,724 $86,071 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $4,280 $7,933 $0 $0 $0 560641 Mach & Equip - Vehicles $166,968 $0 $0 $144,235 $0 Total Capital $171,248 $7,933 $0 $144,235 $0 TOTAL $649,430 $522,319 $589,556 $733,791 $663,953 Page | 64 331 PUBLIC WORKS 41 Facilities Maintenance 1930 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $48,224 $85,491 $0 $0 $0 510140 Overtime $1,572 $3,382 $0 $0 $0 510900 Reimbursements ($14,772)$0 $0 $0 $0 520200 FICA $3,752 $6,867 $0 $0 $0 520225 Pension DC $2,777 $5,656 $0 $0 $0 520230 Health Insurance $11,522 $21,320 $0 $0 $0 520240 Workers' Comp $1,343 $2,129 $0 $0 $0 Total Payroll $54,418 $124,845 $0 $0 $0 530341 Other Svcs - Contract / Admin $8,963 $9,360 $0 $0 $0 540430 Utilities $37,410 $37,706 $0 $0 $0 545100 R&M Buildings $3,863 $6,056 $0 $0 $0 545110 R&M Bldgs - City Hall $27,852 $17,615 $0 $0 $0 545270 R&M Infra - Grounds $17,599 $12,072 $0 $0 $0 545300 R&M Mach & Equip $72 $167 $0 $0 $0 545310 R&M M&E - Vehicles $0 $1,293 $0 $0 $0 550520 Operating $126 $0 $0 $0 $0 550522 Operating - Tires / Filters $99 $211 $0 $0 $0 550523 Operating - Janitorial $2,080 $6,429 $0 $0 $0 550525 Operating - Small Tools $3,737 $2,152 $0 $0 $0 550527 Operating - Apparel $532 $733 $0 $0 $0 552000 Fuel $1,516 $1,395 $0 $0 $0 Total Operating $103,849 $95,189 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 560620 Buildings $6,687 $0 $0 $0 $0 560622 Buildings - Improvements $0 $3,587 $0 $0 $0 560650 Construction In Progress $40,766 $573 $0 $0 $0 Total Capital $47,453 $4,160 $0 $0 $0 TOTAL $205,720 $224,194 $0 $0 $0 Facilities Maintenance Department was redirected to the Information and General Services Department. Page | 65 332 PUBLIC WORKS 41 Fleet Maintenance 1940 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $121,097 $98,713 $103,323 $103,323 $144,020 510140 Overtime $3,826 $947 $0 $0 $800 520200 FICA $9,519 $7,993 $7,907 $7,907 $11,170 520220 Pension DB $34,535 $33,721 $20,570 $20,570 $35,614 520225 Pension DC $1,679 $1,862 $2,221 $2,221 $1,946 520230 Health Insurance $23,303 $19,339 $22,690 $22,690 $39,692 520240 Workers' Comp $2,456 $1,795 $3,130 $3,130 $4,163 Total Payroll $196,415 $164,370 $159,841 $159,841 $237,405 530315 Pre/Post Employment $0 $0 $300 $300 $300 530342 Other Svcs - Maint / Licenses $3,009 $3,524 $3,300 $3,300 $3,300 540430 Utilities $4,830 $4,703 $4,560 $4,560 $4,800 545120 R&M Bldgs - Util / PW Compound $600 $713 $2,500 $2,500 $2,500 545300 R&M Mach & Equip $250 $380 $500 $500 $500 545310 R&M M&E - Vehicles $395 $0 $600 $600 $600 550520 Operating $30 $306 $200 $200 $200 550522 Operating - Tires / Filters $89 $419 $1,800 $1,800 $1,800 550523 Operating - Janitorial $0 $398 $500 $500 $700 550525 Operating - Small Tools $920 $1,696 $2,000 $2,000 $2,000 550527 Operating - Apparel $1,407 $1,006 $1,746 $1,746 $2,395 552000 Fuel $4,031 $7,502 $10,416 $10,416 $13,106 555442 Rent / Lease - Equipment $0 $0 $100 $100 $100 Total Operating $15,561 $20,647 $28,522 $28,522 $32,301 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $1,349 $0 $0 $0 $0 Total Capital $1,349 $0 $0 $0 $0 TOTAL $213,325 $185,017 $188,363 $188,363 $269,706 Page | 66 333 GENERAL FUND - COMMUNITY DEVELOPMENT OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $270,120 $342,458 $395,048 $395,048 $720,716 Operating Expenses $1,215,956 $1,142,206 $1,054,794 $1,054,794 $1,214,562 Transfers $300,000 $500,000 $0 $0 $0 Capital Outlay $1,837 $51,910 $0 $0 $0 TOTAL EXPENDITURES $1,787,913 $2,036,574 $1,449,842 $1,449,842 $1,935,278 Administration & Planning - 1500 Community Development Director 111 1 Total 1 1 1 1 Planning - 1510 Planner 122 2 Total 1 2 2 2 Urban Beautification - 1520 Landscape Manager 111 1 Maintenance Worker 132 3 Irrigation Worker 1 Mower 2 Total 2 4 3 7 TOTAL FULL-TIME PERSONNEL 4 7 6 10 Page | 67 334 COMMUNITY DEVELOPMENT SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $199,644 $249,652 $278,808 $278,808 $404,899 510140 Overtime $904 $6,119 $6,300 $6,300 $15,150 520200 FICA $14,700 $17,910 $21,824 $21,824 $32,361 520220 Pension DB $20,989 $4,151 $3,921 $3,921 $6,936 520225 Pension DC $2,297 $9,461 $15,234 $15,234 $27,483 520230 Health Insurance $31,518 $51,280 $62,476 $62,476 $227,729 520240 Workers' Comp $68 $3,885 $6,485 $6,485 $6,158 Total Payroll $270,120 $342,458 $395,048 $395,048 $720,716 530314 Consulting $30,448 $45,161 $56,500 $56,500 $56,500 530315 Pre/Post Employment $422 $249 $350 $350 $648 530341 Other Svcs - Contract / Admin $5,305 ($85,391) ($88,255) ($88,255) ($87,255) 530342 Other Svcs - Maint / Licenses $594 $791 $648 $648 $1,080 530411 Communication - Phone $580 $462 $456 $456 $462 540430 Utilities $61,049 $48,126 $45,252 $45,252 $72,288 540434 Streetlights $487,762 $483,906 $521,627 $521,627 $515,093 545270 R&M Infra - Grounds $588,045 $624,298 $491,246 $488,246 $612,697 545300 R&M Mach & Equip $0 $259 $2,000 $2,000 $5,000 545310 R&M M&E - Vehicles $106 $710 $350 $350 $750 550510 Office $1,051 $549 $1,300 $1,300 $1,300 550520 Operating $162 $0 $100 $100 $0 550522 Operating - Tires / Filters $310 $427 $100 $3,100 $3,000 550525 Operating - Small Tools $29,599 $13,725 $3,200 $3,200 $7,800 550526 Operating - Software $500 $0 $1,000 $1,000 $500 550527 Operating - Apparel $460 $1,458 $3,154 $3,154 $5,046 552000 Fuel $4,021 $4,723 $4,737 $4,737 $7,578 555400 Travel & Per Diem $9 $0 $0 $0 $0 555420 Postage / Freight $643 $7 $200 $200 $0 555442 Rent / Lease - Equipment $0 $789 $1,500 $1,500 $1,500 555470 Printing / Binding $786 $176 $900 $900 $900 555480 Promotional / Advertising $2,755 $386 $2,000 $2,000 $2,000 555540 Dues/Reg/Pub $1,330 $1,095 $3,604 $3,604 $4,800 555550 Training $19 $300 $2,825 $2,825 $2,875 Total Operating $1,215,956 $1,142,206 $1,054,794 $1,054,794 $1,214,562 591140 To Arbor $300,000 $500,000 $0 $0 $0 Total Transfers $300,000 $500,000 $0 $0 $0 560640 Machinery & Equipment $0 $22,398 $0 $0 $0 560641 Mach & Equip - Vehicles $0 $29,512 $0 $0 $0 560643 Mach & Equip - Furn/Office $1,837 $0 $0 $0 $0 Total Capital $1,837 $51,910 $0 $0 $0 TOTAL COMMUNITY DEVELOPMENT $1,787,913 $2,036,574 $1,449,842 $1,449,842 $1,935,278 Page | 68 335 COMMUNITY DEVELOPMENT Administration 1500 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $61,470 $58,569 $58,069 $58,069 $69,599 520200 FICA $4,602 $3,266 $4,444 $4,444 $5,372 520220 Pension DB $20,989 $0 $0 $0 $2,312 520225 Pension DC $996 $3,419 $4,356 $4,356 $4,703 520230 Health Insurance $5,900 $4,952 $9,714 $9,714 $10,126 520240 Workers' Comp $76 $65 $112 $112 $127 Total Payroll $94,033 $70,271 $76,695 $76,695 $92,239 530314 Consulting $30,448 $45,161 $56,500 $56,500 $56,500 530315 Pre/Post Employment $360 $112 $200 $200 $400 530341 Other Svcs - Contract / Admin $0 $0 $216 $216 $216 530411 Communication - Phone $400 $369 $360 $360 $374 545310 R&M M&E - Vehicles $0 $0 $50 $50 $0 550510 Office $1,017 $549 $1,000 $1,000 $1,000 550520 Operating $126 $0 $100 $100 $0 552000 Fuel $316 $0 $285 $285 $0 555400 Travel & Per Diem $9 $0 $0 $0 $0 555420 Postage / Freight $643 $7 $200 $200 $0 555470 Printing / Binding $786 $0 $500 $500 $500 555480 Promotional / Advertising $2,755 $0 $1,000 $1,000 $1,000 555540 Dues/Reg/Pub $665 $578 $644 $644 $1,820 555550 Training $19 $0 $725 $725 $775 Total Operating $37,544 $46,776 $61,780 $61,780 $62,585 Total Transfers $0 $0 $0 $0 $0 560643 Mach & Equip - Furn/Office $1,837 $0 $0 $0 $0 Total Capital $1,837 $0 $0 $0 $0 TOTAL $133,414 $117,047 $138,475 $138,475 $154,824 Page | 69 336 COMMUNITY DEVELOPMENT Long-Range Planning 1510 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $51,473 $55,847 $68,913 $68,913 $52,741 520200 FICA $3,929 $4,482 $5,275 $5,275 $4,108 520225 Pension DC $431 $1,508 $3,447 $3,447 $3,041 520230 Health Insurance $3,203 $6,310 $5,913 $5,913 $8,648 520240 Workers' Comp $52 $65 $249 $249 $199 Total Payroll $59,088 $68,212 $83,797 $83,797 $68,737 550510 Office $12 $0 $200 $200 $200 550525 Operating - Small Tools $2,150 $0 $0 $0 $0 550526 Operating - Software $500 $0 $1,000 $1,000 $500 555470 Printing / Binding $0 $120 $400 $400 $400 555480 Promotional / Advertising $0 $386 $1,000 $1,000 $1,000 555540 Dues/Reg/Pub $665 $425 $960 $960 $980 555550 Training $0 $300 $1,600 $1,600 $1,600 Total Operating $3,327 $1,231 $5,160 $5,160 $4,680 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $62,415 $69,443 $88,957 $88,957 $73,417 Page | 70 337 COMMUNITY DEVELOPMENT Urban Beautification 1520 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $86,701 $135,236 $151,826 $151,826 $282,559 510140 Overtime $904 $6,119 $6,300 $6,300 $15,150 520200 FICA $6,169 $10,162 $12,105 $12,105 $22,881 520220 Pension DB $0 $4,151 $3,921 $3,921 $4,624 520225 Pension DC $870 $4,534 $7,431 $7,431 $19,739 520230 Health Insurance $22,415 $40,018 $46,849 $46,849 $208,955 520240 Workers' Comp ($60) $3,755 $6,124 $6,124 $5,832 Total Payroll $116,999 $203,975 $234,556 $234,556 $559,740 530315 Pre/Post Employment $62 $137 $150 $150 $248 530341 Other Svcs - Contract / Admin $5,305 ($85,391) ($88,471) ($88,471) ($87,471) 530342 Other Svcs - Maint / Licenses $594 $791 $648 $648 $1,080 530411 Communication - Phone $180 $93 $96 $96 $88 540430 Utilities $61,049 $48,126 $45,252 $45,252 $72,288 545270 R&M Infra - Grounds $588,045 $624,298 $491,246 $488,246 $612,697 545300 R&M Mach & Equip $0 $259 $2,000 $2,000 $5,000 545310 R&M M&E - Vehicles $106 $710 $300 $300 $750 550510 Office $22 $0 $100 $100 $100 550520 Operating $36 $0 $0 $0 $0 550522 Operating - Tires / Filters $310 $427 $100 $3,100 $3,000 550525 Operating - Small Tools $27,449 $13,725 $3,200 $3,200 $7,800 550527 Operating - Apparel $460 $1,458 $3,154 $3,154 $5,046 552000 Fuel $3,705 $4,723 $4,452 $4,452 $7,578 555442 Rent / Lease - Equipment $0 $789 $1,500 $1,500 $1,500 555470 Printing / Binding $0 $56 $0 $0 $0 555540 Dues/Reg/Pub $0 $92 $2,000 $2,000 $2,000 555550 Training $0 $0 $500 $500 $500 Total Operating $687,323 $610,293 $466,227 $466,227 $632,204 591140 To Arbor $300,000 $500,000 $0 $0 $0 Total Transfers $300,000 $500,000 $0 $0 $0 560640 Machinery & Equipment $0 $22,398 $0 $0 $0 560641 Mach & Equip - Vehicles $0 $29,512 $0 $0 $0 Total Capital $0 $51,910 $0 $0 $0 TOTAL $1,104,322 $1,366,178 $700,783 $700,783 $1,191,944 Page | 71 338 COMMUNITY DEVELOPMENT Streetlighting 1530 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 540434 Streetlights $487,762 $483,906 $521,627 $521,627 $515,093 Total Operating $487,762 $483,906 $521,627 $521,627 $515,093 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $487,762 $483,906 $521,627 $521,627 $515,093 Page | 72 339 GENERAL FUND - POLICE OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $5,682,049 $5,656,604 $6,272,595 $6,272,595 $6,566,810 Operating Expenses $561,108 $540,649 $546,201 $555,401 $716,595 Transfers $0$0$0$0$0 Capital Outlay $361,571 $68,464 $0 $0 $171,000 TOTAL EXPENDITURES $6,604,728 $6,265,717 $6,818,796 $6,827,996 $7,454,405 Office of the Chief - 2100 Sworn: Police Chief 111 1 Deputy Chief 1 Captain 333 2 Lieutenant 444 4 Sworn Officer 47 47 47 47 Total Sworn555555 55 Civilian: Support Services Coordinator 1 Code Enforcement Specialist 222 2 Records Clerk 222 2 Forensic Specialist 222 2 Crime Analyst 1 Total Civilian 6 6 6 8 Total616161 63 Support Services - 2140 (Dispatch) Communications Operator 888 8 Communications Operator - Supervisor 111 1 Total999 9 TOTAL FULL-TIME PERSONNEL 70 70 70 72 Support Services - Part-Time - 2140 (Dispatch) Communications Operator 0.50 0.50 1.68 1.68 Total 0.50 0.50 1.68 1.68 TOTAL PART-TIME PERSONNEL 0.50 0.50 1.68 1.68 Page | 73 340 POLICE SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $3,377,395 $3,348,046 $3,733,143 $3,733,143 $3,985,251 510140 Overtime $236,042 $219,825 $140,257 $140,257 $115,132 510900 Reimbursements ($58,027) ($35,349) $0 $0 $0 520200 FICA $269,566 $266,290 $293,039 $293,039 $314,915 520220 Pension DB $1,256,262 $1,221,488 $1,161,244 $1,161,244 $1,163,663 520225 Pension DC $16,311 $16,765 $25,234 $25,234 $35,311 520230 Health Insurance $515,830 $550,350 $783,668 $783,668 $837,167 520240 Workers' Comp $68,670 $69,189 $136,010 $136,010 $115,371 Total Payroll $5,682,049 $5,656,604 $6,272,595 $6,272,595 $6,566,810 530315 Pre/Post Employment $6,692 $7,084 $4,990 $4,990 $6,060 530340 Other Svcs $3,020 $2,415 $4,200 $4,200 $4,200 530341 Other Svcs - Contract / Admin $7,200 $7,270 $7,620 $7,620 $8,060 530342 Other Svcs - Maint / Licenses $27,868 $24,257 $25,660 $25,660 $25,710 530411 Communication - Phone $49,378 $49,324 $56,800 $56,800 $56,100 530413 Communication - R&M $3,144 $2,474 $3,000 $3,000 $3,000 540430 Utilities $48,012 $42,977 $42,000 $42,000 $43,100 545100 R&M Buildings $18,597 $35,508 $19,220 $19,220 $22,570 545300 R&M Mach & Equip $22,711 $19,653 $27,960 $27,960 $22,570 545310 R&M M&E - Vehicles $54,109 $59,415 $45,000 $58,200 $53,400 550510 Office $13,813 $6,579 $5,250 $9,250 $6,600 550520 Operating $26,514 $30,334 $33,765 $27,765 $39,460 550522 Operating - Tires / Filters $12,606 $13,630 $14,000 $10,000 $20,000 550523 Operating - Janitorial $2,380 $3,005 $3,500 $3,500 $3,500 550525 Operating - Small Tools $35,833 $45,205 $29,025 $31,025 $124,455 550526 Operating - Software $903 $1,572 $5,650 $5,650 $14,775 550527 Operating - Apparel $45,312 $38,045 $35,710 $35,710 $38,830 552000 Fuel $112,617 $86,788 $96,036 $96,036 $112,360 555400 Travel & Per Diem $339 $1,247 $3,000 $3,000 $3,000 555420 Postage / Freight $3,248 $4,655 $3,500 $3,500 $4,000 555441 Rent / Lease - Copy Machine $6,735 $6,444 $7,140 $7,140 $7,140 555442 Rent / Lease - Equipment $7,125 $7,670 $8,000 $8,000 $8,000 555470 Printing / Binding $2,121 $1,858 $3,300 $3,300 $4,615 555480 Promotional / Advertising $4,838 $4,522 $4,640 $4,640 $3,940 555481 Promo - Employee Relations $2,732 $2,297 $4,480 $4,480 $3,980 555482 Promo - Programs $1,963 $3,731 $5,350 $5,350 $4,750 555540 Dues/Reg/Pub $4,571 $3,504 $4,105 $4,105 $4,550 555550 Training $36,727 $29,186 $35,800 $39,800 $58,870 555551 Educational Incentive $0 $0 $7,500 $3,500 $9,000 Total Operating $561,108 $540,649 $546,201 $555,401 $716,595 Total Transfers $0 $0 $0 $0 $0 560622 Buildings - Improvements $17,499 $35,327 $0 $0 $0 560640 Machinery & Equipment $21,505 $31,584 $0 $0 $118,000 560641 Mach & Equip - Vehicles $305,655 $0 $0 $0 $53,000 560642 Mach & Equip - Data Proc $14,893 $1,553 $0 $0 $0 560643 Mach & Equip - Furn/Office $2,019 $0 $0 $0 $0 Total Capital $361,571 $68,464 $0 $0 $171,000 TOTAL POLICE $6,604,728 $6,265,717 $6,818,796 $6,827,996 $7,454,405 Page | 74 341 POLICE 21 Office of the Chief 2100 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $3,047,010 $3,066,065 $3,387,233 $3,387,233 $3,522,149 510140 Overtime $202,388 $171,575 $125,126 $125,126 $100,001 510900 Reimbursements ($58,027) ($35,349) $0 $0 $0 520200 FICA $241,993 $239,924 $265,410 $265,410 $278,081 520220 Pension DB $1,213,253 $1,168,311 $1,132,584 $1,132,584 $1,134,376 520225 Pension DC $8,415 $8,252 $10,564 $10,564 $14,363 520230 Health Insurance $450,165 $486,219 $676,640 $676,640 $723,293 520240 Workers' Comp $67,691 $68,637 $135,319 $135,319 $114,502 Total Payroll $5,172,888 $5,173,634 $5,732,876 $5,732,876 $5,886,765 530315 Pre/Post Employment $6,692 $7,084 $4,990 $4,990 $6,060 530341 Other Svcs - Contract / Admin $7,200 $7,270 $7,620 $7,620 $8,060 530342 Other Svcs - Maint / Licenses $6,996 $4,783 $5,350 $5,350 $5,400 530411 Communication - Phone $15,613 $14,634 $16,480 $16,480 $15,300 540430 Utilities $48,012 $42,977 $42,000 $42,000 $43,100 545100 R&M Buildings $18,597 $35,508 $19,220 $19,220 $22,570 545300 R&M Mach & Equip $21,082 $18,131 $23,630 $23,630 $17,920 545310 R&M M&E - Vehicles $53,867 $59,384 $45,000 $58,200 $53,400 550510 Office $12,690 $5,539 $4,250 $8,250 $6,600 550520 Operating $1,856 $3,831 $6,050 $6,050 $4,275 550522 Operating - Tires / Filters $12,606 $13,363 $14,000 $10,000 $20,000 550523 Operating - Janitorial $2,380 $3,005 $3,500 $3,500 $3,500 550525 Operating - Small Tools $1,685 $16,974 $2,000 $2,000 $39,200550526Operating - Software $298 $1,150 $1,700 $1,700 $5,995 550527 Operating - Apparel $26,776 $24,014 $7,150 $5,500 $0 552000 Fuel $112,617 $86,788 $96,036 $96,036 $112,360 555420 Postage / Freight $1,107 $330 $1,000 $1,000 $1,000 555470 Printing / Binding $1,097 $260 $1,000 $1,000 $1,115 555481 Promo - Employee Relations $2,552 $2,297 $3,980 $3,980 $3,980 555540 Dues/Reg/Pub $4,571 $3,504 $4,105 $4,105 $4,550 555550 Training $0 $2,995 $0 $0 $7,100 555551 Educational Incentive $0 $0 $7,500 $3,500 $9,000 Total Operating $358,294 $353,821 $316,561 $324,111 $390,485 Total Transfers $0 $0 $0 $0 $0 560622 Buildings - Improvements $17,499 $35,327 $0 $0 $0 560640 Machinery & Equipment $19,500 $24,499 $0 $0 $109,000 560641 Mach & Equip - Vehicles $305,655 $0 $0 $0 $0 560642Mach & Equip - Data Proc $14,893$0$0$0$0 560643 Mach & Equip - Furn/Office $2,019 $0 $0 $0 $0 Total Capital $359,566 $59,826 $0 $0 $109,000 TOTAL $5,890,748 $5,587,281 $6,049,437 $6,056,987 $6,386,250 Special Operations Department was redirected to the Office of the Chief Department. Page | 75 342 POLICE 21 Criminal Investigation 2110 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 530340 Other Svcs $1,200 $1,200 $1,200 $1,200 $1,200 530342 Other Svcs - Maint / Licenses $6,061 $5,090 $5,900 $5,900 $5,900 530411 Communication - Phone $1,627 $1,869 $2,400 $2,400 $2,880 545300R&M Mach & Equip $0 $0$1,700$1,700$1,700 550520 Operating $3,340 $3,331 $4,840 $4,840 $5,210 550525 Operating - Small Tools $1,909 $5,569 $4,575 $4,575 $4,875 550527 Operating - Apparel $0 $379 $2,400 $2,400 $3,000 555442 Rent / Lease - Equipment $7,125 $7,670 $8,000 $8,000 $8,000 Total Operating $21,262 $25,108 $31,015 $31,015 $32,765 Total Transfers $0 $0 $0 $0 $0 560640Machinery & Equipment $0$1,510$0$0$0 560641 Mach & Equip - Vehicles $0 $0 $0 $0 $53,000 Total Capital $0 $1,510 $0 $0 $53,000 TOTAL $21,262 $26,618 $31,015 $31,015 $85,765 Page | 76 343 POLICE 21 Community Services 2120 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 550520 Operating $3,137 $3,484 $2,875 $2,875 $2,475 550525 Operating - Small Tools $526 $0 $0 $0 $0 555470 Printing / Binding $487 $969 $1,500 $1,500 $1,500 555480 Promotional / Advertising $4,838 $4,522 $3,940 $3,940 $3,940 555481 Promo - Employee Relations $180 $0 $0 $0 $0 555482 Promo - Programs $1,963 $3,731 $5,350 $5,350 $4,750 Total Operating $11,131 $12,706 $13,665 $13,665 $12,665 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $11,131 $12,706 $13,665 $13,665 $12,665 Page | 77 344 POLICE 21 Operations 2130 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 530342 Other Svcs - Maint / Licenses $12,737 $12,737 $12,760 $12,760 $12,760 530411 Communication - Phone $1,290 $1,311 $2,400 $2,400 $2,400 545300 R&M Mach & Equip $0 $0 $1,600 $1,600 $1,850 550510 Office $113 $0 $0 $0 $0 550520 Operating $17,431 $18,119 $18,000 $12,000 $25,500 550525 Operating - Small Tools $24,033 $13,837 $18,730 $20,730 $75,180 550526 Operating - Software $125 $422 $350 $350 $5,480 550527 Operating - Apparel $17,850 $12,956 $24,950 $26,600 $33,700 555400 Travel & Per Diem $339 $1,247 $3,000 $3,000 $3,000 555470 Printing / Binding $110 $41 $300 $300 $1,500 555550 Training $33,071 $25,676 $29,540 $33,540 $44,710 Total Operating $107,099 $86,346 $111,630 $113,280 $206,080 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $0 $5,575 $0 $0 $9,000 560642 Mach & Equip - Data Proc $0 $1,553 $0 $0 $0 Total Capital $0 $7,128 $0 $0 $9,000 TOTAL $107,099 $93,474 $111,630 $113,280 $215,080 Page | 78 345 POLICE 21 Special Operations 2135 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 545300 R&M Mach & Equip $925 $539 $0 $0 $0 545310 R&M M&E - Vehicles $242 $31 $0 $0 $0 550520 Operating $750 $1,035 $0 $0 $0 550522 Operating - Tires / Filters $0 $267 $0 $0 $0 550525 Operating - Small Tools $4,434 $2,695 $0 $0 $0 Total Operating $6,351 $4,567 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $6,351 $4,567 $0 $0 $0 Special Operations Department was redirected to the Office of the Chief Department. Page | 79 346 POLICE 21 Support Services 2140 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $330,385 $281,981 $345,910 $345,910 $463,102 510140 Overtime $33,654 $48,250 $15,131 $15,131 $15,131 520200 FICA $27,573 $26,366 $27,629 $27,629 $36,834 520220 Pension DB $43,009 $53,177 $28,660 $28,660 $29,287 520225 Pension DC $7,896 $8,513 $14,670 $14,670 $20,948 520230 Health Insurance $65,665 $64,131 $107,028 $107,028 $113,874 520240 Workers' Comp $979 $552 $691 $691 $869 Total Payroll $509,161 $482,970 $539,719 $539,719 $680,045 530342 Other Svcs - Maint / Licenses $2,074 $1,647 $1,650 $1,650 $1,650 530411 Communication - Phone $30,648 $31,510 $35,520 $35,520 $35,520 530413 Communication - R&M $3,144 $2,474 $3,000 $3,000 $3,000 550510 Office $1,010 $1,040 $1,000 $1,000 $0 550520 Operating $0 $534 $2,000 $2,000 $2,000 550525 Operating - Small Tools $3,246 $4,230 $3,520 $3,520 $5,000 550526 Operating - Software $480 $0 $3,600 $3,600 $3,300 550527 Operating - Apparel $417 $209 $760 $760 $800 555441 Rent / Lease - Copy Machine $6,735 $6,444 $7,140 $7,140 $7,140 555481 Promo - Employee Relations $0 $0 $500 $500 $0 555550 Training $3,531 $515 $5,460 $5,460 $5,460 Total Operating $51,285 $48,603 $64,150 $64,150 $63,870 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $2,005 $0 $0 $0 $0 Total Capital $2,005 $0 $0 $0 $0 TOTAL $562,451 $531,573 $603,869 $603,869 $743,915 Page | 80 347 POLICE 21 Code Enforcement 2150 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 530340 Other Svcs $1,820 $1,215 $3,000 $3,000 $3,000 530411 $200 $0 $0 $0 $0 545300 R&M Mach & Equip $704 $983 $1,030 $1,030 $1,100 550525 Operating - Small Tools $0 $1,900 $200 $200 $200 550527 Operating - Apparel $269 $487 $450 $450 $1,330 555420 Postage / Freight $2,141 $4,325 $2,500 $2,500 $3,000 555470 Printing / Binding $427 $588 $500 $500 $500 555480 Promotional / Advertising $0 $0 $700 $700 $0 555550 Training $125 $0 $800 $800 $1,600 Total Operating $5,686 $9,498 $9,180 $9,180 $10,730 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $5,686 $9,498 $9,180 $9,180 $10,730 Page | 81 348 FIRE OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $241,419 $295,812 $278,694 $278,694 $164,008 Operating Expenses $0 $0 $0 $0 $0 Transfers $0 $0 $0 $0 $0 Capital Outlay $0 $0 $0 $0 $0 TOTAL EXPENDITURES $241,419 $295,812 $278,694 $278,694 $164,008 On October 2, 2008, the City's fire department was consolidated with Seminole County. Firefighters were given the option of remaining in the City's pension plan or changing to the Florida Retirement System (FRS). The County remits funds for the active firefighters in their workforce per the FRS rate in effect for the given plan year. The contractually obligated funding differential for those firefighters opting to remain in the City's plan is charged to this cost center as well as the cost of paying down the unfunded pension liability for all retired firefighters. Page | 82 349 FIRE SUMMARY All Divisions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 520220 Current & Past Service Pension Liab. $241,419 $295,812 $278,694 $278,694 $164,008 Total Payroll $241,419 $295,812 $278,694 $278,694 $164,008 Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL FIRE $241,419 $295,812 $278,694 $278,694 $164,008 Page | 83 350 FIRE 22 Operations 2200 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 520220 Current & Past Service Pension Liab. $241,419 $295,812 $278,694 $278,694 $164,008 Total Payroll $241,419 $295,812 $278,694 $278,694 $164,008 Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $241,419 $295,812 $278,694 $278,694 $164,008 Page | 84 351 GENERAL FUND - PARKS & RECREATION OVERVIEW All Divisions Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 EXPENDITURES Actual Actual Budget Budget Budget Personal Services $1,016,046 $1,017,419 $1,027,819 $1,027,819 $1,278,839 Operating Expenses $849,674 $947,391 $1,018,945 $999,865 $1,059,766 Transfers $1,900,000 $500,000 $0 $0 $0 Capital Outlay $365,897 $408,528 $12,000 $35,517 $42,000 TOTAL EXPENDITURES $4,131,617 $2,873,338 $2,058,764 $2,063,201 $2,380,605 Administration - 7200 Director 111 1 Assistant Director 11 Total 1 1 2 2 Parks and Grounds - 7230 Parks & Rec Coordinator 11 Parks Manager 111 1 Park Ranger 11 Maintenance Worker 555 6 Total 7 6 7 9 Programs / Specials - 7240 Program Coordinator (Events)11 Recreation Manager 1 Total 1 2 0 0 Seniors - 7250 Senior Center Manager 111 1 Aquatics Specialist 1 1 1 1 Total222 2 TOTAL FULL-TIME PERSONNEL 11 11 11 13 Parks and Grounds - Part Time - 7230 Park Ranger 5.41 5.41 5.41 6.41 Irrigation Worker 2.19 2.19 2.92 1.43 Total 7.6 7.6 8.33 7.84 Programs / Specials - Part Time - 7240 Guest Services Rep 0.73 Total 0.73 0.00 0.00 0.00 Seniors - Part Time - 7250 Guest Services Rep 0.73 1.46 1.46 1.46 Maintenance Worker/Janitor 0.73 0.73 0.73 0.73 Total 1.46 2.19 2.19 2.19 TOTAL PART-TIME PERSONNEL 9.79 9.79 10.52 10.03 Page | 85 352 PARKS & RECREATION SUMMARY All Divions Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $685,163 $681,205 $707,832 $707,832 $926,660 510140 Overtime $20,720 $23,182 $11,831 $11,831 $15,131 520200 FICA $52,025 $52,474 $55,075 $55,075 $72,535 520220 Pension DB $115,664 $117,390 $71,563 $71,563 $65,419 520225 Pension DC $8,868 $9,638 $17,729 $17,729 $31,523 520230 Health Insurance $121,272 $120,679 $138,810 $138,810 $142,920 520240 Workers' Comp $12,334 $12,851 $24,979 $24,979 $24,651 Total Payroll $1,016,046 $1,017,419 $1,027,819 $1,027,819 $1,278,839 530314 Consulting $0 $125,177 $0 $0 $0 530315 Pre/Post Employment $1,520 $1,619 $1,645 $1,645 $2,040 530341 Other Svcs - Contract / Admin $139,785 $138,164 $165,231 $165,231 $202,137 530342 Other Svcs - Maint / Licenses $5,586 $5,548 $7,670 $7,670 $23,271 530343 Other Svcs - Banking $0 $2,250 $4,500 $4,500 $4,800 530411 Communication - Phone $3,674 $3,118 $2,893 $2,893 $1,545 540430 Utilities $135,866 $121,794 $143,520 $143,520 $134,640 545100 R&M Buildings $20,602 $30,835 $51,850 $51,850 $44,582 545270 R&M Infra - Grounds $281,681 $345,781 $405,280 $376,814 $394,000 545300 R&M Mach & Equip $41,815 $26,753 $32,000 $32,000 $33,200 545310 R&M M&E - Vehicles $3,822 $1,422 $5,200 $5,200 $5,200 550510 Office $2,297 $1,873 $3,745 $3,745 $3,445 550520 Operating $9,245 $11,020 $21,140 $21,140 $23,135 550522 Operating - Tires / Filters $2,102 $1,285 $1,500 $1,500 $3,000 550523 Operating - Janitorial $13,790 $15,999 $24,808 $24,808 $27,675 550524 Operating - Chemicals $4,126 $3,541 $6,000 $6,000 $7,200 550525 Operating - Small Tools $17,609 $28,202 $17,945 $27,331 $20,050 550527 Operating - Apparel $3,941 $4,263 $7,535 $7,535 $9,300 552000 Fuel $15,723 $16,269 $17,268 $17,268 $23,876 555420 Postage / Freight $34 $28 $100 $100 $100 555442 Rent / Lease - Equipment $9,025 $3,867 $4,000 $4,000 $6,000 555470 Printing / Binding $2,082 $778 $1,725 $1,725 $2,150 555480 Promotional / Advertising $77,972 $46,981 $310 $310 $310 555482 Promo - Programs $55,028 $8,443 $88,000 $88,000 $82,000 555490 Not Otherwise Classified $7 $2 $0 $0 $0 555540 Dues/Reg/Pub $1,605 $1,350 $2,255 $2,255 $2,485 555550 Training $737 $1,029 $2,825 $2,825 $3,625 Total Operating $849,674 $947,391 $1,018,945 $999,865 $1,059,766 591303 To Public Facilities CP Fund $1,900,000 $500,000 $0 $0 $0 Total Transfers $1,900,000 $500,000 $0 $0 $0 560620 Buildings $4,638 $0 $0 $0 $0 560630 Infrastructure $0 $8,871 $0 $0 $0 560631 Improvements $18,323 $1,677 $0 $0 $0 560640 Machinery & Equipment $171,816 $125,540 $12,000 $12,000 $0 560641 Mach & Equip - Vehicles $0 $12,430 $0 $0 $42,000 560643 Mach & Equip - Furn/Office $14,207 $1,072 $0 $0 $0 560650 Construction In Progress $156,913 $258,938 $0 $23,517 $0 Total Capital $365,897 $408,528 $12,000 $35,517 $42,000 TOTAL PARKS & RECREATION $4,131,617 $2,873,338 $2,058,764 $2,063,201 $2,380,605 Page | 86 353 PARKS & RECREATION 72 Parks & Rec Administration 7200 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $130,771 $137,311 $161,684 $161,684 $280,553 510140 Overtime $443 $321 $0 $0 $0 520200 FICA $9,094 $7,848 $12,374 $12,374 $21,557 520220 Pension DB $36,142 $41,506 $17,929 $17,929 $6,935 520225 Pension DC $2,352 $1,731 $8,113 $8,113 $19,490 520230 Health Insurance $26,306 $19,466 $17,767 $17,767 $38,664 520240 Workers' Comp $157 $734 $309 $309 $508 Total Payroll $205,265 $208,917 $218,176 $218,176 $367,707 530343 Other Svcs - Banking $0 $2,250 $4,500 $4,500 $4,800 530411 Communication - Phone $1,167 $758 $720 $720 $812 545100 R&M Buildings $240 $160 $320 $320 $352 550510 Office $610 $670 $990 $990 $690 550520 Operating $95 $0 $0 $0 $120 550525 Operating - Small Tools $673 $130 $0 $0 $500 555420 Postage / Freight $34 $28 $100 $100 $100 555470 Printing / Binding $408 $0 $225 $225 $225 555540 Dues/Reg/Pub $400 $175 $700 $700 $1,240 555550 Training $335 $0 $300 $300 $200 Total Operating $3,962 $4,171 $7,855 $7,855 $9,039 Total Transfers $0 $0 $0 $0 $0 560643 Mach & Equip - Furn/Office $1,650 $1,072 $0 $0 $0 Total Capital $1,650 $1,072 $0 $0 $0 TOTAL $210,877 $214,160 $226,031 $226,031 $376,746 Page | 87 354 PARKS & RECREATION 72 Athletics 7210 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $0 $0 $0 $0 $0 520200 FICA $0 $0 $0 $0 $0 520225 Pension DC $0 $0 $0 $0 $0 520230 Health Insurance $0 $0 $0 $0 $0 520240 Workers' Comp $0 $0 $0 $0 $0 Total Payroll $0 $0 $0 $0 $0 530315 Pre/Post Employment $411 $957 $371 $371 $0 530411 Communication - Phone $262 $245 $300 $300 $0 550525 Operating - Small Tools $0 $0 $400 $400 $0 550527 Operating - Apparel $500 $1,677 $1,835 $1,835 $0 #N/A $0 $0 $0 $0 $0 #N/A $0 $0 $0 $0 $0 Total Operating $1,173 $2,879 $2,906 $2,906 $0 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $1,173 $2,879 $2,906 $2,906 $0 Payroll for this cost center was moved to 7230 during FY2018. Page | 88 355 PARKS & RECREATION 72 Athletic Partnerships 7220 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 550525 Operating - Small Tools $5,503 $6,086 $5,800 $15,186 $4,200 555482 Promo - Programs $16,170 $0 $0 $0 $0 Total Operating $21,673 $6,086 $5,800 $15,186 $4,200 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $21,673 $6,086 $5,800 $15,186 $4,200 Page | 89 356 PARKS & RECREATION 72 Parks & Grounds 7230 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $310,098 $343,740 $405,994 $405,994 $500,932 510140 Overtime $13,701 $17,989 $8,700 $8,700 $12,000 520200 FICA $24,629 $28,729 $31,733 $31,733 $39,540 520220 Pension DB $49,159 $44,822 $41,816 $41,816 $46,666 520225 Pension DC $2,055 $4,320 $6,991 $6,991 $9,408 520230 Health Insurance $46,043 $54,091 $93,537 $93,537 $77,169 520240 Workers' Comp $7,324 $8,883 $18,333 $18,333 $18,728 Total Payroll $453,009 $502,574 $607,104 $607,104 $704,443 530314 Consulting $0 $125,177 $0 $0 $0 530315 Pre/Post Employment $151 $175 $371 $371 $989 530341 Other Svcs - Contract / Admin $130,438 $136,639 $160,904 $160,904 $197,714 530342 Other Svcs - Maint / Licenses $4,866 $5,068 $6,380 $6,380 $21,885 530411 Communication - Phone $805 $475 $433 $433 $733 540430 Utilities $62,376 $58,516 $72,000 $72,000 $62,520 545100 R&M Buildings $8,184 $8,589 $24,230 $24,230 $21,230 545270 R&M Infra - Grounds $280,764 $345,781 $402,280 $373,814 $391,000 545300 R&M Mach & Equip $23,600 $21,945 $24,000 $24,000 $25,200 545310 R&M M&E - Vehicles $3,822 $1,422 $5,200 $5,200 $5,200 550520 Operating $8,495 $7,827 $12,440 $12,440 $13,315 550522 Operating - Tires / Filters $2,102 $1,285 $1,500 $1,500 $3,000 550523 Operating - Janitorial $9,874 $12,194 $20,058 $20,058 $22,425 550524 Operating - Chemicals $1,525 $1,426 $2,000 $2,000 $3,200 550525 Operating - Small Tools $8,310 $18,739 $7,045 $7,045 $11,700 550527 Operating - Apparel $2,477 $2,466 $4,200 $4,200 $7,800 552000 Fuel $15,723 $16,269 $17,268 $17,268 $23,876 555442 Rent / Lease - Equipment $9,025 $3,867 $4,000 $4,000 $6,000 555490 Not Otherwise Classified $7 $2 $0 $0 $0 555540 Dues/Reg/Pub $585 $425 $785 $785 $635 555550 Training $202 $989 $2,350 $2,350 $2,550 Total Operating $573,331 $769,276 $767,444 $738,978 $820,972 591303 To Public Facilities CP Fund $1,900,000 $500,000 $0 $0 $0 Total Transfers $1,900,000 $500,000 $0 $0 $0 560630 Infrastructure $0 $8,871 $0 $0 $0 560631 Improvements $18,323 $1,677 $0 $0 $0 560640 Machinery & Equipment $72,232 $98,177 $12,000 $12,000 $0 560641 Mach & Equip - Vehicles $0 $12,430 $0 $0 $42,000 560643 Mach & Equip - Furn/Office $12,557 $0 $0 $0 $0 560650 Construction In Progress $144,700 $241,818 $0 $0 $0 Total Capital $247,812 $362,973 $12,000 $12,000 $42,000 TOTAL $3,174,152 $2,134,823 $1,386,548 $1,358,082 $1,567,415 Payroll from 7210 was moved to this cost center during FY2018. Page | 90 357 PARKS & RECREATION 72 Programs 7240 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $119,967 $87,063 $0 $0 $0 510140 Overtime $5,652 $4,309 $0 $0 $0 520200 FICA $9,100 $7,120 $0 $0 $0 520220 Pension DB $18,855 $18,765 $0 $0 $0 520225 Pension DC $2,121 $1,003 $0 $0 $0 520230 Health Insurance $25,249 $20,878 $0 $0 $0 520240 Workers' Comp $2,017 $365 $0 $0 $0 Total Payroll $182,961 $139,503 $0 $0 $0 530315 Pre/Post Employment $897 $450 $841 $841 $865 530342 Other Svcs - Maint / Licenses $720 $480 $1,290 $1,290 $1,386 530411 Communication - Phone $960 $1,160 $960 $960 $0 540430 Utilities $9,538 $8,299 $10,320 $10,320 $10,320 545100 R&M Buildings $0 $844 $5,100 $5,100 $5,100 545270 R&M Infra - Grounds $0 $0 $1,500 $1,500 $1,500 545300 R&M Mach & Equip $360 $412 $3,000 $3,000 $3,000 550510 Office $405 $490 $595 $595 $595 550520 Operating $350 $1,040 $0 $0 $1,000 550523 Operating - Janitorial $528 $227 $1,250 $1,250 $1,250 550525 Operating - Small Tools $280 $426 $800 $800 $800 555470 Printing / Binding $1,246 $690 $950 $950 $1,375 555480 Promotional / Advertising $9,780 $11,053 $310 $310 $310 555482 Promo - Programs $38,858 $8,443 $88,000 $88,000 $82,000 555540 Dues/Reg/Pub $270 $400 $285 $285 $125 555550 Training $170 $40 $100 $100 $100 Total Operating $64,362 $34,454 $115,301 $115,301 $109,726 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $247,323 $173,957 $115,301 $115,301 $109,726 The Program division was redirected to a new Marketing and Events division in Information and General Services Department. Page | 91 358 PARKS & RECREATION 72 Seniors 7250 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $124,327 $113,091 $140,154 $140,154 $145,175 510140 Overtime $924 $563 $3,131 $3,131 $3,131 520200 FICA $9,202 $8,777 $10,968 $10,968 $11,438 520230 Health Insurance $23,674 $26,244 $27,506 $27,506 $27,087 520240 Workers' Comp $2,836 $2,869 $6,337 $6,337 $5,415 520220 Pension DB $11,508 $12,297 $11,818 $11,818 $11,818 520225 Pension DC $2,340 $2,584 $2,625 $2,625 $2,625 Total Payroll $174,811 $166,425 $202,539 $202,539 $206,689 530315 Pre/Post Employment $61 $37 $62 $62 $186 530341 Other Svcs - Contract / Admin $9,347 $1,525 $4,327 $4,327 $4,423 530411 Communication - Phone $480 $480 $480 $480 $0 540430 Utilities $63,952 $54,979 $61,200 $61,200 $61,800 545100 R&M Buildings $12,178 $21,242 $22,200 $22,200 $17,900 545270 R&M Infra - Grounds $917 $0 $1,500 $1,500 $1,500 545300 R&M Mach & Equip $17,855 $4,396 $5,000 $5,000 $5,000 550510 Office $1,282 $713 $2,160 $2,160 $2,160 550520 Operating $305 $2,153 $8,700 $8,700 $8,700 550523 Operating - Janitorial $3,388 $3,578 $3,500 $3,500 $4,000 550524 Operating - Chemicals $2,601 $2,115 $4,000 $4,000 $4,000 550525 Operating - Small Tools $2,843 $2,821 $3,900 $3,900 $2,850 550527 Operating - Apparel $964 $120 $1,500 $1,500 $1,500 555470 Printing / Binding $428 $88 $550 $550 $550 555540 Dues/Reg/Pub $350 $350 $485 $485 $485 555550 Training $30 $0 $75 $75 $775 #N/A $0 $0 $0 $0 $0 #N/A $0 $0 $0 $0 $0 Total Operating $116,981 $94,597 $119,639 $119,639 $115,829 Total Transfers $0 $0 $0 $0 $0 560620 Buildings $4,638 $0 $0 $0 $0 560640 Machinery & Equipment $99,584 $27,363 $0 $0 $0 560650 Construction In Progress $12,213 $17,120 $0 $23,517 $0 Total Capital $116,435 $44,483 $0 $23,517 $0 TOTAL $408,227 $305,505 $322,178 $345,695 $322,518 Page | 92 359 PARKS & RECREATION 72 Community Events 7400 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget Total Payroll $0 $0 $0 $0 $0 555480 Promotional / Advertising $68,192 $35,928 $0 $0 $0 Total Operating $68,192 $35,928 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL $68,192 $35,928 $0 $0 $0 The Community Events division was redirected to a new Marketing and Events division in Information and General Services Department. Page | 93 360 THIS PAGE INTENTIONALLY LEFT BLANK 361 GOVERNMENTAL FUNDS (Exclusive of General Fund) 362 THIS PAGE INTENTIONALLY LEFT BLANK 363 GOVERNMENTAL FUNDS - SOURCES EXCLUSIVE OF GENERAL FUND Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget Special Revenue Funds 101 Police Education $5,375 $2,618 $3,800 $3,800 $3,000 102 Special Law Enf. Trust - Local $721 $3,814 $50 $50 $5 103 Special Law Enf. Trust - Federal $26,365 $18,875 $225 $9,295 $40 120 Transportation Improvement $736,164 $647,981 $668,000 $668,000 $532,100 121 Infrastructure Surtax $3,023,262 $2,479,827 $2,025,000 $2,025,000 $2,200,000 130 Solid Waste/Recycling $3,613,187 $2,694,832 $2,646,317 $2,646,317 $2,683,736 140 Arbor $468,368 $529,753 $5,000 $5,000 $2,000 150 Transportation Impact Fee $379,036 $298,056 $12,000 $106,000 $1,000 151 Police Impact Fee $115,301 $68,372 $7,000 $7,000 $600 152 Fire Impact Fee $133,611 $90,101 $26,000 $26,000 $2,400 153 Park Impact Fee $812,789 $435,658 $2,000 $2,000 $750 $9,314,179 $7,269,887 $5,395,392 $5,498,462 $5,425,631 Special Assessment Funds - TLBD/Tuscawilla III 160 TLBD Maintenance $521,106 $518,964 $509,048 $512,048 $507,893 162 Tuscawilla Phase III $12,702 $13,625 $13,238 $13,238 $13,211 261 TLBD Debt Service $142,556 $140,707 $139,105 $139,105 $138,685 $676,364 $673,296 $661,391 $664,391 $659,789 Special Assessment Funds - Oak Forest 161 Oak Forest Maintenance $63,134 $58,490 $56,425 $56,425 $55,825 260 Oak Forest Debt Service $80 $0 $0 $0 $0 $63,214 $58,490 $56,425 $56,425 $55,825 Debt Service Funds 201 2003/2014 Debt Service $4,238 $0 $0 $0 $0 202 1999/2011 Debt Service $1,299,291 $1,302,223 $1,238,000 $1,238,000 $1,280,276 240 Central Winds G.O. Debt Service $113,672 $835,459 $0 $0 $0 $1,417,201 $2,137,682 $1,238,000 $1,238,000 $1,280,276 Capital Project Funds 301 1999 Construction $24,694 $18,968 $7,000 $7,000 $800 302 Revolving Rehab $32,683 $25,108 $11,000 $11,000 $1,000 303 Perk Up Parks $1,930,469 $580,687 $20,000 $20,000 $3,500 305 Excellence in Cust Svc Initiative $315,618 $312,469 $3,000 $3,000 $750 $2,303,464 $937,232 $41,000 $41,000 $6,050 $13,774,422 $11,076,587 $7,392,208 $7,498,278 $7,427,571TOTAL GOVERNMENTAL FUNDS - SOURCES Page | 94 364 GOVERNMENTAL FUNDS - APPLICATIONS EXCLUSIVE OF GENERAL FUND Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget Special Revenue Funds 101 Police Education $3,820 $7,083 $3,900 $10,900 $3,000 102 Special Law Enf. Trust - Local $10,721 $1,897 $7,600 $4,600 $7,500 103 Special Law Enf. Trust - Federal $38,045 $20,974 $38,968 $48,038 $5,425 120 Transportation Improvement $737,402 $1,065,503 $1,211,610 $811,610 $1,109,379 121 Infrastructure Surtax $822,965 $1,405,539 $6,029,646 $5,554,646 $3,792,000 130 Solid Waste/Recycling $2,826,675 $2,961,287 $2,930,108 $2,930,108 $3,081,764 140 Arbor $168,441 $168,714 $479,927 $479,927 $498,537 150 Transportation Impact Fee $240 $0 $850,000 $169,000 $830,000 151 Police Impact Fee $0 $0 $0 $0 $0 152 Fire Impact Fee $0 $0 $0 $0 $0 153 Park Impact Fee $1,224,912 $620,071 $350,000 $350,000 $200,000 $5,833,221 $6,251,068 $11,901,759 $10,358,829 $9,527,605 Special Assessment Funds - TLBD/Tuscawilla III 160 TLBD Maintenance $526,309 $503,957 $548,451 $551,451 $560,116 162 Tuscawilla Phase III $12,479 $15,238 $15,366 $15,366 $15,006 261 TLBD Debt Service $172,976 $161,476 $160,592 $135,592 $160,924 262 TLBD Phase II Debt Service $0 $0 $0 $0 $0 $711,764 $680,671 $724,409 $702,409 $736,046 Special Assessment Funds - Oak Forest 161 Oak Forest Maintenance $61,000 $55,247 $60,326 $60,326 $70,090 260 Oak Forest Debt Service $8,579 $0 $0 $0 $0 $69,579 $55,247 $60,326 $60,326 $70,090 Debt Service Funds 201 2003/2014 Debt Service $845,306 $0 $0 $0 $0 202 1999/2011 Debt Service $238,380 $1,275,000 $1,280,001 $1,280,001 $1,277,501 240 Central Winds G.O. Debt Service $105,000 $0 $0 $0 $0 $1,188,686 $1,275,000 $1,280,001 $1,280,001 $1,277,501 Capital Project Funds 301 1999 Construction $0 $0 $150,000 $0 $885,900 302 Revolving Rehab $0 $0 $0 $0 $1,172,600 303 Perk Up Parks $178,051 $349,823 $795,570 $595,570 $1,389,170 304 Utility/Public Works Facility $0 $0 $0 $0 $0 305 Excellence in Cust Svc Initiative $186,791 $900,341 $180,000 $30,000 $15,000 $364,842 $1,250,164 $1,125,570 $625,570 $3,462,670 $8,168,092 $9,512,150 $15,092,065 $13,027,135 $15,073,912 CHANGE IN FUND BALANCE - GOVERNMENTAL FUNDS (exclusive of General Fund) FUND BALANCE - October 1 22,347,396 27,953,726 26,752,030 29,518,164 $23,989,307 Appropriation TO (FROM) Fund Balance $5,606,330 $1,564,437 ($7,699,857) ($5,528,857) ($7,646,341) FUND BALANCE - September 30 27,953,726 29,518,163 19,052,173 23,989,307 $16,342,966 TOTAL GOVERNMENTAL FUNDS - Page | 95 365 OTHER GOVERNMENTAL FUNDS - SUMMARY Source/Application Category Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget Sources Revenues $9,912,526 $7,561,386 $6,162,208 $6,268,278 $6,147,570 Transfers In $3,861,896 $3,515,201 $1,230,000 $1,230,000 $1,280,001 Total Sources $13,774,422 $11,076,587 $7,392,208 $7,498,278 $7,427,571 Applications Personal Services $0 $0 $0 $0 $0 Operating Expenses $3,952,147 $4,512,099 $4,856,485 $4,853,555 $4,868,146 Debt $1,314,474 $1,414,520 $1,409,934 $1,409,934 $1,410,266 Transfers $367,206 $925,201 $2,000,000 $2,000,000 $1,070,000 Capital Outlay $2,534,265 $2,660,330 $6,825,646 $4,763,646 $7,725,500 Total Applications $8,168,092 $9,512,150 $15,092,065 $13,027,135 $15,073,912 Page | 96 366 Police Education 101 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 351500 Traffic $4,782 $2,163 $3,600 $3,600 $3,000 361100/361300 Investment $593 $455 $200 $200 $0 Total Revenues $5,375 $2,618 $3,800 $3,800 $3,000 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $5,375 $2,618 $3,800 $3,800 $3,000 APPLICATIONS 555550 Training $3,820 $7,083 $3,900 $10,900 $3,000 Total Operating $3,820 $7,083 $3,900 $10,900 $3,000 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $3,820 $7,083 $3,900 $10,900 $3,000 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $18,320 $19,875 $19,550 $15,410 $8,310 Appropriation TO (FROM) Fund Balance $1,555 ($4,465) ($100) ($7,100) $0 FUND BALANCE - September 30 $19,875 $15,410 $19,450 $8,310 $8,310 Page | 97 367 Sp Law Enforcement Trust (Local) 102 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 358200 Confiscated Local Law Enf $300 $3,560 $0 $0 $0 361100/361300 Investment $421 $254 $50 $50 $5 Total Revenues $721 $3,814 $50 $50 $5 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $721 $3,814 $50 $50 $5 APPLICATIONS 530311 Legal $3,090 $0 $3,000 $0 $1,500 550525 Operating - Small Tools $6,931 $1,597 $2,600 $2,600 $4,000 555490 Not Otherwise Classified $700 $300 $2,000 $2,000 $2,000 Total Operating $10,721 $1,897 $7,600 $4,600 $7,500 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $10,721 $1,897 $7,600 $4,600 $7,500 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $21,630 $11,630 $9,605 $13,547 $8,997 Appropriation TO (FROM) Fund Balance ($10,000) $1,917 ($7,550) ($4,550) ($7,495) FUND BALANCE - September 30 $11,630 $13,547 $2,055 $8,997 $1,502 Page | 98 368 Sp Law Enforcement Trust (Fed) 103 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 355000 Fines & Forfeits - Federal $0 $0 $0 $288 $0 355002 Department of Justice $24,540 $17,683 $0 $8,782 $0 361100/361300 Investment $1,825 $1,192 $225 $225 $40 Total Revenues $26,365 $18,875 $225 $9,295 $40 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $26,365 $18,875 $225 $9,295 $40 APPLICATIONS 550520 Operating $2,500 $3,747 $3,750 $3,750 $1,000 550525 Operating - Small Tools $1,763 $17,227 $35,218 $44,288 $4,425 Total Operating $4,263 $20,974 $38,968 $48,038 $5,425 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $14,086 $0 $0 $0 $0 560650 Construction In Progress $19,696 $0 $0 $0 $0 Total Capital $33,782$0$0$0$0 TOTAL APPLICATIONS $38,045 $20,974 $38,968 $48,038 $5,425 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $59,489 $47,809 $44,600 $45,710 $6,967 Appropriation TO (FROM) Fund Balance ($11,680) ($2,099) ($38,743) ($38,743) ($5,385) FUND BALANCE - September 30 $47,809 $45,710 $5,857 $6,967 $1,582 Page | 99 369 Transportation Improvement - 120 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 312410 1st Loc Op Fuel $635,716 $562,250 $625,000 $625,000 $532,000 344920 Traffic Signal $43,100 $44,225 $35,000 $35,000 $0 361100/361300 Investment $57,348 $41,506 $8,000 $8,000 $100 Total Revenues $736,164 $647,981 $668,000 $668,000 $532,100 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $736,164 $647,981 $668,000 $668,000 $532,100 APPLICATIONS 530314 Consulting $0 $37,408 $35,000 $35,000 $35,000 540430 Utilities $8,678 $8,400 $9,060 $9,060 $9,060 545270 R&M Infra - Grounds $15,428 $10,329 $23,250 $23,250 $23,250 545300 R&M Mach & Equip $13,797 $13,524 $18,500 $18,500 $18,500 545400 R&M Transportation $0 $2,807 $25,000 $25,000 $25,000 545410 R&M Trans - Roads $6,704 $13,617 $7,000 $11,500 $7,000 545411 R&M Trans - Striping $22,543 $9,385 $15,000 $10,500 $15,000 545412 R&M Trans - Traffic Control $57,439 $64,070 $65,000 $65,000 $25,001 545420 R&M Trans - Sidewalks $369,427 $350,948 $440,000 $440,000 $380,350 550525 Operating - Small Tools $13,806 $6,854 $18,550 $18,550 $18,550 550526 Operating - Software $875 $0 $1,870 $1,870 $0 580820 Metroplan Funding Agreement $2,761 $1,371 $2,930 $2,930 $2,668 555480 Promotional / Advertising $0 $0 $450 $450 $0 Total Operating $511,458 $518,713 $661,610 $661,610 $559,379 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $66,132 $46,790 $0 $50,000 $0 560641 Mach & Equip - Vehicles $16,756 $0 $0 $0 $0 560650 Construction In Progress $143,056 $500,000 $550,000 $100,000 $550,000 Total Capital $225,944 $546,790 $550,000 $150,000 $550,000 TOTAL APPLICATIONS $737,402 $1,065,503 $1,211,610 $811,610 $1,109,379 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $1,859,776 $1,858,538 $1,278,976 $1,441,016 $1,297,406 Appropriation TO (FROM) Fund Balance ($1,238) ($417,522) ($543,610) ($143,610) ($577,279) FUND BALANCE - September 30 $1,858,538 $1,441,016 $735,366 $1,297,406 $720,127 Page | 100 370 Infrastructure Surtax (prev Road Improvements) 121 2nd and 3rd Generation Original Revised Division FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 4120 Road Improvements (2nd Gen)$398,473 $0 $0 $0 $0 4130 Infrastructure (3rd Gen)$2,624,789 $2,479,827 $2,025,000 $2,025,000 $2,200,000 TOTAL SOURCES $3,023,262 $2,479,827 $2,025,000 $2,025,000 $2,200,000 APPLICATIONS 4120 Road Improvements (2nd Gen)$27,352 ($62,500) $1,088,146 $1,088,146 $0 4130 Infrastructure (3rd Gen)$795,613 $1,468,039 $4,941,500 $4,466,500 $3,792,000 TOTAL APPLICATIONS $822,965 $1,405,539 $6,029,646 $5,554,646 $3,792,000 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $6,842,505 $9,042,802 $9,537,802 $10,117,090 $6,587,444 Appropriation TO (FROM) Fund Balance $2,200,297 $1,074,288 ($4,004,646) ($3,529,646) ($1,592,000) FUND BALANCE - September 30 $9,042,802 $10,117,090 $5,533,156 $6,587,444 $4,995,444 Page | 101 371 Infrastructure Surtax 121 Road Improvements 4120 2nd Generation Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 337400 Grant - Transportation $398,473 $0 $0 $0 $0 Total Revenues $398,473 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $398,473 $0 $0 $0 $0 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 560650 Construction In Progress $27,352 ($62,500) $1,088,146 $1,088,146 $0 Total Capital $27,352 ($62,500) $1,088,146 $1,088,146 $0 TOTAL APPLICATIONS $27,352 ($62,500) $1,088,146 $1,088,146 $0 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $717,025 $1,088,146 $1,088,146 $1,150,646 $62,500 Appropriation TO (FROM) Fund Balance $371,121 $62,500 ($1,088,146) ($1,088,146) $0 FUND BALANCE - September 30 $1,088,146 $1,150,646$0$62,500$62,500 Page | 102 372 Infrastructure Surtax 121 Infrastructure - 4130 3rd Generation Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 312600 Discretionary Sales Surtax $2,306,211 $2,271,433 $1,755,000 $1,755,000 $2,200,000 331390 Federal Grant - Other Phys. Environ.$75,084 $0 $200,000 $200,000 $0 334390 State Grant - Other Phys. Environ.$4,171 $0 $0 $0 $0 361100/361300 Investment $239,323 $208,394 $70,000 $70,000 $0 Total Revenues $2,624,789 $2,479,827 $2,025,000 $2,025,000 $2,200,000 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $2,624,789 $2,479,827 $2,025,000 $2,025,000 $2,200,000 APPLICATIONS 530314 Consulting $0 $0 $50,000 $50,000 $25,000 Total Operating $0 $0 $50,000 $50,000 $25,000 591410 To Water Sewer Utility $0 $0 $2,000,000 $2,000,000 $1,070,000 Total Transfers $0 $0 $2,000,000 $2,000,000 $1,070,000 560640 Machinery & Equipment $0 $0 $140,000 $263,046 $144,000 560641 Mach & Equip - Vehicles $0 $0 $451,500 $451,500 $278,000 560650 Construction In Progress $795,613 $1,468,039 $2,300,000 $1,701,954 $2,275,000 Total Capital $795,613 $1,468,039 $2,891,500 $2,416,500 $2,697,000 TOTAL APPLICATIONS $795,613 $1,468,039 $4,941,500 $4,466,500 $3,792,000 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $6,125,480 $7,954,656 $8,449,656 $8,966,444 $6,524,944 Appropriation TO (FROM) Fund Balance $1,829,176 $1,011,788 ($2,916,500) ($2,441,500) ($1,592,000) FUND BALANCE - September 30 $7,954,656 $8,966,444 $5,533,156 $6,524,944 $4,932,944 Page | 103 373 Solid Waste / Recycling - 130 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 331390 Federal Grant - Garbage / Solid Waste $829,085 $26,808 $0 $0 $0 334390 State Grant - Garbage / Solid Waste $148,547 $1,858 $0 $0 $0 338200 Environmental Rev Share $49,286 $58,545 $48,000 $48,000 $59,220 343400 Garbage / Solid Waste $2,539,772 $2,570,691 $2,579,117 $2,579,117 $2,605,316 343420 Recycle Bin Revenue $2,326 $1,970 $1,200 $1,200 $1,200 361100/361300 Investment $44,171 $34,960 $18,000 $18,000 $18,000 Total Revenues $3,613,187 $2,694,832 $2,646,317 $2,646,317 $2,683,736 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $3,613,187 $2,694,832 $2,646,317 $2,646,317 $2,683,736 APPLICATIONS 530314 Consulting $3,498 $3,630 $3,500 $3,500 $3,500 530320 Accounting / Auditing $0 $5,000 $0 $0 $0 530341 Other Svcs - Contract / Admin $93,258 $118,752 $125,187 $125,187 $95,410 540435 Disposal (includes landfill)$2,636,484 $2,823,464 $2,794,021 $2,794,021 $2,975,454 550520 Operating $6,926 $10,441 $7,400 $7,400 $7,400 Total Operating $2,740,166 $2,961,287 $2,930,108 $2,930,108 $3,081,764 591001To General Fund $23,029$0$0$0$0 591411To Stormwater $63,480$0$0$0$0 Total Transfers $86,509$0$0$0$0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $2,826,675 $2,961,287 $2,930,108 $2,930,108 $3,081,764 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $1,378,575 $2,165,087 $1,923,742 $1,898,632 $1,614,841 Appropriation TO (FROM) Fund Balance $786,512 ($266,455) ($283,791) ($283,791) ($398,028) FUND BALANCE - September 30 $2,165,087 $1,898,632 $1,639,951 $1,614,841 $1,216,813 Monthly charge for service (Waste Pro) - $18.10 (staff is currently reviewing cost analysis for future rate change) Page | 104 374 Arbor 140 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 316010 Arbor License $2,470 $1,140 $500 $500 $500 322910 Arbor Permits $8,785 $1,180 $500 $500 $500 354100 Arbor Fine $138,730 $9,150 $0 $0 $0 361100/361300 Investment $18,383 $18,283 $4,000 $4,000 $1,000 Total Revenues $168,368 $29,753 $5,000 $5,000 $2,000 381001 From General Fund $300,000 $500,000 $0 $0 $0 Total Transfers $300,000 $500,000 $0 $0 $0 TOTAL SOURCES $468,368 $529,753 $5,000 $5,000 $2,000 APPLICATIONS 530314 Consulting $650 $0 $0 $0 $0 530341 Other Svcs - Contract / Admin $0 $25,035 $16,662 $16,662 $16,662 545270 R&M Infra - Grounds $136,972 $123,827 $445,000 $426,000 $445,000 550520 Operating $7,009 $17,850 $15,000 $15,000 $32,500 550525 Operating - Small Tools $0 $1,625 $1,000 $1,000 $1,000 555480 Promotional / Advertising $147 $377 $1,265 $1,265 $2,375 555550 Training $0 $0 $1,000 $1,000 $1,000 Total Operating $144,778 $168,714 $479,927 $460,927 $498,537 591001 To General Fund $23,663 $0 $0 $0 $0 Total Transfers $23,663 $0 $0 $0 $0 560640 Machinery & Equipment $0 $0 $0 $19,000 $0 Total Capital $0 $0 $0 $19,000 $0 TOTAL APPLICATIONS $168,441 $168,714 $479,927 $479,927 $498,537 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $579,387 $879,314 $670,914 $1,240,353 $765,426 Appropriation TO (FROM) Fund Balance $299,927 $361,039 ($474,927) ($474,927) ($496,537) FUND BALANCE - September 30 $879,314 $1,240,353 $195,987 $765,426 $268,889 Page | 105 375 Transportation Impact 150 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 324310 Transportation - Residential $285,568 $263,159 $0 $94,000 $0 324320 Transportation - Commercial $55,942 $0 $0 $0 $0 361100/361300 Investment $37,526 $34,897 $12,000 $12,000 $1,000 Total Revenues $379,036 $298,056 $12,000 $106,000 $1,000 381140 From Arbor Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $379,036 $298,056 $12,000 $106,000 $1,000 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 560650 Construction In Progress $240 $0 $850,000 $169,000 $830,000 Total Capital $240 $0 $850,000 $169,000 $830,000 TOTAL APPLICATIONS $240 $0 $850,000 $169,000 $830,000 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $1,106,655 $1,485,451 $1,661,463 $1,783,507 $1,720,507 Appropriation TO (FROM) Fund Balance $378,796 $298,056 ($838,000) ($63,000) ($829,000) FUND BALANCE - September 30 $1,485,451 $1,783,507 $823,463 $1,720,507 $891,507 Page | 106 376 Police Impact 151 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 324110 Public Safety - Residential $58,025 $53,350 $0 $0 $0 324120 Public Safety - Commercial $39,875 $0 $0 $0 $0 361100/361300 Investment $17,401 $15,022 $7,000 $7,000 $600 Total Revenues $115,301 $68,372 $7,000 $7,000 $600 381140 From Arbor Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $115,301 $68,372 $7,000 $7,000 $600 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $0 $0 $0 $0 $0 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $548,724 $664,025 $707,025 $732,397 $739,397 Appropriation TO (FROM) Fund Balance $115,301 $68,372 $7,000 $7,000 $600 FUND BALANCE - September 30 $664,025 $732,397 $714,025 $739,397 $739,997 Page | 107 377 Fire Impact - 152 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 324110 Public Safety - Residential $36,292 $33,368 $0 $0 $0 324120Public Safety - Commercial $24,940$0$0$0$0 361100/361300 Investment $72,379 $56,733 $26,000 $26,000 $2,400 Total Revenues $133,611 $90,101 $26,000 $26,000 $2,400 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $133,611 $90,101 $26,000 $26,000 $2,400 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $0 $0 $0 $0 $0 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $2,443,297 $2,576,908 $2,637,709 $2,667,009 $2,693,009 Appropriation TO (FROM) Fund Balance $133,611 $90,101 $26,000 $26,000 $2,400 FUND BALANCE - September 30 $2,576,908 $2,667,009 $2,663,709 $2,693,009 $2,695,409 Page | 108 378 Park Impact 153 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 324610 Culture / Recreation - Residential $592,740 $323,010 $0 $0 $0 361100/361300 Investment $41,998 $22,393 $2,000 $2,000 $750 Total Revenues $634,738 $345,403 $2,000 $2,000 $750 381303 From Perk Up Parks $178,051 $90,255 $0 $0 $0 Total Transfers $178,051 $90,255 $0 $0 $0 TOTAL SOURCES $812,789 $435,658 $2,000 $2,000 $750 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 560640 Machinery & Equipment $0 $13,923 $0 $0 $0 560650 Construction In Progress $1,224,912 $606,148 $350,000 $350,000 $200,000 Total Capital $1,224,912 $620,071 $350,000 $350,000 $200,000 TOTAL APPLICATIONS $1,224,912 $620,071 $350,000 $350,000 $200,000 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $1,401,399 $989,276 $564,609 $804,863 $456,863 Appropriation TO (FROM) Fund Balance ($412,123) ($184,413) ($348,000) ($348,000) ($199,250) FUND BALANCE - September 30 $989,276 $804,863 $216,609 $456,863 $257,613 Page | 109 379 Special Assessment - TLBD Maint 160 Assess Rate/Unit - $120 Legal Maximum - $128 $120$120$120$120$120 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 325200 Charges for Services $509,575 $509,265 $507,548 $507,548 $507,548 366000 Misc Private Donations $0 $0 $0 $3,000 $0 361100/361300 Investment $11,531 $9,699 $1,500 $1,500 $345 Total Revenues $521,106 $518,964 $509,048 $512,048 $507,893 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $521,106 $518,964 $509,048 $512,048 $507,893 APPLICATIONS 530340 Other Svcs $2,531 $2,161 $2,650 $2,650 $2,650 530341 Other Svcs - Contract / Admin $5,900 $58,667 $59,797 $59,797 $59,797 540430 Utilities $59,016 $56,539 $59,040 $59,040 $70,200 540434 Streetlights $230,598 $228,646 $230,400 $230,400 $229,200 545210 R&M Infra - Fountains $10,810 $14,685 $18,100 $18,100 $18,100 545270 R&M Infra - Grounds $163,221 $143,259 $178,464 $181,464 $180,169 Total Operating $472,076 $503,957 $548,451 $551,451 $560,116 591001 To General Fund $52,739 $0 $0 $0 $0 Total Transfers $52,739$0$0$0$0 560640Machinery & Equipment $1,494$0$0$0$0 Total Capital $1,494 $0 $0 $0 $0 TOTAL APPLICATIONS $526,309 $503,957 $548,451 $551,451 $560,116 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $223,641 $218,438 $169,575 $233,445 $194,042 Appropriation TO (FROM) Fund Balance ($5,203) $15,007 ($39,403) ($39,403) ($52,223) FUND BALANCE - September 30 $218,438 $233,445 $130,172 $194,042 $141,819 Page | 110 380 Special Assessment - TLBD I Capital/DS 261 BB&T Bank Note Final Year FY 2030 Assess Rate/Unit - $36 Legal Maximum - $43 $36 $36 $36 $36 $36 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 325100 *Capital Improvement $93,384 $97,062 $138,655 $138,655 $138,655 369900 *Misc Revenue $4,495 $3,825 $0 $0 $0 361100/361300 *Investment $44,677 $39,820 $450 $450 $30 Total Revenues $142,556 $140,707 $139,105 $139,105 $138,685 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $142,556 $140,707 $139,105 $139,105 $138,685 APPLICATIONS 530311 Legal 530340 Other Svcs $690 $588 $750 $750 $750 530341 Other Svcs - Contract / Admin $2,500 $3,043 $4,120 $4,120 $4,120 Total Operating $3,190 $3,631 $4,870 $4,870 $4,870 591001 To General Fund $1,656 $0 $0 $0 $0 Total Transfers $1,656 $0 $0 $0 $0 570710 Principal $93,384 $97,062 $95,604 $95,604 $99,099 570720 Interest $41,343 $38,248 $35,118 $35,118 $31,955 Total Debt Service $134,727 $135,310 $130,722 $130,722 $131,054 560650 Construction In Progress $33,403 $22,535 $25,000 $0 $25,000 Total Capital $33,403 $22,535 $25,000 $0 $25,000 TOTAL APPLICATIONS $172,976 $161,476 $160,592 $135,592 $160,924 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $111,257 $80,837 $58,701 $60,068 $63,581 Appropriation TO (FROM) Fund Balance ($30,420) ($20,769) ($21,487) $3,513 ($22,239) FUND BALANCE - September 30 $80,837 $60,068 $37,214 $63,581 $41,342 Due to the structure of this debt service instrument, the FY2018 and FY2019 special assessment revenues are required by GASB to have the distinctive accounting treatment represented herein. Page | 111 381 Special Assessment - Tuscawilla III 162 Capital/DS and Maintenance Divisions Capital Maint Assess Rate/Unit -$85 $87 Legal Maximum -$88 $87 Original Revised Division FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 1521 Capital Division $5,723 $5,712 $5,696 $5,696 $5,696 1522 Maintenance Division $6,979 $7,913 $7,542 $7,542 $7,515 TOTAL SOURCES $12,702 $13,625 $13,238 $13,238 $13,211 APPLICATIONS 1521 Capital Division $5,962 $6,177 $6,091 $6,091 $6,091 1522 Maintenance Division $6,517 $9,061 $9,275 $9,275 $8,915 TOTAL APPLICATIONS $12,479 $15,238 $15,366 $15,366 $15,006 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $10,258 $10,481 $7,537 $8,868 $6,740 Appropriation TO (FROM) Fund Balance $223 ($1,613) ($2,128) ($2,128) ($1,795) FUND BALANCE - September 30 $10,481 $8,868 $5,409 $6,740 $4,945 Internal Loan to General Fund ($48,217)($45,357) per 9/30 ACFR ($37,736) ($36,489) Page | 112 382 Special Assessment - Tuscawilla III 162 Capital 1521 - Internal Loan Final Year FY 2033 Assess Rate/Unit - $85 Legal Maximum - $88 $85 $85 $85 $85 $85 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 325100 Capital Improvement $5,723 $5,712 $5,696 $5,696 $5,696 Total Revenues $5,723 $5,712 $5,696 $5,696 $5,696 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $5,723 $5,712 $5,696 $5,696 $5,696 APPLICATIONS 530340 Other Svcs $28 $25 $35 $35 $35 530341 Other Svcs - Contract / Admin $700 $1,942 $1,845 $1,845 $1,845 Total Operating $728 $1,967 $1,880 $1,880 $1,880 570710 Principal $2,783 $2,860 $2,941 $2,941 $3,023 570720 Interest $1,428 $1,350 $1,270 $1,270 $1,188 Total Debt Service $4,211 $4,210 $4,211 $4,211 $4,211 591001 To General Fund $1,023 $0 $0 $0 $0 Total Transfers $1,023 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $5,962 $6,177 $6,091 $6,091 $6,091 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $3,201 $2,962 $2,453 $2,497 $2,102 Appropriation TO (FROM) Fund Balance ($239) ($465) ($395) ($395) ($395) FUND BALANCE - September 30 $2,962 $2,497 $2,058 $2,102 $1,707 Internal Loan to General Fund ($48,217)($45,357) per 9/30 ACFR ($45,255) ($42,860) Page | 113 383 Special Assessment - Tuscawilla III 162 Maintenance 1522 Assess Rate/Unit - $87 Legal Maximum - $87 $75 $87 $87 $87 $87 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 325200 Charges for Services $6,491 $7,518 $7,500 $7,500 $7,500 361100/361300 Investment $488 $395 $42 $42 $15 Total Revenues $6,979 $7,913 $7,542 $7,542 $7,515 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $6,979 $7,913 $7,542 $7,542 $7,515 APPLICATIONS 530340 Other Svcs $32 $33 $35 $35 $35 530341 Other Svcs - Contract / Admin $700 $2,123 $2,290 $2,290 $2,290 540432 Water/Sewer $1,164 $839 $1,200 $1,200 $840 545270 R&M Infra - Grounds $3,017 $6,066 $5,750 $5,750 $5,750 Total Operating $4,913 $9,061 $9,275 $9,275 $8,915 591001 To General Fund $1,604 $0 $0 $0 $0 Total Transfers $1,604 $0 $0 $0 $0 TOTAL APPLICATIONS $6,517 $9,061 $9,275 $9,275 $8,915 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $7,057 $7,519 $5,084 $6,371 $4,638 Appropriation TO (FROM) Fund Balance $462 ($1,148) ($1,733) ($1,733) ($1,400) FUND BALANCE - September 30 $7,519 $6,371 $3,351 $4,638 $3,238 Page | 114 384 Special Assessment - Oak Forest Maintenance 161 Assess Rate/Unit - $60 Legal Maximum - $63 $60 $60 $60 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 325200 Charges for Services $55,928 $55,914 $55,725 $55,725 $55,725 361100/361300 Investment $3,361 $2,576 $700 $700 $100 Total Revenues $59,289 $58,490 $56,425 $56,425 $55,825 381260 From Oak Forest DS $3,845 $0 $0 $0 $0 Total Transfers $3,845 $0 $0 $0 $0 TOTAL SOURCES $63,134 $58,490 $56,425 $56,425 $55,825 APPLICATIONS 530340 Other Svcs $277 $282 $300 $300 $300 530341 Other Svcs - Contract / Admin $4,700 $14,834 $15,203 $15,203 $15,203 540430 Utilities $4,568 $3,854 $5,280 $5,280 $4,800 545270 R&M Infra - Grounds $41,989 $36,277 $39,543 $39,543 $49,787 Total Operating $51,534 $55,247 $60,326 $60,326 $70,090 591001 To General Fund $9,466 $0 $0 $0 $0 Total Transfers $9,466 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $61,000 $55,247 $60,326 $60,326 $70,090 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $91,965 $94,099 $81,574 $97,342 $93,441 Appropriation TO (FROM) Fund Balance $2,134 $3,243 ($3,901) ($3,901) ($14,265) FUND BALANCE - September 30 $94,099 $97,342 $77,673 $93,441 $79,176 Page | 115 385 Special Assessment - Oak Forest Capital/DS 260 Internal Loan Final Year FY 2017 Final year of assessment $64 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 *Investment $80 $0 $0 $0 $0 Total Revenues $80 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $80 $0 $0 $0 $0 APPLICATIONS Total Operating $0 $0 $0 $0 $0 591161 To Oak Forest Maintenance $3,845 $0 $0 $0 $0 Total Transfers $3,845 $0 $0 $0 $0 Total Debt Service $0 $0 $0 $0 $0 560650 Construction In Progress $4,734 $0 $0 $0 $0 Total Capital $4,734 $0 $0 $0 $0 TOTAL APPLICATIONS $8,579 $0 $0 $0 $0 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $8,499 $0 $0 $0 $0 Appropriation TO (FROM) Fund Balance ($8,499) $0 $0 $0 $0 Due to the structure of this debt service instrument, the FY2017 special assessment revenues are required by GASB to have the distinctive accounting treatment represented herein. Page | 116 386 2003/2014 Debt Service 201 2014 Bank Note - Whitney/Hancock Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 Investment $4,238 $0 $0 $0 $0 Total Revenues $4,238 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $4,238 $0 $0 $0 $0 APPLICATIONS 530314 Consulting $2,000 $0 $0 $0 $0 Total Operating $2,000 $0 $0 $0 $0 591001 To General Fund $8,650 $0 $0 $0 $0 Total Transfers $8,650 $0 $0 $0 $0 570710 Principal $831,000 $0 $0 $0 $0 570720 Interest $3,656 $0 $0 $0 $0 Total Debt Service $834,656 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $845,306 $0 $0 $0 $0 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $841,068 $0 $0 $0 $0 Appropriation TO (FROM) Fund Balance ($841,068) $0 $0 $0 $0 Page | 117 387 1999/2011 Debt Service 202 1999 Series Improvement Refunding Revenue Bonds - US Bank Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 Investment $19,291 $12,223 $8,000 $8,000 $275 Total Revenues $19,291 $12,223 $8,000 $8,000 $275 381001 From General Fund $1,280,000 $1,290,000 $1,230,000 $1,230,000 $1,280,001 Total Transfers $1,280,000 $1,290,000 $1,230,000 $1,230,000 $1,280,001 TOTAL SOURCES $1,299,291 $1,302,223 $1,238,000 $1,238,000 $1,280,276 APPLICATIONS 530314 Consulting $2,500 $0 $5,000 $5,000 $2,500 Total Operating $2,500 $0 $5,000 $5,000 $2,500 Total Transfers $0 $0 $0 $0 $0 570710 Principal $233,129 $417,881 $393,797 $393,797 $371,765 570720 Interest $2,751 $857,119 $881,204 $881,204 $903,236 Total Debt Service $235,880 $1,275,000 $1,275,001 $1,275,001 $1,275,001 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $238,380 $1,275,000 $1,280,001 $1,280,001 $1,277,501 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $236,095 $1,297,006 $1,317,496 $1,324,229 $1,282,228 Appropriation TO (FROM) Fund Balance $1,060,911 $27,223 ($42,001) ($42,001) $2,775 FUND BALANCE - September 30 $1,297,006 $1,324,229 $1,275,495 $1,282,228 $1,285,003 Page | 118 388 Central Winds Debt Service 240 2012 Limited General Obligation Note BB&T Note refinanced internally at 0% Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 Investment $3,010 $485 $0 $0 $0 311000 Ad Valorem $110,662 $28 $0 $0 $0 Total Revenues $113,672 $513 $0 $0 $0 381305 From Excellence in Customer Service $0 $834,946 $0 $0 $0 Total Transfers $0 $834,946 $0 $0 $0 TOTAL SOURCES $113,672 $835,459 $0 $0 $0 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 570710 Principal $105,000 $0 $0 $0 $0 Total Debt Service $105,000 $0 $0 $0 $0 Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $105,000 $0 $0 $0 $0 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $15,869 $24,541 $2,823 $0 $0 Appropriation TO (FROM) Fund Balance $8,672 $835,459 $0 $0 $0 FUND BALANCE - September 30 $24,541 $860,000 $2,823 $0 $0 Internal Loan to General Fund ($860,000)($859,999) per 9/30 ACFR ($835,459)$0 Voted Debt Millage Rate The voted debt millage for FY2020 has been eliminated with the adoption of Resolution 2019-19 to forgive the Central Winds General Obligation internal loan from Fund 305. Page | 119 389 1999 Construction Capital Project 301 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 Investment $24,694 $18,968 $7,000 $7,000 $800 Total Revenues $24,694 $18,968 $7,000 $7,000 $800 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $24,694 $18,968 $7,000 $7,000 $800 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 560650 Construction In Progress $0 $0 $150,000 $0 $885,900 Total Capital $0 $0 $150,000 $0 $885,900 TOTAL APPLICATIONS $0 $0 $150,000 $0 $885,900 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $841,475 $866,169 $873,171 $885,137 $892,137 Appropriation TO (FROM) Fund Balance $24,694 $18,968 ($143,000) $7,000 ($885,100) FUND BALANCE - September 30 $866,169 $885,137 $730,171 $892,137 $7,037 Page | 120 390 Revolving Rehab 302 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 Investment $32,683 $25,108 $11,000 $11,000 $1,000 Total Revenues $32,683 $25,108 $11,000 $11,000 $1,000 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $32,683 $25,108 $11,000 $11,000 $1,000 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 560650 Construction In Progress $0 $0 $0 $0 $1,172,600 Total Capital $0 $0 $0 $0 $1,172,600 TOTAL APPLICATIONS $0 $0 $0 $0 $1,172,600 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $1,113,872 $1,146,555 $1,164,054 $1,171,663 $1,182,663 Appropriation TO (FROM) Fund Balance $32,683 $25,108 $11,000 $11,000 ($1,171,600) FUND BALANCE - September 30 $1,146,555 $1,171,663 $1,175,054 $1,182,663 $11,063 Page | 121 391 Perk Up Parks - Capital Projects 303 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 Investment $30,469 $80,687 $20,000 $20,000 $3,500 Total Revenues $30,469 $80,687 $20,000 $20,000 $3,500 381001 From General Fund $1,900,000 $500,000 $0 $0 $0 Total Transfers $1,900,000 $500,000 $0 $0 $0 TOTAL SOURCES $1,930,469 $580,687 $20,000 $20,000 $3,500 APPLICATIONS 550525 Operating - Small Tools $0 $259,568 $54,570 $54,570 $39,170 Total Operating $0 $259,568 $54,570 $54,570 $39,170 591153 To Park Impact $178,051 $90,255 $0 $0 $0 Total Transfers $178,051 $90,255 $0 $0 $0 560650 Construction In Progress $0 $0 $741,000 $541,000 $1,350,000 Total Capital $0 $0 $741,000 $541,000 $1,350,000 TOTAL APPLICATIONS $178,051 $349,823 $795,570 $595,570 $1,389,170 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $2,133,933 $3,886,351 $3,506,352 $4,117,215 $3,541,645 Appropriation TO (FROM) Fund Balance $1,752,418 $230,864 ($775,570) ($575,570) ($1,385,670) FUND BALANCE - September 30 $3,886,351 $4,117,215 $2,730,782 $3,541,645 $2,155,975 Page | 122 392 Excellence in Customer Service Initiative Capital Project 305 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES 361100/361300 Investment $10,618 $12,469 $3,000 $3,000 $750 399100 Loan Repayment - CWDS $105,000 $0 $0 $0 $0 Total Revenues $115,618 $12,469 $3,000 $3,000 $750 381001 From General Fund $200,000 $300,000 $0 $0 $0 Total Transfers $200,000 $300,000 $0 $0 $0 TOTAL SOURCES $315,618 $312,469 $3,000 $3,000 $750 APPLICATIONS Total Operating $0 $0 $0 $0 $0 591240 To Central Winds GO Debt Service $0 $834,946 $0 $0 $0 Total Transfers $0 $834,946 $0 $0 $0 560620 Buildings $9,104 $0 $0 $0 $0 560622 Buildings - Improvements $0 $13,578 $0 $0 $0 560642 Mach & Equip - Data Proc $0 $0 $150,000 $0 $0 560650 Construction In Progress $166,687 $51,817 $30,000 $30,000 $15,000 560680 Intangibles $11,000 $0 $0 $0 $0 Total Capital $186,791 $65,395 $180,000 $30,000 $15,000 TOTAL APPLICATIONS $186,791 $900,341 $180,000 $30,000 $15,000 CHANGE IN FUND BALANCE FUND BALANCE - October 1 $459,707 $588,534 $514,752 $860,663 $833,663 Appropriation TO (FROM) Fund Balance $128,827 ($587,872) ($177,000) ($27,000) ($14,250) FUND BALANCE - September 30 $588,534 $662 $337,752 $833,663 $819,413 Principal Payoff CWDS (Internal Loan) $860,000 $860,001 per 9/30 ACFR $1,448,534 $860,663 Page | 123 393 ENTERPRISE FUNDS 394 THIS PAGE INTENTIONALLY LEFT BLANK 395 Enterprise Funds Overview Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget Sources Revenues $17,508,312 $16,697,865 $12,933,470 $12,933,470 $13,482,928 Transfers In $69,480 $640,000 $2,000,000 $2,000,000 $1,070,000 Total Sources $17,577,792 $17,337,865 $14,933,470 $14,933,470 $14,552,928 Applications Personal Services $3,060,792 $2,342,689 $2,518,650 $2,500,397 $2,541,445 Operating $4,522,099 $6,685,673 $7,276,467 $7,264,287 $7,494,008 Debt $2,145,341 $2,174,020 $2,438,856 $2,438,856 $2,454,525 Transfers $1,766,779 $546,523 $603,958 $603,958 $709,337 Capital $1,628,741 $5,849,861 $5,868,031 $5,958,976 $7,506,000 Total Applications $13,123,752 $17,598,766 $18,705,962 $18,766,474 $20,705,315 Less Capitalized Applications ($3,517,482) ($7,788,643) Total Non-Capital Applications $9,606,270 $9,810,123 Page | 124 396 Enterprise Funds - Recap Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 FUND FUND NAME Actual Actual Budget Budget Budget SOURCES 410 Water & Sewer Utility $11,353,247 $12,250,111 $12,966,870 $12,966,870 $12,413,928 412 W&S - Service Availability $930,394 $693,873 $50,000 $50,000 $0 420 Development Services $3,149,360 $2,274,042 $811,500 $811,500 $943,000 411 Stormwater $2,144,791 $2,119,839 $1,105,100 $1,105,100 $1,196,000 TOTAL SOURCES $17,577,792 $17,337,865 $14,933,470 $14,933,470 $14,552,928 APPLICATIONS 410 Water & Sewer Utility $6,692,335 $7,309,638 $14,516,927 $14,516,927 $15,917,439 412 W&S - Service Availability $0 $0 $1,520,000 $1,520,000 $1,300,000 420 Development Services $829,862 $1,095,516 $1,294,246 $1,354,758 $2,077,916 411 Stormwater $2,084,073 $1,404,969 $1,105,100 $1,374,789 $1,408,850 TOTAL APPLICATIONS $9,606,270 $9,810,123 $18,436,273 $18,766,474 $20,704,205 CHANGE IN FUND EQUITY FUND EQUITY - October 1 $39,538,771 $44,522,816 $18,490,120 $25,224,316 $21,391,312 Appropriation TO (FROM) Fund Equity $7,971,522 $7,527,742 ($3,772,492) ($3,833,004) ($6,151,277) FUND EQUITY - September 30 $47,510,293 $52,050,558 $14,717,628 $21,391,312 $15,240,035 Non-Cash Adjustments ($2,987,477) $671,675 Total Net Assets per CAFR 44,522,816 52,722,233 Net Assets Net Assets less Net Capital (less Restricted for Renewal/Replacement) Page | 125 397 Water & Sewer Utility 410 / Service Availability 412 Overview Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget Sources Revenues $12,277,641 $12,693,984 $11,016,870 $11,016,870 $11,343,928 Transfers In $6,000 $250,000 $2,000,000 $2,000,000 $1,070,000 Total Sources $12,283,641 $12,943,984 $13,016,870 $13,016,870 $12,413,928 Applications Personal Services $2,291,609 $1,463,572 $1,573,876 $1,560,336 $1,472,057 Operating Expenses $2,755,597 $5,064,305 $5,842,206 $5,825,313 $5,864,520 Debt $2,145,341 $2,174,020 $2,438,856 $2,438,856 $2,454,525 Transfers $1,388,529 $546,523 $603,958 $603,958 $709,337 Capital Outlay $1,234,789 $4,171,842 $5,578,031 $5,608,464 $5,417,000 Total Applications $9,815,865 $13,420,262 $16,036,927 $16,036,927 $15,917,439 Less Capitalized Applications ($3,123,530) ($6,110,624) Total Non-Capital Applications $6,692,335 $7,309,638 Water & Sewer Operations - 3600 Utility/Public Works Director 111 1 Assistant Utility/PW Director 1 Project Specialist 1 Utility Supervisor 11 PW Supervisor 1 1 Maintenance Worker 16 16 11 9 Line Locator 1 1 1 1 Foreman 3 2 2 3 Lead Waste Water Treatment Oper 11 Lead Water Plant Operator 11 Wastewater Treatment Operator 55 Water Plant Operator 3 3 Service Technician 2 2 2 2 Meter Reader 3 3 3 3 Industrial Electrician 1 1 Total 38 38 20 22 TOTAL FULL-TIME PERSONNEL 38 3820 22 Water & Sewer Operations - Part Time - 3600 Maintenance Worker 0.73 Total 0.73 0 0.00 0.00 TOTAL PART-TIME PERSONNEL 0.73 0.00 0.00 0.00 Page | 126 398 Water Sewer Utility 410 / Service Availability 412 Fund Recap Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget SOURCES Operating Revenues $10,801,918 $11,574,925 $10,856,870 $10,856,870 $11,293,928 Non-Operating Revenues and Transfers $551,329 $675,186 $2,110,000 $2,110,000 $1,120,000 Service Availability Fund $930,394 $693,873 $50,000 $50,000 $0 TOTAL SOURCES $12,283,641 $12,943,984 $13,016,870 $13,016,870 $12,413,928 APPLICATIONS Operations $6,692,335 $7,309,638 $14,516,927 $14,516,927 $15,917,439 Service Availability Fund $0 $0 $1,520,000 $1,520,000 $1,300,000 TOTAL APPLICATIONS $6,692,335 $7,309,638 $16,036,927 $16,036,927 $17,217,439 CHANGE IN FUND EQUITY FUND EQUITY - October 1 $28,941,521 $31,643,606 $12,930,729 $16,278,152 $13,258,095 Appropriation TO (FROM) Fund Equity $5,591,306 $5,634,346 ($3,020,057)($3,020,057)($4,803,511) FUND EQUITY - September 30 $34,532,827 $37,277,952 $9,910,672 $13,258,095 $8,454,584 Non-cash Adjustments ($2,889,221)($526,845) Total Net Assets per ACFR $31,643,606 $36,751,107 Net Assets Net Assets less Net Capital (less Renewal/Replacement, Restricted) Total Net Assets Consist of: Cash and Investments - $27,166,227 Other Current Assets - $508,068 Restricted Investments - $746,540 Net Deferred Flow (pension/OPEB) - $134,251 Current Liabilities - ($1,384,677) Noncurrent Liabilities - ($9,498,510) Capital Assets (net of related debt) - $19,079,208 Page | 127 399 Water & Sewer Utility 410 Sources Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget SOURCES Operating: 343300 Water Supply $3,669,048 $4,099,375 $3,893,920 $3,893,920 $3,944,000 343500 Sewer / Waste Water $6,284,754 $6,637,710 $6,292,000 $6,292,000 $6,640,928 343700 Reclaimed Water $437,880 $488,287 $428,450 $428,450 $435,000 343910 Meter $167,443 $127,462 $49,500 $49,500 $75,000 343920 Penalties (Late)$133,284 $124,450 $110,000 $110,000 $115,000 343925 Application $41,100 $39,660 $30,000 $30,000 $36,000 343930 Turn Off / 0n $45,710 $36,464 $40,000 $40,000 $42,000 343935 Tampering $190 $760 $0 $0 $0 343940 Inspection $9,120 $6,440 $2,500 $2,500 $4,000 343945 NSF $2,580 $2,150 $2,500 $2,500 $2,000 369300/369301 Settlements & Collections $10,682 $3,076 $8,000 $8,000 $0 369900 Misc Revenue $127 $9,091 $0 $0 $0 599100 Contingency $0 $0 $0 $13,540 $3,961 Operating Revenues $10,801,918 $11,574,925 $10,856,870 $10,856,870 $11,293,928 Non-Operating: 331390 Federal Grant - Other Phys. Environ. $24,039 ($153)$0 $0 $0 334390 State Grant - Other Phys. Environ.$183 $0 $0 $0 $0 361100/361300 Investment $521,107 $425,339 $110,000 $110,000 $50,000 Non-Operating Revenues $545,329 $425,186 $110,000 $110,000 $50,000 Total Revenues $11,347,247 $12,000,111 $10,966,870 $10,966,870 $11,343,928 381001 From General Fund $0 $250,000 $0 $0 $0 381411 From Stormwater Utility $6,000 $0 $0 $0 $0 381121 From Infrastructure Surtax $0 $0 $2,000,000 $2,000,000 $1,070,000 Total Transfers $6,000 $250,000 $2,000,000 $2,000,000 $1,070,000 TOTAL SOURCES $11,353,247 $12,250,111 $12,966,870 $12,966,870 $12,413,928 Page | 128 400 Water & Sewer Utility 410 Applications Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $1,285,559 $873,979 $782,471 $772,471 $869,093 510140 Overtime $101,291 $46,513 $32,001 $32,001 $36,159 510900 Reimbursements $0 ($8,359) $0 $0 $0 520200 FICA $104,195 $70,019 $61,565 $61,565 $85,488 520220 Pension DB $448,515 $222,397 $447,180 $443,640 $127,884 520225 Pension DC $37,748 $36,144 $39,403 $39,403 $65,252 520230 Health Insurance $288,521 $201,588 $185,042 $185,042 $262,943 520240 Workers' Comp $23,366 $21,291 $26,214 $26,214 $25,238 520250 Unemployment $2,414 $0 $0 $0 $0 Total Payroll $2,291,609 $1,463,572 $1,573,876 $1,560,336 $1,472,057 530311 Legal $14,009 $16,510 $16,560 $16,560 $16,560 530314 Consulting $245,843 $2,668,414 $2,901,173 $2,901,173 $2,751,505 530315 Pre/Post Employment $3,371 $840 $1,130 $1,130 $1,130 530341 Other Svcs - Contract / Admin $23,014 $837,742 $831,150 $831,150 $821,901 530340 Other Svcs $42,404 $7,492 $0 $0 $0 530342 Other Svcs - Maint / Licenses $21,163 $6,872 $17,313 $17,313 $17,312 530343 Other Svcs - Banking $23,197 $27,669 $20,000 $20,000 $20,000 530411 Communication - Phone $9,522 $10,275 $11,157 $11,157 $13,121 530413Communication - R&M $0 $0$600$600$600 540430 Utilities $739,705 $736,791 $760,200 $760,200 $722,040 540435 Disposal $474,069 $53,893 $0 $0 $0 545100 R&M Buildings $14,430 $10,227 $30,710 $30,710 $11,640 545130 R&M Bldgs - Water Plant $93,009 $84,755 $135,000 $119,751 $281,200 545140 R&M Bldgs - Sewer Plant $271,363 $58,045 $197,000 $197,000 $265,000 545150 R&M Bldgs - Reclaimed Plant $42,117 $1,816 $69,000 $69,000 $49,000 545230 R&M Infra - Lift Stations $146,816 $24,538 $136,000 $120,816 $111,000 545240 R&M Infra - Water System $103,792 $117,283 $305,610 $305,610 $327,000 545250 R&M Infra - Sewer System $41,705 $103,905 $77,500 $77,500 $77,500 545270 R&M Infra - Grounds $5,381 $32,056 $32,672 $32,672 $53,986 545300 R&M Mach & Equip $23,550 $42,329 $43,450 $43,450 $43,450 545310 R&M M&E - Vehicles $15,237 $14,489 $23,300 $23,300 $23,300 545320 R&M M&E - Meters $24,535 $19,624 $36,309 $36,309 $36,309 550510 Office $2,515 $878 $1,500 $1,500 $1,500 550520 Operating $2,376 $349 $0 $0 $0 550522 Operating - Tires / Filters $5,894 $4,804 $5,000 $5,000 $5,000 550523 Operating - Janitorial $1,317 $1,262 $1,000 $1,000 $2,000 550524 Operating - Chemicals $227,382 $21,192 $0 $0 $0 550525 Operating - Small Tools $13,536 $11,640 $43,730 $43,730 $36,230 550526 Operating - Software $250 $0 $8,550 $8,550 $9,000 550527 Operating - Apparel $15,784 $12,558 $13,760 $13,760 $14,682 552000 Fuel $69,393 $57,966 $70,652 $70,652 $100,613 555400 Travel & Per Diem $125 $442 $500 $500 $500 555420 Postage / Freight $25 $34 $100 $100 $100 555441 Rent / Lease - Copy Machine $1,446 $1,916 $1,920 $1,920 $1,920 555442 Rent / Lease - Equipment $479 $0 $3,000 $3,000 $3,000 555450 Insurance $15,000 $15,000 $15,000 $15,000 $15,000 555470 Printing / Binding $0 $383 $310 $310 $310 555480 Promotional / Advertising $5,520 $9,112 $11,900 $11,900 $11,900 555490 Not Otherwise Classified $832 $39,372 $550 $550 $550 555540 Dues/Reg/Pub $9,353 $9,568 $9,950 $9,950 $9,950 555550 Training $6,138 $2,264 $8,950 $8,950 $4,750 599100 Contingency $0 $0 $0 $13,540 $3,961 Total Operating $2,755,597 $5,064,305 $5,842,206 $5,825,313 $5,864,520Page | 129 401 Water & Sewer Utility 410 Applications Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 570710 Principal $1,888,741 $1,938,782 $1,369,019 $1,369,019 $1,013,385 570720 Interest $256,350 $235,238 $1,064,837 $1,064,837 $1,436,140 570730 Other Debt Service Costs $250 $0 $5,000 $5,000 $5,000 Total Debt Service $2,145,341 $2,174,020 $2,438,856 $2,438,856 $2,454,525 591001 To General Fund $1,388,529 $546,523 $603,958 $603,958 $709,337 Total Transfers $1,388,529 $546,523 $603,958 $603,958 $709,337 560621 Buildings - Plants and Main $400,915 $2,758,858 $0 $0 $0 560640 Machinery & Equipment $222,316 $610,933 $0 $30,433 $615,000 560641 Mach & Equip - Vehicles $0 $22,414 $0 $0 $0 560642 Mach & Equip - Data Proc $6,341 $0 $0 $0 $100,000 560643 Mach & Equip - Furn/Office $0 $1,919 $0 $0 $0 560650 Construction In Progress $605,217 $777,718 $4,058,031 $4,058,031 $4,702,000 Total Capital $1,234,789 $4,171,842 $4,058,031 $4,088,464 $5,417,000 Transfer to Balance Sheet ($3,123,530) ($6,110,624) Transfer to Balance Sheet ($3,123,530) ($6,110,624) $0 $0 $0 TOTAL APPLICATIONS $6,692,335 $7,309,638 $14,516,927 $14,516,927 $15,917,439 CHANGE IN FUND EQUITY FUND EQUITY - October 1 $23,937,453 $25,709,144 $6,601,642 $9,649,817 $8,099,760 Appropriation TO (FROM) Fund Equity $4,660,912 $4,940,473 ($1,550,057) ($1,550,057) ($3,503,511) FUND EQUITY - September 30 $28,598,365 $30,649,617 $5,051,585 $8,099,760 $4,596,249 Non-cash Adjustments ($2,889,221) ($526,835) Total Net Assets per ACFR $25,709,144 $30,122,782 Net Assets Net Assets less Net Capital (less Renewal/Replacement, Restricted) Total Net Assets Consist of: Cash and Investments - $20,537,892 Other Current Assets - $508,068 Restricted Investments - $746,540 Net Deferred Flow (pension/OPEB) - $134,251 Current Liabilities - ($1,384,667) Noncurrent Liabilities - ($9,498,510) Capital Assets (net of related debt) - $19,079,208 Page | 130 402 Water & Sewer Service Availability 412 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES Operating: 324210 Svc Avail - Water / Residential $150,188 $115,534 $0 $0 $0 324215 Svc Avail - Sewer / Residential $613,150 $436,207 $0 $0 $0 324220 Svc Avail - Water / Commercial $665 $1,925 $0 $0 $0 324225 Svc Avail - Sewer / Commercial $9,605 $5,656 $0 $0 $0 Operating Revenues $773,608 $559,322 $0 $0 $0 Non-Operating: 361100/361300 Investment $156,786 $134,551 $50,000 $50,000 $0 Non-Operating Revenues $156,786 $134,551 $50,000 $50,000 $0 Total Revenues $930,394 $693,873 $50,000 $50,000 $0 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $930,394 $693,873 $50,000 $50,000 $0 APPLICATIONS Total Operating $0 $0 $0 $0 $0 Total Transfers $0 $0 $0 $0 $0 560650 Construction In Progress $0 $0 $1,520,000 $1,520,000 $1,300,000 Total Capital $0 $0 $1,520,000 $1,520,000 $1,300,000 TOTAL APPLICATIONS $0 $0 $1,520,000 $1,520,000 $1,300,000 CHANGE IN FUND EQUITY FUND EQUITY - October 1 $5,004,068 $5,934,462 $6,329,087 $6,628,335 $5,158,335 Appropriation TO (FROM) Fund Equity $930,394 $693,873 ($1,470,000) ($1,470,000) ($1,300,000) FUND EQUITY - September 30 $5,934,462 $6,628,335 $4,859,087 $5,158,335 $3,858,335 Page | 131 403 Stormwater Utility 411 Overview Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget Sources Revenues $2,081,311 $1,729,839 $1,105,100 $1,105,100 $1,196,000 Transfers In $63,480 $390,000 $0 $0 $0 Total Sources $2,144,791 $2,119,839 $1,105,100 $1,105,100 $1,196,000 Applications Personal Services $495,283 $433,439 $444,028 $441,324 $403,734 Operating Expenses $1,417,490 $971,530 $725,761 $728,465 $739,116 Debt $0 $0 $0 $0 $0 Transfers $171,300 $0 $0 $0 $0 Capital Outlay $363,499 $1,593,176 $205,000 $205,000 $266,000 Total Applications $2,447,572 $2,998,145 $1,374,789 $1,374,789 $1,408,850 Less Capitalized Applications ($363,499) ($1,593,176) Total Non-Capital Applications $2,084,073 $1,404,969 Operations - 3800 Stormwater Foreman 1 1 Team Leader 1 1 Maintenance Worker 554 4 Total 6 6 5 5 Engineering - 3810 City Engineer 1 Construction Inspector 1 1 1 Civil Engineer 111 1 Total 2 3 12 TOTAL FULL-TIME PERSONNEL 8 9 6 7 Page | 132 404 Stormwater Utility 411 Fund Recap Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES Operating: 322120 Engineering Inspection $52,097 $29,334 $20,000 $20,000 $20,000 343901 Stormwater $1,095,570 $1,105,303 $1,077,600 $1,077,600 $1,176,000 Operating Revenues $1,147,667 $1,134,637 $1,097,600 $1,097,600 $1,196,000 Non-Operating: 331390 Federal Grant - Other Phys. Environ.$744,968 $472,115 $0 $0 $0 361100/361300 Investment $29,027 $5,509 $7,500 $7,500 $0 366000 Misc Private Donations $156,925 $117,578 $0 $0 $0 369301 Settlement Insurance Proceeds $2,724 $0 $0 $0 $0 Non-Operating Revenues $933,644 $595,202 $7,500 $7,500 $0 Total Revenues $2,081,311 $1,729,839 $1,105,100 $1,105,100 $1,196,000 381130 From Solid Waste $63,480 $0 $0 $0 $0 381001 From General Fund $0 $390,000 $0 $0 $0 Total Transfers $63,480 $390,000 $0 $0 $0 TOTAL SOURCES $2,144,791 $2,119,839 $1,105,100 $1,105,100 $1,196,000 APPLICATIONS Division 3800 Operations $797,111 $826,441 $1,219,048 $1,219,048 $1,200,478 3810 Engineering $1,286,962 $578,528 $155,741 $155,741 $208,372 TOTAL APPLICATIONS $2,084,073 $1,404,969 $1,374,789 $1,374,789 $1,408,850 CHANGE IN FUND EQUITY FUND EQUITY - October 1 $7,665,518 $7,652,250 $896,554 $2,739,345 $2,469,656 Appropriation TO (FROM) Fund Equity $60,718 $714,870 ($269,689) ($269,689) ($212,850) FUND EQUITY - September 30 $7,726,236 $8,367,120 $626,865 $2,469,656 $2,256,806 Non-cash Adjustments: Non-cash Adjustments ($73,986) $1,232,988 Total Net Assets per ACFR $7,652,250 $9,600,108 Net Assets Net Assets less Net Capital Total Net Assets consist of: Cash and Investments - $1,712,209 Other Current Assets - $50,478 Net Deferred Flow (pension) - $21,221 Current Liabilities - ($49,754) Non-current Liabilities - ($233,577) Capital Assets (net of related debt) - $8,099,531 Page | 133 405 Stormwater Utility 411 Applications Summary Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $309,730 $277,643 $252,053 $249,349 $226,888 510140 Overtime $11,111 $5,730 $2,150 $2,150 $6,000 520200 FICA $24,344 $21,643 $19,249 $19,249 $17,509 520220 Pension DB $65,504 $33,908 $78,770 $78,770 $58,947 520225 Pension DC $10,572 $8,559 $6,543 $6,543 $3,977 520230 Health Insurance $63,249 $74,760 $69,767 $69,767 $74,285 520240 Workers' Comp $10,773 $11,196 $15,496 $15,496 $16,128 Total Payroll $495,283 $433,439 $444,028 $441,324 $403,734 530311 Legal $4,670 $5,503 $5,400 $5,400 $5,400 530314 Consulting $163,483 $51,210 $75,000 $75,000 $75,000 530315 Pre/Post Employment $290 $462 $745 $745 $745 530341 Other Svcs - Contract / Admin $31,172 $184,284 $192,802 $192,802 $192,802 530342 Other Svcs - Maint / Licenses $1,187 $1,295 $2,945 $2,945 $2,729 530411 Communication - Phone $1,369 $1,003 $480 $480 $612 530413 Communication - R&M $0 $170 $0 $0 $0 545210 R&M Infra - Stormwater $151,261 $92,959 $170,040 $170,040 $167,640 545270 R&M Infra - Grounds $1,011,626 $582,096 $198,596 $198,596 $212,068 545300 R&M Mach & Equip $9,493 $26,131 $17,900 $17,900 $17,900 545310 R&M M&E - Vehicles $14,252 $3,420 $4,750 $4,750 $4,450 550510 Office $70 $106 $200 $200 $200 550520 Operating $14 $0 $200 $200 $200 550522 Operating - Tires / Filters $1,464 $2,149 $2,950 $2,950 $2,750 550524 Operating - Chemicals $0 $0 $15,500 $15,500 $15,500 550525 Operating - Small Tools $5,335 $5,340 $10,200 $10,200 $10,200 550527 Operating - Apparel $4,854 $3,344 $7,746 $7,746 $7,195 552000 Fuel $13,293 $9,227 $10,722 $10,722 $14,939 555400 Travel & Per Diem $16 $0 $700 $700 $700 555420 Postage / Freight $0 $7 $200 $200 $200 555442 Rent / Lease - Equipment $0 $0 $2,500 $2,500 $2,500 555480 Promotional / Advertising $0 $242 $300 $300 $300 555540 Dues/Reg/Pub $3,034 $2,144 $3,985 $3,985 $3,185 555550 Training $607 $438 $1,900 $1,900 $1,900 599100 Contingency $0 $0 $0 $2,704 $1 Total Operating $1,417,490 $971,530 $725,761 $728,465 $739,116 591001 To General Fund $165,300 $0 $0 $0 $0 591410 To Water Sewer Utility $6,000 $0 $0 $0 $0 Total Transfers $171,300 $0 $0 $0 $0 560630 Infrastructure $334,190 $1,587,191 $0 $0 $0 560640 Machinery & Equipment $9,241 $4,050 $5,000 $5,000 $50,000 560643 Mach & Equip - Furn/Office $0 $1,935 $0 $0 $0 560650 Construction In Progress $20,068 $0 $200,000 $200,000 $216,000 Assets Transferred to Balance Sheet ($363,499) ($1,593,176) Total Capital $0 $0 $205,000 $205,000 $266,000 TOTAL APPLICATIONS $2,084,073 $1,404,969 $1,374,789 $1,374,789 $1,408,850 Page | 134 406 Stormwater 38 Operations 3800 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $213,680 $221,806 $213,822 $211,118 $161,716 510140 Overtime $11,069 $5,686 $2,150 $2,150 $6,000 520200 FICA $17,057 $17,254 $16,323 $16,323 $12,421 520220 Pension DB $56,426 $27,686 $70,060 $70,060 $42,223 520225 Pension DC $6,135 $7,198 $5,931 $5,931 $2,833 520230 Health Insurance $49,505 $63,395 $62,376 $62,376 $52,331 520240 Workers' Comp $9,499 $10,679 $14,510 $14,510 $11,690 Total Payroll $363,371 $353,704 $385,172 $382,468 $289,214 530311 Legal $4,670 $5,503 $5,400 $5,400 $5,400 530315 Pre/Post Employment $290 $462 $745 $745 $745 530341 Other Svcs - Contract / Admin $16,860 $171,300 $175,834 $175,834 $175,834 530342 Other Svcs - Maint / Licenses $1,187 $1,295 $2,145 $2,145 $2,145 530411 Communication - Phone $649 $334 $480 $480 $612 530413 Communication - R&M $0 $170 $0 $0 $0 545210 R&M Infra - Stormwater $151,261 $92,959 $170,040 $170,040 $167,640 545270 R&M Infra - Grounds $36,444 $149,566 $198,596 $198,596 $212,068 545300 R&M Mach & Equip $9,493 $26,131 $17,900 $17,900 $17,900 545310 R&M M&E - Vehicles $14,102 $3,420 $4,450 $4,450 $4,450 550510 Office $70 $24 $200 $200 $200 550520 Operating $14 $0 $200 $200 $200 550522 Operating - Tires / Filters $1,464 $2,149 $2,750 $2,750 $2,750 550524 Operating - Chemicals $0 $0 $15,500 $15,500 $15,500 550525 Operating - Small Tools $5,335 $4,448 $10,000 $10,000 $10,000 550527 Operating - Apparel $4,391 $3,321 $6,571 $6,571 $7,195 552000 Fuel $12,987 $9,043 $10,380 $10,380 $14,939 555400 Travel & Per Diem $0 $0 $500 $500 $500 555420 Postage / Freight $0 $7 $100 $100 $100 555442 Rent / Lease - Equipment $0 $0 $2,500 $2,500 $2,500 555480 Promotional / Advertising $0 $242 $300 $300 $300 555540 Dues/Reg/Pub $2,785 $2,144 $3,185 $3,185 $3,185 555550 Training $438 $219 $1,100 $1,100 $1,100 599100 Contingency $0 $0 $0 $2,704 $1 Total Operating $262,440 $472,737 $628,876 $631,580 $645,264 591001 To General Fund $165,300 $0 $0 $0 $0 591410 To Water Sewer Utility $6,000 $0 $0 $0 $0 Total Transfers $171,300 $0 $0 $0 $0 560630 Infrastructure $334,190 $1,587,191 $0 $0 $0 560640 Machinery & Equipment $9,241 $4,050 $5,000 $5,000 $50,000 560650 Construction In Progress $20,068 $0 $200,000 $200,000 $216,000 Assets Transferred to Balance Sheet ($363,499) ($1,591,241) Total Capital $0 $0 $205,000 $205,000 $266,000 TOTAL APPLICATIONS $797,111 $826,441 $1,219,048 $1,219,048 $1,200,478 Page | 135 407 Stormwater 38 Engineering 3810 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $96,050 $55,837 $38,231 $38,231 $65,172 510140 Overtime $42 $44 $0 $0 $0 520200 FICA $7,287 $4,389 $2,926 $2,926 $5,088 520220 Pension DB $9,078 $6,222 $8,710 $8,710 $16,724 520225 Pension DC $4,437 $1,361 $612 $612 $1,144 520230 Health Insurance $13,744 $11,365 $7,391 $7,391 $21,954 520240 Workers' Comp $1,274 $517 $986 $986 $4,438 Total Payroll $131,912 $79,735 $58,856 $58,856 $114,520 530314 Consulting $163,483 $51,210 $75,000 $75,000 $75,000 530341 Other Svcs - Contract / Admin $14,312 $12,984 $16,968 $16,968 $16,968 530342 Other Svcs - Maint / Licenses $0 $0 $800 $800 $584 530411 Communication - Phone $720 $669 $0 $0 $0 545270 R&M Infra - Grounds $975,182 $432,530 $0 $0 $0 545310 R&M M&E - Vehicles $150 $0 $300 $300 $0 550510 Office $0 $82 $0 $0 $0 550522 Operating - Tires / Filters $0 $0 $200 $200 $0 550525 Operating - Small Tools $0 $892 $200 $200 $200 550527 Operating - Apparel $463 $23 $1,175 $1,175 $0 552000 Fuel $306 $184 $342 $342 $0 555400 Travel & Per Diem $16 $0 $200 $200 $200 555420 Postage / Freight $0 $0 $100 $100 $100 555540 Dues/Reg/Pub $249 $0 $800 $800 $0 555550 Training $169 $219 $800 $800 $800 Total Operating $1,155,050 $498,793 $96,885 $96,885 $93,852 Total Transfers $0 $0 $0 $0 $0 560643 Mach & Equip - Furn/Office $0 $1,935 $0 $0 $0 Assets Transferred to Balance Sheet $0 ($1,935) Total Capital $0 $0 $0 $0 $0 TOTAL APPLICATIONS $1,286,962 $578,528 $155,741 $155,741 $208,372 Page | 136 408 Development Services 420 Overview Original Revised FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Actual Actual Budget Budget Budget Sources Revenues $3,149,360 $2,274,042 $811,500 $811,500 $943,000 Transfers In $0 $0 $0 $0 $0 Total Sources $3,149,360 $2,274,042 $811,500 $811,500 $943,000 Applications Personal Services $273,900 $445,678 $500,746 $498,737 $665,654 Operating Expenses $349,012 $649,838 $708,500 $710,509 $890,372 Debt Service $0 $0 $0 $0 $0 Transfers $206,950 $0 $0 $0 $0 Capital Outlay $30,453 $84,843 $85,000 $145,512 $523,000 Total Applications $860,315 $1,180,359 $1,294,246 $1,354,758 $2,079,026 Less Capitalized Applications ($30,453) ($84,843) Total Non-Capital Applications $829,862 $1,095,516 Building Plans and Inspections - 2400 Permitting Manager 1 1 1 Development Coordinator 2 1 2 4 Customer Sercive Rep 1 1 1 Total 3 3 45 TOTAL FULL-TIME PERSONNEL 3 3 45 Plans and Inspections - Part Time - 2400 Customer Service Rep 0.73 2.19 4.73 0 TOTAL PART-TIME PERSONNEL 0.73 2.19 4.73 5.00 Page | 137 409 Development Services 420 Sources and Fund Recap Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Account Description Actual Actual Budget Budget Budget SOURCES Operating: 322110 Plans Review $824,584 $566,874 $250,000 $250,000 $200,000 322130 Building Permits $1,929,501 $1,337,663 $366,500 $366,500 $600,000 322140 Building Permit - Surcharge $5,914 $5,664 $3,000 $3,000 $3,000 322210 Electrical Permit $43,903 $39,234 $25,000 $25,000 $25,000 322220 Plumbing Permit $97,435 $86,354 $50,000 $50,000 $40,000 322230 Mechanical Permit $129,601 $112,690 $75,000 $75,000 $75,000 Operating Revenues $3,030,938 $2,148,479 $769,500 $769,500 $943,000 Non-Operating: 361100/361300 Investment $118,422 $125,563 $42,000 $42,000 $0 Non-Operating Revenues $118,422 $125,563 $42,000 $42,000 $0 Total Revenues $3,149,360 $2,274,042 $811,500 $811,500 $943,000 Total Transfers $0 $0 $0 $0 $0 TOTAL SOURCES $3,149,360 $2,274,042 $811,500 $811,500 $943,000 APPLICATIONS Division 2400 Plans and Inspections $829,862 $1,095,516 $1,294,246 $1,354,758 $2,077,916 Total Operating $829,862 $1,095,516 $1,294,246 $1,354,758 $2,077,916 TOTAL APPLICATIONS $829,862 $1,095,516 $1,294,246 $1,354,758 $2,077,916 CHANGE IN FUND EQUITY FUND EQUITY - October 1 $2,931,732 $5,226,960 $4,662,837 $6,206,819 $5,663,561 Appropriation TO (FROM) Fund Equity $2,319,498 $1,178,526 ($482,746) ($543,258) ($1,134,916) FUND EQUITY - September 30 $5,251,230 $6,405,486 $4,180,091 $5,663,561 $4,528,645 Non-cash Adjustments: Non-cash Adjustments: ($24,270) ($34,468) Total Net Assets per ACFR $5,226,960 $6,371,018 Net Assets Net Assets less Net Capital Total Net Assets consist of: Cash and Investments - $6,518,603 Net Deferred Flow (pension) - $14,945 Current Liabilities - ($212,785) Non-current Liabilities - ($156,380) Capital Assets (net of related debt) - $206,635 Page | 138 410 Development Services 420 Plans & Inspections - 2400 Original Revised Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22 Number Description of Expenditure Actual Actual Budget Budget Budget 510100 Base Wages/Salaries $177,304 $321,765 $340,718 $338,708 $448,058 510140 Overtime $3,595 $1,562 $3,149 $3,149 $7,749 520200 FICA $13,601 $24,815 $26,164 $26,164 $34,448 520220 Pension DB $49,471 $36,010 $49,350 $49,351 $32,488 520225 Pension DC $2,928 $10,919 $15,545 $15,545 $27,623 520230 Health Insurance $26,745 $49,970 $64,410 $64,410 $112,741 520240 Workers' Comp $256 $637 $1,410 $1,410 $2,547 Total Payroll $273,900 $445,678 $500,746 $498,737 $665,654 530314 Consulting $12,500 $144,548 $95,000 $95,000 $150,000 530315 Pre/Post Employment $75 $0 $200 $200 $200 530341 Other Svcs - Contract / Admin $318,430 $474,175 $566,950 $566,950 $606,550 530342 Other Svcs - Maint / Licenses $4,257 $0 $27,000 $27,000 $104,100 530411 Communication - Phone $3,504 $3,877 $3,000 $3,000 $3,058 550510 Office $445 $8,825 $2,100 $2,100 $2,900 550520 Operating $0 $2,832 $0 $0 $5,000 550525 Operating - Small Tools $1,256 $10,396 $0 $0 $0 550526 Operating - Software $0 $0 $12,000 $12,000 $12,000 550527 Operating - Apparel $264 $626 $500 $500 $500 552000 Fuel $0 $0 $0 $0 $2,354 555420 Postage / Freight $0 $477 $100 $100 $500 555470 Printing / Binding $0 $3,539 $500 $500 $500 555540 Dues/Reg/Pub $0 $158 $350 $350 $600 555550 Training $8,281 $385 $800 $800 $1,000 599100 Contingency $0 $0 $0 $2,009 $1,110 Total Operating $349,012 $649,838 $708,500 $710,509 $889,262 591001 To General Fund $206,950 $0 $0 $0 $0 Total Transfers $206,950 $0 $0 $0 $0 560641 Mach & Equip - Vehicles $0 $27,694 $0 $60,512 $28,000 560642 Mach & Equip - Data Proc $0 $0 $0 $0 $100,000 560643 Mach & Equip - Furn/Office $3,343 $0 $0 $0 $0 560650 Construction In Progress $0 $0 $45,000 $45,000 $225,000 560680 Intangibles $27,110 $57,149 $40,000 $40,000 $170,000 Assets Transferred to Balance Sheet ($30,453) ($84,843) Total Capital $0 $0 $85,000 $145,512 $523,000 TOTAL APPLICATIONS $829,862 $1,095,516 $1,294,246 $1,354,758 $2,077,916 Page | 139 411 APPENDIX 412 THIS PAGE INTENTIONALLY LEFT BLANK 413 GLOSSARY account number – in accordance with the state chart of accounts, each class of expenditures and revenues is assigned a specific account number for use within the City’s accounting system ad valorem tax – a tax levied on assessed value of real property (land and buildings) and personal property (business equipment) within the City and not expressly exempt; also known as property tax accrual basis – method of accounting that focuses on total economic resources and recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows actual – historical data as opposed to budget data; those funds which have been already been received or utilized as opposed to budgeted funds that are merely estimates of possible funds to be received or utilized annual budget – an estimate of expenditures for specific purposes during the fiscal year (October 1 – September 30) and the estimated revenues for financing those activities appropriation - an authorization granted by the City Commission to make expenditures and to incur obligations for the purposes specified assessed valuation – property valuation established by the County Property Appraiser as a basis for levying taxes balanced budget – budget in which each fund’s revenues and appropriations from the fund (if applicable) equal expenditures and appropriations to the fund (if applicable) bonds - a certificate of debt issued by a government or corporation in order to raise money; the issuer is required to pay a fixed sum annually until maturity and then a fixed sum to repay the principal budget – expenditure authority created by resolution which is an estimate of anticipated income and expenditures for the fiscal period with a plan to maintain a proper balance between the two capital – a level of budgetary appropriation that includes expenses for land, building, machinery and equipment; expenditures must equal or exceed $5,000 to be considered for capitalization and have a useful life that extends beyond a single reporting period capital project fund – a fund type used to account for the sources and applications of funds related to the acquisition or construction of major capital facilities CIP – Capital Improvement Program; also, Construction in Process account 560650 Page | 140 414 contingency – an appropriation of funds to cover unforeseen events that occur during the fiscal year CRA – Community Redevelopment Area; a public entity created to implement redevelopment activities as outlined under Chapter 163, Florida Statutes; the investment generates increased tax revenues which then finance the debt issue (see also TIF) debt service – the payment of principal and interest on borrowed funds such as bonds debt service fund – a fund type used to account for the accumulation of resources for the purpose of paying long-term principal and interest defined benefit plan – pension plan that has terms specifying the amount of benefits to be provided after separation of employment; to be distinguished from a defined contribution plan in which the plan specifies the amount of the contribution to the plan department – an organizational unit comprised of one or more programs, responsible for carrying out a major governmental function depreciation – the decrease in value of physical assets due to use and the passage of time employer contribution – in the context of pension benefits a term to describe contributions actually made by the employer in relation to the annual required contribution (ARC) of the employer encumbrance – an amount of money committed for the payment of goods and services not yet received (performed) or paid enterprise fund – a self-supporting fund designed to account for activities supported by user charges and operated in a manner similar to private business enterprises; the Water and Sewer Fund is an example of an enterprise fund excise tax - a tax assessed on the consumer of a service, usually a utility service that is based upon the level of consumption expenditure – the amount of money actually paid or obligated for payment from City funds fiduciary fund – a fund type used to reports assets held in trust for others which therefore cannot be used to support the government’s own programs (i.e. pension trust fund) fines and forfeitures – revenues derived from penalties imposed for the commission of statutory offenses, violation of lawful administrative rules and regulations and for neglect of official duty; confiscated property is an example of this revenue category fiscal year – any period of 12 consecutive months designated as the budget year; the City’s budget year begins October 1 and ends September 30; the year is represented by the date on which it ends. October 1, 2020 to September 30, 2021 would be Fiscal Year 2021 (FY21) Page | 141 415 FY – Fiscal Year franchise fee – a fee assessed on a business, usually a public utility, in return for giving them the exclusive right to operate inside the City limits FTE – Full-Time Equivalent, which is calculated on the basis of the number of hours that have been budgeted for a particular position; i.e. 1 FTE = 2080 hours, .5 FTE = 1040 hours fund – an accounting entity that has a set of self-balancing accounts and that records all financial transactions or specific activities of government functions fund balance – the resources available for appropriation in accordance with the prescribed basis of budgeting fund equity - net assets less net capital; noncapital portion of net assets GAAP - Generally Accepted Accounting Principles as promulgated by the Governmental Accounting Standards Board GASB - Government Accounting Standards Board; the source of GAAP used by State and Local governments for the purpose of establishing and improving accounting and financial reporting standards General fund – the general operating fund of the City which is supported primarily through taxes, fees and intergovernmental revenues and includes most of the essential governmental services such as police, public works, and general administration General Obligation Debt – one of four basic forms of long-term debt that pledges the general credit and taxing powers of the borrowing government and which, therefore, requires voter approval for issuance GIS – Geographic Information Systems HOA – Homeowners Association impact fees – fees charged to developers at the time of development for construction of facilities to serve the development site interfund transfer – flow of assets between funds without equivalent flow of assets in return and without requirement for repayment LCIR – the State of Florida’s Legislative Committee on Intergovernmental Relations; provides some intergovernmental revenue estimates for budgetary purposes LIBOR – London Interbank Offered Rate; the rate at which banks offer to lend unsecured funds to other banks in the London wholesale money market Page | 142 416 Local Option Gas Tax – a tax established in 1983 to fund transportation-related improvements major fund – a fund whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds for the same item maximum millage rate – the maximum millage that a county or municipality may levy with a simple majority vote of the governing body; other voting requirements will allow a municipality to adopt a millage rate in excess of the maximum millage rate millage rate – the tax rate on real and personal property, with one mill equal to $1.00 per $1,000 of assessed property value modified accrual basis – method of accounting that focuses on current financial resources; revenues are recognized when measurable and available, expenditures are recognized when governments usually liquidate the liability rather than when that liability is first incurred MSTU – Municipal Services Taxing Unit; funding mechanism to create a special taxing district to make improvements to the community nonmajor fund – a fund that does not meet the definition of a major fund (see definition for major fund) operating budget – that part of the budget to support expenditures supported by income that is annually recurring operating costs – those costs not defined as capital and related financing, noncapital financing, or investing activities original budget – the first complete appropriated budget which is approved at the second public hearing in September proprietary fund – a fund type whose focus is on profit and loss aspects (operating income, changes in net assets, financial position and cash flows); Enterprise Funds and Internal Service Funds are the two types of Proprietary Funds retirement benefit multiplier – the rate applied to the average compensation multiplied by the employee’s years of accrual service to yield the amount payable under the normal retirement pension rolled-back millage rate – the tax rate which produces the same amount of taxes as levied in the prior year when calculated against the current year’s tax base exclusive of new construction ROW – Right of Way; as in road right of way Page | 143 417 special revenue fund – a fund established for the purpose of accounting for specific sources which are restricted by law or policy to finance specific activities TIF – tax increment financing; a tool to use future gains in taxes to finance the current improvements that will create those gains; property values in the CRA are capped at the assessed value in the base year; thereafter, any tax revenues due to increases in value in excess of the base are dedicated to the redevelopment area TLBD – Tuscawilla Lighting and Beautification District; an assessment district TMDL – Total Maximum Daily Load is a calculation of the maximum amount of a pollutant that a waterbody can receive and still meet water quality standards transfers – see interfund transfers Truth in Millage (TRIM) – State statutes governing the determination of millage for taxing authorities; requires strict parameters for advertising, public hearings, levy methods, etc. user charges – the payment of a fee for direct receipt of a public service by the party benefiting from the service utility tax – a tax levied by cities on the consumers of various utilities such as electricity, gas, and telephone service W&S – Water and Sewer Utility Fund WTP – water treatment plant Page | 144 418 REGULAR AGENDA ITEM 501 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Police Communications Center dispatch consolidation discussion SUMMARY The City of Winter Springs currently maintains its own Communications Center responsible for police dispatching and emergency phone calls. The WSPD is the only municipal department in the county whose police dispatching services are not consolidated and handled by the Seminole County Sheriff's Office. In order to determine the best course of action for the city, and to maintain and enhance the consistency of services we provide to our community, the police department staff and City Manager desire to engage the Commission in discussions relative to this topic. RECOMMENDATION Police Department staff requests the Commission to approve the City Manager and City Attorney to enter into negotiations with the Seminole County Sheriff's Office to determine the terms of the dispatch Communications Center consolidation proposal and contractual terms relative to those services. 419 REGULAR AGENDA ITEM 502 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Discuss and Take Action on Resolution 2021-09 Committing to the Improvement of Water and Reclaimed Services; Defining and Authorizing Investigation into Affairs of the City related to Provision of Potable and Reclaimed Water Services; Providing a Temporary Advisory to the Public and Prospective Developers related to Water Concurrency and Availability of Adequate City Water Supplies and Potable Water Facilities for Proposed New Development. SUMMARY At the June 14, 2021 City Commission Regular Meeting, the City Commission directed that a resolution be drafted to address potable water concerns. The attached Resolution 2021-09 addresses the following: 1. Formalizes the City's efforts to improve water and reclaimed services, listing goals to expand reclaimed water infrastructure for irrigation, completing improvements of water treatment facilities, modifying development requirements and the City's conservation plan, increasing enforcement, and making the Lake Jesup Reclaimed Water Augmentation Plant operational to the extent feasible. 2. Defines the parameters of an investigation, conducted under the oversight and direction of the City Commission, into past affairs of the City related to the provision of potable and reclaimed water services. The City Manager may offer administrative assistance. The proposed parameters are as follows: 1. Identifying and explaining data and analysis related to obtaining Consumptive Use Permits 2. Identifying and explaining the factual history behind the Lake Jesup Reclaimed Water Augmentation Plant - including design, permitting, construction ,operation, and maintenance 3. Identifying and explaining the factual history behind the reasons why the City did not complete the multi-phased expansion of reclaimed distribution facilities detailed in the 2005 Reclaimed Water Augmentation Study completed by CPH and included as an attachment in this agenda item. 420 3. Authorizes language to be drafted providing notice to prospective developers, and those with development permit applications on file, of water concurrency concerns and considerations that may impact projects. If approved, Staff would look to schedule the investigation as a Special Meeting of the City Commission to be held on Monday, August 30, 2021 at 6:30 PM in the Commission Chambers of City Hall. RECOMMENDATION Staff recommends the City Commission discuss Resolution 2021-09 and take whatever action they deem appropriate regarding Resolution 2021-09. If approved, Staff recommends the investigation take place at a Special Meeting of the City Commission to be held on Monday, August 30, 2021 at 6:30 PM. 421 RESOLUTION NUMBER 2021-09 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, FLORIDA, DIRECTING THE CITY TO CONTINUE TAKING A PROACTIVE AND COMPREHENSIVE APPROACH TO FINDING SOLUTIONS TO IMPROVE THE AVAILABILITY AND RELIABILITY OF THE CITY’S POTABLE AND RECLAIMED WATER SERVICES FOR CURRENT AND FUTURE NEEDS; INITIATING AN INVESTIGATION PURSUANT TO SECTION 4.11 OF THE CITY CHARTER GENERALLY RELATED TO THE CITY’S EXISTING CONSUMPTIVE USE PERMITS ISSUED BY ST. JOHNS RIVER WATER MANAGEMENT DISTRICT AND THE MULTI-PHASE EXPANSION OF THE CITY’S RECLAIMED AUGMENTATION PLANT AT LAKE JESUP AND RELATED DISTRIBUTION SYSTEM WHICH WERE IDENTIFIED AND PROPOSED IN THE WINTER SPRINGS RECLAIMED WATER AUGMENTATION STUDY DATED SEPTEMBER 20, 2005; PROVIDING A TEMPORARY ADVISORY TO THE PUBLIC AND PROSPECTIVE DEVELOPERS RELATED TO COMPLIANCE WITH WATER CONCURRENCY REQUIREMENTS AND DEMONSTRATING THE AVAILABILITY OF ADEQUATE CITY WATER SUPPLIES AND POTABLE WATER FACILITIES FOR PROPOSED NEW DEVELOPMENT; PROVIDING SEVERABILITY, REPEAL OF PRIOR INCONSISTENT RESOLUTIONS, AND AN EFFECTIVE DATE. WHEREAS, the City of Winter Springs owns and operates a potable water and reclaimed water utility within the jurisdictional limits of the City of Winter Springs; and WHEREAS, maintaining adequate and reliable potable and reclaimed water services is vital to the Winter Springs community and an utmost priority for the City Commission; and WHEREAS, in furtherance of operating these utilities for the Winter Springs community, the City of Winter Springs has obtained two consumptive use permits (“CUP”) issued by the St. Johns River Water Management District; and WHEREAS, CUP # 8238 was issued on January 25, 2010, related to ground water for potable use and reclaimed/surface water for irrigation use and will expire on January 25, 2029; and WHEREAS, CUP #105763 was issued on April 10, 2007, related to surface water from Lake Jesup and artesian well water for irrigation use and will expire on April 10, 2027; and WHEREAS, pursuant to CUP # 8238, the maximum annual groundwater withdrawals from the City’s ground wells have been required to annually decrease to a lower stabilized maximum annual ground water withdrawal limit starting in 2013 (1,715.50 million gallons) and ending in 2023 (1,511.10 million gallons), while the maximum annual quantities of 422 City of Winter Spring, Florida Resolution Number 2021-09 Page 2 of 7 reclaimed/surface water for landscape irrigation was required to correspondingly increase to make up for the reduction in allocation of ground water; and WHEREAS, in support of the CUPs, the City constructed the Lake Jesup Surface Water Plant for purposes of supplementing the City’s supply of reclaimed water by approximately 2.25 million gallons a day, but the plant has not produced irrigation water as intended since the time construction was completed; and WHEREAS, the City’s 2010 Comprehensive Plan also contemplated that the City’s potable water consumption would decrease from historical patterns given, in part, the City’s future expansion of the reclaimed water system and conservation programs. See Infrastructure Element, Potable Water Sub-Element, IV-(E), Water Supply Concurrency; and WHEREAS, the City’s 2010 Comprehensive Plan, Potable Water Sub-Element IV, also stated that the future expansion of reclaimed and alternative water sources was supposed to reduce the demands on potable water so the City could meet its level of service standards, and the City projected that by 2025, the expansion of reclaimed water would likely be available to every single family detached home connected to the City’s sewer system; and WHEREAS, based on information provided by the City Manager and Utilities Director, it appears that the City did not increase its production and distribution of reclaimed/surface water for landscape irrigation as intended by the 2010 Comprehensive Plan and CUPs #8238 and #105763, and that new development projects have continued to rely on potable water for landscape irrigation even though some projects are plumbed with reclaimed water systems; and WHEREAS, reliance on potable water for irrigation purposes, especially by several new large development projects recently, has placed a significant burden on the City to maintain adequate potable water supplies, especially at Water Treatment Plant #1 during periods of low rainfall; and WHEREAS, the City Commission recognizes that the City has historically experienced large variations of potable and reclaimed water usage between wet and dry seasons; and WHEREAS, recently in May/June of 2021, the City experienced a temporary water shortage condition at Water Treatment Plant #1 due to inadequate rainfall and increased potable water demand for household and irrigation usage and, as a result of the water shortage condition, the City Commission adopted Resolution No. 2021-08, confirming a Declaration of Emergency executed by Deputy Mayor Ted Johnson authorizing temporary restrictions related to irrigation with potable water; and WHEREAS, the City determined in January 2021, based on an evaluation of the City’s finished water meter records, that the amount of ground water withdrawn from existing wells appears to have exceeded the maximum annual groundwater withdrawals authorized by St. Johns River Water Management District under CUP #8238 for the year 2020; and 423 City of Winter Spring, Florida Resolution Number 2021-09 Page 3 of 7 WHEREAS, notwithstanding the City’s ability to pump more water from the ground, the ability of the City’s water system to meet consumptive demand is limited by law and the terms and conditions of the City’s CUP issued by the St. John’s River Water Management District; and WHEREAS, the City Commission further recognizes that several additional large scale projects have been permitted by the City and are currently under construction; and WHEREAS, when these additional new projects obtain their respective certificates of occupancy in the future, the projects will place an additional usage demand on the City’s water and reclaimed services; and WHEREAS, based on the aforesaid, the City Commission is directing that the City continue to take a proactive and comprehensive approach to finding solutions to improve the supply and reliability of the City’s potable and reclaimed water services for purposes of satisfying current and future demands including, but not limited to, increasing the City’s reclaimed infrastructure to distribute more reclaimed irrigation water to customers and reducing the amount of potable water irrigation, completing improvements to the City’s water treatment facilities, requiring new developments to use xeriscape or other alternative sources of water, such as stormwater ponds for irrigation, modifying the City’s conservation plan to include full or partial funding for water saving devices, evaluating the availability of alternative water sources, increasing enforcement actions on property owners that purposefully do not comply with the City’s irrigation restrictions, and making the Lake Jesup Surface Water Plant operational and productive to the extent feasible; and WHEREAS, the City has also proactively approached St. Johns River Water Management District regarding the City’s current situation and future water needs, and is taking appropriate actions to improve the City’s potable and reclaimed water facilities when feasible and pursuing a modification of the City’s existing CUPs so the City’s future withdrawals are in compliance with the City’s permitted maximum annual quantities of ground and reclaimed/surface water; and WHEREAS, the City Commission also recognizes that Florida law requires adequate water supplies, and potable water facilities shall be in place and available to serve new development no later than the issuance by the local government of a certificate of occupancy or its functional equivalent. See 163.3180(2), Florida Statutes; See also, 2010 Winter Springs Comprehensive Plan, Infrastructure Element, Potable Water Sub-Element IV(E) (“In order to ensure that water is available at time of development, a concurrency management procedure has been implemented….[e]nsuring that the approval of development orders are coordinated with the availability of a water supply.”); and WHEREAS, the City Commission desires to provide transparency to prospective developers seeking permits for proposed new development within the jurisdictional limits of the City and advises that pending the City’s implementation of the aforesaid comprehensive approach to addressing the City’s current and future potable and reclaimed water needs, and obtaining a modification to its existing CUPs, adequate City water supplies and potable water 424 City of Winter Spring, Florida Resolution Number 2021-09 Page 4 of 7 facilities may not, for a temporary period of time, be in place or available to serve proposed new development by the time the developer intends or plans on requesting approval of a development permit including a certificate of occupancy or its functional equivalent; and WHEREAS, the City Commission further advises prospective applicants seeking development permits for new development that the City has the right to deny, approve, or approve with conditions any proposed development permit application under consideration based on whether the developer can demonstrate compliance with all required concurrency requirements including, but not limited to, the provision that adequate water supplies and potable water facilities shall be in place and available to serve the proposed new development; and WHEREAS, the City Commission has further been apprised that a Reclaimed Water Augmentation Study was previously prepared for the City by CPH Engineers, Inc., dated September 20, 2005 (“2005 Reclaimed Study”), and the 2005 Reclaimed Study was apparently used to support the issuance of CUP # 105763 by St. Johns River Water Management District; and WHEREAS, the 2005 Reclaimed Study identified a two-phased augmentation plant utilizing Lake Jesup (and possibly an artesian well located within Parkstone Subdivision) as an alternative source of water for irrigation purposes and a seven (7) phase expansion of the City’s reclaimed water distribution system to be completed during a 15 year time period; and WHEREAS, the 2005 Reclaimed Study projected an average reclaimed need of 5.0 MGD by year 2020 which would consist of 2.77 MGD provided by the effluent generated by the City’s sewer system and 2.23 MGD to be provided by the planned augmentation plant at Lake Jesup; and WHEREAS, the reclaimed augmentation and expansion plans contemplated by the 2005 Reclaimed Study were only partially implemented when the City constructed the Lake Jesup Surface Water Plant, and the seven phase expansion of the distribution system did not occur; and WHEREAS, in furtherance of finding long term solutions to improve the reliability of City’s potable and reclaimed water supplies consistent with the maximum allowable withdrawals permitted under the existing or to be modified CUPs, the City Commission desires to understand why the aforementioned plan was not fully implemented and whether the plan is viable today, however, the technical personnel and consultants utilized by the City in 2005 to prepare the plan and obtain CUP # 105763 are no longer employed by the City; and WHEREAS, therefore, with respect to taking a comprehensive approach to planning to satisfy the City’s current and future potable and reclaimed water needs for the betterment of the Winter Springs community, the City Commission finds it is also necessary to investigate the manner in which the City’s reclaimed water utility was previously evaluated, permitted, expanded and operated, particularly with respect to discontinuing the implementation of the expansion plans set forth in the 2005 Reclaimed Study; and 425 City of Winter Spring, Florida Resolution Number 2021-09 Page 5 of 7 WHEREAS, this Resolution is hereby deemed by the City Commission to be in the best interest of the public health, safety and welfare of the citizens and businesses of the City of Winter Springs. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, FLORIDA, AS FOLLOWS: SECTION 1. Recital. The foregoing recitals are hereby incorporated herein by this reference and are a material part of this Resolution. SECTION 2. Improvement of Water and Reclaimed Services. The City Commission hereby directs that the City continue to take a proactive and comprehensive approach to finding solutions to improve the availability and reliability of the City’s potable and reclaimed water services for purposes of satisfying current and future demands including, but not limited to, increasing the City’s reclaimed infrastructure to distribute more reclaimed irrigation water to customers and reducing the amount of potable water irrigation, completing improvements to the City’s water treatment facilities, requiring new developments to use xeriscape or other alternative sources of water, such as stormwater ponds for irrigation, modifying the City’s conservation plan to include full or partial funding for water saving devices, evaluating the availability of alternative water sources, increasing enforcement actions on property owners that purposefully do not comply with the City’s irrigation restrictions, and making the Lake Jesup Surface Water Plant operational and productive to the extent feasible. SECTION 3. Authorized Investigation. Pursuant to Section 4.11 of the City Charter, the City Commission hereby desires to officially initiate an investigation into the affairs of the City and such affected City departments and offices for purposes of producing relevant evidence to the City Commission related to the provision of potable and reclaimed water services, as follows: 1. Identify and explain the factual projections and supporting data and analysis that were prepared and produced by the City related to obtaining the following two consumptive use permits (“CUP”) issued to the City by St. Johns River Water Management District: (1) CUP #8238 (Ground water for potable use and reclaimed/surface water for irrigation); and (2) CUP # 105763 (Surface water from Lake Jesup and artesian well water for irrigation use). 2. Identify and explain the factual history behind the design, permitting, construction, operation and maintenance of the Lake Jesup Reclaimed Augmentation Plant, as well as the current condition and feasibility of utilizing the Lake Jesup Reclaimed Augmentation Plant in the future. 3. Identify and explain the factual history behind the reasons why the City did not complete the multi-phased expansion of the City’s reclaimed distribution facilities as identified in the City of Winter Springs Reclaimed Water Augmentation Study prepared by CPH 426 City of Winter Spring, Florida Resolution Number 2021-09 Page 6 of 7 Engineers, Inc., dated September 20, 2005. A copy of said study is attached hereto as EXHIBIT “A.” Such investigation shall be conducted under the oversight and direction of the City Commission with the administrative assistance by the City Manager and such other persons directed by the City Commission. SECTION 4. Advisory Related to Water Concurrency. The City Commission hereby adopts the following advisory to be publicly published by the City related to new development inquiries and development permit applications: TEMPORARY ADVISORY - WATER CONCURRENCY The City of Winter Springs is currently working on several significant water and reclaimed improvement projects and seeking a modification of the City’s Consumptive Use Permit (CUP) with the St. John’s River Water Management District in order to increase the City’s available water supply to meet anticipated future water demands. Pending the completion of these projects and modification of the CUP, the City Commission hereby advises the public and all applicants seeking a development permit for proposed new development that adequate City water supplies and potable water facilities may temporarily not be in place or available to serve the proposed new development by the time the developer intends or plans on requesting a development permit including a certificate of occupancy or its functional equivalent for purposes of complying with the concurrency requirements set forth in Section 163.3180(2), Florida Statutes. In addition, the City has the right to deny, approve or approve with conditions any proposed development permit application under consideration based on whether the developer can demonstrate compliance with all required concurrency requirements, including the provision that adequate water supplies and potable water facilities shall be in place and available to serve the proposed new development. Please refer to City Commission Resolution No. 2021-09 for additional information. SECTION 5. Severability. If any section, subsection, sentence, clause or phrase of this resolution is, for any reason, declared by the courts to be unconstitutional or invalid, such decision shall not affect the validity of the ordinance as a whole, or any part thereof, other than the part so declared. SECTION 6. Repeal of Prior Inconsistent Resolutions. All prior inconsistent ordinances and resolutions adopted by the City Commission, or parts or ordinances and resolutions in conflict herewith, are hereby repealed to the extent of the conflict. SECTION 7. Effective Date. This Resolution shall take effect immediately upon its adoption. 427 City of Winter Spring, Florida Resolution Number 2021-09 Page 7 of 7 ADOPTED by the City Commission of the City of Winter Springs, Florida, in a Regular Meeting duly assembled on the 13th day of July 2021. __________________________________________ KEVIN McCANN, Mayor ATTEST: _______________________________________ CHRISTIAN GOWAN, City Clerk Approved as to legal form and sufficiency for the City of Winter Springs, Florida only: ________________________________________ ANTHONY A. GARGANESE, City Attorney 428 CITY OF WINTER SPRINGS RECLAIMED WATER AUGMENTATION STUDY Prepared By: CPH Engineers Inc. 1117 East Robinson Street Orlando, Florida 32801 CPH Project No W04111 September 20, 2005 429 City of Winter Springs – Reclaimed Water Augmentation Study Page No. ES-1 Executive Summary Finding alternate sources of water has become a priority for the region because of increased demand for potable water created by continued growth of the area. We are also seeing growth occur from redevelopment at higher densities in the Winter Springs area. In the past Winter Springs was known as a bedroom community. Now it is a vibrant City of its own with a developing Town Center and higher density multistory structures being constructed in and around the Town Center. The City of Winter Springs has many attributes which makes the community a pleasant place to live. To maintain continuous growth, we need to develop alternate sources of water supply. We believe that a natural resource exists in Lake Jesup and that this source can be used for irrigation and free up the groundwater source for potable uses only. Such a plan requires the expansion of the secondary water delivery system and also requires a water source. Irrigation water does not have to be potable and therefore the level of treatment can be reduced. The City already has an extensive reclaimed distribution system and this system can be expanded to meet the future needs of the City of Winter Springs. The project is divided into two phases for the treatment works and seven phases for the distribution system. The project spans the next fifteen years with equally sized distribution projects every two years. Table ES-1. Augmentation Phases Year Ending September 30 Irrigation Phase Lake Jesup Treatment Phase Probable Opinion of Construction Cost 2007 A $2,646,420 2008 1 $2,047,500 2009 2010 2 $2,000,000 2011 2012 3 $2,057,500 2013 B $1,610,400 2014 4 $2,042,500 2015 2016 5 $2,057,500 2017 2018 6 $1,892,500 2019 2020 7 $1,245,000 Total Project $17,599,320 This report reveals that the project is feasible. There are many more steps required to make the project a reality. The following items need to be pursued: 1)Discussion with SJRWMD on the project and coordination with “The Friends of Lake Jesup”. Preliminary discussions have been made with SJRWMD. 430 City of Winter Springs – Reclaimed Water Augmentation Study Page No. ES-2 2)Proceed with an application of a Consumptive Use Permit (CUP). This process has been started. 3)Upon approval of the CUP, proceed with pilot testing of the recommended treatment options. 4)Proceed with a design with known data from pilot testing. 5)Proceed with design(s) to expand the reclaimed distribution system. 431 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 1-1 SECTION 1 INTRODUCTION 1.0 Introduction The City of Winter Springs owns and operates two water reclamation facilities, the East WRF and the West WRF. The facilities currently supply reclaimed water meeting public access criteria to two local golf courses, residential irrigation and public areas (such as parks and roadway medians) for irrigation. The City has expanded its reclaimed water system over the years to maximize the operation of the system due to seasonal variation in usage. Seasonally, the City has too much or too little reclaimed water for its customers because of the large variation in usage between the wet and dry seasons. The City is proposing to supplement, or augment, the reclaimed water system to be able to supply irrigation quality water to all of its residents as an alternate to potable water with the capability to serve all users, even during the dry season. Therefore, during the reduced demands of the wet season, all of the reclaimed water from the wastewater plants will be beneficially used for irrigation instead of having to use the percolation ponds or dedicated spray sites. This would further benefit the City and the environment by reducing the potable water demands by reducing groundwater withdrawals. 432 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 2-1 SECTION 2 EXISTING CONDITIONS 2.0 Existing Conditions 2.1 Wastewater Treatment The City currently owns and operates two water reclamation facilities, (WRF). Each facility can treat its effluent to public access reclaimed water standards as defined by Florida Department of Environmental Protection. The WRF’s have a combined treatment capacity of approximately 4.08 MGD. 2.1.1. East WRF The East WRF has a distribution pump station that is fed by a three million gallon reclaimed water ground storage tank. The pumping system consists of four (4) pumps; one jockey pump at 500-gpm, two (2) pumps at 1,200-gpm each, and one pump at 1,800-gpm. The total pumping capacity is 2,400-gpm (3.456MGD) with the largest pump and the jockey pump out of service. The treatment plant has a permitted capacity of 2.012 MGD and the reclaimed water distribution pump station exceeds the 150% pumping criteria of FDEP regulations. 2.1.2. West WRF The West WRF has a distribution pump station that is fed by a two million gallon reclaimed water ground storage tank. The pumping system consists of five (5) pumps; one jockey pump at 180 gpm, two (2) pumps at 950-gpm each, and two (2) pumps at 600 gpm. The total pumping capacity is 2650 gpm (3.816 MGD) with one of the 600 gpm pumps and the jockey pump out of service. The treatment plant has a permitted capacity of 2.07 MGD and the reclaimed water distribution pump station exceeds the 150% pumping criteria of FDEP regulations. 2.2 Distribution System The existing distribution system is basically split into two areas: the East System and the West System. The two systems are each served by their respective reclaimed water facilities and are interconnected at the northwest end of Oak Forest. While the system is interconnected and water freely flows between the systems, in order to simplify the description of the two systems, they will be referred to as the East and West systems. Please note that the permitted capacity of the disposal sites exceeds the permitted treatment capacity of each of the Water Reclamation Facilities. The East System currently delivers reclaimed water from the East WRF to the areas described in Table 2-1 and shown on Figure 2-1. 433 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 2-2 Insert Table 2-1 here. 434 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 2-3 Table 2-1. Eastern Reclaimed Water System SITE Permitted Capacity (MGD) Average Demand (MGD) Tuscawilla Golf Course *Not specified 0.157 Oak Forest Spray Site 0.201 0.20 Percolation Ponds 0.610 0.246 Trotwood Park *Not specified 0.000 Residential Irrigation *Not specified 0.587 *All public access areas permitted for 1.720. The Tuscawilla Golf Course is connected by a 16-inch pipe directly from the WRF. This pipe reduces to a 10-inch and runs west through the golf course to Winter Springs Blvd. At this point, the pipe feeds Tusca Oaks and Arrowhead, as well as the Winter Springs Blvd. median irrigation system. The 10-inch trunk line crosses Winter Springs Blvd and enters the Power Easement. The pipeline follows the Power Easement to the Oak Forest spray site and the point of interconnection with the West System. The East WRF also sends flow through an 8-inch main that runs along Winter Springs Blvd east to Northern Way. This pipe runs a short way up Northern Way to where it crosses over to Seneca Blvd. At this location the main feeds the percolation ponds and the residential irrigation along Seneca. The 8-inch main travels along Seneca to Vistawilla Drive where it feeds the Howell Creek Reserve, Creeks Run, and Eagle’s Watch subdivisions. The West System currently delivers reclaimed water from the West WRF to the areas described in Table 2-2 and shown on Figure 2-1. Table 2-2. Western Reclaimed Water System SITE Permitted Capacity (MGD) Average Demand (MGD) Winter Springs Golf Club 0.350 0.086 Central Winds Park 0.136 0.044 Site 16 Spray Site 0.200 0.043 Dayron Ponds 0.530 0.292 Mt Greenwood Ponds 0.110 0.014 Power Easement Not Re-permitted 0.000 Site 17 Ponds 0.100 0.001 Residential Irrigation 0.795 0.591 435 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 2-4 The reuse distribution system is shown in Figure 2-2. There are three main branches of the distribution system starting at the WRF. An 8-inch line runs south along the power easement. It follows the power easement (a portion of which is irrigated) east to where it crosses Bahama Road. It then follows Bahama east to Shore Road. The line then splits into 12-inch and 6-inch pipes. The pipes converge at Site 16, then a pipe runs south to interconnect with the East reuse system and a 12-inch pipe runs north to the northeast corner of the Winding Hollow development. At this point the 12-inch runs east to connect Winding Hollow and Stone Gable, and west to connect Central Winds Park. The second main is an 8-inch pipe which runs east out of the plant across the Winter Springs Golf Course to Sheoah Blvd. At Sheoah, the 8-inch runs northeast across the golf course to the Dayron site and a 12-inch line runs down Sheoah to 3rd Street. The 12-inch line runs east along 3rd to Moss Road, south on Moss to Bahama Road, and east on Bahama to interconnect with the previously described first main. The third main is a 12-inch pipe which runs north along the power easement connecting Greenspoint and ending at Wildwood for a future connection. 2.3 Existing Reclaimed Demand. The combined system currently has a demand of approximately 2.34 MGD. Table 2-3 lists the current permitted reclaimed water sites with their permitted capacities and their average usage (December 2003 thru November 2004). As shown in Table 2-3, the permitted residential irrigation accounts for approximately 2.51 MGD or 62% of the total permitted capacity and for Table 2-3. Reclaimed Water Sites (Combined) SITE Permitted Capacity Average Demand (MGD)(MGD) Tuscawilla Golf Course Not Specified 0.157 East Side Public Access (Including Residential) 1.720 0.587 Winter Springs Golf Course 0.350 0.086 Residential Irrigation (West Side)0.795 0.591 Percolation Ponds 1.350 0.553 Spray Sites (Oak Forest & Site 16)0.401 0.243 Public Area Irrigation (CWP)0.136 0.044 Total 4.75 2.26 436 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 2-5 approximately 1.18 MGD or 52 % of the average demand. Table 2-3 also shows that the City has additional disposal capacity to allow for fluctuations in demand as well as supply of secondary water at this time. This allows the City to fully utilize the available reclaimed water for beneficial residential reuse. Very little of the of the effluent goes to non-beneficial reuse and this currently helps to conserve water and reduces demand on the City water system. As of September 2005, there are approximately 1,581residential reclaimed customers. This equates to approximately 770 gallons per day per lot (customer). More detailed data provided by the City indicates a wide range of customer usage. Therefore, 600 gpd/customer was utilized for planning purposes. The percolation ponds and spray sites can be considered alternate or backup sites. On the surface, it appears that there is approximately 0.70 MGD available for residential irrigation by offsetting the Ponds and spray sites. However, the system often doesn’t have enough water for it’s customers during the dry season and overloads the ponds and spray sites during the wet season. We assumed that current reclaimed irrigation demand consists of the residential connections, parks and the golf courses. The demand is approximately 1.62 MGD. For planning purposes, we will consider the existing reclaimed demand to be 1.8 MGD. The augmentation program will help this situation by providing more reclaimed sites, e.g., residential and commercial irrigation for the entire year. During the wet season (low reclaimed flow demand period), these sites will be provided with effluent rather than being sent to the percolation ponds and dedicated spray sites. This will take the burden off of the percolation ponds and non-public access dedicated spray sites and allow them to be used during more extreme conditions such as abnormally high rainfall years. During the dry season, the augmentation facility will add the water necessary to maintain these additional residential irrigation customers and will in turn reduce the demand on potable water sources (groundwater). 437 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 2-6 Insert Figure 2-2 here. 438 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 3-1 CHAPTER 3 AVAILABLE RECLAIMED POPULATION, WATER FLOWS AND SERVICE AREA 3.1 Population and Future Land Use Population data and projections were obtained from the Seminole County website and is the Socioeconomic Planning Data from Planning and Development, and are the adopted numbers for the County’s Comprehensive Plan. This data is consistent with the regional water quality and supply goals (a.k.a. Seminole County region) and the Water Facilities Work Plan of the City of Winter Springs. For additional information on population data, see the Water Facilities Work Plan. These two plans have been fully coordinated. The total growth projected for the service area is 7,210 people for the 15-year period through 2020 based on Table 3-2, Winter Springs Data. This equals a growth of approximately 20 percent for the planning period. If a significant change in population projections occurs due to changes in development, the proposed reclaimed water supply must be reevaluated. Since the reclaimed system is interconnected between the two facilities, we have shown the combined available reuse without regard to where it might be used in the system. TABLE 3-1 EXISTING SERVICE AREA POPULATION PROJECTIONS Traffic Zone Population by Traffic Zone 2000 2002 2008 2020 71 610 990 1590 1613 72 2231 2207 2170 2129 74 (50%)254 256 248 247 82 3098 3106 3117 3151 83 4454 4680 5177 5087 84 2205 2279 2391 2345 85 43 93 853 853 86 73 86 702 1079 87 3746 4437 5473 5370 88 3217 2449 2796 2743 89 806 859 939 921 90 3491 3626 3861 3800 91 3362 3341 3337 3320 92 2463 2444 2424 2378 93 20 24 31 35 94 2050 2056 2065 2026 95 2096 2096 2669 2618 Total 33,269 35,029 39,843 39,715 Source: Created for this report based on Seminole County data. Note: Traffic Zone 85 adjusted for actual and projected development in the zone 439 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 3-2 3.2 Reclaimed Water Supply The reclaimed water supply is summarized in Table 3-2. From review of the historical data presented in Table 3-2, an average daily supply of effluent of approximately 63 gallons per capita per day (GPCD) will be available as the basis for the total supply projections. The projected average day supply of reclaimed water for the City of Winter Springs through the year 2020 is provided in Table 3-2. It can be seen from the table that average daily supply for the existing service area will reach 2.77 million gallons per day by the year 2020, corresponding to an increase of approximately 20 percent. This is an annual growth rate of only one (1) percent over the 15-year period from 2005 to 2020. It represents an additional 0.5 MGD for use by residential connections and is equivalent to about 833 connections (lots) at 600 gpd/lot average or 2225 people at 2.67 persons per household. Approximately 0.6 MGD of reclaimed water is available from current supplies that are not beneficially used. This yields a total of 1.1 MGD or 1833 connections or an additional 4895 people. TABLE 3-2 HISTORICAL AND PROJECTED POPULATION AND WASTEWATER FLOW Population W.S. Data Population Sem Co Data East WRF (MGD) West WRF (MGD) Total Per Capita Actual Per Capita Average 2000 2001 2002 2003 34,570 34,824 35,505 35,931 33,269 35,029 1.020 1.098 1.072 1.171 0.940 1.102 1.142 1.115 1.96 2.20 2.214 2.286 57 63 62 64 2004 2005 2006 2007 2008 36,362 36,798 37,240 37,687 38,139 39,843 1.160 1.156 2.316 2.32 2.35 2.37 2.40 64 63 2009 2010 2011 2012 2013 38,597 39,060 39,529 40,003 40,483 2.43 2.46 2.49 2.52 2.55 2014 2015 2016 2017 2018 2019 2020 40,969 41,461 41,958 42,462 42,971 43,487 44,008 39,715 2.58 2.61 2.64 2.68 2.71 2.74 2.77 Notes: Winter Springs Based on 1.2% Projected Annual Growth. Projections of flow based on 63 gpcd. 440 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 3-3 For projection purposes, the Winter Springs data was used as this would be the more conservative approach. Use of higher population data will cause the improvements to be in place prior to the need. The St. Johns River Water Management District (SJRWMD) is increasingly requiring public water suppliers to implement methods of wastewater reuse to reduce groundwater withdrawals from the aquifer and the existing system along with expansion will benefit the City when re-applying for a new Consumptive Use Permit. 3.4 Service Area Growth The City of Winter Springs is highly developed and is surrounded by other highly developed areas. To the West of U.S. 17-92 is the Longwood service area; to the South is the Casselberry and Seminole County service areas; to the Southwest is the Oviedo service area; and to the North is Lake Jesup. The area available for future service area is the Northwest quadrant of the S.R. 417 and S.R. 434 intersection. Some of this area has already been incorporated into the Winter Springs City Limits and has become part of the Winter Springs service area. We have included this area up to Canal Street and North of S.R. 434/Florida Avenue to Lake Jesup. This area is currently zoned suburban-residential. County zoning designations are A-3; A-5 and A-10 for the area. 441 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-1 SECTION 4 ANALYSIS 4.0 Analysis The expansion of the reclaimed water system with the supplementation or augmentation of surface water from Lake Jesup was analyzed based on the treatability of the Lake Jesup water and the feasibility of the implementation and construction of the distribution system. Based on the City map and other available data and planning sessions with the city staff, there are potentially 11,318 residential units/customers in the service area, of which 1,581 are connected, leaving 9737 potential connections. This number includes all townhomes and condominiums available for service. Current development trends in the City are for higher density townhome/condominium units which have a much lower demand for reclaimed water. We do not believe that all water customers will utilize secondary water for irrigation. Not every lot owner will invest in an in-ground irrigation system and pay the monthly fees associated with irrigation. Also, some customers are in townhomes, apartments and condominiums which will not use reclaimed water to the same extent as single family homes. Therefore, for planning purposes we identified 6,672 future connections (total available units are 8253 minus 1581 existing connections) based on the number of single family detached units within the service area. Using the 80% factor described herein, the planning number for new connections is 5338 future connections. The current reclaimed water usage of the existing customer base averages less than 600 gpd/customer on an annual basis. The usage ranges between 250 and 700 gpd per customer. This was based on a random sampling of existing customer accounts. For planning purposes, we used the higher average to assure that the system has the ability to serve the potential demand. Historically, we have seen a 35-50% participation in retrofit reclaimed water irrigation programs. We have projected an overall average herein of 80% because the trend is for more people to use reclaimed water as a secondary source as acceptance of this grade of water grows. The golf courses, residential irrigation and the public area irrigation, such as the parks, are also beneficial irrigation sites. The percolation ponds and the spray sites are secondary, or backup, disposal sites. The total beneficial irrigation demands yields a projected total demand of approximately 5.0 MGD AADF, including existing reclaimed demand. This figure is based on 600 gpd per customer annual average daily flow; 300 gpd per customer for the wet season flow; and 900 gpd per customer for the dry season flow. It consists of 3.20 MGD AADF future flow (0.8*6672 customers*600 gpd/customer) and 1.8 MGD existing demands. Currently, the two WRF’s can only supply 2.32 MGD based on their average daily flow. The projected supply by 2020 is 2.77 MGD based on projected population growth. The remaining 2.23 MGD AADF, say 2.25 MGD AADF for planning purposes, could be withdrawn from Lake Jesup to supplement the demand. This number should be increased to 4.73 MGD (5.0 MGD AADF * 1.5 dry season peaking factor minus 2.77 MGD effluent available) to account for a higher demand during the dry season. The dry 442 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-2 season will be the time of year where the demand will be the highest and the time of year where supplementation will also be required. This data was cross-checked with the water plant usage. The three water treatment plants combined average approximately 3.784 MGD. Irrigation water can be as much as 30-40% of the potable water usage in a system. By assuming that the water plant irrigation production is 30%, the supplementation from Lake Jesup would need to be approximately 1.135 MGD. However, customers typically use reclaimed water at higher volumes than potable water due to the lower cost. Therefore, the range of supplementation would be a low of 1.135 during the wet season to a high of 4.73 MGD during the dry season (assuming 80% participation and a dry season demand of 900 gpd/customer). We believe the facility should be designed for a 2.25 MGD AADF rate in two phases. In discussions with City staff, it was determined that many older established areas within the western part of the City do not have automatic irrigation systems. This accounts for some of the difference between the projected reclaimed flows versus the actual water plant flows. We expect that the demand for reclaimed water will change the current situation as it will provide a cheaper source of water for irrigation purposes. The different areas were analyzed and discussed with the City to determine the most effective and beneficial sites to add to the system over time. This prioritization is based on expansion of the system from the existing infrastructure outward equally distributed between the two wastewater effluent sources and one augmentation source. It is not based on projected demand or potential for disposal. This maximizes the use of the existing infrastructure. The expansion of the reclaimed water distribution system has been prioritized and is further detailed in Section 5.0. 4.1 Available Artesian Well An artesian well exists within the Parkstone subdivision directly west of the proposed augmentation treatment site. It is located at the east end of Sandringham Court. Attempts have been made by the St. Johns River Water Management District to plug/cap this well, but these efforts have unfortunately failed. However, we believe we can turn this into an advantage for the augmentation system. The water quality of this well is very good. It does not contain solids and the turbidity is low. It can easily be used for irrigational purposes or to supplement the reclaimed water system. We propose a routing of this flow to a new submersible pump station. When demand is high for reclaimed water, this well water can be pumped to the supplementation site and stored in the storage facility for distribution into the reclaimed water system. It is estimated that this well flows at a rate of one (1) million gallons per day. If the flow is not required, it will flow through the off-line submersible pump station and into Lake Jesup as it presently does. The transfer line will be approximately six (6) inches in diameter and will be routed along rights- of-way and easements to the augmentation facility. The line is approximately 3420 lineal feet. At a cost of $50.00/LF, the estimated construction cost is $171,000. 443 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-3 4.2 Distribution System Analysis The demand was incorporated as part of a distribution pipe model known as WaterCAD, a computer hydraulic modeling software. The City’s current reclaimed water piping model was expanded to encompass the entire City. The demand was based on 100% participation over an 8-hour irrigation period. The model was run several times to estimate the necessary pipe sizing, using a maximum pipe velocity of 5 feet per second (fps) as a guideline, and to estimate the required withdrawal from Lake Jesup. The distribution system demand is based on a peak condition to allow the system to operate properly during the dry season. The modeled demands will necessarily be higher than the annual average demands discussed in other Sections of this report. The model was run using a “worst-case”scenario, which assumes all future residential connections use 900 gpd(dry season demand). This scenario, while also assuming a 100% connection rate, produces a reclaimed water demand of approximately 8 MGD. The peak demand would occur during the driest months of the year, when the demands are higher. The system must be capable of supplying water during these seasonal variations. Therefore, the model was run using the peak usage rate of 900 gpd/lot. The model was evaluated using a peak condition of 12 MGD, which assumes 50% of the connections are running over an 8-hour irrigation period. This is equivalent to a peaking factor of 1.5 times the dry season demand. The dry season demand is 1.5 times to AADF, so the combined peaking factor is 2.25. A 50% connection rule was used because of the current SJRWMD water conservation regulations. By spreading the demand equally and designing to conservative criteria, the system can be fully designed and be capable of handling higher flows, velocities, and pressures in localized areas. The model was initially analyzed in a ‘built-out’ scenario. This initial model run served to determine the necessary pipe sizes throughout the system. The next step was to break the system into logical, constructable ‘Phases’. Seven total Phases were developed, as shown on Figure 4-1. The model was then run for each Phase, in sequence, to determine if the pipe sizes required for the ultimate scenario will be adequate for each intermediate scenario. The Phases and modeling results are further detailed in Section 5. 444 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-4 Insert Figure 4-1 here. 445 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-5 4.3 Treatment System Analysis 4.3.1 Reclaimed Water Supply The Water Reclamation Facilities have a combined treatment capacity of 4.082 MGD. They are currently running at approximately 2.32MGD. As the City grows, the wastewater supply to the WRF’s will grow as well. However, if reclaimed water irrigation systems are required on all new developments, more reclaimed water will be required than is generated by each new development, e.g., sewerage flows generated by new households are about one-third of the irrigation demand. Therefore, the needs of the system were determined based on the current supply and potential demand for reclaimed water. Based on the needs previously discussed in Section 3.0 and this section, the total annual average daily demand is estimated to be a approximately 5.0 MGD. This yields a shortage of approximately 2.25 MGD AADF (4.73 MGD dry season as described above) if we are to provide all projected secondary uses (non-potable) with a separate water supply source, a.k.a., reclaimed and augmentation water. The main sources for irrigation water augmentation are: surface water, ground water, or stormwater. One of the purposes of this expansion of the reclaimed water system is to take demand off of the aquifer, which is the primary potable water source for the area. Therefore, using ground water (including shallow wells) as an augmentation source serves no beneficial purpose except in the case of the artesian well described in Section 4.1. Stormwater systems are a viable source of low volume irrigation needs. Most stormwater systems are not designed to hold excess water, which can be used for irrigation. They are not large reservoirs available for use when needed by the demand. They are scattered throughout the City and multiple pump stations and treatment facilities would be required. Further, many stormwater system have no available water or are completely dry during the dry season when the augmentation water would be needed most. The surface water option is the most feasible and beneficial. Central Winds Park, which is owned by the City, borders on Lake Jesup. Property adjacent to the park has been purchased by the City Utility Department. This adjacent property can easily accommodate a Facility to withdraw and treat the surface water to reclaimed water standards to be blended into the existing reclaimed water distribution system. 4.3.2. Treatment of Surface Water The treatment process required on Lake Jesup water would not be a difficult one. The water quality is within normal surface water ranges, and the proposed use is non-potable. Therefore, many chemical parameters can remain unchanged. Nutrient removal would not be required to utilize the surface water for public access irrigation purposes. It is required that the water be safe from a bacteriological standpoint and as such, the suspended solids would have to be reduced so that the 446 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-6 chlorination processes can properly remove (“kill”) the bacteria that may exist in the surface water. The current standards do not require a chlorine residual in the distribution system and even if they did, this would not be difficult to accomplish. Water must meet high-level disinfection criteria prior to leaving the treatment facility or the “Point of Entry” into the distribution system. The treatment process must meet the following criteria to be viable as an augmentation system: 1.Must be flexible in terms of capacity of flow treated and on-off conditions. 2.Must be easily started and usable water must be immediately available to the distribution system. 3.Must be able to withstand extended downtime without adverse affects on treatment. The treatment provided will be low service supply pumps, filtration, transfer pumps, storage, disinfection via the storage tanks and high service distribution pumps. Lake Jesup also acts as a storage reservoir and the treatment facility needs to be designed as an “on-demand” system. We recommend that the facility be operated as a supplemental facility in all aspects. The facility should be connected into the SCADA System and when needed, it will be activated and the pumps will supply flow to the filters. If demand drops off, the system will be automatically shut down. Monitoring of turbidity will be required and if either fails to meet the requirement, the system will be shut down. To accomplish our goals, it will be necessary to have a filter system that can sit idle and then be called into use and also provide a variable rate flow without degradation of filtration ability. We believe the only filters that can achieve this is the fabric disk type filter or the coarse filter membranes suspended in a tank. Further research would be required during the preliminary engineering design phase of this project. We evaluated the pressure disk type filters for another project and found that they could not remove the algae from pond water to a low enough concentration to meet public access criteria. This pond was a “controlled” environment and did not have the TSS contaminants like Lake Jesup. The Turbidity and TSS parameters were much too high to be removed without chemical addition. Further research is required to find the best treatment option. The filter backwash would be sent to the West WRF via the lift station / forcemain system. The backwash generated will depend on the treatment process and will also need to be evaluated during preliminary design. 4.3.2.1 Filtration Evaluation 447 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-7 Plastic Disk Screens – Two years ago we tested a product in Eustis on a reclaimed water holding pond. This was a hypalon lined pond at their hayfield disposal site. The disc filter was an in-line pressure filter system. The discs are plastic and separation occurs by serrations in the discs. During filtration, the discs are compressed together and they expand during backwashing. This system cannot produce turbidity levels below 5 TSS. Much of the algae in the pond was forced through the openings and not separated. TSS levels “in” were 30-35 mg/l and “out” were 10-15 mg/l. This product would not be acceptablefor our needs on this project. Stainless Steel Filter Screens – Two years ago we tested a stainless steel filter screen at the East WRF. This product was used on the effluent from the holding pond. It did not produce satisfactory results. Pressure Stainless Steel Screens – This is a similar product to the plastic disk screen and has the same problem of pushing solids through the screen under pressure. Fabric Covered Disk Filters – The City of Eustis main wastewater treatment plant has fabric disk filters by Aqua Aerobics. These have been in place for several years and are operating with no problems. We believe this type of filter meets the criteria above and we also know they can meet a 5 TSS criteria. The filters can sit inactive for long periods of time with no adverse affects. When placed out-of-service, they must be backwashed/cleaned and placed on standby. Dyna-Sand – These filters were eliminated from further consideration because they need to be constantly operated to prevent them from “binding”. They work on the principle of a fluidized bed and if they are left alone, the media has a tendency to “solidify”. We do not recommend this filtration system for this project. Gravity Sand Filters – These filters were also eliminated from further consideration because they need to be constantly operated to prevent them from “binding”. We do not recommend this filtration system for this project. Membranes – Membranes are used on a variety of project and we believe they can be used for this application as well. They are a viable candidate and can be left in the “wet” condition and operated when needed. Further consideration should be given to this product. 4.3.3 Lake Jesup Augmentation The Lake Jesup water quality was evaluated to determinate what kind of treatment is necessary before it can be pumped into the network. To complete this objective the last 6 years physical-chemical data reports for this water was analyzed. The data was supplied by the St. Johns Rivers Water Management District (SJRWMD) and it corresponds to the daily data of the samples taken in seven different points around the lake from 1997-2002. The data includes the values for the pH, TSS, 448 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-8 TDS, Chloride, and Sulfate. This data is attached in Appendix A. Monthly and annual averages as well as seasonal variations were analyzed for each parameter. These parameters were then compared against the minimum requirements set forth by the Florida Department of Environmental Protection. FDEP requires that all waters entering reclaimed water systems must meet the same standards as the wastewater facility permit. The FDEP requires high-level disinfection and Total Suspended Solids reduction to meet the public access reuse criteria (62- 610.472(3)a1). Another criteria is to compare these values with the Secondary Drinking Water Standards and is shown in Table 4-1. It compares the quality of the surface water to secondary drinking water standards. Also shown in Table 4-1 is each parameters average, dry, and wet season value as accumulated by the SJRWMD. The total dissolved solids (TDS) value averages between 550 to 750 mg/L throughout the year. The TDS typically peaks at around 750 mg/L during the June and July summer season. This timeframe also presents the highest peaks of the year, with the highest recorded value being almost 1200 mg/L. The annual average TDS concentration is approximately 630 mg/L. The secondary drinking water standard value for this parameter is a maximum of 500 mg/L. Sulfates average between 40 and 80 mg/L per month with an annual average of approximately 61 mg/L. The secondary drinking water standard value is 250mg/L. There were no samples in the seven year period that exceeded the secondary drinking water standard. Chlorides average between 170 and 340 mg/L per month with an annual average of approximately 250 mg/L. The secondary drinking water standard value for chlorides is 250 mg/L. This standard is typically exceeded from March to August. The maximum recorded value was close to 500 mg/L. Chlorides could be a problem because high chlorides have an adverse effect on vegetation. The TSS value averages between 20 to 65 mg/L per month with an annual average of approximately 35 mg/L. The FDEP standard value for TSS is 5 mg/L. The TSS typically peaks in June with a recorded high of 97 mg/L. The treatment system needs to be capable of reducing the TSS by 31 mg/L on average and by 61 mg/L during peak conditions. The pH of the water is typically between 8.0 and 9.5 throughout of the year. During the summer season the pH increases to a maximum of 9.5. The secondary drinking water standard for pH is between 6.5 and 8.5. All of the parameters show a tendency to peak around June-July and reach a low point around November-December. Overall, the treatability of the water from Lake Jesup to non-potable public access irrigation standards is good. Options to treat this water to FDEP standards is further discussed herein. Irrigation demand is generally 449 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4-9 lower in June/July due to rainfall and therefore, the augmentation system would not be fully utilized during this timeframe. 450 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4- 10 Table 4-1. Lake Jesup Water Quality Data Parameter Units Secondary Drinking Water Levels Average Dry Season Wet Season Field PH 6.5-8.5 8.69 9.43 7.89 Total Suspended Solids mg/l 5 35.43 65.49 20.63 Chloride mg/l 250 250.11 338.38 176.06 Sulfate mg/l 250 61.12 81.04 40.78 Total Dissolved Solids mg/l 500 631.46 753.09 543.80 This water quality data represents key water quality indicators and by no means represents all the possible contaminants that could be in the surface water. This available data, however, does provide us with the ability to decide if surface water augmentation from Lake Jesup is feasible. We believe that these parameters indicate that Lake Jesup water can be used as an augmentation source and that they may supply the needs of the City without adverse affects on the reclaimed water system. None of these known parameters are at consistent high level concentrations that would cause any known effects on landscape plants or grasses. Many people utilize lake and storm waters for landscape irrigation without any treatment. This water should substitute directly for reclaimed water. Lake Jesup is not a typical source of surface water. Water quality parameters tend to be on the higher side of concentrations and are bumping up against the concentrations that cause agricultural concerns. Generally, chloride buildup in the soil may have an adverse effect on plants. The literature indicates that chlorides less than 500 mg/l and TDS less than 1000 mg/l will not have an adverse effect on plants. In addition, this water will be blended with effluent from the Water Reclamation Facilities. The annual average values are within normal tolerant ranges. 4.4 Reclaimed Storage The recommended storage capacity is four (4) million gallons and is equivalent to one day’s flow rate. The storage will be matched to the flow rate by two phases. Each phase will include a two (2) million gallon storage tank. Storage allows the treatment facilities to operate over a 24-hour period and the distribution system to operate over a demand period of shorter duration. Current water conservation regulations do not allow irrigation between the hours of 10 A.M. to 4 P.M. and only twice per week. This is the even/odd cycle. This leaves too many days unused and an inefficient way of sizing equipment because there are three days left over in every week. Irrigation is allowed over 10 hours, but many households like to water in the morning hours; typically before 9 A.M. and after 1 A.M. (an eight-hour 451 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 4- 11 window). New rules are proposed that may revise current regulations especially concerning the days of allowable irrigation. The goal of the City would be to have the demand spread evenly over the longest cycle. Irrigation of reclaimed water (including supplementation) is allowed 24 hours per day provided there is a sign on the property indicating that reclaimed water is being used. 4.5 Site Plan Figure 4.2 shows a preliminary site plan for an equipment building, filtration, transfer pump station, access driveway, two (2) two-million gallon storage tanks and five (5) distribution pumps (can turbines). Chlorination, if required, will be fed directly into the ground storage tanks. As described elsewhere in this report, the improvements will be constructed in two phases. 452 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-1 SECTION 5 SYSTEM EXPANSION 5.0 System Expansion As discussed in Section 4, the expansion of the system to supply reclaimed or alternate source water throughout the City was divided into ten Phases. This Section will discuss the necessary facility improvements and the necessary infrastructure (piping) improvements. These improvements will be correlated to each other to provide a cohesive picture of how the system will develop through the Phases. 5.1 Treatment System Expansion The withdrawal and treatment of surface water from Lake Jesup can be implemented in Phases according to the amount of augmentation water required. Based on data obtained from the City, the system currently would benefit from augmentation water. After completion of the seven distribution system expansion Phases, the ultimate projected augmentation quantity is 2.25 MGD AADF. Two 1.125 MGD Treatment Phases are proposed to meet the needs of the City as further described below. To withdraw augmentation water from Lake Jesup and put it in the reclaimed water distribution system requires treatment as described in Section 4.2.2. Most of the augmentation will occur during the dry season, therefore the augmentation facility must be designed based on the treatment levels in Table 5-1. Table 5-1. Lake Jesup Water Quality Data / Removal Criteria Parameter Units Required Levels Pre- Treatment Levels % Removal Field PH N/A 9.4 Total Suspended Solids mg/l 5 65 92.4 Chloride mg/l N/A 338 Sulfate mg/l N/A 81 Total Dissolved Solids mg/l N/A 753 The Lake Jesup water will have to be treated to public access and high-level disinfection standards, requiring filtration and disinfection. The augmentation facility will need the following components: surface water withdrawal pumping station; coagulation; filtration system; disinfection system; and distribution pumping station. 453 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-2 Phase A The first Phase of the augmentation system will have a capacity of 1.125 MGD AADF. The augmentation site will be located in Central Winds Park as shown in Figure 2-1 and will consist of the following components: 1. Surface water withdrawal pumping station. The pumping station will be designed to withdraw 1.125 MGD AADF from Lake Jesup. The suction piping can be laid horizontally into the Lake. Measures should be provided to prevent clogging by fish, algae growth, etc. of the suction/inlet pipe. 2. The surface water shall be filtered to meet reuse requirements as specified by the Florida Department of Environmental Protection. 3. The disinfection system must meet high-level disinfection criteria as required by FDEP. We believe this can be met by the wet wells and storage system. Phase A would have a capacity of 1.125 MGD AADF and is estimated to cost approximately $2,646,420, as detailed in Table 5-2. Table 5-2. Treatment Facility Costs ITEM Total Cost Mobilization/Site work (5%) $100,000 Low Service Supply Pump (3 pumps) $75,000 Coagulation Chemical Feed $50,000 Filtration $250,000 Wetwells / Tanks $200,000 Disinfection System $50,000 Artesian Well Pump Station $75,000 Artesian Supply Line $171,000 Electrical/Control Building $30,000 SCADA $25,000 Electrical $105,000 Storage – 2.0 MG $750,000 Distribution Pump Station (3 can pumps) $150,000 Residual Backwash Pump Station $75,000 Contingency (10%)$200,000 Design/Survey (7%)$140,420 Legal/Administrative/etc.(5%)$100,000 Construction Administration (5%) $100,000 TOTAL $2,646,420 454 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-3 Phase B Phase B should be constructed as a duplicate parallel facility to Phase A, as shown in Figure 4-2. Several items do not require duplication. The costs are estimated to be $1,610,400 and are shown in Table 5-3 with no increase due to inflation. Table 5-3. Treatment Facility Costs ITEM Total Cost Mobilization/Site work (5%) $61,000 Low Service Supply Pump (2 pumps) $50,000 Filtration $250,000 SCADA $15,000 Electrical $55,000 Storage – 2.0 MG $750,000 Distribution Pump Station (2 can pumps) $100,000 Contingency (10%)$122,000 Design/Survey (7%)$85,400 Legal/Administrative/etc.(5%)$61,000 Construction Administration (5%) $61,000 TOTAL $1,610,400 5.2 Distribution System Expansion Table 5-4 lists the proposed expansion Phases and the projected demand of each Phase. The following analysis assumes that connection will not be mandatory and 80% of the connections will be made and reclaimed water will actually be used at the projected rate. The cost of constructing additional distribution systems is based on an average of $2500 per connection and includes piping, restoration and services and meters. Table 5-4. Distribution System Expansion Phases Year Phase Potential Connec- tions Percent Connected Connections Peak Demand (MGD) Average Demand (MGD) Cumulative Demand (MGD) Existing 2.400 1.800 1.800 2008 1 1024 80 819 0.737 0.491 2.291 2010 2 1001 80 800 0.720 0.480 2.771 2012 3 1029 80 823 0.741 0.494 3.265 2014 4 1021 80 817 0.735 0.490 3.755 2016 5 1029 80 823 0.741 0.494 4.249 2018 6 946 80 757 0.681 0.454 4.703 2020 7 622 80 498 0.448 0.299 5.000 TOTAL 6672 5338 5.660 4.530 5.000 455 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-4 Phase A of the augmentation treatment plant will last through the end Phase 3 (WRF flow 2.3 MGD and augmentation flow of 1.125 MGD equals 3.425 MGD) of the distribution system expansion. In 2012, Phase B of the augmentation facilities would be constructed. Phase 1 This Phase will be constructed to meet the demand created by 1024residential lots. The total demand is estimated to be an average of 491,520 gallons per day. Table 5-5 lists the developments included in this Phase and the seasonal demands. In coordination of the construction of Phase 1 of the distribution system, Phase A of the Lake Jesup Augmentation Facility should be constructed. Table 5-5. Phase 1 – Capacity Data (80% Connected) SUBDIVISION NAME Total Lots Average Flow/ Unit (gpd) Dry Season Flow/ Unit (gpd) Wet Season Flow/ Unit (gpd) Average Flow (gpd) Dry Season Flow (gpd) Wet Season Flow (gpd) Arbor Glen (Tusc. Parcel 90) 38 600 900 300 22,800 34,200 11,400 Carrington Woods 76 600 900 300 45,600 68,400 22,800 Chestnut Estates 49 600 900 300 29,400 44,100 14,700 Davenport Glen 70 600 900 300 42,000 63,000 21,000 Glen Eagle 257 600 900 300 154,200 231,300 77,100 Highlands Sec. 3 26 600 900 300 15,600 23,400 7,800 Highlands Section 7-8 58 600 900 300 34,800 52,200 17,400 North Orlando Terrace Sec 3-5 155 600 900 300 93,000 139,500 46,500 Oak Forest Unit 4 75 600 900 300 45,000 67,500 22,500 Oak Forest Unit 5 94 600 900 300 56,400 84,600 28,200 Tuskawilla Unit 12/12A 87 600 900 300 52,200 78,300 26,100 Tuskawilla Unit 13 39 600 900 300 23,400 35,100 11,700 Total 1024 614,400 921,600 307,200 80% factor 819 491,520 737,280 245,760 The cost of this Phase is estimated to be $2,047,500. 456 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-5 Phase 2 This Phase will be constructed to meet the demand created by 800 residential lots. The total demand is estimated to be an average of 480,000 gallons per day. Table 5-6 lists the developments included in this Phase and the seasonal demands. Table 5-6 Phase 2 – Capacity Data (80% Connected) SUBDIVISION NAME Total Units Average Flow/ Unit (gpd) Dry Season Flow/ Unit (gpd) Wet Season Flow/ Unit (gpd) Average Flow (gpd) Dry Season Flow (gpd) Wet Season Flow (gpd) Chelsea Woods – South 135 600 900 300 81,000 121,500 40,500 Highlands Sections 4-5 131 600 900 300 78,600 117,900 39,300 North Orlando 1st Addition 95 600 900 300 57,000 85,500 28,500 North Orlando Terrace Sec 8-9 Unit 2 123 600 900 300 73,800 110,700 36,900 Oak Forest Unit 3 114 600 900 300 68,400 102,600 34,200 Oak Forest Unit 8 131 600 900 300 78,600 117,900 39,300 Tuscawilla Unit 11A/11B 72 600 900 300 43,200 64,800 21,600 Tuscawilla Unit 8 78 600 900 300 46,800 70,200 23,400 Wildwood – East 122 600 900 300 73,200 109,800 36,600 Total 1001 600,600 900,900 300,300 80% factor 800 480,000 720,000 240,000 The infrastructure cost of this Phase is estimated to be $2,000,000. 457 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-6 Phase 3 This Phase will be constructed to meet the demand created by 823 residential lots. The total demand is estimated to be an average of 617,400 gallons per day. Table 5-7 lists the developments included in this Phase and the seasonal demands. Table 5-7 Phase 3 – Capacity Data (80% Connected) SUBDIVISIONS Total Units Average Flow/ Unit (gpd) Dry Season Flow/ Unit (gpd) Wet Season Flow/ Unit (gpd) Average Flow (gpd) Dry Season Flow (gpd) Wet Season Flow (gpd) Bear Creek Estates 67 600 900 300 40,200 60,300 20,100 Foxmoor Unit 1 81 600 900 300 48,600 72,900 24,300 Highlands Section 1 117 600 900 300 70,200 105,300 35,100 North Orlando 113 600 900 300 67,800 101,700 33,900 North Orlando Terraces Unit 3 74 44,400 66,600 22,200 North Orlando Terraces Unit 6 48 600 900 300 28,800 43,200 14,400 Oak Forest Unit 6 154 600 900 300 92,400 138,600 46,200 Oak Forest Unit 7 93 600 900 300 55,800 83,700 27,900 Tuscawilla Unit 11 28 600 900 300 16,800 25,200 8,400 Tuscawilla Unit 6 90 600 900 300 54,000 81,000 27,00 Tuscawilla Unit 9/9A 88 600 900 300 52,800 79,200 26,400 Tuscawilla Unit 9B 76 600 900 300 45,600 68,400 22,800 Total 1029 617,400 926,100 308,700 80% factor 823 493,920 740,880 246,960 The infrastructure cost of this Phase is estimated to be $2,057,500. 458 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-7 Phase 4 This Phase will be constructed to meet the demand created by 817 residential lots. The total demand is estimated to be an average of 490,080 gallons per day. Table 5-8 lists the developments included in this Phase and the seasonal demands. In coordination of the construction of Phase 4, construction of Phase B of the Lake Jesup Augmentation Facility is necessary and construction will start during the prior year. Table 5-8 Phase 4 – Capacity Data (80% Connected) SUBDIVISIONS Total Units Average Flow/ Unit (gpd) Dry Season Flow/ Unit (gpd) Wet Season Flow/ Unit (gpd) Average Flow (gpd) Dry Season Flow (gpd) Wet Season Flow (gpd) Arrowhead Unit 1 (Northern Way 6 600 900 300 3,600 5,400 900 Bentley Green/Club 66 600 900 300 39,600 59,400 19,800 Chestnut Ridge 52 600 900 300 31,200 46,800 15,600 Fairway Oaks 72 600 900 300 43,200 64,800 21,600 Foxmoor East 35 600 900 300 21,000 31,500 10,500 Foxmoor Units 2-3 190 600 900 300 114,000 171,000 57,000 Jackson Circle 10 600 900 300 6,000 9,000 3,000 Oak Forest Units 2/2A2B 163 600 900 300 97,800 146,700 48,900 St Johns Landing 31 600 900 300 18,600 27,900 9,300 The Reserve at Tuscawilla Ph 1-2 92 600 900 300 55,200 82,900 27,600 Tuscawilla Trace 24 600 900 300 14,400 21,600 7,200 Tuscawilla Unit 7 79 600 900 300 47,400 71,100 23,700 Walden Terrace 63 600 900 300 37,800 56,700 18,900 Winter Springs Unit 4 – East 138 600 900 300 82,800 124,200 41,400 Total 1021 612,600 918,900 305,400 80% factor 817 490,080 735,120 244,320 The infrastructure cost of this Phase is estimated to be $2,042,500. 459 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-8 Phase 5 This Phase will be constructed to meet the demand created by 823 residential lots. The total demand is estimated to be an average of 479,520 gallons per day. Table 5-9 lists the developments included in this Phase and the seasonal demands. Table 5-9 Phase 5 – Capacity Data (80% Connected) SUBDIVISIONS Total Units Average Flow/ Unit (gpd) Dry Season Flow/ Unit (gpd) Wet Season Flow/ Unit (gpd) Average Flow (gpd) Dry Season Flow (gpd) Wet Season Flow (gpd) North Orlando 2nd Addition 165 600 900 300 81,000 148,500 49,500 North Orlando Ranches 8-10 291 600 900 300 174,600 261,900 87,300 Oak Forest Unit 1 114 600 900 300 68,400 102,600 34,200 Wicklow Greens 48 600 900 300 28,800 43,200 14,400 Winter Springs Unit 4 – West 383 600 900 300 229,800 344,700 114,900 Woodstream 28 600 900 300 16,800 25,200 8,400 Total 1029 599,400 926,100 308,700 80% factor 823 479,520 740,880 246,960 The infrastructure cost of this Phase is estimated to be $2,057,500. 460 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-9 Phase 6 This Phase will be constructed to meet the demand created by an estimated 80% of the 757 residential lots. The total demand is estimated to be an average of 195,200 gallons per day. Table 5-10 lists the developments included in this Phase and the seasonal demands. Table 5-10 Phase 6 – Capacity Data (80% Connected) SUBDIVISIONS Total Units Average Flow/ Unit (gpd) Dry Season Flow/ Unit (gpd) Wet Season Flow/ Unit (gpd) Average Flow (gpd) Dry Season Flow (gpd) Wet Season Flow (gpd) Mt Greenwood Unit 1 73 600 900 300 43,800 65,700 21,900 Mt Greenwood Unit 5 150 600 900 300 93,600 140,400 46,800 North Orlando 4th Addition 218 600 900 300 130,800 196,200 65,400 North Orlando Ranches Sec 1 (Bahama) 22 600 900 300 13,200 19,800 6,600 North Orlando Ranches Sec 2/2A 221 600 900 300 132,600 198,900 66,300 North Orlando Ranches Sec 3- 5 60 600 900 300 36,000 54,000 18,000 Winter Springs Units 2-3 202 600 900 300 121,200 181,800 60,600 Total 946 571,200 856,800 285,600 80% factor 757 456,960 685,440 228,480 The infrastructure cost of this Phase is estimated to be $1,892,500. 461 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-10 Phase 7 This Phase will be constructed to meet the demand created by 498 residential lots. The total demand is estimated to be an average of 298,560 gallons per day. Table 5-11 lists the developments included in this Phase and the seasonal demands. Table 5-11. Phase 7 – Capacity Data (80% Connected) SUBDIVISIONS Total Units Average Flow/ Unit (gpd) Dry Season Flow/ Unit (gpd) Wet Season Flow/ Unit (gpd) Average Flow (gpd) Dry Season Flow (gpd) Wet Season Flow (gpd) Dunmar 20 600 900 300 12,000 18,000 6,000 North Orlando Ranches Sec 1/1A/1B 115 600 900 300 69,000 103,500 34,500 North Orlando Ranches Sec 6-7 84 600 900 300 50,400 75,600 25,200 Parkstone 396 600 900 300 237,600 356,400 118,800 Tuscawilla Unit 5 7 600 900 300 4,200 6,300 2,100 Total 622 373,200 559,800 186,600 80% factor 498 298,560 447,840 149,280 The infrastructure cost of this Phase is estimated to be $1,245,000. 462 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 5-11 Table 5-12 is a compilation of the data of Sections 3, 4 and 5, showing the available effluent, projected demand (ADF and Peak) and the augmentation required to meet the demands. The projected demands for irrigation water includes an existing value of 1.8 MGD AADF and 2.4 MGD dry season demand for existing residential customers, the two golf courses and the Central Winds Park demands. Table 5-12. Augmentation Needs Year Ending September 30 Irrigation Phase Lake Jesup Phase Effluent Available Average Reclaim Needed Augmentation Needed (Average) Peak Reclaim Needed Augmentation Needed (Dry Season) 2005 2.32 1.8 N/A 2.4 N/A 2006 2.35 1.8 N/A 2.4 N/A 2007 A 2.37 1.8 N/A 2.4 N/A 2008 1 2.40 2.29 0 3.14 0.74 2009 2.43 2.29 0 3.14 0.71 2010 2 2.46 2.77 0.31 3.86 1.40 2011 2.49 2.77 0.28 3.86 1.37 2012 3 2.52 3.27 0.75 4.60 2.08 2013 B 2.55 3.27 0.72 4.60 2.05 2014 4 2.58 3.76 1.18 5.33 2.75 2015 2.61 3.76 1.15 5.33 2.72 2016 5 2.64 4.25 1.61 6.07 3.43 2017 2.68 4.25 1.57 6.07 3.39 2018 6 2.71 4.70 1.99 6.75 4.04 2019 2.74 4.70 1.96 6.75 4.01 2020 7 2.77 5.00 2.23 7.20 4.43 463 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 6-1 SECTION 6 PERMITTING 6.0 FDEP The FDEP is responsible for permitting the use of the treated lake water as a supplemental source for use within the reclaimed water system. FDEP will review the process equipment and design and check for compliance with the provisions of the Reclaim Water Rules. We must go through this process because we are blending the lake water with reclaim water from two treatment facilities. FDEP will be concerned with the water quality and that the supplemental water use will not cause a violation of the wastewater permits. 6.1 SJRWMD A Consumptive Use Permit is required from SJRWMD. They will evaluate the proposed volume of water being withdrawn from the lake and determine the acceptable amount by permit. They will also look at the secondary effects of reducing the water flow in Lake Jesup and the effects of withdrawal during low seasonal flows. We recommend a preliminary meeting with SJRWMD to discuss this report and the future plans of the City. We need to develop a dialogue with the District and have both parties work toward a positive goal of reducing groundwater demand and increasing lower quality water for irrigation. We also recommend involvement of the public at a very early stage in this process. 464 City of Winter Springs – Reclaimed Water Augmentation Study Page No. 7-1 SECTION 7 CONCLUSIONS AND RECOMMENDATIONS 7.0 Conclusions and Recommendations The project is feasible and would provide the City with a secondary source of water. The project would reduce groundwater withdrawals, thereby providing good potable groundwater in the future. We recommend that the City pursue the following: 1)Discussion with SJRWMD on the project and coordination with “The Friends of Lake Jesup”. 2)Proceed with an application of a Consumptive Use Permit. 3)Upon approval, proceed with pilot testing of the recommended treatment options. 4)Proceed with a design with known data from pilot testing. 5)Proceed with design(s) to expand the reclaimed distribution system. 465 REGULAR AGENDA ITEM 503 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE City of Winter Springs Parks and Recreation Master Plan SUMMARY The Florida Department of Economic Opportunity through the Bureau of Community Planning and Growth received funds to provide Community Planning & Technical Assistance Grants to local governments and regional planning councils. The purpose is to assist in the development of economic strategies, meet requirements of the Community Planning Act, address critical planning issues, and promote innovative solutions to challenges identified by local government applicants. On August 7, 2020, the City received notification that Winter Springs was one of 22 local governments and four regional planning councils to receive the Community Planning Technical Assistance Grant. The grant award was for $49,000 and was awarded to create a parks and recreation master plan to offer recreation projects and programs, including biking and pedestrian opportunities. This grant was for FY21/22 and was awarded on a cost reimbursement. On September 28, 2020, The City Commission approved acceptance of the Community Planning Technical Assistance Grant in the amount $49,000. The Community Development Department moved forward with the East Central Florida Reginal Planning Council (ECFRP) for the drafting of the Parks and Recreation Master Plan. The ECFRP attended and was provided additional input at the February 2nd, 2020 Parks and Recreation Advisory Committee Regular Meeting and the Bicycle and Pedestrian Committee Regular Meeting. The ECFRP conducted an online survey and provided the survey results at the Community Workshop on March 11, 2020. In addition, during the Community Workshop, the ECFRP conducted mapping exercises pertaining to the parks, bike and pedestrian infrastructure, and more for additional input from the residents. The ECFRP has completed the Parks and Recreation Master Plan and has fulfilled the Florida Department of Economic Opportunity (FLDEO) requirements of the Community Planning Technical Assistance Grant. Once accepted by the City Commission, the Community Development Department shall provide the FLDEO with the final version. 466 RECOMMENDATION Staff recommends the City Commission review and accept the Parks and Recreation Master Plan. 467 468 Table of Contents Introduction……………………………………………………………….……...………………………..1 About Winter Springs and the ECFRPC……………………...…………………2 Goals and Objectives………………………………….…………...………………………….....3 Park Recommendations……………...………..……………………………...……...……….4 Bicycle and Pedestrian Opportunities…………………..…………….……...19 Appendix……………………………………………………………………………....…………….……...31 469 This document is the City of Winter Springs Parks and Recreation Master Plan. It is the final component of the overall project that consisted of an Existing Conditions Analysis, Economic Analysis, and a Public Engagement survey and meeting. The Master Plan will serve as a guide for future Parks and Recreation decisions regarding park improvements, program enhancements, and bicycle and pedestrian opportunities. The bicycle and pedestrian opportunities section will provide an update to the existing conceptual bicycle/pedestrian map and will address the City’s top five priority focus areas with recommendations. The recommendations put forth in this Master Plan align with goal of the Recreation and Open Space Element of the Comprehensive Plan to provide adequate open space, parks, and recreation facilities to enable high quality participation for all residents and visitors. Introduction 1 470 The City of Winter Springs is located in Seminole County and bounded by Lake Jesup to the north, the City of Oviedo to the east, the City of Longwood to the west, and the City of Casselberry/Unincorporated Seminole County to the south. Winter Springs has experienced dramatic growth since its inception in the mid-20th century. In 1959, the land located south of Lake Jessup was officially incorporated as North Orlando. At that time, only 600 people resided in that area. Thirteen years later, the City changed its name to Winter Springs. Today, the population has grown to nearly 40,000 citizens. There are 58 neighborhoods within that City that is supported by eight public schools and 15 city parks. The Town Center was designed and strategically built in the early 2000’s to establish a downtown core for residents. The development includes traditional urban design conventions and hosts squares, parks, and mixed-used architecture. The Cross Seminole Trail, one of the region’s premier multi-use trails, weaves through Winter Springs and its Town Center. Winter Springs has been ranked among the best places to live in the United States and has held the distinction of Arbor City for over 30 years. About Winter Springs Established in 1962 as an area-wide association of local governments, the East Central Florida Regional Planning Council is one of Florida’s ten regional planning councils. Council staff provides technical assistance in the areas of land use and environmental plan- ning, emergency preparedness, geographic information systems (GIS), health, housing, urban design, transportation and economic and fiscal analysis, among others. Because of the ECFRPC, member governments have received more than $13.8 million in federal and state grants since 2011. This represents a return on investment of $3.59 for every dollar paid in assessments. The ECFRPC covers eight counties in east central Florida, including Brevard, Lake, Marion, Orange, Osceola, Seminole, Sumter and Volusia. These eight counties include 78 member towns and cities. ECFRPC staff has expertise in a variety of areas including land use and environmental planning, urban design, geographic information systems (GIS), transportation studies, comprehensive planning, health, resiliency, economic analysis and emergency management. The ECFRPC's work has won numerous awards at the local, statewide and national levels. About the East Central Florida Regional Planning Council 2 471 The City of Winter Springs outlines the Goals and Objectives in their Recreation and Open Space Element of the Comprehensive Plan. Goal 1: To provide adequate open space, parks and recreation facilities to enable high quality participation for all residents and visitors Objective 1.1: To sure that the City has an adequate acreage of park lands and open space, the City shall utilize Lev- el of Service Stands (LOS). Objective 1.2: The City should work to expand the existing Cross Seminole Trail system to include a network of City trails, thereby improving access for pedestrians and cyclists to schools, open spaces, and businesses and for the additional public outdoor recreation opportunities trail provide. Objective 1.3: The City shall determine the recreational preferences and needs of City residents. Objective 1.4: All City parks shall be maintained and improved in a manner that is consistent with the needs of the City residents, and which maximizes the potential of the individual recreation facilities. Objective 1.5: The City shall provide and maintain appropriate, operational park and recreation access for all seg- ments of the City population. Objective 1.6: The City shall encourage the preservation and use of private lands for park and recreation facilities and open space. Objective 1.7: The City shall continue coordination efforts with agencies and developers to provide quality devel- opment of recreation areas, and to avoid duplication of recreation facilities including provisions for joint use of fa- cilities, and to meet the recreation demands of the City’s citizens. Goals and Objectives 3 Full list of Goals, Objectives, and Policies is located in the Appendix Section. 472 Title Page: Park Recommendations 4 473 The following pages will provide recommendations for the parks within the City of Winter Springs. The recommendations for each park were gathered from the Existing Conditions Analysis, Economic Analysis and the Public Engagement portions of the master planning process. The MetroQuest survey and public meeting held on March 11, 2021 provided valuable input from residents about the direction of the City’s parks and recreation vision. This included hundreds of comments submitted through the online survey and the participation at the public meeting. The parks and recreation assets in this section include: Sunshine Park, Torcaso Park, Central Winds Park, Mount Trotwood Park, Blumberg Park, Fruitwood Park, Oak Hollow Park, Bear Creek Nature Trail, Winding Hollow Park, Sam Smith Memorial Park, Moss Park, Ranchlands Park, and the Dog Park. The City of Winter Springs is not currently considering land acquisitions for future park and recreation amenities. The park-specific pages will include information about current amenities and programming offered at that location. A list of general recommendations and their connection to the City of Winter Springs’ Comprehensive Plan will also be included, as well a future programming recommendations. 5 Park Recommendations 474 Central Winds Park 100 Central Winds Drive, Community Park, 103 acres Sporting Fields • Pavilions • Green Space • Fishing Pier • Playground Concessions Fish Winter Springs • Celebration of Freedom • Movies in the Park Hometown Harvest • National Night Out • Winter Wonderland • Scottish Highland Games • Babe Ruth Opening Day • Egg-Citing Egg Hunt • Kraze & Krush Soccer • Pop Warner Football • Orlando Baseball Association Central Florida Soccer League • Orlando Flag Football • Orlando Ultimate Frisbee 6 Art installation located in public park. 475 Dog Park 900 E. State Road 434, Neighborhood Park, 2.3 acres Pavilions • Green Space Pawfection Dog Training 7 Synthetic turf can be used to lower maintenance costs and prolong aesthetic charm. Turfed areas do not require watering, pruning and general yard care such as applying harmful pesticides. A dog park with synthetic turf creates a mud-free and allergen free environment for pets and owners. 476 Blumberg Park 150 Tuskawilla Road, Community Park, 1.7 acres Green Space • Fountain • Seating Veteran’s Day Tribute • Explore Outdoors 8 Blumberg Park received little-to-no input from the public survey or meeting. Although expanding the park is not a consideration, there are opportunities to introduce small, but positive changes. Given Blumberg Park’s direct access to the Cross Seminole Trail and newly built parking lot, there is potential to establish a robust trailhead. The inclusion of bicycle racks, air pumps, water fountains, and wayfinding/maps could increase ridership and Town Center visits. 477 Sam Smith Memorial Park 1562 Winter Springs Boulevard, Neighborhood Park, 8 acres Sporting Fields • Pavilions • Green Space • Playground • Waterfront N/A Expanding the waterfront by developing a dock, such as the one pictured, can allow park-users to access better views of the lake and create an area to fish. 9 Parks located alongside waterfronts can provide a variety of opportunities for residents. Walkways, seating areas, and docks can grant park-users improved perspectives of the lake and access to fishing. Sam Smith Park can improve its already-tranquil environment by expanding the waterfront and developing a dock or boardwalk amenity. 478 Bear Creek Nature Trail 1535 Winter Springs Boulevard, Neighborhood Park, 8.7 acres Green Space • Walking Path N/A 10 Bear Creek Nature Trail is arguably the most untouched native Florida land in Winter Springs. It features a one-mile walking path with lush oak canopies. The City could partner with local envi- ronmental education programs to provide learning opportunities for youth and adults. Outdoor learning classrooms can equip residents with hands-on learning experiences such as hiking, plant identification, and conservation techniques. Seminole County Natural Lands programs currently offers environmental education programs for a variety of areas within the County. 479 Torcaso Park 104 North Moss Road, Community Park, 7.8 acres Sporting Fields • Pavilions • Green Space • Dock • Playground Fitness Stations • Splash Pad N/A 14 Constructing a pavilion on the north side of the lake could provide Torcaso Park with additional seating and a robust event space. This space could supplement future sporting facilities or be used as a meeting space for groups 480 Mount Trotwood Park 701 Northern Way, Community Park, 28 acres Sporting Fields • Pavilions • Green Space • Fishing Pier • Playground Splash Pad Food Truck Artisan Fair • Kettle Belles Fitness • Telescopes at Trotwood Yoga in the Park 11 City officials have discussed incorporating parallel parking along the current vehicle path (represented by red line). Mount Trotwood Park is a popular spot for Winter Park residents and it is continuing to grow. The park may be the future home to new Pickleball courts, one of the fastest growing sports in America. The City is looking to expand parking by allowing parallel parking along the vehicle path. This could alleviate parking concerns while not decreasing greenspace use for vehicles. 481 Oak Hollow Park 1237 Winding Chase Boulevard, Mini- Park, 1 acres Green Space • Playground N/A 12 Oak Hollow Park is a bare-bones linear park. Located between neighborhoods, the park offers a small playground, greenspace, and seating. The park could be upgraded to include additional compact playground equipment, synthetic turf, and more lighting to increase safety and awareness. 482 Sunshine Park 400 N Edgemon Drive, Community Park, 10.2 acres Sporting Fields • Pavilions • Green Space • Civic Center • Therapy Pool Line Dancing • Camp Sunshine Summer Camp • Father Daughter Dance 13 The Senior Center, located within Sunshine Park, is already a hub for senior residents of Winter Springs. Adding more programming and amenities can assist in increasing health and wellbeing while promoting an active lifestyle. 483 Moss Park 314 South Moss Road, Neighborhood Park, 2.3 acres Green Space • Sporting Courts • Playground N/A 15 Not only can parks be used for relaxation and tranquility, but also for maintaining physical fitness and mental well-being. Fitness stations at parks provide residents with opportunities to stretch and use their body for exercise. Minimal space is needed to place fitness equipment, such as pull-ups bars and other low-impact exercise equipment. 484 Fruitwood Park 601 Fruitwood Avenue, Mini-Park, 0.3 acres Green Space • Swing Set N/A 16 Fruitwood Park is a small amenity, measuring just 0.3 acres, and is tucked far into residential development. A few minor improvements to this park can go a long way. Additional lighting can in- crease awareness and safety. Resurfacing the current playground floor with synthetic rubber can prolong the durability and aesthetic of the park. Lastly, incorporating seating can allow parents to sit and relax while their child plays. 485 Ranchlands Park 191 East Tradewinds Road, Neighborhood Park, 1 acres Green Space • Pavilion • Ping Pong • Cornhole N/A 17 Newly renovated Ranchlands Park offers residents scenic waterfront views and features a variety of permanent gaming amenities. To capitalize on these new additions, the City can host tournaments for ping pong and cornhole. These tournaments can be free for residents or require an entrance fee that can be allocated for future recreation projects. The park currently does not have permanent restroom facilities and may need to include mobile restrooms to alleviate that issue. 486 Recommendation and Policy Alignment Summary 18 487 19 19 488 This is the Bicycle and Pedestrian Opportunities section. It will highlight areas in Winter Springs where residents submitted comments regarding pedestrian infrastructure. The comments were retrieved from the online MetroQuest survey and the public engagement session. Residents provided input on locations for new pedestrian signals and improved sidewalks, along with text comments. The map shown above illustrates the number of comments received from the online survey and the point-density in which they were dropped onto the map. There were five areas within the City of Winter Springs that received relatively high levels of the input. Those areas included: 1) SR-419 near the Cross Seminole Trail, 2) Central Winds Park/Orange Avenue, 3) Tuskawilla Road/ Mount Trotwood Park, 4) Ranchlands Neighborhood, and 5) Black Hammock Trailhead/Cross Seminole Trail. This section will include 2-page profiles, Sidewalks and Trails Input and Pedestrian Signals Input, for each of these five areas. 20 489 Bicycle and Pedestrian Opportunity #1: SR-419/Cross Seminole Trail Sidewalks and Trails Input 1. “Finish CST Connector” 2. “Complete Gap in Cross Seminole Trail” 3. “Blight; limited access to Cross Seminole Trail” 4. “This is where Seminole Trail kind of ends, I see some work to try to connect it where the continuation [is located]. Still, the actual trail could be re-paved around the school area” 5. “Continuation of the trail so they connect” 6. [No Comment] 7. “Connecting the Cross Seminole Trail would be great” 8. “Provide new sidewalk for access from newly constructed portion of the trail to Edgemon-419 Intersection” 1. “The trail is hard to follow from here” 2. “Cross Seminole Trail Connector” 3. “Walkways to and from school” 4. “Bike trail pavement” 5. [No Comment] 6. [No Comment] 1. “Sidewalk or trail from Edgemon to Moss. Currently pedestrians have to walk/run on the shoulder to get between streets which is a major hazard” 2. [No Comment] 3. “Better access from this area to cross trail. Maybe a bridge to crossover 419” 4. “Access to trail, trail crossing” 5. “This intersection must be improved to allow safe access to bike trail for thousands who live in Highlands and adjacent neighbor- hoods. The bike trail will be irrelevant if no safe access is availa- ble to families” 6. [No Comment] 1. “Make this portion of the trail as nice as the Tuskawilla Portion” 2. “We need a sidewalk down the other side of the street” 21 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 490 Bicycle and Pedestrian Opportunity #1: SR 419/Cross Seminole Trail Pedestrian Signals Input 1. “Continuation of trail so they connect and are accessible” 2. [No Comment] 3. [No Comment] 1. “Provide safe pedestrian access from Edgemon across 419 to access the new portion of the Cross Seminole Trail. This would give access to residents in/near the Highlands” 1. [No Comment] 22 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 491 Bicycle and Pedestrian Opportunity #2: Central Winds Park/Orange Avenue Sidewalks and Trails Input 1. “Frequent flooding. Sidewalks need raising” 2. [No Comment] 3. “Sidewalk on both sides of the road is needed” 4. “Need sidewalk on this side of the street with increased traffic in the area” 5. “Improve lighting and add more drinking fountains” 1. “We love the nature trail here, perhaps signage or a scavenger hunt embedded. The trail might need a good grating of the ground to make it a little more even and defined” 2. “Gravel covered walkways through woods (use Econ Wilderness Area at Old Lockwood/McCulloch as an example)” 3. “No easy way to walk around the park. Only along the trail in the front. Disconnected” 4. “I wish there wasn't a fence here and that I could access the lake- front pier from the parking lot by the playground and pavilion without having to drive all the way around and repark” 5. “Add lighting and drinking fountain. Dangerously dark at night” 1. “Lots of Cracks” 23 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 492 Bicycle and Pedestrian Opportunity #2: Central Winds Park/Orange Avenue Pedestrian Signals Input 1. [No Comment] 1. “When traveling westbound to then enter the parking lot at lower fields, it can be difficult to see bicyclists or peds due to large trees/ bushes. Perhaps a flashing signal that detects when someone is us- ing the trail” 1. “The curve of the trail crossing is dangerous and hard to see.” 24 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 493 Bicycle and Pedestrian Opportunity #3: Tuskawilla Road/Mount Trotwood Park/ Sidewalks and Trails Input Northern Way 1. [No Comment] 2. “Some of the sidewalks along Northern Way have very steep slopes at the street crossing making it very difficult for younger bike riders to safely negoti- ate crossing the street” 3. “Sidewalks are very uneven” 1. “Speed Bumps” 2. “Sidewalks” 3. “Protected sidewalk/trail” 4. “Speed Bumps” 5. “Sidewalks” 1. “Some of the sidewalks have cracks” 2. “This pier is lots of fun. Wish it were longer/bigger” 3. [No Comment] 25 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 494 Bicycle and Pedestrian Opportunity #3: Tuskawilla Road/Mount Trotwood Park/ Pedestrian Signal Input Northern Way 1. [No Comment] 1. “Speed Bumps” 1. [No Comment] 1. “Speed Bumps” 1. “Needed at both entrances to Trotwood Park for safety reasons. Also, kids from Keeth and Indian Trails cross the street near this area when schools let out” 1. “Needed at both entrances to Trotwood Park for safety reasons” 26 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 495 Bicycle and Pedestrian Opportunity #4: Ranchlands Neighborhood Sidewalks and Trails Input 1. “No trail currently” 2. “No trail currently” 1. “There is no sidewalk connecting Murphy to Seminola. A safe route to travel would be nice” 2. “No sidewalk. We desperately need one. It is a school bus site” 3. “Add sidewalk from Edgemon to the south to Casselberry. Many children walk along this busy road” 1. “Make sure sidewalks are repaired” 1. [No comment] 1. “Sidewalk to Moss Park would make the travel safer” 27 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 496 Bicycle and Pedestrian Opportunity #4: Ranchlands Neighborhood Pedestrian Signals 1. “Traffic on this road” 1. “Please speed down this road as a cut through” 28 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 497 Bicycle and Pedestrian Opportunity #5: Black Hammock Trail Head/ Cross Seminole Trail Sidewalks and Trails Input 1. [No Comment] 1. “Better signage for Cross Seminole Trail 1. [No comment] 1. “My kids love exploring under this bridge, maybe some expanded trails here?” 1. “My kids love exploring under this bridge, maybe some expanded trails here?” 1. “The sidewalk along 434 is uneven with low hanging branches. This is especially dangerous since its so close to the road with relatively high school” 29 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 498 Bicycle and Pedestrian Opportunity #5: Black Hammock Trail Head/ Cross Seminole Trail Pedestrian Signals 1. “Flashing ped signal” 1. “Flashing ped signal” 30 Pedestrian Signals Input Sidewalks and Trails Input Input Cluster 499 Appendix 31 500 32 501 Recommendation and Policy Alignment Summary 33 502 34 503 35 504 36 505 37 506 38 507 508 Table of Contents About this Document……………………………………………………………………...1 About Winter Springs…………………………………………….……………………….3 About the East Central Florida Regional Planning Council….…3 Winter Springs Demographics…………………………………………….4 Methodology………………………………………………………………………..6 Changes in Population……………………………….………………………….7 Changes in Median Household Income…………………….…………….8 Changes in Senior Population…………………………………….………….9 Neighborhood Connectivity……………………………………..…….…….10 Findings………………………………………………………...…………………....12 Methodology……………………………………………………………………...14 Current Trailheads, Parks, Access Points, and Other Recreation Assets…………………………………………...15 Sidewalks and Sidewalk Gaps……………………………….……………..18 Publicly-Owned Vacant Land…………….………………………………...20 Wayfinding and Signage………………………………….…………………..21 Shops Specializing in Recreation Equipment and Experiences………………………………….…………………………21 Lighting Analysis………………………………….…………………………….22 Findings……………………………………………………….…………………….26 Parks Profiles….………….………………………………………………………27 Methodology……………………………………………………………………....53 Existing Bicycle Lanes……………………………………………….………...54 Roadway AADT………………………………………….………………………..55 Pedestrian and Cyclist Safety………….………….………………………...56 Businesses 0.5mi from CSX Access Points and Trail Heads….....57 Findings…………………………………………………………………..…………..58 509 About this Document This document is the Existing Conditions Analysis and the first step in completing the Winter Springs Parks and Recreation Master Plan. This document will provide an evaluation of the existing conditions of park and recreation infrastructure, demographics, recreation-related businesses, and bicyclist-pedestrian safety. The Existing Conditions Analysis is grouped into three sections: Connectivity Analysis, Pedestrian, Bike, and Recreation Infrastructure, and Bike-Ped Mobility and Safety. The purpose of the City of Winter Springs Parks and Recreation Master Plan is to provide the Parks and Recreation Department with data, direction and guidance regarding their parks, programs, and recreational amenities. The data is qualitative and quantitative in nature. The City desires to capitalize on the recreational, health, and economic benefits that these amenities currently bring to the community’s residents and business owners and to also plan for the future vision of parks and recreation. The scope of the Parks and Recreation Master Plan includes the following objectives: • Promote open space and park planning, • Generate residents’ demographics, • Determine residents’ geographic connectivity to park and recreation amenities, • Assess pedestrian, bike, and recreation infrastructure, • Foster bicycle and pedestrian safety and mobility, • Identify gaps in trail systems, • Calculate the economic impact of recreation facilities, • Gather input from the community, • Provide recommendations for future parks and recreation plan- ning Connectivity Analysis - Quantify citizen population in proximity to Recreation Assets - Identify neighborhoods - Identify Median Household Income - Identify age 65+ communities 1 Bike-Ped Mobility and Safety - Existing bike lanes, roadway AADT, and speed - Vehicle Crashes involving Cyclists and Pedestrians - Businesses in Proximity to Trailheads and Access Points 3 Pedestrian, Bike, and Recreation Infrastructure - Current Trailheads, parks, access points, and other recreation assets - Sidewalk and Sidewalk Gaps - Identify publicly-owned vacant land - Determine number of wayfinding signage, trail mile markers, and possible wayfinding gaps - Determine number of shops specializing in recreation equipment and experiences - Park Facility Profile - Lighting Analysis 2 1 510 The master plan will utilize four components to effectively present these objectives and create a plan for improved recreational opportunities and an atmosphere for economic growth. These components are: the Existing Conditions Analysis, the Economic Analysis, Public Engagement, and the final Master Plan. The Existing Conditions Analysis will examine parks and recreation connectivity to residents, highlight currently existing pedestrian, bicycle, and recreation infrastructure, and evaluate bicycle and pedestrian mobility and safety. The Economic Analysis will identify funding mechanisms that may utilized for implementing future parks and recreation projects. The Public Engagement section of the master plan will present results from a digital survey distributed to the residents of Winter Springs in January of 2021. The survey received input on specific needs at each park, areas to add new bicycle and pedestrian amenities, new parks and open space, evaluating funding mechanisms, current use of parks and programs, among other things. Additionally, that section will review input gathered at the public outreach meeting that took place in March 2021 at Winter Springs City Hall. Finally, the Master Plan will provide recommendations to fulfill goals and objectives that align with the Comprehensive Plan. EXISTING CONDITIONS ANALYSIS PUBLIC ENGAGEMENT ECONOMIC ANALYSIS PARKS AND RECREATION MASTER PLAN 2 511 The City of Winter Springs is located in Seminole County and bounded by Lake Jesup to the north, the City of Oviedo to the east, the City of Longwood to the west, and the City of Casselberry/Unincorporated Seminole County to the south. Winter Springs has experienced dramatic growth since its inception in the mid-20th century. In 1959, the land located south of Lake Jessup was officially incorporated as North Orlando. At that time, only 600 people resided in that area. Thirteen years later, the City changed its name to Winter Springs. Today, the population has grown to nearly 40,000 citizens. There are 58 neighborhoods within that City that is supported by eight public schools and 15 city parks. The Town Center was designed and strategically built in the early 2000’s to establish a downtown core for residents. The devel- opment includes traditional urban design conventions and hosts squares, parks, and mixed-used architecture. The Cross Seminole Trail, one of the region’s premier multi-use trails, weaves through Winter Springs and its Town Center. Winter Springs has been ranked among the best places to live in the United States and has held the distinction of Arbor City for over 30 years. About Winter Springs Established in 1962 as an area-wide association of local governments, the East Central Florida Regional Planning Council is one of Florida’s ten regional planning councils. Council staff provides technical assistance in the areas of land use and environmental plan- ning, emergency preparedness, geographic information systems (GIS), health, housing, urban design, transportation and economic and fiscal analysis, among others. Because of the ECFRPC, member governments have received more than $13.8 million in federal and state grants since 2011. This represents a return on investment of $3.59 for every dollar paid in assessments. The ECFRPC covers eight counties in east central Florida, including Brevard, Lake, Marion, Orange, Osceola, Seminole, Sumter and Volusia. These eight counties include 78 member towns and cities. ECFRPC staff has expertise in a variety of areas including land use and environmental planning, urban design, geographic information systems (GIS), transportation studies, comprehensive planning, health, resiliency, economic analysis and emergency management. The ECFRPC's work has won numerous awards at the local, statewide and national levels. About the East Central Florida Regional Planning Council 3 512 Florida is one of the fastest growing states in the nation. From 1990 to 2000, the state’s population increased approximately 23.5%. During the 2000’s, nearly 3 million people were born in or relocated to Florida. The Census projected Florida’s population in 2019 to grow to over 21 million residents, making it the third most populated State behind California and Texas. Seminole County’s population has ongoing positive growth. According to the Census, population growth from 1990-2000 was 27%. From 2000 to 2010, the County added approximately 57,000 residents, a 16% change. The 2019 Census Population Estimate projected Seminole County’s growth to reach 471,826. In that 30-year period, Seminole County had a net population change of 184,297 residents. The City of Winter Springs has experienced continued population growth in the last 30 years. Between 1990 and 2000, the population increased approximately 40%. Residential growth slowed during the Recession, but still grew 7.8%. In 2019, the Census projected Winter Springs to have a population of 37,312 residents, a 68% total increase since 1990. From 1990 to 2019, the City of Winter Springs’ recorded a net population growth of 15,161. Winter Springs Demographics 4 513 5 514 Methodology The Connectivity Analysis will review the demographics of Winter Springs’ residents and their proximity to recreation assets. It is important to understand who benefits from the parks and recreation infrastructure. One way to determine that is to identify where population clusters are located in relation to those amenities and how those clusters have changed over time. The goal is to illustrate the strength of connections that communities have to their assets. In order to complete this analysis, three American Community Survey (ACS) datasets were retrieved from the Census: Population, Median Household Income, and Senior Population. These datasets included figures from 2010 and 2019. This analysis was executed on the Census Block Groups level. In total, there are 23 Census Block Groups in the boundary of Winter Springs. Some of the Census Block Groups are not completely inside the city boundary but overlap into it. All Census Block Groups that were inside the city boundary, in any capacity, were added to the analysis. This method is most clearly recognized when examining the Total Population and Population Growth numbers; the combined population of all 23 Census Blocks exceeds the total population of the City of Winter Springs. The maps on the following pages will feature Winter Springs and the Census Block Groups within the boundary. For simplification, the excess Block Group shapes were trimmed to form the shape of the Winter Springs boundary. The 2010 and 2019 Census datasets were joined with Census TIGER/Lines to create the most current projections for the Block Groups. The key demographics examined in the Connectivity Analysis include: Total Population and Population Growth, Median Household Income and Median Household Income Growth, Total Population Age 65+ and Changes in Total Population Age 65+. Additionally, seventeen recreation assets were overlayed onto the Census Block datasets in order to visualize their proximity to key demographics. Those seventeen recreation assets were: Bear Creek Nature Trail, Black Hammock Trailhead, Central Winds Park, the Cross Seminole Trail, Dog Park, Fruitwood Park, Moss Park, Mt. Greenwood Park, Oak Hollow Park, Ranchlands Park, Sam Smith Memorial Park, Sunshine Park, Torcaso Park, Trotwood Park, Blumberg Park, and Winding Hollow Park. Census Block Group Boundary City Boundary 6 515 Higher % Change Lower % Change There were dramatic changes in the population of Winter Springs from 2010 to 2019. Most notably, the western portion of the City experienced sharp percentage decreases in their overall populations, whereas the central and eastern areas of Winter Springs experienced mostly positive growth. The net population growth for all Census Block Groups was 4,431 residents. 10 out of 23 Census Blocks in the study area decreased in population, while the remaining 13 increased their populations. The Census Block Groups that had the highest percentage changes in population contain the Town Center and Central Winds Park area. Some of the positive growth in this area can be attributed to the development of the Town Center that spurred new residential projects. The data indicates that the population where the town center is located experienced a positive net change of 1,519 residents. The Census Block Group that experienced the largest decrease in population percentage change, -31.2%, is also where large suburban developments exist in southern Winter Springs. In terms in net change, the population within that Census Block Group decreased by approximately 627 people. There are four Census Blocks Groups with recreation assets that decreased in population from 2010-2019. The assets in these areas are: Sunshine Park, Torcaso Park, Mt. Green- wood Park, and Winding Hollow Park. There are seven Census Blocks with recreation assets that increased in population during that same time period. The assets in those Census Blocks are: Moss Park, Fruitwood Park, Ranchlands Park, Dog Park, Central Winds Park, Oak Hollow Park, Blumberg Park, Trotwood Park, Bear Creek Nature Trail, Sam Smith Memorial Park, and the Black Hammock Trailhead. There are six Census Block Groups that have a portion of the Cross Seminole Trail within their boundary. Four of these Census Block Groups increased their populations by an average of 28.6% and an average net gain of 701 residents. The remaining two Census Block Groups had a population decrease of 11.6% and an average net loss of 204 residents. Changes in Population, 2010-2019 1. Sunshine Park 2. Torcaso Park 3. Mt. Greenwood Park 4. Moss Park 5. Fruitwood Park 6. Ranchlands Park 7. Winding Hollow Park 8. Oak Hollow Park 9. Dog Park 10. Central Winds 11. Blumberg Park 12. Cross Seminole Trail 13. Trotwood Park 14. Bear Creak Nature Trail 15. Sam Smith Memorial Park 16. Black Hammock Trail Head 7 11 12 13 14 15 16 516 The City of Winter Springs experienced an array of changes in Median Household Income between 2010-2019. 13 out of the 23 Census Block Groups saw a decrease in their median household income during that period. Those 13 Blocks had an average net loss of $13,523 and an average percentage decrease of 18.9%. Many of these Census Blocks are located in the western side of Winter Springs. The remaining 10 Census Block Groups increased their median household income by an average net gain of $17,671 and an average percentage increase of 24%. These Census Block Groups are located along Tuskawilla Road and near the Town Center. Overall, Median Household Income increased 0.4% in the Winter Springs. The Census Block Group that suffered the largest proportional and net median household income loss is also where Moss Park and Fruitwood Park are located. Median Household Income for this area was cut by approximately 45%, from $57,228 in 2010 to a projected $31,500 in 2019. The adjacent Census Block Group to the north, where Sunshine Park and Torcaso park are located, also endured large net decreases in median household income, a difference of approximately $21,587. The Census Block that includes the area known as the Village Walk sustained the second-largest decrease in net median household income, a loss of approximately $25,467 from 2010-2019. Those three Census Blocks have connected boundaries and had the largest proportional losses of Median Household Income in the City of Winter Springs. Overall, eight recreation parks are located in communities that had a loss of median household income: Moss Park, Fruitwood Park, Sunshine Park, Torcaso Park, Mt. Greenwood Park, Winding Hollow Park, Ranchlands Park, Bear Creek Nature Trail. Median household income grew for 10 Census Block Groups within Winter Springs. Five of those Census Block Groups are located east of Tuskawilla Road. The Census Block Group that includes Central Winds Park, the Dog Park, and Blumberg Park had a 4% increase in Median Household Income. The Census Block Group that underwent the largest net and proportional Median Household Income gain is located in south-east Winter Springs and includes part of the Tuskawilla Country Club and Sam Smith Memorial Park. This Block Group saw an 86% gain in their Median Household Income. In total, eight recreation assets are located in Census Blocks that increased their median household income from 2010 to 2019: Black Hammock Trailhead, Sam Smith Memorial Park, Trotwood Park, Blumberg Park, Central Winds Park, the Dog Park, and Oak Hollow Park. Higher % Change Lower % Change Changes in Median Household Income, 2010-2019 8 1. Sunshine Park 2. Torcaso Park 3. Mt. Greenwood Park 4. Moss Park 5. Fruitwood Park 6. Ranchlands Park 7. Winding Hollow Park 8. Oak Hollow Park 9. Dog Park 10. Central Winds 11. Blumberg Park 12. Cross Seminole Trail 13. Trotwood Park 14. Bear Creak Nature Trail 15. Sam Smith Memorial Park 16. Black Hammock Trail Head 11 12 14 15 16 517 The ACS provided datasets on the Senior Population within the City of Winter Springs. The U.S. Census designates individuals that are ages 65 years and older as seniors. According to the Census, senior population in Winter Springs grew from 5,879 residents in 2010 to 8,173 residents in 2019, a 39% increase. Out of the 23 total Census Block Groups, 20 saw an increase in senior residents. These Block Groups had an average rate of growth of 53.1% and an average net change of 121 seniors from 2010 to 2019. There were three Census Block Groups that experienced a decrease in their senior populations during that same time period. The senior populations in these areas fell by a percent average of 30% and a net average of 133. The areas with the largest senior populations are located around the Town Center and west of the SR-417/SR-434 intersection. The two Census Blocks that had the highest percentage changes, both at 126.8%, also had the largest net changes in senior pop- ulation. Senior population within the Census block immediately west of the SR-417/SR-434 intersection grew from 350 in 2010 to 794 in 2019. The Census Block Groups that increased their senior population also have 16 out of the 17 recreation amenities. Mt. Greenwood Park is the only recreation amenity found within a Census Block Group that had a decreased senior population. The Cross Seminole Trail passes through 6 Census Block Groups, 5 of which increased their senior populations by an average of 75% and an average net gain of 204 senior residents. The senior population in the remaining Census Block Group fell by 61.1% and a net loss of 69 senior residents. Higher % Change Lower % Change Changes in Senior Population, 2010-2019 9 1. Sunshine Park 2. Torcaso Park 3. Mt. Greenwood Park 4. Moss Park 5. Fruitwood Park 6. Ranchlands Park 7. Winding Hollow Park 8. Oak Hollow Park 9. Dog Park 10. Central Winds 11. Blumberg Park 12. Cross Seminole Trail 13. Trotwood Park 14. Bear Creak Nature Trail 15. Sam Smith Memorial Park 16. Black Hammock Trail Head 11 12 16 14 15 518 There are a total of 58 residential neighborhoods within the City of Winter Springs. The make-up of these neighborhoods range from high-density residential apartments, to large suburban developments, and communities with homes on multi-acre parcels. A one-mile radius was drawn around the boundaries of these neigh- borhoods to calculate the number of parks in proximity. Out of the 58 neighborhoods in Winter Springs, 40 were within 1-mile of a park. Four neigh- borhoods were within 1-mile of four parks, seven neigh- borhoods were within 1-mile of 3 parks, eighteen neigh- borhoods were within 1-mile of 2 parks, and finally, 11 neighborhoods were within 1-mile from 1 park. The re- maining 18 neighborhoods had to travel further out- ward to reach a park destination, although many were just slightly beyond the 1-mile proximity. Neighbor- hoods with the most parks within a 1-mile proximity are located around the Central Winds Park and town center. Neighborhood Connectivity Neighborhood Boundary 10 1. Sunshine Park 2. Torcaso Park 3. Mt. Greenwood Park 4. Moss Park 5. Fruitwood Park 6. Ranchlands Park 7. Winding Hollow Park 8. Oak Hollow Park 9. Dog Park 10. Central Winds 11. Blumberg Park 12. Cross Seminole Trail 13. Trotwood Park 14. Bear Creak Nature Trail 15. Sam Smith Memorial Park 16. Black Hammock Trail Head 11 12 13 14 15 15 519 11 Complete Census Block Group Data 520 Findings The population of Winter Springs shifted in key areas of the City. The use and engagement of parks and recreation amenities can depend on the demographics of their surrounding areas. The overall population of the City increased, but specific areas sharply declined in population. Most notably, the western portion of the City endured a loss of residents from 2010 to 2019. This section of Winter Springs is also where many parks exist. Places like Sunshine Park, Torcaso Park, Mt. Greenwood Park, and the western terminus of the Cross Seminole Trail saw their Census Block Groups decrease in residents. Positive residential growth occurred along the Cross Seminole Trail route and the Central Winds Park area. An audit of CSX ridership could highlight increased usage because of population growth. Median Household Income experienced a similar trajectory. Overall, the Me- dian Household Income of the City grew from 2010-2019, but certain places suffered declines. Median Household Income is an important element in understanding a community’s connection to parks and recreation infrastructure. Studies have shown that participation in physical activity in parks can be influenced by the socioeconomic status of its neighborhood. In lower socioeconomic status communities, nearby parks and recreation amenities may be the only opportunity that residents, especially children, may have for physical activity. The Village Walk area of Winter Springs suffered the largest proportional loss of Median Household Income. Five parks are within those Census Block Groups, as well as the western terminus for the CSX. Median Household Income grew for 10 Census Block Groups, half of which are located east of Tuskawilla Road. Parks and Recreation amenities are also beneficial to the senior community, as they provide convenient and accessible means for health and wellbeing. 20 out of the 23 studied Census Block Groups increased their senior populations. The majority of recreational amenities are currently located where senior populations are clus- tered and growing. The Census Block Groups surrounding the CSX increased their senior populations by an average of 75% from 2010-2019. Areas around the Town Center and Central Winds Park sustained increases in residents ages 65 and up. Finally, this analysis yielded data regarding neighborhoods and their proximity to parks. The neighborhoods around the Town Center have the most parks in 1-mile proximities. Neighborhoods on the pe- riphery, such as Seven Oaks, Whites Landing, and Fair- way Oaks, are not located within proximity to parks and other recreational amenities. 12 521 13 522 Methodology This section will review the current pedestrian, bike, and recreation infrastructure found within the City of Winter Springs. The purpose of the highlighted infrastructure is to satisfy the residents’ out- door needs of recreation, walking, and cycling. The elements within this section are as follows: • Current Trailheads, Parks, Access Points, and Other Recreation Assets • Sidewalks and Sidewalk Gaps • Publicly-Owned Vacant Land • Wayfinding Signage and wayfinding gaps • Shops specializing in recreation equipment and experiences • Lighting Analysis • Infrastructure Profile Trailheads and access points were found using Google Maps and were then geocoded into GIS software applications. City park information was obtained from the City of Winter Springs, site visits, and GIS software applications. Staff used the LOTIS (Land Overlayed on Transportation Information Systems) application and data from the Florida Department of Transportation to create an inventory of sidewalks and sidewalk gaps. The City of Winter Springs provided information regarding wayfinding signage and way-finding gaps. Staff accessed Data Axle Reference Solutions to acquire comprehensive information about businesses in Winter Springs. The business data is categorized by the North American Industry Classification System (NAICS) codes. NAICS codes are used by the federal government to collection, ana- lyze, and publish statistical data related to the U.S. business economy. Duke Energy supplied locations for their light poles, which were then geocoded using GIS software. Other data was layered on top of the light pole locations to highlight priority areas for lighting recommendations. Finally, the infrastructure profile was developed through a series of site visits and GIS calculations. 14 523 Current Trailheads, Parks, Access Points, and Other Recreation Assets Winter Springs has an extensive inventory of trailheads, parks, access points, and other recrea- tional assets. Most parts of the City have some sort of park, bike infrastructure, or access to the Cross Seminole Trail. One of the most distinct recreational ameni- ties offered by the City is the Cross Seminole Trail (CSX). The Cross Seminole Trail is a paved 23-mile multi-use trail that weaves through Winter Springs. The trail enters Winter Springs from the east at the Black Hammock Trail head and travels west until it reaches Layer Elementary School. There is a 0.6 mile gap between the elementary school and the connection to the next trail segment. Eliminating the gap and connecting the trails is expected to be completed by mid-2021. A portion of the missing link has been recently constructed by Seminole County and an opening date is imminent. Users of the Cross Seminole Trail experi- ence canopied paths and connections to Central Winds Park, the Town Center, Winter Springs High School, and residential areas. The trailhead at Black Hammock includes amenities such as restrooms, exercise facilities, and vehicle parking. The trail in- tersects 13 vehicle roadways and crosses over SR 434 via pedestrian bridge. These are also access points for the surrounding areas. Access points refer to areas designed as a primary means of entering and exiting a trail. There are 15 total access points along the Cross Seminole Trail, including the Black Hammock Trailhead and both ends of the pedestrian overpass where graded paths connect to the sidewalks below. These access points establish links to the CSX for residential, commercial and recreational areas of the City. There are approximately 11 miles of on-street bicycle lanes in the City on different five roadways: Sheoah Boulevard, SR 419, SR 434, Tuskawilla Road, and Winter Springs Boulevard. There are 12 parks within Winter Springs. These include community parks, neighborhood parks, mini-parks, and dog parks. Community Parks serve as an amenity for four to six neighborhoods that have residents within a radius of one to three miles. They are designed to serve all ages and may include passive and active recreation opportunities. Community Parks include: Central Winds Park, Trotwood Park, Torcaso Park, Sunshine Park, and Blumberg Park . Neighborhood parks are generally located along streets where people can walk or bicycle without encountering heavy traffic and serve the population of a neighborhood in a radius of up to one-half mile. Neighborhood parks include Moss Park, Sam Smith Memorial Park, Ranchlands Park, and Bear Creek Nature Trail. 15 Cross Seminole Trail Access Point Trail Amenity Bike Lane Trail Gap Park 524 Mini-Parks are small facilities that serve a concentrated or limited population, as well as specific groups such as toddlers. They are designed to serve the needs of a neighborhood within a radius of up to six blocks. They primarily offer passive recreation and typical facilities include playground areas, benches, open space, picnic ta- bles, and landscaping. Mini-parks in Winter Springs include: Wind- ing Hollow Park, Fruitwood Park, and Oak Hollow Park. Winter Springs also has the Senior Center Complex, a 13,500 square foot facility located at Sunshine Park. It was expanded in 2007 and includes a therapy pool, multi-purpose room, game room, kitchen, restrooms, craft room, conference room, lounge area, and offices. The therapy pool is one of only two public facilities of that type in Seminole County. 16 525 17 526 Sidewalks and Sidewalk Gaps The LOTIS (Land Overlayed on Transportation Information Systems) application was used to locate and quantify the sidewalk network throughout Winter Springs. The analysis identified sidewalks that are present along roadways. Sidewalks found on both sides of a roadway were not double-counted. Additionally, roadways that did not have sidewalks were identified and tagged as possessing sidewalk gaps. The sidewalk network is an important element to parks and recreation. Sidewalk networks create connections and improve access to the components of a city. This section focuses on the sidewalk networks Sidewalk Gap Park across all of Winter Springs. In total, there are approximately 107 miles of sidewalks and 49 miles of roadways with sidewalk gaps. The largest clustering of sidewalk gaps are found within the Highlands neighborhood in the north-west, and the North Orlando Estates neighborhood located south of the 434/419 fork. These neighborhoods that were within a 1-mile proximity to a park had an average of 1.6 miles of sidewalk and an average of 0.7 sidewalk gaps. The neighborhoods that were not in a 1-mile proximity to a park had an average sidewalk gap length of 0.6 miles and an average sidewalk network of 1.0 miles. 18 527 19 528 There are 70 parcels of publicly-owned vacant land within the City, totaling 404 acres. As the populations of Florida, Seminole County, and Winter Springs increases, so will the importance of available land for recreational purposes. The average size of a publicly-owned vacant parcel in the City is 9.8 acres. The largest of these parcels is approximately 165 acres and is part of the clustering of vacant land near the intersection of State Road 417 and State Road 434 known as the Greeneway Interchange District. Although this area has the largest consolidation of vacant developable land within the City under one ownership, the targeted land use for these parcels does not include recreational purposes. Still, there are a number of publicly-owned vacant parcels within close proximity to the Winter Springs Town Center. Two parcels totaling 24 acres is located adjacent to the existing waterfront dock. A large 23 acre parcel is located just south of the Winter Springs Village residential community, alt- hough the majority of it is overlayed with the Con- servation Future Land Use. Across SR 434 is a 30 acre publicly-owned vacant parcel that is adjacent to Heritage Park that is currently designated with a Medium Density Residential Future Land Use. There is a rectangular tract of land located west of Moss Park that is approximately 4.5 acres and has a Future Land Use designation of Recreation and Open Space. Publicly-Owned Vacant Land 20 Publicly-Owned Vacant Land Park 529 Wayfinding and Signage Wayfinding and signage is a visual tool to attract people to parks and recreation ameni- ties. These tools are useful, especially to individuals unfamiliar with the landscape of the city, to find parks and trails. Including wayfinding and signage can help increase safety and comfort on trails. The City of Winter Springs has signage at the interior of their parks but does not have exterior signage or wayfinding signage to identify routes to locate these places. Uniform direc- tional wayfinding can be placed on nearby roadways to advertise recreation locations. Shops Specializing in Recreation Equipment and Experiences Staff used Data Axle Reference to acquire information regarding businesses that specialize in recreational equipment and experiences. Shops of this nature are part of the parks and recreation ecosystem within Winter Springs because they supply residents with tools and accessories for use on trails and in parks. Shops can carry products such as hammocks, bicycles, soccer balls, etc. An additional 3-mile buffer was applied to the city boundary to capture peripheral shops. NAICS codes were used to search for specific industries. The following NAICS codes were used to search for shops specializing in recreational equipment and experiences: 4511—Sporting Goods Stores, 7139– Other Amusement and Recreation Industries. In total, there are three establishments within the study range that specialize in recreation equipment and experiences. They are found in Winter Springs, Longwood, and Oviedo. The shop in Winter Springs, Adventure Cycling, is conveniently located to the Black Hammock Trail head. The other two shops are located outside of the city boundary. Pedego Electric Bikes is located alongside a segment of the Cross Seminole Trail in Oviedo, and Mr. Bikes n Boards is located in Longwood along SR 427. 21 530 The Existing Conditions Analysis includes a lighting analysis that identifies four priority areas for assessment, which will involve determining current lighting conditions and factors that may be related to lighted conditions. These other factors include evaluating vehicle-pedestrian crashes, identifying locations of public school bus stops, and identifying crime locations. Using this data, this section will pro- vide recommendations for future lighting improve- ments. The City of Winter Springs maintains light poles within the municipality but an inventory was not available at the time of this analysis. Duke Energy also provides light poles for Winter Springs. Staff contacted Duke Energy to request information regarding their light pole inventory in Winter Springs. The lighting group at Duke Energy provided staff with locations of their light poles which was then geocoded into GIS format. A cost-distance analysis was done to calculate distances between Duke Energy light poles. This method revealed areas of Winter Springs that were furthest from the nearest Duke Energy light pole. Vehicle-pedestrian crash data was provided by Signal4 Analytics from the GeoPlan Center at the University of Florida. The Seminole County Public School System provided information for bus pick-up areas for Keeth Elementary, Indian Trails Middle School, Winter Springs High School, Choices in Learning Ele- mentary Charter School, Layer Elementary, Winter Springs Elementary School, and Highlands Elementary School. Finally, crime data was provided by Winter Springs Police Department and the Crime Re- ports online database. The Crime Reports database has timeframe restrictions, resulting in geographic locations of crimes from, at most, 365 days ago. This data was retrieved during the first week of January 2021, meaning the oldest mapped crime record that staff could retrieve occurred during the first week of January 2020. The selected crime data included robberies, assaults, and larcenies. Lighting Analysis 22 Duke Energy Light Pole 531 There are approximately 2,400 light poles in Winter Springs that are owned and operated by Duke Energy. The majority of the light poles exist along residential developments and relatively few are placed along commercial corridors, especially SR 434. Duke Energy’s light poles provide Winter Springs with coverage in most areas. There are few places where their light poles coverage is sporadic. These places are primarily found deep within residential areas. Some neighborhoods have their own lighting infrastructure apart from Duke Energy and municipal services. These neighborhoods appear to lack adequate lighting, according to the map, because their light poles are not within the studied inventories. Five locations were selected as priority areas for improved lighting conditions. These areas have a mixture of inconsistent lighting conditions, crime, bus-stops, and vehicle-pedestrian crashes. 23 Priority Area 1 2 3 4 5 532 Location: E Tradewinds Rd, E Panama Rd, E Bahama Rd Lighting Conditions: Inconsistent Other Factors: Crime Occurrence, Bus Stop, Ranchlands Park Location: Intersection of SR 434, Integra Bay Lighting Conditions: Inconsistent Other Factors: Bus Stop (2x), Crime, Residential crossing 24 Vehicle-Pedestrian Crash Crime Bus Stop 533 Location: Intersection of SR 434, Spring Avenue Lighting Conditions: Inconsistent Other Factors: Residential crossing, crime Location: Arnold Lane, Sunrise Avenue, Williams Road Lighting Conditions: Inconsistent Other Factors: Bus Stop, Crime, Residential area. 25 Vehicle-Pedestrian Crash Crime Bus Stop 534 Location: Intersection of SR 434, Michael Blake Boulevard Lighting Conditions: Consistent Other Factors: Residential crossing, Vehicle-Pedestrian Crash, Crime Vehicle-Pedestrian Crash Crime Bus Stop 5 535 Findings The City of Winter Springs benefits from having an extensive inventory of pedestrian, bike, and recreation infrastructure. Pieces of this infrastructure is found in nearly all sections of the City. The sidewalk network helps connects residents to these amenities, but some neighborhoods having missing links. Cyclists can make use of the bicycles lanes found on the main roads or ride on the Cross Seminole Trail. The many parks improve the quality of life for residents and there is potential space for more. Goods and services provided by local businesses enhance the park goers experience with tools and toys, such as bicycles and soccer balls. Lastly, lighting conditions can provide safe spaces by reducing crime and improving comfortability. There are 107 total miles of sidewalk throughout the City and 49 miles of roadways without sidewalks. There are five neighborhoods with at least 4 miles of sidewalk network. The City owns approximately 82 parcels designated by the Department of Revenue as Publicly-Owned Vacant Land. In the future, these parcels have the potential to be used for more pedestrian, bike, and recreation infrastructure. The total size of these parcels is 802 acres. Each amenity has wayfinding and signage on site, but external directional posts are not found in peripheral areas. There are three establishments in and within five miles of the City that specialize in recreational equipment. These are bicycles shops found in Winter Springs, Oviedo, and Longwood. The bike shop in Winter Springs is located in close proximity to the Black Hammock Trailhead. Four areas of Winter Springs have been given lighting recommendations. These areas are residential in nature and have inconsistent lighting conditions paired with bus stop locations, crime, and vehicle-pedestrian crashes. 26 536 27 537 Sunshine Park 538 Sunshine Park 400 N Edgemon Drive Community Park Sporting Fields Civic Center Pavilion Therapy Pool Green Space 10.2 Acres Park Fact: Chuck Pula was the Parks and Recreation director for The City of Winter Springs from 1999-2010. During his tenure as Parks and Recreation Director Chuck’s successfully acquired grants to help fund the addition of an indoor Therapy Pool and expansion of the Senior Center. Since opening in 2008 the Therapy Pool has improved the quality of life for Winter Springs Seniors and has been name one of the top Aquatic Programs in the State of Florida by the United States Water Fitness Association. 29 539 Torcaso Park 540 Torcaso Park 104 N Moss Road Community Park Sporting Fields Splash Pad Pavilion Fitness Stations Green Space Playgrounds 7.8 Acres Park Fact: John V. Torcaso served the residents of Winter Springs for nearly twenty years. Torcaso was a fire commissioner in 1978, City Commissioner from 1979 to 1982, served as Mayor from 1982 to 1987 and returned to the City Commission from 1991 to 1994 In a 1985 interview with the Orlando Sentinel Mayor Torcaso said, ‘I want Winter Springs to be a residential community where people can take pride in where they live.” Mayor Torcaso’s vision for Winter Springs continues today and in 2007 and 2011 Winter Springs was named one of the “Best 100 Places to Live” by CNN Money Magazine. 31 541 Central Winds Park 542 Central Winds Park 1000 Central Winds Drive Community Park Sporting Fields Concessions Pavilion Fishing Pier Green Space Playgrounds 98.5 acres Park Fact: Central Winds Park currently sits on a site in Winter Springs that was formally known as Wagner. A Seminole County Historical Marker sharing the history of Wagner is located in front of the Dog Park at Central Winds. In 1989 The City of Winter Springs Commission voted unanimously to survey two parcels of land consisting of about 55 acres as potential location for a “super- park”. By 1991 construction on the 4.8 million dollar super-park had commenced. In December of 1992 Central Winds Park officially opened to the public. 33 543 Mount Trotwood Park 544 Trotwood Park 701 Northern Way Community Park Sporting Fields Splash Pad Pavilion Playgrounds Green Space Fishing Pier 28 Acres 35 545 Blumberg Park 546 Blumberg Park 150 Tuskawilla Road Community Park Fountain Green Space Seating 1.7 Acres 37 547 Fruitwood Park 548 Fruitwood Park 601 Fruitwood Avenue Mini-Park Green Space Swing Set 0.3 Acres 39 549 Oak Hollow Park 550 Oak Hollow Park Mini-Park Green Space Playground 1.0 Acres 41 551 Winding Hollow Park 552 Winding Hollow Park 305 Winding Hollow Boulevard Mini-Park Green Space Pavilions Playground 0.5 Acres 43 553 Sam Smith Park 554 Sam Smith Memorial Park 1562 Winter Springs Boulevard Neighborhood Park Green Space Sporting Courts Playground 8.3 Acres Park Fact: Sam Smith was a long time building official in Winter Springs. In early 1990’s Sam Smith Memorial Park in Winter Springs was dedicated in his honor for his contributions to the residents of Winter Springs. Sam Smith Park has undergone sev- eral renovations since opening and in 2017 new playgrounds and a restroom facility will be added to the park. 45 555 Moss Park 556 Moss Park 314 S Moss Road Neighborhood Park Green Space Sporting Courts Playground 2.3 Acres 47 557 Ranchlands Park 558 Ranchlands Park 191 E Tradewinds Road Neighborhood Park Green Space Ping Pong Pavilion Cornhole 1.0 Acres 49 559 Dog Park 560 Dog Park 900 E State Road 434 Neighborhood Park Green Space Pavilion 2.3 Acres 51 561 52 562 Methodology This section will review the elements of mobility and safety for bicyclists and pedestrians within Winter Springs. This includes identifying the existing bicycle lanes and the Annual Average Daily Traffic (AADT) of their attached roadway, quantifying bicyclist and pedestrian injuries, and calculating the number of businesses in proximity to access points and trailheads. The Florida Department of Transportation provided data regarding roadways and roadway AADT. Signal4 at the University of Florida supplied crash data as well as use of their statewide, interactive, web-based geospatial crash analysis tool. Data Axle Reference was used to gain information about businesses in proximity to access points and trailheads. This analysis used the Kepler geospatial analysis tool to visualize and interpret the Signal4 crash data. Bike-ped mobility and safety is an important component to parks and recreation. Bicycle lanes provide alternative forms of transportation that can increase the health and wellbeing of users, while also providing connections to City assets for citizens who may not be able to afford an automobile. An extensive system of these lanes can reduce the necessity of cars, leading to different results that include: reduced emissions, less automobile accidents, less space needed for roadway construction, and the increased prioritization of bicyclists and pedestrians. Bicycling safely and efficiently throughout a city requires an ecosystem of infrastructure, including businesses that are located in close proximity to trailheads and access points. Bicycle and pedestrian infrastructure can supplement the parks and recreation infrastructure by increasing travel options and adding an additional layer of health and wellbeing for the residents. 53 563 Existing Bicycle Lanes The City of Winter Springs has approximately 11 miles of bicycle lanes existing along vehicle roadways. These bike lanes are found on SR 419, SR 434, Tuskawilla Road, Sheoah Boulevard, and Winter Springs Boulevard. These include marked lanes, unmarked lanes, and slot/ keyhole lanes for turning. The bicycle lane on SR 419 measures approximately 0.8 miles in length and concludes at the intersection of SR 419 and SR 434. There is a brief gap on this lane just south of Layer Elementary. The intersection that links SR 419 to SR 434 does not have marked, unmarked, or slot/ keyhole lanes for cyclists thus not providing a fluid connection. The bicycle lanes along SR 434, Tuskawilla Road, and Winter Springs Boulevard are connected and provide a continuous network of bicycle movement, accounting for nearly three quarters of the total network. The bicycle lane located in the Highlands neighborhood in north-west Winter Springs is 1.2 miles in length but includes an approximately 600ft gap where the bicycle lane stops at Shane Circle and then begins again Clearn Court. 54 Bike Lane 564 Roadway AADT The Florida Department of Transportation (FDOT) provided traffic estimates and Annual Average Daily Traffic (AADT) GIS files for this analysis. This data was paired with the ECFRPC’s LOTIS model to further examine the inputs. FDOT defines AADT as the total volume of vehicle traffic of a roadway for a year divided by 365 days. Main local and minor local roadways were provided “blanket” values for this attribute because specific counts were not available. This includes “less than 10,000” for main local roadways and “less than 5,000” for minor local roadways. SR 434 and Tuskawilla Road are the two most heavily trafficked roadways in the City of Winter Springs. According to FDOT, these roads experience 26,000 - 36,000 vehicles each day. Additionally, the data suggests that Winter Springs experiences its highest volume of traffic on SR 434 between Tuskawilla Road and SR 419, and along the length of Tuskawilla Road. Sheoah Boulevard, Vistawilla Drive, Northern Way, and Winter Springs Boulevard are also roadways that experience large volumes of traffic because of their connection to residential communities. 55 Daily Vehicles Daily Vehicles Daily Vehicles Daily Vehicles 565 Kepler, an application designed for geospatial data analysis, was used to visualize the crash trends in Winter Springs. Staff paired with Signal4 at the University of Florida and the Kepler application to produce imagery to better understand where vehicle crashes were occurring. In the above map, hexagonal shapes represent locations of vehicle crashes. Crash data in this section was from October 2015 to October 2020. During that time period, 2,672 vehicle crashes occurred in Winter Springs. Approximately 1,146 of those crashes happened along SR 434. In Figure XXX, the height of the hexagons represent crash density in that area, or in other words, the taller hexagons means more crashes happened in that specific location. By observing this map, it is clear that SR 434 is where the majority of crashes happen, especially at the intersections of Tuskawilla Road and near US 17-92. During the 5-year window, a total of 40 crashes involved bicyclists and 39 crashes involving pedestrians. For pedestrians, 22 crash events happened along SR 434 and more than half of those were at intersections. Police reports indicate there were 2 fatalities in that grouping but it is unclear if it was pedestrian or the vehicle drivers. Crashes involving bicycles had similar characteristics. Of the 40 crashes involving bicyclists, 27 were either along SR 434 or at an intersection of SR 434. Pedestrian and Cyclist Safety 56 566 Businesses 0.5mi from CSX Access Points and Trail Heads Trailheads and access points are places where users can enter or exit a trail. They are the primary means of accessing a trail while establishing connections through parts of the city. Trails that span miles in length benefit from having a number of access points and trailheads to accommodate users across communities and municipalities. Access points are typically located where a trail meets a roadway, while trailheads are located at each terminus and where high volumes of trail-users can be expected to gather. Trailheads can include parking, restrooms, pavilions, and other amenities. Development around trailheads and access points can allow residents to utilize the trail not just as a means of recreation and exercise but as a gateway to economic destinations such as restaurants, recreation shops, grocery stores, and other businesses. The Cross Seminole Trail has one trailhead in Winter Springs and 14 access points that span residential and commercial areas. Data Axle Reference Solutions provided detailed information on all businesses in Winter Springs. Staff used GIS software to create a 0.5mile radius around each access point and trailhead and targeted businesses within that range. A 0.5mile radius is comparable to a 10-minute walk. That business data was then sorted by their North American Industry Classification System (NAICS) codes. NAICS codes are used to create statistical data regarding businesses and is the standard for Federal statistical agencies. There are 179 businesses within 0.5miles of Cross Seminole Trail access points and trailheads. These businesses are clustered around the Black Hammock Trailhead, the town center, and along SR 434. The five most common businesses within the search radius, categorized by NAICS, are: Full-Service Restaurants (13), Offices of Lawyers (7), Insurance Agencies/Brokerages (6), Investment Advice (5), and Plumbing/Heating & Air-Conditioning Contractors (4). 57 0.5 Mile Proximity Business Access Point 567 Findings The City of Winter Springs has approximately 11 miles of marked bicycle lanes along five roadways. Tuskawilla Road and SR 434 contain the majority of these lanes and experience the highest volume of vehicle traffic in the City. According to FDOT, upwards of 36,000 vehicles drive on SR 434 and Tuskawilla Road each day, compared to 5,000 or less for residential streets. The remaining bicycle lanes are along Sheoah Boulevard, SR 419, and Winter Springs Boulevard. There are gaps in the bicycle lanes found on Sheoah Boulevard and SR 419. Furthermore, the intersection of SR 419 and SR 434 lacks any sort of bicycle lane. Crash data from Signal4 at the University of Florida indicates that roughly 43% of all vehicle crashes from October 2015 to October 2020 occurred along SR 434. During that study period, 79 incidents involved pedestrians or bicyclists. The majority of the 22 pedestrian collisions along SR 434 were at intersections. Additionally, 27 of the 40 crashes involving bicyclists also happened along SR 434 and its intersections. The Cross Seminole Trail provides connections to 149 businesses that are within 0.5 miles of its 14 access points. These include thirteen restaurants, seven offices of lawyers, six insurance agencies, and four plumbing/heating and air conditioning contractors. 58 568 References More about the East Central Florida Regional Planning Council https://www.ecfrpc.org/ What are Census TIGER/Line Shapefiles? The TIGER/Line Shapefiles are extracts of selected geographic and cartographic information from the Census Bureau’s Master Address File and include polygon boundaries for geographic areas and features. Neighborhood Information retrieved from NextDoor https://nextdoor.com/ LOTIS—Land Overlayed on Transportation Information System https://www.ecfrpc.org/lotis North American Industry Classification System https://www.census.gov/naics/ Signal 4 Analytics https://s4.geoplan.ufl.edu/ Crime Reports Database https://cityprotect.com/ Bus Stop Locations for Seminole County Public Schools https://sim.scps.k12.fl.us/bus/ Florida Department of Transportation Traffic Data https://www.fdot.gov/statistics/trafficdata/default.shtm Kepler Geospatial Data Analysis https://kepler.gl/ Data Axle Reference Solutions http://referenceusagov.com/ 569 An Evaluation of Funding Mechanisms to Fund New City Parks PREPARED BY THE EAST CENTRAL FLORIDA REGIONAL PLANNING COUNCIL for the City of Winter Springs Luis Nieves-Ruiz, AICP Economic Development Manager East Central Florida Regional Planning Council March 19, 2021 570 About the East Central Florida Regional Planning Council (ECFRPC) The ECFRPC was established in 1962 as an area-wide association of local governments. It is one of Florida’s ten regional planning councils and serves governments and organizations located within Brevard, Lake, Marion, Orange, Osceola, Seminole, Sumter and Volusia counties. Because of the ECFRPC, member governments have received more than $10.6 million in federal grants since 2011. This represents a return on investment of $2.53 for every dollar paid in assessments. Since 2003, The ECFRPC has been using the Regional Economic Models, Inc. (REMI) Policy Insight economic model to calculate the economic effects of a variety of policies and investments. The REMI model builds on the strengths of four major modeling approaches: Input-Output, General Equilibrium, Econometric, and Economic Geography. More detailed information about the model can be found at www.remi.com. Any questions about this economic impact analysis should be referred to Luis Nieves-Ruiz, AICP. He can be reached at (407)245-0300, ext. 308 or via e-mail at luis@ecfrpc.org. 571 Introduction Parks are one of the community’s most important amenities. They can also serve as an asset to attract new residents and additional economic development opportunities. In 2020, the City of Winter Springs partnered with the ECFRPC to develop a new Parks Master Plan for the City. One of the plan’s deliverables is a comparison of different funding mechanisms to develop and maintain these new parks. To assist with this task, the ECFRPC used the REMI PI+ model to develop two different economic impact simulations. An economic impact analysis helps to estimate the direct, indirect and induced effects of a new activity or investment. The direct effect is defined as the benefits created by the original investment or policy change. Besides these direct effects, this new activity will also generate additional demand for goods and services that are usually met by local suppliers. This is considered an indirect economic impact. Finally, the new employees will spend their incomes on household needs such as rent, food, and entertainment, among others. This is considered the local consumption or induced economic effect. These indirect and induced impacts are often referred to as the economic ripple effect. 572 4 Methodology, Inputs, and Assumptions For the purpose of this simulation, the ECFRPC decided to create a mock-up template that looked at the development of a new neighborhood park within the City of Winter Springs. “Template Park “will contain the following amenities: two courts, a water slash pad, a children's playground, and a family pavilion. The site will also require additional improvements including a new park restroom, a parking lot, and other site improvements. Based on cost information provided by the City of Winter Springs, the total cost of the park would be a little less than $2.066 million. City of Winter Springs’ officials also provided the annual park maintenance costs for fiscal years 2016 through 2020. Based on this information, the ECFRPC estimated that the annual maintenance cost for the park would be $50,000. For the purpose of developing the second simulation, the ECFRPC estimated the amount of fees that Template Park could generate annually. While the amount of fees generated by this project would not be enough to fund the actual park, they could help offset some of its annual maintenance costs. The ECFRPC used the City’s current fee schedule for the different park amenities and the ratio of resident/non-resident park users to estimate the total fees. In the absence of actual park user data, the ECFRPC worked to develop conservative visitor estimates. Type of Amenities Estimated Construction Costs Courts (4)$274,576 Splash Park $370,512 New Children's Playground $370,512 Family Pavilion $515,631 Park Restroom $186,535 Parking Lot $61,831 Other Site Improvements $286,927 Total Cost $2,066,525 Sources: City of Winter Springs, ECFRPC Estimates Amenities Resident Fee Non-Resident Fee Large Pavilion Rental (4 hour block)$50 $70 Tennis (1 hour lesson)$45 $60 Splash Playground (Visit)0 $3 Source: City of Winter Springs Amenities Resident Users Non-Resident Users Total Annual Fees Pavilion Rental 104 104 $12,480 Tennis Lessons 25 13 $36,000 Splash Playground NA 1,352 $16,425 Total $64,905 Source: City of Winter Springs 573 5 Park Construction and Maintenance The ECFRPC estimated the economic impact of the City building and maintaining Template Park without including any user fees. For this simulation, the ECFRPC entered the park construction ($2.66 million) and the annual park maintenance costs ($50,000). Based on this information, the REMI model estimates that park would generate a total of 22 jobs, $3 million in sales, and $1 million in personal income. This new activity would also add $1 million to Seminole County’s economy. The ECFRPC decided not to include government spending variable on this simulation because no funding source has been identified for this project. User Fee Schedule The second simulation uses the same construction variables but also incorporates the estimated amount of fees that could be generated by Template Park. The results of this simulation are slightly more positive than the previous one. The addition of the fees generates one additional job when compared to the previous simulation run. However, the amount generated in fees is not high enough to change the County’s output, personal income, or gross domestic product. Conclusions Based on the results of these simulations, the use of fees would not make much of a difference in the building and maintenance of parks within the City of Winter Springs based on the current fee schedule. Economic Indicator Total Employment 22 Output $3,000,000 Personal Income $1,000,000 Gross Domestic Product $1,000,000 Source: City of Winter Springs Economic Indicator Total Employment 23 Output $3,000,000 Personal Income $1,000,000 Gross Domestic Product $1,000,000 Source: City of Winter Springs 574 575 Table of Contents Introduction……………………………………………………………………...………………………..1 Online survey………………………………………………….…………...………………………….....1 Questfonnaire Results……………………………………………………………………………..…………3 Mapping Exercise Results…………………………………………………………………………………22 Priority Rankings Results……………………………………………………………………..……………34 Wrap-Up Results…….……………………………………………………………………………………..…36 Advisory committee meetings……………………………………...….………..…...40 Public Workshop…………………………………………………………………………….……...41 576 Introduction The City of Winter Springs and the East Central Florida Regional Planning Council (ECFRPC) worked together to engage the public during the Parks and Recreatfon Master Plan process. This is the third component of the project: Public Engagement. Staff distributed an online survey, partfcipated in advisory committee meetfngs, and held a public workshop. This sectfon will provide summaries of these events and their findings. Online Survey Staff partnered with MetroQuest to create an online survey for the Parks and Recreatfon Master Plan. The survey launched on December 29, 2020 and closed on January 25, 2021, a total run-tfme of 28 days. The City of Winter Springs used their social media platiorms and website to advertfse the survey and boost exposure. During this period, the survey garnered 489 total visits, 385 actfve partfcipants, and hundreds of comments. The survey included a questfonnaire, mapping exercise, priority rankings, and a wrap-up sectfon. The survey took approximately 15-20 minutes to complete. The survey as it appeared on MetroQuest. The survey was advertised on the City of Winter Springs’ website. Engagement figures throughout the survey timeline. 1 577 The survey had five pages to complete. The first page offered an introductfon to the survey and described informatfon the partfcipant’s should expect to see throughout the experience. It explained the concept of a parks and recreatfon master plan, all the data involved, and the purpose for this partfcular project. There was also a opportunity to request an Americans with Disabilitfes Act (ADA) compliant version of the online survey. Pictured below are images of each page of the survey. The second page is a questfonnaire that asks a series of questfons about parks and recreatfon topics. These included how that resident uses the parks system and actfvitfes they would like to see in the future, among other things. On the third page, partfcipants are shown an aerial map of Winter Springs and asked to locate places where they believe additfonal pedestrian signals should be added, places where sidewalks and trails could be improved, general areas to maintenance, places where new amenitfes should go, and locatfons where new parks could be added. Findings from the survey will be included in the final recommendatfons (Deliverable 4) of the master plan. 2 The five pages of the MetroQuest survey. 578 The survey’s questfonnaire centered around residents’ connectfon to the parks and recreatfon system. There were six categories of questfons within this sectfon: Current Use, Activities, Sports Programs, Events, Park Funding, and Other. Each category had a subset of questfons to be answered. The Current Use tab asked questfons about how the partfcipant or members of the partfcipant’s household use the parks and trails in Winter Springs. There were three questfons in this category: 1) Do You Currently Use the City’s Parks and Recreation Amenities, 2) How Often Do You Use the City’s Parks and Recreation Amenities, and 3) Which Recreational Amenities Do You Frequently Use. The latter questfon included all parks found within the City as well as the Cross Seminole Trail. 3 The Current Use tab of the Questionnaire. 579 These are the results from the Current Use tab on the questionnaire: Approximately 94% of survey partfcipants currently use the City’s parks and recreatfon amenitfes. Only 23 partfcipants, or 6%, stated they do not currently use the amenitfes. Nearly 50% of partfcipants said they use parks and recreatfon amenitfes at least once a week, followed by 22% that said they use them daily. Central Winds Park, the Cross Seminole Trail, and Trotwood Park were the most frequented, according to respondents. Sunshine Park, Oak Hollow Park, and Fruitwood Park were the three least frequently used recreatfonal amenitfes, according to survey partfcipants 4 580 The Activities tab of the questfonnaire asked partfcipants about the actfvitfes they do at the parks. There were three questfons to be answered: 1) How Do You Spend Your Time at the Parks or Trails, 2) Have You or a Member of the Household Ever Participated in the Following Programs Offered by the City, and 3) What Future Activities Would You Like to See Offered by the City. The latter questfon offered partfcipants their first chance to leave an open comment. There were a total of three open comment opportunitfes in this sectfon. 5 The Activities tab of the Questionnaire. 581 These are the results from the Activities tab on the questionnaire: Approximately 27% of survey partfcipants stated they went to the parks to exercise. Second, 206 partfcipants, or 22%, chose to go to the parks for the nature. Closely following that at 20% was bringing their children to the parks. Only 3% of respondents said they go to the parks for educatfonal events. The City of Winter Springs offers seven programs for their residents to partfcipate in. They range from fitness classes to exploring astronomy. There were a total of 127 respondents that stated they took part of any of those programs. Approximately 29%, or 37 people, partfcipated in Telescopes at Trotwood. Finally, roughly 17%, or 21 people, said they partfcipated in senior center actfvitfes. The survey’s partfcipants were given the opportunity to provide comments on what future actfvitfes should be offered by the city. That questfon generated 191 unique comments which will appear on the following pages. 6 582 These are the comments from the What Future Activities Would You Like to See Offered by the City? question in the Activities tab of the questionnaire: 7 583 These are the comments from the What Future Activities Would You Like to See Offered by the City? question in the Activities tab of the questionnaire: 8 584 These are the comments from the What Future Activities Would You Like to See Offered by the City? question in the Activities tab of the questionnaire: 9 585 These are the comments from the What Future Activities Would You Like to See Offered by the City? question in the Activities tab of the questionnaire: 10 586 The Sports Programs tab of the questfonnaire asked partfcipants if members of their household have ever partfcipated in youth or adult sports programs at City parks. There are two questfons to be answered: 1) Has a Member of your Household Ever Participated in any of the following Youth Programs, and 2) Has a Member of your Household Ever Participated in any of the following Adult Programs. 11 The Sports Programs tab of the Questionnaire. 587 These are the results from the Sports Program tab on the questionnaire: The City of Winter Springs offers four youth sports programs: Babe Ruth League baseball, Sunshine Youth basketball, Florida Kraze Krush soccer, and Pop Warner Grizzlies football. A total of 376 respondents provided input into whether they or a member of a their household partfcipated in any of these programs. Approximately 60% indicated they or a member of their household did not partfcipate in any youth sports programs. Babe Ruth League baseball had the highest percentage of partfcipants, with 21% percent of total respond- ents. Adult sports programs are also offered by the City. Out of 341 respond- ents, 298 said they or a member of their household did not partfcipate in any programs. 15 survey partfcipants said they played Winter Springs Softball while 11 partfcipants said they played in the Central Florida Soccer League. 12 588 The Events tab of the questfonnaire asked partfcipants if members of their household have ever attended events offered by the City of Winter Springs. There are two questfons to be answered: 1) Select All the Events You’ve Attended, and 2) What Other Events Would You Like to See in the City. The ladder questfon offered partfcipants their second opportunity to provide an open comment. 13 The Events tab of the Questionnaire. 589 These are the results from the Events tab on the questionnaire: The City of Winter Springs offers nine events throughout the year. They are: the Celebratfon of Freedom, Festfvals of the Arts, Hometown Harvest, Veteran’s Day Tribute, Winter Wonderland, Scottish Highland Games, Father Daughter Dance, Babe Ruth Opening Day, and Explore Outdoors. The Winter Wonderland event was selected as the most attended event. Approximately 227 survey partfcipants, or 20%, said they’ve attended the Winter Wonderland event. The Celebratfon of Freedom and the Hometown Harvest events were tfed for second most attended event with 16% each. Only 3% of respondents stated that they have never attended any of those events. The following pages will list each unique comment received from the questfon that asked what other events would you like to see in the city. There were 108 total comments gathered submitted. 14 590 The following are the comments from the What Other Events Would You Like to See in the City? question in the Events tab of the questionnaire: 15 591 The following are the comments from the What Other Events Would You Like to See in the City? question in the Events tab of the questionnaire: 16 592 The Park Funding tab of the questfonnaire asked partfcipants how the maintenance and improvements for parks and trails could be funded. There are two questfons to be answered: 1) What Type of Parks and Trails Funding Would You Support, and 2) What are some other ways to Financially Support the Parks and Trails. The latter questfon was the third and final opportunity for partfcipants to submit unique comments. 17 The Park Funding tab of the Questionnaire. 593 These are the results from the Park Funding tab on the questionnaire: Survey partfcipants favored establishing an improvement fund to pay for future parks and recreatfon assets. An improvement fund was supported by 32% of partfcipants that answered this questfon. Establishing a public-private partnership and utflizing a taxing mecha- nism were also supported, at 27% and 24%, respectiully. The next page has each unique comment submitted by partfcipants. 18 594 The following are the comments from the What are some other ways to Financially Support the Parks and Trails? question in the Events tab of the questionnaire: 19 595 The Other tab of the questfonnaire asks partfcipants about electric vehicles. There was one questfon to be answered: 1) Do you Own or Plan to Own an Electric Car in the Next 12 Months. 20 The Other tab of the Questionnaire. 596 These are the results from the Other tab on the questionnaire: Survey partfcipants overwhelmingly stated that they did not own or plan to own an electric car in the next 12 months. A total of 335 sur- vey partfcipants answered this questfon. Approximately 86% answered No, while 14% answered Yes. 21 597 The third page of the survey was a mapping exercise. Survey partfcipants were shown an aerial map of the City of Winter Springs and the boundary. This sectfon of the survey was designed so partfcipants can pinpoint where specific improvements could be made. There were five input optfons for partfcipants to drag and drop onto the map: Pedestrian Signal, Improve Sidewalks/Trail, Maintenance, New Amenities, and New Park. The Pedestrian Signal optfon was used to highlight areas where a new pedestrian signal could be placed. The Improve Sidewalks/ Trail optfon was used to show where sidewalks and trails could be upgraded or added. The Maintenance icon was used to provide input for areas needing general maintenance. The New Amenities optfon allowed partfcipants to show where they thought a new parks and recreatfon amenity could be established. Finally, the New Park optfon gave partfcipants the ability to highlight areas where they thought a new park could be located. Partfcipants were also given the optfon to submit a comment with each input that they dropped onto the map. 22 The Mapping Exercise section of the survey. 598 The mapping exercise generated a large response. A total of 353 input optfons were dragged and dropped onto the Winter Springs map and 232 comments were submitted. The most common input optfon was New Amenities, with over 100 total locatfons highlighted with 77 total comments. Not far behind was the Improve Sidewalks/Trail optfon where partfcipants also identffied nearly 100 areas for improvement with 69 total comments. The least used input optfon was Pedestrian Signal with 23 locatfons identffied and 17 comments. 23 Summary of the input options for the Mapping Exercise. 599 The majority of the survey partfcipant’s responses on the mapping exercise were grouped into clusters. Although there were inputs across virtually all of Winter Springs, there were specific areas that partfcipants focused their efforts on. The town center, Tuskawilla Boulevard, Central Winds Park, and the western area of the City received a lot of input. Each park received input optfons and comments, except Winding Hollow Park. Central Winds Park received the most engagement, with 26 total inputs and comments. Trotwood Park received the second highest level of engagement with 20 total inputs and com- ments. The following pages will show all engagement for each park, including full comments submitted by the survey partfcipants. 24 Total input options distributed across Winter Springs 600 25 601 26 602 27 603 28 604 29 605 30 606 31 607 32 608 33 609 The fourth page of the survey was a priority ranking exercise. Survey partfcipants were asked to rank six items in their order of preference. The six items were: New Passive Space, Safer Pedestrian Trails Near Parks, More Events at Parks, Expanded Arts and Culture Programs, New Active Space, and Improved Maintenance. The goal of this exercise was to understand the preferred directfon of new parks and recreatfon projects and programs. Additfonally, there was an optfon for partfcipants to submit comments to further detail their choices. 34 The Priority Rankings section of the survey 610 The items on the priority ranking exercise received average rankings between the numbers 1 and 5. The most preferred optfon received a score closer to 1, while the least preferred optfon received a score closer to five. The optfon with the lowest, most preferred ratfng was More Events at Parks (2.61) , then Safer Pedestrian Trails Near Parks (2.66), then New Active Space (2.69), then Ex- panded Arts & Culture Programs, then New Passive Space (3.31), and lastly Improve Maintenance (3.23). The optfon with the most number 1 rankings was New Active Space, with 42 total number one inputs. Although More Events at Parks was the most pre- ferred optfon, there was only a numerical difference of 0.62 between the least and most preferred optfon. The survey partfcipants did not overwhelmingly prefer one optfon over the other. 35 611 The fifth and final page of the survey was the wrap-up. This sectfon of the survey included all optfonal questfons that gave partfcipants an opportunity to describe their household, determine if the survey was impactiul to the parks and recreatfon planning process, and provide any additfonal input. The charts below show the survey partfcipants’ responses to the demographic questfons and the impact of the survey. The following page will list the 102 comments submitted for the Do You Have Any Additional Input? questfon. 36 The Wrap-Up section of the survey 612 37 613 38 614 39 615 Advisory Committee Meetings ECFRPC staff met with the Bicycle and Pedestrian Advisory Committee and the Parks and Recreatfon Advisory Committee during the master planning process. The Bicycle and Pedestrian Advisory Committee meetfng occurred on March 3, 2021 and the Parks and Recreatfon Advisory Committee occurred on February 2, 2021. Each advisory committee meetfng was open to the public. Both meetfngs were used as an opportunity to familiarize the advisory committees with the Winter Springs Parks and Recreatfon Master Plan, answer any questfons or concerns from the committee members, and to generate further interest for the in-person public workshop. Additfonally, ECFRPC staff presented an overview of what to expect in the master plan. Below are several images from that presentatfon. 40 616 Public Workshop Staff at the City of Winter Springs and the ECFRPC worked together to host a public workshop in order to gather more input. The public workshop was held on March 11, 2021 at Winter Springs City Hall. The workshop included an introductfon to the master plan, three interactfve actfvitfes, and closing comments. The workshop began at 6:30p.m. and concluded at 8:00p.m. Residents were put into three groups for the interactfve actfvitfes and rotated every 15-20 minutes to the next one. The three actfvitfes were Design Your Own Park, Bicycle Infrastructure Map, and Park Questionnaire. The Design Your Own Park actfvity asked residents to sketch a top-down drawing of a park they would like to see in Winter Springs. The goal of this exercise was to capture the type of amenitfes and spaces that residents look for in their park experience. The Bicycle Infrastructure Map offered residents an opportunity to pinpoint areas of Winter Springs where bicycle and pedestrian infrastructure could be improved or newly developed. Residents were shown an aerial map of Winter Springs that highlighted the Cross Seminole Trail, the trail’s access points, park locatfons, and current on-street bicycle lanes. The goal of this actfvity was to learn how residents felt about the level of service that the current bicycle infrastructure brought them and where to improve bicycle mobility. The last actfvity was the Park Questionnaire. Residents were shown images of each existfng park and asked a series of questfons pertaining to their level of engagement for specific parks. The questfonnaire included: Have You Been To This Park Before, How Do You Use This Park, Is The Park Missing Anything, and If There Isn’t a Theme Should It Have One. The next page will show the three interactfve actfvity concepts and the residents input for each actfvity. Findings from the survey will be included in the final recommendatfons (Deliverable 4) of the master plan. 41 Residents of Winter Springs participating in the interactive activities during the March 11th public workshop. 617 Residents were asked to sketch a park within the green box that they would like to see in the City of Winter Springs. Activity #1: Design Your Own Park 42 618 Map of the City of Winter Springs with the Cross Seminole Trail (blue), the access points (white circles), parks (green), and current on-street bicycle lanes (orange). Activity #2: Bicycle Infrastructure Map 43 619 This activity included images of each park and a questionnaire. This image includes only Ranchlands Park and Sam Smith Park but all parks were included at the in-person public meeting. Activity #3: Park Questionnaire 44 620 REGULAR AGENDA ITEM 504 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE The Lake Jesup Overlook Project SUMMARY RECOMMENDATION Staff recommends the City Commission review and provide direction on the proposed project. 621 The Lake JesupOverlook At Central Winds Park Connecting Our Future; A Green Approach to Design 622 2 Site Location 623 Project Overview 624 Our Community You’ve spoken, we’ve listened. Pickleball has been highly requested. As of now, there are only a few courts that have been converted from tennis to pickleball. 4 We have designed a premier facility for our residents to play pickleball. Our design creates the perfect user experience in a welcoming environment for beginners and professionals alike. 625 What is Pickleball? A simple sport enjoyed by everyone. 5 Ball moves slower, longer reaction time. The ball is plastic and has holes in it, like a wiffleball. Courts are smaller. Players are closer. Simple enough for anyone to play, engaging enough to make a new hobby. Fosters involvement within the community and provides opportunity for league play and tournaments for the city. Similar to Tennis 626 Pickleball for Everyone Age Demographics of Pickleball Players Total Core Casual 6-17 16% 11% 19% 18-34 28% 14% 36% 35-54 21% 15% 24% 55-64 14% 21% 10% 65+21% 39% 8% 6 627 The picture can't be displayed. The picture can't be displayed. More than Courts; The Foundation of the Future of Central Winds. Creating connectivity to the Cross Florida Seminole Trail from the project in addition to the existing trail near Lake Jesup A responsible project considering our future plans and our current ones. Creating New Infrastructure Linking the Trail to Lake Jesup A Plan for Today and Tomorrow Creating widened roads for expanded traffic, providing over 160 spaces of parking, and multiple trails for pedestrians. 7 The picture can't be displayed. 628 8 629 Project Walkthrough Multiple Paths to Explore Each visit can be a new experience. An interconnected trail explores different parts of the garden walk with diverse landscaping and paths. The upper floor features a large event space open to the public for renting. A catering preparation space is located on the ground floor to service it quickly and conveniently,. Beyond the Overlook The project doesn’t just stop at The Overlook. Trails continue past it to make a connection to Lake Jesup and our future project sites. 9 Premium Event Space 630 10 631 11 632 12 Rear Path Looking From the Back of The Overlook that Leads to the Upper Level. 633 13 Upper Floor Observation Deck and Stairs 634 14 On Observation Deck Overlooking the Parking Lot and Pickleball Courts 635 15 On the Event Deck Overlooking Lake Jessup in the Distance 636 Going Into Detail A smaller scale. A shift of focus from the overall plan and concept to the details within The Overlook such as floor plans, elevations, sections, and interior spaces. 16 637 17 638 18 Floorplan The ground floor features the office space, bathrooms, catering preparation area, and mechanical room. Also on the ground floor are the stairs to the observation deck on the first floor. 639 Administrative Office Serves as an office for the community to come to for inquiries about lessons, rentals, events, tournament and league registration, and more. 640 Bathrooms Bathrooms provide ample stalls in addition to lockers for equipment and personal item storage. 641 21 Catering Preparation Space Catering preparation area provides catering companies a space to stage and prepare dishes for events before bringing them up to the event floor via elevator in the same room. 642 2222 Event Space Large event space able to be rented by the public to host a variety of private events. 643 232323 Event Space Large event space able to be rented by the public to host a variety of private events. 644 24 645 Cost Analysis and Revenue Streams 25 Some funds have been set aside for this project already, with the potential for grants and other funding by the state. Phase 1 Cost: $2-3M 1) The Overlook (event space, office, bathrooms, catering space) 2) Pickleball Courts 3) Landscaping Around the Facility Phase 2 Cost: $800k – 1.5M 1) Parking Lot 2) Garden Walks Phase 3 Cost: $100k – 500k 1) Revitalizing the existing trail by Lake Jessup 2) Adding seating and shade on existing concrete pad 3) Further landscaping of rear area 646 REGULAR AGENDA ITEM 505 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Designation of Voting Delegate to Florida League of Cities Annual Conference SUMMARY The 95th Florida League of Cities Annual Conference is scheduled to be held on August 12, 2021. A formal request from the Florida league of Cities has been received requesting that each member municipality designate a City representative as their "Voting Delegate" for the 95th Florida League of Cities Annual Conference. RECOMMENDATION Staff recommends the City Commission approve a Voting Delegate for the August 2021 Florida League of Cities Annual Conference and an Alternate Voting Delegate. Upon approval of this agenda item, the attached required documentation would be completed and submitted to the Florida League of Cities. 647 To: Key Official From: Eryn Russell, Florida League of Cities Date: June 11, 2021 Subject: 95th Annual Conference Voting Delegate Information The Florida League of Cities’ Annual Conference will be held at the World Center Marriot, Orlando, Florida on August 12-14, 2021. This conference will provide valuable educational opportunities to help Florida’s municipal officials serve their citizenry more effectively. It is important that each municipality designate one official to be the voting delegate. Election of League leadership and adoption of resolutions are undertaken during the business meeting. One official from each municipality will make decisions that determine the direction of the League. In accordance with the League’s by-laws, each municipality’s vote is determined by population, and the League will use the Estimates of Population from the University of Florida. Conference registration materials were sent to each municipality via newsletter and are also available online at floridaleagueofcities.com/education-and-events/annual- conference. If you have any questions on voting delegates, please call (850) 701-3616 or email erussell@flcities.com. Voting delegate forms must be received by the League no later than July 28, 2021. Attachments: Form Designating Voting Delegate 648 2 of 3 95th Annual Conference Florida League of Cities, Inc. August 12-14, 2021 Orlando, Florida It is important that each member municipality sending delegates to the Annual Conference of the Florida League of Cities, designate one of their officials to cast their votes at the Annual Business Session. League By-Laws requires that each municipality select one person to serve as the municipalities voting delegate. Municipalities do not need to adopt a resolution to designate a voting delegate. Please fill out this form and return it to the League office so that your voting delegate may be properly identified. Voting delegate forms must be received by the League no later than July 28, 2021. Designation of Voting Delegate Name of Voting Delegate: __________________________________________________ Title: ___________________________________________________________________ Municipality of: __________________________________________________________ AUTHORIZED BY: ______________________________________________ Name _______________________________________________ Title Return this form to: Eryn Russell Florida League of Cities, Inc. Post Office Box 1757 Tallahassee, FL 32302-1757 649 3 of 3 Fax: (850) 222-3806 Email: erussell@flcities.com 650 REGULAR AGENDA ITEM 506 CITY COMMISSION AGENDA | JULY 12, 2021 REGULAR MEETING TITLE Appointment Opportunities for City Boards and Committees SUMMARY The City Clerk Department wishes to inform the City Commission of the following vacancies: Per Section 2-41(e) of the City Code, "If any commissioner fails to appoint a member within thirty (30) days after a vacancy occurs or a term expires, that seat shall be filled by a majority vote of the commission." CURRENT VACANCIES: Oak Forest Wall and Beautification District Advisory Committee Seat Five - Commissioner Elliott Term Expires: August 2023 Parks and Recreation Advisory Committee Seat Two - Commissioner Cannon (Term Expires: November 1, 2023) Seat Five - Commissioner Elliott (Term Expires February 1, 2025) Youth Council Mayor - Two (2) appointments remaining Seat One - One (1) appointment remaining Seat Five - One (1) appointment remaining UPCOMING VACANCIES: Code Enforcement Board - the following terms end July 31, 2021. Seat Three - Deputy Mayor Johnson (Current member, Ms. Carole Giltz, has met her term limit) At-Large Appointment (Current member, Mr. Dennis Robinson, interested in reappointment) Youth Council - the following terms end August 1, 2021 Seat One Thomas Roesner - appointed August 10, 2020 Seat Two Madyson Herber - appointed March 8, 2021 Chloe Zijl - Graduated, cannot be reappointed Seat Three Weston Burr - appointed October 26, 2020 651 Soleil Sanabria - appointed October 12, 2020 Seat Four Meghan Geist - appointed January 25, 2021 Catherine Li - appointed August 10, 2020 Seat Five David Djukic - appointed March 8, 2021 RECOMMENDATION Staff recommends the City Commission make any appointments they deem pertinent. 652