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HomeMy WebLinkAbout2021 07 07 Discussion Item 1 - FY 2022 Budget Overview and Discussion .44 Prt. • DISCUSSION ITEMS ITEM 1 CITY COMMISSION AGENDA I JULY 7, 2021 WORKSHOP 1959 00 WE TITLE FY 2022 Budget Overview and Discussion SUMMARY The Fiscal Year 2022 Budget, as proposed totals approximately $54.5M (excluding appropriations to fund balance) for all City funds. This 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. The FY 2022 budget was balanced with a 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. RECOMMENDATION Staff requests the Commission engage in a discussion of the FY 2022 Budget attached herein. 1 NTER 000 WF--f FISCAL YEAP W A T E P W 0 R K S U � i iArai G PROP �OSED UDGET 1 I I THIS PAGE INTENTIONALLY LEFT BLANK Incorporated 1959 3 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 GENERALFUND_ 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 4 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 FUN ' 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 5 TABLE OF CONTENTS Page Number Print Version ENTERPRISE FUNDS Enterprise Funds Overview by Classsification 124 Enterprise Funds Recap 12S 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 13S 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 mayexist in a hidden row. Such a limitation is confined to presentation only and will not affect the fund balance or the related appropriation. 6 THIS PAGE INTENTIONALLY LEFT BLANK Incorporated 1959 7 BUDGET MESSAGE s 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 bythe 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 Executive Summary I Page i 9 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 FtoA. ■ 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 700 Best Places to Live by Money Magazine. ■ Being ranked 3rd in Smart Travel's 70 Best Places to Live in Florida ■ Being ranked 1411 in the Chamber of Commerce-Best Cities to Live in Florida-2079 Summary information related to the Fiscal Year 2022 Proposed Budget is provided beginning on page iii. Committed to... Customer Service■Accountability■ Human Capital Executive Summary I Page 10 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 $SO,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°/2 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 Proposed Ending Fund Ending Fund Bal/Equity 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,S18.389 Executive Summary Page iii I ORGANIZATION-WIDE SOURCES OF FUNDS Franchise Other of Fee 4� 2/ o Source Tota/ Other Taxes Licenses&Permits 0 2% Charges for Service 28.5% Intergovernme€ Charges for Appr.from Fund Bal 25.3% 12% Service Ad Valorem Tax 12.2% 29% Intergovernment 12.0% Other Taxes 8.2% Interfund Transfers In 5.6% Franchise Fee 4.2% Ad Valorem Other 2.1% Tax Licenses& Permits 1.8% 12% pprop from Fund 25% 100.0% ORGANIZATION-WIDE APPLICATIONS OF FUNDS Interfund Application Transfers Out Other PP %of Tota/ 6% 5% Personnel 27.6% Personnel Capital Outlay 28.9% Repair and 28% Services 9.5% Maintenance Utilities 8.9% 8% Repair and Maintenance 7.7% Debt Service 7.1% Utilities Interfund Transfers Out 5.6% 0 Other 4.8% Services 9% Capital Outlay 100.0% 29% Executive Summary I Page iv 12 1 GENERAL FUND SOURCES OF FUNDS Communication Interfund Source %of Tota/ Transfers In Other Ad Valorem Tax 35.4% 40� 5% Utility Tax 17.S% Ad Valorem Intergovernment Intergovernment- Half-Cent 14.2% -Rev Sharing Tax 0 Franchise Fee 12.3% 6/ 35% Intergovernment-Rev Sharing 5.6% Communication Service Tax 5.9% Franchise Fee Interfund Transfers In 3.8% 12% Other 5.3% Intergove ment-Half- 100.0% Cent Utility Tax 14% 18% 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 21/2 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 21/2 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. Executive Summary I Page v 13 1 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 preliminaryvaIuations and the proposed operating milIage 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% Executive Summary I Page vi 14 1 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% Executive Summary I Page vii 15 1 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 $87/13U. 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)]. Executive Summary I Page viii 16 1 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 Executive Summary I Page ix 17 1 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. FY2022 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 fo I I ows: FY09 FY10 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Full-Time 234 228 // 184 187 181 172 177 158 174 Employees per 1,000 Residents 0.24 0.23 0.22 0.22 0.20 0.20 0.19 0.19 0.19 0.18 0.19 0.18 0.17 0.18 0.17 0.18 0.16 0.16 0.14 0.12 0.10 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Executive Summary Page x 18 1 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 z 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 1S.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% Executive Summary Page xi 19 1 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,S17 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% Tota I $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. Executive Summary I Page xii 20 1 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 Executive Summary Page xiii 21 1 THIS PAGE INTENTIONALLY LEFT BLANK Incorporated 1959 22 Source and Application of Funds Fiscal Year 2021-2022 Budget 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 Page 11 23 ALL 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 General $17,687,867 $17,792,790 $16,279,236 $16,603,285 $18,027,140 Other Government $9,912,526 $7,561,386 $6,162,208 $6,268,278 $6,147,570 Enterprise $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 F General $1,882,609 $546,523 $603,958 $603,958 $709,337 Other Government $3,861,896 $3,515,201 $1,230,000 $1,230,000 $1,280,001 Enterprise $69,480 $640,000 $2,000,000 $2,000,000 $1,070,000 TOTALTRANSFERS $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 General $10,222,144 $10,767,777 $11,769,526 $11,800,326 $12,510,142 Other Government $0 $0 $0 $0 $0 Enterprise $3,060,792 $2,342,689 $2,518,650 $2,500,397 go $2,541,445 TOTAL PAYROLL $13,282,936 $13,110,466 $14,288,176 $14,300,723 $15,051,587 Operating General $4,506,751 $3,429,977 $3,871,668 $3,887,599 $4,462,334 Other Government $3,952,147 $4,512,099 $4,856,485 $4,853,555 $4,868,146 Enterprise $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 General $0 $0 $0 $0 $0 Other Government $1,314,474 $1,414,520 $1,409,934 $1,409,934 $1,410,266 Enterprise $2,145,341 $2,174,020 $2,438,856 $2,438,856 lk $2,454,525 TOTAL DEBT SERVICE $3,459,815 $3,588,540 $3,848,790 $3,848,790 $3,864,791 Transfers General $3,680,000 $3,230,000 $1,230,000 $1,230,000 $1,280,001 Other Government $367,206 $925,201 $2,000,000 $2,000,000 $1,070,000 Enterprise $1,766,779 $546,523 $603,958 $603,958 $709,337 TOTALTRANSFERS $5,813,985 $4,701,724 $3,833,958 $3,833,958 $3,059,338 Capital General $977,896 $674,284 $12,000 $289,318 $484,000 Other Government $2,534,265 $2,660,330 $6,825,646 $4,763,646 $7,725,500 Enterprise $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 12 24 Organization-Wide Source and Application of Funds by Classification 96 of Original %of %of Actuals Budget Budget Source FY20 Tota/ F7 Tota/ FY22 Tota/ f 2 Charges for Service $15,724,279 32.6% $15,009,282 29.6% $15,556,589 28.S% 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 5.70/6 $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°/0 $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 1.40/6 $351,510 0.6% Special Assessments $675,471 1.4% $715,124 1.40/c $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 $0 0.0% $0 0.0% $0 0.0% Contributed Capital $0 0.0% $0 0.0% $0 0.0% Impact Fees $1,232,209 2.6% $0 0.0% $0 0.0% Tota/Sources $48,237,359 100.0% $50,725,221 100.00/. $54,521,479 100.0% of Original %of %of Actuals Budget Budget Application FY20 Tota/ FY27 Tota/ FY22 Tota/ 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 9.71/1a $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 2.70/c $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% TotalApp/ications $48,237,359 100.0% $50,725,221 100.09/6 $54,521,479 100.0% Page 13 25 Organization-Wide Source and Application of Funds by Function Original Actuals %of Budget %of Budget %of Source FY20 Total FY27 Total FY22 Total Non-Department $18,448,826 38.2% $15,830,492 31.2°/% $17,567,765 32.2% Water&Sewer $12,134,094 2S.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 0.20/a $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 $48,237,359 100.00/0 $50,725,221 100.0% $54,521,479 100.0% Original 0 Actuals Budget %of Budget %of Application FY20 FY27 Total FY22 Total 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.S% $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.S% $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 4.00/6 $1,221,249 2.4% $1,357,689 2.5% Executive&Legislative $711,266 1.50/0 $617,085 1.2% $612,491 1.1% Fire $295,812 0.6% $278,694 0.5% $164,008 0.3% Non-Department $0 0.00/0 $0 0.00/0 $0 0.0% Approp to Fund $10,813,049 22.4% $44,000 0.1% $5,775 0.0% TotalApplications $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0% Page 14 26 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 GENERALFUND 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] $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 OTHER GOVERNMENTAL FUNDS(Major funds in this grouping are shown separately below) 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 L $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 0 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 ($1,592,000) FUND BALANCE-September 30 $5,533,156 $6,587,444 $4,995,444 TLBD DEBT SERVICE FUND(Phase 1) 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 Page 1 5 27 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 $18,705,962 $18,766,474 $20,705,315 applicable) Appropriation TO(FROM) Fund Equity ($3,772,492) ($3,833,004) ($6,152,387) Net Assets less Net Capital (less Renewal/Replacement,Restricted) FUND EQUITY October $18,490,120 $25,224,316 $21,391,312 Appropriation TO(FROM) Fund Equity ($3,772,492) ($3,833,004) ($6,152,387) FUND EQUITY'-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 $16,036,927 $16,036,927 $17,217,439 applicable) Appropriation TO(FROM) Fund Equity ($3,020,057) ($3,020,057) ($4,803,511) et Assets fess Net Capital V��(Ie�ssRenewal/Replacement,Restricted) FUND EQUITY'-October 1 $12,930,729 $16,278,152 $13,258,095 Appropriation TO(FROM) Fund Equity ($3,020,OS7) ($3,020,057) ($4,803,511) FUND EQUITY'-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 $1,294,246 $1,354,758 $2,077,916 applicable) Appropriation TO(FROM) Fund Equity ($482,746) ($543,258) ($1,134,916) Net Assets less Net Capital FUND EQUITY'-October 1 $4,662,837 $6,206,819 $5,663,561 Appropriation TO(FROM) Fund Equity ($482,746) ($543,258) ($1,134,916) FUND EQUITY'-September 30 $4,180,091 $5,663,561 $4,528,645 STORM WATER 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) Net Assets fess Net Capital FUND EQUITY-October 1 $896,554 $2,739,345 $2,469,656 Appropriation TO(FROM) Fund Equity ($269,689) ($269,689) ($212,850) FUND EQUITY'-September 30 $626,865 $2,469,656 $2,256,806 ' 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 16 28 REVENUES 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). Fiscal Year Tax Year Final Gross Taxable Value Percentage from DR-403 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 $2,867,838,505 Final Gross Taxable Value (DR403) FY 2022 - DP-420 $3,000 $2,500 U) C g $2,000 $1,500 - $1,000 $500 LO�� ti�1� Lp�b Lp� ti��0 ,LO Loll Fiscal Year Page 17 29 REVENUES 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. Millage Rate 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 2021 Mq "' 0.0000 Operating &Voted Debt Millage Rates 3.0 2.8 2.6 2.4 2.2 2.0 1.8 1.6 1.4 1.2 1.0 201 2�1� L015 2016 2�1� 201 219 y��� L�21 0 ad�e� 222 ■Operating ■Voted Debt Total Ad Valorem Includes Operating and Voted Debt 10 with statutory discount applied 9 8 U)7 cod O o c. 6 1 v 5 I-0 3 2 201'5 2�1� 2016 216 � 2�1g 2019 220 21��a�gti Z�Ja�eti Fiscal Year L� Ir Page 8 30 REVENUES Electricity and Communication Services Tax [Utility taxes-Sections 7-2, Art. Vlll State Constitution, Municipal Ordinances 757, 2001-42, 2005-73; Communication Services Tax- Sections 202.19(7), 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. Electricity & Communication Service Tax $3,000 $2,500 Ln $2,000 O -C $1,500 $1,000 $500 $0 — �0�y 204� 201 2�1C� �� 2�1� �°� 0 0- 0- Fiscal Year 20� LpL2 ■Electricity ■Communication Services Page 19 31 REVENUES Electric Franchise Fees [Home Rule Authority- Sections 7-2,Art. V111, 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. Electric Franchise Fees $3,000 $2,500 $2,000 M LO o $1,500 - C $1,000 $500 $0 TOO 20�h 215 2�1ro ���I 2p1S 2p1� 2 20 6�Age� �JAge- 2�2� 'ZOZ'L Fiscal Year 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: Fund Amount Reason for Transfer Water&Sewer Utility(#410) $1,070,000 From Infrastructure Surtax (#121) -3rd Gen- prioritized capital initiatives 1999 Debt Service Fund (#202) $1,280,001 From the General Fund for debt service requirements related to the Series 1999 US Bank note General Fund (#001) $709,337 From Water&Sewer-cost allocation for the Utility Billing division of the Finance department Page 110 32 REVENUES 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 2O6.6OS(7), 206.879(7), 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 S.6% of total General Fund revenues. Local Government Half-Cent Sales Tax Program [Sections 212.20(6) and 278.60-.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. Municipal Revenue Sharing & Half-Cent Sales Tax $3,000 $2,500 $2,000 U) D -C $1,500 $1,000 $500 $0 — — — — — — TO ti0�� 201 ZO�ro ti01� 2�1� 2��� �022o�1��dge o22��6q Fiscal Year ti ■Revenue Sharing ■Half-Cent Sales Tax Page 111 33 REVENUES Intergovernmental Revenues (cont'd) Local Discretionary Sales Surtax [Sections 212.034-.OSS, 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. Vlll,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. Charge Type Water(3/4"meter) Water-3/4" Reclaimed Water-3/4"Irrigation Sewer Meters 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 sumption 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 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 Page 112 34 ORGANIZATION WIDE-PERSONNEL SUMMARY Budgeted Positions by Fund/Department GENERAL FUND Department 2019-2020 2020-2021 2021-2022 FTEs FTEs FTEs 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 S.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 9.791 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 ENTERPRISE FUNDS Fund 2019-2020 2020-2021 2021-2022 FTEs FTEs FTEs 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 TOTALV 50 2.19 52.19 30 4.73 34.73 34 0.00 34.00 ORGANIZATION-WIDE 2019-2020 2020-2021 2021-2022 FTEs FTEs FTEs Full Time Part-Time Total Full-Time Part-Time Total Full-Time Part-Time Total TOTAL 18.28 195.28 158 F 22.73 180.73 174 16.06 190.06 FTEs- Full-time Equivalents Page 113 35 PERSONNEL by Fund/Department/Division 2019-2020 2020-2021 2021-2022 Full-time Part-time Full-time Part-time Full-time Part-time GENERALFUND Executive Full-time Part-time Full-time Part-time Full-time Part-time 1200 City Manager 2 2 2 121.0.................................................City Clerk.................................................................................... 3 3 2 ................................................................Departmental Total................................................. 5 0.00 5 0.00 4 T 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 T 4.35 Information&General Services Full-time Part-time Full-time Part-time Full-time Part-time 1600 General 5 5 5 ..................................................................... Human Resourr....................................... ................................................................... 1315 ces 2 2 1935 Facilities Maintenance 2 4 7415............................................ Nlarketi.n.9..&,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 3 2 3 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 2 2 2 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 Civilia..n........................................................................ 6 6 8 .................................................................................................................................................................................. 2140 Support Services-Dispatch 9 0.50 9 1.68 9 1.68 ................................................................ ................................................. Departmental Total70 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.............................................. ........................................................................................... Seniors2 2.19 2 2.19 2 2.19 ................................................................ ................................................. Departmental Total11 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 STORM WATE R Full-time Part-time Full-time Part-time Full-time Part-time 3800 Operating 6 5 5 3810 Engineering 3 1 2 S t o r m w a t e r 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 lnspections 3 2.19 4 4.73 5 0.00 Full-time Part-time Full-time Part-time Full-time Part-time ff 177 18.28 158 22.73 174 16.06 ORGANIZATION-WIDE TOTALS 195.28 180.73 190.06 Page 114 36 DEBT MANAGEMENT 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. Organization-Wide Debt Service Requirements Exclusive of internal loan to the Tuscawilla III Assessment District(detail on successive pages) 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 Page J 15 37 DEBT SERVICE REQUIREMENTS Governmental Funds Fund#202 Fund#261 Fund#162 Improvement Refunding TLBD Special Assessment Tuscawilla III Assessment Revenue Bonds' Revenue Note2 District 3 Series 1999 Series 2011 INTERNAL Loan US Bank BB&T$1,765,000 $63,720 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 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. '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 116 38 DEBT SERVICE REQUIREMENTS Water and Sewer Fund Fund#410 Fund#410 Fund#410 Fund#410 Water&Sewer Capital Water&Semler Water&Sewer State Revolving Loa n3 Appreciation/Serial Refunding Revenue Refunding Revenue Series 2000 Series 2020 Series 2016 Series 2017 US Bank. Truist Bank Fifth Third $5,982,108 TOTAL WATER&SEWER4 Year Ending Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest TOTAL 9130 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,S70,669 $2,400,841 2029 $360,787 $1,534,856 $152,000 $32,723 $300,637 $18,972 $813,424 $1,S86,551 $2,399,975 2030 $340,144 $1S4,000 $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 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 the loan.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 117 39 TOTAL CAPITAL OUTLAY GENERALFUND Finance- Utility Billing Neptune software upgrade for meter services $18,000 Information Services-General Security camera/video upgrades $100,000 Microsoft Office 36S 100,000 $200,000 Public Works-Administration Machinery&Equipment- Electric sand bag filling machine $3S,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 118 40 TOTAL CAPITAL OUTLAY OTHER GOVERNMENTAL FUNDS Transportation Improvement Fund#120 CIP-Winding Hollow turn lane $550,000 Road Improvement Fund#121 (3rd gen) Cl P- Bridge Location TBD- based on priority testing $1,275,000 CIP- Resurfacing 1,000,000 Pavement roller 50,000 MX6000with 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(Fl C) 21,000 $2,697,000 Transportation Impact Fee Fund#150 Cl P-Integra/434 traffic signal $330,000 Cl P-MBB traffic signal 500,000 $830,000 Parks Impact Fee Fund#153 Cl P-Torcaso pavilion $200,000 TLBD I Capital/DS#261 Cl P- Pond rejuvenation $25,000 1999 Construction Fund#301 Cl P-CWP/Lake Jessup Overlook- Event Center $885,900 Revolving Rehab#302 Cl P-CWP/Lake Jessup Overlook- Event Center $1,172,600 Perk Up Parks Capital Proiect Fund#303 Cl P-CWP/Lake Jessup Event Center $1,000,000 Cl P-Torcaso Park site improvements phase 2 200,000 CIP- Pond and landscape renovations atTrotwood Park 50,000 CIP-Trotwood Park pier 2 into the lake-inhouse labor 50,000 Reliable Irrigation System- Blumberg 50,000 $1,350,000 Excellence in Customer Service Initiative C.P.Fund#305 CIP-City Hall refurbishments $15,000 Total Other Governmental Funds-Capital Outlay $7,725,500 Page 119 41 TOTAL CAPITAL OUTLAY ENTERPRISE FUNDS Water&Sewer-Operating#410 Construction in Progress Cl P- Emergency plant upgrades(other continued) $898,400 Cl P- Emergency plant upgrades(SGS only) 878,600 Cl P-WTP 1 design and chemical feed,header replacement 625,000 CIP- Rapid infiltration basins-capacity assessment/evaluation 500,000 Cl P-WTP 3 standby power connections 400,000 CIP- Lake Jessup reclaimed water augmentation plant rehab 250,000 Cl P- Lift station upgrades 80,000 CIP- Bypass pumps 320,000 CIP- Lift station 7W-(engineering plans) 150,000 Cl P- Lift station lE- (engineering plans) 100,000 CIP-Sewer pipe relining 250,000 Cl P-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 Cl P-Shore&Alton culvert upsizing -engineering $76,000 Cl P-Shore&Alton bank stabilization-engineering 50,000 CIP- Pipe relining 50,000 Cl P-Curb inlet rehabilitation 40,000 Emergency portable bypass pumps 50,000 $266,000 Water&Sewer Service Availability#412 Cl P-434 reclaimed expansion(formerly known as-Tuscawilla Crossing) $1,300,000 Development Services-Plans&Inspections#420 Cl P- Lobby kiosks $200,000 Cl P-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 120 42 THIS PAGE INTENTIONALLY LEFT BLANK Incorporated 1959 43 FINANCIAL ORGANIZATIONAL STRUCTURE 44 1 THIS PAGE INTENTIONALLY LEFT BLANK Incorporated 1959 45 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 46 2 / m E / § } '- o m \ \y / \ \ \ . 2 E � e 2 > • : . : 0q: 41 % . > \ ® � \ / 9 $ \ � } '> o .R f E n .g -- / / \ § / / ) , I % / \ [ \f % @ = E / m m O . . . : \ & �Ln f � ' Q- I Ln u 2 / / { / e X \ u 2 n 2 Ln - .E 2 E I \ , . ± -1 CO m Lu , . ® . . y . @ E y / D \2 ° 2 @ E .E R E E m m @ a m 4-1 \ \ \ / >) > / y \ / £ @ ± 1 • \ // / / / @ - - - - - - - - - . . � . ± ■ § I » s / ( E e / m g / . . \ / E L \ ƒ ± G e e « .,2 n u ± \7 / ® / u D ® .. 3 & E ± E > / i � 3 m { {( \ / / 2 �n = n l © 2 . . . . 47 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 123 48 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 124 49 (#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 111 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 1) 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 125 50 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 126 51 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 127 52 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 128 53 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 129 54 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 130 55 GENERAL FUND 56 1 THIS PAGE INTENTIONALLY LEFT BLANK Incorporated 1959 57 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 Pro-jected 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 131 58 GENERAL FUND Sources and Applications by Classification 90of Original %of %of Actuals Budget Budget Source FY20 Tota/ FY27 Tota/ FY22 Tota/ Ad Valorem Tax $5,869,644 32.0% $6,287,782 37.2% $6,635,032 35.4% UtiIityTax $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%W $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% 910 of Original %of %Of Actuals Budget Budget Application FY20 Tota/ FY27 Tota/ FY22 Tota/ 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% TotalApp/ications $18,339,318 100.0% $16,883,194 100.0% $18,736,477 100.0% Page 132 59 GENERAL FUND Sources and Applications by Function 90,Of Original %of Actuals Total Budget Total Budget %of Total Source FV 20 FV 27 FV 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 0.011/0 $500 0.011/0 $48,500 0.35/o Total Sources $18,339,313 100.0% $16,883,194 100.0% $18,736,477 100.0% 90,Of Original %of Actuals Total Budget Total Budget %of Total Application FV 20 FV 27 FV 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% TotalApplications $18,339,318 100.0% $16,883,194 100.0% $18,736,477 100.0% Page 133 60 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 r $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 361100/3613(Investment(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 $150 ($S15) $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 134 61 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 $1,1S0 $S00 $500 $48,500 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 $S70,629 $S46,S23 $603,9S8 $603,958 0$709,337 Total Utility Tax $746,763 $714,854 $723,958 $723,958 $709,337 1S 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&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 FederalGrant-PublicSafety $9,347 $24,61S $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 $781,044 $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 62 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 PublicWorks-Administration $134,023 $236,431 $95,085 $95,085 $179,523 4110 PublicWorks-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 $1,449,8421 $1,935,278 Page 136 63 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 1 $10,730 $6,604,728 $6,265,717 $6,818,796 $6,827,996 1 $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 TOTAL GENERAL FUND APPLICATIONS $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 Page 137 64 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 2 2 2 2 City Clerk-1210 City Clerk 1 1 1 1 City Clerk Assistant 2 2 2 1 Total 1 3 3 3 2 TOTAL FULL-TIME PERSONNEL 5 5 5 4 Commission- Non-employee-1100 Commissioners 5 5 5 5 ...Mayor............................................................................................................................................................. 1 1 1 1 TOTALI 6 6 6 6 TOTAL NON-EMPLOYEE 6 6 6 6 ji Page 138 65 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 $5,580 $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 66 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 67 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 141 68 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 $3,6631 $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 $1510 $1510 $1,607 555550 Training $0 $479 $1,800 $1,800 $1,800 555551 Educational Incentive $0 $0 $1500 $1500 $1500 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 142 69 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 143 70