HomeMy WebLinkAbout2021 07 12 Regular 500 - Budget Overview and Proposed Operating Millage Rate for Fiscal year 2021-2022 • REGULAR AGENDA ITEM 500
Incnrinreted CITY COMMISSION AGENDA I JULY 12, 2021 REGULAR MEETING
1454
TITLE
Budget Overview and Proposed Operating Millage Rate for Fiscal Year 2021-
2022
SUMMARY
Staff requests the City Commission receive the Fiscal Year 2022 Budget Overview and
consider approval of Resolution 2021-10 regarding the information to be
communicated to the Property Appraiser on the DR-420 forms which sets the
proposed Operating Millage Rate, establishes the Rolled-Back Rate; and sets the date,
time and place for the Public Hearing to consider the Proposed Millage Rate and
Tentative Budget.
The FY 2020-2021 (current) millage rate consists of an Operating Millage Rate of
2.4100 mills.The FY 2021-2022 Proposed Budget as transmitted by the City Manager
on June 30, 2021, incorporated an Operating Millage Rate of 2.4100. Gross taxable
value from the Property Appraiser(inclusive of new construction and annexations) as
reflected on the DR-420 is $2,867,838,505, which is 5.9% more than the DR-403
valuation for FY 2020-2021.
FY 19/20 FY 20121 Change
Operating Millage Rate 2.41 2.41 0.00
The Resolution also establishes the Rolled-back Millage Rate at 2.3127 mills as
calculated on form DR-420. The Rolled-back Millage Rate is that rate which produces
the same amount of taxes as levied in the prior year when calculated against the
current year's tax base exclusive of new construction. The Proposed Operating Millage
Rate of 2.4100 is 4.21% more than the calculated Rolled-back Millage Rate. The
Resolution sets the date, time and place of the Public Hearing to consider the
Proposed Millage Rate and Tentative Budget - September 13, 2021 at 6:30 PM at 1126
East State Road 434, Winter Springs, Florida (Commission Chambers). This meeting
time cannot change once it has been reported as such on the DR-420.
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RECOMMENDATION
Staff recommends the City Commission adopt Resolution 2021-10 setting the
Proposed Operating Millage Rate at 2.4100 mills and establishing the Rolled Back
Millage Rate at 2.3127 mills. Additionally, staff recommends the City Commission
establish the date, time and place for a Public Hearing regarding the Proposed Millage
Rate and Tentative Budget as September 13, 2021 at 6:30 PM at 1126 East State Road
434, Winter Springs, Florida.
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RESOLUTION NUMBER 2021-10
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
WINTER SPRINGS, FLORIDA, ESTABLISHING THE ROLLED-BACK
RATE; COMPUTING A PROPOSED MILLAGE RATE (CAP); AND
SETTING THE DATE, TIME AND PLACE OF A PUBLIC HEARING TO
CONSIDER THE PROPOSED MILLAGE RATE AND TENTATIVE
BUDGET FOR FISCAL YEAR 2021-2022; PROVIDING FOR REPEAL OF
PRIOR INCONSISTENT RESOLUTIONS; SEVERABILITY; AND AN
EFFECTIVE DATE.
WHEREAS,Florida Statute 200.065 (2) (a) 1 expressly provides that municipalities shall
compute a proposed millage rate; and
WHEREAS, Florida Statute 200.065 (4) (b) requires that within 35 days of certification
of value, each taxing authority shall advise the property appraiser of its proposed millage rate, of
its rolled-back rate, and of the date, time, and place at which a public hearing will be held to
consider the proposed millage rate and the tentative budget; and
WHEREAS, Florida Statute 200.065 (4) (c) further requires that within 80 days of
certification of value, but not earlier than 65 days after certification, the governing body of each
taxing authority shall hold a public hearing on the tentative budget and proposed millage rate; and
WHEREAS, the City Commission of the City of Winter Springs deems that this
Resolution is in the best interest of the public health, safety, and welfare of the citizens of Winter
Springs.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF WINTER SPRINGS, SEMINOLE COUNTY, FLORIDA,AS FOLLOWS:
Section 1. Incorporation of Recitals. The foregoing recitals are deemed true and correct
and are hereby fully incorporated by this reference.
Section 2. Proposed Millage Rate. The proposed operating millage rate for the City of
Winter Springs,Florida for the Fiscal Year 2021-2022 is set at 2.4100 mills which is 4.21%greater
than the computed aggregate rolled-back rate of 2.3127 mills.
The millage rate for the City of Winter Springs for voted debt service has been discontinued
pursuant to Resolution No. 2019-19.
Section 3. Public Hearing. A public hearing shall be held in the City Commission Chambers
located at City Hall, 1126 East State Road 434, Winter Springs, Florida, on September 13, 2021
at 6:30 P.M. to consider the adoption of the proposed millage rate and the tentative budget for
Fiscal Year 2021-2022.
City of Winter Springs,Florida
Resolution 2021-10
Page 1 of 2
240
Section 5. Repeal of Prior Inconsistent Resolutions. All prior resolutions or parts of
resolutions in conflict herewith are hereby repealed to the extent of the conflict.
Section 6. Severability. If any section, subsection, sentence, clause, phrase, word, or
portion of this Resolution is for any reason held invalid or unconstitutional by any court of
competent jurisdiction, such portion shall be deemed a separate, distinct and independent
provision and such holding shall not affect the validity of the remaining portion hereto.
Section 7. Effective Date. This Resolution shall become effective immediately upon
adoption by the City Commission of the City of Winter Springs, Florida.
RESOLVED by the City Commission of the City of Winter Springs, Florida in a regular
Commission meeting assembled on the 12th day of July, 2021.
Kevin McCann, Mayor
ATTEST:
Christian Gowan, City Clerk
Approved as to legal form and sufficiency for
the City of Winter Springs only:
Anthony A. Garganese, City Attorney
City of Winter Springs,Florida
Resolution 2021-10
Page 2 of 2
241
Incorporated 2022
oil FISCAL YEAR
� WATER
WORKS
` • '
SED UDGET
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TABLE OF CONTENTS
Page Number
Print Version
1.Budget Message
City Manager's Executive Summary i-xiii
Source&Application of Funds-Organization-Wide by Fund Type 1
Source&Application of Funds-Organization-Wide by Category 2
Source&Application of Funds-Organization-Wide by Classification 3
Source&Application of Funds-Organization-Wide by Function 4
Fund Balance/Fund Equity 5
Major Revenues 7
Personnel 13
Debt Service 15
Total Capital Outlay 18
2.Financial and Organizational Structure
Current Leadership 21
Organizational Chart 22
Financial/Fund Structure 23
Budget Process and Calendar 27
Budget,Financial,and Management Guidelines 29
3.Budget Data
GENERAL FUND
General Fund Fiscal Policy Tests 31
General Fund Sources by Classification 32
General Fund Applications by Function 33
General Fund Sources-Non-Departmental 34
General Fund Sources-Departmental 3S
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 4S
1900 General 46
Finance-Applications/Personnel 47
1300 General 49
1310 Human Resources SO
1360 Utility Billing&Customer Service Sl
1920 Risk Management S2
Information and General Services-Applications/Personnel S3
1315 Human Resources SS
1600 Information Services-General S6
1910 Information Services-City Hall S7
1925 Risk Management S8
1935 Facilities Maintenance S9
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 6S
1940 Fleet Maintenance 66
Community Development-Applications/Personnel 67
1500 Administration 69
1510 Long-Range Planning 70
1520 Urban Beautification 71
1530 Streetlighting 72
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TABLE OF CONTENTS
Page Number
Print Version
Police-Applications/Personnel 73
2100 Office of the Chief 7S
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 8S
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 9S
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
1S2 Fire Impact Fee 108
1S3 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
30S Excellence in Customer Service Initiative 123
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TABLE OF CONTENTS
Page Number
Print Version
ENTERPRISE FUN
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 may exist in a hidden row.
Such a limitation is confined to presentation only and will not affect the fund balance or the related appropriation.
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BUDGET MESSAGE
248
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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 a
every dollar, of a Winter Springs
taxpayer's tota I property tax bi 11.
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 Iastyears COVID
environment.This results in an
approximate 16.6% increase in those IF
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
249
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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 toAA+.
■ 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 100 Best Places to Live by Money Magazine.
■ Being ranked 3rd in Smart Travel's 10 Best Places to Live in Florida
■ Being ranked 14' in the Chamber of Commerce-Best Cities to Live in Florida-2019
Summary information related to the Fiscal Year 2022 Proposed Budget is provided beginning on
page iii.
Committed to...
Customer Service•Accountability- Human Capital
Executive Summary I Page ii
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OVERALL BUDGET REVENUES
Based upon an operating millage assumption of 2.4100 mills, total revenues and transfers are
projected to increase by 3.8% in FY 2022. Inclusive of appropriations from fund balance, a total
increase of 4.7% is projected as follows:
FY 20/21 FY 21/22
Original Proposed
Budget Budget Change
General $16,883,194 $18,736,477 11.0%
Other Governmental 7,392,208 $7,427,571 0.5%
Enterprise 14.933.470 $14.552.928 (2.5%)
Sub-Total $39,208,872 $40,716,976 3.8%
Appropriations From Fund
Balance 11.516.349 13.804.503 19.9%
Total $50,725,221 54.521.479 7.5%
OVERALL BUDGET EXPENDITURES
Total expenditures and transfers out are projected to increase by 6.5% in FY 2022. Inclusive of
appropriations to fund balance,a total increase as follows:
FY 20/21 FY 21/22
Original Proposed
Budget Budget Change
General $16,883,194 $18,736,477 11.0%
Other Governmental 15,092,065 15,073,912 (0.1%)
Enterprise 18.705.962 20.705.315 10.7%
Sub-Total $50,681,221 $54,015,704 6.6%
Appropriations To Fund Balance 44.000 5.775 (86.9%)
Total $50,725,221 $54,521.479 7.5%
OVERALL CHANGE IN FINANCIAL POSITION
The year-end fund balance in the General Fund is projected to stay flat.Year-end fund balances of
the Other Governmental Funds and the Enterprise Funds (collectively) are projected to have
substantial decreases mainly due to capital budgets of$13.7M.
FY 20/21 FY 21/22
Revised 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 $40,518.389
Executive Summary Page iii
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ORGANIZATION-WIDE SOURCES OF FUNDS
Franchise Other
Fee o
Of 4% 2/
Source Tota/ Licenses&Permits
Charges for Service 28.5% 2%
Appr. from Fund Bal 25.3% Charges for
JL2f. 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
of Total 6%
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
Capital Outlay
100.0% 9/ 29%
Executive Summary I Page iv
252
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GENERAL FUND SOURCES OF FUNDS
Interfund
Source %of Tota/ Transfers In Other
Ad Valorem Tax 35.4% 4% 5%
UtiIityTax 17.5% Aci ;
Intergovernment
Intergovernment- Half-Cent 14.2% - Rev Sharing
Franchise Fee 12.3% 6%
Intergovernment—Rev Sharing 5.6%
Communication Service Tax 5.9% Franchise
Fee
Interfund Transfers In 3.8% 12%
Other 5.3%
100.0% Utility Tax
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 21/22 Change
Operating Millage Rate 2.4100 2.4100 (0.0000)
Incorporating the unchanged FY 2022 County MSTU millage rate (still preliminary), the combined
proposed millage rate to City taxpayers of 5.1749 which remains flat from the prior fiscal year as
fol lows:
FY 20/21 FY 21/22 Change
Operating Millage Rate 2.4100 2.4100 (0.0000)
County MSTU (prelim) 2.7649 2.7649 0.0000
Tota 1 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
253
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The preliminary FY 2022 ad valorem tax base compares to the base for FY 2021 as follows:
FY 20/21 FY 21/22
(FINAL valuation) (DR-420*) Change
$2,708,235,730 $2,867,838,505 $159,602,775/5.9%
*Includes New Construction totaling$45,639,260
Based on preliminary valuations and the proposed operating millage rate, projected FY 2022 net
ad valorem revenues are expected to increase$369,258 or 5.9%as follows:
FY 20/21 FY 21/22
(FINAL valuation) (DR-420*) Change
$6,265,774 $6,635,032 $369,258/5.9%
State Shared Revenues (Revenue Sharing and Half-Cent Sales Tax)
FY 2022 State Shared revenues are budgeted to increase by$826,340 or 28.6% as follows:
FY 20/21 FY 21/22 Change
$2,887,500 $3,713,840 $826,340/28.6%
Local Communication Services Tax
Projected FY 2022 General Fund revenues from Local Communication Service Taxes are budgeted
to increase by$20,000 or 1.9%as follows:
FY 20/21 FY 21/22 Change
$1,080,000 $1,100,000 $20,000/1.9%
Electric Utility and Franchise Fee
Effective March 2014, the City executed a 10-year franchise agreement with Duke Energy that
maintains a franchise fee of 6%on base revenue. In total, projected FY 2022 General Fund revenues
from Electric Utility Taxes and Electric Franchise Fees are budgeted to increase as follows:
FY 20/21 FY 21/22 Change
$4,320,000 $4,895,850 $575,850/13.3%
Executive Summary I Page vi
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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
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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-unitTuskawilla 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$63/13U. 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
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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.
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EXPENDITURE HIGHLIGHTS
PERSONNEL COSTS
Personnel costs include employee salaries, FICA, health and life insurance, worker's comp, and
retirement benefits.These costs account for the majority of the City's operating expenditures.Some
of the challenges we have faced in the previous fiscal year, that continue to be a challenge in FY 22
are a volatile labor market, increases to minimum wage, additional staffing needed to facilitate
essential and significant infrastructure enhancements, and the impact of the baby boomer
generation retiring in large numbers. In order to face these challenges and to maintain our
competitive advantage for recruiting and retention, we regularly review processes searching for
opportunities to enhance efficiencies or automate processes,we have made market adjustments to
salaries and pay ranges, increased our headcount to meet with service level demands,and we have
increased benefits available to employees. FY 2022 personnel costs,totaling$15,051,587 are proposed
to increase 5.3% over the prior fiscal year as follows:
FY 20/21 FY 21/22
Original Proposed
Budget Budget Change
General $11,769,526 $12,510,142 6.3%
Enterprise 2.518.650 2.541.445 0.9%
Total $14,288,176 $15,051,587 5.3%
Staffing and Wages - Full-time headcount is increased this year to be more in line with previous
years and to provide for sufficient staffing to facilitate essential and significant infrastructure
enhancements. The total full-time headcount for FY 2022 accompanied by trailing historical data
fol lows:
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 FYI] FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
Executive Summary Page x
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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 15.3%
Other Governmental 4,856,485 4,868,146 0.2%
Enterprise 7.276.467 7.494.008 3.0%
Total $16,004,620 $16,824,488 5.1%
Executive Summary Page xi
Z09
III
General Fund changes in operating costs by department are as follows:
FY 20/21 FY 21/22
Original Proposed
Budget Budget Change
Shared Services 852,421 1,016,083 19.2%
Community Development 1,054,794 1,214,562 15.1%
Parks& Recreation 1,018,945 1,059,771 4.0%
Police 546,201 722,745 32.3%
Finance 200,677 210,913 5.1%
Public Works 137,203 163,743 19.3%
Executive $61,427 $74,517 21.3%
Total $3,871,668 $4,462,334 15.3%
CAPITAL OUTLAY
Capital Outlay includes capital improvements such as land, improvements to land and capital
equipment defined as vehicles and equipment over $5,000 in value with a useful life greater than
oneyear. FY 2022 Capital Outlay,totaling $15.7M is 23.7% more than last year's budget as follows:
FY 20/21 FY 21/22
Original Proposed
Budget Budget Change
General $12,000 $484,000 3933.3%
Other Governmental 6,825,646 7,725,500 13.2%
Enterprise 5.868.031 7.506.000 27.9%
Total $12,705,677 $15,715,500 23.7%
In the prior year the vast majority of General Fund capital (97%) was redirected to other funds. The
remainder of the FY 2022 capital budget appears in the Infrastructure Surtax Fund,Transportation-
related Funds, Impact Fee Funds (Transportation, Park),Capital Project Funds and Enterprise Funds,
which are funded by infrastructure surtax, developer fees, and/or user fees. A detailed capital list is
shown on pages 18-20.
GENERAL FUND FISCAL POLICY TEST
Each year, the General Fund is tested to determine if the fund complies with three internal fiscal
policies/guidelines as follows:
1. That sufficient recurring revenue exist to pay for all recurring costs, thus avoiding the use of
non-recurring revenues and fund balances to fund recurring costs.
Executive Summary I Page xii
260
III
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
261
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Incorporated
1959
# a s
262
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 11 263
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
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 110
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 $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 IME—
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 $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 12 264
Organization-Wide
Source and Application of Funds
by Classification
96 of
Original a/of /a
of
Actuals Budget Budget
Source FY20 Tota/ FY27 Tota/ FY22 Tota/
Charges for Service $15,724,279 32.6% $15,009,282 29.6% $15,556,589 28.5%
Approp from Fund $1,483,594 3.1% $11,516,349 22.7% $13,804,503 25.3%
Ad Valorem Tax $5,869,672 12.2% $6,287,782 12.4% $6,635,032 12.2%
Interfund Transfers In $4,701,724 9.7% $3,833,958 7.6% $3,059,338 5.6%
Utility Tax $3,348,158 6.9% $2,883,000 5.7% $3,277,910 6.0%
Franchise Fee $2,363,385 4.9% $2,089,258 4.1% $2,300,333 4.2%
Intergovernment- Half-Cent $2,475,130 5.1% $1,875,000 3.7% $2,661,360 4.9%
Intergovernment- Local Infrastructure $2,271,433 4.7% $1,755,000 3.5% $2,200,000 4.0%
Communication Service Tax $1,162,625 2.4% $1,080,000 2.1% $1,100,000 2.0%
Intergovernment- Rev Sharing $1,279,152 2.7% $1,012,500 2.0% $1,052,480 1.9%
Intergovernment-Other $1,170,123 2.4% $954,200 1.9% $618,820 1.1%
Licenses&Permits $2,211,113 4.6% $805,000 1.6% $987,980 1.8%
Miscellaneous $2,058,723 4.3% $730,668 1.4% $351,510 0.6%
Special Assessments $675,471 1.4% $715,124 1.4% $715,124 1.3%
Fines&Forfeitures $96,978 0.2% $100,600 0.2% $98,000 0.2%
Other Taxes $113,590 0.2% $77,500 0.2% $102,500 0.2%
Loan Proceeds $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% $50,725,221 100.0% $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 9.7% $4,673,520 9.2% $4,838,875 8.9%
Repair and Maintenance $3,246,324 6.7% $3,967,584 7.8% $4,197,336 7.7%
Interfund Transfers Out $4,701,724 9.7% $3,833,958 7.6% $3,059,338 5.6%
Debt Service $1,649,758 3.4% $3,848,790 7.6% $3,864,791 7.1%
Other Operating $988,052 2.0% $1,381,689 2.7% $1,539,440 2.8%
Supplies $710,547 1.5% $603,512 1.2% $699,806 1.3%
Fuel $201,630 0.4% $229,333 0.5% $301,774 0.6%
Grants&Aids $82,511 0.2% $59,030 0.1% $58,868 0.1%
Approp to Fund $10,813,049 22.4% $44,000 0.1% $5,775 0.0%
Tota/Applications $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0%
Page 13 265
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 25.2% $12,856,870 25.3% $12,363,928 22.7%
Approp from Fund $1,483,594 3.1% $11,516,349 22.7% $13,804,503 25.3%
Public Works $6,819,653 14.1% $5,476,617 10.8% $5,487,137 10.1%
General Government $1,614,692 3.3% $1,241,000 2.4% $1,281,026 2.3%
Stormwater $1,724,330 3.6% $1,097,600 2.2% $1,196,000 2.2%
Community Development $1,372,226 2.8% $807,816 1.6% $763,494 1.4%
Protective Inspections $2,148,479 4.5% $769,500 1.5% $943,000 1.7%
Finance $714,854 1.5% $723,958 1.4% $709,337 1.3%
Parks&Recreation $1,477,953 3.1% $248,844 0.5% $236,304 0.4%
Police $207,407 0.4% $129,675 0.3% $118,085 0.2%
Fire $90,101 0.2% $26,000 0.1% $2,400 0.0%
Executive&Legislative $1,150 0.0% $500 0.0% $48,500 0.1%
Information Services $0 0.0% $0 0.0% $0 0.0%
Total Sources $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0%
Original
Actuals Budget %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 13.5% $7,470,330 13.7%
General Government $4,278,121 8.9% $2,864,362 5.6% $2,340,946 4.3%
Community Development $2,941,206 6.1% $2,714,504 5.4% $4,412,551 8.1%
Parks&Recreation $3,493,409 7.2% $2,408,764 4.7% $2,580,605 4.7%
Information&General Services $722,145 1.5% $2,161,399 4.3% $2,670,374 4.9%
Stormwater $1,404,969 2.9% $1,374,789 2.7% $1,408,850 2.6%
Protective Inspections $1,095,516 2.3% $1,294,246 2.6% $2,079,026 3.8%
Finance $1,926,445 4.0% $1,221,249 2.4% $1,357,689 2.5%
Executive&Legislative $711,266 1.5% $617,085 1.2% $612,491 1.1%
Fire $295,812 0.6% $278,694 0.5% $164,008 0.3%
Non-Department $0 0.0% $0 0.0% $0 0.0%
Approp to Fund $10,813,049 22.4% $44,000 0.1% $5,775 0.0%
TotalApplications $48,237,359 100.0% $50,725,221 100.0% $54,521,479 100.0%
Page 14 266
PROJECTED CHANGES IN FUND BALANCE
Governmental Funds- Major/Non-Major in the Aggregate
Original Revised
FY 20/21 FY 20/21 FY 21/22
Budget Budget Budget
GENERAL FUND
Sources $16,883,194 $17,207,243 $18,736,477
Applications $16,883,194 $17,207,243 $18,736,477
Appropriation To(From) Fund Balance $0 $0 $0
FUND BALANCE-October 1 $8,824,620 $8,935,387 $8,935,387
Appropriation TO(FROM) Fund Balance $0 $0 $0
FUND BALANCE-September 30 $8,824,620 $8,935,387 $8,935,387
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 $1,614,841
Appropriation TO(FROM) Fund Balance ($283,791) ($283,791) ($398,028)
FUND BALANCE-September 30 $1,639,951 $1,614,841 $1,216,813
INFRASTRUCTURE SURTAX FUND
Sources $2,025,000 $2,025,000 $2,200,000
Applications $6,029,646 $5,554,646 $3,792,000
Appropriation To(From) Fund Balance ($4,004,646) ($3,529,646) ($1,592,000)
FUND BALANCE-October 1 $9,537,802 $10,117,090 $6,587,444
Appropriation TO(FROM) Fund Balance ($4,004,646) ($3,529,646) ($1,592,000)
FUND BALANCE-September 30 $5,533,156 $6,587,444 $4,995,444
TLBD DEBT SERVICE FUND(Phase 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 15 267
PROJECTED CHANGES IN FUND EQUITY
Enterprise Funds
Original Revised
FY 20/21 FY 20/21 FY 21/22
Budget Budget Budget
ALL ENTERPRISE FUNDS
Sources $14,933,470 $14,933,470 $14,552,928
Applications(includes capital,principal reduction,if
$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 NetCapital
Mess Renewal/Replacement,Restricted)
FUND EQUITY'-October 1 $18,490,120 $25,224,316 $21,391,312
Appropriation TO(FROM) Fund Equity ($3,772,492) ($3,833,004) ($6,152,387)
FUND 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)
Net Assets less Net Capital
(less Renewal/Replacement,Restricted)
FUND EQUITV-October 1 $12,930,729 $16,278,152 $13,258,095
Appropriation TO(FROM) Fund Equity ($3,020,057) ($3,020,057) ($4,803,511)
FUND 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
STORMWATER
Sources $1,105,100 $1,105,100 $1,196,000
Applications(includes capital,principal reduction) $1,374,789 $1,374,789 $1,408,850
Appropriation TO(FROM) Fund Equity ($269,689) ($269,689) ($212,850)
Net Assets less Net Capital am
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 16 268
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
2022 2021 $2,867,838,505 6.4% ■
Final Gross Taxable Value (DR403)
FY 2022 - DR-420
$3,000
$2,500
Ln
C
LD $2,000
$1,500
$1,000
$500
01' 011x 01�' 01� 01� 01$ 01� O LO
IP
Otis
2
Fiscal Year
Page 17 269
REVENUES
Ad Valorem Taxes (cont'd)
Florida Statute 200.063-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
2022 2021 2.4100 0.0000 24100
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
21 020T2ZO � c6 e
TJ
O
2
■Operating ■Voted Debt
Total Ad Valorem
Includes Operating and Voted Debt
10 with statutory discount applied
9
8
6
0 7 0^' b.
5
3
2
2O\ 201 206 2016 ZO�� 201a L01� 2020 dge' dge'-
0`
y
Fiscal Year L02 ti�2�
Page 8 270
REVENUES
Electricity and Communication Services Tax
[Utility taxes-Sections 1-2, Art. Vlll State Constitution, Municipal Ordinances 751,
2001-42, 2005-13; Communication Services Tax- Sections 202.19(1), Florida Statutes]
The following chart reflects eight years of historical data for the major revenue
sources as well as estimates for our current fiscal year and proposed budget. These
revenue streams flow through the General Fund and are obligated for debt service.
The electric utility and communication service tax revenues represent 15% and 6% of
the budgeted revenues, respectively.
Electricity & Communication Service Tax
$3,000
$2,500
Ln
Ln
$2,000
LnD
0
$1,500
c
$1,000
$500
$0
tio1� yp�� tio1� Logo tio1� tio,$ Lp1� tio�o 1��d�e� dge--
Fiscal Year y0 tioti�
■Electricity ■communication Services
Page 19 271
REVENUES
Electric Franchise Fees
[Home Rule Authority- Sections 1-2,Art. Vlll, 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
ul $2,000
c
M
o $1,500
$1,000
$500
$0
1�130 Aa
ti
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 1 10 272
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 206.60S(7), 206.879(7), 272.20(6), and 278.20-.26, Florida Statutes]
In order to ensure a certain level of parity across local government units the Florida Revenue
Sharing Act of 1972 was enacted. Typically, legislation is passed each year that could
potentially impact the amount of sales tax revenues available for distribution to municipal
governments. Florida's Legislative Committee on Intergovernmental Relations (LCIR)
provides projections which are the basis for the budget. During fiscal year 2021, it is
expected that this revenue will contribute approximately 5.6% of total General Fund
revenues.
Local Government Half-Cent Sales Tax Program
[Sections 272.20(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
-C $1,500
c
$1,000
$500
$0
y�1��o�1p�d�
ti
Fiscal Year
■Revenue Sharing ■Half-Cent Sales Tax
Page 1 11 273
REVENUES
Intergovernmental Revenues (cont'd)
Local Discretionary Sales Surtax
[Sections 272.OS4-.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],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 7-2,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 112 274
ORGANIZATION WIDE- PERSONNEL SUMMARY
Budgeted Positions by Fund/Department
GENERALFUND
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 5.80 18.80 15 4.35 19.35
Information&General Services 5 0.00 5.00 11 0.00 11.00 13 0.00 13.00
Public Works 15 0.00 15.00 12 0.00 12.00 13 0.00 13.00
Community Development 7 0.00 7.00 6 0.00 6.00 10 0.00 10.00
Police-Sworn 55 0.00 55.00 55 0.00 55.00 55 0.00 55.00
Police-Other 15 0.50 15.50 15 1.68 16.68 17 1.68 18.68
Parks&Recreation 11 9.791 20.79 11 10.52 21.52 13 10.03 23.03
TOTAL 127 16.09 143.09 128U 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
TOTAL 2.19 52.19 30 4.73 34.73 34 0.00 34.00
ORGAN IZATION-W I DE
2019-2020 2020-2021 2021-2022
FTEs FTEs FTEs
Full-Time Part-Time TotalFull Time Part-Time Total Full-Time Part-Time Total
TOTAL 18.28 195.28 22.73 180.73 174 16.06 190.06
FTEs-Full-time Equivalents
Page 1 13 275
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
.............................................................. .. ....................................................................................
CityClerk3 3 2
................................................................ .................................................
Departmental Total5 0.00 5 0.00 4 0.00
Finance
Full-time Part-time Full-time Part-time Full-time Part-time
1300 General 9 0.00 9 9
...................................................................................................................................................................................
1310 Human Resources 1
..1360................................................Utility..Billi.n.g.......................................................................... 4 5.80 4 5.80 6 4.35
................................................................ .................................................
Departmental Tota..I14 5.80 13 5.80 15 4.35
Information&General Services
Full-time Part-time Full-time Part-time Full-time Part-time
1600 General 5 5 5
...................................................................................................................................................................................
1315..................................................Human,Resou,rces........................................................ 2 2
.....................
1935 Facilities Maintenance 2 4
7415...............................................M a rket n...&..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 Roadsand ROW Maint 9 9 8
...................................................................................................................................................................................
1930 Facilities Maintenance 2
..1940...............................................Fleet Maintenance...................................................... 3 2 3
................................................................ .................................................
Departmental Total15 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.................................................Plan.n.1.n.g...................................................................................... 2 2 2
......................................................................a.r.......................................................................................................
1520 UrbanBeautification 4 3 7
................................................................ .................................................
Departmental Total7 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 Tota..I................................................. 70 0.50 70 1.68 72 1.68
Parks&Recreation
Full-time Part-time Full-time Part-time Full-time Part-time
7200 Administration 1 2 2
...................................................................................................................................................................................
7230 Parks&Grounds 6 7.60 7 8.33 9 7.84
..7240..............................................Programs................................................................................... 2 0.00
..7250..............................................Seniors........................................................................................... 2 2.19 2 2.19 2 2.19
................................................................ .................................................
Departmental 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-timeFull-time Part-time
3600 Operating 38 0.00 20 0.00 22 0.00
STO RM WATE R
Full-time Part-time Full-time Part-time Full-time Part-time
3800 Operating 6 5 5
..3810................................................ ...........................................................................
Engineering3 1 2
............................................................... ........................................................
StormwaterTotal9 0.00 6 0.00 7 0.00
DEVELOPMENT SERVICES
Full-time Part-time Full-time Part-time Full-time Part-time
2400 Plans and Inspections 3 2.19 4 4.73 5 0.00
Full-time Part-time Full-time Part-time Full-time Part-time
177 18.28 158 22.73 174 16.06
ORGANIZATION-WIDE TOTALS
195.28 180.73 190.06
Page 1 14 276
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 TuscawiIIa 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 1 15 277
DEBT SERVICE REQUIREMENTS
Governmental Funds
Fund#202 Fund#261 Fund#162
Improvement Refunding TLBD Special Assessment Tuscawilla III Assessment
Revenue Bonds' Revenue Note 2 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.
2The 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 116 278
DEBT SERVICE REQUIREMENTS
Water and Sewer Fund
Fund#410 Fund#410 Fund#410 Fund#410
Water&Sewer Capital Water&Sewer Water&Sewer 3
State Revolving Loan
Appreciation/Serial Refunding Revenue Refunding Revenue
Series 2000 Series202O Series2016 Series2017
US Bank Truist Bank Fifth Third $5,982,108 TOTAL WATER&SEWER`
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 $1,570,669 $2,400,841
2029 $360,787 $1,534,856 $152,000 $32,723 $300,637 $18,972 $813,424 $1,586,551 $2,399,975
2030 $340,144 $154,000 $30,083 $302,806 $16,799 $796,950 $46,882 $843,832
2031 $1,563,000 $3,208 $304,990 $14,611 $1,867,990 $17,819 $1,885,809
2032 $106,000 $1,385 $307,190 $12,407 $413,190 $13,792 $426,982
2033 $54,000 $309,406 $10,188 $363,406 $10,188 $373,593
2034 $311,637 $7,952 $311,637 $7,952 $319,589
2035 $313,885 $5,700 $313,885 $5,700 $319,585
2036 $316,149 $3,432 $316,149 $3,432 $319,581
2037 $318,430 $1,147 $318,430 $1,147 $319,577
$3,794,191 $11,603,307 $3,022,000 $366,885 $194,000 $0 $4,830,164 $283,543 $11,840,355 $12,253,735 $24,094,090
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 ofl.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 l.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 117 279
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 365 100,000
$200,000
Public Works-Administration
Machinery&Equipment- Electric sand bag filling machine $35,000
Machinery&Equipment- Dump trailer 18,000
$53,000
Police Department
Portable radios(23) $99,000
Admin.cars(2) 48,000
Light kit(2) 5,000
Camera system (traffic and crime scene) 10,000
Ballistics blankets 9,000
$171,000
Parks&Recreation
Kubota 2380 $22,000
Gator(2) 20,000
$42,000
Total General Fund-Capital Outlay $484,000
See the following pages for the remaining captial coming from the other governmental and enterprise funds
Page 1 18 280
TOTAL CAPITAL OUTLAY
OTHER GOVERNMENTAL FUNDS
Transportation Improvement Fund#120
CIP-Winding Hollow turn lane $550,000
Road Improvement Fund#121 (3rd gen)
CIP-Bridge Location TBD-based on priority testing $1,275,000
CIP-Resurfacing 1,000,000
Pavement roller 50,000
MX6000 with loader/grapple 48,000
Small bucket truck 46,000
Police Marked Units(5) 233,000
F250 2WD SRW Reg Cab(F2A) 24,000
F150 Reg Cab 122.5"XL(FIC) 21,000
$2,697,000
Transportation Impact Fee Fund#150
CIP-Integra/434 traffic signal $330,000
CIP-MBB traffic signal 500,000
$830,000
Parks Impact Fee Fund#153
CIP-Torcaso pavilion $200,000
TLBD I Capital/DS#261
CIP-Pond rejuvenation $25,000
1999 Construction Fund#301
CIP-CWP/Lake Jessup Overlook- Event Center $885,900
Revolving Rehab#302
CIP-CWP/Lake Jessup Overlook-Event Center $1,172,600
Perk Up Parks Capital Project Fund#303
CIP-CWP/Lake Jessup Event Center $1,000,000
CIP-Torcaso Park site improvements phase 2 200,000
CIP-Pond and landscape renovations at Trotwood Park 50,000
CIP-Trotwood Park pier 2 into the lake-inhouse labor 50,000
Reliable Irrigation System-Blumberg 50,000
$1,350,000
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 1 19 281
TOTAL CAPITAL OUTLAY
ENTERPRISE FUNDS
Water&Sewer-Operating#410
Construction in Progress
CIP-Emergency plant upgrades(other continued) $898,400
CIP-Emergency plant upgrades(SGS only) 878,600
CIP-WTP 1 design and chemical feed,header replacement 625,000
CIP-Rapid infiltration basins-capacity assessment/evaluation 500,000
CIP-WTP 3 standby power connections 400,000
CIP-Lake Jessup reclaimed water augmentation plant rehab 250,000
CIP-Lift station upgrades 80,000
CIP-Bypass pumps 320,000
CIP-Lift station 7W-(engineering plans) 150,000
CIP-Lift station lE- (engineering plans) 100,000
CIP-Sewer pipe relining 250,000
CIP-Water line replacement-W&S 250,000
Other Capital
Reclaim meters-rapid infiltration basins(RIBs) 200,000
Master WTP meters 175,000
Hydrant replacement 80,000
Lift station radio upgrades 50,000
Pump Replacement-Waste Water 50,000
Auto flushers 30,000
Pump replacement-Water 30,000
Security camera/video upgrades 100,000
$5,417,000
Stormwater-Operating#411
CIP-Shore&Alton culvert upsizing -engineering $76,000
CIP-Shore&Alton bank stabilization-engineering 50,000
CIP-Pipe relining 50,000
CIP-Curb inlet rehabilitation 40,000
Emergency portable bypass pumps 50,000
$266,000
Water&Sewer Service Availability#412
CIP-434 reclaimed expansion (formerlyknown as-Tuscawilla Crossing) $1,300,000
Development Services-Plans&Inspections#420
CIP-Lobby kiosks $200,000
CIP-Counter enhancement 25,000
Intangibles-Energov(software/implementation) 170,000
Security camera/video(see above 1/3 here) 100,000
F150 construction inspections 28,000
$523,000
Total Enterprise Funds-Capital Outlay $7,506,000
TOTAL CAPITAL OUTLAY- ALL FUNDS $15,715,500
Page 120 282
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Incorporated
1959
# a s
283
FINANCIAL
ORGANIZATIONAL STRUCTURE
284
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MAYOR
Kevin McCann
COMMISSIONERS
Seat One — Matt Benton
Seat Two — Kevin Cannon
Seat Three — Ted Johnson
(Deputy Mayor)
Seat Four— TiAnna Hale
Seat Five — Rob Elliott
CITY MANAGER
Shawn Boyle
CITY ATTORNEY
Anthony A. Garganese
CITY CLERK
Christian Gowan
DEPARTMENTS
Community Development Christopher Schmidt
Finance Maria Sonksen
Shared Services Casey Howard
Police Chris Deisler
Public Works/Utility Dale Smith
Page 21 286
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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 123 288
extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise
funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds for the
same item. The prescribed accounting basis and fund classification is indicated below for all funds.
Governmental:
General Fund
MAJOR/modified accrual basis
This is the chief operating fund of the City of Winter Springs. It accounts for all financial resources of
the general government, except those required to be accounted for in another fund.
Special Revenue Funds
(#101) Police Education Fund
non-major/modified accrual basis
This fund accounts for the costs of educational expenses for police officers. It is funded by a portion
of the collections from fines and forfeitures.
(#102 and#103) Special Law Enforcement Trust Funds (Local and Federal, respectively)
non-major/modified accrual basis
These funds were established to receive revenues derived from confiscated property obtained during
the enforcement of illegal operations. Proceeds are utilized strictly for law enforcement purposes,
exclusive of salaries and vehicles. Such purposes may include drug education programs such as the
DARE program.
(#120) Transportation Improvement Fund
non-major/modified accrual basis
Revenues in this fund are derived from Local Option Gasoline Tax distribution. Proceeds are to be
used for road, right of way, and drainage maintenance and equipment necessary to build or maintain
roads, right of ways, and drainage.
(#130) Solid Waste/Recycling Fund
MAJOR/modified accrual basis
This fund is used to account for fees for solid waste and recycling services performed by contract
vendors. Proceeds are used to pay monthly vendor charges for providing solid waste and recycling
services.
(#140) Arbor Fund
non-major/modified accrual basis
This fund is used to account for arbor revenues. This revenue source is used to maintain plantings in
the City.
(#121) Infrastructure Surtax Fund
Previously Road Improvement Fund
MAJOR/modified accrual basis
This fund is used to account for collected one-cent sales tax revenues to be primarily used for
transportation-related infrastructure improvements and other capital projects.
(#150) Transportation Impact Fee Fund
non-major/modified accrual basis
This fund is used to account for collected impact fees on new development to defray the cost of future
road construction as a result of growth.
Page 124 289
(#150) Police Impact Fee Fund
non-major/modified accrual basis
This fund is used to account for collected impact fees on new development to defray the cost of capital
investment needed to maintain the level of police service due to future growth.
(#152) Fire Impact Fee Fund
non-major/modified accrual basis
This fund is used to account for collected impact fees on new development to defray the cost of capital
investment needed to maintain the level of fire service due to future growth.
(#153) Park Impact Fee Fund
non-major/modified accrual basis
This fund is used to account for collected impact fees on new development to defray the cost of capital
investment needed to develop and improve the parks due to future growth.
(#160) TLBD Maintenance Fund
non-major/modified accrual basis
This fund is used to account for collected special assessments for maintenance related to the
Tuscawilla Lighting and Beautification District phases I and II. In fiscal year 2006-2007, two
maintenance programs were streamlined into one assessment district and are accounted for in fund
#160.
(#161) Oak Forest Maintenance Fund
non-major/modified accrual basis
This fund is used to account for collected special assessments for maintenance related to the Oak
Forest subdivision wall.
(#162) Tuscawilla Phase III Maintenance/Debt Service Fund
non-major/modified accrual basis
This fund is used to account for collected special assessments for maintenance and capital/debt
service related to the Tuscawilla Units 12/12A wall (Hawk's Reserve).
Debt Service Funds
(#202) 1999/2011 Debt Service Fund
non-major/modified accrual basis
This fund is used to account for the accumulation of resources and payment of principal, interest, and
related costs for the Series 2011 BB&T note, which partially refunded the 1999 bond issue.
(#240) Central Winds General Obligation Debt Service Fund
non-major/modified accrual basis
This fund is used to account for the accumulation of resources and payment of principal, interest, and
related costs for the 2002 limited general obligation bond which was refinanced in May 2012 with a
private placement note payable. During FY2020, the voted debt millage has been eliminated with the
adoption of Resolution 2019-19 to forgive the Central Winds General Obligation internal loan from
Fund 305.
(#261) TLBD Debt Service Fund(Phase 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 125 290
Capital Project Funds
(#301) 1999 Construction Capital Projects Fund
non-major/modified accrual basis
This fund was established for the acquisition and construction of City-owned capital improvements.
(#302) Revolving Rehabilitation Capital Projects Fund
non-major/modified accrual basis
This fund was established to fund capital improvements and economic development within the City.
(#303 Public Facilities Capital Project Fund
non-major/modified accrual basis
This fund was established to fund capital projects within the City.
(#304) Utility/Public Works Facility Capital Projects Fund
non-major/modified accrual basis
This fund was established to account for the construction of additional public facilities - currently the
Public Works/Utility Compound.
(#305) Excellence in Customer Service Initiative Fund
This fund was established to account for capital improvements for the purpose of increasing the level
of customer service (i.e. redesign of the City Hall lobby/bathrooms, acquisition of software, new phone
system).
Proprietary:
Enterprise Funds
(#410/412) Water and Sewer Utility Fund
MAJOR/accrual basis
This fund was established to account for the provision of water and sewer services to the residents of
the City.
(#420) Development Services Fund
MAJOR/accrual basis
This fund was established in 2003 to account for plans, inspections and related customer service as
an enterprise fund.
(#411) Stormwater Utility Fund
MAJOR/accrual basis
This fund was established to account for the stormwater management department as an enterprise
fund.
Fiduciary:
Pension Plan Trust Fund
accrual basis
This fund accounts for the contributions to the defined benefit plan. Because this fund accounts for
the resources held for the benefit of parties outside the government it is not included in the budget
document.
Page 126 291
Budget Process
Annual budgets are adopted on a basis consistent with generally accepted accounting principles for
all funds. The budget is established through the following procedures:
• In January and February, City Manager and department directors begin preliminary budget
discussions regarding the next fiscal year. Directors submit budget requests in early spring
followed by the refinement and balancing process.
• About March of each year, the budget calendar is presented by staff and approved by the City
Commission.
• In the spring, budget meetings/workshops are convened which may include department
directors, support staff, City Manager, Finance Director, Budget Analyst, Mayor and
Commission. From those in-house workshops, the Proposed Budget is prepared.
• On or before July 1 of each year, the City Manager submits the Proposed Budget to the
Commission for consideration.
• The City Commission may hold informal budget workshops which the public is invited to attend.
• In July, the City Commission establishes the tentative millage rate (DR 420) which becomes
the millage `ceiling' when approving the annual millage rate and budget in September.
• Also established at this meeting is the rolled-back rate calculation, the date, time and place of
the first Public Hearing. Once these determinations have been made they are communicated
via the DR 420 to the Seminole County Property Appraiser, the Seminole County Tax Collector
and the Department of Revenue. This information is advertised via the Notice of Proposed
Property Taxes (TRIM Notice) which is mailed to property owners by the Seminole County
Property Appraiser.
• Two to five days prior to the second public hearing the notice of the final budget hearing and
budget summary is advertised in a newspaper of general paid circulation.
• On or before September 30 of each year, after two public hearings, the Commission adopts
the budget and establishes the ad valorem tax millage rates.
• The TRIM (Truth in Millage) compliance package is submitted to the Department of Revenue.
• The budget may be formally amended by the Commission at any time.
Proposed:
Date Function
February 2 Commission establishes FY 2022 Budget Calendar
by July 1 Transmission of Proposed 2022 Budget - budget placed on Shared
Drive and Website
Tentative:
by July 1 Property Appraiser submits DR 420 Certification
July 7 Budget Workshop
July 12 Commission establishes millage cap (DR 420 tentative millage rates via
Resolution)
August 4 Deadline to Notice Property Appraiser of
Proposed Millage Rate/ Rolled-back Rate/ Date, Time, Place of Public
Hearing
(Must be sent within 35 days of certification of value)
August 24 Deadline for Property Appraiser to send TRIM Notice to property owners
(Considered notification of Tentative public hearing; must be mailed by PA
within 55 days of value certification)
September 13 Public Hearing (Tentative)
Tentative millage and budget hearing (Resolutions)
(Must be within 80 days of value certification but not earlier than 65 days
after certification)
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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 128 293
Budget, Financial and Management Guidelines
General
• An independent audit will be performed annually. The City administration will promptly
evaluate the audit management letter to determine the necessary steps to implement the audit
recommendations.
• Financial records to be maintained on a basis consistent with Generally Accepted Accounting
Principles (GAAP) and the Government Accounting Standards Board (GASB).
• The City will strive to maintain a fund balance in the General and Enterprise funds of 25% of
personnel services and operating expenditures which serves to protect against the need to
reduce service levels or raise taxes and fees due to temporary revenue shortages or
unpredicted spikes in expenditures.
• The City will strive to ensure that personal and operating costs do not exceed recurring
revenues; that is, recurring expenses will not be funded with non-recurring revenue.
• It will be the City's highest priority to maintain current service levels for all essential services.
• Employee positions are fully-funded.
Revenues
• The City will strive to maintain diversified revenues for the sake of fiscal stability and to most
equitably distribute the cost of services.
• The City will set user-fees for all enterprise funds at a level that fully supports the total direct
and indirect cost of the activity.
• A portion of the cost of non-enterprise activities may be considered for subsidy provided that
such action is consistent with the interests of the City and with all legal requirements.
• The use of one-time revenues to fund ongoing expenditures is discouraged.
Budget
• The City will abide by a structured budget process and comply with the "Truth in Millage" state
statute which regulates taxing authorities in the millage assessment process.
• Budgets are considered balanced when revenues and appropriations from the fund (if
applicable) equal expenditures and appropriations to the fund (if applicable).
• Recurring revenues should be sufficient to pay for all recurring costs thus avoiding the use of
non-recurring revenues and fund balances to fund such costs.
• The City will adhere to all Federal, State, and local legal requirements related to the operating
budget.
• The City will maintain a budgetary control system to ensure budgetary compliance.
• All fund balances will be presented in the annual budget.
• The City will attempt to avoid layoffs of permanent employees in order to balance the budget.
Purchasing
• The City Manager is authorized to purchase or to contract for all commodities and services
which do not exceed $50,000; those in excess require written bids and Commission approval.
• Regarding bids, the City of Winter Springs intends to secure a source of supply for item(s) or
services(s) at the lowest price; early and satisfactory manufacture; and prompt, convenient
service and shipment.
• Purchase orders over$5,000 must be approved by the City Manager.
• Purchases for commodities and services over$2,500 require three quotes unless a sole source
vendor is being utilized or the City is piggy-backing off another governmental agency.
Page 129 294
Investments and Cash Management
• Cash and investments are managed in accordance with the City's investment policy while
providing for liquidity to meet the City's needs in a sound and prudent manner.
• The City administers a cash management and investment program that seeks to maximize, in
order of priority, the preservation of funds, liquidity, and interest earnings over its cash and
investments.
• The City will collect revenues aggressively, including past due bills and may utilize a collection
agency to accomplish this.
Capital Assets
• The budget will provide for the maintenance and replacement of capital assets which are
defined as expenditures which equal or exceed $5,000.
• The City has a five-year Capital Improvements Plan (CIP) which it annually reviews and
updates to ensure that all necessary capital improvements are being incorporated. This plan
is a multi-year prioritized schedule of capital improvements (which equal or exceed $50,000)
by intended year of purchase or commencement, the amount of expenditure per year, method
of financing and annual operating costs.
• Assets will be inventoried annually. Assessment as to condition of all major capital assets is
routinely evaluated by the respective departments.
• When appropriate, surplus and obsolete property will be disposed of at public auction.
Debt Management
• There are no limitations placed on the amount of debt the City may issue either by the City's
charter, code of ordinances or State statute.
• The City shall manage debt issuance and obligations according to sound public fiscal
management principles so that the City is able to provide needed capital improvements and
maintain services at adopted levels of service (LOS).
• Debt service - managed to ensure that timely payment of principal and interest is made and
that bond covenants are met so as to maximize efficiency and credit-worthiness.
• General obligation debt will not be used to finance the activities of enterprise funds.
• The term of any bonds shall not exceed the useful life of the expenditures being financed.
• Long-term debt will not be utilized to fund current and ongoing operations.
• For long-term debt, the City uses financial advisors independent of bond brokerage houses
and independent bond counsel to determine the best method of financing.
• The City will maintain an adequate debt service fund for each bond issue.
• See Debt Service section for a list of criteria for managing debt financing and selecting
revenues to finance public facilities.
Pension Plan
• Employees become plan participants on the first day of the month immediately following the
date six months after the first day of employment.
• The City will provide sufficient funding to the pension plan in order to ensure that the plan will
be able to fully meet its obligations to retired employees on a timely basis. Accordingly, the
City will retain independent actuarial advisors to provide the minimum annual required
contribution for both employer and employee.
• The Defined Benefit (DB) plan is closed to employees hired after October 1, 2011. DB
Employees have a required contribution rate of 5%. For employees hired after October 1,
2011, the City contributes 5% to a Defined Contribution (DC) plan with eligibility for an
additional 2.5% matching contribution.
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GENERAL FUND
296
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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 $O
FUND BALANCE
Projected Beginning Fund Balance $8,935,387
Appropriation TO (FROM) Fund Balance $0
Projected Ending Fund Balance $8,935,387
Ending Fund Balance Designations:
90-day/25% Operating Reserve $4,550,619
Economic Development/Capital $4.384.768
Projected Total Ending Fund Balance $8,935,387
Page 131 298
GENERAL FUND
Sources and Applications by Classification
9,0 of 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%
Utility Tax $3,348,158 18.3% $2,883,000 17.1% $3,277,910 17.5%
Franchise Fee $2,363,385 12.9% $2,089,258 12.4% $2,300,333 12.3%
Intergovernment- Half-Cent $2,475,130 13.5% $1,875,000 11.1% $2,661,360 14.2%
Communication Service Tax $1,162,625 6.3% $1,080,000 6.4% $1,100,000 5.9%
Intergovernment- Rev Sharing $1,279,152 7.0% $1,012,500 6.0% $1,052,480 5.6%
Interfund Transfers In $546,523 3.0% $603,958 3.6% $709,337 3.8%
Charges for Service $439,332 2.4% $467,495 2.8% $480,145 2.6%
Miscellaneous $597,672 3.3% $314,001 1.9% $270,800 1.4%
Fines&Forfeitures $64,422 0.4% $97,000 0.6% $95,000 0.5%
Intergovernment-Other $48,700 0.3% $81,200 0.5% $27,600 0.1%
Other Taxes $112,450 0.6% $77,000 0.5% $102,000 0.5%
Licenses&Permits $32,120 0.2% $15,000 0.1% $24,480 0.1%
Approp from Fund $0 0.0% $0 0.0% $0 0.0%
Tota/Sources $18,339,313 100.00/. $16,883,194 100.00/. $18,736,477 100.0%
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%
Tota/Application $18,339,318 100.0% $16,883,194 100.0% $18,736,477 100.0%
Page 132 299
GENERAL FUND
Sources and Applications by Function
910 Of Original %of
Actuals Budget Budget %of Tota/
Source FY20 Tota/ FY27 Tota/ FY22
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% $O 0.0% $0 0.0%
Executive& Legislative $1,150 0.0% $500 0.0% $48,500 0.3%
Tota/Sources $18,339,313 100.0% $16,883,194 100.0% $18,736,477 100.0%
910 Of Original %of
Actuals Budget Budget %of Tota/
Application FY20 Tota/ FY27 Tota/ FY22
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% $O 0.0% $O 0.0%
Tota/Application $18,339,318 100.0% $16,883,194 100.0% $18,736,477 100.0%
Page 133 300
GENERAL FUND - SOURCES
Revenues&Transfers- Non-Departmental
Original Revised
Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22
Number Description of Expenditure Actual Actual Budget Budget Budget
00 Non-Department
311000 Ad Valorem $5,376,555 $5,869,644 $6,287,782 $6,287,782 $6,635,032
Total Ad Valorem Tax $5,376,555 $5,869,644 $6,287,782 $6,287,782 $6,635,032
314100 Electricity Tax $2,646,870 $2,834,079 $2,430,000 $2,430,000 $2,815,850
314300 Water Utility Tax $394,815 $443,597 $380,000 $380,000 $390,660
314400 Gas Tax $47,290 $47,189 $50,000 $50,000 $47,940
314800 Propane $23,336 $23,293 $23,000 $23,000 $23,460
Total Utility Tax $3,112,311 $3,348,158 $2,883,000 $2,883,000 $3,277,910
315000 Communication Services $1,100,395 $1,162,625 $1,080,000 $1,080,000 $1,100,000
Total Communication Service Tax $1,100,395 $1,162,625 $1,080,000 $1,080,000 $1,100,000
323100 Electricity $2,124,125 $2,137,683 $1,890,000 $1,890,000 $2,080,000
323700 Solid Waste/Commercial $114,351 $133,018 $107,400 $107,400 $124,800
323710 Solid Waste/Residential $50,216 $50,851 $50,858 $50,858 $52,693
323400 Gas $42,453 $41,833 $41,000 $41,000 $42,840
Total Franchise Fee $2,331,145 $2,363,385 $2,089,258 $2,089,258 $2,300,333
331390 Federal Grant-Other Phys.Environ. $209,254 $2,631 $0 $289,294 $0
334390 State Grant-Other Phys.Environ. $8,308 $0 $0 $0 $0
335120 Revenue Sharing $1,376,164 $1,279,152 $1,012,500 $1,012,500 $1,052,480
335140 Mobile Home License Tax $10,060 $9,884 $10,000 $10,000 $8,160
335150 Alcoholic Beverage License $19,596 $11,570 $15,000 $15,000 $12,240
335180 Gov't Half Cent Sales Tax $2,559,096 $2,475,130 $1,875,000 $1,875,000 $2,661,360
Total lntergovernment $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 $10,7070 $0
369900 Misc Revenue ($9,300) $8,009 $0 $1,288 $0
369910 Motor Fuel Tax Rebate $16,843 $18,981 $16,000 $16,000 $15,300
Total Other $664,807 $596,200 $368,452 $380,596 $368,250
316000 Local Business $150 ($515) $0 $0 $102,000
Other Taxes $150 ($515) $0 $0 $102,000
381201 From 2003 DS $8,650 $0 $0 $0 $0
381410 From Water Sewer Utility $817,900 $0 $0 $0 $0
381411 From Stormwater Utility $165,300 $0 $0 $0 $0
381420 From Development Services $206,950 $0 $0 $0 $0
Total Interfund Transfers In $1,198,800 $0 $0 $0 $0
Total Non-Departmental Sources $17,966,641 $17,117,864 $15,620,992 $15,922,430 $17,517,765
Page 134 301
GENERAL FUND-SOURCES
Revenues&Transfers-Departmental
Original Revised
Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22
Number Description of Exoenditure Actual Actual Budget Budget Budget
12 Executive&Legislative
341300 Admin Svc Fees $816 $1,150 $500 $500 $48,500
Total Ad Valorem Tax $816 $1,150 $500 $500 $48,500
13 Finance
316000 Local Business $122,212 $112,965 $77,000 $77,000 $0
341302 Admin Svc Fees-Business License $3,322 $2,347 $3,000 $3,000 $0
369900 Misc Income-Record Searches,etc $50,600 $53,019 $40,000 $40,000 $0
381410 From Water Sewer Utility $570,629 $546,523 $603,958 $603,958 0$709,337
Total Utility Tax $746,763 $714,854 $723,958 $723,958 $709,337
15 Community Development
322010 Zoning $11,320 $15,240 $8,000 $8,000 $13,260
322020 Site Plan $9,000 $7,295 $5,000 $5,000 $7,140
322910 Arbor Permits $7,305 $9,585 $2,000 $2,000 $4,080
337300 Grant-Physical Environment $0 $0 $49,000 $49,000 $0
341301 Admin Svc Fees-County Impact $48,867 $50,500 $10,000 $10,000 $20,400
366000 Misc Private Donations $300 $1,000 $0 $0 $0
369301 Settlement Insurance Proceeds $3,256 $1,959 $0 $0 $0
381130 From Solid Waste $23,029 $0 $0 $0 $0
381140 From Arbor $23,663 $0 $0 $0 $0
381160 From TLBD Maint $52,739 $0 $0 $0 $0
381161 From Oak Forest Maint $9,466 $0 $0 $0 $0
381162 From Tuscawilla III $2,627 $0 $0 $0 $0
381261 From TLBD I DS $1,656 $0 $0 $0 $0
Total Community Development $193,228 $85,579 $74,000 $74,000 $44,880
16 Information&General Services
366000 Misc Private Donations $0 $0 $0 $9,625 $0
369900 Misc Revenue $0 $0 $0 $786 $0
Total Information Services $0 $0 $0 $10,411 $0
21 Police
331200 Federal Grant-Public Safety $9,347 $24,615 $7,200 $7,200 $7,200
341300 Admin Svc Fees $448 $438 $0 $0 $0
342102 Law Enforcement-Code $35,410 $12,124 $14,400 $14,400 $12,240
351500 Traffic $114,993 $64,422 $97,000 $97,000 $95,000
366000 Misc Private Donations $4,000 $0 $0 $0 $0
369900 Misc Revenue $17,021 $12,129 $0 $9,200 $0
Total Police $181,219 $113,728 $118,600 $127,800 $114,440
41 Public Works it
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 SeniorCtr-Annual $13,996 $7,294 $10,000 $10,000 $2,550
347206 Splashpad $174 $0 $300 $300 $200
347207 Dog Park $6,020 $0 $0 $0 $0
347208 Summer Camp $77,706 $0 $75,000 $75,000 $76,500
347209 Programs $3,146 $6,117 $2,500 $2,500 $3,060
347210 League $14,950 $12,150 $9,000 $9,000 $2,700
347211 Partnership League $88,450 $63,052 $75,044 $78,044 $75,044
347400 Community Events $17,025 $8,125 $0 $0 $0
366000 Misc Private Donations $53,717 $21,979 $0 $0 $0
369900 Misc Revenue $2,183 $5,823 $0 $0 $0
Total Parks&Recreation $383,477 $206,836 $246,844 $249,844 $235,554
Total Dep'tal Sources $1,603,835 $1,221,449 $1,262,202 $1,284,813 $1,218,712
TOTAL GENERAL FUND SOURCES $19,570,476 $18,339,313 $16,883,194 $17,207,243 $18,736,477
Page 35 302
GENERAL FUND-APPLICATIONS
Expenditures&Transfers -Department Specific
Original Revised
FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22
DIV# DEPARTMENT/DIVISION Actual Actual Budget Budget Budget
Executive
1100 Executive-Commission $124,942 $108,236 $117,112 $117,112 $120,139
1200 Executive-City Manager $334,447 $380,731 $318,751 $318,751 $321,198
1210 Executive-City Clerk $259,764 $222,299 $181,222 $181,222 $171,154
$719,153 $711,266 $617,085 $617,085 $612,491
General Government
1400 General Gov't-Legal Services $224,807 $261,709 $265,420 $265,420 $265;420
1900 GeneralGov't-General $1,970,669 $1,841,071 $1,138,941 $1,149,648 $783,025
$2,195,476 $2,102,780 $1,404,361 $1,415,068 $1,048,445
Finance
1300 Finance-General $535,348 $519,289 $617,291 $617,291 $648,352
1360 Finance-Utility Billing&Cust Svc $570,629 $546,524 $603,958 $603,958 $709,337
1310 Finance-Human Resources $180,640 $214,347 $0 $0 $0
1920 Finance-Risk Management $502,984 $646,285 $0 $0 $0
$1,789,601 $1,926,445 $1,221,249 $1,221,249 $1,357,689
Information&General Services
1600 Information&General Services-General $683,259 $694,031 $774,020 $919,079 $1,129,364
1910 Information&General Services-City Hall $31,127 $28,114 $26,526 $26,526 $27,363
1315 Information&General Services-Human Resources $0 $0 $308,638 $305,638 $247,031
1925 Information&General Services-Risk Management $0 $0 $605,300 $605,300 $666,008
1935 Information&General Services-Facilities Maintenance $0 $0 $277,413 $280,413 $387,463
7415 Information&General Services-Marketing&Events $0 $0 $169,502 $179,913 $213,145
$714,386 $722,145 $2,161,399 $2,316,869 $2,670,374
Public Works
4100 Public Works-Administration $134,023 $236,431 $95,085 $95,085 $179,523
4110 Public Works-Roads and ROW Maint. $649,430 $522,319 $589,556 $733,791 $663,953
1930 Public Works-Facilities Maintenance $205,720 $224,194 $0 $0 $0
1940 Public Works-Fleet Maintenance $213,325 $185,017 $188,363 $188,363 $269,706
$1,202,498 $1,167,961 $873,004 $1,017,239 $1,113,182
Community Development
1500 Community Development-Administration $133,414 $117,047 $138,475 $138,475 $154,824
1510 Community Development-Long Range Planning $62,415 $69,443 $88,957 $88,957 $73,417
1520 Community Development-Urban Beautification $1,104,322 $1,366,178 $700,783 $700,783 $1,191,944
1530 Community Development-Streetlighting $487,762 $483,906 $521,627 $521,627 $515,093
$1,787,913 $2,036,574 $1,449,842 $1,449,842 $1,935,278
Page 136 303
GENERAL FUND-APPLICATIONS
Expenditures&Transfers -Department Specific
Original Revised
FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22
NUMBER DEPARTMENT/DIVISION Actual Actual Budget Budget Budget
Police
2100 Police-Office of the Chief $5,890,748 $5,587,281 $6,049,437 $6,056,987 $6,386,250
2110 Police-Criminal Investigations $21,262 $26,618 $31,015 $31,015 $85,765
2120 Police-Community Services $11,131 $12,706 $13,665 $13,665 $12,665
2130 Police-Operations $107,099 $93,474 $111,630 $113,280 $215,080
2135 Police-Special Operations $6,351 $4,567 $0 $0 $0
2140 Police-Support Services $562,451 $531,573 $603,869 $603,869 $743,915
2150 Police-Code Enforcement $5,686 $9,498 $9,180 $9,180 $10,730
$6,604,728 $6,265,717 $6,818,796 $6,827,996 $7,454,405
Fire
2200 Fire-Operations $241,419 $295,812 $278,694 $278,694 $164,008
$241,419 $295,812 $278,694 $278,694 $164,008
P&R-Operations
7200 P&R-Administration $210,877 $214,160 $226,031 $226,031 $376,746
7210 P&R-Athletics $1,173 $2,879 $2,906 $2,906 $0
7220 P&R-Athletics-Partnerships $21,673 $6,086 $5,800 $15,186 $4,200
7230 P&R-Parks&Grounds $3,174,152 $2,134,823 $1,386,548 $1,358,082 $1,567,415
7240 P&R-Programs $247,323 $173,957 $115,301 $115,301 $109,726
7250 P&R-Seniors $408,227 $305,505 $322,178 $345,695 $322,518
7400 P&R-Community Events $68,192 $35,928 $0 $0 $0
$4,131,617 $2,873,338 $2,058,764 $2,063,201 $2,380,605
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 137 304
GENERAL FUND - EXECUTIVE & LEGISLATIVE OVERVIEW
All Divisions
Original Revised
FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22
EXPENDITURES Actual Actual Budget Budget Budget
Personal Services $651,206 $674,421 $555,658 $555,658 $537,974
Operating Expenses $66,753 $36,845 $61,427 $61,427 $74,517
Transfers $0 $0 $0 $0 $0
Capital Outlay $1,194 $0 $0 $0 $0
TOTAL EXPENDITURES $719,153 $711,266 $617,085 $617,085 $612,491
City Manager-1200
City Manager 1 1 1 1
............................................................................................................................................................................................
Administrative Assistant1 1 1 1
2 2 2 2
City Clerk-1210
City Clerk 1 1 1 1
............................................................................................................................................................................................
CitClerk Assistant 2 2 2 1
Totall 3 3 3 2
FE TOTAL FULL-TIME PERSONNEL 5 5 5 4
Commission- Non-employee-1100
Commissioners 5 5 5 5
.....�.ayo.r............................................................................................................................................................. 1 1 1 1
TOTALI 6 6 6 6
TOTAL NON-EMPLOYEE t 6 6 6
Page 138 305
GENERAL FUND - EXECUTIVE & LEGISLATIVE SUMMARY
All Divisions
Original Revised
Account FY 18/19 FY 19/20 FY 20/21 FY 20/21 FY 21/22
Number Description of Expenditure Actual Actual Budget Budget Budget
510100 Base Wages/Salaries $389,522 $397,987 $322,650 $322,650 $317,286
510110 Base Wage-Mayor/Commission $74,400 $75,330 $74,400 $74,400 $74,400
510140 Overtime $3,187 $2,739 $7,211 $7,211 $4,554
520200 FICA $33,317 $34,655 $26,771 $26,771 $28,467
520220 Pension DB $95,226 $94,483 $55,278 $55,278 $59,145
520225 Pension DC $5,253 $7,694 $6,257 $6,257 $7,926
520230 Health Insurance $49,750 $61,034 $62,307 $62,307 $45,462
520240 Workers'Comp $551 $499 $784 $784 $734
Total Payroll $651,206 $674,421 $555,658 $555,658 $537,974
530310 Professional $5,332 $1,000 $4,100 $4,100 $11,100
530314 Consulting $3,991 $0 $0 $0 $0
530315 Pre/Post Employment $125 $0 $0 $0 $0
530341 Other Svcs-Contract/Admin $2,446 $925 $2,600 $2,600 $3,200
530411 Communication- Phone $5,880 $5,240 $5,880 $5,880 $7,800
550510 Office $1,214 $473 $776 $776 $940
550520 Operating $1,184 $1,638 $660 $660 $1,810
550525 Operating-Small Tools $233 $1,084 $100 $100 $100
555400 Travel &Per Diem $6,987 $3,139 $12,263 $12,263 $13,038
555401 Automobile Allowance $1,869 $0 $0 $0 $0
555420 Postage/Freight $370 $343 $479 $479 $628
555470 Printing/Binding $751 $71 $750 $750 $1,250
555480 Promotional/Advertising $13,110 $3,458 $6,645 $6,645 $8,520
555540 Dues/Reg/Pub $17,051 $12,057 $16,774 $16,774 $15,631
555550 Training $70 $1,277 $2,800 $2,800 $2,800
555551 Educational Incentive $0 $0 $1,500 $1,500 $1,500
580820 Grants/Aids-Econ Dev $6,140 $6,140 $6,100 $6,100 $6,200
Total Operating $66,753 $36,845 $61,427 $61,427 $74,517
560643 Mach&Equip-Furn/Office $1,194 $0 $0 $0 $0
Total Capital $1,194 $0 $0 $0 $0
TOTAL EXECUTIVE/LEGISLATIVE $719,153 $711,266 $617,085 $617,085 $612,491
Page 39 306