City of Edmond, Oklahoma, Budget and Financial Plan, FY 2012-13 by City of Edmond

Balanced Perfection

budget and financial plan c i t y of e d m on d, ok l a homa F I S C A L Y E AR 2 0 1 2 - 2 0 1 3

THE CITY OF EDMOND, OKLAHOMA BUDGET FY 12-13 TABLE OF CONTENTS INTRODUCTION: Budget Message............................................................................................................................................... I - XVII

BUDGET SUMMARIES: Budget Summary - All Funds ..................................................................................................................................... 1 Summary of Revenues By Source-General Fund ....................................................................................................... 2 Summary of Revenues By Source-PWA Funds ......................................................................................................... 3 Fund Graph-Combined Budgets-All Funds ................................................................................................................ 4 Fund Graph-Total Estimated Revenue-All Funds ...................................................................................................... 5 Fund Graph-Total Direct Cost by Function-All Funds............................................................................................... 6 Fund Graph-Total Other Uses Reserves ..................................................................................................................... 7

GENERAL FUND: Fund Description ........................................................................................................................................................ 8 Fund Budget Summary ............................................................................................................................................... 9 DEPARTMENT DETAIL: General Government ........................................................................................................................................ 10 - 11 City Council....................................................................................................................................................... 12 - 13 Parks and Recreation ......................................................................................................................................... 14 - 15 Street Maintenance & Construction .................................................................................................................. 16 - 17 Court Services/Municipal Court ........................................................................................................................ 18 - 19 Senior Citizens Center ....................................................................................................................................... 20 - 21 Social Agencies ................................................................................................................................................. 22 - 23 Community Development & Preservation Agencies ......................................................................................... 24 - 25 Public Transportation - Citylink ........................................................................................................................ 26 - 27 Emergency Management ................................................................................................................................... 28 - 29 Cemetery............................................................................................................................................................ 30 - 31 Community Image (Code Enforcement & Urban Forestry) ............................................................................. 32 - 33 Planning & Zoning ............................................................................................................................................ 34 - 35

THE CITY OF EDMOND, OKLAHOMA BUDGET FY 12-13 TABLE OF CONTENTS Festival Marketplace.......................................................................................................................................... 36 - 37 Building Services............................................................................................................................................... 38 - 39 Downtown Community Center .......................................................................................................................... 40 - 41 Historical Society .............................................................................................................................................. 42 - 43 Edmond Electric Economic Development Fund ............................................................................................... 44 - 45 Parks Special Events Fund ................................................................................................................................ 46 – 47

SPECIAL REVENUE FUNDS: Fund Descriptions.............................................................................................................................................. 48 - 52 Fund Budget Summaries and Detail: Senior Citizens Fund ...................................................................................................................................... 53 – 54 Community Development (Planning) Fund.................................................................................................... 55 – 56 Energy Efficiency Conservation Block Grant Fund ....................................................................................... 57 – 58 Asset Forfeiture Fund .................................................................................................................................... 59 - 60 Fire Public Safety Limited Tax Fund ............................................................................................................. 61 - 62 Police Public Safety Limited Tax Fund ......................................................................................................... 63 - 64 Hospital Sale Trust Fund ................................................................................................................................ 65 - 66 Real Property Fund ......................................................................................................................................... 67 - 68 Convention & Visitors Bureau Fund .............................................................................................................. 69 – 70 Ambulatory Services Fund ............................................................................................................................. 71 – 72

CAPITAL PROJECT FUNDS: Fund Budget Summaries and Detail: Capital Improvements Fund ............................................................................................................................ 73 - 74 Roadway Improvements Fund ......................................................................................................................... 75 - 76 1996 Capital Improvements Tax Fund ............................................................................................................ 77 - 78 Art In Public Places Fund ................................................................................................................................ 79 -80 Cemetery Care Fund ......................................................................................................................................... 81 -82

THE CITY OF EDMOND, OKLAHOMA BUDGET FY 12-13 TABLE OF CONTENTS Parks Tax Fund ................................................................................................................................................. 83 -84 2000 Capital Improvements Tax Fund ............................................................................................................ 85 - 86 2012 Public Safety Center - Capital Improvements Tax Fund ........................................................................ 87 - 88

EPWA UTILITY FUNDS: Fund Description ................................................................................................................................................ 89-90 Funds Budget Summaries ......................................................................................................................................... 91

FUND DETAIL: Electric Utility .................................................................................................................................................... 92-93 Water Utility ...................................................................................................................................................... 94- 95 Solid Waste Utility ............................................................................................................................................ 96- 97 Wastewater Utility ............................................................................................................................................ 98 - 99 Arcadia Lake ................................................................................................................................................ 100 - 101 Drainage Utility ............................................................................................................................................ 102 - 103 EPWA Sewer Impact .................................................................................................................................... 104 - 105 EPWA Revenue Bonds................................................................................................................................. 106 - 107

OTHER ENTERPRISE FUNDS: KickingBird Golf Course Fund ..................................................................................................................... 108 - 109 YourGovShop Fund ...................................................................................................................................... 110 - 111

INTERNAL SERVICE FUNDS: Fund Descriptions......................................................................................................................................... 112 - 113 Fund Budget Summaries and Detail: Liability/Tort Claims Fund (Risk Management) .......................................................................................... 114 - 115 Employee Group Insurance Fund ................................................................................................................. 116 - 117 Vehicle Maintenance Fund ........................................................................................................................... 118 - 119 Administrative Support Services Fund ......................................................................................................... 120 - 121

THE CITY OF EDMOND, OKLAHOMA BUDGET FY 12-13 TABLE OF CONTENTS DEPARTMENT DETAIL: General Government .................................................................................................................................... 122 - 123 City Treasurer .............................................................................................................................................. 124 - 125 City Manager ................................................................................................................................................ 126 - 127 Public Safety Communications..................................................................................................................... 128 - 129 Information Technologies ............................................................................................................................ 130 - 131 Financial Services ......................................................................................................................................... 132 - 133 Human Resources ......................................................................................................................................... 134 - 135 Administrative Services ................................................................................................................................ 136 - 137 Facility Maintenance .................................................................................................................................... 138 - 139 Legal Services .............................................................................................................................................. 140 – 141 Engineering .................................................................................................................................................. 142 – 143 Market and Public Relations......................................................................................................................... 144 - 145 Public Works Administration ....................................................................................................................... 146 - 147 Operations Central Warehousing ................................................................................................................. 148 - 149 Utility Customer Service .............................................................................................................................. 150 - 151 Fleet Management Fund ............................................................................................................................... 152 - 153 Field Services Fund ...................................................................................................................................... 154 - 155

PERSONNEL ................................................................................................................................................ 156 – 159 CAPITAL OUTLAY .................................................................................................................................... 160 – 163

INTRODUCTION

Honorable Mayor and Members of the City Council: The City of Edmond’s proposed annual budget and Five‐Year Financial Plan is presented in this detailed document. The City’s new fiscal (budget) year begins on July 1, 2012, and the fiscal years FY12‐13 through 2016‐17 are represented in the Five‐Year Financial Plan. Our City organization has prepared and utilized an authentic multi‐year plan for what will now be sixteen consecutive years, and the goal remains to develop a synergy between the internal strategic plans for 41 individual operating units and the Strategic Plan developed by the City Council. Finance Director Ross VanderHamm continues to provide the critical professional direction and expertise for our internal budget preparation process, which actually begins in October of every year in the Finance Department. Kelly Neal, the Assistant Finance Director, also provides outstanding assistance and support. We also appreciate the involvement of our professional City staff throughout the organization. We continue to work on creating an internal culture of Trustworthy Service through Continuous Improvement that will ultimately result in a constant awareness of this internal mission in all that we do. Our unchanging core values of Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication and Innovation serve to enhance our focus. BIG PICTURE VIEW The proposed budget for next year reflects $223,902,626 in estimated costs, an increase of 3.97% from the current budget. For a good recent perspective it is helpful to recall that the current budget is less than the City’s largest budget in the last five years (FY07‐08 Budget $235,525,510). We believe that the City of Edmond will continue the recent trend of healthy but more moderate revenue growth in the coming years, as our New Economic Reality is really no longer new. Even though projected year‐end sales tax revenues should comfortably exceed our projections, our conservative approach to revenue forecasting remains prudent and realistic for our organization. Our projections for the FY12‐13 budget year and all five years of the Plan are specifically identified in the “General Fund: Revenues” section that begins on the next page. Both the Public Safety sales taxes for Fire and Police operations and the Capital Improvement sales tax that were approved local voters in 2000 continue to provide critical financial assistance. The public safety taxes include a ¼ cent for Fire and 1/8 cent for Police, and the capital improvements tax is an extended ¾ cent tax that was originally approved in 1996. In addition, please remember that almost two‐thirds of the General Fund revenue (66.8% of $43,204,570) is also a direct allocation to the provision of public safety services. i

Beginning April 1 of this year an additional ½ cent sales tax began to be collected, the result of last fall’s voter approval of five‐year funding for a new Public Safety Center. The total city rate increased from 3.25% to 3.75% with the overall rate changing to 8.25%. Fuel costs remain difficult to estimate because of the ongoing volatility of oil prices. Our staff believes that $115+ per barrel prices are a possibility in next year’s budget, and as a result a budgeted increase of 18% ($194,458) is included. Mid‐year adjustments are an option that will be used if needed. Total payroll expenses will increase very slightly (1.37% or $786,130) in the FYFY12‐13 budget. We are returning to the normal twenty‐six pay periods instead of twenty‐seven in the current budget. The extra pay period occurs once every eleven years because of where the periods fall within the calendar. (Had both years been 26 payrolls there would have been a 5.26% increase) 2012 CITY COUNCIL STRATEGIC PLAN The City Council recently held a second workshop concerning the update of this plan, and the document should be updated in the next couple of months. GENERAL FUND: REVENUES City sales tax remains the primary source of revenue for the General Fund. Our Edmond community is extremely dependent on this single revenue source, more so than many other cities in Oklahoma that have diversified their revenue stream with a limited amount of dedicated property tax (ad valorem) for capital projects as allowed by state law. For many years this over‐reliance on local sales tax was not a major problem because of Edmond’s tremendous economic growth that was the envy of many cities in Oklahoma and the region. However, the reduction in local collections in recent years served to emphasize that a more appropriate long‐ range strategy needs to be considered at some point. The first ten months of our current fiscal year certainly indicate that Edmond is now in the second year of an economic recovery. Sales tax collections are 6.3% above last year, and there is little doubt that the end of the year will reflect an increase comfortably above our 2% budget projection. It is still appropriate to remain conservative in future projections however, and as a result a 3% growth in sales tax revenue for next year is estimated. The four outer years of the Plan also identify conservative estimates of 3% for the second year, 3.5% for the third year, and 4% for years four and five. Next year’s budget includes a two‐phased approach for employee compensation for general employees that is reviewed in detail in the “Personnel” tab. No specifics are available concerning the negotiations with the two unions (police and fire) that will be occurring through the collective bargaining process. Increasing the percentage of the unreserved fund balance in the General Fund has been a priority for the past several years, and these efforts have been successful. A “minimum responsible level” of 10% is recommended by Crawford and Associates as part of their annual Performeter ratings of comparative measures of the City’s financial health, and for several years this balance was significantly below this ii

benchmark. For the current budget we are projecting a 13.52% balance. Although the FY12‐13 budget reflects a decrease to 10.58%, we will remain slightly above our 10% Fund Balance Policy and just below that level in the outer years. The Fund Budget Summary on page 9 identifies this unreserved fund balance as both a percentage and the number of operating days it represents. The projected 3% increase in sales tax collections for the FY12‐13 budget will result in an increase of approximately $1.6M in General fund revenue. Please remember that the Police and Fire funds will also proportionately share in this additional revenue through the automatic transfers required by ordinance. The Reserve for Council Special Projects (City Council Contingency Fund) has been increased from $55,621 to $100,000 to allow for additional flexibility. An allocation of $300,000 has been included in the second year of the Plan (General Government Budget) as an estimated amount for moving expenses (non‐Public Safety) associated with the internal realignment related with the new Public Safety Center project. The financial markets continue to dictate very limited income from City investments, and next year this amount is projected to total only $60,000 for the General Fund. GENERAL FUND: EXPENDITURES The automatic transfer of two‐thirds of most GF revenues to the Police and Fire Public Safety Limited Tax Funds was stipulated in the 2000 Public Safety Sales Tax. The 36.8% allocation to the Police Department will be $15,899,282 in the next budget, and the 30% allocation to the Fire Department will be $12,961,371. OUTSIDE AGENCIES Social Agencies and Community Enrichment The current budget revised the previous process that had been used for many years to determine the allocations to outside agencies, and under the new categories of Social Agencies and Community Enrichment the various entities are identified in more meaningful and comparable groups (pages 22‐25). The total maximum combined allocation available to both categories for the following year is 3.2% of the estimated sales tax collections from the current year. The Social Agencies allocations are capped at 1.44%, and the cap for Community Enrichment is 1.76%. The sixteen entities in the Social Agencies and Community Enrichment budgets are identified on pages 22‐25. Community Enrichment/Development This budget now includes allocations for two programs, as beginning in the current year EMSA has been separated into a Special Revenue Fund (Ambulatory Services Fund) and CITYLINK has been separated into its own GF division. The two programs receiving City support in this budget include: iii

‐‐Airport (Guthrie/Edmond Regional Airport –GEOPORT): $152,864 ‐‐Edmond Historic Preservation Trust: $30,000 Guthrie/Edmond Regional Airport The cities of Edmond and Guthrie began a partnership eight years ago for the joint operation of the airport in Guthrie, and in 2009 the original five‐year agreement was renewed for another five years. Operating and capital expenses are now equally shared between both communities. The proposed budget for the airport is based on a preliminary budget that was developed by Matt Mueller (CM in Guthrie) and me. We are always working with two different time frames, as the two cities have different fiscal years (July 1 is the start of our budget year and Guthrie’s starts October 1). Next year’s proposed budget includes a maximum amount of $152,864 for each community as identified above, resulting in a total airport budget of $305,728. The amount for each city is divided into $99,100 for operating expenses and $53,764 for capital expenditures. The FYFY12‐13 airport budget represents a modest increase from the current year (5.4%). As a point of comparison however, it is important to note that the total airport budget has been significantly reduced in recent years. The current budget of $290,000 is much less than last year’s budget of $458,000, and that budget was much less than the one from the year before of $870,000. The reduced numbers reflect both the deferral of some capital projects and the economic realities of both communities. Since the inception of the partnership one of the primary goals has been to increase the number of hangars at the airport, to provide additional opportunities for area pilots to base their aircraft at the facility which would result in additional utilization. Last fall the Edmond Economic Development Authority (EEDA) made a positive statement about the potential of the airport by approving a $185,000 loan for the extension of water and sewer infrastructure to an area designated for new private corporate hangars, helping to accelerate this new construction. As a result we are hopeful that several new corporate hangars will be added over the next several years. CITYLINK Public Transportation Program Next year’s budget will be the fourth year the City has operated our own public transportation service, CITYLINK (page 27). Through the first three years we have been very pleased with the results of our enhanced service, which includes six local routes, two express routes to and from OKC and an on‐ demand paratransit service. Ridership has continually increased, and the program is now used by an impressive 15,110 more people (March ‘09 compared to March ‘12) than under our previous arrangement as part of the regional service ‐ a 269% increase. The proposed FY12‐13 budget is $1,429,066, a 9.07% increase from this year – primarily due to adding $100,000 for capital improvements. (Without this capital expense, the operating increase would be only 1.43%). This budget amount is leveraged by an estimated $576,290 in both supplemental grant revenues ($385,290) and continued UCO funding ($200,437) for the “Broncho Bus” which operates in and around the campus area. The resulting net cost of service is projected to be $852,776, an actual decrease from iv

FY11‐12 – assuming we receive all the anticipated grant revenues. Furthermore, it is important to keep in mind that our costs are less than what our expenditures were projected to be if we had remained a part of the regional service. The Edmond Public Transportation Committee has again recommended capital funding ($100,000) for additional ADA infrastructure improvements along the routes, and this allocation is identified in the Capital Improvements Fund in the General Fund (Capital Outlay section at the end of the document, page 161). Our staff is continuously pursuing any and all grant opportunities and private partnership opportunities to provide additional financial assistance that will reduce the City’s costs in operating this popular program. Staff is also moving forward with using alternative fuels for CITYLINK vehicles as part of our Sustainability Program. Several vehicles are being converted to both CNG (compressed natural gas) and propane in the initial effort. Electric Economic Development Fund This fund (pages 44‐45) was initially established nine years ago to earmark funds from the electric utility that were designated for an initial set of economic development enhancements for qualifying projects that would facilitate the growth and expansion of existing and new businesses in Edmond. All the funding to date has been provided by Edmond Electric, and these annual allocations of $100,000 were ended five years ago. The City Council authorized an additional $100,00 for next year’s budget, with $50,000 being provided by both EE and the City Council Reserve for Special Projects (council contingency), with the intent of hopefully resuming regular annual allocations to this fund for general economic development purposes. Public Safety Limited Tax Funds Police Department The Plan projects slightly positive fund balances in the Police Department budget (pages 63‐64) – even for the outer years. However, if the Committed Reserve ‐ budgeted at $600,000 ($500k for Tech Reserve and $100k for Disaster Relief) is spent, the outer two years will show a deficit, and it is important to remember that the City will not have deficit spending in any fiscal year. The funding for this budget has improved to the point that we hope to return to the full number of authorized sworn officer positions next year. The second Edmond Police Academy class recently graduated, and these eight new officers will have a significant impact on existing officer vacancies. Another academy class will be conducted this fall, and those graduates will allow us to fill the remaining vacancies. The ICMA workload and staffing study was completed last year, and one of the findings was that the Police Department is adequately staffed when all authorized positions are filled. Please also remember that thirty‐nine new full‐time positions have been added since the initiation of the 2000 Public Safety Sales Tax. v

In October of 2011 voters approved a five‐year half‐cent sales tax to fund a new Public Safety Center, which will include both a new main police facility and also a new facility for the Public Safety Communications Department. A separate capital fund is found on pages 87‐88. A design firm was recently awarded a contract for the facility, and the design work is expected to take around nine months. The actual construction time frame is expected to be around eighteen months, resulting in an anticipated completion in the late fall of 2014. Fire Department All five years of the Plan reflect positive ending balances for the Fire Department (pages 61‐62). Thirty‐ eight new full‐time positions have been added since the inception of the 2000 Public Safety Sales Tax. No new positions will be added next year for the third consecutive year. The FY12‐13 budget includes an allocation of $75,000 for a comprehensive workload and staffing analysis, similar to what was performed in the Police Department. As with the PD study, the cost of this study will be provided from the General Government budget and not the Fire Department budget. The Plan continues annual funding of the $1,200,000 Reserve for Committed Reserves for all five years, and included in this allocation is $1,000,000 for Contingency/Disaster Relief and $200,000 for Technology. Administrative Support Services Fund The support services for the City departments who directly deliver services to our citizens are provided by these sixteen internal departments (pages 120‐155). These operations are funded from internal charges to the direct service departments known as “cost allocations”. For several years we have used the same external consultant to consider and recommend these charges, through discussions with both the internal and external departments. Cost allocations are an important component of our budget preparation process, and there is a continual focus on expanding the opportunities for input and feedback from all of our departments. The total amount of these charges to our external departments has been significantly reduced over the past four years, by approximately $5.5M. Such reductions have been made possible through continued cost‐cutting and more accurate cost estimations. The funding for these sixteen support departments (actual cost allocations) are budgeted as “Transfers In”, and the expenditures to the direct service departments as “Transfers Out”, resulting in a true direct cost, by function. EDMOND PUBLIC WORKS AUTHORITY Right‐of‐way Use Fees All City utilities except Solid Waste and Drainage are assessed an annual charge for the use of City rights‐ of‐way (ROW), to determine a cost of doing business that is more comparable to private utilities. For vi

the past six years this fee has remained at the 5% rate recommended by an outside study in the 99‐00 budget. The total amount of these fees will be $4,870,462 in next year’s budget. The accuracy of the percentage that is charged should be periodically evaluated to make sure it remains appropriate. Electric Fund For over a hundred years Edmond Electric, our City‐owned electric utility, has been a consistent and reliable provider of outstanding electric service to most of the residents of Edmond (pages 92‐93) while providing lower rates than OG&E. Our electric utility has provided a continual support of general government operations in the General Fund, to the benefit of both our community and our City organization. Please note that this support has been provided without neglecting the necessary maintenance and infrastructure expansion of the electric system. The total amount of this GF support in the FY12‐13 budget will be $6,312,028, which results from $2,761,558 in a direct transfer and $3,550,470 in right‐of‐way use fees. This assistance has allowed us to avoid increasing the general sales tax rate in the General Fund for many years. This contribution has been provided without neglecting the necessary maintenance and system expansion needs that are necessary to sustain the high reliability of our electric system. Budgeting for our electric utility is a complex process, as many factors must be considered, such as wholesale power costs, retail rates, growth, and maintenance needs. Next year’s budget actually includes a net revenue decrease of 2.86% from this year’s actuals, due to a reduction in the 2013 projections for Commercial account revenues of $2.1M from last year’s estimates. The previous projections reflected an overly ambitious growth in residential sales. Total operating expenses will decrease by 4.38%, basically resulting from the return to a normal number of payroll periods in the year and reduced capital outlay expenses. An aggressive marketing strategy for Edmond Electric continues to be part of our focus, emphasizing the major benefits that a locally‐owned, reliable, lower‐cost electric utility provides to our community, including also the important financial support of the General Fund. One area that we are working on to improve our overall performance as an electric provider is to seek ways to balance our usage of electricity. The City of Edmond is embarking on two major building projects with our Recreation Aquatic Center and the Public Safety Center. In both of these projects, geothermal support of the climate control systems is being designed into the projects. It not only provides savings due to reduced energy consumption, these systems also help balance the demand for energy thus reducing the need to purchase power during summer peaks. We intend to aggressively market the concept of geothermal to all new developments to help reduce or balance our peak power demands, to the general benefit of our electric system. The majority of funding for the Edmond Economic Development Authority (EEDA) will continue to be provided through Edmond Electric, and this amount will increase by 6.82% next year from $440,000 to $470,000. And as part of an increased emphasis on a more aggressive economic development initiative, vii

a $50,000 transfer to the Economic Development Fund will also be made for the first time in several years. Water Fund The operation of the City’s drinking water system is provided through this budget (pages 94‐95). This system includes over 400 miles of distribution lines, 56 water wells, and the Arcadia Lake treatment plant. Annual incremental rate increases through 2014 were approved last year, the result of a water/wastewater study that was funded by both the water and wastewater utilities. The primary reason for the increases is to address major capital needs that include both infrastructure improvements (including replacement of water lines more than forty years old) and the development of new water sources. A contract was recently awarded for the development of a Water and Wastewater Master Plan that will develop planning level direction for both of these systems to the “build out” of our community, and also provide updated design models, identify capital improvement needs and provide an updated capacity fee study. This plan should take about a year to complete, and will help the City avoid the problems associated with future development occurring with inadequate infrastructure. An updated yield study for Arcadia Lake was recently completed and is currently being reviewed by staff in terms of additional water supply capacity. Work is underway on water conservation measures intended to meet the targets identified in the plan. The water well rehabilitation program continues in accord with the 50‐year plan’s direction regarding ground water supply. Water conservation remains a priority, and as one recent example a demonstration xeriscape garden has been installed at Bickham‐Rudkin Park. This department is also working on a program to provide rain barrels to collect citizens to water which can be used as a supplemental source to reduce increasing water system demands. The City also continues to annually implement a voluntary recommended outdoor watering schedule for residents and businesses that is in effect from June 1 through September 30. Water revenue is projected to increase by 16% in the FY12‐13 budget primarily because of the third‐year rate increase. Expenditures are projected to decrease by 11.925%, due to a reduction in capital projects. The fund will continue to provide support for general City services through ROW use fees and operating transfers of $1,072,931. Wastewater Fund This budget (pages 98‐99) provides for the operation of the Coffee Creek Wastewater Treatment Plant, the maintenance of over 400 miles of lines, lift stations, and other wastewater facilities.

viii

Major capital improvements will need to be made to the plant and conveyance system in the next several years, and the cost of these expenditures is anticipated to be in the range of $20M. For the past couple of years staff has been reviewing and comparing the costs/benefits of two options for these improvements. One option would involve a public/public partnership with Oklahoma City concerning the expansion of their Chisholm Creek plant at Western and Coffee Creek Road, and the other option would involve making the necessary improvements to our own system. The staff review was recently completed, and the recommendation is to move forward with internal system improvements. No funding is included for any of these improvements in the five‐year Plan, as the project is anticipated to be financed through a revenue bond, with part of the current annual rate increases being used to service the debt. The master plan will also review and develop timelines for the Spring Creek and Chisholm Creek lift station replacement projects ($35M). A revenue increase of 22.9% is projected for next year as the result of the third‐year rate increase. Expenditures are projected to decrease by 51.08%, the result of fewer capital projects. ROW use fees and operating transfers in an amount of $536,465 will be provided to help fund general City services. Solid Waste Fund Collection and disposal services for over 28,000 residential customers and over 1,900 commercial customers are provided for through this fund (pages 96‐97), and user fees are the only source of revenue for this operation. The possibility of a City‐operated composting program was moved forward with a feasibility study last year. This year’s budget provided for an Implementation Plan that will soon be completed. Staff will then review the costs involved for the City’s projected initial entry into a composting program, which could involve the construction and operation of a drop‐off site on City property next to our Coffee Creek Wastewater Plant west of Arcadia Lake. Such a site would provide our citizens an opportunity to both receive compost and drop off compost materials. The FY12‐13 budget includes $185,000 for the purchase of a used horizontal grinder that will be needed to initiate a City program. It is anticipated the program will be funded through a rate increase that has not yet been discussed or identified. One possibility for additional capital funding would involve a low‐interest loan from the State Revolving Loan Fund that would be serviced through the rate increase. Although the solid waste utility is not charged a ROW use fee, it will still help support the General Fund through an allocation of $327,252 as an operating transfer. Drainage Fund A monthly service fee charged to all utility customers ($3 for residential customers) is the revenue source for this fund, which provides for the remediation of both actual and potential storm water damage and the storm water quality program (pages 102‐103) Inadequate revenue remains an ongoing

concern for this fund. For example, the three‐person drainage crew is funded through the General Fund in the Field Services Division. The significant ending balance is misleading, because it results from continually having to defer major capital improvements until adequate funds become available in a particular budget year. A nominal revenue increase of .88% is projected next year, due to the annual growth in the number of utility customers. Expenditures are expected to increase substantially (29.9%). This increase results from finally being able to move forward with the much‐needed Willowood Drainage project in the area of 2nd and Coltrane after receiving a federal grant for $2.4M. The City’s share of the project will be approximately $800,000. The design of both the Cedar Ridge and Morning Star/ Crossbow drainage projects are substantially complete, and the easement acquisition phase has begun. These projects are needed to help remediate residential flooding. The Coffee Creek Drainage Basin Study has taken longer to prepare than anticipated, but the draft report from the consultant should be completed by the end of the current fiscal year. Arcadia Fund This budget (pages 100‐101) provides for the recreational opportunities available at Arcadia Lake. The basic goal is for fees for service to provide the necessary revenue to cover the operating expense for this activity. We have seen steady growth over the last few years in park revenues, but last year’s extreme summer heat caused a reduction in visitors at a time when we see our peak usage. The five year Plan shows a balanced budget until the final year. We are working on improvements to our campgrounds to expand the quality and provide additional utility connections which will bring in more revenue in future years. In the next few years we also plan to open a new park (Carl Reherman Park) which will increase our capacity to serve more people. We have been conservative in our revenue growth projections until we determine the full fiscal impact of these improvements. Our area population growth should also contribute to growth of Arcadia Lake as a major recreational attraction. Golf Course Fund It has been the City’s goal that the Kickingbird Golf Course would pay its own way as an enterprise fund. The Plan projects a limited subsidy for the current year and next year, specifically to create an equipment replacement account. We are moving our equipment replacement into our fleet lease program and the subsidy is assisting in establishing the initial funding for the lease program. Our golf course staff remains committed to operating the course in a businesslike manner in a competitive environment, while also growing the sport by providing important recreational services with youth golf programs, family night events and tournaments that accommodate people of all ages and skill levels. x

Park Tax Fund The continuing 1/8 cent sales tax for parks provides the revenue for this fund (pages 83‐84), which has mainly been used to finance capital improvements. The tax was initially approved by voters in 1992 and expanded to include all City parks in 2000. This fund has provided the resources to make regular replacements and improvements to our playground equipment in all our city parks. The limited support for the golf course identified above will be provided through this fund. The Capital Outlay section at the end of the document identifies the projects to be accomplished, including funding for Carl Reherman Park at Arcadia Lake, resurfacing of the tennis courts at Kickingbird Tennis Center, and matching funds for a community contribution by the Rotary Club for the construction of a new playground in Edmond 66 Park in connection with the new softball complex. This fund will probably also be the source for future trail development in the community. The five years of the Plan identify a total of $1.45M in trail allocations, divided between the five years as identified in the Capital Outlay section. Large reserve balances are projected in the future years. We are currently starting the development of a new parks master plan for Edmond. These future reserves will be available to address park needs when identified in the completed master plan. Parks Special Events Fund This fund (46‐47) was created two years ago to account for the revenues and expenses of the special events sponsored by the Parks Department. Examples of such events include the North Pole Holiday, Cardboard Boat Regatta, and the Celebration of Children. These events are designed to provide quality recreational value while paying their own way as much as possible through either nominal participation fees or event sponsors. Revenue from pavilion rentals is included in this fund to provide needed revenue when fees and sponsorships are not able to cover the full cost of these special events. This fund is balanced for all five years of the Plan. Ambulatory Services Fund This fund (pages 71‐72) provides for ambulance service for our community through the City’s subsidy to EMSA (Emergency Medical Services Authority). A special fund was created two years ago, since as of November, 2009 Edmond’s annual subsidy has been financed by a monthly $3.00 charge on residential utility bills, instead of an allocation from the General Fund. The charge covers out‐of‐pocket expenses for the TotalCare ambulance service through EMSA. All residential customers are automatically enrolled in the program, and they can opt‐out of the program every year during the month of October. However, residents who do so will then be responsible for these ambulance expenses, and such charges for an ambulance run currently start at around $1,200. The conversion to a utility bill charge in ’09 provided two major benefits, including both reduced charges for the TotalCare program to our residents, and also a significant reduction in the financial pressure on our General Fund.

For the FY12‐13 budget the EMSA subsidy request (Appendix A) increases by a nominal 1.4%, from $996,445 to $1,010,425. The increase results from using the 2010 census as the basis of allocation instead of the 2000 census. The City’s initial determination of the $3.00 monthly charge was designed to be an amount that would provide adequate funding for several years, and we are hopeful that this amount will not need to be increased for another three years. Capital Improvements Fund—General Fund This fund provides limited capital funding in only the next budget year for a few specific needs (pages 73‐74). In next year’s budget the identified projects includes $100,000 for the continuation of ADA improvements pertaining to the CITYLINK program, and $75,000 in funding for a pilot project to be determined after the Bicycle Master Plan is completed next fall . The last four years of the plan identify an annual $60,000 allocation for school signal improvement and $90,000 for ADA compliance around the community. Also included is a $300,000 allocation ($150,000 in each of the first two years of the Plan) for a Master Plan for Downtown Development, in recognition of the City Council’s recent workshop discussions. The City Council also authorized an additional $200,000 allocation to fund phase two of the Kickingbird Golf Course Driving Range Improvements from the General Fund instead of the Park Tax Fund. These projects are separately identified in the Capital Outlay section at the end of the document. 1996 Capital Improvements Fund Only two projects remain to be completed through this fund (pages 77‐78). The Bryant Bridge replacement north of 15th Street has been re‐designed to allow for one lane of traffic to remain open each way during construction. This project should be completed in the next budget year. The 33rd Street widening project from Coltrane to I‐35 has been moved back in the state (ODOT) funding cycle for several years because of reduced traffic volume and accidents. The goal remains to utilize 80% state construction funding, and this project is now scheduled for the ODOT cycle which begins in October of 2014. 2000 Capital Improvements Sales Tax Fund The primary financing for capital improvements in our community continues to be provided by this fund (pages 85‐86). Edmond voters initially approved this 3/4 cent in 1996, and it was extended indefinitely by voters in 2000. Many major projects are being initiated next year and completed in year two of the Plan. This includes the Edmond Recreation Aquatic Center which will be financed with major funding support from the Edmond Public Schools and the YMCA of Greater Oklahoma City as partners in this development. Significant roadway improvements on Covell from Mitch Park to Thomas Drive and Kelly between Danforth and Covell will be completed next year. Initial development of the new adult softball complex in Edmond 66 Park will also take shape next year. All these projects were initially identified in

xii

the long‐range planning done prior to the adoption of the sales tax in 2000. The projects in 2000 have virtually been completed as anything that remains on the list has funding identified in the five‐year plan. We are working on a multi‐year program to develop an intelligent traffic system. This involves improved traffic control equipment at our intersections which include continuous communication with a central computer system. This centralized control can be monitored and adjusted in real time to meet specific traffic issues to improve traffic flow. Additionally, $2m is annually set aside for street rehabilitation, resurfacing and reconstruction. Major funding is set aside in the budget for the development activity at Covell and I‐35. The city is working with development partners to build a Conference Center/Hotel and an indoor youth sports complex. Each of these projects has been considered because of their potential to attract visitor traffic to our community. The need for a Conference Center/Hotel has been identified and considered for many years. The project under consideration would provide for city investment in the land, infrastructure installation and investment into the Conference Center/Hotel project. The sports complex would involve city purchase of land utilized to construct the facility. The maximum city investment will be $11M, with $9M projected to be repaid over time. Many details will need to be worked through before its final consideration by the City Council. This fund has the capacity to take on additional debt. During the budget year it is anticipated that a bond financing of over $13M would be issued to fund improvements within the 2000 Capital Improvement Sales Tax Fund. It is important to emphasize again that long‐term revenue in this fund for major capital projects continues to be a cause for concern. Another source of revenue should be seriously considered for new capital projects in the near future. 2012 Public Safety Center ‐ Capital Improvement Tax Fund This new fund (pages 87‐88) was created to account for revenues and expenditures associated with the design and construction of the new Public Safety Center. The City began collecting the five‐year half‐ cent sales tax that will fund this project in April of this year. Art in Public Places Fund The public financing of public art in our community is provided through this fund (pages 65‐66). Private contributions are matched dollar‐for‐dollar as part of this initiative, and every year several pieces of art are placed around Edmond through this public/private partnership. A $100,000 allocation has again been recommended by the Visual Arts Commission (Appendix C). This amount is included in the budget, and these funds will only be spent as matching funds are donated. Another component of this fund is the private donations to public art made through the Utility Bill Check‐Off Program. This program collects from utility customers who want to participate, and all five years of the Plan include annual $3,000 allocations.

xiii

This fund also includes an up to 1% City contribution to public art for municipal construction projects over $250,000 as authorized by ordinance. Hospital Sale Trust Fund This fund accounts for the proceeds of the City’s 1982 sale of the hospital facility now known as OU Medical Center Edmond (pages 65‐66). A portion of the accrued interest has been transferred to the Real Property Fund since it was created in 2003. Voter approval is required to spend any of the principal, and last fall voters approved a loan of the principal amount ($7,098,616) to provide interim initial financing for the new Public Safety Center. The entire principal amount will be repaid from the proceeds of the half‐cent five‐year sales tax that was also approved to fund the project. In addition, the City Council recently authorized the transfer of the balance of the accrued interest to the Real Property Fund, to be used to acquire property as identified below. Real Property Fund Created nine years ago, this fund provides for the purchase of property for City use as needed (pages 67‐ 68). Interest from the Hospital Trust Fund is the only source of revenue. The City recently acquired property on the northwest corner of Covell and I‐35 for a purchase price of $2.2M, as part of the City’s investment in an economic development project that will include the construction of a hotel/conference center. Debt Service (Sinking) Fund State law provides that payments for any legal judgments or general obligation (G.O.) bonds will be paid through an ad valorem (property tax) allocation. Four years ago the last outstanding legal judgment against the City was completed. Since the City does not have any G.O. debt, there have been no monies allocated to this fund. CDBG Fund This fund provides for the operation of the City’s Community Development Block Grant program (pages 51‐52). The FY12‐13 budget will be the third consecutive year that does not include a subsidy from the General Fund. (A subsidy was included for several years in recognition of reduced federal funding, so that the City could continue to provide the same level of these services.) Entitlement communities (over 50,000 population) receive an annual federal CDBG funding allocation. The various activities that are included in this fund are identified in the Departmental Summary on page 51. Edmond Convention and Visitors Bureau This fund was created when this operation became part of the City organization nine years ago (pages 69‐70). The sole source of funding is the transfer of the 4% motel (bed) tax. xiv

The current year reflected an unbudgeted decline in these tax receipts for the first time in many years, resulting in a deficit in this year’s budget of $18,161. As a result there will be no carryover of funds to the FY12‐13 budget, and the deficit amount will be repaid in full in the next fiscal year. Employee Pension Program All City employees except sworn police and fire personnel and the City Manager are covered by this self‐ funded program. Although no longer identified as a separate fund, the projected contributions are still included in the individual fund budgets. The City’s outside auditor recommended this change several years ago, in acknowledging that the defined benefit pension program is a “trust relationship” and as such is not available to provide services. Both the City and individual employees contributed the same 5.25% of salaries to the program for many years. The City’s contribution rate began to change eight years ago as a result of reduced investment earnings, but the employee rate has always remained at the same 5.25%. An outside actuary is hired by the Employee Pension Board to annually evaluate the City percentage that is needed to maintain full funding. This City rate will decrease in the next budget for the fourth consecutive year, from the current 8.34% to 7.76%, due to improved returns on Pension Fund investments. Since future economic situations affecting this program cannot be determined, all five years of the Plan will incorporate this adjusted rate. For the past four years progress has been made in reducing the City’s annual contribution back to the same 5.25% that individual employees contribute. However, it is prudent to acknowledge and understand that, if increases occur in contribution rates in future years, it may also be appropriate to consider some increase in the employee contribution rate as well. HUMAN RESOURCES The proposed personnel budget is identified in the attached information from Human Resources Director Anita Breen in the Personnel section at the end of this document. We have been responsible in adding very few new full‐time positions to our City organization in the recent years associated with the economic downturn, as only three such positions have been added in the last three years. However, we also recognize that Edmond continues to grow, as does the demand for City services, and that some increase in our workforce is appropriate and will need to occur as appropriate. The FY2012‐13 budget reflects a total number of 693 full‐time employees. Health Insurance The most important benefit for all full‐time City employees continues to be the self‐funded health insurance program (pages 116‐117). For many years the City has provided the full cost of individual coverage for employees and also 75% of the cost for dependent coverage (optional). Like all employers, we continue to struggle in anticipating the financial impact and timing of the new federal healthcare legislation. xv

In year two of the Plan we may be proposing a City‐operated employee health care clinic that would provide a more accessible, centralized, and less expensive alternative for initial minor medical treatment and consultation. Such clinics have proven to be very popular in some cities, and this potential alternative will be thoroughly explored during the next ten months. Conclusion This proposed budget and five‐year Financial Plan has been prepared in recognition of both our internal mission and our seven core values. We continue to be proud of the professionalism, transparency and openness reflected in our budget preparation process. We hope that our citizens continue to believe that we are good stewards of their tax dollars. Our staff has adjusted well to the new Economic Reality, and we are comfortable in planning for continued growth that will occur at a more modest pace. We remain very aware that our City of Edmond organization exists to provide services. It is my pleasure to work with a great group of talented and professional people who embrace this basic function as a team, while continuing to exceed citizen expectations. Respectfully submitted,

Larry Stevens City Manager

xvi

BUDGET SUMMARIES

THE CITY OF EDMOND, OKLAHOMA BUDGET SUMMARY - ALL FUNDS FISCAL YEAR 12-13 GENERAL FUND

SPECIAL REVENUE FUNDS

CAPITAL PROJECT FUNDS

ENTERPRISE FUNDS UTILITY OTHER FUNDS FUNDS

INTERNAL SERVICE FUNDS

COMBINED FUNDS

ESTIMATED RESOURCES REVENUES: Taxes Inter-governmental Licenses & Permits Fines & Forfeitures Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves Unrestricted Prior Year Reserves

33,719,336 1,485,349 1,174,787 2,178,336 5,847,513 64,000 242,649 44,711,969

5,281,984 508,340 961,455 104,100 178,795 7,034,674

19,440,395 17,514 568,600 111,725 20,138,234

1,224,315 110,639,913 742,425 265,696 112,872,349

2,031,400 4,285 30,695 2,066,380

19,512 9,976,427 138,500 114,442 10,248,881

58,441,715 1,993,689 2,418,614 2,178,336 129,474,222 1,621,910 944,002 197,072,487

2,130,671 55,621 6,337,134

8,988,856 3,036,818 -

13,750,000 30,280,492 25,352 -

12,388,777

50,000 -

11,690,547

44,499,829

633,200

2,310,961

13,800,000 65,479,342 3,117,791 53,781,124

53,235,394

19,060,348

64,194,079

169,760,955

2,749,580

24,250,389

333,250,744

1,965,993 1,406,521 2,798,904 649,272 1,517,066 1,339,521 -

31,560,401 472,906 379,138 -

302,797 12,000,000 2,157,019 8,702,139 8,800,000

750,634 90,178,936 470,000

1,762,110 64,293 -

28,049,375 3,576,089 3,369,293 6,476,935 -

30,318,165 48,543,011 7,468,667 12,720,704 1,989,972 96,655,871 1,782,952 9,270,000

9,677,277 , ,

32,412,445 , ,

6,967,031 138,000 39,066,986 , ,

8,036,322 99,435,892 , ,

11,932 1,838,335 , ,

41,471,692 , ,

15,015,285 138,000 223,902,626 , ,

TRANSFERS IN: Sales Tax Other Transfers Debt Service Transfers Internal Service Charges & Allocations TOTAL TRANSFERS IN:

28,238,214 3,496,375 31,734,589

31,438,653 31,438,653

616,500 616,500

28,731,883 6,417,449 35,149,332

100,000 15,682 115,682

31,981,340 31,981,340

28,238,214 64,383,411 6,417,449 31,997,022 131,036,096

TRANSFERS OUT: Sales Tax Other Transfers Debt Service Charges Fleet Assessment Charges Vehicle Maintenance Charges Insurance Cost Allocation Administrative Indirect Cost Allocation Field Services Cost Allocation TOTAL TRANSFERS OUT:

(28,238,214) (30,357,322) (199,989) (262,460) (211,472) (4,170,981) (4,350,720) (67,791,158)

(18,161) (994,887) (445,788) (1,561,492) (3,551,000) (6,571,328)

(2,341,500) (3,419) (2,500) (8,089) (113,584) (2,469,092)

(28,238,214) (3,428,214) (6,259,250) (1,229,234) (803,703) (268,279) (5,873,817) (4,414,694) (50,515,405)

(158,199) (33,477) (1,300) (22,627) (194,560) (410,163)

(700,461) (454,180) (381,726) (1,742,583) (3,278,950)

(56,476,429) (36,145,197) (6,417,449) (3,161,467) (1,969,931) (2,453,685) (15,646,525) (8,765,414) (131,036,096)

TOTAL NET TRANSFERS

(36,056,569)

24,867,325

(1,852,592)

(15,366,073)

(294,481)

28,702,390

100,000 2,301,844 5,099,704 7,501,548

1,200,000 98,328 10,216,900 11,515,228

30,747 14,280,589 8,963,165 23,274,501

12,742,081 42,216,909 54,958,990

2,030 614,734 616,764

11,439,724 41,363 11,481,087

100,000 1,230,747 40,864,596 19,180,065 47,972,711 109,348,117

53,235,394

19,060,348

64,194,079

169,760,955

2,749,580

24,250,389

333,250,744

TOTAL ESTIMATED RESOURCES ESTIMATED USES DIRECT COSTS BY FUNCTION: General Government/ Central Services Public Safety Park & Recreation Streets & Highways Health & Welfare Utility Services Other Activities Economic Infrastructure Development DEBT SERVICE COST: Principal and Interest Issuance Costs TOTAL ESTIMATED COSTS

OTHER USES: Assigned (Reserve for Council Special Projects) Committed for Other Purposes Restricted (Reserve for Other Restricted Purposes) Restricted (Reserve for Specific Fund Purposes) Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES TOTAL ESTIMATED USES * LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue

10.58% 39

28.38% 104

GENERAL FUND RESOURCES SUMMARY BY SOURCES

REVENUE SOURCES TAXES Sales Tax Use Tax Hotel/Motel Tax Franchise Tax Liquor Tax

Prior Year Actual FY 10-11

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Current Year Budget FY 11-12

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

26,211,010 2,706,737 344,968 2,301,455 39,850

26,624,157 2,508,599 411,485 2,271,745 36,052

27,415,742 2,778,228 378,587 2,058,743 38,666

28,238,214 2,806,010 378,000 2,258,967 38,144

29,085,361 2,834,070 383,000 2,345,996 39,443

30,103,348 2,862,411 386,830 2,433,025 40,742

31,307,482 2,891,035 390,698 2,520,054 42,041

32,559,782 2,919,946 394,605 2,607,083 43,340

Sub-Total LICENSES & PERMITS City Clerk Building Department Oil & Gas Fees

31,604,020

31,852,038

32,669,966

33,719,336

34,687,870

35,826,356

37,151,311

38,524,755

21,421 1,025,320 35,365

16,109 1,036,974 39,215

24,175 1,204,281 34,729

24,468 1,110,898 39,421

25,536 1,195,912 40,776

26,601 1,271,763 41,047

27,667 1,347,613 41,453

28,733 1,425,723 42,808

Sub-Total FINES & FORFEITURES Court Fines

1,082,105

1,092,298

1,263,185

1,174,787

1,262,224

1,339,411

1,416,733

1,497,264

2,435,902

2,423,070

2,119,709

2,178,336

2,204,520

2,243,035

2,281,549

2,332,394

Sub-Total INTERGOVERNMENTAL Grant Revenues Alcoholic Beverage & Cigarette Tax Vehicle & Gas Tax

2,435,902

2,423,070

2,119,709

2,178,336

2,204,520

2,243,035

2,281,549

2,332,394

693,702 727,434 641,471

138,722 710,614 628,583

191,869 745,823 645,388

84,290 751,787 649,272

773,778 665,508

795,770 681,742

817,761 697,977

839,752 714,213

Sub-Total CHARGES FOR SERVICES Right of Way Fees Recreational Program Fees Swimming Pool Fees Cemetery Fees Emergency 911 Fees Animal Welfare Fees Curb Cut Fees Filing Fees Transportation Fees Miscellaneous Charges

2,062,607

1,477,919

1,583,080

1,485,349

1,439,286

1,477,512

1,515,738

1,553,965

4,684,916 58,711 456,967 190,049 46,909 44,606 7,200 39,673 179,327 91,644

4,701,696 73,784 428,613 105,342 48,966 49,192 7,218 37,331 185,327 8,886

4,701,696 54,039 423,636 128,806 43,144 41,981 8,290 42,591 185,327 6,108

4,870,462 60,068 449,730 121,607 48,487 47,355 7,724 40,042 191,000 4,988

5,055,337 61,312 477,078 125,002 48,829 48,063 7,984 42,441 191,000 5,101

5,207,296 63,178 504,507 128,398 49,171 49,479 8,245 44,839 191,000 5,929

5,350,473 63,800 535,174 131,793 49,513 50,423 8,505 47,238 191,000 6,548

5,490,616 65,667 569,336 135,188 49,855 51,131 8,766 49,636 191,000 6,871

5,800,001

5,646,355

5,635,618

5,841,463

6,062,147

6,252,042

6,434,467

6,618,066

Sub-Total INTEREST Earnings on Deposit

73,564

60,000

87,149

60,000

60,600

61,509

63,047

64,938

73,564

60,000

87,149

60,000

60,600

61,509

63,047

64,938

176,938

229,440

232,299

230,649

233,767

235,868

238,295

241,002

176,938

229,440

232,299

230,649

233,767

235,868

238,295

241,002

43,235,138

42,781,120

43,591,006

44,689,919 1

45,950,414 29,852,866

47,435,733

49,101,140

50,832,384

TRANSFERS IN E.P.W.A. Neighborhood Stablization Fund Hospital Trust Fund Convention Visitors Bureau Fund Capital Improvement Fund ADA Compliance Fund

3,068,824 -

3,228,954 27,574 -

3,378,214 18,161 -

3,610,405 -

3,895,464 -

4,210,209 -

4,549,894 -

Sub-Total Transfers In

3,068,824

3,256,528

3,396,375

3,610,405

3,895,464

4,210,209

4,549,894

1,165,784 590,883 13,891 57,570 5,518,652 7,346,780

985,250 641,317 11,140 57,570 5,703,016 7,398,293

839,649 658,645 12,490 55,621 6,337,134 7,903,539

839,649 724,768 13,840 100,000 5,299,704 6,977,962

839,649 804,746 15,190 100,000

839,649 898,576 16,540 100,000

839,649 1,006,261 17,890 100,000

1,759,585

1,854,766

1,963,800

53,650,742

53,435,941

54,245,828

55,989,833

56,538,781

53,090,782

55,166,115

57,346,078

Sub-Total MISCELLANEOUS REVENUES Miscellaneous Revenues Sub-Total SUBTOTAL-REVENUES

OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves: Street & Alley Juvenile Court Capital Infrustruture Improvement Transportation Comm. Development Council Special Projects Unassigned (Unrestricted) Prior Year Reserves Sub-Total Other Resources

TOTAL ESTIMATED RESOURCES

PUBLIC WORKS RESOURCES SUMMARY BY SOURCES

REVENUE SOURCES INTER-GOVERNMENTAL Electricity Water Solid Waste Wastewater Drainage Utility Arcadia Lake

Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

3,633 221,682 -

225,315

913,802 587,306 -

728,441 361,192 -

917,310 527,535 -

832,864 391,451 -

872,356 402,949 -

911,849 414,447 -

951,340 420,225 -

990,832 437,443 -

1,501,108

1,089,633

1,444,845

1,224,315

1,275,305

1,326,296

1,371,565

1,428,275

65,242,741 19,549,656 7,414,246 6,565,410 1,626,473 815,300

69,115,485 18,153,996 7,536,225 6,764,439 1,637,566 832,372

73,097,290 21,249,957 7,591,276 7,342,718 1,647,978 799,363

71,009,407 21,174,743 7,546,406 8,425,084 1,652,301 831,972

72,903,654 22,717,057 7,604,781 9,286,028 1,666,185 839,135

74,875,689 23,067,860 7,664,912 10,202,367 1,678,923 849,184

76,873,068 23,671,564 7,721,530 10,464,835 1,704,501 865,598

78,893,301 24,247,843 7,845,441 10,671,170 1,725,037 889,969

101,213,826

104,040,083

111,728,582

110,639,913

115,016,840

118,338,935

121,301,096

124,272,761

123,466 234,543 22,263 156,697 48,814 3,954

150,000 225,000 15,000 150,000 40,000 3,500

80,322 184,506 20,789 126,568 42,384 2,899

85,000 200,000 15,000 125,000 40,000 2,500

100,000 210,000 15,000 130,000 40,000 2,500

110,000 210,000 15,000 140,000 40,000 2,500

125,000 215,000 15,000 150,000 43,000 2,500

150,000 215,000 15,000 150,000 45,000 2,500

Sub-Total MISCELLANEOUS REVENUES Electricity Water Solid Waste Wastewater Drainage Utility Arcadia Lake

589,736

583,500

457,468

467,500

497,500

517,500

550,500

577,500

228,275 200,184 9,659 3,500 53,330

11,000 209,252 48,201

471,165 164,733 48,514

11,000 206,258 48,438

11,000 208,769 49,091

11,000 211,281 49,877

11,000 213,791 51,088

11,000 216,302 52,549

Sub-Total

494,948

268,453

684,412

265,696

268,860

272,158

275,879

279,851

104,024,933

105,981,669

114,315,307

112,597,424

117,058,505

120,454,889

123,499,040

126,558,387

Sub-Total RESTRICTED PRIOR YEAR RESERVES Electricity Water Solid Waste Wastewater Drainage Utility Arcadia Lake Sub-Total UNRESTRICTED PRIOR YEAR RESERVES Electricity 13,655,047 Water 19,734,312 Solid Waste 2,218,167 Wastewater 14,393,360 Drainage Utility 4,014,072 Arcadia Lake 292,761

10,036,250 20,169,275 2,566,851 14,878,346 4,782,395 303,582

5,768,932 22,492,521 2,543,481 8,576,666 4,852,908 265,321

5,309,565 22,666,503 2,159,229 8,208,010 3,656,208 217,395

6,116,094 25,764,789 1,965,022 9,842,989 2,714,904 152,124

7,666,613 27,821,927 1,730,876 12,101,769 2,115,152 90,729

9,978,160 30,047,447 1,408,277 14,365,737 1,242,972 34,018

Sub-Total

54,307,720

52,736,699

44,499,829

42,216,909

46,555,922

51,527,067

57,076,612

158,332,653

158,718,368

167,052,006

157,097,253

159,275,414

167,010,811

175,026,107

183,634,999

Sub-Total LICENSES & PERMITS Electricity Water Solid Waste Wastewater Drainage Utility Arcadia Lake Sub-Total CHARGES FOR SERVICES Electricity Water Solid Waste Wastewater Drainage Utility Arcadia User Fees Sub-Total INTEREST Electricity Water Solid Waste Wastewater Drainage Utility Arcadia Lake

SUBTOTAL-REVENUES OTHER RESOURCES: DEBT/LOAN PROCEEDS Electricity Water Solid Waste Wastewater Drainage Utility Arcadia Lake

TOTAL ESTIMATED RESOURCES

Total New Revenue $ 197,072,487 Million

Prior Year Reserves $136,178,257

Total Resources $333,250,744

Total Uses $333,250,744

Total Direct Cost $ 223,902,626

Assigned, Committed & Restricted Reserves $ 61,375,407

Unassigned (Reserve for Emergency/Shortfalls) $47,972,711

All Funds FY 2012‐13

Combined Budgets

Fines & Forfeitures, $2,178,336 , 1.11%

Charges for Services, $129,474,222 , 65.70%

Licenses & Permits, $2,418,614 , 1.23%

Miscellaneous Revenue, $944,002 , 0.48%

Inter‐governmental, $1,993,689 , 1.01%

Taxes (Sales & Use), $58,441,715 , 29.65%

Interest, $1,913,100 , 1%

Total Estimated Revenue for All Funds for FY2012‐13 $197,072,487

Streets & Highways, $12,720,704 , 5.68% Park & Recreation, $7,468,667 , 3.34%

Health & Welfare, $1,989,972 , 0.89%

Utility Services, $96,655,877 , 43.17%

Public Safety, $48,543,011 , 21.68%

$1,782,952 , 0.80%

Total Direct Operating Costs for All Funds $223,902,626 FY2012‐13 Other Activities,

General Govt/ Central Services, $30,318,165 , 13.54%

Principal and Interest, $15,153,285 , 6.77%

Economic Infrastructure Development, $9,270,000 , 4.14%

Restricted (Reserve for Specific Fund Purposes), $19,180,065 , 18%

Restricted (Reserve for Other Restricted Purposes), $40,864,596 , 37%

Unassigned (Reserve for Emergencies & Shortfalls), $47,972,711 , 44%

Committed for Other Purposes, $1,230,747 , 1.13%

Assigned (Reserve for Council Special Projects), $100,000 , 0.09%

Total Reserves FY2012‐13 $109,348,117

GENERAL FUND

General Fund - Sub-Directory General Fund – Departmental Summary & Budget

8-9

General Government - Departmental Summary & Budget

10 - 11

City Council – Departmental Summary & Budget

12 - 13

Parks and Recreation – Departmental Summary & Budget

14 - 15

Street Maint. & Construction – Departmental Summary & Budget

16 - 17

Municipal Court – Departmental Summary & Budget

18 - 19

Senior Center (Parks) - Departmental Summary & Budget

20 - 21

Social Agency – Departmental Summary & Budget

22 - 23

Community Dev. & Development – Departmental Summary & Budget

24 - 25

Public Transportation-Citylink – Departmental Summary & Budget

26 - 27

Emergency Management – Departmental Summary & Budget

28 - 29

Cemetery – Departmental Summary & Budget

30 - 31

Community Image – Departmental Summary & Budget

32 - 33

Planning & Zoning – Departmental Summary & Budget

34 - 35

Festival Market Place – Departmental Summary & Budget

36 - 37

Building Services – Departmental Summary & Budget

38 - 39

Downtown Community Center – Departmental Summary & Budget

40 - 41

Historical Society – Departmental Summary & Budget

42 - 43

Edmond Electric Economic Dev – Departmental Summary & Budget

44 - 45

Parks Special Events Fund – Departmental Summary & Budget

46 - 47

General Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The General Fund is the principal fund of the City which accounts for all transactions not accounted for in the other funds. It accounts for the costs of operating many of the Cityâ&#x20AC;&#x2122;s general basic services, such as street maintenance, parks and recreation, and general government. Financing is primarily provided by City sales tax, franchise taxes and EPWA transfers, fines, licenses, and permits, charges for services and interest earnings.

FUND BUDGET SUMMARY

General Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Taxes Inter-governmental Licenses & Permits Fines & Forfeitures Charges for Services Interest Miscellaneous Revenue

31,604,020 2,062,607 1,082,105 2,435,902 5,808,593 79,920 179,856

31,852,038 1,477,919 1,092,298 2,423,070 5,658,855 66,000 240,740

32,669,966 1,583,080 1,263,185 2,119,709 5,643,864 90,349 240,799

33,719,336 1,485,349 1,174,787 2,178,336 5,847,513 64,000 242,649

34,687,870 1,439,286 1,262,224 2,204,520 6,068,197 64,600 248,767

35,826,356 1,477,512 1,339,411 2,243,035 6,258,092 65,509 251,368

37,151,311 1,515,738 1,416,733 2,281,549 6,440,517 67,047 254,295

38,524,755 1,553,965 1,497,264 2,332,394 6,624,116 68,938 257,002

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Assigned Prior Year Reserves (Council Projects) Unrestricted Prior Year Reserves

43,253,003

42,810,920

43,610,952

44,711,969

45,975,464

47,461,283

49,127,190

50,858,434

1,770,558 668,172 5,518,652

2,256,507 57,570 6,497,642

2,130,671 55,621 6,337,134

2,301,844 100,000 5,099,704

2,386,871 100,000 3,910,028

2,485,752 100,000 3,593,409

2,598,486 100,000 3,889,809

TOTAL ESTIMATED RESOURCES

51,210,385

51,622,640

52,422,672

53,235,394

53,477,012

53,858,183

55,306,350

57,446,729

38,642 90,267 1,825,199 980,433 774,217 317,565 598,813 1,063,961 246,584 154,256 746,961 498,506 42,306 1,031,771 100,312 235 287 235,287

38,272 130,189 2,002,331 924,958 1,039,502 365,974 728,620 1,141,923 364,851 167,865 850,832 565,051 57,530 1,112,680 164,538 248 500 248,500

28,095 109,684 1,958,686 790,989 1,021,875 343,749 621,475 1,171,189 284,220 160,822 798,704 545,192 33,740 1,087,686 122,108 237 100 237,100

235,300 150,595 2,047,323 649,272 874,013 365,634 710,364 1,119,066 318,429 170,415 956,242 579,713 30,447 1,088,092 126,372 256 000 256,000

460,300 111,095 2,060,720 665,508 867,253 366,742 710,364 1,143,667 316,533 172,982 940,359 593,272 30,697 1,099,829 128,340 256 000 256,000

10,300 171,645 2,095,212 681,742 862,350 375,392 710,364 1,168,259 318,594 175,581 960,437 600,536 29,897 1,120,814 130,517 256 000 256,000

10,300 111,645 2,133,378 697,977 864,133 383,092 710,364 1,192,851 319,836 178,147 978,474 610,469 30,347 1,141,293 132,741 256 000 256,000

10,300 151,695 2,155,390 714,213 867,397 387,325 710,364 1,217,441 321,891 181,323 1,007,372 617,670 30,347 1,160,566 133,956 256 000 256,000

TOTAL ESTIMATED COSTS

8,745,079

9,903,615

9,315,314

9,677,277

9,923,661

9,667,640

9,751,047

9,923,250

TRANSFERS: Transfers In Transfers Out (See detail below)

29,215,078 (62,868,665)

29,880,685 (64,204,077)

30,672,270 (65,256,203)

31,734,589 (67,791,158)

32,695,766 (69,852,217)

33,998,812 (72,010,194)

35,517,691 (74,484,699)

37,109,676 (77,205,288)

NET TRANSFERS IN (OUT)

(33,653,587)

(34,323,392)

(34,583,933)

(36,056,569)

(37,156,451)

(38,011,382)

(38,967,008)

(40,095,612)

OTHER USES: Restricted (Reserve for Other Restricted Purposes) Committed for Other Purposes Assigned (Reserve for Council Special Projects)

2,256,507 57,570

2,135,585 56,621

2,130,671 55,621

2,301,844 100,000

2,386,871 100,000

2,485,752 100,000

2,598,486 100,000

2,725,075 100,000

Unassigned (Res for Emergencies & Shortfalls*)

6,497,642

5,203,428

6,337,134

5,099,704

3,910,028

3,593,409

3,889,809

4,602,791

TOTAL OTHER USES

8,811,720

7,395,633

8,523,425

7,501,548

6,396,900

6,179,160

6,588,295

7,427,866

TOTAL ESTIMATED USES

51,210,385

51,622,640

52,422,672

53,235,394

53,477,012

53,858,183

55,306,350

57,446,729

ESTIMATED USES DIRECT COSTS BY FUNCTION: General Government City Council Park & Recreation Street Maintenance & Construction Municipal Court Senior Citizens Center Outside Agencies City Link Emergency Management Cemetery Community Image Planning & Zoning Festival Marketplace Building Services Department Downtown Community Center Historical Society

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Revenue DETAIL OF TRANSFERS OUT: Sales Tax Other Transfers Fleet Transfer for additional fleet Fleet Assessment Charges Vehicle Maintenance Charges Insurance Cost Allocation Allocation Credit Administrative Support Cost Allocation Allocation Credit Field Services Cost Allocation Allocation Credit

14.03% 51 9.07% 33

11.30% 41 7.02% 26

13.52% 49 8.50% 31

10.58% 39 6.58% 24

26,146,255 28,650,737 29,820 121,773 83,839 200,059 4,454,332 (673,614) 3,855,464 62,868,665

26,624,157 28,680,944 4,200 131,088 216,029 138,612 (10,768) 4,970,081 (861,063) 4,496,036 (185,239) 64,204,077

27,415,742 29,044,446 4,200 131,088 113,068 138,612 (10,768) 4,970,081 (861,063) 4,496,036 (185,239) 65,256,203

28,238,214 30,357,322 64,327 135,662 262,460 198,672 12,800 4,858,974 (687,993) 4,702,040 (351,320) 67,791,158

7.89% 29 4.90% 18

29,085,361 30,756,271 145,997 161,590 195,377 4,818,122 4,689,500 69,852,217

7.00% 26 4.40% 16

30,103,348 31,732,043 150,409 162,252 201,364 4,864,103 4,796,675 72,010,194

7.29% 27 4.62% 17

31,307,482 32,821,701 154,016 162,946 205,280 4,921,963 4,911,311 74,484,699

8.31% 30 5.28% 19

32,559,782 33,956,799 157,806 163,676 211,220 5,016,682 5,139,323 77,205,288

General Government 2012-2013 Departmental summary

DEPARTMENTAL DESCRIPTION This department details the transfers that come out of the General Fund which are listed on the following page. In previous years, this included the costs that are now a part of the Central Communications budget.

Materials & Supplies

26,624,157 12,390,962 15,200, , ,529 80,000 493,413 411,485 104,554 1,980,736 (339,866) 7,506 (632) 4,496,036 (185,239) 85,754 61,349,396

61,387,318

61,349,396

37,922

Current Year Budget FY 11-12

27,415,742 12,602,378 15,,458,917 , 40,000 450,000 396,748 96,404 1,980,736 (339,866) 7,506 (632) 4,496,036 (185,239) 62,418,729

62,446,764

62,418,729

28,035

Current Year Actual (Est.) FY 11-12

28,238,214 12,961,371 15,899,282 , , 275,000 493,669 378,000 100,000 50,000 1,468,307 (161,924) 8,339 467 4,702,040 (351,320) 100,000 64,161,445

64,396,445

64,161,445

235,000

FY 12-13

BUDGET YEAR

FUND: GENERAL FUND

29,085,361 13,353,338 16,380,095 , , 145,000 494,837 383,000 1,474,989 8,144 4,689,500 66,014,264

66,474,264

66,014,264

460,000

Projected Budget FY 13-14

**Appropriation of the City's sales tax revenue to the Edmond Public Works Authority is in accordance with the senior lien bond Indenture.

26,146,255 12,340,894 15,138,164 , , 293,855 432,410 344,968 95,446 1,689,781 (138,756) 52,182 3,855,464 60,250,663

60,289,094

TOTAL

DETAIL OF TRANSFERS: Edmond Public Works Authority (Sales Tax) ** Fire Public Safety Limited Tax Fund Police Public Safetyy Limited Tax Fund Capital Improvement Fund Arcadia Lake Convention & Visitors Bureau Arts in Public Places Fund Edmond Electric Economic Development Fund Administrative Support Allocation Credit Insurance Assessment Allocation Credit Field Services Allocation Credit CDBG Vehicle Maintenance

60,250,663

Debt Service

Transfers

Capital Outlay

38,431

Personal Services

Other Services & Charges

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: General Government

DEPARTMENT BUDGET SUMMARY

30,103,348 13,787,466 16,912,625 , , 150,000 495,121 386,830 1,499,399 8,338 4,796,675 68,139,803

68,149,803

68,139,803

10,000

Projected Budget FY 14-15

31,307,482 14,275,621 17,511,428 , , 150,000 493,954 390,698 1,518,604 8,465 4,911,311 70,567,563

70,577,563

70,567,563

10,000

Projected Budget FY 15-16

32,559,782 14,783,526 18,134,458 , , 150,000 494,210 394,605 1,550,184 8,658 5,139,323 73,214,746

73,224,746

73,214,746

10,000

Projected Budget FY 16-17

FY 12-13

City Council 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Edmond City Council’s vision is that Edmond will be a diverse and innovative hometown committed to excellence through leadership, balanced growth, and cooperation. These high standards will only be accomplished in full partnership with the community. The mission of the Edmond City Council is to lead by setting policy for City direction, by balancing growth, and by serving as stewards of assets for today’s, as well as tomorrow’s, community & citizens.

2012 CITY COUNCIL STRATEGIC PLAN The City Council is currently in the process of updating their Strategic Plan.

680,561 (56,458) 2,065 626,168

716,435

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

626,168

Debt Service

Transfers

60,763

Capital Outlay

Other Services & Charges

5,422

24,083

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Council

685,698 (84,276) 2,243 (177) 603,488

733,677

603,488

99,250

5,450

25,489

Current Year Budget FY 11-12

685,698 (84,276) 2,243 (177) 603,488

713,172

603,488

82,878

2,000

24,806

885,589 (114,730) 2,390 145 773,394

923,989

773,394

119,950

6,100

24,545

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

890,287 2,343 892,630

1,003,725

892,630

80,450

6,100

24,545

Projected Budget FY 13-14

903,112 2,426 905,538

1,077,183

905,538

141,000

6,100

24,545

Projected Budget FY 14-15

908,791 2,481 911,272

1,022,917

911,272

81,000

6,100

24,545

Projected Budget FY 15-16

922,711 2,564 925,275

1,076,970

925,275

121,050

6,100

24,545

Projected Budget FY 16-17

FY 12-13

Park Department 2012-2013 Departmental Summary ary

D E P A R T M E N T A L D E S C R I P T I O N:

The Parks and Recreation Department strives to meet the communityâ&#x20AC;&#x2122;s recreational needs and enjoyment of public park facilities and recreational choices to keep pace with ever changing recreational preferences and trends. Funding for maintenance operations and recreational programs and events comes from general tax revenues and the Park Tax Fund. New projects construction/renovations are funded thru Park Tax Fund and Edmonds Capital Improvement Project Fund (CIP). Community trails, increasing interactive programming and development of community parks are our current focus. GOALS 1. 2.

Assure the quality of public parks that meet Citizensâ&#x20AC;&#x2122; expectations. Provide for additional recreational opportunities.

3. 4.

Increase entertainment offered at Hafer Park and MAC Amphitheater stages. Produce a comprehensive up-to-date Parks & Recreation Master Plan.

Explore partnerships in recreational programs and camp opportunities.

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 Year 3 Year 4 Year 5 20.5*-7-127 20.5*-7-127 20.5*-7-127 20.5*-7-127 20.5*-7-127 20.5*-7-127 *Staffing level includes Park Admin-Park Maintenance-Cemetery-Recreation-Pelican Bay-Parks Tax (Mitch Park Maintenance crew). The MAC building custodian is counted as .5 FT in Parks and .5FT in Senior Center.

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Parks Special Events Fund Vehicle Maintenance Charges

TOTAL

Transfers

Debt Service

404,092 (32,669) 20,071 94,939 5,000 (1,432) 490,001

2,300,744

490,001

65,000

440,685

Other Services & Charges

Capital Outlay

190,067

1,114,991

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Parks & Recreation

492,884 (92,405) 20,071 69,401 (5,276) 15,450 500,125

2,478,656

500,125

518,690

243,750

1,216,091

Current Year Budget FY 11-12

492,884 (92,405) 20,071 69,401 (5,276) 7,200 491,875

2,431,761

491,875

508,356

234,250

1,197,280

586,800 (93,345) 20,673 125,984 8,263 15,450 663,825

2,693,098

663,825

529,930

250,450

1,248,893

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

576,280 21,292 124,415 15,450 737,437

2,777,107

737,437

519,325

246,625

1,273,720

Projected Budget FY 13-14

583,152 21,932 128,258 15,450 748,792

2,822,454

748,792

519,625

248,225

1,305,812

Projected Budget FY 14-15

589,181 22,371 130,767 15,450 757,769

2,869,097

757,769

524,650

248,925

1,337,753

Projected Budget FY 15-16

602,714 22,917 134,557 15,450 775,638

2,908,978

775,638

524,650

249,475

1,359,215

Projected Budget FY 16-17

FY 12-13

Street Maintenance & Construction 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION This department included all maintenance activities with Street Maintenance until the creation of the Field Services operation which started in FY 06-07 Budget. The remaining funds involve the expenditures of resources which are dedicated through the gasoline tax from the state. These will be used for major maintenance projects. Unused gasoline tax funds remain in the General Fund as â&#x20AC;&#x153;Other Restricted Purposesâ&#x20AC;?.

924,958

Current Year Budget FY 11-12

790,989

Current Year Actual (Est.) FY 11-12

FY 12-13

649,272

FY 12-13

665,508

FY 13-14

681,742

FY 14-15

697,977

FY 15-16

714,213

FY 16-17

BUDGET YEAR Projected Budget Projected Budget Projected Budget Projected Budget

FUND: GENERAL FUND

Streets Maint., Sign and Signals moved to Field Services Fund starting FY06/07.

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Vehicle Maintenance Charges Fleet Management-additional fleet

980,433

Transfers

TOTAL

915,444

Debt Service

Capital Outlay

Other Services & Charges

64,989

Personal Services

Materials & Supplies

FY 10-11

EXPENDITURE CLASSIFICATION

Prior Year Actual

DEPARTMENT: Street Maint. & Const.

DEPARTMENT BUDGET SUMMARY

Court Services 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION The Municipal Court is the judicial branch of city government. The fundamental purpose of the Municipal Court is to provide an impartial forum for citizens to be heard in a professional and courteous environment in matters related to violations of city ordinances by upholding the U.S. Constitution, the Statutes of the State of Oklahoma, and the Ordinances of the City of Edmond. The Municipal Court is responsible for the collection of fines, fees, and State costs; filing citations/complaints; docket scheduling; issuing, tracking and clearing warrants; maintaining court records of collections, convictions, and statistical data. The Court Services Department has three divisions of municipal courts of limited jurisdiction and not of record (cases heard by Oklahoma Municipal Courts 'not of record' are limited to violations of municipal ordinances) - (1) Municipal Criminal Court; (2) Municipal Traffic/Complaint Court; (3) Municipal Juvenile Court. Mission Statement: “Committed to providing a POSITIVE SERVICE by acting as a LINK between the CUSTOMERS and COURT PROCESSES.”

GOALS 1. 2. 3.

To work in conjunction with the IT team toward the successful configuration and conversion of data from the current 1984 mainframe system to the new web-based system/JustWare Solution Suite, followed by implementation. To continue to track the strengths and effectiveness of the Juvenile Court programs with efforts to strengthen and support positive and productive activity type programs through incorporating prevention and intervention strategies. To enhance the Court’s web page’s informational contents for usefulness to meet the user’s expectations and to insure a good user experience.

S T A F F I N G (FT-PT-S) Current Level 8-3-0

Year 1 8-3-0

Year 2 8-3-0

Year 3 8-3-0

Year 4 8-3-0

Year 5 8-3-0

687,221 (367,754) 6,382 325,849

1,100,066

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

325,849

5,994

121,520

Transfers

Debt Service

Capital Outlay

Other Services & Charges

11,282

635,421

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Municipal Court

619,477 (133,239) 6,260 (473) 492,025

1,531,527

492,025

123,046

225,771

20,049

670,636

Current Year Budget FY 11-12

619,477 (133,239) 6,260 (473) 492,025

1,513,900

492,025

123,046

227,483

14,977

656,369

697,662 (163,678) 6,166 401 540,551

1,414,564

540,551

168,103

19,540

686,370

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

710,146 6,037 716,183

1,583,436

716,183

154,773

25,850

686,630

Projected Budget FY 13-14

711,105 6,270 717,375

1,579,725

717,375

154,773

19,540

688,037

Projected Budget FY 14-15

720,116 6,423 726,539

1,590,672

726,539

154,773

18,900

690,460

Projected Budget FY 15-16

726,771 6,657 733,428

1,600,825

733,428

154,773

18,900

693,724

Projected Budget FY 16-17

FY 12-13

Senior or Center 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The mission of the Edmond Senior Center is: “To improve the quality of life for senior adults in the Edmond community by providing comprehensive programming including recreational, nutritional, social, educational and referral.” Our continuing focus will be to strive for the highest quality leisure programs and activities for senior adults 55 years old and better, through diligent attention to our customers' needs, interests and concerns. GOALS 1. 2. 3. 4.

Generate quality leisure programs to attract older adults. Promote public awareness of center activities to attract community resources & support. Promote wellness awareness through exercise, diet, and education. Promote safety awareness through educational programs. .

S T A F F I N G (FT-PT-S) Current Level 4.5 - 1 – 0

Year 1 4.5 -1 – 0

Year 2 4.5 - 1 – 0

Year 3 4.5 - 1 – 0

Year 4 4.5 - 1 – 0

*.5 FT custodian split between Senior Center budget and Parks & Recreation budget.

Year 5 4.5 - 1 – 0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

79,054 (7,065) 4,247 7,501 1,731 85,468

403,033

85,468

Debt Service

Transfers

43,359

Other Services & Charges

Capital Outlay

14,395

259,811

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Senior Center

94,676 (19,108) 8,876 8,229 (655) 7,200 99,218

465,192

99,218

62,760

15,160

288,054

Current Year Budget FY 11-12

94,676 (19,108) 8,876 8,229 (655) 4,700 96,718

440,467

96,718

56,210

14,560

272,979

80,135 (10,188) 9,206 9,510 564 7,285 96,512

462,146

96,512

63,700

15,350

286,584

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

81,464 9,482 9,298 7,285 107,529

474,271

107,529

63,700

14,700

288,342

Projected Budget FY 13-14

81,258 9,766 9,571 7,285 107,880

483,272

107,880

63,700

16,650

295,042

Projected Budget FY 14-15

82,667 9,962 9,750 7,285 109,664

492,756

109,664

63,700

17,950

301,442

Projected Budget FY 15-16

86,024 10,161 10,024 7,285 113,494

500,819

113,494

63,700

15,373

308,252

Projected Budget FY 16-17

FY 12-13

Community Agency Review Commission mission 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Community Agency Review Commission performs an annual review of local community agencies to determine eligibility and necessity for funding. After the annual review the Commission issues a formal recommendation to the Edmond City Council, for funding of the agencies. A community agency is directly engaged in charitable, educational, health, social services, community enrichment or related activities, which provide a direct and distinct benefit to the City of Edmond and its residents. The community agency primarily serves those residing in the City of Edmond.

GOALS 1.

Provide oversight of the supplemental funding request process pertaining to agencies requesting funding within the City of Edmond that serve a charitable, education, health, or social service that meet the requirements set forth in the criteria and receive approval from the City Council. Oversee contracts between the City of Edmond and the funded agencies, reviewing progress there under, determining accountability, and forwarding the Community Agency Review Commission recommendations to Council no later than forty-five days prior to the date of the formal adoption of the City Budget, as to agencies monetary requests, program formats and related matters.

CRITERIA FOR FUNDING 1.

2. 3. 4. 5.

Applying organizations shall conduct a recognized program of contracted service in or for the community, and must show evidence to the City of Edmond that it is effectively meeting a social need, and providing a direct and distinct benefit to the City of Edmond and its residents. Applying organizations shall have a plan of organization which gives evidence of a properly chosen Board of Directors which meets at least quarterly, and which in actual fact assumes responsibility to the public for efficient management of the agency it represents. Applying organizations must provide the City of Edmond with annual financial statements and annual statistical reports of services rendered. Agency shall have its finances audited annual by an auditing concern acceptable to the City of Edmond. Applying organizations must provide to the City of Edmond a statement of budgetary needs and provide any other operational information upon request by the City of Edmond. Applying organizations must complete and submit for approval the contract services application form. Submission of an application does not assure the social agency of financial assistance from the City of Edmond.

Materials & Supplies

Transfers

132,500 , 53,500 152,500 10,000 10,000 10,351 30,000 10,000 32,351 6,500 12,000 15,000 5,000 479,701

132,500 , 53,500 155,000 12,000 10,000 14,000 35,000 10,000 36,500 6,500 15,000 17,000 5,000 502,000

502,000

Current Year Budget FY 11-12

132,500 , 53,500 155,000 12,000 10,000 13,488 35,000 10,000 36,488 6,500 15,000 17,000 5,000 501,475

501,475

137,5 , 00 53,500 160,000 12,000 10,500 17,000 40,000 10,000 43,500 6,500 15,000 17,000 5,000 527,500

527,500

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

137,500 , 53,500 160,000 12,000 10,500 17,000 40,000 10,000 43,500 6,500 15,000 17,000 5,000 527,500

527,500

Projected Budget FY 13-14

137,500 , 53,500 160,000 12,000 10,500 17,000 40,000 10,000 43,500 6,500 15,000 17,000 5,000 527,500

527,500

Projected Budget FY 14-15

137,500 , 53,500 160,000 12,000 10,500 17,000 40,000 10,000 43,500 6,500 15,000 17,000 5,000 527,500

527,500

Projected Budget FY 15-16

137,500 , 53,500 160,000 12,000 10,500 17,000 40,000 10,000 43,500 6,500 15,000 17,000 5,000 527,500

527,500

Projected Budget FY 16-17

FY 12-13

Edmond Mobile Meals and U R Special receive in-kind assistance of building maintenance/expenses of $1,500 & $2,000 respectiviely for FY 12/13.

The maximum amount of funds available for appropriations to the Social Agencies is 3.2% of estimated sales tax collections for FY11-12 with 1.44% to Social Agencies and 1.76% for Community Enrichment agencies.

TOTAL

SOCIAL AGENCIES DETAIL: Edmond Familyy Counseling g Liberty Fest HOPE Center Edmond Arts & Humanities UCO Sports & Recreation U R Special Ministries Ministries of Jesus Project Read Edmond Mobile Meals Edmond Round-Up Club Parents Helping Parents Fine Arts Institute Character Council of Edmond

479,701

Debt Service

TOTAL

Capital Outlay

479,701

Personal Services

Other Services & Charges

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Social Agencies

DEPARTMENT BUDGET SUMMARY

Community Development & Preservation Agencies 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The following department is the area for expensing contracts that are between the City and other agencies. Airport Services with the Edmond Guthrie Regional Airport, Land Conservancy activities with the Edmond Land Conservancy and support of historic preservation projects with the Edmond Historic Preservation Trust.

Materials & Supplies

85,000 5,000 30,000 120,000

COMMUNITY DEVELOPMENT and PRESERVATION DETAIL: Guthrie Edmond Airport 89,749 191,620 Edmond Land Conservancy 5,000 5,000 Edm Historic Preservation Trust 24,362 30,000 TOTAL 119,111 226,620

120,000

152,864 30,000 182,864

182,864

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

120,000

226,620

Current Year Budget FY 11-12

FUND: GENERAL FUND

226,620

Transfers 119,111

Debt Service

TOTAL

Capital Outlay

119,111

Personal Services

Other Services & Charges

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Community Dvlpmt & Preservation Agencies

DEPARTMENT BUDGET SUMMARY

152,864 30,000 182,864

182,864

Projected Budget FY 13-14

152,864 30,000 182,864

182,864

Projected Budget FY 14-15

152,864 30,000 182,864

182,864

Projected Budget FY 15-16

152,864 30,000 182,864

182,864

Projected Budget FY 16-17

FY 12-13

Public Transportation - Citylink 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION The mission of Edmondâ&#x20AC;&#x2122;s public transportation service, Citylink, is to provide quality, reliable, affordable, customer-friendly transportation service to the residents of Edmond for access to employment, shopping, medical, education and social destinations. Citylink is operated by McDonald Transit and Associates through a 5-year agreement with the Edmond Public Works Authority. Citylink utilizes 11 transit buses to operate 4 local fixedroutes and a city-wide, door-to-door paratransit service, Monday through Saturday. It also provides 12 daily round trips between Edmond and Oklahoma City, Monday through Friday. All Citylink services are fare-free, including Expresslink and paratransit. All Citylink buses are equipped with bike racks and 2 wheel-chair tie-down and lifts. Since Citylink started in July 2009, ridership has increased 269%, compared to the previous service. Three buses are fueled with CNG. Five more conversions are slated to take place in the summer of 2012 to LPG. These conversions are paid for with Recovery Act funds from the Department of Energy. GOALS 1. 2. 3. 4.

Create a 3 to 5-Year Citylink Operations and Financial Plan. Continue marketing and communications with citizens, EPTC, UCO Disabilities Office and private-partners. Continue to seek funding for operations, capital needs and the Edmond Multimodal Transit Center. Complete the conversion of 6 of the 8 buses to CNG or LPG.

S T A F F I N G (FT-PT-S) Current Level .35-0-0

Year 1 .35-0-0

Year 2 .35-0-0

Year 3 .35-0-0

*.35 split is shared with Planning/Zoning and CDBG Funds.

Year 4 .35-0-0

Year 5 .35-0-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Vehicle Maintenance Charges TOTAL

TOTAL

6,646 62,000 66,434 135,080

1,199,041

135,080

Debt Service

Transfers

932,238

Other Services & Charges

Capital Outlay

103,312

28,410

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: CITYLINK

37,748 (11,383) 62,000 80,000 168,365

1,310,288

168,365

1,040,740

71,200

29,983

Current Year Budget FY 11-12

37,748 (11,383) 62,000 80,000 168,365

1,339,554

168,365

1,040,204

100,600

30,385

43,881 (7,741) 63,860 110,000 210,000

1,329,066

210,000

1,017,344

70,700

31,022

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

43,644 65,776 110,000 219,420

1,363,087

219,420

1,041,161

70,700

31,806

Projected Budget FY 13-14

44,018 67,749 110,000 221,767

1,390,026

221,767

1,064,968

70,700

32,591

Projected Budget FY 14-15

44,282 69,782 110,000 224,064

1,416,915

224,064

1,088,775

70,700

33,376

Projected Budget FY 15-16

44,584 71,875 110,000 226,459

1,443,900

226,459

1,112,582

70,700

34,159

Projected Budget FY 16-17

FY 12-13

Emergency Management anagement 2012-2013 Departmental Summary DEPARTMENTAL DESCRIPTION Committed to protecting our citizens from the effects of disasters through mitigation, preparedness, response and recovery actions. GOALS 1. 2. 3. 4. 5. 6.

Increase training levels for Emergency Management staff personnel. Ensure the City of Edmond Emergency Operation Plan (EOP) is current and accurate. (2nd quarter) Continue to expand and enhance the Public Education Program, with special emphasis on the Community Emergency Response Teams (CERT). Upgrade the existing Outdoor Warning Device (OWD) system and expand the system to fill in remaining gaps. Expand the NOAA Programmable â&#x20AC;&#x153;All Hazardsâ&#x20AC;? Alert Radio Program Maintain a viable and supportable Emergency Operation Center (EOC).

S T A F F I N G (FT-PT-S) Current Level Year 1 2.2-0-0 2.2-0-0 *.2 Split with Central Communications

Year 2 2.2-0-0

Year 3 2.2-0-0

Year 4 2.2-0-0

Year 5 2.2-0-0

114,588 (10,935) 1,211 3,764 29,820 627 139,075

385,659

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit Fleet Lease Assessment Fees Fleet Transfer for additional fleet Vehicle Maintenance Charges

139,075

Debt Service

Transfers

54,412

Other Services & Charges

Capital Outlay

11,396

180,776

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Emergency Management

119,093 (18,294) 1,374 (104) 7,079 4,725 113,873

478,724

113,873

40,000

107,450

25,446

191,955

Current Year Budget FY 11-12

119,093 (18,294) 1,374 (104) 7,079 1,500 110,648

394,868

110,648

40,000

48,318

12,567

183,335

155,476 (12,583) 2,491 163 6,707 4,725 156,979

475,408

156,979

107,450

25,747

185,232

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

156,630 2,415 6,908 4,725 170,678

487,211

170,678

107,450

24,924

184,159

Projected Budget FY 13-14

153,842 2,469 7,115 4,725 168,151

486,745

168,151

107,450

24,924

186,220

Projected Budget FY 14-15

155,748 2,504 7,287 4,725 170,264

490,100

170,264

107,450

24,100

188,286

Projected Budget FY 15-16

158,286 2,558 7,464 4,725 173,033

494,924

173,033

107,450

24,100

190,341

Projected Budget FY 16-17

FY 12-13

Cemetery 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Cemeteryâ&#x20AC;&#x2122;s mission is to serve the Public with their interment needs and provide landscape maintenance for the 30 acres of Cemetery grounds. The Cemetery averages 130 interments per year, sets approximately 70 monuments/footings and sells an average of 120 burial spaces per year. Estimate of availability of burial spaces is 15 years.

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

48,393 (2,210) 5,592 4,865 2,194 58,834

213,090

58,834

Debt Service

Transfers

34,918

Capital Outlay

Other Services & Charges

9,075

110,263

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Cemetery

61,257 (9,230) 6,963 6,290 (552) 4,200 68,928

236,793

68,928

44,245

9,275

114,345

Current Year Budget FY 11-12

61,257 (9,230) 6,963 6,290 (552) 2,100 66,828

227,650

66,828

36,085

9,174

115,563

61,164 (6,770) 7,172 7,461 496 4,200 73,723

244,138

73,723

42,510

11,010

116,895

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

61,035 7,387 7,278 4,200 79,900

252,882

79,900

42,510

11,010

119,462

Projected Budget FY 13-14

61,280 7,609 7,507 4,200 80,596

256,177

80,596

42,510

11,010

122,061

Projected Budget FY 14-15

62,081 7,761 7,657 4,200 81,699

259,846

81,699

42,510

11,010

124,627

Projected Budget FY 15-16

63,338 7,916 7,887 4,200 83,341

264,664

83,341

42,510

11,660

127,153

Projected Budget FY 16-17

FY 12-13

Community Image 2012-2013 Departmental Summary DEPARTMENTAL DESCRIPTION

The Community Image department is comprised of two divisions: Code Enforcement & Urban Forestry. Even though their daily duties differ significantly, their primary goal is to preserve and improve the overall appearance of our community. Code Enforcement Division - OPERATIONAL DUTIES: Code Enforcement works to identify violations of City Ordinances and State Laws within the Edmond City Limits and seeks voluntary compliance from citizens through proactive enforcement. Once a code violation is identified the responsible party is notified to take corrective action. In addition to working Health, Safety and Welfare issues, Code Enforcement also issues Temporary Business Promotional Sign permits and patrols the business districts daily to insure all sign ordinances are being followed. All Code staff have been trained in emergency 1st responderâ&#x20AC;&#x2122;s positions with advanced First Aide, Search and Rescue, Search and Recovery and Damage Assessment. Another enterprise of Code Enforcement is the Edmond Neighborhood Initiative Program (ENIP). ENIP matches citizens with volunteer groups that assist in correcting any Code Enforcement issues that have been found. The Code Enforcement Division also monitors existing and new Oil and Gas wells, pipelines and pipeline crossings and the EPA Fats, Oils and Grease (FOG) program within the City limits. Annual inspections are made to insure Ordinances, State Laws and safety issues are adhered to and that illicit discharges into the sanitary sewer systems do not occur. GOALS

Code Enforcement 1. Develop programs that partner with community groups and citizens. 2. Implement Phase V of the Fats, Oil & Grease (FOG) program (Education for residential) 3. Review ordinances used by Code Enforcement to meet developing community issues Urban Forestry 1. Recommend landscape code revisions and improve site plan process 2. Correct median landscapes where needed. Install trees/landscapes in unimproved medians. 3. Expand foster a tree program, complete canopy study project, expand arbor week events. S T A F F I N G (FT-PT-S) Code Enforcement Current Level 4.75-0-0

Year 1 5.75-0-0

Year 2 5.75-0-0

Year 3 5.75-0-0

Year 4 5.75-0-0

Year 5 5.75-0-0

In the coming years, an additional staff position will need to be considered as inspection responsibilities grow with the additional programs (like the FOG Program) and community growth so the department can maintain a proactive approach of identifying problems.

Urban Forestry Current Level 2.25-0-0

Year 1 2.25-0-0

Year 2 2.25-0-0

Year 3 2.25-0-0

Year 4 2.25-0-0

*Administrative Specialist II position is split .75 with Code and .25 with Urban Forestry

Year 5 2.25-0-0

187,471 (14,484) 10,079 7,881 4,560 195,507

942,468

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Fleet Management-additional fleet Insurance Assessment Allocation Credit Vehicle Maintenance Charges

195,507

30,899

229,798

Transfers

Debt Service

Capital Outlay

Other Services & Charges

41,565

444,698

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Community Image

224,898 (42,696) 10,079 13,103 (1,021) 6,700 211,063

1,061,895

211,063

337,366

53,850

459,616

Current Year Budget FY 11-12

224,898 (42,696) 10,079 13,103 (1,021) 6,568 210,931

1,009,635

210,931

288,796

46,540

463,368

255,049 (36,925) 10,331 61,000 10,241 668 8,200 308,564

1,264,806

308,564

344,400

66,236

545,606

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

249,588 16,691 9,953 6,700 282,932

1,223,291

282,932

355,850

62,050

522,459

Projected Budget FY 13-14

252,015 17,331 10,212 6,700 286,258

1,246,695

286,258

361,950

62,550

535,937

Projected Budget FY 14-15

254,653 17,643 10,383 6,700 289,379

1,267,853

289,379

366,050

64,650

547,774

Projected Budget FY 15-16

257,746 17,964 10,642 6,700 293,052

1,300,424

293,052

367,150

66,950

573,272

Projected Budget FY 16-17

FY 12-13

Planning ning and Zoning Department 2012-2013 Departmental Summary DEPARTMENTAL DESCRIPTION The mission statement of the Planning & Zoning department is: â&#x20AC;&#x153;To provide impartial, accurate and timely interpretation of the development codes and communication to individuals, organizations, Boards and Commissions.â&#x20AC;? The core business of the Planning and Zoning Department includes a review and action of development applications and sign permits. Many of the applications are required to be considered by the Planning Commission and City Council or the Board of Adjustment or Appeals. Special purpose studies include work for the Edmond Bicycle Committee, Urban Board, or special topics, such as signage standards. GOALS 1. 2.

Complete staff reports and permits in the 10 core work activities and present reviews to the required committees. Provide staff support to active committees or special study committees, such as the Bicycle Committee, Downtown Committee, Transportation Committee, and Sign Committee. Organize Planning/Zoning Department information, meeting long term record requirements, sign enforcement, and draft land use projections for the Edmond Plan.

S T A F F I N G (FT-PT-S) Current Level 6.35-0-0

Year 1 6.35-0-0

Year 2 6.35-0-0

Year 3 6.35-0-0

*.35 split is shared with CDBG and CityLink Funds.

Year 4 6.35-0-0

Year 5 6.35-0-0

164,176 (13,468) 4,557 155,265

653,771

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

155,265

Debt Service

Transfers

16,158

Capital Outlay

Other Services & Charges

4,293

478,056

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Planning & Zoning

190,960 (29,894) 4,185 (312) 164,939

729,990

164,939

24,110

4,850

536,091

Current Year Budget FY 11-12

190,960 (29,894) 4,185 (312) 164,939

710,131

164,939

19,836

3,900

521,456

200,591 (24,407) 4,105 269 180,558

760,271

180,558

25,931

5,905

547,877

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

194,037 4,013 198,050

791,322

198,050

25,931

7,693

559,648

Projected Budget FY 13-14

195,104 4,159 199,263

799,799

199,263

25,931

5,905

568,700

Projected Budget FY 14-15

198,564 4,255 202,819

813,288

202,819

25,931

6,799

577,739

Projected Budget FY 15-16

203,420 4,402 207,822

825,492

207,822

25,931

5,011

586,728

Projected Budget FY 16-17

FY 12-13

Festival Market Place 2012-2013 Departmental epartmental Summary

DEPARTMENTAL DESCRIPTION The Festival Market Placeâ&#x20AC;&#x2122;s mission is to be a focal point for community life and a setting for cultural and civic activities and special events, which complement the Festival Market Place and its location in the Downtown Edmond business district. The Festival Market Place is home to the Edmond Farmers Market (spring, summer and fall), many City of Edmond-Sponsored and Affiliated events, and can be rented for private functions, such as wedding receptions and customer appreciation events as well.

GOALS 1. 2.

Expand on Existing events to grow attendance and participation. Survey Farmerâ&#x20AC;&#x2122;s Market customers.

S T A F F I N G (FT-PT-S) Current Level 0-0-1

Year 1 0-0-1

Year 2 0-0-1

Year 3 0-0-1

Year 4 0-0-1

Year 5 0-0-1

27,942 (2,696) 384 25,630

67,936

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

25,630

Debt Service

Transfers

18,399

Capital Outlay

Other Services & Charges

2,416

21,491

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Festival Marketplace

18,544 (4,184) 429 (33) 14,756

72,286

14,756

32,650

3,350

21,530

Current Year Budget FY 11-12

18,544 (4,184) 429 (33) 14,756

48,496

14,756

23,050

2,845

7,845

28,668 (6,668) 41 3 22,044

52,491

22,044

21,875

2,220

6,352

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

29,080 41 29,121

59,818

29,121

21,875

2,470

6,352

Projected Budget FY 13-14

29,424 43 29,467

59,364

29,467

21,075

2,470

6,352

Projected Budget FY 14-15

29,921 44 29,965

60,312

29,965

21,525

2,470

6,352

Projected Budget FY 15-16

30,673 46 30,719

61,066

30,719

21,375

2,620

6,352

Projected Budget FY 16-17

FY 12-13

Building & Fire Code Services 2012 2 - 2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Building & Fire Code Services Department exists to promote safe quality living and working conditions to the citizens of Edmond through efficient use of available resources in every aspect of the department. The activities encompassed by the department include building and trades permitting, plan reviews, and inspections. GOALS 1. 2. 3. 4.

Expand on our opportunities for communications with external customers. Expand communication and cooperation for all our internal customers with emphasis on our top 3 internal customers. Focus on external customers by helping them to become familiar with the new CRW system for permits and inspections and develop support materials. Continue to explore ways to enhance our customer service through upgrades in our levels of service in the fire protection division with focus on expanding the existing fire inspections through public awareness.

S T A F F I N G (FT-PT-S) Current Level 14

Year 1 14

Year 2 14

Year 3 14

Year 4 14

Year 5 14

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Fleet Transfer-additional fleet Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

282,109 (19,063) 16,020 10,473 9,725 299,264

1,331,035

299,264

Debt Service

Transfers

51,615

Other Services & Charges

Capital Outlay

25,682

954,474

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Building Services

338,752 (55,140) 16,020 4,200 11,216 (850) 12,000 326,198

1,438,878

326,198

48,190

43,866

1,020,624

Current Year Budget FY 11-12

338,752 (55,140) 16,020 4,200 11,216 (850) 11,000 325,198

1,412,884

325,198

42,790

36,958

1,007,938

291,696 (41,297) 17,713 3,327 12,907 846 12,600 297,792

1,385,884

297,792

54,690

38,815

994,587

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

289,870 18,461 12,607 13,230 334,168

1,433,997

334,168

54,190

33,665

1,011,974

Projected Budget FY 13-14

289,932 18,907 13,045 13,892 335,776

1,456,590

335,776

54,190

31,465

1,035,159

Projected Budget FY 14-15

295,169 19,210 13,333 14,586 342,298

1,483,591

342,298

54,190

31,015

1,056,088

Projected Budget FY 15-16

300,340 19,509 13,773 15,316 348,938

1,509,504

348,938

54,190

31,465

1,074,911

Projected Budget FY 16-17

FY 12-13

Downtown Community Center 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION The Downtown Community Center delivers high quality, cost effective best in class trustworthy service to our customers. The department provides a clean, safe, reasonably priced, and quality rental facility to accommodate City of Edmond related events and functions as well as diverse events and functions held by and for the public and private sectors. The department strives for excellence in customer service and maintains the building in a manner that prompts a positive customer response. The department evaluates written and verbal customer requests for service and facility use as a consideration for future annual budget needs and, as possible, promote those requests which best promote the public interest.

GOALS 1 2 3 4 5 6 7

Provide unparalleled customer service to internal and external customers. Improve the performance of the technical staff with at least one job related training course per year. Update rental information on DCC services and provide to Marketing Department for use on the COE website. Reduce DCC energy costs by implementing the Energy Management System Reduce departmental operations & maintenance costs by 10%. Evaluate effectiveness and savings associated with outsourced cleaning contract. Promote continuous improvement within the department.

S T A F F I N G (FT-PT-S) Current Level 2-0-0

Year 1 1-0-0

Year 2 1-0-0

Year 3 1-0-0

Year 4 1-0-0

Year 5 1-0-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

30,267 (3,156) 955 28,066

128,378

28,066

Debt Service

Transfers

38,361

Capital Outlay

Other Services & Charges

4,791

57,160

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Downtown Community Ctr.

32,841 (2,270) 1,054 (82) 31,543

196,081

31,543

68,575

13,050

82,913

Current Year Budget FY 11-12

32,841 (2,270) 1,054 (82) 31,543

153,651

31,543

35,318

5,364

81,426

37,408 (3,260) 1,033 67 35,248

161,620

35,248

60,175

7,385

58,812

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

37,486 1,017 38,503

166,843

38,503

60,925

7,385

60,030

Projected Budget FY 13-14

36,054 1,064 37,118

167,635

37,118

61,925

7,385

61,207

Projected Budget FY 14-15

36,399 1,094 37,493

170,234

37,493

62,925

7,385

62,431

Projected Budget FY 15-16

36,949 1,142 38,091

172,047

38,091

62,925

7,385

63,646

Projected Budget FY 16-17

FY 12-13

Historical orical Society 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Edmond Historical Society is a 501(c) (3) non-profit organization that was formed in 1983 and incorporated in 1984. It was formed to establish, maintain and operate a local museum of history; to collect, preserve and exhibit artifacts, photographs and documents that interpret the history and development of Edmond and the surrounding area.

PURPOSE OF THE MUSEUM 1. 2.

3. 4.

The Society shall assume the responsibility of all functions of the Museum under the direction of the Board of Directors. The Museum shall exhibit and interpret the history of Edmond and the surrounding area, shall engage traveling exhibits, and shall offer educations programs, including off-site exhibits. The Museum collection shall be the sole property of the Society as defined in the collection policy. The Museum shall be open to the public on an established schedule at a minimum of 120 days a calendar year and closed on legal holidays; shall schedule special events, and shall be staffed by docents, volunteers, and/or staff during open hours.

52,031 (4,900) 6,664 53,795

289,082

72,517 (19,078) 7,322 (601) 60,160

308,660

60,160

46,500

200,000

2,000

Current Year Budget FY 11-12

72,517 (19,078) 7,322 (601) 60,160

297,260

60,160

36,300

200,000

800

66,548 (4,477) 8,004 448 70,523

326,523

70,523

40,000

215,000

1,000

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: GENERAL FUND

67,230 7,816 75,046

331,046

75,046

40,000

215,000

1,000

Projected Budget FY 13-14

68,426 8,002 76,428

332,428

76,428

40,000

215,000

1,000

Projected Budget FY 14-15

70,069 8,124 78,193

334,193

78,193

40,000

215,000

1,000

Projected Budget FY 15-16

The direct contribution to the Historical Society is shown separately above while the TOTAL line represent the complete support provided to the Society and the facilities occupied.

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

53,795

Debt Service

Transfers

34,539

Other Services & Charges

Capital Outlay

200,000

Direct Contribution-Society

748

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Historical Society

DEPARTMENT BUDGET SUMMARY

77,526 8,310 85,836

341,836

85,836

40,000

215,000

1,000

Projected Budget FY 16-17

FY 12-13

Edmond Electric Economic Development Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Edmond Electric Economic Development Fund has been established to stimulate the growth of Edmondâ&#x20AC;&#x2122;s economy by offering services that facilitate the growth and expansion of new and existing businesses and generating opportunities to increase the sales tax base of the City of Edmond. Funding for this activity has been provided by Edmond Electric with the transfer of $100,000 annually, ending in FY 07-08.

616,746 616,746 616,957

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TOTAL ESTIMATED USES

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

623,096

622,746 622,746

350 350

616,746 622,746

610,602 616,957

211 211

6,000 6,000

Current Year Budget FY 11-12

6,355 6,355

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges p Outlayy Capital Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

General Fund: Edmond Electric Economic Development Fund

619,946

619,886 619,886

60 60

616,746 619,946

3,200 3,200

623,886

723,586 723,586

100,000 100,000

300 300

619,886 623,886

4,000 4,000

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

727,586

727,286 727,286

300 300

723,586 727,586

4,000 4,000

Projected Budget FY 13-14

731,286

730,986 730,986

300 300

727,286 731,286

4,000 4,000

Projected Budget FY 14-15

734,986

734,686 734,686

300 300

730,986 734,986

4,000 4,000

Projected Budget FY 15-16

738,686

738,386 738,386

300 300

734,686 738,686

4,000 4,000

Projected Budget FY 16-17

FY 12-13

Parks & Recreation Special Events Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Parks Special Events Fund tracks activity and fees for special events provided through the Edmond Parks & Recreation Departmentâ&#x20AC;&#x2122;s Program Division.

DETAIL OF TRANSFERS OUT: Administrative Support Insurance Assessment

11,510

2,054 2,054

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TOTAL ESTIMATED USES

5,000 5,000

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

25,854

2,054 2,054

8,800 15,000 23,800

2,054 25,854

(0) 11,511

6,192 8,264 14,456

12,500 11,300 23,800

Current Year Budget FY 11-12

8,592 1 2,918 11,511

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

General Fund: Parks Special Events Fund

18,800

7,800 11,000 18,800

2,054 18,800

8,246 8,500 16,746

18,050

8,550 9,500 18,050

18,050

6,050 12,000 18,050

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

21,050

8,550 12,500 21,050

21,050

6,050 15,000 21,050

Projected Budget FY 13-14

21,550

8,600 12,950 21,550

21,550

6,050 15,500 21,550

Projected Budget FY 14-15

22,050

8,600 13,450 22,050

22,050

6,050 16,000 22,050

Projected Budget FY 15-16

22,050

8,300 13,750 22,050

22,050

6,050 16,000 22,050

Projected Budget FY 16-17

FY 12-13

SPECIAL REVENUE FUNDS

Special Revenue - Sub-Directory Fund Description

48-52

Senior Citizens Fund - Description Senior Citizens Budget - Summary

53 54

Community Development (CDBG) - Description Community Development (CDBG) Budget Summary

55 56

Energy Efficiency Conservation Block Grant Fund - Description Energy Efficiency Conservation Block Grant Fund Budget Summary

57 58

Asset Forfeiture Fund – Description Asset Forfeiture – Budget Summary

59 60

Edmond Fire Department – Description Edmond Fire Department – Budget Summary

61 62

Police - Description Police – Budget Summary

63 64

Hospital Sale Trust Fund – Description Hospital Sale Trust Fund – Budget Summary

65 66

Real Property Fund – Description Real Property Fund – Budget Summary

67 68

Convention & Visitors Bureau – Description Convention & Visitors Bureau – Budget Summary

69 70

Ambulatory Services Fund – Description Ambulatory Services Fund – Budget Summary

71 72

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -SPECIAL REVENUE FUNDS-

SENIOR CITIZENS FUND The Senior Citizens Fund has been established to account for dedicated revenues received for the benefit of the Senior Center and its patrons which include grants, donations, and other sources. Expenditures of the fund are administratively restricted for the benefit of senior citizenâ&#x20AC;&#x2122;s activities or programs.

COMMUNITY DEVELOPMENT BLOCK GRANT FUND The Community Development Block Grant Fund has been established to account for revenues and expenditures under the Federal Community Development Block Grant Entitlements Program for qualifying low and moderate income citizens of Edmond.

ASSET FORFEITURE FUND The Asset Forfeiture Fund has been established to account for assets that are equitably distributed by the Drug Enforcement Administration to state and local agencies that directly participate in the law enforcement investigation efforts that leads to the seizure of assets used in criminal activities. The assets received must be used for only law enforcement purposes such as enhancements to future investigations, law enforcement training, equipment, operations and overtime for enforcement activities.

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -SPECIAL REVENUE FUNDSPARKS TAX FUND The Parks Tax Fund has been established to account for operations and facility improvement costs of the Cityâ&#x20AC;&#x2122;s parks and recreation system. Financing is provided by a permanent one-eighth cent sales tax approved by the voters on September 15, 1992 and expanded in 2000 to include all city parks. CEMETERY CARE FUND The Cemetery Care Fund has been established to account for 12.5% of all monies received from the sale of lots and interments in accordance with state law. Monies received must be used to purchase lands for cemeteries and for making capital improvements. Interest earned may be used for improving, caring for, and beautifying cemetery property. FIRE PUBLIC SAFETY LIMITED TAX FUND The Fire Public Safety Limited Tax Fund has been established to account for a permanent one-fourth cent sales tax approved by the voters on December 12, 2000. The tax became effective January 1, 2001, for the purpose of providing additional firefighting personnel and equipment, additional firefighting and rescue equipment, competitive compensation and benefits for existing and retired personnel. In addition, effective July 1, 2001, the General Fund transfers 30% of its revenues to this fund which currently come from the following sources:

taxes, licenses and permits, fines and

forfeitures, charges for services, interest and miscellaneous revenues.

All Fire

department revenues and expenditures are budgeted and accounted for in this fund. 49

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -SPECIAL REVENUE FUNDS-

POLICE PUBLIC SAFETY LIMITED TAX FUND The Police Public Safety Limited Tax Fund has been established to account for a permanent one-eighth cent sales tax approved by the voters on December 12, 2000. The tax became effective January 1, 2001, for the purpose of providing additional commissioned police personnel and equipment, additional equipment for law enforcement purposes, competitive compensation and benefits for existing and retired officers. In addition, effective July 1, 2001, the General Fund transfers 36.8% of its revenues to this fund which currently come from the following sources: taxes, licenses and permits, fines and forfeitures, charges for services, interest and miscellaneous revenues.

All Police department revenues and expenditures are budgeted and

accounted for in this fund.

ART IN PUBLIC PLACES FUND The Art in Public Places Fund has been established to account for art acquisitions by the City.

A Visual Arts Commission (VAC) was created to develop guidelines and

standards for the selection, display and maintenance of art for the Cityâ&#x20AC;&#x2122;s collection. Financing is provided by donations, investment earnings and other City funds as determined by the City Council.

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -SPECIAL REVENUE FUNDS-

EDMOND ELECTRIC ECONOMIC DEVELOPMENT FUND The Edmond Electric Economic Development Fund has been established to stimulate the growth of Edmond's economy by offering services that facilitate the growth and expansion of new and existing businesses and generating opportunities to increase the sales tax base of the City of Edmond.

HOSPITAL SALE TRUST FUND This fund accounts for the proceeds received from the 1981 sale of the Edmond Memorial Hospital. Its only revenue source is interest earnings from the investment of the proceeds.

The interest earnings may be used for capital improvements as

determined by the City Council and the proceeds may be used for projects only as approved by a vote of the citizens of Edmond.

REAL PROPERTY FUND The Real Property Fund has been established to accumulate resources for future real property acquisitions of the City. Initially financing was provided by a one-time transfer of $463,230 reserved for land acquisition in the Capital Improvements Fund. Current funding is being provided by annual transfers from the Hospital Sale Trust Fund.

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -SPECIAL REVENUE FUNDS-

CONVENTION & VISITORS BUREAU FUND The Convention and Visitors Bureau (CVB) special revenue fund was established to operate the CVB while under the City's control which became effective July 1, 2004 when their contract was not renewed by Edmond's Chamber of Commerce. CVB is completely funded by the 4% hotel/motel tax received by the City in the General Fund. The CVB uses this tax revenue source for the purpose of encouraging, promoting and fostering conventions and tourism for the City of Edmond.

AMBULATORY SERVICES FUND The Ambulatory Services Fund has been established to accumulate resources for the regional ambulance service, including the TotaCare Program. Initially, these expenses were paid through the General Fund, but in FY09-10, a small fee was added to utility bills for those who elected to participate in the TotalCare Program offered by EMSA.

PARKS SPECIAL EVENTS FUND The Parks Special Events Fund has been established to account for the various special recreational events put on by the Park Department and paid for by private donations and fees.

Senior Citizens Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Senior Citizens Fund has been established to account for dedicated revenues received for the benefit of the Senior Center and its patrons which include grants, donations and other sources. Expenditures of the fund are administratively restricted for the benefit of senior citizenâ&#x20AC;&#x2122;s activities or programs.

244,006 244,006 308,606

2,879 223,137 226,016 277,528

TOTAL ESTIMATED USES

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

8,150 56, 50 56,450 64,600

226,016 308,606

202,413 277,528

4,558 46,954 6,95 51,512

4,319 2,500 75,771 82,590

Current Year Budget FY 11-12

2,879 2,292 69,944 75,115

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Ot e Services Se ces & C Charges a ges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Senior Citizens Fund

289,355

226,455 226,455

7,050 55,850 55, 850 62,900

226,016 289,355

2,683 1,855 58,801 63,339

296,974

231,874 231,874

8,150 56,950 65,100

226,455 296,974

4,311 2,000 64,208 70,519

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

306,822

241,722 241,722

8,150 56,950 65,100

231,874 306,822

4,716 2,000 68,232 74,948

Projected Budget FY 13-14

318,881

253,781 253,781

8,150 56,950 65,100

241,722 318,881

5,025 2,000 70,134 77,159

Projected Budget FY 14-15

333,250

268,150 268,150

8,150 56,950 65,100

253,781 333,250

5,233 2,200 72,036 79,469

Projected Budget FY 15-16

349,830

284,730 284,730

8,150 56,950 65,100

268,150 349,830

5,442 2,300 73,938 81,680

Projected Budget FY 16-17

FY 12-13

Community munity Development (Planning) 2012-2013 Departmental Summary DEPARTMENTAL DESCRIPTION Within the Community Development Division of the Planning Department, there are 5 current functions: CDBG, Edmond Rental Housing Education Program, Sustainability, ARRA (Recovery Act) projects and Public Transportation (separate page). Grant funds pay for most of the administrative costs for all of these functions. 1. Community Development Block Grant (CDBG) - Each year, the US Department of HUD provides eligible metropolitan cities with Community Development Block Grant (CDBG) funds to revitalize neighborhoods, develop affordable housing, expand economic opportunities and provide public services, principally to benefit low and moderate income persons or households. The amount of the 2011-12 CDBG allocations was $369,727 and the 2012-13 allocation will be $365,820. Edmond’s 12 CDBG programs benefit more than 4,000 residents per year. 2. Edmond Rental Housing Education Program - In conjunction with UCO and Metro Fair Housing of Greater OKC, the city launched the Edmond Rental Housing Education Program to thoroughly educate landlords and tenants about the many facets of leasing a home in Edmond. This program consists of three main components: educational materials, outreach and enforcement. 3. Sustainability - The Sustainability Planner and this division measure and develop programs, policies and strategies that focus on energy use, operations, waste reduction, and performance. It also administers the Green Infrastructure Initiative and maintains planning, housing, land use, transit, greenhouse gas emissions, and demographic databases. 4. Recovery Act Funds – $1.2 million Sources: HUD, ODOC and DOE – These programs will be completed before or early in the 2013 fiscal year. • Neighborhood Stabilization Program – $116,968 for the installation of the infrastructure needed for the construction of 12 homes in a new neighborhood, Legacy Station, built by Turning Point Ministries. COMPLETED. • CDBG-R – $58,032 completion the infrastructure for Legacy Station and $50,000 to energy retrofit and weatherize properties adjacent to Legacy Station. UNDERWAY. • State-Energy Efficiency Conservation Block Grant (SEECBG) -- $250,000 to install CNG and LPG conversion kits on 6 of the new Citylink buses. UNDERWAY. • Federal-EECBG -- $726,700 to develop a local energy conservation strategy and numerous energy-related projects and equipment throughout the city. UNDERWAY.

GOALS 1. 2. 3. 4. 5.

Eliminate barriers and improve access to affordable, safe, energy efficient, and fair housing. Provide needed public and social services, especially for those with functional needs Address public infrastructure and multi-modal access to healthy foods, jobs, healthcare, recreation and education Support neighborhood organization and community Prevent and eliminate safety hazards and crime in the target area

S T A F F I N G (FT-PT-S) Current Level .3-0-0

Year 1 .3-0-0

Year 2 .3-0-0

Year 3 .3-0-0

*.3 split is shared with Planning/Zoning and CityLink Funds.

Year 4 .3-0-0

Year 5 .3-0-0

Allocation Credit

33,768 (2,744) 469 31,493

40,946 (1,915) 27,574 518 (40) 67,083

628,676

(63,826) (63,826)

(67,083) (67,083)

** CDBG current FY2011 award amount is $369,719. A reduction in next year's grant has resulted in award amount of $365,820 total for CDBG.

Transfer - General Fund Insurance Assessment

DETAIL OF TRANSFERS OUT: Administrative Support

557,148

27,950 27,950

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TOTAL ESTIMATED USES

(31,493) (31,493)

TRANSFERS: Transfers In - General Fund Transfers Out (See detail below) NET TRANSFERS IN (OUT)

25,701 600 599,118 625,419

27,950 628,676

132,476 557,148

24,805 205 472,695 497,705

600,726 600,726

Current Year Budget FY 11-12

102 424,570 424,672

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Charges for Services Inter-governmental ** Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

CDBG Fund

40,946 (1,915) 27,574 518 (40) 67,083

618,061

(67,083) (67,083)

26,045 480 524,453 550,978

27,950 618,061

590,111 590,111

Current Year Actual (Est.) FY 11-12

40,601 (5,711) 511 33 35,434

508,340

(35,434) (35,434)

26,591 600 445,715 472,906

508,340

508,340 508,340

FY 12-13

BUDGET YEAR

FUND BUDGET SUMMARY

42,011 503 42,514

461,193

(42,514) (42,514)

27,264 700 390,715 418,679

461,193

461,193 461,193

Projected Budget FY 13-14

42,764 526 43,290

452,741

(43,290) (43,290)

27,936 800 380,715 409,451

452,741

452,741 452,741

Projected Budget FY 14-15

43,770 541 44,311

454,435

(44,311) (44,311)

28,609 800 380,715 410,124

454,435

454,435 454,435

Projected Budget FY 15-16

45,042 565 45,607

456,403

(45,607) (45,607)

29,281 800 380,715 410,796

456,403

456,403 456,403

Projected Budget FY 16-17

FY 12-13

Energy Efficiency & Conservation Block Grant (EECBG) 2012-2013 Departmental Summary DEPARTMENTAL DESCRIPTION The Energy Efficiency and Conservation Block Grant (EECBG) program is administered by the Community Development Division of the Planning Department. The City of Edmond was awarded $726,700 in EECBG funds from the US Department of Energy funded by the American Recovery and Reinvestment Act. Much of the funds have been expended, the rest will be expended prior to or early FY 2013. • • • • • • •

Energy Management Systems for 12 City facilities 6 Variable Frequency Drives for Water Resources Department 2 Soft start Motors for Water Resources Department Equipment for Plug-In Hybrid Electric Vehicle for Edmond Electric Training and equipment for Building Services Inspectors (2006 IECC training, infrared cameras, blower doors, etc.) Grant administration, training and preparation of Edmond Energy Efficiency and Resource Conservation Strategy With leftover funds from other projects, exterior and interior lighting, as well as recycling containers, may be purchased for city facilities.

** EECBG-Federal award amount is $726,700. ** EECBG-State award amount is $250,000.

TOTAL ESTIMATED USES

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TRANSFERS: Transfers In - General Fund Transfers Out (See detail below) NET TRANSFERS IN (OUT)

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Charges for Services Inter-governmental ** Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

EECBG Fund

(404,339) (404,339) 254,042

324,256

13,792 13,792

30,920 250,727 376,734 658,381

13,792 254,042

324,256

28,798 1,689 1,200 278,777 310,464

240,250 240,250

Current Year Budget FY 11-12

324,256 324,256

Prior Year Actual FY 10-11

560,378

(0) (0)

30,920 160,932 368,526 560,378

13,792 560,378

546,586 546,586

(0)

(0) (0)

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

(0)

(0) (0)

Projected Budget FY 13-14

(0)

(0) (0)

Projected Budget FY 14-15

(0)

(0) (0)

Projected Budget FY 15-16

(0)

(0) (0)

Projected Budget FY 16-17

FY 12-13

Asset Forfeiture Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Asset Forfeiture Fund has been established to account for the Edmond Police Department’s share of assets that have been seized. Assets seized can vary from monetary instruments (cash, checks, stocks, bonds, etc.), hauling conveyances (cars, trucks, boats, airplanes, etc.) or any other real property with monetary value. The seizures are the result of a criminal investigation and are divided among all the agencies assisting in the investigation based on their level of involvement. While these have historically been derived from narcotics investigations, they can be initiated on other criminal investigations where the seized property was used in the commission of or was derived from the criminal act. Asset Forfeiture Funds must be used to increase or supplement the resources of the Edmond Police Department and shall not be used to replace or supplant the normal police department budget. Regulations require that these funds be tracked and the police department must benefit directly from them. The Edmond Police Department completes a Federal Annual Certification Report with the United States Department of the Treasury documenting the activity in this fund. Acceptable uses of these monies include: •

Activities Calculated to Enhance Future Investigations

•

Law Enforcement Training

•

Law Enforcement Equipment and Operations

•

Law Enforcement Facilities and Equipment

•

Overtime for Enforcement Activities

1,104,695

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Other Purposes

1,017,557 1,017,557

1,034,057

844,052 844,052

22,955 9,700 157,350 190 005 190,005

1,017,557 1,034,057

291,074 1,104,695

34,883 760 51,495 87 138 87,138

6,500 10,000 16,500

Current Year Budget FY 11-12

8,651 6,435 798,536 813,621

Prior Year Actual FY 10-11

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TRANSFERS: Transfers In Transfers Out NET TRANSFERS IN (OUT)

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Inter-governmental Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Asset Forfeiture Fund

1,156,825

979,704 979,704

14,670 6,353 156,098 177 121 177,121

1,017,557 1,156,825

7,868 131,400 139,268

1,022,614

527,196 527,196

79,218 11,200 405,000 495 495,418

979,704 1,022,614

3,000 39,910 42,910

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

540,196

522,496 522,496

12,000 5,700 17 700 17,700

527,196 540,196

3,000 10,000 13,000

Projected Budget FY 13-14

537,496

519,796 519,796

12,000 5,700 17 700 17,700

522,496 537,496

5,000 10,000 15,000

Projected Budget FY 14-15

534,796

517,096 517,096

12,000 5,700 17 700 17,700

519,796 534,796

5,000 10,000 15,000

Projected Budget FY 15-16

532,096

514,396 514,396

12,000 5,700 17 700 17,700

517,096 532,096

5,000 10,000 15,000

Projected Budget FY 16-17

FY 12-13

Fire Department 2012-2013 Departmental Summary ary DEPARTMENTAL DESCRIPTION The mission statement of the Edmond Fire Department is: “To faithfully provide the trustworthy services necessary to safeguard life, health, property, and the welfare of our community through education, prevention, and emergency response.”

GOALS 1. 2. 3.

Provide Fire Officer II Certification Program Finalize Clawson Code Response Codes between EFD – Medical Director’s Office, and EMSA Develop & Implement Revenue Generation Possibilities of the Fire Training Facilities

PERFORMANCE MEASURES Measure 1. 2.

Increase the percentage of current line officers possessing certification as Fire Officer II to 80% Achieve a minimum of 50% of required EMS continuing education units (CEU’s) by 90% of personnel within first year of recertification and 100% of CEU’s by 100% of personnel within their 2 year recertification period. Achieve an annual 95% completion rate of the assigned on-site fire pre-plan familiarization inservice company surveys.

Actual

Budget

Estimate

N/A

S T A F F I N G (FT-PT-S) Current Level 122-1-0

Year 1 122-1-0

Year 2 122-1-0

Year 3 122-1-0

*Currently staffed with 121 of the122 FT funded & approved positions.

Year 4 122-1-0

Year 5 122-1-0

FUND BUDGET SUMMARY

Fire Public Safety Limited Tax Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Taxes Inter-governmental Licenses & Permits Fines & Forfeitures Charges for Services Interest Miscellaneous Revenue

3,276,376 111,059 6,448 69,857 27,379

3,328,019 6,000 75,000 24,228

3,419,083 34,169 7,042 50,197 25,537

3,521,655 6,000 50,000 25,941

3,627,305 6,000 50,000 26,359

3,754,261 6,000 50,000 26,776

3,904,431 6,000 50,000 27,194

4,060,609 6,000 50,000 27,612

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Committed for Other Purposes Restricted Prior Year Reserves

3,491,118

3,433,247

3,536,028

3,603,596

3,709,664

3,837,037

3,987,625

4,144,221

1,200,000 4,958,637

1,200,000 5,377,352

1,200,000 5,108,895

1,200,000 4,165,494

1,200,000 3,741,428

1,200,000 3,644,008

1,200,000 4,079,058

TOTAL ESTIMATED RESOURCES

9,649,755

10,010,599

10,113,380

9,912,491

9,075,158

8,778,465

8,831,633

9,423,278

12,089,338 543,457 357,952 44,902 -

13,200,181 751,512 672,132 365,750 -

12,817,554 529,550 470,500 174,642 -

13,185,881 772,750 600,250 407,000 -

13,334,078 803,750 606,250 92,000 -

13,500,030 834,750 608,250 72,000 -

13,642,685 754,750 608,250 60,000 -

13,784,695 764,750 608,250 60,000 -

TOTAL ESTIMATED COSTS

13,035,648

14,989,575

13,992,246

14,965,881

14,836,078

15,015,030

15,065,685

15,217,695

TRANSFERS: Transfers In Transfers Out (See detail below)

12,340,894 (2,377,649)

12,390,962 (2,404,617)

12,602,378 (2,414,617)

12,961,371 (2,542,487)

13,353,338 (2,650,991)

13,787,466 (2,706,893)

14,275,621 (2,762,511)

14,783,526 (2,849,137)

NET TRANSFERS IN (OUT)

9,963,245

9,986,345

10,187,761

10,418,884

10,702,347

11,080,573

11,513,110

11,934,389

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes)

1,200,000 -

Restricted (Reserve for Specific Fund Purposes)

5,377,352

3,807,369

5,108,895

4,165,494

3,741,428

3,644,008

4,079,058

4,939,972

6,577,352

5,007,369

6,308,895

5,365,494

4,941,428

4,844,008

5,279,058

6,139,972

9,649,755

10,010,599

10,113,380

9,912,491

9,075,158

8,778,465

8,831,633

9,423,278

1,248,997 (174,365) 432,072 858,359 52,424 125,000 2,542,487

1,237,803 453,386 834,802 125,000 2,650,991

1,245,555 475,753 855,585 130,000 2,706,893

1,264,039 499,227 869,245 130,000 2,762,511

1,299,919 524,188 890,030 135,000 2,849,137

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service

TOTAL OTHER USES

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Fleet Lease Assessment Fees Fleet Transfer for additional fleet Insurance Assessment Allocation Credit Vehicle Maintenance Charges

1,297,217 (86,996) 330,819 695,726 140,883 2,377,649

1,290,545 (231,703) 411,763 893,051 (74,039) 115,000 2,404,617

1,290,545 (231,703) 411,763 893,051 (74,039) 125,000 2,414,617

Police ice Department 2012-2013 Department Summary

DEPARTMENTAL DESCRIPTION The mission of the Edmond Police Department is: “Trustworthy Service”. We work hard to maintain a good relationship with the community, which in turn allows us to provide a higher degree of service. Some of the ways we do this is with Community Oriented Policing and the Citizen’s Police Academy. Through these venues the citizens can begin to get an understanding of the complexities encountered policing the City of Edmond. The citizens get to know the Officers and feel they have someone they can call if they have problems or a question. This cooperation and trust is critical to accomplishing the mission.

GOALS 1. 2. 3. 4.

Provide a Safe Community Environment Deliver Trustworthy Service Maintain High Levels of Professionalism Expand Community Partnerships

S T A F F I N G (FT-PT-S) Current Level 146-0-0

Year 1 146-0-0

Year 2 146-0-0

Year 3 146-0-0

Year 4 147-0-0

Year 5 147-0-0

*Includes Special Services, Patrol, Investigations, and Animal Welfare. PD is currently staffed with 140 of the 146 funded & approved positions.

FUND BUDGET SUMMARY

Police Public Safety Limited Tax Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

1,813,139 1,192 25,000 32,393

1,876,598 1,240 20,000 34,050

1,951,662 1,288 20,000 35,707

2,029,729 1,336 10,000 37,363

ESTIMATED RESOURCES: REVENUES: Taxes Inter-governmental Licenses & Permits Fines & Forfeitures Charges for Services Interest Miscellaneous Revenue

1,638,188 197,456 1,825 44,383 33,633

1,664,010 161,592 1,709 50,000 15,245

1,709,057 210,000

801 28,141 42,573

1,760,329 1,144 25,000 30,736

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Committed for Other Purposes Restricted Prior Year Reserves

1,915,485

1,892,556

1,990,572

1,817,209

1,871,724

1,931,888

2,008,657

2,078,428

4,449,377 -

1,281,818 2,949,908

1,836,818 2,180,870

2,728,034

600,000 966,861

676,606

201,076

TOTAL ESTIMATED RESOURCES

6,364,862

6,124,282

6,222,298

5,834,897

4,599,757

3,498,750

2,685,263

2,279,504

12,366,237 586,873 364,906 11,664 -

13,524,100 715,037 523,407 68,503 -

13,081,176 641,989 360,109 68,503 -

13,783,677 781,375 513,625 -

14,111,573 743,320 527,045 -

14,338,042 763,415 542,390 -

14,472,061 810,070 557,735 -

14,609,729 803,015 573,080 -

TOTAL ESTIMATED COSTS

13,329,680

14,831,047

14,151,777

15,078,677

15,381,938

15,643,847

15,839,866

15,985,824

TRANSFERS: Transfers In Transfers Out (See detail below)

15,138,164 (3,941,620)

15,200,529 (3,590,526)

15,458,917 (3,511,750)

15,899,282 (3,927,468)

16,380,095 (4,031,053)

16,912,625 (4,090,922)

17,511,428 (4,155,749)

18,134,458 (4,225,781)

NET TRANSFERS IN (OUT)

11,196,544

11,610,003

11,947,167

11,971,814

12,349,042

12,821,703

13,355,679

13,908,677

1,281,818

1,836,818 2,180,870

2,949,908

1,836,818 1,066,420

2,728,034

600,000 966,861

676,606

201,076

202,357

TOTAL OTHER USES

4,231,726

2,903,238

4,017,688

2,728,034

1,566,861

676,606

201,076

202,357

TOTAL ESTIMATED USES

6,364,862

6,124,282

6,222,298

5,834,897

4,599,757

3,498,750

2,685,263

2,279,504

2,817,021 (203,147) 363,833 705,636 258,277 3,941,620

2,718,497 (459,612) 375,938 701,926 (66,723) 320,500 3,590,526

2,718,497 (459,612) 375,938 701,926 (66,723) 241,724 3,511,750

2,745,442 (349,171) 387,815 175,000 608,615 39,267 320,500 3,927,468

2,708,719 399,450 592,084 330,800 4,031,053

2,731,298 411,433 607,091 341,100 4,090,922

2,767,735 419,661 616,953 351,400 4,155,749

2,804,062 428,054 631,965 361,700 4,225,781

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service

O S S OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Other Purposes) Restricted (Reserve for Specific Fund Purposes)

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Fleet Lease Assessment Fees Fleet Transfer for additional fleet Insurance Assessment Allocation Credit Vehicle Maintenance Charges

Hospital Sale Trust Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION This fund accounts for the proceeds received from the 1981 sale of the Edmond Memorial Hospital. Its only revenue source is interest earnings from the investment of the proceeds. The interest earnings may be used for capital improvements as determined by the City Council and the proceeds may be used for projects only as approved by a vote of the citizens of Edmond.

940,000 940,000

7,991,728

98,616 (48,888) 49,728

(940,000) (940,000)

940,000 940,000

8,046,728

98,616 6,112 104,728

(940,000) (940,000)

2,000 7,000,000 7,002,000

7,921,728 8,046,728

125,000 125,000

Current Year Actual (Est.) FY 11-12

Debt Service: Revenue Loan Note relates to the ublic Safety Center vote to borrow funds from the Hospital Trust.

250,000 250,000

8,173,728

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Other Purposes - Real Property Fund

7,098,616 823,112 7,921,728

(250,000) (250,000)

2,000 7,000,000 7,002,000

7,921,728 7,991,728

7,098,616 928,726 8,173,728

2,000 2,000

70,000 70,000

Current Year Budget FY 11-12

146,386 146,386

Prior Year Actual FY 10-11

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service: Revenue Loan Note TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest and Investment Income Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Hospital Sale Trust Fund

119,728

98,616 19,112 117,728

2,000 2,000

104,728 119,728

15,000 15,000

FY 12-13

BUDGET YEAR

FUND BUDGET SUMMARY

132,728

98,616 32,112 130,728

2,000 2,000

117,728 132,728

15,000 15,000

Projected Budget FY 13-14

145,728

98,616 45,112 143,728

2,000 2,000

130,728 145,728

15,000 15,000

Projected Budget FY 14-15

7,658,728

7,598,616 58,112 7,656,728

2,000 2,000

7,500,000 143,728 7,658,728

15,000 15,000

Projected Budget FY 15-16

7,671,728

7,598,616 71,112 7,669,728

2,000 2,000

7,656,728 7,671,728

15,000 15,000

Projected Budget FY 16-17

FY 12-13

Real Property Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Real Property Fund has been established to accumulate resources for future real property acquisitions of the City. Initially financing was provided by a one-time transfer of $463,230 reserved for land acquisition in the Capital Improvements Fund. Current funding is being provided by annual transfers from the Hospital Sale Trust Fund.

1,262,728 1,262,728 1,013,104

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TOTAL ESTIMATED USES

250,000 250,000

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

1,272,728

12,228 12,228

940,000 940,000

500 2,200,00 , , 0 2,200,500

1,262,728 1,272,728

1,001,202 1,013,104

376 376

10,000 10,000

Current Year Budget FY 11-12

11,902 11,902

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges p Outlayy Capital Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Real Property Fund

1,269,128

9,028 9,028

940,000 940,000

100 2,200 , ,000 2,200,100

1,262,728 1,269,128

6,400 6,400

15,628

2,215,428 2,215,428

2,200,000 2,200,000

200 200

9,028 15,628

6,600 6,600

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

2,222,028

2,221,828 2,221,828

200 200

2,215,428 2,222,028

6,600 6,600

Projected Budget FY 13-14

2,228,428

2,228,228 2,228,228

200 200

2,221,828 2,228,428

6,600 6,600

Projected Budget FY 14-15

2,234,828

2,234,628 2,234,628

200 200

2,228,228 2,234,828

6,600 6,600

Projected Budget FY 15-16

2,241,228

2,241,028 2,241,028

200 200

2,234,628 2,241,228

6,600 6,600

Projected Budget FY 16-17

FY 12-13

Convention & Visitors Bureau 2012-2013 Departmental Summary ary DEPARTMENTAL DESCRIPTION As a City of Edmond agency, the strategic planning process established the mission of the Edmond Convention & Visitors Bureau (ECVB) as “Serving the Community by Promoting Destination Edmond.” That same process established the vision of the ECVB as follows: “Promote Edmond Events, Amenities and Attractions outside of the Edmond community and to Facilitate Positive Visitor Experiences for tourists, convention and sporting event attendees, potential visitors as well as Edmond residents in order to become recognized as an established premier travel destination in this region.” The City of Edmond has recognized the core values of Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication and Innovation as defining the internal culture of our organization. These guiding principals are incorporated in all ECVB activities, goals and strategies.

GOALS 1. 2. 3. 4. 5. 6.

Work to bring a convention center and full service hotel to Edmond. Bring Conferences & Group business to Edmond Develop new group business by administration of the grant & event support program Work towards Edmond being perceived as a travel destination Work with community organizations and travel industry business partners to promote Edmond activities and amenities Develop & Maintain adequate staffing and accountability to be fully integrated with all COE processes

S T A F F I N G (FT-PT-S) Current Level

Year 1

Year 2

Year 3

Year 4

Year 5

2-1-0

3-0-0

3-1-0

Insurance Assessment

DETAIL OF TRANSFERS OUT: General Fund Administrative Support

TOTAL ESTIMATED USES

Allocation Credit

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

47,003 (3,261) 1,884 45,626

160,138

28,434 28,434

344,968 (45,626) 299,342

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

49,139 (9,048) 2,099 (162) 42,028

45,434

4,488 4,488

411,485 (42,028) 369,457

170,203 9,150 231,050 410,403

28,434 45,434

143,943 160,138

164,231 10,221 256,593 431,045

2,000 15,000 17,000

Current Year Budget FY 11-12

1,634 14,561 16,194

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Convention & Visitors Bureau Fund

49,139 (9,048) 2,099 (162) 42,028

61,095

378,587 (42,028) 336,559

171,958 11,086 214,610 397,654

18,161 28,434 61,095

500 14,000 14,500

18,161 51,174 (5,967) 2,148 135 65,651

18,500

19,011 19,011

378,000 (65,651) 312,349

180,013 12,275 119,550 311,838

18,500

500 18,000 18,500

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

51,958 2,102 54,060

37,511

33,127 33,127

383,000 (54,060) 328,940

184,549 12,450 136,325 333,324

19,011 37,511

500 18,000 18,500

Projected Budget FY 13-14

51,531 2,175 53,706

53,627

46,079 46,079

386,830 (53,706) 333,124

188,547 12,525 139,600 340,672

33,127 53,627

500 20,000 20,500

Projected Budget FY 14-15

52,343 2,223 54,566

67,579

55,953 55,953

390,698 (54,566) 336,132

192,508 12,575 142,675 347,758

46,079 67,579

500 21,000 21,500

Projected Budget FY 15-16

54,036 2,297 56,333

78,453

52,846 52,846

394,605 (56,333) 338,272

196,605 12,575 154,700 363,880

55,953 78,453

500 22,000 22,500

Projected Budget FY 16-17

FY 12-13

Ambulatory Services Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Ambulatory Services Fund provides funding of the City of Edmondâ&#x20AC;&#x2122;s Ambulance Services through the regional Emergency Medical Services Authority (EMSA). It primarily covers those citizens who have elected to participate in the TotalCare Program which began in FY09-10.

DETAIL OF TRANSFERS OUT: Administrative Support Insurance Assessment

TOTAL ESTIMATED USES

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

1,343,586

426,726 426,726

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

1,393,958

387,513 387,513

10,000 996,445 1,006,445

426,726 1,393,958

352,462 1,343,586

6,340 910,521 916,860

965,232 2,000 967,232

Current Year Budget FY 11-12

988,360 2,764 991,125

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

ESTIMATED RESOURCES:

Ambulatory Services Fund

1,384,101

379,176 379,176

8,480 996,445 1,004,925

426,726 1,384,101

954,671 2,704 957,375

1,331,176

310,751 310,751

10,000 1,010,425 1,020,425

379,176 1,331,176

950,000 2,000 952,000

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

1,267,501

236,972 236,972

10,000 1,020,529 1,030,529

310,751 1,267,501

954,750 2,000 956,750

Projected Budget FY 13-14

1,198,496

157,761 157,761

10,000 1,030,735 1,040,735

236,972 1,198,496

959,524 2,000 961,524

Projected Budget FY 14-15

1,128,880

77,838 77,838

10,000 1,041,042 1,051,042

157,761 1,128,880

969,119 2,000 971,119

Projected Budget FY 15-16

1,068,339

6,887 6,887

10,000 1,051,452 1,061,452

77,838 1,068,339

988,501 2,000 990,501

Projected Budget FY 16-17

FY 12-13

CAPITAL PROJECT FUNDS

Capital Project Funds - Sub-Directory Capital Improvement Fund – Description Capital Improvement Fund - Summary

73 74

Roadway Improvement Fund - Description Roadway Improvement Fund - Budget Summary

75 76

1996 Capital Improvement Tax Fund – Description 1996 Capital Improvement Tax Fund – Budget Summary

77 78

Art In Public Places Fund – Description Art In Public Places Fund – Budget Summary

79 80

Cemetery Care Fund – Description Cemetery Care Fund – Budget Summary

81 82

Park Tax Fund – Description Park Tax Fund – Budget Summary

83 84

2000 Capital Improvement Tax Fund – Description 2000 Capital Improvement Tax Fund – Budget Summary

85 86

2012 Public Safety Center-Capital Imp. Tax Fund – Description 2012 Public Safety Center-Capital Imp. Tax Fund – Budget Summary

87 88

Capital Improvement Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Capital Improvements Fund has been established to account for major capital improvements and ADA (Americans with Disability Act) projects that are financed by the General Fund and other designated sources.

360,478 360,478 245,640

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TOTAL ESTIMATED USES

293,855 293,855

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

DETAIL OF TRANSFERS OUT: Other Purposes-General Fund

70,000 178,867 248 967 248,967

178,886 179 017 179,017

363,978

195,011 195,011

80,000 80,000

100

360,478 363,978

241,611 245,640

131

3,500 3,500

Current Year Budget FY 11-12

4,029 4,029

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Other Services & Charges Capital Outlay: General Government Streets and Highways Parks & Recreation TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Capital Improvements Fund

363,478

272 272

40,000 40,000

262,535 140,621 403,206 403

360,478 363,478

3,000 3,000

3,272

4,976 4,976

475,000 475,000

175,000 98,246 200,000 473,296 296

272 3,272

3,000 3,000

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

7,976

2,926 2,926

5,926

5,876 5,876

150,000 150,000

150,050 150 050

145,000 145,000

150,000

2,926 5,926

3,000 3,000

Projected Budget FY 14-15

150,000

4,976 7,976

3,000 3,000

Projected Budget FY 13-14

8,876

8,826 8,826

150,000 150,000

150,050 150 050

150,000

5,876 8,876

3,000 3,000

Projected Budget FY 15-16

11,826

11,776 11,776

150,000 150,000

150,050 150 050

150,000

8,826 11,826

3,000 3,000

Projected Budget FY 16-17

FY 12-13

Roadway Improvements Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Roadway Improvements Fund has been established to account for street construction and improvement projects as approved by the voters on May 10, 1994. The improvements were financed by a temporary seven-eight cent sales tax totaling $2,495,703. The remaining funds are planned to be expended in the Budget year for street improvements.

33,125 33,125 37,248

37,011

TOTAL ESTIMATED USES

36,998 36,998

4,123 , 4,123

36,998 37,248

36,630 37,011

13 13

250 250

Current Year Budget FY 11-12

381 381

Prior Year Actual FY 10-11

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

DIRECT COSTS BY FUNCTION: Materials & Supplies Other Services & Charges Capital p Outlayy - Streets and Highways g y TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Roadway Improvement Fund

37,248

33,125 33,125

4,123 , 4,123

36,998 37,248

250

Current Year Actual (Est.) FY 11-12

33,125

33,125 33,125

Projected Budget FY 13-14

can we move this fund balance to 331?

33,125

33,125 33,125

FY 12-13

BUDGET YEAR

FUND BUDGET SUMMARY

33,125

33,125 33,125

Projected Budget FY 14-15

33,125

33,125 33,125

Projected Budget FY 15-16

33,125

33,125 33,125

Projected Budget FY 16-17

FY 12-13

1996 Capital Improvements Tax Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The 1996 Capital Improvements Tax Fund was established to account for various capital improvements recommended by the Citizens Capital Improvements Planning Committee and approved by the voters on August 27, 1996. The improvements were financed by a threefourths cent sales tax for a five year period beginning November 1, 1996. Funded from the tax were street improvements, radio communication system and computer aided dispatch, water treatment plant expansion, library expansion, senior citizen center, and a city wide sidewalk project. This sales tax was replaced by the 2000 Capital Improvement Tax.

1,640,893 3,000 1,644,893

676

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

1,979,137

1,979,813

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Other Purposes - Art in Public Places Fund

334,244 334,244

1,979,137 1,979,137

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

1,000

1,979,137 1,979,137

1,959,421 1,979,813

676

Current Year Budget FY 11-12

20,392 20,392

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Other Services & Charges Capital Outlay: Street and Highways Parks and Recreation Utilities TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

1996 Capital Improvement Tax Fund

1,989,337

348,937 348,937

1,637,000 3,000 1,640,400

400

1,979,137 1,989,337

10,200 10,200

348,937

344,544 344,544

344,544

344,544 344,544

4,393

344,544 344,544

Projected Budget FY 13-14

3,893 -

500

348,937 348,937

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

344,544

344,544 344,544

Projected Budget FY 14-15

344,544

344,544 344,544

Projected Budget FY 15-16

344,544

344,544 344,544

Projected Budget FY 16-17

FY 12-13

Art In Public Places (VAC) 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION Ordinance purpose is to provide means to fund the acquisition of works of art by the City and which art shall be in the Cityâ&#x20AC;&#x2122;s collection, to create a Visual Arts Commission, to provide a means to select works of art for the collection, to provide for the display of the collection, and to provide for the maintenance and repair of the works of art in the collection (Ord.2653, 1, Oct.8, 2001). GOALS 1. 2. 3.

Control methods of selection of art objects and appropriate locations for display. Identify and preserve art objects that may be displayed in public places. Build partnerships with private and corporate entities to purchase artwork.

Insurance Assessment

DETAIL OF TRANSFERS OUT: Administrative Support

TOTAL ESTIMATED USES

Allocation Credit

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

848 2,059 2,907

163,331

11,041 35,913 46,954

112,838 (2,907) 109,931

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

2,576 2,418 (180) 4,814

150,704

24,535 56,805 81,340

208,354 (4,814) 203,540

400 15,000 257,504 272,904

35,913 11,041 150,704

97,890 163,331

1,523 224,785 226,308

750 103,000 103,750

Current Year Budget FY 11-12

716 64,725 65,441

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Miscellaneous Revenue - Donations Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Art in Public Places Fund

582 2,418 (180) 2,820

155,297

25,352 145,289 170,641

206,494 (2,820) 203,674

100 2,221 186,009 188,330

35,913 11,041 155,297

525 107,818 108,343

Current Year Actual (Est.) FY 11-12

1,330 2,909 155 4,394

274,241

30,747 170,200 200,947

141,500 (4,394) 137,106

400 10,000 200,000 210,400

145,289 25,352 274,241

600 103,000 103,600

FY 12-13

BUDGET YEAR

FUND BUDGET SUMMARY

620 2,808 3,428

204,547

31,527 165,192 196,719

6,000 (3,428) 2,572

400 10,000 10,400

170,200 30,747 204,547

600 3,000 3,600

Projected Budget FY 13-14

650 2,807 3,457

200,319

32,502 161,460 193,962

7,500 (3,457) 4,043

400 10,000 10,400

165,192 31,527 200,319

600 3,000 3,600

Projected Budget FY 14-15

670 2,807 3,477

197,562

33,607 158,578 192,185

8,500 (3,477) 5,023

400 10,000 10,400

161,460 32,502 197,562

600 3,000 3,600

Projected Budget FY 15-16

590 2,806 3,396

195,785

34,192 152,297 186,489

4,500 (3,396) 1,104

400 10,000 10,400

158,578 33,607 195,785

600 3,000 3,600

Projected Budget FY 16-17

FY 11-12

Cemetery Care Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Cemetery Care Fund has been established to account for 12.5% of all monies received form the sale of lots and interments in accordance with state law. Monies received must be used to purchase lands for cemeteries and for making capital improvements. Interest earned may be used for improving, caring for and beautifying cemetery property.

69,779

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Other Purposes

69,761 69,761

82,417

72,392 72,392

25 10,000 10 025 10,025

69,761 82,417

43,406 69,779

18 18

12,156 500 12,656

Current Year Budget FY 11-12

25,691 581 100 26,372

Prior Year Actual FY 10-11

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Reserve for Other Restricted Purposes Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TRANSFERS: Transfers In Transfers Out NET TRANSFERS IN (OUT)

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

ESTIMATED RESOURCES:

Cemetery Care Fund

87,289

87,269 87,269

20 20

69,761 87,289

16,980 548 17,528

105,283

101,758 101,758

3,525 3 525 3,

87,269 105,283

17,514 500 18,014

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

120,750

120,725 120,725

25 25

101,758 120,750

18,492 500 18,992

Projected Budget FY 13-14

140,695

140,670 140,670

25 25

120,725 140,695

19,470 500 19,970

Projected Budget FY 14-15

161,618

161,593 161,593

25 25

140,670 161,618

20,448 500 20,948

Projected Budget FY 15-16

183,519

183,494 183,494

25 25

161,593 183,519

21,426 500 21,926

Projected Budget FY 16-17

FY 12-13

Park Tax Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Park Tax Fund is a dedicated 1/8 cent City sales tax for operations and improvements within the Parks & Recreation Department and its various divisions such as Arcadia Lake, KickingBird Golf & Tennis and our sports partnersâ&#x20AC;&#x201D;such as EASI, Edmond Soccer, Rodeo, Adult Softball, Lacrosse benefit from this funding source.

FUND BUDGET SUMMARY

Parks Tax Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Taxes Inter-governmental Interest Miscellaneous Revenue

1,638,188 15,029 144,830

1,664,143 15,000 8,932

1,709,057 39,901 12,784 9,900

1,760,329 13,000 8,725

1,813,139 13,000 9,947

1,876,598 13,000 10,768

1,951,662 14,000 11,590

2,029,729 15,000 12,411

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves

1,798,047

1,688,075

1,771,642

1,782,054

1,836,086

1,900,366

1,977,252

2,057,140

1,229,946 -

1,611,827 -

415,534 -

311,281 -

304,932 -

910,123 -

1,329,701 -

TOTAL ESTIMATED RESOURCES

3,027,993

3,299,902

3,383,469

2,197,588

2,147,366

2,205,299

2,887,375

3,386,841

318,544 39,019 163,150 838,775 -

333,695 50,220 327,404 1,650,600 -

333,391 36,175 258,580 1,661,359 -

343,550 50,220 194,324 1,155,000 -

347,659 50,220 197,324 1,200,000 -

353,593 50,220 197,324 645,000 -

359,510 50,220 197,324 900,000 -

365,432 50,220 197,324 300,000 -

1,359,487

2,361,919

2,289,505

1,743,094

1,795,203

1,246,137

1,507,054

912,976

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS TRANSFERS: Transfers In Transfers Out (See detail below)

(56,679)

(684,040)

(678,430)

(143,213)

(47,231)

(49,039)

(50,620)

(48,041)

NET TRANSFERS IN (OUT)

(56,679)

(684,040)

(678,430)

(143,213)

(47,231)

(49,039)

(50,620)

(48,041)

1,611,827 -

253,943 -

415,534 -

311,281 -

304,932 -

910,123 -

1,329,701 -

2,425,824 -

1,611,827

253,943

415,534

311,281

304,932

910,123

1,329,701

2,425,824

3,027,993

3,299,902

3,383,469

2,197,588

2,147,366

2,205,299

2,887,375

3,386,841

30,562 6,000 3,522 4,647 2,500 47,231

30,594 7,500 3,627 4,818 2,500 49,039

30,990 8,500 3,700 4,930 2,500 50,620

32,166 4,500 3,774 5,101 2,500 48,041

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Art in Public Places Fund Fleet Lease Assessment Fund Insurance Assessment Allocation Credit Vehicle Maintenance Fund 2000 Capital Improvement Tax Fund Arcadia Lake Fund Golf Course Fund

30,994 (2,577) 17,392 3,319 4,281 3,271 56,679

35,046 (4,569) 8,500 3,319 4,611 (367) 2,500 535,000 100,000 684,040

35,046 (4,569) 4,090 3,319 4,611 (367) 1,300 535,000 100,000 678,430

31,048 (4,279) 5,500 3,419 4,737 288 2,500 100,000 143,213

2000 Capital Improvements mprovements Tax Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The 2000 Capital Improvements Tax Fund has been established to account for capital improvements as recommended to the City Council by the Capital Financing Task Force. The improvements are being financed by a permanent three-fourths cent sales tax approved by the voters December 12, 2000. In addition, this fund accounts for payment of principal and interest due each year on the outstanding balance of sales tax revenue bonds. There are four bond issues outstanding with total indebtedness of $62,750,000. Bond Issues

1. 2. 3. 4. 5.

Issues

Issue Amount

Principal Balance 6-30-12

Final Maturity

2001 Sales Tax Revenue Bonds 2003 Sales Tax Revenue Bonds 2004 Sales Tax Revenue Bonds 2005 Sales Tax Revenue Bonds 2010 Sales Tax Revenue Bonds

20,000,000 20,000,000 20,000,000 30,000,000 13,900,000

* 12,905,000 13,935,000 23,740,000 12,170,000

* 7/01/2023 7/01/2024 7/01/2026 7/01/2021

* 2001 Sales Tax Revenue Bond was refinanced to the 2010 Sales Tax Revenue Bond with same final maturity.

FUND BUDGET SUMMARY

2000 Capital Improvement Tax Fund

FY 12-13 Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

9,829,129 704,928 862,415 -

9,984,061 550,000 16,865,418

10,311,177 630,931 16,865,418

10,620,512 550,000 -

10,939,128 300,000 -

11,321,997 250,000 -

11,774,877 300,000 -

12,245,872 450,000 -

ESTIMATED RESOURCES: REVENUES: Taxes Inter-governmental Licenses & Permits Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves

11,396,472

27,399,479

27,807,526

11,170,512

11,239,128

11,571,997

12,074,877

12,695,872

13,900,000 45,401,115 -

43,636,567 -

13,750,000 23,899,658 -

21,902,073 -

10,164,491 -

10,455,344 -

10,242,674 -

TOTAL ESTIMATED RESOURCES

70,697,587

71,036,046

71,444,093

48,820,170

33,141,201

21,736,488

22,530,221

22,938,546

42 150,030

200 35,000

40 15,000

50 25,000

5,884,859 1,127,272 1,561

14,977,761 26,970,674 150,000

12,350,000 29,164,247 106,222

8,600,000 8,800,000 102,197

14,200,000 109,106

2,500,000 105,397

3,500,000 112,242

3,750,000 120,000

3,370,000 2,797,592 -

4,095,000 2,862,904 -

4,270,000 2,697,031 138,000 -

4,445,000 2,525,176 1,612,000

4,630,000 2,347,642 1,612,000

4,815,000 2,161,265 1,612,000

5,010,000 1,965,243 1,612,000

TOTAL ESTIMATED COSTS

13,331,356

49,091,538

48,593,413

24,632,278

22,916,332

11,220,089

12,225,557

12,482,293

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

(13,729,664) (13,729,664)

ESTIMATED USES DIRECT COSTS BY FUNCTION: Materials & Supplies Other Services & Charges Capital Outlay: Street/Highways Parks and Recreation Public Safety Economic Development General Government Debt Service: Principal Retirement Interest Issuance Fees ED Debt Service (P&I)

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvements) Restricted (Reserve for Specific Fund Purposes)

1,226,000 (166,322) 1,059,678

1,226,000 (177,022) 1,048,978

(2,285,819) (2,285,819)

(60,378) (60,378)

(61,055) (61,055)

(61,990) (61,990)

(62,984) (62,984)

36,632,360 7,004,207

15,924,979 7,079,207

16,820,451 7,079,207

13,210,866 8,691,207

1,473,284 8,691,207

1,764,137 8,691,207

1,551,467 8,691,207

1,702,062 8,691,207

TOTAL OTHER USES

43,636,567

23,004,186

23,899,658

21,902,073

10,164,491

10,455,344

10,242,674

10,393,269

TOTAL ESTIMATED USES

70,697,587

71,036,046

71,444,093

48,820,170

33,141,201

21,736,488

22,530,221

22,938,546

60,378 60,378

61,055 61,055

61,990 61,990

62,984 62,984

DETAIL OF TRANSFERS OUT: Other Purposes - Art in Public Places Fund Tranfers-Debt Refinance Other Purposes - Real Property Fund Administrative Support Allocation Credit

13,667,116 64,233 (1,685) 13,729,664

95,300 72,965 (1,943) 166,322

106,000 72,965 (1,943) 177,022

36,000 2,200,000 59,543 (9,724) 2,285,819

2012 Public Safety Center -Capital Improvements Tax Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The 2012 Public Safety Center -Capital Improvements Tax Fund was established to account for the capital construction costs of a new Public Safety Center. The improvements are being financed by a 5-year one-half cent sales tax approved by the voters October 11th, 2011. The one-half cent sales tax began April 1st, 2012 and will end March 31st, 2017.

FUND BUDGET SUMMARY

2012 Public Safety Center - Capital Improvement Tax Fund Prior Year Actual FY 10-11

FY 12-13

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Taxes Inter-governmental Licenses & Permits Interest Miscellaneous Revenue

850,000 -

850,309 100 -

7,059,554 1,500 -

7,271,340 1,500 -

7,525,837 1,500 -

7,826,871 1,500 -

7,106,172 5,000 -

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Committed Prior Year Reserves

850,000

850,409

7,061,054

7,272,840

7,527,337

7,828,371

7,111,172

7,000,000 -

5,350,409 -

375,797 -

612,751 -

4,103,997 -

4,395,508 -

TOTAL ESTIMATED RESOURCES

7,850,000

7,850,409

12,411,463

7,648,637

8,140,088

11,932,368

11,506,680

7,850,000 -

2,500,000 -

12,000,000 -

7,000,000 -

4,000,000 -

7,000,000 500,000 -

TOTAL ESTIMATED COSTS

7,850,000

2,500,000

12,000,000

7,000,000

4,000,000

7,500,000

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

OTHER USES: Reserve for Council Special Projects Committed for Other Purposes Restricted (Reserve for Capital Improvemen Restricted (Reserve for Specific Fund Purpo

TOTAL OTHER USES

TOTAL ESTIMATED USES

ESTIMATED USES DIRECT COSTS BY FUNCTION: Materials & Supplies Other Services & Charges Capital Outlay: Public Safety General Government Debt Service: Principal Retirement Interest Interest on Construction Debt

DETAIL OF TRANSFERS OUT: Other Purposes - Art in Public Places Fund Tranfers-Debt Refinance Administrative Support Allocation Credit

(35,666) (35,666)

(35,886) (35,886)

5,350,409 -

375,797 -

612,751 -

4,103,997 -

4,395,508 -

11,469,605 -

5,350,409

375,797

612,751

4,103,997

4,395,508

11,469,605

7,850,000

7,850,409

12,411,463

7,648,637

8,140,088

11,932,368

11,506,680

35,666 35,666

35,886 35,886

36,091 36,091

36,860 36,860

37,075 37,075

Debt Service: Revenue Loan Note relates to the ublic Safety Center vote to borrow funds from the Hospital Trust.

(36,091) (36,091)

(36,860) (36,860)

(37,075) (37,075)

EPWA UTILITY FUNDS

EPWA Utility Funds - Sub-Directory Public Works Authority Funds - Description

89-90

Public Works Authority Funds - Summary

Electric Fund - Description Electric Fund - Budget Summary

92 93

Water Resources Department – Description Water Resources Department – Budget Summary

94 95

Solid Waste Utility – Description Solid Waste Utility – Budget Summary

96 97

Wastewater Treatment – Description Wastewater Treatment – Budget Summary

98 99

Arcadia Lake – Description Arcadia Lake – Budget Summary

100 101

Drainage Utility – Description Drainage Utility – Budget Summary

102 103

PWA Sewer Impact Fee–Budget Summary

104-105

Revenue Bond Fund – Budget Summary

106-107

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -EPWA UTILITY FUNDS-

The EPWA Utility Funds are used to account for the cost of providing all utility services (electricity, water, wastewater, drainage, solid waste) to the citizens of Edmond funded with the revenue generated by the charges for services represented by the utility bills. The costs incurred include personnel, operation and maintenance and capital outlay costs necessary to adequately develop and maintain a high level of service in the utility facilities. The fund also accounts for the operations of the Arcadia Lake recreational facilities. These facilities are financed through user fees and General Fund and Park Tax Fund transfers.

EPWA SEWER IMPACT FUND The EPWA Sewer Impact Fund is used to account for impact fees collected on new developments in accordance with Ordinance #2077. This ordinance, which was repealed in July 2002, established a fee of $100 per toilet to be used for the sole purpose of acquiring, equipping, and/or making capital improvements to the Cityâ&#x20AC;&#x2122;s sewer facilities. The funds may also be used for debt service under certain conditions.

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION EPWA UTILITY FUNDS EPWA REVENUE BOND FUNDS The EPWA Revenue Bond Funds are utilized to account for the construction costs and improvement costs related to utility system capital improvements funded by the sale of Public Works Authority revenue bonds.

In addition, the Bond Funds account for

payment of principal and interest due each year on the outstanding balance of revenue bonds. At present, the Authority has three (3) revenue bond issues outstanding with total indebtedness equaling $46,625,000.

ISSUE

2003 Utility System Refunding Revenue Bonds 2004 Utility System Revenue Bonds 2005 Utility System Refund Revenue Bonds

ISSUE AMOUNT

8,735,000

14,700,000

PRINCIPAL BAL. 6-30-11

FINAL MATURITY

2,980,000

1/01/2024

10,875,000

40,435,000

32,770,000

7/01/2024

FUND BUDGET SUMMARY

Public Works Authority Funds

FY 12-13 Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

225,315 1,501,108 101,213,826 589,736 494,948 104,024,933

1,089,633 104,040,083 583,500 268,453 105,981,669

1,444,845 111,728,582 457,468 684,412 114,315,307

1,224,315 110,639,913 467,500 265,696 112,597,424

1,275,305 115,016,840 497,500 268,860 117,058,505

1,326,296 118,338,935 517,500 272,158 120,454,889

1,371,565 121,301,096 550,500 275,879 123,499,040

1,428,275 124,272,761 577,500 279,851 126,558,387

54,307,720 158,332,653

52,736,699 158,718,368

52,736,699 167,052,006

44,499,829 157,097,253

42,216,909 159,275,414

46,555,922 167,010,811

51,527,067 175,026,107

57,076,612 183,634,999

63,426,525 12,346,764 4,745,518 4,418,703 683,732 488,990 86,110,231

67,979,311 14,485,716 5,464,926 12,529,759 740,145 1,916,054 103,115,911

70,867,879 11,554,456 4,934,230 11,466,636 709,862 1,202,012 100,735,075

65,002,868 12,758,828 5,495,787 6,129,806 750,634 2,488,898 92,626,822

65,416,141 11,264,394 5,320,594 4,920,316 756,854 2,197,414 89,875,713

66,438,568 12,703,468 5,418,174 5,372,780 765,153 1,862,772 92,560,916

67,381,966 13,109,629 5,517,340 5,598,839 775,493 2,155,323 94,538,590

68,318,592 13,045,443 5,614,083 6,487,920 785,076 1,818,383 96,069,497

27,393,134 (46,878,857) (19,485,723)

27,117,570 (49,374,593) (22,257,023)

27,865,742 (49,759,632) (21,893,890)

28,731,883 (50,985,405) (22,253,522)

29,580,198 (52,423,977) (22,843,779)

30,598,469 (53,521,298) (22,922,829)

31,801,436 (55,212,341) (23,410,905)

33,053,992 (57,013,256) (23,959,264)

52,736,699 , , 52,736,699

33,422,222 , , 33,422,222

44,499,829 , , 44,499,829

42,216,909 , , 42,216,909

46,555,922 , , 46,555,922

51,527,067 , , 51,527,067

57,076,612 , , 57,076,612

63,606,238 , , 63,606,238

158,332,653

158,795,156

167,128,794

157,097,253

159,275,414

167,010,811

175,026,107

183,634,999

Prior Year Actual FY 10-11

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Inter-governmental License and Permits Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED USES DIRECT COSTS BY FUNCTION: Electric Utility Water Utility Solid Waste Utility Wastewater Utility Arcadia Drainage TOTAL ESTIMATED COSTS TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT) OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes g ((Res for Emergencies g & Shortfalls*)) Unassigned TOTAL OTHER USES TOTAL ESTIMATED USES * LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Expenses DETAIL OF TRANSFERS OUT: General Fund-Sales Tax Administrative Support Allocation Credit Capital Improvement Edmond Economic Development Fund (EEDA) Edmond Electric Economic Development Fund Fleet Lease Assessment Fee Fleet Management Fund General Fund Insurance Assessment Allocation Credit Revenue Bond Funds Vehicle Maintenance Fees Field Services Allocation Credit

51% 185 40% 145

32% 115 22% 80

39% 142 30% 108

37% 137 29% 107

26,146,255 6,227,743 (415,038) 11,057 412,000 736,540 34,100 3,068,824 228,953 5,520,029 753,850 4,154,545 46,878,857

26,624,157 6,409,827 (1,131,773) 691,000 440,000 800,273 598,900 3,228,954 274,864 (69,294) 6,240,201 772,199 4,495,285 (76,788) 49,374,593

27,415,742 6,409,827 (1,131,773) 691,000 440,000 800,273 1,043,881 3,228,954 274,864 (69,294) 5,466,746 694,127 4,495,285 (76,788) 49,759,632

28,238,214 6,640,989 (767,172) 470,000 50,000 994,717 234,517 3,378,214 248,150 20,129 6,259,250 803,703 4,556,836 (142,142) 50,985,405

40% 145 33% 119

29,085,361 6,631,159 470,000 1,046,551 2,050 3,610,405 304,408 5,875,159 774,492 4,624,392 52,423,977

43% 156 35% 129

30,103,348 6,723,531 470,000 1,077,406 3,895,464 313,868 5,483,610 774,492 4,679,579 53,521,298

46% 169 38% 139

31,307,482 6,840,300 470,000 1,099,462 2,050 4,210,209 320,029 5,479,499 774,492 4,708,818 55,212,341

50% 183 42% 152

32,559,782 6,967,958 470,000 1,120,475 2,050 4,549,894 329,286 5,477,381 774,492 4,761,938 57,013,256

Edmond nd Electric 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION Edmond Electric's mission is to provide high quality electric service at a competitive price responding to our customers' needs with trustworthy service. Edmond Electric is Oklahoma's largest community-owned electric utility. Edmond Electric has served the Edmond community since 1908. Today, Edmond Electric provides electric services to more than 83,000 residents within the City of Edmond corporate city limits. As a publicly owned power company and a city department, Edmond Electric returns profits to the community annually. Our profits support vital city services such as police, fire, streets and parks. Because of Edmond Electric's support, our community maintains a high quality of living yet has one of the lowest sales tax rates in the state for a city our size. Plus, Edmond Electric provides the lowest rates in the greater Oklahoma City metro area! GOALS 1. 2. 3. 4. 5.

Provide High Quality Electric Service Maintain Cost Competitiveness and Responsive Rates Maintain Long-Term Investment Value of System Provide Responsive Customer Service Provide Proactive Employee Development

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 Year 3 Year 4 Year 5 49.6-0-0 49.6-0-0 49.6-0-0 49.6-0-0 49.6-0-0 49.6-0-0 *Staffing Level adjusted for transfer of .4 full-time equivalent personnel to Warehouse budget.

FUND BUDGET SUMMARY

Electric Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves

3,633 65,242,741 123,466 228,275 65,598,114

69,115,485 150,000 11,000 69,276,485

73,097,290 80,322 471,165 73,648,777

71,009,407 85,000 11,000 71,105,407

72,903,654 100,000 11,000 73,014,654

74,875,689 110,000 11,000 74,996,689

76,873,068 125,000 11,000 77,009,068

78,893,301 150,000 11,000 79,054,301

13,655,047

10,036,250

5,768,932

5,309,565

6,116,094

7,666,613

9,978,160

TOTAL ESTIMATED RESOURCES

79,253,161

79,312,735

83,685,027

76,874,339

78,324,219

81,112,783

84,675,681

89,032,461

3,963,925 822,226 50,292,981 5,399,918 2,947,474 -

4,503,234 1,003,460 50,719,583 5,521,062 6,231,972 -

4,342,162 824,338 55,000,000 5,373,379 5,328,000 -

4,423,475 916,300 50,302,823 5,797,270 3,563,000 -

4,513,693 943,600 51,057,365 5,819,483 3,082,000 -

4,610,158 1,042,600 51,823,226 5,884,584 3,078,000 -

4,656,839 1,054,100 52,600,574 5,992,453 3,078,000 -

4,679,944 1,064,600 53,389,583 6,106,465 3,078,000 -

TOTAL ESTIMATED COSTS

63,426,525

67,979,311

70,867,879

65,002,868

65,416,141

66,438,568

67,381,966

68,318,592

TRANSFERS: Transfers In Transfers Out (See detail below)

(5,790,386)

(6,603,235)

(7,048,216)

(6,561,906)

(6,791,984)

(7,007,601)

(7,315,555)

(7,646,635)

NET TRANSFERS IN (OUT)

(5,790,386)

(6,603,235)

(7,048,216)

(6,561,906)

(6,791,984)

(7,007,601)

(7,315,555)

(7,646,635)

OTHER USES: Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) Shortfalls ) TOTAL OTHER USES

10 036 250 10,036,250 10,036,250

4,730,189 730 189 4,730,189

5,768,932 768 932 5,768,932

5,309,565 309 565 5,309,565

6,116,094 116 094 6,116,094

7,666,613 666 613 7,666,613

9,978,160 978 160 9,978,160

13 067 234 13,067,234 13,067,234

TOTAL ESTIMATED USES

79,253,161

79,312,735

83,685,027

76,874,339

78,324,219

81,112,783

84,675,681

89,032,461

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Wholesale Electric Purchases Other Services & Charges Capital Outlay Debt Service

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Expenses

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit 2000 Capital Improvement Tax Fund Edmond Economic Development Fund (EEDA) Edmond Electric Economic Development Fund Fleet Lease Assessment Fee Fleet Management Fund General Fund Insurance Assessment Allocation Credit Revenue Bond Funds Vehicle Maintenance Fees

15% 56 14% 53

7% 25 6% 23

8% 29 7% 27

7% 27 7% 27

2,512,958 (154,696) 412,000 237,095 2,370,320 7,442 265,663 139,604 5,790,386

2,525,318 (408,303) 691,000 440,000 242,524 101,900 2,626,640 71,274 (50,328) 243,210 120,000 6,603,235

2,525,318 (408,303) 691,000 440,000 242,524 546,881 2,626,640 71,274 (50,328) 243,210 120,000 7,048,216

2,645,909 (284,541) 470,000 50,000 277,512 232,467 2,761,558 37,315 6,200 245,486 120,000 6,561,906

8% 31 8% 31

2,635,102 470,000 308,670 2,991,271 92,206 174,735 120,000 6,791,984

10% 37 10% 38

2,668,855 470,000 318,240 3,232,613 95,058 102,835 120,000 7,007,601

13% 47 13% 49

2,712,576 470,000 324,335 3,488,950 96,912 102,782 120,000 7,315,555

17% 60 17% 63

2,762,824 470,000 330,528 3,761,184 99,680 102,419 120,000 7,646,635

Waterr Resources 2012-2013 Departmental Summary DEPARTMENTAL DESCRIPTION Water Resources has three (3) divisions: 1. Water Production comprised of the Edmond Water Plant, water towers, storage tanks, and water pumping stations; 2. Water Wells charged with operation and maintenance of the City’s 56 water wells; and 3. Wastewater Treatment, consisting of the Coffee Creek Wastewater Treatment Plant and 9 lift stations. The overall mission of Water Resources is to meet the water and wastewater needs of Edmond’s customers by providing effective, efficient and trustworthy water and wastewater services. GOALS 1. 2. 3. 4.

Compliance with EPA and ODEQ Regulations, Reporting and Rules Work Process Improvement Program Development Infrastructure Maintenance and Enhancement

Water Quality: 1) Drinking Water Compliance Rate (percent): 100 X (number of days in full compliance for the year ÷ 365 days). 2) Wastewater Treatment Effectiveness Rate (percent): 100 X (365 – total number of standard noncompliance days ÷ 365 days). 3) Chemical use per volume delivered/processed: Amount of chemicals used ÷ MG delivered/processed. Customer Service: 1) Drinking water flow and pressure: Flow and pressure will be maintained in adequate volumes to meet customer needs for potable, fire safety and non-potable uses. This will be determined by dividing days experiencing water volume issues by 365 days per year. 2) Customer service complaint rate: 1,000 X (customer service associated complaints ÷ number of active customer accounts). 3) Call responsiveness (percent): 100 X (number of calls responded to within one day ÷ total number of calls reported during the year). Continuous Improvement: 1) Planned maintenance ratio by hours (percent): 100 X ((hours of planned maintenance) ÷ (hours of planned + corrective maintenance)). 2) Presence of employee-focused objectives and targets: 100 percent of employees will have mutually agreed upon goals and objectives related to productivity, creativity and support for continuous improvement efforts. 3) Training hours per employee: Total of qualified formal training hours for all employees ÷ total FTE’s worked by employees during the year.

S T A F F I N G (FT-PT-S) Current Level

Year 1

Year 2

28-0-0 28-0-0 28-0-0 *Includes Water Plant, Water Wells, and Wastewater Plant

Year 3

Year 4

Year 5

28-0-0

FUND BUDGET SUMMARY

Water Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Inter-governmental License & Permits: Water Tap Fees Capacity Fees Charges for Services Interest Miscellaneous Revenue

177,137 736,665 19,549,656 234,543 200,184

123,173 605,268 18,153,996 225,000 209,252

185,368 731,942 21,249,957 184,506 164,733

137,620 695,244 21,174,743 200,000 206,258

145,493 726,863 22,717,057 210,000 208,769

153,367 758,482 23,067,860 210,000 211,281

161,240 790,100 23,671,564 215,000 213,791

169,113 821,719 24,247,843 215,000 216,302

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves

20,898,185

19,316,689

22,516,506

22,413,865

24,008,182

24,400,990

25,051,695

25,669,977

19,734,312

20,169,275

22,492,521

22,666,503

25,764,789

27,821,927

30,047,447

TOTAL ESTIMATED RESOURCES

40,632,498

39,485,964

42,685,781

44,906,386

46,674,685

50,165,779

52,873,622

55,717,424

1,339,403 464,132 2,607,587 6,279,991 1,655,650 -

1,403,461 670,883 4,349,595 6,353,145 1,708,632 -

1,398,772 536,630 3,905,922 4,004,500 1,708,632 -

1,438,816 717,032 4,113,899 4,781,454 1,707,627 -

1,451,328 709,849 4,227,787 3,168,771 1,706,659 -

1,472,425 733,059 4,350,550 4,441,744 1,705,690 -

1,493,582 777,205 4,426,090 4,708,007 1,704,745 -

1,512,996 777,855 4,454,904 4,595,936 1,703,752 -

TOTAL ESTIMATED COSTS

12,346,764

14,485,716

11,554,456

12,758,828

11,264,394

12,703,468

13,109,629

13,045,443

TRANSFERS: Transfers In Transfers Out (See detail below)

26,960,724 (35,077,183)

26,624,157 (35,995,811)

27,415,742 (36,054,546)

28,238,214 (37,719,269)

29,085,361 (38,730,863)

30,103,348 (39,743,732)

31,307,482 (41,024,028)

32,559,782 (42,383,865)

NET TRANSFERS IN (OUT)

(8,116,459)

(9,371,654)

(8,638,804)

(9,481,055)

(9,645,502)

(9,640,384)

(9,716,546)

(9,824,083)

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

20,169,275 20,169,275

15,628,594 15,628,594

22,492,521 22,492,521

22,666,503 22,666,503

25,764,789 25,764,789

27,821,927 27,821,927

30,047,447 30,047,447

32,847,898 32,847,898

TOTAL ESTIMATED USES

40,632,498

39,485,964

42,685,781

44,906,386

46,674,685

50,165,779

52,873,622

55,717,424

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service Debt Issuance Costs Debt Reserves

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Expenses

DETAIL OF TRANSFERS OUT: General Fund - Sales Tax General Fund Revenue Bond Funds Capital Improvement Administrative Support Fund Allocation Credit Insurance Assessment Allocation Credit Vehicle Maintenance Fees Fleet Lease Assessment Fee Fleet Management Fund Field Services Fund Allocation Credit

97% 352 95% 346

81% 295 66% 239

100% 365 111% 407

101% 369 102% 372

26,146,255 182,454 4,304,495 11,057 1,580,623 (111,530) 77,978 16,735 23,611 25,000 2,820,505 35,077,183

26,624,157 116,250 4,983,745 1,643,773 (388,281) 69,940 (6,598) 26,225 34,329 7,400 2,825,244 59,627 35,995,811

27,415,742 116,250 4,256,620 1,643,773 (388,281) 69,940 (6,598) 20,500 34,329 7,400 2,825,244 59,627 36,054,546

28,238,214 134,193 4,993,549 1,821,534 (201,254) 57,373 3,698 27,011 37,348 2,050 2,631,924 (26,371) 37,719,269

107% 392 123% 450

29,085,361 138,402 4,891,556 1,839,505 61,019 27,821 38,367 2,050 2,646,781 38,730,863

114% 416 125% 454

30,103,348 184,642 4,787,206 1,869,082 62,819 27,821 39,418 2,669,395 39,743,732

120% 438 132% 480

31,307,482 210,810 4,783,982 1,903,008 63,990 27,821 40,257 2,050 2,684,628 41,024,028

128% 467 144% 524

32,559,782 241,044 4,783,168 1,942,400 65,755 27,821 41,115 2,050 2,720,730 42,383,865

Solid olid Waste Department 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Solid Waste Utility’s vision is to continuously improve solid waste services for the benefit of delivering “Trustworthy Service” to citizens. Solid Waste department delivers safe, high quality, cost effective trustworthy solid waste collection service to our customers. Department focuses on streamlined solid waste route management and promotes safe vehicle operations with employee safety incentive programs. The department is accelerating use of new technologies to continuously improve delivery and lower cost of service to our customers. GOALS 1.

Provide unparalleled customer service to internal and external customers.

Reduce maintenance costs/overtime within the department.

Improve overall department performance with emphasis on work practices review.

Reduce departmental maintenance costs by 10%.

Prepare for implementation of a composting program.

Improve department safety by reducing number of vehicle accidents by 25%.

Promote continuous improvement within the department.

S T A F F I N G (FT-PT-S) Current Level 20-0-0

Year 1 20-0-0

Year 2 20-0-0

Year 3 20-0-0

Year 4 20-0-0

*Includes Solid Waste Administration, Residential, Commercial, Recycling, and Roll Off

Year 5 20-0-0

FUND BUDGET SUMMARY

Solid Waste Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue

7,414,246 22,263 -

7,536,225 15,000 -

7,591,276 20,789

7,546,406 15,000

7,604,781 15,000

7,664,912 15,000

7,721,530 15,000

7,845,441 15,000

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves

7,436,509

7,551,225

7,612,065

7,561,406

7,619,781

7,679,912

7,736,530

7,860,441

2,218,167

2,566,851

2,543,481

2,159,229

1,965,022

1,730,876

1,408,277

TOTAL ESTIMATED RESOURCES

9,654,675

10,118,076

10,178,916

10,104,887

9,779,010

9,644,934

9,467,406

9,268,718

1,273,421 450,007 3,022,090 -

1,387,817 598,244 3,459,865 19,000 -

1,335,907 470,758 3,127,565 -

1,371,704 603,875 3,243,208 277,000 -

1,376,148 607,002 3,318,444 19,000 -

1,389,109 611,776 3,398,289 19,000 -

1,401,395 616,597 3,480,348 19,000 -

1,412,463 620,867 3,561,753 19,000 -

TOTAL ESTIMATED COSTS

4,745,518

5,464,926

4,934,230

5,495,787

5,320,594

5,418,174

5,517,340

5,614,083

TRANSFERS: Transfers In Transfers Out (See detail below)

(2,342,306)

(2,766,623)

(2,701,205)

(2,449,871)

(2,493,394)

(2,495,884)

(2,541,788)

(2,589,068)

NET TRANSFERS IN (OUT)

(2,342,306)

(2,766,623)

(2,701,205)

(2,449,871)

(2,493,394)

(2,495,884)

(2,541,788)

(2,589,068)

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes p Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

2,566,851 2,566,851

1,886,527 1,886,527

2,543,481 2,543,481

2,159,229 2,159,229

1,965,022 1,965,022

1,730,876 1,730,876

1,408,277 1,408,277

1,065,567 1,065,567

TOTAL ESTIMATED USES

9,654,675

10,118,076

10,178,916

10,104,887

9,779,010

9,644,934

9,467,406

9,268,718

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Expenses

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Fleet Lease Assessment Fee General Fund Insurance Assessment Allocation Credit Fleet Management Fund Revenue Bond Funds Vehicle Maintenance Fees

35% 126 36% 132

25% 91 23% 84

33% 122 33% 122

29% 104 27% 99

805,274 (53,016) 445,331 322,204 97,208 143,883 581,422 2,342,306

786,237 (104,896) 490,550 312,312 79,594 (8,179) 489,600 121,771 599,634 2,766,623

786,237 (104,896) 490,550 312,312 79,594 (8,179) 489,600 119,860 536,127 2,701,205

701,125 (103,749) 646,039 327,252 118,004 7,923 123,268 630,009 2,449,871

26% 94 25% 92

695,124 664,720 342,906 115,031 75,979 599,634 2,493,394

23% 82 22% 80

706,364 683,948 359,309 118,632 27,997 599,634 2,495,884

18% 66 17% 64

718,239 698,379 376,497 120,983 28,056 599,634 2,541,788

14% 49 13% 47

730,974 711,636 394,507 124,524 27,793 599,634 2,589,068

Wastewater Treatment 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION Wastewater Treatment is a division of the Water Resources Department. It is comprised of the Coffee Creek Wastewater Treatment Plant and Lift Stations. The overall mission of Water Resources is: “To meet the water and wastewater needs of Edmond’s customers by providing effective, efficient, and trustworthy water and wastewater services.” Our mission is the focus of the Fiscal Year 2010/2011-2014/2015 Strategic Operating Plan. The Wastewater Treatment Division provides operations, maintenance, and monitoring of the Coffee Creek Wastewater Treatment Plant and 9 lift stations. Divisional staff is five persons. Those positions, and divisional performance measures, are included in the Water Resources Departmental Summary information. GOALS 1. 2. 3. 4.

Comply with EPA and ODEQ Regulations and Rules Work Process Improvement Program Development Infrastructure Enhancement

FUND BUDGET SUMMARY

Wastewater Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Inter-governmental License and Permits: Wastewater Tap Fees Capacity Fees Charges for Services Interest Miscellaneous Revenue

221,682

315 586,991 6,565,410 156,697 9,659

578 360,614 6,764,439 150,000 -

553 526,982 7,342,718 126,568 -

632 390,819 8,425,084 125,000 -

690 402,259 9,286,028 130,000 -

748 413,699 10,202,367 140,000 -

806 419,419 10,464,835 150,000 -

864 436,579 10,671,170 150,000 -

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves

7,540,754

7,275,631

7,996,821

8,941,535

9,818,977

10,756,814

11,035,060

11,258,613

14,393,360

14,878,346

8,576,666

8,208,010

9,842,989

12,101,769

14,365,737

TOTAL ESTIMATED RESOURCES

21,934,114

22,153,977

22,875,167

17,518,201

18,026,987

20,599,803

23,136,829

25,624,350

434,176 279,543 1,094,806 2,610,177 -

478,137 502,484 1,693,764 9,855,373 -

493,138 389,922 1,592,576 8,991,000 -

480,272 433,355 1,406,981 3,809,198 -

478,343 446,730 1,800,163 2,195,080 -

487,326 460,147 2,017,364 2,407,943 -

495,319 474,199 1,929,321 2,700,000 -

502,378 473,508 1,939,638 3,572,396 -

TOTAL ESTIMATED COSTS

4,418,703

12,529,759

11,466,636

6,129,806

4,920,316

5,372,780

5,598,839

6,487,920

TRANSFERS: Transfers In Transfers Out (See detail below)

(2,637,066)

(2,836,117)

(2,831,865)

(3,180,385)

(3,263,681)

(3,125,253)

(3,172,253)

(3,224,991)

NET TRANSFERS IN (OUT)

(2,637,066)

(2,836,117)

(2,831,865)

(3,180,385)

(3,263,681)

(3,125,253)

(3,172,253)

(3,224,991)

O S S OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

14,878,346 14,878,346

6,788,101 6,788,101

8,576,666 8,576,666

8,208,010 8,208,010

9,842,989 9,842,989

12,101,769 12,101,769

14,365,737 14,365,737

15,911,439 15,911,439

TOTAL ESTIMATED USES

21,934,114

22,153,977

22,875,167

17,518,201

18,026,987

20,599,803

23,136,829

25,624,350

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Expenses

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Field Services Fund Allocation Credit Fleet Lease Assessment Fee Fleet Management Fund General Fund Insurance Assessment Allocation Credit Revenue Bond Funds Vehicle Maintenance Fees

197% 720 211% 770

93% 341 44% 161

107% 391 60% 219

92% 335 88% 322

754,354 (52,548) 1,334,040 11,665 9,100 193,846 9,046 373,577 3,985 2,637,066

821,526 (126,477) 1,670,041 (136,415) 12,064 173,752 13,155 (1,037) 398,062 11,446 2,836,117

821,526 (126,477) 1,670,041 (136,415) 12,064 173,752 13,155 (1,037) 397,056 8,200 2,831,865

870,490 (94,458) 1,924,912 (115,771) 12,388 155,211 11,745 801 403,278 11,789 3,180,385

100% 366 120% 439

872,344 1,977,611 12,721 137,826 12,985 238,052 12,143 3,263,681

113% 411 142% 520

887,079 2,010,184 13,065 118,899 13,433 70,451 12,143 3,125,253

130% 475 164% 598

904,221 2,024,190 13,301 133,951 13,722 70,725 12,143 3,172,253

141% 516 164% 598

920,997 2,041,208 13,542 153,159 14,152 69,791 12,143 3,224,991

Arcadia Lake 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION Arcadia Lake provides quality outdoor recreational experiences such as, camping, boating, swimming, hiking/biking, fishing, hunting and picnicking to the community.

GOALS 1. 2. 3. 4. 5.

Search for New Revenue Sources Improve Internal Operations to Best Meet Customer Needs Provide Quality Maintenance Services Identify Capital Improvements and schedule appropriately. Engage in Partnerships to Benefit Arcadia Lake services.

S T A F F I N G (FT-PT-S) Current Level 6-4-23

Year 1 6-5-23

Year 2 6-5-23

Year 3 6-5-23

100

Year 4 6-5-27

Year 5 6-5-27

FUND BUDGET SUMMARY

Arcadia Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue

815,300 3,954 53,330

832,372 3,500 48,201

799,363 2,899 48,514

831,972 2,500 48,438

839,135 2,500 49,091

849,184 2,500 49,877

865,598 2,500 51,088

889,969 2,500 52,549

872,585

884,073

850,776

882,910

890,726

901,561

919,186

945,018

292,761

303,582

265,321

217,395

152,124

90,729

34,018

1,165,346

1,187,655

1,154,358

1,148,231

1,108,121

1,053,685

1,009,915

979,036

454,490 82,722 146,519 -

482,450 86,904 170,791 -

462,804 88,854 158,204 -

494,908 90,435 165,291 -

501,428 89,135 166,291 -

510,127 87,285 167,741 -

520,667 87,285 167,541 -

528,000 89,135 167,941 -

TOTAL ESTIMATED COSTS

683,732

740,145

709,862

750,634

756,854

765,153

775,493

785,076

TRANSFERS: Transfers In-General Fund Transfers In-Park Tax Fund Transfers Out (See detail below)

432,410 (610,442)

493,413 (676,588)

450,000 (629,175)

493,669 (673,871)

494,837 (693,980)

495,121 (692,924)

493,954 (694,358)

494,210 (697,576)

NET TRANSFERS IN (OUT)

(178,032)

(183,175)

(179,175)

(180,202)

(199,143)

(197,803)

(200,404)

(203,366)

303,582 303,582

264,335 264,335

265,321 265,321

217,395 217,395

152,124 152,124

90,729 90,729

34,018 34,018

1,165,346

1,187,655

1,154,358

1,148,231

1,108,121

1,053,685

1,009,915

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service

OTHER USES: Reserve for Council Special Projects p Improvements p Reserve for Capital Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES TOTAL ESTIMATED USES * LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Expenses

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Fleet Lease Assessment Fee Insurance Assessment Allocation Credit Revenue Bond Funds Vehicle Maintenance Fees

23% 85 23% 86

19% 70 19% 68

20% 74 20% 72

16% 58 15% 56

126,490 (11,473) 16,641 34,623 432,410 11,751 610,442

143,520 (26,026) 18,609 37,998 (2,926) 493,413 12,000 676,588

143,520 (26,026) 18,609 37,998 (2,926) 450,000 8,000 629,175

145,361 (18,491) 19,167 20,843 1,322 493,669 12,000 673,871

101

11% 40 10% 38

147,060 19,742 20,341 494,837 12,000 693,980

6% 24 6% 23

144,502 20,334 20,967 495,121 12,000 692,924

2% 9 2% 8

146,287 20,741 21,376 493,954 12,000 694,358

(9,406) (9,406) 979,036

-1% (2) -1% (2)

148,214 21,156 21,996 494,210 12,000 697,576

Drainage nage Utility 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION Drainage Utility is one of the three divisions comprising the Engineering Department. This division is funded by the stormwater drainage system service charge that is collected through the utility billing system. Drainage Utility focuses on all aspects of stormwater drainage including storm water planning, floodplain management, and the environmental protection of Edmondâ&#x20AC;&#x2122;s waterways.

GOALS 1. 2. 3.

Work towards making the public aware of the benefits as well as the hazards of floodplains using public outreach activities. Work towards making the public aware of what it can do to help improve the quality of stormwater runoff using public outreach activities. Improve the quality of Edmondâ&#x20AC;&#x2122;s waterways through an Illicit Discharge Detection and Elimination (IDDE) Program to curtail pollution.

S T A F F I N G (FT-PT-S) Current Level 5-0-0

Year 1 5-0-0

Year 2 5-0-0

Year 3 5-0-0

102

Year 4 5-0-0

Year 5 5-0-0

FUND BUDGET SUMMARY

Drainage Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue

1,626,473 48,814 3,500

1,637,566 40,000 -

1,647,978 42,384 -

1,652,301 40,000 -

1,666,185 40,000 -

1,678,923 40,000 -

1,704,501 43,000 -

1,725,037 45,000 -

Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves

1,678,787

1,677,566

1,690,362

1,692,301

1,706,185

1,718,923

1,747,501

1,770,037

4,014,072

4,782,395

4,852,908

3,656,208

2,714,904

2,115,152

1,242,972

TOTAL ESTIMATED RESOURCES

5,692,860

6,459,961

6,472,757

6,545,209

5,362,393

4,433,827

3,862,653

3,013,009

337,640 5,097 122,903 23,350 -

356,329 15,516 416,811 1,127,398 -

319,755 10,297 358,262 513,698 -

348,301 13,670 182,227 1,944,700 -

344,100 13,670 180,427 1,659,217 -

348,475 13,670 180,627 1,320,000 -

350,826 13,670 180,827 1,610,000 -

353,686 13,670 181,027 1,270,000 -

TOTAL ESTIMATED COSTS

488,990

1,916,054

1,202,012

2,488,898

2,197,414

1,862,772

2,155,323

1,818,383

TRANSFERS: Transfers In Transfers Out (See detail below)

(421,475)

(419,431)

(417,837)

(400,103)

(450,075)

(455,903)

(464,358)

(471,120)

NET TRANSFERS IN (OUT)

(421,475)

(419,431)

(417,837)

(400,103)

(450,075)

(455,903)

(464,358)

(471,120)

ESTIMATED USES DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve ffor O Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

4,782,395 4,782,395

4,124,476 4,124,476

4,852,908 4,852,908

3,656,208 3,656,208

2,714,904 2,714,904

2,115,152 2,115,152

1,242,972 1,242,972

723,506 723,506

TOTAL ESTIMATED USES

5,692,860

6,459,961

6,472,757

6,545,209

5,362,393

4,433,827

3,862,653

3,013,009

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue Percentage of Total Expenses Number of Days of Expenses

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Fleet Lease Assessment Fee Insurance Assessment Allocation Credit Vehicle Maintenance Fees

285% 1,040 525% 1,917

246% 897 177% 645

287% 1,048 300% 1,094

216% 789 127% 462

448,044 (31,775) 2,197 2,656 353 421,475

489,453 (77,790) 2,197 2,903 (226) 2,894 419,431

489,453 (77,790) 2,197 2,903 (226) 1,300 417,837

456,570 (64,679) 2,263 2,870 185 2,894 400,103

103

159% 581 103% 374

442,024 2,331 2,826 2,894 450,075

123% 449 91% 333

447,649 2,401 2,959 2,894 455,903

71% 260 47% 173

455,969 2,449 3,046 2,894 464,358

41% 149 32% 115

462,549 2,498 3,179 2,894 471,120

EPWA Sewer Impact Fund 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The EPWA Sewer Impact Fund is used to account for impact fees collected on new developments in accordance with ordinance #2077. This ordinance, which was repealed in July 2002, established a fee of $100 per toilet to be used for the sole purpose of acquiring, equipping, and/or making capital improvements to the Cityâ&#x20AC;&#x2122;s sewer facilities. The funds may also be used for debt service under certain conditions.

104

2,614,462

2,590,346

TOTAL ESTIMATED USES

105

2,614,462

2,614,312 2,614,312

150 150

2,589,462 2,614,462

25,000 25,000

Current Year Actual (Est.) FY 11-12

* Funds to be used with a partnership project with OKC to add additional Wastewater Plant.

2,613,462 2,613,462

2,589,462 2,589,462

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

1,000 1,000

2,589,462 2,614,462

2,561,978 2,590,346

884 884

25,000 25,000

Current Year Budget FY 11-12

28,369 28,369

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials ate a s & Supp Supplies es Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

PWA Sewer Impact Fund

2,634,312

2,634,062 2,634,062

250 250

2,614,312 2,634,312

20,000 20,000

FY 12-13

BUDGET YEAR

FUND BUDGET SUMMARY

2,654,062

2,653,812 2,653,812

250 250

2,634,062 2,654,062

20,000 20,000

Projected Budget FY 13-14

2,673,812

2,673,562 2,673,562

250 250

2,653,812 2,673,812

20,000 20,000

Projected Budget FY 14-15

2,693,562

2,693,312 2,693,312

250 250

2,673,562 2,693,562

20,000 20,000

Projected Budget FY 15-16

2,713,312

2,713,062 2,713,062

250 250

2,693,312 2,713,312

20,000 20,000

Projected Budget FY 16-17

FY 12-13

EPWA Revenue Bond Funds 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The EPWA Revenue Bond Funds are utilized to account for the construction costs and improvement costs related to utility system capital improvements funded by the sale of Public Works Authority revenue bonds. In addition, the Bond Funds account for payment of principal and interest due each year on the outstanding balance of revenue bonds. At present, the Authority has three (3) revenue bond issues outstanding with total indebtedness equaling $46,625,000. Revenue Bond Issues Issue

Issue Amount

Principal Bal. 6-30-12

Final Maturity

8,735,000

2,980,000

1/01/2024

2003 A & B Utility System Refunding Revenue Bonds 2004 Utility System Revenue Bonds

14,700,000

10,875,000

7/01/2024

2005 Utility System Refunding Revenue Bonds

40,435,000

32,770,000

7/01/2024

106

10,303,557 10,303,557 12,532,459

TOTAL ESTIMATED USES

4,844,130 4,844,130

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

4,070,000 2,275,440 6,361,190

3,895,000 2,384,791 7,073,032

10,617,557

10,654,685 10,654,685

6,398,318 6,398,318

15,750 15 750 -

10,303,557 10,617,557

12,166,753 12,532,459

10,125 10 125 783,117

314,000 314,000

Current Year Budget FY 11-12

365,706 365,706

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service: Principal Retirement Bond Interest Expense Debt Reserves TOTAL ESTIMATED COSTS

ESTIMATED USES

ESTIMATED RESOURCES:

Revenue Bonds Fund

107

10,551,057

9,774,465 9,774,465

5,612,746 5,612,746

4,070,000 2,275,440 6,389,339

10,125 10 33,774

10,303,557 10,551,057

247,500 247,500

10,029,390

10,108,019 10,108,019

6,417,449 6,417,449

4,225,000 2,103,695 6,338,820

10,125 10 125 -

9,774,465 10,029,390

254,925 254,925

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

10,368,042

10,051,917 10,051,917

6,033,733 6,033,733

4,435,000 1,904,733 6,349,858

10,125 10 125 -

10,108,019 10,368,042

260,024 260,024

Projected Budget FY 13-14

10,314,541

10,407,903 10,407,903

5,642,275 5,642,275

3,845,000 1,693,788 5,548,913

10,125 10 125 -

10,051,917 10,314,541

262,624 262,624

Projected Budget FY 14-15

10,673,153

10,762,208 10,762,208

5,637,790 5,637,790

4,035,000 1,503,610 5,548,735

10,125 10 125 -

10,407,903 10,673,153

265,250 265,250

Projected Budget FY 15-16

11,030,110

11,126,623 11,126,623

5,635,754 5,635,754

4,225,000 1,304,116 5,539,241

10,125 10 125 -

10,762,208 11,030,110

267,902 267,902

Projected Budget FY 16-17

FY 12-13

OTHER ENTERPRISE FUNDS

Other Enterprise Funds- Sub-Directory Kicking Bird Golf Club- Description Kicking Bird Golf Club- Summary

108 109

YourGovShop- Description YourGovShop- Summary

110 111

KickingBird Golf Club 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION KickingBird Golf Club opened in May of 1971 making it the City of Edmond’s oldest golf facility and only municipal golf course. KickingBird has an 18-hole championship golf course, lighted driving range, full service pro shop and a restaurant that serves breakfast and lunch. Our mission is “To provide patrons with a well-manicured golf course, excellent customer service, high quality amenities and a valuable golfing experience.” Our strategic plan has been developed around our mission and if executed properly should allow us to be successful in a very competitive market place. GOALS 1. 2. 3. 4. 5.

Generate enough revenue to cover operational expenses Improve golf course condition and enhance landscaping Upgrade the physical assets of our facility Increase revenues through new customer relationship marketing programs Grow the game of golf through National PGA Golf 2.0 initiatives

PERFORMANCE MEASURES Measure 1. 2.

Number of Paid Rounds Played Average Dollar per paid player

FY 10-11

FY 11-12

FY 12-13

41,189 $45.47

42,000 $46.26

42,000 $47.39

Year 3 10-16-21

Year 4 10-16-21

Year 5 10-16-21

S T A F F I N G (FT-PT-S) Current Level 10-16-21

Year 1 10-16-21

Year 2 10-16-21

108

180,500 486,117 2,569,712

454,560 2,339,571

2,339,571

Vehicle Maintenance Fees

Insurance Assessment

DETAIL OF TRANSFERS OUT: Fleet Lease Assessment Fee Revenue Bond Funds Administrative Support

Allocation Credit

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue

3,405 138,569 165,986 (14,326) 15,256 673 309,563

26% 94

2,569,712

2,030 484,087 486,117

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

TOTAL ESTIMATED USES

2,030 573,411 575,441

(309,563) (309,563)

TRANSFERS: Transfers T f In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

3,405 158,117 194,220 (34,875) 16,197 (1,240) 1,300 337,124

29% 104

100 000 100,000 (337,124) (237,124)

911,832 449,942 161,808 20,308 1,543,891

963,362 423,842 176,630 180,500 12,813 1,757,147

1,868,900 3,500 30,695 1,903,095

Current Year Budget FY 11-12

1,833,447 5,755 45,808 1,885,010

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Capital Lease Proceeds Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Golf Course Fund

109

3,405 146,000 194,220 (34,975) 16,197 (1,240) 1,200 324,807

24% 86

2,431,562

2,030 484,686 486,716

100 000 100,000 (324,807) (224,807)

922,067 436,219 193,897 167,856 1,720,039

486,117 2,431,562

1,896,290 4,653 44,502 1,945,445

33,477 158,199 220,630 (30,320) 21,243 1,384 1,300 405,913

22% 81

2,552,346

2,030 470,361 472,391

100 000 100,000 (405,913) (305,913)

958,135 444,250 185,975 173,750 11,932 1,774,042

50,000 486,716 2,552,346

1,981,400 3,535 30,695 2,015,630

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

34,481 158,574 223,410 20,663 1,300 438,428

21% 78

2,538,074

2,030 432,365 434,395

(438,428) (438,428)

972,277 432,250 178,775 57,000 24,949 1,665,251

50,000 472,391 2,538,074

1,981,400 3,588 30,695 2,015,683

Projected Budget FY 13-14

35,515 158,665 224,640 21,230 1,300 441,350

21% 75

2,565,668

2,030 429,404 431,434

(441,350) (441,350)

986,528 431,615 178,775 58,000 37,966 1,692,884

50,000 434,395 2,565,668

2,046,900 3,678 30,695 2,081,273

Projected Budget FY 14-15

36,544 158,291 228,080 21,602 1,300 445,817

20% 71

2,562,817

2,030 407,630 409,660

(445,817) (445,817)

1,001,332 426,250 178,775 50,000 50,983 1,707,340

50,000 431,434 2,562,817

2,046,900 3,788 30,695 2,081,383

Projected Budget FY 15-16

37,602 158,373 236,700 22,171 1,300 456,146

18% 65

2,609,543

2,030 381,825 383,855

(456,146) (456,146)

1,013,949 474,750 178,775 50,000 52,068 1,769,542

50,000 409,660 2,609,543

2,115,400 3,788 30,695 2,149,883

Projected Budget FY 16-17

FY 12-13

YourGovShop 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION YourGovShopâ&#x20AC;&#x2122;s mission is to aggregate material purchase for member cities to obtain discounted pricing. Our plan is to generate sufficient revenues through supplier rebates to cover its operational costs and generate a profit. Financial activity and results of operations will be monitored separately. Profits generated (if any) from the plan will be used to offset the expenses of the Cityâ&#x20AC;&#x2122;s Purchasing department or to expand this joint purchasing program into other areas. GOALS 1. 2. 3.

Generate sufficient revenue to cover cost of operations. Increase awareness and participation in the program through marketing Expand our customer base annually.

S T A F F I N G (FT-PT-S) Current Level .3

Year 1 .3

Year 2 .3

Year 3 .3

Year 4 .3

Year 5 .3

*The remaining .7 of the YourGovShop employee is accounted for in the Finance staffing levels as the Purchasing Manager.

110

Insurance Assessment

DETAIL OF TRANSFERS OUT: Administrative Support

Allocation Credit

4,072 (167) 3,905

309% 1,127

220,540

TOTAL ESTIMATED USES

* LEVEL OF EMERGENCY RESERVES: Percentage of Total Revenue Number of Days of Revenue

156,977 156,977

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

651 (3,905) (3,254)

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

5,697 (438) 5,259

296% 1,079

199,577

133,606 133,606

2,587 (5,259) (2,672)

27,249 1,600 34,450 63,299

156,977 199,577

170,338 220,540

26,229 34,080 60,309

42,000 600 42,600

Current Year Budget FY 11-12

48,589 1,613 50,201

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

ESTIMATED RESOURCES:

YourGovShop Fund

111

5,697 (438) 5,259

260% 950

210,652

146,484 146,484

2,587 (5,259) (2,672)

27,476 200 33,820 61,496

156,977 210,652

53,000 675 53,675

4,773 (523) 4,250

217% 793

197,234

144,373 144,373

15,682 (4,250) 11,432

27,993 1,600 34,700 64,293

146,484 197,234

50,000 750 50,750

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

4,616 4,616

211% 770

195,123

140,818 140,818

16,034 (4,616) 11,418

28,573 2,300 34,850 65,723

144,373 195,123

50,000 750 50,750

Projected Budget FY 13-14

4,613 4,613

206% 751

191,568

137,354 137,354

16,004 (4,613) 11,391

29,155 1,600 34,850 65,605

140,818 191,568

50,000 750 50,750

Projected Budget FY 14-15

4,663 4,663

199% 728

188,104

133,400 133,400

16,146 (4,663) 11,483

29,737 1,600 34,850 66,187

137,354 188,104

50,000 750 50,750

Projected Budget FY 15-16

4,704 4,704

192% 701

184,150

128,853 128,853

16,324 (4,704) 11,620

30,317 1,600 35,000 66,917

133,400 184,150

50,000 750 50,750

Projected Budget FY 16-17

FY 12-13

INTERNAL SERVICE FUNDS

Internal Service Funds- Sub-Directory Fund Description

112-113

Tort Claims Fund – Description Tort Claims Fund – Summary

114 115

Group Insurance HR – Description Group Insurance HR – Summary

116 117

Vehicle Maintenance Fund- Description Vehicle Maintenance Fund – Summary

118 119

Administrative Support Service Fund- Description Administrative Support Service Fund- Summary

120 121

General Government- Description General Government- Summary

122 123

City Treasurer- Description City Treasurer- Summary

124 125

City Manager- Description City Manager- Summary

126 127

Central Communications- Description Central Communications- Summary

128 129

Information Technologies- Description Information Technologies- Summary

130 131

Financial Services- Description Financial Services- Summary

132 133

Human Resources- Description Human Resources- Summary

134 135

Administrative Services- Description Administrative Services- Summary

136 137

Facility Maintenance- Description Facility Maintenance- Summary

138 139

Legal Services –Description Legal Services- Summary

140 141

Engineering- Description Engineering- Summary

142 143

Marketing- Description Marketing- Summary

144 145

Public Works Administration- Description Public Works Administration- Summary

146 147

Operations Warehouse- Description Operations Warehouse- Summary

148 149

Utility Customer Service- Description Utility Customer Service- Summary

150 151

Fleet Management Fund- Description Fleet Management Fund- Summary

152 153

Field Services- Description Field Services- Summary

154 155

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -INTERNAL SERVICE FUNDSLIABILITY/TORT CLAIM FUND The Liability/Tort Claim Fund has been established to account for direct and indirect costs for the payment of judgments and settled claims relating to torts and Workersâ&#x20AC;&#x2122; Compensation. Financing is provided through billings to user departments.

EMPLOYEE GROUP INSURANCE FUND The Employee Group Insurance Fund has been established to account for the direct and indirect costs of administering a self-funded and fully insured group health insurance plan. Financing is provided by the General Fund, Public Safety Tax Funds, Edmond Public Works Authority, City employees, and interest earnings on fund investments.

Costs associated with the plan include the payment of employee,

dependent and retiree health, dental and vision claims, third party administrative costs, re-insurance (specific and aggregate), and insurance premium payments for catastrophic claims, COBRA administration, fully insured life, accidental death and dismemberment, long term disability insurance and Wellness Program expenses.

VEHICLE MAINTENANCE FUND The Vehicle Maintenance Fund has been established to account for expenditures necessary to maintain City vehicles.

Financing is provided through billings to user

departments. 112

THE CITY OF EDMOND, OKLAHOMA FUND DESCRIPTION -INTERNAL SERVICE FUNDS-

ADMINISTRATIVE SUPPORT SERVICES FUND The Administrative Support Services Fund has been established to allocate administrative overhead costs to user departments of the City. Financing is provided through billings to user departments based upon applicable cost accounting methods.

FLEET MANAGEMENT FUND The Fleet Management Fund has been established to accumulate resources for the replacement of vehicles and other equipment on a systematic basis.

Financing is

provided by fleet lease assessments from those funds that purchase City vehicles and equipment through the Fleet fund.

FIELD SERVICES FUND The Field Services Fund has been established to provide street maintenance, water/wastewater line maintenance and traffic control systems maintenance.

combining this workforce, it allows the employees to develop diverse skill sets. Financing is provided by the General Fund, Water and Wastewater Fund based upon applicable cost accounting methods.

113

Risk Management Services 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION The Risk Management Department has and will continue to help prevent losses for the City. If a loss does occur, Risk Management will continue to look for ways to minimize the costs. We continue to focus on the four main areas of greatest expenses for the City: workers compensation, property and subrogation, torts, and insurance. Our listed goals explain our plan of action, which provide the means to track and monitor throughout the given time frame. GOALS 1. 2. 3. 4.

Lowering Cost/Claims of Property Damage. Lowering Cost/Claims of Workerâ&#x20AC;&#x2122;s Comp. Lowering Cost/Claims of Tort Claims. Obtain Quality Insurance Coverage at Competitive Pricing.

S T A F F I N G (FT-PT-S) Current Level 3-0-0

Year 1 3-0-0

Year 2 3-0-0

Year 3 3-0-0

114

Year 4 3-0-0

Year 5 3-0-0

2,972,758

TOTAL ESTIMATED USES

Vehicle Maintenance Fees

Fleet Lease Assessment Fee Insurance Assessment Allocation Credit

50,334 (3,484) 1,535 1,433 1,132 50,950

2,591,698 2,591,698

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

Allocation Credit

2,214,793 (50,950) 2,163,843

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

DETAIL OF TRANSFERS OUT: Administrative Support

933,000 270,000 207,848 620,000 127,375 2,416,290

1,172,310 264,227 175,486 595,864 101,502 2,544,904

53,105 (7,532) 1,535 1,731 (135) 1,000 49,704

2,714,198

2,341,916 2,341,916

2,093,712 (49,704) 2,044,008

239,892 18,175

2,591,698 2,714,198

2,765,478 2,972,758

227,318 8,196

22,500 100,000 122,500

Current Year Budget FY 11-12

26,617 180,663 207,280

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges: Workers Compensation Claims Tort Claims Vehicle and Other Property Claims Insurance Premiums Other Charges TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Charges for Services Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Liability/Tort Claims Fund

115

53,105 (7,532) 1,535 1,731 (135) 300 49,004

2,803,181

2,470,084 2,470,084

2,093,712 (49,004) 2,044,708

933,000 270,000 207,848 620,000 115,577 2,377,805

219,440 11,940

2,591,698 2,803,181

22,082 189,401 211,483

63,100 (10,681) 1,581 1,694 109 1,600 57,403

2,592,584

2,572,676 2,572,676

2,453,685 (57,403) 2,396,282

967,000 250,000 165,000 651,000 134,970 2,416,190

232,395 15,825

2,470,084 2,592,584

22,500 100,000 122,500

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

62,850 1,628 1,668 1,200 67,346

2,695,176

2,508,166 2,508,166

2,341,137 (67,346) 2,273,791

996,707 250,000 165,000 664,020 129,830 2,460,801

241,934 13,310

2,572,676 2,695,176

22,500 100,000 122,500

Projected Budget FY 13-14

62,950 1,677 1,746 1,200 67,573

2,631,166

2,443,473 2,443,473

2,406,053 (67,573) 2,338,480

1,026,608 250,000 165,000 683,941 138,965 2,526,173

246,377 15,282

2,508,166 2,631,166

23,000 100,000 123,000

Projected Budget FY 14-15

63,552 1,711 1,797 1,000 68,060

2,566,473

2,378,123 2,378,123

2,448,534 (68,060) 2,380,474

1,057,406 250,000 165,000 697,619 136,547 2,568,824

248,737 13,515

2,443,473 2,566,473

23,000 100,000 123,000

Projected Budget FY 15-16

64,565 1,745 1,876 1,000 69,186

2,502,123

2,311,684 2,311,684

2,512,790 (69,186) 2,443,604

1,089,129 250,000 165,000 718,548 146,336 2,634,043

250,684 14,347

2,378,123 2,502,123

24,000 100,000 124,000

Projected Budget FY 16-17

FY 12-13

Human Resources/Training/Employee Group Insurance 2012-2013 Departmental Summary DEPARTMENTAL DESCRIPTION The Human Resources Department is comprised of three divisions: Human Resources Administration, Training, and Benefits. We are dedicated to providing quality HR services to attract, develop, motivate and retain a productive and diverse workforce within a supportive work environment by:

• Providing friendly trustworthy service to all internal and external customers; • • •

Attracting and hiring through comprehensive Human Resources selection and planning; Retaining qualified employees through training and recognition programs; Providing sustainable benefit products and services responsive to and valued by employees.

GOALS 1. 2. 3. 4. 5.

Promote a high quality workforce and collaborative relationships between management and employees. Develop and provide citywide training and recognition programs to enhance personal and professional growth. Provide a competitive benefits package that enhances recruitment and retention through prudent management of resources. Provide a comprehensive wellness program to assist and promote employee well being. Review processes, making changes as needed, to improve efficiency and/or greater customer service.

S T A F F I N G (FT-PT-S) Current Level 7-0-0

Year 1 6-0-0

Year 2 6-0-0

Year 3 6-0-0

116

Year 4 6-0-0

Year 5 6-0-0

Allocation Credit

6,157 (223) 5,934

11,724,430

4,651,300 4,651,300

5,997 (498) 5,499

12,626,300

4,797,176 4,797,176

(5,499) (5,499)

6,600,000 585,000 606,925 30,000 7,823,625

6,301,367 306,550 441,158 16,869 7,067,196

(5,934) (5,934)

1,700

4,651,300 12,626,300

3,938,453 11,724,430

1,253

25,000 7,950,000 7,975,000

Current Year Budget FY 11-12

48,858 7,737,119 7,785,977

Prior Year Actual FY 10-11

5,997 (498) 5,499

12,924,756

5,103,077 5,103,077

(5,499) (5,499)

6,868,672 585,000 335,808 25,000 7,816,180

1,700

4,651,300 12,924,756

42,890 8,230,566 8,273,456

5,355 (486) 4,869

13,638,077

4,762,333 4,762,333

(4,869) (4,869)

7,555,500 630,000 650,325 30,000 8,870,875

5,050

5,103,077 13,638,077

35,000 8,500,000 8,535,000

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

5,024 5,024

13,297,333

4,313,984 4,313,984

(5,024) (5,024)

7,600,000 670,000 676,625 30,000 8,978,325

1,700

4,762,333 13,297,333

35,000 8,500,000 8,535,000

Projected Budget FY 13-14

5,021 5,021

12,848,984

3,735,463 3,735,463

(5,021) (5,021)

7,700,000 700,000 676,800 30,000 9,108,500

1,700

4,313,984 12,848,984

35,000 8,500,000 8,535,000

Projected Budget FY 14-15

117

** GASB Statement 45-Other Post Employment Benefits (OPEB) per the October, 2011 Actuarial Study's assumption of 30% utilization by retirees and 50% utilization by spouses of covered retirees amounts to $926,162 in the 4th year we have this obligation and anticipated approximately $2.2 million in NPO (Net OPEB Obligation).

Insurance Assessment

DETAIL OF TRANSFERS OUT: Administrative Support

TOTAL ESTIMATED USES

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges: Claims Insurance Premiums Other Charges Wellness Program TOTAL ESTIMATED COSTS

ESTIMATED USES

ESTIMATED RESOURCES:

Employee Group Insurance Fund

FUND BUDGET SUMMARY

5,085 5,085

12,275,463

2,961,678 2,961,678

(5,085) (5,085)

7,900,000 700,000 676,800 30,000 9,308,700

1,900

3,735,463 12,275,463

40,000 8,500,000 8,540,000

Projected Budget FY 15-16

5,138 5,138

11,501,678

2,087,840 2,087,840

(5,138) (5,138)

8,000,000 700,000 676,800 30,000 9,408,700

1,900

2,961,678 11,501,678

40,000 8,500,000 8,540,000

Projected Budget FY 16-17

FY 12-13

Vehicle Maintenance 2012-2013 Departmental Summary mary

DEPARTMENTAL DESCRIPTION Vehicle Maintenance is an ASE Certified Blue Seal Facility. Vehicle maintenance delivers high quality, cost effective best in class trustworthy service to our customers. The department provides repair and preventative maintenance support services for the City’s approximately 450 vehicles and equipment. Employees are responsible for maintaining and repairing vehicles/equipment, ordering and installing parts, tire repair and tire replacement. The department also provides “on call” mechanic available when the shop is not open who provides wrecker service for any type of vehicle/equipment.

GOALS 1. 2. 3. 4. 5. 6.

Provide unparalleled customer service to internal and external customers. Maintain the ASE Blue Seal of Excellence program for departmental technicians and facility. Diagnose, analyze and repair vehicles/equipment and/or outsource for repairs not provided in-house. Develop a CNG infrastructure to provide CNG for selected owned vehicles. Promote continuous improvement within the department. “GREEN” Efforts to protect the environment

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 10.35-0-0 10.35-0-0 10.35-0-0 *.65 Split with Fleet Management Fund

Year 3 10.35-0-0

118

Year 4 10.35-0-0

Year 5 10.35-0-0

Vehicle Maintenance Fees

Insurance Assessment

DETAIL OF TRANSFERS OUT: Administrative Support

TOTAL ESTIMATED USES

Allocation Credit

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

153,132 (21,678) 15,941 (1,238) 146,157

1,459,758

1,439,731

139,269 (8,544) 15,659 146,384

392,129 91,445 483,574

1,835,928 (146,157) 1,689,771

349,695 (844) 348,851

1,805,106 (146,384) 1,658,722

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

706,323 592,563 1,063,942 303,127 2,665,955

348,851 1,459,758

353,314 1,439,731

683,924 692,569 1,042,647 330,462 2,749,602

2,500 1,106,376 2,031 1,110,907

Current Year Budget FY 11-12

4,018 1,075,713 6,686 1,086,417

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Fuel & Lube Expense Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Interest Charges for Service Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Vehicle Maintenance Fund

119

153,132 (21,678) 15,941 (1,238) 146,157

1,568,112

364,067 102,909 466,976

1,795,928 (146,157) 1,649,771

699,797 546,880 1,195,000 309,230 2,750,907

348,851 1,568,112

3,636 1,209,372 6,253 1,219,261

Current Year Actual (Est.) FY 11-12

157,571 (23,734) 14,841 900 149,578

1,739,370

373,210 207,293 580,503

1,969,931 (149,578) 1,820,353

720,253 683,759 1,258,400 316,808 2,979,220

466,976 1,739,370

2,500 1,267,543 2,351 1,272,394

FY 12-13

BUDGET YEAR

FUND BUDGET SUMMARY

158,929 14,529 173,458

1,860,064

389,440 303,449 692,889

2,014,905 (173,458) 1,841,447

728,432 700,732 1,258,400 321,058 3,008,622

580,503 1,860,064

2,525 1,274,630 2,406 1,279,561

Projected Budget FY 13-14

160,083 15,004 175,087

1,972,544

405,670 409,731 815,401

2,064,157 (175,087) 1,889,070

741,439 720,946 1,258,400 325,428 3,046,213

692,889 1,972,544

2,563 1,274,630 2,462 1,279,655

Projected Budget FY 14-15

162,367 15,315 177,682

2,095,175

421,900 526,626 948,526

2,114,522 (177,682) 1,936,840

754,731 739,032 1,258,400 331,326 3,083,489

815,401 2,095,175

2,627 1,274,630 2,517 1,279,774

Projected Budget FY 15-16

167,246 15,784 183,030

2,228,324

438,130 632,504 1,070,634

2,144,976 (183,030) 1,961,946

764,787 759,048 1,258,400 337,401 3,119,636

948,526 2,228,324

2,706 1,274,630 2,462 1,279,798

Projected Budget FY 16-17

FY 12-13

Adminstrative Support Services 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Administrative Support Services Fund has been established to allocate administrative overhead costs to user departments of the City. Financing is provided through billings to user departments based upon applicable cost accounting methods.

123

FUND BUDGET SUMMARY

AdminSuppSvc Fund

FY 12-13 Prior Year Actual FY 10-11

Current Year Budget FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

Projected Budget FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

ESTIMATED RESOURCES: REVENUES: Taxes Inter-governmental Licenses & Permits Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

71,434 13,410 63,069 53,695 68,855 270,463

15,000 65,220 45,000 10,000 135,220

21,420 65,220 44,513 41,952 173,105

19,512 78,884 45,000 12,091 155,487

21,815 65,323 45,000 12,091 144,229

24,117 65,239 45,000 12,091 146,447

26,419 65,381 45,000 12,091 148,891

28,722 65,538 45,000 12,091 151,351

3,361,409 3,631,872

4,153,545 4,288,765

4,153,545 4,326,650

2,310,961 2,466,448

14,070 158,299

14,070 160,517

14,070 162,961

14,070 165,421

General Government City Treasurer City Manager Central Communications Information Technology Financial Services Human Resources City Clerk/Government Relations Facility Maintenance Legal Services Engineering Marketing Operations Central Warehouse Public Works-Administration Utility Customer Service TOTAL ESTIMATED COSTS

198,168 180,731 975,891 2,038,850 3,039,722 798,728 671,163 333,576 737,569 574,332 1,248,945 481,021 259,255 522,690 2,528,897 528 897 14,589,539

68,965 196,369 1,117,169 2,483,903 3,691,392 946,678 895,296 386,034 1,064,559 873,343 1,425,019 690,182 276,461 655,283 2,859,837 859 837 17,630,491

64,391 192,332 1,094,519 2,376,674 3,302,830 859,197 849,107 367,956 1,064,529 710,528 1,408,862 556,962 280,319 611,407 2,736,074 736 074 16,475,687

66,965 203,752 1,226,063 2,573,850 3,411,026 986,665 785,013 364,668 1,185,965 877,075 1,423,724 727,545 261,528 699,671 2,970,250 970 250 17,763,760

66,965 195,637 1,265,126 2,552,752 3,426,905 893,167 796,814 369,526 1,189,384 880,342 1,436,213 732,626 261,965 706,700 2,964,771 964 771 17,738,893

66,965 194,230 1,315,094 2,530,297 3,412,537 894,935 815,279 374,966 1,214,665 887,022 1,449,414 737,517 260,890 716,783 3,051,448 051 448 17,922,042

66,965 195,637 1,310,820 2,554,402 3,491,923 910,348 823,086 378,469 1,249,407 882,474 1,474,224 749,480 261,324 726,781 3,111,305 111 305 18,186,645

66,965 197,077 1,328,611 2,573,689 3,486,696 919,060 830,268 381,364 1,427,679 884,694 1,478,670 759,346 261,763 737,724 3,189,323 189 323 18,522,929

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

15,377,549 (266,338) 15,111,212

14,703,835 (270,667) 14,433,168

14,703,835 (243,837) 14,459,998

15,630,844 (319,462) 15,311,382

17,911,486 (316,822) 17,594,664

18,100,894 (325,299) 17,775,595

18,369,088 (331,334) 18,037,754

18,709,722 (338,144) 18,371,578

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

4,153,545 4,153,545

1,091,442 1,091,442

2,310,961 2,310,961

14,070.00 14,070

14,070 14,070

TOTAL ESTIMATED USES

3,631,872

4,288,765

4,326,650

2,466,448

158,299

160,517

162,961

165,421

61,567 184,438 12,877 60,580 319,462

63,124 192,003 61,695 316,822

64,728 197,731 62,840 325,299

65,829 201,485 64,020 331,334

66,951 207,173 64,020 338,144

ESTIMATED USES DIRECT COSTS BY FUNCTION:

DETAIL OF TRANSFERS OUT: Fleet Lease Assessment Fee Fleet Management Fund Insurance Assessment Allocation Credit Vehicle Maintenance Fees

60,435 164,691 41,212 266,338

57,416 21,705 164,949 (43,303) 69,900 270,667

57,416 21,705 164,949 (43,303) 43,070 243,837

121

General Government 2012-2013 Departmental summary

DEPARTMENTAL DESCRIPTION This department details the general, non-specific operating costs for the Administrative Support Service Departments listed on the following pages.

122

DETAIL OF TRANSFERS: Administrative Support Allocation Credit

TOTAL

9,295 (435) 8,860

207,028

8,860

Debt Service

Transfers

187,767

Capital Outlay

Other Services & Charges

10,401

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: General Government

7,539 (539) 7,000

75,965

7,000

57,215

11,750

Current Year Budget FY 11-12

7,539 (539) 7,000

71,391

7,000

53,035

11,356

123

5,446 (469) 4,977

71,942

4,977

55,215

11,750

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

5,265 5,265

72,230

5,265

55,215

11,750

Projected Budget FY 13-14

5,244 5,244

72,209

5,244

55,215

11,750

Projected Budget FY 14-15

5,285 5,285

72,250

5,285

55,215

11,750

Projected Budget FY 15-16

5,337 5,337

72,302

5,337

55,215

11,750

Projected Budget FY 16-17

FY 12-13

Treasurer’s surer’s Office 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The mission statement of the Treasurer’s office is to “Provide money management services to other City departments”. GOALS 1. 2. 3.

Improve and refine treasury management systems. Provide assistance and project coordination to the Pension Board, Employee Pension Fund and Finance Committee. Provide education in regard to the 457 Deferred Compensation Plan and the City’s Retirement Plan.

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 Year 3 Year 4* Year 5 2-1-0 2-1-0 2-1-0 2-1-0 2-1-0 2-1-0 *(Note: the City Treasurer will no longer be an elected position as of June 2013. It is not yet known how this change will affect the staffing requirements.)

124

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

21,239 (1,642) 1,833 21,430

202,161

21,430

Debt Service

Transfers

23,897

Capital Outlay

Other Services & Charges

417

156,417

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Treasurer

24,274 (2,609) 1,595 (120) 23,140

219,509

23,140

26,386

1,374

168,609

Current Year Budget FY 11-12

24,274 (2,609) 1,595 (120) 23,140

215,472

23,140

23,840

1,074

167,418

125

27,893 (3,474) 1,565 102 26,086

229,838

26,086

32,670

975

170,107

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

28,419 1,533 29,952

225,589

29,952

29,670

2,275

163,692

Projected Budget FY 13-14

28,490 1,592 30,082

224,312

30,082

29,970

975

163,285

Projected Budget FY 14-15

28,890 1,632 30,522

226,159

30,522

30,270

975

164,392

Projected Budget FY 15-16

29,522 1,692 31,214

228,291

31,214

30,570

975

165,532

Projected Budget FY 16-17

FY 12-13

City Manager’s Office 2012-2013 2-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The City Manager’s office has primary responsibility for both the day-to-day administration of Edmond’s city government, including all city departments and operations, and also the carrying out of City Council policies and directives.

STATEMENT OF VALUES 1. 2. 3. 4.

The City of Edmond exists only to provide SERVICES, and our internal mission of Trustworthy Service Through Continuous Improvement reflects our constant dedication to this reality. We are committed to our thoughts, words, and actions reflecting our seven core values of Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication, and Innovation. We intend to lead by example in the development of our organization to provide quality public services while balancing cost effectiveness and responsiveness. We will work to create and maintain effective partnerships with elected officials, employees, and members of our community (customers).

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 Year 3 Year 4 Year 5 8-0-2 9-0-2 9-0-2 9-0-2 9-0-2 9-0-2 *FT employees include the City Manager, Assistant City Manager of Administration, Assistant City Manager of Operations and support staff. PT employees include the Carl Reherman City Management Intern.

126

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

143,122 (12,856) 5,272 135,538

1,111,429

135,538

Debt Service

Transfers

154,797

Capital Outlay

Other Services & Charges

4,592

816,502

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Manager

122,504 (25,638) 5,829 (435) 102,260

1,219,429

102,260

227,685

10,578

878,906

Current Year Budget FY 11-12

122,504 (25,638) 5,829 (435) 102,260

1,196,779

102,260

211,160

9,023

874,336

127

181,811 (35,480) 6,478 423 153,232

1,379,295

153,232

213,570

17,608

994,885

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

186,156 6,333 192,489

1,457,615

192,489

228,640

15,460

1,021,026

Projected Budget FY 13-14

186,831 6,563 193,394

1,508,488

193,394

260,860

15,460

1,038,774

Projected Budget FY 14-15

190,076 6,714 196,790

1,507,610

196,790

242,280

12,709

1,055,831

Projected Budget FY 15-16

194,938 6,946 201,884

1,530,495

201,884

243,280

12,608

1,072,723

Projected Budget FY 16-17

FY 12-13

Public Safety Communications 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION Professionally committed to providing quality communication services for the City of Edmond and surrounding areas. GOALS

1. 2. 3. 4.

Attract & retain long-term, career-minded employees. Reduce overtime hours caused by staffing shortages Determine initial and recurring training needs and implement process. Maintain Policy and Procedures Manual

STAFFING Current Level Year 1 23.8-2-0 23.8-2-0 *.8 split with Emergency Management

Year 2 23.8-2-0

Year 3 23.8-2-0

128

Year 4 23.8-2-0

Year 5 23.8-2-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

Transfers

Debt Service

Capital Outlay

Other Services & Charges

317,623 (32,016) 26,027 311,634

2,350,484

311,634

27,875

555,563

53,090

1,402,322

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Central Communications

277,404 (53,377) 28,425 (3,151) 249,301

2,733,204

249,301

24,000

727,650

95,696

1,636,557

Current Year Budget FY 11-12

277,404 (53,377) 28,425 (3,151) 249,301

2,625,975

249,301

24,000

697,788

92,165

1,562,721

129

324,847 (45,659) 27,812 1,783 308,783

2,882,633

308,783

24,000

720,700

162,850

1,666,300

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

331,583 27,031 358,614

2,911,366

358,614

24,000

795,700

56,498

1,676,554

Projected Budget FY 13-14

327,276 27,699 354,975

2,885,272

354,975

24,000

724,700

73,174

1,708,423

Projected Budget FY 14-15

331,987 28,139 360,126

2,914,528

360,126

24,000

724,700

65,561

1,740,141

Projected Budget FY 15-16

340,276 28,806 369,082

2,942,771

369,082

24,000

724,700

57,321

1,767,668

Projected Budget FY 16-17

FY 12-13

Information rmation Technology 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Information Technology (IT) department is responsible for implementing technology solutions that enable departments throughout the city to provide efficient, high quality services to the citizens of Edmond. The IT Department is comprised of three teams. These teams are Application Support, Infrastructure Support and Geographic Information Systems (GIS). The Application Support Team is responsible for server based applications such as those used by the Finance Department, Utility Customer Service and Municipal Court. The Infrastructure Support team is responsible for the hardware (servers, PCs, network switches, routers, etc.) as well as operating systems and PC applications. GIS has become an integral part of the operations of many departments by linking information to geographic locations. This has provided increased productivity and enhanced decision making. Together, these teams support 663 users and over 550 computers. GOALS 1.

3. 4.

Provide efficient, reliable access to City data and ensure the security of the Cityâ&#x20AC;&#x2122;s technology environment through research and implementation of new technology as well as proper life cycle management practices to ensure the health of existing technology. Implement major enhancements to improve the efficiency and productivity of departments throughout the city. Seek to find Enterprise Solutions encompassing stakeholders from multiple departments rather than implementing one-off solutions. Implement and support GIS projects to provide improved mapping capabilities as well as integration with other application systems. Implement policies, processes, procedures and tools in an effort to continually improve the operations of the IT department.

S T A F F I N G (FT-PT-S) Current Level 16

Year 1 16

Year 2 16

Year 3 16

130

Year 4 16

Year 5 16

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

Transfers

Debt Service

Capital Outlay

Other Services & Charges

156,920 (13,492) 1,328 10,022 154,778

3,194,495

154,778

526,073

1,053,638

160,677

1,299,330

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Information Technology

156,687 (17,376) 1,328 11,462 (4,716) 500 147,885

3,839,277

147,885

514,607

1,557,587

256,700

1,362,498

Current Year Budget FY 11-12

131

156,687 (17,376) 1,328 11,462 (4,716) 250 147,635

3,450,465

147,635

300,000

1,450,787

198,050

1,353,993

169,869 (20,030) 1,368 11,342 743 500 163,792

3,574,818

163,792

525,000

1,261,627

256,900

1,367,499

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

169,065 1,409 11,093 500 182,067

3,608,972

182,067

500,000

1,316,127

229,900

1,380,878

Projected Budget FY 13-14

170,440 1,451 11,503 500 183,894

3,596,431

183,894

500,000

1,277,727

229,900

1,404,910

Projected Budget FY 14-15

171,434 1,480 11,772 500 185,186

3,677,109

185,186

500,000

1,306,227

259,900

1,425,796

Projected Budget FY 15-16

177,282 1,510 12,183 500 191,475

3,678,171

191,475

500,000

1,281,227

259,900

1,445,569

Projected Budget FY 16-17

FY 12-13

Financial Services 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION The Mission Statement for the Financial Services Department is: â&#x20AC;&#x153;To provide quality management of financial informationâ&#x20AC;? The Financial Service Department contains three divisions: Finance, Payroll and Purchasing. The Finance division administers the day-to-day accounting functions, including the development of the Comprehensive Annual Financial Report (CAFR) and Audit, as well as the annual 5 Year Budget Plan. Payroll manages all employee payroll related items, including bi-weekly checks, tracking of earned vacation and sick leave benefits, and all related federal and state payroll taxes. Purchasing directs the competitive bid process for various city-wide services and products, as well as accounts payable.

GOALS 1. 2. 3. 4.

Continue refinement and implementation of IFAS software Strengthen controls and internal policies and procedures Continuous Customer Service Improvement Automate Employee Time and Attendance Capabilities

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 Year 3 Year 4 Year 5 7.7*-0-0 7.7*-0-0 7.7*-0-0 7.7*-0-0 7.7*-0-0 7.7*-0-0 * Staffing level includes the Financial Services, Payroll and Purchasing Departments. .3 of the Purchasing Manager is accounted for in the YourGovShop budget.

132

137,941 (10,562) 4,765 132,144

930,872

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

132,144

Debt Service

Transfers

124,927

Capital Outlay

Other Services & Charges

10,978

662,824

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Financial Services

165,487 (28,221) 5,442 (407) 142,301

1,088,979

142,301

239,845

16,151

690,682

Current Year Budget FY 11-12

165,487 (28,221) 5,442 (407) 142,301

1,001,498

142,301

153,417

14,918

690,862

133

227,190 (35,369) 5,345 350 197,516

1,184,181

197,516

242,593

37,735

706,337

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

232,426 5,227 237,653

1,130,820

237,653

162,398

21,685

709,084

Projected Budget FY 13-14

234,871 5,421 240,292

1,135,227

240,292

163,203

15,735

715,997

Projected Budget FY 14-15

237,617 5,548 243,165

1,153,513

243,165

170,868

16,785

722,695

Projected Budget FY 15-16

241,703 5,742 247,445

1,166,505

247,445

172,265

17,435

729,360

Projected Budget FY 16-17

FY 12-13

• Providing friendly trustworthy service to all internal and external customers; • • •

GOALS 1. 2. 3. 4. 5.

S T A F F I N G (FT-PT-S) Current Level 7-0-0

Year 1 6-0-0

Year 2 6-0-0

Year 3 6-0-0

134

Year 4 6-0-0

Year 5 6-0-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

82,609 (6,019) 4,122 80,712

751,875

80,712

Debt Service

Transfers

115,874

Capital Outlay

Other Services & Charges

19,621

535,667

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Human Resources

92,587 (16,174) 4,680 (351) 80,742

976,038

80,742

207,900

44,423

642,973

Current Year Budget FY 11-12

92,587 (16,174) 4,680 (351) 80,742

929,849

80,742

178,537

27,287

643,283

135

108,928 (16,655) 4,841 316 97,430

882,443

97,430

219,760

34,520

530,733

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

110,985 4,732 115,717

912,531

115,717

219,850

37,650

539,314

Projected Budget FY 13-14

111,935 4,905 116,840

932,119

116,840

233,760

33,750

547,769

Projected Budget FY 14-15

113,103 5,019 118,122

941,208

118,122

233,760

33,500

555,826

Projected Budget FY 15-16

115,260 5,192 120,452

950,720

120,452

233,850

33,750

562,668

Projected Budget FY 16-17

FY 12-13

City Clerk 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The City Clerkâ&#x20AC;&#x2122;s office will continue to provide diverse administrative services to support city departments. Internal services include city clerk responsibilities, records administration and management, and courier services to internal and outlying city departments We will continue to serve as a liaison between the city and state and federal governments. Proposed legislation will be monitored and personal communication with legislators will continue to ensure the City of Edmond is affected in the most positive way, and that unfunded mandates are not passed on to municipal governments.

GOALS 1.

2. 3.

To assure that state and federal legislation and regulations have a positive impact on our community and our ability as a municipality to deliver services that are in the best interests of our taxpayers Accurately issue, document, maintain and organize official city records. Timely issuance of occupational licenses, permits, collection of miscellaneous charges and fees, abatement and certification of nuisances, processing requests for information, coordination of legal publications and codification of ordinances

STAFFING LEVELS Current Level 4-0-0

Year 1 4-0-0

Year 2 4-0-0

Year 3 4-0-0

136

Year 4 4-0-0

Year 5 4-0-0

TRANSFERS DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

69,231 (5,287) 1,938 3,857 2,552 72,291

405,867

72,291

Debt Service

Transfers

49,279

Capital Outlay

Other Services & Charges

5,598

278,700

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Clerk/Government Relations

98,450 (18,766) 1,938 3,839 (288) 2,000 87,173

473,207

87,173

88,500

7,300

290,234

Current Year Budget FY 11-12

137

98,450 (18,766) 1,938 3,839 (288) 2,000 87,173

455,129

87,173

73,500

5,600

288,856

138,750 (22,701) 1,996 3,665 239 2,000 123,949

488,617

123,949

64,800

7,300

292,568

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

130,521 2,056 3,583 2,000 138,160

507,686

138,160

64,800

7,950

296,776

Projected Budget FY 13-14

130,488 2,117 3,709 2,000 138,314

513,280

138,314

64,800

8,600

301,566

Projected Budget FY 14-15

132,994 2,160 3,792 2,000 140,946

519,415

140,946

64,800

7,300

306,369

Projected Budget FY 15-16

135,646 2,203 3,918 2,000 143,767

525,131

143,767

64,800

7,300

309,264

Projected Budget FY 16-17

FY 12-13

Facility Maintenance 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION Facility Maintenance delivers high quality, cost effective best in class trustworthy service to our customers. The department provides a clean, safe, quality working environment for City of Edmond employees and the public by maintaining, repairing and improving City facilities. The department tracks processes and procedures through use of City works for asset management and timely response to the needs of internal and external customers. The department provides preventative maintenance and repairs to City buildings and associated equipment. This encompasses 59 different C.O.E. divisions and over 500,000 square feet of occupied working space. The Facility Maintenance Department’s service is to ensure a safe and comfortable working environment for our customers.

GOALS 1. Provide unparalleled customer service to internal and external customers. 2. Improve the performance of the technical staff with at least one job related training course per year. 3. Diagnose, analyze, and repair buildings and associated equipment and /or outsource for repairs not provided in house. 4. Reduce COE energy costs by implementing the Energy Management System. 5. Reduce departmental operations & maintenance costs by 10%. 6. Promote continuous improvement within the department.

Objectives: The Facility Maintenance Department’s objective and vision is to continuously improve facility maintenance services for the benefit of delivering “Trustworthy Service” to internal and external customers.

S T A F F I N G (FT-PT-S) Current Level 8-0-0

Year 1 11-0-0

Year 2 11-0-0

Year 3 11-0-0

138

Year 4 11-0-0

Year 5 11-0-0

Allocation Credit Fleet Lease Assessment Fees Fleet Management Fund Insurance Assessment Allocation Credit Vehicle Maintenance Charges

213,451 , (8,400) 15,141 11,403 6,831 238,426

975,995

TOTAL

DETAIL OF TRANSFERS: Administrative Support pp

238,426

Transfers

254,929

Other Services & Charges

Debt Service

157,385

Materials & Supplies

325,254

Personal Services

Capital Outlay

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Facility Maintenance

241,472 , (18,918) 13,222 10,173 (26,779) 7,000 226,170

1,290,729

226,170

79,296

387,176

169,233

428,854

Current Year Budget FY 11-12

139

241,,472 (18,918) 13,222 10,173 (26,779) 6,500 225,670

1,290,199

225,670

79,296

424,719

165,178

395,336

254,713 , (38,849) 13,531 (2,578) 627 7,000 234,444

1,420,409

234,444

63,650

338,721

179,252

604,342

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

259,328 , 13,848 9,807 7,000 289,983

1,479,367

289,983

56,278

333,227

183,765

616,114

Projected Budget FY 13-14

262,170 , 14,176 10,245 7,000 293,591

1,508,256

293,591

46,563

350,934

189,729

627,439

Projected Budget FY 14-15

266,118 , 14,400 10,524 7,000 298,042

1,547,449

298,042

50,006

369,411

189,767

640,223

Projected Budget FY 15-16

270,645 , 14,629 10,927 7,000 303,201

1,730,880

303,201

190,000

388,736

194,988

653,955

Projected Budget FY 16-17

FY 12-13

Legall Services 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Edmond City Attorney is appointed by the Mayor and City Council to direct the management of all legal matters for the City. The Legal Services office provides legal assistance to the Mayor and Council, the Edmond Public Works Authority and other City departments. The office also provides assistance to various committees, boards and city agencies. The City Attorney or the Assistant City Attorney represents the City in all litigation in Edmond Municipal Court, Oklahoma County District Court, Oklahoma State Court and the Federal Court System. Risk Management, a division of the City Attorneyâ&#x20AC;&#x2122;s office, handles subrogation recovery, liability, property insurance as well as other multiple lines of insurance for the City. GOALS 1. 2. 3. 4.

Provide advice and legal services for the Mayor and City Council Provide quality legal services for the City of Edmond Provide advice and training for City departments as needed Defend City of Edmond in lawsuits, and traffic and juvenile court

S T A F F I N G (FT-PT-S) Current Level 4-0-0

Year 1 4-0-0

Year 2 4-0-0

Year 3 4-0-0

*Currently staffed with 4 of the 5 funded & approved positions.

140

Year 4 4-0-0

Year 5 4-0-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

50,910 (4,004) 3,577 50,483

624,815

50,483

Debt Service

Transfers

146,098

Capital Outlay

Other Services & Charges

9,132

419,103

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Legal Services

54,974 (9,773) 4,114 (306) 49,009

922,352

49,009

423,945

11,573

437,825

Current Year Budget FY 11-12

54,974 (9,773) 4,114 (306) 49,009

759,537

49,009

262,295

11,028

437,205

141

58,428 (7,329) 24,322 1,611 77,032

954,107

77,032

424,025

14,073

438,977

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

59,046 23,653 82,699

963,041

82,699

423,945

13,273

443,124

Projected Budget FY 13-14

59,247 24,233 83,480

970,502

83,480

423,945

19,666

443,411

Projected Budget FY 14-15

60,212 24,615 84,827

967,301

84,827

423,945

14,893

443,636

Projected Budget FY 15-16

63,086 25,195 88,281

972,975

88,281

423,945

16,425

444,324

Projected Budget FY 16-17

FY 12-13

Engineering Department 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION The Engineering Department is dedicated to effective, timely, and reliable technical service and expertise to Council, developers, contractors, City departments, staff, and citizens, as it relates to the expansion of the Cityâ&#x20AC;&#x2122;s infrastructure and the capital improvements. GOALS 1. 2. 3.

Conduct travel time and delay studies on major transportation corridors. Improve services provided to other City departments and improve quality and efficiency of service to both internal and external customers. Evaluate procedures and implementation of Title 22 as it relates to the Permits Plus Software System.

S T A F F I N G (FT-PT-S) Current Level 15-0-0

Year 1 15-0-0

Year 2 15-0-0

Year 3 15-0-0

*Includes Engineering Administration and Inspections

142

Year 4 15-0-0

Year 5 15-0-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

313,716 (18,222) 7,913 9,904 5,174 318,485

1,567,430

318,485

Debt Service

Transfers

37,752

Other Services & Charges

Capital Outlay

12,570

1,198,623

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Engineering

381,009 (61,906) 7,980 11,374 (850) 11,000 348,607

1,773,626

348,607

25,000

71,970

44,297

1,283,752

Current Year Budget FY 11-12

143

381,009 (61,906) 7,980 11,374 (850) 3,820 341,427

1,750,289

341,427

25,000

63,570

40,412

1,279,880

372,288 (43,940) 8,252 22,153 1,457 11,000 371,210

1,794,934

371,210

5,500

70,280

36,505

1,311,439

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

370,334 8,500 21,438 11,000 411,272

1,847,485

411,272

66,430

41,205

1,328,578

Projected Budget FY 13-14

371,319 8,755 21,856 11,000 412,930

1,862,344

412,930

66,592

32,547

1,350,275

Projected Budget FY 14-15

377,255 8,930 22,133 11,000 419,318

1,893,542

419,318

66,730

41,205

1,366,289

Projected Budget FY 15-16

383,478 9,108 22,551 11,000 426,137

1,904,807

426,137

66,880

31,805

1,379,985

Projected Budget FY 16-17

FY 12-13

Marketing eting and Public Relations 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Marketing/Public Relations Department has several different functions, including media relations, public information, marketing and communications, design and maintenance of the website, graphic design and television programming for the government access cablevision channel, Edmond Life TV. Our mission statement is: â&#x20AC;&#x153;Providing timely, accurate information through professional, creative communicationâ&#x20AC;? Our purpose is to keep our citizen/customers informed about city issues, programs, services, activities, accomplishments and plans. GOALS 1. 2. 3. 4. 5.

Produce quality printed & electronic materials to inform citizen/customers about services, programs and functions of the City of Edmond Provide programming detailing the functions of city departments and personnel and how the community benefits from them on Edmond Life TV Maintain a dynamic, interactive city web site Provide timely & accurate Media Relations Publish consistent communications via social media sites; Facebook, Twitter and YouTube.

S T A F F I N G (FT-PT-S) Current Level 4-0-0

Year 1 4-0-0

Year 2 4-0-0

Year 3 4-0-0

*Currently staffed with 4 of the 5 funded & approved positions.

144

Year 4 4-0-0

Year 5 4-0-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

TOTAL

49,551 (3,420) 3,128 49,259

530,280

49,259

Debt Service

Transfers

225,513

Capital Outlay

Other Services & Charges

13,608

241,900

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Marketing

58,752 (9,597) 3,276 (250) 52,181

742,363

52,181

5,000

384,766

41,100

259,316

Current Year Budget FY 11-12

58,752 (9,597) 3,276 (250) 52,181

609,143

52,181

5,000

251,420

37,305

263,237

145

76,288 (14,044) 2,790 180 65,214

792,759

65,214

20,000

394,870

45,750

266,925

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

77,883 2,732 80,615

813,241

80,615

20,000

399,978

40,800

271,848

Projected Budget FY 13-14

76,870 2,835 79,705

817,222

79,705

10,000

407,978

40,400

279,139

Projected Budget FY 14-15

78,084 2,902 80,986

830,466

80,986

10,000

412,942

40,500

286,038

Projected Budget FY 15-16

79,655 3,006 82,661

842,007

82,661

10,000

415,942

40,500

292,904

Projected Budget FY 16-17

FY 12-13

Public Works Administration ministration 2011-2012 Departmental Summary

DEPARTMENTAL DESCRIPTION Public Works Administration provides a call center for Public Works, handles the recording of field work and asset history, payroll, budget management, and accounts payable for Field Services, Solid Waste and Facility Maintenance, analyzes the quality of data, and facilitates accurate reporting and assistance to division heads. Also included in this Public Works division is the office of the Public Works Director. GOALS 1. 2. 3. 4. 5. 6.

Improve Public Works administrative staffâ&#x20AC;&#x2122;s software and professional communication skills. Maintain cross-functional competency for all Public Works office support staff members. Review and improve the viability of the service request/work order data collection systems as they pertain to Public Works. Improve Public Works daily, monthly and quarterly reports. Revise the Public Works Administration Procedural Manual. Flow chart Public Works office practices.

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 7.9-0-0 8.9-0-0 8.9-0-0 *0.1 person is included in the Warehouse Budget.

Year 3 8.9-0-0

146

Year 4 8.9-0-0

Year 5 8.9-0-0

236,342 (15,173) 5,816 226,985

749,675

TOTAL

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Insurance Assessment Allocation Credit

226,985

Debt Service

Transfers

124,862

Capital Outlay

Other Services & Charges

4,613

393,215

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Public Works Administration

260,380 (47,149) 6,550 (502) 219,279

874,562

219,279

137,650

7,100

510,533

Current Year Budget FY 11-12

260,380 (47,149) 6,550 (502) 219,279

830,686

219,279

130,313

7,083

474,011

147

235,515 (31,732) 5,987 381 210,151

909,822

210,151

136,100

9,950

553,621

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

243,624 5,863 249,487

956,187

249,487

136,100

7,300

563,300

Projected Budget FY 13-14

245,042 6,079 251,121

967,904

251,121

136,100

7,950

572,733

Projected Budget FY 14-15

249,858 6,221 256,079

982,860

256,079

136,100

7,950

582,731

Projected Budget FY 15-16

254,537 6,438 260,975

998,699

260,975

136,100

9,250

592,374

Projected Budget FY 16-17

FY 12-13

Operations Central Warehouse 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION The Warehouse mission is to provide high quality warehouse service at a competitive cost that supports the missions of Electric, Public Works, and Facility Maintenance departments with trustworthy service. The Operations Central Warehouse core services include: 1. Purchasing material following all City of Edmond Purchasing Department policies. 2. Maintaining inventory stock levels to provide uninterrupted work flow for all departments utilizing Operations Central Warehouse services. 3. Providing a record of materials received and transferred to trucks or issued to work orders. 4. Operations Central Warehouse performs regular scheduled inventory counts and audits.

GOALS 1. 2. 3.

Provide High Quality Warehouse Service Provide Responsive Customer Service Provide proactive employee development

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 3.5-0-0 3.5-0-0 3.5-0-0 *.7 split with Electric and Public Works Administration

148

Year 3 3.5-0-0

Year 4 3.5-0-0

Year 5 3.5-0-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

26,698 (1,177) 6,215 1,347 2,580 35,663

294,918

35,663

Debt Service

Transfers

15,336

Capital Outlay

Other Services & Charges

2,850

241,069

Personal Services

Materials & Supplies

FY 10-11

EXPENDITURE CLASSIFICATION

25,574 (5,311) 6,215 1,476 (114) 2,400 30,240

306,701

30,240

18,075

7,400

250,986

FY 11-12

Prior Year Current Year Actual Budget

DEPARTMENT: Operations Central Warehousing

25,574 (5,311) 6,215 1,476 (114) 3,500 31,340

311,659

31,340

17,067

5,500

257,752

FY 11-12

149

23,210 (4,304) 6,389 1,409 94 3,000 29,798

291,326

29,798

17,825

5,675

238,028

FY 12-13

Current Year BUDGET YEAR Actual (Est.)

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

23,902 6,568 1,390 3,000 34,860

296,825

34,860

17,825

5,775

238,365

FY 13-14

Projected Budget

23,954 6,753 1,463 3,000 35,170

296,060

35,170

17,825

4,375

238,690

FY 14-15

Projected Budget

24,331 6,879 1,510 3,000 35,720

297,044

35,720

17,825

4,475

239,024

FY 15-16

Projected Budget

24,409 7,008 1,584 3,000 36,001

297,764

36,001

17,825

4,575

239,363

FY 16-17

Projected Budget

FY 12-13

Utility ity Customer Services 2012-2013 Departmental Summary

DEPARTMENTAL DESCRIPTION Utility Customer Services is comprised of five (5) customer service divisions: • Financial Services – Utility statement production, reconciliation of financial transactions, and complete service order process; • Contractual Services – Establishes new service, maintains customer contracts, initiate active and inactive collections; • Customer Services – Operates inbound call center and post incoming payment transactions; • Meter Services – Monthly reading of all electric and water meters; • Utility Field Services – Completes all field orders including service initiations, disconnections, reconnections, collections, meter rereads, energy audits, and rebates; Our mission is to offer each citizen exceptional Customer Services. GOALS 1. 2. 3.

Enhance our customer communications in all 5 service areas. Accelerate Utility Customer Services technology to maximize service. Invest in our employee improvement process to enhance organizational and individual success.

S T A F F I N G (FT-PT-S) Current Level 38-2-0

Year 1 39-3-0

Year 2 39-3-0

Year 3 39-3-0

*Includes Utility Customer Services and Meter Services

150

Year 4 39-3-0

Year 5 39-3-0

DETAIL OF TRANSFERS: Administrative Support Allocation Credit Fleet Lease Assessment Fees Fleet Management Fund Insurance Assessment Allocation Credit Vehicle Maintenance Charges

TOTAL

865,619 (84,372) 27,900 73,618 24,075 906,840

3,435,737

906,840

Debt Service

Transfers

382,662

Other Services & Charges

Capital Outlay

175,695

1,970,540

Personal Services

Materials & Supplies

Prior Year Actual FY 10-11

EXPENDITURE CLASSIFICATION

DEPARTMENT: Utility Customer Service

894,260 (281,883) 26,733 21,705 66,714 (5,034) 47,000 769,495

3,629,332

769,495

561,079

226,125

2,072,633

Current Year Budget FY 11-12

151

894,260 (281,883) 26,733 21,705 66,714 (5,034) 27,000 749,495

3,485,569

749,495

466,625

212,554

2,056,895

989,905 (164,002) 30,031 69,307 4,571 37,080 966,892

3,937,142

966,892

15,500

546,999

221,404

2,186,347

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

1,003,043 30,743 67,588 38,195 1,139,569

4,104,340

1,139,569

11,000

495,545

229,151

2,229,075

Projected Budget FY 13-14

1,000,222 31,476 69,628 39,340 1,140,666

4,192,114

1,140,666

13,500

517,503

252,092

2,268,353

Projected Budget FY 14-15

1,018,999 31,980 70,964 40,520 1,162,463

4,273,768

1,162,463

11,000

540,567

247,100

2,312,638

Projected Budget FY 15-16

1,027,884 32,493 72,993 40,520 1,173,890

4,363,213

1,173,890

12,000

562,070

261,634

2,353,619

Projected Budget FY 16-17

FY 12-13

Fleet Management 2012-2013 Departmental Summary ary

DEPARTMENTAL DESCRIPTION Fleet Management provides administrative support in the most cost efficient manner to all City departments who operate city owned vehicles/equipment. The department manages the fleet replacement fund and establishes budget figures for each fiscal year for fuel, parts accounts, car wash expense and vehicle/equipment replacement. The department manages the bid process for new vehicle and equipment. Personnel are committed to exploring all means in which to aid departments in meeting the needs of their customers and the public sector.

GOALS: •

• • • •

Increase the awareness of city’s personnel in the need to support the preventive maintenance service program for vehicle/equipment so that safety standards are continually met, liabilities are reduced and an overall reduction in maintenance costs can be achieved. Work with city departments to obtain vehicles/equipment that will be utilized to their maximum potential and remove obsolete and under-utilized vehicles/equipment from inventory. Draft specifications that combine the needs of the division and the financial aspects of the purchase together so as to ensure the most cost effective purchase. Continue to provide a more streamlined process for the replacement of city vehicles/equipment through the use of unit expense reporting. Support and assist all departments with new programs that will help reduce the costs and support city policies.

S T A F F I N G (FT-PT-S) Current Level Year 1 .65-0-0 .65-0-0 * Split with Vehicle Maintenance

Year 2 .65-0-0

Year 3 .65-0-0

152

Year 4 .65-0-0

Year 5 .65-0-0

Vehicle Maintenance Fees

Insurance Assessment Allocation Credit

Allocation Credit

46,338 (2,147) 1,558 23,310 69,059

3,427,261

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Administrative Support

1,253,258 558,876 222,816 1,595,823 3,630,773

2,076,104 (69,059) 2,007,045

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes: Reserve for Fire Reserve for Police Reserve for Electric Reserve for All Other Funds Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

3,268,486

1,803,533

48,381 (4,895) 1,681 (137) 40,000 85,030

3,667,773

3,252,707 3,252,707

2,938,450 (85,030) 2,853,420

59,137 7,500 98,020 3,103,829

3,630,773 3,667,773

3,317,039 3,427,261

62,829 3,988 79,594 1,657,122

2,000 35,000 37,000

Current Year Budget FY 11-12

1,794 37,178 71,251 110,222

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay: Fire Police Electric All Other Depts. Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

ESTIMATED RESOURCES:

Fleet Management Fund

153

48,381 (4,895) 1,681 (137) 40,000 85,030

3,727,240

0.00 1,577,684 828,602 239,260 822,902 3,468,448

2,938,450 (85,030) 2,853,420

92,392 108,466 773,860 1,995,153 3,112,212

50,821 5,300 86,220

3,630,773 3,727,240

2,000 32,559 61,908 96,467

45,053 (6,355) 1,589 107 40,000 80,394

3,500,448

0 1,483,658 770,749 376,955 1,100,144 3,731,506

3,161,467 (80,394) 3,081,073

70,973 7,500 98,020 429,626 572,613 284,346 1,386,937 2,850,015

3,468,448 3,500,448

2,000 30,000 32,000

Current Year BUDGET YEAR Actual (Est.) FY 11-12 FY 12-13

FUND BUDGET SUMMARY

45,155 1,570 40,000 86,725

3,763,506

3,554,179

2,416,991 (86,725) 2,330,266

71,972 7,500 98,020 61,283 347,323 23,202 1,930,293 2,539,593

3,731,506 3,763,506

2,000 30,000 32,000

Projected Budget FY 13-14

45,604 1,658 40,000 87,262

3,586,179

3,405,135

2,482,389 (87,262) 2,395,127

73,373 7,500 98,020 36,358 444,788 135,978 1,780,154 2,576,171

3,554,179 3,586,179

2,000 30,000 32,000

Projected Budget FY 14-15

46,333 1,716 40,000 88,049

3,437,135

3,428,198

2,513,058 (88,049) 2,425,009

75,008 7,500 98,020 132,505 493,441 621,117 1,006,355 2,433,946

3,405,135 3,437,135

2,000 30,000 32,000

Projected Budget FY 15-16

47,718 1,805 40,000 89,523

3,460,198

3,326,862

2,563,865 (89,523) 2,474,342

76,444 7,500 98,020 120,782 453,015 165,495 1,686,422 2,607,678

3,428,198 3,460,198

2,000 30,000 32,000

Projected Budget FY 16-17

FY 12-13

Field Services 2012-2013 Departmental Summary ary DEPARTMENTAL DESCRIPTION The Field Services department has four primary areas of responsibility: streets, which includes rights-of-ways and drainage, water distribution line maintenance, wastewater collection line maintenance and traffic, which includes signals, signs, pavement markings and roadway lighting. The department will accomplish a level of performance consistent with the character and integrity of a professional organization. Although maintenance services typically occur in a reactive environment, Field Services will continue to focus on proactive planning and maintenance activities, and will actively seek out opportunities for continuous improvement.

GOALS 1.

Field Services will proactively maintain Edmond’s over 1,300 lane miles of streets, over 105 miles of storm water infrastructure and applicable rights-of-ways, to a safe and dependable condition, while responding to emergency situations such as snow and ice events, flooding, high winds and other weather related events, in a timely and effective manner.

Field Services will proactively maintain Edmond’s over 90 signalized intersection, 38 school zone flashers, over 8,000 traffic signs, pavement markings and over 6,000 street/security lights, to ensure the safe travel of motorist on Edmond roads. Field Services will proactively maintain Edmond’s over 430 miles of sanitary sewer collection system, including over 10,000 manholes, to ensure safe collection and delivery of wastewater to the Wastewater Treatment Plant, while minimizing sanitary sewer overflows (SSOs). Field Services will proactively maintain Edmond’s over 460 miles of water distribution system, including over 4,000 hydrants, and over 27,000 service connections, to ensure the safe delivery of quality drinking water, in a cost effective manner.

S T A F F I N G (FT-PT-S) Current Level 66-1-0

Year 1 66-1-0

Year 2 66-1-0

Year 3 66-1-0

Year 4 66-1-0

*Includes Field Services Street, Traffic Signs, Traffic Signals, Water Line, and Wastewater Line

154

Year 5 66-1-0

Vehicle Maintenance Fees

Fleet Lease Assessment Fee Fleet Transfers - Additional Fleet Insurance Assessment Allocation Credit

Allocation Credit

1,478,080 (70,613) 382,025 8,500 177,129 367,975 2,343,096

196,042

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Administrative Support

176,209 176,209

OTHER USES: Reserve for Council Special Projects Reserve for Capital Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

8,010,010 (2,343,096) 5,666,914

TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT)

1,595,943 (168,132) 384,087 144,821 157,698 (14,640) 397,000 2,496,777

295,609

11,131 11,131

8,729,294 (2,496,777) 6,232,517

4,082,520 1,001,040 1,433,435 6,516,995 516 995

176,209 295,609

8,535 196,042

3,754,136 901,995 1,030,616 5,686,747 686 747

116,900 2,500 119,400

Current Year Budget FY 11-12

73,901 109,300 4,306 187,507

Prior Year Actual FY 10-11

DIRECT COSTS BY FUNCTION: Personal Services Materials & Supplies Other Services & Charges Capital Outlay Debt Service TOTAL ESTIMATED COSTS

ESTIMATED USES

REVENUES: Intergovernmental Charges for Services Interest Miscellaneous Revenue Subtotal - Revenues OTHER RESOURCES: Debt/Loan Proceeds Restricted Prior Year Reserves Unrestricted Prior Year Reserves TOTAL ESTIMATED RESOURCES

ESTIMATED RESOURCES:

Field Services Fund

155

1,595,943 (168,132) 384,087 144,821 157,698 (14,640) 387,500 2,487,277

297,147

361,962 361,962

8,729,294 (2,487,277) 6,242,017

3,984,793 961,749 1,230,660 6,177,202 177 202

176,209 297,147

116,900 4,038 120,938

Current Year Actual (Est.) FY 11-12

1,746,212 (233,452) 421,997 215,316 153,562 11,609 352,000 2,667,244

493,462

0 0

8,765,414 (2,667,244) 6,098,170

4,208,337 1,085,020 1,298,275 6,591,632 591 632

361,962 493,462

128,000 3,500 131,500

FY 12-13

BUDGET YEAR

FUND BUDGET SUMMARY

1,766,676 458,702 32,230 173,973 338,200 2,769,781

133,500

0 0

9,313,892 (2,769,781) 6,544,111

4,246,266 1,119,470 1,311,875 6,677 677,611 611

0 133,500

130,000 3,500 133,500

Projected Budget FY 13-14

1,782,798 480,107 23,458 180,450 343,800 2,810,613

136,000

0 0

9,476,254 (2,810,613) 6,665,641

4,293,541 1,183,625 1,324,475 6,801 801,641 641

0 136,000

132,000 4,000 136,000

1,810,213 493,618 184,611 349,200 2,837,642

138,000

0 0

9,620,129 (2,837,642) 6,782,487

4,335,787 1,241,925 1,342,775 6,920,487 920 487

0 138,000

134,000 4,000 138,000

1,834,878 502,560 190,711 353,200 2,881,349

141,000

0 0

9,901,261 (2,881,349) 7,019,912

4,376,987 1,299,100 1,484,825 7,160,912 160 912

0 141,000

136,000 5,000 141,000

Projected Projected Budget Projected Budget Budget FY 14-15 FY 15-16 FY 16-17

FY 12-13

M E M O TO: FROM: DATE SUBJECT:

Larry Stevens, City Manager Anita Breen, HR Director May , 2012 2012-2013 Personnel Budget

CC: Steve Commons, ACM-Administration Ross Vanderhamm, Finance Director

Labor Relations: We are currently in the preliminary stages of negotiation with both of our public safety unions (police and fire). Again this year, we will approach this effort in a very conservative manner as we are still recovering from the financial downturn experienced by the whole nation (world). Of course, as always, I will keep you posted on the progress being made with negotiations and resolution of issues related to our current budget process. As a reminder, we no longer have a collective bargaining agreement (CBA) or a requirement to recognize the AFSCME union that was first formed in 2007. Our most recent CBA expired on October 31, 2011, based on legislation that was passed last year repealing the law requiring municipalities with populations over 35,000 to recognize unions other than police and fire. The repeal of that law became effective November 1, 2011. In negotiations for the current year (2011-2012), we were able to come to agreement with two of our unions (AFSCME and the FOP) regarding pay scales and the percentage between each of the steps in the respective pay scales. That percentage has been reduced from an average of 5% to an average of 2.5%. This is one of the necessary actions to be taken as we look at our current economic reality. All of our pay plans except that for the fire union (IAFF) are structured in this manner. We will continue to address this issue as we continue union negotiations with this group. Compensation and Performance Management: In our constant effort toward Continuous Improvement, we put together a Focus Group made up of middle level supervisors and managers to study ways to improve our process related annual performance appraisals. This group is continuing to look at this issue and is doing great work. One of the problems discussed during the early stages of the work of this group, was our longstanding practice of requiring all annual appraisals to be done at the same time (just prior to the completion of the Fiscal Year). This practice has proven to be a significant challenge for supervisors and managers, particularly those managers who have a large number of employees reporting to them. All of the members of the Focus Group are in complete agreement regarding their recommendation to management to change the scheduled completion of the annual performance appraisal to the employeesâ&#x20AC;&#x2122; Position Anniversary Date, thus spreading the appraisal completion and discussion over the entire year. As the facilitator or the Focus Group, I discussed this recommendation with all of the Department Heads and Managers. So far, everyone who has voiced an opinion is in complete 1

agreement and sees only positive advantages in making this change. It should be noted that this practice has been in operation with our police and fire employees for many years and (I am told) works very effectively. But now comes the problem of making the transition for civilian employees from doing the appraisals all at once (and the resulting performance step raises being provided all at once) to spreading them out over the year. The most significant issue to be addressed in this transition for civilian employees is related to the performance step raise eligible employees have been receiving all at once each July as a result of a satisfactory appraisal. In making this change some employees will be able to receive their step raise early in the fiscal year and some will not receive the step raise until much later (based on their position anniversary date. Once the transition is complete and we have a full year of experience with the new schedule, this problem goes away. So, the question becomes, how can we make this transition more palatable to employees, particularly to those whose Position Anniversary Date falls in the latter part of the fiscal year?. To achieve this transition, we are recommending a 3% adjustment to our entire salary scale for civilian employees. This scale adjustment is recommended to become effective with the first paycheck received by employees in the new fiscal year. (As a side note, I will point out that we have not made any across-the-board scale adjustment for civilian employees since 2007.) Following this 3% adjustment, we recommend we immediately begin implementation of the performance appraisal schedule change for all employees so that employeesâ&#x20AC;&#x2122; annual performance appraisals are completed around the time of the position anniversary date and are accompanied with the related 2.5% (average) performance step raise for eligible employees. We have carefully looked at the cost of making this transition. Total budgeted payroll expenses will increase by only 1.37% for ALL employees because of the increased personnel cost last year resulting from having 27 pay periods as opposed to the normal 26 pay periods. For the group of civilian employees affected by this transition, that percentage is slightly less and closer to 1%. I would be remiss however if I did not point out that the actual increase in employees wages when comparing per payroll amounts, is an overall increase of 5.26%. I believe I can truly say that, based on comments from all department managers (particularly those who are responsible for large departments) the increased cost is justified due to our commitment to making meaningful performance management more significant and productive. Salary and Benchmarking Study: Still on the subject of compensation, I did want to report the work done by Lisa Goodpasture and the comprehensive benchmarking she did for the majority of our positions. We gathered salary data from all of the major cities in Oklahoma in order to compare our civilian positions and salary ranges to the average of the other cities included in the survey. These cities included: Oklahoma City, Tulsa, Norman, Broken Arrow, Midwest City, Moore, Lawton, Enid and Stillwater. As part of this process, whenever we had concerns about comparability, Lisa requested and reviewed the other Cityâ&#x20AC;&#x2122;s job description to make sure we were looking at the applicable data. Once we reviewed all of the relevant information, if there was a significant discrepancy, we made recommendations to department heads to make changes that would bring these positions more in line with other cities in Oklahoma. This process 2

effected a range change for only 16 of our 202 civilian positions. All of the cost related to these recommended changes is included in the proposed budget. New Positions: Each year, for many years now, the Personnel Review Committee meets to consider requests for new positions and, based on those requests, make recommendations to you for approval. This committee is made up of approximately eight members of our “middle management staff” along with our Assistant Human Resources Director, Lisa Goodpasture, and me, as the chairperson of the committee. The use of this committee has proven to be very effective. For a number of years, based on our new economic reality, we have approached the issue of consideration and recommendation of new positions in a very conservative manner. At the same time, a number of department heads have made recommendations to eliminate or to not fund approved positions when they become vacant, based on existing needs and declining revenues. During this same period of time, we have continued to provide the same high level of service to our citizens and our community. This year, as shown on the attached chart, we received eleven (11) requests for new full time positions and are recommending the approval of six (6) of these requests. Three (3) of the additional positions being recommended are custodial positions in our Facility Maintenance Department and are replacing the contracted services that have been in place for a number of years. Based on bringing this service back in house, we anticipate we will be able to provide more efficient and productive service to our departments this group serves. The money that would have been paid to the contractual service will be used to offset approximately 87% of the cost of the salaries/benefits for these positions in the year 2012-2013. All of the cost related to these recommended new positions is included in the proposed budget. Health Insurance Benefits: Last year we changed providers for our employee health coverage, our prescription plan coverage and for the administration of our Flexible Spending Account (FSA). These changes became effective January 1, 2012. The transition to our new providers is continuing and we have every reason to believe at this time that these changes will allow us to continue to provide our employees with excellent health benefits along with our expected high level of service. Healthcare costs and all services related to those costs continue to increase. However, we are seeing an increasing awareness and a sense of ownership from employees regarding the need to be vigilant in the use of those benefits. For instance, we have seen a significant increase in the use of generic drugs which has reduced our overall prescription cost. Our costs have not met the level of the “market trend” as reported by our providers and consultants. As a result, we had no increase in premiums this year for either the employees’ premium or for the City’s contribution. At this time we do not have enough information to determine if that will continue for 2013. We continue to use the services of the healthcare consulting firm, McGriff, Seibels & Williams which has proven to be an invaluable resource in our efforts to contain costs and to assist us in making sure we get the best, most cost effective service from our vendors.

Training: We continue to place a very high priority on training and have provided many opportunities for employees at all levels within the organization. We have been extremely pleased with the opportunities and accomplishments we have achieved through our partnership with Francis Tuttle. In addition, we have continued our relationship with the Strategic Government Resources (SGR) Group, a consortium in North Texas that specializes in providing high quality training specifically for municipal employees. Some of the training we have provided to our employees through SGR includes:  An eleven session supervisory course for supervisors: Fifty-five employees have successfully completed this training. Twenty employees are enrolled in the current class..  An eight session customer service course: Nineteen employees have successfully completed this training with fifteen in the current class.  A four session class for “Lead Workers”: An average of five to six employees has previously attended these classes. Eight employees completed this class this year.  We have five Edmond employees currently enrolled in a new Management series being held in Midwest City. Since the inception of these programs, we have been able to provide municipal specific in-depth training in these areas for our employees. In addition, there have been a number of one-time training programs provided by SGR. Our collaboration with this group continues to be a successful and productive opportunity to provide quality training for our employees. The feedback we get from past and current participants is very positive.

CAPITAL OUTLAY

20,000 300,000 100,000 100,000 250,000 60,000 110,000

Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund Parks Tax Fund

Fire Public Safety Limited Tax Fire Public Safety Limited Tax Fire Public Safety Limited Tax Fire Public Safety Limited Tax Fire Public Safety Limited Tax Fire Public Safety Limited Tax Fire Public Safety Limited Tax Fire Public Safety Limited Tax Subtotal Fire Public Safety Limited Tax Art in Public Places Fund Subtotal Art in Public Places

Disc Golf Improvements Development of Carl Reherman Park Additional Full Hook up Camp Sites @ Arcadia Lake Kicking Bird Tennis Court Resurfacing Splash Pad Johnson Playground Updates and Additions Refurbish Stephenson Playground Pavilion Redevelopment in Stephenson Park Hafer Tot Lot Playground Hafer Playground Circle New Playground by Pavilion - Rudkin Park Playground Equipment for the new Softball Complex yg q p p Begin Implementation of Park Master Plan Rodeo Grounds Bleachers Trail Development

Tree Replacement Rebuild Rear Retention Area Station #3 Emergency Generator Station #4 Training Facility Infrastructure Dive/Rescue Recovery Watercraft Thermal Imaging Camera Defibulator SCBA Airpaks

Community Art Capital Outlay Projects

161

Subtotal Parks Tax Fund

150,000 30,000 110,000 5,500 15,000 44,000 50,500 405,000

Asset Forfeiture Fund Asset Forfeiture Fund Asset Forfeiture Fund Asset Forfeiture Fund Asset Forfeiture Fund Asset Forfeiture Fund Asset Forfeiture Fund Subtotal Asset Forfieture Fund

Building Improvements Replace Target System for Training Center Command/Negotiator Trailer Truck Bed for Command tow veh Mule 4x4 Utility Veh 8 - L3 In car Camera Systems TerraStar Tow Veh

100,000 100,000

20,000 20,000 45,000 15,000 35,000 12,000 80,000 180,000 407,000

15,000 100,000 1,155,000

100,000 ,

649,272 649,272

General Fund - Street & Alley Subtotal General Fund

Street Rehab Resurf & Reconst

FY12-13

Fund

Description

10,000 10,000

60,000 72,000

60,000 92,000 30,000 30,000

12,000

300,000 645,000

45,000

12,000

20,000

450,000 1,200,000

50,000

300,000

300,000 100,000

630,000 630,000

FY14-15

630,000 630,000

FY13-14

Five Year Capital Outlay by Funding Source

60,000 60,000

300,000 900,000

400,000

200,000

630,000 630,000

FY15-16

60,000 60,000

300,000 300,000

630,000 630,000

FY16-17

Capital Improvements Fund Capital Improvements Fund Capital Improvements Fund Capital Improvements Fund Subtotal Capital Improvements Fund

Handicap Access Imp (CityLink) Bike Committee - Pilot Project

2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund Subtotal 2000 Capital Impr. Tax Fund

PWA Electric Utility Fund PWA Electric Utility Fund PWA Electric Utility Fund PWA Electric Utility Fund PWA Electric Utility Fund Subtotal PWA Electric Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund

Capitalized Consulting Costs Street Rehab Resurf & Reconst 2nd & Bryant Intersection Improvement 15th & Broadway Intersection Imp. 33 & Broadway Intersection Imp. Covell Parkway Development Kelly - Covell to Coffee Creek Intelligent Traffic System Covell/I-35 - Infrastructure Covell/I-35 - Land Purchase Covell/I-35 - Conference Center Investment

Electric Distribution Construction Radio/Communication Equipment Machinery & Tools Testing Equipment Building Improvements

33rd Street Water Tower Painting/Rehab College Tower Painting/Rehab Rehab doors & paint College Pump Station Painting of the up flow clarifiers Multistart Pump Control System Lime drying bed Expansion Paint hand rails Annual Line Replacement

162

1996 Capital Improv Tax Fund 1996 Capital Improv Tax Fund Subtotal 1996 Capital Improv Tax Fund

Bridge replacement Bryant N of 15th Road widening 33rd & Coltrane to I-35

Traffic Control - School Zone Imp.

Kicking Bird Golf Driving Range Expansion

Fund

Description

80,000 2,931,171

800,000

2,500,000 675,000 61,000 12,000 115,000 3,363,000

2,000,000 1,000,000 2,000,000 2,000,000 4,800,000 17,502,197

3,100,000

102,197 2,000,000 500,000

217,339 115,169 332,508

375,000

100,000 75,000 200,000

FY12-13

2,275,764

2,828,000

2,832,000

2,648,737

130,000

800,000

2,800,000 10,000 6,000 12,000

2,605,397

14,309,106

2,800,000 10,000 10,000 12,000

500,000

105,397 2,000,000

60,000 150,000

90,000

FY14-15

500,000

10,000,000

109,106 2,000,000 1,500,000 200,000

60,000 150,000

90,000

FY13-14

Five Year Capital Outlay by Funding Source

3,052,000

18,000 250,000

2,828,000

2,800,000 10,000 6,000 12,000

2,112,242

112,242 2,000,000

60,000 150,000

90,000

FY15-16

3,632,929

250,000

2,828,000

2,800,000 10,000 6,000 12,000

2,370,000

120,000 2,250,000

60,000 150,000

90,000

FY16-17

PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund PWA Water Utility Fund Subtotal PWA Water Utility Fund PWA Solid Waste Utility Fund Subtotal PWA Solid Waste Utility Fund PWA Wastewater Utility Fund PWA Wastewater Utility Fund PWA Wastewater Utility Fund PWA Wastewater Utility y Fund PWA Wastewater Utility Fund PWA Wastewater Utility Fund PWA Wastewater Utility Fund PWA Wastewater Utility Fund Subtotal PWA Wastewater Utility Fund Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility

Replace existing pumps Danforth Booster Pumps Replace Lime Slaker Painting of Danforth Tower Replace chlorine hoist & trolly system Paint & Replace Heat Tape/Pipe Insulation Replace TOC Analyzer Hydrostop Unit replacement New Meter Installs Install VFCS for Well Rehab Well down hole pipe replacement Well Services Well Pumps and Motors Well House Wiring

Roll Off Containers New & Replacement

Grit Removal Replacement find screen Bypass Pump for Lift Stations Existing g Line Replacement p Phase 3 Rehab Chlorine and Sulphur Dioxide Feed Sys Fiber Cable for Communications Gate valve replacement

Cedar Ridge STS Pine Oak STS Washington STS Rankin STS Rustling Hills Drainage 29th St STS Morning Star/Crossbow STS Willowcreek Willowood Meadow Lake Drive/Brookhaven Place Taurus Dr. Flume/Craig Blvd Box Furniture/Office Equipment Capitalized Consulting Costs

163

Subtotal Drainage Utility Fund

Fund

Description

7,500 187,000 1,929,500

450,000 800,000 485,000

70,000 25,000 3,740,198

175,000 50,000 1,920,198 , , 1,500,000

19,000 19,000

50,000 115,000 85,000 17,483 170,000 205,000 55,000 4,613,654

30,000

75,000

FY12-13

239,000 1,659,217

306,800

663,417

450,000

2,195,080

40,000

2,155, , ,080

19,000 19,000

115,000 85,000 18,007 180,000 215,000 55,000 3,168,771

150,000

45,000 1,320,000

675,000

600,000

2,407,943

2,407,943 , ,

60,000 1,610,000

250,000

1,300,000

2,700,000

2,700,000 , ,

19,000 19,000

18,007 180,000 215,000 60,000 4,708,007

18,007 180,000 215,000 60,000 4,441,744 19,000 19,000

115,000

800,000

FY15-16

115,000

50,000

75,000

FY14-15

75,000

FY13-14

Five Year Capital Outlay by Funding Source

30,000 1,270,000

1,240,000

3,572,396

2,972,396 , ,

600,000

19,000 19,000

18,007 180,000 215,000 60,000 4,595,936

115,000

125,000

FY16-17

164

$ 123,444,348

FIVE YEAR TOTAL

$ 29,317,603

2,364,151

$ 18,178,425

2,397,278

218,068 2,179,210 , ,

236,717 2,127,4 , , 34 458,207 2,494,565 , ,

24,000 594,063

24,000 611,278

$ 38,371,501

Fleet Management Fund Fleet Management Fund g

Machinery & Tools Motor Vehicle Fleet Replacement p

500,000 10,000

500,000 20,000

525,000 20,000 5,500 24,000 653,650

13,500 46,563

50,000 58,000

8,000

FY14-15

11,000 56,278

57,000

7,000

30,000

20,000

FY13-14

15,500 63,650

Total Capital Outlay

Admin Support Services-Utility Customer Sevice Admin Support Services-Facility Maint. Admin Support Services-Facility Maint. Admin Support Services-I.T. Admin Support Services-Marketing/Channel 20 Admin Support Services-Civil Engineering Admin Support Services-Central Communications Subtotal Admin Support Services

Hand held meter reading units Air Conditioner Replacements City First Roof Mirrored Computer System Equipment Audio/Visual Equipment Upgrades Office Furniture due to ITS Radio/Communication Equipment

50,000 173,750

113,750 10,000

2,952,772

KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund Subtotal KickingBird Golf Course Fund

New Golf Cart Fleet (35 per year) Gas Utility Cart w/Range Enclosure Pull-behind Rough Unit Gas Cart 4x2 Greens Mowers Trim Mower Greens Roller Utility Carts Utility Vehicle Fairway Mowers

FY12-13

Subtotal Fleet Management Fund

Fund

Description

Five Year Capital Outlay by Funding Source

$ 18,617,723

2,255,468

222,450 2,033,018 , ,

24,000 595,006

500,000 10,000

11,000 50,006

50,000 50,000

FY15-16

$ 18,959,096

2,427,764

226,921 2,200,843 , ,

24,000 736,000

190,000 500,000 10,000

12,000

FY16-17