City of Edmond, Oklahoma, Budget and Financial Plan Fiscal Year 2013-2014 by City of Edmond

City of Edmond

Budget & Financial Plan Fiscal Year 2013-2014

THE CITY OF EDMOND, OKLAHOMA BUDGET FY 13-14 TABLE OF CONTENTS INTRODUCTION: Budget Message............................................................................................................................................... I â&#x20AC;&#x201C; XIV

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 13-14 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 13-14 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 13-14 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 – 160 CAPITAL OUTLAY .................................................................................................................................... 161 – 164

Honorable Mayor and Members of the City Council: This extensive document outlines the proposed annual budget and Five‐Year Financial Plan for the City of Edmond. July 1, 2013 is the beginning of the City’s new fiscal (budget) year, and the five‐year plan represents fiscal years 2013‐14 through 2017‐18. The new fiscal year will be the seventeenth consecutive year that our organization has prepared and more importantly utilized a true multi‐year financial plan. It remains our goal to continue the synergy between the individual strategic plans of our 41 different operating units and the annual Strategic Plan updated by the City Council. This organization is fortunate to have Finance Director Ross VanderHamm as our point person for the direction of our multi‐faceted and detailed internal budget preparation process, which actually begins in October of each year. Assistant Finance Director Kelly Neal also provides critical assistance and support throughout this process. We also appreciate the involvement of our City staff from the various operating units. We remain committed to our internal mission of Trustworthy Service through Continuous Improvement. We are making progress in creating an internal culture that features an ongoing awareness of our mission that permeates everything that we do. The seven core values of this organization (Customer Service, Integrity, Teamwork, Accountability, Professionalism, Communication and Innovation) remain unchanged. THE “BIG PICTURE” Next year’s proposed budget includes $266,374,954 in total estimated costs, which is an increase of 18.97% from this year’s budget – primarily due to the construction of the $35m Public Safety Center project. Edmond has been very fortunate to have much greater revenue (sales tax) growth this year than projected, as through the first ten months sales tax collections are 14.6% above last year, as compared to a conservative 3% annual budget projection. We will almost certainly end the current fiscal year with a double‐digit growth percentage. However, we believe this year’s growth is somewhat of an anomaly resulting from a couple of factors, and we have no intention of moving away from our long‐term conservative approach to revenue forecasting, which continues to serve this organization well. The sales tax projections for the FY 13‐14 budget year and all five years of the Plan are identified in the “General Fund: Revenues” section that begins on the next page. The City of Edmond continues to rely heavily on the sales taxes approved by local voters in 2000, which includes both the Public Safety sales taxes for Police and Fire operations and the sales tax for capital improvements. The public safety taxes feature a 1/8 cent for Police and a ¼ cent for Fire, and the tax for capital improvements is an extended ¾ cent that was originally approved in 1996. In addition to the public safety sales taxes, it must be remembered that virtually two‐thirds of all General Fund revenue (66.8% of $44,484,159) is also automatically allocated to police and fire operations.

A year ago on April 1 the total city sales tax rate increased from 3.25% to 3.75% due to voter approval of five‐year funding for a new Public Safety Center project. As a result, this half‐cent increase also raised the overall rate to 8.25% when the 4.5% allocation to the state is included. Fuel costs remain one of critical general components of the City budget, and it also remains a challenge to develop estimates in such a rapidly‐changing environment. A budgeted increase of 8‐10% is included in the $1,300,000 total estimate, with the caveat that mid‐year adjustments will also be made if needed. CITY COUNCIL STRATEGIC PLAN The City Council held a workshop on June 7 to update this annual plan, which features current and future goals, performance targets, and general Council policies. GENERAL FUND: REVENUES The primary revenue source for the General Fund remains the City sales tax. The City of Edmond depends on this single source of revenue to an extreme degree, more than many other Oklahoma cities that have authorized a limited amount of dedicated property tax (ad valorem) for capital projects to help diversify their revenue streams. This over‐reliance on sales tax will have to be addressed at some point as part of more appropriate long‐term revenue strategy. Based on several factors it is apparent that the Edmond economy is now in the third year of a resurgence from the national and local downturn. As noted earlier however, we need to remain conservative in projecting future revenue growth. The sales tax growth for the 13‐14 budget is estimated at 6%, with 5% projections for the outer four years of the Plan. Please note that next year’s projection is based on last year’s actual totals, not this year, because of the abnormalities of the current revenue picture. The need to increase and maintain the percentage of unreserved fund balance in the General Fund has been an ongoing priority for several years. In the annual Performeter rating of the City’s comparative financial health prepared by Crawford and Associates, a “minimum responsible level of 10%” is recommended. As identified in the Fund Budget Summary on page 9, this percentage is estimated at around 14% for next year, with the outer four years estimating levels near or above this threshold. The strong resolve to maintain an adequate GF fund balance is evidenced by the Council’s adoption of a formal reserve policy. An increase of approximately $1,342,149 in GF revenue next year will result from the projected 6% increase in sales tax collections. It should be remembered that the automatic transfers to the Police and Fire funds mean that both of these operations will also share proportionately in this additional revenue. No expenditures have been taken from the City Council’s contingency fund (Reserve for Council Special Projects) this year, and a $100,000 allocation is continued for all five years of the Plan. We will continue to see very limited income from City investments as dictated by the financial markets, and next year this amount will remain basically the same at $65,000 for the General Fund. GENERAL FUND: EXPENDITURES The 2000 Public Safety Sales Tax provided for automatic transfers of two‐thirds of most GF revenues to the Police and Fire Public Safety Limited Tax Funds. In the 13‐14 budget the Police allocation of 36.8% will be $16,370,171, and the Fire allocation of 30% will be $13,345,248. ii

OUTSIDE AGENCIES Social Agencies and Community Enrichment Last year the long‐term process used to determine the allocations to outside allocations was revised, and the new categories of Social Agencies and Community Enrichment provide for more meaningful grouping of the various entities (pages 22‐23). The Community Agency Review Commission continues to do an outstanding thorough review of all these programs and their funding recommendations are included on pages 24‐25. The funding cap for both categories is 3.2% of the estimated sales tax collections from the current year. The maximum allocation for Social Agencies is 1.44%, and it is 1.76% for Community Enrichment. These two budgets include sixteen entities that are identified on the noted pages. Community Enrichment/Development Two programs are included in this budget, and they include: ‐‐Airport (Guthrie/Edmond Regional Airport—GEOPORT): $100,791 ‐‐Edmond Historic Preservation Trust: $25,000 Guthrie/Edmond Regional Airport This partnership between Edmond and Guthrie for the joint operation of the airport has been going for nine years, and both cities equally share operating and capital expenditures. The two cities operate within two different fiscal years, as our year starts July 1 and Guthrie’s starts October 1. This creates an annual challenge in budget preparation. The airport budget for next identifies a maximum amount of $100,791 for each community, resulting in a total budget of $201,582. Each city will provide $88,333 for operating expenses and $12,458 for capital expenditures. The proposed budget reflects a decrease of 60% from the current year ($165,675). The airport is still pursuing new corporate hangars as the primary goal, along with the need to increase long‐term revenue from airport operations. CITYLINK Public Transportation Program Edmond’s CITYLINK public transportation service (page 26‐27) was initiated almost five years ago and includes four local routes, one express route to and from OKC that runs 12 times per day, and an on‐ demand paratransit service. This program has been very successful, as total ridership has increased by almost 300% since we initiated our own service, and last year the total ridership was over 235,000. The on‐demand, door‐to‐door paratransit service has been particularly popular with local residents. However, the cost of providing public transportation services continues to go up with the increased demand, and we are concerned about where the additional funding will come from. Our staff has been very successful in taking advantage of all available grant funding to help leverage the total program costs. Part of the funding problem involves grant programs that we have relied upon are now either being targeted for elimination or having their federal allocations significantly reduced over the next couple of years. iii

UCO continues to provide the funding for the “Broncho Bus” ($200,437) which operates in and around the campus area. While the net City budget this year for CITYLINK is $898,679, the revised actual net cost is $1,096,673, a 22% increase. Next year’s budget should be basically the same, at $1,096,259 but only after a first‐time allocation of $50,000 from the Community Agency Review Commission. It needs to be remembered that the entire City funding for this program comes from the General Fund. Our primary concern involves the trending of revenues vs. expenditures, and we recently discussed this situation with the Transportation Committee as well. As a result, next year’s proposed budget includes a $35,000 allocation to hire an outside firm that will identify potential additional revenue options for CITYLINK. We believe there are several options that are utilized by other transportation services that should be explored, through the Transportation Committee. In addition, we will of course continue to pursue all grant opportunities that might be available. Our staff is also continuing to expand the utilization of various alternative fuels as part of our Sustainability Program that should help reduce fuel costs. In addition to using natural gas, we are currently involved in converting several vehicles to propane gas. We are confident that the long‐term funding picture for CITYLINK can be significantly improved by using the appropriate revenue enhancements to insure the long‐term viability of this very popular program that provides an important public service. Electric Economic Development Fund This fund was created ten years ago to earmark allocations from the electric utility that would provide an initial set of economic development financial enhancements that would facilitate the growth and expansion of existing and new businesses in Edmond (page 44‐45). The entire funding to date has been provided by Edmond Electric. Next year’s budget will include another $100,000 allocation as is included in the current budget. This funding for 13‐14 includes both $50,000 from EE and the General Government budget in the General Fund. There have limited expenditures from this fund in recent years, but that is anticipated to change as the new Economic Development Incentive Policy evolves. Public Safety Limited Tax Funds Police Department The healthier local economy has certainly had a positive impact on the public safety budgets as well, and this year the Police Department will receive over $1.1M in additional non‐budgeted revenue from increased sales tax collections. Such additional revenue has served to stabilize the PD budget over the last couple of years (page 63‐64). We are committed to returning to the full number of authorized sworn officer positions, and in April our third local academy class graduated five new officers. A Staffing and Deployment Study will be conducted next year to identify upcoming needs associated with the new Public Safety Center.

The Materials category doubled for next year due to several major expenses: New laptops $540,000; rifle replacements $44,000, and $50,000 for Digital Ticketing Startup. The construction of the new Public Safety Center project will soon be underway, funded by a five‐year half‐cent sales tax approved by voters in 2011. A new main police facility will be constructed, also including a new facility for the Public Safety Communications Department. An auxiliary facility will be also be constructed that will provide for large vehicle and equipment storage, evidence‐based storage, a department lab and other related functions. A 22‐month construction time frame has been identified. Fire Department The Fire Department budget (page 61‐62) has also been enhanced by the positive local economy, noted by the large reserves in all five years of the Plan. A nine‐person new firefighter recruit academy class has been initiated, the first in several years and needed to replace existing vacancies. A comprehensive workload and staffing analysis of the Fire Department should be under contract by the end of the current fiscal year. As with the earlier study in the Police Department, this study is funded from the General Government budget in the General Fund and not the Fire Department. The Reserve Committed for Other Purposes will continue to be funded for all five years of the Plan, including $1M for Contingency/Disaster Relief and $200,000 for Technology. Administrative Support Services Fund This fund includes the sixteen internal departments that provide the support services for the City departments that directly deliver services to our citizens (page 112‐155). “Cost allocations” are the internal charges to the direct service departments that fund these operations. These charges are reviewed and extensively discussed each year with both the internal and external departments as an integral part of the budget process. This review has been facilitated by the same external consultant for several years. The actual cost allocations are budgeted as “Transfers In” for the sixteen support departments and as “Transfers Out” for the direct service departments. This results in an accurate direct cost, by function. EDMOND PUBLIC WORKS AUTHORITY Right‐of‐way Use Fees An annual charge is assessed to all City utilities except Solid Waste and Drainage for the use of City rights‐of‐way (ROW). This is done to identify a cost of doing business that is more comparable to private utilities. This fee has remained at 5% for the past seven years, which was the rate recommended by an outside study in the 99‐00 budget. However, this fee should be re‐evaluated from time to time, and in the 13‐14 budget an updated study will be funded by the Finance Department. It is anticipated that some adjustment is likely in year two of the Plan, based on the results of the study. Next year’s budget includes $5,066,606 in ROW use fees. v

Electric Fund The City’s own electric utility, Edmond Electric (EE), has provided consistent and reliable electric service to most Edmond residents for over a hundred years, while providing very competitive rates (page 92‐ 93). Both our City organization and the community have also benefitted from EE’s continuing support of general government operations in the General Fund, and this has consistently been provided without neglecting the ongoing necessary maintenance and infrastructure expansion that is needed for our electric system. EE will support the GF in amount of $6,072,450 in the 13‐14 budget, which includes both $2,622,018 in a direct transfer and $3,450,432 in right‐of‐way use fees. Such assistance has allowed the City of Edmond to avoid any increases in the general sales tax rate in the General Fund for many years. An electric utility involves a complex budgeting process that includes many factors such as wholesale power costs, retail rates, growth, and maintenance requirements. A conservative approach is continued in next year’s budget. An increase in wholesale power costs accounts for most of the 5% increase in expenditures, as well as most of the 6% revenue increase. Please note that years four and five of the Plan reflect negative fund balances in the Electric Fund, which of course will not occur as we will not recommend a negative budget. However, our multi‐year financial plan allows us to have an advance awareness of the need to review this situation. In the next few months a potential Cost of Service study will be reviewed with the City Council, and it is anticipated that such a study will occur in the next budget year. It is critical to continue an aggressive marketing strategy for Edmond Electric that emphasizes the major benefits that result from a locally‐owned, reliable, competitive electric utility, not only to our community in general but also the important financial support of the General Fund. Two current major City projects (the Public Safety Center and the Recreation and Aquatic Center) are excellent examples of ongoing efforts to promote ways to balance our usage of electricity as one way to improve EE’s overall performance. Both of these projects feature geothermal support of the climate control systems. The reduced energy consumption will not only provide significant long‐term energy savings, but will also help to balance the total energy demand for the system, reducing the need to purchase additional power during the summer months. We will aggressively market the geothermal concept to all new developments. EE also continues to provide the bulk of funding for the Edmond Economic Development Authority (EEDA). Next year this amount will increase 12.5%, from $470,000 to $528,750. This increase is basically needed to maintain an adequate reserve in the EEDA budget. Water Fund The City’s drinking water system includes nearly 500 miles of distribution lines, 56 water wells, and the Arcadia Lake treatment plant (page 94‐95). The 13‐14 budget will be the fourth year of a 5‐year rate adjustment design that includes annual incremental increases. The increases have been needed to address major capital needs, including both infrastructure improvements (including replacing forty‐year old water lines) and the development of new water sources. A comprehensive Water and Wastewater Master Plan is currently being developed and should be completed this summer. This plan will: identify planning level direction to the “build out” of Edmond for both systems, provide updated design models, identify capital improvement needs, and develop an vi

updated capacity fee study. The plan will help avoid problems associated with future development occurring with inadequate infrastructure. A recent yield study for Arcadia Lake identified a 60% increase in available water supply, and this information is now being reviewed by the Oklahoma Water Resources Board. Staff is evaluating how to best utilize the additional capacity. The water well rehabilitation program continues to move forward in accord with earlier direction regarding ground water supply. The City of Edmond continues to place a high priority on water conservation, and work has been initiated on the conservation measures identified in the plan. The City is now participating in a regional mandatory water conservation plan that was developed by Oklahoma City. The adoption of a standard schedule used throughout the area will help eliminate confusion among residents as to when to use their outdoor watering systems. Water revenue will increase slightly, in large part because of the year‐four rate increase (2.09%). Expenditures will remain basically stable. The Water Fund continues to provide annual support for general City services ($1,243,013) through a combination of ROW use fees and operating transfers. Wastewater Fund The operation of the Coffee Creek Wastewater Treatment Plant and the maintenance of over 400 miles of lines, lift stations and other wastewater facilities is funded through this budget (page 96‐97). As identified in previous years, major capital improvements are needed for the plant and conveyance system in the next several years, with an estimated cost of around $20M. This year the staff completed their review of two options for these improvements, and it was decided to move forward with improvements to our own system. The master plan recommended a hydraulic expansion at the plant and interceptor. Although engineering funds to design these projects are included in the current budget, no funding for the actual projects has been included in any year of the Plan. It is anticipated that this funding will come from a revenue bond, and the debt will be serviced through the current annual rate increases. Two additional major capital improvements involve the replacement of the Spring Creek and Chisholm Creek lift stations, and these projects are expected to cost an additional $35M. The master plan will identify timelines for these projects, and these costs will also be bond‐financed. Revenue will also increase in this fund because of the fourth year rate increase (6.75%), and expenditures will decrease significantly because of reduced capital outlay (‐27.69%). Both ROW use fees and an operating transfer will continue to be used from this fund to help fund general City services ($611,015). Solid Waste Fund This fund (page 96‐97) provides for collection and disposal services for over 28,000 residential customers and over 1,900 commercial customers. These services are entirely funded by user fees. Progress continues in evaluating the possibility of initiating a City‐operated composting program. An Implementation Plan will soon be completed as the initial follow‐up to last years’ feasibility study, and staff will then review the costs involved for an initial phase of this program. The first phase might vii

involve the construction and operation of a drop‐off site next to our Coffee Creek Wastewater Plant west of Arcadia Lake, and such a site would provide for both receiving and drop‐off of compost materials. However, the composting design has grown in complexity due to EPA regulations concerning leachate and storm water runoff. As a result the Public Works Department has transferred the design coordination to the Engineering Department, and detailed design and cost estimates are anticipated during the next budget year. This program will need to pay its own way through a rate increase. A low‐interest loan through the State Revolving Loan Fund is one option that could be used for the capital costs, and this debt would then be serviced by the rate increase. An enhanced recycling program was recently approved that will begin with the new fiscal year. The upgraded program will feature full‐size carts with lids and rollers, the inclusion of cardboard into the recycling stream, and an every other week curbside pickup. Funds have also been allocated in the 13‐14 budget to conduct a solid waste rate study, as a significantly reduced balance is identified in the fifth year of the Plan. The decline results from the needs of a growing community which will require an additional truck and route, and the need to replace aging equipment. This utility is not charged a ROW use fee, but it will continue to help support the General Fund through an operating transfer of $342,228. Drainage Fund The sole revenue source for this fund (page 102‐103) is a monthly service fee charged to all utility customers ($3 for residential), and inadequate revenue is an ongoing concern. This fund provides for the remediation of actual and potential storm water damage, and also the operation of the storm water quality program. Although a significant reserve is identified, it is misleading because it results from continually having to defer major capital projects until adequate funds become available in a particular year. Available revenue will decrease by ‐18.39%, due primarily to a reduction in the reserve amount for the funding of a project as just described. Expenditures will increase substantially (29.9%), as it is finally possible to fund the much‐needed Willowood Drainage project in the area of 2nd and Coltrane, due to a $2.4M federal grant. The City’s share is estimated at around $800,000. Design work for both the Cedar Ridge and Morning Star/Crossbow projects are substantially complete and easements are now being acquired. The Coffee Creek Drainage Basin Study took much longer to prepare than anticipated, but the draft report should be available in the next few months. Arcadia Fund Recreational opportunities at Arcadia Lake are financed through this fund (page 100‐101). The underlying goal is that the fees charged will provide enough revenue to pay for the operating expenses of this particular activity. The proposed five year budget shows that the Fund will be able to cover the operating expenses all five years. The Lake has enjoyed a growing attendance as more people discover viii

the variety of activities available to the patrons. It is an exciting time at the Lake as we look to make significant new improvements to serve our growing number of customers. Carl Reherman Park is ready to move forward with phased construction over the next three budget years with funding from the Park Tax Fund. This new park will provide a new daytime usage park for picnics and an additional boat ramp with boat parking. Another significant project is the construction of a paved trail along Spring Creek from I‐35 to Spring Creek Park. The proposed 18’ trail is expected to be under construction in August of 2013. This particular trail is anticipated to only be the initial leg of a trail system that will circle the lake. Private fund raising is proceeding to build this trail that will provide a significant distance of off‐roadway biking and running on a paved trail. We see this additional trail as a remarkable regional attraction for users of the Lake. The fifth year of the plan shows nearly a $260,000 reduction in the revenue bond transfer. These revenue bonds are for the recreation improvements at Arcadia Lake. Money is transferred from the General Fund to make this payment which continues until 2024. This reduced payment level will continue until the bonds are paid off. Golf Course Fund The City’s long‐term goal for the Kickingbird Golf Course (page 108‐109) has been that the facility would pay its own operating expenses as an enterprise fund. We have used the Park Tax to assist in some of the capital funding of equipment and course improvements. There is subsidy assistance from the Park Tax for the second and final year of a limited assistance ($100,000) that has been used to create an equipment replacement account that will provide the initial funding for inclusion in the fleet lease program. This subsidy assistance allows for all our golf equipment to become a part of our fleet lease program. This will level out the payments for this type of equipment and allow those funds to come from the operating expenses of the Golf Course Fund. The golf course continues to be operated in a businesslike manner in a competitive environment. Our staff is also committed to growing the sport by providing recreational services through youth golf opportunities, family night events, and tournaments that accommodate participants of all ages and skill levels. We are also actively working to find a private partner in the development of an indoor training facility to be a part of a driving range expansion and improvement. We see year‐round opportunities for the instruction of golf and attracting new players to our course with the development of this facility. Park Tax Fund The financing for this fund (pages 83‐84) is the ongoing 1/8 cent sales tax for parks that has primarily been used for capital improvements. After being initially approved by voters in 1992, this tax was expanded in 2000 to include all City parks. Regular replacements and upgrades to playground equipment in all our City parks are financed by this tax. This fund has also provided capital funding support for major improvements at Kickingbird Golf Course and Arcadia Lake. It was previously noted that the fund is assisting the golf course in moving all its equipment into the fleet lease program. The major funding projects include the first of three years of funding improvements to develop Carl Reherman Park, ball field lighting for the Edmond 66 Park and landscaping improvements around the new Edmond Recreation Aquatic Center in Mitch Park. A new golf maintenance facility is identified in the second year of the plan to replace the existing building. A new park master plan has just been completed for the community. Large reserve funds are being accumulated in the outer years of the five year plan. This was intentional to give us time to review the ix

suggestions in the master plan and then determine projects we want to initiate in the coming years to address needs identified in the park master plan. Parks Special Events Fund Revenues and expenses of the special events sponsored by the Parks Department are accounted for in this fund (pages 46‐47) which was created three years ago. Such events include the Cardboard Boat Regatta, North Pole Holiday and the Celebration of Children to name a few specific events. These activities are designed to provide quality recreational value while paying most of their expenses to stage these special activities. We work to keep the participation fees nominal with event sponsorships. Revenue from pavilion rentals is included in this fund to provide supplemental revenue when the fees and sponsorships do not cover the full costs. Of note, the pavilion rental income was down significantly in 2012‐2013 because of the construction of the Edmond Recreation Aquatic Center closing the pavilion in Mitch Park because it was in the construction area. Ambulatory Services Fund Edmond participates in the EMSA (Emergency Medical Services Authority) regional ambulance service and this fund (page 71‐72) accounts for the City’s annual subsidy. For the past four years our subsidy has been financed by a $3.00 monthly charge on residential utility bills instead of an allocation from the General Fund. Out‐of‐pocket expenses for the TotalCare ambulance service through EMSA are covered by this monthly charge. All residential customers are automatically enrolled in this program, and the month of October is used every year as the period when people can opt out of the program. However, residents who choose to opt out will then be responsible for these ambulance expenses, which are significant and currently start at around $1,800. Two major benefits resulted from the conversion to a utility bill charge, which has also been adopted by most or all other participating cities. TotalCare ambulance charges have been reduced for our residents, and the financial pressure on our General Fund has also been significantly reduced. For the next budget year the EMSA subsidy request (Appendix A) has increased by 9.2%, mainly due to an increase in capital spending of $2,567,000, including the replacement of ten units at a cost of $1,600,000. It is important to realize that cost increases for ambulance service are annually occurring in most if not all other providers throughout the country. The $3.00 charge has not been increased since it was initially established four years ago. The intention at that time was that this amount would hopefully be sufficient for a period of five years, and we will achieve that goal next year. However, negative fund balances are identified in the final four years of the Plan, so an increase will be needed at the start of the second year of the Plan. Capital Improvements Fund—General Fund This fund provides limited capital funding in only the next budget year for specific needs (pages 73‐74). Last year the City Council set aside $200,000 for the driving range improvements. This involves the partnership opportunity to fund an indoor teaching facility on the range which was previously mentioned in the Golf Course Fund. We are hoping to solicit a private sector partner and proceed with this funding in the budget year. $100,000 is also being set aside to identify and develop specific projects related to the Bicycle Master Plan. $60,000 is included for the continuance of School Zone Improvements.

1996 Capital Improvements Fund One of the two remaining projects in this fund (pages 77‐78) will be completed in the current budget year, the Bryant Bridge replacement north of 15th Street. A limited fund balance ($304, 691) will remain for the next budget year. The 33rd Street widening project from Coltrane to I‐35 is the last project to be accomplished, and the remaining funds will not be sufficient to provide the City match for this project. This project has been moved back several times in the state (ODOT) funding cycle because of reductions in both traffic volume and accidents. ODOT has now scheduled this project for their fiscal year that begins in October of 2014, and the additional amount and source of City matching funds will need to be determined at some point before that time. The remaining balance will be used for various sidewalk projects included in the 1996 voter‐approved referendum. 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 construction projects that have been in the planning and development phase will be completed in the budget year. This includes the Edmond Recreation Aquatic Center which is being financed with major funding support from the Edmond Public Schools and the YMCA of Greater Oklahoma City as partners in this development. The new adult softball complex in Edmond 66 Park will also take shape and be completed in the budget year. Another major phase of Covell from Mitch Park to Thomas Drive and Kelly between Danforth and Covell was completed in FY12‐13. Additional work on Covell and Kelly are included in the 5 year capital plan. Kelly’s next section for improvement will occur in the budget year from Covell to Coffee Creek. The next phase of improvements on Covell move to the I‐35 interchange, with roadway improvements planned from Fairfax Boulevard to the west exit/entrance ramps on Covell at I‐35. All these projects were initially identified in the long‐range planning done prior to the adoption of the sales tax in 2000. The projects comprised in that list have virtually been completed. There still remains work to be completed on Covell that exceeds the current five year plan. As the community continues to grow and develop east of I‐35 and west of Santa Fe on Covell, roadway improvements will become priorities as property development intensifies on each end of this major arterial corridor. 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. 33rd and Broadway Intersection improvements are also planned working with ODOT in the budget year. Additionally, $2m is set aside in the budget year for street rehabilitation, resurfacing and reconstruction with a 2.5% inflation adjustment added to the future budget years. 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 is proceeding with the city investment in the land and infrastructure installation. The investment into the Conference Center/Hotel project will be initiated in the budget year. The City has purchased the land for the sports complex and will lease the land to the complex xi

developer for the construction on this new community sport facility. The maximum city investment in this economic development project will be $11M. The result is projected that $9M will be repaid over to the City from the development groups and we are developing new retail opportunities for additional sales tax collections along our I‐35 corridor. Just prior to the start of the new budget year a bond issue was initiated in the amount of $13.7M. This was the first 10 year bond issue for the fund and was secured at an average interest rate of 1.633%. If interest rates remain lower, we will probably be refinancing a couple of other outstanding bond issues in this fund over the next two years. Past refunding issues have resulted in additional cash revenue for the fund of around $1M per refunded bond issue. 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 fund was created last year and accounts for revenues and expenditures associated with the design and construction of the Public Safety Center project (pages 87‐88). The City began collecting the five‐ year half‐cent sales tax that will fund this project in April of last year. Bids for the construction of the project will be considered for award in July of this year. The project is anticipated to take 22 months to construct. The usage of the new Public Safety Center will begin around May 2015. A budgeted amount of $33,665,046 is included in FY13‐14 for construction costs. Art in Public Places Fund This fund provides for the public financing of public art in Edmond (page 79‐80). The program features a public/private partnership that includes a dollar‐for‐dollar match, and several pieces of art are placed around the community each year. The Visual Arts Commission has again requested a $100,000 allocation for next year, and this amount is included. These funds will be spent only as matching funds are privately donated. The Utility Bill Check‐off Program is another part of this fund, and these donations are collected from utility customers who choose to participate. All five years of the Plan continue the annual $3,000 allocations. The third component of this fund is the City’s contribution of up to 1% to public art for municipal construction projects over $250,000 as authorized by ordinance. Hospital Sale Trust Fund In 1982 the City sold the hospital facility now known as OU Medical Center Edmond, and this fund accounts for the proceeds of that sale (pages 65‐66). This fund was created in 2003, and a portion of the accrued interest has annually been transferred to this fund. Voter approval is required to spend any of the principal, and in the fall of 2011 voters approved a loan of the principal amount ($7,098,616) to provide interim initial financing of the Public Safety Center project. The full principal amount will be repaid from the proceeds of the five‐year half‐cent sales tax that was also approved to fund the project. This repayment will be made in annual $1.85M increments beginning in the FY14‐15 budget year, and the entire amount will be repaid no later than the end of the fifth year. xii

Real Property Fund This fund (pages 67‐68) was established ten years ago to provide for the purchase of property for City use as needed, and the interest from the Hospital Trust Fund has been the only source of revenue. However, the remaining fund balance ($405,374) is allocated in the 13‐14 budget, and as a result there are no funds that have been identified for the purchase of property after the next budget year. Another source of revenue for this fund will need to be considered for the final four years of the Plan. CDBG Fund The annual operation of Edmond’s Community Development Block Grant program is provided for in this fund (pages 55‐56). Next year’s budget will be the fourth consecutive year that does not include a subsidy from the General Fund. (For several years a subsidy was included because of reduced federal spending, allowing the City to continue to provide the same level of these services.) Edmond is an “entitlement community” (over 50,000 population), and as such receives an annual federal CDBG funding allocation. Beginning in the 13‐14 budget this budget will be identified for one year only, as it is never known what this amount will be when the budget is prepared. Of course the federal fiscal year is different than ours (October instead of July), and only the funds that are actually received are spent. We have been notified that Edmond’s annual amount will be reduced by 5%, and that reduction is included. Edmond Convention and Visitors Bureau This operation became part of the City organization in 2004, and this fund was created at that time (pages 69‐70). The deficit situation from last year has been resolved, and that amount has been repaid to the General Fund. A re‐examination of budget goals and priorities has also occurred. Next year’s budget reflects minor increases in revenue and expenditures. Employee Pension Program This self‐funded program covers all City employees except police and fire personnel and the City Manager. The projected contributions are included in the individual fund budgets, but this program is no longer identified as a separate fund. While both the City and individual employees contributed the same 5.25% of salaries for many years, the City’s contribution rate began to increase nine years ago as investment earnings declined. However, the employee rate has continued to remain at 5.25%. The Employee Pension Board hires an actuary to annually evaluate the City contribution rate that is needed to maintain full funding. For the first time in five years this rate is recommended to increase, from 7.97% to 8.17%. Since future economic situations affecting this program can never be determined, the annual rate identified by the actuary is always used for all five years of the Plan. Even though progress has been made in recent years to reduce the City’s annual contribution rate back to the same 5.25%, the increase scheduled for next year is a good reminder that the annual evaluation of contribution rates could also result in some increase in the employee rate as some point in the future. xiii

The Pension Board will review the possibility of establishing some benchmark trigger for the employee rate, and a recommendation will be presented for the second year of the Plan. 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. Employee Group Insurance Fund The City’s self‐funded health insurance program remains the most important benefit for full‐time City employees (pages 116‐117). The City has provided the full cost of individual coverage for employees as well as 75% of the cost for optional dependent coverage for many years. However, beginning with the start of our current plan year last January, employees who select employee‐only coverage on the Enhanced Plan began paying $25 per month. It remains difficult to anticipate the financial impact of the major federal healthcare legislation that was passed a couple of years ago. As discussed in last year’s budget, we are still evaluating the possibility of initiating an employee health care clinic. This clinic would provide a more accessible, centralized, and less expensive alternative for our employees for initial minor medical treatment and consultation. The clinic concept has become more popular in both cities and in private companies in recent years, and our Employee Health Insurance Committee is still in the process of thoroughly reviewing this potential option for our organization. While a recommendation will not be ready to consider for the start of the next fiscal year, it is anticipated that a formal recommendation to initiate a clinic will be presented to you during the next six to eight months. As a result, an initial allocation of $800,000 is included in the 13‐14 budget, and annual allocations are included in all five years of the Plan. This funding will come from the Reserve for Other Restricted Purposes. We will of course have more information for you concerning this possibility. Conclusion The transparency, professionalism, and openness of the budget preparation process continues to be a source of pride for the City of Edmond organization that is important in our efforts to demonstrate to our citizens that we are good stewards of their tax dollars. This proposed budget and Five‐Year Financial Plan has been prepared to reflect our internal mission and our seven core values. There is a continual awareness in our organization that providing services is the reason for the existence of the City of Edmond. It remains my pleasure to work with an exceptional group of people who understand the true meaning of our basic mandate. Respectfully submitted,

Larry Stevens City Manager

xiv

THE CITY OF EDMOND, OKLAHOMA BUDGET SUMMARY - ALL FUNDS FISCAL YEAR 13-14 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 TOTAL ESTIMATED RESOURCES

34,773,233 1,638,812 1,233,189 2,161,210 6,047,473 69,000 209,404 46,132,321

5,929,397 548,097 929,032 132,500 149,702 7,688,728

20,595,604 15,551 419,850 118,000 21,149,005

1,317,852 117,819,122 644,200 548,107 120,329,281

2,055,600 4,250 36,776 2,096,626

22,007 11,259,436 105,500 133,272 11,520,215

61,298,234 2,186,909 2,573,048 2,161,210 138,126,214 1,375,300 1,195,261 208,916,176

3,071,011 100,000 7,769,456

21,451,684 1,800,000 -

21,098,616 27,205,456 25,884 -

12,978,793 48,643,450

511,861

15,321,253 2,603,623

21,098,616 80,028,196 1,925,884 59,528,391

57,072,788

30,940,412

69,478,960

181,951,524

2,608,487

29,445,090

371,497,262

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

2,084,360 1,543,174 2,875,350 1,205,000 1,827,711 1,469,253 -

34,317,062 454,695 7,934,530 -

139,186 33,665,046 4,201,672 5,921,421 4,800,000

769,848 100,366,953 528,429

1,652,208 66,979 -

29,343,498 3,910,254 3,537,694 6,658,446 -

31,567,044 73,435,536 9,499,078 10,664,115 2,282,406 107,025,399 9,470,762 5,328,429

11,004,848 , ,

42,706,287 , ,

8,780,793 275,000 57,783,118 , ,

8,046,392 109,711,622 , ,

1,719,187 , ,

43,449,892 , ,

16,827,185 275,000 266,374,954 , ,

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

29,500,785 3,302,100 32,802,885

29,715,418 29,715,418

618,800 618,800

29,995,622 6,033,733 36,029,355

100,000 17,965 117,965

31,262,611 31,262,611

29,500,785 63,731,940 6,033,733 31,280,576 130,547,034

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:

(29,500,785) (30,720,255) (163,024) (254,890) (124,485) (4,065,952) (4,436,186) (69,265,577)

(865,357) (475,500) (985,443) (3,805,317) (6,131,617)

(258,800) (3,522) (2,500) (5,206) (115,453) (385,481)

(29,500,785) (3,252,100) (5,875,159) (1,387,971) (825,042) (171,283) (6,228,417) (4,060,751) (51,301,508)

(158,574) (34,481) (1,300) (10,600) (188,080) (393,035)

(565,809) (461,624) (256,838) (1,785,545) (3,069,816)

(59,001,570) (34,231,155) (6,033,733) (3,020,164) (2,020,856) (1,553,855) (16,188,764) (8,496,937) (130,547,034)

TOTAL NET TRANSFERS

(36,462,693)

23,583,801

233,319

(15,272,153)

(275,070)

28,192,795

100,000 2,696,024 6,809,224 9,605,248

1,400,000 10,417,927 11,817,927

25,884 3,096,707 8,806,571 11,929,161

12,927,568 44,040,181 56,967,749

614,230 614,230

14,101,699 86,294 14,187,993

100,000 1,425,884 32,821,997 19,224,498 51,549,929 105,122,308

57,072,788

30,940,412

69,478,960

181,951,524

2,608,487

29,445,090

371,497,262

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

13.80% 50

27.96% 102

GENERAL FUND RESOURCES SUMMARY BY SOURCES

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

Prior Year Actual FY 11-12

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Current Year Budget FY 12-13

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

28,620,398 2,678,953 391,664 2,066,159 40,392

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

31,254,369 2,809,990 2,280,649 41,861

29,500,785 2,890,190 2,342,603 39,655

30,975,824 2,976,896 2,429,409 40,972

32,524,616 3,066,203 2,516,214 42,288

34,150,846 3,158,189 2,603,020 43,605

35,858,389 3,252,935 2,689,826 44,922

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

33,797,566

33,719,335

36,386,869

34,773,233

36,423,101

38,149,321

39,955,660

41,846,072

25,001 1,390,972 34,137

24,468 1,110,898 39,421

9,097 1,218,523 33,121

10,272 1,182,191 40,726

10,432 1,245,465 40,999

10,877 1,315,121 41,407

11,321 1,384,020 42,769

11,766 1,446,627 42,769

Sub-Total FINES & FORFEITURES Court Fines

1,450,110

1,174,787

1,260,741

1,233,189

1,296,896

1,367,405

1,438,110

1,501,162

2,068,170

2,178,336

1,992,928

2,161,210

2,210,529

2,248,554

2,298,717

2,312,469

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

2,068,170

2,178,336

1,992,928

2,161,210

2,210,529

2,248,554

2,298,717

2,312,469

867,395 803,589 723,592

175,193 751,787 649,272

226,744 860,305 682,973

130,000 836,740 672,072

861,339 688,853

885,936 705,633

910,535 722,414

935,134 739,195

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

2,394,576

1,576,252

1,770,022

1,638,812

1,550,192

1,591,569

1,632,949

1,674,329

4,701,696 45,040 426,373 124,231 42,802 44,405 9,870 50,494 185,327 9,314

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

4,870,462 48,315 422,767 139,119 43,006 44,529 10,244 53,385 200,437 15,849

5,066,606 52,537 447,808 115,039 48,783 49,357 8,251 42,832 200,000 14,410

5,438,592 58,545 479,864 118,045 49,121 50,841 8,494 45,229 200,000 15,584

5,568,428 59,146 515,274 121,052 49,460 51,830 8,737 47,626 200,000 16,206

5,723,159 59,747 549,240 124,058 49,799 52,571 8,980 50,022 200,000 16,762

5,836,435 60,347 577,412 127,064 50,137 52,818 9,224 50,022 200,000 17,106

5,639,553

5,841,463

5,848,113

6,045,623

6,464,315

6,637,759

6,834,338

6,980,565

Sub-Total INTEREST Earnings on Deposit

73,733

60,000

74,393

65,000

73,733

60,000

74,393

65,000

231,175

230,649

249,753

205,904

205,336

210,972

213,778

215,056

231,175

230,649

249,753

205,904

205,336

210,972

213,778

215,056

45,654,883

44,780,822

47,582,819

46,122,971

48,215,369

50,270,580

52,438,552

54,594,653

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

3,256,528 -

3,378,214 18,161 -

3,378,214 10,802 -

3,202,100

3,226,947 -

3,498,859 -

3,765,834 -

4,087,019 -

Sub-Total Transfers In

3,256,528

3,396,375

3,389,016

3,202,100

3,226,947

3,498,859

3,765,834

4,087,019

985,250 641,317 11,140 57,570 6,522,473 8,217,750

1,396,246 699,830 11,140 55,621 7,523,125 9,685,962

1,570,720 762,651

1,037,792 816,802

526,645 883,096

432,278 963,142

354,692 1,056,940

11,140 100,000 7,769,456 10,213,967

11,140 100,000 6,809,224 8,774,958

11,140 100,000 5,860,036 7,380,917

11,140 100,000 5,482,540 6,989,100

11,140 100,000 5,541,355 7,064,126

57,129,161

57,863,159

60,657,797

59,539,038

60,217,274

61,150,357

63,193,486

65,745,799

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 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

72,975 -

121,247 -

72,975

121,247

1,168,507 685,071 -

832,864 391,451 -

915,126 474,292 -

905,887 411,965 -

953,488 432,585 -

987,292 438,494 -

1,021,096 456,109 -

1,054,899 467,871 -

1,853,578

1,224,315

1,389,418

1,317,852

1,386,073

1,425,786

1,477,205

1,522,770

71,970,054 21,383,363 7,583,465 7,882,108 1,644,031 826,380

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

72,787,796 22,336,283 7,735,271 8,653,767 1,666,470 876,756

75,008,638 22,860,273 7,939,699 9,463,214 1,669,735 877,563

76,754,552 23,519,613 8,237,270 10,497,681 1,682,814 896,210

78,465,567 24,136,397 8,546,320 10,766,600 1,708,487 909,771

80,746,734 24,733,070 8,867,301 10,983,380 1,729,106 933,025

82,137,747 25,391,448 9,200,680 11,199,511 1,734,648 959,360

111,289,401

110,639,913

114,056,343

117,819,122

121,588,140

124,533,142

127,992,616

130,623,394

64,550 177,767 13,447 96,476 36,955 2,297

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

55,449 162,204 12,180 85,055 33,648 2,129

65,000 175,000 12,000 90,000 35,000 2,200

75,000 200,000 12,000 95,000 35,000 2,300

78,000 210,000 12,000 98,000 35,000 2,500

95,000 215,000 12,000 100,000 35,000 2,500

125,000 215,000 12,000 100,000 40,000 2,700

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

391,491

467,500

350,665

379,200

419,300

435,500

459,500

494,700

528,583 188,954 1,350 2,821 54,338

11,000 206,258 48,438

161,223 239,197 811 48,661

291,670 207,176 49,261

293,311 211,520 49,976

294,952 214,038 51,197

299,439 216,557 52,663

301,080 219,076 54,786

Sub-Total

776,046

265,696

449,892

548,107

554,807

560,187

568,659

574,942

114,383,491

112,597,424

116,367,565

120,064,281

123,948,320

126,954,615

130,497,980

133,215,806

Sub-Total RESTRICTED PRIOR YEAR RESERVES Electricity Water Solid Waste Wastewater Drainage Utility Arcadia Lake Sub-Total UNRESTRICTED PRIOR YEAR RESERVES Electricity 10,022,700 Water 21,996,519 Solid Waste 2,584,722 Wastewater 15,294,933 Drainage Utility 4,896,849 Arcadia Lake 308,661

7,315,626 27,687,356 2,396,197 14,304,558 5,590,626 311,569

5,885,704 26,184,797 2,078,597 9,833,786 4,343,308 317,258

4,570,821 24,755,828 1,676,399 9,200,457 3,544,744 291,932

3,363,728 23,371,424 1,346,703 8,489,973 3,454,811 227,642

2,430,002 24,167,315 1,073,228 10,640,559 3,379,022 168,112

(573,678) 25,912,892 863,625 13,173,399 2,756,995 122,949

Sub-Total

55,104,384

57,605,932

48,643,450

44,040,181

40,254,281

41,858,238

42,256,181

169,487,875

170,203,356

173,973,497

168,707,731

167,988,501

167,208,896

172,356,218

175,471,987

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 $208,916,176

Prior Year Reserves $162,581,086

Total Resources $371,497,262

Total Uses $371,497,262

Total Direct Cost $ 266,374,954

Reserve for Other Restricted Purposes $ 53,572,379

Reserve for Emergency/Shortfalls $51,549,929

All Funds FY 2013‐14

Combined Budgets

Fines & Forfeitures, $2,161,210 , 1.03%

Charges for Services, $138,126,214 66.12%

Licenses & Permits, $2,573,048 , 1.23%

Miscellaneous Revenue, $1,195,261 0.57%

Inter‐governmental, $2,186,909 , 1.05%

Taxes (Sales & Use), $61,298,234 29.34%

Interest, $1,375,300 0.66%

Total Estimated Revenue for All Funds for FY2013‐14 $208,916,176

Utility Funds, $109,711,622 41.19%

Other Enterprise Funds, $1,719,187 , 0.65%

Admin Support Funds, $18,792,796 , 7.06%

General Fund, $11,004,848 4.13%

Capital Project Funds, $57,783,118 21.69%

Special Revenue Funds, $42,706,287 16.03% 16 03%

Internal Service (less Admin Support), $24,657,096 9.26%

Edmond's FY13‐14 Budgeted Direct Operating Expenses $266,374,954

$19,224,498 18.29%

Specific Fund Purposes),

Restricted (Reserve for

$51,549,929 49.04%

Emergencies & Shortfalls),

Unassigned (Reserve for

Restricted (Reserve for Other Restricted Purposes), $32,821,997 31.22%

Committed for Other Purposes, $1,425,884 1.36%

Assigned (Reserve for Council Special Projects) $100,000 , 0.10%

Total Reserves FY2013‐14 $105,122,308

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 2013-2014 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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

33,797,566 2,394,576 1,450,110 2,068,170 5,646,433 77,904 233,175

33,719,335 1,576,252 1,174,787 2,178,336 5,847,513 64,000 242,649

36,386,869 1,770,022 1,260,741 1,992,928 5,852,242 78,593 255,664

34,773,233 1,638,812 1,233,189 2,161,210 6,047,473 69,000 209,404

36,423,101 1,550,192 1,296,896 2,210,529 6,466,165 69,100 208,836

38,149,321 1,591,569 1,367,405 2,248,554 6,639,609 69,200 214,972

39,955,660 1,632,949 1,438,110 2,298,717 6,836,188 69,300 218,778

41,846,072 1,674,329 1,501,162 2,312,469 6,982,415 69,300 220,056

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

45,667,934

44,802,872

47,597,059

46,132,321

48,224,819

50,280,630

52,449,702

54,605,803

2,256,388 57,570 6,522,473

2,724,511 55,621 7,485,076

3,071,011 100,000 7,769,456

2,696,024 100,000 6,809,224

2,355,056 100,000 5,860,036

2,445,220 100,000 5,482,540

2,566,792 100,000 5,541,355

TOTAL ESTIMATED RESOURCES

54,504,365

55,068,080

57,862,267

57,072,788

57,830,067

58,595,722

60,477,462

62,813,949

27,655 107,117 1,766,344 897,405 898,811 315,347 593,866 1,295,477 203,703 151,964 729,208 501,054 30,412 1,045,666 106,940 232 042 232,042

635,300 150,595 2,047,323 885,272 876,110 365,634 805,174 1,209,969 318,429 170,415 986,142 579,713 30,447 1,088,092 126,372 256 000 256,000

482,850 123,744 1,936,789 508,500 840,723 351,030 711,174 1,279,842 254,051 164,489 1,003,103 570,828 33,493 999,614 108,316 252 030 252,030

384,550 128,495 2,107,141 1,205,000 880,675 373,712 674,291 1,413,211 388,478 178,733 1,131,229 570,147 37,997 1,154,696 120,493 256 000 256,000

9,550 188,545 2,082,822 1,200,000 881,690 382,496 674,291 1,478,264 334,176 181,482 1,053,240 577,092 33,997 1,171,969 122,668 256 000 256,000

9,550 129,045 2,105,405 800,000 889,310 392,450 674,291 1,566,624 391,778 184,036 1,067,460 584,979 34,447 1,192,410 124,889 256 000 256,000

9,550 169,095 2,125,065 800,000 896,879 392,648 674,291 1,668,175 393,872 187,266 1,083,428 592,820 33,997 1,214,839 126,103 256 000 256,000

9,550 129,595 2,148,887 800,000 903,645 398,373 674,291 1,770,134 337,745 189,749 1,095,751 599,280 33,997 1,238,156 127,151 256 000 256,000

TOTAL ESTIMATED COSTS

8,903,010

10,530,987

9,620,576

11,004,848

10,628,282

10,402,674

10,624,028

10,712,304

TRANSFERS: Transfers In Transfers Out (See detail below)

31,087,457 (66,423,605)

31,734,589 (68,091,450)

34,643,385 (71,944,608)

32,802,885 (69,265,577)

34,302,771 (73,189,463)

36,123,475 (76,288,763)

38,016,680 (79,661,968)

40,045,408 (82,636,218)

NET TRANSFERS IN (OUT)

(35,336,148)

(36,356,861)

(37,301,223)

(36,462,693)

(38,886,693)

(40,165,288)

(41,645,288)

(42,590,809)

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

2,724,511 55,621

3,068,506 100,000

3,071,011 100,000

2,696,024 100,000

2,355,056 100,000

2,445,220 100,000

2,566,792 100,000

2,718,897 100,000

Unassigned (Res for Emergencies & Shortfalls*)

7,485,076

5,011,725

7,769,456

6,809,224

5,860,036

5,482,540

5,541,355

6,691,939

TOTAL OTHER USES

10,265,208

8,180,231

10,940,467

9,605,248

8,315,092

8,027,760

8,208,146

9,510,836

TOTAL ESTIMATED USES

54,504,365

55,068,080

57,862,267

57,072,788

57,830,067

58,595,722

60,477,462

62,813,949

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

15.30% 56 9.94% 36

10.40% 38 6.37% 23

15.24% 56 9.53% 35

13.80% 50 8.48% 31

27,830,929 29,909,764 4,200 131,088 146,032 138,553 (10,136) 4,969,441 (861,064) 4,350,036 (185,239) 66,423,605

28,238,214 30,657,614 64,327 135,662 262,460 198,672 12,800 4,858,974 (687,993) 4,702,040 (351,320) 68,091,450

31,254,369 31,504,617 64,327 135,662 252,460 198,672 12,800 4,858,974 (687,993) 4,702,040 (351,320) 71,944,608

29,500,785 30,720,255 163,024 254,890 195,432 (70,947) 4,783,882 (717,930) 4,706,976 (270,790) 69,265,577

11.39% 42 6.99% 26

30,975,824 31,717,459 167,807 256,552 198,865 4,876,892 4,996,064 73,189,463

10.19% 37 6.32% 23

32,524,616 33,061,533 172,414 258,246 205,954 4,964,480 5,101,520 76,288,763

9.86% 36 6.14% 22

34,150,846 34,482,353 177,212 258,976 211,956 5,007,645 5,372,980 79,661,968

11.40% 42 7.17% 26

35,858,389 35,637,431 179,851 259,741 217,452 5,068,897 5,414,457 82,636,218

General Government 2013-2014 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

28,238,214 12,961,371 15,899, , ,282 772,292 493,669 378,000 100,000 50,000 1,468,307 (161,924) 8,339 467 4,702,040 (351,320) 100,000 64,658,737

65,293,737

64,658,737

635,000

Current Year Budget FY 12-13

30,910,899 13,743,839 16,,859,109 , 255,000 493,669 100,000 50,000 1,468,307 (161,924) 8,339 467 4,702,040 (351,320) 68,078,425

68,561,225

68,078,425

482,800

Current Year Actual (Est.) FY 12-13

66,258,021

29,500,785 13,345,248 16,370,171 , , 360,000 494,837 100,000 50,000 1,805,080 (230,708) 46,192 (19,769) 4,706,976 (270,790)

66,642,521

66,258,021

384,500

FY 13-14

BUDGET YEAR

FUND: GENERAL FUND

30,975,824 13,999,553 17,172,785 , , 495,121 50,000 1,835,801 47,449 4,996,064 69,572,597

69,582,097

69,572,597

9,500

Projected Budget FY 14-15

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

27,830,929 12,978,084 15,919,784 , , 80,000 429,171 402,466 100,259 1,980,736 (339,866) 7,505 (632) 4,350,036 (185,239) 63,553,233

63,580,857

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 Vehicle Maintenance

63,553,233

Debt Service

Transfers

Capital Outlay

27,624

Personal Services

Other Services & Charges

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: General Government

DEPARTMENT BUDGET SUMMARY

32,524,616 14,603,703 17,913,876 , , 493,954 50,000 1,868,915 49,680 5,101,520 72,606,264

72,615,764

72,606,264

9,500

Projected Budget FY 15-16

34,150,846 15,241,681 18,696,462 , , 494,210 50,000 1,898,887 51,207 5,372,980 75,956,273

75,965,773

75,956,273

9,500

Projected Budget FY 16-17

35,858,389 15,876,097 19,474,679 , , 236,654 50,000 1,922,734 53,313 5,414,457 78,886,324

78,895,824

78,886,324

9,500

Projected Budget FY 17-18

FY 13-14

City Council 2013-2014 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. The following goals were adopted Fall 2012.

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

7. 8. 9.

10. 11. 12. 13. 14.

Complete the Public Safety Center. Complete the Hotel/Conference Center. Consider the development of a naming policy for the City. Conceptualize the plan for additional library services. Begin implementation of the Parks Master Plan and use it to foster public/private partnerships. Promote and emphasize Edmond’s rich history and charm by: a. Exploring options to identify uses for the Smith House b. Exploring redevelopment along Historic Route 66 Continue with community-wide Drainage Master Plan strategies and communication to reduce flooding and protect environmental quality of our watershed. Evaluate Green Infrastructure strategies and develop implementation plans. Foster economic growth of Edmond businesses and promote a successful business mix: a. Have Edmond Economic Development Authority develop an economic incentive plan to promote future growth. b. Support current businesses by marketing our community and identifying and attracting a diversified business mix. c. Promote public/private partnership where appropriate. Create a development/building codes review group. Implement the City’s Internal Sustainability Plan. Review solid waste disposal operations to provide economical and environmentally responsible collection and disposal of materials, including composting. Fund and complete a comprehensive plan for a pedestrian friendly downtown, UCO campus and residential areas. Continue development and implementation of the Intelligent Traffic System.

FUTURE GOALS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

(< 2 years, short term in nature, defined with a specific time range for completion.)

(> 2 years, long term in nature, time range will be defined through Council discussions.)

Continue development to become a destination to experience art, entertainment, amateur sporting events and outdoor recreation. Expand City revenue stream and develop a voter-approved capital funding plan for 2017 and beyond. Expand economic development by giving special attention to the progress of the I-35 Corridor as an exceptional asset for the community. Promote neighborhoods as livable communities with access to recreation and transportation. Explore a Performing Arts Center in Edmond. Address Edmond’s transportation and connectivity challenges including the participation in ACOG’s master planning. Expand multiple elements of personal transportation with trails to provide walkable and wheeled transportation. Continue to create and incentivize through grants, the development of useable and walkable spaces with access to businesses and connectivity to the trails system. Increase and improve efforts to “keep Edmond green”. Secure additional water sources outlined in the 50 Year Water Supply Plan. Explore full service second library.

685,697 (84,276) 2,243 (177) 603,487

710,604

TOTAL

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

603,487

Debt Service

Transfers

82,312

Capital Outlay

Other Services & Charges

1,161

23,643

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Council

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

923,989

773,394

119,950

6,100

24,545

Current Year Budget FY 12-13

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

897,138

773,394

97,600

1,600

24,544

627,960 (81,312) 2,517 (850) 548,315

676,810

548,315

98,650

5,300

24,545

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

652,244 2,568 654,812

843,357

654,812

158,700

5,300

24,545

Projected Budget FY 14-15

654,405 2,661 657,066

786,111

657,066

99,200

5,300

24,545

Projected Budget FY 15-16

660,610 2,747 663,357

832,452

663,357

139,250

5,300

24,545

Projected Budget FY 16-17

668,295 2,813 671,108

800,703

671,108

99,750

5,300

24,545

Projected Budget FY 17-18

FY 13-14

Parks and d Recreation Department 2013-2014 Departmental Summary

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. 3. 4. 5.

Use findings from the master plan and internal analysis to determine strategic and business plans Expand recreational opportunities with youth camps, outdoor activities and adult activities Improve the branding and marketing of the department Improve aesthetics of park amenities with limited resources Provide a premier parks and recreation system that leaves a favorable impression with external and internal customers

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

492,884 (92,405) 20,071 69,343 (5,276) 11,616 496,233

2,248,171

496,233

Debt Service

Transfers

457,033

Other Services & Charges

Capital Outlay

214,008

1,080,897

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Parks & Recreation

586,800 (93,345) 20,673 125,984 8,263 3,000 15,450 666,825

2,696,098

666,825

529,930

250,450

1,248,893

Current Year Budget FY 12-13

586,800 (93,345) 20,673 125,984 8,263 3,000 15,450 666,825

2,595,629

666,825

526,440

239,495

1,162,869

572,626 (85,758) 21,292 84,761 (28,999) 15,450 579,372

2,681,003

579,372

551,240

251,875

1,298,516

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

571,441 21,932 85,808 15,450 694,631

2,771,938

694,631

526,140

232,175

1,318,992

Projected Budget FY 14-15

590,181 22,562 88,405 15,450 716,598

2,816,488

716,598

529,140

231,525

1,339,225

Projected Budget FY 15-16

598,164 23,267 90,782 15,450 727,663

2,846,988

727,663

528,640

230,675

1,360,010

Projected Budget FY 16-17

605,760 23,965 92,583 15,450 737,758

2,880,905

737,758

533,815

230,875

1,378,457

Projected Budget FY 17-18

FY 13-14

Street Maintenance & Construction 2013-2014 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;?.

Materials & Supplies

Other Services & Charges

885,272

Current Year Budget FY 12-13

508,500

Current Year Actual (Est.) FY 12-13

FY 13-14

1,205,000

FY 13-14

1,200,000

FY 14-15

800,000

FY 15-16

800,000

FY 16-17

800,000

FY 17-18

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

897,405

Transfers

TOTAL

Debt Service

897,405

Personal Services

Capital Outlay

FY 11-12

EXPENDITURE CLASSIFICATION

Prior Year Actual

DEPARTMENT: Street Maint. & Const.

DEPARTMENT BUDGET SUMMARY

Court Services 2013-2014 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

619,475 (133,239) 6,260 (473) 492,023

1,390,834

TOTAL

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

492,023

Transfers

123,046

Capital Outlay

Debt Service

132,545

Other Services & Charges

12,107

631,113

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Municipal Court

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

1,416,661

540,551

170,200

19,540

686,370

Current Year Budget FY 12-13

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

1,381,274

540,551

155,091

12,313

673,319

555,490 (120,805) 6,395 (2,181) 438,899

1,319,574

438,899

155,615

21,648

703,412

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

565,129 6,542 571,671

1,453,361

571,671

155,615

14,950

711,125

Projected Budget FY 14-15

574,634 6,796 581,430

1,470,740

581,430

155,615

14,950

718,745

Projected Budget FY 15-16

579,754 7,031 586,785

1,483,664

586,785

155,615

14,950

726,314

Projected Budget FY 16-17

586,003 7,209 593,212

1,496,857

593,212

155,615

14,950

733,080

Projected Budget FY 17-18

FY 13-14

Senior enior Center Parks and Recreation 2013-2014 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. 5.

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

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

94,674 (19,108) 8,876 8,229 (655) 3,570 95,586

410,933

95,586

Debt Service

Transfers

39,436

Other Services & Charges

Capital Outlay

12,261

263,650

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Senior Center

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 FY 12-13

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

447,542

96,512

52,525

13,150

285,355

79,763 (15,203) 9,482 9,707 (3,213) 7,285 87,821

461,533

87,821

63,700

15,150

294,862

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

82,926 9,766 9,850 7,285 109,827

492,323

109,827

63,700

17,709

301,087

Projected Budget FY 14-15

90,412 10,059 10,160 7,285 117,916

510,366

117,916

63,700

21,792

306,958

Projected Budget FY 15-16

92,608 10,361 10,448 7,285 120,702

513,350

120,702

63,700

16,111

312,837

Projected Budget FY 16-17

94,015 10,672 10,666 7,285 122,638

521,011

122,638

63,700

16,111

318,562

Projected Budget FY 17-18

FY 13-14

Community Agency Review Commission mission 2013-2014 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 53,500 155,000 12,000 10,000 13,266 35,000 10,000 36,266 6,500 15,000 17,000 5,000 501,032

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

Current Year Budget FY 12-13

137,500 53,500 160,000 10,500 17,000 40,000 10,000 43,500 6,500 15,000 17,000 5,000 515,500

515,500

142,500 60,000 160,000 12,000 17,000 45,000 12,000 50,000 6,500 15,000 22,000 6,500 548,500

548,500

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

142,500 60,000 160,000 12,000 17,000 45,000 12,000 50,000 6,500 15,000 22,000 6,500 548,500

548,500

Projected Budget FY 14-15

142,500 60,000 160,000 12,000 17,000 45,000 12,000 50,000 6,500 15,000 22,000 6,500 548,500

548,500

Projected Budget FY 15-16

142,500 60,000 160,000 12,000 17,000 45,000 12,000 50,000 6,500 15,000 22,000 6,500 548,500

548,500

Projected Budget FY 16-17

142,500 60,000 160,000 12,000 17,000 45,000 12,000 50,000 6,500 15,000 22,000 6,500 548,500

548,500

Funding from the Social Agencies allocation includes $50,000 for CityLink's Paratransit expenses beginning FY13-14.

548,500

Projected Budget FY 17-18

FY 13-14

The maximum amount of funds available for appropriations to the Social Agencies is 3.2% of estimated sales tax collections for FY13-14 with 1.44% to Social Agencies and 1.76% for Community Enrichment agencies.

TOTAL

SOCIAL AGENCIES DETAIL: Edmond Family Counseling 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

501,032

Debt Service

TOTAL

Capital Outlay

501,032

Personal Services

Other Services & Charges

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Social Agencies

DEPARTMENT BUDGET SUMMARY

Community Development & Preservation Agencies 2013-2014 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

165,674 30,000 195,674

COMMUNITY DEVELOPMENT and PRESERVATION DETAIL: Guthrie Edmond Airport 57,834 247,674 Edmond Land Conservancy 5,000 Edm Historic Preservation Trust 30,000 30,000 TOTAL 92,834 277,674

195,674

100,791 25,000 125,791

125,791

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

195,674

277,674

Current Year Budget FY 12-13

FUND: GENERAL FUND

277,674

Transfers 92,834

Debt Service

TOTAL

Capital Outlay

92,834

Personal Services

Other Services & Charges

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Community Dvlpmt & Preservation Agencies

DEPARTMENT BUDGET SUMMARY

100,791 25,000 125,791

125,791

Projected Budget FY 14-15

100,791 25,000 125,791

125,791

Projected Budget FY 15-16

100,791 25,000 125,791

125,791

Projected Budget FY 16-17

100,791 25,000 125,791

125,791

Projected Budget FY 17-18

FY 13-14

Public Transportation - Citylink 2013-2014 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

37,748 (11,383) 62,000 105,950 194,315

1,489,792

43,881 (7,741) 55,000 63,860 110,000 265,000

1,474,969

265,000

1,108,247

70,700

31,022

Current Year Budget FY 12-13

43,881 (7,741) 55,000 63,860 200,000 355,000

1,634,842

355,000

1,109,827

140,138

29,877

40,447 (6,831) 65,776 200,000 299,392

1,712,603

299,392

1,193,320

150,700

69,191

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

39,696 67,749 200,000 307,445

1,785,709

307,445

1,261,819

145,700

70,745

Projected Budget FY 14-15

40,047 69,782 200,000 309,829

1,876,453

309,829

1,353,619

140,700

72,305

Projected Budget FY 15-16

** Social Agencies & Community Development Commission has recommended $50,000 from their budget to fund the paratransit program.

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

TOTAL

194,315

Debt Service

Transfers

1,143,211

Capital Outlay

Other Services & Charges

123,004

29,262

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: CITYLINK

DEPARTMENT BUDGET SUMMARY

40,526 71,875 200,000 312,401

1,980,576

312,401

1,458,619

135,700

73,856

Projected Budget FY 16-17

40,886 72,000 200,000 312,886

2,083,020

312,886

1,563,619

130,700

75,815

Projected Budget FY 17-18

FY 13-14

Emergency Management anagement 2013-2014 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

119,093 (18,294) 1,374 (104) 7,079 1,646 110,794

314,496

TOTAL

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

110,794

Debt Service

Transfers

26,837

Capital Outlay

Other Services & Charges

6,486

170,379

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Emergency Management

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 FY 12-13

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

411,030

156,979

47,937

25,692

180,422

170,665 (26,817) 2,958 (1,044) 6,908 4,725 157,395

545,873

157,395

60,000

115,450

25,400

187,628

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

172,961 2,953 7,115 4,725 187,754

521,930

187,754

115,450

29,000

189,726

Projected Budget FY 14-15

176,021 3,010 7,329 4,725 191,085

582,863

191,085

60,000

115,450

24,500

191,828

Projected Budget FY 15-16

175,586 3,064 7,548 4,725 190,923

584,795

190,923

60,000

115,450

24,500

193,922

Projected Budget FY 16-17

179,750 3,104 7,775 4,725 195,354

533,099

195,354

115,450

26,300

195,995

Projected Budget FY 17-18

FY 13-14

Cemetery Parks and Recreation 2013-2014 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

61,257 (9,230) 6,963 6,290 (552) 2,186 66,914

218,878

66,914

Debt Service

Transfers

32,262

Capital Outlay

Other Services & Charges

9,144

110,558

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Cemetery

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 FY 12-13

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

238,212

73,723

35,390

10,200

118,899

66,608 (10,112) 7,387 7,151 (2,655) 4,200 72,579

251,312

72,579

42,510

11,010

125,213

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

68,315 7,609 7,274 4,200 87,398

268,880

87,398

42,510

11,175

127,797

Projected Budget FY 14-15

70,576 7,837 7,535 4,200 90,148

274,184

90,148

42,510

11,175

130,351

Projected Budget FY 15-16

71,029 8,072 7,777 4,200 91,078

278,344

91,078

42,510

11,825

132,931

Projected Budget FY 16-17

71,759 8,315 7,960 4,200 92,234

281,983

92,234

42,510

11,825

135,414

Projected Budget FY 17-18

FY 13-14

Community Image 2013-2014 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

224,898 (42,696) 10,079 13,103 (1,021) 11,376 215,739

944,947

TOTAL

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

215,739

Debt Service

Transfers

222,707

Capital Outlay

Other Services & Charges

58,939

447,562

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Community Image

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

1,294,706

308,564

374,300

66,236

545,606

Current Year Budget FY 12-13

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

1,311,667

308,564

397,279

61,064

544,760

329,195 (48,080) 33,989 8,283 (2,891) 10,000 330,496

1,461,725

330,496

389,850

96,700

644,679

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

343,507 35,070 8,535 11,000 398,112

1,451,352

398,112

343,150

77,200

632,890

Projected Budget FY 14-15

345,035 35,891 8,919 12,000 401,845

1,469,305

401,845

344,150

77,200

646,110

Projected Budget FY 15-16

344,527 36,736 9,275 12,000 402,538

1,485,966

402,538

344,150

80,000

659,278

Projected Budget FY 16-17

348,076 37,360 9,544 12,000 406,980

1,502,731

406,980

345,150

80,000

670,601

Projected Budget FY 17-18

FY 13-14

Planning ning and Zoning Department 2013-2014 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

190,960 (29,895) 4,185 (312) 164,938

665,992

TOTAL

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

164,938

Debt Service

Transfers

16,876

Capital Outlay

Other Services & Charges

2,753

481,424

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Planning & Zoning

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

760,271

180,558

25,931

5,905

547,877

Current Year Budget FY 12-13

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

751,386

180,558

20,531

4,649

545,648

176,825 (26,666) 4,802 (1,630) 153,331

723,478

153,331

26,051

7,035

537,061

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

198,068 4,906 202,974

780,066

202,974

26,051

5,685

545,356

Projected Budget FY 14-15

190,154 5,090 195,244

780,223

195,244

26,051

5,350

553,578

Projected Budget FY 15-16

188,317 5,260 193,577

786,397

193,577

26,051

5,011

561,758

Projected Budget FY 16-17

190,045 5,389 195,434

794,714

195,434

26,051

5,011

568,218

Projected Budget FY 17-18

FY 13-14

Festival Market Place Parks and Recreation 2013-2014

Departmental 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

1,388

Materials & Supplies

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

45,168

TOTAL

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

14,756

Debt Service

Transfers

Capital Outlay

20,618

8,405

Personal Services

Other Services & Charges

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Festival Marketplace

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

52,491

22,044

21,875

2,220

6,352

Current Year Budget FY 12-13

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

55,537

22,044

26,375

1,870

5,248

17,910 (3,038) 40 (15) 14,897

52,894

14,897

29,975

1,670

6,352

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

18,643 42 18,685

52,682

18,685

25,975

1,670

6,352

Projected Budget FY 14-15

19,640 44 19,684

54,131

19,684

26,425

1,670

6,352

Projected Budget FY 15-16

19,987 46 20,033

54,030

20,033

25,975

1,670

6,352

Projected Budget FY 16-17

20,178 48 20,226

54,223

20,226

25,975

1,670

6,352

Projected Budget FY 17-18

FY 13-14

Building Code Inspection Services 2013-2014 Departmental Summary ary

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. G O A L S (REVISED 1/11/2013) 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. 2 Fire Protection staff now leaving Building Department and going to Fire Department to work under Chief Barnes. Need to work closely with Chief Barnes and his Fire Protection staff concerning the commercial inspection process to assure a safe built environment for our customers. Expand our inspections to include fire protection as it relates to the building codes on commercial and residential. Expand our process for inspections to include Energy Code compliance as our department prepares for the State and Federal requirements. Having all of our Building Inspectors obtain certifications in all 4-trade areas (building, electric, plumbing, and mechanical) will be a priority. Once completed a secondary requirement will be to have them obtain Energy Code certifications.

S T A F F I N G (FT-PT-S) Current Level 11

Year 1 12

Year 2 13

Year 3 13

Year 4 13

Year 5 13

Reductions in staff occurred with Chad Nash and Zach Siegrist going over to the Fire Department and are now part of Chief Barnes Fire Protection staff. We are also currently down on the number of Building Inspectors for our department. Expanding requirements for our Building Inspectors will also require additional Building Inspectors filling vacant position along with adding possibly one more position.

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

TOTAL

338,747 (55,140) 16,020 4,200 11,216 (850) 9,688 323,881

1,369,548

323,881

Debt Service

Transfers

46,453

Other Services & Charges

Capital Outlay

35,323

963,891

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Building Services

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 FY 12-13

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

1,297,406

297,792

51,215

35,350

913,049

241,188 (40,529) 18,190 13,196 (4,631) 13,230 240,644

1,395,340

240,644

54,690

37,915

1,062,091

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

265,670 18,566 13,414 13,892 311,542

1,483,511

311,542

51,690

34,965

1,085,314

Projected Budget FY 14-15

259,139 18,954 13,871 14,586 306,550

1,498,960

306,550

51,690

32,990

1,107,730

Projected Budget FY 15-16

254,742 19,353 14,295 15,316 303,706

1,518,545

303,706

51,690

33,865

1,129,284

Projected Budget FY 16-17

256,808 19,764 14,616 16,081 307,269

1,545,425

307,269

51,690

35,015

1,151,451

Projected Budget FY 17-18

FY 13-14

Downtown Community Center 2013-2014 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 COE internal cleaning crew. Promote continuous improvement within the department.

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

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

32,840 (2,270) 1,054 (82) 31,542

138,482

31,542

Debt Service

Transfers

26,063

Capital Outlay

Other Services & Charges

3,267

77,610

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Downtown Community Ctr.

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

161,620

35,248

60,175

7,385

58,812

Current Year Budget FY 12-13

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

143,564

35,248

46,525

6,225

55,566

31,141 (4,778) 617 (214) 26,766

147,259

26,766

55,275

5,285

59,933

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

DEPARTMENT BUDGET SUMMARY

29,700 635 30,335

153,003

30,335

56,275

5,285

61,108

Projected Budget FY 14-15

30,032 662 30,694

155,583

30,694

57,275

5,285

62,329

Projected Budget FY 15-16

30,134 687 30,821

156,924

30,821

57,275

5,285

63,543

Projected Budget FY 16-17

31,184 707 31,891

159,042

31,891

57,275

5,285

64,591

Projected Budget FY 17-18

FY 13-14

Historical orical Society 2013-2014 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.

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

292,202

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

326,523

70,523

40,000

215,000

1,000

Current Year Budget FY 12-13

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

322,553

70,523

36,380

215,000

650

68,984 (17,293) 8,813 (2,855) 57,649

313,649

57,649

40,000

215,000

1,000

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: GENERAL FUND

72,487 8,889 81,376

337,376

81,376

40,000

215,000

1,000

Projected Budget FY 14-15

95,336 9,121 104,457

360,457

104,457

40,000

215,000

1,000

Projected Budget FY 15-16

93,300 9,337 102,637

358,637

102,637

40,000

215,000

1,000

Projected Budget FY 16-17

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

60,160

Debt Service

Transfers

31,369

Other Services & Charges

Capital Outlay

200,000

Direct Contribution-Society

673

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Historical Society

DEPARTMENT BUDGET SUMMARY

94,290 9,500 103,790

359,790

103,790

40,000

215,000

1,000

Projected Budget FY 17-18

FY 13-14

Edmond Electric Economic Development Fund 2013-2014 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 was provided by Edmond Electric with a transfer of $100,000 annually, ending in FY 07-08; however, since FY12-13, EEEDA has been funded with $50,000 from the General Fund and $50,000 from Edmond Electric.

620,766 620,766 620,797

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)

624,766

724,466 724,466

100,000 100,000

300 300

620,766 624,766

616,624 620,797

31 31

4,000 4,000

Current Year Budget FY 12-13

4,174 4,174

Prior Year Actual FY 11-12

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

624,966

724,916 724,916

100,000 100,000

50 50

620,766 624,966

4,200 4,200

728,916

828,866 828,866

100,000 100,000

50 50

724,916 728,916

4,000 4,000

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

832,966

932,916 932,916

100,000 100,000

50 50

828,866 832,966

4,100 4,100

Projected Budget FY 14-15

937,116

1,037,066 1,037,066

100,000 100,000

50 50

932,916 937,116

4,200 4,200

Projected Budget FY 15-16

1,041,366

1,141,316 1,141,316

100,000 100,000

50 50

1,037,066 1,041,366

4,300 4,300

Projected Budget FY 16-17

1,145,616

1,245,566 1,245,566

100,000 100,000

50 50

1,141,316 1,145,616

4,300 4,300

Projected Budget FY 17-18

FY 13-14

Special Events Fund Parks and Recreation 2013-2014 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.

10,935

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Administrative Support Insurance Assessment

(3,471) (3,471)

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)

14,579

(471) (471)

3,000 3,000

8,550 9,500 18,050

(3,471) 14,579

2,057 10,935

6,522 7,884 14,406

6,050 12,000 18,050

Current Year Budget FY 12-13

6,881 (3) 2,000 8,878

Prior Year Actual FY 11-12

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

6,569

1,584 1,584

3,000 3,000

1,725 6,260 7,985

(3,471) 6,569

4,129 5,911 10,040

6,934

1,424 1,424

1,210 4,300 5,510

1,584 6,934

1,850 3,500 5,350

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

6,774

1,259 1,259

1,215 4,300 5,515

1,424 6,774

1,850 3,500 5,350

Projected Budget FY 14-15

7,109

1,594 1,594

1,215 4,300 5,515

1,259 7,109

1,850 4,000 5,850

Projected Budget FY 15-16

8,444

2,704 2,704

1,440 4,300 5,740

1,594 8,444

1,850 5,000 6,850

Projected Budget FY 16-17

9,554

3,814 3,814

1,440 4,300 5,740

2,704 9,554

1,850 5,000 6,850

Projected Budget FY 17-18

FY 13-14

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 Parks and Recreation 2013-2014 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.

239,782 239,782 304,882

3,613 230,750 234,363 288,754

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 56,950 65,100

234,363 304,882

225,966 288,754

6,401 47,991 ,99 54,391

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

Current Year Budget FY 12-13

2,102 1,563 59,124 62,788

Prior Year Actual FY 11-12

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

298,375

235,775 235,775

6,450 56,150 56, 50 62,600

234,363 298,375

3,138 1,399 59,475 64,012

305,001

239,901 239,901

8,150 56,950 65,100

235,775 305,001

4,600 1,500 63,126 69,226

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

309,423

244,323 244,323

8,150 56,950 65,100

239,901 309,423

3,016 1,500 65,006 69,522

Projected Budget FY 14-15

318,449

253,349 253,349

8,150 56,950 65,100

244,323 318,449

4,450 1,500 68,176 74,126

Projected Budget FY 15-16

329,877

264,777 264,777

8,150 56,950 65,100

253,349 329,877

4,607 1,500 70,421 76,528

Projected Budget FY 16-17

343,579

277,979 277,979

8,150 57,450 5 , 50 65,600

264,777 343,579

4,763 1,500 72,539 78,802

Projected Budget FY 17-18

FY 13-14

Community munity Development (Planning) 2013-2014 Departmental Summary DEPARTMENTAL DESCRIPTION Within the Community Development Division of the Planning Department, there are 2 current functions: CDBG, Edmond Rental Housing Education Program. Grant funds pay for the administrative costs for both 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 2012-13 CDBG allocations was $365,820 and the 2013-14 allocation will be announced at a later date. Edmondâ&#x20AC;&#x2122;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.

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 .1-0-0

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

FUND BUDGET SUMMARY

CDBG Fund Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

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

296,684 296,684

579,907 579,907

493,945 493,945

473,097 473,097

27,948 324,632

374 580,281

374 494,319

(0) 473,097

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

25,082 243 231,850 257,175

46,591 600 561,254 608,445

45,264 55 413,566 458,885

58,305 675 395,715 454,695

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

(67,083) (67,083)

(35,434) (35,434)

(18,402) (18,402)

(63,598) (63,598)

(0) (0)

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 TOTAL ESTIMATED USES

374 374 324,632

DETAIL OF TRANSFERS OUT: Administrative Support Allocation Credit Transfer - General Fund Insurance Assessment Allocation Credit

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

** CDBG current FY2012 award amount is $365,820. A reduction in next year's grant has been communicated of a 5% reduction.

580,281

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

494,319

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

473,097

21,280 (3,191) 484 (171) 18,402

Energy Efficiency & Conservation Block Grant (EECBG) 2013-2014 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

73,791 73,791 194,570

474,498

55,000 55,000

19,791 19,791

612 83,132 92,035 175,779

19,791 194,570

13,791 474,498

30,308 139,699 284,699 454,707

174,779 174,779

Current Year Budget FY 12-13

460,707 460,707

Prior Year Actual FY 11-12

40,202

0 0

54,954 54,954

95,156

54,307 40,848

19,791 40,202

20,411 20,411

0 0

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

0 0

Projected Budget FY 15-16

Projected Budget FY 14-15

0 0

Projected Budget FY 16-17

0 0

Projected Budget FY 17-18

FY 13-14

Asset Forfeiture Fund 2013-2014 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

DETAIL OF TRANSFERS OUT: Other Purposes

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 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

1,081,986

950,143 950,143

993,053

437,335 437,335

79,218 20,000 456,500 555 718 555,718

950,143 993,053

1,017,429 1,081,986

15,963 4,781 111,098 131 843 131,843

3,000 39,910 42,910

Current Year Budget FY 12-13

6,334 58,223 64,557

Prior Year Actual FY 11-12

988,088

446,446 446,446

72,427 17,391 451,824 541 642 541,642

950,143 988,088

6,050 31,895 37,945

459,446

241,746 241,746

12,000 5,700 200,000 217 217,700

446,446 459,446

3,000 10,000 13,000

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

254,746

237,046 237,046

12,000 5,700 17 700 17,700

241,746 254,746

3,000 10,000 13,000

Projected Budget FY 14-15

250,046

232,346 232,346

12,000 5,700 17 700 17,700

237,046 250,046

3,000 10,000 13,000

Projected Budget FY 15-16

245,346

227,646 227,646

12,000 5,700 17 700 17,700

232,346 245,346

3,000 10,000 13,000

Projected Budget FY 16-17

240,646

222,946 222,946

12,000 5,700 17 700 17,700

227,646 240,646

3,000 10,000 13,000

Projected Budget FY 17-18

FY 13-14

Fire Department 2013-2014 Departmental Summary DEPARTMENTAL DESCRIPTION The mission statement of the Edmond Fire Department is: â&#x20AC;&#x153;To faithfully provide trustworthy service necessary to safeguard life, health, property, and the welfare of our community through preparedness, emergency response, prevention, education, and training.â&#x20AC;? GOALS 1. 2. 3. 4. 5. 6. 7.

Deliver Trustworthy Service Complete Organizational Analysis Of The Department Complete Standard Of Cover Document For All Hazards Emergency Response Improve Emergency Communications To Better Serve The Community. Develop A Contingency Plan For EMS Transport Revise And Implement Standard Operating Guidelines Fully implement the 2013-2018 Strategic Plan

PERFORMANCE MEASURES

1. 2. 3. 4. 5. 6. 7.

Measure Evaluate 100% of call types and response areas within twelve (12) months Identify and categorize 90% of current risks and evaluate priority and response within the city of Edmond within six(6) months Develop and implement standard of cover within twelve (12) months Decrease fractal turnout time by ten(10) percent within twelve (12) months Fully implement station alerting system compatibility with CAD interoperability within twelve (12) months Identify mutual aid opportunities and establish formal agreements for emergency response within twelve (12) months Revise 90% of current policies and procedures within nine (9) months

Actual

Budget

Estimate

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

Current Level Year 1 Year 2 Year 3 122-1-0 123-1-0 123-1-0 123-1-0 *Currently staffed with 121 of the122 FT funded & approved positions.

Year 4 123-1-0

Year 5 123-1-0

FUND BUDGET SUMMARY

Fire Public Safety Limited Tax Fund

FY 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

3,577,550 44,717 6,000 46,221 26,759

3,521,655 40,000 6,000 50,000 25,941

3,857,370 40,000 6,000 45,856 29,189

3,687,598 6,000 50,000 25,867

3,871,978 6,000 50,000 26,273

4,065,577 6,000 50,000 26,680

4,268,856 6,000 50,000 27,087

4,482,299 6,000 50,000 27,493

3,701,247

3,643,596

3,978,415

3,769,465

3,954,251

4,148,257

4,351,943

4,565,792

1,200,000 5,375,453

1,200,000 6,495,137

1,200,000 7,643,295

1,200,000 6,117,193

1,200,000 4,785,551

1,200,000 4,886,561

1,200,000 5,612,565

10,276,700

11,338,733

11,673,552

12,612,760

11,271,444

10,133,808

10,438,504

11,378,357

12,205,770 409,537 361,591 162,808 -

13,185,881 773,385 622,520 472,750 -

12,613,570 692,750 510,539 214,750 -

13,722,913 1,091,750 647,750 804,000 -

13,896,002 947,900 652,800 877,000 -

13,993,633 935,532 663,102 60,000 -

14,087,025 998,619 663,684 60,000 -

14,164,594 1,014,209 674,529 240,000 -

TOTAL ESTIMATED COSTS

13,139,706

15,054,536

14,031,609

16,266,413

16,373,702

15,652,267

15,809,328

16,093,332

TRANSFERS: Transfers In Transfers Out (See detail below)

12,978,084 (2,419,941)

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

13,743,839 (2,542,487)

13,345,248 (2,374,402)

13,999,553 (2,911,744)

14,603,703 (2,998,683)

15,241,681 (3,058,292)

15,876,097 (3,155,551)

NET TRANSFERS IN (OUT)

10,558,144

10,418,884

11,201,352

10,970,846

11,087,809

11,605,020

12,183,389

12,720,546

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)

6,495,137

5,503,081

7,643,295

6,117,193

4,785,551

4,886,561

5,612,565

6,805,572

7,695,137

6,703,081

8,843,295

7,317,193

5,985,551

6,086,561

6,812,565

8,005,572

10,276,700

11,338,733

11,673,552

12,612,760

11,271,444

10,133,808

10,438,504

11,378,357

1,346,172 475,753 939,819 150,000 2,911,744

1,386,537 499,227 962,919 150,000 2,998,683

1,394,774 524,188 984,330 155,000 3,058,292

1,412,672 587,334 1,000,545 155,000 3,155,551

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

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

1,290,545 (231,703) 411,763 893,108 (74,039) 130,267 2,419,941

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

1,350,390 (191,455) 453,386 934,616 (317,535) 145,000 2,374,402

Police ice Department 2013-2014 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 2 149-0-0

Year 3 150-0-0

Year 4 150-0-0

Year 5 150-0-0

*Includes Special Services, Patrol, Investigations, and Animal Welfare. PD is currently staffed with 144 of the 146 funded & approved positions.

FUND BUDGET SUMMARY

Police Public Safety Limited Tax Fund

FY 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

1,788,775 226,160 7,600 29,445 41,353

1,760,329 74,215 1,144 25,000 30,736

1,928,186 132,000 29,514 79,691

1,843,799 75,000 25,000 31,709

1,935,989 75,000 25,000 33,331

2,032,788 75,000 25,000 34,953

2,134,428 75,000 25,000 36,575

2,241,149 75,000 25,000 38,197

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

2,093,333

1,891,424

2,169,391

1,975,508

2,069,320

2,167,741

2,271,003

2,379,346

4,225,619 -

1,836,818 3,521,565

600,000 4,344,604

200,000 2,674,380

200,000 1,378,144

200,000 554,206

200,000 418,151

TOTAL ESTIMATED RESOURCES

6,318,952

7,249,807

7,527,774

6,920,112

4,943,700

3,745,885

3,025,209

2,997,497

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

12,355,261 594,220 341,777 68,503 -

13,824,677 804,178 529,206 922,768 -

13,489,419 742,975 398,800 922,768 -

14,536,056 1,607,440 503,375 72,750 -

14,925,615 842,275 506,575 -

15,102,425 900,450 523,175 -

15,224,770 906,725 539,775 -

15,347,692 941,100 556,375 -

TOTAL ESTIMATED COSTS

13,359,761

16,080,829

15,553,962

16,719,621

16,274,465

16,526,050

16,671,270

16,845,167

TRANSFERS: Transfers In Transfers Out (See detail below)

15,919,784 (3,520,591)

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

16,859,109 (3,888,317)

16,370,171 (3,696,282)

17,172,785 (4,263,876)

17,913,876 (4,379,505)

18,696,462 (4,432,250)

19,474,679 (4,529,514)

NET TRANSFERS IN (OUT)

12,399,192

11,971,814

12,970,792

12,673,889

12,908,909

13,534,371

14,264,212

14,945,165

1,836,818

600,000 4,344,604

200,000 2,674,380

200,000 1,378,144

200,000 554,206

200,000 418,151

200,000 897,496

ESTIMATED USES

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)

3,521,565

600,000 2,540,792

TOTAL OTHER USES

5,358,383

3,140,792

4,944,604

2,874,380

1,578,144

754,206

618,151

1,097,496

TOTAL ESTIMATED USES

6,318,952

7,249,807

7,527,774

6,920,112

4,943,700

3,745,885

3,025,209

2,997,497

2,718,497 (459,612) 375,938 701,926 (66,723) 250,565 3,520,591

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

2,745,442 (349,171) 387,815 175,000 608,615 39,267 281,349 3,888,317

2,981,078 (393,833) 411,971 548,781 (182,215) 330,500 3,696,282

2,933,674 432,570 556,832 340,800 4,263,876

2,999,919 454,198 574,288 351,100 4,379,505

3,003,477 476,908 590,465 361,400 4,432,250

3,054,344 500,753 602,717 371,700 4,529,514

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 2013-2014 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.

7,053,535

7,098,616 892,919 7,991,535

940,000 940,000

7,098,535

7,098,616 937,919 8,036,535

940,000 940,000

2,000 2,000

7,038,535 7,098,535

60,000 60,000

Current Year Actual (Est.) FY 12-13

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

940,000 940,000

7,980,535

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Other Purposes - Real Property Fund 2012 Public Safety Center Fund

7,098,616 (60,081) 7,038,535

(940,000) (940,000)

2,000 2,000

7,038,535 7,053,535

7,865,350 7,980,535

15,000 15,000

Current Year Budget FY 12-13

115,185 115,185

Prior Year Actual FY 11-12

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

8,086,535

985,919 985,919

2,000 7,098,616 7,100,616

8,036,535 8,086,535

50,000 50,000

FY 13-14

BUDGET YEAR

FUND BUDGET SUMMARY

2,891,859

1,722,035 1,167,824 2,889,859

2,000 2,000

1,855,440 985,919 2,891,859

50,500 50,500

Projected Budget FY 14-15

4,796,557

3,478,683 1,315,874 4,794,557

2,000 2,000

1,855,440 2,889,859 4,796,557

51,258 51,258

Projected Budget FY 15-16

6,702,536

5,270,640 1,429,896 6,700,536

2,000 2,000

1,855,440 4,794,557 6,702,536

52,539 52,539

Projected Budget FY 16-17

8,610,091

7,098,616 1,509,475 8,608,091

2,000 2,000

1,855,440 6,700,536 8,610,091

54,115 54,115

Projected Budget FY 17-18

FY 13-14

Real Property Fund 2013-2014 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.

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 1,268,763

5,205 5,205

940,000 940,000

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

11,805

3,475,099 3,475,099

4,403,494 (940,000) 3,463,494

200 200

5,205 11,805

1,264,565 1,268,763

64 2,203,494 , , 2,203,558

6,600 6,600

Current Year Budget FY 12-13

4,198 4,198

Prior Year Actual FY 11-12

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

9,705

403,874 403,874

2,203,494 (940,000) 1,263,494

869,326 , 869,326

5,205 9,705

4,500 4,500

405,374

405,374 , 405,374

Projected Budget FY 14-15

403,874 405,374

1,500 1,500

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

FY 13-14

Convention & Visitors Bureau 2013-2014 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 Allocation Credit

Allocation Credit

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

10,802 51,174 (5,967) 2,148 135 58,292

29,131

53,096

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: General Fund Administrative Support

25,642 25,642

10,631 10,631

378,000 (58 292) (58,292) 319,708

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

391,664 (42 028) (42,028) 349,636

TRANSFERS: Transfers In Transfers Out (See (S detail d t il b below l ) NET TRANSFERS IN (OUT)

180,013 12,275 130,909 323,197

10,631 29,131

10,802 28,484 53,096

162,719 12,579 216,803 392,101

500 18,000 18,500

Current Year Budget FY 12-13

329 13,481 13,810

Prior Year Actual FY 11-12

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

ESTIMATED USES

REVENUES: Taxes 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

10,802 51,174 (5,967) 2,148 135 58,292

417,447

39,956 39,956

(58,292) (58 292) (58,292)

179,923 8,275 131,001 319,199

10,631 417,447

392,457 371 13,988 406,816

49,123 (8,075) 2,237 (754) 42,531

457,456

51,485 51,485

(42,531) (42 531) (42,531)

200,434 8,130 154,876 363,440

39,956 457,456

398,000 500 19,000 417,500

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

50,254 2,281 52,535

471,699

55,370 55,370

(52,535) (52 535) (52,535)

204,915 8,605 150,274 363,794

51,485 471,699

400,714 500 19,000 420,214

Projected Budget FY 14-15

52,484 2,362 54,846

478,444

49,664 49,664

(54,846) (54 846) (54,846)

209,409 12,475 152,050 373,934

55,370 478,444

402,574 500 20,000 423,074

Projected Budget FY 15-16

53,237 2,437 55,674

475,598

36,757 36,757

(55,674) (55 674) (55,674)

213,993 9,825 159,349 383,167

49,664 475,598

404,434 500 21,000 425,934

Projected Budget FY 16-17

54,182 2,495 56,677

465,551

24,707 24,707

(56,677) (56 677) (56,677)

218,939 10,395 154,833 384,167

36,757 465,551

406,294 500 22,000 428,794

Projected Budget FY 17-18

FY 13-14

Ambulatory Services Fund 2013-2014 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

1,383,955

378,691 378,691

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

1,330,691

310,266 310,266

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

378,691 1,330,691

426,682 1,383,955

8,480 996,784 1,005,264

950,000 2,000 952,000

Current Year Budget FY 12-13

955,426 1,846 957,273

Prior Year Actual FY 11-12

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

1,318,811

301,199 301,199

7,187 1,010,425 1,017,612

378,691 1,318,811

938,970 1,150 940,120

1,220,631

107,303 107,303

10,000 1,103,328 1,113,328

301,199 1,220,631

918,432 1,000 919,432

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

1,031,327

(93,034) (93,034)

10,000 1,114,361 1,124,361

107,303 1,031,327

923,024 1,000 924,024

Projected Budget FY 14-15

835,605

(299,900) (299,900)

10,000 1,125,505 1,135,505

(93,034) 835,605

927,639 1,000 928,639

Projected Budget FY 15-16

638,016

(508,744) (508,744)

10,000 1,136,760 1,146,760

(299,900) 638,016

936,916 1,000 937,916

Projected Budget FY 16-17

447,910

(710,218) (710,218)

10,000 1,148,128 1,158,128

(508,744) 447,910

955,654 1,000 956,654

Projected Budget FY 17-18

FY 13-14

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 2013-2014 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.

363,024

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Other Purposes-General Fund

294,697 294,697

80,000 80,000

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 Improvements) Restricted (Reserve for Specific Fund Purposes) TOTAL OTHER USES

175,000 457,207 200,000 832 257 832,257

28,240 120,066 148 327 148,327

297,697

237,732 237,732

772,292 772,292

294,697 297,697

360,467 363,024

3,000 3,000

Current Year Budget FY 12-13

2,557 2,557

Prior Year Actual FY 11-12

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

296,697

710 710

255,000 255,000

175,000 375,967 550,987 550

294,697 296,697

2,000 2,000

2,210

2,180 2,180

360,000 360,000

60,000 300,000 360,030 030

710 2,210

1,500 1,500

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

3,695

3,665 3,665

2,180 3,695

1,515 1,515

Projected Budget FY 14-15

5,203

5,173 5,173

3,665 5,203

1,538 1,538

Projected Budget FY 15-16

6,749

6,719 6,719

5,173 6,749

1,576 1,576

Projected Budget FY 16-17

8,342

8,312 8,312

6,719 8,342

1,623 1,623

Projected Budget FY 17-18

FY 13-14

Roadway Improvements Fund 2013-2014 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.

6,631 6,631 10,754

37,213

TOTAL ESTIMATED USES

10,754 10,754

4,123 , 4,123

10,754 10,754

37,016 37,213

2 26,457 , 26,459

Current Year Budget FY 12-13

197 197

Prior Year Actual FY 11-12

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

10,804

6,681 6,681

4,123 , 4,123

10,754 10,804

Current Year Actual (Est.) FY 12-13

6,731

6,731 , 6,731

6,681 6,731

50 50

FY 13-14

BUDGET YEAR

FUND BUDGET SUMMARY

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

FY 13-14

1996 Capital Improvements Tax Fund 2013-2014 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.

1,679,850 3,000 1,683,350

14,780 14,880

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

1,986,173

1,992,053

TOTAL ESTIMATED USES

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

302,823 302,823

1,977,173 1,977,173

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

500

1,977,173 1,986,173

1,978,760 1,992,053

100

9,000 9,000

Current Year Budget FY 12-13

13,293 13,293

Prior Year Actual FY 11-12

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

1,983,673

304,691 304,691

3,000 1,678,982

1,675,957

1,977,173 1,983,673

6,500

304,691

(0) (0)

304,691 304,691

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

(0)

(0) (0)

Projected Budget FY 14-15

(0)

(0) (0)

Projected Budget FY 15-16

(0)

(0) (0)

Projected Budget FY 16-17

(0)

(0) (0)

Projected Budget FY 17-18

FY 13-14

Art In Public Places (VAC) 2013-2014

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

582 2,420 (180) 2,822

199,765

11,572 37,107 44,069 92,748

104,349 (2,822) 101,527

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

1,330 2,909 155 4,394

196,348

30,747 57,022 87,769

141,500 (4,394) 137,106

400 10,000 235,285 245,685

81,176 11,572 196,348

46,892 199,765

2 3,424 205,117 208,544

600 103,000 103,600

Current Year Budget FY 12-13

556 152,316 152,873

Prior Year Actual FY 11-12

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

1,330 2,909 155 4,394

196,048

25,884 100,745 126,629

136,000 (4,394) 131,606

1,025 200,000 201,025

81,176 11,572 196,048

300 103,000 103,300

Current Year Actual (Est.) FY 12-13

1,509 3,031 (1,010) 3,530

229,929

25,884 249,315 275,199

258,800 (3,530) 255,270

10,000 200,000 210,000

100,745 25,884 229,929

300 103,000 103,300

FY 13-14

BUDGET YEAR

FUND BUDGET SUMMARY

2,040 2,961 5,001

278,502

35,894 309,607 345,501

77,000 (5,001) 71,999

5,000 5,000

249,315 25,884 278,502

303 3,000 3,303

Projected Budget FY 14-15

650 2,961 3,611

348,809

36,869 310,829 347,698

7,500 (3,611) 3,889

5,000 5,000

309,607 35,894 348,809

308 3,000 3,308

Projected Budget FY 15-16

670 2,961 3,631

351,013

37,974 312,908 350,882

8,500 (3,631) 4,869

5,000 5,000

310,829 36,869 351,013

315 3,000 3,315

Projected Budget FY 16-17

890 2,961 3,851

354,207

40,509 324,347 364,856

19,500 (3,851) 15,649

5,000 5,000

312,908 37,974 354,207

325 3,000 3,325

Projected Budget FY 17-18

FY 11-12

Cemetery Care Fund Parks and Recreation 2013-2014 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.

85,875

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Other Purposes

85,871 85,871

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)

103,885

100,360 100,360

3,525 3,525 525

85,871 103,885

69,732 85,875

4 4

17,514 500 18,014

Current Year Budget FY 12-13

15,604 539 16,143

Prior Year Actual FY 11-12

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

105,084

102,084 102,084

3,000 3,000 000

85,871 105,084

18,694 519 19,213

118,135

118,110 118,110

25 25

102,084 118,135

15,551 500 16,051

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

134,579

134,554 134,554

25 25

118,110 134,579

15,969 500 16,469

Projected Budget FY 14-15

151,442

151,417 151,417

25 25

134,554 151,442

16,388 500 16,888

Projected Budget FY 15-16

168,724

168,699 168,699

25 25

151,417 168,724

16,807 500 17,307

Projected Budget FY 16-17

186,425

186,400 186,400

25 25

168,699 186,425

17,226 500 17,726

Projected Budget FY 17-18

FY 13-14

Park Tax Fund Parks and Recreation 2013-2014 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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

1,788,775 39,901 9,421 8,905

1,760,329 13,000 8,725

1,928,186 7,120 -

1,843,799 7,500 -

1,935,989 7,500 -

2,032,788 7,500 -

2,134,428 7,500 -

2,241,149 7,500 -

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

1,847,002

1,782,054

1,935,306

1,851,299

1,943,489

2,040,288

2,141,928

2,248,649

1,572,384 -

677,406 -

825,187 -

429,472 -

50,699 -

630,469 -

1,049,512 -

TOTAL ESTIMATED RESOURCES

3,419,386

2,459,460

2,612,712

2,676,486

2,372,961

2,090,987

2,772,397

3,298,161

301,211 54,562 253,271 1,454,217 -

343,550 50,220 464,134 1,278,567 -

343,550 50,220 464,134 788,908 -

342,903 50,720 204,324 1,500,000 -

349,074 50,720 204,324 1,660,000 -

355,048 50,720 204,324 795,000 -

360,170 50,720 204,324 1,050,000 -

364,787 50,720 204,324 450,000 -

2,063,261

2,136,471

1,646,812

2,097,947

2,264,118

1,405,092

1,665,214

1,069,831

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)

(678,719)

(143,213)

(140,713)

(149,067)

(58,144)

(55,426)

(57,671)

(54,460)

NET TRANSFERS IN (OUT)

(678,719)

(143,213)

(140,713)

(149,067)

(58,144)

(55,426)

(57,671)

(54,460)

677,406 -

179,776 -

825,187 -

429,472 -

50,699 -

630,469 -

1,049,512 -

2,173,870 -

677,406

179,776

825,187

429,472

50,699

630,469

1,049,512

2,173,870

3,419,386

2,459,460

2,612,712

2,676,486

2,372,961

2,090,987

2,772,397

3,298,161

34,075 13,000 3,627 4,942 2,500 58,144

36,557 7,500 3,736 5,133 2,500 55,426

37,513 8,500 3,848 5,310 2,500 57,671

38,051 4,500 3,964 5,445 2,500 54,460

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

35,046 (4,569) 4,090 3,319 4,610 (367) 1,590 535,000 100,000 678,719

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

31,048 (4,279) 3,000 3,419 4,737 288 2,500 100,000 140,713

34,523 (6,163) 11,500 3,522 4,831 (1,646) 2,500 100,000 149,067

2000 Capital Improvements mprovements Tax Fund 2013-2014 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 $59,550,000. Bond Issues

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

Issues

Issue Amount

Principal Balance 6-30-13

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 2012 Sales Tax Revenue Bonds

20,000,000 20,000,000 20,000,000 30,000,000 13,900,000 13,255,000

* * 13,035,000 22,515,000 10,970,000 13,030,000

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

* 2001 Sales Tax Revenue Bond was refinanced to the 2010 Sales Tax Revenue Bond with same final maturity. * 2003 Sales Tax Revenue Bond was refinanced to the 2012 Sales Tax Revenue Bond with same final maturity.

FUND BUDGET SUMMARY

2000 Capital Improvement Tax Fund

FY 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

10,732,649 4,012,932 75,000 509,627 -

10,620,512 550,000 -

11,725,658 575,000 11,247,782

11,376,608 400,000 15,000

11,945,438 300,000 60,000

12,542,710 250,000 60,000

13,169,846 300,000 60,000

13,828,338 450,000 60,000

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

15,330,208

11,170,512

23,548,440

11,791,608

12,305,438

12,852,710

13,529,846

14,338,338

36,574,183 -

13,750,000 32,772,310 -

28,290,224 32,772,310 -

1,000,000 19,370,095 -

1,000,000 11,077,370 -

8,767,907 -

9,285,117 -

11,218,251 -

TOTAL ESTIMATED RESOURCES

51,904,390

57,692,822

84,610,974

32,161,703

24,382,808

21,620,618

22,814,962

25,556,590

52 10,587

50 25,000

50 30,000

10,881,866 2,447,199 -

14,813,941 27,459,501 8,800,000 102,197

10,096,364 27,582,470 6,208,000 102,197

5,550,000 1,593,700 4,800,000 109,106

6,550,000 105,397

3,601,000 -

2,854,000 -

8,208,000 -

112,242

120,000

4,095,000 2,852,354 -

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

3,550,000 2,429,723 475,705

5,855,000 2,675,793 275,000

6,075,000 2,462,553 275,000

6,260,000 2,278,620 -

6,455,000 2,083,578 -

6,665,000 1,873,836 -

20,287,058

58,305,721

50,474,509

20,888,649

15,498,000

12,281,912

11,542,628

16,896,886

(4,489,313) (4,489,313)

(14,766,371) (14,766,371)

25,768,103 7,004,207

(13,793,419) 8,691,207

10,930,949 8,439,146

2,638,224 8,439,146

328,761 8,439,146

845,971 8,439,146

2,779,105 8,439,146

150,879 8,439,146

TOTAL OTHER USES

32,772,310

(5,102,212)

19,370,095

11,077,370

8,767,907

9,285,117

11,218,251

8,590,025

TOTAL ESTIMATED USES

51,904,390

57,692,822

84,610,974

32,161,703

24,382,808

21,620,618

22,814,962

25,556,590

64,000 52,901 116,901

53,589 53,589

54,083 54,083

15,000 54,679 69,679

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) TOTAL ESTIMATED COSTS 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 Improvements) Restricted (Reserve for Specific Fund Purposes)

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

1,226,000 (71,022) 1,154,978

72,965 (1,943) 71,022

36,000 4,403,494 59,543 (9,724) 4,489,313

36,000 12,477,058 2,203,494 59,543 (9,724) 14,766,371

(195,684) (195,684)

147,300 51,565 (3,181) 195,684

(116,901) (116,901)

(53,589) (53,589)

(54,083) (54,083)

(69,679) (69,679)

2012 Public Safety Center -Capital Improvements Tax Fund 2013-2014 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 11-12

FY 13-14 Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

889,010 3,799 -

7,059,554 1,500 -

7,813,592 20,000 -

7,375,197 10,000 -

7,743,956 10,100 -

8,131,154 10,252 -

7,453,422 10,508 -

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

892,809

7,061,054

7,833,592

7,385,197

7,754,056

8,141,406

7,463,930

809,214 -

20,098,616 6,495,264 -

26,831 -

2,479,270 -

5,320,195 -

7,483,236 -

TOTAL ESTIMATED RESOURCES

892,809

7,870,268

8,642,806

33,979,077

7,780,887

10,620,676

12,784,125

7,483,236

10,000 25,000

100 12,000

83,595 -

14,082,226 -

2,099,776 -

33,665,046 -

250,000

4,875,673 377,715 -

4,973,674 279,714 -

5,073,645 179,744 -

5,175,625 77,763 -

83,595

14,117,226

2,111,876

33,915,046

5,253,388

5,253,389

5,253,388

ESTIMATED USES DIRECT COSTS BY FUNCTION: Materials & Supplies Other Services & Charges Capital Outlay: Public Safety General Government Debt Service: Principal Retirement Interest Issuance Fees TOTAL ESTIMATED COSTS TRANSFERS: Transfers In Transfers Out (See detail below) NET TRANSFERS IN (OUT) ( )

(35,666) (35,666) ( , )

809,214 -

(6,282,624) -

6,495,264 -

26,831 -

2,479,270 -

5,320,195 -

7,483,236 -

2,181,869 -

TOTAL OTHER USES

809,214

(6,282,624)

6,495,264

26,831

2,479,270

5,320,195

7,483,236

2,181,869

TOTAL ESTIMATED USES

892,809

7,870,268

8,642,806

33,979,077

7,780,887

10,620,676

12,784,125

7,483,236

35,666 35,666

48,229 48,229

47,093 47,093

47,500 47,500

47,979 47,979

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

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

(35,666) (35,666) ( , )

(37,200) (37,200) ( , )

44,178 (6,978) 37,200

(48,229) (48,229) ( , )

Debt Service: Revenue Loan Note relates to the Public Safety Center vote to borrow funds from the Hospital Trust and a Construction Loan.

(47,093) (47,093) ( , )

(47,500) (47,500) ( , )

(47,979) (47,979) ( , )

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 $42,400,000.

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. 6-30-13

FINAL MATURITY

2,145,000

1/01/2024

10,240,000

40,435,000

30,015,000

7/01/2024

FUND BUDGET SUMMARY

Public Works Authority Funds

FY 13-14 Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

72,975 1,853,578 111,289,401 391,491 776,046 114,383,491

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

121,247 1,389,418 114,056,343 350,665 449,892 116,367,565

1,317,852 117,819,122 379,200 548,107 120,064,281

1,386,073 121,588,140 419,300 554,807 123,948,320

1,425,786 124,533,142 435,500 560,187 126,954,615

1,477,205 127,992,616 459,500 568,659 130,497,980

1,522,770 130,623,394 494,700 574,942 133,215,806

55,104,384 169,487,875

57,605,932 170,203,356

57,605,932 173,973,497

48,643,450 168,707,731

44,040,181 167,988,501

40,254,281 167,208,896

41,858,238 172,356,218

42,256,181 175,471,987

68,224,460 8,658,052 5,050,390 6,825,352 699,916 569,780 90,027,948

66,273,719 16,814,777 5,508,141 10,824,892 750,634 2,619,191 102,791,353

67,872,484 16,017,813 5,588,597 10,631,348 741,655 2,547,333 103,399,230

69,820,458 16,265,733 6,019,820 7,827,362 769,848 2,130,015 102,833,235

70,958,429 16,504,460 6,041,680 8,585,759 779,010 1,357,670 104,227,008

72,091,698 14,925,056 6,236,856 5,989,060 783,542 1,374,515 101,400,727

76,183,634 14,522,571 6,438,925 5,747,010 791,041 1,940,574 105,623,754

75,024,959 13,040,148 6,649,546 6,172,416 797,696 2,099,075 103,783,840

28,260,100 (50,114,095) (21,853,995)

28,731,883 (51,127,517) (22,395,634)

31,748,038 (53,820,997) (22,072,959)

29,995,622 (51,829,937) (21,834,315)

31,470,945 (54,978,158) (23,507,213)

33,018,570 (56,968,500) (23,949,930)

34,645,056 (59,121,339) (24,476,283)

36,095,043 (59,141,201) (23,046,158)

57,605,932 , , 57,605,932

45,158,511 , , 45,158,511

48,643,450 , , 48,643,450

44,040,181 , , 44,040,181

40,254,281 , , 40,254,281

41,858,238 , , 41,858,238

42,256,181 , , 42,256,181

48,641,989 , , 48,641,989

169,487,875

170,345,498

174,115,639

168,707,731

167,988,501

167,208,896

172,356,218

175,471,987

Prior Year Actual FY 11-12

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

50% 184 41% 150

40% 146 29% 107

42% 153 31% 113

37% 134 28% 104

27,830,929 6,409,827 (1,131,773) 691,000 440,000 800,273 1,036,481 3,228,954 274,759 (69,294) 5,458,780 725,662 4,495,285 (76,788) 50,114,095

28,238,214 6,640,989 (767,172) 470,000 50,000 994,717 234,517 3,378,214 248,150 20,129 6,259,220 803,703 4,556,836 (142,142) 51,127,517

30,910,900 6,640,989 (767,172) 470,000 50,000 994,717 234,517 3,378,214 248,150 20,129 6,259,220 824,497 4,556,836 (142,142) 53,820,997

29,500,785 7,114,256 (885,839) 528,429 50,000 1,038,805 349,166 3,202,100 286,183 (114,900) 5,875,159 825,042 4,628,216 (567,465) 51,829,937

32% 119 25% 92

30,975,824 7,272,249 528,429 50,000 1,143,668 241,859 3,226,947 338,009 5,483,610 845,598 4,871,965 54,978,158

33% 120 26% 96

32,524,616 7,361,524 528,429 50,000 1,171,871 248,746 3,498,859 349,569 5,479,499 866,772 4,888,615 56,968,500

32% 118 26% 94

34,150,846 7,454,715 528,429 50,000 1,188,754 253,680 3,765,834 360,130 5,477,381 888,589 5,002,981 59,121,339

37% 133 30% 109

35,858,389 7,604,839 528,429 50,000 1,201,370 256,662 4,087,019 368,147 3,297,074 910,159 4,979,113 59,141,201

Edmond nd Electric 2013-2014 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. 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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

71,970,054 64,550 528,583 72,563,186

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

72,787,796 55,449 161,223 73,004,468

75,008,638 65,000 291,670 75,365,308

76,754,552 75,000 293,311 77,122,863

78,465,567 78,000 294,952 78,838,519

80,746,734 95,000 299,439 81,141,173

10,022,700

7,315,626

5,885,704

4,570,821

3,363,728

2,430,002

TOTAL ESTIMATED RESOURCES

82,585,886

78,421,033

80,320,094

81,251,012

81,693,684

82,202,247

83,571,175

81,990,149

4,175,668 1,011,717 52,856,423 5,292,736 4,887,914 -

4,423,475 916,300 50,302,823 6,147,130 4,483,990 -

4,412,962 883,000 53,000,000 5,580,772 3,995,750 -

4,633,239 1,059,300 54,514,187 5,576,732 4,037,000 -

4,662,130 1,057,800 55,604,471 5,910,028 3,724,000 -

4,725,663 1,088,800 56,438,537 6,037,578 3,801,120 -

4,769,630 1,116,300 57,680,185 6,198,137 6,419,382 -

4,797,873 1,140,300 58,833,789 6,304,187 3,948,810 -

TOTAL ESTIMATED COSTS

68,224,460

66,273,719

67,872,484

69,820,458

70,958,429

72,091,698

76,183,634

75,024,959

TRANSFERS: Transfers In Transfers Out (See detail below)

(7,045,801)

(6,561,906)

(6,859,733)

(7,371,528)

(7,680,546)

(7,961,220)

(8,281,901)

NET TRANSFERS IN (OUT)

(7,045,801)

(6,561,906)

(6,859,733)

(7,371,528)

(7,680,546)

(7,961,220)

(8,281,901)

7,315,626 315 626 7,315,626

5,585,408 585 408 5,585,408

5,885,704 885 704 5,885,704

4,570,821 570 821 4,570,821

3,363,728 363 728 3,363,728

2,430,002 430 002 2,430,002

(573 678) (573,678) (573,678)

(1 316 712) (1,316,712) (1,316,712)

82,585,886

78,421,033

80,320,094

81,251,012

81,693,684

82,202,247

82,137,747 125,000 301,080 82,563,827 (573,678)

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

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

10% 37 10% 35

8% 29 8% 28

8% 29 8% 29

6% 22 6% 22

2,525,318 (408,303) 691,000 440,000 242,524 546,881 2,626,640 71,274 (50,328) 234,202 126,593 7,045,801

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

3,159,041 (436,432) 528,429 50,000 358,670 237,116 2,622,018 75,167 (38,611) 174,735 129,600 6,859,733

4% 16 4% 16

3,193,661 528,429 50,000 368,240 241,859 2,636,792 113,632 102,835 136,080 7,371,528

3% 11 3% 11

3,247,360 528,429 50,000 377,803 246,696 2,867,134 117,458 102,782 142,884 7,680,546

83,571,175

-1% (3) -1% (2)

3,297,281 528,429 50,000 377,060 251,630 3,083,424 120,949 102,419 150,028 7,961,220

81,990,149

-2% (6) -2% (6)

3,361,464 528,429 50,000 380,668 256,662 3,359,339 123,599 64,210 157,530 8,281,901

Waterr Resources 2013-2014 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 30-0-0 30-0-0 *Includes Water Plant, Water Wells, and Wastewater Plant

Year 3

Year 4

Year 5

30-0-0

FUND BUDGET SUMMARY

Water Fund

FY 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

ESTIMATED RESOURCES: REVENUES: Inter-governmental License & Permits: Water Tap Fees Capacity Fees Charges for Services Interest Miscellaneous Revenue

72,975

242,558 925,949 21,383,363 177,767 188,954

137,620 695,244 21,174,743 200,000 206,258

213,713 701,413 22,336,283 162,204 239,197

148,524 757,363 22,860,273 175,000 207,176

160,239 793,249 23,519,613 200,000 211,520

167,446 819,846 24,136,397 210,000 214,038

174,653 846,443 24,733,070 215,000 216,557

181,859 873,040 25,391,448 215,000 219,076

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

22,991,566

22,413,865

23,652,810

24,148,336

24,884,621

25,547,727

26,185,723

26,880,423

21,996,519

27,687,356

26,184,797

24,755,828

23,371,424

24,167,315

25,912,892

TOTAL ESTIMATED RESOURCES

44,988,085

50,101,221

51,340,166

50,333,133

49,640,449

48,919,151

50,353,038

52,793,315

1,379,426 514,682 3,154,631 1,921,880 1,687,432 -

1,438,816 717,032 4,299,936 8,651,366 1,707,627 -

1,441,162 664,745 3,803,107 8,401,172 1,707,627 -

1,627,629 765,120 4,062,078 8,104,247 1,706,659 -

1,655,909 704,101 4,199,390 8,239,370 1,705,691 -

1,682,960 723,475 4,217,800 6,596,076 1,704,745 -

1,705,774 748,106 4,324,705 6,040,234 1,703,752 -

1,728,004 749,586 4,335,274 4,524,500 1,702,784 -

TOTAL ESTIMATED COSTS

8,658,052

16,814,777

16,017,813

16,265,733

16,504,460

14,925,056

14,522,571

13,040,148

TRANSFERS: Transfers In Transfers Out (See detail below)

27,830,929 (36,473,606)

28,238,214 (37,719,239)

31,254,369 (40,391,925)

29,500,785 (38,812,358)

30,975,824 (40,740,388)

32,524,616 (42,351,396)

34,150,846 (44,068,422)

35,858,389 (43,962,238)

NET TRANSFERS IN (OUT)

(8,642,677)

(9,481,025)

(9,137,556)

(9,311,573)

(9,764,564)

(9,826,780)

(9,917,576)

(8,103,849)

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

27,687,356 27,687,356

23,805,419 23,805,419

26,184,797 26,184,797

24,755,828 24,755,828

23,371,424 23,371,424

24,167,315 24,167,315

25,912,892 25,912,892

31,649,318 31,649,318

TOTAL ESTIMATED USES

44,988,085

50,101,221

51,340,166

50,333,133

49,640,449

48,919,151

50,353,038

52,793,315

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 Administrative Support Fund Allocation Credit Insurance Assessment Allocation Credit Vehicle Maintenance Fees Fleet Lease Assessment Fee Fleet Management Fund Field Services Fund Allocation Credit

120% 440 160% 584

106% 388 91% 330

111% 404 103% 375

103% 374 97% 353

27,830,929 116,250 4,275,358 1,643,773 (388,281) 69,890 (6,598) 13,085 34,329 2,825,244 59,627 36,473,606

28,238,214 134,193 4,993,519 1,821,534 (201,254) 57,373 3,698 27,011 37,348 2,050 2,631,924 (26,371) 37,719,239

30,910,900 134,193 4,993,519 1,821,534 (201,254) 57,373 3,698 27,011 37,348 2,050 2,631,924 (26,371) 40,391,925

29,500,785 100,000 4,891,556 1,882,157 (229,616) 65,891 (21,473) 29,321 38,367 27,050 2,648,762 (120,442) 38,812,358

94% 343 89% 325

30,975,824 110,462 4,787,206 1,926,392 66,973 30,201 39,418 2,803,912 40,740,388

95% 345 98% 356

32,524,616 122,253 4,783,982 1,952,479 69,156 31,106 40,500 2,050 2,825,254 42,351,396

99% 361 106% 387

34,150,846 148,573 4,783,168 1,980,038 71,153 32,040 41,615 2,050 2,858,939 44,068,422

118% 430 150% 546

35,858,389 157,377 2,904,032 2,009,275 72,670 32,089 42,761 2,885,645 43,962,238

Solid olid Waste Department 2013-2014 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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

ESTIMATED RESOURCES: REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue

7,583,465 13,447 1,350

7,546,406 15,000 -

7,735,271 12,180 -

7,939,699 12,000 -

8,237,270 12,000 -

8,546,320 12,000 -

8,867,301 12,000 -

9,200,680 12,000 -

7,598,262

7,561,406

7,747,451

7,951,699

8,249,270

8,558,320

8,879,301

9,212,680

2,584,722

2,396,197

2,078,597

1,676,399

1,346,703

1,073,228

863,625

10,182,984

9,957,603

10,143,648

10,030,296

9,925,669

9,905,023

9,952,529

10,076,305

1,300,535 482,503 3,267,351 -

1,371,704 603,875 3,255,562 277,000 -

1,329,096 627,600 3,558,901 73,000 -

1,360,482 634,705 3,945,633 79,000 -

1,370,668 654,152 3,997,860 19,000 -

1,380,548 674,260 4,163,048 19,000 -

1,389,125 695,051 4,335,749 19,000 -

1,397,507 716,548 4,516,491 19,000 -

TOTAL ESTIMATED COSTS

5,050,390

5,508,141

5,588,597

6,019,820

6,041,680

6,236,856

6,438,925

6,649,546

TRANSFERS: Transfers In Transfers Out (See detail below)

(2,736,397)

(2,449,871)

(2,476,454)

(2,334,077)

(2,537,287)

(2,594,938)

(2,649,980)

(2,724,979)

NET TRANSFERS IN (OUT)

(2,736,397)

(2,449,871)

(2,476,454)

(2,334,077)

(2,537,287)

(2,594,938)

(2,649,980)

(2,724,979)

2,396,197 2,396,197

1,999,591 1,999,591

2,078,597 2,078,597

1,676,399 1,676,399

1,346,703 1,346,703

1,073,228 1,073,228

863,625 863,625

701,780 701,780

10,182,984

9,957,603

10,143,648

10,030,296

9,925,669

9,905,023

9,952,529

10,076,305

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 Reserve for Capital Improvements Reserve for Other Restricted Purposes p 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 General Fund Insurance Assessment Allocation Credit Fleet Management Fund Revenue Bond Funds Vehicle Maintenance Fees

32% 115 31% 112

26% 97 25% 92

27% 98 26% 94

21% 77 20% 73

786,237 (104,896) 490,550 312,312 79,542 (8,179) 489,600 121,029 570,202 2,736,397

701,125 (103,749) 646,039 327,252 118,004 7,923 123,268 630,009 2,449,871

701,125 (103,749) 646,039 327,252 118,004 7,923 123,268 656,592 2,476,454

675,260 (67,653) 606,974 342,228 107,124 (39,935) 75,979 634,100 2,334,077

16% 60 16% 57

695,965 700,210 357,889 108,444 27,997 646,782 2,537,287

13% 46 12% 44

704,250 716,732 374,266 111,916 28,056 659,718 2,594,938

10% 36 10% 35

710,576 732,175 391,394 115,130 27,793 672,912 2,649,980

8% 28 7% 27

749,378 738,937 409,305 117,564 23,425 686,370 2,724,979

Wastewater Treatment 2013-2014 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.” The Wastewater Treatment Division provides operations, maintenance, and monitoring of the Coffee Creek Wastewater Treatment Plant and 9 lift stations. Divisional staff is six 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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

ESTIMATED RESOURCES: REVENUES: Inter-governmental License and Permits: Wastewater Tap Fees Capacity Fees Charges for Services Interest Miscellaneous Revenue

121,247

595 684,476 7,882,108 96,476 2,821

632 390,819 8,425,084 125,000 -

507 473,785 8,653,767 85,055 811

691 411,274 9,463,214 90,000 -

739 431,846 10,497,681 95,000 -

796 437,698 10,766,600 98,000 -

854 455,255 10,983,380 100,000 -

911 466,960 11,199,511 100,000 -

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

8,666,476

8,941,535

9,335,172

9,965,179

11,025,266

11,303,094

11,539,489

11,767,382

15,294,933

14,304,558

9,833,786

9,200,457

8,489,973

10,640,559

13,173,399

TOTAL ESTIMATED RESOURCES

23,961,410

23,246,093

23,639,730

19,798,965

20,225,723

19,793,067

22,180,048

24,940,781

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

475,247 283,990 1,211,985 4,854,130 -

480,272 608,355 1,644,458 8,091,806 -

470,817 453,669 1,509,329 8,197,533 -

475,531 633,737 1,538,014 5,180,080 -

485,050 620,731 1,672,035 5,807,943 -

494,590 640,174 1,574,331 3,279,965 -

502,629 657,835 1,614,150 2,972,396 -

510,476 653,313 1,722,065 3,286,562 -

TOTAL ESTIMATED COSTS

6,825,352

10,824,892

10,631,348

7,827,362

8,585,759

5,989,060

5,747,010

6,172,416

TRANSFERS: Transfers In Transfers Out (See detail below)

(2,831,500)

(3,180,385)

(3,174,596)

(2,771,146)

(3,149,991)

(3,163,449)

(3,259,639)

(3,238,328)

NET TRANSFERS IN (OUT)

(2,831,500)

(3,180,385)

(3,174,596)

(2,771,146)

(3,149,991)

(3,163,449)

(3,259,639)

(3,238,328)

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

14,304,558 14,304,558

9,240,816 9,240,816

9,833,786 9,833,786

9,200,457 9,200,457

8,489,973 8,489,973

10,640,559 10,640,559

13,173,399 13,173,399

15,530,037 15,530,037

TOTAL ESTIMATED USES

23,961,410

23,246,093

23,639,730

19,798,965

20,225,723

19,793,067

22,180,048

24,940,781

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 Field Services Fund Allocation Credit Fleet Lease Assessment Fee Fleet Management Fund General Fund Insurance Assessment Allocation Credit Revenue Bond Funds Vehicle Maintenance Fees

165% 602 148% 541

103% 377 66% 241

105% 384 71% 260

92% 337 87% 317

821,526 (126,477) 1,670,041 (136,415) 12,064 173,752 13,155 (1,037) 399,019 5,872 2,831,500

870,490 (94,458) 1,924,912 (115,771) 12,388 155,211 11,745 801 403,278 11,789 3,180,385

870,490 (94,458) 1,924,912 (115,771) 12,388 155,211 11,745 801 403,278 6,000 3,174,596

817,739 (80,069) 1,979,454 (447,023) 12,721 85,000 137,854 14,992 (4,701) 238,052 17,127 2,771,146

77% 281 72% 264

843,647 2,068,053 13,065 121,804 15,330 70,451 17,641 3,149,991

94% 344 116% 424

846,673 2,063,361 13,419 135,206 15,895 70,725 18,170 3,163,449

114% 417 146% 534

854,457 2,144,042 13,784 142,444 16,406 69,791 18,715 3,259,639

132% 482 165% 602

864,878 2,093,468 14,160 160,998 16,795 68,753 19,276 3,238,328

Arcadia Lake Parks and Recreation 2013-2014 Departmental Summary

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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

ESTIMATED RESOURCES: REVENUES: Inter-governmental Charges for Services Interest Miscellaneous Revenue

826,380 2,297 54,338

831,972 2,500 48,438

876,756 2,129 48,661

877,563 2,200 49,261

896,210 2,300 49,976

909,771 2,500 51,197

933,025 2,500 52,663

959,360 2,700 54,786

883,014

882,910

927,546

929,024

948,486

963,468

988,188

1,016,846

308,661

311,569

317,258

291,932

227,642

168,112

122,949

1,191,676

1,194,479

1,239,115

1,246,282

1,240,418

1,191,110

1,156,300

1,139,795

468,356 87,193 144,366 -

494,908 90,435 165,291 -

494,557 92,005 155,093 -

513,580 93,185 163,083 -

521,442 92,285 165,283 -

526,924 92,285 164,333 -

531,933 94,375 164,733 -

537,378 95,585 164,733 -

TOTAL ESTIMATED COSTS

699,916

750,634

741,655

769,848

779,010

783,542

791,041

797,696

TRANSFERS: Transfers In-General Fund Transfers In-Park Tax Fund Transfers Out (See detail below)

429,171 (609,362)

493,669 (673,871)

494,837 (679,339)

495,121 (728,887)

493,954 (733,410)

494,210 (736,520)

236,654 (483,940)

NET TRANSFERS IN (OUT)

(180,191)

(180,202)

(184,502)

(233,766)

(239,456)

(242,310)

(247,286)

311,569 311,569

263,643 263,643

317,258 317,258

291,932 291,932

227,642 227,642

168,112 168,112

122,949 122,949

94,813 94,813

1,191,676

1,194,479

1,239,115

1,246,282

1,240,418

1,191,110

1,156,300

1,139,795

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

24% 87 24% 87

19% 70 19% 68

22% 81 22% 82

21% 75 20% 74

143,520 (26,026) 18,609 37,995 (2,926) 429,171 9,019 609,362

145,361 (18,491) 19,167 20,843 1,322 493,669 12,000 673,871

168,371 (26,698) 19,742 20,303 (9,216) 494,837 12,000 679,339

101

16% 58 15% 55

170,606 20,334 30,826 495,121 12,000 728,887

12% 42 11% 40

174,312 20,944 32,200 493,954 12,000 733,410

8% 30 8% 29

175,319 21,573 33,418 494,210 12,000 736,520

8% 28 7% 27

178,720 22,220 34,346 236,654 12,000 483,940

Drainage nage Utility 2013-2014 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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

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

116,479 1,644,031 36,955 -

1,652,301 40,000 -

1,666,470 33,648 -

1,669,735 35,000 -

1,682,814 35,000 -

1,708,487 35,000 -

1,729,106 35,000 -

1,734,648 40,000 -

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

1,797,464

1,692,301

1,700,118

1,704,735

1,717,814

1,743,487

1,764,106

1,774,648

4,896,849

5,590,626

4,343,308

3,544,744

3,454,811

3,379,022

2,756,995

TOTAL ESTIMATED RESOURCES

6,694,314

7,282,927

7,290,744

6,048,043

5,262,558

5,198,298

5,143,128

4,531,643

308,478 5,200 223,186 32,917 -

348,301 13,670 238,970 2,018,249 -

344,462 13,587 216,535 1,972,749 -

348,652 13,670 180,476 1,587,217 -

353,324 13,670 180,676 810,000 -

355,969 13,670 180,876 824,000 -

359,128 15,370 181,076 1,385,000 -

361,829 16,170 181,076 1,540,000 -

TOTAL ESTIMATED COSTS

569,780

2,619,191

2,547,333

2,130,015

1,357,670

1,374,515

1,940,574

2,099,075

TRANSFERS: Transfers In Transfers Out (See detail below)

(417,429)

(400,103)

(373,284)

(450,077)

(444,761)

(445,559)

(449,815)

NET TRANSFERS IN (OUT)

(417,429)

(400,103)

(373,284)

(450,077)

(444,761)

(445,559)

(449,815)

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

OTHER USES: Reserve for Council Special Projects f Capital C Reserve for Improvements Reserve for Other Restricted Purposes Unassigned (Res for Emergencies & Shortfalls*) TOTAL OTHER USES

5,590,626 5,590,626

4,263,633 4,263,633

4,343,308 4,343,308

3,544,744 3,544,744

3,454,811 3,454,811

3,379,022 3,379,022

2,756,995 2,756,995

1,982,753 1,982,753

TOTAL ESTIMATED USES

6,577,835

7,282,927

7,290,744

6,048,043

5,262,558

5,198,298

5,143,128

4,531,643

* 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

311% 1,135 566% 2,067

252% 920 141% 515

255% 932 147% 538

208% 759 142% 517

489,453 (77,790) 2,197 2,903 (226) 892 417,429

456,570 (64,679) 2,263 2,870 185 2,894 400,103

411,688 (45,371) 2,331 2,706 (964) 2,894 373,284

103

201% 734 191% 698

441,978 2,401 2,804 2,894 450,077

194% 707 186% 678

436,450 2,473 2,944 2,894 444,761

156% 570 116% 422

437,044 2,547 3,074 2,894 445,559

112% 408 78% 284

441,124 2,624 3,173 2,894 449,815

EPWA Sewer Impact Fund 2013-2014 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

2,626,342

2,606,472

TOTAL ESTIMATED USES

** Funds to be used to add additional Wastewater Plant.

2,626,092 2,626,092

2,606,342 2,606,342

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)

250 250

2,606,342 2,626,342

2,588,849 2,606,472

131 131

20,000 20,000

Current Year Budget FY 12-13

17,624 17,624

Prior Year Actual FY 11-12

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

105

2,621,342

2,621,242 2,621,242

100 100

2,606,342 2,621,342

15,000 15,000

Current Year Actual (Est.) FY 12-13

2,636,242

2,636,142 2,636,142

100 100

2,621,242 2,636,242

15,000 15,000

FY 13-14

BUDGET YEAR

FUND BUDGET SUMMARY

2,651,142

2,651,042 2,651,042

100 100

2,636,142 2,651,142

15,000 15,000

Projected Budget FY 14-15

2,666,042

2,665,942 2,665,942

100 100

2,651,042 2,666,042

15,000 15,000

Projected Budget FY 15-16

2,680,942

2,680,842 2,680,842

100 100

2,665,942 2,680,942

15,000 15,000

Projected Budget FY 16-17

2,695,842

2,695,742 2,695,742

100 100

2,680,842 2,695,842

15,000 15,000

Projected Budget FY 17-18

FY 13-14

EPWA Revenue Bond Funds 2013-2014 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 $42,400,000. Revenue Bond Issues Issue

Issue Amount

Principal Bal. 6-30-13

Final Maturity

8,735,000

2,145,000

1/01/2024

2003 A & B Utility System Refunding Revenue Bonds 2004 Utility System Revenue Bonds

14,700,000

10,240,000

7/01/2024

2005 Utility System Refunding Revenue Bonds

40,435,000

30,015,000

7/01/2024

106

10,013,952 10,013,952 10,689,642

TOTAL ESTIMATED USES

5,596,311 5,596,311

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

4,225,000 2,103,695 6,338,820

4,070,000 2,233,856 6,272,001

10,268,877

10,347,506 10,347,506

6,417,449 6,417,449

10,125 10 125 -

10,013,952 10,268,877

10,323,464 10,689,642

(31,854) (31 854) -

254,925 254,925

Current Year Budget FY 12-13

366,178 366,178

Prior Year Actual FY 11-12

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

10,278,952

10,357,551 10,357,551

6,417,419 6,417,419

4,225,000 2,103,695 6,338,820

10,125 10 -

10,013,952 10,278,952

265,000 265,000

10,607,551

10,291,426 10,291,426

6,033,733 6,033,733

4,435,000 1,904,733 6,349,858

10,125 10 125 -

10,357,551 10,607,551

250,000 250,000

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

10,541,426

10,634,788 10,634,788

5,642,275 5,642,275

3,845,000 1,693,788 5,548,913

10,125 10 125 -

10,291,426 10,541,426

250,000 250,000

Projected Budget FY 14-15

10,884,788

10,973,843 10,973,843

5,637,790 5,637,790

4,035,000 1,503,610 5,548,735

10,125 10 125 -

10,634,788 10,884,788

250,000 250,000

Projected Budget FY 15-16

11,223,843

11,320,356 11,320,356

5,635,754 5,635,754

4,225,000 1,304,116 5,539,241

10,125 10 125 -

10,973,843 11,223,843

250,000 250,000

Projected Budget FY 16-17

11,570,356

9,414,051 9,414,051

3,372,911 3,372,911

4,425,000 1,094,091 5,529,216

10,125 10 125 -

11,320,356 11,570,356

250,000 250,000

Projected Budget FY 17-18

FY 13-14

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 Parks and Recreation 2013-2014 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

50,000 415,235 2,521,703

421,450 2,423,260

2,423,260

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

3,405 137,531 194,320 (34,975) 16,191 (1,240) 893 316,125

20% 72

2,521,703

1,656 413,579 415,235

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

2,030 391,825 393,855

100,000 000 (316,125) (216,125)

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

33,477 158,199 220,630 (30,320) 21,243 1,384 1,300 405,913

18% 66

100 000 100,000 (405,913) (305,913)

887,866 467,651 161,758 274,626 1,791,901

958,135 452,250 218,813 180,805 11,932 1,821,935

1,981,400 3,535 71,533 2,056,468

Current Year Budget FY 12-13

1,935,862 4,397 61,551 2,001,810

Prior Year Actual FY 11-12

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

33,477 158,199 220,630 (30,320) 21,243 1,384 1,300 405,913

16% 59

2,414,505

339,773 339,773

100 000 100,000 (405,913) (305,913)

948,261 472,268 229,933 106,425 11,932 1,768,819

415,235 2,414,505

1,915,711 3,729 79,830 1,999,270

34,481 158,574 220,570 (37,165) 16,135 (5,535) 1,300 388,360

21% 76

2,385,649

445,081 445,081

100 000 100,000 (388,360) (288,360)

982,758 480,175 189,275 1,652,208

339,773 2,385,649

2,005,600 3,500 36,776 2,045,876

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

35,515 158,665 230,005 16,539 1,300 442,024

18% 66

2,552,992

382,762 382,762

(442,024) (442,024)

996,406 484,525 189,275 58,000 1,728,206

445,081 2,552,992

2,067,600 3,535 36,776 2,107,911

Projected Budget FY 14-15

36,544 158,291 281,025 17,208 1,300 494,368

12% 44

2,497,226

256,567 256,567

(494,368) (494,368)

1,010,491 489,525 189,275 57,000 1,746,291

382,762 2,497,226

2,074,100 3,588 36,776 2,114,464

Projected Budget FY 15-16

37,602 158,373 244,235 18,367 1,300 459,877

8% 30

2,437,621

180,283 180,283

(459,877) (459,877)

1,023,311 527,875 189,275 57,000 1,797,461

256,567 2,437,621

2,140,600 3,678 36,776 2,181,054

Projected Budget FY 16-17

37,602 75,837 247,025 18,297 1,300 380,061

12% 43

2,372,947

257,543 257,543

(380,061) (380,061)

1,034,068 461,000 189,275 51,000 1,735,343

180,283 2,372,947

2,152,100 3,788 36,776 2,192,664

Projected Budget FY 17-18

FY 13-14

YourGovShop 2013-2014 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

5,697 (438) 5,259

214% 781

235,877

TOTAL ESTIMATED USES

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

173,707 173,707

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

2,588 (5,259) (2,671)

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

4,773 (523) 4,250

258% 943

224,457

171,596 171,596

15,682 (4,250) 11,432

27,993 1,600 34,700 64,293

173,707 224,457

157,291 235,877

26,855 69 32,574 59,499

50,000 750 50,750

Current Year Budget FY 12-13

77,602 984 78,586

Prior Year Actual FY 11-12

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

4,773 (523) 4,250

259% 946

224,457

172,088 172,088

15,682 (4,250) 11,432

28,251 1,100 34,450 63,801

173,707 224,457

50,000 750 50,750

4,680 (5) 4,675

246% 898

222,838

169,149 169,149

17,965 (4,675) 13,290

29,729 2,300 34,950 66,979

172,088 222,838

50,000 750 50,750

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

4,706 4,706

242% 884

219,899

166,272 166,272

17,939 (4,706) 13,233

30,310 1,600 34,950 66,860

169,149 219,899

50,000 750 50,750

Projected Budget FY 14-15

4,744 4,744

237% 864

217,022

162,931 162,931

18,095 (4,744) 13,351

30,892 1,600 34,950 67,442

166,272 217,022

50,000 750 50,750

Projected Budget FY 15-16

4,760 4,760

230% 841

213,681

159,041 159,041

18,290 (4,760) 13,530

31,470 1,600 35,100 68,170

162,931 213,681

50,000 750 50,750

Projected Budget FY 16-17

4,799 4,799

224% 817

209,791

154,748 154,748

18,423 (4,799) 13,624

31,967 1,600 35,100 68,667

159,041 209,791

50,000 750 50,750

Projected Budget FY 17-18

FY 13-14

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 2013-2014 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

3,073,311

TOTAL ESTIMATED USES

Vehicle Maintenance Fees

Fleet Lease Assessment Fee Insurance Assessment Allocation Credit

53,105 (7,532) 1,535 1,730 (135) 107 48,810

3,490,072 3,490,072

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

2,093,717 (48,810) 2,044,907

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

DETAIL OF TRANSFERS OUT: Administrative Support

967,000 250,000 167,790 651,000 134,970 2,418,980

554,173 58,529 150,974 579,619 79,883 1,628,147

63,100 (10,681) 1,581 1,694 109 1,600 57,403

3,612,572

3,589,874 3,589,874

2,453,685 (57,403) 2,396,282

232,395 15,825

3,490,072 3,612,572

2,855,485 3,073,311

198,900 6,068

22,500 100,000 122,500

Current Year Budget FY 12-13

22,322 195,504 217,826

Prior Year Actual FY 11-12

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

63,100 (10,681) 1,581 1,694 109 1,600 57,403

3,610,072

3,662,928 3,662,928

2,453,685 (57,403) 2,396,282

967,000 200,000 165,000 651,000 118,822 2,343,426

232,604 9,000

3,490,072 3,610,072

20,000 100,000 120,000

60,479 (9,755) 1,628 1,626 (578) 1,200 54,600

3,782,928

2,779,405 2,779,405

1,553,855 (54,600) 1,499,255

1,069,000 200,000 165,000 675,000 126,130 2,502,778

253,167 14,481

3,662,928 3,782,928

20,000 100,000 120,000

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND BUDGET SUMMARY

61,701 1,677 1,685 1,200 66,263

2,899,405

2,716,021 2,716,021

2,474,191 (66,263) 2,407,928

1,101,070 225,000 165,000 700,000 129,265 2,591,312

258,177 12,800

2,779,405 2,899,405

20,000 100,000 120,000

Projected Budget FY 14-15

62,574 1,728 1,768 1,000 67,070

2,836,021

2,651,678 2,651,678

2,548,895 (67,070) 2,481,825

1,134,102 225,000 165,000 735,000 132,727 2,666,168

261,989 12,350

2,716,021 2,836,021

20,000 100,000 120,000

Projected Budget FY 15-16

62,975 1,779 1,846 1,000 67,600

2,771,678

2,586,858 2,586,858

2,617,682 (67,600) 2,550,082

1,168,125 225,000 165,000 757,050 142,390 2,734,902

264,337 13,000

2,651,678 2,771,678

20,000 100,000 120,000

Projected Budget FY 16-17

63,702 1,833 1,905 1,000 68,440

2,706,858

2,520,957 2,520,957

2,669,525 (68,440) 2,601,085

1,203,169 225,000 165,000 772,191 142,390 2,786,986

266,236 13,000

2,586,858 2,706,858

20,000 100,000 120,000

Projected Budget FY 17-18

FY 13-14

Human Resources/Training/Employee Group Insurance 2013-2014 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

5,997 (498) 5,499

13,048,452

4,981,936 4,981,936

5,355 (486) 4,869

13,516,936

4,641,192 4,641,192

(4,869) (4,869)

7,555,500 630,000 650,325 30,000 8,870,875

7,130,491 510,658 405,806 13,146 8,061,017

(5,499) (5,499)

5,050

4,981,936 13,516,936

4,669,192 13,048,452

917

35,000 8,500,000 8,535,000

Current Year Budget FY 12-13

36,519 8,327,729 15,013 8,379,260

Prior Year Actual FY 11-12

5,355 (486) 4,869

14,405,838

5,674,799 5,674,799

(4,869) (4,869)

7,300,000 600,000 809,820 15,000 8,726,170

1,350

4,981,936 14,405,838

25,000 9,398,902 9,423,902

6,488 (682) 5,806

15,199,799

5,316,818 5,316,818

(5,806) (5,806)

7,800,000 630,000 800,000 615,775 30,000 9,877,175

1,400

5,674,799 15,199,799

25,000 9,500,000 9,525,000

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

6,132 6,132

14,842,068

4,858,336 4,858,336

(6,132) (6,132)

8,000,000 670,000 600,000 675,900 30,000 9,977,600

1,700

5,316,818 14,842,068

25,250 9,500,000 9,525,250

Projected Budget FY 14-15

6,174 6,174

14,383,965

3,989,941 3,989,941

(6,174) (6,174)

8,300,000 700,000 650,000 705,950 30,000 10,387,850

1,900

4,858,336 14,383,965

25,629 9,500,000 9,525,629

Projected Budget FY 15-16

117

** GASB Statement 45-Other Post Employment Benefits (OPEB) per the October, 2012 Actuarial Study's assumption of 30% utilization by retirees and 50% utilization by spouses of covered retirees amounts to $1,253,039 in the 3rd year we have this obligation and anticipated approximately $2.5 million in NPO (Net OPEB Obligation).

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 Health Clinic Other Charges Wellness Program TOTAL ESTIMATED COSTS

ESTIMATED USES

ESTIMATED RESOURCES:

Employee Group Insurance Fund

FUND BUDGET SUMMARY

6,240 6,240

13,516,210

2,827,070 2,827,070

(6,240) (6,240)

8,500,000 700,000 725,000 726,000 30,000 10,682,900

1,900

3,989,941 13,516,210

26,269 9,500,000 9,526,269

Projected Budget FY 16-17

6,294 6,294

12,354,128

1,379,884 1,379,884

(6,294) (6,294)

8,700,000 700,000 800,000 736,050 30,000 10,967,950

1,900

2,827,070 12,354,128

27,058 9,500,000 9,527,058

Projected Budget FY 17-18

FY 13-14

Vehicle Maintenance 2013-2014 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. 7. 8.

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 an L.P.G. infrastructure for use with vehicles and equipment. Promote continuous improvement within the department. “GREEN” Efforts to protect the environment Develop a C.N.G. infrastructure to provide C.N.G. for selected owned vehicles. Diversify the fleet using multiple fueling technologies.

S T A F F I N G (FT-PT-S) Current Level Year 1 Year 2 10.35-0-0 11.35-0-0 11.35-0-0 *.65 Split with Fleet Management Fund

Year 3 11.35-0-0

118

Year 4 11.35-0-0

Year 5 11.35-0-0

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

157,571 (23,734) 14,841 900 149,578

1,581,980

1,532,610

153,132 (21,678) 15,930 (1,238) 146,146

394,748 28,365 423,113

1,969,931 (149,578) 1,820,353

385,605 (76,019) 309,586

1,850,747 (146,146) 1,704,601

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

720,253 683,759 1,258,400 316,808 2,979,220

309,586 1,581,980

311,837 1,532,610

661,872 747,596 1,185,553 332,604 2,927,625

2,500 1,267,543 2,351 1,272,394

Current Year Budget FY 12-13

1,986 1,212,935 5,852 1,220,773

Prior Year Actual FY 11-12

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

157,571 (23,734) 14,841 900 149,578

1,588,528

394,748 78,963 473,711

1,969,930 (149,578) 1,820,352

676,191 698,129 1,258,400 302,449 2,935,169

309,586 1,588,528

1,771 1,267,543 9,628 1,278,942

Current Year Actual (Est.) FY 12-13

130,916 (22,382) 17,517 (5,841) 120,210

1,956,696

567,961 86,294 654,255

2,021,607 (120,210) 1,901,397

763,048 819,732 1,300,000 321,058 3,203,838

473,711 1,956,696

1,500 1,473,213 8,272 1,482,985

FY 13-14

BUDGET YEAR

FUND BUDGET SUMMARY

137,109 17,774 154,883

1,974,541

577,961 316,004 893,965

2,276,940 (154,883) 2,122,057

776,450 800,755 1,300,000 325,428 3,202,633

654,255 1,974,541

1,500 1,310,000 8,786 1,320,286

Projected Budget FY 14-15

143,117 18,336 161,453

2,214,765

587,961 558,167 1,146,128

2,344,051 (161,453) 2,182,598

789,640 830,269 1,300,000 331,326 3,251,235

893,965 2,214,765

1,500 1,310,000 9,300 1,320,800

Projected Budget FY 15-16

144,948 18,857 163,805

2,467,314

597,961 815,242 1,413,203

2,413,078 (163,805) 2,249,273

803,624 862,359 1,300,000 337,401 3,303,384

1,146,128 2,467,314

1,500 1,310,000 9,686 1,321,186

Projected Budget FY 16-17

146,528 19,251 165,779

2,734,775

607,961 1,071,549 1,679,510

2,459,840 (165,779) 2,294,061

816,551 895,374 1,300,000 337,401 3,349,326

1,413,203 2,734,775

1,500 1,310,000 10,072 1,321,572

Projected Budget FY 17-18

FY 13-14

Adminstrative Support Services 2013-2014 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 13-14 Prior Year Actual FY 11-12

Current Year Budget FY 12-13

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

Projected Budget FY 14-15

Projected Budget FY 15-16

Projected Budget FY 16-17

Projected Budget FY 17-18

24,301 29,457 30,000 15,000 98,758

26,594 29,622 30,000 15,000 101,216

28,888 29,765 30,000 15,000 103,653

31,181 29,938 30,000 15,000 106,119

(20,000) 78,758

(20,000) 81,216

(20,000) 83,653

(20,000) 86,119

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

24,480 160,040 31,832 44,827 261,179

19,512 78,884 45,000 12,091 155,487

34,740 226,884 29,663 118,419 409,706

22,007 154,223 30,000 25,000 231,230

4,139,876 4,401,055

4,015,440 4,170,927

4,015,440 4,425,146

2,603,623 2,834,853

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

60,397 190,768 1,067,126 2,157,433 2,728,850 847,607 771,582 346,544 911,316 510,251 1,317,828 512,424 262,264 605,260 2,552,129 552 129 14,841,779

66,965 203,752 1,223,634 2,573,850 3,554,202 997,269 785,013 364,668 1,185,965 877,075 1,423,724 727,545 261,528 699,671 2,979,250 979 250 17,924,110

156,750 193,805 1,141,829 2,446,319 3,492,902 852,037 731,876 350,227 1,056,061 877,040 1,393,617 651,264 252,453 691,818 2,848,057 848 057 17,136,055

306,665 232,940 1,213,023 2,756,905 3,846,051 987,265 728,679 179,380 1,221,518 889,406 1,603,008 768,758 264,202 714,015 3,080,981 080 981 18,792,796

306,665 218,329 1,240,155 2,623,107 4,044,722 919,642 743,990 178,717 1,244,335 897,805 1,621,527 697,266 263,127 720,637 3,116,167 116 167 18,836,191

306,665 219,827 1,237,487 2,643,885 4,057,323 923,334 751,423 179,384 1,280,180 903,462 1,635,604 704,445 263,559 729,962 3,150,073 150 073 18,986,613

306,665 221,370 1,255,836 2,657,670 3,977,503 937,038 757,919 180,066 1,305,010 911,404 1,657,164 714,429 263,997 737,947 3,217,504 217 504 19,101,522

306,665 223,384 1,273,590 2,753,626 4,003,281 943,022 763,478 180,731 1,319,143 918,745 1,674,492 721,488 264,442 746,372 3,282,678 282 678 19,375,137

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

14,701,841 (245,676) 14,456,164

15,630,844 (319,462) 15,311,382

15,630,844 (316,312) 15,314,532

16,170,799 (232,856) 15,937,943

19,034,426 (296,993) 18,737,433

19,189,941 (304,544) 18,885,397

19,309,595 (311,726) 18,997,869

19,586,521 (317,503) 19,269,018

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

4,015,440 4,015,440

1,558,199 1,558,199

2,603,623 2,603,623

(20,000) (20,000)

TOTAL ESTIMATED USES

4,401,055

4,170,927

4,425,146

78,758

81,216

83,653

86,119

61,567 184,438 12,877 60,580 319,462

61,567 184,438 12,877 57,430 316,312

63,760 172,573 60,660 296,993

65,382 178,012 61,150 304,544

67,051 183,025 61,650 311,726

68,531 186,822 62,150 317,503

ESTIMATED USES DIRECT COSTS BY FUNCTION:

DETAIL OF TRANSFERS OUT: Fleet Lease Assessment Fee Fleet Management Fund Insurance Assessment Allocation Credit Vehicle Maintenance Fees

57,416 37,705 164,950 (43,100) 28,705 245,676

121

2,834,853

61,995 168,957 (58,271) 60,175 232,856

General Government 2013-2014 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

7,539 (539) 7,000

67,397

7,000

Debt Service

Transfers

47,611

Other Services & Charges

Capital Outlay

12,786

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: General Government

5,446 (469) 4,977

71,942

4,977

55,215

11,750

Current Year Budget FY 12-13

5,446 (469) 4,977

161,727

4,977

145,000

11,750

123

18,275 18,275

324,940

323,583

19,168 (2,250) 16,918

18,275

294,915

11,750

Projected Budget FY 14-15

16,918

294,915

11,750

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

18,397 18,397

325,062

18,397

294,915

11,750

Projected Budget FY 15-16

18,604 18,604

325,269

18,604

294,915

11,750

Projected Budget FY 16-17

18,762 18,762

325,427

18,762

294,915

11,750

Projected Budget FY 17-18

FY 13-14

Treasurer’s surer’s Office 2013-2014 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 2-1-0

Year 1 2-1-0

Year 2 2-1-0

Year 3 2-1-0

124

Year 4 2-1-0

Year 5 2-1-0

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

TOTAL

24,273 (2,609) 1,595 (120) 23,139

213,907

23,139

Debt Service

Transfers

24,715

Capital Outlay

Other Services & Charges

1,163

164,890

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Treasurer

27,893 (3,474) 1,565 102 26,086

229,838

26,086

32,670

975

170,107

Current Year Budget FY 12-13

27,893 (3,474) 1,565 102 26,086

219,891

26,086

25,180

465

168,160

125

26,458 (3,833) 1,631 (557) 23,699

256,639

23,699

37,113

3,135

192,692

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

28,033 1,669 29,702

248,031

29,702

23,407

938

193,984

Projected Budget FY 14-15

28,815 1,735 30,550

250,377

30,550

23,654

938

195,235

Projected Budget FY 15-16

29,053 1,795 30,848

252,218

30,848

23,907

938

196,525

Projected Budget FY 16-17

29,356 1,841 31,197

254,581

31,197

24,165

938

198,281

Projected Budget FY 17-18

FY 13-14

City Manager’s Office 2013-2014 3-2014 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 8-0-1 8-0-1 8-0-1 8-0-1 8-0-1 8-0-1 *FT employees include the City Manager, Assistant City Manager of Administration, Assistant City Manager of Operations and support staff. Seasonal employees include the Carl Reherman City Management Intern.

126

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

TOTAL

122,503 (25,638) 5,829 (435) 102,259

1,169,385

102,259

Debt Service

Transfers

183,976

Capital Outlay

Other Services & Charges

6,401

876,750

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Manager

181,811 (35,480) 6,478 423 153,232

1,376,866

153,232

213,570

15,179

994,885

Current Year Budget FY 12-13

181,811 (35,480) 6,478 423 153,232

1,295,061

153,232

203,550

10,229

928,050

127

186,094 (30,457) 6,664 (2,238) 160,063

1,373,086

160,063

236,510

13,600

962,913

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

202,118 6,788 208,906

1,449,061

208,906

247,010

13,767

979,378

Projected Budget FY 14-15

200,588 7,024 207,612

1,445,099

207,612

229,360

11,339

996,788

Projected Budget FY 15-16

200,358 7,243 207,601

1,463,437

207,601

229,360

12,232

1,014,244

Projected Budget FY 16-17

202,569 7,409 209,978

1,483,568

209,978

229,360

12,384

1,031,846

Projected Budget FY 17-18

FY 13-14

Public Safety Communications 2013-2014 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

277,414 (53,377) 28,425 (3,151) 249,311

2,406,744

249,311

11,249

621,119

77,165

1,447,901

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Central Communications

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 FY 12-13

324,847 (45,659) 27,812 1,783 308,783

2,755,102

308,783

24,000

710,526

134,946

1,576,847

129

366,336 (59,759) 27,729 (9,670) 324,636

3,081,541

324,636

911,052

101,796

1,744,057

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

353,064 27,904 380,968

3,004,075

380,968

751,052

100,600

1,771,455

Projected Budget FY 14-15

357,208 28,621 385,829

3,029,714

385,829

751,052

95,200

1,797,633

Projected Budget FY 15-16

356,741 29,285 386,026

3,043,696

386,026

751,052

86,200

1,820,418

Projected Budget FY 16-17

365,457 29,788 395,245

3,148,871

395,245

826,052

83,500

1,844,074

Projected Budget FY 17-18

FY 13-14

Information rmation Technology 2013-2014 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

156,687 (17,376) 1,328 11,494 (4,716) 199 147,616

2,876,461

147,616

190,793

1,074,110

179,255

1,284,686

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Information Technology

169,869 (20,030) 1,368 11,342 743 500 163,792

3,717,994

163,792

553,728

1,353,665

279,310

1,367,499

Current Year Budget FY 12-13

131

169,869 (20,030) 1,368 11,342 743 500 163,792

3,656,694

163,792

553,728

1,254,595

280,910

1,403,669

202,999 (28,897) 1,409 11,356 (3,864) 500 183,503

4,029,554

183,503

500,000

1,646,851

230,500

1,468,700

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

199,890 1,451 11,608 500 213,449

4,258,171

213,449

500,000

1,660,907

230,500

1,653,315

Projected Budget FY 14-15

209,046 1,480 12,050 500 223,076

4,280,399

223,076

500,000

1,615,407

260,500

1,681,416

Projected Budget FY 15-16

213,653 1,510 12,459 500 228,122

4,205,625

228,122

500,000

1,508,123

260,500

1,708,880

Projected Budget FY 16-17

217,451 1,540 12,768 500 232,259

4,235,540

232,259

500,000

1,508,123

260,500

1,734,658

Projected Budget FY 17-18

FY 13-14

Financial Services 2013-2014 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

165,485 (28,221) 5,442 (407) 142,299

989,906

TOTAL

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

142,299

8,500

164,179

Transfers

Debt Service

Capital Outlay

Other Services & Charges

9,454

665,475

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Financial Services

227,190 (35,369) 5,345 350 197,516

1,194,785

197,516

253,197

37,735

706,337

Current Year Budget FY 12-13

227,190 (35,369) 5,345 350 197,516

1,049,553

197,516

129,068

11,472

711,497

133

262,983 (28,966) 5,608 (1,902) 237,723

1,224,988

237,723

227,228

19,850

740,187

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

271,249 5,728 276,977

1,196,619

276,977

150,054

19,275

750,313

Projected Budget FY 14-15

274,920 5,941 280,861

1,204,195

280,861

151,089

15,800

756,445

Projected Budget FY 15-16

277,438 6,140 283,578

1,220,616

283,578

159,200

16,600

761,238

Projected Budget FY 16-17

280,138 6,289 286,427

1,229,449

286,427

160,060

17,250

765,712

Projected Budget FY 17-18

FY 13-14

• 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

92,585 (16,174) 4,680 (351) 80,740

852,322

80,740

Debt Service

Transfers

153,658

Capital Outlay

Other Services & Charges

17,583

600,341

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Human Resources

108,928 (16,655) 4,841 316 97,430

882,443

97,430

219,760

34,520

530,733

Current Year Budget FY 12-13

108,928 (16,655) 4,841 316 97,430

829,306

97,430

186,910

28,012

516,954

135

185,459 (15,576) 4,100 (1,393) 172,590

901,269

172,590

204,910

30,950

492,819

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

190,247 4,190 194,437

938,427

194,437

214,910

27,700

501,380

Projected Budget FY 14-15

189,910 4,347 194,257

945,680

194,257

214,910

27,450

509,063

Projected Budget FY 15-16

190,982 4,493 195,475

953,394

195,475

214,910

27,700

515,309

Projected Budget FY 16-17

192,594 4,604 197,198

960,676

197,198

214,910

27,050

521,518

Projected Budget FY 17-18

FY 13-14

City Clerk 2013-2014 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 maintenance of Gracelawn Cemetery records.

GOALS 1. 2. 3.

Work with local funeral homes and Gracelawn Cemetery staff to arrange burials and maintain all records associated with the sale and/or transfer of burial spaces. 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 2-0-0

Year 1 2-0-0

Year 2 2-0-0

Year 3 2-0-0

136

Year 4 2-0-0

Year 5 2-0-0

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

TOTAL

98,450 (18,766) 1,938 3,839 (288) 2,065 87,238

433,782

87,238

Debt Service

Transfers

63,367

Capital Outlay

Other Services & Charges

4,975

278,202

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: City Clerk/Government Relations

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 FY 12-13

137

138,750 (22,701) 1,996 3,665 239 100 122,049

472,276

122,049

65,235

4,780

280,212

100,418 (17,063) 2,814 (947) 85,222

264,602

85,222

40,700

5,550

133,130

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

106,337 2,854 109,191

287,908

109,191

40,700

4,200

133,817

Projected Budget FY 14-15

108,376 2,943 111,319

290,703

111,319

40,700

4,200

134,484

Projected Budget FY 15-16

107,128 3,026 110,154

290,220

110,154

40,700

4,200

135,166

Projected Budget FY 16-17

108,075 3,089 111,164

291,895

111,164

40,700

4,200

135,831

Projected Budget FY 17-18

FY 13-14

Facility Maintenance 2013-2014 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. 7. Improve the performance of the custodial staff with at least one job related training course per year.

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 11-0-0 •

Year 1 11-0-0

Year 2 11-0-0

Year 3 11-0-0

Number includes 6 custodial staff

138

Year 4 11-0-0

Year 5 11-0-0

173,495 316,320

Materials & Supplies

Other Services & Charges

Allocation Credit Fleet Lease Assessment Fees Fleet Management Fund Insurance Assessment Allocation Credit Vehicle Maintenance Charges

DETAIL OF TRANSFERS: Administrative Support pp

TOTAL

Transfers

Debt Service

241,502 , (18,948) 13,222 16,000 10,173 (26,576) 5,781 241,154

1,152,470

241,154

63,656

357,845

Personal Services

Capital Outlay

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Facility Maintenance

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 FY 12-13

139

254,,713 (38,849) 13,531 (2,578) 627 7,000 234,444

1,290,505

234,444

63,650

296,614

160,300

535,497

267,780 , (25,978) 13,848 12,839 (3,988) 7,000 271,501

1,493,019

271,501

64,092

333,250

207,020

617,156

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

279,735 , 14,176 13,664 7,000 314,575

1,558,910

314,575

55,892

346,275

214,059

628,109

Projected Budget FY 14-15

284,416 , 14,400 14,311 7,000 320,127

1,600,307

320,127

64,506

359,300

216,479

639,895

Projected Budget FY 15-16

286,181 , 14,629 14,889 7,000 322,699

1,627,709

322,699

64,000

362,450

225,335

653,225

Projected Budget FY 16-17

289,121 , 14,629 15,329 7,000 326,079

1,645,222

326,079

64,000

361,650

228,196

665,297

Projected Budget FY 17-18

FY 13-14

Legall Services 2013-2014 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

54,974 (9,773) 4,114 (306) 49,009

559,260

49,009

Debt Service

Transfers

78,348

Capital Outlay

Other Services & Charges

9,130

422,773

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Legal Services

58,428 (7,329) 24,322 1,611 77,032

954,107

77,032

424,025

14,073

438,977

Current Year Budget FY 12-13

58,428 (7,329) 24,322 1,611 77,032

954,072

77,032

418,725

12,949

445,366

141

59,389 22,678 82,067

979,872

953,612

58,441 (9,176) 22,551 (7,610) 64,206

82,067

419,120

11,950

466,735

Projected Budget FY 14-15

64,206

419,120

10,600

459,686

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

63,017 23,233 86,250

989,712

86,250

419,120

10,600

473,742

Projected Budget FY 15-16

64,238 23,748 87,986

999,390

87,986

419,120

11,375

480,909

Projected Budget FY 16-17

65,060 24,138 89,198

1,007,943

89,198

419,120

11,375

488,250

Projected Budget FY 17-18

FY 13-14

Engineering Department 2013-2014 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 16-0-0

Year 2 16-0-0

Year 3 16-0-0

*Includes Engineering Administration and Inspections

142

Year 4 16-0-0

Year 5 16-0-0

19,450

Capital Outlay

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

TOTAL

Transfers

381,009 (61,906) 7,980 11,370 (850) 2,353 339,956

1,657,784

339,956

29,256

Other Services & Charges

Debt Service

28,043

1,241,079

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Engineering

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 FY 12-13

143

372,288 (43,940) 8,252 22,153 1,457 11,000 371,210

1,764,827

371,210

5,500

42,100

28,077

1,317,940

365,733 (51,898) 8,500 29,140 (10,409) 11,000 352,066

1,955,074

352,066

7,500

63,830

41,405

1,490,273

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

407,271 8,755 28,987 11,000 456,013

2,077,540

456,013

63,492

42,994

1,515,041

Projected Budget FY 14-15

397,929 9,018 29,470 11,000 447,417

2,083,021

447,417

65,660

33,955

1,535,989

Projected Budget FY 15-16

393,245 9,288 29,919 11,000 443,452

2,100,616

443,452

65,834

36,196

1,555,134

Projected Budget FY 16-17

396,919 9,567 30,258 11,000 447,744

2,122,236

447,744

65,867

38,691

1,569,934

Projected Budget FY 17-18

FY 13-14

Marketing eting and Public Relations 2013-2014 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

58,751 (9,597) 3,276 (250) 52,180

564,604

52,180

Debt Service

Transfers

243,836

Capital Outlay

Other Services & Charges

12,783

255,805

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Marketing

76,288 (14,044) 2,790 180 65,214

792,759

65,214

20,000

394,870

45,750

266,925

Current Year Budget FY 12-13

76,288 (14,044) 2,790 180 65,214

716,478

65,214

20,000

316,470

41,075

273,719

145

71,409 2,906 74,315

771,581

832,199

73,753 (12,187) 2,842 (967) 63,441

74,315

369,728

39,400

288,138

Projected Budget FY 14-15

63,441

50,000

398,228

39,800

280,730

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

72,787 3,017 75,804

780,249

75,804

369,728

39,500

295,217

Projected Budget FY 15-16

73,230 3,120 76,350

790,779

76,350

372,728

39,500

302,201

Projected Budget FY 16-17

74,037 3,198 77,235

798,723

77,235

372,728

39,500

309,260

Projected Budget FY 17-18

FY 13-14

Public Works Administration ministration 2013-2014 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 through internal and external training. Increase cross-functional competency for all Public Works office support staff members, especially new employees. 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 10-0-0

Year 1 10-0-0

Year 2 10-0-0

Year 3 10-0-0

146

Year 4 10-0-0

Year 5 10-0-0

260,380 (47,151) 6,550 (502) 219,277

824,537

TOTAL

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

219,277

Debt Service

Transfers

123,232

Capital Outlay

Other Services & Charges

5,874

476,154

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Public Works Administration

235,515 (31,732) 5,987 381 210,151

909,822

210,151

136,100

9,950

553,621

Current Year Budget FY 12-13

235,515 (31,732) 5,987 381 210,151

901,969

210,151

128,721

8,500

554,597

147

201,447 (32,814) 7,567 (2,574) 173,626

887,641

173,626

91,350

10,105

612,560

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

222,243 7,735 229,978

950,615

229,978

91,350

8,646

620,641

Projected Budget FY 14-15

226,436 8,030 234,466

964,428

234,466

91,350

9,400

629,212

Projected Budget FY 15-16

226,951 8,303 235,254

973,201

235,254

91,350

9,321

637,276

Projected Budget FY 16-17

229,098 8,510 237,608

983,980

237,608

91,350

9,996

645,026

Projected Budget FY 17-18

FY 13-14

Operations Central Warehouse 2013-2014 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 3.7-0-0 3.7-0-0 3.7-0-0 *.7 split with Electric and Public Works Administration

148

Year 3 3.7-0-0

Year 4 3.7-0-0

Year 5 3.7-0-0

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

TOTAL

25,574 (5,311) 6,215 1,475 (114) 4,479 32,318

294,582

32,318

Debt Service

Transfers

16,402

Capital Outlay

Other Services & Charges

5,136

240,725

Personal Services

Materials & Supplies

FY 11-12

EXPENDITURE CLASSIFICATION

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

Prior Year Current Year Actual Budget

DEPARTMENT: Operations Central Warehousing

23,210 (4,304) 6,389 1,409 94 1,750 28,548

281,001

28,548

10,564

4,875

237,014

FY 12-13

149

27,881 (3,872) 6,568 1,366 (494) 3,000 34,449

298,651

34,449

16,450

5,775

241,977

FY 13-14

Current Year BUDGET YEAR Actual (Est.)

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

31,058 6,753 1,423 3,000 42,234

305,361

42,234

16,450

4,375

242,302

FY 14-15

Projected Budget

31,173 6,879 1,500 3,000 42,552

306,111

42,552

16,450

4,475

242,634

FY 15-16

Projected Budget

30,788 7,009 1,571 3,000 42,368

306,365

42,368

16,450

4,575

242,972

FY 16-17

Projected Budget

31,036 7,140 1,625 3,000 42,801

307,243

42,801

16,450

4,675

243,317

FY 17-18

Projected Budget

FY 13-14

Utility ity Customer Services 2013-2014 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

894,260 (281,883) 26,733 21,705 66,688 (5,034) 13,828 736,297

3,288,425

736,297

Debt Service

Transfers

416,485

Other Services & Charges

Capital Outlay

182,556

1,953,088

Personal Services

Materials & Supplies

Prior Year Actual FY 11-12

EXPENDITURE CLASSIFICATION

DEPARTMENT: Utility Customer Service

989,905 (164,002) 30,031 69,307 4,571 37,080 966,892

3,946,142

966,892

15,500

546,999

230,404

2,186,347

Current Year Budget FY 12-13

151

989,905 (164,002) 30,031 69,307 4,571 37,080 966,892

3,814,949

966,892

528,044

217,303

2,102,710

1,217,451 (160,323) 31,670 32,750 (11,658) 38,675 1,148,565

4,229,546

1,148,565

563,365

242,770

2,274,846

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

FUND: ADMIN SUPPORT SERVICES

DEPARTMENT BUDGET SUMMARY

1,232,770 32,625 34,439 39,160 1,338,994

4,455,161

1,338,994

523,765

276,550

2,315,852

Projected Budget FY 14-15

1,244,988 33,605 35,790 39,650 1,354,033

4,504,106

1,354,033

531,870

262,895

2,355,308

Projected Budget FY 15-16

1,252,234 34,615 37,034 40,150 1,364,033

4,581,537

1,364,033

541,240

280,645

2,395,619

Projected Budget FY 16-17

1,271,856 35,655 37,976 40,650 1,386,137

4,668,815

1,386,137

551,420

297,910

2,433,348

Projected Budget FY 17-18

FY 13-14

Fleet Management 2013-2014 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

48,381 (4,895) 1,680 (137) 21,545 66,574

3,760,958

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Administrative Support

1,517,773 665,792 84,849 2,708,615 4,977,029

3,272,531 (66,574) 3,205,957

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

1,866,304 1,989,886

45,053 (6,355) 1,589 107 40,000 80,394

5,009,029

1,483,658 770,749 376,955 2,003,376 4,634,738

153

45,053 (6,355) 1,589 107 40,000 80,394

5,008,171

1,602,967 741,327 145,810 2,174,960 4,665,064

3,068,667 (80,394) 2,988,273

275,000 455,752 445,000 1,992,286 3,331,380

429,626 572,613 284,346 1,992,286 3,455,364

3,161,467 (80,394) 3,081,073

71,142 7,700 84,500

4,977,029 5,008,171

70,973 7,500 98,020

4,977,029 5,009,029

3,620,068 3,760,958

3,142 28,000 31,142

19,790 (3,745) 1,142 (436) 51,249 68,000

4,692,064

(0) 1,377,655 577,227 432,291 3,061,041 5,448,215

3,019,413 (68,000) 2,951,413

609,349 544,000 237,116 643,967 2,195,262

55,310 7,500 98,020

19,774 1,209 40,000 60,983

5,475,215

5,414,143

3,311,328 (60,983) 3,250,345

186,790 428,400 241,859 2,292,431 3,311,417

56,417 7,500 98,020

5,448,215 5,475,215

27,000

27,000 4,665,064 4,692,064

2,000 25,000

Projected Budget FY 14-15

2,000 25,000

Current Year BUDGET YEAR Actual (Est.) FY 12-13 FY 13-14

44,766 2,810 76,006

2,000 30,000 32,000

Current Year Budget FY 12-13

2,582 34,690 103,618 140,891

Prior Year Actual FY 11-12

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

FUND BUDGET SUMMARY

21,471 1,292 40,000 62,763

5,441,143

6,011,919

3,406,523 (62,763) 3,343,760

103,934 449,820 246,696 1,809,330 2,772,984

57,684 7,500 98,020

5,414,143 5,441,143

27,000

2,000 25,000

Projected Budget FY 15-16

22,174 1,369 40,000 63,543

6,038,919

6,052,674

3,556,506 (63,543) 3,492,963

809,045 472,311 251,630 1,781,874 3,479,208

58,828 7,500 98,020

6,011,919 6,038,919

27,000

2,000 25,000

Projected Budget FY 16-17

22,384 1,427 40,000 63,811

6,079,674

8,133,105

3,628,836 (63,811) 3,565,025

41,893 495,927 256,662 551,762 1,511,594

59,830 7,500 98,020

6,052,674 6,079,674

27,000

2,000 25,000

Projected Budget FY 17-18

FY 13-14

Field Services 2013-2014 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 116 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 13,000 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 67-1-0

Year 3 67-1-0

Year 4 68-1-0

*Includes Field Services Street, Traffic Signs, Traffic Signals, Water Line, and Wastewater Line

154

Year 5 68-1-0

Vehicle Maintenance Fees

Fleet Lease Assessment Fee Fleet Transfers - Additional Fleet Insurance Assessment Allocation Credit

Allocation Credit

1,595,943 (168,132) 384,087 25,321 157,698 (14,640) 352,675 2,332,952

305,578

TOTAL ESTIMATED USES

DETAIL OF TRANSFERS OUT: Administrative Support

754,667 754,667

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

8,583,294 (2,332,952) 6,250,342

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

1,746,212 (233,452) 421,997 215,316 153,562 11,609 352,000 2,667,244

886,167

366,561 366,561

8,765,414 (2,667,244) 6,098,170

4,208,337 1,088,456 1,320,983 6,617,776 617 776

754,667 886,167

183,443 305,578

3,688,387 944,817 1,168,049 5,801,253 801 253

128,000 3,500 131,500

Current Year Budget FY 12-13

116,900 5,234 122,134

Prior Year Actual FY 11-12

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

1,745,212 (233,452) 421,997 215,316 153,562 11,609 392,000 2,706,244

887,967

844,750 844,750

8,765,414 (2,706,244) 6,059,170

3,989,647 993,273 1,119,467 6,102,387 102 387

754,667 887,967

128,000 5,300 133,300

Current Year Actual (Est.) FY 12-13

1,804,940 (200,504) 449,586 52,600 204,633 (71,911) 349,000 2,588,344

978,750

9,300 9,300

8,496,937 (2,588,344) 5,908,593

4,327,878 1,181,890 1,368,275 6,878,043 878 043

844,750 978,750

130,000 4,000 134,000

FY 13-14

BUDGET YEAR

FUND BUDGET SUMMARY

1,915,312 471,178 23,458 220,202 358,500 2,988,650

145,300

13,300 13,300

9,868,029 (2,988,650) 6,879,379

4,403,664 1,221,290 1,386,425 7,011 011,379 379

9,300 145,300

132,000 4,000 136,000

Projected Budget FY 14-15

1,926,870 486,692 228,569 364,000 3,006,131

151,300

17,300 17,300

9,990,135 (3,006,131) 6,984,004

4,435,364 1,282,815 1,399,825 7,118 118,004 004

13,300 151,300

134,000 4,000 138,000

1,937,676 500,356 65,000 236,083 371,000 3,110,115

157,300

21,300 21,300

10,375,961 (3,110,115) 7,265,846

4,516,431 1,346,040 1,539,375 7,401,846 401 846

17,300 157,300

136,000 4,000 140,000

1,958,515 514,280 241,498 375,250 3,089,543

163,300

25,300 25,300

10,393,570 (3,089,543) 7,304,027

4,542,862 1,353,390 1,545,775 7,442,027 442 027

21,300 163,300

138,000 4,000 142,000

Projected Projected Budget Projected Budget Budget FY 15-16 FY 16-17 FY 17-18

FY 13-14

M E M O TO: FROM: DATE SUBJECT:

Larry Stevens, City Manager CC: Anita Breen, HR Director April 26, 2013 2013-2014 HR Annual Budget Report

Steve Commons, ACM-Administration Ross Vanderhamm

The year 2012-2013 has been an eventful and challenging year. Major employee issues have been addressed along with a number of changes in responsibilities, completion of major projects and excitement as we look forward to new opportunities and projects. And, of course, we have moved to our new “home” in the Hargrove Building. Employment: Since July 1, 2012, (to date) we have processed 2,083 applications for full-time positions and, as you know, we only take applications when we have open positions. (Approximately 470 of these applications were for the 9 firefighter slots that will be filled on May 1, 2013.) During this same period we hired 62 new full-time employees to fill existing vacancies and approved new positions. And, 27 full-time employees left us (both voluntarily and involuntarily). So, based on 669 full-time authorized positions, our turnover rate to date for F/Y 2013 is 3.90%. It should be noted that this is the lowest turnover rate we’ve had - at least in the last ten years but it is important to understand we also have a little more than 2 months to go before we can know what the total is for the entire year. The average for the past three years has been 6.8% compared to the national average (for all industries) of 14%. Supplemental data will be provided for the entire fiscal year after July 1, 2013. Performance Management: As reported last year, a focus group of middle managers was formed to study our existing Performance Management Processes including our Performance Appraisal documents. This year we have continued our work which has resulted in a total overhaul of our performance management process including a total make-over of our official performance review documents for civilian employees. A number of supervisors have already started experimenting with this form and have actually used it for their employees’ formal annual performance review. So far, we have heard nothing but positive feedback from those using the new forms. The team’s work on this project is nearing completion and training for all supervisors will begin on May 1, 2013. It has been exciting to work with this group of capable, dedicated and talented employees and I truly believe the result of this work is a major example of Continuous Improvement for the entire organization. Labor Relations: We are currently in the preliminary stages of negotiation with both of our public safety unions (police and fire). It is too early at this stage of the process to even begin to project how this will play out but, 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 you know, one of the issues is always wages. I will remind all that we have achieved and will continue the 2.5% step increments in the Police Pay plan as well as in the Civilian pay plan. We currently have proposals from both the police union as well as the fire union for across-the-board increases. We are studying cost estimates for across-the-board increases for all employees at this time with amounts to be determined. 1

MEMO TO: Larry Stevens 2013-2014 HR Annual Budget Report April 25, 2013 Page 2 Time and Attendance System: After many false starts and unavoidable delays, it appears we will now be vigorously pursuing the implementation of a new time and attendance system for all employees. As you know this has been on the burner for a couple of years now but I am glad to report that it is back on track. This will be a significant step forward for the entire organization as well as for employees. Employees will have greater access to their own personal information related to pay and benefits. Supervisors will have greater ease in reporting, more accurate data, and significantly more detailed information to assist them in scheduling, staffing, pay and benefit information, leave approval, etc. Training: The City of Edmond continues to place a high priority on training for employees at all levels within the organization. During this past year we have provided training opportunities through our partnership with Strategic Government Resources (SGR), Francis Tuttle, the Oklahoma Municipal Power Authority (OMPA), Municipal Electric Systems of Oklahoma (MESO), Oklahoma Municipal League (OML) and our own Human Resources Department. We already have plans for the coming year as well with approximately 44 classes already scheduled. Opportunities planned include: ¾ SGR Managerial Series (one half day session per month for 12 months). These classes are a significantly positive benefit to our organization. Each session is a major training event and covers very pertinent information related to a supervisor’s job. Taken separately, each of these sessions could easily cost several hundred dollars per participant. However, because of the collaboration we have with SGR, each session costs just slightly over $50.00 per participant. ¾ Six classes provided by MESO ¾ Two classes provided by OMPA ¾ Multiple opportunities provided internally conducted by our own personnel: o Three levels of orientation for new employees provided throughout the year o Crucial Conversations provided internally o A new Leadership Workshop for supervisors and managers o Customer Service Skills for Government Workers o Safety Awareness for workers and their customers In addition to the above, new training is in the development stages for what we are currently calling “City of Edmond Leadership Academy.” One of the most frequent requests we get related to this subject is to provide more training for supervisors and managers that is “Edmond specific.” The following list is by no means complete and the list keeps growing but this will include such subjects as: ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾

Coaching, counseling and feedback Documentation and discipline Performance Management The Use and Functions of Cross Functional Teams Time Management Personnel Policy Review and Administration Leadership Preventing Discrimination and Harassment in the Workplace ADA, FMLA, FLSA and all the other ingredients in the employment alphabet soup.

MEMO TO: Larry Stevens 2013-2014 HR Annual Budget Report April 25, 2013 Page 3 ¾ Ethics ¾ Bullying and Other Forms of Bad Behavior in the Workplace You will be getting more information about these opportunities in supplemental reports during the coming year. Health Benefits and Wellness Programs: We have continued our aggressive approach to providing information to all employees related to our insurance plans both during our annual open enrollment as well as other opportunities throughout the year. We held a very successful Employee Health Fair with record numbers of participants as well as venders represented. I truly believe this is having a positive effect related to the controlling of cost for our health plan. We continue to be significantly below the national trend in rising costs. We have created two levels of health insurance benefits (what we call “standard” and “enhanced”) with different premiums, co-pays, etc., to allow employees to more effectively choose a health plan that meets their individual needs. A significant change we made this year is the implementation of a required minimal contribution from individual employees for participation in the “enhanced” plan. In the past the City has always paid 100% for individual health coverage. The current amount of this contribution is $25.00 per month. We continue to look at cost saving measures related to this major expenditure and benefit for our organization and employees. As this report is being written, a Request for Proposals (RFP) is being prepared for the administration of an Employee Onsite Health Clinic. Onsite clinics not only improve employees’ health through primary care services and chronic disease management, but they help stressed-out employees by encouraging participation in employee assistance programs and individual wellness consultation. This has also proven to reduce healthcare costs (both for the organization AND the employee) and to reduce absenteeism. In addition, employees take a more active role in the management of their own health and health risks. Wellness programs: The wellness program for the employees of the City of Edmond is becoming a model for municipalities across the state of Oklahoma. We frequently receive requests for copies of our policies and programs and have received back examples of how these have been implemented in other communities. Currently we have 392 wellness program participants. Such participation includes such functions or opportunities as: ¾ Monthly Wellness Luncheons with speakers on health related topics ¾ Online Wellness Programs such as walking programs, programs designed to reduce stress and boost energy ¾ Ladies Self Defense Classes ¾ The Employee Health Fair which, in addition to providing valuable information from participating venders, also included opportunities for flu shots, lab work, and generalized assessments related to eye care, hearing, chiropractic assessments, etc. ¾ Points which lead to Incentives (leave time, prizes, etc.) for completion of risk assessments, annual physicals, walking/running programs, participation in marathons, etc. 3

MEMO TO: Larry Stevens 2013-2014 HR Annual Budget Report April 25, 2013 Page 4 RECOMMENDED POSITION INCREASES/DECREASES/CHANGES: Included with this report is a detailed listing of the recommended position requests received and reviewed by the Personnel Review Committee. This Committee, made up primarily of rank and file employees, meets annually to review requests from departments for new positions, both additions as well as position changes due to departmental reorganization. If these changes are approved, the total net increase for full-time positions is seven (7) which brings our total number of authorized full-time positions to 699 which is a 1.3% increase.

RECOMMENDED POSITION INCREASES/DECREASES/CHANGES Fiscal Year 2013‐2014 DEPARTMENT

DIVISION

POSITION

CHANGE

NET GAIN ‐ FT POSITIONS

PUBLIC WORKS

Vehicle Maintenance

Technician (Mechanic)

NEW

PUBLIC WORKS

Solid Waste

Solid Waste Customer Coordinator

REORG.

ENGINEERING

Engineering

Traffic Management Center Operators

NEW

WATER RESOURCES

Water Treatment Plant

Skilled Master Maintenance Mechanic

NEW

WATER RESOURCES

Water Treatment Plant

Plant Mechanic

NEW

POLICE

Administration

Baliff/Warrant Officer (Civilian)

NEW

POLICE

Detective

Police Detective

REORG.

POLICE

Patrol

Deputy Chief ‐ Major

REORG.

POLICE

Patrol

Police Officers

REORG.

‐2

CONVENTION‐VISITORS CVB BUREAU (CVB)

Administrative Specialist II

RECLASS PT to FT

ADMINISTRATIVE SERVICES

City Clerk's Office

City Clerk

REORG.

‐1

FIRE

Administration

Support Services Tech

NEW

2013‐2014 TOTAL NET GAIN

Other positions which were submitted and may be considered in future year, based on justification and availability of funds: Public Works Public Works Information Tech Police Police Police Police Police Police Police Police

Field Services ‐ Traffic Field Services ‐ Traffic Network Specialist Administration Administration Administration Administration Administration Administration Patrol Patrol

1 1 1 1 2 1 2 1 1 2 2

Traffic Apprentice 2014‐2015 Traffic Apprentice 2016‐2017 Network specialist 2014‐2015 Jailer Supervisor (Civilian) 2014‐2015 Jailer (Civilian) 2014‐2015 Budget Analyst (Civilian) 2014‐2015 Police Records Clerk (Civilian) 2014‐2015 Police Records Supervisor (Civilian) 2014‐2015 Accreditation Officer (Civilian) 2015‐2016 Police Officers 2014‐2015 Police Officers 2016‐2017 5

General Fund - Street & Alley Subtotal General 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 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 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 Fire Public Safety Limited Tax Subtotal Fire Public Safety Limited Tax

Street Rehab Resurf & Reconst

Mitch Park Landscaping around ERAC Development of Carl Reherman Park Additional Full Hook up Camp Sites @ Arcadia Lake Edmond 66 Park - Ball Field Lighting Golf Maintenance Building - Reconstruct Johnson Playground Updates and Additions Splash Pad - 2nd Smaller Pad Development Refurbish Stephenson Playground Pavilion Redevelopment in Stephenson Park Hafer Tot Lot Playground Hafer Playground Circle New Playground by Pavilion - Bickham-Rudkin Park Playground Equipment for the new Softball Complex Edmond 66 Park - Ball Field Lighting Rodeo Grounds - Bleachers Implementation of Edmond 66 Park Plan Trail Development

Tree Replacement Rebuild Rear Retention Area Station #3 Chidren's Safety Village Structural Repair Training Ground Support Bldg Training Ground Maintennance Bldg Chidren's Safety Village Playground Cover Training Ground Concerete Pads Training Facility Infrastructure Emergency Generator Station #4 Hazardous Materials Tech Support Props Hazardous Materials Support Props Hazardous Materials Rail Car Prop Thermal Imaging Camera Hazardous Materials Gas Monitors Defibulator SCBA FIT Test Machine SCBA Airpaks

161

Subtotal Parks Tax Fund

Fund

Description

10,000 240,000 1,009,000

20,000 20,000 25,000 100,000 50,000 10,000 15,000 15,000 45,000 25,000 300,000 95,000 24,000 15,000

100,000 500,000 15,000 75,000 100,000 1,575,000

60,000

75,000 550,000 100,000

1,180,000 1,180,000

FY13-14

260,000 412,000

80,000

12,000

25,000

15,000

20,000

1,660,000

50,000

200,000 110,000 300,000

700,000

300,000

1,200,000 1,200,000

FY14-15

Five Year Capital Outlay by Funding Source

60,000 60,000

450,000 795,000

45,000

300,000

800,000 800,000

FY15-16

60,000 60,000

400,000 450,000 1,050,000

200,000

800,000 800,000

FY16-17

240,000 240,000

450,000 450,000

800,000 800,000

FY17-18

100,000 200,000 60,000 360,000

Capital Improvements Fund Capital Improvements Fund Capital Improvements Fund Subtotal Capital Improvements 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 2000 Capital Impr Tax Fund 2000 Capital Impr Tax Fund Subtotal 2000 Capital Impr. Tax Fund 2012 Capital Impr Tax Fund Subtotal 1996 Capital Improv 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

Capitalized Consulting Costs Public Art Street Rehab Resurf & Reconst 15th & Broadway Intersection Imp. 33 & Broadway Intersection Imp. Covell Parkway Development Danforth & Thomas Intersection/Roadway Kelly & Danforth Intersection Improvements Intelligent Traffic System Covell Parkway - I35 Interchange Covell Parkway - Next Section Trails

Public Safety Center

Electric Distribution Construction Radio/Communication Equipment Machinery & Tools Testing Equipment Building Improvements

162

1996 Capital Improv Tax Fund 1996 Capital Improv Tax Fund Subtotal 1996 Capital Improv Tax Fund

Sidewalk Projects

School Zone Improvements

Kicking Bird Golf Driving Range Expansion

Bike Committee - Bike Project

200,000 200,000

Art in Public Places Fund Subtotal Art in Public Places

Community Art Capital Outlay Projects

3,300,000 400,000 10,000 12,000 115,000 3,837,000

33,665,046 33,665,046

1,593,700 12,200,106

850,000

2,700,000 4,800,000

109,106 147,300 2,000,000

304,691

45,000 14,250 13,500 72,750

Police Public Safety Limited Tax Police Public Safety Limited Tax Police Public Safety Limited Tax Subtotal Police Public Safety Limited Tax

Digitial Fingerprinting Collection System Alternate Light Source for Tech Investigators Video Throw Phone

FY13-14

Fund

Description

3,413,120 150,000 6,000 12,000 3,581,120

3,524,000

3,713,242

1,000,000 500,000

3,689,382

3,471,382 200,000 6,000 12,000

2,974,000

500,000

2,154,000 200,000

2,101,000

120,000

FY16-17

112,242

FY15-16

3,356,000 150,000 6,000 12,000

6,719,397

500,000 4,000,000

105,397 64,000 2,050,000

FY14-15

Five Year Capital Outlay by Funding Source

3,698,810

3,530,810 150,000 6,000 12,000

8,343,000

4,500,000

1,500,000

120,000 15,000 2,208,000

FY17-18

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 Fund PWA Wastewater Utility Fund PWA Wastewater Utility Fund PWA Wastewater Utility Fund

Roll Off Containers New & Replacement

Grit Removal Existing Line Replacement Relocatre Metering structure on Covell Coffe Creek Interceptor Eng/ROW Spring Creek Force Main ROW WWTP Improvements - Eng Chisholm Creek Lift Station -Eng

Cedar Ridge STS Pine Oak STS Ramblewood Hills

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 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

Drill new Well for #55 College Tower Painting/Rehab Danforth Tower Painting Lime Drying Bed Expansion Multistart Pump Control System New Meter Installs Paint hand rails Replacement Bin for Lime Silos Replace Exisiting Pumps Replace Lime Slaker #1 & 2 Reconnect Plant Water Well Northwest Complex Tower Waterline on Coffee Creek Road Advanced Metering Infrstaucture Repaint/Replace Heat tape & Pipe Insulation Annual Line Replacement Install VFDS for Well Rehab Well down hole pipe replacement Well Services Well Pumps and Motors Well House Wiring

Drainage Utility Drainage Utility Drainage Utility

163

Subtotal PWA Wastewater Utility Fund

Fund

Description

60,000

5,180,080

2,155,080 75,000 900,000 550,000 1,300,000 200,000

25,000 95,000

5,807,943

2,500,000

900,000

2,407,943

19,000 19,000

2,648,737 85,000 18,007 180,000 215,000 55,000 4,521,744

600,000 50,000

3,279,965

600,000 2,679,965

19,000 19,000

1,300,000 25,000

2,972,396

19,000 19,000

3,052,000 40,000 20,007 180,000 215,000 60,000 6,596,076

2,275,764 85,000 17,483 170,000 205,000 55,000 11,621,872

19,000 19,000

1,315,298 125,000 3,632,929 40,000 22,007 185,000 220,000 60,000 6,040,234

1,691,069

115,000

250,000

FY16-17

75,000

800,000 250,000 18,000 115,000 80,000

FY15-16

75,000

75,000 150,000

115,000 80,000

800,000 100,000

FY14-15

115,000 80,000 51,000 75,000 150,000 75,000 3,500,000 750,000 3,517,625

400,000 100,000

FY13-14

Five Year Capital Outlay by Funding Source

1,260,000

3,286,562

19,000 19,000

3,805,493 40,000 24,007 185,000 220,000 60,000 4,524,500

75,000

115,000

FY17-18

Admin Support Services-Utility Customer Sevice Admin Support Services-Utility Customer Sevice Admin Support Services-Facility Maint. Admin Support Services-I.T. Admin Support Services-Marketing/Channel 20

Valve Exercisor 3 Trailers Air Conditioner Replacements Computer System Equipment Audio/Visual Equipment Upgrades

Machinery & Tools Motor Vehicle Fleet Replacement

KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund KickingBird Golf Course Fund Subtotal KickingBird Golf Course Fund

Gas Cart 4x2 Utility Carts Top dresser Fairway Mowers

$ 73,872,170 $ 163,981,786

Total Capital Outlay FIVE YEAR TOTAL

164

237,116

50,000 187,116

657,092

25,000 18,000 64,092 500,000 50,000

450,000 316,000 167,000 1,753,417

67,000 693,417

FY13-14

Subtotal Fleet Management Fund

Fleet Management Fund Fleet Management Fund

Subtotal Admin Support Services

Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility Drainage Utility

Rankin STS Rustling Hills Drainage 29th St STS Morning Star/Crossbow STS Huntwick II Willowood Taurus Dr. Flume/Craig Blvd Box Capitalized Consulting Costs Subtotal Drainage Utility Fund

Fund

Description

$ 25,664,835

241,859

50,000 191,859

555,892

55,892 500,000

50,000 58,000

8,000

135,000 945,000

690,000

FY14-15

Five Year Capital Outlay by Funding Source

$ 20,760,605

246,696

50,000 196,696

564,506

64,506 500,000

50,000 57,000

7,000

224,000 1,048,000

124,000 50,000

FY15-16

$ 19,890,642

251,630

50,000 201,630

564,000

64,000 500,000

85,000 1,470,000

40,000 20,000

FY16-17

$ 23,793,534

256,662

50,000 206,662

564,000

64,000 500,000

21,000

50,000 1,590,000

30,000

250,000

FY17-18