The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Presentation to the City of Deerfield Beach for its annual budget for the fiscal year beginning October 1, 2014. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
Fiscal Year 2016 Approved Budget
City Commission Jean M. Robb, Mayor Bill Ganz, Vice Mayor Joseph Miller Gloria J. Battle Richard Rosenzweig City Manager Burgess Hanson Director of Finance Hugh Dunkley City Clerk Samantha Gillyard
Table of Contents i
Budget Letter of Transmittal
1
Introduction 1 3 4 8 9 12 13 16 17 22 23 24
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City Overview Miscellaneous Statistical Information Deerfield Beach Facts and Figures Calculation of Ad Valorem Taxes Revenue and Expenditure Summary - All Funds Summary of Revenues, Expenditures, and Changes in Fund Balances Significant Financial and Budgetary Policies Fund Structure Major Sources of Revenue Personnel Summary – All Funds Current Salary Ranges Budget Calendar - 2015-16
General Fund 27 29 33
Revenue Summary Revenue Detail Expenditure Summary
Departmental Budget Information 35 39 43 44 46 48 49 52 52 54 56 58 63 68 72 74 75 80 84
City Commission City Manager Administration Purchasing and Contract Administration Construction and Facilities Management Public Information Office City Clerk Administration Elections City Attorney Central Services Financial Services Human Resources Planning and Development Services Planning and Zoning Building Information Technology Services Economic Development Community Development
Table of Contents General Fund (cont.) Departmental Budget Information 89 91 91 91 92 94 97 99 104 107 110 113 116 118 121 124 127 129 131 133
135
Senior Services Fund 135 138 140 143 146 149 152 155 157
158
Police/B.S.O. Police Services School Crossing Guards Parking Authority Fire/Rescue/B.S.O. Sustainable Management Fleet Management Parks and Recreation Administration & Community Events Parks Maintenance Athletics & Aquatics Recreation Teen Center Summer Camp Pier Cemetery Ocean Rescue Non-departmental Community Participation Debt Service
Revenue Detail Departmental Budget Information Expenditure Summary Administration Senior Center Alzheimer’s Day Care Center Child Care Center Thrift Shop Non-departmental
Community Development Block Grant Fund 158 159
Revenue Detail Departmental Budget Information
Table of Contents 161
Road and Bridge Fund 161 163 166 168 169
170
Utility Fund 170 172 175 178 180 182 185 187 188 189
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Revenue Detail Departmental Budget Information - Engineering & Utilities Expenditure Summary Administration / Engineering Customer Service Water Plant Utilities Maintenance Wastewater Services Non-Departmental Debt Service
Water and Sewer Renewal and Replacement Fund 190 192
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Revenue Detail Departmental Budget Information Environmental Services - Streets Maintenance Non-departmental Debt Service
Revenue Detail Expenditure Summary
Water and Sewer Emergency Reserve Fund 193 194
Revenue Detail Expenditure Summary
Table of Contents 195
Solid Waste Fund 195 197 198 201 205 207 208
209
Solid Waste Emergency Reserve Fund 209 210
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Revenue Detail Departmental Budget Information – Sustainable Management Expenditure Summary Recycling and Solid Waste Management Sanitation Non-Departmental Debt Service
Revenue Detail Expenditure Summary
Insurance Service Trust Fund 211 213 215
Revenue Detail Departmental Budget Information – Risk Management Risk Management
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Debt Administration
222
Capital Improvement Summary 226 235
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Project Listing Summary All Funds
Glossary
READER’S GUIDE TRANSMITTAL LETTER The first critical reading of the Fiscal Year 2016 Approved Budget is the City Manager’s Message. The reader will gain an understanding of the City Manager’s vision, the critical issues facing the City, the recommended policies and procedural changes, as well as milestones that were reached during Fiscal Year 2015.
INTRODUCTION This section provides a brief history of the City; an overview of its customers, its principal products and services, as well as its mission statement and philosophy. This section also includes a description of the budget process, the budget calendar, as well as miscellaneous statistical information.
BUDGETARY DATA BY FUND Similar to an individual with more than one checking account, a municipality categorizes revenue and expenditures into separate funds according to purpose. In this section, each department/division within the fund is identified, and the goals and objectives as well as performance measures for each department are outlined. Also in this section are schedules of detailed revenue sources and expenditures by department/division.
The funds which have legally adopted budgets are as follows: General Fund Senior Services Fund CDBG Fund Road & Bridge Fund Utility Fund Water and Sewer Renewal & Replacement Fund Water and Sewer Emergency Reserve Fund Solid Waste Fund Solid Waste Emergency Reserve Fund Insurance Services Trust Fund
DEBT ADMINISTRATION This section provides an overview of the City’s debt policy. It gives a description of each outstanding bond issue as well as the City’s existing debt service requirements, including future minimum lease payments. This section also presents the calculation of the City’s legally authorized debt limit/margin.
CAPITAL IMPROVEMENT PROGRAM This section provides a comprehensive listing and explanation of the capital needs of the City for the next five years.
GLOSSARY This section provides the reader with a listing of terms and acronyms that are frequently utilized in the Approved Budget.
Deerfield Beach, the northernmost coastal community in Broward County, Florida, lies approximately 15.9 miles north of Fort Lauderdale along Florida’s Gold Coast.
City of Deerfield Beach Organization Chart
CITIZENS 76,152*
CITY COMMISSION
Advisory Board
Housing Authority
Legal Services
City Manager
Financial Services
Human Resources
City Clerk
Information Technology Services
Police (Broward Sheriff’s Office)
Fire/Rescue (Broward Sheriff’s Office)
Planning and Development Services
Environmental Services
Economic Development
Parks and Recreation
Senior Services
Sustainable Management
Community Development
*Source: Bureau of Economic and Business Research (BEBR), 2014 Estimate Https://www.bebr.ufl.edu/population
City of Deerfield Beach Commission and Districts
Mayor Jean M. Robb
Commissioner Joe Miller District 1
Vice Mayor Bill Ganz District 4
Commissioner Gloria J. Battle District 2
Commissioner Richard Rosenzweig District 3
DEERFIELD BEACH, FLORIDA Vision To be the most dynamic South Florida Coastal Community in which to live, work and play.
Mission To enhance the quality of life within our community through a proactive and effective government.
Goals 1. A cleaner, greener city 2. Vitality and revitalization of business districts and neighborhoods 3. Superior customer service and customer focused government 4. Encourage a close working relationship between the public and private sectors 5. Proactively address issues that will affect the quality of life for our community 6. Ensure the financial health of city government 7. Provide a safe and healthy environment 8. Advance employee development and satisfaction 9. Effectively communicate among all levels of the organization and with the public
Values 1. Teamwork 2. Customer Service 3. Quality Work Products 4. Ethical Behavior and Integrity 5. Leadership 6. Continuous Improvement 7. Celebrate Achievement 8. Diversity of Workforce 9. Employee Ownership
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Mayor Robb, Vice Mayor Ganz, City Commissioners Battle, Miller and Rosenzweig: It is my privilege to transmit the sixth budget during my tenure. The Fiscal Year 2016 Proposed Budget is about moving forward to new heights. We have endured many difficulties and challenges since 2010. We remained steadfast and focused on the tough decisions that were made, even with matters that were considered unpopular and widely misperceived. Our hard work and conviction have proven successful. We are confident that our stable fund balance (see chart below) will continue to grow with the eight-percent increase in property values, low unemployment with additionally planned residential and business development. The City is creating a community that recognizes its heritage while embracing new endeavors to meet the needs of an ever-changing populace.
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Moving Forward
Our work is far from finished and plans will need to be outlined by this City Commission for the next five years. In the upcoming fiscal year, the City Commission appears ready to devise a strategic plan for the Administration to implement in future budget years. The proposed budget reflects the general direction and commentary by City Commissioners. A top priority for the Fiscal Year 2016 Proposed Budget is advancing our workforce by maximizing their potential with better training and the implementation of employee recognition programs and new performance evaluations. Another focal point will deal with the upgrade of infrastructure particularly in our parks and residential neighborhoods. Our economic development activities continue to increase. The Hillsboro Technology Center is under site development. People’s Trust will be funding a major $40 million plus campus expansion. The southwest industrial corridor, along Powerline Road, continues to show strong occupancy rates as well as an increase in new construction. The University of Miami’s Sylvester Cancer Clinic will undergo a major addition of 25,000 square feet in an adjacent building in the Newport Center. There are at least two hotel additions planned east of Federal Highway. We have also been approached about at least two more. In Broward County, last year’s occupancy rates were a remarkable 85-percent. It is projected that within the next decade, there will not be enough hotel beds to satisfy demand by visitors. We stand in a good position to benefit from this lack of tourist lodging by attracting more quality hotels into the City. The level of service demand and vehicular traffic related to hotels will be less impactful than other types of businesses or even residential units. Yet the property valuations are just as high if not higher than those similar property types. Our residential new development and redevelopment continues to increase steadily throughout the City. We will see new openings of apartments, condominiums and townhomes in all areas from the beach to the Florida Turnpike. The Transit Oriented Development (TOD) site owners, located at SW 12 Avenue and Hillsboro Boulevard are expected to propose a multi-story luxury apartment building along with townhomes and commercial establishments fronting Hillsboro Boulevard. The barrier island continues its upward trend of attracting new high-end housing choices to replace less desirous properties.
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Deerfield Beach Budget Recommended Millage Rate
FY 13-14
FY 14-15
FY 15-16
Operating Millage Rate
6.2317
6.2745
6.2949
Debt Millage Rate
.5371
.4943
.4739
Total Millage Rate
6.7688
6.7688
6.7688
The FY16 Proposed Budget will complement and strengthen this positive growth by maintaining current tax and fee structures supplemented by controlled and purposeful spending. We are not proposing any type of millage rate differential this year. Our major revenue sources are strong and projected to grow over the next several fiscal years. The demand for parking on the weekends and holidays continues to be high. We are recommending an increase for the beach hourly parking rate on weekends and holidays from $2.00 an hour to $3.00 an hour excluding the premium parking lots at the International Fishing Pier and North Beach Pavilion. This will bring in an additional $250,000 into the General Fund. The overall parking revenues will reach a conservative $2.4 million. The Communication Services Tax (CST) is the only major revenue source that will decline in Fiscal Year 2016 ($665,270 decrease), an issue foreseen in past fiscal years. We clearly anticipated this to occur and budgeted wisely to withstand this loss without any negative impacts on personnel, service delivery or the fund balance. As highlighted over the past few years, we anticipate the eventual elimination or at least a larger decrease of this local revenue source due to Florida Legislative action from the telecommunications interest groups and ever-changing technology. We need to continue our efforts to persuade the Broward Legislative Delegation to protect our interests for the CST and other state revenue sources.
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Several years ago I recommended the diversification of revenue sources with the implementation of the public service tax. We were too reliant upon property tax dollars to supplement and cover expenses in other funds. It is important to continue this progress in order to eventually lower the millage rate while not disregarding the needs of important infrastructure improvements and services to the public. Our goal is to return the property tax rate usage to its original intent for essential municipal services. We are one of the few large cities in the county that still lack a stormwater fee for drainage and outfall systems. Due to this, our General Fund continues to make up the difference in the Road and Bridge Fund. The deficiency of these funds may prove to be a future adversity that is insurmountable without great increases across the board. The City continues to maintain inferior, costly infrastructure; receive complaints about poor drainage; and, incur expensive maintenance and lengthy downtime for aging equipment. This is not a sustainable path. This City Commission will have to decide how to handle this issue in Fiscal Year 2016. Selected Non Ad Valorem Fee Comparison – Broward County City
Fire Assessment Fee
Lighthouse Point
90.34
60.00
Lauderdale by the Sea
123.50
0.00
Pompano Beach
134.00
41.16
Coral Springs
141.36
0.00
Hallandale Beach
145.00
40.20
North Lauderdale
156.00
36.00
Dania Beach
160.00
40.00
Cooper City
161.28
14.40
Coconut Creek
161.63
42.48
Davie
166.00
0.00
Sunrise
169.50
68.28
Wilton Manors
169.80
55.08
Deerfield Beach
175.00
0.00
Unincorporated
190.00
0.00
Oakland Park
196.00
72.00
Hollywood
209.00
38.64
Parkland
210.00
0.00
Fort Lauderdale
225.00
49.20
Margate
225.00
42.84
Pembroke Pines
250.90
0.00
Tamarac
265.00
113.64
Lauderdale Lakes
302.60
132.00
Miramar
304.90
60.00
West Park
381.00
42.00
Lauderhill
388.00
171.72
Weston
388.31
0.00
Southwest Ranches
474.36
0.00
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Stormwater Fee
We have included a table that outlines other municipalities’ millage rates (below) and select fees (above). The City’s Millage Rate is ranked in the middle. However, it should be noted that others with lower millage rates have larger tax bases and a multiplicity of higher fees. The City’s fire assessment fee is well below the Broward County average. While other cities had a public service tax (utility tax) since the late 70’s and early 80’s, we only adopted ours a few years ago. The decision has allowed us to avoid considerable tax rate increases even while suffering major revenue losses during the recent economic recession.
Broward County Millage Rate Comparisons Lauderdale Lakes
9.8400
West Park
8.9200
Lauderhill
8.6615
Pembroke Park
8.5000
Hollywood
7.8007
Sea Ranch Lakes
7.5000
N Lauderdale
7.5000
Tamarac
7.3851
Margate
7.3093
Miramar
6.9000
Wilton Manors
6.8770
Deerfield Beach
6.7688
Sunrise
6.3926
Dania Beach
6.2432
Pembroke Pines
6.2385
Oakland Park
6.1995
Coconut Creek
6.1803
Cooper City
6.0772
Plantation
5.9000
Davie
5.7976
Hallandale Beach
5.4918
Coral Springs
5.0915
Pompano Beach
4.9865
Ft Lauderdale 2.0000
4.2990 3.0000
4.0000
5.0000
6.0000
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7.0000
8.0000
9.0000
10.0000
What Our Future May Hold On a global scale, the persistent discussion and debate about the Asian and European Union economics are to be noted. However, many experts have expressed mixed levels of concern. For example, China’s shift to a consumer driven market is still successful even with the decline in its GDP growth, which is minor when compared to its historical growth. The recent passage of federal legislation giving broader authority to the Executive Branch will certainly help global trade pacts, especially for our local economy that gains from two airports and seaports within a 30-minute commute. Our City needs to shift longterm focus on the eventual decline of brick and mortar stores. Companies such as Amazon and Google will eventually prevail with the Two-hour delivery of certain products. With the use of alternative personal and mail transport systems, our infrastructure, retail and other related services would need to evolve. As early as 2025, many economists and business executives estimate that nearly 50-percent of current job classifications will be replaced by automated or robotic devices and other technologies. In Japan, the Mitsukoshi Nihombashi Department Store uses a robotic human-like receptionist to welcome and direct customers to their destination. The next step is to create the programming to speak multiple languages. In other retail store changes, salespersons will be replaced with touch-screen kiosks, interactive merchandise selection via mobile phone and the use of automated retrieval systems to bring the product after paying via that same mobile device. Retail Innovation wrote about a retail store, Hointer Beta Store, in Seattle, Washington founded by a former Amazon executive. By downloading its application to a smart phone, a user can select an array of clothing items, then the merchandise reaches the fitting rooms within 30 seconds with the use of robots. Retail Innovation also highlighted Wal-Mart’s Asda (its United Kingdom grocery chain). The company uses a temperature controlled ‘Intelligent Pod’ concept that works as follows: Customers order their products online then drive to the unmanned store where they will be able to collect the order from the automated locker. The customer will activate the locker using their mobile; one of the ways to do this will be via scanning a QR code using the Asda mobile application also known as an “app”. The locker will then collect the trays containing the customer order and present to the customer who can then load into their car. The Los Angeles Times wrote about a company, AVT, Inc., that is designing devices for a fully automated gas station that will dispense gasoline, snacks, bottled drinks, even hot coffee with the swipe of a credit card — all without a single sales clerk. The advent of three dimensional (3D) printers which will become widely available to consumers. The uses are limitless including prescription drugs, shoes, and even human tissue. All of these advancements are within the very near future. We need to be cognizant of these progressive technological wonders and business models. The impact may create higher unemployment in our region particularly for unskilled
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labor while reducing the need for large facilities and even parking which may create a decline in property taxes. It could create multiple problems such as a shrinking commercial tax base, declining residential property ownership and more demand on public safety and housing. We will need to adapt to these conditions by changing ordinances, operations and even fees in order to be at the forefront of this technological evolution or face devastation to our local job and tax base. Regressive thinking and fear of new technology can only exacerbate what may well become an economic travesty. Delaying business enterprise advancement could result in stagnation and the exodus of professionals with talent, civic pride and disposable income. From an organizational standpoint, this is the purpose provide more training and development for our City’s workforce. The ever-changing and fluidity of technologies will require a more technologically savvy and adaptable workforce.
Our Future….Encouraging Economic Forecast GDP Growth
3-3.5% in second half of 2015; 2.5% 2015
Interest Rates
10-year Treasury Notes at 2.5%
Inflation Unemployment Crude Oil
2% in second half of 2015; 1.3% in first half 5.1% end of 2015 $60/ barrel September 2015
Disposable Rising 3.2% in 2015; Income 2.7% in 2014 (adj. for inflation) Source: The Kiplinger Letter; Vol. 92, No. 31 - July 31, 2015
For local government there is not a direct, easy roadmap to outline our future travel. However, I am confident that management and the future economic development strategic plan, in its beginning stages, will help provide direction on how to address these issues. I have already expressed these challenges and opportunities to the Greater Deerfield Beach Chamber of Commerce President and others involved in the strategic plan’s development.
Our executive management team has already begun to explore the use of new, cuttingedge technology to deliver our services into the next decade. In other nations, robotic lawnmowers are already in use. Driverless technology has been around for several years from companies such as Mercedes Benz and Audi. It is realistic to expect a day when driverless buses and solid waste vehicles are part of every city’s fleet. Water plant production and even distribution will likely undergo radical changes in the next decade
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with even more automation and robotic monitoring. It would be unwise to disregard the operational efficiencies and cost savings that new technology will bring to taxpayers.
Here and Now Over the past few years, the City has focused on the Community Redevelopment Agency, Florida Atlantic Research and Development Authority Park and the West Deerfield Beach retail centers. We have seen positive growth and attraction of new businesses. Now we will focus our resources on the Pioneer Grove District through several means. The first will be to start the land use amendment process to enable property owners to provide mixed-use buildings and properties. We are developing a comprehensive marketing strategy to recruit dependable legitimate developers and businesses to the Pioneer Grove District. We want to create an architectural design and infrastructure that is rooted in our local and national heritage. This district was basically established in 1890 as an agricultural commerce center for nearby farmers. We need to embrace that history and build upon it. The architecture, street and sidewalk treatments and lighting must distinguish itself from other South Florida communities. The Pioneer Grove District will have to step beyond the typical looks of Key West, Caribbean and Mediterranean that have become commonplace by our neighbors and even in our design themes. We will also recommend the use of a revenue bond to build a new City Hall/Public Safety Building to include Law Enforcement & Fire Rescue operations. We are recommending the relocation of Fire Station Number Four (Federal & Hillsboro) to the City Hall campus. The District Fire Rescue Chief, supported by run data, feels this location will provide faster response times and be more responsive to a larger geographical area including the Federal Highway corridor and Cove residential area.
A New City Hall Campus The new facility will be designed to allow easier interior adaptability for office functions. I feel the use of moveable partitions and walls will allow the interior layout design to undergo changes without significant costs or downtime. We will also want energy efficient devices, wireless connectivity and plenty of ambient natural lighting. The façade will need to be a timeless design that does not become outdated like other City Halls including our current one. Eventually the old City Hall could be “gutted” and remodeled as a community center, thus eliminating the need for such a facility at nearby Pioneer Park. The design and layout of the campus would include connecting Pioneer Park through pedestrian friendly crosswalks and other design features. The future of the campus could include a parking garage especially if the East Coast Passenger Rail station becomes a reality.
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Our Past Can Be Part of the Future Speaking of agriculture, we will study the potential to create an ordinance to allow singlefamily property owners in certain areas to have limited agricultural uses in the central and annexed areas. This would not allow a business to purchase the property to run a business. The property owner must have his or her primary residence at the location in order to be allowed to utilize the property for this purpose. Broward County is experiencing a decline in these types of properties. The popularity of hobby farms and organic produce is a notably growing small commerce activity. Because many of these properties are more affordable, it could allow potential owners to assemble acreage or use existing land for these types of agricultural activities. This will also create a unique and, quite frankly, disappearing residential niche for Northeast Broward. It also maintains an open space feeling in a metropolitan region.
A Hub for Health Care
We will also be moving forward with a recommendation to perform a zoning overlay district along NE Third Avenue near the Broward Health North campus. The overlay would allow medical professional office use in residential houses similar to the residential-office (RSO) zoning along Hillsboro Boulevard between Federal Highway and NE/SE Second Avenue. This will be bolstered by the expansion of NE Third Avenue which begins construction in the last quarter of current Fiscal Year 2015. Broward Health North is well into the $70 million expansion of the emergency and operating facilities at their Deerfield Beach Campus. The proximity of this zoning district will even bring value and support to the University of Miami Sylvester Cancer Clinic in nearby Newport Center. We will also work with Broward College to find a suitable location for a professional health service education institution along SW 11th Way. Our central location in the region along with a strong collaboration with Broward Health, Broward College, University of Miami and Florida Atlantic University can realistically transform our City into a health care hub. The health care industry will only continue to expand even with more use of technology. It will create viable employment for various skill levels. Our goal is to transform this area into a medical and health service marketplace. We also want to determine the viability of using a revenue bond to build a new NE Focal Point/Senior Services Center. The current facility is inadequate and does not meet today’s demand by the local community. The center serves an important role to all ages. We would like to build a more appropriate and secure facility to better accommodate the Childcare and Alzheimer’s programs. The facility could also house the eventual City employee health clinic.
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Central to Our Success The Dixie Highway Corridor has been an often-discussed topic of economic prosperity. There is a growing sense that the property owners are ready to seriously move forward with the use of Dixie Business Residential (DBR) zoning to attract potential entrepreneurs and business owners. The Dixie Highway Neighborhood Group (DHNG) has requested financial assistance for writing a marketing and business strategy. While I have not included funding, there is money set aside in the contingency fund should the City Commission desire to provide a financial subsidy to this group in Fiscal Year 2016. We will ensure that this area is a concentrated part of the City’s overall economic development strategy. We will work with the Deerfield Beach Housing Authority (DBHA) to acquire the Palms aka “Doom City” on South Dixie Highway. This is a complex of dilapidated buildings with less than 25-percent legitimate occupancy. We feel this is a realistic solution to help the DBHA with their long wait lists for decent, affordable housing. It would also rejuvenate the South Dixie Highway area and serve as a southern anchor for the overall Dixie Highway Corridor.
Quality of Life…A New Standard of Excellence The proposed budget includes many capital improvements. We want to see all the residential neighborhoods undergo a renewal to boost community pride. Similar to the recent creation of the Sanitation Division that cleared debris along roadways and right-of-ways, we will follow this philosophy in other operations to accomplish this goal. The homeowners are key to this initiative. We will provide a more positive interaction with the City to help improve neighborhoods. Our community events will see funding growth particularly for the MLK Jr. Celebration, Pioneer Days and two summer music festivals. Our smaller park events will also receive more funding due to large attendance numbers. We will provide $50,000 to the Deerfield Beach Historical Society (DBHS) to assist in their facility repairs and fundraising efforts. JM Family Enterprises will also provide funding to the Society for those same reasons. We hope to partner with the Society to hold the First Inaugural Fall Harvest at Pioneer Park. The DBHS will organize farmers’ market events at Pioneer Park. Again this reinforces our commitment to the traditions of Old Deerfield Beach and the new Pioneer Grove District.
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We will expand our sidewalk and vehicular speed table installation by adding new fulltime personnel. The cost and expected demand for both make it a practical and financially feasible solution. In the past we used contracted services due to financial limitation and traffic calming policy restraints.
Code Compliance Rather Than Enforcement Our focus with the new Code Compliance Division is to improve both residential and business properties in a pro-active and engaging manner. We want property owners to comply with our Code rather than first receive a violation. If the owner(s) do not want to make necessary improvements, then we will take the appropriate enforcement. A better quality of life is achievable with solid, interactive relations between code compliance and property owners. To harmonize with the Pioneer Grove District, we plan to engage the business owners along the NW Second Street and Hillsboro Boulevard corridor from Dixie Highway to MLK Jr. Avenue to transform their warehouse and commercial properties’ exteriors and landscaping to comply with all current City Code of Ordinances. We will implement beautification projects during the East Water Plant’s partial demolition that will serve as the catalyst for other surrounding properties to replicate.
Helping People & Changing Lives with Community Development
The proposed Department of Community Development will pinpoint much of its efforts in the annexed portions of the City. These areas have been neglected for years prior to their inclusion into the City. We want to complete the NE Third Avenue roadway project between Sample and Green Roads. We will also improve communication with homeowners about the use of Community Development Block Grant (CDBG) funds to help improve properties. We are also recommending the addition of a Grants Writer position to pursue more federal, state and philanthropic funding for citywide departmental operations. We have a proven track record of obtaining sizeable dollar amounts for public safety, property acquisition, parks and capital improvements. This position will not only pay for itself, but will also seek grants that can be used for neighborhood initiatives that impact multiple residents.
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It Starts in Parks
The Department of Parks and Recreation will be integral part of our pursuit for a better quality of life for residents and visitors. We will expand their programming into the neighborhood parks such as the Mayo Howard and Ada Graham-Johnson Park. The City will bring activities to the customers rather than having them drive to a larger park. Residents can participate in programs on a smaller scale by walking or biking, which complies with our Complete Streets and Healthy City initiatives. We will also promote more instructional programming for fishing, kayaking and snorkeling. The demand on current community centers is high between programming, rentals and special events. All of our community centers are unacceptably inadequate for a City with a population of nearly 80,000. Most of these facilities were built when the population was hovering around 25,000 residents. The newer centers are limited due to the size of the property. We hope to pursue constructing a much larger community center at the Oveta McKeithen Recreational Complex. The old center could either be retro-fitted or completely removed. The costs would be part of the revenue bond. We will explore the idea of offering more comprehensive athletics, which may include a youth football program at the Oveta McKeithen Recreational Complex. In the past the traditional sports of football and baseball were the focus of the Athletics and Aquatics Division. Today these traditional sports are being rivaled by rising participation in such sports such as lacrosse and foot volleyball. The creation of a Superintendent of Athletics and Aquatics will provide more oversight and emphasis to expand our offerings to the public. The Ocean Rescue Division will continue to cross-train with Broward Sheriff’s Office Fire Rescue to prepare for various emergency situations. The Chief of Ocean Rescue will manage all International Fishing Pier and other related island operations. We will be adding a Pier Manager 1 to the operation to cover evening and weekend shifts for better customer service and safety. The proposed budget has increased funding for merchandise sales, which are being well received by the public. We will redecorate the Pier Bait Shop to be more modern to professionally display shirts, beach accessories and other merchandise.
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The installation of playground canopies will continue in the upcoming fiscal year at the Crystal Height Parks, both north and south, as well as the Oveta McKeithen Recreation Complex. We will also install new playgrounds at Pioneer Park, Ada Graham-Johnson Park and Deerfield Highlands Park. All new playground projects will include canopies. We will also replace and repair outdated equipment in other playgrounds throughout the City’s park system. The Parks Maintenance Division will work closely with the City’s Landscape Architect to beautify and install new landscaping in all major roadway medians and along SE 10 Street in the Cove neighborhood. The division will explore the concept of maintaining all medians to include those under the responsibility of adjacent private property owners such as Home Depot. The problem with the current process is that there is inconsistency of landscape materials, shoddy upkeep and the need for constant reminders by management to the responsible parties. Unfortunately, the public perceives these privately maintained medians as neglect by the City staff. We would recommend overseeing the maintenance for an annual fee. The new Park Maintenance Superintendent is confident that upkeep of all properties will be consistent and meet the City Commission expectations. A major component of this goal will be the installation of new timers and more reliable power sources for the irrigation systems. We will continue to install new monument signs with accompanying deer statues at neighborhoods entrances, facilities and parks. We will explore improving Interstate 95 interchanges with better entry features to welcome visitors. We plan to purchase more capital equipment in Fiscal Year 2016 to include a new beach tractor, multiple trucks and enclosed cargo trailers. These purchases are necessities due to age, wear and high maintenance expenses. We will begin the process to plan and develop the old Tam O’Shanter golf course into a premiere park complex that could feature lighted athletic fields, passive nature trails and a community center with an attached small fire station for a rescue crew to improve response times and coverage of the Crystal Lake and South Military Trail corridor. We feel confident that the design and eventual operations can be implemented without a negative impact on the surrounding residential neighborhoods. It is certain that the addition of a quality park can improve the contiguous property values significantly while offering a better quality of life for all residents in Deerfield Beach. The project will need to be funded through a future General Obligation Bond (GOB) when the City Commission makes a decision to move forward with an ultimate plan. Overall the Department of Parks and Recreation will become one of the best in Broward County.
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Our Most Valuable Asset is the Entire Workforce Our target is to improve the empowerment of employees for performance and tenure. We want to create an atmosphere that allows our star performers to soar and encourages all employees to better their careers with the City. We are including an increase in training to advance their skills and focus on more supervisory development. The training opportunities will weigh heavily on new technology. Both the Department of Human Resources and the Department of Information Technology Services will afford opportunities for numerous ERP and associated module sessions for varying levels of employees. Customer service training will commence in the first quarter of the upcoming fiscal year. The traditional customer service training will combine diversity training to improve staff interaction with our diverse, ever-changing population. We will highlight the professionalism and excellence of the City’s workforce with new uniforms and other image enhancements. It is important to bolster pride among our employees and the citizenry. The upcoming performance evaluation system improvement with a maximum of three-percent merit should empower employee’s desire to further succeed.
If It’s Not Broke…Make It More Accurate, Fast and Flexible The City’s management at all levels, possesses advanced education and consists of a diverse group of professionals. It is a personally gratifying success to have built a very distinct and talented management team. It is mission critical for us to continue changing our organizational workplace into an elite 21st century model. “Complacency” and “Quit” are not in our vocabulary. Our organization is now gaining momentum at all levels. As a team, we have proven to make wise decisions, take action and attain preferred results. There is no such thing as luck or chance in governance, public policy and administration. We must continue our unyielding pursuit to achieve a leading edge in an aggressive environment where competing municipalities have interests that hurt our own; higher level jurisdictions create unnecessary regulatory impacts and impediments on our operations; and, special interest groups continue their attempt to control policy-making for a few at the expense of the many.
xiv
Conclusion Thank you again for the honor and pleasure to serve our community and lead this team of magnificent individuals. It is truly a pleasure. I want to personally express my gratitude and appreciation to Brian Donovan along with the budget team of Hugh Dunkley, Sophia Henderson-Taylor, Melissa Taylor-Lewis, Gilberto Hernandez and our budget intern, Robin St. Hilaire. Our Public Information Office with Rebecca Medina-Stewart and Mickey Gomez never fail to demonstrate their creativity. I want to thank the entire management team who always impress me with their dedication and ingenuity throughout the year and during the budget development stage.
Respectfully,
Burgess Hanson, City Manager
xv Â
The City of Deerfield Beach In 1890, a small settlement called Hillsboro sprang up a mile or so west of the Intracoastal Waterway along the Hillsboro River. In 1898, a post office was established serving 20 settlers and the town was named Deerfield for the many deer that liked to graze along the Hillsboro River. The early settlers were farmers growing pineapples, tomatoes, green beans and squash. Fishing also was a good business. In the early 1900's, the Florida East Coast Railroad constructed tracks on its way to Miami bisecting Deerfield’s pineapple patches. The town of Deerfield remained primarily an agricultural community until the 1940's when the name was changed to Deerfield Beach. Today, Deerfield Beach continues to grow amidst the beautiful and world famous gold coast of Southeast Florida. Deerfield Beach is home to over 76,000 residents, many employers that include distribution, manufacturing, office and tourism industries. The City of Deerfield Beach provides services and a quality of life that help residents and employers alike enjoy the lifestyle of South Florida and prosper in an ever-growing international economy.
MAJOR CUSTOMERS Over 76,000 residents Nationally recognized corporate leaders including JM Family Enterprises, Inc., National
Distributing, Inc. of South Florida, Publix Corporation, Double Eagle Distributing Inc., United Parcel Service and People’s Trust.
Office business parks including Newport Center, Quadrant Business Center, The Quorum, Fairway Drive, Quiet Waters Business Park, Trail Commerce Park, Florida Atlantic University Research Park and Powerline Business Park.
International manufacturing companies such as Mapei Corporation, Sun-Sentinel Newspapers, Wyland Press, MWI Corporation, Scandinavian Health Ltd. (SHL), Cosmo International and Polenghi.
Institutional and research facilities including University of Miami (UM) Sylvester Cancer Research Center, ITT Tech, Broward Health North and the Rand Eye Institute.
Hospitality industry giants including Deerfield Beach Embassy Suites Resort, Deerfield Beach Double Tree, Comfort Suites, Wyndham Deerfield Beach Resort, Hampton Inn and Best Western, along with numerous other fine accommodation facilities.
Recreation leaders including Deer Creek Golf Club, Deer Creek Racquet Club and the awardwinning municipal beach and International Fishing Pier.
Restaurant industry including Two Georges at the Cove Restaurant & Marina, JB’s on the Beach, Oceans 234, Tucker Duke’s, Burger –Fi, Charm City, Casa Maya, Chick-fil-A, Panera Bread, Chipotle, First Watch, Five Guys, Duffy’s Sports Grill and soon to be open Tijuana Taxi and Buffalo Wild Wings
PRINCIPAL PRODUCTS AND SERVICES Public Safety Services Leisure and Cultural Programs and Activities Senior and Pre-Kindergarten Services Public Land/Open Space Management Solid Waste Collection and Disposal Services Comprehensive Recycling Program Water Production and Distribution System Wastewater Distribution Maintenance and Construction Program Beautification Program and Grounds Maintenance Roads and Bridges Construction and Maintenance Storm Water Management Program Fleet and Facilities Management Program
2
MISCELLANEOUS STATISTICAL INFORMATION
Date of incorporation Date first charter adopted Date present charter adopted Form of government
June 1925 1925 1975 Mayor/Commission
Area Miles of streets and alleys: Paved Sidewalks
16.5 square miles
Miles of sewers: Storm Sanitary Force mains
146.6 135.0 28.62 136.0 35.58
Public Safety: Number of Fire stations Number of employees Number of Police stations Number of employees Municipal water department: Number of meters Number of units Plant capacity Recreation: Number of parks Public beach Municipal pier
6 141 2 126 12,305 33,140 34,800,000 gallons per day 22 5,700 feet 920 feet
Year-round average temperature
77 degrees
Average number of sunny days in Deerfield Beach per year
251
Visit our website at www.deerfield-beach.com
3
City of Deerfield Beach
FACTS AND FIGURES City Operating Millage 10 8 6 4 2 0
5.19
5.19
FY12
FY13
6.23
6.27
6.20
FY14
FY15
FY16
Ratio of Net Bonded Debt to Assessed Valuation 2%
1% 0.25%
0.29%
0.29%
0.24%
0.22%
FY10
FY11
FY12
FY13
FY14
0%
Ratio of General Obligation Debt Service to General Expenditures 15.67% 17% 12% 7%
4.91%
5.04%
5.01%
FY10
FY11
FY12
5.56%
2%
4
FY13
FY14
City of Deerfield Beach
Top Ten Corporate Taxpayers - Percentage of Tax Base
10% 8%
8.28% 6.56%
9.11% 7.79%
6.27%
6%
4.27%
4% 2% FY09
FY10
FY11
FY12
FY13
FY14
243
223
FY13
FY14
Net Bonded Debt Per Capita
$450 $350
342
342
313
289
$250 $150 $50 FY09
FY10
FY11
FY12
General Fund Expenditures Per Capita
$1,500 $1,300 $1,100
$975
$1,049
$997
$979
$989
FY10
FY11
FY12
FY13
$1,075
$900 $700 $500 FY09
5
FY14
City of Deerfield Beach
Median Age 50
44.6
45
42.2
43.3
44.2
43.3
43.2
FY10
FY11
FY12
FY13
FY14
40 35 30 FY09
General Fixed Assets (in millions)
150
135.7
139.3
144.5
FY09
FY10
FY11
154.3
160.6
166.6
FY12
FY13
FY14
120 90 60 30 0
Water Accounts 14,000
12,269
12,305
12,346
12,309
12,305
FY09
FY10
FY11
FY12
FY13
12,779
12,000 10,000 8,000 6,000
6
FY14
City of Deerfield Beach
Population
85,000
77,465
73,216
75,018
76,389
76,473
76,152
FY10
FY11
FY12
FY13
FY14
65,000 45,000 25,000 FY09
Average Calendar-Year Employment
40,000
35,389
35,350
35,986
35,894
36,637
37,696
35,000 30,000 25,000 20,000 FY09
FY10
FY11
FY12
FY13
FY14
7,496
7,442
FY13
FY14
School Enrollment
10,000
7,931
8,169
8,278
8,422
FY09
FY10
FY11
FY12
5,000
0
7
Calculation of Ad Valorem Taxes
Existing Property Taxable value of property Multiplied by
Total
$5,630,343,243
$31,625,734
$5,661,968,977
6.6688
6.6688
6.6688
$37,547,633
$210,906
$37,758,539
Millage rate per $1,000 Equals Total ad valorem proceeds to be received from the County if every tax dollar is collected Multiplied by
New Construction/ Alterations/ Additions
Percentage of total ad valorem proceeds which the City expects to receive Equals
95%
Estimated ad valorem tax revenue
$35,870,612
One mill generates $5,378,871 of ad valorem tax revenue.
8
Revenue and Expenditure Summary ‐ All Funds / Divisions Actual 2013/14 Revenues Property taxes Sales & use taxes Communication services taxes Public service tax Franchise fees Local option gas tax Licenses & permits Intergovernmental Charges for services Fines and forfeitures Interfund transfers Cash carryover Miscellaneous Total revenues
Expenditures City Commission City Manager City Clerk City Attorney Central Services Financial Services Information Technology Services Economic Development Community Development Human Resources Planning & Development Services Police/B.S.O. Fire/Rescue Environmental Services & Streets Maintenance Parks & Recreation Senior Services Engineering/Utilities Sustainable Management Risk Management Non-Departmental Debt Service Community Participation Total expenditures
$
$
$
$
31,347,644 1,286,368 3,299,620 7,907,567 5,568,025 1,318,432 3,527,103 9,330,962 58,115,935 1,557,633 13,074,319 0 7,725,034 144,058,642
231,018 923,407 385,156 404,142 505,141 1,227,265 1,020,259 398,555 2,235,905 22,552,943 27,790,790 6,074,696 7,499,891 2,031,054 19,331,216 12,211,236 9,276,511 14,667,935 7,386,099 108,706 136,261,925
9
Budget 2014/15 $
$
$
$
33,084,129 1,128,629 3,000,262 7,395,000 5,462,000 1,334,269 3,402,000 8,773,796 59,101,897 1,293,100 6,812,734 2,532,349 20,878,244 154,198,409
236,598 1,205,529 570,760 444,500 516,500 1,563,220 1,246,470 606,176 3,191,181 23,393,165 31,242,893 6,630,502 12,629,562 3,012,825 21,827,989 15,290,435 10,054,371 11,558,987 8,825,058 151,688 154,198,409
Budget 2015/16 $
$
$
$
34,667,948 1,334,758 2,334,992 7,948,000 5,778,000 1,359,172 3,763,500 9,343,242 61,029,600 1,641,800 8,215,497 2,188,906 26,028,496 165,633,911
235,267 5,861,415 492,692 411,000 520,900 1,624,649 1,472,683 94,413 417,407 887,034 4,722,056 23,168,725 30,963,128 3,489,740 13,489,765 3,124,526 23,439,971 17,895,437 10,827,668 13,173,095 9,111,747 210,593 165,633,911
Budget Summary for Fiscal 2015/16 ‐ All Funds Actual 2014 Revenues: Property taxes Sales & use taxes Communication services taxes Public Service taxes Franchise fees Local option gas tax Licenses & permits Intergovernmental Charges for services Fines & forfeitures Interfund transfers Cash carryover Miscellaneous Total revenues
Expenditures: Personal services Operating expenditures Capital outlay Non-operating expenditures Debt service Total expenditures
$
$
31,347,644 1,286,368 3,299,620 7,907,567 5,568,025 1,318,432 3,527,103 9,330,962 58,115,935 1,557,633 13,074,319 7,725,034 144,058,642
$
28,745,300 87,903,077 1,086,306 11,141,143 7,386,099 136,261,925
10
Budgeted 2015
Budgeted 2016
$
$
$
33,084,129 1,128,629 3,000,262 7,395,000 5,462,000 1,334,269 3,402,000 8,773,796 59,101,897 1,293,100 6,812,734 2,532,349 20,878,244 154,198,409
$
38,047,567 94,690,455 6,418,420 6,216,909 8,825,058 154,198,409
$
34,667,948 1,334,758 2,334,992 7,948,000 5,778,000 1,359,172 3,763,500 9,343,242 61,029,600 1,641,800 8,215,497 2,188,906 26,028,496 165,633,911
$
39,335,939 106,219,540 4,816,888 6,149,797 9,111,747 165,633,911
City of Deefield Beach Total Budgeted Revenues $165,633,911 Fines & forfeitures 1%
Interfund transfers 5%
Cash carryover 2% Miscellaneous 13%
Property taxes 21%
Charges for services 37%
Sales & use taxes 1% Intergovernmental 6%
Franchise Public Licenses & fees Service taxes permits 4% 5% 2% Local option gas tax 1%
Communication services taxes 2%
Total Budgeted Expenditures $165,633,911
Operating expenditures 64%
Personal services 23%
Debt service 6%
11
Capital outlay 3% Non-operating expenditures 4%
Summary of Revenues, Expenditures and Changes in Fund Balances All Governmental and Expendable Trust Funds Fiscal Year 2015/16
Beginning Fund Balance
General Fund
Senior Services Fund
$16,894,016
$
Revenues/Other Financing Sources: Property taxes Franchise fees Public service taxes Sales and use taxes Local option gas tax Licenses & permits Intergovernmental Charges for services Fines & forfeitures Fire assessment fees Interfund transfers Miscellaneous Total Sources of Funds
35,185,130 8,112,992 7,948,000 6,433,210 3,686,000 2,202,806 9,335,758 1,255,300 10,993,880 2,207,265 11,473,007 98,833,348
Expenditures: City Commission City Manager City Clerk City Attorney Central Services Financial Services Human Resources Planning & Development Services Information Technology Services Economic Development Community Development Police Fire/Rescue Environmental Services Parks & Recreation Senior Services Risk Management Non-Departmental Community Participation Debt Service Total Uses of Funds
235,267 5,861,415 492,692 411,000 520,900 1,624,649 887,034 4,722,056 1,472,683 94,413 417,407 24,125,661 30,963,128 1,073,301 13,474,765 5,331,786 210,593 5,063,247 96,981,997
Increase (decrease) in Fund balances Total Ending Fund Balances
1,851,351 18,745,367
12
-
CDBG Fund $ 462,847
Road and Bridge Fund $
-
Insurance Svcs Trust Fund $
-
1,359,172 897,964 428,000 1,618,232 221,000 3,165,196
576,792
567,228
576,792
557,821 2,484,221
10,854,781 10,854,781
2,416,439 3,124,526 40,670
1,039,639
67,782
10,827,668 27,113
3,165,196
1,039,639
2,484,221
10,854,781
-
-
-
(462,847) -
Significant Financial and Budgetary Policies BUDGET POLICIES INCLUDING BUDGET BASIS
The General Fund, Senior Services Fund, Community Development Block Grant Fund, Road and Bridge Fund, and Insurance Services Trust Fund are prepared on a modified accrual basis of accounting except that encumbrances are treated as the equivalent of expenditures. Under the modified accrual basis of accounting, revenues are recognized only when they become measurable and available to finance expenditures of the fiscal period. Expenditures are recognized when the fund liability is incurred except for unmatured interest on general long term debt which is recognized when due, and the non-current portion of accrued vacation and sick leave which is recorded in the general long term debt account group.
Except for a few minor differences, the budgets for the Proprietary funds (the Utility Fund, Water and Sewer Renewal and Replacement Fund and Solid Waste Fund) are prepared on the full accrual basis of accounting. Under the full accrual basis of accounting, not only are expenditures recognized when a liability is incurred, but revenues are also recognized when they are earned by the City. For instance, water sales are recognized as revenue, when bills are produced. The differences between the budgetary basis and the full accrual basis of accounting include (1) budgeting the full amount of capital expenditures as expense rather than depreciating them, & (2) within the Utility Fund, interest earnings on restricted funds and impact fees are not budgeted for and debt service expense is presented net of restricted investment proceeds.
The budget will provide adequate funds for maintenance of capital plant and equipment and funding for their orderly replacement.
The City will maintain a budgeting control system to ensure continual compliance with the adopted budget.
The City Commission will be provided with monthly budget reports comparing actual versus budgeted revenue and expense activity.
Budget Level of Control/Amendments The adoption of the budget by the City Commission constitutes the appropriation of the amounts specified therein as expenditures from the various funds. The amount of appropriation for a fund cannot be exceeded unless the City Commission has approved a supplemental appropriation. Budgetary control of expenditures is maintained at the departmental level. A departmental budget cannot be exceeded without the approval of the City Commission at a public meeting. At any time during the fiscal year, the City Manager may authorize a budget adjustment among the various line items within a department, as long as the total budget for the department does not change.
Budgeting Process Department heads begin assembling their budget requests in May. The City Manager holds individual departmental budget meetings throughout the month of May. Budget workshops are conducted during the month of June. These workshops are open to the general public. A proposed budget is then assembled and presented to the City Commission. During September, two public hearings are held for the purpose of presenting to and receiving input from citizens on the tentative budget and proposed millage. At the second hearing, the annual budget is adopted. The City levies a property tax millage rate upon the taxable values of real and personal property which will provide revenue required for the fiscal year beginning October 1 of each year.
13
Significant Financial and Budgetary Policies OPERATING POLICIES Revenues
Current revenues/resources will be sufficient to support current expenditures/expenses to present a balanced budget as defined: the amount of budgeted expenditures is equal to or less than the amount of budgeted revenues.
Each enterprise fund will maintain revenues to support the full (direct and indirect) cost of services provided.
An annual review of all fees and charges will be conducted to determine the extent to which the full costs of services are being recovered by revenues.
Expenditures
City programs will be self-supporting, unless the City Commission specifically determines that they are to be subsidized by general revenues.
The beginning fund balance/equity in the budget shall automatically be adjusted to the amount of the ending fund balance/equity as reported in the Comprehensive Annual Financial Report for the prior year.
Financial Reserve Policies
The unassigned fund balance in the General Fund shall be maintained at a minimum level of 10% of General Fund operating expenditures and transfers. The unassigned fund balance is the residual classification for the General Fund and represents fund balance that has not been restricted, committed or assigned to specific purposes within the General Fund. If after the annual audit, prior committed or assigned fund balance causes the unassigned fund balance to fall below the 10% level, the City Manager will so advise the City Commission in order for the necessary actions to be taken to restore the unassigned fund balance to the 10% level.
A disaster/emergency reserve fund balance of 5% of General Fund annual budgeted expenditures and transfers is committed by the City Commission, so as to ensure the maintenance of services to the public during hurricanes and other natural disasters, as well as economic changes that might severely impact the City’s ability to provide necessary public services.
Capital Improvement Policies
The City will make all capital improvements in accordance with an adopted capital improvement program.
The City will develop a five-year plan for capital improvements and update it annually.
The City will determine and utilize the least costly financial methods for acquisitions of new capital equipment and projects.
The City will coordinate the development of the capital improvement budget with the development of the operating budget and in compliance with the Comprehensive Plan Capital Improvement Element.
14
Significant Financial and Budgetary Policies
The City will maintain all assets at a level that is adequate to protect the City's capital investment and to minimize future maintenance and replacement costs.
Debt Policies
Capital improvement equipment and facility projects will be classified into ''pay-as-you-go” (The system or practice of paying debts as they are incurred) and ''debt financing'' (A method of financing in which the city raises money for capital by selling bonds or receives a loan) Pay-as-you-go capital items will be modest and routine operating capital. Debt financing capital will be major items.
The City will confine short and long-term borrowing to capital improvements or projects, which carry a benefit, that exceeds five years (5 years) and cannot be financed from current revenues.
When the City finances capital projects by issuing bonds, it will redeem the bonds within a period not to exceed the useful life of the project.
When appropriate, the City will use special assessment revenue or self-supporting bonds instead of general obligation bonds, so that those benefiting from the improvement(s) will absorb all or part of the cost of the bonds.
Accounting, Auditing and Financial Reporting
The City will establish and maintain a standard of accounting practices.
The accounting system will maintain records on a basis consistent with accepted standards of the Governmental Accounting Standards Board (GASB) and the standards of the Government Finance Officers Association of the United States and Canada (GFOA), as well as comply with the rules of the Auditor General and Uniform Accounting System required by the State of Florida.
Regular monthly and annual financial reports will present a summary of financial activity by major types of funds.
The City’s Comprehensive Annual Financial Report (“CAFR”) presents government-wide financial statements in conformity with generally accepted accounting principles, which are reported using the accrual basis of accounting, as are the proprietary fund and fiduciary fund financial statements. Governmental fund financial statements are reported using the modified accrual basis of accounting.
An independent certified public accounting firm will perform an annual audit on all of the City's books and records.
15
Fund Structure GOVERNMENTAL FUNDS The General Fund is the chief operating fund of the City and accounts for all financial resources which are not required to be accounted for in another fund. The major sources of revenue in the General Fund are ad valorem taxes, communications services taxes, public service taxes, state shared revenues, fire protection assessments and electric franchise fees. Combined, these six sources generate over 69.4% of this fund’s revenues. Fire/rescue and police services comprise the majority of the General Fund expenditures. Respectively, they constitute 31.5% and 23.6% of total General Fund expenditures. Senior Services Fund revenues are comprised of federal, state and local grants as well as contributions from the City’s General Fund. These grants support programs which provide services to the area’s senior citizens, as well as to victims of Alzheimer’s disease. A child care program is also funded through the Senior Services Fund. The Community Development Block Grant Fund (CDBG) accounts for federal grant revenues received from the U.S. Department of Housing and Urban Development (HUD). HUD requires that the City develop a "Consolidated Plan" detailing how the funds will be used. Road and Bridge Fund activities are restricted to the maintenance and acquisition of roads and bridges. Overall expenditures will decrease slightly from the previous year, as a result of a reduction in transfers to the City’s General Fund in connection with a bond issue for street improvements. The primary source of funding for the Road and Bridge Fund are fuel taxes, which are assessed by the State. ENTERPRISE FUNDS The Utility Fund and the Solid Waste Fund are enterprise funds which account for the provision of water and sewer services and solid waste disposal services to the City’s residents. These funds operate in a manner similar to business enterprises, where the intent is to recover the costs of providing services through user charges. Utility Fund expenditures are projected to decrease slightly as a result of a decrease in transfers to the Water & Sewer Renewal and Replacement and Water & Sewer Emergency Reserve funds. As for the Solid Waste Fund, approximately 20.5% of the expenditures represent disposal fees. The Water and Sewer Renewal and Replacement Fund is a sub-fund of the Water and Sewer Enterprise Fund and is used for improvements, extensions, additions, replacements, or other major capital expenditures to the City’s water and wastewater distribution system. Funding is provided to the Renewal and Replacement Fund via transfers from the Utility Fund. The Solid Waste Emergency Reserve Fund is a sub-fund of the Solid Waste Enterprise Fund which accounts for moneys to be used for unforeseen, unplanned events. Funding is provided by the Solid Waste Fund. EXPENDABLE TRUST FUND The Insurance Services Trust Fund recognizes the revenues and expenditures associated with providing insurance coverage for all City needs. Approximately 14.6% of the fund’s revenues are from insurance reimbursements from private sources. The primary sources of expenditures are for insurance premiums and workers compensation claims. These expenditures account for over 91.8% of this fund’s budget.
16
MAJOR SOURCES OF REVENUE (CONTINUED)
PROPERTY TAXES The City of Deerfield Beach taxes property owners based upon the assessed value of their property. The assessed value of property is established by the Broward County Property Appraiser. The city sets the millage rate at which property owners are taxed. One mill generates $1 of tax revenue per each $1,000 of assessed property value. For Fiscal Year 2016, the property appraiser certified the city’s taxable value at $5,661,968,977. This will generate $34,667,948, which is 20.9% of total budgeted revenues. This increase of 4.8% over the estimated property tax revenue of the previous year is primarily the result of an increase in the taxable values of properties. Property taxes are the single largest source of revenue in the General Fund.
40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 Property tax revenues
'11
'12
'13
'14
'15
'16
$32,870,366
$25,670,839
$26,185,412
$31,347,644
$33,084,129
$34,667,948
PUBLIC SERVICE TAX
The municipal public service tax is locally imposed and administered by municipalities and charter counties under Chapter 166, Florida Statutes. This tax is levied on six utility services: natural gas, liquefied petroleum, manufactured gas, electric, water, and fuel oil/kerosene. On November 6, 1979, a special referendum election was held repealing this tax. Pursuant to State law, however, the City Commission re-enacted this tax for the fiscal year beginning October 1, 2011. This tax comprises approximately 4.8% of total citywide budgeted revenues. Tax collections from electric and water consumption/purchases amount to 98.5% of total public service tax collections.
7,000,000 6,500,000 6,000,000 5,500,000 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0
'12
'13
'14
'15
'16
Electricity
$5,273,138
$5,962,381
$6,469,732
$6,000,000
$6,500,000
Water
$1,321,989
$1,312,610
$1,322,829
$1,300,000
$1,330,000
17
MAJOR SOURCES OF REVENUE (CONTINUED)
FRANCHISE FEES
Franchise fees are charges to service providers which operate within the city. The charge is based upon a percentage of gross receipts, a flat fee or a combination of both. Revenue estimates are based on rate increase information received from the companies, anticipated growth and historical trends. Electric franchise fees constitute the largest source of franchise fee revenue. This revenue source fluctuates based upon petroleum prices and supply and demand. Combined franchise fee revenue is expected to decrease slightly from the previous year, owing largely to a decrease of 22.2% in the projection for the communications services tax, despite an increase of 6.3% in the City’s projection for electric franchise fees. The significant decrease in the projected collections from telecommunications taxes stems from an audit adjustment by the Florida Department of Revenue as well as overall decreases in the taxable base for telecommunications services.
6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0
'11
'12
'13
'14
'15
'16
Electric franchise fees
$5,049,066
$4,865,482
$4,717,719
$5,094,646
$4,800,000
$5,100,000
Communications svcs tax
$4,115,164
$3,317,399
$3,601,813
$3,299,620
$3,000,262
$2,334,992
BUILDING PERMITS
Building permit fees are collected in the General Fund for building additions, new construction and alterations. These fees are further categorized by specific type of fee which includes: building/structural, electrical, plumbing, alarm, backflow preventer, landscaping and mechanical. Fees from building permits comprise 1.8% of the total city revenues. This revenue source is expected to increase by over 12% as a result of increases in the number of building permits which are due to new construction as well as substantial alterations and renovations.
3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 Building permit revenue
'11
'12
'13
'14
'15
'16
$1,921,407
$2,271,305
$2,388,762
$2,878,937
$2,725,000
$3,060,000
18
MAJOR SOURCES OF REVENUE (CONTINUED)
STATE SHARED REVENUES
State shared revenues are monies collected by the State of Florida for the following: Budgeted Revenue
Source of Revenue
2014/15
Mobile home licenses Alcoholic beverage licenses Half-cent sales tax Motor fuel tax rebate State revenue sharing Total
$
8,000 42,000 4,869,720 40,000 2,223,982 $ 7,183,702
Dollar Change
2015/16
$
8,000 42,000 5,098,452 40,000 2,393,367 $ 7,581,819
$
$
Percentage Change
228,732 169,385 398,117
0.0% 0.0% 4.7% 0.0% 7.6% 5.5%
The amounts distributed are determined by the State and are based upon receipts, population and municipal assessed value per capita. The half-cent sales tax makes up the greatest portion of this source of revenue. Collections from this source are expected to increase by 4.7% based upon estimates from the Florida Department of Revenue.
6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0
'11
'12
'13
'14
'15
'16
Half-cent sales tax
$3,890,338
$4,123,936
$4,394,070
$4,648,145
$4,869,720
$5,098,452
State revenue sharing
$1,739,860
$1,826,819
$1,997,074
$2,176,620
$2,223,982
$2,393,367
19
MAJOR SOURCES OF REVENUE (CONTINUED)
CHARGES FOR SERVICES - PUBLIC SAFETY
Ambulance service fees are estimated to be $2,800,000 for Fiscal Year 2016. Further, the fire protection assessment fee is estimated to be $10,993,880, which is a slight increase from the previous year’s amount of $10,812,978. These two fees, combined with other public safety charges such as fire inspection fees, the fire services agreement with the Town of Hillsboro Beach and public safety impact fees make up 9.4% of the city’s total revenues. This revenue category is expected to increase by 2.4% from the previous fiscal year.
12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0
'11
'12
'13
'14
'15
'16
Ambulance svc fees
$2,542,758
$2,499,144
$2,839,401
$2,437,956
$2,800,000
$2,800,000
Fire protection assessment
$8,090,526
$8,371,764
$8,491,262
$10,972,926
$10,812,978
$10,993,880
LOCAL OPTION GAS TAX
Local governments may impose a tax on every gallon of motor fuel and special fuel sold by retailers in accordance with Florida Statutes Section 336.025. This Road and Bridge Fund revenue source fluctuates with the economy and with oil prices. Budgeted revenues from this source are 0.8% of the total city revenues and are expected to increase slightly from the previous year.
1,400,000 1,350,000 1,300,000 1,250,000 1,200,000 Local option gas tax
'11
'12
'13
'14
'15
'16
$1,283,545
$1,289,073
$1,285,883
$1,318,432
$1,334,269
$1,359,172
20
MAJOR SOURCES OF REVENUE (CONTINUED)
CHARGES FOR SERVICES - WATER, SEWER AND SOLID WASTE
Charges for services in the Utility Fund and the Solid Waste Fund are 14.7% and 9.5%, respectively, of the city’s total revenues. The provision of water and sewer and solid waste disposal services to the residents of the city are accounted for in these two funds. Charges for services in the Utility Fund are expected to remain fairly constant during the next fiscal year. However, charges for services in the Solid Waste Fund are expected to increase by 6.6% as a result of increases in the user fees for certain services.
30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0
'11
'12
'13
'14
'15
'16
Water & sewer charges
$24,356,963
$23,882,187
$24,108,338
$24,278,774
$24,363,257
$24,471,112
Solid waste charges
$14,566,729
$14,440,589
$14,339,503
$14,467,724
$14,826,000
$15,800,850
21
Personnel Summary - All Funds
General Departments City Commission City Manager City Clerk Financial Services Economic Development Community Development Human Resources Planning and Development Services Information Technology Services Police/B.S.O. Parks & Recreation Senior Services Environmental Services Sustainability Management Risk Management TOTAL
FY 2014 Budget FY 2015 Budget FY 2016 Budget Change in F/T Full Time Part Time Full Time Part Time Full Time Part Time Equivalents 0 6 0 5 0 5 0.00 10 0 11 1 19 1 8.00 4 0 4 0 4 0 0.00 13 0 14 2 14 2 0.00 0 0 0 0 0 1 0.50 0 0 0 0 3 0 3.00 4 0 4 0 4 0 0.00 27 3 29 4 9 2 (21.00) 8 0 8 0 7 0 (1.00) 3 35 4 35 3 31 (3.00) 82 75 83 77 86 88 8.50 35 12 34 17 33 21 1.00 84 2 84 3 83 0 (2.50) 68 4 76 1 70 18 2.50 3 0 3 0 3 0 0.00 341
137
354
145
338
169
(4.00)
2014 Budget 2015 Budget 2016 Budget Change in F/T Full Time Part Time Full Time Part Time Full Time Part Time Equivalents
Broward Sheriff's Office Police Uniformed Non-uniformed Fire/Rescue Uniformed Non-uniformed TOTAL
126 19
0 7
126 19
0 7
126 19
0 7
0.00 0.00
147 6
0 0
142 3
0 0
141 2
0 0
(1.00) (1.00)
298
7
290
7
288
7
-2.00
City of Deerfield Beach Personnel 375 350 325 300 275 250 225 200 175 150 125 100 75 50 2014 Budget
2015 Budget Full Time
Part Time
22
2016 Budget
CURRENT PAY RANGES The Expenditure Summary page which precedes each department’s line item budget sets forth the pay grades and position titles of the employees who work in that department. Shown below are the Fiscal 2015/16 pay ranges which are associated with each of the City’s pay grades.
Pay Grade
Minimum
Maximum
20 22 24 26 28 30 32 34
$ $ $ $ $ $ $ $
29,305 31,943 34,818 37,951 41,367 45,090 49,148 53,571
$ $ $ $ $ $ $ $
40 42 44 46 48 50 52 54 56 58
$ $ $ $ $ $ $ $ $ $
41,367 45,090 48,698 52,593 56,800 61,343 66,250 71,552 77,276 83,458
$ 62,048 $ 67,634 $ 73,044 $ 78,888 $ 85,200 $ 92,016 $ 99,377 $ 107,328 $ 115,913 $ 125,185
43,958 47,915 52,227 56,926 62,050 67,634 73,044 80,356
There are several positions in the budget which do not have pay grades. The pay ranges for these positions are established by the City Commission or are tied to grant funding.
23
CITY OF DEERFIELD BEACH 2015-16 BUDGET CALENDAR DATE
BY WHOM
WHAT IS TO BE DONE
May 1
Department Heads
Submit budget requests and justifications and capital improvement program updates to the Budget Manager.
May 1 – May 31
City Manager/Staff
Review budget requests and gather whatever additional information is necessary before formulating a working draft of budget.
June 16
City Commission
City commission has first reading of rate resolution setting a proposed fire assessment fee. City commission sets public hearing date for adoption of fire assessment fee rate. (Must be done within 35 days of certification of millage rate to utilize TRIM notice as notification to property owners.)
June 30 – July 1
City Commission/ City Manager/Staff
Budget work sessions
July 1
Property Appraiser
Property appraiser delivers certification of values to the city.
July 1 - July 31
City Manager/Staff
Production of a balanced budget.
August 4
Finance Director
Advise property appraiser of proposed millage rate, rolled back millage rate and the date, time and place of the first public hearing at which the proposed millage rate and tentative budget will be considered. (Must be done within 35 days of certification per state statute 200.065(2)(b).) Advise tax collector of proposed fire assessment fee rate to be included on TRIM notices.
August 10
City Manager
August 21
City Clerk
August 12 - August 24
Property Appraiser
Tentative budget is presented to the City Commission. (City Charter Section 5.02) Advertise notice of public hearing for fire rescue and nuisance abatement services assessments. (Must be done at least 10 days prior to adoption per state statute 166.041(3)(a).) Property appraiser prepares and mails to each taxpayer a “Notice of Proposed Property Taxes”. (Must be done not later than 55 days after certification per state statute 200.065(2)(b).)
24
DATE
BY WHOM
WHAT IS TO BE DONE
September 9
City Commission
Public hearing on the tentative budget and the proposed millage rate. City commission has first reading of ordinance adopting a proposed millage rate. City commission publicly announces the percent, if any, by which the proposed millage rate exceeds the rolled back millage rate. City commission has first reading of ordinance adopting the tentative budget. (Must be done within 80 days of certification per state statute 200.065.(2)(c).)
September 11
City Commission
Public hearing to adopt a final fire rescue assessment fee. City commission has second reading on rate resolution to adopt fire assessment fee. (Must be done within time frame communicated by property appraiser’s office. Must be at least twenty (20) days after the TRIM notices are mailed and before September 15 as per state statute 197.3632(5).)
September 14
Finance Director
Certified non-ad valorem tax roll is delivered to tax collector. (Must be done before September 15 as per state statute 197.3632(5).)
September 17
City Clerk
Advertise intent to finally adopt a millage rate and budget. The notice shall be in the form of a “Notice of Proposed Tax Increase” or a “Notice of Budget Hearing”, whichever is appropriate under the guidelines set forth in state statute 200.065(3). This notice must be accompanied by an adjacent notice entitled “Budget Summary”. (Must be done within 15 days of the meeting adopting the tentative budget per state statute 200.065(2)(d).)
September 21
City Commission
Public hearing to adopt a final millage rate and finalize the budget. City commission has second reading of ordinance adopting a final millage rate. City commission has second reading of ordinance adopting a final budget. (Must be done not less than two days or more than five days after the day the advertisement of intent to finally adopt a millage rate and budget is first published per state statute 200.065(2)(d).)
25
DATE
BY WHOM
September 24
WHAT IS TO BE DONE
City Clerk
City clerk delivers certified copies of millage ordinance to Broward County property appraiser, tax collector and Department of Revenue. (Must be submitted within 3 days after adoption of final millage rate per state statute 200.065(4).)
NOTE: Per state statute 200.065(2)(e): During the hearings to be held on September 9 and September 21, the first substantive issue discussed shall be the percentage increase in millage over the rolled back rate necessary to fund the budget and the specific purposes for which ad valorem tax revenues are being increased. These hearings must be held after 5:00 p.m. if scheduled on a day other than Saturday, cannot be held on a Sunday, and cannot be held on the same hearing dates scheduled by the county commission and the school board. Therefore, the city will have to change the date of one or both of its public hearings if either the county commission or school board chooses to hold its hearings on the same dates.
School Board public hearing dates – July 28 and September 16 County Commission public hearing dates - September 10 and 17 Rosh Hashanah – September 13th (at sundown) – September 15th Yom Kippur – September 22nd (at sundown) – September 23rd
26
CITY OF DEERFIELD BEACH GENERAL FUND REVENUE SUMMARY
DESCRIPTION OF REVENUE SOURCE
ESTIMATED REVENUE 2014‐2015
ESTIMATED REVENUE 2015‐2016
Ad valorem taxes
33,084,129
34,667,948
Communication services taxes
3,000,262
2,334,992
(665,270)
Public services taxes
7,395,000
7,948,000
553,000
7.5%
Local business taxes
626,000
626,000
-
0.0%
Sales and use taxes
1,128,629
1,334,758
206,129
18.3%
Licenses, permits & fees
8,238,000
8,915,500
677,500
8.2%
Intergovernmental revenues
6,750,647
7,301,258
550,611
8.2%
528,199
544,340
16,141
3.1%
15,315,941
15,675,298
359,357
2.3%
78,000
92,500
14,500
18.6%
Transportation
1,915,000
2,410,000
495,000
25.8%
Culture/recreation
1,615,000
1,607,500
Fines and forfeits
930,100
1,255,300
325,200
35.0%
Interest earnings
30,000
33,000
3,000
10.0%
Sale-surplus materials
31,000
31,000
-
0.0%
Other misc revenues
6,153,590
7,390,519
1,236,929
20.1%
Interfund transfers
2,644,693
2,207,265
Capital lease proceeds
2,509,370
3,940,988
1,431,618
57.1%
91,973,560
98,316,166
6,342,606
6.9%
General government Public safety Physical environment
TOTAL
27
PERCENTAGE CHANGE
DOLLAR CHANGE
1,583,819
(7,500)
(437,428)
4.8% -22.2%
-0.5%
-16.5%
City of Deerfield Beach Projected Revenues - General Fund Fiscal Year 2015/16
Special Assessments $10,993,880
Administrative Fees $7,372,019
Interfund Transfers $2,207,265
Fines & Forfeitures $1,255,300
Capital Lease Proceeds $3,940,988 Miscellaneous Other $82,500
General Property Taxes $34,667,948
Sales & Use Taxes $1,334,758
Charges for Services $9,335,758
Intergovernmental $7,301,258
Local Business Tax $626,000
Licenses, Fees & Permits $8,915,500
Public Service Taxes $7,948,000 Communication Srvs. Taxes $2,334,992
Total projected revenues: $98,316,166
28
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual TAXES Ad Valorem Delinquent Ad Valorem Tax General Property Taxes
2014-15 Y-T-D Actual (Thru 3/31/15)
2013-14 Actual
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
25,990,350 195,062 26,185,412
31,347,644 31,347,644
30,957,794 30,957,794
94 94
33,009,129 75,000 33,084,129
34,587,948 80,000 34,667,948
Fire Insurance Premium Tax Casualty Ins Tax - Police Sales and Use Taxes
661,060 510,150 1,171,210
742,623 543,745 1,286,368
190,540 190,540
31 17
618,479 510,150 1,128,629
791,013 543,745 1,334,758
Electricity Water Gas Propane Public Service Taxes
5,962,381 1,312,610 5,370 63,215 7,343,576
6,469,732 1,322,829 26,751 88,255 7,907,567
2,557,524 645,246 15,484 47,168 3,265,422
43 50 77 63 44
6,000,000 1,300,000 20,000 75,000 7,395,000
6,500,000 1,330,000 28,000 90,000 7,948,000
3,601,813 3,601,813
3,299,620 3,299,620
1,285,766 1,285,766
43 43
3,000,262 3,000,262
2,334,992 2,334,992
617,315 617,315 38,919,326
583,054 583,054 44,424,253
235,121 235,121 35,934,642
38 38 79
626,000 626,000 45,234,020
626,000 626,000 46,911,698
1,475,295 344,648 163,097 49,835 3,575 23,176 329,136 2,388,762
1,804,576 400,568 269,549 65,600 3,375 23,779 311,490 2,878,937
1,033,971 239,384 105,657 32,019 2,025 14,082 197,190 1,624,328
61 60 43 58 68 70 66 60
1,700,000 400,000 247,000 55,000 3,000 20,000 300,000 2,725,000
1,872,500 500,000 271,700 60,500 3,300 22,000 330,000 3,060,000
4,717,719 15,224 109,169 57,000 458,885 5,357,997
5,094,646 17,069 90,450 32,500 333,360 5,568,025
1,612,113 7,496 107,448 31,000 174,059 1,932,116
34 50 107 52 36 35
4,800,000 15,000 100,000 60,000 487,000 5,462,000
5,100,000 16,000 115,000 60,000 487,000 5,778,000
987 101,037 102,024
2,509 62,603 65,112
-
-
1,000 50,000 51,000
2,500 75,000 77,500
7,848,783
8,512,074
3,556,445
43
8,238,000
8,915,500
COMMUNICATION SERVICES TAXES Communications Services Communications Svcs Taxes LOCAL BUSINESS TAXES Local Business Taxes Local Business Taxes TOTAL TAXES LICENSES AND PERMITS Building, Structures, Equip Electrical Plumbing Alarm Backflow Landscape Mechanical Building Permits FRANCHISE FEES Electricity Gas Cabana Towing Franchise Telecom Tower Agreements Franchise Fees IMPACT FEES Residential Commercial Impact Fees TOTAL LICENSES, PERMITS,& FEES
29
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual INTERGOVERNMENTAL REVENUE Cops Grant Federal Grants State Revenue Sharing Mobile Home Licenses Alcoholic Beverage License Local Govt 1/2 Cent Sales Tax Motor Fuel Tax Rebate State Shared Revenues Broward County School-BSO/SRO Grants Fr Other Local Units TOTAL INTERGOV'T REVENUES CHARGES FOR SERVICES Lien Search Fees Research Service Fees Planning & Growth Mgmt Fees Certificate of use Cost Recovery & Other Fees Election Filing Fees County Surcharge - 3% DCA Surcharge - 5% CERT Surcharge - 10% Street Lighting Maintenance Lobbyist Registrations General Government Hillsboro Fire Agreement Site Plan Review Fees Fire Inspection Fees Bldg. Inspections - OT Building Code Inspections Bldg. Plan Review - OT Fire Plan Review Fees Lighthouse Point Inspections Fire Interlocal Agmt - BSO Fire Plan Review - OT Fire Inspections - OT Fire Inspections Penalties Ambulance Service Fees Abandoned Property Reg. Towing Administrative Fees Public Safety
2014-15 Y-T-D Actual (Thru 3/31/15)
2013-14 Actual
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
-
-
-
-
-
166,667 166,667
1,471,496 13,355 35,052 4,394,070 40,326 5,954,299
1,622,476 9,723 46,054 4,648,145 29,328 6,355,726
649,654 6,452 1,013 2,023,455 2,680,574
39 81 2 42 40
1,670,927 8,000 42,000 4,869,720 40,000 6,630,647
1,826,139 8,000 42,000 5,098,452 40,000 7,014,591
397,420 397,420
231,260 231,260
-
-
120,000 120,000
120,000 120,000
6,351,719
6,586,986
2,680,574
40
6,750,647
7,301,258
188,318 13,866 72,999 116,990 1,231 500 2,107 3,347 3,347 119,699 6,300 528,704
195,375 11,457 71,156 122,935 4,500 2,203 3,952 3,952 119,699 5,100 540,329
99,008 6,820 55,752 70,175 400 772 1,868 1,963 600 237,359
52 52 80 58 80 77 75 79 15 45
190,000 13,000 70,000 120,000 5,000 500 1,000 2,500 2,500 119,699 4,000 528,199
200,000 12,000 71,000 120,000 5,000 1,700 3,000 3,300 123,340 5,000 544,340
637,774 4,904 439,501 3,710 1,800 7,128 108,868 233,768 84,513 300 450 2,839,401 83,400 18,000 4,463,517
706,114 5,643 404,642 5,300 8,100 6,806 115,200 165,831 90,248 300 2,437,956 57,830 47,025 4,050,995
544,135 2,959 177,561 2,385 17,400 3,272 57,925 104,735 90,248 652,430 27,300 10,200 1,690,549
75 74 40 60 435 55 53 44 100 23 46 57 38
725,513 4,000 440,000 4,000 4,000 6,000 110,000 240,000 90,000 1,000 300 150 2,800,000 60,000 18,000 4,502,963
900,000 4,000 410,000 5,000 15,000 6,000 120,000 260,000 93,118 300 2,800,000 50,000 18,000 4,681,418
30
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual Cemetery Fees Lot Mowing/Board Up Garbage/Solid Waste
2014-15 Y-T-D Actual (Thru 3/31/15)
2013-14 Actual
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
84,155 7,189 91,344
99,505 8,047 107,552
41,170 5,060 46,230
55 169 59
75,000 3,000 78,000
85,000 7,500 92,500
Parking Meter Fees Valet Parking Agmt Transportation
1,327,442 10,500 1,337,942
1,753,551 13,500 1,767,051
1,015,585 6,000 1,021,585
53 40 53
1,900,000 15,000 1,915,000
2,400,000 10,000 2,410,000
Program Activity Fees- Taxable Program Activity Fees- Non- Taxable Tennis Courts Sponsorships Vender Fees Taxable Sales Pier Restaurant Lease Pier Merchandise Sales Pier Admissions Pier Rentals Vending Pier Parking Boat Ramp Parking Fees Beach Parking Permits Culture/Recreation
60,688 702,446 13,539 73,235 52,596 181,168 2,004 105,498 19,007 90,580 1,300,761
59,826 738,098 10,333 8,005 380 120,000 62,618 189,819 1,162 1,000 160,982 28,376 136,090 1,516,689
30,360 203,586 6,085 500 613 60,600 22,433 99,229 2,114 3,622 88,353 11,574 138,872 667,940
61 29 76 51 45 50 106 42 46 56 41
50,000 700,000 8,000 120,000 50,000 200,000 2,000 210,000 25,000 250,000 1,615,000
55,000 725,000 15,000 2,000 10,000 2,000 120,000 50,000 200,000 7,000 6,000 200,000 28,000 187,500 1,607,500
TOTAL CHARGES FOR SVCS
7,722,268
7,982,616
3,663,663
42
8,639,162
9,335,758
349,170 165,215 162,456 630 2,682 14,417 61,179 755,749
578,599 211,194 150,970 50 12,801 19,429 161,979 1,250 1,136,272
312,221 212,401 15,580 657 2,158 61,977 604,993
62 133 10 13 15 89 66
500,000 160,000 160,000 600 5,000 14,000 70,000 1,000 910,600
620,000 300,000 80,000 10,000 15,000 200,000 1,000 1,226,000
5,075 2,250 7,325
5,798 27,909 33,707
4,437 4,437
99 23
4,500 15,000 19,500
6,000 23,300 29,300
763,074
1,169,979
609,430
66
930,100
1,255,300
15,969 4,712 20,681
5,888 7,344 13,232
0 0
-
25,000 5,000 30,000
25,000 8,000 33,000
5,069 5,069
6,514 100,000 106,514
4,204 4,204
84 84
5,000 5,000
6,500 6,500
8,491,262 8,491,262
10,972,926 10,972,926
9,893,596 9,893,596
91 91
10,812,978 10,812,978
10,993,880 10,993,880
FINES AND FORFEITS Court Fines Beach Meter/Sticker Fine Other Parking Fines Notices of Infraction Delinquent Fine Collection Commercial Truck Inspection Code Violation Fines False Alarm Code Violations Judgements & Fines Returned Check Charge Nuisance Abatement Violations of Local Ordinances TOTAL FINES AND FORFEITS MISCELLANEOUS REVENUE Interest on Investments Interest on Ad Valorem Tax Interest Earnings Pioneer Park Boat Ramp Fees FAU (FARDA) Rents and Royalties Fire Protection Assessment Special Assessments
31
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual
2014-15 Y-T-D Actual (Thru 3/31/15)
2013-14 Actual
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
Surplus Furn/Equip Sales Sale of Used Vehicles Sale of Surplus Inventory Sale of Fixed Assets Sale Surplus Mat'l/Scrap
30,130 603 30,733
30,000 771 6,487 37,258
1,575 30,000 31,575
100 102
30,000 1,000 31,000
2,000 30,000 1,000 33,000
Public Safety Spec Event Sponsorships Miscellaneous Donations Contribution From Private Sources
38,000 500 38,500
203,772 203,772
99,781 99,781
60 60
166,160 166,160
10,000 10,000
2,878,673 1,977,194 114,317 280,936 44,072 127,000 12,783 5,434,975
2,974,293 1,789,502 162,260 286,971 22,904 5,235,930
848,234 506,921 43,913 83,540 12,963 4,647 2,509 1,502,725
3,392,937 2,027,682 175,651 334,160 2,000 50,000 5,982,430
4,346,985 2,793,854 209,180 2,000 20,000 7,372,019
TOTAL MISC REVENUES
14,021,220
16,569,632
11,531,881
25 25 25 25 648 25 68
17,027,568
18,448,399
NON-REVENUES Solid Waste Fund Road and Bridge Fund CDBG Fund Target Area Trust Fund CRA Fund Utility Fund Law Enforcement Trust Fund Cemetery Trust Fund Public Safety Grants Interfund Transfers
1,320,627 442,879 1,453,425 357,444 50,000 286,605 494,939 4,405,919
277,905 480,764 1,099,031 266,767 2,124,467
67,723 120,017 275,495 463,236
25 25 25 18
270,893 480,068 75,000 1,101,981 250,000 466,751 2,644,693
321,113 30,000 75,000 1,095,156 250,000 435,996 2,207,265
-
-
-
-
2,509,370 2,509,370
3,940,988 3,940,988
4,405,919
2,124,467
463,236
9
5,154,063
6,148,253
80,032,309
87,370,007
58,439,870
64
91,973,560
98,316,166
Administrative Fee - Utility Administrative Fee - Solid Waste Administrative Fee - CRA Administrative Fee - Streets Other Miscellaneous Revenue Collection Agency Recovery Interlocal Agreement Lawsuit Proceeds Urban League College Tour Other Miscellaneous Revenues
Capital Lease Proceeds Other Non-revenues TOTAL NON-REVENUES TOTAL GENERAL FUND
32
CITY OF DEERFIELD BEACH GENERAL FUND EXPENDITURE SUMMARY
ESTIMATED EXPENDITURES 2014‐15
ESTIMATED EXPENDITURES 2015‐16
City commission
236,598
235,267
(1,331)
-0.6%
City manager Administration Purchasing & contract administration Construction & facilities management Economic development Public information office
800,938 376,999 27,592 -
618,503 546,938 4,476,529 219,445
(182,435) 169,939 4,476,529 (27,592) 219,445
-22.8% 45.1% 100.0% -100.0% 100.0%
City clerk Administration Elections
497,148 73,612
492,692 -
(4,456) (73,612)
-0.9% -100.0%
City attorney
444,500
411,000
(33,500)
-7.5%
Central services
516,500
520,900
4,400
0.9%
Financial services
1,563,220
1,624,649
61,429
3.9%
Human resources
606,176
887,034
280,858
46.3%
Planning & Development services Planning & zoning Building Code enforcement
965,217 2,225,964 -
1,183,878 2,590,000 948,178
218,661 364,036 948,178
22.7% 16.4% 100.0%
Information technology services
1,246,470
1,472,683
226,213
18.1%
Economic development
-
94,413
94,413
100.0%
Community development
-
417,407
417,407
100.0%
Police/BSO Police services School crossing guard Parking authority Code enforcement
22,689,115 255,466 356,937 91,647
22,514,265 179,241 475,219 -
(174,850) (76,225) 118,282 (91,647)
-0.8% -29.8% 33.1% -100.0%
Fire/rescue
31,242,893
30,963,128
(279,765)
-0.9%
Sustainable management Facilities maintenance Fleet management
3,390,596 971,870
1,073,301
(3,390,596) 101,431
-100.0% 10.4%
Parks and recreation Administration & community events Parks maintenance Athletics & Aquatics Recreation Teen Center Summer camp Pier Cemetery Ocean rescue
1,087,566 6,265,964 774,746 809,730 351,603 583,211 349,007 457,035 1,950,700
1,132,131 6,493,129 1,433,657 1,222,400 179,780 649,079 378,062 435,996 1,565,531
44,565 227,165 658,911 412,670 (171,823) 65,868 29,055 (21,039) (385,169)
4.1% 3.6% 85.0% 51.0% -48.9% 11.3% 8.3% -4.6% -19.7%
Non-departmental
5,983,941
7,607,891
1,623,950
27.1%
151,688
210,593
58,905
38.8%
4,628,911
5,063,247
434,336
9.4%
91,973,560
98,316,166
6,342,606
6.9%
DEPARTMENT
Community participation Debt service TOTAL
33
DOLLAR CHANGE
PERCENTAGE CHANGE
City of Deerfield Beach Projected Expenditures - General Fund Fiscal Year 2015/16
City Attorney $411,000 City Manager $5,861,415 Debt Service $5,063,247
City Commission $235,267
Central Services $520,900 Financial Services $1,624,649
City Clerk $492,692
Human Resources $887,034
Planning & Development $4,722,056 Information Technology $1,472,683 Economic Development $94,413
Community Participation $210,593
Community Development $417,407
Non-departmental $7,607,891
Police/BSO $23,168,725
Parks and Recreation $13,489,765
Fleet Management $1,073,301
Fire/rescue $30,963,128
Total projected expenditures: $98,316,166
34
City Commission The Deerfield Beach City Commission consists of five members, four of whom are elected through single-member districts. The Mayor is elected at-large by the Citizens. The City Commission is the governing body of the City and exercises legal powers designated in the City Charter. The Commission enacts ordinances and resolutions, creates city policies and oversees special programs designed to involve citizens in their government. Other responsibilities of the City Commission include adoption of the annual budget, approval of tax rates, authorization of most contracts and the appointment of the City Manager, City Attorney and members of advisory boards. Commission meetings are held on the first and third Tuesday of each month.
35
City Commission Organization chart
CITIZENS
Commissioner Joe Miller District 1
Commissioner Gloria Battle District 2
Mayor Jean Robb (Elected At-Large)
36
Commissioner Richard Rosenzweig District 3
Vice Mayor Bill Ganz District 4
City of Deerfield Beach, Florida City Commission Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION City Commission
$
183,659
$
231,018
$
116,362
$
236,598
$
235,267
TOTAL
$
183,659
$
231,018
$
116,362
$
236,598
$
235,267
$
173,744 5,070 4,845
$
218,858 6,060 6,100
$
112,934 2,072 1,357
$
222,598 6,000 8,000
$
221,117 7,100 7,050
$
183,659
$
231,018
$
116,362
$
236,598
$
235,267
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses TOTAL APPROPRIATIONS
PERSONNEL City Commission
5
6
6
5
5
TOTAL PERSONNEL
5
6
6
5
5
37
City Commission PERSONNEL Part-Time TOTAL
2012-13 5 5
2013-14 6 6
2014-15 5 5
2015-16 5 5
250,000
225,000
200,000
City Commission
175,000
150,000
125,000
100,000
75,000
50,000
25,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$183,659
$231,018
$236,598
$235,267
Other Services and Charges
4,845
6,100
8,000
7,050
Materials & Supplies
5,070
6,060
6,000
7,100
Employee Benefits
31,023
65,699
77,158
75,677
Salaries and Wages
$142,721
$153,159
$145,440
$145,440
DIVISION TOTAL
38
City Manager Administration Purchasing and Contract Administration Construction and Facilities Management Public Information Office In 1956, the voters of Deerfield Beach adopted the Commission/Manager form of government. The city manager, appointed by and serving at the pleasure of the City Commission, is the chief operating officer of the City. The manager’s office provides administrative direction for all municipal operations consistent with the goals adopted by the City Commission. As such, the city manager implements the policies of the Commission and is responsible for directing the day-to-day operations of the City, as well as ensuring that services and operations function in an efficient, timely, and cost effective manner while still in accordance with the City Commission’s goals and objectives.
Administration Division As the chief administrative office of the City, the city manager’s office is involved in the following functions: the daily administration of the City; appointing authority for all city employees; supervision and evaluation of the management team; coordination of intra- and inter-governmental affairs; acting as the administrative spokesperson for the City; formulation of the annual budget, including detailed projections of all revenues and expenditures; recommendations with respect to departmental and non-departmental expenditures and the capital improvements program; chief negotiator for collective bargaining; preparation of reports and data to assist the City Commission in making formal top-level decisions; ensuring effective and efficient action on citizen complaints and requests for service; and conducting administrative research and analysis.
Purchasing and Contract Administration Division The procurement of goods and services necessary for City operations is handled by the Purchasing and Contract Administration Division. This division assures compliance with state law and the City’s procurement code, coordinates the preparation of bid specifications, researches products and services, maintains all service contracts, and interacts with every department to assist them with their purchasing needs.
Construction and Facilities Management Division The Construction and Facilities Management Division maintains all city owned buildings, facilities and structures. Additionally, this division works with various architectural and engineering consultants, general and specialty contractors managing the design and construction of new facilities and renovations of existing facilities. This service is in partnership with all city departments, various Broward County departments, an assortment of state agencies, Florida Power and Light and numerous private contractors and consultants. Responsibilities of this division include: electrical, mechanical, plumbing, painting, carpentry, roof repair, pest control, generator maintenance, fire alarms systems and security to City buildings and public facilities, and construction and project management of capital improvement projects.
39
Public Information Office Division The Public Information Office is an integral part of the city's day-to-day functions. The Public Information Officer reports to the City Manager and is the official liaison for city to the public and local, state and national media. This office is responsible for communicating the city’s mission, accomplishments, programs and services, events and activities to the media, community leaders and the general public. The PIO oversees community affairs, offers support to many city departments and develops marketing and public involvement strategies. This office handles Film Permits and works with government partners on tourism efforts. The PIO and staff write, edit and develop promotional and informational materials such as fact sheets, newsletters, news releases, photographs or digital recordings for distribution to the media and general public. The PIO also manages content for the city website.
40
Office of the City Manager Organization Chart
CITY MANAGER (Contractual)
Executive Assistant to the City Manager Admin 42
Assistant City Manager (Contractual)
CRA Director (Contractual)
Manager Assistant Grade 22 CITY DEPARTMENTS
Purchasing Director/ Assistant to the City Manager Admin 58
PUBLIC INFORMATION OFFICE
Public Information Officer Admin 52
Marketing and Communications Coordinator Admin 42
Receptionist Grade 20
PURCHASING AND CONTRACT ADMINISTRATION
CONSTRUCTION & FACILITIES MANAGEMENT
Purchasing Manager Admin 50
Capital Project Engineer Admin 56
Division Secretary Grade 22
Division Secretary Grade 22
Senior Buyer Admin 42
Facilities Manager Admin 48
Buyer Grade 28
Lead Facilities Technician Grade 28
Facilities Technician (3) (1pt) Grade 26
41
Construction Project Manager Admin 48
City of Deerfield Beach, Florida City Manager Summary 2012-13 Actual BY DIVISION Administration Purchasing Economic Development Construction & Facilities Public Information Office TOTAL
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay TOTAL APPROPRIATIONS
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
800,938 376,999 27,592 -
2015-16 Budget
$
530,958 283,539 16,126 -
$
632,050 287,828 3,529 -
$
307,263 126,265 -
$
$
618,503 546,938 4,476,529 219,445
$
830,623
$
923,407
$
433,528
$ 1,205,529
$ 5,861,415
$
786,453 12,734 31,436 -
$
880,925 7,094 35,388 -
$
385,817 6,528 41,184 -
$ 1,096,779 14,360 94,390 -
$ 1,942,331 105,000 3,144,914 669,170
$
830,623
$
923,407
$
433,528
$ 1,205,529
$ 5,861,415
PERSONNEL Administration Purchasing Construction & Facilities Public Information Office
5 4 0 0
6 4 0 0
7 5 0 0
7 5 0 0
5 5 8 2
TOTAL PERSONNEL
9
10
12
12
20
42
City Manager ‐ Administration PERSONNEL Full-Time Part-Time TOTAL
2012-13 5 0 5
2013-14 6 0 6
2014-15 6 1 7
2015-16 5 0 5
850,000 800,000 750,000 700,000
City Manager ‐ Administration
650,000 600,000 550,000 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
DIVISION TOTAL Capital Outlay Other Services and Charges
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$530,958
$632,050
$800,938
$618,503
‐
‐
‐
61,670
7,127
14,540
37,122
27,716
Materials & Supplies
9,139
4,360
11,160
9,500
Employee Benefits
75,500
88,962
185,059
134,989
Salaries and Wages
$439,192
$524,188
$567,597
$384,628
43
Purchasing and Contract Administration PERSONNEL Full-Time TOTAL
2012-13 4 4
2013-14 4 4
2014-15 5 5
2015-16 5 5
600,000
550,000
500,000
Purchasing and Contract Administration
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$283,539
$287,828
$376,999
$546,938
‐
‐
8,780
‐
Other Services and Charges
13,409
18,223
27,488
32,695
Materials & Supplies
3,595
2,734
3,200
1,700
Employee Benefits
35,398
35,382
96,304
149,852
Salaries and Wages
$231,137
$231,489
$241,227
$362,691
DIVISION TOTAL Capital Outlay
44
Purchasing & Contract Administration Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
25%
25%
60%
60%
0.2%
0.2%
0.3%
0.3%
PCA Staffing Level - % of Purchasing and Contract Administration FTE's of Total City FTE's
1.2%
1.2%
1.4%
1.4%
PCA Activity - % of Total Purchasing Activity conducted by Purchasing and Contract Adminstration
54%
75%
75%
100%
Successful Bids - Ratio of bids issued to bids awarded
97%
84%
100%
100%
Performance Measurement
Advance employee PCA Professionalism - % of Purchasing and development and satisfaction Contract Adminstration professional staff PCA Expenditures of Total City Expenditures - % Ensure the financial health of of Purchasing and Contract Administration city government expenditures of total city expenditures Superior customer service and customer focused government
Encourage a close working relationship between the public and private sectors
Mission Statement The Purchasing and Contract Administration Division is dedicated to providing exemplary support to the City of Deerfield Beach departments and vendors without favoritism, arbitrariness, or capriciousness. We serve as the City’s agent in procuring goods and services using a best-value approach while maintaining the highest ethical and legal standards to ensure a fair and transparent procurement process. We monitor performance and seek improvement by implementing best practices and innovative purchasing methods with the goal of realizing cost savings and improved operational efficiency.
Major FY15‐16 Goals 1. Implement electronic requisitioning / purchase order process 2. Establish P-Card Program 3. Implement a "How to do business with the City of Deerfield Beach" training program. Internal and External Procurement Training.
45
City Mananger ‐ Construction & Facilities Management PERSONNEL Full-Time Part-Time TOTAL
2012-13 0 0 0
2013-14 0 0 0
2014-15 0 0 0
2015-16 7 1 8
4,500,000
City Mananger ‐ Construction & Facilities Management
4,250,000 4,000,000 3,750,000 3,500,000 3,250,000 3,000,000 2,750,000 2,500,000 2,250,000 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,000 250,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$‐
$‐
$‐
$4,476,529
Capital Outlay
‐
‐
‐
607,500
Other Services and Charges
‐
‐
‐
3,071,003
Materials & Supplies
‐
‐
‐
86,500
Employee Benefits
‐
‐
‐
216,900
Salaries and Wages
$‐
$‐
$‐
$494,626
46
Construction and Facilities Management Guiding Principles Superior customer service and customer focused government
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
1,445
1,400
1,500
1,500
240
250
300
300
150
270
300
300
Number of A/C Units maintained
147
147
152
152
Total area of facilities maintained
106,000
106,000
108,500
110,000
Performance Measurement
Work orders completed
Number of hours spent on graffiti removal Proactively address issues that will affect the quality of life Number of Streetlights repaired for our community
Provide a safe and healthy environment
Mission Statement The mission of the Facilities Division is to proactively maintain all city facilities and infrastructures in a cost effective and sustainable manner.
Major FY15‐16 Goals 1. Reroofing and concrete wall restoration of the North Pavilion Restroom 2. Installation of fire alarm system at Fire Station No. 4 3. Repair of the Wedding Deck 4. Implementation of a Facilities Work Order System 5. Ensure the completion of all required and/or scheduled maintenance of elevators, generators and fire alarms
47
City Mananger ‐ Public Information Office PERSONNEL Full-Time TOTAL
2012-13 0 0
2013-14 0 0
2014-15 0 0
2015-16 2 2
220,000
200,000
City Mananger ‐ Public Information Office
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$‐
$‐
$‐
$219,445
Other Services and Charges
‐
‐
‐
13,500
Materials & Supplies
‐
‐
‐
7,300
Employee Benefits
‐
‐
‐
59,273
Salaries and Wages
$‐
$‐
$‐
$139,372
48
City Clerk The Office of the City Clerk is dedicated to the proper functioning of government and, as such, is committed to effective legislative processes, information management, and the continued preservation of City policies and actions. The City Clerk’s mission is to provide quality and friendly service to its customers, the general public, City Commission, City Manager, City staff and other agencies in a timely, efficient and professional manner. The City Clerk attends all City Commission meetings, as well as administrative staff meetings, and administers all municipal legislative processes. This includes scheduling, agenda development, and the conformation of all City Commission business. The City Clerk is the official custodian of the City’s corporate seal and records to include the City Charter, contracts, deeds, ordinances, resolutions, leases, easements, and minutes of all City Commission meetings. In addition, the City Clerk’s Office maintains the City’s Municipal Code, provides research support to the City Commission, administration and the public, and is responsible for the publishing of legal notices for public hearings. The City Clerk’s Office is also responsible for the management of all municipal elections, including the administration of candidate statements, ballot measures, impartial analyses, and legal advertising. Additionally, the City Clerk coordinates over 20 boards and committees that advise the City Commission, manages compliance with City and State conflict of interest law, administers oaths, and receives and records petitions, claims, lawsuits and official notices for the City.
DEPARTMENT GOALS Provide quality records management Represent the City and City Commission in all matters with the Supervisor of Elections pertaining to municipal elections Provide timely and accurate public information Serve as general liaison between the City Commission, City Departments and the general public by effectively communicating City policies to all levels of government and to the general public Encourage employee training and development
49
Office of the City Clerk Organization Chart
CITY CLERK Admin 58
Assistant to the City Clerk Admin 46
Legislative Coordinator Grade 28
50
Administrative Support Specialist Grade 24
City of Deerfield Beach, Florida City Clerk Summary 2012-13 Actual
2013-14 Actual
2014-15 Budget
2015-16 Budget
BY DIVISION Administration Elections
$ 377,560 88,215
$ 385,156 -
$
162,010 2,812
$ 497,148 73,612
$ 492,692 -
TOTAL
$ 465,775
$ 385,156
$
164,822
$ 570,760
$ 492,692
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expense
$ 289,722 13,914 162,139
$ 307,988 14,003 63,165
$
104,257 12,702 47,863
$ 104,257 12,702 453,801
$ 342,142 10,400 140,150
TOTAL APPROPRIATIONS
$ 465,775
$ 385,156
$
164,822
$ 570,760
$ 492,692
PERSONNEL Administration
4
4
4
4
4
TOTAL PERSONNEL
4
4
4
4
4
51
2014-15 YTD 3/31/15
Administration & Elections PERSONNEL Full-Time TOTAL
2012-13 4 4
2013-14 4 4
2014-15 4 4
2015-16 4 4
600,000
550,000
500,000
Administration & Elections
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$465,775
$385,156
$570,760
$492,692
Other Services and Charges
162,831
63,165
185,972
140,150
Materials & Supplies
13,914
14,003
16,713
10,400
Employee Benefits
38,688
41,269
102,233
110,816
Salaries and Wages
$250,342
$266,719
$265,842
$231,326
52
City Clerk Guiding Principles
Effectively communicate among all levels of the organization and with the public
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Public records requests received and fulfilled by the Clerk's Office within 15 days of request.
90%
90%
95%
98%
Agenda packages provided to commissioners at least three (3) days prior to meetings.
100%
100%
100%
100%
City Commission minutes approved without amendent.
100%
100%
100%
100%
Ordinances conformed and submitted for codification within one (1) week of adoption.
100%
100%
100%
100%
Performance Measurement
Mission Statement The Office of the City Clerk is dedicated to providing excellent customer service in a spirit of cooperation, integrity and unison while providing knowledge and information in various areas of municipal government.
Major FY15‐16 Goals 1. Increase Staff education in public records and records retention law, through advanced training. 2. Allow Clerk Staff to attend the John Scott Daly Institute for training. 3. Create a fully functional paperless environment. 4. Implement an electronic workflow process for public records requests.
53
City Attorney The City Attorney’s Office provides legal opinions and assistance to the City Commission, City Manager, and staff. The City Attorney’s Office drafts and/or reviews all proposed ordinances and resolutions, prosecutes municipal ordinance violations, represents the Code Enforcement Board, the Planning and Zoning Board, Board of Adjustment, and other boards in the City as required. The City Attorney’s Office supervises the work of outside counsel where needed. Outside counsel is also used for real estate transaction matters and title searches. The City Attorney’s Office also represents the City in much of the litigation in which it is involved. The City Attorney operates pursuant to a contract with the City.
54
City of Deerfield Beach, Florida City Attorney Summary 2012-13 Actual
2013-14 Budget
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION City Attorney
$
405,974
$
404,142
$
167,352
$
444,500
$
411,000
TOTAL
$
405,974
$
404,142
$
167,352
$
444,500
$
411,000
EXPENSE GROUP Other Operating Expenses
$
405,974
$
404,142
$
167,352
$
444,500
$
411,000
TOTAL APPROPRIATIONS
$
405,974
$
404,142
$
167,352
$
444,500
$
411,000
55
Central Services The Central Services Department recognizes expenditures which are not associated with a specific department. All of the items recorded in this department are necessary for the daily operations of the City. These items include telephone services, major maintenance contracts for various equipment, postage and duplicating supplies.
56
City of Deerfield Beach, Florida Central Services Summary 2012-13 Actual
2013-14 Actual
BY DIVISION Central Services
$ 459,897
$ 505,141
$
TOTAL
$ 459,897
$ 505,141
$
EXPENSE GROUP Materials & Supplies Other Operating Expenses
$
$
17,092 488,049
TOTAL APPROPRIATIONS
$ 459,897
$ 505,141
14,066 445,831
57
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
290,293
$ 516,500
$ 520,900
290,293
$ 516,500
$ 520,900
$
8,650 281,643
$
$
$
290,293
$ 516,500
17,500 499,000
17,900 503,000
$ 520,900
Financial Services The Department of Financial Services is comprised of four divisions – Finance, Customer Service, Business Taxes and Parking. This department serves as a support service for all other departments within the City. The primary function of the Finance Division is to monitor record and report all financial transactions of the City. It ensures that all transactions are accounted for in a timely manner, that all applicable policies and procedures are followed, and that controls to ensure the recording and dissemination of accurate information are in place. This division handles the payroll for all City employees, processes utility payments, pays all invoices for goods and services used by City departments, records and tracks fixed assets, monitors grant funding, prepares and monitors the annual budget and capital improvement plan, and tracks the City’s outstanding debt. The Customer Service Division is responsible for billing all utility customers, establishing accounts for new customers and for responding to customer inquiries. This division is supported by the utility fund operations. The Business Tax Division is responsible for the issuance and collection of all business tax receipts. Local business tax receipts are the method used by a local government to grant the privilege of engaging in a business or profession within its jurisdiction. The Parking Division is responsible for the oversight of the City’s parking system, including the management of off-street parking lots as well as on-street parking spaces. This division is also responsible for the collection of parking meter fees as well as the repair and maintenance of all meters.
DEPARTMENT GOALS Provide quality internal and external customer service Efficiently process the City’s payroll Provide sound fiscal oversight of the City’s finances Maintain the GFOA Certificate of Achievement for Excellence in Financial Reporting as well as the GFOA Distinguished Budget Presentation Award Encourage employee training and development
58
Department of Financial Services Organization Chart
FINANCE DIRECTOR Admin 58
Accounting Operations Analyst Grade 28 Accounts Receivable Specialist Part‐Time Grade UCL
Budget Manager Admin 50
Treasury Services Manager Admin 48
Assistant Finance Director Admin 52
Budget Analyst Admin 44
Accounts Payable Coordinator Grade 30
Payroll Coordinator Grade 30
Accountant‐Senior Admin 46
Budget Intern Vacant –1 Part‐Time Grade UCL
Sr. Cashier Clerk Grade 22
Cashier Clerk Grade 20
Accountant (2) Admin 44
Utility Billing Supervisor Grade 28
Parking Supervisor Grade 28
Revenue Collection Specialist Grade 24
Customer Svc Representative (2) Grade 22
Parking Meter Technician Grade 20
Parking Meter Technician Part‐Time Grade UCL
59
City of Deerfield Beach, Florida Financial Services Summary 2012-13 Actual
2013-14 Actual
2014-15 Budget
2015-16 Budget
BY DIVISION Financial Services
$ 1,117,781
$ 1,227,265
$
523,179
$ 1,563,220
$ 1,624,649
TOTAL
$ 1,117,781
$ 1,227,265
$
523,179
$ 1,563,220
$ 1,624,649
$
$
868,713 32,229 320,600 5,723
$
404,308 6,503 106,669 5,699
$ 1,154,665 21,500 382,055 5,000
$ 1,313,349 27,500 283,800 -
$ 1,117,781
$ 1,227,265
$
523,179
$ 1,563,220
$ 1,624,649
PERSONNEL Financial Services
12
12
13
16
16
TOTAL PERSONNEL
12
12
13
16
16
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay TOTAL APPROPRIATIONS
869,350 25,107 223,324 -
60
2014-15 YTD 3/31/15
Financial Services PERSONNEL Full-Time Part-Time TOTAL
2012-13 11 1 12
2013-14 12 0 12
2014-15 14 2 16
2015-16 14 2 16
1,700,000 1,600,000 1,500,000 1,400,000 1,300,000 1,200,000
Financial Services
1,100,000 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
DIVISION TOTAL Capital Outlay Other Services and Charges
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$1,117,781
$1,227,265
$1,563,220
$1,624,649
‐
5,723
5,000
‐
223,324
320,600
382,055
283,800
Materials & Supplies
25,107
32,229
21,500
27,500
Employee Benefits
114,475
113,418
312,583
401,727
Salaries and Wages
$754,875
$755,295
$842,082
$911,622
61
Financial Services 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
GFOA's Distinguished Budget Presentation Award
Yes
Yes
Yes
Yes
GFOA's Excellence in Financial Reporting Award
Yes
Yes
Yes
Yes
Preparation of CAFR prior to March 31st deadline
No
Yes
Yes
Yes
Bond rating (Standard & Poor's)
A+
AA-
AA
AA
Bond rating (Fitch Ratings)
AA-
A
AA
AA
Bank reconciliations performed within 30 days of month-end
65%
80%
85%
99%
Percentage of utility billing customers receiving ebills
N/A
3%
5%
8%
Number of lien searches conducted within 7 business days
99%
99%
99%
99%
Percentage of employees utilizing direct deposit
81%
82%
85%
85%
Percentage of utility billing customers service requests resolved within 3 business days
99%
99%
99%
99%
Guiding Principles
Ensure the financial health of city government
Superior customer service and customer focused government
Performance Measurement
Mission Statement The Financial Services Department is committed to maintaining high quality accounting standards, safeguarding the City's assets, providing the City with accurate, concise, and timely internal and external financial information and to manage the City's finances.
Major FY15‐16 Goals 1. Conversion to One Solution ERP platform for accounting system. 2. Improve the City's Bond rating. 3. Implement employee self-service platform for payroll checks. 4. Obtain GFOA's excellence in financial reporting and distinguished budget presentation awards. 5. Implement a pay-by-phone option for utility customers. 6. Obtain credit facility for construction of new city hall/public safety complex.
62
Human Resources Department The Human Resources Department provides support, ensures continuity and promotes cooperation among the City’s various departments and its employees. The Human Resources Department is also responsible for Risk Management as a part of its day to day operations. While Risk Management is a component of the Human Resources Department, because of the budgetary structure, Risk Management functions will be addressed separately. The Human Resources Department is organized with a Director who is assisted by an Assistant Director and a Risk Manager. In addition, the Department includes two Human Resources Technicians, an Employee Benefits Coordinator and a Risk Coordinator. This cohesive group is charged with managing, developing, establishing, and implementing programs and activities for the good of all City employees. In doing so, the department complies with the mandate to meet objectives in recruitment, selection, training and development, compensation and retention of a skilled and diversified workforce in compliance with established policies and procedures, federal, state, and local laws which govern all employment activities. There are a myriad of functions and action items that are addressed by the Human Resources Department on an ongoing basis. Human Resources related activities include: employee record management; pay and classification studies; the administration of unemployment compensation claims including appeals; union contract negotiations; union contract administration and grievance hearings. The Human Resources Department is also responsible for ensuring compliance with and the administration of the following acts and policies: the City’s Affirmative Action Plan; the Americans with Disabilities Act (ADA); the Equal Employment Opportunity Act (EEOC); the Veterans Preference Act and the Immigration Act. The linkage of these Human Resources strategies and programs are tied to this organization’s vision, mission, strategies and business objectives.
63
Department of Human Resources Organization Chart
DIRECTOR OF HUMAN RESOURCES Admin 58
Assistant Director of Human Resources Admin 52
Risk Manager Admin 52
Human Resources Technician (2) (1) Vacant Grade 24
Risk Coordinator Admin 42
64
Employee Benefits Coordinator Admin 42
City of Deerfield Beach, Florida Human Resources Summary 2012-13 Actual
2013-14 Actual
2014-15 Budget
2015-16 Budget
BY DIVISION Human Resources
$ 380,403
$ 398,555
$
287,035
$ 606,176
$ 887,034
TOTAL
$ 380,403
$ 398,555
$
287,035
$ 606,176
$ 887,034
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses
$ 292,436 8,677 79,290
$ 176,746 16,537 205,272
$
160,055 10,836 116,144
$ 403,676 3,800 198,700
$ 425,234 9,000 452,800
TOTAL APPROPRIATIONS
$ 380,403
$ 398,555
$
287,035
$ 606,176
$ 887,034
Human Resources
4
4
4
4
4
TOTAL PERSONNEL
4
4
4
4
4
65
2014-15 YTD 3/31/15
Human Resources PERSONNEL Full-Time TOTAL
2012-13 4 4
2013-14 4 4
2014-15 4 4
2015-16 4 4
900,000 850,000 800,000 750,000 700,000 650,000
Human Resources
600,000 550,000 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$380,403
$398,555
$606,176
$887,034
Other Services and Charges
79,290
205,272
193,500
452,800
Materials & Supplies
8,677
16,537
9,000
9,000
Employee Benefits
38,634
23,508
106,908
120,961
Salaries and Wages
$253,802
$153,238
$296,768
$304,273
DIVISION TOTAL
66
Human Resources Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
339
346
360
365
4
4
4
4
$380,404
$398,555
$621,688
$885,496
Number of Employee Requisitions processed
NA
32
55
50
Number of new hires (FTE)
21
27
35
35
Number of promotions
16
23
12
20
Total number of Training Hours for all employees
N/A
N/A
N/A
N/A
Performance Measurement Total number of FTEs in organization
Ensure the financial health of Total FTE's for Human Resources Department city government Total Operating Expenditures for Human Resources Department Superior customer service and customer focused government
Advance employee development and satisfaction
Mission Statement The mission of the Human Resources Department is to provide the City with a comprehensive package of Human Resource Management Services that are professional, responsive to business requirements, and conscientiously cost efficient and effective.
Major FY15‐16 Goals 1. Complete update and revision of the City's Personnel Rules and Regulations; to include Standard Operating Procedures and Human Resources Policies. 2. Conduct targeting training for City Workforce to include Customer Service Training, Sensitivity Training, Supervisory Training, Training on Collective Bargaining Agreements/Personnel Rules and Regulations, First Aid/CPR, and Substance Abuse Training. 3. Implement the following award programs: Service Award, Exemplary Recognition Program and Employee of the Month. 4. Perform a Pay and Classification Study to include a review and rehaul of all Classificaiton Descriptions. 5. Certification in Human Resource Management for all Human Resources Employees.
67
Planning and Development Services Planning and Zoning Building Services Code Compliance The Department of Planning and Development Services is comprised of three divisions: Planning and Zoning Division, Building Services Division and Code Compliance; and is responsible for the administration of the City’s comprehensive plan, as well as zoning, sign and landscape codes and regulations, building permits and inspections and compliance of the City’s codes and ordinances. The department also provides technical support to the public, City Commission, city staff, the Planning and Zoning Board, the Community Appearance Board, the Zoning Appeals Special Master and the Code Compliance Special Master. Services for the Building Services Division and the Code Compliance Division are provided by Calvin, Giordano & Associates.
Planning and Zoning Division The planning function provides neighborhood redevelopment, special project, and comprehensive planning services. This involves preparation of policies, programs, and outlines for guiding physical and economic development. The zoning function provides development plan review and processing, counsels citizens and businesses on zoning rules and regulations, issues certificates of use, sign permits, performs zoning inspections, and provides staff support to the boards and special master listed above. The division is also responsible for landscape design for City properties.
68
Building Services Division The Building Services Division is responsible for enforcing the Florida Building Code (Broward Amendment), ensuring safe, sound and progressive development of commercial and residential properties. Renovation, remodeling, and new construction are all closely monitored while building code inspections are conducted systematically. The Division is responsible for plan review, the issuance of building permits, and conducting the required permit inspections for all construction activity requiring permits.
Code Compliance Division The Code Compliance Division is responsible for the enforcing the City’s codes and ordinances. The goal is to obtain compliance prior to any fines accruing and to enhance and maintain the character of the City. The Division is also responsible for the Code Enforcement Special Master where all code cases are heard and a decision is rendered by the Special Magistrate on the violation.
69
Planning & Development Services Department Planning & Zoning Division Organization Chart
PLANNING AND DEVELOPMENT SERVICES
DIRECTOR Admin 58
Planning Coordinator Grade 28
Planning Assistant Grade 24
BUILDING SERVICES DIVISION (Contractual)
Consultant Part‐Time Grade UCL
City Landscape Architect Admin 48
PLANNING & ZONING DIVISION
Chief Planner Admin 50
Landscape Technician Grade 28
70
CODE ENFORCEMENT (Contractual)
Senior Planner Admin 48
Associate Planner Admin 46
Assistant Planner Part‐Time Grade UCL
Permit Technician Grade 24
City of Deerfield Beach, Florida Planning & Development Services Summary 2012-13 Actual BY DIVISION Planning & Zoning Building Code Compliance
$
886,971 1,319,105 -
2013-14 Actual
$
2014-15 YTD 3/31/15
733,466 1,502,439 -
$
353,141 833,412 -
2014-15 Budget
$
2015-16 Budget
965,217 2,225,964 -
$ 1,183,878 2,590,000 948,178
TOTAL
$ 2,206,076
$ 2,235,905
$
1,186,553
$ 3,191,181
$ 4,722,056
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay
$ 2,141,113 11,901 53,062 -
$ 2,076,323 23,054 136,528
$
1,007,116 12,207 167,230
$ 2,814,780 21,750 224,411 130,240
$ 1,020,728 13,055 3,688,273 -
TOTAL APPROPRIATIONS
$ 2,206,076
$ 2,235,905
$
1,186,553
$ 3,191,181
$ 4,722,056
PERSONNEL Planning & Zoning Building
10 20
10 20
10 20
10 23
11 0
TOTAL PERSONNEL
30
30
30
33
11
71
Planning & Zoning PERSONNEL Full-Time Part-Time TOTAL
2012-13 10 0 10
2013-14 10 0 10
2014-15 9 1 10
2015-16 9 2 11
1,200,000
1,100,000
1,000,000
900,000
Planning & Zoning
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
DIVISION TOTAL Capital Outlay Other Services and Charges Materials & Supplies
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$886,971
$733,466
$965,217
$1,183,878
‐
‐
17,165
‐
19,069
77,573
76,120
150,095
5,179
5,797
7,450
13,055
Employee Benefits
170,504
85,329
240,870
281,114
Salaries and Wages
$692,219
$564,767
$623,612
$739,614
72
Planning & Zoning Guiding Principles Vitality and revitalization of business districts and neighborhoods Effectively communicate among all levels of the organization and with the public
Superior customer service and customer focused government
A cleaner, greener City
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
5
5
4
5
100%
100%
100%
100%
2
4
N/A
4
Percent of major development applications reviewed within timeframe to make next available Planning & Zoning Board meeting
100%
100%
100%
100%
Percent of zoning certification letters completed within 2 days
98%
97%
N/A
98%
Percent of City wide tree canopy coverage
N/A
N/A
17%
20%
Number of trees in public lands and rights-ofways inventoried in TreeKeeper
N/A
N/A
13,000
14,500
13
14
10
10
Performance Measurement Number of major projects (land use, transportation, landscaping) Percent of intergovernmental meetings attended (MPO, Broward County, School Board) Number of public & educational outreach programs
Proactively address issues Number of land development code changes to that will affect the quality of life ensure the regulations are current and up to date for our community to meet the needs of the community
Mission Statement To plan and facilitie quality development and redevelopment, promote neighborhood sustainability, and facilitie the enhancement of the human and natural environment in the City.
Major FY15‐16 Goals 1. Improve median landscaping along major roadways & develop a street tree masterplan for roadways. 2. Complete the Pioneer Grove land use plan and zoning amendment. 3. Work with the Office of Economic Development on creating and implementing a Strategic Plan. 4. Create an RSO (residential, office) medical office zoning district near the hospital.
73
Building PERSONNEL Full-Time Part-Time TOTAL
2012-13 16 4 20
2013-14 16 4 20
2014-15 20 3 23
2015-16 0 0 0
2,600,000 2,400,000 2,200,000 2,000,000 1,800,000
Building
1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0
DIVISION TOTAL Capital Outlay Other Services and Charges Materials & Supplies
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$1,319,105
$1,502,439
$2,225,964
$2,590,000
‐
‐
113,075
‐
33,993
58,955
148,291
2,590,000
6,722
17,257
14,300
‐
Employee Benefits
170,452
187,886
476,994
‐
Salaries and Wages
$1,107,938
$1,238,341
$1,473,304
$‐
74
Information Technology Services The Department of Information Technology Services provides technological services to all City departments. The division manages an IBM AS400 mainframe system as well as a windows-based network environment with 30 servers and 225 personal computers. The City uses Multi Protocol Label Switching (MPLS) as its primary data communications mechanism at all major facilities. The MPLS consists of fiber and TI connections. The information systems staff also procures and maintains software and assists in the selection of vendor-supported systems. Software applications used by City staff include accounting, payroll, utility billing, GIS land management, building permits, occupational licenses, fire inspections, alarm permits, EMS, point-of-sale, word processing, purchasing/inventory, risk master and fleet maintenance. The City also offers E-gov services such as online recreational class registration. The GIS (Geographic Information System) function provides citywide assistance through geographically linked data research and analysis support. Staff also prepares maps, site plans, graphs, and other materials for presentations and grant applications.
75
Information Technology Services Department Organization Chart
INFORMATION TECHNOLOGY SERVICES
Director Admin 58
Office Automation Specialist Grade 22
Business Continuity Manager Admin 50
Enterprise Mobility Specialist Admin 50
Technology Integrator Grade 32
GIS Manager Admin 44
GIS Specialist Grade 28
76
City of Deerfield Beach, Florida Information Technology Services Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Information Services
$
1,355,488
$
1,020,259
$
507,165
$
1,246,470
$
1,472,683
TOTAL
$
1,355,488
$
1,020,259
$
507,165
$
1,246,470
$
1,472,683
$
594,989 48,499 712,000 -
$
608,259 36,318 375,682 -
$
278,230 12,547 216,388 -
$
616,959 29,400 594,111 6,000
$
663,548 43,000 704,235 61,900
$
1,355,488
$
1,020,259
$
507,165
$
1,246,470
$
1,472,683
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay TOTAL APPROPRIATIONS
PERSONNEL Information Services
7
8
8
8
7
TOTAL PERSONNEL
7
8
8
8
7
77
Information Technology Services PERSONNEL Full-Time Part-Time TOTAL
2012-13 7 0 7
2013-14 8 0 8
2014-15 8 0 8
2015-16 7 0 7
1,500,000 1,400,000 1,300,000
Information Technology Services
1,200,000 1,100,000 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$1,355,488
$1,020,259
$1,246,470
$1,472,683
‐
‐
6,000
61,900
Other Services and Charges
712,000
375,682
594,111
704,235
Materials & Supplies
48,499
36,318
29,400
43,000
Employee Benefits
78,558
80,637
190,279
217,408
Salaries and Wages
$516,431
$527,622
$426,680
$446,140
DIVISION TOTAL Capital Outlay
78
Information Technology Services 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
N/A
$1,020,259
$1,246,470
$1,480,228
N/A
N/A
N/A
N/A
Total Number of Non-Virtualized Workstations Supported by the IT Department
N/A
N/A
300
310
Total Number of Virtualized Workstations Support by the IT Department
N/A
N/A
N/A
N/A
Total Number of Non-Virtualized Server Supported by the IT Department
N/A
N/A
18
15
Total Number of Virtualized Server Supported by the IT Department
N/A
N/A
35
40
Total Number of IT Department Employee FTEs
7
8
11
12
Total Number of WiFi locations Supported by the IT Department
N/A
N/A
4
9
Total Number of Fiber locations Supported by the IT Department
N/A
N/A
9
12
Guiding Principles
Performance Measurement
Total IT Department O&M Expenditures Ensure the financial health of city government IT Department O&M Expenditures per Workstation
A cleaner, greener city
Superior customer service and customer focused government
Mission Statement Information Technology Services will provide access to information by leveraging technology that improves the operation of City departments.
Major FY15‐16 Goals 1. Complete Finance, Human Resource, and Payroll module and data migration to new ERP System 2. Initiate and Deploy Community module and data migration to new ERP System 3. Implement Office 365 4. Develop mobile work force strategy 5. City own Fiber to specific service locations
79
Economic Development Department The Economic Development Department seeks to enhance the quality of life for residents through the expansion of the local tax base. Economic Development consists of business attraction, retention and expansion. Economic Development staff act as ombudsmen for local business owners to identify and resolve barriers that their businesses face. The Economic Development Office maintains strong relationships with state and county economic development organizations – Enterprise Florida and The Greater Fort Lauderdale Alliance -- to market the City of Deerfield Beach to prospective new companies.
80
Economic Development Department Organization Chart
CITY MANAGER (Contractual)
CRA Director (Contractual)
81
City of Deerfield Beach, Florida Economic Development Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Administration
$
-
$
-
$
-
$
-
$
94,413
TOTAL
$
-
$
-
$
-
$
-
$
94,413
$
-
$
-
$
-
$
-
$
58,413 15,000 21,000
$
-
$
-
$
-
$
-
$
94,413
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses TOTAL APPROPRIATIONS
PERSONNEL Economic Development
0
0
0
0
1
TOTAL PERSONNEL
0
0
0
0
1
82
Economic Development PERSONNEL Full-Time Part-Time TOTAL
2012-13 0 0 0
2013-14 0 0 0
2014-15 0 0 0
2015-16 0 1 1
95,000 90,000 85,000 80,000 75,000 70,000
Economic Development
65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$‐
$‐
$‐
$94,413
Other Services and Charges
‐
‐
‐
21,000
Materials & Supplies
‐
‐
‐
15,000
Employee Benefits
‐
‐
‐
8,192
Salaries and Wages
$‐
$‐
$‐
$50,221
83
Community Development The Community Development Division is responsible for all phases of the grants process, including the preparation of state and federal grants, administering grant programs, and providing information to City officials and the citizens of Deerfield Beach. The Community Development Division staff acts as project manager to implement and monitor the projects and organizations receiving grant funds from the City. We hold forums with our business partners, present workshops on home-buying and finances, send students to vocational school, and assist public service organizations in helping our youth. Currently, the grants administered by this division include the following: Community Development Block Grants (CBDG). This program, designed to assist lower income citizens, offers a variety of programs, including Youth and Family Counseling, Infrastructure and Commercial Rehabilitation, and Economic Development activities. State Housing Initiative Partnership Program (SHIP) offers low to moderate income citizens assistance in the purchase or repair of a home in the form of a five-year, no interest allocation. The loan is forgiven if the applicant occupies the home for five years from the date the allocation is secured. Local Law Enforcement Block Grants (LLEBG) funds are used to assist at-risk youth through a program of mentoring, job shadowing, and skills training programs. Neighborhood Stabilization Program (NSP) funds are used for the purchase and redevelopment of foreclosed and abandoned properties with the eventual goal of stabilizing areas that were hardest hit by foreclosures and abandonment.
84
Community Development Department Organization Chart
Division Director Admin 52
Deerfield Beach Family Empowerment Inc,
Grant Writer Vacant Grade 46
Division Secretary Grade 22
85
City of Deerfield Beach, Florida Community Development Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION City Commission
$
-
$
-
$
-
$
-
$
417,407
TOTAL
$
-
$
-
$
-
$
-
$
417,407
$
-
$
-
$
-
$
-
$
257,407 5,500 154,500
$
-
$
-
$
-
$
-
$
417,407
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses TOTAL APPROPRIATIONS PERSONNEL City Commission
0
0
0
0
3
TOTAL PERSONNEL
0
0
0
0
3
86
Community Development PERSONNEL Full-Time TOTAL
2012-13 0 0
2013-14 0 0
2014-15 0 0
2015-16 3 3
420,000 400,000 380,000 360,000 340,000 320,000
Community Development
300,000 280,000 260,000 240,000 220,000 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$‐
$‐
$‐
$417,407
Other Services and Charges
‐
‐
‐
154,500
Materials & Supplies
‐
‐
‐
5,500
Employee Benefits
‐
‐
‐
83,309
Salaries and Wages
$‐
$‐
$‐
$174,098
87
Community Development Guiding Principles
Superior customer service and customer focused government
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Number of Programs administered
6
6
4
4
Total number of units rehabilitated
n/a
n/a
n/a
20
Total number of first time homebuyers/purchase assistance provided
n/a
n/a
n/a
10
3
3
3
2
Performance Measurement
Number of sub-recipient programs monitored
Mission Statement Provide decent, safe, sustainable, sanitary affordable housing and economic opportunities to very low, low and moderate-income citizens.
Major FY15‐16 Goals 1. Implement federal and state entitlement funds- Community Development Block Grant (CDBG), Home Investment Partnership (HOME), State Housing Initiative Parternship (SHIP) and any other grant opportunities available. 2. Develop and implement Home Repair and Purchase Assistance/First Time Homebuyer procedure manuals for the grant programs. 3. Develop the City's Local Housing Assistance Plan for the SHIP program.
88
Police/B.S.O. Police Services School Crossing Guards Parking Authority
Police services for the City of Deerfield Beach are provided by the Broward Sheriff’s Office (B.S.O.) – Deerfield Beach District. As such, the District is comprised of nine different functional units: Administration, Patrol Services, Investigative Unit, Crime Suppression Team, Traffic Enforcement, Commercial Vehicle Enforcement, Code Enforcement, Parking Enforcement and Community Affairs Team. The mission of the Deerfield Beach District is to provide comprehensive police services each day of the year, on a twenty-four hour per day basis, to the City of Deerfield Beach. This includes the meeting or exceeding of the terms and conditions of the Agreement for Police Services with Deerfield Beach and interacting with various civic and community groups on an on-going basis to ensure that the District is meeting the needs of the community. The Administration has overall responsibility and authority for all personnel, equipment and operations of the district. They are responsible for ensuring that the District fulfills, and complies with, the terms of the contract with the City of Deerfield Beach and serves as a liaison between the Broward Sheriff’s Office and the City. Patrol Services is responsible for apprehending criminal offenders, maintaining order, responding to calls for service, peacekeeping and protecting life and property. Patrol focuses on reducing citizens’ fear of crime and enhancing the quality of life for the City of Deerfield Beach. This includes bike patrol, K-9, School Resource Deputies and ATV Patrol. Investigative Services is responsible for identifying criminals that commit crimes against properties and persons, as well as preparing the criminal cases for prosecution. Duties include the investigation of burglary/structures, burglary/conveyances, thefts, criminal mischief, and area pawn shops, as well as providing technical support to the other District Units. The Crime Suppression Team investigates all street-level narcotic crimes within the district, investigates crime and code violations, targets high property crime areas and seeks to identify and apprehend offenders, organizes and participates in special operations, reverse stings, prostitution stings and other operations involving high crime problems. The Traffic Unit is responsible for performing proactive traffic enforcement duties, while targeting areas of frequent traffic complaints or numerous traffic accidents. Duties include issuing traffic citations, reviewing accident reports, and participating in the investigation of accidents involving serious injuries and hit and runs. The Community Affairs Team serves to increase the overall effectiveness of the District by attacking underlying problems that give rise to incidents that consume patrol and detective time. In doing so, the Unit strives to ensure closer involvement with the public to make sure that the police are addressing the needs of the community and its citizens. Duties include coordinating crime prevention programs, conducting residential, business, and area surveys on security measures, organizing Neighborhood Watch programs, coordinating the School Resource Deputy and DARE programs, along with organizing all the special events that occur throughout the year such as National Night Out, the annual charity softball games, Canes On Patrol, the COP, RUOK and PAL programs and Special Olympics, just to name a few.
89
The Code Enforcement Unit consists of two sworn positions and non-sworn civilian code inspectors. This unit investigates and prosecutes violations of municipal codes, building codes and fire and life-safety codes. They work with the home-owners and businesses to strive to enhance the overall appearance of the community. The Commercial Vehicle Inspector consists of one certified deputy who has extensive training on the safety regulations of commercial vehicles. This position is responsible for enforcing the violations of overweight commercial vehicles and inspects commercial vehicles and drivers to ensure they are in compliance with Florida Statutes and Federal Motor Carrier Safety Regulations that travel the roads within the City of Deerfield Beach. This position conducts inspections of commercial vehicles for such violations, issues and collects fines. The Parking Enforcement Unit consists of non-sworn part-time employees whose sole function is to enforce parking violations within the boundaries of the City of Deerfield Beach.
School Crossing Guard Division The school crossing guards division is responsible for coordinating the duties of crossing guards at the various schools located within the City.
Parking Authority The parking authority was incorporated into the City’s contract with Broward Sheriff’s Office beginning in January 1996. The City receives the fines for parking citations and handles the parking ticket disputes; however, city personnel do not issue parking tickets. The parking authority division is administered by the Financial Services Department, and is funded by the General Fund. This division is responsible for servicing and maintaining all of the city’s parking meters currently in use within the boundaries of the City of Deerfield Beach.
90
City of Deerfield Beach, Florida Police / B.S.O. Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Police Services School Crossing Guard Parking Authority Code Enforcement
$ 21,016,020 235,919 55,038 72,898
$ 22,127,763 237,550 114,384 73,246
$ 10,864,123 132,725 136,319 34,518
$ 22,689,115 255,466 356,937 91,647
$ 22,514,265 179,241 475,219 -
TOTAL
$ 21,379,875
$ 22,552,943
$ 11,167,684
$ 23,393,165
$ 23,168,725
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay TOTAL APPROPRIATIONS
2,164,256 15,893 19,199,726 $ 21,379,875
2,150,667 16,750 20,385,526 $ 22,552,943
$
659,355 6,042 10,439,788 62,500 $ 11,167,684
$
2,236,092 19,025 21,058,048 80,000 $ 23,393,165
$
2,347,965 30,200 20,765,329 25,231 $ 23,168,725
PERSONNEL Police Services School Crossing Guard Parking Authority Code Enforcement
153 35 0 1
152 35 2 1
152 35 2 1
152 35 3 1
152 31 3 0
TOTAL PERSONNEL
189
190
190
191
186
91
Broward Sheriff’s Office Fire & Rescue Services MISSION: The goal of the Broward Sheriff’s Office Department of Fire Rescue and Emergency Services is to provide an exceptional level of fire suppression, fire prevention, emergency medical services, educational programs, and community services to the residents and visitors of the City of Deerfield Beach. The Department, in partnership with the City, will provide a professional, welltrained and well-equipped response in a timely manner to all calls for service in a committed effort to prevent the loss of life and property. The Department will strive to motivate and empower firefighters and fire officers to provide exceptional customer service. The District will nurture and train firefighters to meet the future challenges of the Department. OBJECTIVES:
•
Enhance the public access AED program initiative by identifying new facilities for AED placement Complete 100% of the annual fire inspections for multi-family and non-residential properties Complete 100% of the required fire plan reviews in a responsive and efficient manner Coordinate and conduct fire safety public education programs at all city elementary schools and day care centers Provide child safety seat inspections and installations for city residents Provide injury prevention programs at targeted areas in the city Expand the Community Emergency Response Team (CERT) program and provide continued support through grant administration, monthly training, and regional drills Create internal mechanisms to work towards attaining the ISO recommendation of 240 hours of continuous training per fire fighter annually Conduct multi-company training evolutions in accordance with ISO requirements Inspect 100% of the hydrants within Deerfield Beach and the Town of Hillsboro Beach
92
City of Deerfield Beach, Florida Fire & Rescue Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Fire & Rescue
$ 26,562,756
$ 27,790,790
$ 13,064,800
$ 31,242,893
$ 30,963,128
TOTAL
$ 26,562,756
$ 27,790,790
$ 13,064,800
$ 31,242,893
$ 30,963,128
$
$
$
$
$
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay
22,739,022 -
1,300,000 11,764,800 -
$ 26,562,756
$ 27,790,790
$ 13,064,800
$ 31,247,893
$ 30,963,128
PERSONNEL Fire & Rescue
163
151
151
145
143
TOTAL PERSONNEL
163
151
151
145
143
TOTAL APPROPRIATIONS
5,117,769 21,444,987 -
5,051,768
93
5,200,000 5,000 23,798,263 2,244,630
5,150,000 2,500 24,410,628 1,400,000
Sustainable Management Fleet Management Division The Fleet Management Division is responsible for the preventative maintenance, repair, fueling and recapitalization of the City’s fleet of vehicles and machinery. This division also maintains complete records of all City-owned equipment and machinery and maintains all physical inventories of parts and supplies necessary for daily operations of the City’s fleet.
94
Department of Sustainable Management Fleet Management Division Organization Chart
FLEET MANAGER Vacant Admin 48
Fleet Supervisor Grade 32
Mechanic III (4) Grade 28
Mechanic II Vacant Grade 24
Master Certified Truck Tech (2) Grade 30
95
Master Certified Auto Tech Grade 30
Welder Grade 28
City of Deerfield Beach, Florida Sustainable Management Summary 2012-13 Actual
2013-14 Actual
2014-15 Budget
2015-16 Budget
2,972,380 1,068,650
3,128,284 970,153
1,542,599 348,030
3,390,596 971,870
1,073,301
$ 4,041,030
$ 4,098,437
$
1,890,629
$ 4,362,466
$ 1,073,301
$
$
910,010 99,277 3,030,877 58,273
$
485,673 31,056 1,316,937 56,963
$ 1,196,288 122,650 2,831,528 212,000
$
$ 4,041,030
$ 4,098,437
$
1,890,629
$ 4,362,466
$ 1,073,301
PERSONNEL Facilities Maintenance Fleet Management
4 11
4 11
4 11
5 11
0 11
TOTAL PERSONNEL
15
15
15
16
11
BY DIVISION Facilities Maintenance* Fleet Management TOTAL
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay TOTAL APPROPRIATIONS
991,811 162,927 2,866,193 20,099
2014-15 YTD 3/31/15
872,622 40,200 105,479 55,000
* Environmental Services Facilities Division: transferred to City Manager under Construction & Facilities Management during FY14/15.
96
Fleet Management PERSONNEL Full-Time TOTAL
2012-13 11 11
2013-14 11 11
2014-15 11 11
2015-16 11 11
1,200,000
1,100,000
1,000,000
900,000
Fleet Management
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$1,068,731
$970,153
$971,870
$1,073,301
‐
‐
25,000
55,000
Other Services and Charges
372,060
347,091
112,700
105,479
Materials & Supplies
24,276
32,468
36,450
40,200
Employee Benefits
89,094
81,931
263,064
291,394
Salaries and Wages
$583,301
$508,663
$534,656
$581,228
DIVISION TOTAL Capital Outlay
97
Fleet Management Guiding Principles Superior customer service and customer focused government
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Total number of vehicle repairs
5,015
5,000
6,384
7,000
Total number of preventative maintainence (PM) repairs
1,570
1,750
1,800
2,200
N/A
3
N/A
8
Performance Measurement
Advance Employee Total number of training opportunities offered Development and Satisfaction
Mission Statement To support the various City departments in the conduct of the City's operations by providing professional fleet management and practices to keep their vehicles and fleet related equipment in a constant state of operational readiness.
Major FY15‐16 Goals 1. Maintain a vehicle availability ratio of at least 97%. 2. Integrate Fleet Management Information System. 3. Achieve vehicle preventative maintaince (PM) compliance of 100%. 4. Renovate Central City Campus fuel station. 5. Create vehicle replacement policy and procedures. 6. Operate City Truck Wash bay adjacent to Fleet garage.
98
Parks & Recreation
Administration & Community Events Parks Maintenance Recreation Athletics & Aquatics Pier Cemetery Ocean Rescue Teen Center The City of Deerfield Beach Parks and Recreation Department is comprised of (8) eight divisions: Administration & Community Events, Parks Maintenance, Athletics & Aquatics, Recreation, Teen Center, the Pier, Cemetery Division and the Ocean Rescue Division. The Department’s mission is to foster the well being of Deerfield Beach’s diverse community by maintaining beautiful parks, the beach, municipal cemeteries and the pier as well as preserving the environment and providing enriching recreational program and activities. The Department oversees and maintains approximately 320 acres of open space, medians, rights-of-way, miscellaneous areas, parks, the beach and city owned property. This acreage is located at over 180 sites city-wide. Our residents enjoy a 976-foot International Pier, a one-mile stretch of public beach, jogging/walking trails and over thirty (30) public parks. The Pioneer Park Tennis Center consists of six hard courts, plus there are six additional tennis courts located throughout the parks system. The Department also offers a full-size gymnasium, several outdoor basketball courts and twenty-one (21) playgrounds. The city has two community centers: Constitution Park Community Center and the Johnnie Tigner Community Center (located in Oveta McKeithen Park). The Department collaborates with the School Board of Broward County (SBBC) in a proactive inter-local agreement to manage the Middle School Athletics and Aquatic Complexes. Through the Parks and Recreation Department the city maintains two municipal cemeteries, Memorial and Pineview.
Major Goals 1. 2. 3. 4.
Preserve and promote our mission by creating a financially sustainable department. Protect our ability to provide clean, safe, fun and well-maintained parks, beach and pier. Protect our mission to provide responsive and relevant recreational choices to all of our citizens. Preserve our responsibility as environmental stewards by investing in conservation and sustainable best practices. 5. Partner with neighboring communities and the private sector in support of parks, recreation and open space initiatives. 6. Invest in systems that are user-friendly, improve access and respond to changing demographics. 7. Invest in parks and recreation professionals (staff).
99
Administration & Community Events The Administration Division of the Parks and Recreation Department provides support in the areas of policy, strategic planning, budget and personnel management, procurement, labor relations, revenue management, management of information services, financial reporting, public relations, capital improvement projects (CIP), cultural & community relations and safety and training. This division sponsors several community and special events each year to include, but not limited to the following: Festival of the Arts, Ocean Way Holiday and the 4th of July Celebration.
Parks Maintenance Division The Parks Maintenance Division maintains one-mile of Public Beach, the 976-foot International Pier, approximately 320 acres of developed & undeveloped parkland, medians, swales, parking areas, retention areas, and miscellaneous sites at over 180 locations. Maintenance includes: mowing, edging, debris collection, reseeding of grass, athletic turf maintenance, landscape maintenance and irrigation repairs to ensure the overall beautification of city grounds. This includes chemical spraying of grounds, maintenance of irrigation systems, the beach, Emergency clean-up/FEMA activities, city-owned trees, mulch areas and renovation of landscape areas.
Recreation Division The City boasts three community centers: the Johnnie Tigner Community Center (located in Oveta McKeithen Recreational Complex), the Constitution Park Community Center and the Highlands Park Community Center. Each facility provides a variety of recreational, social and cultural programs.
Athletics & Aquatics Division The Athletics division hosts baseball, football and soccer programs over its athletic fields which include 10.8 acres, include three baseball fields, a multi-use field, batting cages and a football/soccer field with quarter mile track. Athletics also oversees the city trolley, partners with the Deerfield Beach Historical Society, Old School House and the PAL (Police Athletic League) program. The Aquatics Complex has an Olympic size pool which is 25 yards by 50 meters, and has a zero depth entry teaching area. The Aquatics Center is also home to the Deerfield Beach Dolphins swim team and the headquarters for the Broward County North School District’s Swim Central programming, making it possible for the City to expand its aquatic programs. .
Pier The 976-foot pier was rebuilt in 1993 and at that time was leased to an independent contractor/operator. Operating costs were borne by the contractor except for State Department of Natural Resources fees. In December 2004, the city assumed complete operation of the pier and bait shop. The newly renovated Pier entrance, bait shop, staff offices and construction of the Observation Deck, was completed in 2013.City staff provides year-round fishing, sale of bait and tackle, organizes fishing clubs and a host of other partnered events/programs/activities on the pier. The pier offers sightseers and anglers an excellent vantage point of the city’s shores and skyline. Year-round parking is available at the city’s pier parking lot.
100
Cemetery Division The Cemetery Division oversees two municipal cemeteries (Pineview and Memorial). This includes reservations, administration of burial services, the purchasing of cemetery plots, interments and perpetual care of the cemetery grounds at both locations. Maintenance includes: mowing, edging, debris collection, reseeding of grass, landscape maintenance and irrigation repairs to ensure the overall beautification of cemetery grounds. Memorial Cemetery is 8.9 acres with a total of 5,569 plots and Pineview Cemetery is 6.4 acres with a total of 4,955 plots.
Ocean Rescue Division The Ocean Rescue Division oversees the safety and well-being of the patrons on the 1-mile public beach, which includes lifeguarding, customer service and general safe conditions on the beach. This Division oversees nine lifeguard towers (365 days per year), facilitates the Junior Lifeguard camp and hosts approximately 1-million patrons per year visiting the beach.
Teen Center Division A place where teens can call their own! The Teen Center is complete with a flat screen television, pool table, ping pong table, lounge area and computer lab. The facility offers a place for youth ages 13-18 to participate in various programs. With open green space as well as outdoor restrooms in the rear of the facility, there is plenty of room to learn, be innovative, socialize and gain new experiences.
101
City of Deerfield Beach, Florida Parks and Recreation Summary 2012-13 Actual BY DIVISION Administration Parks Maintenance Athletics & Aquatics Recreation Teen Center Facilities Maintenance Summer Camp Pier Cemetery Ocean Rescue TOTAL
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expense Capital Outlay TOTAL APPROPRIATIONS
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget 1,087,566 6,265,964 774,746 809,730 351,603 583,211 349,007 457,035 1,950,700
2015-16 Budget
$
720,484 3,058,162 1,103,487 335,476 321,168 29,428 366,152 240,101 228,454 997,363
$
657,527 3,190,415 528,766 416,602 237,325 438,598 267,113 278,192 1,485,353
$
466,058 2,478,675 303,827 253,640 105,151 6,515 93,181 128,811 747,408
$
$
7,400,275
$
7,499,891
$
4,583,266
$ 12,629,562
$ 13,489,765
$
5,586,275 665,486 937,159 211,355
$
5,283,064 780,852 1,309,682 126,293
$
2,678,254 791,330 932,337 181,305
$
$
$
7,400,275
$
7,499,891
$
4,583,226
$ 12,629,562
$ 13,489,765
7,642,259 1,923,476 2,434,207 629,620
$
1,132,131 6,493,129 1,433,657 1,222,400 179,780 649,079 378,062 435,996 1,565,531
8,284,671 1,488,377 2,604,412 1,112,305
PERSONNEL Administration Parks Maintenance Athletics & Aquatics Recreation Teen Facilities Maintenance Pier Cemetery Ocean Rescue
9 46 30 11 11 0 15 4 32
9 46 10 17 7 0 15 4 49
9 46 10 17 7 0 15 4 49
9 44 11 18 7 0 17 4 50
7 44 31 27 4 0 14 4 43
TOTAL PERSONNEL
158
157
157
160
174
102
Parks & Recreation Department Administration Division Organization Chart
DIRECTOR OF PARKS AND RECREATION Admin 58
Operations Manager Admin 52
Assistant Director of Parks & Recreation Vacant Admin 52
Office Specialist Grade 20
Superintendent of Community Events Admin 50
Parks & Recreation Manager I (2) Grade 24
103
Administration & Community Events PERSONNEL Full-Time Part-Time TOTAL
2012-13 8 1 9
2013-14 8 1 9
2014-15 8 1 9
2015-16 7 0 7
1,200,000
1,100,000
Administration & Community Events
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$720,484
$657,527
$1,087,566
$1,132,131
‐
‐
24,500
‐
Other Services and Charges
193,734
115,407
81,540
111,283
Materials & Supplies
31,756
112,705
220,949
303,002
Employee Benefits
61,195
52,904
195,545
210,060
Salaries and Wages
$433,799
$376,511
$565,032
$507,786
DIVISION TOTAL Capital Outlay
104
Parks ‐ Administration & Community Events 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
N/A
N/A
10
15
N/A
N/A
6
7
Policy forms and revisions
N/A
N/A
5
5
Number of days from vendor invoice receipt to payment
N/A
N/A
7 days
4 days
Address resident and patron concerns.
N/A
N/A
100%
100%
Cost of City sponsored events
$270,324
$280,015
$295,000
$435,370
Cost of City services for miscellaneous approved special events
$28,000
$29,093
$38,825
$35,000
Cost of Recreation special events
$36,789
$31,147
$42,000
$47,450
Total estimated attendance
231,995
240,000
260,000
275,000
N/A
296
335
300
6,000
6,000
10,000
15,000
Guiding Principles
Performance Measurement Average number of training hours per FTE
Advance employee System and equipment upgrades development and satisfaction
Superior customer service and customer focused government
Total surveys collected during special events Effectively communicate among all levels of the organization and with the public
Increase output of ReCreate magazine for increased resident awareness of parks programs and actitivites
Mission Statement The mission of the Parks and Recreation Administration Division is to foster the well-being of Deerfield Beach’s diverse community by maintaining beautiful parks, beach, cemeteries and pier as well as providing dynamic special events.
Major FY15‐16 Goals 1. Provide Employee training to encourage employee development. 2. Create a departmental master plan. 3. Increase the effectiveness of operations through policies and procedures. 4. Continue to increase the level of department professionalism by achieving certifications for staff. 5. Enhance special events. 6. Addition of the Fall Festival.
105
Parks & Recreation Department Parks Maintenance Division Organization Chart
SUPERINTENDENT OF PARKS AND RECREATION Admin 50
Administrative Support Specialist Grade 24
Landscape Supervisor (3) Grade 28
Maintenance Landscaper (3) Grade 28
Equipment Operator III Grade 26
Maintenance Worker II (3) Grade 22
Equipment Operator I (2) Grade 22
Maintenance Worker I (17) (2) Vacant Grade 20
Equipment Operator II (2) Grade 24
Irrigation Specialist (2) Grade 24
Maintenance Worker I (9) Part-Time (3) Vacant Grade UCL
106
Parks Maintenance PERSONNEL Full-Time Part-Time TOTAL
2012-13 42 4 46
2013-14 37 9 46
2014-15 35 9 44
2015-16 35 9 44
7,000,000 6,500,000 6,000,000 5,500,000
Parks Maintenance
5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$3,058,162
$3,190,415
$6,265,964
$6,493,129
Capital Outlay
199,415
106,871
505,120
1,067,110
Other Services and Charges
579,251
935,452
1,777,437
1,892,808
Materials & Supplies
303,708
325,578
1,233,750
751,995
Employee Benefits
340,288
227,354
956,754
1,067,381
Salaries and Wages
$1,635,500
$1,595,160
$1,792,903
$1,713,835
DIVISION TOTAL
107
Parks Maintenance 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Irrigation and median installations
N/A
N/A
12
14
Reduction in resident complaints
N/A
N/A
N/A
20
Total Acreage maintained
318
318
422
422
Number of Natural Passive Parks Acres Maintained
23
23
25
25
Respond to the public comments/questions/concerns in less that 48 hours
100%
90%
90%
100%
Resolve to the satisfation of patron/resident
100%
90%
90%
100%
N/A
N/A
3
4
$210,000
$480,000
$371,000
$200,000
Guiding Principles
Performance Measurement
A cleaner, greener city
Superior customer service and customer focused government
Offer quaterly in-service training sessions that Advance employee enable staff to effectively, efficiently, and safely development and satisfaction perform their jobs. Ensure the financial health of Total amount of grant funds received for projects city government
Mission Statement The mission of the Parks & Recreation Maintenance Division is to be the most vibrant Parks and Recreation Department in the State of Florida by offering parks and common maintained, clean, and safe for residents, citizens and visitors.
Major FY15‐16 Goals 1. Enhance the overall landscape of the beach, cemeteries, ball fields, and parks. 2. Improve Customer Service to residents. 3. Provide Employee training to encourage employee development. 4. Renovate deteriorating playgrounds throughout the park system. 5. Create a departmental master plan. 6. Increase the effectiveness of operations through a maintenance software system.. 7. Continue to increase the level of department professionalism by achieving certifications for staff.
108
Parks & Recreation Department Athletics & Aquatics Division Organization Chart
ASSISTANT DIRECTOR OF PARKS & RECREATION Vacant Admin 52
BSO‐Office Specialist (Contractual)
Superintendent of Athletics & Aquatics Admin 50
ATHLETICS
AQUATICS
Parks & Recreation Manager I (4) (1)Vacant Grade 24
Parks & Recreation Manager II Admin 42
Concession Attendant Part‐Time Grade UCL
Swim Coach (1) Grade 24
Recreation Leader Part‐time (3) Grade UCL
Head Guard (3) Grade 22
Special Interest Instructor Part‐Time Grade UCL
Concession Attendant (3) Part‐time (3) Vacant Grade UCL
Water Safety Instructor Part‐time (12) (3) Vacant Grade UCL
109
Athletics & Aquatics PERSONNEL Full-Time Part-Time TOTAL
2012-13 12 18 30
2013-14 6 4 10
2014-15 6 5 11
2015-16 11 20 31
1,500,000 1,400,000 1,300,000 1,200,000 1,100,000
Athletics & Aquatics
1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$1,103,487
$528,766
$774,746
$1,433,657
Capital Outlay
11,940
‐
‐
‐
Other Services and Charges
52,861
46,302
108,699
177,780
Materials & Supplies
119,882
76,245
98,047
135,260
Employee Benefits
245,948
46,368
148,761
349,735
Salaries and Wages
$672,856
$359,851
$419,239
$770,882
DIVISION TOTAL
110
Parks & Recreation ‐ Athletics & Aquatics 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Conduct Surveys of Programming
4
4
6
8
Hold staff meetings and trainings
4
6
8
10
N/A
N/A
Monthly emails
Monthly emails
Guiding Principles
Superior customer service and customer focused government
Performance Measurement
Increase customer communication Increase quality/quantity of programming.
Proactively address issues Increase program registrations that will affect the quality of life for our community Resolve customer complaints in three days.
8 programs
10 programs 12 programs 14 programs
240 participants
250 participants
280 Participants
320 participants
99%
99%
99%
99%
Mission Statement The mission of the Parks & Recreation Athletic & Aquatic Division are to be the most vibrant Parks and Recreation Department in the State of Florida by offering creative programs and exciting activities for residents and visitors.
Major FY15‐16 Goals 1. Improve Customer Service. 2. Provide Employee training to encourage employee development. 3. Increase in programs for female participants and new sports programs. 4. Increase in participation by 15%.
111
Parks & Recreation Department Recreation Division Organization Chart
ASSISTANT DIRECTOR OF PARKS & RECREATION Vacant Admin 52
Parks & Recreation Manager II (2) Admin 42
Administrative Support Specialist Grade 24
Parks & Recreation Manager I Vacant Grade 24
Parks & Recreation Manager I (2) Grade 24
Recreation Leader (2) Part‐Time (2) Vacant Grade UCL
Recreation Leader (5) Part‐Time Grade UCL
Parks & Recreation Manager I (3) Grade 24
Recreation Leader (5) Part‐Time Grade UCL
CDL / Bus Driver (3) Part‐Time Grade UCL
112
Parks & Recreation Manager I Grade 24
Recreation Leader (2) Part‐Time Grade UCL
Recreation PERSONNEL Full-Time Part-Time TOTAL
2012-13 4 7 11
2013-14 5 12 17
2014-15 6 12 18
2015-16 10 17 27
1,300,000 1,200,000 1,100,000 1,000,000 900,000
Recreation
800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$335,476
$416,602
$809,730
$1,222,400
Other Services and Charges
22,270
8,990
73,069
52,672
Materials & Supplies
35,258
26,331
53,180
83,945
Employee Benefits
33,244
43,924
152,051
288,385
Salaries and Wages
$244,704
$337,357
$531,430
$797,398
DIVISION TOTAL
113
Parks & Recreation ‐ Recreation 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
100%
100%
100%
100%
Surveys conducted
50
250
300
300
Program evaluations conducted
100
120
150
200
Number of in-service training sessions
11
11
12
12
Number of workshops/seminars and conferences attended
N/A
N/A
4
20
Division evaluations (from all employees, p/t & f/t)
N/A
N/A
28
28
Number of professional certifications (CPRP/CPSI)
N/A
N/A
3
5
Number of incidents
26
N/A
24
22
Provide more locations with free food programs for children/adults
N/A
N/A
2
2
Number of staff meetings
N/A
N/A
52
52
Number of public forums
N/A
N/A
27
30
Number of press releases
N/A
N/A
40
45
Guiding Principles
Performance Measurement Percent of patron complaints resolved
Superior customer service and customer focused government
Advance employee development and satisfaction
Provide a safe and healthy environment
Effectively communicate among all levels of the organization and with the public
Mission Statement The mission of the Recreation Division is to be the most vibrant Parks and Recreation Department in the State of Florida by offering creative programs and exciting activities for residents and visitors.
Major FY15‐16 Goals 1. Opening of Hillsboro Community Center 2. In-House Tennis Center Operation 3. Increased programming for community 4. Increased training for staff 5. Increased number of grants and foundation dollars brought into the department
114
Parks & Recreation Department Teen Center Division Organization Chart
ASSISTANT DIRECTOR OF PARKS & RECREATION Vacant Admin 52
Parks & Recreation Manager II Vacant Grade 24
Recreation Leader (3) Part‐Time Grade UCL
115
Teen Center PERSONNEL Full-Time Part-Time TOTAL
2012-13 3 8 11
2013-14 2 5 7
2014-15 2 5 7
2015-16 1 3 4
360,000 340,000 320,000 300,000 280,000 260,000 240,000
Teen Center
220,000 200,000 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$321,168
$237,325
$351,603
$179,780
Other Services and Charges
(12,395)
9,017
90,162
43,100
Materials & Supplies
32,875
38,425
36,950
25,975
Employee Benefits
35,566
22,474
56,428
31,338
Salaries and Wages
$265,122
$167,409
$168,063
$79,367
116
Parks & Recreation ‐ Teen Center 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
100%
100%
100%
100%
Surveys conducted
50
250
200
200
Program evaluations conducted
100
120
150
200
Number of in-service training sessions
11
11
12
12
Number of workshops/seminars and conferences attended
N/A
N/A
0
3
Division evaluations (from all employees, p/t & f/t)
N/A
N/A
0
4
Number of professional certifications (CPRP/CPSI)
N/A
N/A
0
1
Number of incidents
26
N/A
1
3
Provide more locations with free food programs for children/adults
N/A
N/A
0
1
Number of staff meetings
N/A
N/A
52
52
Number of public forums
N/A
N/A
0
0
Number of press releases
N/A
N/A
15
18
Guiding Principles
Performance Measurement Percent of patron complaints resolved
Superior customer service and customer focused government
Advance employee development and satisfaction
Provide a safe and healthy environment
Effectively communicate among all levels of the organization and with the public
Mission Statement The mission of the Recreation Division is to be the most vibrant Parks and Recreation Department in the State of Florida by offering creative programs and exciting activities for residents and visitors.
Major FY15‐16 Goals 1. Increased programming for community 2. Increased training for staff 3. Increased number of grants and foundation dollars brought into the division
117
Summer Camp PERSONNEL TOTAL
2012-13
2013-14 **SEASONAL**
2014-15
2015-16
700,000 650,000 600,000 550,000 500,000
Summer Camp
450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$366,152
$438,598
$583,211
$649,079
Other Services and Charges
67,049
163,971
228,000
228,000
Materials & Supplies
64,082
38,199
60,500
60,500
Employee Benefits
16,715
16,629
20,943
25,624
Salaries and Wages
$218,306
$219,799
$273,768
$334,955
DIVISION TOTAL
118
Parks & Recreation ‐ Summer Camp Guiding Principles
Performance Measurement Conduct Evaluations of Program Employees and Facilities
Provide a safe and healthy environment
Number of In-Service Trainings for Program Employees Total Number of Program Participants Total Number of Specialty Programs
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
N/A
54
71
77
3
4
4
4
442
381
415
480
1
1
6
6
Effectively communicate among all levels of the organization and with the public
Conduct Participant Surveys
19%
21%
40%
50%
Superior customer service and customer focused government
Increase Customer Communication
N/A
76%
80%
85%
Mission Statement The mission of the Parks & Recreation Summer Camp are to be the most vibrant Parks and Recreation Department in the State of Florida by offering creative programs and exciting activities for residents.
Major FY15‐16 Goals 1. Improve Customer Service. 2. Provide Employee training to encourage employee development. 3. Increase the effectiveness of operations. 4. Continue to increase the level of department professionalism by achieving certifications for staff.
119
Parks & Recreation Department Pier Division Organization Chart
CHIEF OF AQUATICS ADMIN 46
Parks & Recreation Manager I Vacant Admin 42
Pier Attendant (11) Part-time (1) Vacant Grade UCL
Maintenance Worker I (2) Part-time Grade UCL
120
Pier PERSONNEL Full-Time Part-Time TOTAL
2012-13 1 14 15
2013-14 1 14 15
2014-15 1 16 17
2015-16 1 13 14
400,000 375,000 350,000 325,000 300,000 275,000 250,000
Pier
225,000 200,000 175,000 150,000 125,000 100,000 75,000 50,000 25,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$240,101
$267,113
$349,007
$378,062
‐
‐
‐
30,000
Other Services and Charges
4,961
25,864
15,300
24,800
Materials & Supplies
50,045
53,567
51,000
77,000
Employee Benefits
16,308
16,027
40,621
40,637
Salaries and Wages
$168,787
$171,655
$242,086
$205,625
DIVISION TOTAL Capital Outlay
121
Parks & Recreation ‐ Pier Guiding Principles
Performance Measurement Increase program registrations
Increase the Effectiveness of Operations Increase cleanliness and appearance of Pier
Increase the amount of participants Increase Customer Service
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Number of Number of Number of Number of programs programs programs programs 12 12 12 14 Pressure Pressure Pressure Pressure cleaning per cleaning per cleaning per cleaning per week - 2 week - 2 week - 3 week - 4 Anglers Anglers Anglers Anglers 35,000 40,000 25,000 28,000 Sightseers - Sightseers - Sightseers - Sightseers 150,000 105,000 130,000 145,000
Hold staff meetings and trainings
2
4
4
6
Conduct surveys of programs/appearance/experience
1
2
2
4
Mission Statement The mission of the Parks & Recreation Pier Division is to be the most dynamic International Fishing Pier in Florida by providing an exceptional level of customer service and amenities to patrons and anglers alike.
Major FY15‐16 Goals 1. Increase revenue by providing a first class Pier experience. 2. Increase customer satisfaction through rules and regulations based on patron recommendations. 3. Improve customer service through in house training and knowledge of recreation events. 4. Increase Pier cleanliness by establishing uniform standards to be maintained by all maintenance staff.
122
Parks & Recreation Department Cemetery Division Organization Chart
SUPERINTENDENT OF PARKS Admin 50
Office Specialist Grade 20
Landscape Supervisor Grade 28
Maintenance Worker II (2) Grade 22
123
Cemetery PERSONNEL Full-Time Part-Time TOTAL
2012-13 3 1 4
2013-14 3 1 4
2014-15 4 0 4
2015-16 4 0 4
500,000
450,000
400,000
350,000
Cemetery
300,000
250,000
200,000
150,000
100,000
50,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$228,454
$278,192
$457,035
$435,996
Capital Outlay
‐
19,422
100,000
45,195
Other Services and Charges
‐
4,679
43,500
43,969
Materials & Supplies
17,758
33,241
36,500
36,500
Employee Benefits
26,454
27,987
78,629
110,485
Salaries and Wages
$184,242
$192,863
$198,406
$199,847
DIVISION TOTAL
124
Parks & Recreation ‐ Cemetery Performance Measurement
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Percent of headstones and/or markers in national cemeteries that are at the proper height and alignment.
N/A
N/A
90%
95%
Percent of headstones and markers that are clean and free from objectionable accumulations.
N/A
N/A
90%
95%
Superior customer service and customer focused government
Number of new directional signs throughout the cemeteries to enable the public to locate Sections, Lots & Plots
N/A
N/A
15
20
Encourage a close working relationship between the public and private sectors
Total number of interments
113
127
120
120
Total number of reservations
21
20
20
20
Guiding Principles
A cleaner, greener city
Mission Statement The cemetery division is committed to providing a professional, compassionate and efficient service ensuring that the needs of all customers are handled and treated with dignity, respect and compassion.
Major FY15‐16 Goals 1. Enhance the overall landscape of the cemeteries. 2. Provide Quality Customer Service.
125
Parks & Recreation Department Ocean Rescue Organization Chart
ASSISTANT DIRECTOR OF PARKS & RECREATION Vacant Admin 52
Ocean Rescue Chief Admin 46
Lifeguard Lieutenant (2) Grade 30
Ocean Lifeguard (2) Specialist Grade 26
Ocean Lifeguard (6) Part – Time (1) Vacant Grade UCL
Ocean Lifeguard (21) Will Call Grade UCL
126
Ocean Lifeguard (11) Grade 24
Ocean Rescue PERSONNEL Full-Time Part-Time TOTAL
2012-13 15 17 32
2013-14 20 29 49
2014-15 21 29 50
2015-16 16 27 43
2,000,000 1,900,000 1,800,000 1,700,000 1,600,000 1,500,000 1,400,000
Ocean Rescue
1,300,000 1,200,000 1,100,000 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
DIVISION TOTAL Other Services and Charges
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$997,363
$1,485,353
$1,950,700
$1,565,531
‐
‐
16,500
‐
Materials & Supplies
10,122
76,561
132,600
14,200
Employee Benefits
117,458
164,212
530,151
491,435
Salaries and Wages
$869,783
$1,244,580
$1,271,449
$1,059,896
127
Parks & Recreation ‐ Ocean Rescue Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
N/A
N/A
5
5
65
80
84
84
Number of In-Service Training Sessions
24
24
24
24
Number of citizens of any age touched by a Ocean Rescue education activity
N/A
N/A
500
500
Number of calls for service responded to that were water/medcial related
315
155
120
120
Performance Measurement Professional Certification obtained
Advance employee Professional Certification maintained development and satisfaction
Provide a safe and healthy environment
Mission Statement The mission of the Parks & Recreation Ocean Rescue Division is to ensure that visitors to the beach and ocean are safe, properly informed, and adhere to City policies.
Major FY15‐16 Goals 1. Improve Customer Service. 2. Provide Employee training to encourage employee development. 3. Continue to increase the level of department professionalism by achieving certifications for staff. 4. Continue steps toward achieving U.S. Lifesaving Assocication Advanced Agency status.
128
Non�Departmental Non-Departmental represents a multitude of expenditures which cannot be associated with a specific department. This includes items such as travel and training as well as appropriations for emergency reserves. Interfund transfers are also included in the non-departmental division.
129
City of Deerfield Beach, Florida Non‐Departmental Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/14
2014-15 Budget
2015-16 Budget
BY DIVISION Non-Departmental
$
7,028,233
$
7,557,450
$
827,746
$
5,983,941
$
7,607,891
TOTAL
$
7,028,233
$
7,557,450
$
827,746
$
5,983,941
$
7,607,891
$
13,250 1,500,561 5,514,422
$
5,978 2,267,369 5,284,103
$
2,390 457,334 368,021
$
25,000 4,486,857 1,472,084
$
35,000 5,948,659 1,624,232
$
7,028,233
$
7,557,450
$
827,745
$
5,983,941
$
7,607,891
EXPENSE GROUP Materials & Supplies Operating Expenses Transfers TOTAL APPROPRIATIONS
130
Community Participation The Community Participation Department includes all expenditures made by the City of Deerfield Beach to charitable organizations. These organizations include Area Agency on Aging, Family Central, North East Focal Point, Women in Distress, Deerfield Beach High School, as well as the City of Deerfield Beach Historical Society.
131
City of Deerfield Beach, Florida Community Participation Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Community Participation
$
97,569
$
108,706
$
102,188
$
151,688
$
210,593
TOTAL
$
97,569
$
108,706
$
102,188
$
151,688
$
210,593
$
7,500 64,569 9,000 5,500 1,000 5,000 5,000 -
$
7,500 60,706 9,000 5,500 1,000 5,000 5,000 15,000 -
$
59,388 10,800 6,000 1,000 5,000 15,000 5,000 -
$
7,500 20,000 59,388 10,800 6,000 1,000 10,000 5,000 5,000 15,000 2,000 5,000 5,000
$
7,500 20,000 70,093 10,000 10,000 1,000 10,000 15,000 5,000 50,000 2,000 5,000 5,000
$
97,569
$
108,706
$
102,188
$
151,688
$
210,593
EXPENSE GROUP Arboretum Target Industry Tax Refund Area Agency on Aging Family Central Women in Distress NE Focal Point CASA, Inc. First Call for Help Cathedral Comm. Dev. Corp. Broward Children' Center Beautification Authority Deerfield Beach Historical Soc. Center for Hearing & Comm. Deerfield Beach High School Railway Museum TOTAL APPROPRIATIONS
132
Debt Service The Debt Service Department recognizes expenditures for lease/purchase agreements entered into by the City. These agreements serve as a financing source for major capital acquisitions during the year. Paying agent fees for outstanding general obligation bonds and revenue bonds are also included in this department.
133
City of Deerfield Beach, Florida Debt Service Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Debt Service
$ 5,945,728
$
4,717,675
$
9,113
$ 4,628,911
$
5,063,247
TOTAL
$ 5,945,728
$
4,717,675
$
9,113
$ 4,628,911
$
5,063,247
$
161,108 5,932 53,639 1,471 375,591 127,960 405,964 949,874 442,879 1,123,559 917,183 1,380,568
$
113,204 1,857 4,576 17 82,100 403,789 1,112,448 482,975 1,164,056 1,352,653 -
$
8,792 321 -
$
126,720 12,623 407,069 1,101,981 480,068 1,150,450 1,350,000 -
$
495,442 73,200 408,069 1,095,156 482,118 1,154,375 1,354,887 -
$ 5,945,728
$
4,717,675
$
9,113
$ 4,628,911
$
5,063,247
EXPENSE GROUP Capital Lease - Principal Capital Lease - Interest Sports Complex Light Principal Sports Complex Light Interest 2003A CRA FMLC Debt 2003B CRA FMLC Debt 2006 FMLC Debt 2012B-1 FMLC Rev. Bonds CRA 2012B-1 FMLC Rev. Bonds CBA 2012B-2 FMLC Rev. Bonds CBA 2000 FMLC Bonds 2003 FMLC Bonds TOTAL APPROPRIATIONS
134
SENIOR SERVICES FUND REVENUES BY CATEGORY AND SOURCE
2014-15 2012-13 Actual INTERGOVERNMENTAL REVENUE Home Energy Assistance Title III-E Federal Grant Senior Citizen Federal Grant Federal Grants
2013-14 Actual
Y-T-D 2014-15 Actual Y-T-D (Thru 3/31/15) %age
2014-15 Budget
2015-16 Budget
30,552 5,748 191,500 227,800
36,601 3,652 141,427 181,680
27,949 17,759 72,620 118,329
77 320 42 55
36,236 5,556 171,820 213,612
39,785 5,556 171,820 217,161
ADI - State Grant ADI - Local Cash Match Local Service Program (LSP) State Grants
429,435 7,562 127,767 564,764
440,117 138,891 579,008
322,769 77,985 400,754
96 59 86
334,987 132,380 467,367
378,438 132,380 510,818
AAA - Alzheimer's Supplement AAA - Local Cash Match Paratransit Grants From Other Local Units
54,521 14,277 137,996 206,794
54,521 15,721 169,591 239,833
11,781 60,670 72,452
76 61 43
54,521 15,464 100,000 169,985
54,521 15,464 100,000 169,985
999,358
1,000,521
591,534
70
850,964
897,964
CHARGES FOR SERVICES Deerfield Express Transit Fees Transportation
59,970 2,138 62,108
60,000 150 60,150
14,400 2,890 17,290
24 145 28
60,000 2,000 62,000
60,000 2,000 62,000
Adult Day Care Fees Alzheimer Caregiver Fees Human Services
1,450 11,250 12,700
16,693 16,693
4,674 4,674
26 25
1,000 18,000 19,000
1,000 10,000 11,000
Thrift Shop Mdse Sales Thrift Shop Mdse Sales - Cr Card Thrift Shop Mdse Sales - Nontaxable Coffee Shop Sales Culture/Recreation
136,265 142,770 38,480 4,957 322,472
151,963 139,641 39,214 6,234 337,052
78,315 72,175 15,208 2,789 168,487
44 48 34 62 44
180,000 150,000 45,000 4,500 379,500
170,000 150,000 30,000 5,000 355,000
TOTAL CHARGES FOR SVCS
397,280
413,895
190,451
41
460,500
428,000
104,806 2,077 152,500 90 3,447 3,750 800 4,711 272,181
2,688 76,010 2,390 120,000 2,745 300 3,605 1,200 2,956 211,894
27,725 1,645 92,500 1,210 3,535 400 2,734 129,749
35 110 77 118 40 63
80,000 1,500 120,000 3,000 1,000 205,500
60,000 2,000 120,000 3,000 1,000 186,000
TOTAL INTERGOV'T REVENUES
MISCELLANEOUS REVENUE Sales of Used Vehicles Child Care Fees Alzheimer Caregiver Donations Pledge - NEFP CASA, Inc. Childcare Creole Daycare Donations Other Contributions/Donations Volunteer Awards Day Tree of Life Donations Health Fair Contribution From Private Sources
135
SENIOR SERVICES FUND REVENUES BY CATEGORY AND SOURCE
2014-15 2012-13 Actual Other Miscellaneous Revenue Project Income - ADI Senior Center Project Income Other Miscellaneous Revenues TOTAL MISC REVENUES NON-REVENUES General Fund Target Area Trust Fund CDBG Ship Program Interfund Transfers TOTAL NON-REVENUES TOTAL SENIOR SERVICES FUND
2013-14 Actual
Y-T-D 2014-15 Actual Y-T-D (Thru 3/31/15) %age
2014-15 Budget
2015-16 Budget
20,329 545 31,165 52,039
370 375 31,218 31,963
120 605 18,626 19,351
53 55
35,000 35,000
35,000 35,000
324,220
243,857
149,100
62
240,500
221,000
790,374 14,586 804,960
949,964 50,000 6,559 934 1,007,457
368,021 368,021
25 24
1,472,084 30,957 1,509,676
1,618,232 1,618,232
804,960
1,007,457
368,021
24
1,509,676
1,618,232
2,525,818
2,665,730
1,299,106
42
3,061,640
3,165,196
136
City of Deerfield Beach Projected Revenues - Senior Services Fund Fiscal Year 2015/16
Intergovernmental $897,964
General Fund Contribution $1,618,232
Miscellaneous Other $41,000 Child Care Fees $60,000
NEFP/CASA Contribution $120,000 Deerfield Express $62,000
Thrift Shop Sales $355,000
Alzheimer & Adult Daycare Fees $11,000
Total projected revenues: $3,165,196
137
Senior Services Administration Senior Center Alzheimer’s Day Care Center/Adult Day Services Center Preschool Center Thrift Shop The Department of Senior Services provides a structured and comprehensive array of quality programs and services to promote the independence, community engagement, and quality of life for the social, physical, and psychological well-being of adults, seniors, individuals with Alzheimer’s disease, and children of Deerfield Beach and northeast Broward County. In 1981, a joint partner between the City of Deerfield Beach and the Area Agency on Aging of Broward County developed the Northeast (N.E.) Focal Point Senior Center to provide federally mandated services to individuals age sixty and over. Senior Services also administers the Alzheimer’s Day Care Center, Adult Day Services Center, Preschool, and the Thrift Shop. The N.E. Focal Point serves as a “Home Away From Home” for individuals and families in our community. The Senior Services Department is funded through a combination of federal and state administered grants, fees for services, charity fundraiser events, the Area Agency on Aging, N.E. Focal Point CASA*, Inc. (Children’s, Alzheimer’s, Senior and Adult Services), N.E. Focal Point Thrift Shop, and the City of Deerfield Beach’s General Fund. DEPARTMENT GOALS Provide quality internal and external customer service Initiate public/private partnerships on behalf of the Senior Center, Adult Day Care Services, Alzheimer’s Center, Preschool and Thrift Shop Continually develop new programs and services to meet the changing needs of the community Increase public/private financial support for the Northeast Focal Point Provide volunteer opportunities and intergenerational programs Encourage employee training and development
Senior Center The Senior Center provides supportive services and activities to individuals 60 year old and older to improve their quality of life, promote independence and encourage involvement in the community. Services include information and referral, education & training, health support, counseling, recreation, transportation, nutrition, the emergency home energy assistance program, and volunteer opportunities. SENIOR CENTER BENEFITS:
Transportation to and from the Center Counseling Support Groups and Individual Counseling Health Support Lectures Complimentary Health Screenings
138
Access to Medical Loan Closet Physical Fitness and Exercise Room Various Recreation Activities and Programs Field Trips Access to Library and Internet Computer Services Intergenerational Activities Information & Referral Services Nutrition Program Public Education and Training Presentations Transportation to Doctors Appointments and Grocery Shopping 10% Discount at the N.E. Focal Point Thrift Shop Volunteer Opportunities Available
Alzheimer’s Day Care Center/Adult Day Services Center The Alzheimer’s Day Care Center provides respite services for caregivers and specialized activities and programs for individuals with dementia, Alzheimer’s disease, and other memory-related disorders. Case management and weekly support groups assist caregivers with coping skills to decrease their caregiver burdens and stress. The Adult Day Services Center and Multicultural Adult Day Services Program provide a structured program of supportive services and activities for functionally impaired and frail adults. These services maintain the family unit, provide caregiver respite, and delay premature institutionalization.
Preschool Center The Preschool Center is a fully licensed and accredited preschool for children ages 2 – 5 years old. Developmentally appropriate activities and services are provided in a loving and nurturing learning environment. The creative curriculum enhances the children’s learning experience. Intergenerational programs are also provided for the children and the seniors.
Thrift Shop The Thrift Shop receives tax deductible donations of merchandise from individuals, realtors, estates, consignment shops, and other businesses. Over twenty-five dedicated volunteers assist in the operation of the thrift shop. Volunteers operate the thrift shop under the leadership of the management team. Proceeds from the thrift shop supplement grant funding for all programs of the Department of Senior Services.
Non-Departmental Non-Departmental represents the transfer to the Insurance Services Trust Fund for the Senior Services Department’s portion of insurance coverage.
139
CITY OF DEERFIELD BEACH SENIOR SERVICES FUND EXPENDITURE SUMMARY
ESTIMATED EXPENDITURES 2014-15
DEPARTMENT/DIVISION
ESTIMATED EXPENDITURES 2015-16
DOLLAR CHANGE
PERCENTAGE CHANGE
Administration
438,228
547,975
109,747
25.0%
Senior Center
952,325
1,048,051
95,726
10.1%
Alzheimer's Center
837,935
837,286
Childcare Center
220,250
226,071
5,821
2.6%
Thrift Shop
410,565
465,143
54,578
13.3%
Community Development
153,522
-
(153,522)
-100.0%
42,180
40,670
(1,510)
3,055,005
3,165,196
Non-departmental TOTAL
(649)
110,191
-0.1%
-3.6% 3.6%
Senior Services Expenditures by Division (Budgeted Expenditures: $3,165,196 Nondepartmental 1%
Thrift Shop 15% Childcare Center 7%
Alzheimer's Center 27% Senior Center 33%
140
Administration 17%
City of Deerfield Beach, Florida Senior Services Summary 2012-13 Actual BY DIVISION Administration Senior Center Alzheimer's Center Childcare Center Thrift Shop Community Development Non-Departmental
$
330,212 659,052 542,953 150,193 265,460 48,567 178,993
2013-14 Actual
$
2014-15 YTD 3/31/15
318,798 658,659 512,573 147,705 323,217 70,102 153,572
$
195,057 311,846 254,478 74,130 128,505 53,103 10,545
2014-15 Budget
$
438,228 952,325 837,935 220,250 410,565 153,522 42,180
2015-16 Budget
$
547,975 1,048,051 837,286 226,071 465,143 40,670
TOTAL
$ 2,175,430
$ 2,184,626
$
1,027,664
$ 3,055,005
$ 3,165,196
EXPENSE GROUP Personal Services Materials & Supplies Operating Expenses Capital Outlay Non-Departmental
$ 1,776,539 39,184 180,714 178,993
$ 1,806,852 39,276 135,649 49,277 153,572
$
924,467 12,813 79,839 10,545
$ 2,645,871 56,700 310,254 42,180
$ 2,857,626 56,900 210,000 40,670
TOTAL APPROPRIATIONS
$ 2,175,430
$ 2,184,626
$
1,027,664
$ 3,055,005
$ 3,165,196
PERSONNEL Administration Senior Center Alzheimer's Childcare Center Thrift Shop Community Development
3 16 14 4 7 1
4 16 14 4 7 2
4 19 14 4 8 2
4 19 14 4 8 2
4 25 13 4 8 0
TOTAL PERSONNEL
45
47
51
51
54
*Community Development division now separate Department FY15/16.
141
Senior Service Department Administration Organization Chart
DIRECTOR OF SENIOR SERVICES Admin 58
Deputy Director Admin 52
Grants Coordinator Admin 46
Department Secretary * Grade 24
* Department Secretary supervises Administrative Support Specialist and Office Specialist in Senior Center and Office Assistant in Alzheimerʹs
142
Senior Services Administration PERSONNEL Full-Time TOTAL
2012-13 3 3
2013-14 4 4
2014-15 4 4
2015-16 4 4
600,000
550,000
500,000
Senior Services Administration
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$330,212
$318,798
$438,228
$547,975
Other Services and Charges
2,151
1,034
58,950
4,650
Materials & Supplies
4,200
5,460
8,600
9,600
Employee Benefits
40,498
40,158
56,530
153,069
Salaries and Wages
$283,363
$272,146
$314,148
$380,656
DIVISION TOTAL
143
Senior Services ‐ Administration 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Days of Operation
250
250
250
250
Volunteer Services
167
179
150
150
Satisfactions Surveys
97%
98%
95%
95%
CASA Board & Auxiliary Special Events
4
4
4
4
Grants and Funding Applications
10
10
16
14
Public and Private Partnerships
10
10
10
10
12
12
12
12
Guiding Principles
Superior customer service and customer focused government
Encourage a close working relationship between the public and private sectors
Performance Measurement
Advance employee Team Meetings and Employee Trainings development and satisfaction
Mission Statement The mission of the Department of Senior Services/N.E. Focal Point is to provide supportive, respite, and educational services for individuals from ages 2-102 years old to improve the quality of life, promote independence, and sustain the involvement in our community.
Major FY15‐16 Goals 1. To maximize strengths and opportunities. 2. To minimize weaknesses and threats. 3. To decrease expenses and increase revenues. 4. To computerize daily operations to improve effficiencies and productivity. 5. To improve effciencies and productivity. 6. To increase and maintain community parnerships and donor base. 7. To maintain current grant funding and seek new grant applications to increase revenues and for program enhancements. 8. To increase visibility via social media, website, marketing and publicity.
144
Senior Service Department Senior Center Organization Chart
DIRECTOR OF SENIOR SERVICES ADMIN 58
Deputy Director of Senior Services Admin 52
Department Secretary Grade 24
Admin. Support Specialist Grade 24 Maintenance Worker I Grade 20
Office Specialist Grade 20
Transportation Manager Admin 42
Health Support Coordinator Admin 40
Van Driver (3) Grade 20
Counselor Grade 26
Registered Nurse Will Call Grade UCL
Recreation Coordinator Grade 26
Volunteer Coordinator P/T Grade UCL
Van Driver (6) PT (2) Vacant Grade UCL
Yoga Instructors P/T Grade UCL
Van Driver (2) Will Call Grade UCL
Hula Dance Instructor P/T Grade UCL
Line Dance Instructor (2) P/T Grade UCL
145
Info. & Referral Coordinator Grade 22
Senior Center PERSONNEL Full-Time Part-Time TOTAL
2012-13 10 6 16
2013-14 10 6 16
2014-15 9 10 19
2015-16 11 14 25
1,100,000 1,050,000 1,000,000 950,000 900,000 850,000 800,000 750,000
Senior Center
700,000 650,000 600,000 550,000 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$659,052
$658,659
$952,325
$1,048,051
Other Services and Charges
141,363
132,532
164,886
142,100
Materials & Supplies
14,789
12,263
17,600
21,100
Employee Benefits
60,506
61,049
231,503
331,814
Salaries and Wages
$442,394
$452,815
$538,336
$553,037
146
Senior Services ‐ Senior Center 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
1,003
1,016
900
900
179
183
150
150
Health Support - Individual & Group
1,442
2,170
1,500
1,500
Information
19,569
20,756
18,000
18,000
57
34
40
40
2,422
2,589
2,000
2,000
1,049
402
400
400
108
53
65
65
87,205
94,755
80,000
80,000
Guiding Principles
Performance Measurement Counseling - Individual & Group
Superior customer service and customer focused government
Encourage a close working relationship between the public and private sectors
Education/Training
Outreach Recreation
Proactively address issues that will affect the quality of life Referral for our community Advance employee Screening & Assessment development and satisfaction Transportation Trips
Mission Statement The mission of the N.E. Focal Point Senior Center is to provide supportive services to individuals 60 years old and older to improve their quality of life, promote their independence, and encourage their involvement in the community.
Major FY15‐16 Goals 1. To develop cost effective programs and services; increase awareness; and increase census of the Senior Center. 2. To expand health and wellness programs, including evidenced-based programs. 3. To expand computer and technology programs for seniors. 4. To maintain current community partnerships and voluteers along with cultivating new relationships. 5. To continue and expand partnerships with local schools, colleges, and universities for educational, training, and mentorship …... …..opportunities. 6. To computerize daily operations to improve efficiencies and productivity. 7. To maintain and seek new grant opportunities to increase revenues and enhance services. 8. To increase awareness via social media, website, outreach, and marketing.
147
Senior Service Department Alzheimer’s Center Organization Chart
DIRECTOR OF SENIOR SERVICES ADMIN 58
Deputy Director Admin 52
Office Assistant ** Vacant Grade UCL
Licensed Practical Nurse (2)* (1) pt Grade 26
Case Manager Admin 40
Recreation Therapist Vacant Grade 26
Program Leader Grade 24
Certified Nursing Asst. (6) Grade 22
Van Driver/CNA *** Grade 24
* The Licensed Practical Nurse position reports directly to The Health Support Coordinator position at Senior Center Division ** The Office Assistant position reports directly to the Department Secretary position at Administration Division *** Van Driver also reports to the Transportation Manager in the Senior Division
148
Alzheimerʹs Center PERSONNEL Full-Time Part-Time TOTAL
2012-13 13 1 14
2013-14 13 1 14
2014-15 13 1 14
2015-16 11 2 13
900,000 850,000 800,000 750,000 700,000 650,000
Alzheimerʹs Center
600,000 550,000 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
DIVISION TOTAL Other Services and Charges
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$542,953
$512,573
$837,935
$837,286
10,019
9,169
13,600
16,500
Materials & Supplies
5,328
5,071
7,700
6,200
Employee Benefits
68,742
65,748
284,818
291,669
Salaries and Wages
$458,864
$432,585
$531,817
$522,917
149
Senior Services ‐ Alzheimerʹs Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
13,195
9,174
6,500
6,500
Caregiver Training & Support - Individual & Group
273
232
90
110
Case Management
544
466
400
400
Respite - In-Facility
33,706
47,791
31,999
35,475
Performance Measurement Adult Day Care
Superior customer service and customer focused government
Encourage a close working relationship between the public and private sectors
Mission Statement The mission of the N.E. Focal Point Alzeimer's Center/Adult Day Services is to provide caregiver respite and activiteis that effectively reduce the rate of premature institutionalization and improve the quality of life of Alzheimer's and related memory disordered individuals as well as those with functional impairments.
Major FY15‐16 Goals 1. To develop cost effective programs and services; increase awareness; and encourage caregiver donations. 2. To maintain and increase enrollment for early stage Alzheimer's disease and multiculural participants. 3. To expand and enhance mentally and physically stimulating programs via recreations activities and health and wellness programs. 4. To maintain current community partnerships and voluteers along with cultivating new relationships. 5. To continue and expand partnerships with local schools, colleges, and universities for educational, training, and mentorship ......opportunities. 6. To computerize daily operations to improve efficiencies and productivity. 7. To maintain and seek new grant opportunities to increase revenues and enhance services. 8. To increase awareness via social media, website, outreach, and marketing.
150
Senior Service Department Child Care Center Organization Chart
DIRECTOR OF SENIOR SERVICES ADMIN 58
Child Care Manager Admin 42
Pre‐school Teacher (2) PT (2) Vacant Grade UCL
Pre‐school Teacher Grade 22
151
Child Care Center PERSONNEL Full-Time Part-Time TOTAL
2012-13 2 2 4
2013-14 2 2 4
2014-15 2 2 4
2015-16 2 2 4
240,000
210,000
Child Care Center
180,000
150,000
120,000
90,000
60,000
30,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$150,193
$147,705
$220,250
$226,071
Other Services and Charges
2,325
2,884
6,100
5,000
Materials & Supplies
10,174
9,726
12,400
13,400
Employee Benefits
17,861
17,643
54,286
61,366
Salaries and Wages
$119,833
$117,452
$147,464
$146,305
DIVISION TOTAL
152
Senior Services ‐ Childcare 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Days of Operation
250
250
250
250
Number of Children
12
17
20
20
1,731
2,100
1,200
1,200
10
10
10
10
3
3
4
4
Guiding Principles
Superior customer service and customer focused government
Performance Measurement
Number of Computer Lessons Encourage a close working relationship between the public and private sectors
Number of Special Programs & Partnerships
Advance employee Teacher and Parent Trainings development and satisfaction
Mission Statement The mission of the N.E. Focal Point Preschool Center is to provide a safe and nurturing environment with appropriate curriculum that promotes physical, creative, and socail skills along with learning. Intergenerational porgrams are utilized as an opportunity for learning, fun, and positive interaction with seniors.
Major FY15‐16 Goals 1. To increase enrollment. 2. To increase school readiness results. 3. To increase and maintain community partnerships and donor base. 4. To computerize daily operations to improve efficiencies and productivity. 5. To increase marketing and a social media presence. 6. To prepare children for kindergarten. 7. To track the children's progress with teaching strategies gold and other tools and techniques.
153
Senior Service Department Thrift Shop Organization Chart
DIRECTOR OF SENIOR SERVICES ADMIN 58
Thrift Shop Manager Admin 42
Office Assistant (2) (1) Full‐Time (1) Vacant Part‐Time Grade 20 / UCL Thrift Shop Asst. Manager I Grade 20
Thrift Shop Driver II Grade 22
Thrift Shop Driver I Grade 20
154
Thrift Shop Driver (2) P/T (1) Vacant Grade UCL
Thrift Shop PERSONNEL Full-Time Part-Time TOTAL
2012-13 4 3 7
2013-14 4 3 7
2014-15 4 4 8
2015-16 5 3 8
500,000
450,000
400,000
350,000
Thrift Shop
300,000
250,000
200,000
150,000
100,000
50,000
0
DIVISION TOTAL Capital Outlay Other Services and Charges
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$265,460
$323,217
$410,565
$465,143
‐
49,277
‐
‐
23,091
30,058
34,850
41,750
Materials & Supplies
3,194
5,241
7,600
6,600
Employee Benefits
29,106
29,002
109,491
145,644
Salaries and Wages
$210,069
$209,639
$258,624
$271,149
155
Senior Services ‐ Thrift Shop 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
302
300
300
300
Number of transactions/sales
23,322
23,550
25,000
25,000
Number of pickups
1,528
1,388
1,500
1,500
Number of deliveries
254
255
250
250
Number of individuals assisted
307
425
250
250
$333,811
$349,016
$375,000
$350,000
Guiding Principles
Performance Measurement Days of Operation
Superior customer service and customer focused government
Encourage a close working relationship between the public and private sectors
Revenue Generated
Mission Statement The mission of the N.E. Focal Point Thrift Shop is to provide affordable clothing, furniture, household items, appliances and health care needs to the public, at low cost, and to help with the needs of others.
Major FY15‐16 Goals 1. To increase sales and revenue. 2. To computerize daily operations to improve efficiencies and productivity. 3. To increase and maintain community partnerships and donor base. 4. To increase pickups for a variety of donated items and merchandise. 5. To expand the Thrift Shop for improved layout and increased sales. 6. To increase visibility via social media, website, and marketing promotion.
156
City of Deerfield Beach, Florida Non-Departmental Summary 2012-13 Actual
2013-14 Actual
2013-14 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Non-Departmental
$
178,993
$
153,572
$
10,545
$
42,180
$
40,670
TOTAL
$
178,993
$
153,572
$
10,545
$
42,180
$
40,670
EXPENSE GROUP Non-operating Expenses Transfers
$
178,993
$
42,172 111,400
$
10,545
$
42,180 -
$
40,670 -
TOTAL APPROPRIATIONS
$
178,993
$
153,572
$
10,545
$
42,180
$
40,670
157
COMMUNITY DEVELOPMENT BLOCK GRANT FUND REVENUES BY CATEGORY AND SOURCE
2014-15 Y-T-D 2014-15 Actual Y-T-D (Thru 3/31/15) %age
2012-13 Actual
2013-14 Actual
INTERGOVERNMENTAL REVENUE Community Develop Block Grant (CDBG) Federal Grants
1,958,791 1,958,791
1,189,167 1,189,167
99,332 99,332
16 16
619,130 619,130
576,792 576,792
TOTAL INTERGOV'T REVENUES
1,958,791
1,189,167
99,332
16
619,130
576,792
OTHER NON-REVENUES Cash Carryover - Prior Year Contribution from Private Sources
-
144
15
-
211,091 211,091
462,847 462,847
-
144
15
-
211,091
462,847
1,958,791
1,189,311
99,347
12
830,221
1,039,639
TOTAL NON-REVENUES TOTAL COMM DEV BLK GRANT FUND
158
2014-15 Budget
2015-16 Budget
Community Development Block Grant In 1999, the City of Deerfield Beach was notified by the U.S. Department of Housing and Urban Development (HUD) that because its population now exceeded 50,000, the City was eligible to begin directly receiving federal grant funds as an entitlement community through the Community Development Block Grant (CDBG) program. The City received its first entitlement funding in fiscal year 2001. It will continue to receive funding on an annual basis as long as it meets all of HUD’s grant requirements for the program. As one of the prerequisites for receiving funds under the CDBG program, HUD requires that the City develop a plan entitled the “Consolidated Plan” for how it will use these funds. In order to ensure the Consolidated Plan represents the opinions of the City, its residents, social service agencies, and affordable housing providers, the City is required to follow an extensive citizen participation process. This yearly process, which includes public notices, workshops, and hearings, is designed to ensure that the City’s residents can actively participate in the Plan’s development. The Consolidated Plan is a five-year strategic plan that examines the community’s needs and the City’s program priorities, and then sets overall goals and objectives for the CDBG program. This longer term plan sets the framework for the development and implementation of subsequent one-year plans. Each year the City must prepare a one-year action plan that describes in detail the specific activities it will carry out using its grant funds.
159
City of Deerfield Beach, Florida Community Development Block Grant Fund Summary 2012-13 Actual
2013-14 Actual
BY DIVISION CDBG
$ 1,991,747
$ 1,253,445
$
113,229
$
830,221
$ 1,039,639
TOTAL
$ 1,991,747
$ 1,253,445
$
113,229
$
830,221
$ 1,039,639
$
$
329,040 650,762 270,662 2,981
$
88,229 25,000 -
$
435,960 363,304 30,957
$
$ 1,253,445
$
113,229
$
830,221
$ 1,039,639
EXPENSE GROUP Operating Expenses Capital Outlay Grants & Aid Transfers TOTAL APPROPRIATIONS
181,658 1,124,743 677,793 7,553
$ 1,991,747
160
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
574,030 435,609 30,000
ROAD AND BRIDGE FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual TAXES Local Option Gas Tax Local Option Gas Tax - 4¢ Sales and Use Taxes
2013-14 Actual
2014-15 Y-T-D Actual (Thru 3/31/15)
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
746,132 539,751 1,285,883
759,545 558,887 1,318,432
323,855 234,001 557,857
42 42 42
775,490 558,779 1,334,269
791,157 568,015 1,359,172
1,285,883
1,318,432
557,857
42
1,334,269
1,359,172
525,578
554,144
215,053
39
553,055
567,228
525,578
554,144
215,053
39
553,055
567,228
MISCELLANEOUS REVENUE Interest on Investments Interest Earnings Administrative Fee - Utility Other Miscellaneous Revenues
528 528 267,364 267,364
1,614 1,614 267,364 267,364
66,841 66,841
25 25
267,364 267,364
557,821 557,821
TOTAL MISC REVENUES
267,892
268,978
66,841
25
267,364
557,821
NON-REVENUES Cash Carryover - Prior Year Other Non-Revenues
-
-
-
-
1,029,176 1,128,554
-
TOTAL NON-REVENUES
-
-
-
-
1,128,554
-
2,079,353
2,141,554
839,750
26
3,283,242
2,484,221
TOTAL TAXES INTERGOVERNMENTAL REVENUE State Revenue Sharing TOTAL INTERGOVERNMENTAL
TOTAL ROAD AND BRIDGE FUND
161
City of Deerfield Beach Projected Revenues - Road & Bridge Fund Fiscal Year 2015/16
Local Option Gas Tax $1,359,172
Other Non-Revenues $557,821
Intergovernmental $567,228
Total projected revenues: $2,484,221
162
Streets Maintenance Streets Maintenance is responsible for maintaining streets, storm drains, sidewalks and any other problems on right-of-ways throughout the City. In addition, the division provides repair and replacement services for City-owned sidewalks and signage throughout the City.
Non‐Departmental Non-Departmental includes transfers to the General Fund as well as the Insurance Services Trust fund to cover the Road and Bridge Fund’s portion of insurance coverage as well as general and administrative overhead costs. Transfers to the General Fund also include amounts that are earmarked for future debt service for a proposed bond/issue for street improvements.
Debt Service Debt Service recognizes expenditures for lease/purchase agreements entered into by the City. These agreements serve as a financing source for major capital acquisitions during the year.
163
Department of Environmental Services Streets Maintenance Division Organization Chart
STREETS MAINTENANCE DIVISION
Director Admin 58
Crew Leader Grade 28
DRAINAGE
STREETS
Equipment Operator III (3) Grade 26
Equipment Operator III (2) Grade 26
Maintenance Worker II Grade 22
Maintenance Worker III (1) Grade 24
Maintenance Worker II (2) (2) Vacant Grade 22
Maintenance Worker I (3) Grade 20
164
City of Deerfield Beach, Florida Road and Bridge Fund Summary 2012-13 Actual
2013-14 Actual
2014-15 Budget
2015-16 Budget
BY DIVISION Streets Maintenance Non-Departmental Debt Service
$ 1,659,186 1,020,874 34,146
$ 1,976,259 1,094,463 34,146
$
958,740 221,132 5,691
$ 2,268,036 884,526 31,302
$ 2,416,439 67,782 -
TOTAL
$ 2,714,206
$ 3,104,868
$
1,185,562
$ 3,183,864
$ 2,484,221
$
$
932,996 63,793 823,490 155,980 1,094,463 34,146
$
324,461 44,586 330,844 258,848 221,132 5,691
$
$
$ 2,714,206
$ 3,104,868
$
1,185,562
PERSONNEL Streets Maintenance
11
11
TOTAL PERSONNEL
11
11
EXPENSE GROUP Personal Services Materials & Supplies Operating Expense Capital Outlay Non-Departmental Debt Service TOTAL APPROPRIATIONS
610,821 63,382 827,865 157,118 1,020,874 34,146
165
2014-15 YTD 3/31/15
807,436 76,100 1,079,000 305,500 884,526 31,302
814,189 69,400 1,193,850 339,000 67,782 -
$ 3,183,864
$ 2,484,221
11
11
14
11
11
14
Street Maintenance PERSONNEL Full-Time TOTAL
2012-13 11 11
2013-14 11 11
2014-15 11 11
2015-16 14 14
2,600,000 2,400,000 2,200,000 2,000,000
Street Maintenance
1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$1,659,186
$1,976,259
$2,268,036
$2,416,439
Capital Outlay
157,118
155,980
305,500
339,000
Other Services and Charges
827,865
1,181,699
1,079,000
1,193,850
Materials & Supplies
63,382
63,793
76,100
69,400
Employee Benefits
127,014
75,690
272,434
201,531
Salaries and Wages
$483,807
$499,097
$535,002
$612,658
DIVISION TOTAL
166
Street Maintenance Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Linear feet of sidewalks repaired
5,260
5,705
5,100
5,100
Lane miles of roadways swept
12,956
12,858
12,600
13,000
659
572
700
700
741
701
500
500
Linear feet of drainage lines inspected/cleaned
8,079
5,132
6,000
16,000
Number of catch basins inspected/cleaned
1,339
1,155
1,500
1,500
Percentage of asphalt repairs completed within 2 business days of report
90%
95%
100%
100%
Performance Measurement
Proactively address issues Cubic yards of street debris removed that will affect the quality of life for our community Number of asphalt repairs completed
Superior customer service and customer focused government
Mission Statement The mission of the Streets Division is to provide safe and efficient travel for motorists, bicyclists and pedestrians within the City of Deerfield Beach
Major FY15‐16 Goals 1. Identify and repair 5,000 linear feet of damaged sidewalks citywide 2. Inspect and clean 1,000 drainage structures 3. Remove nitrogen and phosphorous loadings prior to contaminating waterways through daily street sweeping 4. Submit complete and accurate Annual NPDES Report in conformance with permit requirements 5. Complete the FY 2015/16 Annual Sidewalk Repair Project
167
City of Deerfield Beach, Florida Non‐Departmental Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Non-Departmental
$
1,020,874
$ 1,094,463
$
221,132
$
884,526
$
67,782
TOTAL
$
1,020,874
$ 1,094,463
$
221,132
$
884,526
$
67,782
EXPENSE GROUP Operating Expenses Transfers
$
280,936 739,938
$
357,255 737,208
$
101,115 120,017
$
404,458 480,068
$
67,782 -
TOTAL APPROPRIATIONS
$
1,020,874
$ 1,094,463
$
221,132
$
884,526
$
67,782
168
City of Deerfield Beach, Florida Debt Service Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Debt Service
$
34,146
$
34,146
$
5,691
$
31,302
$
-
TOTAL
$
34,146
$
34,146
$
5,691
$
31,302
$
-
EXPENSE GROUP Capital Lease - Principal Capital Lease - Interest
$
32,625 1,521
$
33,235 911
$
5,490 201
$
31,012 290
$
-
TOTAL APPROPRIATIONS
$
34,146
$
34,146
$
5,691
$
31,302
$
-
169
UTILITY FUND REVENUES BY CATEGORY AND SOURCE
2014-15 2012-13 Actual CHARGES FOR SERVICES Engineering Fees Backflow Recertification General Government
2013-14 Actual
Y-T-D Actual (Thru 3/31/15)
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
216,867 79,319 296,186
118,049 74,037 192,086
149,489 38,727 188,217
136 52 102
110,000 75,000 185,000
200,000 77,000 277,000
15,047,922 8,410 8,755,820 23,812,152
15,324,278 16,020 8,746,390 24,086,688
7,434,701 2,390 4,384,662 11,821,753
48 20 50 49
15,330,933 12,000 8,835,324 24,178,257
15,352,825 12,815 8,828,472 24,194,112
TOTAL CHARGES FOR SVCS
24,108,338
24,278,774
12,009,969
49
24,363,257
24,471,112
FINES AND FORFEITS Utility Delinquent Charge Utility Penalty After 5:00 Turn on Re-read of Meter Account Activation Fee Other Fines and Forfeits TOTAL FINES AND FORFEITS
374,903 5,500 30 28,711 2,600 411,744
327,934 20,200 5,300 34,220 387,654
182,772 7,400 2,650 17,320 210,142
55 66 62 58
330,000 4,000 28,000 1,000 363,000
345,000 6,500 5,000 30,000 386,500
1,493 1,493
17,857 17,857
680 680
34
2,000 2,000
20,000 20,000
-
792 792
-
-
-
-
850 850
605 605
-
-
500 50,000 50,500
700 20,000 20,700
2,343
19,254
680
1
52,500
40,700
NON-REVENUES Cash Carryover - Prior Year Other Non-revenues
-
-
-
-
1,292,082 1,292,082
1,726,059 1,726,059
TOTAL NON-REVENUES
-
-
-
-
1,292,082
1,726,059
24,522,425
24,685,682
12,220,791
47
26,070,839
26,624,371
Water Sales Water Meter Installation Sewer Service Water/Sewer Service
MISCELLANEOUS REVENUE Interest on Investments Miscellaneous Revenue Interest Earnings Sales of Fixed Assets Sale Surplus Mat'l/Scrap Other Miscellaneous Revenue Collection Agent Recovery Other Miscellaneous Revenues TOTAL MISC REVENUES
TOTAL UTILITY FUND
170
City of Deerfield Beach Projected Revenues - Utility Fund Fiscal Year 2015/16
Delinquent Charges $386,500 Miscellaneous Other $2,056,574
Sewer Service $8,828,472
Water Sales $15,352,825
Total projected revenues: $26,624,371
171
Environmental Services Administration/Engineering Customer Service Water Plant Utilities Maintenance Wastewater Services Streets Maintenance (Road & Bridge Fund)
The Environmental Services Department - Utilities Section is comprised of four divisions administration/engineering, water plants, utilities maintenance, and wastewater services. This department provides technical engineering and utility support to other departments of the City, the public, engineers, architects, and contractors. This Department also oversees the operations of the Streets Maintenance Division, which is funded out of the Road and Bridge Fund. Engineering and Utilities administration is responsible for the coordination, budget, and quality control of all departmental functions. As such, this division prepares and administers the budget package, monthly reports, and any cost analyses that are required. In addition, the administration/engineering division performs the necessary contract administration with private contractors, reviews all of the site and engineering construction activity, coordinates all of the capital improvement plans and projects, and authorizes pay requests and purchase requisitions for the department. The development and management of capital projects to support the City’s neighborhood and infrastructure needs is handled by the administration/engineering division. The division prepares the plans and specifications for all inhouse capital improvement projects. Staff compiles data, prepares estimates and drawings, performs field surveys, and conducts construction supervision and inspection of both in-house and private infrastructure improvement projects. Additional routine functions of this division include updating water and sewer “as-builts”, easements, and rights-of-way; tracking land management files; assigning street addresses; and coordinating with outside utility and insurance companies to locate underground infrastructures and City flood zones, respectively. DEPARTMENT GOALS The goals which pertain to Engineering/Utilities are listed below: Coordinate quality assurance of all capital improvement projects as well as all private infrastructure improvements Upgrade of the City’s utility system Upgrade of the City’s drainage system Provide quality drinking water to all residents and businesses within the City’s service area Encourage employee training and development
172
Utilities Customer Service Division The customer service division is responsible for billing all utility customers, establishing accounts for new customers and for responding to the information requests of citizens and staff. This division is supported by the utility fund operations, but is under the direction of the Financial Services Department.
Water Plant Division The water plant division serves to ensure that city residents have ample quantities of safe water for consumption and fire protection. Thus, the division operates and maintains three (3) water treatment plants on two (2) campuses, with a total capacity of 34.8 million gallons per day; five (5) ground storage tanks; two (2) elevated storage tanks and 18 production wells, with a permitted withdrawal capacity of 12.6 million gallons per day. The water plant division also manages/coordinates a lead/copper analysis program as well as the periodic biological and chemical analysis of both its raw and finished water. This division also responds to citizens’ inquiries regarding water quality.
Utilities Maintenance Division The utilities maintenance division is responsible for the repair and maintenance of the City’s water and sewer infrastructure; including 230 miles of water distribution and transmission mains, 2,000 fire hydrants, 140 miles of gravity sewer line, 3,000 manholes, 75 wastewater pumping stations, 35 miles of force mains, over 12,000 water and sewer service lines. In addition, this division installs backflow devices on all single family residential water services and performs in-house upgrades of the water and sewer mains including service lines.
Wastewater Services The wastewater services division serves to oversee the “large user wastewater agreement” with Broward County in regard to the transmission and treatment charges for sewage pumped to the County.
Non‐Departmental Non-Departmental represents a multitude of expenditures which cannot be associated with a specific department. This includes items such as auditing services, engineering fees, legal services, rate consultants and administrative charges. Interfund transfers are also included in the non-departmental division.
Debt Service The Debt Service Department recognizes expenditures for interfund transfers which are used to make sinking fund payments for the City’s annual debt service payments to the Florida Departmental of Environmental Protection for the City’s three (3) drinking water revolving loans as well as principal and interest payments on the Series 2008A water and sewer revenue bond issue. Bond paying agent fees are also recognized in this department.
173
Department of Environmental Services Organization Chart
DEPARTMENT OF ENVIRONMENTAL SERVICES Director Admin 58
WATER PLANT DIVISION
UTILITIES MAINTENANCE DIVISION
ENGINEERING DIVISION
174
STREETS MAINTENANCE DIVISION
CITY OF DEERFIELD BEACH UTILITY FUND EXPENDITURE SUMMARY
DEPARTMENT/DIVISION
Admin/Engineering
ESTIMATED EXPENDITURES 2014-15
ESTIMATED EXPENDITURES 2015-16
DOLLAR CHANGE
PERCENTAGE CHANGE
(321,904)
-23.8%
1,355,009
1,033,105
380,446
411,218
30,772
8.1%
Water plant
6,204,331
6,449,573
245,242
4.0%
Utilities Maintenance
3,702,176
4,330,177
628,001
17.0%
Wastewater services
4,500,000
4,846,500
346,500
7.7%
Non-departmental
6,686,027
6,369,398
(316,629)
-4.7%
Debt service
3,242,850
3,184,400
(58,450)
-1.8%
26,070,839
26,624,371
553,532
2.1%
Customer service
TOTAL
Utility/Engineering Expenditures by Function/Division (Budgeted Expenditures: $26,624,371) Non-departmental 23%
Debt service 12%
Admin/Engineering 4%
Customer service 2% Water plant 25%
Utilities Maintenance 16%
Wastewater services 18%
175
City of Deerfield Beach, Florida Environmental Services Summary 2012-13 Actual BY DIVISION Administration / Engineering Customer Service Water Plant Utilities Maintenance Wastewater Non-Departmental Debt Service
$
$ 23,823,623
$ 23,704,019
$
8,903,027
$ 26,070,839
$ 26,624,371
$
$
4,044,995 1,574,988 5,638,740 9,836,276 2,609,020
$
2,135,972 647,627 2,601,736 564,059 1,141,731 1,811,901
$
$
$ 23,823,623
$ 23,704,019
$
8,903,027
$ 26,070,839
$ 26,624,371
PERSONNEL Engineering Services Customer Service Water Plant Utilities Maintenance
10 3 31 26
11 3 31 26
11 3 31 26
11 3 31 26
7 3 31 28
TOTAL PERSONNEL
70
71
71
71
69
TOTAL APPROPRIATIONS
176
1,355,009 380,446 6,204,331 3,702,176 4,500,000 6,686,027 3,242,850
2015-16 Budget
365,510 136,732 2,043,578 1,605,637 1,797,938 1,141,731 1,811,901
4,812,582 1,234,371 5,665,626 9,475,419 2,635,625
$
2014-15 Budget
$
EXPENSE GROUP Personal Services Materials & Supplies Operating Expenses Capital Outlay Non-Departmental Debt Service
788,510 258,607 4,020,578 2,534,673 4,110,211 9,475,419 2,635,625
2014-15 YTD 3/31/15
701,441 260,332 3,869,174 2,377,678 4,050,098 9,836,276 2,609,020
TOTAL
$
2013-14 Actual
6,214,006 2,181,156 6,730,800 1,016,000 6,686,027 3,242,850
$
1,033,105 411,218 6,449,573 4,330,177 4,846,500 6,369,398 3,184,400
6,424,883 2,314,748 7,433,942 897,000 6,369,398 3,184,400
Department of Environmental Services Engineering Division Organization Chart
ENGINEERING DIVISION
DIRECTOR Admin 58
Engineering Project Manager Vacant Admin 48
Office Supervisor Grade 28
Engineering Records Technician Grade 30
CADD Engineering Technician Admin 40
Utility Locator Technician Grade 24
Engineering Technician (2) Grade 30
177
Administration / Engineering PERSONNEL Full-Time TOTAL
2012-13 10 10
2013-14 11 11
2014-15 11 11
2015-16 7 7
1,500,000 1,400,000 1,300,000 1,200,000
Administration / Engineering
1,100,000 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$788,510
$701,441
$1,355,009
$1,033,105
‐
‐
6,000
41,000
Other Services and Charges
42,696
20,925
159,000
76,900
Materials & Supplies
9,113
9,403
11,500
11,500
Employee Benefits
161,456
86,968
315,991
236,386
Salaries and Wages
$575,245
$584,145
$862,518
$667,319
DIVISION TOTAL Capital Outlay
178
Environmental Services ‐ Administration Guiding Principles
Superior customer service and customer focused government
Vitality and revitalization of business districts and neighborhoods
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Number of Engineering permits issued
221
173
200
200
Percentage of permits processed within 3 business days
80%
85%
90%
90%
Number of utility locate requests completed
3,482
3,345
3,500
3,500
Percentage of locate requests completed within 1 business day
90%
90%
90%
90%
5
4
5
10
100%
100%
100%
100%
Performance Measurement
Number of Capital Improvement Projects administered
Ensure the financial health of Percentage of projects completed on time and city government within budget
Mission Statement The mission of the Administration / Engineering Division is to provide the highest level of services to residents, developers and the general public by providing timely and effective design, plans review, construction management and inspection of public infrastructure improvements and private development projects.
Major FY15‐16 Goals 1. Complete the NE 3rd Avenue Roadway Improvements Project. 2. Provide assistance with project management and engineering inspection services for constructon of the Sullivan Park Project. 3. Complete design, permitting and installation of a replacement 10-inch watermain across the IntraCoastal Waterway.
179
Customer Service PERSONNEL Full-Time TOTAL
2012-13 3 3
2013-14 3 3
2014-15 3 3
2015-16 3 3
425,000 400,000 375,000 350,000 325,000 300,000
Customer Service
275,000 250,000 225,000 200,000 175,000 150,000 125,000 100,000 75,000 50,000 25,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$258,607
$260,332
$380,446
$411,218
Other Services and Charges
66,081
63,295
109,000
117,842
Materials & Supplies
6,603
4,572
27,000
25,000
Employee Benefits
24,554
25,405
72,701
85,094
Salaries and Wages
$161,369
$167,060
$171,745
$183,282
DIVISION TOTAL
180
Department of Environmental Services Water Plan Division Organization Chart
WATER PLANT DIVISION
Chief Water Operator Admin 50
Division Secretary Grade 22
Water Operations Supervisor Vacant Admin 46
Water Operations Leader (3) (1) Vacant Grade 30
Water Operator II (11) (2) Vacant Grade 28
Environmental Compliance Manager Admin 48
Water Lab Technician (2) Grade 24
Utility Supervisor Grade 32
Scada System Analyst Grade 32
Crew Leader Vacant Grade 28
Instrument Technician Grade 30
Equipment Operator II Grade 24
Utility Electrician II Grade 30
Maintenance Worker III (1) Vacant Grade 24
Maintenance Worker II Grade 22
Water Mechanic (3) (1) Vacant Grade 24
181
Water Plant PERSONNEL Full-Time Part-Time TOTAL
2012-13 29 2 31
2013-14 29 2 31
2014-15 29 2 31
2015-16 31 0 31
6,500,000 6,000,000 5,500,000 5,000,000 4,500,000
Water Plant
4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$4,020,578
$3,869,174
$6,204,331
$6,449,573
‐
‐
670,000
136,000
Other Services and Charges
856,537
966,792
1,281,500
1,652,700
Materials & Supplies
976,213
1,133,755
1,593,156
1,764,748
Employee Benefits
631,137
214,599
778,561
952,134
Salaries and Wages
$1,556,691
$1,554,028
$1,881,114
$1,943,991
DIVISION TOTAL Capital Outlay
182
Environmental Services ‐ Water Plant Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
20
42
10
10
3,347
3,137
3,500
3,500
Number of boil water notices issued
0
1
0
0
Number of failed distribution system bacteriological tests
0
0
0
0
3,224
3,458
3,500
3,700
8.82
11.12
<10
<10
Performance Measurement Number of water quality complaints Number of distribution system samples analyzed
Provide a safe and healthy environment
Total volume (MG) of finished water produced Ensure the financial health of Percentage of distribution system water loss city government
Mission Statement The mission of the Water Plant Division is to provide a safe and uninterrupted supply of potable water to adequately meet consumption demands and fire protection needs for all residents and businesses within the City’s service area.
Major FY15‐16 Goals 1. Meet all permit conditions, regulatory requirments and potable water standards of the Federal Safe Drinking Water Act as promulgated by the USEPA,FDEP,SFWMD and BCHD 2. Comply with the Consumptive Use Permit and Wellfield Protection Program in accordance ith State Regulatory Agency requirements 3. Ensure the completion of all required and/or scheduled plant equipment inspection, maintenance or replacement
183
Department of Environmental Services Utilities Maintenance Division Organization Chart
UTILITIES MAINTENANCE DIVISION
Utility Supervisor Grade 32
Office Supervisor Grade 28
Utility Supervisor Grade 32
Crew Leader Vacant Grade 28
Crew Leader (2) Grade 28
Equipment Operator III Vacant Grade 26
Cross Connection Control Specialist Grade 26
Utility Electrician I Grade 26
Equipment Operator II (2) Grade 24
Inventory Control Clerk Grade 24
Utility Service Worker (4) Grade 24
Utility Service Worker (3) Grade 24
Maintenance Worker II (2) Grade 22
Backflow Technician (3) (1) Vacant Grade 24
Maintenance Worker II (4) (1) Vacant Grade 22
184
Utilities Maintenance PERSONNEL Full-Time TOTAL
2012-13 28 28
2013-14 26 26
2014-15 26 26
2015-16 28 28
4,500,000 4,250,000 4,000,000 3,750,000 3,500,000
Utilities Maintenance
3,250,000 3,000,000 2,750,000 2,500,000 2,250,000 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,000 250,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$2,534,673
$2,377,678
$3,702,176
$4,330,177
‐
‐
340,000
720,000
Other Services and Charges
590,101
537,630
681,300
740,000
Materials & Supplies
242,442
427,258
549,500
513,500
Employee Benefits
472,996
181,889
767,243
925,099
Salaries and Wages
$1,229,134
$1,230,901
$1,364,133
$1,431,578
DIVISION TOTAL Capital Outlay
185
Environmental Services ‐ Utilities Maintenance Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
38,625
36,670
30,000
30,000
830
654
1,000
2,300
443
357
4,000
9,000
Number of water valves exercised
2,960
1,106
2,000
2,500
Service orders completed within 3 business days
90%
92%
95%
95%
Percentage of breaks and leaks repaired within 4 hours of report
98%
95%
100%
100%
Number of Lift Station overflows
0
1
0
0
Number of sewer manholes repaired
15
10
10
10
Number of water breaks and leaks repaired
272
166
200
200
Performance Measurement Linear feet of sewer lines televised and cleaned
Proactively address issues Number of fire hydrants flushed that will affect the quality of life for our community Number of backflow preventers maintained
Superior customer service and customer focused government
Provide a safe and healthy environment
Mission Statement The mission of the Utilities Maintenance Division is to maintain our water distribution and wastewater collection infrastructure by using the most cost effective methods that will provide safe and reliable water and wastewater services to all who live, work and visit the City of Deerfield Beach.
Major FY15‐16 Goals 1. Minimize I/I into the sewer collection system by lining approximately 40,000 linear feet of sewer mains. 2. Identify and install service line cleanouts where necessary to ensure efficient responses to sewer back-up. 3. Complete and ensure a fully functional Lift Station SCADA System. 4. Establish a propoer flushing program by identifying all water main dead-ends and installing blow-offs where necessary. 5. Initiate a proactive water leak etection program by reducing water loss by 20%. 6. Inspect and flush all hydrants within the City's service area. 7. Exercise at least 30% of the City's water valves.
186
City of Deerfield Beach, Florida Wastewater Services Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Wastewater Services
$
4,110,211
$
4,050,098
$
1,797,938
$
4,500,000
$
4,846,500
TOTAL
$
4,110,211
$
4,050,098
$
1,797,938
$
4,500,000
$
4,846,500
EXPENSE GROUP Operating Expenses
$
4,110,211
$
4,050,098
$
1,797,938
$
4,500,000
$
4,846,500
TOTAL APPROPRIATIONS
$
4,110,211
$
4,050,098
$
1,797,938
$
4,500,000
$
4,846,500
187
City of Deerfield Beach, Florida Non‐Departmental Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Non-Departmental
$
9,475,419
$
9,836,276
$
1,141,731
$
6,686,027
$
6,369,398
TOTAL
$
9,475,419
$
9,836,276
$
1,141,731
$
6,686,027
$
6,369,398
EXPENSE GROUP Operating Expenses Transfers
$
6,580,839 2,894,580
$
8,072,493 1,763,783
$
1,141,731 -
$
5,686,027 1,000,000
$
6,369,398 -
TOTAL APPROPRIATIONS
$
9,475,419
$
9,836,276
$
1,141,731
$
6,686,027
$
6,369,398
188
City of Deerfield Beach, Florida Debt Service Summary
BY DIVISION Debt Service
EXPENSE GROUP W/S Revenue Bond Sinking Fund Revolving Loan Sinking Fund Wtr Pollution Control Sinking Fund Paying Agent Fees Wells Fargo Revenue Bond TOTAL APPROPRIATIONS
2012-13 Actual
2013-14 Actual
$ 2,635,625
$ 2,609,020
$
$
$
1,366,296 528,307 714,417 -
$ 2,609,020
737,759 1,366,296 528,307 3,263 -
$ 2,635,625
189
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
1,811,901
$ 3,424,850
$ 3,184,400
$
1,338,251 341,574 132,077 -
$ 1,366,294 1,338,250 528,306 10,000 -
$ 1,339,478 528,307 10,000 1,306,615
$
1,811,901
$ 3,242,850
$ 3,184,400
WATER & SEWER RENEWAL AND REPLACEMENT FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual
2013-14 Actual
2014-15 Y-T-D Actual (Thru 3/31/15)
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
NON-REVENUES Utility Fund Cash Carryover - Prior Year Interfund Transfers
535,133 535,133
-
-
-
750,000 1,540,000 2,290,000
445,000 3,000,000 3,445,000
TOTAL NON-REVENUES
535,133
-
-
-
2,290,000
3,445,000
535,133
-
-
-
2,290,000
3,445,000
TOTAL RENEWAL & REPLACEMENT FUND
190
Water and Sewer Renewal and Replacement Fund The Water and Sewer Renewal and Replacement Fund is a sub-fund of the Water and Sewer Enterprise Fund and is used for improvements, extensions, additions, replacements, or other major capital expenditures to the City’s water and wastewater distribution system. Funding is provided to the Renewal and Replacement Fund via transfers from the Utility Fund.
191
City of Deerfield Beach, Florida Water & Sewer Renewal and Replacement Fund Summary 2012-13 Actual BY DIVISION Utilities TOTAL
EXPENSE GROUP Capital Outlay Transfers TOTAL APPROPRIATIONS
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
$ $
-
$ $
-
$ $
719,359 719,359
$ $
229,000 229,000
$ 3,445,000 $ 3,445,000
$
-
$
-
$
697,374 21,985 719,359
$ 2,290,000 $ 2,290,000
$ 3,445,000 $ 3,445,000
$
$
192
$
WATER & SEWER EMERGENCY RESERVE FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual NON-REVENUES Utility Fund Interfund Transfers TOTAL NON-REVENUES
2013-14 Actual
2014-15 Y-T-D Actual (Thru 3/31/15)
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
-
1,100,000
-
-
250,000 250,000
445,000 445,000
-
1,100,000
-
-
250,000
445,000
-
1,100,000
-
-
250,000
445,000
TOTAL WATER & SEWER EMERGENCY RESERVE FUND
193
City of Deerfield Beach, Florida Water & Sewer Emergency Reserve Fund Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Utilities TOTAL
$ $
-
$ 1,100,000 $ 1,100,000
$ $
-
$ $
250,000 250,000
$ $
445,000 445,000
EXPENSE GROUP Capital Outlay TOTAL APPROPRIATIONS
$ $
-
$ 1,100,000 $ 1,100,000
$ $
-
$ $
250,000 250,000
$ $
445,000 445,000
194
SOLID WASTE FUND REVENUES BY CATEGORY AND SOURCE
2014-15 Y-T-D Actual (Thru 3/31/15)
2014-15 Y-T-D %age
2012-13 Actual
2013-14 Actual
CHARGES FOR SERVICES Garbage Cans - Residential Garbage Cans - Business Containers - Residential Containers - Business Special Pick-ups - Residential Special Pick-ups - Business Casters/Roll Outs - Residential Casters/Roll Outs - Business Cardboard Containers Compactors Roll-off Pull Containers Garbage Billed by County Dumpster Reinstatement Charge Special Trash Pick-ups MRF Revenue Waste Hauler Admin Fees Paper Shredding Program Garbage/Solid Waste
3,426,311 122,329 2,460,039 4,743,821 36,186 25,116 50,955 70,871 237,000 386,501 997,419 1,489,110 300 264,991 6,974 21,580 14,339,503
3,265,189 126,620 2,455,888 4,690,604 54,573 87,773 58,629 77,414 231,679 350,591 1,208,728 1,575,911 1,713 261,600 6,553 14,259 14,467,724
1,692,277 62,192 1,218,816 2,364,678 32,961 34,827 30,270 39,649 103,578 215,430 578,605 684,072 200 20 102,591 2,879 6,425 7,169,470
TOTAL CHARGES FOR SVCS
14,339,503
14,467,724
-
-
FINES AND FORFEITS Code Violation Fines Judgments and Fines MISCELLANEOUS REVENUE Recycled Paper- Smurfit Use Tires Scrap Metal Sale of Used Vehicles Sale of Fixed Assets Sale Surplus Mat'l/Scrap Contr from Private Source Recovered Material Reg. Fee Earth Day Event County Bond Refinancing Collect Agency Recovery Other Miscellaneous Revenue Other Miscellaneous Revenues TOTAL MISC REVENUES INTERFUND TRANSFER Public Works Grants TOTAL INTERFUND TRANSFER NON-REVENUES Capital Lease Proceeds Capital Contributions TOTAL NON-REVENUES TOTAL SOLID WASTE FUND
2014-15 Budget
2015-16 Budget
50 52 49 48 66 54 55 55 43 62 45 46 13 1 37 43 48
3,400,000 120,000 2,475,000 4,900,000 50,000 65,000 55,000 72,000 240,000 350,000 1,300,000 1,500,000 1,500 2,500 280,000 15,000 14,826,000
3,500,000 130,000 2,700,000 5,200,000 65,000 70,000 65,000 85,000 240,000 520,000 1,600,000 1,500,000 400 50 101,400 10,000 14,000 15,800,850
7,169,470
48
14,826,000
15,800,850
-
-
15,000 15,000
15,000 15,000
139,539 11,381 150,920
5,483 1,828 12,745 (10,000) 70,483 80,539
10 4,584 4,594
31 5
15,000 80,000 95,000
20 8,000 70,000 78,020
990 90,281 834,497 925,768
68 4,521 4,589
16,950 100 17,050
34 15
1,000 50,000 50,000 10,000 111,000
100 25,000 20,000 30,000 75,100
1,076,688
85,128
21,644
10
221,000
168,120
-
12,944 12,944
-
-
-
-
100,000
-
-
-
1,290,430 -
2,790,567 -
100,000
12,944
-
-
1,290,430
2,790,567
15,516,191
14,565,796
7,191,114
44
16,337,430
18,759,537
195
City of Deerfield Beach Projected Revenues - Solid Waste Fund Fiscal Year 2015/16
Charges for Services $15,800,850
Capital Lease Proceeds $2,790,567
Miscellaneous Other $168,120
Total projected revenues: $18,759,537
196
Sustainable Management Recycling, Solid Waste and Sustainable Management Sanitation Fleet Management (General Fund) The Recycling, solid waste and sustainable management as well as the sanitation divisions comprise the Solid Waste Enterprise Fund. These divisions are managed by the Sustainable Management Department. The Solid Waste Fund provides refuse, litter removal and recycling services to residents and businesses within the City’s service area. DEPARTMENT GOALS 1. 2. 3. 4. 5.
Become a premier municipal recycling and solid waste program Provide the highest level of service at the lowest possible cost to our customers Ensure safe and efficient collections with an emphasis on performance and accountability Maintain a premium on customer service and customer satisfaction Promote and institute sustainable practices and policies to ensure the long term viability of the operation, 6. Leverage technology to make data driven decisions
Recycling, Solid Waste and Sustainable Management Division The Recycling, Solid Waste and Sustainable Management Division provides collection and disposal services of all garbage and bulk trash for residential and commercial accounts throughout the City. This division coordinates new site plan evaluations and maintains effective working relationships with the general public and other City Departments. The division also coordinates and implements collection of recyclable materials throughout the City. This includes recycling materials extracted from waste collection from residential and commercial accounts throughout the City. The City’s Sustainable initiatives are also spearheaded through this division.
Sanitation Division The Sanitation Division’s goal is to keep the City clean and green by focusing on addressing illegal dumping and litter control throughout the City’s neighborhoods, streets and waterways and by disposing collected waste and recyclables in an efficient and cost effective manner.
Non-Departmental Non-Departmental represents a multitude of expenditures which cannot be associated with a specific department. This includes items such as auditing services, administrative charges and interfund transfers.
Debt Service The Debt Service Department recognizes expenditures for lease/purchase agreements entered into by the City. These agreements serve as a financing source for major capital acquisitions during the year.
197
CITY OF DEERFIELD BEACH SOLID WASTE FUND EXPENDITURE SUMMARY
ESTIMATED EXPENDITURES 2014-15
ESTIMATED EXPENDITURES 2015-16
DOLLAR CHANGE
PERCENTAGE CHANGE
Solid waste
8,680,047
12,369,046
3,688,999
42.5%
Recycling
3,097,064
-
(3,097,064)
-100.0%
Sanitation
1,059,802
1,143,496
83,694
0.0%
Non-departmental
2,578,522
4,382,895
1,804,373
70.0%
921,995
864,100
16,337,430
18,759,537
DEPARTMENT/DIVISION
Debt service TOTAL
(57,895) 2,422,107
-6.3% 14.8%
Solid Waste Expenditures by Function/Division (Budgeted Expenditures: $18,759,537) Solid waste 66%
Debt service 5%
Non-departmental 23%
198
Sanitation 6%
City of Deerfield Beach, Florida Solid Waste Summary 2012-13 Actual BY DIVISION Solid Waste/Recycling Recycling Sanitation Non-Departmental Debt Service
2015-16 Budget
3,202,707 1,328,485 308,533 694,682 22,392
$
8,680,047 3,097,064 1,059,802 2,578,522 921,995
$ 12,369,046 1,143,496 4,382,895 864,100
$ 15,649,859
$ 15,053,603
$
5,556,799
$ 16,337,430
$ 18,759,537
$
$
3,612,458 389,923 5,213,061 5,812,903 25,258
$
1,905,200 312,615 2,447,493 174,417 694,682 22,392
$
$
$ 15,649,859
$ 15,053,603
$
5,556,799
$ 16,337,430
$ 18,759,537
PERSONNEL Solid Waste Recycling Sanitation
40 18 0
43 12 6
38 19 9
38 19 9
57 0 20
TOTAL PERSONNEL
58
61
66
66
77
TOTAL APPROPRIATIONS
3,824,278 223,158 5,654,631 5,905,745 42,047
$
2014-15 Budget
$
EXPENSE GROUP Personal Services Materials & Supplies Operating Expenses Capital Outlay Non-Departmental Debt Service
7,102,110 2,599,957 5,905,745 42,047
2014-15 YTD 3/31/15
6,754,141 2,245,810 215,491 5,812,903 25,258
TOTAL
$
2013-14 Actual
199
5,938,038 596,000 4,653,445 1,649,430 2,578,522 921,995
6,084,683 383,000 5,517,859 1,527,000 4,382,895 864,100
Department of Sustainable Management Recycling & Solid Waste Management Division Organization Chart
DIRECTOR Admin 58
Coastal and Waterway Coordinator Vacant Admin 46
Assistant Director Admin 52
Operations Manager Vacant Admin 48
Education Outreach Coordinator Grade 24
Business Manager Admin 46
Code Compliance Specialist Grade 26
Recycling/SW Supervisor (3) Grade 32
S/W Container Service Worker Grade 24
Customer Service Analyst Vacant Grade 22
Crew Leader (4) Grade 28
Heavy Equipment Operator (10) Grade 26
Driver Collector (23) Full-Time (3) Will Call (1) Part-Time Grade 24
200
Zero Waste Coordinator Admin 42
Administrative Manager Admin 44
SW/Recycle Drop Off Attendant Grade 24
Division Secretary Grade 22
Solid Waste PERSONNEL Full-Time Part-Time TOTAL
2012-13 40 0 40
2013-14 43 0 43
2014-15 38 0 38
2015-16 53 4 57
13,000,000 12,000,000 11,000,000 10,000,000
Solid Waste ‐ Recycling
9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0
DIVISION TOTAL Capital Outlay Other Services and Charges
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$7,102,110
$6,754,141
$8,680,047
$12,369,046
‐
‐
1,081,596
1,527,000
3,994,676
3,618,781
3,789,986
5,434,359
Materials & Supplies
193,780
372,613
536,800
342,000
Employee Benefits
843,220
360,581
1,193,988
1,867,202
Salaries and Wages
$2,070,434
$2,402,166
$2,077,677
$3,198,485
201
Sustainable Management ‐ Solid Waste 2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Total number of single family residential customers serviced
16,800
16,800
16,714
16,714
Total number of commercial customers serviced
1,570
1,750
1,800
1,800
Total number of residents utilizing the recycling Drop-off Center
8,372
12,304
12,500
10,000
Total number of Conferences attended
2
2
6
10
Total number of training programs offered
0
4
8
12
Guiding Principles
Superior customer service and customer focused government
Advance Employee Development and Satisfaction
Performance Measurement
Mission Statement To provide the highest level of service at the lowest possible cost and to become the premier full service municipally run solid waste and recycling operation in South Florida.
Major FY15‐16 Goals 1. Continue to promote waste diversion by evaluating a compost pilot. 2. Evaluate "Pay as you throw" program. 3. Continue to right-size all operations and lines of business. 4. Create Department Policies and Procedures. 5. Implement Management and Supervisor training program. 6. Continue to increase emergency reserve fund. 7. Apply for CNG rebates for newly purchased vehicles. 8. Evaluate PACE program for residents and Commercial businesses. 9. Implement Performance Based Contracting to improve overall efficiency. 10. Establish baseline data for City's energy and water usage to reduce waste. 11. Create Sustainability Action Plan. 12. Apply for Artificial Reef Permits 13. Evaluate assessments at beach to create beach project funding source. 14. Purse Grants to assist in funding City projects.
202
Recycling PERSONNEL Full-Time Part-Time TOTAL
2012-13 14 4 18
2013-14 11 1 12
2014-15 18 1 19
2015-16 0 0 0
3,500,000 3,250,000 3,000,000 2,750,000 2,500,000
Recycling
2,250,000 2,000,000 1,750,000 1,500,000 1,250,000 1,000,000 750,000 500,000 250,000 0
DIVISION TOTAL Capital Outlay Other Services and Charges
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$2,599,957
$2,245,810
$3,097,064
$‐
‐
‐
211,834
‐
1,659,955
1,554,659
783,259
‐
Materials & Supplies
29,378
9,099
14,200
‐
Employee Benefits
168,287
90,463
1,081,530
‐
Salaries and Wages
$742,337
$591,589
$1,006,241
$‐
203
Department of Sustainable Management Sanitation Division Organization Chart
DIRECTOR Admin 58
Assistant Director Admin 52
Sanitation Supervisor Grade 30
Crew Leader (2) Grade 28
Driver Collector (3) Grade 24
Sanitation Worker (6) (3) Vacant Grade 20
204
Sanitation Worker (8) Will call Grade UCL
Sanitation PERSONNEL Full-Time Part-Time TOTAL
2012-13 0 0 0
2013-14 3 3 6
2014-15 9 0 9
2015-16 6 14 20
1,200,000
1,100,000
1,000,000
900,000
Sanitation
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
DIVISION TOTAL
$‐
$215,491
$1,059,802
$1,143,496
Capital Outlay
‐
‐
356,000
‐
Other Services and Charges
‐
39,621
80,200
83,500
Materials & Supplies
‐
8,211
45,000
41,000
Employee Benefits
‐
21,233
181,981
359,818
Salaries and Wages
$‐
$146,426
$396,621
$659,178
205
Sustainable Management ‐ Sanitation Guiding Principles
2012-13 Actual
2013-14 Actual
2014-15 Goal
2015-16 Projection
Total number of illegal dumping piles removed
N/A
76
50
25
Total number of tires collected
N/A
243
200
500
Total number of Street clean-up crews assigned
N/A
108
150
200
Total number of bags of litter removed from public right-of-ways
N/A
550
1,000
1,200
Total number of waterway cleanup activities
N/A
15
52
52
Total number of litter reduction programs/campaigns
N/A
4
20
30
Performance Measurement
A Cleaner, Greener City
Provide a Safe and Healthy Environment
Mission Statement Reducing waste throughout the City and waterways.
Major FY15‐16 Goals 1. Reduce illegal dumping throughout the City. 2. Implement and maintain public outreach and awareness programs to educate City residents. 3. Expand operations to include Special Events, Beaches, Parks, and Bus Stops . 4. Maintain public right-of-ways to reduce litter on City roadways. 5. Continue waterway and canal debris removal of four miles of City's intracoastal waterways. 6. Initiate Canal Watch program to educate residents on potential pollutants for City waterways. 7. Continue City sponsored Adopt-a-Street program and volunteer Beach Sweeps.
206
City of Deerfield Beach, Florida Non-Departmental Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Non-Departmental
$
5,905,745
$
5,812,903
$
694,682
$
2,578,522
$
4,382,895
TOTAL
$
5,905,745
$
5,812,903
$
694,682
$
2,578,522
$
4,382,895
EXPENSE GROUP Operating Expenses Transfers
$
3,124,997 2,780,748
$
2,995,794 2,817,109
$
595,709 98,973
$
2,453,522 125,000
$
3,561,782 821,113
TOTAL APPROPRIATIONS
$
5,905,745
$
5,812,903
$
694,682
$
2,578,522
$
4,382,895
207
City of Deerfield Beach, Florida Debt Service Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Debt Service
$
42,047
$
25,258
$
22,392
$
921,995
$
864,100
TOTAL
$
42,047
$
25,258
$
22,392
$
921,995
$
864,100
EXPENSE GROUP Capital Lease - Principal Capital Lease - Interest
$
42,047
$
25,258
$
20,299 2,093
$
849,327 72,668
$
783,675 80,425
TOTAL APPROPRIATIONS
$
42,047
$
25,258
$
22,392
$
921,995
$
864,100
208
SOLID WASTE EMERGENCY RESERVE FUND REVENUES BY CATEGORY AND SOURCE
2014-15 2012-13 Actual NON-REVENUES Solid Waste Interfund Transfers TOTAL NON-REVENUES
2013-14 Actual
Y-T-D Actual (Thru 3/31/15)
2014-15 Y-T-D %age
2014-15 Budget
2015-16 Budget
-
1,000,000 1,000,000
31,250 31,250
25 25
125,000 125,000
500,000 500,000
-
1,000,000
31,250
25
125,000
500,000
-
1,000,000
31,250
25
125,000
500,000
TOTAL SOLID WASTE EMERGENCY RESERVE FUND
209
City of Deerfield Beach, Florida Solid Waste Emergency Reserve Fund Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Solid Waste TOTAL
$ $
-
$ $
-
$ $
-
$ $
125,000 125,000
$ $
500,000 500,000
EXPENSE GROUP Operating Expenses TOTAL APPROPRIATIONS
$ $
-
$ $
-
$ $
-
$ $
125,000 125,000
$ $
500,000 500,000
210
INSURANCE SERVICES TRUST FUND REVENUES BY CATEGORY AND SOURCE
2012-13 Actual MISCELLANEOUS REVENUE Recovery Damages-Property Insurance Proceeds - Vehicles Insurance Proceeds-W/C Stop Loss Recovery Work Comp Indemnity Reimbursement Health Stop-Loss Reimbursement Sales/Comp Loss of Fixed Assets Dental/Vision Dental/Vision 125 Group Health 125 Voluntary Life Insurance EE 125 Vision Revenue Retired Employee Life Retired Employee Health Retired Dental/Vision Retiree Vision Revenue Housing Authority Health COBRA Health Presciption Drug Refund Wellness Funds Contribution From Private Source Insurance Allocation General Fund Senior Services Fund Road and Bridge Fund CRA Fund Utility Fund Solid Waste Fund Other Miscellaneous Revenue TOTAL MISC REVENUES NON-REVENUES General Fund Solid Waste Fund Road and Bridge Fund CRA Fund Utility Fund Senior Services Fund Interfund Transfers TOTAL NON-REVENUES TOTAL INSURANCE SVCS TRUST
2013-14 Actual
8,258 18,313 61,177 87,748
5,143 26,031 4,000 (40,658) 40,486 35,002
2014-15 Y-T-D 2014-15 Actual Y-T-D (Thru 3/31/15) %age
2014-15 Budget
2015-16 Budget
7,303 19,351 54,751 81,406
48 42 35
12,000 50,000 40,000 130,000 232,000
20,000 12,000 25,000 50,000 130,000 237,000
49,300 63,106 635,315 18,933 8,447 446,968 35,281 92,455 18,862 1,368,667
66,900 638,804 15,709 6,857 517,552 37,779 96,506 11,137 71,529 1,462,773
35,426 326,818 9,148 4,025 264,577 19,627 37,620 4,590 28,755 50,000 780,585
55 47 48 54 46 52 42 18 29 50 45
65,000 700,000 19,000 7,500 575,000 38,000 90,000 25,000 100,000 100,000 1,719,500
75,000 660,000 17,000 5,200 7,500 525,000 39,000 3,500 90,000 15,000 100,000 50,000 1,587,200
-
392 392
8,481 6 8,487
-
3,653,111 561,794 190,359 45,031 2,340,219 1,340,476 8,130,990
4,145,259 711,249 104,385 27,791 2,335,296 1,706,601 9,030,581
1,456,415
1,498,167
870,478
9
10,082,490
10,854,781
4,718,113 1,460,121 297,059 20,501 2,002,003 111,400 8,609,197
4,184,139 1,539,204 256,444 87,425 1,663,783 111,400 7,842,395
-
-
-
-
8,609,197
7,842,395
-
-
-
-
10,065,612
9,340,562
870,478
9
10,082,490
10,854,781
211
City of Deerfield Beach Projected Revenues - Insurance Services Trust Fund Fiscal Year 2015/16
Other Miscellaneous Revenue $9,030,581
Contributions from Private Sources $1,587,200
Insurance Proceeds/ Recoveries $237,000
Total projected revenues: $10,854,781
212
Risk Management The Human Resources Department is responsible for Risk Management as a part of its day to day operations. Positions within the Human Resources Department specifically tasked with Risk Management duties are the Risk Manager, the Employee Benefits Coordinator and the Risk Coordinator. While Risk Management is a component of the Human Resources Department, because of the budgetary structure, its functions are being addressed here. The functions of Risk Management within the Human Resources Department include the oversight and administration of employee benefits programs including group health, group dental, group vision, group basic life, group supplemental life and other voluntary benefits. Risk Management is also responsible for executing open enrollment efforts, providing new hire benefits education, acting as decision maker for benefits dispute resolution, administering the employee assistance program and administration of the Family Medical Leave Act (FMLA). In addition to the employee benefits related activities Risk Management is also responsible for coordinating and administering the City’s workers’ compensation program and administering the City’s property and liability coverage programs. Risk Management activities also include operations of the workers’ compensation program, property claims response, liability claims response, periodic evaluation of coverage levels, claims dispute resolution, coordination with program third-party administrators and coordinating the legal responses for both the defense and proactive resolution of outstanding claims. Risk Management also is responsible for identifying trends in cost for all of the City’s coverage programs and providing to management recommendations for actions or activities to control the associated costs.
213
City of Deerfield Beach, Florida Insurance Services Trust Fund Summary 2012-13 Actual
2013-14 Actual
2014-15 YTD 3/31/15
2014-15 Budget
2015-16 Budget
BY DIVISION Risk Management Housing Authority Cobra Health Retirees Division Non-Departmental
$ 6,874,681 ‐ ‐ 3,028,007 ‐
$ 6,366,463 ‐ ‐ 2,910,048 28,113
$ 2,601,537 49,426 22,223 1,513,422 92,933
$ 7,109,621 76,000 27,250 2,841,500 28,119
$ 7,783,842 109,250 41,350 2,893,226 27,113
TOTAL
$ 9,902,688
$ 9,304,624
$ 4,279,540
$ 10,082,490
$ 10,854,781
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay Non-Departmental
$
138,568 579 9,763,541 ‐ ‐
$
208,013 1,676 9,066,822 ‐ 28,113
$ 108,891 ‐ 4,077,716 ‐ 92,933
$ 359,337 ‐ 9,695,034 ‐ 28,119
$ 255,031 ‐ 10,442,637 130,000 27,113
TOTAL APPROPRIATIONS
$ 9,902,688
$ 9,304,624
$ 4,279,540
$ 10,082,490
$ 10,854,781
PERSONNEL Risk Management
2
3
3
3
3
TOTAL PERSONNEL
2
3
3
3
3
214
Risk Management PERSONNEL Full-Time TOTAL
2012-13 2 2
2013-14 3 3
2014-15 3 3
2015-16 3 3
11,000,000 10,500,000 10,000,000 9,500,000 9,000,000 8,500,000 8,000,000
Risk Management
7,500,000 7,000,000 6,500,000 6,000,000 5,500,000 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0
Actual
Actual
Budget
Budget
2012‐13
2013‐14
2014‐15
2015‐16
$9,902,688
$9,304,624
$10,082,490
$7,783,842
‐
‐
‐
130,000
9,763,541
9,094,935
9,723,153
7,398,811
579
1,676
‐
‐
Employee Benefits
18,788
27,213
49,338
37,186
Salaries and Wages
$119,780
$180,800
$309,999
$217,845
DIVISION TOTAL Capital Outlay Other Services and Charges Materials & Supplies
215
Risk ‐ Insurance Trust 2012-13 Actual
2013-14 Actual
$10,083,907
$9,296,795
$119,872
$121,880
$145,000
$154,000
$564,012
$543,483
$569,500
$497,000
$6,299,140
$6,458,378
$5,919,250
$7,019,576
Total wellness plan revenue received from health plan TPA
N/A
N/A
$100,000
$50,000
Advance employee Percentage of employees participating in the City development and satisfaction sponsored Wellness Plan
N/A
N/A
N/A
60%
Guiding Principles
Performance Measurement Total annual operating expense for Risk Management
Ensure the financial health of Premium for general, professional and public city government officials liability Premium for property insurance
Provide a safe and healthy environment
Total expense for the self-funded health plan
2014-15 Goal
2015-16 Projection
$10,070,929 $11,270,082
Mission Statement To aggressively protect the City's assets (physical, financial and personnel) through identification and analysis of risk, implementation of loss control programs, procurement of insurance services and management of the City's self-insurance fund.
Major FY15‐16 Goals 1. In conjunction with City Management identify a location for the CODB Employee Health Clinic, utilize the Employee Benefits Broker to provide an RFP for clinic services with the goal of opening the clinic by in the 2016/2017 Fiscal Year. 2. Ensure implementation of a City sponsored Wellness plan to improve the overall health and wellness of the City employees. 3. Continue to improve the employee benefits communication for new hires and existing employees to increase awareness of the benefits programs, inform the employees of the value of the benefits and to ensure maximization of City expenditures for these programs. 4. Continue to analyze and assess the City employee benefits programs and provide recommendations for improvements, updates, expansions, enhancements and cost containment. 5. Continue to monitor Workers' Compensation claims to identify and close cases and reduce the City's financial exposure for current indemnity, future indemnity, medical cost exposure and claims reserve exposure. 6. Utilize the new P&C relationship with Preferred Governmental Insurance Trust to identify training opportunities within the City employee base and match with low or no cost training services through PGIT to improve City training initiatives and their effectiveness.
216
City of Deerfield Beach, Florida Non-Departmental Summary 2012-13 Actual
2013-14 Actual
BY DIVISION Non-Departmental
$
-
$
28,113
TOTAL
$
-
$
28,113
EXPENSE GROUP Operating Expenses
$
-
$
28,113
TOTAL APPROPRIATIONS
$
-
$
28,113
217
2014-15 YTD 3/31/15 92,933 $
92,933
92,933 $
92,933
2014-15 Budget
2015-16 Budget
$
28,119
$
27,113
$
28,119
$
27,113
$
28,119
$
27,113
$
28,119
$
27,113
Debt Service Summary The City of Deerfield Beach utilizes debt to pay for essential capital expenditures. These non-recurring expenditures are of a magnitude that would have a tremendous impact were they included in the operating budget. Debt financing distributes the costs of improvements to the project’s users over its lifetime. The pay-asyou-go method of financing is employed for capital expenditures, which are appropriately incorporated into the current budget. The goal of the City of Deerfield Beach’s debt policy is to maintain the ability to provide quality municipal services in a cost-efficient manner. The City uses the following guidelines before incurring any additional long-term debt:
Borrowing is only considered for essential non-recurring capital expenditures. The length of financing of an improvement will not exceed the useful life of that improvement. Efforts shall be made to maintain or improve the City’s bond rating.
Outstanding Bonds and Notes The following City of Deerfield Beach bond issues are currently outstanding: GENERAL OBLIGATION BONDS The City of Deerfield Beach currently has two separate issues of general obligation bonds outstanding which are secured by the full faith and credit of the City. The City must levy a tax on all taxable property each year to cover the debt service on these issues, more fully described as follows: General Obligation Bonds 2000A – These bond issues were used for a variety of City improvements, namely: to construct a new public safety/public works facility, to design and implement a multitude of park and recreational improvements, to enhance City right-of-ways, and to expand the Northeast Focal Point Thrift Shop. General Obligation Bonds 2012B-2 – The proceeds of these bonds were used to refund previously issued debt, namely Florida Municipal Loan Council Revenue Bonds, Series 2000B; Series 2003A and Series 2003B. The principal and interest from this issue will be payable from and secured by the City’s ad valorem taxes. COVENANT BONDS Florida Municipal Loan Council Covenant Bonds, Series 2006 – Proceeds of this bond issue were used to finance the construction of a public works facility, as well as a mitigation operations center. The annual debt service for this bond issue is payable from, and secured by, a pledge of the City’s electric franchise fees. Florida Municipal Loan Council Covenant Bond, Series 2012B-1 – Proceeds of this bond issue were used to refund previously issued covenant bonds Series 2003A and Series 2003B. The remainder of the bond proceeds are to be used to fund capital improvements including street improvements, park improvements and related parking improvements. REVENUE BONDS Florida Municipal Loan Council Revenue Bonds, Series 2008A – Proceeds of this bond issue were used to finance the construction of a reverse osmosis water treatment addition to the City’s west water treatment facility, as well as various other improvements to the water distribution system.
218
NOTES PAYABLE The City also has several outstanding loans with the State of Florida Department of Environmental Protection. These loans were obtained to provide funding for the construction of water and wastewater facilities. The purpose of each loan follows: Outstanding Loan Amount
Loan Title (Project Description) Wells Fargo Refunding Water & Sewer Loan Water Pollution Control Financing Corp. Loan (Deep Injection Well) Water Pollution Control Financing Corp. (Concentrate Pumping Station)
$
8,580,000 4,504,207 958,217 14,042,424
$
Summary of Funding Sources/Expenditures by Function
Funding Source General property taxes Incremental property taxes Franchise taxes Water and sewer revenue Total funding sources
Actual FY13/14
Estimated FY14/15
Budgeted FY15/16
$ 2,564,148 1,576,471 402,300 3,239,974 $ 7,782,893
$ 3,029,558 1,093,056 402,657 3,254,232 $ 7,779,504
$ 2,508,962 1,571,119 408,069 3,154,388 $ 7,642,538
$ 4,537,547 3,188,458 56,888 $ 7,782,893
$ 4,537,547 3,191,957 50,000 $ 7,779,504
$ 4,672,278 2,912,285 57,975 $ 7,642,538
Expenditures by Function Principal Interest Fiscal agent charges Total expenditures by function
Description General Obligation Bonds: Series 2000A Series 2000B Series 2012B-2 Total General Obligation Bonds
Principal Amount
Interest Rates 4.60 to 6.08% 4.25 to 5.85% 2.00 to 5.00%
$
4,163,508 1,010,184 13,360,000 18,533,692
Covenant Bonds: Series 2006 (Electric Franchise Fees) Series 2012B-1 (Non-Ad Valorem Revenues) Total Covenant Bonds
4.00 to 4.50% 2.00 to 5.00%
4,740,000 18,240,000 22,980,000
Water & Sewer Revenue Bonds: Series 2008A
4.81%
13,534,409
1.63 to 3.57%
14,042,424
State of Fl. Drinking Water Revolving/Wells Fargo Loans Total bonds and notes payable
$
219
69,090,525
Legal Debt Margin Neither the Florida Statutes nor the current ordinances of the City of Deerfield Beach specify a legal debt margin.
Debt Service Requirements to Maturity Fiscal Year
General Obligation Bonds Principal Interest Total
Principal
Covenant Bonds Interest
Total
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
1,238,401 1,117,169 1,104,936 1,099,238 1,096,610 1,092,061 1,085,902 1,076,232 1,067,961 1,088,285 1,510,182 1,106,717 2,390,000 2,460,000 -
1,252,861 1,374,218 1,386,034 1,391,592 1,397,240 1,401,089 1,407,398 1,417,556 1,424,252 1,470,646 1,039,036 1,425,105 109,650 36,900 -
2,491,262 2,491,387 2,490,969 2,490,830 2,493,850 2,493,150 2,493,300 2,493,788 2,492,213 2,558,931 2,549,219 2,531,822 2,499,650 2,496,900 -
1,195,000 1,240,000 1,295,000 1,335,000 1,370,000 1,415,000 1,460,000 1,520,000 1,575,000 1,625,000 1,680,000 1,735,000 1,790,000 845,000 780,000 810,000 840,000 470,000
764,913 719,538 667,038 623,688 582,638 542,788 497,900 442,350 391,750 342,432 289,800 235,482 178,428 133,022 102,925 72,619 40,866 7,931
1,959,913 1,959,538 1,962,038 1,958,688 1,952,638 1,957,788 1,957,900 1,962,350 1,966,750 1,967,432 1,969,800 1,970,482 1,968,428 978,022 882,925 882,619 880,866 477,931
Total
$ 18,533,692
$ 16,533,578
$ 35,067,270
$ 22,980,000
$ 6,636,105
$ 29,616,105
Fiscal Year
Principal
Notes Payable Interest
Revenue Bonds Payable Principal Interest Total
Total
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
1,544,271 1,613,415 1,637,761 1,667,316 1,697,084 1,717,071 1,767,281 477,718 488,390 499,298 510,455 422,364 -
249,639 221,505 192,559 163,118 133,138 102,694 71,620 50,588 39,916 29,008 17,851 7,012 -
1,793,910 1,834,920 1,830,320 1,830,434 1,830,222 1,819,765 1,838,901 528,306 528,306 528,306 528,306 429,376 -
694,606 727,083 764,591 802,229 841,720 881,859 926,566 972,178 1,020,035 1,069,459 1,122,896 1,178,171 1,236,169 1,296,847
644,872 608,492 572,121 533,918 495,131 451,809 407,715 361,420 313,634 261,898 208,443 152,338 93,643 31,709
1,339,478 1,335,575 1,336,712 1,336,147 1,336,851 1,333,668 1,334,281 1,333,598 1,333,669 1,331,357 1,331,339 1,330,509 1,329,812 1,328,556
Total
$ 14,042,424
$ 1,278,648
$ 15,321,072
$ 13,534,409
$ 5,137,143
$ 18,671,552
220
Current Year Principal and Interest Requirements 2000A GOB 2012B-1 GOB 2012B-2 GOB Covenant Bond 2006 Covenant Bond 2012B-1 Wtr Pollution Control Financing Corp. (WW693030) Wtr Pollution Control Financing Corp. (WW69302L) Wells Fargo Refunding Water & Sewer Loan Revenue Bonds, Series 2008A
$
523,401 270,000 715,000 190,000 735,000 331,656 77,615 1,135,000 694,606
$
821,486 205,688 431,375 209,069 350,156 97,720 21,315 130,604 644,872
$
1,344,887 475,688 1,146,375 399,069 1,085,156 429,376 98,930 1,265,604 1,339,478
Total
$
4,672,278
$
2,912,285
$
7,584,562
The Cityâ&#x20AC;&#x2122;s three general obligation bond issues are payable from ad valorem taxes. As a result, a portion of the assessed millage rate is allocated for debt service. In fiscal 2016 this amount will be 0.4739 mills, which represents 2.5% of the total General Fund budget. Bond covenants require the funding for these issues be from ad valorem tax proceeds. Conversely, the covenant bonds are secured by sources other than ad valorem taxes; so too are the State revolving loans (Drinking Water and Water Pollution Control), and the Series 2008A revenue bonds, which are payable from the water and sewer system revenues.
Lease Purchase Agreements The City of Deerfield Beach is currently engaged in one (1) lease-purchase agreements. The equipment held under these capital leases consists of $1,630,938 for business-type activities. The following chart identifies current and future lease purchase payments required by the City.
(Fiscal Year) 2016 2017 2018 Fund Total
Solid
Annual
Waste Fund
Total
783,577 755,306 444,328
783,577 755,306 444,328
$ 1,983,210
$ 1,983,210
221
CITY OF DEERFIELD BEACH CAPITAL IMPROVEMENT PLAN FISCAL YEARS 2016-2020 INTRODUCTION
The Capital Improvement Plan (CIP) for the City of Deerfield Beach is a five-year financial plan that addresses the necessary funding for the acquisition, construction, and rehabilitation of the City’s equipment/fleet, facilities, and infrastructure. As such, the CIP represents a schedule and an estimate of both current and future capital needs, as well as the associated costs and supporting revenues. The CIP is produced as its own document; however, since all CIP projects have the potential to significantly impact the annual operating budget, both documents are produced conjunctively. It is for this reason both the annual operating budget and the CIP are created as companion documents for the City Commission’s review, based upon the following policies:
The City will annually develop and update a five-year CIP; continue maintenance and repair of City facilities, and eliminate existing deficiencies; Maximize use of City resources, availability of funds, and employ sound fiscal policies including infrastructure investments; and Capital improvements will include items/projects having a life expectancy of over one year and a cost in excess of $25,000.
CIP OVERVIEW
The City of Deerfield Beach’s CIP process begins with City departments submitting their five-year capital project needs along with the department’s annual operating budget requests to the Office of the City Manager. Department directors use a capital improvement project request form to help guide them through the process. Key components of the request form include: the category of capital expenditures, and the relationship to the City’s goals and objectives. The Office of the City Manager, in conjunction with the Finance Director, then reviews the project requests and produces a 5-year capital improvement plan for review and consideration by the City Commission.
FUNDING SOURCES
The FY 2016 – 2020 capital improvement plan proposes many different sources of funding -- including general property tax revenues, user fees, grant funds as well as bond proceeds -- to provide for the acquisition, construction, and rehabilitation of the City’s equipment/fleet, facilities, and infrastructure. In fiscal year 2011, the City joined most Florida municipalities in authorizing the levy of a public service tax on water, sewer, and electrical consumption. This tax, permitted by the Florida statutes, allows communities to levy up to 10% on such services, and the funding generated is a common CIP funding mechanism for the vast majority of Florida municipalities. The tax took effect beginning October 2011 – the start of fiscal year 2012. No capital projects have the public service tax identified as a funding source in this Capital Improvement Plan.
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The five-year outlook for property tax appears more optimistic than in previous years; however, this optimism is granted by the fact that overall revenue growth has been outpaced by such expenditure pressures as increasing health and workers’ compensation claims; higher public safety costs, and the need to upgrade/repair the City’s aging infrastructure. As such, this City truly must do “more with less”. Accordingly, this plan includes an annual allocation of property tax revenue to fund projects such as park improvements, public safety improvements, and the maintenance of various other public facilities. The City’s “enterprise” operations, that is, those supported by users of the particular services such as water/sewer and solid waste/recycling services, will continue to finance the most costly projects by pledging charges for services. Additionally, the City’s transportation improvements, such as street resurfacing, concrete sidewalk construction program and the like, will continue to be funded through the State shared revenue of the local option gas tax with any shortfall to be made up through a General Fund transfer. As such, the FY 2016 – 2020 capital improvement plan includes 86 projects costing approximately $96.1 million to be implemented in phases over the next five years. Potential funding sources have been identified for all listed projects and are as follows:
General Fund; Road and Bridge Fund; Solid Waste Fund; Utility Operating Fund; Stormwater Fee; Water/Sewer Renewal & Replacement Fund; Grants; General Obligation/Revenue Bonds; Florida Municipal Loan Council Revenue Bonds; Community Redevelopment Agency Fund.
IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING BUDGET
CIP projects can affect the City’s operating budget by increasing expenditures or revenues; conversely, these projects may decrease long-term expenditures depending on the plan’s intended purpose and strategy. Projects most likely to increase expenditures are projects with new infrastructures or require additional staffing for operation and maintenance. However, revenues may increase as a result of higher fees, charges for newer facilities and recreational activities. Revenues generated by the proposed usage will, in turn, add to the overall revenues of the City and will aid in providing improved levels of public service for a higher quality of life.
CAPITAL PROJECTS
For purposes of the capital improvement plan, projects have been classified under seven categories: Utility/Water & Sewer Improvements, Physical Environment Improvements, Transportation Improvements, Public Safety Improvements, Culture & Recreation Improvements, General Government/Human Services Improvements, and Solid Waste Improvements. Highlights of the FY 2016 – 2020 CIP by category include the following:
Utility/Water & Sewer Improvements ($15,391,000)
Of the $96 million estimated for CIP funding over the next five years, approximately 16.0% of the costs can be attributed to Utility/Water & Sewer Improvements. One of the planned utility improvements relates to the replacement of all existing water meters with
223
automatic meters. The automatic meter reading is the technology of automatically collecting consumption, diagnostic, and status data from water meter devises and transferring that data to a central data base for billing, troubleshooting, and analyzing. This technology will save the City of Deerfield the expense of periodic trips to each physical location to read a meter. In addition, the billing process will be based on a realtime consumption rather than on estimates based on past or predicted consumption. Another major project scheduled for FY 2016 – 2020 include the rehabilitation of the existing sanitary sewer pipes which provides the installation of a liner, called the curedin-place (CIPP) inside the existing pipes. The CIPP restores the structural integrity of the sanitary sewer pipes and significantly reduces the flow of ground water into the sanitary sewer system. This technology avoids the extraordinary expenses and extreme disruption that can result from traditional “dig and replace” methods of pipe repair or replacement. The project will reduce the cost of treating water collected in the City’s system.
Physical Environment Improvements ($2,965,337)
The majority of the Physical Environment Improvements scheduled for FY 2016 – 2020 in the CIP involves the repair of existing drainage structures and pipes that form part of the Kingfisher Canal outfall system. The pipes and structures have failed in several locations, which is evidenced by depressions in sections of the parking lot through which the pipes traverse between SE 9 Avenue and Federal Highway. This project will reduce maintenance and increase customer service and system reliability which in turn will reduce expenditures for maintenance and upkeep. Physical Environment Improvements constitute 3.1% of the costs estimated for total FY 2016 – 2020 Capital Improvements.
Transportation Improvements ($6,511,000)
Transportation Improvements make up 6.8% of the costs estimated for total FY 2016 – 2020 capital improvements include the installation of patterned crosswalks on the side streets and selected crossings on Hillsboro Boulevard between Military Trail and Federal Highway. The crosswalks will be installed as part of FDOT’s upcoming roadway Resurfacing, Restoration and Rehabilitations (3R) Project on Hillsboro Boulevard. The project, called “Installation of Pattered Crosswalks Citywide,” is aimed to improve the safety of pedestrians at crosswalks.
Public Safety Improvements ($5,385,000)
Public Safety Improvements comprise nearly 5.6% of the costs estimated for total FY 2016 – 2020 capital improvements. Approximately 100% of the total Public Safety Improvements can be attributed to the “Vehicle Replacement Plan” for the Fire Department. The Replacement Plan ensure operational readiness of the Fire Rescue Service Delivery Plan.
Culture and Recreation Improvements ($30,895,580)
Culture and Recreation is a very important cornerstone of the City of Deerfield Beach. The amount represents 32.1% of the FY 2016 – 2020 CIP, and demonstrates the City’s on-going commitment to making Deerfield Beach, “a great place to live, work, and play!” Highlights of this category include the development of the Tam O’Shanter site, as well as the improvement of existing parks and beach facilities. As the life expectancy for each playgrounds is approximately twenty (20) years, the Pioneer Park playground equipment is currently scheduled for replacement. The playground is composed of composite recycled plastic and has not withstood the South Florida elements and has become brittle and unsafe due to cracking and breakage of playground part.
224
General Government ($26,855,570)
General Government expenditures represent approximately 28.0% of the overall FY2016 – 2020 capital improvement budget. One of the major projects under this category involves construction of a new city hall/public safety complex. Another project involves the installation of a fiber optic network which will allow the city to extend its current fiber optic network to remote locations that are on a point to point, or wireless network.
Solid Waste Improvements ($8,063,000)
The City of Deerfield Beach prides itself on providing quality, low cost solid waste and disposal services. The amount represents 8.4% of the FY 2016 – 2020. The FY 2016 – 2020 CIP includes the regularly scheduled replacement of the department’s fleet, which is funded by user fees from the Solid Waste fund. Regular replacement of the department’s fleet will invariably reduce the City’s ongoing maintenance costs for those vehicles reaching their estimated useful lives.
225
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 PROJECT NUMBER
PROJECT DESCRIPTION
COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
UTILITY IMPROVEMENTS: WS001
Rehabilitation of Lift Stations
2,000,000 2,000,000
2017 2018
4 4
WS002
Gravity Sewer Lining (CIPP)
1,200,000 1,200,000 1,200,000 1,200,000 1,200,000
2016 2017 2018 2019 2020
6 6 6 6 6
WS003
Rehabilitation of Lift Stations (33, 34, 52 & 48)
450,000
2016
6
WS004
Repair of Sewer Laterals (Gravity Sewer Lateral Lining)
150,000 150,000 150,000 150,000 150,000
2016 2017 2018 2019 2020
6 6 6 6 6
WS005
Intracoastal Water Main Replacement
500,000
2016
6
WS006
Replacement of A/C Units
36,000
2016
4
WS007
Building Enclosure for Concentrate Deep Well Injection Pump
75,000
2016
4
WS008
Automatic Meter Reading (AMR)
500,000 500,000 500,000
2016 2017 2018
4 4 4
WS009
Replacement Pumps For Sewer Lift Stations
120,000
2016
4
WS010
Replacing Pumps & Motors with Pine Colum: Wells 9, 11 & 13
60,000
2016
6
WS011
Recovery Pond Pump Replacements
40,000
2016
6
WS012
Low Lift Pump Replacements
80,000
2016
6
WS013
Radiator Replacement For Emergency Generator
40,000
2016
6
WS014
Switchgear Breakers for West Wellfield
35,000
2016
6
WS015
VFD Drive Unit for Well #23
30,000
2016
6
WS016
Bulk Storage Tank Sulfuric Acid Replacement
200,000
2016
6
WS017
Ammonia Dosing Equipment (Ammoniators)
50,000
2016
6
WS018
Chlorine Scales
25,000
2016
6
226
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 PROJECT NUMBER
PROJECT DESCRIPTION
COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
WS019
UTILITY IMPROVEMENTS (Cont'd): Altitude Valve
50,000
2016
6
WS020
12 ‐ Ton A/C Unit for Membrane Plant Building
35,000
2016
6
Replacement Vacuum Truck Vehicle No. 4409
350,000
2016
4
Replacement of TV Truck Vehicle No. 4407
240,000
2017
4
Replacement Vacuum Truck Veh No. 488
300,000
2017
4
Replacement of Water Utility Trucks Vehicle No. 4421 & 402
90,000
2016
4
Replacement Service Trucks Vehicle No. 4425 & 4401
160,000
2016
4
Replacement of Ford Pick Up No. 4403
35,000
2016
4
Replace 3 yd Loader No. 739
140,000
2018
4
TOTAL UTILITY
15,391,000
Equipment/Fleet: Water Plant Division
PHYSICAL ENVIRONMENT IMPROVEMENTS: DR001
Old Public Works Facility Repave Parking Lot
70,000
2017
1
DR002
Fuel Pump Canopy ‐ Public Works Facility
50,000
2017
1
DR003
Public Work Bldg A Electric Gate Installed at Entrance
25,000
2018
1
DR004
Miscellaneous Drainage Projects
400,000 400,000
2018 2019
5 5
DR005
8th Avenue Flood Control Project
1,900,000
2018
5
Replace Dump Truck No. 834 (8‐yd)
95,000
2017
1
New 4X2 Truck For Irrigation Crew
25,337
2017
1
TOTAL PHYSICAL ENVIRONMENT
2,965,337
2018 2019 2020
8 8 8
Equipment/Fleet: Grounds Maintenance
TRANSPORTATION IMPROVEMENTS: TR001
Rehabilitation of City Bridges (SE 15 Ave. , SE 13 Ave. & SE 15 Ave.)
500,000 500,000 500,000
227
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 PROJECT NUMBER
PROJECT DESCRIPTION
COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
TRANSPORTATION IMPROVEMENTS (Cont'd): TR002
Concrete Sidewalk Construction Program (ADA Compliance)
200,000 200,000 200,000 200,000
2017 2018 2019 2020
2 2 2 2
TR003
SW 11th Way ‐ four Lane Imp. ( FAU Research Park Boulevard)
3,600,000
2019
8
TR004
Installation of Patterned Crosswalks Citywide
279,000
2016
2
Replace of Street Sweeper Vehicle No. 673
60,000
2016
2
Replace of Street Sweeper Vehicle No. 676
240,000
2018
2
Cargo Van
32,000
2016
1
TOTAL TRANSPORTATION
6,511,000
Equipment/Fleet: Streets Maintenance
PUBLIC SAFETY IMPROVEMENTS: PS001
Fire Station 66. Replacing Four (4) Existing Garage Doors
40,000
2016
1
PS002
Fire Station 75. Replacing Two (2) Existing Garage Doors
25,000
2016
1
Replacement Engine Vehicle No. 91021
650,000
2016
1
Replacement Rescue Vehicle No. 91029
375,000
2016
1
Replacement Rescue Vehicle No. 2080
375,000
2016
1
Replacement Rescue Vehicle No. 93131
390,000
2017
1
Replacement Rescue Vehicle No. 92132
390,000
2017
1
Replacement Engine Vehicle No. 91022
625,000
2017
1
Replacement Rescue Vehicle No. 92137
400,000
2018
1
Replacement Rescue Vehicle No. 92140
410,000
2019
1
Replacement Rescue Vehicle No. 92142
415,000
2020
1
Replacement Engine Vehicle No. 91020
640,000
2019
1
Equipment/Fleet:
228
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
Replacement Engine Vehicle No. 91019
650,000
2020
1
TOTAL PUBLIC SAFETY
5,385,000
PROJECT NUMBER
PROJECT DESCRIPTION
PUBLIC SAFETY IMPROVEMENTS (Cont'd):
CULTURE & RECREATION IMPROVEMENTS: RE001
Scoreboards
25,000
2016
1
RE002
South Beach Pavers
100,000
2016
1
RE003
Teen Center Basketball Court
50,000
2016
1
RE004
Pioneer Park Playground
250,000
2016
1
RE005
Deer Run (2) Playgrounds
100,000
2016
1
RE006
Highlands Park Playground
65,000
2016
1
RE007
Shade Structures ‐ Oveta and Middle School Complex
120,000
2016
1
RE008
New 2nd entrance to Oveta McKeithen
100,000
2016
1
RE009
Hillsboro Boulevard Street Lighting
60,000
2016
2
RE010
Turnstile
30,000
2016
1
RE011
Citywide Park Signage
37,500
2017
1
RE012
Citywide Parks Fencing
70,000
2017
1
RE013
Constitution Park Rec Ctr
300,000
2017
1
RE014
Beach Area Landscape
50,000
2017
1
RE015
Constitution Park Land Management
300,000
2017
7
RE016
Tree Surrounds Aggregate Stone Along Ocean Way
50,000
2017
1
RE017
South Beach Restrooms Roof Replacement and Structure Repairs
150,000
2017
1
RE018
New Garbage Receptacle Throughout The Parks System
30,000
2017
1
RE019
Signage Improvement and Replacements Throughout the Parks System (ex: Parking Areas, Directional, Parks Signs, Way‐Finding, etc.)
50,000
2017
1
RE020
New Fencing Throughout The Parks System
300,000
2017
1
229
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 PROJECT NUMBER
PROJECT DESCRIPTION
COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
CULTURE & RECREATION IMPROVEMENTS (Cont'd): RE021
Tam OʹShanter Park Development (Engineering & Design Infrastructure, Utilities Installation, Phones, Electrical Needs, Prep Work, Fire Hydrants, Water Retention Issues Athletic Facilities, etc.)
3,000,000 2,000,000 1,500,000 1,500,000
2017 2018 2019 2020
1 1 1 1
RE022
ADA Compliance/Transit Improvements (CRA Project)
500,000
2016
10
RE023
North A1A Streetscape (CRA Project)
750,000
2016
10
RE024
Public Private Partnership (CRA Project)
250,000
2016
10
RE025
Infrastructure, Utilities Installation, Phones, Electrical Needs, Prep Work, Fire Hydrants, Water Retention Issues Athletic Facilities, etc.
2,000,000 1,500,000 1,500,000
2018 2019 2020
1 1 1
RE026
Playground Equipment for City Park With Shade Structures
120,000 120,000 250,000
2018 2019 2020
9 9 9
RE027
Beach Renovation
2,250,000
2018
9
RE028
Westside Park Recreation Center Improvements
3,000,000
2019
9
RE029
Pioneer Park ‐ Concession Stand/Press Box
700,000
2018
7
RE030
City‐wide Park Improvements
500,000
2018
1
RE031
Nine New Lifeguard Towers On The Beach
400,000
2018
1
RE032
Picnic Tables Replacements Throughout The Parks System
25,000
2018
1
RE033
Villages of Hillsboro Park Improvements (i.e. Walking Pathway, Athletic, Court Lighting, Basketball Courts, Tennis Courts, Roof on Restroom, Boat Ramp, Improvements, etc.)
300,000
2018
1
RE034
Johnnie McKeithen Park Improvements (Miscellaneous Upgrades, Development of the Underdeveloped Portion of the Park, etc.)
350,000
2018
1
RE035
Westside Park Recreation Center Improvements
3,000,000
2019
1
RE036
Pioneer Park Upgrades
1,275,000
2018
9
RE037
Tennis Center Improvements (Lights, Fencing, Parking Lot, etc.)
125,000
2019
1
230
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 PROJECT NUMBER
PROJECT DESCRIPTION
COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
CULTURE & RECREATION IMPROVEMENTS (Cont'd): RE038
South Beach Renovations And Improvements (outside the CRA Boundary)
960,000
2019
1
RE039
Beach Wedding Deck (Replacement of wooden deck and pilings)
310,000
2016
1
Tractor (For Beach Raking)
60,000
2016
1
Playground Equipment for City Parks
60,000 60,000 60,000
2017 2018 2019
1 1 1
Pick‐ up Truck With Crew Cab (2)
64,500
2018
1
Toyota Tacoma (4)
123,580
2016
1
Pick‐up Heavy Duty ruck With Crew Cab ‐ No. 3400
45,000
2019
1
TOTAL CULTURE & RECREATION
30,895,580
Equipment/Fleet:
GENERAL GOVERNMENT: GEN001
City Owned Fiber Optic
61,900
2016
1
GEN002
Employee Health Clinic
130,000
2016
1
GEN003
NE Focal Point. Renovation of Two (2) Restrooms
45,000
2016
1
GEN004
NE Focal Point. Replacing of Carpeting and VCT Flooring for Alzheimer & Senior Center Areas.
25,000
2016
1
GEN005
Fuel Pump and Canopy
50,000 50,000
2016 2017
1 1
GEN006
NE Focal Point Expansion Phase III
700,000
2017
9
GEN007
Reconfiguration & Resurfacing of NEFP Parking Lot
230,000
2017
7
GEN008
Focal Point Replace Kitchen Cabinets
50,000
2017
1
GEN009
City Hall Replace Flooring and Cast Iron Piping
35,000
2017
1
GEN010
City Hall Waterproof and Paint Exterior
70,000
2017
1
GEN011
City Hall Replace Parking Lot Lighting
125,000
2017
1
GEN012
City Hall Repave Parking Lot
40,000
2017
1
231
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 PROJECT NUMBER
PROJECT DESCRIPTION
COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
GENERAL GOVERNMENT (Cont'd): GEN013
City Hall Renovation/Building Campus (Facilities)
175,000
2017
1
GEN014
New City Hall/Public Safety Complex
15,000,000
2017
8
GEN015
Oveta Mckeithen/Johnny Tigner Community Center
5,000,000
2018
8
GEN016
New Northeast Focal Point Campus
5,000,000
2018
8
2015 Sport Utility 4Runner to Replace Toyota Highlander
38,670
2016
1
Generator Fuel Tank ‐ City Hall
30,000
2017
1
TOTAL GEN GOVʹT/HUMAN SVCS
26,855,570
315,000
2016
3
400,000
2016
3
390,000
2016
3
350,000
2016
3
60,000
2016
3
270,000
2017
3
270,000
2017
3
429,000
2017
3
250,000
2017
3
283,000
2018
3
Replace Boom Trash Truck 5102
283,000
2018
3
Replace GS Products Recycle Truck 5104
450,000
2018
3
Replace Flat‐Bed Truck 5105
225,000
2018
3
Replace EZ Pack Front Loader Truck 5106
420,000
2018
3
Replace Ford Escape Truck 187
31,000
2018
3
Repair/Replace Misc. Dumpsters, Roll‐offs and Other Containers
200,000
2018
3
Equipment/Fleet:
SOLID WASTE/RECYCLING IMPROVEMENTS: Equipment/Fleet: Replace Roll‐off Truck 155 Replace Heil Front Loader Truck 157 Replace GS Products Recycle Truck 5103 (ASL) Add Rear Loader for Bulk Operations Add Pneumatic Tire Forklift Replace Boom Truck 185 Replace Boom Trash Truck 186 Replace Trash Truck 193 Repair/Replace Misc. Dumpsters, Roll‐offs and Other Containers Replace Boom Trash Truck 5101
232
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2016 - 2020 COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
Replace EZ Pack Front Loader Truck 5110
441,000
2019
3
Replace Mack Roll‐off Truck 5112
382,000
2019
3
Replace Mack Roll‐off Truck 5113
382,000
2019
3
Replace Heil Front Loader Truck 5117
441,000
2019
3
Replace Automated Sideloader Truck 5119
473,000
2019
3
Replace F150 Pickup Truck 5107
31,000
2019
3
Repair/Replace Misc. Dumpsters, Roll‐offs and Other Containers
150,000
2019
3
Replace Autocar Automated Sideloader Truck 5120
500,000
2020
3
Replace Mack Automated Sideloader Truck 5121
500,000
2020
3
Replace F150 Pickup Truck 5118
37,000
2020
3
Repair/Replace Misc. Dumpsters, Roll‐offs and Other Containers
100,000
2020
3
TOTAL SOLID WASTE
8,063,000
TOTAL ESTIMATED COST (FY 2016 - 2020)
$ 96,066,487
PROJECT NUMBER
PROJECT DESCRIPTION
SOLID WASTE/RECYCLING IMPROVEMENTS (Cont'd):
TOTAL
FUNDING SOURCE CODES
$ 27,928,487 1,439,000 8,063,000 7,046,000 2,700,000 8,345,000 1,230,000 30,100,000 7,715,000 1,500,000 $ 96,066,487
1 ‐ General Fund 2 ‐ Road and Bridge Fund 3 ‐ Solid Waste Fund 4 ‐ Utility Operating Fund 5 ‐ Stormwater Fee 6 ‐ W/S Renewal & Replacement Fund 7 ‐ Grant Funds 8 ‐ General Obligation/Revenue Bonds 9 ‐ FL Municipal Loan Council Revenue Bonds 10 ‐ Community Redevelopment Agency Fund TOTAL
ESTIMATED COST
FUNDING BY YEAR
Fiscal Year 2016 Fiscal Year 2017 Fiscal Year 2018 Fiscal Year 2019 Fiscal Year 2020
10,906,150 28,356,837 29,591,500 19,710,000 7,502,000 $ 96,066,487
TOTAL
233
City of Deerfield Beach, Florida Capital Improvement Funding Sources Fiscal Years 2016 ‐ 2020
Florida Municipal Loan Council Revenue Bonds 8% Community Redevelopment Agency Fund 2%
General Obligation/Revenue Bonds 31%
Grant Funds 1%
General Fund 29%
Road and Bridge Fund 2%
W/S Renewal & Replacement Fund 9%
Stormwater Fee 3%
Solid Waste Fund 8%
Utility Operating Fund 7%
Total Funding (2016 - 2020): $96,066,487
234
CITY OF DEERFIELD BEACH CAPITAL IMPROVEMENT PLAN SUMMARY - ALL FUNDS FISCAL YEARS 2016 - 2020
Fund General Fund
2015-16
2016-17
2017-18
2018-19
2019-20
Total Budget
3,181,150
6,317,837
6,124,500
8,240,000
4,065,000
27,928,487
399,000
200,000
440,000
200,000
200,000
1,439,000
Solid Waste Fund
1,515,000
1,219,000
1,892,000
2,300,000
1,137,000
8,063,000
Utility Operating Fund
1,366,000
3,040,000
2,640,000
-
-
7,046,000
-
-
2,300,000
400,000
-
2,700,000
2,945,000
1,350,000
1,350,000
1,350,000
1,350,000
8,345,000
Grants Fund
-
530,000
700,000
-
-
1,230,000
General Obligation/Revenue Bonds
-
15,000,000
10,500,000
4,100,000
500,000
30,100,000
Florida Municipal Loan Council Revenue Bonds
-
700,000
3,645,000
3,120,000
250,000
7,715,000
1,500,000
-
-
-
-
1,500,000
10,906,150
28,356,837
29,591,500
19,710,000
7,502,000
96,066,487
Road and Bridge Fund
Stormwater Utility Fund Water & Sewer Renewal and Replacement Fund
Community Redevelopment Agency Fund
235
Commission District
CIP 2016 General Fund
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Fire Station 66. Replacing Four (4) Existing Garage Doors Fire Station 75. Replacing Two (2) Existing Garage Doors Scoreboards South Beach Pavers Teen Center Basketball Court Pioneer Park Playground Deer Run (2) Playgrounds Highlands Park Playground Shade Structures - Oveta and Middle School Complex New 2nd entrance to Oveta McKeithen Turnstile Beach Wedding Deck (Replacement of wooden deck and pilings) City Owned Fiber Optic NE Focal Point. Renovation of Two (2) Restrooms NE Focal Point. Replacing of Carpeting and VCT Flooring for Fuel Pump and Canopy Employees Health Clinic 236
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This map and all information contained on it is used by the City of Deerfield Beach for City planning purposes only. The City of Deerfield Beach makes no representation as to the accuracy of any information contained therein. The burden for determining the accuracy, completeness, and general reliability of the information contained herein rests solely with the person who uses same. The City of Deerfield Beach makes no warranties, expressed or implied as to the accuracy of the information contained herein, there are no implied warranties or merchantability or fitness for a particular purpose, and any person who has a copy of this map, by virtue of their possession of same, does hereby acknowledge and accept the limitations as set forth herein and acknowledges the lack of any warranties, expressed or implied, as to the accuracy of the information contained thereon. In no event shall the City of Deerfield Beach be liable to the person possessing or using this map or any party for damages of any type, including but not limited to incidental, consequential or exemplary damages arising out of the use or inability to use this map or the material information contained thereon.
4
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Park
DISCLAIMER
A1A
Created by the City of Deerfield Beach GIS Published 9-16-15
LIGHTHOUSE POINT
12 " )
City of Deerfield Beach, Florida Capital Improvement Plan General Fund Fiscal Years 2016-2020
2016
2017
2018
2019
2020
Total Budget
Property Taxes & Other General Fund Revenues
$ 3,181,150
$ 6,317,837
$ 6,124,500
$ 8,240,000
$ 4,065,000
$ 27,928,487
Total Revenues and Other Financing Sources
$ 3,181,150
$ 6,317,837
$ 6,124,500
$ 8,240,000
$ 4,065,000
$ 27,928,487
$ 40,000 25,000 25,000 100,000 50,000 250,000 100,000 65,000 120,000 100,000 30,000 61,900 130,000 45,000 25,000 310,000 50,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,526,900
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50,000 70,000 50,000 37,500 70,000 300,000 50,000 50,000 150,000 30,000 50,000 300,000 50,000 35,000 70,000 125,000 40,000 175,000 3,000,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,702,500
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,000,000 2,000,000 500,000 400,000 25,000 300,000 350,000 25,000 ‐ ‐ ‐ 5,600,000
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,500,000 1,500,000 ‐ ‐ ‐ ‐ ‐ ‐ 3,000,000 125,000 960,000 7,085,000
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,500,000 1,500,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,000,000
$ 40,000 25,000 25,000 100,000 50,000 250,000 100,000 65,000 120,000 100,000 30,000 61,900 130,000 45,000 25,000 310,000 100,000 70,000 50,000 37,500 70,000 300,000 50,000 50,000 150,000 30,000 50,000 300,000 50,000 35,000 70,000 125,000 40,000 175,000 8,000,000 5,000,000 500,000 400,000 25,000 300,000 350,000 25,000 3,000,000 125,000 960,000 21,914,400
REVENUES AND OTHER FINANCING SOURCES
EXPENDITURES AND OTHER FINANCING USES
Facility Alterations/Repairs Fire Station 66. Replacing Four (4) Existing Garage Doors Fire Station 75. Replacing Four (4) Existing Garage Doors Scoreboards South Beach Pavers Teen Center Basketball Court Pioneer Park Playground Deer Run (2) Playgrounds Highlands Park Playground Shade Structures ‐ Oveta and Middle School Complex New 2nd entrance to Oveta McKeithen Turnstile City Owned Fiber Optic Employee Health Clinic NE Focal Point. Renovation of Two (2) Restrooms NE F.P. Replacing of Carpeting for Alzheimer & Senior Beach Wedding Deck (Replacement of wooden deck) Fuel Pump and Canopy Old Public Works Facility Repave Parking Lot Fuel Pump Canopy ‐ Public Works Facility Citywide Park Signage Citywide Parks Fencing Constitution Park Rec Ctr Beach Area Landscape Tree Surrounds Aggregate Stone Along Ocean Way South Beach Restrooms Roof Replacement - Structure Repair New Garbage Receptacle Throughout The Parks System Signage Improvement and Replacements New Fencing Throughout The Parks System Focal Point Replace Kitchen Cabinets City Hall Replace Flooring and Cast Iron Piping City Hall Waterproof and Paint Exterior City Hall Replace Parking Lot Lighting City Hall Repave Parking Lot City Hall Renovation/Building Campus (Facilities) Tam OʹShanter Park Development Infrastructure, Utilities Installation, Phones, Electrical, etc. City‐wide Park Improvements Nine New Lifeguard Towers On The Beach Picnic Tables Replacements Throughout The Parks System Villages of Hillsboro Park Improvements Johnnie McKeithen Park Improvements Public Work Bldg. ʺAʺ Electric Gate Installed at Entrance Westside Park Recreation Center Improvements Tennis Center Improvements South Beach Renovations And Improvements
237
City of Deerfield Beach, Florida Capital Improvement Plan General Fund Fiscal Years 2016-2020
Equipment/Fleet Cargo Van Replacement Engine Vehicle No. 91021 Replacement Rescue Vehicle No. 91029 Replacement Rescue Vehicle No. 2080 Tractor (For Beach Raking) Toyota Tacoma (4) 2015 Sport Utility 4Runner to Replace Toyota Highlander Replace Dump Truck No. 834 (8‐yd) New 4X2 Truck For Irrigation Crew Replacement Rescue Vehicle No. 93131 Replacement Rescue Vehicle No. 92132 Replacement Engine Vehicle No. 91022 Generator Fuel Tank ‐ City Hall Playground Equipment for City Parks Replacement Rescue Vehicle No. 92137 Pick ‐ up Truck With Crew Cab (2) Replacement Rescue Vehicle No. 92140 Replacement Engine Vehicle No. 91020 Pick ‐ up Heavy Duty Truck With Crew Cab No. 3400 Replacement Engine Vehicle No. 91019 Replacement Rescue Vehicle No. 92142 Total Expenditures & Other Financing Uses
2016
2017
2018
2019
2020
Total Budget
$ 32,000 650,000 375,000 375,000 60,000 123,580 38,670 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,654,250
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 95,000 25,337 390,000 390,000 625,000 30,000 60,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,615,337
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60,000 400,000 64,500 ‐ ‐ ‐ ‐ ‐ 524,500
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60,000 ‐ ‐ 410,000 640,000 45,000 ‐ ‐ 1,155,000
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650,000 415,000 1,065,000
$ 32,000 650,000 375,000 375,000 60,000 123,580 38,670 95,000 25,337 390,000 390,000 625,000 30,000 180,000 400,000 64,500 410,000 640,000 45,000 650,000 415,000 6,014,087
$ 3,181,150
$ 6,317,837
$ 6,124,500
$ 8,240,000
$ 4,065,000
$ 27,928,487
238
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces four (4) existing garage doors at the Fire Station # 66 which are approximately 30 years old. The doors will be upgraded with hurricane rated approved products.
Service Cost Impact Provide a Safe and Healthy Environment ‐ This project will benefit the Fire Department and the services provided to the citizens.
Project No: PS001
Department: Facilities Maintenance Project Title: Fire Station 66. Replacing four existing garage doors Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ ‐ ‐ ‐ ‐ 40,000
Total Cost
40,000
Funding Source: General Fund
239
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces two (2) existing garage doors at the Fire Station # 75 which are approximately 30 years old and corroding due to salt air environments. The doors will be upgraded with hurricane rated approved products.
Service Cost Impact Provide a Safe and Healthy Environmen t ‐ This project will benefit the Fire Department and the services provided to the citizens.
Project No: PS002
Department: Facilities Maintenance Project Title: Fire Station 75. Replacing two existing garage doors Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ ‐ ‐ ‐ ‐ 25,000
Total Cost
25,000
Funding Source: General Fund
240
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project involves the installation of scoreboards with increased technology and LED displays. The project will take place at the Oveta McKeithen Recreational Complex located at 445 SW 2nd St.
Service Cost Impact Promote New Technology ‐ This Project will promote new technology and make keeping track of scores and games easier and better to view.
Project No: RE001
Department: Parks & Recreation Project Title: Scoreboards Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ 25,000 ‐ ‐ ‐ ‐
Total Cost
25,000
Funding Source: General Fund
241
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will extend the paver brick boardwalk along the south end of the beach in order to further tie in and complete the look and design of our famous International Pier and Beach.
Service Cost Impact Tourism and Community Attraction ‐ The project will enhance the look and complete design of Deerfield Beach International Pier and Beach. The community and visitors of Deerfield Beach will benefit from this project.
Project No: RE002
Department: Project Title:
Parks & Recreation South Beach Pavers
Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 28,000 72,000 ‐ ‐ ‐ ‐
Total Cost
100,000
Funding Source: General Fund
242
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will promote good health and competitive spirit of the teens who belong to the Teen Center located at 1345 SW 11th Way. Teens will receive mentoring in careers, fellowship and healthy lifestyles.
Service Cost Impact Teen Healthy Lifestyles ‐ This project promote healthy lifestyle, competitive spirit and mentoring in careers to the teens who belong to the Teen Center.
Project No: RE003
Department: Parks & Recreation Project Title: Teen Center Baskeball Court Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 14,000 36,000 ‐ ‐ ‐ ‐
Total Cost
50,000
Funding Source: General Fund
243
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description The designed life expectancy for playgrounds is approximately twenty years. The Pioneer Playground Park is currently at the end of that lifecycle and the material has become brittle and unsafe. This project will renovate the playground at the Pioneer Park located at 217 NE 5 Ave.
Service Cost Impact Improvement & Safe Playground ‐ This project will provide a park playground that is safe to our community and the visitor of the City of Deerfield Beach.
Project No: RE004
Department: Parks & Recreation Project Title: Pioneer Park Playground Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
2016 12,500 70,000 140,000 ‐ ‐ 27,500 ‐
Total Cost
250,000
Funding Source: General Fund
244
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description The designed life expectancy for playgrounds is approximately twenty years. The Deer Run Playgrounds are currently scheduled for replacement. Deer Run Playgrounds are located at 301st Avenue and SW 31th Avenue. The City playgrounds have trended toward more updated designs and durable material. Deer Run will be more in line with this goal.
Service Cost Impact Improvement & Safe Playground ‐ This project will provide a park playground that is safe to our community and the visitor of the City of Deerfield Beach.
Project No: RE005
Department: Parks & Recreation Project Title: Deer Run (2) Playgrounds Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
2016 5,000 28,000 56,000 ‐ ‐ 11,000 ‐
Total Cost
100,000
Funding Source: General Fund
245
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description The Highlands Park Community Center playground is located at 511 NE 44 street and is part of a Joint Participation Agreement between the City of Deerfield Beach and Broward County. The project includes the contruction of a 2,400 square‐foot Community Center, lighting and landscaping improvements and modification of existing parking lot.
Service Cost Impact Improvement & Safe Playground ‐ This project will provide a park playground that is safe to our community and the visitors to the City of Deerfield Beach.
Project No: RE006
Department: Parks & Recreation Project Title: Highlands Park Playgrond Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
2016 3,250 18,200 36,400 ‐ ‐ 7,150 ‐
Total Cost
65,000
Funding Source: General Fund
246
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will enhance playground experiences by providing shade for children while at play. Two projects targeted are the newly renovated Oveda McKeithen Recreational complex located at 445 SW 2nd St. and the Middle School Atheltic complex located at 701 SE 6th Ave.
Service Cost Impact Enhance Playground Experience ‐ This project will enhance the experience of our communityʹs children by providing shade while playing at the Oveda Mckeithen Recreational Park.
Project No: RE007
Department: Parks & Recreation Project Title: Shade Structure - Oveda and Middle School Complex Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
2016 6,000 33,600 67,200 ‐ ‐ 13,200 ‐
Total Cost
120,000
Funding Source: General Fund
247
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project includes the re‐configuration of the parking lot and new entrance from Natura Boulevard at the Oveta McKeithen Complex located at 445 SW 2nd St.
Service Cost Impact Revitalization of Business & Neighborhood ‐ This project will give park visitors a second entrance option.
Project No: RE008
Department: Facilities Maintenance Project Title: New 2nd Entrance to Oveta Mckeithen Complex Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
2016 1,000 99,000 ‐ ‐ ‐ ‐ ‐
Total Cost
100,000
Funding Source: General Fund
248
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will add a turnstile to the entrance of the International Fishing Pier. This automatically counts patrons exiting and entering the Pier, and will provide accurate accounting of the tourists, patrons and fishermen that visit.
Service Cost Impact Accurate Statistical Data ‐ This project will provide accurate tally of the tourists, patrons and fishermen that visit the Pier.
Project No: RE010
Department: Parks & Recreation Project Title: Turnstile Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost Total Cost
2016 2,000 ‐ 28,000 ‐ ‐ ‐ ‐ 30,000
Funding Source: General Fund
249
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will allow the City to extend its current fiber optic network to remote locations that are on point to point, or wireless network. The projectʹs goal is to pull fiber optic cables to three (3) facilities. The locations included are: Cemetery, Aquatics and Oveta McKeithen Park.
Service Cost Impact Government Improvement ‐ This project will allow the City employees at different locations to directly be connected to the Cityʹs network and resources.
Project No: GEN001
Department: Information Technology Services Project Title: City Owned Fiber Optic Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 2,500 ‐ ‐ ‐ ‐ 59,400
Total Cost
61,900
Funding Source: General Fund
250
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description The project will provide a health clinic to City employees. The purpose of the Employees Health Clinic is to transfer costs associated with the Cityʹs group health plan and workerʹs compensation program to the clinic which will provide services at a lesser cost than the City is currently experiencing.
Service Cost Impact Human Services Improvement ‐ The project will provide health care services to City employees at a reduced rate.
Project No: GEN002
Department: Human Resources Project Title: Employees Health Clinic Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
2016 55,000
Total Cost
130,000
‐ ‐ ‐ 75,000 ‐
Funding Source: General Fund
251
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project includes the renovation of two (2) restrooms to comply with ADA standards, the replacement of 20 year old carpeting and VCT flooring for the Alzheimerʹs and Senior Center areas. The renovation will take place at the NE Focal Point Senior Center located at 227 N.W. 2nd St.
Service Cost Impact Provide a Safe and Healthy Environment ‐ This project will benefit the handicapped participants of the NE Focal Point Senior Center, Alzheimer, staff and the community.
Project No: GEN003 & GEN004
Department: Facilities Maintenance Project Title: NE Focal Point (2) Restrooms Renovation Fiscal Year Capital Expenses Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
2016 3,000 112,000 ‐ ‐ ‐ ‐ ‐
Total Cost
115,000
Funding Source: General Fund
252
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources Economic Development Environmental Police/Fire & Rescue
Parks & Open Space 1 Potable Water/Sewer Telecommunication Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project consist of the replacement of the wooden deck, concrete restoration and installation of new 20x20 Tiki Hut. This project will benefit the community and visitors.
Service Cost Impact Public Safety Improvement - This project will restore the existing Beach Wedding Deck to be a safe place.
Project No: RE039
Department: Facilities Maintenance Project Title: Beach Wedding Desk Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
310,000
Total Cost
310,000
Funding Source: General Fund
253
Capital Improvement Project Narrative General Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will renovate the existing fuel pumps and install a canopy above each pump at 401 SW 4th Street (Central Campus).
Service Cost Impact Provide a Safe and Healthy Environment ‐ This project will protect the City employees and pumps during adverse weather events while extending the life of the fuel station and reduce costs of repairing the pumps in the long run.
Project No: GEN005
Department: Fleet Project Title: Fuel Pump and Canopy Fiscal Year Capital Expenses 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ ‐ ‐ ‐ ‐ 50,000
Total Cost
50,000
Funding Source: General Fund
254
Commission District
CIP 2016 Road and Bridge Fund
Y
" )1
S DIX IE HW
S POWERLINE RD
SW 10TH ST
S DIX IE HW
Y
SE 10TH ST
I - 95
N POWERLINE RD
W SAMPLE RD
W SAMPLE RD
" )1 " )2
N DIX IE HW Y N DIX IE HW Y
3
BROWARD COUNTY
NW 48TH ST NE 48TH ST
NE 3RD AVE
(GREEN RD)
E SAMPLE RD
POMPANO BEACH
Installation of Patterned Crosswalks Citywide Hillsboro Boulevard Street Lighting
255
EH
ILL
SB O
RO B LVD
1
SE 15TH ST
POMPANO BEACH
NW 9TH AVE
S POWERLINE RD
95 " ! $ #
COCONUT CREEK
" )2
A1A
N MILITARY TRL
2
S MILITARY TRL
E RD N POWERLIN
W HILLSBORO BLVD
Not To Scale
I-95
95 " ! $ #
ST
NW 48TH ST
Major Road
N FEDERAL HWY
BOCA RATON - PALM BEACH COUNTY PALM BEACH COUNTY
PALM BEACH COUNTY
0TH
Water
Financial Services
Date Saved: Wednesday, September 16, 2015 10:13:21 AM G:\Data\DeerfieldBeach\Finance\CIPBudget\2016\Cip2016Road8x11_150916.mxd
SW 1
School
S FEDE RAL HW Y
This map and all information contained on it is used by the City of Deerfield Beach for City planning purposes only. The City of Deerfield Beach makes no representation as to the accuracy of any information contained therein. The burden for determining the accuracy, completeness, and general reliability of the information contained herein rests solely with the person who uses same. The City of Deerfield Beach makes no warranties, expressed or implied as to the accuracy of the information contained herein, there are no implied warranties or merchantability or fitness for a particular purpose, and any person who has a copy of this map, by virtue of their possession of same, does hereby acknowledge and accept the limitations as set forth herein and acknowledges the lack of any warranties, expressed or implied, as to the accuracy of the information contained thereon. In no event shall the City of Deerfield Beach be liable to the person possessing or using this map or any party for damages of any type, including but not limited to incidental, consequential or exemplary damages arising out of the use or inability to use this map or the material information contained thereon.
4
.
Park
DISCLAIMER
A1A
Created by the City of Deerfield Beach GIS Published 9-16-15
LIGHTHOUSE POINT
City of Deerfield Beach, Florida Capital Improvement Plan Road and Bridge Fund Fiscal Years 2016-2020
2016
2017
2018
2019
2020
Total Budget
$ 339,000 60,000
$ 200,000 ‐
$ 200,000 240,000
$ 200,000 ‐
$ 200,000 ‐
$ 1,139,000 300,000
$ 399,000
$ 200,000
$ 440,000
$ 200,000
$ 200,000
$ 1,439,000
$ 279,000 60,000 ‐
$ ‐ ‐ 200,000
$ ‐ ‐ 200,000
$ ‐ ‐ 200,000
$ ‐ ‐ 200,000
$ 279,000 60,000 800,000
$ 339,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 1,139,000
$ 60,000 $ ‐ ‐ ‐
$ ‐ 240,000
$ ‐ ‐
$ ‐ ‐
$ 60,000 240,000
$ 60,000
$ ‐
$ 240,000
$ ‐
$ ‐
$ 300,000
$ 399,000
$ 200,000
$ 440,000
$ 200,000
$ 200,000
$ 1,439,000
REVENUES AND OTHER FINANCING SOURCES
Local Option Gas Tax Lease/Purchase Proceeds Total Revenues & Other Financing Sources
EXPENDITURES & OTHER FINANCING USES
Infrastructure Projects Installation of Patterned Crosswalks Citywide Hillsboro Boulevard Lighting Concrete Sidewalk Construction Program
Equipment/Fleet Replace of Street Sweeper Vehicle No. 673 Replace of Street Sweeper Vehicle No. 676 Total Expenditures & Other Financing Uses
256
Capital Improvement Project Narrative Road and Bridge Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project is for the installation of crosswalks on the side streets and selected crossings on Hillsboro Boulevard between Military Trail and Federal Highway. The installation of crosswalks is part of FDOTʹs upcoming roadway resurfacing, restoration and rehabilitation.
Service Cost Impact Vitality and Revitalization of Business Districts and Neighborhood ‐ The patterned sidewalk project is aimed at improving the safety of pedestrians at crosswalks.
Project No: TR004
Department: Environmental Services Project Title: Installation of Patterned Crosswalks Citywide Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ ‐ ‐ ‐ ‐ 279,000
Total Cost
279,000
Funding Source: General Fund
257
Capital Improvement Project Narrative Road and Bridge Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project is a funding of a Joint Participation Agreement (JPA) between the City and Forida Department of Transportaiton (FDOT) for installation of decorative lighting between Dixie Highway and Federal Highway as part of an upcoming FDOT roadway resurfacing, restoration and rehabilitation (3R) project on Hillsboro Boulevard.
Service Cost Impact Vitality and Revitalization of Business Districts and Neighborhood ‐ The decorative poles match the existing poles on Hillsboro boulevard between Natura Boulevard and Dixie Highway and between Federal Highway and SR A1A.
Project No: RE009
Department: Parks and Recreation Project Title: Hillsboro Boulevard Lighting Fiscal Year Capital Expense 2016
Expenditures Professional Svc. Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 60,000 ‐ ‐ ‐ ‐ ‐
Total Cost
60,000
Funding Source: General Fund
258
City of Deerfield Beach, Florida Capital Improvement Plan Solid Waste Fund Fiscal Years 2016-2020 2016
2017
2018
2019
2020
Total Budget
REVENUES & OTHER FINANCING SOURCES
Lease/Purchase Proceeds
$ 1,515,000 $ 1,219,000 $ 1,892,000 $ 2,300,000 $ 1,137,000 $ 8,063,000
Total Revenues & Other Financing Sources
$ 1,515,000 $ 1,219,000 $ 1,892,000 $ 2,300,000 $ 1,137,000 $ 8,063,000
EXPENDITURES & OTHER FINANCING USES
Equipment/Fleet - Solid Waste Replace Roll‐off Truck 155 Add Rear Loader for Bulk Operations Replace GS Products Recycle Truck 5103 (ASL) Replace Heil Front Loader Truck 157 Add Pneumatic Tire Forklift Repair/Replace Misc. Dumpsters, Roll‐offs Replace Boom Trash Truck 186 Replace Boom Truck 185 Replace Trash Truck 193 Replace Boom Trash Truck 5101 Replace Boom Trash Truck 5102 Replace EZ Pack Front Loader Truck 5106 Replace Flat‐Bed Truck 5105 Replace Ford Escape Truck 187 Replace GS Products Recycle Truck 5104 Replace Automated Side loader Truck 5119 Replace EZ Pack Front Loader Truck 5110 Replace F150 Pickup Truck 5107 Replace Heil Front Loader Truck 5117 Replace Mack Roll‐off Truck 5112 Replace Mack Roll‐off Truck 5113 Replace Auto car Automated Side loader Truck 5120 Replace Mack Automated Side loader Truck 5121 Replace F150 Pickup Truck 5118
$ 315,000 350,000 390,000 400,000 60,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
$ ‐ ‐ ‐ ‐ ‐ 250,000 270,000 270,000 429,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
$ ‐ ‐ ‐ ‐ ‐ 200,000 ‐ ‐ ‐ 283,000 283,000 420,000 225,000 31,000 450,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
$ ‐ ‐ ‐ ‐ ‐ 150,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 473,000 441,000 31,000 441,000 382,000 382,000 ‐ ‐ ‐
$ ‐ ‐ ‐ ‐ ‐ 100,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 500,000 500,000 37,000
$ 315,000 350,000 390,000 400,000 60,000 700,000 270,000 270,000 429,000 283,000 283,000 420,000 225,000 31,000 450,000 473,000 441,000 31,000 441,000 382,000 382,000 500,000 500,000 37,000
1,515,000 1,219,000 1,892,000 2,300,000 1,137,000 8,063,000 Total Expenditures & Other Financing Uses
$ 1,515,000 $ 1,219,000 $ 1,892,000 $ 2,300,000 $ 1,137,000 $ 8,063,000
259
Commission District
CIP 2016 Utility Operating Fund
Y
SW 10TH ST
S DIX IE HW
Y
SE 10TH ST
W SAMPLE RD
" )1 " )2 " )3 " )4
I - 95 W SAMPLE RD
N DIX IE HW Y N DIX IE HW Y
3
NW 48TH ST NE 48TH ST
NE 3RD AVE
N POWERLINE RD
BROWARD COUNTY
(GREEN RD)
E SAMPLE RD
POMPANO BEACH
Replacement of A/C Units Building Enclosure for Concentrate Deep Well Injection Pump Automatic Meter Reading (AMR) Replacement Pumps For Sewer Lift Stations
260
SB O
RO BLVD
1
SE 15TH ST
POMPANO BEACH
NW 9TH AVE
S POWERLINE RD
95 " ! $ #
COCONUT CREEK
S DIX IE HW
S MILITARY TRL
S POWERLINE RD
2
)3 " )2 " )4 " )1 "
EH ILL
A1A
N MILITARY TRL
E RD N POWERLIN
W HILLSBORO BLVD
Not To Scale
I-95
95 " ! $ #
ST
NW 48TH ST
Major Road
N FEDERAL HWY
BOCA RATON - PALM BEACH COUNTY PALM BEACH COUNTY
PALM BEACH COUNTY
0TH
Water
Financial Services
Date Saved: Wednesday, September 16, 2015 10:11:36 AM G:\Data\DeerfieldBeach\Finance\CIPBudget\2016\Cip2016Utility8x11_150916.mxd
SW 1
School
S FEDE RAL HW Y
This map and all information contained on it is used by the City of Deerfield Beach for City planning purposes only. The City of Deerfield Beach makes no representation as to the accuracy of any information contained therein. The burden for determining the accuracy, completeness, and general reliability of the information contained herein rests solely with the person who uses same. The City of Deerfield Beach makes no warranties, expressed or implied as to the accuracy of the information contained herein, there are no implied warranties or merchantability or fitness for a particular purpose, and any person who has a copy of this map, by virtue of their possession of same, does hereby acknowledge and accept the limitations as set forth herein and acknowledges the lack of any warranties, expressed or implied, as to the accuracy of the information contained thereon. In no event shall the City of Deerfield Beach be liable to the person possessing or using this map or any party for damages of any type, including but not limited to incidental, consequential or exemplary damages arising out of the use or inability to use this map or the material information contained thereon.
4
.
Park
DISCLAIMER
A1A
Created by the City of Deerfield Beach GIS Published 9-16-15
LIGHTHOUSE POINT
City of Deerfield Beach, Florida Capital Improvement Plan Utility Operating Fund Fiscal Years 2016-2020 2016
2017
2018
$ 731,000 635,000
$ 2,500,000 540,000
$ 1,366,000
$ 36,000 75,000 120,000 500,000 ‐
Total Budget
2019
2020
$ 2,500,000 140,000
$ ‐ ‐
$ ‐ ‐
$ 5,731,000 1,315,000
$ 3,040,000
$ 2,640,000
$ ‐
$ ‐
$ 7,046,000
$ ‐ ‐ ‐ 500,000 2,000,000 2,500,000
$ ‐ ‐ ‐ ‐ ‐
$ ‐ ‐ ‐ ‐ ‐
731,000
$ ‐ ‐ ‐ 500,000 2,000,000 2,500,000
‐
‐
$ 36,000 75,000 120,000 1,500,000 4,000,000 5,731,000
$ 350,000 90,000 160,000 35,000 ‐ ‐ ‐
$ ‐ ‐ ‐ ‐ ‐ 240,000 300,000
$ ‐ ‐ ‐ ‐ 140,000 ‐ ‐
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐
$ 350,000 90,000 160,000 35,000 140,000 240,000 300,000
635,000
540,000
140,000
‐
‐
1,315,000
$ 1,366,000
$ 3,040,000
$ 2,640,000
$ ‐
$ ‐
$ 7,046,000
REVENUES AND OTHER FINANCING SOURCES
Charges for Services Lease/Purchase Proceeds Total Revenues & Other Financing Sources
EXPENDITURES & OTHER FINANCING USES
Replacement of A/C Units Building Enclosure for Concentrate Deep Well Injection Pump Replacement Pumps For Sewer Lift Stations Automatic Meter Reading (AMR) Rehabilitation of Lift Stations Equipment/Fleet - Water Plant Replacement Vacuum Truck Vehicle No. 4409 Replacement of Water Utility Trucks Vehicle No. 4421 & 402 Replacement Service Trucks Vehicle No. 4425 & 4401 Replacement of Ford Pick Up No. 4403 Replace 3 yd Loader No. 739 Replacement of TV Truck Vehicle No. 4407 Replacement Vacuum Truck Veh No. 488 Total Expenditures and Other Financing Uses
261
Capital Improvement Project Narrative Utility Operating Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project is for the replacement of four (4) existing air‐conditioning units located at the West Water Treatment Plant. The existing A/C units are aged and inefficient and have recently required extensive repairs.
Service Cost Impact Provide a Safe and Healthy Environment ‐ The new A/C will be more energy efficient having a positive impact on operating cost. In addition, the project will help with maintaining and controlling the temperature for very sensitive equipment used at the Water Plant.
Project No: WS006
Department: Water Plant Project Title: Replacement of A/C Unit Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 36,000 ‐ ‐ ‐ ‐ ‐
Total Cost
36,000
Funding Source: Utility Operating Fund
262
Capital Improvement Project Narrative Utility Operating Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project involves the construction of a building to house existing concentrate and deep well injection pumps and other electrical equipment located at the West Water Treatment Plant. The pump and electrical equipment work more efficiently under climate controlled conditions. Currently they are exposed to all weather elements and this affects their performance.
Service Cost Impact Provide a Safe and Healthy Environment ‐ The construction of a building to house existing well injection pumps and other electrical equipment from all weather conditions. As an energy saving project Cityʹs operating expenses will decrease.
Project No: WS007
Department: Project Title:
Water Plant
Building Enclosure for Concentrate Deep Well Injection Pump
Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 75,000 ‐ ‐ ‐ ‐ ‐
Total Cost
75,000
Funding Source: Utility Operating Fund
263
Capital Improvement Project Narrative Utility Operating Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will purchase new sanitary sewer pumps to replace existing aged and failing pumps or pumps taken out of service from various Lift Stations. These pumps are used for pumping wastewater that is collected from homes and businesses through forcemains to the Broward County Waste Water Treatment Plant for treatment and disposal.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new pumps will offer significant electrical energy saving in the operations of the Lift Stations and at the same time reduce the Cityʹs operating expenses.
Project No: WS009
Department: Utility Maintenance Project Title: Replacement Pumps for Sewer Lift Stations Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 120,000 ‐ ‐ ‐ ‐ ‐
Total Cost
120,000
Funding Source: Utility Operating Fund
264
Capital Improvement Project Narrative Utility Operating Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces all existing water meters with Automatic Meter Readers (AMR). This new technology will save the City the expense of periodic trips to each physical location to read a meter. In addition, billing can be based on near‐real‐time consumption rather than on estimates based on past or predicted consumption.
Service Cost Impact Ensure the Financial Health of the City Government ‐ This project will save the city the expense by reducing employeesʹs periodic trips to each location to read the meters. In addition, the billing can be on near‐real‐time consumption.
Project No: WS008
Department: Utility Maintenance Project Title: Automatic Meter Reading (AMR) Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ ‐ ‐ ‐ ‐ 500,000
Total Cost
500,000
Funding Source: Utility Operating Fund
265
City of Deerfield Beach, Florida Capital Improvement Plan Stormwater Fee Fiscal Years 2016-2020
2016
2017
2018
2019
Total Budget
2020
REVENUES AND OTHER
FINANCING SOURCES Stormwater Fee
$
‐
$ ‐
$ 2,300,000
$ 400,000
$
‐
$ 2,700,000
Total Revenues and Other Financing Sources
$
‐
$ ‐
$ 2,300,000
$ 400,000
$
‐
$ 2,700,000
$
‐ ‐
$ ‐ ‐
$ 400,000 1,900,000
$ 400,000
$
‐ ‐
$ 800,000 1,900,000
$
‐
$ ‐
$ 2,300,000
$ 400,000
$
‐
$ 2,700,000
$
‐
$ ‐
$ 2,300,000
$ 400,000
$
‐
$ 2,700,000
EXPENDITURES & OTHER
FINANCING USES
Infrastructure Improvements
Miscellaneous Drainage Projects 8th Avenue Flood Control Project Total Expenditures and Other Financing Uses
266
‐
DISCLAIMER
Commission District
This map and all information contained on it is used by the City of Deerfield Beach for City planning purposes only. The City of Deerfield Beach makes no representation as to the accuracy of any information contained therein. The burden for determining the accuracy, completeness, and general reliability of the information contained herein rests solely with the person who uses same. The City of Deerfield Beach makes no warranties, expressed or implied as to the accuracy of the information contained herein, there are no implied warranties or merchantability or fitness for a particular purpose, and any person who has a copy of this map, by virtue of their possession of same, does hereby acknowledge and accept the limitations as set forth herein and acknowledges the lack of any warranties, expressed or implied, as to the accuracy of the information contained thereon. In no event shall the City of Deerfield Beach be liable to the person possessing or using this map or any party for damages of any type, including but not limited to incidental, consequential or exemplary damages arising out of the use or inability to use this map or the material information contained thereon.
Park
School
NW 48TH ST NE 48TH ST
W SAMPLE RD
S FEDE RAL HW Y
Y
14 " )
SE 10TH ST
S DIX IE HW
Y
SW 10TH ST
POMPANO BEACH
N DIX IE HW Y
E SAMPLE RD
POMPANO BEACH
Gravity Sewer Lining (CIPP) Rehabilitation of Lift Stations (33, 34, 52 & 48) Repair of Sewer Laterals (Gravity Sewer Lateral Lining) Intracoastal Water Main Replacement Replacing Pumps & Motors with Pine Colum: Wells 9, 11 & 13 Recovery Pond Pump Replacements Low Lift Pump Replacements Radiator Replacement For Emergency Generator Switchgear Breakers for West Wellfield VFD Drive Unit for Well #23 Bulk Storage Tank Sulfuric Acid Replacement Ammonia Dosing Equipment (Ammoniators) Chlorine Scales Altitude Valve 12 - Ton A/C Unit for Membrane Plant Building
267
A1A
EH ILL
.
SB O
RO B LVD
1
" )4
SE 15TH ST
N DIX IE HW Y
I - 95
3
2
NE 3RD AVE
(GREEN RD)
NW 9TH AVE
S POWERLINE RD
COCONUT CREEK
N POWERLINE RD
" )1 " )2 " )3 " )4 " )5 " )6 " )7 " )8 " )9 10 " ) 11 " ) 1 " )2 13 " ) 14 " ) 15 " )
S DIX IE HW
S MILITARY TRL
)" ) )" " )" )" ) " )" ) " )" 15 " )
" )2
95 " ! $ #
W SAMPLE RD
" )5
7 12 9 3 8 13 1 6 11
10 " )
BROWARD COUNTY
95 " ! $ #
N MILITARY TRL
E RD N POWERLIN S POWERLINE RD
W HILLSBORO BLVD
ST
NW 48TH ST
Not To Scale
N FEDERAL HWY
BOCA RATON - PALM BEACH COUNTY PALM BEACH COUNTY
PALM BEACH COUNTY
0TH
I-95
Financial Services
Date Saved: Wednesday, September 16, 2015 8:36:49 AM G:\Data\DeerfieldBeach\Finance\CIPBudget\2016\Cip2016Water8x11_150915.mxd
SW 1
Major Road
A1A
CIP 2016 Water Sewer Renewal & Replacement Fund
Created by the City of Deerfield Beach GIS Published 9-15-15
4
Water
LIGHTHOUSE POINT
City of Deerfield Beach, Florida Capital Improvement Plan Water and Sewer Renewal Replacement Fund Fiscal Years 2016-2020 2016
2017
2018
2019
2020
Total Budget
REVENUES AND OTHER FINANCING SOURCES
Interfund Transfers
$ 2,945,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 8,345,000
Total Revenues and Other Financing Sources
$ 2,945,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 8,345,000
EXPENDITURES AND OTHER FINANCING USES
Infrastructure Projects Rehabilitation of Lift Stations (33, 34, 52 & 48)
$ 450,000 $ ‐
$ ‐
$ ‐
$ ‐
$ 450,000
Intracoastal Water Main Replacement Replacing Pumps & Motors with Pine Column: Wells 9, 11 & 13 Recovery Pond Pump Replacements Low Lift Pump Replacements Radiator Replacement For Emergency Generator Switchgear Breakers for West Well field VFD Drive Unit for Well #23 Bulk Storage Tank Sulfuric Acid Replacement Ammonia Dosing Equipment (Ammoniators) Chlorine Scales 12 ‐ Ton A/C Unit for Membrane Plant Building Altitude Valve Replacement Pumps for Sewer Lift Station Repair of Sewer Laterals (Gravity Sewer Lateral Lining)
500,000 60,000 40,000 80,000 40,000 35,000 30,000 200,000 50,000 25,000 35,000 50,000 1,200,000 150,000 $ 2,945,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,200,000 150,000 $ 1,350,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,200,000 150,000 $ 1,350,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,200,000 150,000 $ 1,350,000
500,000 60,000 40,000 80,000 40,000 35,000 30,000 200,000 50,000 25,000 35,000 50,000 6,000,000 750,000 $ 8,345,000
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,200,000 150,000 $ 1,350,000
Total Expenditures and Other Financing Uses
$ 2,945,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 8,345,000
268
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description The rehabilitation of the lift stations provide for the conversion of existing traditional dry well/wet well ʺCANʺ sewage pump stations into a modern submersible pump sewage stations. The project also involves the installation of new more efficient and energy saving pumps in the rehabilitation lift stations.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new type of lift stations will significantly reduce the potential for confined space hazard that currently exits in the old lift stations.
Project No: WS003
Department: Utility Maintenance Project Title: Rehabilitation of Lift Stations (33, 34, 52 & 48) Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 445,000 ‐ 5,000 ‐ ‐ ‐
Total Cost
450,000
Funding Source: Water/Sewer Fund
269
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This projects involves the installation of a replacement water main across the Intracostal Waterway using horizontal directional drill (HDD) technology to achieve a greater depth of cover, which will be provide a longer pipe services life and make the pipe less susceptible to damage by moving objects.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ This Horizontal Directional Drill (HDD) technology will provide a greater depth of cover, which will be provide a longer pipe services life and make the pipe less susceptible to damage by moving objects.
Project No: WS005
Department: Utility Maintenance Project Title: Intracostal Water Main Replacement Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 500,000 ‐ ‐ ‐ ‐ ‐
Total Cost
500,000
Funding Source: Water/Sewer Fund
270
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will purchase new pumps to replace existing one located at the raw water well sites Nos, 9,11 and 13. This pumps are over 15 years old and near or past the end of life cycle for efficient and safe operation. The pumps are used to draw raw water from underground to the Cityʹs Treatment Plant for treatment into potable water.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new pumps will be more energy efficient and will offer significant electrical energy savings to the operation of water treatment plant and therefore to the Cityʹs operating expenses
Project No: WS010
Department: Project Title:
Water Plant
Replacing Pumps & Motors with Colum: Wells 9,11 & 13
Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 60,000 ‐ ‐ ‐ ‐ ‐
Total Cost
60,000
Funding Source: Water/Sewer Fund
271
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will purchase new pumps to replace existing aged pumps located at the recovery pond at the Cityʹs West Water Treatment Plant. The pumps are over 32 years old and have far exceeded the end of their life cycle for safe operation. The pumps are used for pumping waste water recovered at the end of the treatment process at the Cityʹs Treatment Plant back into the treatment train.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new pumps will be more energy efficient and will offer significant electrical energy savings to the operation of the water treatment plant and therefore to the Cityʹs operating expenses.
Project No: WS011
Department: Water Plant Project Title: Recovery Replacement Pond Pump Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 40,000 ‐ ‐ ‐ ‐ ‐
Total Cost
40,000
Funding Source: Water/Sewer Fund
272
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will purchase new pumps to replace existing aged and falling low lift pumps located at the Cityʹs West Water Treatment Plant. The pumps are over 16 years old and have far exceeded the end of their life cycle for safe operation. The low lift pumps are critical to the operation of the Lime Softening Plant and are used in moving raw water into the Lime Plant for treatment.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new pumps will be more energy efficient and will offer significant electrical energy savings to the operation of the water treatment plant and therefore to the Cityʹs operating expenses.
Project No: WS012
Department: Water Plant Project Title: Low Lift Pump Replacement Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 80,000 ‐ ‐ ‐ ‐ ‐
Total Cost
80,000
Funding Source: Water/Sewer Fund
273
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces the existing aged and deteriorating radiator inside one of the emergency generators located at the Cityʹs West Water Treatment Plant. The radiator is deteriorating due to its age and the corrosive environment in which it operates.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The emergency generator provides power for operation of the Water Treatment Plant in the event of FPL power failure.
Project No: WS013
Department: Project Title:
Replacement Radiator for Emergency Generator
Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 40,000 ‐ ‐ ‐ ‐ ‐
Total Cost
40,000
Water Plant
Funding Source: Water/Sewer Fund
274
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will purchase new switchgears to replace the existing aged switchgears inside the emergency generator for the West Wellfield Well #19 located at 786 Military Trail. The switchgears have exceeded their life cycle for efficiency and reliability and need to be replaced to ensure their reliability in the event of an emergency.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ In the event of FPL power failure, the emergency generators will provide power for the operation of the Water Treatment Plant.
Project No: WS014
Department: Project Title:
Water Plant
Switchgear breaker for West Wellfield (Emergency Generators)
Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ ‐ ‐ 35,000
Total Cost
35,000
‐
Funding Source: Water/Sewer Fund
275
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project will upgrade the existing fixed speed controller located at West Well #23 to Variable Frequency Drive (VFD) or variable speed controller. The VFD provides staff with the flexibility of control by varying the speed of the pump and thereby efficiently controlling the performance of the pump.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ This project offers significant electrical energy savings in the operation of the Cityʹs Water Treatment Plant.
Project No: WS015
Department: Water Plant Project Title: VFD Drive Unit for Well #23 Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 30,000 ‐ ‐ ‐ ‐ ‐
Total Cost
30,000
Funding Source: Water/Sewer Fund
276
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replace the existing Sulfuric Acid storage tank located at the Water Treatment Plant. The existing tank is made of mild steel and is currently experiencing heavy corrosion due to the corrosive nature of concentrated sulfuric acid used at the plant. The corrosion in the tank walls could eventually result in leaks and ultimately the failure of the tank walls.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The proposed tank will be made of stainless steel, which would be more resistant to the corrosive nature of the concentrated sulfuric acid.
Project No: WS016
Department: Water Plant Project Title: Bulk Storage Tank Sulfuric Acid Replacement Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 200,000 ‐ ‐ ‐ ‐ ‐
Total Cost
200,000
Funding Source: Water/SewerFund
277
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces the existing ammonia dosing equipment located at the Water Treatment Plant. The existing equipment is over 33 years old, and has far exceeded its life cycle for efficiency and safe operation and has required extensive repair in the past few years.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ This new ammonia dosing equipment will be state of the art and will allow staff to remotely control and monitor the operation of the equipment.
Project No: WS017
Department: Utility Maintenance Project Title: Replacement of Ammonia Dosing Equipment Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 50,000 ‐ ‐ ‐ ‐ ‐
Total Cost
50,000
Funding Source: Water/Sewer Fund
278
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces the existing chlorine scales located at the West Water Treatment Plant. The scales are used for measuring the daily chlorine demand at the Water Treatment Plant. The existing equipment is over 30 years old and currently faulty and therefore not providing the most accurate measurement.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new scale will provide more accurate and reliable measurements that is in compliance with mandatory State Regulatory requirements.
Project No: WS018
Department: Water Plant Project Title: Chlorine Scales Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ ‐ ‐ ‐ ‐ ‐ 25,000
Total Cost
25,000
Funding Source: Water/SewerFund
279
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces the existing 12 ton air conditioning units that service the Membrane Plant Building located at the West Water Treatment Plant. The existing A/C unit is aged and inefficient and has recently required extensive repair.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new A/C will be more energy efficient reducing the Cityʹs operating expenses. Additionally, it will help the maintenance and the controlling of temperature for very sensitive equipment.
Project No: WS020
Department: Water Plant Project Title: 12 -Ton A/C Unit for Membrane Plant Building Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 35,000 ‐ ‐ ‐ ‐ ‐
Total Cost
35,000
Funding Source: Water/Sewer Fund
280
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project replaces the existing altitude valve on the Cityʹs two (2) off site elevated storage tanks located on Deerfield Beach Avenue and Power Line Road. The altitude valves control the finished water levels in the elevated storage tanks. The existing valves are over 36 years old and have become worn and leaky over many years of operations.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ The new valves will be more accurate allowing staff to properly control the level of water in the tanks.
Project No: WS019
Department: Water Plant Project Title: Altitude Valve Replacement Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 48,000 ‐ 2,000 ‐ ‐ ‐
Total Cost
50,000
Funding Source: Water/Sewer Fund
281
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description The rehabilitation of the existing sanitary sewer pipes provides for the installation of a liner called the cured‐in‐place pipe (CIPP) inside the existing pipes. The CIPP restores the structural integrity of the sanitary sewer pipes and significantly reduces the flow of ground water into the sanitary sewer system.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ This technology avoids the extraordinary expense and extreme disruption that can result from traditional ʺDig and replaceʺ method.
Project No: WS002
Department: Utility Maintenance Project Title: Gravity Sewer Lining (CIPP) Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 1,170,000 ‐ 30,000 ‐ ‐ ‐
Total Cost
1,200,000
Funding Source: Water/Sewer Fund
282
Capital Improvement Project Narrative Water/Sewer Renewal Replacement Fund Fiscal Year 2016 Comprehensive Plan Impact Cultural Resources
Parks & Open Space
Economic Development
Potable Water/Sewer
Environmental
Telecommunication
Police/Fire & Rescue
Transportation
Strategic Plan Impact Utility /Water & Sewer
Culture & Recreation
Physical Environment
Human Service
Transportation
General Government
Public Safety
Solid Waste
Project Description This project is for the rehabilitation of sanitary laterals in various locations throughout the City. The rehabilitation provides for the installation of a T‐Liner inside the existing pipes. The T‐Liner restores the structural integrity of the sanitary sewer pipes and significantly reduces the flow ground water into the sanitary sewer system.
Service Cost Impact Proactively address issues that will effect the Quality of Life for our Community ‐ This technology avoids the extraordinary expense and extreme disruption that can be result from traditional ʺDig an Replaceʺ method.
Project No: WS004
Department: Utility Maintenance Project Title: Repair of Sewer Laterals (Gravity Sewer Lining) Fiscal Year Capital Expense 2016
Expenditures Professional Service Contractual Cost Material/Supplies Equipment Cost Utilities Cost Other Cost Capital Cost
‐ 150,000 ‐ ‐ ‐ ‐ ‐
Total Cost
150,000
Funding Source: Water/Sewer Fund
283
City of Deerfield Beach, Florida Capital Improvement Plan Grants Fund Fiscal Years 2016-2020
2016
2019
2020
Total Budget
2017
2018
$ ‐ $ ‐
$ 530,000 $ 530,000
$ 700,000 $ 700,000
$ ‐ $ ‐
$ ‐ $ ‐
$ 1,230,000 $ 1,230,000
$ ‐ ‐
$ ‐ ‐
$ 700,000 700,000
$ ‐ ‐
$ ‐ ‐
$ 700,000 700,000
$ ‐ ‐ ‐
$ 300,000 230,000 530,000
$ ‐ ‐ ‐
$ ‐ ‐ ‐
$ ‐ ‐ ‐
$ 300,000 230,000 530,000
$ ‐
$ 530,000
$ 700,000
$ ‐
$ ‐
$ 1,230,000
GRANT SOURCE(S) Unspecified Total Grants EXPENDITURES & OTHER FINANCING USES
New Facilities Pioneer Park ‐ Concession Stand/Pressbox Infrastructure Projects Constitution Park Land Management Reconfiguration/Resurfacing NEFP Parking Lot Total Expenditures and Other Financing Uses
284
City of Deerfield Beach, Florida Capital Improvement Plan General Obligation Revenue Bonds Fiscal Years 2016-2020
2016
2020
Total Budget
2017
2018
2019
$ ‐
$ 15,000,000
$ 10,500,000
$ 4,100,000
$ 500,000 $ 30,100,000
$ ‐
$ 15,000,000
$ 10,500,000
$ 4,100,000
$ 500,000 $ 30,100,000
$ ‐ ‐ ‐ ‐ ‐ ‐
$ 15,000,000 ‐ ‐ ‐ ‐ 15,000,000
$ ‐ 5,000,000 5,000,000 500,000 ‐ 10,500,000
$ ‐ $ ‐ $ 15,000,000 ‐ ‐ 5,000,000 ‐ ‐ 5,000,000 500,000 500,000 1,500,000 3,600,000 ‐ 3,600,000 4,100,000 500,000 30,100,000
$ ‐
$ 15,000,000
$ 10,500,000
$ 4,100,000
REVENUES AND OTHER FINANCING SOURCES
General Obligation/Revenue Bonds Total Revenues & Other Financing Sources EXPENDITURES & OTHER FINANCING USES
Infrastructure Improvements New City Hall/Public Safety Complex Oveta Mckeithen/Johnny Tigner Community Center New Northeast Focal Point Campus Rehabilitation of City Bridges SW 11th Way ‐ four Lane Imp. ‐FAU Research Park Blvd Total Expenditures and Other Financing Uses
285
$ 500,000 $ 30,100,000
City of Deerfield Beach, Florida Capital Improvement Plan Florida Municipal Loan Council Revenue Bonds Fiscal Years 2016-2020
2016
2017
2018
2019
2020
Total Budget
REVENUES AND OTHER FINANCING SOURCES FL. Municipal Loan Council Revenue Bonds
$ ‐
$ 700,000 $ 3,645,000
$ 3,120,000 $ 250,000 $ 7,715,000
$ ‐
$ 700,000 $ 3,645,000
$ 3,120,000 $ 250,000 $ 7,715,000
$ ‐ ‐ ‐ ‐ ‐
$ 700,000 ‐ ‐ ‐ ‐
$ ‐
$ 700,000 $ 3,645,000
Total Revenues and Other Financing Sources EXPENDITURES AND OTHER FINANCING USES Facility Alterations/Repairs NE Focal Point Expansion Phase III Pioneer Park Upgrades & Baseball Field Beach Renovations Playground Equipment / Shade Structures Westside Park Recreation Center Improvements
$ ‐ $ ‐ $ ‐ $ 700,000 1,275,000 ‐ ‐ 1,275,000 2,250,000 ‐ ‐ 2,250,000 120,000 120,000 250,000 490,000 ‐ 3,000,000 ‐ 3,000,000
Total Expenditures and Other Financing Uses
286
$ 3,120,000 $ 250,000 $ 7,715,000
City of Deerfield Beach, Florida Capital Improvement Plan Community Redevelopment Agency Fund Fiscal Years 2016-2020
2016
Total Budget
2017
2018
2019
2020
$ 1,500,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 1,500,000
$ 1,500,000
$ ‐
$ ‐
$ ‐
$ ‐
$ 1,500,000
$ 500,000 $ ‐ 750,000 ‐ 250,000 ‐ 1,500,000 ‐
$ ‐ ‐ ‐ ‐
$ ‐ ‐ ‐ ‐
$ ‐ ‐ ‐ ‐
$ 500,000 750,000 250,000 1,500,000
$ 1,500,000
$ ‐
$ ‐
$ ‐
$ 1,500,000
REVENUES AND OTHER FINANCING SOURCES
Incremental tax revenues Total Revenues & Other Financing Sources EXPENDITURES & OTHER FINANCING USES
Infrastructure Improvements ADA Compliance/Transit Improvements (CRA Project) North A1A Streetscape (CRA Project) Public Private Partnership (CRA Project) Total Expenditures and Other Financing Uses
287
$ ‐
Glossary of Terms Accrual Basis of Accounting The basis of accounting under which revenues are recorded when earned and expenditures (or expenses) are recorded as soon as they result in liabilities for benefits received, notwithstanding that the receipt of cash or payment of cash may take place, in whole or in part, in another accounting period. Ad Valorem Tax A tax based on the assessed value of real and personal property. Adopted Budget The budget which is formally approved by the City Commission. Amended Budget Commission.
The adopted budget which has been formally adjusted by the City
Amortization The reduction of debt by regular payments of principal and interest sufficient to retire the debt by maturity. Annualization Taking changes that have occurred mid-year and calculating their cost for a full year, for the purpose of preparing an annual budget. Appropriation obligations.
An authorization by the City Commission to make expenditures and incur
Assessed Valuation The valuation set upon real estate or other property by the Broward County Property Appraiser as a basis for levying ad valorem taxes. Asset Property owned by government, which has monetary value. Balanced Budget A budget in which planned revenues equal planned expenditures. Beginning Balance The beginning balance is comprised of residual funds brought forward from the previous fiscal year (ending balance). B.S.O. Acronym for Broward Sheriff’s Office. A county agency with whom the City contracts to provide police protection services. Bond A written promise to pay a sum of money at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation, revenue bonds and special improvement district bonds. These are most frequently used to finance capital projects. Bond Refinancing The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions. Bond Proceeds Funds are derived from the sale of bonds for the purpose of constructing major capital facilities. Bond Rating A methodology used to measure the fiscal health of the City. Generally, analyst firms such as Standard and Poor's, Moody’s Investor Service and Fitch Ratings provide bond ratings to municipalities. Bonds rated AAA/Aaa are judged to be the best quality and carry the smallest degree of risk and, together with AA/Aa bonds, comprise high grade bonds. Ratings including "+" or "1" designate the strongest bonds in the rating category. Generally, highly rated bonds result in lower interest rates.
288
Glossary of Terms Budget A plan of financial operation estimating proposed expenditures for a specific period and the proposed means of financing them. Budget Calendar The schedule of major events in the development of the annual budget, including community budget forums, proposed budget, budget hearings, budget deliberations and adoption of the annual budget. Budgetary Control The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. Budget Document The instrument utilized to present the City's comprehensive financial plan to the City Commission and the public. CAFR Comprehensive Annual Financial Report. It summarizes financial data for the previous fiscal year in a standardized format and is organized by fund The CAFR contains two basic types of information: a balance sheet that compares assets with liabilities and fund balance and an operating statement that compares revenues with expenditures. Capital Improvements Expenditures related to the acquisition or development of the City’s infrastructure, buildings and other related items. Capital Improvements Program (CIP) Authorized expenditures for tangible and long term physical improvements or additions of a fixed or permanent nature (e.g., an additional police or fire station, or a new street). Capital Outlay Expenditures that result in the acquisition of or addition to fixed assets. Cash Basis of Accounting The basis of accounting under which revenues are recorded when received in cash and expenditures (or expenses) are recorded when cash is disbursed. Since payments for goods and services can be delayed to the next fiscal year, cash on hand can result in an inaccurate picture of the financial condition of a fund. To be in conformance with generally accepted accounting principles (GAAP), local governments must use the accrual basis rather than the cash basis of accounting. City Manager’s Budget Message The City Manager's memorandum to the City Commission summarizing the most important aspects of the budget, including changes from the current fiscal year and the goals, themes and priorities that are encompassed within the City's budget. Contingency An appropriation of funds to cover unforeseen events that occur during the fiscal year. Contractual Service A written agreement or legal instrument whereby the City of Deerfield Beach is committed to expend, or does expend, public funds in consideration for work, labor, services or equipment or any combination of the foregoing. Debt Service Payment of principal and interest to holders of the City’s bonds.
289
Glossary of Terms Depreciation The decrease in value of physical assets due to use and the passage of time. Encumbrances Commitments related to unperformed contracts for goods or services. Encumbrances are not expenditures or liabilities; however they do represent expenditures likely to result if pending contracts are completed. Enterprise Fund A fund which operates in a manner similar to private enterprises whereby the costs of providing goods or services is recovered through user charges. The Water and Sewer Fund and the Solid Waste Fund are enterprise funds. Expenditure The outlay of appropriated funds for the purchase of goods and/or services. Expense Charges which are incurred, whether paid or unpaid, for operation, maintenance, interest and other charges which benefit the current fiscal period. Federal Grant Funds These funds were established to account for revenue from the federal government and expenditures as prescribed by grant provisions/agreements. Fees A general term for any charge levied by the City associated with providing a service, permitting an activity or imposing a fine or penalty. Major types of fees include business licenses, fines and user charges. Fines and Forfeitures This revenue results from violations of various City and state laws and from damage to City property. Fiscal Year A twelve (12) month period to which the adopted annual budget applies. The City’s fiscal year is from October 1 to September 30. Fixed Assets Assets of a long-term nature which are intended to continue to be held until used, such as land, buildings, equipment and furniture. Fund A self-balancing set of accounts used to record resources and their expenditures which are segregated in accordance with the objective that they are attempting to achieve. Fund Balance The excess of assets over liabilities of governmental and similar trust funds. GASB Governmental Accountant Standards Board established in 1985 is the current standards setting board for governmental GAAP. GAAP Generally accepted accounting principles. Uniform minimum standards used by state and local governments for financial recording and reporting that have been established by the accounting profession through the GASB. General Fund The fund used to account for resources traditionally associated with governments which are not required to be accounted for in another fund. General Obligation Bonds Bonds which are backed by the full faith and credit of the issuing body.
290
Glossary of Terms Government Finance Officer’s Association (GFOA) Distinguished Budget Award Highest form of recognition in governmental budgeting. Its attainment represents a significant accomplishment by the management, staff and elected officials of recipients. Budgets are evaluated for effectiveness as a policy document, a financial plan, an operations guide and as a communication device. Governmental Funds term used in government accounting to apply to all funds except for the profit and loss funds (e.g., enterprise fund and agency fund). Examples of government funds are: general, special revenue, debt service and capital projects. Governmental funds use the modified accrual accounting method. Grant A contribution by one governmental unit to another, generally for the support of a specific function. Homestead Deduction A deduction of the first $25,000 of assessed value of a home which is occupied by the owner as a principal residence. This deduction is in accordance with the Constitution of the State of Florida. Infrastructure Public domain fixed assets including roads, curbs, gutters, sidewalks, drainage systems, lighting systems and other items that have value only to the city. Interfund Transfers A transfer of funds between departments/funds for specific purposes as approved by the appropriate authority. Levy To impose taxes, special assessments or charges for the support of City activities. Licenses and Permits This category includes revenue raised for the purpose of recovering the costs associated with regulating business activity. Many of these fees are regulatory in nature in order to ensure compliance with the law. Long Term Debt Debt with a maturity of more than one year after the date of issuance. Mandated Program A requirement by the State or Federal government that the City perform a task, perform a task a particular way or perform a task to meet a particular standard, often without compensation from the higher level of government. Millage Rate The tax rate on real and personal property as expressed in mills. generates $1 for every $1,000 of assessed property value.
One mill
Miscellaneous Revenue The account which provides for accumulation of revenues not specifically identified in other accounts. This includes interest, rents and incidentals. Modified Accrual Basis of Accounting Under the modified accrual basis of accounting, required for use by governmental funds, revenues are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred pursuant to appropriation authority.
291
Glossary of Terms Modified Cash Basis of Accounting Sometimes known as Modified Accrual Basis, it is a plan under which revenues are recognized on the cash basis while expenditures are recognized on the accrual basis. Objective Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame. Operating Budget A budget which applies to all expenditures other than capital outlay. Operating Expense Those costs including expenditures for salaries and wages, benefits, supplies, services and charges which are necessary to support the primary services of the organization. Operating Revenue Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings and grant revenues. Operating revenues are used to pay for day-to-day services. Ordinance A formal legislative enactment by the governing body of a municipality. If the enactment does not conflict with a higher form of law such as a state statute, it has the full force and effect of law within the boundaries of the municipality to which it applies. Performance Measure Data collected to determine the effectiveness or efficiency of a program in achieving its objectives. Personal Services benefits.
The cost of wages, salaries, retirement contributions and other fringe
Policy Goals/Objectives The major statements defining the City’s broad goals and specific objectives. Projections Estimates of anticipated revenues, expenditures, or other quantitative data for specific time periods, usually fiscal years. Property Tax A tax levied on the assessed value of real and personal property. It is also referred to as ad valorem tax. Proprietary Fund in governmental accounting, one having profit and loss aspects; therefore it uses the accrual rather than modified accrual accounting method. Quality Routinely delivering to customers what they want and expect. Reserve An account which records the portion of the fund balance which is segregated for future use and is not available for further appropriation or expenditure. Resolution A special or temporary order of the City Commission. It requires less legal formality than an ordinance or statute. Retained Earnings An equity account in the balance sheet reflecting the accumulated earnings of the Water and Sewer Fund and the Solid Waste Fund.
292
Glossary of Terms Revenue Increases in resources which contribute to the operations of the City. Revenue Bonds Bonds whose principal and interest are payable exclusively from earnings of a public enterprise. Rolled-Back Rate The millage rate that will provide the same ad valorem revenue as was levied during the prior year, exclusive of new construction, additions to structures, deletions and property added due to geographic boundary changes. Taxes Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments Tax Levy The total amount to be raised by general property taxes for the purpose of financing services performed for the common benefit. Tax Roll The official list showing the amount of taxes levied against each taxpayer or property. Total Quality Management A comprehensive management philosophy aimed at putting customers and employees first, and focusing on continuous quality improvement to achieve total customer delight. TRIM An acronym for “Truth in Millage”. The Florida Truth in Millage Act serves to inform taxpayers that their property taxes are changing, why they have changed and the comparison of the proposed new tax rate to the rate that would have generated the same property tax dollars as the current year (the “rolled-back rate”). Utility Taxes Municipal charges levied by the City on every purchase of a public service. Workload Indicator A specific measurement of a unit of work performed.
293