®
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished Budget Presentation Award PRESENTED TO
City of Deerfield Beach Florida For the Fiscal Year
Beginning
October 1, 2015
Executive Director
2017 Approved Budget
City Commission Jean M. Robb, Mayor Richard Rosenzweig, Vice Mayor Joseph Miller Gloria J. Battle Bill Ganz City Manager Burgess Hanson Chief Financial Officer Hugh Dunkley City Clerk Samantha Gillyard
Table of Contents i
Budget Letter of Transmittal
ii
Management Team
1
Introduction 1 3 4 8 9 12 13 17 18 23 24 26
30
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 ‐ 2016‐17
General Fund 30 32 36
Revenue Summary Revenue Detail Expenditure Summary
38 42 45 47 50 52 55 55 57 59 61 66 71 75 76 77 79 84 88 93
City Commission City Manager Administration Purchasing and Contract Administration Construction and Facilities Management City Clerk Administration Elections City Attorney Central Services Financial Services Human Resources Planning and Development Services Planning and Zoning Building Code Compliance Information Technology Services Economic Development Community Development Public Affairs & Marketing
Departmental Budget Information
Table of Contents General Fund (cont.) Departmental Budget Information 97 99 99 99 100 102 106 108 113 116 119 122 125 127 130 133 136 138 140 142
144
Senior Services Fund 144 147 150 153 156 159 162 165 167
168
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 Center Child Care Center Thrift Shop Non‐departmental
Community Development Block Grant Fund 168 Revenue Detail 169 Departmental Budget Information
Table of Contents 171
Road and Bridge Fund 171 173 176 178 179
180
Utility Fund 180 182 185 188 190 192 195 197 198 199
200
Revenue Detail Departmental Budget Information Environmental Services ‐ Infrastructure Maintenance Non‐departmental Debt Service
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 200 Revenue Detail 202 Expenditure Summary
203
Water and Sewer Emergency Reserve Fund 203 Revenue Detail 204 Expenditure Summary
Table of Contents 205
Solid Waste Fund 205 207 209 212 216 218 219
220
Revenue Detail Departmental Budget Information – Sustainable Management Expenditure Summary Recycling and Solid Waste Management Sanitation Non‐Departmental Debt Service
Solid Waste Emergency Reserve Fund 220 Revenue Detail 221 Expenditure Summary
222
Insurance Service Trust Fund 222 Revenue Detail 224 Departmental Budget Information – Risk Management 226 Risk Management
229
Debt Administration
234
Capital Improvement Summary 238 Impact on Operating Budget 240 Project Listing 248 Summary All Funds
249
Glossary
READER’S GUIDE TRANSMITTAL LETTER The first critical reading of the Fiscal Year 2017 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 2016.
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 76,662*
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
Public Affairs and Marketing
*Source: Bureau of Economic and Business Research (BEBR), 2015 Estimate https://www.bebr.ufl.edu/population
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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
Mayor Robb and Members of the City Commission: For the seventh time, we present the Fiscal Year 2017 (FY17) Proposed Budget. This year’s budget initiatives are about “Continuing Momentum” from Fiscal Year 2016 with sound fiscal planning, economic expansion, residential development, quality of life improvement and youth enhancement. We also focus on the workforce to create a market-driven compensation system and to provide more training opportunities. The City is achieving its mission of recognizing its heritage while embracing new endeavors to meet the needs of an ever-changing populace. The City Budget is more than a static document of numbers, organizational charts and tables. The budget is our tool to execute the vision, mission and strategy of the City Commission. It serves as the business plan for more than one fiscal year. It lays another floor on top of the foundation that we started some six years ago. At the outset in 2010, we knew that we faced one of the largest financial hurdles in Deerfield Beach’s history: we were faced with a significant budget deficit of over $16 million, amidst one of the worst economic downturns in modern times. We also had to prepare the organization for a more efficient and flexible operational capability in the 21st century. Otherwise, we would not have been able to thrive and compete in the South Florida region. We have been confident in our recommendations and steadfast in our actions. The correct and justifiable decision, even though unpopular, will always be the best. The City Commission does not shy away from a challenge. Rather it unifies to turn challenges into opportunities for the betterment of our community. This attitude and thinking is why we are making our name and brand known as a progressive, open and financially prudent municipality. Often we are in a rapid dash to the next finish line and forget to reflect upon the experience we have gained during the pursuit of our achievements. I would be remiss to not show the appreciation and gratitude to our entire TRIBE, including the City Commission, management, workforce and many volunteers who step forward every day with a level of dedication and intensity that is unrivalled. We should be proud about our accomplishments and hold them as the new standard of conducting governance in Fiscal Year 2017 (FY17). Our flexible, albeit adaptive, organizational structure would be difficult for most governmental institutions. However, Deerfield Beach has proven that we are atypical because we have successfully used a hybrid business model to contain costs and provide the same or better level of service. Furthermore, we make organizational and position shifts as needed in order to adapt to the changing priorities, regulations, operational needs, staffing skills and budgetary limitations. This is why we call ourselves a TRIBE. We are a large and complex organization with many different operations, responsibilities, skills, regulations and diverse individuals. Yet we have to coordinate all of these varying factors and issues to meet the City’s singular mission “to be the Best in South Florida.” Therefore, we cannot function under simplistic team concepts. Our focus must include individuality and a personal relationship with employees because our workforce is becoming more highly skilled and particular to their field of expertise while serving a diverse, ever-changing populace that demands a small town delivery of service system even though the full-time population is nearing 80,000.
TRIBE is more than just a slogan, it represents our core organizational values.
The FY17 Proposed Budget further solidifies this need and business approach with a heavy focus on the workforce by configuring a more market-driven salary structure, expanded training opportunities, morale enhancements and technological upgrades. We will be implementing new customer-oriented services on our new web site that includes mobile applications (mobile apps), easier navigation and better eGov modules. The Department of Financial Services will implement a new budget tracking module for the public at large. The new module will enable any person with internet access to review our revenues and expenditures in real time at the same level as the Chief Financial Officer. Our goal is to be a paperless and completely transparent organization. Each year we take significant steps in achieving this new standard of excellence. Continuing Momentum While there is much to celebrate, we must continue to build upon our community’s success. We are at a point in time when our focus and drive need to be precise and unwavering. We initiated two large, concurrent strategic plans during the FY16. The first is the Economic Development Strategic Plan. Our partnership with the Greater Deerfield Beach Chamber of Commerce has never been stronger and more unified. Our next step in the process is to collaboratively create a noteworthy committee of distinct business leaders. Their role will be to advise both entities on how to advance the economic goals to create a more business friendly atmosphere throughout the City. The second is the City’s Strategic Plan. The City Commission initiated the process earlier this year. Our goal is to finish it with an executive retreat (open to the public) to unify the vision, mission, goals and objectives on a city-wide basis. This business plan will guide the future policy direction and budgetary priorities. Its completion is essential in order for us to remain a competitive and successful municipality in the shifting sphere of citizenry needs, educational opportunities, economic prosperity and natural resource protection.
Recommended Millage Rate Operating Millage Rate
FY15
FY16
Recommended FY17
6.2745
6.1949
6.0924
Debt Millage Rate
0.4943
0.4739
0.4514
Total Millage Rate
6.7688
6.6688
6.5438
The FY17 Proposed Budget includes a one-eighth decrease in the total millage rate, which will go from 6.6688 to 6.5438. With the instability of the global economy, it may be premature to implement a larger reduction at this time. The International Monetary Fund has indicated that the global economic outlook for 2016-17 has worsened, despite better-than-expected performance in early 2016. Likewise, the Organization for Economic Cooperation and Development downgraded its outlook for the global economy in 2016 earlier this year, saying that the largest impacts would be felt in the U.S. and Eurozone. As for the U.S. economy, it is projected that economic growth will be slowed somewhat by the uncertainty as to whether the Federal Reserve will increase interest rates. As for the state and local economies, there is little doubt that factors well beyond the state’s borders will have some bearing on the upcoming year’s economic performance. For instance, during 2015, Canada’s economy was in a recession. As a result, the value of the Canadian Dollar has decreased by nearly 20%, when compared to the U.S. dollar. This will no doubt diminish the Canadian “snowbirds’” ability to pay for goods and services when visiting our state. Needless to say, the state has seen some positive signs of economic growth, with a rise in consumer sentiment to 93.7 in the Month of July, 2016, according to the latest University of Florida consumer survey. This represents a 4 point gain from the previous month. Florida’s labor market recovery continues to outpace the recovery in the national job market. Payroll job growth remains very strong. The construction industry has experienced the fastest pace of job growth. Through 2016 alone, it is estimated that the construction industry will experience a 6.6% increase in job growth, according to the Bureau of Economic and Business Research. Deerfield Beach Labor Force 39,000
Deerfield Beach Labor Force
Deerfield Beach Unemployed
38,000
4,500 4,000 3,500
37,000
3,000
36,000
2,500
35,000
2,000 1,500
34,000
1,000
33,000
500
32,000
2009
2010
2011
2012
2013
2014
2015
Source: floridajobs.org/labor-market-information
Both locally and throughout the state, we have experienced significant growth in the number of building permits issued since the official end of the Great recession. According to the U.S. Census monthly survey of building permits, during the month of June, the number of new privately owned housing units built totaled 9,728 units for Florida. Compared to June of 2009 (which marked the official end of the recession), when
there were only 3,597 units built in the state. This represents an almost three-fold increase in the number of permits for these units. This phenomenon has been felt locally as well, as reflected in the building permit table below. The City has experienced a sizable increase in not only the number of building permits issued, but also the total dollar valuation of building permits, which will invariably increase the City’s tax base. Two other economic variables that are followed closely are the number of closed sales and the median sales price of single family homes. These variables serve as fairly accurate predictors of how well the housing market is performing. For the Miami-Fort Lauderdale-West Palm Beach metropolitan statistical area, there were 4,923 closed sales during June 2016. The median sales price of single-family homes during this same period was that of $320,000. The number of closed sales for the region represents the highest among any other region in Florida. The median sales price was the second highest region behind the Naples-Marco Island region. On the one hand, increases in home prices will increase the City’s tax base, but the downside to this is that it negatively impacts housing affordability. For this reason, we will have to confront the housing affordability issue on the front-end of all new developments. Consumer spending in the City of Deerfield Beach has been quite encouraging. From 2009 to 2015, there has been an almost 44% increase in gross retail sales: from $6 billion to $8.6 billion. During this same time period, the City has seen a similar increase in its share of local discretionary sales tax receipts, from $2.9 million to $4.5 million. It is projected that we will generate over $5.2 million in local discretionary sales tax receipts for fiscal 2017. This tax is administered by the Florida Department of Revenue. The Florida Department of Revenue has notified all local governments that it had settled a refund claim totaling $48.5 million for Communications Services Taxes collected from 2005 through 2010. As a result, the City will lose over $307,000 in taxes over a fifteen month period. Taxable Value of Property (in millions) $8,000 $7,500 $7,000 $6,500 $6,000 $5,500 $5,000 $4,500 $4,000 $3,500 $3,000
$6,099
$7,321 $4,842
2007 Taxable Value
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
$6,610 $7,321 $6,813 $6,090 $5,140 $4,842 $4,843 $5,007 $5,303 $5,656 $6,099
Ad Valorem Tax Revenue $40,000,000 2017, $36,523,898 2010, $33,602,451
$35,000,000
$30,000,000
$25,000,000 2012, $25,670,839
$20,000,000
$15,000,000 Ad Valorem Taxes
2010
2011
2012
2013
2014
2015
2016
2017
$33,602,451
$32,870,366
$25,670,839
$26,185,412
$31,347,644
$32,924,539
$34,667,948
$36,523,898
The taxable value of property is steadily increasing, but is far from the FY08 valuation. There is an anticipation of many new developments that will be placed on the tax roll in the Fiscal Year 2018 and 2019 budget cycles. Additionally, the City may receive funds from the Infrastructure Surtax measure that will be decided by the voters in November 2016. If the referendum passes, then we will be even more financially sound than ever. It will also allow the City to pursue several capital projects that are necessary. If the measure fails, then we will need to begin funding a Capital Improvement Projects budget. Building Permits Fiscal Year
Number of Permits
Valuation
Total Revenue
2011 2012 2013 2014 2015 2016 (YTD)
5177 5338 6827 5901 6198 2988
$80,327,830 $103,186,847 $122,834,832 $145,430,402 $242,023,397 $421,692,146
$1,921,407 $2,271,305 $2,388,762 $2,878,937 $3,753,247 $1,912,501
Our overall financial health in most of the City’s major funds is very strong and building. As stated earlier, we have many new private development projects that will be placed on the tax rolls over the next 12 – 24 months, such as Hillsboro Technology Center, People’s Trust Expansion, University of Miami Sylvester Clinic Expansion, Seawood Builders Headquarters, DR Horton Deerfield Village Townhomes, 2-3 new hotels, Glades Rum Distillery, Orchard Hardware, WaWa gas stations and the list goes on to complement the many new businesses that have already opened this past year. Gas stations are an important economic tool because they increase our Road & Bridge Fund revenue with the gas tax. The only other area with an increase is the Resident Beach Parking Sticker. We are recommending a $25 increase for a total cost of $125. The recommendation includes elimination of sticker only designated parking spaces. The Parking Division has noticed a decline in the sale of beach stickers. Additionally we lose revenue from vehicles that cannot park there but can pay. Any vehicle with a registered beach sticker can still park at any parking space in the designated parking lots. All other fees will remain at the same level including our Enterprise Funds (i.e.: Garbage, Water, etc.). Other Major Revenue Sources (Governmental Activities)
Charges for Services
(Water & Sewer and Solid Waste Enterprise Funds) $28,000,000
Operating Revenue – Business-type Activities
$26,000,000 $24,000,000 $22,000,000 $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000
2012
2013
2016
2017
Water & Sewer
$24,675,663 $24,807,442
2010
2011
$24,250,089
$24,651,018
$24,754,868 $25,296,809
2014
2015
$24,878,312
$25,073,186
Solid Waste
$14,624,135 $14,925,959
$14,701,713
$15,441,291
$14,626,474 $14,748,707
$15,968,970
$15,605,069
Our millage rate, permit and other fees are at a competitive level with other municipalities of comparable size, demographic and service delivery. We still remain without a storm water fee which does have an impact on the General and Road and Bridge Funds. In FY17, we will recommend further research into the possibility of implementing a storm water fee to fund projects and operations, as well as a community outreach campaign aimed at educating tax payers on the need of such a fee. The General Fund is still supplementing the Storm Water Management Division through the transfer of funds to the Road and Bridge Enterprise Fund. In order to begin the implementation of the Kingfisher Canal 72-inch filtration system, we needed additional funds of $90,000. All in all, our General Fund and Enterprise Fund Reserves remain strong and stable.
Planning for Future Facilities With the potential adoption of an Infrastructure Surtax by Broward County voters, we have adjusted our capital projects budget for this year. Our focus is to solidify the General Fund Reserve to its maximum while also lowering our Millage Rate to help homeowners and businesses. Regardless of the Infrastructure Surtax, we plan to begin funding the Capital Improvements Project Budget in Fiscal Year 2018, which has not been done in several decades. If the Infrastructure Surtax fails, then our short-term goal will be to pursue a revenue bond to construct the Johnnie Tigner Community Center at Oveta McKeithen Recreation Complex and a new Senior Services Complex. Depending on the 2018 economic outlook, we will possibly include building a new BSO Law Enforcement Headquarters next to Fire Station #102 (SW 11th Way in the Florida Atlantic Research and Development Park). We have placed $1.5 million in Contingency for smaller capital projects if the Infrastructure Surtax fails. However, this is also funding that can be placed in the General Fund Reserves at the end of FY17 if it is not spent. Continuing Success with Business and Residential Development Our goal from the beginning was to connect the City starting with the Community Redevelopment Agency (CRA) District and moving west. The CRA District was the catalyst to putting Deerfield Beach on the radar as a nautical destination and piqued the interest of quality developers, businesses and realtors. Moving west, the Pioneer Grove District will create an historical yet contemporary environment while still connected to the nautical destination reputation. A little further west, the Dixie Highway Corridor will eventually connect the west expansion south with a vibrant, cultural scene for all ages. The Interstate 95 (I95) corridor is becoming an economic powerhouse serving North Broward and South Palm Beach Counties. The north anchors of Fairway Drive, Hillsboro Technology Center, JM Family and the Jim Moran Boulevard are the welcome mat to the City from Palm Beach County. The central anchors of Florida Atlantic Research & Development Park, Publix Distribution, Sun-Sentinel, Newport Center (University of Miami Sylvester Clinic) are essential to the success of improving the residential neighborhoods directly to the east and west. The south anchor of Broward Health North, Rand Eye Institute, LESS Spinal Institute will be the incubators for attracting more health care businesses, vendors and medical offices to our City. The Transit Oriented Development (TOD) at the Tri-Rail Station and Hillsboro Boulevard will provide luxury residences with easy access to these employment centers, shopping, dining and the beach. The 4-corners shopping and entertainment district at the intersection of Hillsboro Boulevard and Powerline Road will gain strength as an energetic attraction for our residents and visitors alike. The Powerline Road industrial corridor has a steady growth of both advanced, construction and manufacturing businesses. Overall, our economic development is a major reason that our revenue stream is more stable and growing. Below are abridged summaries of next year’s plans to continue on this course. The Pioneer Grove District is under final review by the Broward County Planning Council. We expect to start the marketing in fall 2016. Our focus will be to build from the current projects under construction including the DR Horton Deerfield Village residential development, Glades Rum Distillery and the public storage facility. Certain large tract property owners are already developing plans for mixed use projects in preparation for the new land use designations. Just outside of the Pioneer Grove District, another large property owner is planning to bring a concept forward to create a mixed use development including a marina. The plan has the potential to connect the Pioneer Grove District from Pioneer Park to the North Peninsula Park with a boardwalk along the Hillsboro Canal. This concept incorporates the nautical destination into both the Pioneer Grove District and central part of the City. This is potential evidence that the district is already creating a “buzz” outside of its boundaries which is exactly what was intended. A joint project among the Departments of Community Development, Economic Development along with Planning and Development Services will focus on the Dixie Highway Corridor. The proposed budget
includes funding for a market rate study of the properties within the Dixie Business Residential Zoning District that runs from Hillsboro Boulevard south to SW 15th Street. Our goal is to assist the owners in their pursuit to advance the corridor with a cohesive plan. The plan must embrace the character of the surrounding west and east neighborhoods while it provides for stable, long-term employment, residences and services for the entire City. This is a challenging prospect that requires the property owners to play a pivotal role and spearhead the initiative. The City will provide a hands-off level of assistance since it is a private venture. This particular section of Deerfield Beach will transform itself into an eye-catching and economically vibrant area within a decade. This is central to our success. The Crystal Lake Golf Course is under contract for purchase. The land use plan amendment will be forthcoming to change its use from commercial recreation to residential for a single-family home/townhome development. This is the first major residential development of single family homes in Deerfield Beach since the Waterways construction in the late nineties. The plan will include a small fire station for an ambulance crew. This new station significantly enhances our service level for the southwest portion of the City that was annexed in 1999. JM Family is undergoing various construction projects as part of a 10-year plan. SHL Pharma is looking to once again expand their operation to fulfill expanding business opportunities. Their goal is to stay in the general vicinity along Jim Moran Boulevard. The City will also be welcoming an elite professional training facility at the Newport Center. The state-of-theart facility will be a premier destination for professional athletes from around the world and in particular the National Football League. It also serves a scientific function to research better ways to avoid injuries and to explore how younger athletes should exercise and undergo strength conditioning compared to adults. Again this new business fits nicely with our emphasis on health care and advanced industries. The Deerfield Beach Sports Mall on SW 10th Street and Powerline Road was recently purchased. The new owner is converting it to an exclusive volleyball training center for advanced levels. The goal is to work with the City and Broward County Quiet Waters Park to hold beach volleyball clinics and competitions on a much larger level. The Deerfield Mall was purchased for just under $93 million by Weingarten Realty Investors. The new owner has already began making improvements with new benches, trash cans, etc. Our Department of Economic Development hopes to work with them to create a high quality shopping destination in our 4-corners commercial district at the intersection of Hillsboro Boulevard and Powerline Road. We are also excited that a second Orchid Hardware store will open at the mall where the old Sports Authority was located. More Local Involvement in Education Deerfield Beach remains focused on the betterment of all citizens – young, old and everyone in-between. In FY17, our focus needs to be on one, singular mission, education. Our public schools are at an all-time low. The highest score was a “C” rating. In our socio-economically challenged neighborhoods, the elementary schools received scores of “D” and “F” rating. This is unacceptable on all fronts. Last year, we expanded the responsibilities of the Department of Community Development to include working with our local school administrators and the Broward County School Board staff. The City Commission will need to directly address the Broward County School Board about our concerns. This is one of the top priorities for FY17. To not address this issue immediately would be a disservice to our youth. To a lesser extent, our City will not attract new quality residential development and redevelopment with a poor educational system. The City will see a new charter school open in August 2016. The Somerset Academy, Inc. has remodeled the old Zion Lutheran School.
It Starts in Parks, As Always The Department of Parks and Recreation will build upon its progress in providing a safe and enjoyable parks system. We will open two new parks in the coming months. The first will be the yet to be named Community Center next to the Hillsboro Technology Center. This new facility will provide daily programming that complements our operations at Oveta McKeithen Park. The center was built without taxpayer dollars as a result of the developer agreement with Butters Construction. The second will be Sullivan Park at the Intracoastal Waterway and Deerfield Island. The park, being funded through the CRA District and Florida Inland Navigation District (FIND) grant, will be one of the last major capital projects in the CRA District. The new park will feature one-of-a-kind public art that was a community initiative with the Kiwanis Club, Women’s Club and many other non-profit organizations and individuals. It is a much needed addition to our parks system east of Federal Highway. Our parks system is a costly endeavor to maintain and to keep safe. In FY17, we are adding 2 full-time and 2 part-time Park Ranger positions. The Park Rangers will be responsible for opening and closing parks, restrooms and other amenities. The Park Rangers will patrol the parks on a 7-day basis to ensure patrons are abiding by the rules and to help with rental compliance. They will work with the BSO zone deputies to protect our parks infrastructure and neighbors. These positions are absolutely necessary because many of our parks are not staffed. Our community events are just getting better. The Ocean Way Holiday Light Extravaganza is going to become the Deerfield Beach Holiday Light Extravaganza this holiday season. All of our major facilities and parks are going to light up and bring season’s cheer to everyone. The Ocean Way Holiday Tree ceremony will be the starting point. We will tie in the other facilities as appropriate. There will be a new event added to the lineup called, Blues and Brews. Our goal is to not have large scale events, but smaller quality events throughout the City. The location of this new event has not been determined. We really hope to begin holding more events away from the beach.
Last year’s Fall Festival was a smashing success. It will be back again. This event will eventually tie-in the Deerfield Beach Historical Society (DBHS) to a much larger extent to educate our residents and visitors about our history. The DBHS and City along with Jeff Anderson and Emerald Towing have partnered to bring the “abandoned” caboose of the FEC railway to our Old School House. The caboose will be placed on actual
railroad ties and rails along NE 2nd Street. This is another step toward marking the Pioneer Grove District with more of our heritage. The Ocean Rescue Division will be expanding its full-time coverage with an additional lifeguard. We want to patrol the newest beach area that the City Commission recently acquired. The north side of the Deerfield Beach International Fishing Pier is gaining popularity with surfers and volleyball players. These young athletes are spending more time in this area and immersing themselves in Deerfield Beach culture. Many people are aware that the Deerfield Beach Athletics and Aquatics Center is home to a 2016 Olympian. Some may not know that our beach volleyball courts are also used throughout the year by many collegiate, Olympian and professional volleyball players. Again, the new Volleyball Training Center in West Deerfield Beach will enhance our profile. The DFB Bison program is off to a great start in its inaugural year. The program will expand in the upcoming year to include other athletics such as basketball, lacrosse and possibly an ice hockey team. For now the focus will remain on the football and cheerleading season with the crucial academic component already in place. The Dolphin Swim team has a new logo and much better staff involvement than in the past. We will be adding an Assistant Pool Manager to cover the weekends and serve in an acting capacity as necessary.
Making our City Sustainable The Department of Sustainable Management will continue to provide superior service to our customers for solid waste, recycling and bulk trash pickup. The Sanitation Division has and will continue to keep our City beach, parks, streets, medians and public waterways clean of debris. The department will expand their fleet of vehicles to better address the weekly bulk pickup issues that we have encountered this past year when we went to the new schedule. The new schedule has our crew picking up bulk trash at the beginning of the week since most homeowners perform do-it-yourself (DIY) landscaping and home improvement projects on the weekend. The Kingfisher Canal 1999 comparison study is completed. We have budgeted $90,000 in the Road & Bridge Fund to begin the design of the filtration system for the 72-inch storm drain. The City will be lobbying the Florida Department of Transportation to pay for all or at least fund part of the costs related to this project since it is for their state roadway drainage (US1/Federal Highway). The department is working with Broward County Department of Environmental Protection to install a near shore artificial reef along our beach. This will provide a habitat for marine life while also exposing our beach patrons to a fun and educational aspect of their visit. This is why we required our beach concessionaire to provide snorkeling rentals and programming. We will also be working with the Johnny Morris Foundation (Bass Pro Shops) to install underwater cameras at the Mount Deerfield and Miracle of Life reefs. These cameras would stream live videos to locations throughout the United States.
Natural Resources The Department of Environmental Services has a new director. We have also made changes to the Water Plant Division to prepare for the future workforce. The director will be overseeing several capital projects to upgrade the water plant and other utilities infrastructure to stay on track with our program. The director will also be developing a long-term utilities master plan and conducting a water rate study. The East Water Plant facility has been decommissioned. We will keep part of the site for water storage. The remainder will become a passive park area across from the Senior Services campus.
The Infrastructure Maintenance Division will continue to install and repair sidewalks and streets. The crews will continue to work with residents on traffic calming speed tables throughout the City. The division will be coordinating their efforts with the Department of Community Development in using Community Development Block Grant (CDBG) funds to install new sidewalks and conduct street resurfacing particularly in the SW 1st Terrace neighborhood. Public Safety The Broward Sheriff’s Office will continue its operations for the Department of Law Enforcement and Department of Fire Rescue without much change. We are pursuing a U.S. Department of Justice (USDOJ) grant to create a second special operational team to combat drugs, burglaries and other serious criminal activities. The current team has made almost 400 arrests. More importantly, they have developed a positive, open relationship with neighborhoods throughout our community. With all of the anger and divisiveness throughout our nation with law enforcement and the minority community, I must commend our Law Enforcement leadership and the deputies for their efforts in our City. The use of license plate reader (LPRs) cameras will take effect in late 2016. The LPRs were purchased using the Law Enforcement Trust Fund (LETF) monies that were confiscated from criminal activity. The Deerfield Beach District has already begun using body worn cameras on some of our deputies. We have upgraded the Law Enforcement Headquarters with a secure room to protect the video capture and prevent tampering. We will be one of the first cities in Broward County to have body cameras on all of our law enforcement officers. We will also look to purchase a drone with LETF monies that will be used for emergency and special operations. The Department of Fire Rescue will function at the same level as this year. We are changing the billing cycle of fire inspections. Currently businesses are charged as we conduct the inspection. Moving forward the City will bill all businesses at the beginning of the fiscal year during the Business License Tax cycle. The fire inspections will begin in the east and move west. There will no longer be sporadic inspections which, has proven to be inefficient. Our TRIBE The City’s workforce is one of the most dedicated, skilled and talented I have had the honor to serve. They have made sacrifices and worked diligently through tough times. The City has an opportunity to express our gratitude and retain many of these highly marketable employees. The City Commission requested a Pay and Classification Study be done during FY16. The consultant has completed the study and made a recommendation during the June City Commission meeting. The recommendation is for FY17. The market study shows that we are not competitive with many of the salaries of our peers. It also recommended title changes to be more consistent with the 21st Century labor market. One of the City’s toughest future challenges will be to retain talented, technical employees. The younger generation coming into the workforce has very different expectations about compensation and other types of incentives. We already experience short tenures with our younger employees who move on quickly. This is not specific to Deerfield Beach. Many other cities are suffering the same type of employment length. It is important, if not absolutely essential, that the City Commission help its management to proactively support our workforce. The new performance evaluation system is entirely implemented. We have received good feedback from employees and both the labor unions who helped with the system. The Employee Appreciation and Awards banquet was a big hit for its first time. It empowered our employees to get together outside of the workplace and interact with others that have not even met. It also served as the platform to introduce the new TRIBE concept to our employees that were looking for an injection of enthusiasm and pride.
Our training programs have included diversity training for all employees. We have sent employees to specialized and recertification training depending on the position. Many employees have attended their professional state association conferences which are insightful and infuse enthusiasm to develop new approaches to his or her job responsibilities. Key customer service-related positions attended the Disney Institute’s service training course at Broward College. Conclusion It is our honor to serve the citizens, businesses and visitors of Deerfield Beach. We enjoy our responsibilities and look forward to the next year of bigger, better accomplishments. All of our directors, managers, supervisors and non-supervisory staff make a phenomenal, unstoppable force. If you think Fiscal Year 2016 was a success, then be prepared for Fiscal Year 2017…“Continuing Momentum.”
Respectfully,
Sincerely,
Burgess Hanson, City Manager
Hugh Dunkley, Chief Financial Officer
OFFICE OF THE CITY MANAGER BURGESS A.A. HANSON – CITY MANAGER
Mr. Hanson has over 20 years of experience in government management and administration. Burgess began his career with the West Virginia Department of Environmental Protection where he was recognized by then Governor Gaston Caperton for serving as the team leader on a multi‐ department facility consolidation project. Upon receiving his graduate degree, Burgess moved to Florida to work in the Office of the Mayor for the City of Plantation. Since 2001 Mr. Hanson has served as an Assistant to the City Manager and Information Technology Director for the City of Deerfield Beach, Florida. He was appointed to his current position in January 2010. He reports directly to the City Commission and serves as the chief executive officer. Burgess oversees the $170 million day‐ to‐day operations and directly supervises 17 senior executives that utilize nearly 900 full‐time, part‐time and contractual employees. The City Manager also supervises the Community Redevelopment Agency (CRA) director. Burgess is the City’s liaison to the Deerfield Beach Greater Chamber of Commerce, Deerfield Beach Housing Authority and all governmental entities. Mr. Hanson received his Bachelor in Political Science from West Virginia University and was nominated and selected as a Frasure‐Singleton Legislative Intern. Burgess attained his Master of Science in Management from Marshall University. He is an active member of the International City Manager Association (ICMA), Florida’s & Broward County’s City Manager Associations, Deerfield Beach Rotary Club and a past member of the South Florida Fair Equestrian Committee.
KARA PETTY – ASSISTANT CITY MANAGER Ms. Petty has 16 years of experience in the field of Parks and Recreation. Kara began her career with the City of Plantation in 1999 serving in various capacities. In 2005, Kara was hired by the City of Miami Gardens and was promoted to Director of Parks and Recreation in 2009. Kara began her work for the City of Deerfield Beach in 2011 as an Assistant Director of Parks and Recreation. In 2012, Kara became the Director of Parks and Recreation. Serving as a key member of the senior management team, Ms. Petty was promoted to Assistant City Manager in September 2016. Her duties include managing community‐related and ITS departments. Kara received her Bachelor of Science with a concentration in Psychology from Florida Atlantic University. Kara is a Certified Parks and Recreation Professional for the National Recreation & Parks Association. She is a member of Florida Recreation and Parks Association, and the National Recreation and Parks Association.
OFFICE OF THE CITY MANAGER (Continued) DAVID SANTUCCI – ASSISTANT CITY MANAGER Mr. Santucci has over 15 years of public administration experience, with a concentration on public procurement in Federal, County, and Municipal Governments. David started with the City in July of 2011 as the Purchasing Manager and was promoted to the Assistant to the City Manager/ Purchasing Director in October of 2014. He oversees the operations of the Purchasing Division, Construction and Facilities Management Division, Emergency Management and reports directly to the City Manager. As a member of the Senior Management Team, Mr. Santucci is responsible for recommending city‐wide procurement policies to the City Manager and City Commission and ensuring those policies are carried out through ethical, open and transparent procedures in compliance with applicable laws. David provides strategic sourcing recommendations to user departments to assist them in obtaining their project and operational goals. He also coordinates the budgeting, planning, and administration of construction projects through the budgeting process and capital improvement plan. He also coordinates city‐wide emergency management efforts for the City and acts as the Emergency Manager in an emergency event such as a hurricane. David graduated Summa Cum Laude from Florida Atlantic University with a Bachelor of Public Administration. David has the designations of Certified Public Procurement Officer and Certified Professional Public Buyer from the Universal Public Procurement Certification Council. David is a United Stated Marine Corps Combat Veteran who served in the War of Iraq as a Supply and Fiscal Chief. He is a member of the Florida Association of Public Procurement Officers, Southeast Chapter of NIGP where he serves as President, NIGP Young Professionals Council Chair, and Broward County City Manager’s Association.
HUGH DUNKLEY – CHIEF FINANCIAL OFFICER
Mr. Dunkley has over 24 years of experience in auditing and accounting for entities primarily in the governmental and not‐for‐profit industries. Hugh began his career with the City of Deerfield Beach in 1997 as a staff accountant. Hugh has since served the City in various capacities of increasing responsibility (Finance Division Chief and Assistant Finance Director). As Chief Financial Officer, Hugh oversees all fiscal operations of the City, including budget, audit, debt, investments, utility billing and parking operations. Prior to joining the City, Hugh worked with the City of Fort Lauderdale in internal auditing and treasury operations. Hugh was also employed in public accounting where he served audit clients in the hospitality, governmental and non‐ for‐profit industries. Hugh received his Master of Science in Taxation from the University of Miami and his Bachelor of Business Administration in Accounting Magna Cum Laude from Howard University. Hugh is a Certified Public Accountant within the State of Florida, a Certified Government Finance Officer and a Chartered Global Management Accountant. He is a member of the Government Finance Officers Association, Florida Government Finance Officers Association, American Institute of CPA’s, and the Florida Institute of CPA’s.
CONSTRUCTION & FACILITIES MANAGEMENT DIVISION CHARLES DABRUSCO– CAPITAL PROJECTS ENGINEER
Mr. DaBrusco has over 35 years of experience as a Project Manager, City Engineer, Assistant Director and Director of Engineering, Public Works, and Environmental Services. Charles began his career with the City of Deerfield Beach in 2007 as the Assistant Director of Environmental Services; he has since served the City in various capacities of increasing responsibility. Charles has been responsible for design, construction administration and project management of all types of civil and environmental engineering projects including parks, community centers, water treatment plant improvements, road‐ ways, parking facilities, sanitary sewer collection systems, water distribution and storm water management systems. Prior to joining the City of Deerfield Beach, Charles served as the Director of an engineering firm, City Engineer for the City of Parkland and Construction Project Manager for a private engineering firm. Charles received his Master of Engineering as well as his Bachelor in Engineering from Manhattan College. Charles is a certified Professional Engineer in the State of Florida and a Certified Chartered Engineer for the United Kingdom.
PURCHASING & CONTRACT ADMINISTRATION DIVISION IVELSA GUZMAN – PURCHASING MANAGER
Ms. Guzman began her career in 2001 at the City of North Lauderdale as a Utility Billing Representative. In 2004, Ivelsa was promoted to Accounts Payable in the Finance Department. In 2013, Ivelsa was once again promoted to oversee all the City’s purchasing needs as the Purchasing and Contracts Manager for the City of North Lauderdale. Ivelsa was hired by the City of Deerfield Beach in February 2016, as the Purchasing Manager. Ivelsa received her Bachelor in Business Administration with a concentration in Accounting from Florida Atlantic University, and is currently pursuing her Master in Business Administration with a concentration in Finance from Florida Atlantic University. She is a member of the National Institute of Governmental Purchasing in Local and National Chapters, Florida Association of Public Purchasing Offices, and Southeast Florida Governmental Purchasing Co‐Operative Group.
OFFICE OF THE CITY ATTORNEY ANDY MAURODIS – CITY ATTORNEY
Andrew S. Maurodis has served as City Attorney of the City of Deerfield Beach since March 1980 (with a three year interruption between 1987 and 1990). Andy served as the Director of the Land Use Division of the County Attorney’s office He has also served as City Attorney to the City of Parkland since 1988 and as the attorney for the Broward County Planning Council since 1996. Mr. Maurodis graduated from the University of Miami Law School and was appointed a Graduate Fellow at Columbia University where he received his Master in Public Law and Government. He has received the highest ranking with regard to legal ability and ethics from Martindale Hubbell, the lawyer’s rating guide and on numerous occasions he has been listed as one of the top governmental lawyers in South Florida by the South Florida Legal Guide. In 2008 he was voted as one of the top government attorneys by Florida Trends, Florida Legal Elite Magazine. Mr. Maurodis has lectured on the subjects of land use, zoning and the Sunshine Law at the FAU Institute of Government.
JEFF SINIAWSKY – ASSISTANT CITY ATTORNEY
Mr. Siniawsky served as General Counsel for Florida Atlantic University’s Research and Development Authority. Jeff has immense experience in his field being a representative of both public sector and private sector clients in matters concerning land use, zoning and development with an emphasis on infill and re‐ development; real estate acquisition, leasing and sales; local government and administrative law; development of public/private partnerships; government relations; negotiation and drafting of agreements for design and construction of public and private improvements; public bidding and procurement; public contracting; code enforcement; corporate governance and public sector requirements; environmental regulation; construction law and litigation; transportation law; local government taxation and finance; acquisition and sales of businesses; commercial litigation. Jeff was hired by the City of Deerfield Beach Florida in 2013 as the Assistant City Attorney. Jeff received his Juris Doctor from Loyola University Law School in New Orleans as well as a Bachelor of Arts from Boston University. Jeff has received an AV rating of Preeminent from Martindale Hubbell. He is a member of the Florida Bar, Florida Bar ‐ City, County and Local Government Law Section, and Florida Bar ‐ Environmental and Land Law Use Section.
OFFICE OF THE CITY ATTORNEY (Continued) SHARON L. CRUZ – ASSISTANT CITY ATTORNEY Ms. Cruz has been an attorney for 37 years specializing in local government law. She held the positions of Assistant County Attorney and Deputy County Attorney for Broward County from 1979 to 2006. She was also Interim County Attorney on two different occasions while the County Commission conducted a search for a new County Attorney. At the County Attorney’s Office she specialized in Planning and Environmental Law. While she was with the Broward County Attorney’s Office Ms. Cruz was a guest lecturer at Nova University Shepard Broad College of Law on several occasions. When Ms. Cruz retired from Broward County in 2006 she provided legal services to the Law Firm of Andrew S. Maurodis on an Ad Hoc basis from 2006 to 2010. In 2010 Ms. Cruz Joined the Law Firm of Andrew S. Maurodis in 2010 on a permanent basis as an Assistant City Attorney for the City of Deerfield Beach representing the City Commission and City Departments in all local government matters. Ms. Cruz graduated from Florida International University with a BA degree in 1976. Sharon then went on to obtain a Juris Doctorate in 1979 from the University of Miami School of Law. Ms. Cruz is a member of the Florida Bar and is a member of the City, County & Local Government Law Section of the Florida Bar. Picture not available
OFFICE OF THE CITY CLERK'S SAMANTHA GILLYARD – CITY CLERK Ms. Gillyard has served in various capacities in the insurance industry for over 10 years; specifically, liability and property damage coverages. Prior to her joining employment with the City, Samantha worked as a public affairs assistant and was directly involved in the aid of victims to Hurricane Katrina in Louisiana. Samantha began working for the City of Deerfield Beach in December 2005 in a temporary capacity. Samantha became the full‐time Deputy City Clerk in February 2006. In June, 2013, Samantha began as the Interim City Clerk and was promoted to the position permanently in October 2014. Samantha currently serves as City Supervisor of Elections, upholds Florida Statute Chapter 286 regarding notice of public hearings, maintains custody of the City Seal, and prepares the agenda for the City commission chambers prior to meetings. Samantha received her Bachelor of Science with a concentration in Marketing from the University of Phoenix, and is currently working towards receiving her Master in Public Administration from Florida Atlantic University. Samantha is Certified as a Municipal Clerk’s Designation. She is a member of the Florida Association of City Clerks, Broward County Municipal Clerks Association, and International Institute of Municipal Clerks.
HEATHER MONTEMAYOR – ASSISTANT CITY CLERK
Ms. Montemayor started working for the City of Deerfield Beach Florida as an Administrative Support Specialist in the City Clerk’s Office in December 2010. In September 2014, Heather was promoted to Office Supervisor and in November 2014 Heather became the Assistant to the City Clerk. Heather received her Bachelor of Business Administration with concentrations in Marketing and Criminal Justice from Florida Atlantic University. She is a member of the Florida Association of City Clerks, Broward County Municipal Clerks Association, and International Institute of Municipal Clerks.
DEPARTMENT OF FINANCIAL SERVICES SOPHIA TAYLOR – ASSISTANT DIRECTOR
Ms. Taylor has over 19 years of experience in accounting and auditing primarily in governmental, public, and non‐profit industries. Sophia began her career with the City of Deerfield Beach in 2004 as a Grants Accountant. Sophia has since served the City in various capacities of increasing responsibility (Senior Accountant, Finance Division Chief, currently, Assistant Director of Financial Services). As Assistant Director of Financial Services, Sophia oversees the day‐to‐day accounting for the City’s revenues and expenditures, and is responsible for all aspects of financial reporting. Sophia received her Bachelor of Business Administration in Accounting from Florida Atlantic University. She is a member of the Government Finance Officers Association and the Florida Government Finance Officers Association.
MELISSA LEWIS – BUDGET MANAGER
Ms. Lewis began her career as a Corporate Accountant in the private sector for corporations such as SBA, Culligan, Enterprise and Fortune 500 conglomerate Coca‐Cola. Melissa was hired as the first Budget Analyst for the City of Deerfield Beach in 2007, she was promoted to Senior Budget Analyst in 2010, now in her present position as the Budget Manager as of 2014. Melissa received her Master of Business Administration with a concentration in Finance from Nova Southeastern University and her Bachelor of Science in Accounting from the City University of New York. Melissa served in the United States Army, active duty and reserves, as an Air Defense Artillery Operations & Intelligence Specialist. She is a member of the Government Finance Officers Association, South Florida Government Finance Officers & City Clerks Association and the Florida Government Finance Officers Association.
DEPARTMENT OF HUMAN RESOURCES AMANDA ROBIN – CHIEF HUMAN RESOURCES OFFICER
Ms. Robin started her career as an Executive Recruiter for a private sector firm. Amanda was hired in 2006 as an Administrative Support Specialist in the City Clerk’s Office, and since then Amanda has been progressively promoted throughout her career: Senior Executive Secretary, Executive Assistant to the City Manager, Assistant to the City Manager, Acting PIO, Assistant Director of HR, and now Director of Human Resources. Amanda is responsible for developing and revising Human Resources policies and procedures to ensure that employees adhere to the current policy. She is also responsible for negotiations with both unions (IUPAT and PMSA) as well as administration of the approved contracts. Amanda oversees the City’s health insurance and benefit plans as well as all general liability and workers compensation claims. She also oversees all recruitment efforts for vacancies, citywide training initiatives, and employee appreciation. Amanda received her Master of Business Administration from Florida Atlantic University as well as a Bachelor of Science in Business Administration from Shippensburg University. Amanda is a Certified International Public Management Professional. She is also a member of the Society for Human Resources Management.
KAREN BELLE-PIERRE– ASSISTANT DIRECTOR
Ms. Belle‐Pierre started her career in human resources as a Generalist for GMP Companies from 1999‐2005. From 2005‐ 2008, Karen worked for Levenger as the Human Resources Manager and was promoted to the Director of Human Resources for Levenger from 2008‐2012. Karen is currently the Assistant Director of Human Resources for the City of Deerfield Beach. Karen received her Master of Science in Human Resources Development from Palm Beach Atlantic University as well as a Bachelor of Science with a concentration in Psychology from Florida Memorial University. Karen is a Certified Senior Professional in Human Resources, and a Certified Senior Professional for the Society for Human Resources Management. She is a member of the Society for Human Resources Management, and the Human Resources Association of Palm Beach County.
DEPARTMENT OF PLANNING AND DEVELOPMENT SERVICES AMANDA MARTINEZ – DIRECTOR
Ms. Martinez started her career, as a Planner with the City in 2007. Amanda was promoted to Chief Planner‐Current Planning in 2011, and was then promoted to Director in 2013. As the Director of Planning & Development Services, Amanda oversees the functions of the Planning & Zoning Division, which includes the administration of the City’s comprehensive plan, as well as zoning, sign and landscape codes and regulations; the Building Division, which is the building permit and inspection process and the Code Compliance Division, enforcing the City’s Codes and ordinances. Amanda received her Master in Urban and Regional Planning from Florida Atlantic University, as well as a Bachelor of Science with a concentration in Sociology from the University of Central Florida. She is a member of the American Planning Association, Florida Chapter of the American Planning Association, and Smart Growth America Local Leader’s Council.
ERIC POWER – ASSISTANT DIRECTOR
Mr. Power started his career with the City of Coral Springs where he worked as an Associate Planner for 6 years. Eric’s responsibilities included DRC site plan review, permit review, and inspections as well as landscape plan review and inspections. Eric then went to work for the City of Sunrise for the following 6 years as the Principal Planner. Eric was responsible for the Planning Division of the Community Development Department, which included Development Review, Zoning, Land Use and the Comprehensive Plan. Eric was hired by the City of Deerfield Beach Florida in August of 2016 as the Assistant Director of Planning and Development Services. Eric received his Master of Geography from Florida Atlantic University, as well as a Bachelor of Arts in Political Science and a Bachelor of Arts in Public Administration from the University of Central Florida. Mr. Power is AICP Certified, a Certified Landscape Inspector, and received a GIS Certificate from Florida Atlantic University. He is a member of the American Planning Association, and the Landscape Inspectors Association of Florida.
DEPARTMENT OF INFORMATION TECHNOLOGY SERVICES SHEILA FLEMMING-PORTIS – DIRECTOR
Ms. Flemming‐Portis has worked in various capacities with Florida Department of Transportation, Florida Turnpike Enterprise (FTE) for over 20 years. Sheila was in charge of managing all software related issues with the State of Florida Sunpass program, which generated $900 million a year in revenue. Sheila worked in a 24/7/365 application environment which included; Web, Interactive Voice Recognition (IVR), Retail Service Providers, Airport Parking, Intraoperative Toll Agencies, Customer Relationship Management (CRM) users, 80 plazas representing two product lines, and over 750 lanes representing 13 product lines. Sheila’s work contributed to many future projects that continue to be in operation such as; Open Road Tolling, 95 Express Lanes, and Toll By Plate. Sheila also designed and developed the first Barrier Audit System which allowed for an independent assessment of Revenue and System reliability. Sheila was hired by the City of Deerfield Beach, Florida in 2011 as the Director of Information Technology Services. Sheila’s responsibilities include managing the strategic direction of the City’s Information Technology Systems, supervising department staff, being accountable for the formulation, direction, execution and evaluation of automated systems to achieve the City Manager’s information technology objectives. Sheila received her Master of Science in Computer Science from Florida Atlantic University, as well as her Bachelor of Business Administration from Howard University. Sheila was the recipient of the statewide award “I Made A Difference”. She is a member of the Florida Local Government Information Systems Association.
DEPARTMENT OF ECONOMIC DEVELOPMENT KRIS MORY – DIRECTOR
Ms. Mory has 24 years of experience in the public sector concerning economic development and redevelopment. Kris’ career began in Massachusetts focusing on industrial development and red brick mill reuse. In 1999, Kris moved to Florida and became the first Economic Development Official in the City of Plantation. Kris also has extensive experience in private sector construction management and urban planning and development consulting. Kris began working for the City of Deerfield Beach in 2010 as a consultant to the CRA and was hired later that year full time as the CRA Coordinator. Kris was promoted to Director in 2013 and was given expanded duties as the Citywide Economic Development Manager in 2015. Kris received her Master in Public Administration from the University of Massachusetts as well as a Bachelor of Science with a concentration in Political Science and French from the University of Wisconsin. Kris is a certified Redevelopment Administrator. She is a member of the Florida Redevelopment Association, Urban Land Institute, International Council of Shopping Centers, and the International Economic Development Council.
DEPARTMENT OF COMMUNITY DEVELOPMENT VICKKI PLACIDE-PICKARD – DIRECTOR
Ms. Placide‐Pickard has over 12 years of experience working in Community Development and Neighborhood outreach in the private and public sector which includes Florida Atlantic University as a Program Assistant, Community Redevelopment Associate of Florida Special Projects Coordinator and the City of Coral Springs as the Community Development and Housing Administrator. Vickki has provided operational management for a number of Federal, State and local grant programs for affordable housing, community and economic development projects. Vickki has developed strategies, program goals, policies and procedures for various programs. Vickki oversees the Community Development projects and programs which include entitlement grants received from the Federal and State government. Vickki received her Master in Public Administration from Florida Atlantic University, as well as a Bachelor of Science in Health Administration from Florida Atlantic University. Vickki is a certified Housing Development Finance Professional and a HOME Program Certified Specialist. She is a member of the Florida Community Development Association and Partners for Better Housing, Florida Housing Coalition.
BROWARD SHERIFF’S OFFICE DEPARTMENT OF LAW ENFORCEMENT ROBERT SCHNAKENBERG – DISTRICT CAPTAIN Captain Schnakenberg began his law enforcement career with the City of Deerfield Beach in 1986. Robert became a Broward sheriff’s deputy after the department merged with BSO in January 1990. Captain Schnakenberg’s experience includes Road Patrol, Criminal Investigations, Internal Affairs and Homeland Security. Captain Schnakenberg was the commander for several specialized units which include Internal Affairs, Professional Standards and the Office of Homeland Security. In 2013, Captain Schnakenberg was selected by the City Manager to direct all law enforcement operations in Deerfield Beach. He is a recent graduate of the 251st Session of the FBI National Academy.
BROWARD SHERIFF’S OFFICE DEPARTMENT OF FIRE RESCUE
RICHARD SIEVERS – DISTRICT CHIEF District Chief Richard J. Sievers began his fire service career with the City of Lauderhill in 1979, retiring from there in 1999. Richard joined the City of Lauderdale Lakes Fire Rescue Department that year as Fire Chief. Service with the Broward Sheriff’s Office began in April 2004; Chief Sievers has been in charge of the Fort Lauderdale/ Hollywood International Airport, Lauderdale‐By‐The‐Sea, Cooper City and presently serving as the District Fire Chief in Deerfield Beach. Chief Sievers is also the Regional Coordinator for the State of Florida Statewide Emergency Response Plan for Region‐7 which includes the counties of Monroe, Miami‐Dade, Broward and Palm Beach. Chief Sievers holds an Associateʹs Degree in Fire Science from Broward College, and an Associate Degree in Business Management and Bachelor Degree in Business Administration from Northwood University. He is a state certified Fire Instructor‐III, an Emergency Medical Technician and a Fire Safety Inspector and Plans review from the State of Florida. In 2013 Chief Sievers was appointed by the City Manager to direct all fire rescue operations in Deerfield Beach.
DEPARTMENT OF PUBLIC AFFAIRS AND MARKETING REBECCA MEDINA-STEWART – DIRECTOR
Ms. Medina‐Stewart began her journalism career as a writer/producer at FOX WSVN‐7 News and WTVJ NBC6. Rebecca then went to work as a Reporter/Anchor first at CBS‐El Paso, TX, then ABC‐Memphis, TN and finally ABC‐ Tampa, FL, where she was nominated for an Emmy Award in 2011 for a story on a Public Safety Crisis. She spent a year as the Internal Global Communications Director at Pace Technology in Boca Raton, FL. Rebecca was hired in December of 2012 by the City of Deerfield Beach, where she manages all media relations, communications, social media, marketing and public relations. Rebecca received her Bachelor of Science with a concentration in Communications from Florida International University. She is a member of the National Academy of Television Arts & Sciences in the Suncoast Chapter.
DEPARTMENT OF PARKS AND RECREATION SHERRY WILSON – INTERIM DIRECTOR
Ms. Wilson started her career working for the city of Jacksonville Parks, Recreation & Community Services Department. Sherry then went on to work for Lancaster County Parks and Recreation Department for 3 1/2 years. Sherry then worked for Mecklenburg County Parks and Recreation Department for 4 years, Lauderdale Lakes Parks and Recreation Department for 3 1/2 years, and Broward County Parks and Recreation Department for 4 years. Sherry was hired in 2016 as the Assistant Director of Parks and Recreation by the City of Deerfield Beach. Sherry received her Master of Science in Parks and Natural Resources from Slippery Rock University as well as a Bachelor of Science in Sports and Health Science from Berry College. Sherry is a Certified Parks and Recreation Executive and a Certified Playground Safety Inspector. She is a member of Florida Recreation and Parks Association, and the National Recreation and Parks Association.
DEPARTMENT OF SENIOR SERVICES DONNA DEFRONZO – DIRECTOR
Ms. DeFronzo has over 30 years of experience in working in health care and long term care administration. Prior to coming to the City of Deerfield Beach, Donna worked at Holy Cross Hospital in elder care services. Donna began her career with the City of Deerfield Beach in 1988 as the Project Director of the Senior Center. Throughout the past 27 years, Donna has served the City in a variety of capacities and committees (Project Director of Senior Center, Adult Day Services, and Alzheimer’s Day Care Center, Director of Senior Services and Community Development). Donna is responsible for the overall management, supervision, and coordination of all project activities and teams to provide a comprehensive program of services and programs for individuals from ages 2 ‐ 102. The N.E. Focal Point Senior Center was the first senior center in the State of Florida to receive the Florence R. Goldmann Senior Center Award in 1996 and for the 2nd time in 2012; for excellence in the development and promotion of senior centers by the Florida Association of Senior Centers, Inc. Donna received her Master of Science with a concentration in Health Administration from Florida International University, as well as Bachelor of Science with a concentration in Health Administration from Florida Atlantic University. Donna is a licensed Nursing Home Administrator for the State of Florida and a licensed Assisted Living Facilities Administrator. She is an Adjunct Assistant Professor for the College of Business ‐ Health Administration Program at Florida Atlantic University. Donna is the 2016 recipient of the Jay K. Morgan Distinguished Senior Center Professional Award for outstanding dedication and services to Senior Centers. She is a member of National and Florida Councils on Aging; National Institute of Senior Centers, Florida Association of Senior Centers; Broward Chamber of Non Profit Organizations, and Broward Health’s Senior Community Relations and Community Relations Council
FRIEDA CALDES– ASSISTANT DIRECTOR
Ms. Caldes’ main responsibility is the administration and supervision of senior programs and services, she enjoys the “hands on” aspect of interacting with the elder population. Frieda’s experience of over thirty five years includes Director and Coordinator positions throughout Broward County; S.E. Focal Point Senior Center ‐ Hollywood, Adult & Cultural Arts at David Posnack Jewish Community Center ‐ Davie, E. Focal Point Adult Day Care Center ‐ Hollywood. Frieda received her Masters of Science with a concentration in Education of Speech & Hearing Handicapped from Brooklyn College, and received a Bachelor of Science in Speech from CUNY Brooklyn College. She is a member of Florida Association of Senior Centers, National and Florida Councils on Aging; National Institute of Senior Centers, Broward Alzheimer’s Coordinating Council, and Elder Services Resource Network.
DEPARTMENT OF ENVIRONMENTAL SERVICES THOMAS GOOD – DIRECTOR
Mr. Good worked in various capacities in Federal, State, District, and Local Government services, for nearly 40 years. Thomas worked for the City of North Miami as a Utilities Systems Superintendent. Thomas was the Infrastructure Development Liaison with the Dade County Public School System, and worked for the City of Miramar as the Public Works Director. In the 20 years with the City of Miramar, Thomas directly participated in the creation, expansion, and enhancement of Municipal infrastructure and services for a community population that went from 50,000 to 120,000 in 15 years. Thomas was hired by the City of Deerfield Beach in June 2016 for his current position of the Director of Environmental Services. Thomas is in charge of engineering services, water production, water distribution, wastewater collection, street maintenance and other related field construction activities. Thomas received his Master of Business Administration from the University of Florida as well as a Bachelor of Science with a concentration in Engineering Science from the University of Florida. Thomas is a Certified Water Class A, Wastewater Class A, and Storm Water Class A Specialist. Thomas received a Certification for Business Entrepreneurship from the University of Florida. Thomas served in the United States Navy as a Fire Control Technician and Surface Warfare Specialist. He is a member of the American Public Works Association, American Water Works Association, Florida Water and Pollution Control Association, and the Water Environment Federation. .
DEPARTMENT OF SUSTAINABLE MANAGEMENT CHAD GRECSEK – DIRECTOR
Mr. Grecsek worked for the Florida Department of Environment Protection in the Environmental Resources Program. Chad was responsible for ensuring compliance with State regulations as well as processing environmental resource permits. Mr. Grecsek was also on the States regulatory dive team. Chad then went on to work for an international environmental consulting firm focused on water quality, environmental education and coastal management as a project manager and was responsible for establishing a new United States office in Boca Raton. Chad was also responsible for business development and project management and developing the administrative framework for the new branch. Chad was hired by the City of Deerfield Beach in 2007 as the Assistant to the Director of Public Works and Environmental Services, and since then Chad has been progressively promoted throughout his career: Assistant to the Director of Environmental Services, Assistant Director of Environmental Services, and Director of Recycling and Solid Waste. Chad is currently the Director of Sustainable Management as of 2015, where he oversees the City’s solid waste, recycling and fleet operation, responsible for beach and coastal management, erosion and coastal programs, various environmental activities, hurricane debris removal and related emergency management preparedness. Mr. Grecsek is also charged with spearheading the City’s sustainability initiatives. Chad received his Master in Business Administration from Florida Atlantic University as well as a Bachelor of Science with a concentration in Environmental Sciences from the University of Delaware. Chad is a Certified Leadership in Energy and Environmental Design Accredited Professional. He is a member of SWANA Florida Chapter Board where he was appointed as the first SWANA Florida Chapter Safety Ambassador and appointed as the SWANA Florida Chair of Health and Safety Committee.
DAVID EBERLIN– ASSISTANT DIRECTOR Mr. Eberlin’s Solid Waste career started at Waste Management Inc. where David developed his operational knowledge and the execution of management processes by building, approving, and renewing municipal agreements, establishing and developing large 600 ton transfer stations and implementing strategic price increases. Most recently Eberlin was Division Manager of Progressive Waste Solutions in Miami, FL ‐ 2005. David was hired by the City of Deerfield Beach, Florida in 2014 as the Recycle and Solid Waste Manager. In 2015, David was promoted to his current position with the City as the Assistant Director of Sustainable Management. David was a Certified Police Officer and Fire Fighter, for the City of Pembroke Pines and served in the United States Army as a Military Policeman / Specialist.
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 1900ʹs, 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 1940ʹs 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 award‐ winning 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 Beautification Program and Grounds Maintenance Roads and Bridges Construction and Maintenance Storm Water Management Program Fleet and Facilities Management Program Wastewater Distribution Maintenance and Construction 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 146.6 135.0
Miles of sewers: Storm Sanitary Force mains
28.62 137.0 35.58
Public Safety: Number of Fire stations 6 Number of employees 141 Number of Police stations 2 Number of employees 130 Municipal water department: Number of meters Number of units Plant capacity
12,305 33,140 23,600,000 gallons per day
Recreation: Number of parks Public beach Municipal pier
52 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
6.5 5.5 5
6.27
6.23
6
6.20
6.05
5.19
4.5 4
FY13
FY14
FY15
FY16
FY17
Ratio of Net Bonded Debt to Assessed Valuation
0.30% 0.25% 0.20% 0.15% 0.10% 0.05% 0.00%
0.29%
0.29% 0.24%
FY11
FY12
FY13
0.22%
0.19%
FY14
FY15
Fund Balance of Governmental Funds (unassigned in millions) $12.0
$11.6
$10.0
$8.8
$8.0 $6.0 $4.0
$4.7 $1.7
$2.0 $-
FY11
FY12
4
$2.8
FY13
FY14
FY15
City of Deerfield Beach
Top Ten Corporate Taxpayers Percentage of Tax Base 10.00% 8.00%
8.28%
9.11% 7.79% 5.79%
6.00% 4.27%
4.00% 2.00%
FY11
FY12
FY13
FY14
FY15
Net Bonded Debt Per Capita
$350
$313
$289 $243
$250
$223
$209
$150 $50
FY11
FY12
FY13
FY14
FY15
General Fund Expenditures Per Capita
$1,300 $1,100
$997
$979
$989
$1,075 $1,112
$900 $700 $500
FY11
FY12
5
FY13
FY14
FY15
City of Deerfield Beach Median Age
45 44.2
44
43.3
43
43.3
43.2 42.1
42 41 40
FY11
FY12
FY13
FY14
FY15
General Fixed Assets (in millions)
200 150
144.5
160.6
154.3
166.6
174.5
100 50 0
FY11
FY12
FY13
FY14
FY15
Water Accounts 12,500 12,250
12,346 12,309 12,305 12,407
12,463
12,000 11,750 11,500 11,250 11,000
FY11
FY12
FY13
6
FY14
FY15
City of Deerfield Beach Population
77,000
76,662
76,389 76,473
76,500
76,152
76,000 75,500 75,000
75,018
74,500 74,000
FY11
FY12
FY13
FY14
FY15
Average Calendar - Year Employment
38,000 36,000
36,637
35,986 35,894
37,696 37,697
34,000 32,000 30,000
FY11
FY12
FY13
FY14
FY15
School Enrollment
8,500
8,278
8,422
8,000
7,961 7,496
7,500
7,442
7,000 6,500
FY11
FY12
7
FY13
FY14
FY15
Calculation of Ad Valorem Taxes
Taxable value of property Multiplied by Millage rate per $1,000 Equals Total ad valorem proceeds to be received from the County if every tax dollar is collected Multiplied by
Existing Property
New Construction/ Alterations/ Additions
Total
$6,076,680,536
$22,573,000
$6,099,253,536
6.5007
6.5007
6.5007
$39,502,677
$146,740
$39,649,417
Percentage of total ad valorem proceeds which the City expects to receive Equals
95%
Estimated ad valorem tax revenue
$37,666,947
One mill generates $5,794,291 of ad valorem tax revenue.
8
Budget Summary for Fiscal 2016/17 - All Funds Actual 2015
Budgeted 2016
Budgeted 2017
$ 32,924,539 1,345,640 2,708,054 7,976,553 5,739,155 1,353,883 4,825,399 8,955,388 59,889,043 1,747,392 4,700,118 36,912 18,334,689 $ 150,536,765
$ 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
$ 36,273,898 1,334,758 2,034,213 8,175,000 5,975,350 1,408,644 4,664,050 9,623,373 61,078,789 1,730,640 9,749,204 5,772,842 23,971,168 $ 171,791,929
37,862,266 96,055,449 1,758,562 3,552,976 7,528,804 $ 146,758,057
39,335,939 106,219,540 4,816,888 6,149,797 9,111,747 $ 165,633,911
42,676,506 105,520,818 9,646,560 5,316,288 8,631,757 $ 171,791,929
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
9
City of Deefield Beach Total Budgeted Revenues $171,791,929 Fines & forfeitures 1%
Interfund transfers 6%
Cash carryover 3% Miscellaneous 13%
Charges for services 36%
Property taxes 21%
Sales & use taxes 1% Intergovernmental 6%
Communication services taxes Franchise Public Licenses & 1% fees Service taxes permits 3% 5% Local option 3% gas tax 1%
Total Budgeted Expenditures $171,791,929 Operating expenditures 61%
Personal services 25%
Capital outlay 6%
Debt service 5%
10
Non-operating expenditures 3%
Revenue and Expenditure Summary - All Funds / Divisions Actual 2014/15
Budget 2015/16
Budget 2016/17
$ 32,924,539 1,345,640 2,708,054 7,976,553 5,739,155 1,353,883 4,825,399 8,955,388 59,889,043 1,747,392 4,700,118 36,912 18,334,689 $ 150,536,765
$ 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
$ 36,273,898 1,334,758 2,034,213 8,175,000 5,975,350 1,408,644 4,664,050 9,623,373 61,078,789 1,730,640 9,749,204 5,772,842 23,971,168 $ 171,791,929
$ 241,922 1,157,329 488,793 371,878 629,975 1,424,136 580,746 3,983,258 1,202,730 ‐ ‐ ‐ 23,369,196 29,220,015 2,187,777 4,541,104 11,998,806 2,717,876 23,000,025 14,645,817 10,080,822 7,277,360 7,528,804 109,688 $ 146,758,057
$ 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 ‐ 23,168,725 30,963,128 2,484,221 1,073,301 13,489,765 3,124,526 23,439,971 17,074,324 10,854,781 13,899,313 9,111,747 210,593 $ 165,633,911
$ 308,338 6,003,382 681,911 436,500 502,250 1,692,508 793,799 5,197,136 1,623,374 208,799 337,382 339,217 23,822,909 30,253,039 2,848,080 1,010,902 14,689,767 3,302,906 30,081,875 17,406,449 10,696,211 10,710,412 8,631,757 213,026 $ 171,791,929
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 Human Resources Planning & Development Services Information Technology Services Economic Development Community Development Public Affairs & Marketing Police/B.S.O. Fire/Rescue Infrastructure Maintenance Fleet Management Parks & Recreation Senior Services Engineering/Utilities Sustainable Management Risk Management Non‐Departmental Debt Service Community Participation Total expenditures
11
Summary of Revenues, Expenditures and Changes in Fund Balances All Governmental and Expendable Trust Funds Fiscal Year 2016/17
Senior Services Fund
General Fund Beginning Fund Balance Revenues/Other Financing Sources: Property taxes Franchise fees Local option gas tax Public service taxes Sales and use taxes Local option gas tax Business tax receipts & building permits Intergovernmental Charges for services Fines & forfeitures Fire assessment fees Capital lease proceeds Interfund transfers Miscellaneous Total Sources of Funds
21,147,379
$
-
Road and Bridge Fund
CDBG Fund
$
-
$
-
Insurance Svcs Trust Fund
$
-
36,273,898 8,009,563 8,175,000 6,558,833 4,514,050 2,272,795 9,364,133 1,339,500 11,178,641 2,133,228 2,082,408 8,007,470 99,909,519
1,408,644 897,456 428,000
1,792,803 221,000 3,339,259
621,699
607,348
621,699
65,000 348,993 418,095 2,848,080
10,696,211 10,696,211
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 Public Affairs & Marketing Police Fire/Rescue Environmental Services Parks & Recreation Senior Services Risk Management Non-Departmental Community Participation Debt Service Total Uses of Funds
98,831,431
Increase (decrease) in Fund balances Total Ending Fund Balances
1,078,088
-
-
-
-
22,225,467
-
-
-
-
308,338 6,003,382 681,911 436,500 502,250 1,692,508 793,799 5,197,136 1,623,374 208,799 337,382 339,217 23,822,909 30,253,039 1,010,902 14,689,767 5,849,272 213,026 4,867,920
12
2,787,494 3,302,906 36,353
621,699
60,586
10,696,211 -
-
-
-
-
3,339,259
621,699
2,848,080
10,696,211
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.
13
Significant Financial and Budgetary Policies Budgeting Process Department heads begin assembling their budget requests in March. 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 the revenue required for the fiscal year beginning October 1 of each year.
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.
14
Significant Financial and Budgetary Policies 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.
The City will maintain all assets at a level that is adequate to protect the Cityʹs capital investment and to minimize future maintenance and replacement costs.
Debt Policies
Capital improvement equipment and facility projects will be classified into ʹʹpay‐as‐you‐go” (The system or practice of paying debts as they are incurred) and ʹʹdebt financingʹʹ (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.
15
Significant Financial and Budgetary Policies
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 Cityʹs books and records.
16
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 70.3% of this fund’s revenues. Fire/rescue and police services comprise the majority of the General Fund expenditures. Respectively, they constitute 30.3% and 23.8% 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 ʺConsolidated Planʺ 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 increase slightly from the previous year, as a result of an increase in contractual services. 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. As for the Solid Waste Fund, approximately 21.4% 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 15.7% of the fund’s revenues are from insurance reimbursements from private sources. The primary sources of expenditures are for insurance premiums, workers compensation and general liability claims. These expenditures account for over 96.6% of this fund’s budget.
17
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 2017, the property appraiser certified the city’s taxable value at $6,099,253,536. This will generate $36,204,583 which is 21.1% of total budgeted revenues. This increase of 5.4% 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.
45,000,000 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 rev enues
'13
'14
'15
'16
'17
$26,185,412
$31,347,644
$33,084,129
$34,667,948
$36,204,583
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 4.9% of total citywide budgeted revenues. Tax collections from electric and water consumption/purchases amount to 98.5% of total public service tax collections.
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
'13
'14
'15
'16
'17
Electricity
$5,962,381
$6,469,732
$6,000,000
$6,500,000
$6,950,000
Water
$1,312,610
$1,322,829
$1,300,000
$1,330,000
$1,350,000
18
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 12.9% in the projection for the communications services tax, despite an increase of 3.9% in the City’s projection for electric franchise fees. The decrease in the projected collections from telecommunications taxes stems from periodic annual adjustments that are done 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
' 13
' 14
' 15
' 16
' 17
E lectric f ran ch ise f ees
$4,717,719
$5,094,646
$4,800,000
$5,100,000
$5,299,350
C om m u n ication s svcs tax
$3,601,813
$3,299,620
$3,000,262
$2,334,992
$2,034,213
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 2.2% of the total city revenues. This revenue source is expected to increase by over 24.6% as a result of increases in the number of building permits which are due to new construction as well as substantial alterations and renovations.
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 Building permit revenue
'13
'14
'15
'16
'17
$2,388,762
$2,878,937
$2,725,000
$3,060,000
$3,814,050
19
MAJOR SOURCES OF REVENUE (CONTINUED)
STATE SHARED REVENUES State shared revenues are monies collected by the State of Florida for the following: Budgeted Revenue 2015/16 2016/17
Source of Revenue Mobile home licenses Alcoholic beverage licenses Half-cent sales tax Motor fuel tax rebate State revenue sharing Total
$
8,000 42,000 5,098,452 40,000 2,393,367 7,581,819
$
$
9,000 50,000 5,224,075 38,000 2,551,883 $ 7,872,958
Dollar Change $
Percentage Change
1,000 8,000 125,623 (2,000) 158,516 291,139
$
12.5% 19.0% 2.5% -5.0% 6.6% 3.8%
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 2.5% 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
'13
'14
'15
'16
'17
Half-cent sales tax
$4,394,070
$4,648,145
$4,869,720
$5,098,452
$5,224,075
State revenue sharing
$1,997,074
$2,176,620
$2,223,982
$2,393,367
$2,551,883
20
MAJOR SOURCES OF REVENUE (CONTINUED)
CHARGES FOR SERVICES - PUBLIC SAFETY Ambulance service fees are estimated to be $2,900,000 for Fiscal Year 2017. Further, the fire protection assessment fee is estimated to be $11,178,641, which is a slight increase from the previous year’s amount of $10,993,880. These two fees, combined with other public safety charges such as fire inspection fees and public safety impact fees make up 8.9% of the city’s total revenues. This revenue category is expected to decrease by ‐ 2.7% from the previous fiscal year.
12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0
'13
'14
'15
'16
'17
Ambulance svc fees
$2,839,401
$2,437,956
$2,800,000
$2,800,000
$2,900,000
Fire protection assessment
$8,491,262
$10,972,926
$10,812,978
$10,993,880
$11,178,641
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.
1,450,000 1,400,000 1,350,000 1,300,000 1,250,000 1,200,000 Local option gas tax
'13
'14
'15
'16
'17
$1,285,883
$1,318,432
$1,334,269
$1,359,172
$1,408,644
21
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 14.2% and 9.0%, 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 decrease by ‐2.2% as a result of a stagnant user fees for certain services.
30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0
'13
'14
'15
'16
'17
Water & sewer charges
$24,108,338
$24,278,774
$24,363,257
$24,471,112
$24,382,046
Solid waste charges
$14,339,503
$14,467,724
$14,826,000
$15,800,850
$15,445,969
22
Personnel Summary - All Funds
Change in F/T FY 2015 Budget FY 2016 Budget FY 2017 Budget Full Time Part Time Full Time Part Time Full Time Part Time Equivalents City Commission 0 5 0 5 1 5 1.00 City Manager 11 1 19 1 17 0 (2.50) City Clerk 4 0 4 0 4 0 0.00 Financial Services 14 2 14 2 15 2 1.00 Economic Development 0 0 0 1 2 0 1.50 Community Development 0 0 3 0 3 0 0.00 Public Affairs & Marketing 0 0 0 0 3 0 3.00 Human Resources 4 0 4 0 5 0 1.00 Planning and Development Services 29 4 9 2 11 0 1.00 Information Technology Services 8 0 7 0 9 0 2.00 Parking Authority ‐ School Crossing Guard 4 35 3 31 2 32 (0.50) Parks & Recreation 83 77 86 88 94 102 15.00 Senior Services 34 17 33 21 38 24 6.50 Environmental Services 84 3 83 0 93 1 10.50 Sustainability Management 76 1 70 18 72 14 0.00 Risk Management 3 0 3 0 3 0 0.00 General Departments
TOTAL
354
Broward Sheriff's Office Police Uniformed Non‐uniformed Fire/Rescue Uniformed Non‐uniformed TOTAL
145
338
169
372 3
180 -34
2015 Budget 2016 Budget 2017 Budget Change in F/T Full Time Part Time Full Time Part Time Full Time Part Time Equivalents 126 19
0 7
126 19
0 7
130 10
0 7
4.00 (9.00)
142 3
0 0
141 2
0 0
141 2
0 0
0.00 0.00
290
7
288
7
283
7
-5.00
City of Deerfield Beach Personnel 400 375 350 325 300 275 250 225 200 175 150 125 100 75 50
Full Time Part Time
2015 Budget 354 145
39.50
2016 Budget 338 169
23
2017 Budget 372 180
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 2016/17 pay ranges which are associated with each of the City’s pay grades. Grade
N01 N02 N03 N04 N05 N06 N07 N08 N09 N10 N11 N12 N13 N14 N15 E15 N16 E16 E17 E18 E19 E20 E21 E22 E23 E24 E25 E26 E27 E28 E29 E30
Proposed Minimum Hourly $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
10.10 10.73 11.39 12.10 12.85 13.64 14.49 15.39 16.34 17.36 18.43 19.57 20.79 22.08 23.45 23.45 24.66 24.66 25.95 27.30 28.72 30.21 31.78 33.43 35.17 37.00 38.92 41.26 43.74 46.36 49.14 52.09
Proposed Minimum Annual $ 21,008.00 $ 22,310.00 $ 23,694.00 $ 25,163.00 $ 26,723.00 $ 28,380.00 $ 30,139.00 $ 32,008.00 $ 33,992.00 $ 36,100.00 $ 38,338.00 $ 40,715.00 $ 43,239.00 $ 45,920.00 $ 48,767.00 $ 48,767.00 $ 51,303.00 $ 51,303.00 $ 53,971.00 $ 56,777.00 $ 59,730.00 $ 62,836.00 $ 66,103.00 $ 69,541.00 $ 73,157.00 $ 76,961.00 $ 80,963.00 $ 85,821.00 $ 90,970.00 $ 96,428.00 $ 102,214.00 $ 108,346.00
Proposed Midpoint Hourly $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
Proposed Midpoint Annual
12.88 13.68 14.52 15.42 16.38 17.40 18.47 19.62 20.84 22.13 23.50 24.96 26.50 28.15 29.89 29.89 32.06 32.06 33.73 35.49 37.33 39.27 41.31 43.46 45.72 48.10 50.60 53.64 56.86 61.43 65.11 69.02
$ 26,785.00 $ 28,446.00 $ 30,210.00 $ 32,083.00 $ 34,072.00 $ 36,184.00 $ 38,427.00 $ 40,810.00 $ 43,340.00 $ 46,027.00 $ 48,881.00 $ 51,912.00 $ 55,130.00 $ 58,548.00 $ 62,178.00 $ 62,178.00 $ 66,694.00 $ 66,694.00 $ 70,162.00 $ 73,811.00 $ 77,649.00 $ 81,686.00 $ 85,934.00 $ 90,403.00 $ 95,104.00 $ 100,049.00 $ 105,252.00 $ 111,567.00 $ 118,261.00 $ 127,767.00 $ 135,433.00 $ 143,559.00
Proposed Maximum Hourly $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
15.66 16.63 17.66 18.75 19.91 21.15 22.46 23.85 25.33 26.90 28.57 30.34 32.22 34.22 36.34 36.34 39.46 39.46 41.52 43.67 45.95 48.34 50.85 53.49 56.27 59.20 62.28 66.02 69.98 76.49 81.08 85.95
Proposed Maximum Annual
Range Spread
$ 32,562.00 $ 34,581.00 $ 36,725.00 $ 39,002.00 $ 41,420.00 $ 43,988.00 $ 46,716.00 $ 49,612.00 $ 52,688.00 $ 55,955.00 $ 59,424.00 $ 63,108.00 $ 67,021.00 $ 71,176.00 $ 75,589.00 $ 75,589.00 $ 82,085.00 $ 82,085.00 $ 86,353.00 $ 90,844.00 $ 95,568.00 $ 100,537.00 $ 105,765.00 $ 111,265.00 $ 117,051.00 $ 123,137.00 $ 129,540.00 $ 137,313.00 $ 145,552.00 $ 159,106.00 $ 168,652.00 $ 178,772.00
55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 55.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 60.0% 65.0% 65.0% 65.0%
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.
24
Total Compensation Philosophy The City of Deerfield Beach is committed to provide an equitable, consistently administered, highly competitive total compensation system of salary and benefits to employees that supports its mission and vision. The City seeks to attract and retain a highly engaged, qualified and diverse workforce through a competitive pay system that fosters the City’s commitment to providing high quality service to the community. Rewarding and recognizing employees’ experience and performance to a level competitive with its peers while remaining fiscally responsible to the public are key to the City’s compensation pay system and associated pay practices. To support this philosophy, the City will: Provide a competitive total compensation system of salary and benefits that leads the local public sector market; Develop, implement and maintain flexible hiring, promotion, and retention pay practices supporting the compensation and classification system that provides managers flexibility in offering competitive salaries to attract and retain a highly qualified and diverse workforce; Develop and implement a compensation plan and classification structure that is internally and externally equitable, provides for career and salary growth, and allows for flexibility in administration; Administer and communicate the compensation plan and classification structure, with consistency, and in a way that is transparent to employees at all levels and is supported by the public; and Maintain the compensation and classification structure and associated policies and practices through regular internal review, and surveys of external peer market trends.
25
CITY OF DEERFIELD BEACH 2016-17 BUDGET CALENDAR DATE
BY WHOM
WHAT IS TO BE DONE
April 15
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 8 – June 9
City Commission/
Budget work sessions
City Manager/Staff 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.)
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 5
City Manager
Tentative budget is presented to the City Commission. (City Charter Section 5.02)
26
DATE
BY WHOM
WHAT IS TO BE DONE 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).)
August 24
City Clerk
August 12 ‐ August 24
Property Appraiser
September 6
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 14
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 15
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).)
27
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).)
DATE
BY WHOM
WHAT IS TO BE DONE
September 16
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 20
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).)
September 22
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 6 and September 20, 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.
28
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 ‐ August 2 and September 13 County Commission public hearing dates ‐ September 15 and 27 Rosh Hashanah ‐ October 2n d ‐ October 4th (at sundown) Yom Kipper ‐ October 11th ‐ October 12th (at sundown)
29
CITY OF DEERFIELD BEACH GENERAL FUND REVENUE SUMMARY
DESCRIPTION OF REVENUE SOURCE
ESTIMATED REVENUE 2015-2016
ESTIMATED REVENUE 2016-2017
Ad valorem taxes
34,667,948
36,273,898
1,605,950
Communication services taxes
2,334,992
2,034,213
(300,779)
Public services taxes
7,948,000
8,175,000
227,000
2.9%
Local business taxes
626,000
700,000
74,000
11.8%
Sales and use taxes
1,334,758
1,334,758
‐
0.0%
Licenses, permits & fees
8,915,500
9,939,400
1,023,900
11.5%
Intergovernmental revenues
7,301,258
7,496,870
195,612
2.7%
General government
544,340
585,240
40,900
7.5%
Public safety
15,675,298
15,567,189
(108,109)
‐0.7%
Physical environment
92,500
95,000
2,500
2.7%
Transportation
2,410,000
2,618,000
208,000
8.6%
Culture/recreation
1,607,500
1,677,345
69,845
4.3%
Fines and forfeits
1,255,300
1,339,500
84,200
6.7%
Interest earnings
33,000
38,000
5,000
15.2%
Sale‐surplus materials
31,000
81,000
50,000
161.3%
Other misc revenues
7,390,519
7,738,470
347,951
4.7%
Interfund transfers
2,207,265
2,082,408
(124,857)
‐5.7%
Capital lease proceeds
3,940,988
2,133,228
(1,807,760)
‐45.9%
TOTAL
98,316,166
99,909,519
1,593,353
30
DOLLAR CHANGE
PERCENTAGE CHANGE
4.6% ‐12.9%
1.6%
City of Deerfield Beach Projected Revenues - General Fund Fiscal Year 2016/17
Special Assessments $11,178,641
Administrative Fees $7,857,470 Fines & Forfeitures $1,339,500
Interfund Transfers $2,082,408
Capital Lease Proceeds $2,133,228
General Property Taxes $36,273,898
Charges for Services $9,364,133
Sales & Use Taxes $1,334,758
Intergovernmental $7,496,870 Local Business Tax $700,000 Licenses, Fees & Permits $9,939,400
Public Service Taxes $8,175,000 Communication Srvs. Taxes $2,034,213
Total projected revenues: $99,909,519
31
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2014-15 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
31,347,644 ‐
32,924,539
31,347,644
‐ 32,924,539
Fire Insurance Premium Tax Casualty Ins Tax ‐ Police Sales and Use Taxes
742,623 543,745 1,286,368
Electricity Water Gas Propane Public Service Taxes
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
31,111,840
90
34,587,948
36,204,583
‐ 31,111,840
‐ 90
80,000 34,667,948
69,315 36,273,898
768,090 577,550 1,345,640
147,648 ‐ 147,648
19 ‐ 11
791,013 543,745 1,334,758
791,013 543,745 1,334,758
6,469,732 1,322,829 26,751 88,255 7,907,567
6,507,223 1,344,816 34,167 90,347 7,976,553
2,688,626 642,991 27,269 38,628 3,397,514
41 48 97 43 43
6,500,000 1,330,000 28,000 90,000 7,948,000
6,695,000 1,350,000 40,000 90,000 8,175,000
3,299,620 3,299,620
2,708,054 2,708,054
946,227 946,227
41 41
2,334,992 2,334,992
2,034,213 2,034,213
583,054 583,054
921,090 921,090
320,120 320,120
51 51
626,000 626,000
700,000 700,000
44,424,253
45,875,876
35,923,349
77
46,911,698
48,517,869
1,804,576 400,568 269,549 65,600 3,375 23,779 311,490 2,878,937
2,277,884 635,430 264,486 34,090 4,350 34,294 502,713 3,753,247
1,184,194 285,714 161,690 5,080 836 25,372 249,614 1,912,500
63 57 60 8 25 115 76 63
1,872,500 500,000 271,700 60,500 3,300 22,000 330,000 3,060,000
2,300,000 600,000 298,870 66,550 3,630 35,000 510,000 3,814,050
5,094,646 17,069 90,450 32,500 333,360 5,568,025
5,120,791 13,263 152,448 62,000 390,653 5,739,155
1,674,427 8,093 27,819 33,600 200,008 1,943,947
33 51 24 56 41 34
5,100,000 16,000 115,000 60,000 487,000 5,778,000
5,299,350 14,000 150,000 62,000 450,000 5,975,350
2,509 62,603 65,112
24,448 126,614 151,062
1,165 ‐ 1,165
47 ‐ 2
2,500 75,000 77,500
75,000 75,000 150,000
8,512,074
9,643,464
3,857,612
43
8,915,500
9,939,400
TAXES
Ad Valorem Delinquent Ad Valorem Tax General Property Taxes
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
32
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
2014-15 Actual
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
INTERGOVERNMENTAL REVENUE
Cops Grant Federal Grants
‐ ‐
‐ ‐
‐ ‐
‐ ‐
166,667 166,667
‐ ‐
State Revenue Sharing Mobile Home Licenses Alcoholic Beverage License Local Govt 1/2 Cent Sales Tax Motor Fuel Tax Rebate State Shared Revenues
1,622,476 9,723 46,054 4,648,145 29,328 6,355,726
1,804,084 8,851 50,144 4,875,615 37,898 6,776,592
732,828 6,626 391 2,100,791 18,034 2,858,670
40 83 1 41 45 41
1,826,139 8,000 42,000 5,098,452 40,000 7,014,591
1,944,535 9,000 50,000 5,224,075 38,000 7,265,610
Broward County School‐BSO/SRO Grants Fr Other Local Units
231,260 231,260
231,260 231,260
138,756 138,756
116 116
120,000 120,000
231,260 231,260
6,586,986
7,007,852
2,997,426
41
7,301,258
7,496,870
Lien Search Fees Research Service Fees Planning & Growth Mgmt Fees Certificate of Use Cost Recovery & Other Fees Other Fees & Services Election Filing Fees County Surcharge ‐ 3% DCA Surcharge ‐ 5% CERT Surcharge ‐ 10% Street Lighting Maintenance Lobbyist Registrations General Government
195,375 11,457 71,156 122,935 4,500 ‐ ‐ 2,203 3,952 3,952 119,699 5,100 540,329
211,285 9,925 99,192 135,080 2,000 ‐ 400 3,455 5,125 5,120 119,750 6,450 597,782
112,334 2,194 54,291 66,275 5,600 1,350 ‐ 1,747 ‐ 1,556 ‐ 1,650 246,997
56 18 76 55 112 ‐ ‐ 103 ‐ 47 ‐ 33 45
200,000 12,000 71,000 120,000 5,000 ‐ ‐ 1,700 3,000 3,300 123,340 5,000 544,340
215,000 9,000 80,000 135,000 2,500 ‐ 400 3,000 5,000 5,000 123,340 7,000 585,240
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 Inspections ‐ OT Fire Inspections Penalties Ambulance Service Fees Abandoned Property Reg. Towing Administrative Fees Public Safety
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
725,513 3,174 325,532 5,775 29,700 5,559 113,250 168,366 90,248 ‐ ‐ 2,954,712 61,650 22,025 4,505,504
562,500 365 76,507 3,445 7,200 150 82,650 ‐ ‐ ‐ 400 1,195,254 20,100 11,200 1,959,771
63 9 19 69 48 3 69 ‐ ‐ ‐ ‐ 43 40 62 42
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
753,300 4,000 400,000 5,000 15,000 6,000 130,000 ‐ 90,248 ‐ ‐ 2,900,000 60,000 25,000 4,388,548
TOTAL INTERGOVʹT REVENUES CHARGES FOR SERVICES
33
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
Cemetery Fees Lot Mowing/Board Up Garbage/Solid Waste
2014-15 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
99,505 8,047 107,552
85,330 9,791 95,121
51,210 2,330 53,540
60 31 58
85,000 7,500 92,500
85,000 10,000 95,000
Parking Meter Fees Valet Parking Agmt Transportation
1,753,551 13,500 1,767,051
2,188,903 18,000 2,206,903
1,074,733 9,000 1,083,733
45 90 45
2,400,000 10,000 2,410,000
2,600,000 18,000 2,618,000
Program Activity Fees‐ Taxable Program Activity Fees‐ Non‐ Taxable Tennis Courts Tennis Courts ‐ Non Taxable Sponsorships Vendor Fees Taxable Sales Other Pier Restaurant Lease Pier Merchandise Sales Pier Admissions Pier Rentals Vending Pier Parking Boat Ramp Parking Fees Showmobile Rental Fees Beach Parking Permits Culture/Recreation
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
77,924 660,431 9,483 ‐ 500 9,547 1,346 ‐ 120,000 54,647 216,339 19,789 6,122 204,845 38,201 250 151,624 1,571,048
38,154 219,905 4,811 1,679 5,000 32,004 528 6,702 66,844 24,393 119,273 11,608 2,500 85,698 12,894 12,558 146,108 790,659
69 30 32 ‐ 250 ‐ ‐ ‐ 56 49 60 166 42 43 46 ‐ 78 49
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
70,000 700,000 9,000 ‐ 5,000 25,000 1,500 ‐ 127,345 55,000 230,000 20,000 4,500 210,000 35,000 10,000 175,000 1,677,345
7,982,616
8,976,358
4,134,700
44
9,335,758
9,364,133
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
578,599 211,194 150,970 50 12,801 19,429 161,979 1,250 1,136,272
643,172 416,397 68,637 ‐ 6,576 10,684 158,154 ‐ 1,303,620
303,049 247,149 3,982 ‐ ‐ 4,894 59,278 ‐ 618,352
49 82 5 ‐ ‐ 33 30 ‐ 50
620,000 300,000 80,000 ‐ 10,000 15,000 200,000 1,000 1,226,000
650,000 450,000 60,000 ‐ 7,500 11,000 150,000 5,000 1,333,500
Returned Check Charge Nuisance Abatement Violations of Local Ordinances
5,798 27,909 33,707
6,590 ‐ 6,590
1,159 8,984 10,143
19 39 35
6,000 23,300 29,300
6,000 ‐ 6,000
1,169,979
1,310,210
628,495
50
1,255,300
1,339,500
5,888 7,344 13,232
32,934 1,691 34,625
55 3,103 3,158
‐ 39 10
25,000 8,000 33,000
30,000 8,000 38,000
Pioneer Park Boat Ramp Fees FAU (FARDA) Rents and Royalties
6,514 100,000 106,514
5,653 ‐ 5,653
4,095 ‐ 4,095
63 ‐ 63
6,500 ‐ 6,500
6,000 ‐ 6,000
Fire Protection Assessment Special Assessments Sales/Comp Loss of Fixed Assets
10,972,926 10,972,926 10,972,926
11,007,913 11,007,913 11,007,913
9,718,788 9,718,788 ‐
88 88 88
10,993,880 10,993,880 10,993,880
11,178,641 11,178,641 11,178,641
TOTAL CHARGES FOR SVCS FINES AND FORFEITS
TOTAL FINES AND FORFEITS MISCELLANEOUS REVENUE
Interest on Investments Interest on Ad Valorem Tax Interest Earnings
34
GENERAL FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
Surplus Furn/Equip Sales Sale of Used Vehicles Sale of Surplus Inventory Sale of Fixed Assets Sale Surplus Matʹl/Scrap
2015-16 Y-T-D Actual (Thru 3/31/16)
2014-15 Actual
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
‐ 30,000 771 6,487 37,258
1,575 30,000 ‐ ‐ 31,575
‐ 30,000 ‐ 11,072 41,072
‐ 100 ‐ ‐ 124
2,000 30,000 1,000 ‐ 33,000
2,000 30,000 1,000 50,000 83,000
Public Safety Spec Event Sponsorships Retired EE Health Revenue Contribution From Private Sources
203,772 ‐ ‐ 203,772
99,781 ‐ ‐ 99,781
‐ ‐ 921 921
‐ ‐ ‐ 9
‐ 10,000 ‐ 10,000
‐ 10,000 ‐ 10,000
Administrative Fee ‐ Utility Administrative Fee ‐ Solid Waste Administrative Fee ‐ CRA Administrative Fee ‐ Streets Other Miscellaneous Revenue Collection Agency Recovery City Store Sales Revenue Lawsuit Proceeds Urban League College Tour Other Miscellaneous Revenues
2,974,293 1,789,502 162,260 286,971 22,904 ‐ ‐ ‐ ‐ 5,235,930
3,392,937 2,027,682 175,651 334,160 1,749,494 ‐ 1,457 4,647 4,556 7,690,584
2,173,493 1,396,927 104,590 ‐ 155 ‐ 391 26 ‐ 3,675,582
50 50 50 ‐ 8 ‐ ‐ ‐ ‐ 50
4,346,985 2,793,854 209,180 ‐ 2,000 20,000 ‐ ‐ ‐ 7,372,019
4,253,053 3,215,768 229,649 ‐ 2,000 20,000 ‐ ‐ ‐ 7,720,470
16,569,632
18,870,131
13,443,616
73
18,448,399
19,036,111
277,905 480,764 ‐ ‐ 1,099,031 ‐ 266,767 ‐ ‐ 2,124,467
270,893 ‐ ‐ 75,000 1,101,981 199,562 327,539 8,272 150 1,983,397
160,556 ‐ ‐ ‐ 547,578 ‐ ‐ ‐ ‐ 708,134
50 ‐ ‐ ‐ 50 ‐ ‐ ‐ ‐ 32
321,113 ‐ 30,000 75,000 1,095,156 250,000 435,996 ‐ ‐ 2,207,265
321,113 ‐ 13,139 75,000 1,095,156 250,000 328,000 ‐ ‐ 2,082,408
‐ ‐
‐ ‐
‐ ‐
‐ ‐
3,940,988 3,940,988
2,133,228 2,133,228
2,124,467
1,983,397
708,134
12
6,148,253
4,215,636
87,370,007
93,667,288
61,693,332
63
98,316,166
99,909,519
TOTAL MISC REVENUES NON-REVENUES
Solid Waste Fund Road and Bridge Fund CDBG Fund Target Area Trust Fund CRA Fund Law Enforcement Trust Fund Cemetery Trust Fund Public Safety Grants Public Works Grants Interfund Transfers Capital Lease Proceeds Other Non‐revenues TOTAL NON‐REVENUES TOTAL GENERAL FUND
35
GENERAL FUND EXPENDITURE SUMMARY
ESTIMATED EXPENDITURES 2015-16
ESTIMATED EXPENDITURES 2016-17
235,267
308,338
618,503 546,938 4,476,529 219,445
726,738 401,317 4,875,327 ‐
City clerk Administration Elections
492,692 ‐
City attorney Central services
DEPARTMENT
City commission City manager Administration Purchasing & contract administration Construction & facilities management Public information office
DOLLAR CHANGE
73,071
PERCENTAGE CHANGE
31.1%
108,235 (145,621) 398,798 (219,445)
17.5% ‐26.6% 8.9% ‐100.0%
539,911 142,000
47,219 142,000
9.6% 100.0%
411,000
436,500
25,500
6.2%
520,900
502,250
(18,650)
‐3.6%
Financial services
1,624,649
1,692,508
67,859
4.2%
Human resources
887,034
793,799
Planning & Development services Planning & zoning Building Code compliance
1,183,878 2,590,000 948,178
Information technology services
(93,235)
‐10.5%
1,297,831 2,768,127 1,131,178
113,953 178,127 183,000
9.6% 6.9% 19.3%
1,472,683
1,623,374
150,691
10.2%
94,413
208,799
114,386
121.2%
417,407
337,382
(80,025)
‐19.2%
‐
339,217
339,217
100.0%
Police/BSO Police services School crossing guard Parking authority
22,514,265 179,241 475,219
23,149,778 213,325 459,806
635,513 34,084 (15,413)
2.8% 19.0% ‐3.2%
Fire/rescue
30,963,128
30,253,039
(710,089)
‐2.3%
Sustainable management Fleet management
1,073,301
1,010,902
(62,399)
‐5.8%
Parks and recreation Administration & community events Parks maintenance Athletics & Aquatics Recreation Teen Center Summer camp Pier Cemetery Ocean rescue
1,132,131 6,493,129 1,433,657 1,222,400 179,780 649,079 378,062 435,996 1,565,531
1,328,579 6,650,146 1,668,473 1,786,139 214,176 500,000 405,631 401,236 1,735,387
196,448 157,017 234,816 563,739 34,396 (149,079) 27,569 (34,760) 169,856
17.4% 2.4% 16.4% 46.1% 19.1% ‐23.0% 7.3% ‐8.0% 10.8%
Non-departmental
7,607,891
6,927,360
(680,531)
‐8.9%
210,593
213,026
2,433
1.2%
5,063,247
4,867,920
(195,327)
‐3.9%
98,316,166
99,909,519
1,593,353
1.6%
Economic development Community development Public affairs & marketing
Community participation Debt service TOTAL
36
City of Deerfield Beach Projected Expenditures - General Fund Fiscal Year 2016/17
City Manager $6,003,382
City Clerk $681,911
City Commission $308,338 Community Participation $213,026
City Attorney $436,500
Central Services $502,250 Financial Services $1,692,508 Human Resources $793,799
Planning & Development $5,197,136
Debt Service $4,867,920
Information Technology $1,623,374 Economic Development $208,799 Community Development $337,382
Non-departmental $6,927,360
Public Affairs & Marketing $339,217
Parks and Recreation $14,689,767
Police/BSO $23,822,909
Fleet Management $1,010,902
Fire/rescue $30,253,039
Total projected expenditures: $99,909,519
37
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.
38
City Commission Organization chart
CITIZENS
Commissioner Joe Miller District 1
Commissioner Gloria Battle District 2
Mayor Jean Robb (Elected At-Large)
39
Vice Mayor Richard Rosenzweig District 3
Commissioner Bill Ganz District 4
City of Deerfield Beach, Florida City Commission Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
City Commission
$ 231,018
$ 241,922
$ 105,986
$ 235,267
$ 308,338
TOTAL
$ 231,018
$ 241,922
$ 105,986
$ 235,267
$ 308,338
Personal Services Materials & Supplies Other Operating Expenses
$ 218,858 6,060 6,100
$ 228,144 7,633 6,145
$ 97,449 1,872 6,665
$ 221,117 7,100 7,050
$ 290,038 6,000 12,300
TOTAL APPROPRIATIONS
$ 231,018
$ 241,922
$ 105,986
$ 235,267
$ 308,338
City Commission
6
5
5
5
6
TOTAL PERSONNEL
6
5
5
5
6
BY DIVISION
EXPENSE GROUP
PERSONNEL
40
City Commission PERSONNEL *Full-Time Part-Time TOTAL
ŘŖŗřȬŗŚ
ŘŖŗŚȬŗś
ŘŖŗśȬŗŜ
ŘŖŗŜȬŗŝ
Ŗ Ŝ Ŝ
Ŗ ś ś
Ŗ ś ś
ŗ ś Ŝ
*Position reports to City Manager's Office
řŘśǰŖŖŖ řŖŖǰŖŖŖ ŘŝśǰŖŖŖ ŘśŖǰŖŖŖ
City Commission
ŘŘśǰŖŖŖ ŘŖŖǰŖŖŖ ŗŝśǰŖŖŖ ŗśŖǰŖŖŖ ŗŘśǰŖŖŖ ŗŖŖǰŖŖŖ ŝśǰŖŖŖ śŖǰŖŖŖ ŘśǰŖŖŖ Ŗ ȱ ȱ ȱ ȱ ȱǭȱ ¢ ȱ ȱ ȱ
ŘŖŗřȬŗŚ ǞŘřŗǰŖŗŞ ŜǰŗŖŖ ŜǰŖŜŖ ŜśǰŜşş Ǟŗśřǰŗśş
ŘŖŗŚȬŗś ǞŘŚŗǰşŘŘ ŜǰŗŚś
ŞŘǰśşŜ ǞŗŚśǰśŚŞ
41
ȱ ŘŖŗśȬŗŜ ǞŘřśǰŘŜŝ ŝǰŖśŖ ŝǰŗŖŖ ŝśǰŜŝŝ ǞŗŚśǰŚŚŖ
ȱ ŘŖŗŜȬŗŝ ǞřŖŞǰřřŞ ŗŘǰřŖŖ ŜǰŖŖŖ ŗŖŗǰŞřŜ ǞŗŞŞǰŘŖŘ
Office of the City Manager Administration Purchasing and Contract Administration Construction and Facilities Management 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. 42
City of Deerfield Beach, Florida Office of the City Manager Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Administration Purchasing Economic Development Construction & Facilities Public Information Office
$ 632,050 287,828 3,529 ‐ ‐
$ 809,303 341,055 6,971 ‐ ‐
$ 312,634 207,387 ‐ 1,053,407 98,020
$ 618,503 546,938 ‐ 4,476,529 219,445
$ 726,738 401,317 ‐ 4,875,327 ‐
TOTAL
$ 923,407
$ 1,157,329
$ 1,671,448
$ 5,861,415
$ 6,003,382
Personal Services Materials & Supplies Other Operating Expenses Capital Outlay
$ 880,925 7,094 35,388 ‐
$ 1,018,416 22,794 112,968 3,151
$ 900,971 26,772 692,907 50,798
$ 1,942,331 105,000 3,144,914 669,170
$ 1,934,775 111,350 3,704,757 252,500
TOTAL APPROPRIATIONS
$ 923,407
$ 1,157,329
$ 1,671,448
$ 5,861,415
$ 6,003,382
Administration Purchasing Construction & Facilities Public Information Office
6 4 0 0
7 5 0 0
5 5 8 2
5 5 8 2
5 4 8 0
TOTAL PERSONNEL
10
12
20
20
17
BY DIVISION
EXPENSE GROUP
PERSONNEL
43
Office of the City Manager Organization Chart
CITY MANAGER (Contractual)
Executive Assistant Grade E16
PUBLIC SAFETY (Contractual BSO)
Manager Assistant* Grade N08 EMERGENCY MANAGEMENT Receptionist Grade N07
Assistant City Manager (Contractual) Grade E30
Assistant City Manager (Contractual) Grade E30
*Position funded from the City Commission Department
44
City Manager - Administration PERSONNEL Full-Time Part-Time TOTAL
2013-14 6 0 6
2014-15 6 1 7
2015-16 5 0 5
2016-17 5 0 5
Budget 2015-16 $618,503 61,670 27,716 9,500 134,989 $384,628
Budget 2016-17 $726,738 28,966 7,000 135,241 $555,531
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 Materials & Supplies Employee Benefits Salaries and Wages
Actual 2013-14 $632,050 14,540 4,360 88,962 $524,188
Actual 2014-15 $809,303 83,141 15,862 135,166 $575,134
45
Office of the City Manager Purchasing and Contract Administration Division Organization Chart
ASSISTANT CITY MANAGER (Contractual) Grade E30
BSO CONTRACT ADMINISTRATOR
Purchasing Manager Grade E21
Senior Buyer Grade E15
Buyer Grade N13
46
Administrative Assistant Grade N08
Purchasing and Contract Administration Division PERSONNEL Full-Time TOTAL
ŘŖŗřȬŗŚ Ś Ś
ŘŖŗŚȬŗś ś ś
ŘŖŗśȬŗŜ ś ś
ŘŖŗŜȬŗŝ Ś Ś
śśŖǰŖŖŖ
śŖŖǰŖŖŖ
Purchasing and Contract Administration
ŚśŖǰŖŖŖ
ŚŖŖǰŖŖŖ
řśŖǰŖŖŖ
řŖŖǰŖŖŖ
ŘśŖǰŖŖŖ
ŘŖŖǰŖŖŖ
ŗśŖǰŖŖŖ
ŗŖŖǰŖŖŖ
śŖǰŖŖŖ
Ŗ ȱ ȱ ¢ ȱ ȱ ȱ ȱǭȱ ¢ ȱ ȱ ȱ
ŘŖŗřȬŗŚ ǞŘŞŝǰŞŘŞ Ȭ ŗŞǰŘŘř ŘǰŝřŚ řśǰřŞŘ ǞŘřŗǰŚŞş
ŘŖŗŚȬŗś ǞřŚŗǰŖśś řǰŗśŗ ŘŝǰŘŗś Řǰśŝř şŚǰŞŖŘ ǞŘŗřǰřŗŚ
47
ȱ ŘŖŗśȬŗŜ ǞśŚŜǰşřŞ Ȭ řŘǰŜşś ŗǰŝŖŖ ŗŚşǰŞśŘ ǞřŜŘǰŜşŗ
ȱ ŘŖŗŜȬŗŝ ǞŚŖŗǰřŗŝ Ȭ řřǰřŜś ŗǰŜśŖ ŗŖŜǰŜŗř ǞŘśşǰŜŞş
Purchasing and Contract Administration Division 2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
Advance employee PCA Professionalism ‐ % of Purchasing and development and satisfaction Contract Administration professional staff
25%
60%
60%
60%
PCA Expenditures of Total City Expenditures ‐ Ensure the financial health of % of Purchasing and Contract Administration city government expenditures of total city expenditures
0.2%
0.3%
0.3%
0.3%
Superior customer service PCA Activity ‐ % of Total Purchasing Activity and customer focused conducted by Purchasing and Contract government Administration
75%
75%
79%
80%
1.2%
1.4%
1.5%
1.3%
84%
61%
100%
75%
Guiding Principles
Performance Measurement
PCA Staffing Level ‐ % of Purchasing and Encourage a close working Contract Administration FTEʹs of Total City relationship between the FTEʹs public and private sectors Successful Bids ‐ Ratio of bids issued to bids awarded
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 FY16-17 Goals 1. Establish P‐Card Program. 2. Host an interactive educational community outreach workshop on ʺHow to do business with the City of Deerfield Beachʺ program. 3. Publish a procurement manual for internal use. 4. Create Procurement Card policy.
48
Office of the City Manager Construction and Facilities Division Organization Chart
ASSISTANT CITY MANAGER (Contractual) Grade E30
Capital Projects Engineer Grade E23 Construction Administrative Specialist Grade N12
Facilities Technician (2) Grade N11
Facilities Manager Grade E18
Construction Project Manager Grade E18
Plumbing Journeyman Grade N11
Lead Facilities Technician Grade N13
49
Construction and Facilities Management Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 0 0 0
2014-15 0 0 0
2015-16 7 1 8
2016-17 8 0 8
5,000,000 4,750,000
City Manager - Construction & Facilities Management
4,500,000 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 DIVISION TOTAL Capital Outlay Other Services and Charges Materials & Supplies Employee Benefits Salaries and Wages
Actual 2013-14 $$-
Actual 2014-15 $$-
50
Budget 2015-16 $4,476,529 607,500 3,071,003 86,500 216,900 $494,626
Budget 2016-17 $4,875,327 252,500 3,642,426 102,700 240,310 $637,391
Construction and Facilities Management Division Guiding Principles
Performance Measurement
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
1,400
848
1,500
1,300
250
300
300
130
270
212
300
317
147
152
152
155
106,000
108,500
110,000
112,500
‐
‐
‐
100%
‐
‐
‐
100%
Superior customer service and customer focused Work orders completed government Number of hours spent on graffiti removal Proactively address issues that will affect the quality of Number of Streetlights repaired life for our community Number of A/C Units maintained Provide a safe and healthy Total area of facilities maintained environment Percentage of projects completed within budget Provide professional construction management Percentage of projects completed within services allotted contract time
Mission Statement The mission of the Construction and Facilities Management Division is to oversee project design; Provide professional Construction Management Services, which includes monitoring project for budgetary compliance and to proactively maintain all city facilities and infrastructures in a cost effective and sustainable manner.
Major FY 16-17 Goals 1. City Hall Roof Replacement. 2. Installation of fire alarm system at Fire Station No. 4. 3. Remodel South Beach Restrooms. 4. Replace 600ʹ of gutters and underground piping at the Middle School Aquatics Swimming Pool. 5. Replace 9 life guard towers; 5 this fiscal year 16/17 and 4 in the fiscal year 17/18. 6. Reseal pool liner at the Middle School Aquatics Swimming Pool. 7. Replace Fire Station #4 exterior door. 8. Install estate fencing at Pineview and Memorial Cemeteries. 9. Resurface existing sidewalks and add additional sidewalks at Constitution Park. 10. Fire Station #4 waterfall improvements. 11. Ensure the completion of all required and/or scheduled maintenance of elevators, generators and fire alarms.
51
Office of the City Clerk’s 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
52
Office of the City Clerk’s Organization Chart
CITY CLERK Grade E25
Assistant City Clerk Grade E18
Legislative Coordinator Grade N13
Administrative Support Specialist Grade N10
53
City of Deerfield Beach, Florida Office of the City Clerk's Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Administration Elections
$ 385,156 ‐
$ 429,447 59,346
$ 246,155 ‐
$ 492,692 ‐
$ 539,911 142,000
TOTAL
$ 385,156
$ 488,793
$ 246,155
$ 492,692
$ 681,911
Personal Services Materials & Supplies Other Operating Expense
$ 307,988 14,003 63,165
$ 320,818 18,684 149,291
$ 168,522 14,010 63,622
$ 342,142 10,400 140,150
$ 377,161 18,000 286,750
TOTAL APPROPRIATIONS
$ 385,156
$ 488,793
$ 246,155
$ 492,692
$ 681,911
Administration
4
4
4
4
4
TOTAL PERSONNEL
4
4
4
4
4
BY DIVISION
EXPENSE GROUP
PERSONNEL
54
Administration & Elections PERSONNEL Full-Time TOTAL
2013-14 4 4
2014-15 4 4
2015-16 4 4
2016-17 4 4
ŝŖŖǰŖŖŖ ŜśŖǰŖŖŖ ŜŖŖǰŖŖŖ
City Clerk - Administration & Elections
śśŖǰŖŖŖ śŖŖǰŖŖŖ ŚśŖǰŖŖŖ ŚŖŖǰŖŖŖ řśŖǰŖŖŖ řŖŖǰŖŖŖ ŘśŖǰŖŖŖ ŘŖŖǰŖŖŖ ŗśŖǰŖŖŖ ŗŖŖǰŖŖŖ śŖǰŖŖŖ Ŗ ȱ ȱ ȱ ȱ ȱǭȱ ¢ ȱ ȱ ȱ
ŘŖŗřȬŗŚ $řŞśǰŗśŜ ŜřǰŗŜś ŗŚǰŖŖř ŚŗǰŘŜş $ŘŜŜǰŝŗş
ŘŖŗŚȬŗś $ŚŞŞǰŝşř ŗŚşǰŘşŗ ŗŞǰŜŞŚ şŚǰŞŞŖ ǞŘŘśǰşřŞ
55
ŘŖŗśȬŗŜ $ŚşŘǰŜşŘ ŗŚŖǰŗśŖ ŗŖǰŚŖŖ ŗŗŖǰŞŗŜ ǞŘřŗǰřŘŜ
ŘŖŗŜȬŗŝ $ŜŞŗǰşŗŗ 286,750
ŗŞǰŖŖŖ ŗŖŝǰŚşŝ $ŘŜşǰŜŜŚ
Office of the City Clerk's Guiding Principle
Effectively communicate among all levels of the organization and with the public
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
Public records requests received and fulfilled by the Clerkʹs Office within 15 days of request.
90%
95%
98%
98%
Agenda packages provided to commissioners at least three (3) days prior to meetings.
100%
100%
100%
100%
City Commission minutes approved without amendment.
100%
99%
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 FY16-17 Goals 1. Continue Clerk Staff education and training. 2. Maintain data integrity and quality control of existing City Clerk electronic records, pursuant to Florida public record retention schedule GS1SL. 3. Successfully supervise and manage the Cityʹs March 2017 Municipal Election in accordance with Florida Statutes and the Cityʹs Charter. 4. Work with IT and the Public Information Office to customize the City Clerk webpage in order to more effectively disseminate information to the public. 5. Work with the City Attorneyʹs Office to update the City Code of Ordinances.
56
Office of the 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.
57
City of Deerfield Beach, Florida Office of the City Attorney Summary 2013-14 Actual
2014-15 Budget
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
City Attorney
$ 404,142
$ 371,878
$ 179,450
$ 411,000
$ 436,500
TOTAL
$ 404,142
$ 371,878
$ 179,450
$ 411,000
$ 436,500
Other Operating Expenses
$ 404,142
$ 371,878
$ 179,450
$ 411,000
$ 436,500
TOTAL APPROPRIATIONS
$ 404,142
$ 371,878
$ 179,450
$ 411,000
$ 436,500
BY DIVISION
EXPENSE GROUP
58
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.
59
City of Deerfield Beach, Florida Central Services Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Central Services
$ 505,141
$ 629,975
$ 240,739
$ 520,900
$ 502,250
TOTAL
$ 505,141
$ 629,975
$ 240,739
$ 520,900
$ 502,250
Materials & Supplies Other Operating Expenses
$ 17,092 488,049
$ 14,922 615,053
$ 5,490 235,248
$ 17,900 503,000
$ 15,500 486,750
TOTAL APPROPRIATIONS
$ 505,141
$ 629,975
$ 240,739
$ 520,900
$ 502,250
BY DIVISION
EXPENSE GROUP
60
Department of 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 Maintain an excellent credit rating which will yield the City the lowest cost of borrowing Encourage employee training and development
61
Department of Financial Services Organization Chart
CHIEF FINANCIAL OFFICER Grade E30
Accounting Operations Analyst Grade N12 Accounts Receivable Specialist Grade N09
Budget Manager Grade E22
Financial Services Manager Grade E18
Assistant Director of Financial Services Grade E23
Budget Analyst Grade E15
Accounts Payable Coordinator Grade N14
Payroll Coordinator Grade N14
Accountant, Senior (2) Grade E16
Budget Intern Part-Time Grade N04
Senior Cashier Clerk Grade N08
Cashier Clerk Part-Time Grade N07
Accountant (2) Grade E15
Customer Service Manager ** Grade N15
Parking Supervisor * Grade N12
Revenue Collection Specialist Grade N09
Customer Service Representative ** (2) Grade N08
Parking Meter Technician * Grade N08
Parking Meter Technician* Part-Time Grade N08
* Parking Authority division reports to Financial Services; however positions funded from the Public Safety / Police budget ** Customer Service is funded out of the Utility Fund
62
City of Deerfield Beach, Florida Department of Financial Services Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Financial Services
$ 1,227,265
$ 1,424,136
$ 705,391
$ 1,624,649
$ 1,692,508
TOTAL
$ 1,227,265
$ 1,424,136
$ 705,391
$ 1,624,649
$ 1,692,508
Personal Services Materials & Supplies Other Operating Expenses Capital Outlay
$ 868,713 32,229 320,600 5,723
$ 1,115,357 21,181 281,899 5,699
$ 598,393 6,634 100,365 ‐
$ 1,313,349 27,500 283,800 ‐
$ 1,417,738 26,750 248,020 ‐
TOTAL APPROPRIATIONS
$ 1,227,265
$ 1,424,136
$ 705,391
$ 1,624,649
$ 1,692,508
Financial Services
12
16
16
16
17
TOTAL PERSONNEL
12
16
16
16
17
BY DIVISION
EXPENSE GROUP
PERSONNEL
63
Department of Financial Services PERSONNEL Full-Time Part-Time TOTAL
2013-14 12 0 12
2014-15 14 2 16
2015-16 14 2 16
2016-17 15 2 17
1,700,000 1,600,000 1,500,000 1,400,000 1,300,000
Financial 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 2013-14 DIVISION TOTAL $1,227,265 Capital Outlay 5,723 Other Services and Charges 320,600 Materials & Supplies 32,229 Employee Benefits 113,418 Salaries and Wages $755,295
Actual 2014-15 $1,424,136 5,699 281,899 21,181 303,384 $811,973
64
Budget 2015-16 $1,624,649 283,800 27,500 401,727 $911,622
Budget 2016-17 $1,692,508 248,020 26,750 412,290 $1,005,448
Department of Financial Services Guiding Principles
Ensure the financial health of city government
Superior customer service and customer focused government
Performance Measurement
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 on senior-most debt (Standard & Poor's)
A+
AA-
AA
AA
Bond rating on senior-most (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%
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 FY16-17 Goals 1. Conversion to One Solution ERP platform for accounting system. 2. Implement remote capture of daily deposits. 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. Implement lockbox processing of utility receipts. 7. Implement OpenGov financial transparency platform for use by citizenry. 8. Implement CAFR/audit working papers utility software.
65
Department of Human Resources 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 three Human Resources Technicians 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; recruitment and retention; employee recognition and rewards; performance appraisal review; consultation and advisory services to management and employees; policy development and interpretation. 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 Fair Labor Standards Act (FLSA); the Family Medical Leave Act (FMLA); 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.
66
Department of Human Resources Organization Chart
CHIEF HUMAN RESOURCES OFFICER Grade E28
Assistant Director of Human Resources Grade E23
Human Resources Technician (4) Grade N10
Risk Manager Grade E21
Risk Coordinator Grade N14
67
City of Deerfield Beach, Florida Department of Human Resources Summary ŘŖŗřȬŗŚ Actual
ŘŖŗŚȬŗś Actual
ŘŖŗśȬŗŜ YTD řȦřŗȦŗŜ
ŘŖŗśȬŗŜ Budget
ŘŖŗŜȬŗŝ Budget
ȱ
ǞȱȱȱřşŞǰśśś
ǞȱȱȱśŞŖǰŝŚŜ
ǞȱȱȱȱȱȱȱȱŘŚŘǰŞśŞ
ǞȱȱȱŞŞŝǰŖřŚ
Ǟȱȱȱŝşřǰŝşş
ǞȱȱȱřşŞǰśśś
ǞȱȱȱśŞŖǰŝŚŜ
ǞȱȱȱȱȱȱȱȱŘŚŘǰŞśŞ
ǞȱȱȱŞŞŝǰŖřŚ
Ǟȱȱȱŝşřǰŝşş
ȱ ȱȱȱȱȱȱȱȱȱ ȱǭȱ ȱȱȱȱȱȱȱ ȱ ȱ ¡
ǞȱȱȱŗŝŜǰŝŚŜ ȱȱŗŜǰśřŝ ȱȱŘŖśǰŘŝŘ
ǞȱȱȱřŝŚǰŘŝŚ ȱȱŗřǰŝşŘ ȱȱŗşŘǰŜŞŖ
ǞȱȱȱȱȱȱȱȱŗŜŘǰŘşŘ ȱřǰŘŖś ȱȱŝŝǰřŜŗ
ǞȱȱȱŚŘśǰŘřŚ ȱȱşǰŖŖŖ ȱȱŚśŘǰŞŖŖ
ǞȱȱȱŚřŞǰŜŝŚ ȱȱşǰŖŖŖ ȱȱřŚŜǰŗŘś
ȱ
ǞȱȱȱřşŞǰśśś
ǞȱȱȱśŞŖǰŝŚŜ
ǞȱȱȱȱȱȱȱȱŘŚŘǰŞśŞ
ǞȱȱȱŞŞŝǰŖřŚ
Ǟȱȱȱŝşřǰŝşş
Ś
Ś
Ś
Ś
ś
Ś
Ś
Ś
Ś
ś
BY DIVISION
EXPENSE GROUP
ȱ ȱ
68
Department of Human Resources PERSONNEL Full-Time TOTAL
ŘŖŗřȬŗŚ Ś Ś
ŘŖŗŚȬŗś Ś Ś
ŘŖŗśȬŗŜ Ś Ś
ŘŖŗŜȬŗŝ ś ś
şŖŖǰŖŖŖ ŞśŖǰŖŖŖ ŞŖŖǰŖŖŖ ŝśŖǰŖŖŖ ŝŖŖǰŖŖŖ ŜśŖǰŖŖŖ
Human Resources
ŜŖŖǰŖŖŖ śśŖǰŖŖŖ śŖŖǰŖŖŖ ŚśŖǰŖŖŖ ŚŖŖǰŖŖŖ řśŖǰŖŖŖ řŖŖǰŖŖŖ ŘśŖǰŖŖŖ ŘŖŖǰŖŖŖ ŗśŖǰŖŖŖ ŗŖŖǰŖŖŖ śŖǰŖŖŖ Ŗ ȱ ȱ ȱ ȱ ȱǭȱ ¢ ȱ ȱ ȱ
ŘŖŗřȬŗŚ ǞřşŞǰśśś ŘŖśǰŘŝŘ ŗŜǰśřŝ ŘřǰśŖŞ ǞŗśřǰŘřŞ
ŘŖŗŚȬŗś ǞśŞŖǰŝŚŜ ŗşŘǰŜŞŖ ŗřǰŝşŘ ŗŖŗǰŚŖř ǞŘŝŘǰŞŝŗ
69
ȱ ŘŖŗśȬŗŜ ǞŞŞŝǰŖřŚ ŚśŘǰŞŖŖ şǰŖŖŖ ŗŘŖǰşŜŗ ǞřŖŚǰŘŝř
ȱ ŘŖŗŜȬŗŝ Ǟŝşřǰŝşş řŚŜǰŗŘś şǰŖŖŖ ŗŗŝǰŜŞŗ ǞřŘŖǰşşř
Department of Human Resources Guiding Principles
Performance Measurement Total number of FTEs in organization
Ensure the financial health of Total FTEʹs for Human Resources Department city government Total Operating Expenditures for Human Resources Department Superior customer service Number of Employee Requisitions processed and customer focused Number of new hires (FTE) government Number of promotions Advance employee development and satisfaction Total number of Training Hours for all employees
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
346
372
375
375
4
4
4
5
$398,555
$580,746
$890,919
$767,858
32
53
50
60
27
42
35
40
23
11
20
15
N/A
N/A
NA
3,500
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 FY16-17 Goals 1. Continue with the update and revision of the Cityʹs Personnel Rules and Regulations; to include Standard Operating Procedures and Human Resources Policies. 2. Continue to conduct targeting training for City Workforce to include Customer Service Training, Sensitivity Training, Supervisory Training, Sexual Harassment, Drug Free Workplace, and Workplace Violence. 3. Continue to offer Service Awards and Employee Appreciation Party annually. 4. Implement Exemplary Recognition Awards for Employees.
70
Department of 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.
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.
71
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.
72
Department of Planning and Development Services Planning and Zoning Division Organization Chart
DIRECTOR OF PLANNING AND DEVELOPMENT SERVICES Grade E28
Assistant Director of Planning & Development Services Grade E23
Planning Coordinator Grade N12
Planning Assistant Grade N10
BUILDING SERVICES DIVISION (Contractual)
PLANNING & ZONING DIVISION
CODE COMPLIANCE (Contractual)
Landscape Architect Grade E18
Principal Planner Grade E20
Senior Planner Grade E18
Landscape Technician Grade N12
Planner (2) Grade E16
Permit Technician Grade N10
73
City of Deerfield Beach, Florida Department of Planning and Development Services Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
BY DIVISION Planning & Zoning Building Code Compliance
$ 733,466 1,502,439 ‐
$ 1,018,365 2,964,893 ‐
$ 508,241 1,062,644 474,539
$ 1,183,878 2,590,000 948,178
$ 1,297,831 2,768,127 1,131,178
TOTAL
$ 2,235,905
$ 3,983,258
$ 2,045,423
$ 4,722,056
$ 5,197,136
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay
$ 2,076,323 23,054 136,528 ‐
$ 2,145,491 20,867 1,748,226 68,674
$ 397,934 4,894 1,607,014 35,582
$ 1,020,728 13,055 3,688,273 ‐
$ 1,089,212 16,360 4,091,564 ‐
TOTAL APPROPRIATIONS
$ 2,235,905
$ 3,983,258
$ 2,045,423
$ 4,722,056
$ 5,197,136
PERSONNEL Planning & Zoning Building
10 20
10 23
11 0
11 0
11 0
TOTAL PERSONNEL
30
33
11
11
11
74
Planning and Zoning Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 10 0 10
2014-15 9 1 10
2015-16 9 2 11
Actual 2014-15 $1,018,365 68,674 56,337 6,653 246,546 $640,155
Budget 2015-16 $1,183,878 150,095 13,055 281,114 $739,614
2016-17 11 0 11
1,300,000 1,200,000 1,100,000 1,000,000
Planning & Zoning
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 Materials & Supplies Employee Benefits Salaries and Wages
Actual 2013-14 $733,466 77,573 5,797 85,329 $564,767
75
Budget 2016-17 $1,297,831 192,319 16,300 304,396 $784,816
Building Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 16 4 20
2014-15 20 3 23
2015-16 0 0 0
Actual 2014-15 $2,964,893 1,691,889 14,214 346,312 $912,478
Budget 2015-16 $2,590,000 2,590,000 $-
2016-17 0 0 0
3,000,000 2,800,000 2,600,000 2,400,000 2,200,000 2,000,000
Building
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 2013-14 DIVISION TOTAL $1,502,439 Other Services and Charges 58,955 Materials & Supplies 17,257 Employee Benefits 187,886 Salaries and Wages $1,238,341
76
Budget 2016-17 $2,768,127 2,768,127 $-
Code Compliance Division PERSONNEL TOTAL
2013‐14 0
2014‐15 0
2015‐16 0
2016‐17 0
1,200,000
1,000,000
Code Compliance
800,000
600,000
400,000
200,000
0 DIVISION TOTAL Other Services and Charges
Actual 2013-14 $-
Actual 2014-15 $-
77
Budget 2015-16 $948,178 948,178
Budget 2016-17 $1,131,178 1,131,178
Department of Planning and Development Services Guiding Principles
Performance Measurement
Effectively communicate among all levels of the Number of public outreach projects (brochures, organization and with the flyers, workshops, District Meeting,) public Percent of customer inquiries addressed within Superior customer service 24 hours and customer focused government Percent of code cases complied prior to Hearing Provide a safe and healthy Percent of Nuisance Abatements (properties environment brought up to code or abated) Percent of inspectors required continuing Advance employee education classes for yearly certification development and satisfaction renewal
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
N/A
N/A
3
4
N/A
N/A
100%
100%
N/A
N/A
60%
80%
N/A
N/A
100%
100%
N/A
N/A
100%
100%
Mission Statement To enforce all code and land development ordinances and promote neighborhood sustainability by impacting and enhancing the aesthetics to support health and safety within the community in support of economic development in the City.
Major FY16-17 Goals 1. To conduct public outreach and education on the Cityʹs permit review process and requirements to residents, businesses, developers and contractors within the community. 2. Reduce all plan reviews to seven business days. 3. Scan all public records and provide public online access to the records.
78
Department of Information Technology Services Information Technology Services, IT Services, provide technological assistance to City departments. At the core of operations is the Enterprise Resource Planning (ERP) software system. The ERP is business process management software that allows City departments to use a system of integrated applications to manage City operations and automate many back office functions related to Technology, Services and Human Resources. A wide range of business functions are supported and includes, but is not limited to; Accounting, Payroll, Utility Billing, Land Management, Business Tax Receipts, Point‐Of‐Sale, Purchasing/Inventory, Work Order, Fleet Maintenance, and E‐gov services. IT Services manages: Backups and Restores; Disaster Recovery; Desktops; Geographic Information System (GIS); Network Services; VPN; VoIP; Online Payment; Mobile Device Management; Video and Sound for Regular Commission Meetings; Desktop Peripherals and other workstation support as required. The City’s computing environment consist of a hybrid configuration of virtual and physical servers. The department’s strategy is to deploy Virtual Servers in place of Physical Servers whenever possible and is targeting a 78% virtualization rate. The City uses a Fiber Optic network as its primary data communications mechanism at all major facilities. Facilities that are point‐to‐point will be replaced with City owned Fiber Optic as part of Capital Improvement Projects going forward. GIS is an intricate part of IT Services and serves as the backbone for Land Management. IT Services leverages GIS beyond Maps and Graphs by allowing visualization of spatial data to support and improve City operations. The use of maps improves communications between different departments and disciplines allowing GIS technology to be applied to functionally diverse areas of operations ranging from complex underground utility networks to location of parks within the City.
79
Department of Information Technology Services Organization Chart
CHIEF INFORMATION OFFICER Grade E28
Office Automation Specialist Grade N08
Business Continuity Manager Grade E19
Enterprise Network Specialist Grade E19
Technology Integrator (2) Grade E15
GIS Manager Grade E16
GIS Specialist Grade N14
Service Desk Specialist Grade N10
80
City of Deerfield Beach, Florida Department of Information Technology Services Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Information Services
$ 1,020,259
$ 1,202,730
$ 723,386
$ 1,472,683
$ 1,623,374
TOTAL
$ 1,020,259
$ 1,202,730
$ 723,386
$ 1,472,683
$ 1,623,374
Personal Services Materials & Supplies Other Operating Expenses Capital Outlay
$ 608,259 36,318 375,682 ‐
$ 692,809 28,103 481,818 ‐
$ 326,498 5,000 391,889 ‐
$ 663,548 43,000 704,235 61,900
$ 642,699 33,400 877,675 69,600
TOTAL APPROPRIATIONS
$ 1,020,259
$ 1,202,730
$ 723,386
$ 1,472,683
$ 1,623,374
Information Services
8
8
7
7
9
TOTAL PERSONNEL
8
8
7
7
9
BY DIVISION
EXPENSE GROUP
PERSONNEL
81
Department of Information Technology Services PERSONNEL Full-Time Part-Time TOTAL
ŘŖŗřȬŗŚ Ş Ŗ ŝ
ŘŖŗŚȬŗś Ş Ŗ Ş
ŘŖŗśȬŗŜ ŝ Ŗ ŝ
ŘŖŗŜȬŗŝ ş Ŗ ş
ŗǰŝŖŖǰŖŖŖ ŗǰŜŖŖǰŖŖŖ ŗǰśŖŖǰŖŖŖ ŗǰŚŖŖǰŖŖŖ
Information Technology Services
ŗǰřŖŖǰŖŖŖ ŗǰŘŖŖǰŖŖŖ ŗǰŗŖŖǰŖŖŖ ŗǰŖŖŖǰŖŖŖ şŖŖǰŖŖŖ ŞŖŖǰŖŖŖ ŝŖŖǰŖŖŖ ŜŖŖǰŖŖŖ śŖŖǰŖŖŖ ŚŖŖǰŖŖŖ řŖŖǰŖŖŖ ŘŖŖǰŖŖŖ ŗŖŖǰŖŖŖ Ŗ
Actual
Actual
Budget
Budget
2013-14
2014-15
2015-16
2016-17
$1,020,259
$1,202,730
$1,472,683
$1,623,374
-
-
61,900
69,600
Other Services and Charges
375,682
481,818
704,235
877,675
Materials & Supplies
36,318
28,103
43,000
33,400
Employee Benefits
80,637
195,651
217,408
171,772
Salaries and Wages
$527,622
$497,158
$446,140
$470,927
DIVISION TOTAL Capital Outlay
82
Department of Information Technology Services 2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
$1,020,259
$1,202,730
$1,246,470
$1,641,806
N/A
N/A
N/A
$5,760
Total Number of Non‐Virtualized Workstations Supported by the IT Department
N/A
300
285
285
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
18
15
15
Total Number of Virtualized Server Supported by the IT Department
N/A
35
46
46
8
8
7
9
N/A
4
9
10
N/A
9
12
15
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
Total Number of IT Department Employee FTEs
Superior customer service Total Number of Wi‐Fi locations Supported by and customer focused the IT Department government Total Number of Fiber locations Supported by the IT Department
Mission Statement
Information Technology Services will enable continual improvement to City’s operation by fostering innovation through People, Processes, and Technology.
Major FY16-17 Goals 1. Deploy 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. 6. Text Message Archive Plan and Strategy. 7. Centralize backup for remote locations. 8. Retrofit EOC for mobile work force.
83
Department of Economic Development 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.
84
Department of Economic Development Organization Chart
DIRECTOR OF ECONOMIC DEVELOPMENT GRADE E25 CRA BOARD OF DIRECTORS
Economic Development Coordinator Grade N15
CRA Project Manager (Contractual) Grade E18
85
CRA Administrative Coordinator (Contractual) Grade N14
City of Deerfield Beach, Florida Department of Economic Development Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Administration
$ ‐
$ ‐
$ 3,037
$ 94,413
$ 208,799
TOTAL
$ ‐
$ ‐
$ 3,037
$ 94,413
$ 208,799
Personal Services Materials & Supplies Other Operating Expenses
$ ‐ ‐ ‐
$ ‐ ‐ ‐
$
‐ ‐ 3,037
$ 58,413 15,000 21,000
$ 167,649 2,650 38,500
TOTAL APPROPRIATIONS
$ ‐
$ ‐
$ 3,037
$ 94,413
$ 208,799
BY DIVISION
EXPENSE GROUP
PERSONNEL
Economic Development
0
0
1
1
2
TOTAL PERSONNEL
0
0
1
1
2
86
Department of Economic Development PERSONNEL Full-Time Part-Time TOTAL
2013-14 0 0 0
2014-15 0 0 0
2015-16 0 1 1
2016-17 2 0 2
220,000
200,000
180,000
Economic Development
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0 DIVISION TOTAL Other Services and Charges Materials & Supplies Employee Benefits Salaries and Wages
Actual 2013-14 $$-
Actual 2014-15 $$-
87
Budget 2015-16 $94,413 21,000 15,000 8,192 $50,221
Budget 2016-17 $208,799 38,500 2,650 37,168 $130,481
Department of Community Development The Community Development Department 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. Community Development provide programs for neighborhood revitalization, housing assistance and community development programs that build and/or expand infrastructure, public facilities, maintain the existing housing stock, expanding homeownership opportunities and promote economic development. Currently, the grants administered by the Department include the following: Community Development Block Grants (CBDG) ‐ As an entitlement recipient, the City receives an annual allocation from the Department of Housing and Urban Development. Funds are primarily used to assist low to moderate income residents of the City. The purpose of the program is to provide decent housing, a suitable living environment and better economic opportunities.
State Housing Initiative Partnership (SHIP) ‐ The City receives an annual allocation from the Florida Housing Finance Corporation to provide housing assistance to low to moderate income households in the City.
Home Investment Partnership (HOME) ‐ The City receives funds through Broward County as a part of Broward County HOME Consortium, the program provides housing assistance to low to moderate income households in the City.
Neighborhood Stabilization Program (NSP) ‐ This was a special allocation the City received from the Department of Housing and Urban Development. The program provides assistance to purchase and redevelop foreclosed and or vacant properties in the City.
88
Department of Community Development Organization Chart
DIRECTOR OF COMMUNITY DEVELOPMENT Grade E25
Deerfield Beach Family Empowerment Inc,
Grants Writer Grade E16
Administrative Support Specialist Grade N10
89
City of Deerfield Beach, Florida Department of Community Development Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Administration
$ ‐
$ ‐
$ 105,622
$ 417,407
$ 337,382
TOTAL
$ ‐
$ ‐
$ 105,622
$ 417,407
$ 337,382
Personal Services Materials & Supplies Other Operating Expenses
$ ‐ ‐ ‐
$ ‐ ‐ ‐
$ 100,710 3,606 1,306
$ 257,407 5,500 154,500
$ 294,607 6,050 36,725
TOTAL APPROPRIATIONS
$ ‐
$ ‐
$ 105,622
$ 417,407
$ 337,382
BY DIVISION
EXPENSE GROUP
PERSONNEL
City Commission
0
0
3
3
3
TOTAL PERSONNEL
0
0
3
3
3
90
Department of Community Development PERSONNEL Full-Time TOTAL
2013-14 0 0
2014-15 0 0
2015-16 3 3
2016-17 3 3
Budget 2015-16 $417,407 154,500 5,500 83,309 $174,098
Budget 2016-17 $337,382 36,725 6,050 84,376 $210,231
450,000
400,000
Community Development
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0 DIVISION TOTAL Other Services and Charges Materials & Supplies Employee Benefits Salaries and Wages
Actual 2013-14 $$-
Actual 2014-15 $$-
91
Department of Community Development Guiding Principles
Performance Measurement Number of Programs administered
Superior customer service Total number of units rehabilitated and customer focused Total number of first time homebuyers/purchase government assistance provided Number of sub‐recipient programs monitored
2013-14 Actual
2014-15 Goal
2015-16 Goal
2016-17 Projection
4
4
4
4
n/a
20
12
20
n/a
10
6
10
2
2
1
1
Mission Statement Provide decent, safe, sustainable, sanitary affordable housing and economic opportunities to very low, low and moderate‐income citizens.
Major FY16-17 Goals
1. Continue to implement federal and state entitlement funds ‐ Community Development Block Grant (CDBG), Home Investment Partnership (HOME), State Housing. 2. Aggressively seek grant opportunities on behalf of the City. Grants from federal, state and local resources will be researched and applied for with the goal of funding specific City projects. 3. Coordinate and implement neighborhood revitalization and enhancement efforts through continued coordination with residents and other government agencies. 4. Improve Community Development web page on the Cityʹs website to provide housing, social services and other resources to City residents.
92
Department of Public Affairs and Marketing The Department of Public Affairs and Marketing is an integral part of the cityʹs day‐to‐day functions. This office serves as the primary link between the City of Deerfield Beach government and its various departments, the general public and the media. Its chief responsibility is to deliver responsible, ethical and transparent communication to and increase the public’s awareness of government initiatives, services and events.
This department manages the relationships with local and national print, broadcast and online media outlets. Public Affairs and Marketing also manages all digital communications through the City of Deerfield Beach website www.DFB.City and via Facebook, Twitter and Instagram. These professionals write, produce and edit all City videography used for marketing and promotional purposes, both internally and externally.
In addition to providing support to City departments, Public Affairs and Marketing manages the graphic design of all City marketing materials and clothing, the film permitting process in partnership with the county, the public relations of the city, crisis communications, the archiving of social media records, operational and maintenance responsibilities for the City Beach Cameras, the E‐Commerce DFBSHOP and spearheads all branding efforts.
93
Department of Public Affairs and Marketing Organization Chart
DIRECTOR OF PUBLIC AFFAIRS AND MARKETING Grade E26
Multi-Media Production Specialist Grade E15
Marketing Coordinator Grade N14
94
City of Deerfield Beach, Florida Department of Public Affairs and Marketing Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
BY DIVISION Public Affairs & Marketing
$ ‐
$ ‐
$
‐
$ ‐
$ 339,217
TOTAL
$ ‐
$ ‐
$
‐
$ ‐
$ 339,217
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses
$ ‐ ‐ ‐
$ ‐ ‐ ‐
$
‐ ‐ ‐
$ ‐ ‐ ‐
$ 293,331 22,076 23,810
TOTAL APPROPRIATIONS
$ ‐
$ ‐
$
‐
$ ‐
$ 339,217
Human Resources
3
TOTAL PERSONNEL
3
95
Department of Public Affairs and Marketing PERSONNEL Full-Time TOTAL
2013-14 0 0
2014-15 0 0
2015-16 0 0
2016-17 3 3
Budget 2015-16 $$-
Budget 2016-17 $339,217 23,810 22,076 83,378 $209,953
350,000
300,000
Public Affairs & Marketing
250,000
200,000
150,000
100,000
50,000
0 DIVISION TOTAL Other Services and Charges Materials & Supplies Employee Benefits Salaries and Wages
Actual 2013-14 $$-
Actual 2014-15 $$-
96
Broward Sheriff’s Office Department of Law Enforcement 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, 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.
97
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. 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 Division 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.
98
City of Deerfield Beach, Florida Broward Sheriff's Office - Department of Law Enforcement Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Police Services School Crossing Guard Parking Authority Code Enforcement
$ 22,127,763 237,550 114,384 73,246
$ 22,359,221 275,236 474,427 260,312
$ 10,660,344 101,771 125,927 ‐
$ 22,514,265 179,241 475,219 ‐
$ 23,149,778 213,325 459,806 ‐
TOTAL
$ 22,552,943
$ 23,369,196
$ 10,888,043
$ 23,168,725
$ 23,822,909
2,150,667 16,750 20,385,526 ‐ $ 22,552,943
$ 2,394,409 14,004 20,898,283 62,500 $ 23,369,196
$ 656,784 3,766 10,227,493 ‐ $ 10,888,043
$ 2,347,965 30,200 20,765,329 25,231 $ 23,168,725
$ 2,334,596 16,500 21,461,813 10,000 $ 23,822,909
Police Services School Crossing Guard Parking Authority Code Enforcement
152 35 2 1
152 35 3 1
152 31 3 0
152 31 3 0
147 31 3 0
TOTAL PERSONNEL
190
191
186
186
181
BY DIVISION
EXPENSE GROUP
Personal Services Materials & Supplies Other Operating Expenses Capital Outlay TOTAL APPROPRIATIONS
PERSONNEL
99
Broward Sheriff’s Office Department of Fire Rescue 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, well‐trained 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
100
City of Deerfield Beach, Florida Broward Sheriff's Office - Department of Fire Rescue Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
BY DIVISION Fire & Rescue
$ 27,790,790
$ 29,220,015
$ 13,407,713
$ 30,963,128
$ 30,253,039
TOTAL
$ 27,790,790
$ 29,220,015
$ 13,407,713
$ 30,963,128
$ 30,253,039
$ 5,051,768
$ 1,287,500 ‐ 12,077,199 43,014
$ 5,150,000 2,500 24,410,628 1,400,000
$ 5,190,000 ‐ 24,926,039 137,000
EXPENSE GROUP Personal Services Materials & Supplies Other Operating Expenses Capital Outlay
22,739,022 ‐
$ 5,064,382 378 23,402,409 752,846
TOTAL APPROPRIATIONS
$ 27,790,790
$ 29,220,015
$ 13,407,713
$ 30,963,128
$ 30,253,039
PERSONNEL Fire & Rescue
151
145
143
143
143
TOTAL PERSONNEL
151
145
143
143
143
101
Department of 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.
102
Department of Sustainable Management Fleet Management Division Organization Chart
DIRECTOR OF SUSTAINABLE MANAGEMENT Grade E29
Assistant Director of Sustainable Management Grade E23
Fleet Manager Grade E18
Fleet Supervisor Grade E15
Mechanic, Senior (4) Grade N13
Master Certified Truck Technician (2) Grade N14
Mechanic (2) Grade N11
103
Master Certified Automotive Technician Grade N14
City of Deerfield Beach, Florida Department of Sustainable Management Summary ŘŖŗřȬŗŚ Actual
ŘŖŗŚȬŗś Actual
ȱȱřǰŗŘŞǰŘŞŚ ȱȱşŝŖǰŗśř
ȱȱřǰśŝřǰśŞş ȱȱşŜŝǰśŗś
ǞȱȱȱŚǰŖşŞǰŚřŝ
ŘŖŗśȬŗŜ YTD řȦřŗȦŗŜ
ŘŖŗśȬŗŜ Budget
ŘŖŗŜȬŗŝ Budget
ȱȱȬ ȱȱŚŖŚǰŝşŝ
ȱȱȬ ȱȱŗǰŖŝřǰřŖŗ
ȱȱȬ ȱȱŗǰŖŗŖǰşŖŘ
ǞȱȱȱŚǰśŚŗǰŗŖŚ
Ǟȱ ȱȱŚŖŚǰŝşŝ
ǞȱȱȱŗǰŖŝřǰřŖŗ
ǞȱȱȱŗǰŖŗŖǰşŖŘ
ǞȱȱȱȱȱȱşŗŖǰŖŗŖ ȱȱşşǰŘŝŝ ȱȱřǰŖřŖǰŞŝŝ ȱȱśŞǰŘŝř
ǞȱȱȱŗǰŘśŚǰśŜŞ ȱȱŗřřǰŖşŝ ȱȱŘǰşŝŘǰŞŞŖ ȱȱŗŞŖǰśśş
Ǟȱ ȱȱřŝřǰŚřŚ ȱȱŗśǰŘŖŘ ȱȱŗŜǰŗŜŘ Ȭ
Ǟȱ ȱȱŞŝŘǰŜŘŘ ȱȱŚŖǰŘŖŖ ȱȱŗŖśǰŚŝş śśǰŖŖŖ
Ǟȱ ȱȱŞśŗǰŝŞŘ ȱȱŚŚǰŚŘŖ ȱȱŗŖşǰŝŖŖ ȱȱśǰŖŖŖ
ǞȱȱȱŚǰŖşŞǰŚřŝ
ǞȱȱȱŚǰśŚŗǰŗŖŚ
Ǟȱ ȱȱŚŖŚǰŝşŝ
ǞȱȱȱŗǰŖŝřǰřŖŗ
ǞȱȱȱŗǰŖŗŖǰşŖŘ
Ś ŗŗ
ś ŗŗ
Ŗ ŗŗ
Ŗ ŗŗ
Ŗ ŗŗ
ŗś
ŗŜ
ŗŗ
ŗŗ
ŗŗ
BY DIVISION
ȱ Șȱȱȱȱ ȱ
EXPENSE GROUP
ȱ ȱȱȱȱȱȱ ȱǭȱ ȱȱȱȱȱȱ ȱ ȱ ¡ ȱ ȱ ¢ ȱ
PERSONNEL
ȱ ȱȱȱȱȱ ȱ ȱ
* Environmental Services Facilities Division: Transferred to City Manager under Construction & Facilities Management during FY14/15
104
Facilities Maintenance Division PERSONNEL Full-Time Part-Time TOTAL
ŘŖŗřȬŗŚ Ś Ŗ Ś
ŘŖŗŚȬŗś Ś Ŗ Ś
ŘŖŗśȬŗŜ Ŗ Ŗ Ŗ
ŘŖŗŜȬŗŝ Ŗ Ŗ Ŗ
3,750,000 3,500,000 3,250,000 3,000,000 2,750,000
Facilities Maintenance
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
2013-14
2014-15
2015-16
2016-17
$3,128,284
$3,573,589
$-
$-
58,273
180,559
-
-
2,686,558
2,901,861
-
-
Materials & Supplies
66,809
86,909
-
-
Employee Benefits
42,262
110,024
-
-
Salaries and Wages
$274,382
$294,236
$-
$-
DIVISION TOTAL Capital Outlay Other Services and Charges
105
Fleet Management Division PERSONNEL Full-Time TOTAL
ŘŖŗŚȬŗś ŗŗ ŗŗ
ŘŖŗřȬŗŚ ŗŗ ŗŗ
ŘŖŗśȬŗŜ ŗŗ ŗŗ
ŘŖŗŜȬŗŝ ŗŗ ŗŗ
1,100,000 1,000,000 900,000 800,000
Fleet Management
700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
Actual
Actual
Budget
Budget
2013-14
2014-15
2015-16
2016-17
$970,153
$967,515
$1,073,301
$1,010,902
-
-
55,000
5,000
Other Services and Charges
347,091
71,019
105,479
109,700
Materials & Supplies
32,468
46,188
40,200
44,420
Employee Benefits
81,931
269,530
291,394
282,429
Salaries and Wages
$508,663
$580,778
$581,228
$569,353
DIVISION TOTAL Capital Outlay
106
Fleet Management Division Guiding Principles
Performance Measurement
Superior customer service Total number of vehicle repairs and customer focused Total number of preventative maintenance government (PM) repairs Advance Employee Development and Satisfaction
Total number of training opportunities offered
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
5,000
6,384
6,384
6,500
1,750
1,800
1,800
1,825
N/A
N/A
N/A
4
Mission Statement To support the various City departments in the conduct of the Cityʹs operations by providing professional fleet management and practices to keep their vehicles and fleet related equipment in a constant state of operational readiness.
Major FY16-17 Goals 1. Maintain a vehicle availability ratio of at least 97%. 2. Implement Preventive Maintained Program for City vehicles. 3 Achieve vehicle preventative maintained (PM) compliance of 100%. 4. Safety Programs and Initiatives. 5. Renovate Central City Campus fuel station. 6. Create vehicle replacement policy and procedures. 7. Operate City Truck Wash bay adjacent to Fleet garage.
107
Department of Parks and Recreation Administration & Community Events Parks Maintenance Athletics & Aquatics Recreation Teen Center Pier Cemetery Ocean Rescue
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 470 acres of open space, medians, rights‐of‐way, miscellaneous areas, parks, the beach and city owned property. This acreage is located at over 190 sites city‐wide. Our residents enjoy a 976‐foot International Pier, a one‐mile stretch of public beach, jogging/walking trails and over fifty (50) 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‐eight (28) playgrounds. The city has four community centers: Constitution Park Community Center, Highlands Community Center, Hillsboro Community Center and the Johnnie Tigner Community Center (located in the Oveta McKeithen Recreational Complex). 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.
108
Major Goals 1.
Preserve and promote our mission by creating a financially sustainable department.
2.
Protect our ability to provide clean, safe, fun and well‐maintained parks, beach and pier.
3.
Protect our mission to provide responsive and relevant recreational choices to all of our citizens.
4.
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).
Administration & Community Events Division 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, cultural & community events, community relations 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 470 acres of developed & undeveloped parkland, medians, swales, parking areas, retention areas, and miscellaneous sites at over 190 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.
Athletics & Aquatics Division The Athletics & Aquatics Division hosts various athletic and aquatic programs at facilities throughout the city which include 10.8 acres, include nine baseball fields, four multi‐use fields, batting cages and a quarter mile track. Athletics also partners with the PAL (Police Athletic League), Deerfield Beach Little League, and the McDougle Family Foundation, Inc. to provide a variety of programs. 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.
109
Recreation Division The City boasts four community centers: the Johnnie Tigner Community Center (located in Oveta McKeithen Recreational Complex), the Constitution Park Community Center, the Highlands Park Community Center and the Hillsboro Community Center. Each facility provides a variety of recreational, social and cultural programs.
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 in the rear of the facility, there is plenty of room to learn, be innovative, socialize and gain new experiences.
Pier Division 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, tackle and clothing, 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 as well as underwater and beach cameras. Year‐round parking is available at the city’s pier parking lot.
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 2‐million patrons per year visiting the beach.
110
City of Deerfield Beach, Florida Department of Parks and Recreation Summary 2013-14
2014-15
2015-16
2015-16
2016-17
Actual
Actual
YTD 3/31/16
Budget
Budget
Administration Parks Maintenance Athletics & Aquatics Recreation Teen Center Summer Camp Pier Cemetery Ocean Rescue
$ 657,527 3,190,415 528,766 416,602 237,325 438,598 267,113 278,192 1,485,353
$ 1,022,091 6,473,299 704,349 612,573 275,187 427,028 222,990 327,540 1,933,749
$ 570,205 2,271,554 475,252 508,890 43,483 ‐ 126,176 298,337 691,603
$ 1,132,131 6,493,129 1,433,657 1,222,400 179,780 649,079 378,062 435,996 1,565,531
$ 1,328,579 6,650,146 1,668,473 1,786,139 214,176 500,000 405,631 401,236 1,735,387
TOTAL
$ 7,499,891
$ 11,998,806
$ 4,985,501
$ 13,489,765
$ 14,689,767
Personal Services Materials & Supplies Other Operating Expense Capital Outlay
$ 5,283,064 780,852 1,309,682 126,293
$ 7,174,218 1,834,579 1,950,878 1,039,131
$ 3,444,720 509,313 808,339 223,129
$ 8,284,671 1,488,377 2,604,412 1,112,305
$ 8,940,617 1,740,998 2,797,052 1,211,100
TOTAL APPROPRIATIONS
$ 7,499,891
$ 11,998,806
$ 4,985,501
$ 13,489,765
$ 14,689,767
Administration Parks Maintenance Athletics & Aquatics Recreation Teen Pier Cemetery Ocean Rescue
9 46 10 17 7 15 4 49
9 44 11 18 7 17 4 50
7 44 31 27 4 14 4 43
7 44 31 27 4 14 4 43
7 55 34 28 4 16 5 47
TOTAL PERSONNEL
157
160
174
174
196
BY DIVISION
EXPENSE GROUP
PERSONNEL
111
Department of Parks and Recreation Administration Division Organization Chart
DIRECTOR OF PARKS AND RECREATION Grade E29
Operations Manager Grade E18
Assistant Director of Parks & Recreation Grade E23
Office Specialist Grade N08
Superintendent of Community Events Grade E19
Parks & Recreation Manager I (2) Grade N11
112
Administration & Community Events Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 8 1 9
2014-15 8 1 9
2015-16 7 0 7
2016-17 7 0 7
1,400,000 1,300,000 1,200,000
Administration & Community Events
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
2013‐14
2014‐15
2015‐16
2016‐17
$657,527
$1,022,091
$1,132,131
$1,328,579
‐
22,892
‐
‐
Other Services and Charges
115,407
118,240
111,283
161,120
Materials & Supplies
112,705
168,361
303,002
396,022
Employee Benefits
52,904
194,641
210,060
206,640
Salaries and Wages
$376,511
$517,957
$507,786
$564,797
DIVISION TOTAL Capital Outlay
113
Parks - Administration & Community Events Division 2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
N/A
7.5
15
18
N/A
11
7
15
Policy forms and revisions
N/A
8
5
5
Number of days from vendor invoice receipt to payment
N/A
7 days
4 days
4 days
Address resident and patron concerns.
N/A
100%
100%
100%
$280,015
$295,000
$435,370
$447,110
$29,093
$38,825
$35,000
$35,000
$31,147
$42,000
$47,450
$66,820
240,000
260,000
275,000
300,000
296
335
300
500
6,000
10,000
15,000
19,500
Guiding Principles
Performance Measurement Average number of training hours per FTE
Advance employee System and equipment upgrades development and satisfaction
Cost of City sponsored events Superior customer service Cost of City services for miscellaneous and customer focused approved special events government Cost of Recreation special events Total estimated attendance Total surveys collected during special events Effectively communicate Increase output of Recreate magazine for among all levels of the increased resident awareness of parks organization and with the programs and activities public
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 FY16-17 Goals 1. Provide employee development opportunities through continuing education, equipment safety and skillset improvement training. 2. Create a departmental master plan. 3. Increase the effectiveness of operations through policies and procedures revisions and updates. 4. Maintain and increase the level of department professionalism by achieving certifications for staff. 5. Enhance City supported special events through supplements to the existing Country Music Festival, Youth Fishing Tournament and creating a new multi‐cultural event. 6. Improve Departmental efficiency through the implementation of new operating systems that will assist in tracking revenue, program costs and employee hours.
114
Department of Parks and Recreation Parks Maintenance Division Organization Chart
SUPERINTENDENT OF PARKS Grade E19
Administrative Support Specialist Grade N10
Park Ranger (2) Grade N09
Landscape Supervisor (3) Grade N14
Park Ranger (2) Part-Time Grade N09
Maintenance Landscaper (2) Grade N12
Landscape Crew Leader (8) Grade N12
Irrigation Specialist (3) Grade N10
Equipment Operator (3) Grade N09
Maintenance Worker (19) Grade N08
Maintenance Worker (11) Part-Time Grade N08
115
Parks Maintenance Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 37 9 46
2014‐15 35 9 44
2015‐16 35 9 44
2016‐17 42 13 55
7,000,000 6,500,000 6,000,000 5,500,000 5,000,000
Parks Maintenance
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
2013‐14
2014‐15
2015‐16
2016‐17
$3,190,415
$6,473,299
$6,493,129
$6,650,146
Capital Outlay
106,871
1,016,239
1,067,110
910,600
Other Services and Charges
935,452
1,517,553
1,892,808
2,035,031
Materials & Supplies
325,578
1,212,361
751,995
639,751
Employee Benefits
227,354
956,054
1,067,381
1,073,993
Salaries and Wages
$1,595,160
$1,771,092
$1,713,835
$1,990,771
DIVISION TOTAL
116
Parks Maintenance Division Guiding Principles
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
Irrigation and landscape installations in medians and parks
N/A
12
14
32
Reduction in resident complaints
N/A
20%
20%
50%
Total Acreage maintained
318
422
422
422
23
25
76
76
90%
90%
95%
95%
90%
90%
90%
95%
N/A
3
4
4
$480,000
$371,000
$200,000
$150,000
Performance Measurement
A cleaner, greener city Number of Natural Passive Parks Acres Maintained Respond to the public Superior customer service comments/questions/concerns in less that 48 and customer focused hours government Resolve to the satisfaction of patron/resident Offer quarterly 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 city government projects
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 FY16-17 Goals 1. Enhance the overall landscape of the beach, ball fields, and parks. 2. Improve Customer Service to residents through prompt response and communication with residents. 3. Provide Employee training to encourage employee development. 4. Renovate deteriorating playgrounds throughout the park system. 5. Create a departmental master plan highlighting and prioritizing areas in the City that need landscaping and irrigation improvements. 6. Increase the effectiveness of operations through a maintenance software system.
117
Department of Parks and Recreation Athletics & Aquatics Division Organization Chart
ASSISTANT DIRECTOR OF PARKS & RECREATION Grade E23
Superintendent of Athletics & Aquatics Grade E19
PAL Program Leader Grade N10
Parks & Recreation Manager I (4) Grade N11
Aquatics Manager Admin E15
Recreation Leader Part-Time (3) Grade N04
Assistant Aquatics Manager Grade N11
Concession Attendant (6) Part-Time Grade N04
Lead Guard (3) Grade N08
Water Safety Instructor Part-Time (14) Grade N07
118
Athletics and Aquatics Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 6 4 10
2014-15 6 5 11
2015-16 11 20 31
2016-17 11 23 34
1,700,000 1,600,000 1,500,000 1,400,000 1,300,000
Athletics & Aquatics
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
2013‐14
2014‐15
2015‐16
2016‐17
$528,766
$704,349
$1,433,657
$1,668,473
Other Services and Charges
46,302
64,142
177,780
217,811
Materials & Supplies
76,245
83,671
135,260
255,860
Employee Benefits
46,368
151,463
349,735
324,511
Salaries and Wages
$359,851
$405,073
$770,882
$870,291
DIVISION TOTAL
119
Athletics and Aquatics Division Guiding Principles
Performance Measurement
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
4
6
8
18
0
12
12
15
10
12
14
25
250
320
320
640
99%
99%
99%
99%
Conduct Surveys of Programming Superior customer service Increase customer communication via email and customer focused notifications government Increase quantity of programming Proactively address issues Increase program participants that will affect the quality of Resolve customer complaints in three days life for our community
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 FY16-17 Goals 1. Improve customer service through survey evaluations and responding within 24 hours to customer concerns. 2. Encourage employee development through professional certifications (Certified Youth Sports Coordinators & CPRP). 3. Increase in programs for female participants and new sports programs. 4. Increase in participation between both Athletics and Aquatics programs by 15%.
120
Department of Parks and Recreation Recreation Division Organization Chart
ASSISTANT DIRECTOR OF PARKS AND RECREATION Grade E23
Superintendent of Recreation Grade E19
Parks & Recreation Manager II (2) Grade E15
Administrative Support Specialist Grade N10
Parks & Recreation Manager I Grade N11
Parks & Recreation Manager I (2) Grade N11
Recreation Leader (2) Part-Time Grade N04
Recreation Leader (5) Part-Time Grade N04
Parks & Recreation Manager I (3) Grade N11
Recreation Leader (5) Part-Time Grade N04
Bus Driver (2) Part-Time Grade N07
Bus Driver (1) Will Call Grade N07
121
Parks & Recreation Manager I Grade N11
Recreation Leader (2) Part-Time Grade N04
Recreation Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 5 12 17
2014-15 6 12 18
2015-16 10 17 27
2016-17 11 17 28
1,800,000 1,700,000 1,600,000 1,500,000 1,400,000 1,300,000 1,200,000
Recreation
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
2013‐14
2014‐15
2015‐16
2016‐17
$416,602
$612,573
$1,222,400
$1,786,139
‐
‐
‐
220,000
Other Services and Charges
8,990
40,240
52,672
108,688
Materials & Supplies
26,331
105,022
83,945
204,640
Employee Benefits
43,924
139,899
288,385
345,947
Salaries and Wages
$337,357
$327,412
$797,398
$906,864
DIVISION TOTAL Capital Outlay
122
Recreation Division 2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
100%
100%
100%
100%
250
300
300
350
120
150
200
250
11
12
12
12
N/A
4
6
20
N/A
28
28
28
N/A
3
3
5
Number of 3rd party incidents Provide a safe and healthy environment Provide more locations with free food programs for children/adults
N/A
24
18
20
N/A
2
2
2
Effectively communicate Number of public forums among all levels of the organization and with the Number of press releases public
N/A
24
27
30
N/A
35
40
45
Guiding Principles
Performance Measurement
Percent of patron complaints resolved Superior customer service and customer focused Surveys conducted government Program evaluations conducted Number of in‐service training sessions Number of workshops/seminars and Advance employee conferences attended development and satisfaction Division evaluations (from all employees, p/t & f/t) Number of professional certifications (CPRP/CPSI)
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 FY16-17 Goals 1. Opening of Hillsboro Community Center. 2. Increased Tennis Center court usage and programs offered. 3. Increased overall programming for residents (and non‐residents). 4. Increased training for staff. 5. Increased number of grants and foundation dollars brought into the department.
123
Department of Parks and Recreation Teen Center Division Organization Chart
ASSISTANT DIRECTOR OF PARKS AND RECREATION Grade E23
Parks and Recreation Manager II Grade E15
Recreation Leader (3) Part-Time Grade N04
124
Teen Center Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 2 5 7
2014-15 2 5 7
2015-16 1 3 4
2016-17 1 3 4
280,000 260,000 240,000 220,000 200,000
Teen Center
180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$237,325
$275,187
$179,780
$214,176
Other Services and Charges
9,017
43,402
43,100
67,492
Materials & Supplies
38,425
41,764
25,975
23,625
Employee Benefits
22,474
52,694
31,338
31,057
Salaries and Wages
$167,409
$137,327
$79,367
$92,002
DIVISION TOTAL
125
Teen Center Division Guiding Principles
Performance Measurement
Percent of patron complaints resolved Superior customer service and customer focused Surveys conducted government Program evaluations conducted Number of in‐service training sessions Number of workshops/seminars and Advance employee conferences attended development and satisfaction Division evaluations (from all employees, p/t & f/t) Number of professional certifications (CPRP/CPSI) Number of 3rd party incidents Provide a safe and healthy Provide more locations with free food environment programs for children/adults Effectively communicate Number of public forums among all levels of the organization and with the Number of press releases public
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
100%
100%
100%
100%
250
200
225
250
120
130
150
200
11
12
12
12
N/A
4
6
20
N/A
4
4
4
N/A
0
1
1
N/A
3
3
3
N/A
0
0
1
N/A
0
0
2
N/A
10
13
15
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 FY16-17 Goals 1. Increased programming for community. 2. Increased training for staff. 3. Increased number of grants and foundation dollars brought into the division.
126
Summer Camp PERSONNEL TOTAL
Actual
Actual **SEASONAL**
Budget
Budget
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
2013‐14
2014‐15
2015‐16
2016‐17
DIVISION TOTAL
$438,598
$427,028
$649,079
$500,000
Other Services and Charges
163,971
126,272
228,000
155,648
Materials & Supplies
38,199
34,383
60,500
65,000
Employee Benefits
16,629
18,836
25,624
19,852
Salaries and Wages
$219,799
$247,537
$334,955
$259,500
127
Summer Camp Guiding Principles
Performance Measurement
Conduct Evaluations of Program Employees and Facilities Number of In‐Service Trainings for Program Provide a safe and healthy Employees environment Total Number of Program Participants Total Number of Specialty Programs Effectively communicate among all levels of the Conduct Participant Surveys organization and with the public Superior customer service and customer focused Increase Customer Communication government
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
54
58
71
78
4
4
4
4
381
513 (includes 544 (includes 560 (includes Jr. Lifeguard) Jr. Lifeguard) Jr. Lifeguard)
1
6
4
5
21%
35%
50%
55%
76%
80%
85%
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 FY16-17 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.
128
Department of Parks and Recreation Pier Division Organization Chart
OCEAN RESCUE CHIEF Grade E19
Pier Supervisor Grade N10
Pier Attendant (13) Part-Time Grade N05
Maintenance Worker (2) Part-Time Grade N08
129
Pier Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 1 14 15
2014-15 1 16 17
2015-16 1 13 14
2016-17 1 15 16
425,000 400,000 375,000 350,000 325,000 300,000 275,000 250,000
Pier
225,000 200,000 175,000 150,000 125,000 100,000 75,000 50,000 25,000 0
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$267,113
$222,990
$378,062
$405,631
‐
‐
30,000
10,000
Other Services and Charges
25,864
10,730
24,800
22,700
Materials & Supplies
53,567
45,362
77,000
82,500
Employee Benefits
16,027
29,007
40,637
44,870
Salaries and Wages
$171,655
$137,891
$205,625
$245,561
DIVISION TOTAL Capital Outlay
130
Pier Division Guiding Principles
Performance Measurement
Increase the number of programs offered to the Increase the Effectiveness of public Increase cleanliness and appearance of Pier by Operations pressure cleaning more frequently Increase the amount of participants Increase Customer Service Conduct a higher frequency of surveys for programs/appearance/experience
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
12
12
12
14
2/week
3/week
3/week
4/week
Anglers ‐ Anglers ‐ Anglers ‐ Anglers ‐ 28,000 35,000 35,000 39,000 Sightseers ‐ Sightseers ‐ Sightseers ‐ Sightseers‐ 130,000 145,000 145,000 179,000 2
2
2
6
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 FY16-17 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.
131
Department of Parks and Recreation Cemetery Division Organization Chart
SUPERINTENDENT OF PARKS Grade E19
Office Specialist Grade N08
Landscape Supervisor Grade N13
Maintenance Worker Grade N08
Landscape Crew Leader Grade N12
132
Maintenance Worker Part-Time Grade N08
Cemetery Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 3 1 4
2014-15 4 0 4
2015-16 4 0 4
2016-17 4 1 5
450,000
400,000
350,000
Cemetery
300,000
250,000
200,000
150,000
100,000
50,000
0
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$278,192
$327,540
$435,996
$401,236
Capital Outlay
19,422
‐
45,195
10,500
Other Services and Charges
4,679
30,299
43,969
28,562
Materials & Supplies
33,241
14,025
36,500
32,500
Employee Benefits
27,987
80,389
110,485
104,383
Salaries and Wages
$192,863
$202,827
$199,847
$225,291
DIVISION TOTAL
133
Cemetery Division Guiding Principles
Performance Measurement
Percent of headstones and/or markers in cemeteries that are at the proper height and alignment A cleaner, greener city Percent of headstones and markers that are clean and free from objectionable accumulations Superior customer service Number of new directional signs throughout and customer focused the cemeteries to enable the public to locate government Sections, Lots & Plots Encourage a close working Total number of interments relationship between the public and private sectors Total number of reservations
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
N/A
90%
92%
95%
N/A
90%
92%
95%
N/A
N/A
4
11
127
110
116
118
20
20
20
22
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 FY16-17 Goals 1. Enhance the overall landscape of the cemeteries. 2. Provide Quality Customer Service. 3. Ensure all Cityʹs Rules and Regulations are are being adhered to. 4. Increase cemetery crew by one additional field staff. 5. Install fencing around both cemeteries.
134
Department of Parks and Recreation Ocean Rescue Division Organization Chart
ASSISTANT DIRECTOR OF PARKS AND RECREATION Grade E23
Ocean Rescue Chief Grade E19
Lifeguard Lieutenant (2) Grade N14
Ocean Lifeguard Specialist (2) Grade N13
Ocean Lifeguard (6) Part-Time Grade N10
Ocean Lifeguard (24) Will Call Grade N10
135
Ocean Lifeguard (12) Grade N10
Ocean Rescue Division PERSONNEL Full-Time Part-Time TOTAL
2013-14 20 29 49
2014-15 21 29 50
2015-16 16 27 43
2016-17 17 30 47
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
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$1,485,353
$1,933,749
$1,565,531
$1,735,387
‐
‐
‐
60,000
Materials & Supplies
76,561
129,630
14,200
41,100
Employee Benefits
164,212
527,756
491,435
491,810
Salaries and Wages
$1,244,580
$1,276,363
$1,059,896
$1,142,477
DIVISION TOTAL Capital Outlay
136
Ocean Rescue Division Guiding Principles
Performance Measurement Professional Certification obtained
Advance employee Professional Certification maintained development and satisfaction Number of In‐Service Training Sessions Number of citizens of any age touched by a Provide a safe and healthy Ocean Rescue education activity environment Number of calls for service responded to that were water/medical related
2013-14 Actual
2014-15 Goal
2015-16 Goal
2016-17 Projection
N/A
6
5
40
80
84
84
120
24
24
24
24
N/A
450
500
500
155
120
169
150
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 FY16-17 Goals 1. Continue to improve Customer Service. 2. Continue to provide training to encourage employee development. 3. Continue to increase the level of department professionalism by achieving certifications for staff. 4. Continue steps toward achieving recognition as Florida Beach Patrol Associationʹs ʹBeach Patrol of the Yearʹ award. 5. Provide more safety to public by gaining new Tower and coverage within the City.
137
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.
138
City of Deerfield Beach, Florida Non-Departmental Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Non‐Departmental
$ 7,557,450
$ 5,032,060
$ 1,875,411
$ 7,607,891
$ 6,927,360
TOTAL
$ 7,557,450
$ 5,032,060
$ 1,875,411
$ 7,607,891
$ 6,927,360
Materials & Supplies Other Operating Expenses Transfers
$ 5,978 2,267,369 5,284,103
$ 1,692 3,483,284 1,547,084
$ ‐ 1,066,295 809,116
$ 35,000 5,948,659 1,624,232
$ 50,000 4,735,564 2,141,796
TOTAL APPROPRIATIONS
$ 7,557,450
$ 5,032,060
$ 1,875,411
$ 7,607,891
$ 6,927,360
BY DIVISION
EXPENSE GROUP
139
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.
140
City of Deerfield Beach, Florida Community Participation Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Community Participation
$ 108,706
$ 85,500
$ 210,593
$ 213,026
TOTAL
$ 108,706
$ 109,688 $ 109,688
$ 85,500
$ 210,593
$ 213,026
Arboretum Target Industry Tax Refund Area Agency on Aging Family Central Women in Distress House of Hope NE Focal Point CASA, Inc. 211 First Call for Help BRHP Cathedral Comm. Dev. Corp. Broward Childrenʹ Center Beautification Authority Deerfield Beach Historical Soc. Center for Hearing & Comm. Deerfield Beach High School Railway Museum
$ 7,500 ‐ 60,706 9,000 5,500 ‐ 1,000 ‐ ‐ 5,000 ‐ 5,000 15,000 ‐ ‐ ‐
$ 7,500 ‐ 59,388 10,800 6,000 ‐ 1,000 ‐ ‐ 5,000 ‐ ‐ 15,000 ‐ 5,000 ‐
$
‐ ‐ ‐ 10,000 10,000 ‐ 500 ‐ ‐ 15,000 ‐ ‐ 50,000 ‐ ‐ ‐
$ 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
$ 7,500 20,000 63,026 6,000 10,000 2,500 1,000 10,000 11,000 15,000 5,000 ‐ 50,000 2,000 5,000 5,000
TOTAL APPROPRIATIONS
$ 108,706
$ 109,688
$ 85,500
$ 210,593
$ 213,026
BY DIVISION
EXPENSE GROUP
141
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.
142
City of Deerfield Beach, Florida Debt Service Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Debt Service
$ 4,717,675
$ 4,556,476
$ 1,855
$ 5,063,247
$ 4,867,920
TOTAL
$ 4,717,675
$ 4,556,476
$ 1,855
$ 5,063,247
$ 4,867,920
Capital Lease ‐ Principal Capital Lease ‐ Interest Sports Complex Light Principal Sports Complex Light Interest 2003B CRA FMLC Debt 2006 FMLC Debt 2012B‐1 FMLC Bond ‐ CRA 2012B‐1 FMLC Bond 2000A FMLC Bonds 2012B‐2 FMLC Rev Bond
$ 113,204 1,857 4,576 17 82,100 403,789 1,112,448 482,975 1,352,653 1,164,056
$ 49,659 462 ‐ ‐ ‐ 405,609 1,102,437 483,256 1,353,110 1,161,943
$ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,855 ‐
$ 495,442 73,200 ‐ ‐ ‐ 408,069 1,095,156 482,118 1,354,887 1,154,375
$ 359,564 23,788 ‐ ‐ ‐ 408,569 980,474 479,934 1,522,137 1,093,454
TOTAL APPROPRIATIONS
$ 4,717,675
$ 4,556,476
$ 1,855
$ 5,063,247
$ 4,867,920
BY DIVISION
EXPENSE GROUP
143
SENIOR SERVICES FUND REVENUES BY CATEGORY AND SOURCE
2015-16 Y-T-D 2015-16 Actual Y-T-D (Thru 3/31/16) %age
2013-14 Actual
2014-15 Actual
2015-16 Budget
2016-17 Budget
Home Energy Assistance Title III‐E Federal Grant Senior Citizen Federal Grant Federal Grants
36,601 3,652 141,427 181,680
32,165 18,759 220,956 271,880
22,596 5,444 61,583 89,623
57 98 36 41
39,785 5,556 171,820 217,161
39,277 5,556 171,820 216,653
ADI ‐ State Grant ADI ‐ Local Cash Match Local Service Program (LSP) State Grants
440,117 ‐ 138,891 579,008
440,796 ‐ 135,049 575,845
248,973 ‐ 104,474 353,447
66 ‐ 79 69
378,438 ‐ 132,380 510,818
378,438 ‐ 132,380 510,818
AAA ‐ Alzheimerʹs Supplement AAA ‐ Local Cash Match Paratransit Grants From Other Local Units
54,521 15,721 169,591 239,833
18,048 5,645 107,776 131,469
‐ 13,101 54,964 68,065
‐ 85 55 40
54,521 15,464 100,000 169,985
54,521 15,464 100,000 169,985
1,000,521
979,194
511,135
57
897,964
897,456
Deerfield Express Transit Fees Transportation
60,000 150 60,150
59,865 2,890 62,755
44,640 170 44,810
74 9 72
60,000 2,000 62,000
60,000 2,000 62,000
Adult Day Care Fees Alzheimer Caregiver Fees Human Services
‐ 16,693 16,693
‐ 10,020 10,020
‐ 5,801 5,801
‐ 58 53
1,000 10,000 11,000
1,000 10,000 11,000
151,963 139,641 39,214 6,234 337,052
148,676 138,191 28,592 5,688 321,147
75,478 69,844 15,871 2,718 163,911
44 47 53 54 46
170,000 150,000 30,000 5,000 355,000
170,000 150,000 30,000 5,000 355,000
413,895
393,922
214,522
50
428,000
428,000
2,688 76,010 2,390 120,000 2,745 300 3,605 1,200 2,956 211,894
‐ 62,375 1,850 120,000 2,220 ‐ 4,070 1,598 3,529 195,642
7,425 49,690 941 90,000 910 ‐ 3,487 400 2,562 155,415
‐ 83 47 75 ‐ ‐ 116 40 ‐ 84
‐ 60,000 2,000 120,000 ‐ ‐ 3,000 1,000 ‐ 186,000
‐ 60,000 2,000 120,000 ‐ ‐ 3,000 1,000 ‐ 186,000
INTERGOVERNMENTAL REVENUE
TOTAL INTERGOVʹT REVENUES CHARGES FOR SERVICES
Thrift Shop Mdse Sales Thrift Shop Mdse Sales ‐ Cr Card Thrift Shop Mdse Sales ‐ Nontaxable Coffee Shop Sales Culture/Recreation TOTAL CHARGES FOR SVCS MISCELLANEOUS REVENUE
Sales of Used Vehicles Child Care Fees Alzheimer Caregiver Donations Pledge ‐ NEFP CASA, Inc. Creole Daycare Donations Other Contributions/Donations Volunteer Awards Day Tree of Life Donations Health Fair Contribution From Private Sources
144
SENIOR SERVICES FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2014-15 Actual
2015-16 Y-T-D 2015-16 Actual Y-T-D (Thru 3/31/16) %age
2015-16 Budget
2016-17 Budget
Other Miscellaneous Revenue Project Income ‐ ADI Senior Center Project Income
370 375 31,218
360 605 31,079
35,291 ‐ 18,864
‐ ‐ 54
‐ ‐ 35,000
‐ ‐ 35,000
Other Miscellaneous Revenues
31,963
32,044
54,155
155
35,000
35,000
243,857
227,686
209,570
95
221,000
221,000
General Fund
949,964
1,472,084
809,116
50
1,618,232
1,792,803
Target Area Trust Fund CDBG Ship Program Interfund Transfers
50,000 6,559 934 1,007,457
‐ 5,308 ‐ 1,477,392
‐ ‐ ‐ 809,116
‐ ‐ ‐ 50
‐ ‐ ‐ 1,618,232
‐ ‐ ‐ 1,792,803
1,007,457
1,477,392
809,116
50
1,618,232
1,792,803
2,665,730
3,078,194
1,744,343
55
3,165,196
3,339,259
TOTAL MISC REVENUES NON-REVENUES
TOTAL NON‐REVENUES TOTAL SENIOR SERVICES FUND
145
City of Deerfield Beach Projected Revenues - Senior Services Fund Fiscal Year 2016/17
Intergovernmental $897,456
Miscellaneous Other $41,000
NEFP/CASA Contribution $120,000 Deerfield Express $62,000
General Fund Contribution $1,792,803
Child Care Fees $60,000
Thrift Shop Sales $355,000
Alzheimer & Adult Daycare Fees $11,000
Total projected revenues: $3,339,259
146
Department of 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
147
Senior Center Division 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 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 Division 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.
148
Preschool Center Division 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 Division 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 the Non‐Uniformed Pension Plan.
149
CITY OF DEERFIELD BEACH SENIOR SERVICES FUND EXPENDITURE SUMMARY
DEPARTMENT/DIVISION
ESTIMATED EXPENDITURES 2015-16
Administration
ESTIMATED EXPENDITURES DOLLAR 2016-17 CHANGE
PERCENTAGE CHANGE
547,975
605,132
57,157
10.4%
1,048,051
1,152,884
104,833
10.0%
Alzheimer's Center
837,286
873,262
35,976
4.3%
Childcare Center
226,071
224,654
(1,417)
‐0.6%
Thrift Shop
465,143
446,974
(18,169)
‐3.9%
40,670
36,353
(4,317)
‐10.6%
3,165,196
3,339,259
174,063
5.5%
Senior Center
Non-departmental TOTAL
Senior Services Expenditures by Division (Budgeted Expenditures: $3,339,259 Thrift Shop 13% Childcare Center 7%
Nondepartmental 1%
Alzheimer's Center 26% Senior Center 35%
150
Administration 18%
City of Deerfield Beach, Florida Department of Senior Services Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Administration Senior Center Alzheimerʹs Center Childcare Center Thrift Shop Community Development Non‐Departmental
$ 318,798 658,659 512,573 147,705 323,217 70,102 153,572
$ 472,587 835,651 725,524 189,051 353,096 141,967 42,180
$ 235,541 432,140 363,472 92,569 177,737 994 10,168
$ 547,975 1,048,051 837,286 226,071 465,143 ‐ 40,670
$ 605,132 1,152,884 873,262 224,654 446,974 ‐ 36,353
TOTAL
$ 2,184,626
$ 2,760,056
$ 1,312,621
$ 3,165,196
$ 3,339,259
Personal Services Materials & Supplies Operating Expenses Capital Outlay Non‐Departmental
$ 1,806,852 39,276 135,649 49,277 153,572
$ 2,373,400 45,651 298,825 ‐ 42,180
$ 1,224,717 24,862 52,874 ‐ 10,168
$ 2,857,626 56,900 210,000 ‐ 40,670
$ 2,951,167 88,400 263,339 ‐ 36,353
TOTAL APPROPRIATIONS
$ 2,184,626
$ 2,760,056
$ 1,312,621
$ 3,165,196
$ 3,339,259
Administration Senior Center Alzheimerʹs Childcare Center Thrift Shop Community Development
4 16 14 4 7 2
4 19 14 4 8 2
4 25 13 4 8 0
4 25 13 4 8 0
6 28 16 4 8 0
TOTAL PERSONNEL
47
51
54
54
62
BY DIVISION
EXPENSE GROUP
PERSONNEL
*Community Development division now separate Department since FY15/16.
151
Department of Senior Services Administration Organization Chart
DIRECTOR OF SENIOR SERVICES Grade E27
Department Secretary * Grade N09
Assistant Director of Senior Services **(2) Grade E23
Operations Manager Grade E18
Grants Coordinator Grade N16
* Department Secretary supervises Administrative Support Specialist and Office Specialist in Senior Center and Office Assistant in Alzheimer's ** One (1) position 100% funded
152
Senior Services Administration PERSONNEL Full-Time Part‐Time TOTAL
2013‐14 4 0 4
2014‐15 4 0 4
2015‐16 4 0 4
2016‐17 6 0 6
650,000 600,000 550,000 500,000 450,000
Administration
400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$318,798
$472,587
$547,975
$605,132
Other Services and Charges
1,034
2,012
4,650
23,600
Materials & Supplies
5,460
4,941
9,600
19,500
Employee Benefits
40,158
112,848
153,069
138,885
Salaries and Wages
$272,146
$352,786
$380,656
$423,147
DIVISION TOTAL
153
Senior Services - Administration Guiding Principles
Performance Measurement
Volunteer Services Superior customer service and customer focused Satisfactions Surveys government CASA Board & Auxiliary Special Events Encourage a close working Grants and Funding Applications relationship between the public and private sectors Public and Private Partnerships Advance employee Team Meetings and Employee Trainings development and satisfaction
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
179
196
150
150
98%
98%
95%
95%
4
4
4
4
10
16
14
14
10
12
10
10
12
12
12
12
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 to 110 years old to improve the quality of life, promote independence, and sustain the involvement in our community.
Major FY16-17 Goals 1. To maximize and capitalize on strengths and opportunities. 2. To minimize weaknesses and limitations. 3. To decrease expenses and increase revenues. 4. To computerize daily operations to improve efficiencies and productivity. 5. To improve efficiencies and productivity. 6. To increase and maintain community partnerships 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.
154
Department of Senior Services Senior Center Division Organization Chart
DIRECTOR OF SENIOR SERVICES Grade E27
Assistant Director of Senior Services Grade E23
Department Secretary * Grade N09
Administrative Support Specialist Grade N10
Transportation Manager Grade E15
Bus Driver Coordinator Grade N08
Maintenance Worker Grade N08
Office Specialist Grade N08
Health Support Manager Grade E15
Counselor Grade N11
Registered Nurse Will Call Grade N13
Recreation Coordinator Grade N11
Volunteer Coordinator Part-Time Grade N05
Active Lifestyles Instructors (6) Will Call Grade N04
Bus Driver (4) Grade N07
Bus Driver (5) Part-Time Grade N07
Bus Driver (2) Will Call Grade N07
* Department Secretary position is in Administration - 1205
155
Info. & Referral Coordinator Grade N10
Senior Center Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 10 6 16
2014‐15 9 10 19
2015‐16 11 14 25
2016‐17 13 15 28
1,200,000 1,100,000 1,000,000 900,000
Senior Center
800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
DIVISION TOTAL
$658,659
$835,651
$1,048,051
$1,152,884
Other Services and Charges
132,532
121,559
142,100
174,724
Materials & Supplies
12,263
17,502
21,100
36,500
Employee Benefits
61,049
225,745
331,814
323,813
Salaries and Wages
$452,815
$470,845
$553,037
$617,847
156
Senior Center Division Guiding Principles
Performance Measurement Counseling ‐ Individual & Group
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
1,016
986
900
900
183
209
176
176
2,170
1,618
1,650
1,650
20,756
16,240
18,000
18,000
34
48
40
40
2,589
2,524
2,000
2,000
Proactively address issues that will affect the quality of Referral life for our community
402
384
400
400
Advance employee Screening & Assessment development and satisfaction
53
59
103
103
94,755
91,902
90,000
90,000
Superior customer service Education/Training and customer focused Health Support ‐ Individual & Group government Information Encourage a close working Outreach relationship between the public and private sectors Recreation
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 FY16-17 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 volunteers 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.
157
Department of Senior Services Alzheimer’s Center Division Organization Chart
DIRECTOR OF SENIOR SERVICES Grade E27
Assistant Director of Senior Services Grade E23
Office Assistant ** Part-Time Grade N04
Licensed Practical Nurse (2)* Grade N11
Licensed Practical Nurse * 1 Part-Time Grade N11
Case Manager Grade N12
Recreation Coordinator Grade N11
Licensed Practical Nurse* 1 Will Call Grade N11
Program Leader Grade N10
Certified Nursing Assistant (7) Grade N09
Certified Nursing Assistant Part-Time Grade N09
* The Licensed Practical Nurse positions report 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
158
Alzheimer's Center Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 13 1 14
2014‐15 13 1 14
2015‐16 11 2 13
2016‐17 12 4 16
900,000 850,000 800,000 750,000 700,000 650,000
Alzheimer's 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
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$512,573
$725,524
$837,286
$873,262
Other Services and Charges
9,169
9,270
16,500
18,700
Materials & Supplies
5,071
6,642
6,200
8,000
Employee Benefits
65,748
270,237
291,669
291,584
Salaries and Wages
$432,585
$439,375
$522,917
$554,978
159
Alzheimer's Center Division Guiding Principles
Performance Measurement
Adult Day Care Superior customer service Caregiver Training & Support ‐ Individual & and customer focused Group government Case Management Encourage a close working relationship between the Respite ‐ In‐Facility public and private sectors
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
9,174
9,255
6,500
6,500
232
139
110
140
466
300
400
400
47,791
40,894
35,475
38,246
Mission Statement The mission of the N.E. Focal Point Alzheimerʹs Center/Adult Day Services is to provide caregiver respite and activities that effectively reduce the rate of premature institutionalization and improve the quality of life of Alzheimerʹs and related memory disordered individuals as well as those with functional impairments.
Major FY16-17 Goals 1. To develop cost effective programs and services; increase awareness; and encourage caregiver donations. 2. To maintain and increase enrollment for early stage Alzheimerʹs disease and multicultural 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 volunteers 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.
160
Department of Senior Services Child Care Center Division Organization Chart
DIRECTOR OF SENIOR SERVICES Grade E27
Preschool Manager Grade E15
Preschool Teacher (2) Part-Time Grade N09
Preschool Teacher Grade N09
161
Child Care Center Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 2 2 4
2014‐15 2 2 4
2015‐16 2 2 4
2016‐17 2 2 4
250,000
225,000
200,000
Child Care Center
175,000
150,000
125,000
100,000
75,000
50,000
25,000
0
DIVISION TOTAL
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$147,705
$189,051
$226,071
$224,654
Other Services and Charges
2,884
2,657
5,000
5,300
Materials & Supplies
9,726
8,916
13,400
15,200
Employee Benefits
17,643
51,675
61,366
57,412
Salaries and Wages
$117,452
$125,803
$146,305
$146,742
162
Child Care Center Division Guiding Principles
Performance Measurement
Days of Operation Superior customer service and customer focused Number of Children government Number of Computer Lessons Encourage a close working relationship between the Number of Special Programs & Partnerships public and private sectors Advance employee Teacher and Parent Trainings development and satisfaction
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
250
250
250
250
12
10
20
15
2,100
1,633
1,200
800
10
10
10
10
98
108
75
50
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 social skills along with learning. Intergenerational programs are utilized as an opportunity for learning, fun, and positive interaction with seniors.
Major FY16-17 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 childrenʹs progress with teaching strategies gold and other tools and techniques.
163
Department of Senior Services Thrift Shop Division Organization Chart
DIRECTOR OF SENIOR SERVICES Grade E27
Thrift Shop Manager Grade E15
Office Assistant Part-Time Grade N04
Office Specialist Grade N08
Thrift Shop Assistant Manager Grade N08
Thrift Shop Driver (2) Part-Time Grade N08
Thrift Shop Driver (2) Grade N08
164
Thrift Shop Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 4 3 7
2014‐15 4 4 8
2015‐16 5 3 8
2016‐17 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
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$323,217
$353,096
$465,143
$446,974
Capital Outlay
49,277
‐
‐
‐
Other Services and Charges
30,058
22,421
41,750
41,015
Materials & Supplies
5,241
6,589
6,600
9,200
Employee Benefits
29,002
104,828
145,644
133,953
Salaries and Wages
$209,639
$219,258
$271,149
$262,806
165
Thrift Shop Division Guiding Principles
Performance Measurement Days of Operation
Superior customer service Number of transactions/sales and customer focused Number of pickups government Number of deliveries Encourage a close working Number of individuals assisted relationship between the public and private sectors Revenue Generated
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
300
300
300
300
23,550
23,726
25,000
25,000
1,388
1,336
1,500
1,500
255
284
250
250
425
843
250
250
$349,016
$333,039
$350,000
$350,000
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 FY16-17 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.
166
City of Deerfield Beach, Florida Non-Departmental Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Non‐Departmental
$ 153,572
$ 42,180
$ 10,168
$ 40,670
$ 36,353
TOTAL
$ 153,572
$ 42,180
$ 10,168
$ 40,670
$ 36,353
Non-operating Expenses Transfers
$ 42,172 111,400
$ 42,180 ‐
$ 10,168 ‐
$ 40,670 ‐
$ 36,353 ‐
TOTAL APPROPRIATIONS
$ 153,572
$ 42,180
$ 10,168
$ 40,670
$ 36,353
BY DIVISION
EXPENSE GROUP
167
COMMUNITY DEVELOPMENT BLOCK GRANT FUND REVENUES BY CATEGORY AND SOURCE
2015-16 Y-T-D 2015-16 Actual Y-T-D (Thru 3/31/16) %age
2013-14 Actual
2014-15 Actual
2015-16 Budget
2016-17 Budget
1,189,167 1,189,167
383,721 383,721
370,034 370,034
64 64
576,792 576,792
621,699 621,699
1,189,167
383,721
370,034
64
576,792
621,699
‐ 144
‐ 15
‐ ‐
‐ ‐
462,847 462,847
‐ ‐
144
15
‐
‐
462,847
‐
1,189,311
383,736
370,034
36
1,039,639
621,699
INTERGOVERNMENTAL REVENUE
Community Develop Block Grant (CDBG) Federal Grants TOTAL INTERGOVʹT REVENUES OTHER NON-REVENUES
Cash Carryover ‐ Prior Year Contribution from Private Sources TOTAL NON‐REVENUES TOTAL COMM DEV BLK GRANT FUND
168
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.
169
City of Deerfield Beach, Florida Community Development Block Grant Fund Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
CDBG
$ 1,253,445
$ 358,738
$ 205,254
$ 1,039,639
$ 621,699
TOTAL
$ 1,253,445
$ 358,738
$ 205,254
$ 1,039,639
$ 621,699
Operating Expenses Capital Outlay Grants & Aid Transfers
$ 329,040 650,762 270,662 2,981
$ 352,805 ‐ 625 5,308
$ 72,604 92,900 39,750 ‐
$ 473,748 100,282 435,609 30,000
$ 111,200 162,360 335,000 13,139
TOTAL APPROPRIATIONS
$ 1,253,445
$ 358,738
$ 205,254
$ 1,039,639
$ 621,699
BY DIVISION
EXPENSE GROUP
170
ROAD AND BRIDGE FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2014-15 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
759,545 558,887 1,318,432
787,511 566,372 1,353,883
323,213 233,038 556,251
41 41 41
791,157 568,015 1,359,172
823,640 585,004 1,408,644
1,318,432
1,353,883
556,251
41
1,359,172
1,408,644
554,144
584,606
227,754
40
567,228
607,348
554,144
584,606
227,754
40
567,228
607,348
1,614 1,614 267,364 267,364
4,293 4,293 267,364 267,364
‐ ‐ 278,911 278,911
‐ ‐ 50 50
‐ ‐ 557,821 557,821
‐ ‐ 418,095 418,095
268,978
271,657
278,911
50
557,821
418,095
General Fund Interfund Transfers
‐ ‐
‐ ‐
‐ ‐
‐ ‐
‐ ‐
348,993 348,993
Capital Lease Proceeds Other Non‐Revenues
‐ ‐
‐ ‐
‐ ‐
‐ ‐
‐ ‐
65,000 65,000
‐
‐
‐
‐
‐
413,993
2,141,554
2,210,146
1,062,916
43
2,484,221
2,848,080
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
TAXES
Local Option Gas Tax Local Option Gas Tax ‐ 4¢ Sales and Use Taxes TOTAL TAXES INTERGOVERNMENTAL REVENUE
State Revenue Sharing TOTAL INTERGOVERNMENTAL MISCELLANEOUS REVENUE
Interest on Investments Interest Earnings Administrative Fee ‐ Utility Other Miscellaneous Revenues TOTAL MISC REVENUES NON-REVENUES
TOTAL NON‐REVENUES TOTAL ROAD AND BRIDGE FUND
171
City of Deerfield Beach Projected Revenues - Road & Bridge Fund Fiscal Year 2016/17
Local Option Gas Tax $1,408,644
Capital Lease Proceeds $65,000
General Fund Contribution $348,993 Other Non-Revenues $418,095
Intergovernmental $607,348
Total projected revenues: $2,848,080
172
Department of Environmental Services Infrastructure Maintenance Division Infrastructure 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 cover the Road and Bridge Fund’s portion of the non‐uniformed pension plan as well as general and administrative overhead costs.
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.
173
Department of Environmental Services Infrastructure Maintenance Division Organization Chart
DIRECTOR OF ENVIRONMENTAL SERVICES GRADE E29
* Municipal Operations Engineer Grade E20
Infrastructure Maintenance Crew Leader Grade N12
Maintenance Worker (6) Grade N08
Equipment Operator, Senior (5) Grade N11
* Municipal Operations Engineer position is funded under Engineering division
174
Maintenance Worker, Senior (2) Grade N10
City of Deerfield Beach, Florida Road and Bridge Fund Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Infrastructure Maintenance Non‐Departmental Debt Service
$ 1,976,259 1,094,463 34,146
$ 2,117,479 404,458 31,301
$ 1,061,521 16,946 (2,845)
$ 2,416,439 67,782 ‐
$ 2,787,494 60,586 ‐
TOTAL
$ 3,104,868
$ 2,553,238
$ 1,075,621
$ 2,484,221
$ 2,848,080
$ 932,996 63,793 823,490 155,980 1,094,463 34,146
$ 847,125 72,422 939,084 258,848 404,458 31,301
$ 375,508 21,283 385,730 279,000 16,946 (2,845)
$ 814,189 69,400 1,193,850 339,000 67,782 ‐
$ 876,998 69,400 1,686,096 155,000 60,586 ‐
TOTAL APPROPRIATIONS $ 3,104,868
$ 2,553,238
$ 1,075,621
$ 2,484,221
$ 2,848,080
BY DIVISION
EXPENSE GROUP
Personal Services Materials & Supplies Operating Expenses Capital Outlay Non‐Departmental Debt Service
PERSONNEL
Infrastructure Maintenance
11
11
14
14
14
TOTAL PERSONNEL
11
11
14
14
14
175
Infrastructure Maintenance PERSONNEL Full-Time TOTAL
2013-14 11 11
2014-15 11 11
2015-16 14 14
2016-17 14 14
3,000,000 2,800,000 2,600,000 2,400,000
Infrastructure Maintenance
2,200,000 2,000,000 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
2013‐14
2014‐15
2015‐16
2016‐17
$1,976,259
$2,117,479
$2,416,439
$2,848,080
155,980
258,848
339,000
155,000
1,181,699
939,084
1,193,850
1,746,682
Materials & Supplies
63,793
72,422
69,400
69,400
Employee Benefits
75,690
277,541
201,531
304,453
Salaries and Wages
$499,097
$569,584
$612,658
$572,545
DIVISION TOTAL Capital Outlay Other Services and Charges
176
Infrastructure Maintenance Guiding Principles
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
Linear feet of sidewalks repaired
5,705
8,555
5,100
8,000
Lane miles of roadways swept
12,858
12,260
13,000
13,000
572
478
700
500
701
125
500
200
Linear feet of drainage lines inspected/cleaned
5,132
14,460
16,000
16,000
Number of catch basins inspected/cleaned
1,155
962
1,500
1,200
95%
100%
100%
100%
Performance Measurement
Cubic yards of street debris removed Proactively address issues that will affect the quality of Number of asphalt repairs completed life for our community
Superior customer service Percentage of asphalt repairs completed within and customer focused 2 business days of report government
Mission Statement The mission of the Infrastructure Division is to provide safe and efficient travel for motorists, bicyclists and pedestrians within the City of Deerfield Beach
Major FY16-17 Goals 1. Identify and repair 8,000 linear feet of damaged sidewalks citywide. 2. Inspect and clean 1,200 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 2016/17 Annual Sidewalk Repair Project.
177
City of Deerfield Beach, Florida Non-Departmental Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Non‐Departmental
$ 1,094,463
$ 404,458
$ 16,946
$ 67,782
$ 60,586
TOTAL
$ 1,094,463
$ 404,458
$ 16,946
$ 67,782
$ 60,586
Operating Expenses Transfers
$ 357,255 737,208
$ 404,458 ‐
$ 16,946 ‐
$ 67,782 ‐
$ 60,586 ‐
TOTAL APPROPRIATIONS
$ 1,094,463
$ 404,458
$ 16,946
$ 67,782
$ 60,586
BY DIVISION
EXPENSE GROUP
178
City of Deerfield Beach, Florida Debt Service Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Debt Service
$ 34,146
$ 31,301
$ (2,845)
$ ‐
$ ‐
TOTAL
$ 34,146
$ 31,301
$ (2,845)
$ ‐
$ ‐
Capital Lease ‐ Principal Capital Lease ‐ Interest
$ 33,235 911
$ 31,012 289
$ (2,841) (4)
$ ‐ ‐
$ ‐ ‐
TOTAL APPROPRIATIONS
$ 34,146
$ 31,301
$ (2,845)
$ ‐
$ ‐
BY DIVISION
EXPENSE GROUP
179
UTILITY FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2014-15 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
Engineering Fees Backflow Recertification General Government
118,049 74,037 192,086
397,321 80,001 477,322
95,285 35,919 131,204
48 47 47
200,000 77,000 277,000
200,000 80,000 280,000
Water Sales Water Meter Installation Sewer Service Water/Sewer Service
15,324,278 16,020 8,746,390 24,086,688
15,368,151 12,305 8,921,702 24,302,158
7,346,306 3,300 4,387,899 11,737,505
48 26 50 49
15,352,825 12,815 8,828,472 24,194,112
15,370,000 10,000 9,002,046 24,382,046
24,278,774
24,779,480
11,868,709
49
24,471,112
24,662,046
327,934 20,200 5,300 34,220 387,654
386,572 11,000 4,550 35,060 437,182
176,552 2,400 850 16,040 195,842
51 37 17 53 51
345,000 6,500 5,000 30,000 386,500
345,000 6,500 5,000 34,640 391,140
17,857 17,857
20,402 20,402
128 128
1 1
20,000 20,000
25,000 25,000
‐ 792 792
‐ ‐ ‐
339 2,325 2,664
‐ ‐ ‐
‐ ‐ ‐
‐ ‐ ‐
605 ‐ 605
680 ‐ 680
‐ ‐ ‐
‐ ‐ ‐
700 20,000 20,700
‐ 20,000 20,000
19,254
21,082
2,792
7
40,700
45,000
Cash Carryover ‐ Prior Year Capital Contributions Other Non‐revenues
‐ ‐ ‐
‐ 36,912 36,912
‐ ‐ ‐
‐ ‐ ‐
1,726,059 ‐ 1,726,059
5,711,686 ‐ 5,711,686
TOTAL NON‐REVENUES
‐
36,912
‐
‐
1,726,059
5,711,686
24,685,682
25,274,656
12,067,343
45
26,624,371
30,809,872
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
CHARGES FOR SERVICES
TOTAL CHARGES FOR SVCS FINES AND FORFEITS
Utility Delinquent Charge Utility Penalty After 5:00 Turn on Account Activation Fee TOTAL FINES AND FORFEITS MISCELLANEOUS REVENUE
Interest on Investments Interest Earnings Scrap Metal Sales of Fixed Assets Sale Surplus Matʹl/Scrap Other Miscellaneous Revenue Collection Agent Recovery Other Miscellaneous Revenues TOTAL MISC REVENUES NON-REVENUES
TOTAL UTILITY FUND
180
City of Deerfield Beach Projected Revenues - Utility Fund Fiscal Year 2016/17
Miscellaneous Other $335,000
Delinquent Charges $391,140
Cash Carryover $5,711,686
Water Sales $15,370,000
Sewer Service $9,002,046
Total projected revenues: $30,809,872
181
Department of Environmental Services Administration/Engineering Customer Service Water Plant Utilities Maintenance Wastewater Services Infrastructure Maintenance (Road & Bridge Fund)
The Environmental Services Department ‐ Utilities Section is comprised of four divisions ‐ Administration/Engineering, Water Plant, 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 Infrastructure 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 in‐ house 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
182
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.
183
Debt Service The Debt Service recognizes expenditures for interfund transfers which are used to make sinking fund payments for the City’s annual debt service payments to the Florida Department of Environmental Protection for the City’s two (2) drinking water revolving loans, the Wells Fargo Refunding Water and Sewer Loan, 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.
184
CITY OF DEERFIELD BEACH UTILITY FUND EXPENDITURE SUMMARY
ESTIMATED EXPENDITURES 2015-16
ESTIMATED EXPENDITURES 2016-17
DOLLAR CHANGE
PERCENTAGE CHANGE
1,033,105
1,453,407
420,302
40.7%
411,218
488,059
76,841
18.7%
Water plant
6,449,573
6,334,642
(114,931)
‐1.8%
Utilities Maintenance
4,330,177
4,849,160
518,983
12.0%
Wastewater services
4,846,500
5,234,220
387,720
8.0%
Non-departmental
6,369,398
9,272,387
2,902,989
45.6%
Debt service
3,184,400
3,177,997
(6,403)
‐0.2%
26,624,371
30,809,872
4,185,501
15.7%
DEPARTMENT/DIVISION
Admin/Engineering Customer service
TOTAL
Utility/Engineering Expenditures by Function/Division (Budgeted Expenditures: $30,809,872) Non-departmental 30%
Debt service 10%
Admin/Engineering 5%
Customer Service 2% Water plant 20%
Utilities Maintenance 16%
Wastewater services 17%
185
City of Deerfield Beach, Florida Department of Environmental Services Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Administration / Engineering Customer Service Water Plant Utilities Maintenance Wastewater Non‐Departmental Debt Service
$ 701,441 260,332 3,869,174 2,377,678 4,050,098 9,836,276 2,609,020
$ 902,323 352,077 4,579,244 3,183,149 4,315,626 10,669,045 2,925,070
$ 244,000 150,145 2,102,698 1,719,369 2,066,305 3,086,720 1,342,582
$ 1,033,105 411,218 6,449,573 4,330,177 4,846,500 6,369,398 3,184,400
$ 1,453,407 488,059 6,334,642 4,849,160 5,234,220 9,272,387 3,177,997
TOTAL
$ 23,704,019
$ 26,926,534
$ 10,711,819
$ 26,624,371
$ 30,809,872
Personal Services Materials & Supplies Operating Expenses Capital Outlay Non‐Departmental Debt Service
$ 4,044,995 1,574,988 5,638,740 ‐ 9,836,276 2,609,020
$ 5,656,509 1,531,521 6,144,389 ‐ 10,669,045 2,925,070
$ 2,720,961 632,884 2,772,383 156,289 3,086,720 1,342,582
$ 6,424,883 2,314,748 7,433,942 897,000 6,369,398 3,184,400
$ 7,488,563 1,845,000 7,817,925 1,208,000 9,272,387 3,177,997
TOTAL APPROPRIATIONS
$ 23,704,019
$ 26,926,534
$ 10,711,819
$ 26,624,371
$ 30,809,872
Engineering Services Customer Service Water Plant Utilities Maintenance
11 3 31 26
11 3 31 26
7 3 31 28
7 3 31 28
11 3 38 28
TOTAL PERSONNEL
71
71
69
69
80
BY DIVISION
EXPENSE GROUP
PERSONNEL
186
Department of Environmental Services Engineering Division Organization Chart
DIRECTOR OF ENVIRONMENTAL SERVICES GRADE E29
Municipal Operations Engineer Grade E20
Office Supervisor Grade N10
Project Engineer Grade E18
Lead Plans Examiner Grade E16
CADD Engineering Technician Grade N13
Engineering Technician (3) Grade N14
Utility Locator Technician Grade N09
187
Engineering Records Specialist Grade N14
Administration / Engineering PERSONNEL Full-Time TOTAL
2013‐14 11 11
2014‐15 11 11
2015‐16 7 7
2016‐17 11 11
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
2013‐14
2014‐15
2015‐16
2016‐17
$701,441
$902,323
$1,033,105
$1,453,407
‐
‐
41,000
‐
Other Services and Charges
23,953
69,313
76,900
127,260
Materials & Supplies
6,375
6,170
11,500
15,500
Employee Benefits
86,968
266,968
236,386
381,620
Salaries and Wages
$584,145
$559,872
$667,319
$929,027
DIVISION TOTAL Capital Outlay
188
Environmental Services - Administration Guiding Principles
Performance Measurement Number of Engineering permits issued
Percentage of permits processed within 3 Superior customer service business days and customer focused Number of utility locate requests completed government Percentage of locate requests completed within 1 business day Vitality and revitalization of Number of Capital Improvement Projects business districts and administered neighborhoods Ensure the financial health of Percentage of projects completed on time and city government within budget
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
173
181
200
200
85%
90%
90%
90%
3,345
3,359
3,500
4,000
90%
95%
90%
95%
4
4
5
5
100%
100%
100%
100%
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 FY16-17 Goals 1. Design and Implement overall tracking procedures for permit tracking and plan review. 2. Provide assistance with project management and engineering inspection services for construction of the Sullivan Park Project. 3. Complete design, permitting and installation of a replacement 10‐inch water main across the IntraCoastal Waterway.
189
Customer Service Division PERSONNEL Full-Time TOTAL
2013‐14 3 3
2014‐15 3 3
2015‐16 3 3
2016‐17 3 3
500,000
450,000
400,000
Customer Service
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$260,332
$352,077
$411,218
$488,059
Other Services and Charges
63,295
71,147
117,842
154,980
Materials & Supplies
4,572
27,602
25,000
25,000
Employee Benefits
25,405
72,544
85,094
100,611
Salaries and Wages
$167,060
$180,784
$183,282
$207,468
DIVISION TOTAL
190
Department of Environmental Services Water Plant Division Organization Chart
DIRECTOR OF ENVIRONMENTAL SERVICES GRADE E29
Utilities Manager Grade E21
Administrative Support Specialist Grade N10
Chief Water Operator Admin E19
Water Operations Supervisor Admin E16
Environmental Compliance Manager Admin E18
Lead Water Operator (3) Grade N14
Water Lab Technician (2) Grade N11
SCADA System Analyst Grade N15
Water Operator (11) Grade N12
Water Lab Technician Part-Time Grade N11
Instrument Technician Grade N14
Water Plant Crew Leader Grade N12
Utility Electrician, Senior Grade N15
Water Mechanic (3) Grade N11
Utility Supervisor Grade E15
Water Operator Trainee (3) Grade N11
Utility Electrician Grade N12
Assistant Utility Supervisor Grade N14
Maintenance Worker, Senior Grade N10
Equipment Operator Grade N09
Maintenance Worker Grade N08
191
Water Plant Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 29 2 31
2014‐15 29 2 31
2015‐16 31 0 31
2016‐17 37 1 38
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
2013‐14
2014‐15
2015‐16
2016‐17
$3,869,174
$4,579,244
$6,449,573
$6,334,642
‐
‐
136,000
166,000
966,792
1,101,858
1,652,700
1,518,700
1,133,755
1,136,120
1,764,748
1,277,000
Employee Benefits
214,599
732,398
952,134
1,039,510
Salaries and Wages
$1,554,028
$1,608,868
$1,943,991
$2,333,432
DIVISION TOTAL Capital Outlay Other Services and Charges Materials & Supplies
192
Water Plant Division Guiding Principles
Performance Measurement Number of water quality complaints Number of distribution system samples analyzed
Provide a safe and healthy Number of boil water notices issued environment Number of failed distribution system bacteriological tests Total volume (MG) of finished water produced Ensure the financial health of Percentage of distribution system water loss city government
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
42
10
10
10
3,137
3,500
3,500
3,500
1
0
0
0
0
0
0
0
3,458
3,500
3,700
3,600
11.12
13.10
<10
<10
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 FY16-17 Goals 1. Meet all permit conditions, regulatory requirements 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 with State Regulatory Agency requirements. 3. Ensure the completion of all required and/or scheduled plant equipment inspection, maintenance or replacement.
193
Department of Environmental Services Utilities Maintenance Division Organization Chart
DIRECTOR OF ENVIRONMENTAL SERVICES GRADE E29
Utilities Manager Grade E21
Water Distribution Superintendent Grade E19
Water Distribution Crew Leader (2) Grade N12
Equipment Operator, Senior Grade N11
Cross Connection Control Specialist Grade N12
Office Supervisor Grade N10
Inventory Control Clerk Grade N09
Backflow Technician (3) Grade N11
Water Distribution Worker (4) Grade N10
Maintenance Worker (4) Grade N08
194
Wastewater Collection Superintendent Grade E19
Wastewater Collection Crew Leader Grade N12
Utility Electrician Grade N12
Equipment Operator (2) Grade N09
Wastewater Collection Worker (3) Grade N10
Maintenance Worker (2) Grade N08
Utilities Maintenance Division PERSONNEL Full-Time TOTAL
2013‐14 26 26
2014‐15 26 26
2015‐16 28 28
2016‐17 28 28
5,000,000 4,750,000 4,500,000 4,250,000 4,000,000 3,750,000
Utilities Maintenance
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
2013‐14
2014‐15
2015‐16
2016‐17
$2,377,678
$3,183,149
$4,330,177
$4,849,160
‐
‐
720,000
1,042,000
Other Services and Charges
537,630
586,145
740,000
782,765
Materials & Supplies
427,258
361,929
513,500
527,500
Employee Benefits
181,889
777,313
925,099
887,708
Salaries and Wages
$1,230,901
$1,457,762
$1,431,578
$1,609,187
DIVISION TOTAL Capital Outlay
195
Utilities Maintenance Division Guiding Principles
Performance Measurement
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
Linear feet of sewer lines televised and cleaned
36,670
26,000
30,000
40,000
654
2,000
2,300
1,800
357
1,500
9,000
3,500
1,106
1,500
2,500
2,000
92%
95%
95%
95%
95%
98%
100%
98%
1
0
0
0
10
27
10
30
166
150
200
200
Proactively address issues Number of fire hydrants flushed that will affect the quality of Number of backflow preventers maintained life for our community Number of water valves exercised Service orders completed within 3 business Superior customer service days and customer focused government Percentage of breaks and leaks repaired within 4 hours of report Number of Lift Station overflows Provide a safe and healthy Number of sewer manholes repaired environment Number of water breaks and leaks repaired
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 FY16-17 Goals 1. Minimize I/I into the sewer collection system by lining approximately 50,000 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. Initiate a proactive water leak detection program by reducing water loss by 20%. 5. Inspect and flush all hydrants within the Cityʹs service area. 6. Exercise at least 20% of the Cityʹs water valves.
196
City of Deerfield Beach, Florida Wastewater Services Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Wastewater Services
$ 4,050,098
$ 4,315,626
$ 2,066,305
$ 4,846,500
$ 5,234,220
TOTAL
$ 4,050,098
$ 4,315,626
$ 2,066,305
$ 4,846,500
$ 5,234,220
Operating Expenses
$ 4,050,098
$ 4,315,626
$ 2,066,305
$ 4,846,500
$ 5,234,220
TOTAL APPROPRIATIONS
$ 4,050,098
$ 4,315,626
$ 2,066,305
$ 4,846,500
$ 5,234,220
BY DIVISION
EXPENSE GROUP
197
City of Deerfield Beach, Florida Non-Departmental Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Non‐Departmental
$ 9,836,276
$ 10,669,045
$ 3,086,720
$ 6,369,398
$ 9,272,387
TOTAL
$ 9,836,276
$ 10,669,045
$ 3,086,720
$ 6,369,398
$ 9,272,387
Operating Expenses Transfers
$ 8,072,493 1,763,783
$ 9,669,045 1,000,000
$ 3,086,720 ‐
$ 6,369,398 ‐
$ 6,497,387 2,775,000
TOTAL APPROPRIATIONS
$ 9,836,276
$ 10,669,045
$ 3,086,720
$ 6,369,398
$ 9,272,387
BY DIVISION
EXPENSE GROUP
198
City of Deerfield Beach, Florida Debt Service Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
$ 2,609,020
$ 2,925,070
$ 1,342,582
$ 3,184,400
$ 3,177,997
Bond Interest Payments Paying Agent Fees W/S Revenue Bond Sinking Fund Revolving Loan Sinking Fund Wtr Pollution Control Sinking Fund Wells Fargo Revenue Bond
$ 707,760 6,657 ‐ 1,366,296 528,307 ‐
$ 676,234 6,380 ‐ 910,864 528,307 803,285
$ ‐ 3,104 1,339,477 ‐ ‐ ‐
$ ‐ 10,000 1,339,478 ‐ 528,307 1,306,615
$ ‐ 7,500 1,335,575 ‐ 528,307 1,306,615
TOTAL APPROPRIATIONS
$ 2,609,020
$ 2,925,070
$ 1,342,582
$ 3,184,400
$ 3,177,997
BY DIVISION
Debt Service
EXPENSE GROUP
199
WATER & SEWER RENEWAL AND REPLACEMENT FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2014-15 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
NON-REVENUES
Utility Reserve Fund Utility Fund Cash Carryover ‐ Prior Year Interfund Transfers
‐ ‐ ‐ ‐
114,329 750,000 ‐ 864,329
‐ ‐ ‐ ‐
‐ ‐ ‐ ‐
445,000 ‐ 3,000,000 3,445,000
‐ 2,525,000 2,700,000 5,225,000
TOTAL NON‐REVENUES
‐
864,329
‐
‐
3,445,000
5,225,000
-
864,329
-
-
3,445,000
5,225,000
TOTAL RENEWAL & REPLACEMENT FUND
200
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.
201
City of Deerfield Beach, Florida Water & Sewer Renewal and Replacement Fund Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/15
2015‐16 Budget
2016‐17 Budget
$ ‐ $ ‐
$ ‐ $ ‐
$ 972,602 $ 972,602
$ 3,445,000 $ 3,445,000
$ 5,225,000 $ 5,225,000
Capital Outlay
$ ‐
$ ‐
$ 972,602
$ 3,445,000
$ 5,225,000
TOTAL APPROPRIATIONS
$ ‐
$ ‐
$ 972,602
$ 3,445,000
$ 5,225,000
BY DIVISION
Utilities TOTAL
EXPENSE GROUP
202
WATER & SEWER EMERGENCY RESERVE FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2014-15 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
NON-REVENUES
Utility Fund
‐
‐
‐
‐
‐
250,000
Cash Carryover ‐ Prior Year Cash Carryover ‐ Encumbrance Interfund Transfers
‐ ‐ 1,100,000
‐ ‐ 250,000
‐ ‐ ‐
‐ ‐ ‐
445,000 ‐ 445,000
‐ ‐ 250,000
TOTAL NON‐REVENUES
1,100,000
250,000
‐
‐
445,000
250,000
1,100,000
250,000
-
-
445,000
250,000
TOTAL WATER & SEWER EMERGENCY RESERVE FUND
203
City of Deerfield Beach, Florida Water & Sewer Emergency Reserve Fund Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
BY DIVISION
Utilities TOTAL
$ ‐ $ ‐
$ 114,329 $ 114,329
$ ‐ $ ‐
$ 445,000 $ 445,000
$ 250,000 $ 250,000
$ ‐ $ ‐
$ 114,329 $ 114,329
$ ‐ $ ‐
$ 445,000 $ 445,000
$ 250,000 $ 250,000
EXPENSE GROUP
Operating Expenses TOTAL APPROPRIATIONS
204
SOLID WASTE FUND REVENUES BY CATEGORY AND SOURCE
2013-14 Actual
2014-15 Actual
2015-16 Y-T-D Actual (Thru 3/31/16)
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
3,265,189 126,620 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
3,343,757 137,276 2,466,372 4,769,564 77,677 83,308 60,163 80,037 179,492 474,549 1,233,486 1,644,215 590 123 158,178 8,257 14,326 14,731,370
1,656,323 57,471 1,239,194 2,521,212 32,485 43,820 29,210 40,114 ‐ 297,820 777,449 678,315 100 171 52,107 2,012 7,010 7,434,813
47 44 46 48 50 63 45 47 ‐ 57 49 45 25 342 51 20 50 47
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
3,400,000 140,000 2,500,000 5,100,000 75,000 91,711 60,000 81,000 ‐ 583,400 1,681,000 1,610,063 410 150 104,215 5,000 14,020 15,445,969
TOTAL CHARGES FOR SVCS
14,467,724
14,731,370
7,434,813
47
15,800,850
15,445,969
‐ ‐
‐ ‐
‐ ‐
‐ ‐
15,000 15,000
‐ ‐
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
CHARGES FOR SERVICES
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 Matʹl/Scrap
5,483 1,828 12,745 (10,000) 70,483 80,539
‐ 56 8,544 ‐ ‐ 8,600
‐ 203 1,455 ‐ 6,050 7,708
‐ 1,015 18 ‐ ‐ 10
‐ 20 8,000 70,000 ‐ 78,020
‐ 400 2,900 50,000 ‐ 53,300
Contr from Private Source Recovered Material Reg. Fee Earth Day Event Collect Agency Recovery Other Miscellaneous Revenue Other Miscellaneous Revenues
68 ‐ ‐ ‐ 4,521 4,589
‐ 18,650 1,220 ‐ ‐ 19,870
‐ 17,594 ‐ ‐ ‐ 17,594
‐ 70 ‐ ‐ ‐ 23
100 25,000 ‐ 20,000 30,000 75,100
‐ 35,200 ‐ 20,000 50,600 105,800
85,128
28,470
25,302
15
168,120
159,100
12,944 12,944
‐ ‐
‐ ‐
‐ ‐
‐ ‐
‐ ‐
Cash Carryover ‐ Prior Year Capital Lease Proceeds
‐ ‐
‐ ‐
‐ ‐
‐ ‐
‐ 2,790,567
61,156 2,376,064
TOTAL NON‐REVENUES
12,944
‐
‐
‐
2,790,567
2,437,220
TOTAL SOLID WASTE FUND
14,565,796
14,759,840
7,460,115
40
18,759,537
18,042,289
TOTAL MISC REVENUES INTERFUND TRANSFER
Public Works Grants TOTAL INTERFUND TRANSFER NON-REVENUES
205
City of Deerfield Beach Projected Revenues - Solid Waste Fund Fiscal Year 2016/17
Charges for Services $15,445,969
Miscellaneous Other $159,100
Capital Lease Proceeds $2,376,064
Cash Carryover $61,156
Total projected revenues: $18,042,289
206
Department of Sustainable Management Recycling and Solid Waste Sanitation Fleet Management (General Fund) The Solid Waste Enterprise Fund is comprised of two (2) divisions: The Recycling and Solid Waste division and Sanitation. 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. 6.
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, Leverage technology to make data driven decisions
Recycling and Solid Waste Division The Recycling and Solid Waste 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.
207
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.
208
CITY OF DEERFIELD BEACH SOLID WASTE FUND EXPENDITURE SUMMARY
ESTIMATED EXPENDITURES 2015-16
ESTIMATED EXPENDITURES 2016-17
DOLLAR CHANGE
PERCENTAGE CHANGE
Recycling & Solid Waste 12,369,046
11,997,440
(371,606)
‐3.0%
Sanitation
1,143,496
1,071,678
(71,818)
‐6.3%
Non-departmental
4,382,895
4,387,331
864,100
585,840
(278,260)
‐32.2%
18,759,537
18,042,289
(717,248)
‐3.8%
DEPARTMENT/DIVISION
Debt service TOTAL
4,436
Solid Waste Expenditures by Function/Division (Budgeted Expenditures: $18,042,289)
Recycling & Solid Waste 67%
Non-departmental 24% Debt service 3%
Sanitation 6%
209
0.1%
City of Deerfield Beach, Florida Department of Sustainable Management Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
Solid Waste/Recycling Recycling Sanitation Non‐Departmental Debt Service
$ 6,754,141 2,245,810 215,491 5,812,903 25,258
$ 7,406,183 3,002,941 729,516 3,903,070 14,518
$ 4,862,904 ‐ 700,900 1,950,840 158,429
$ 12,369,046 ‐ 1,143,496 4,382,895 864,100
$ 11,997,440 ‐ 1,071,678 4,387,331 585,840
TOTAL
$ 15,053,603
$ 15,056,228
$ 7,673,072
$ 18,759,537
$ 18,042,289
Personal Services Materials & Supplies Operating Expenses Capital Outlay Transfers Debt Service
$ 3,879,537 389,923 9,758,885 ‐ 1,000,000 25,258
$ 5,631,521 482,557 8,802,632 ‐ 125,000 14,518
$ 3,031,652 274,385 3,708,927 249,679 250,000 158,429
$ 6,342,254 383,000 9,143,183 1,527,000 500,000 864,100
6,148,776 306,600 9,735,073 1,216,000 50,000 585,840
TOTAL APPROPRIATIONS
$ 15,053,603
$ 15,056,228
$ 7,673,072
$ 18,759,537
$ 18,042,289
Solid Waste Recycling Sanitation
43 12 6
38 19 9
57 0 20
57 0 20
54 0 21
TOTAL PERSONNEL
61
66
77
77
75
BY DIVISION
EXPENSE GROUP
PERSONNEL
210
Department of Sustainable Management Recycling and Solid Waste Management Division Organization Chart
DIRECTOR OF SUSTAINABLE MANAGEMENT Grade E29
Assistant Director of Sustainable Management Grade E23
Operations Manager Grade E18
Safety & Code Compliance Specialist Grade N12
Business Manager Grade E18
Solid Waste Supervisor (2) Grade E15
Administrative Manager Grade E16
Administrative Assistant Grade N08
Driver Collector (33) Full-Time Grade N11
Driver Collector (2) Will Call Grade N11
Education & Outreach Coordinator Grade N09
Customer Service Analyst Grade N08
Crew Leader (4) Grade N12
Driver Collector (1) Part-Time Grade N11
Coastal and Waterway Coordinator Grade E16
Container Service Worker Grade N10
Recycle Drop Off Attendant Grade N09
211
Recycling and Solid Waste Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 43 0 43
2014‐15 38 0 38
2015‐16 53 4 57
2016‐17 51 3 54
13,000,000 12,000,000 11,000,000 10,000,000
Recycling & Solid Waste
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
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$6,754,141
$7,406,183
$12,369,046
$11,997,440
‐
‐
1,527,000
1,211,000
3,618,781
3,707,817
5,434,359
5,556,970
Materials & Supplies
372,613
429,684
342,000
265,600
Employee Benefits
360,581
1,186,735
1,867,202
1,684,392
Salaries and Wages
$2,402,166
$2,081,947
$3,198,485
$3,279,478
DIVISION TOTAL Capital Outlay Other Services and Charges
212
Recycling and Solid Waste Division 2013-2014 Actual
2014-2015 Actual
16,800
16,800
16,714
16,714
1,570
1,750
1,800
1,800
8,372
12,304
12,500
7,000
Total number of Conferences attended
2
2
6
8
Total number of training programs offered
0
4
8
10
Guiding Principles
Performance Measurement Total number of single family residential customers serviced
Superior customer service Total number of commercial customers and customer focused serviced government Total number of residents utilizing the recycling Drop‐off Center Advance Employee Development and Satisfaction
2015-2016 2016-2017 Goal Projection
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 FY16-17 Goals 1. Implement Cityʹs Website and Mobile App for Solid Waste and Recycling Digital Solutions. 2. Continue to right‐size all operations and lines of business. 3. Create Department Policies and Procedures. 4. Implement Management and Supervisor training program. 5. Continue to increase emergency reserve fund. 6. Apply for CNG rebates for newly purchased vehicles. 7. Safety Programs and Initiatives. 8. Roll‐off Bulk Program with Rear Loader. 9. Implement Performance Based Contracting to improve overall efficiency. 10. Establish baseline data for Cityʹs energy and water usage to reduce waste. 11. Create Climate Change Action Plan and Climate Sustainable Planning. 12. Apply for Artificial Reef Permits. 13. Evaluate assessments at beach to create beach project funding source. 14. Pursue Grants to assist in funding City projects.
213
Recycling PERSONNEL Full-Time Part-Time TOTAL
2013‐14 11 1 18
2014‐15 18 1 19
2015‐16 0 0 0
2016‐17 0 0 0
3,250,000 3,000,000 2,750,000 2,500,000 2,250,000
Recycling
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
2013‐14
2014‐15
2015‐16
2016‐17
DIVISION TOTAL
$2,251,810
$3,002,941
$‐
$‐
Other Services and Charges
1,554,659
1,546,278
‐
‐
Materials & Supplies
9,099
9,569
‐
‐
Employee Benefits
96,463
434,089
‐
‐
Salaries and Wages
$591,589
$1,013,005
$‐
$‐
214
Department of Sustainable Management Sanitation Division Organization Chart
DIRECTOR OF SUSTAINABLE MANAGEMENT Grade E29
Assistant Director of Sustainable Management Grade E23
Sanitation Supervisor Grade E15
Crew Leader (2) Grade N12
Driver Collector (2) Grade N11
Sanitation Worker (5) Grade N07
215
Sanitation Worker (11) Will Call Grade N07
Sanitation Division PERSONNEL Full-Time Part-Time TOTAL
2013‐14 3 3 6
2014‐15 9 0 9
2015‐16 6 14 20
2016‐17 10 11 21
1,200,000 1,100,000 1,000,000 900,000 800,000
Sanitation
700,000 600,000 500,000 400,000 300,000 200,000 100,000 0
Actual
Actual
Budget
Budget
2013‐14
2014‐15
2015‐16
2016‐17
$215,491
$729,516
$1,143,496
$1,071,678
‐
‐
10,000
5,000
Other Services and Charges
39,621
37,600
73,500
71,000
Materials & Supplies
8,211
43,304
41,000
41,000
Employee Benefits
21,233
181,140
359,818
332,761
Salaries and Wages
$146,426
$467,472
$659,178
$621,917
DIVISION TOTAL Capital Outlay
216
Sanitation Division Performance Measurement
2013-14 Actual
2014-15 Actual
2015-16 Goal
2016-17 Projection
Total number of illegal dumping piles removed
76
50
50
45
Total number of tires collected
243
200
200
500
Total number of Street clean‐up crews assigned
108
150
150
175
Total number of bags of litter removed from public right‐of‐ways
550
1,000
1,000
1,900
15
52
52
72
4
20
20
15
Guiding Principles
A Cleaner, Greener City
Total number of waterway cleanup activities Provide a Safe and Healthy Environment Total number of litter reduction programs/campaigns
Mission Statement Reducing waste throughout the City and waterways.
Major FY16-17 Goals 1. Reduce illegal dumping throughout the City. 2. Implement and maintain public outreach and awareness programs to educate City residents. 3. Expand Water Ways Programs to other water ways in the west part of City. 4. Maintain public right‐of‐ways to reduce litter on City roadways. 5. Continue Canal Watch Program monitoring waterway and canal debris removal of four miles of Cityʹs intracoastal waterways. 7. Safety Programs and Initiatives. 7. Continue City sponsored Adopt‐a‐Street program and volunteer Beach Sweeps.
217
City of Deerfield Beach, Florida Non-Departmental Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Non‐Departmental
$ 5,812,903
$ 3,903,070
$ 1,950,840
$ 4,382,895
$ 4,387,331
TOTAL
$ 5,812,903
$ 3,903,070
$ 1,950,840
$ 4,382,895
$ 4,387,331
Personal Services Operating Expenses Transfers
$ 267,079 4,545,824 1,000,000
$ 267,133 3,510,937 125,000
$ 193,178 1,507,662 250,000
$ 257,571 3,625,324 500,000
$ 230,228 4,107,103 50,000
TOTAL APPROPRIATIONS
$ 5,812,903
$ 3,903,070
$ 1,950,840
$ 4,382,895
$ 4,387,331
BY DIVISION
EXPENSE GROUP
218
City of Deerfield Beach, Florida Debt Service Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Debt Service
$ 25,258
$ 14,518
$ 158,429
$ 864,100
$ 585,840
TOTAL
$ 25,258
$ 14,518
$ 158,429
$ 864,100
$ 585,840
Capital Lease ‐ Principal Capital Lease ‐ Interest
$ ‐ 25,258
$ ‐ 14,518
$ 154,729 3,700
$ 783,675 80,425
$ 565,583 20,257
TOTAL APPROPRIATIONS
$ 25,258
$ 14,518
$ 158,429
$ 864,100
$ 585,840
BY DIVISION
EXPENSE GROUP
219
SOLID WASTE EMERGENCY RESERVE FUND REVENUES BY CATEGORY AND SOURCE
2015-16 Y-T-D Actual (Thru 3/31/16)
2015-16 Y-T-D %age
2015-16 Budget
2016-17 Budget
250,000 250,000
50 50
500,000 500,000
50,000 50,000
125,000
250,000
50
500,000
50,000
125,000
250,000
50
500,000
50,000
2013-14 Actual
2014-15 Actual
1,000,000 1,000,000
125,000 125,000
1,000,000
1,000,000
NON-REVENUES
Solid Waste Interfund Transfers TOTAL NON‐REVENUES TOTAL SOLID WASTE EMERGENCY RESERVE FUND
220
City of Deerfield Beach, Florida Solid Waste Emergency Reserve Fund Summary 2013‐14 Actual
2014‐15 Actual
2015‐16 YTD 3/31/16
2015‐16 Budget
2016‐17 Budget
BY DIVISION
Solid Waste TOTAL
$ ‐ $ ‐
$ ‐ $ ‐
$ ‐ $ ‐
$ 500,000 $ 500,000
$ 50,000 $ 50,000
$ ‐ $ ‐
$ ‐ $ ‐
$ ‐ $ ‐
$ 500,000 $ 500,000
$ 50,000 $ 50,000
EXPENSE GROUP
Operating Expenses TOTAL APPROPRIATIONS
221
INSURANCE SERVICES TRUST FUND REVENUES BY CATEGORY AND SOURCE
2015-16 Y-T-D 2015-16 Actual Y-T-D (Thru 3/31/16) %age
2013-14 Actual
2014-15 Actual
2015-16 Budget
2016-17 Budget
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
5,143 26,031 4,000 (40,658) 40,486 ‐ 35,002
17,534 6,741 ‐ ‐ 21,068 158,611 203,954
91 ‐ ‐ ‐ 8,481 ‐ 8,572
‐ ‐ ‐ ‐ 17 ‐ 4
20,000 12,000 ‐ 25,000 50,000 130,000 237,000
20,000 12,000 ‐ 25,000 50,000 130,000 237,000
EE 125 Dental Contribution 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
66,900 638,804 15,709 ‐ 6,857 517,552 37,779 ‐ 96,506 11,137 71,529 ‐ 1,462,773
71,140 650,659 18,401 2,439 7,399 523,385 39,390 561 83,259 4,590 103,423 100,000 1,604,646
32,490 294,464 5,714 3,012 3,956 272,034 20,875 498 26,667 7,096 135,042 ‐ 801,885
43 45 34 58 53 52 54 14 30 47 135 ‐ 51
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
70,000 700,000 17,000 6,200 8,000 600,000 43,000 1,000 90,000 15,000 125,000 ‐ 1,675,200
Insurance Allocation General Fund Senior Services Fund Road and Bridge Fund CRA Fund Utility Fund Solid Waste Fund Other Miscellaneous Revenue
‐ 392 ‐ ‐ ‐ ‐ ‐ 392
8,481 3,583,585 561,794 190,359 45,031 2,340,219 1,385,507 8,114,976
‐ 2,058,735 355,625 52,194 13,896 1,167,650 853,300 4,501,400
‐ 50 50 50 50 50 50 50
‐ 4,145,259 711,249 104,385 27,791 2,335,296 1,706,601 9,030,581
‐ 3,892,233 661,232 213,571 20,024 2,490,732 1,506,219 8,784,011
TOTAL MISC REVENUES
1,498,167
9,923,576
5,311,857
49
10,854,781
10,696,211
4,184,139 1,539,204 256,444 87,425 1,663,783 111,400 7,842,395
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
‐ ‐ ‐ ‐ ‐ ‐ ‐
7,842,395
‐
‐
‐
‐
‐
9,340,562
9,923,576
5,311,857
49
10,854,781
10,696,211
MISCELLANEOUS REVENUE
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
222
City of Deerfield Beach Projected Revenues - Insurance Services Trust Fund Fiscal Year 2016/17
Other Miscellaneous Revenue $8,784,011
Contributions from Private Sources $1,675,200
Insurance Proceeds/ Recoveries $237,000
Total projected revenues: $10,696,211
223
Department of Human Resources Risk Management Division 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 Risk Coordinator, and the Human Resource Technician. 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, the wellness program 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, and administering the employee assistance program. 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.
224
City of Deerfield Beach, Florida Department of Human Resources Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Risk Management Housing Authority Cobra Health Retirees Division Non‐Departmental
$ 6,366,463 ‐ ‐ 2,910,048 28,113
$ 6,568,267 118,571 24,890 3,255,072 114,022
$ 3,271,971 40,811 3,080 874,700 6,778
$ 7,783,842 109,250 41,350 2,893,226 27,113
$ 7,436,053 244,750 85,908 2,929,500 ‐
TOTAL
$ 9,304,624
$ 10,080,822
$ 4,197,340
$ 10,854,781
$ 10,696,211
Personal Services Materials & Supplies Other Operating Expenses Capital Outlay Non‐Departmental
$ 208,013 1,676 9,066,822 ‐ 28,113
$ 261,281 6,581 9,698,938 ‐ 114,022
$ 122,682 1,556 4,066,323 ‐ 6,778
$ 255,031 ‐ 10,442,637 130,000 27,113
$ 234,403 1,320 10,460,488 ‐ ‐
TOTAL APPROPRIATIONS
$ 9,304,624
$ 10,080,822
$ 4,197,340
$ 10,854,781
$ 10,696,211
Risk Management
3
3
3
3
3
TOTAL PERSONNEL
3
3
3
3
3
BY DIVISION
EXPENSE GROUP
PERSONNEL
225
Risk Management Division 2013-14
2014-15 3 3
2015-16 3 3
2016-17 3 3
Actual
Actual
Budget
Budget
2013-14
2014-15
2015-16
2016-17
$6,366,463
$6,568,267
$7,783,842
$7,436,053
-
-
130,000
-
6,156,774
6,300,405
7,398,811
7,200,330
Materials & Supplies
1,676
6,581
-
1,320
Employee Benefits
27,213
34,552
37,186
32,072
Salaries and Wages
$180,800
$226,729
$217,845
$202,331
PERSONNEL Full-Time TOTAL
3 3
8,000,000 7,500,000 7,000,000 6,500,000 6,000,000 5,500,000
Risk Management
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
DIVISION TOTAL Capital Outlay Other Services and Charges
226
Risk Management Division Guiding Principles
2013-14 Actual
Performance Measurement Total annual operating expense for Risk Management
Ensure the financial health of Premium for general, professional and city government public officials liability Premium for property insurance Total expense for the self‐funded Provide a safe and healthy health plan environment Total wellness plan revenue received from health plan TPA
2014-15 Actual
2015-16 Goal
2016-17 Projection
$9,304,624
$10,053,465
$10,854,781
$10,650,273
$120,500
$127,527
$154,000
$154,000
$543,483
$518,737
$497,000
$512,500
$6,246,184
$6,594,352
$6,394,512
$5,598,200
N/A
$100,000
$50,000
$0
N/A
N/A
60%
60%
Advance employee Percentage of employees participating development and satisfaction in the City sponsored Wellness Plan
Mission Statement To aggressively protect the Cityʹs assets (physical, financial and personnel) through identification and analysis of risk, implementation of loss control programs, procurement of insurance services and management of the Cityʹs self‐insurance fund.
Major FY16-17 Goals 1. Implement changes to the City self‐funded health plan for January 1, 2017. Increase health plan offerings to provide employees with additional choices. 2. Improve dental, group life and group disability plans while maintaining or lowering costs. 3. Continue to improve and expand City sponsored Wellness plan to benefit the overall health and wellness of the City employees. 4. In conjunction with the Employee Benefits Broker, conduct open enrollment for new health plans, new dental plans and all employee benefits. 5. In conjunction with the Workersʹ Compensation Third‐party Administrator, work to identify opportunities for settlement and cost saving measures. 6. Continue to identify opportunities for settling of existing liability claims to reduce the Cityʹs risk exposure. In addition, continue to utilize the Property and Casualty Third‐party Administrator to streamline the claims process and ultimately reduce overall costs.
227
City of Deerfield Beach, Florida Non-Departmental Summary 2013-14 Actual
2014-15 Actual
2015-16 YTD 3/31/16
2015-16 Budget
2016-17 Budget
Non‐Departmental
$ 28,113
$ 114,022
$ 6,778
$ 27,113
$ ‐
TOTAL
$ 28,113
$ 114,022
$ 6,778
$ 27,113
$ ‐
$ 28,113
$ 114,022
$ 6,778
$ 27,113
$ ‐
TOTAL APPROPRIATIONS $ 28,113
$ 114,022
$ 6,778
$ 27,113
$ ‐
BY DIVISION
EXPENSE GROUP
Operating Expenses
228
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‐as‐you‐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 Series 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 Series 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.
229
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.
NOTES PAYABLE The City also has a bank loan with Wells Fargo Bank as well as 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 loan with Wells Fargo bank was used to pay off a previously existing state revolving loan. 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)
$
$
7,445,000 4,172,551 880,602 12,498,153
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 FY14/15
Estimated FY15/16
Budgeted FY16/17
$ 2,515,053 1,580,723 405,689 2,133,919 $ 6,635,384
$ 2,508,962 1,571,119 408,069 3,154,388 $ 7,642,538
$ 2,509,087 1,570,244 408,569 3,188,495 $ 7,676,395
$ 3,485,760 3,092,913 56,711 $ 6,635,384
$ 4,672,278 2,912,285 57,975 $ 7,642,538
$ 4,697,667 2,923,753 54,975 $ 7,676,395
Expenditures by Function Principal Interest Fiscal agent charges Total expenditures by function
230
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%
$
3,640,107 1,010,184 12,645,000 17,295,291
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%
4,550,000 17,235,000 21,785,000
Water & Sewer Revenue Bonds: Series 2008A Wells Fargo Refunding Revenue Loan State of Florida Drinking Water Revolving Loans
4.81% 1.63% 1.63 to 3.57%
12,839,803 7,445,000 5,053,153
Total bonds and notes payable
$ 56,973,247
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
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
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 -
1,374,218 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 -
2,491,387 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 -
1,240,000 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
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
1,959,538 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
$ 17,295,291
$ 15,280,717
$ 32,576,008
$ 21,785,000
$ 5,871,195
$ 27,656,195
231
Fiscal Year
Principal
Notes Payable Interest
Revenue Bonds Payable Principal Interest Total
Total
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
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 -
221,505 192,559 163,118 133,138 102,694 71,620 50,588 39,916 29,008 17,851 7,012 -
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 -
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
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
1,335,575 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
$ 12,498,153
$ 1,029,009
$ 13,527,162
$ 12,839,803
$ 4,492,271
$ 17,332,074
Current Year Principal and Interest Requirements
Description 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
$
Total
$
Principal 557,169 280,000 560,000 200,000 760,000 339,027 79,388 1,195,000 727,083 4,697,667
$
$
Interest 961,968 196,038 412,250 199,569 323,931 90,349 19,542 111,614 608,492 2,923,753
$
$
Total 1,519,137 476,038 972,250 399,569 1,083,931 429,376 98,930 1,306,614 1,335,575 7,621,420
The City’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 2017 this amount will be 0.4514 mills, which represents 2.6% 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), Wells Fargo refunding revenue loan, and the Series 2008A revenue bonds, which are payable from the water and sewer system revenues.
232
Lease Purchase Agreements
The City of Deerfield Beach is currently engaged in two (2) lease‐purchase agreements. The equipment held under these capital leases consists of $1,752,172, and $2,754,538 for governmental and business‐type activities respectively. The following chart identifies current and future lease purchase payments required by the City.
General Fund
(Fiscal Year) 2017 2018 2019 2020 2021 Fund Total
Solid Waste Fund
Annual Total
363,593 363,593 363,593 363,593 212,096
572,407 344,136 233,158 233,158 136,008
936,000 707,729 596,751 596,751 348,104
$ 1,666,468
$ 1,518,867
$ 3,185,335
233
CITY OF DEERFIELD BEACH CAPITAL IMPROVEMENT PLAN FISCAL YEARS 2017-2021 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 2017 – 2021 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
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capital projects have the public service tax identified as a funding source in this Capital Improvement Plan. 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 2017 – 2021 capital improvement plan includes 101 projects costing approximately $88.2 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 Funds; General Obligation/Revenue Bonds; Florida Municipal Loan Council Revenue Bonds; Community Redevelopment Agency Fund.
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 2017 – 2021 CIP by category include the following:
Utility/Water & Sewer Improvements ($22,963,000) Of the $88.2 million estimated for CIP funding over the next five years, approximately 26.02% 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 automatic meters. The automatic meter reading is the technology of automatically collecting consumption,
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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 real‐time consumption rather than on estimates based on past or predicted consumption. Another major project scheduled for FY 2017 – 2021 include the rehabilitation of the existing sanitary sewer pipes which provides the installation of a liner, called the cured‐in‐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 ($3,085,337) The majority of the Physical Environment Improvements scheduled for FY 2017 – 2021 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. The Hillsboro ‐ I‐95 Way Beautification project will refurbish existing landscaping that has been declining over the years between the Hillsboro Boulevard and I‐95 entrance/exit ramp. This project will include new palm trees to accentuate the entry ways, new shrubs and groundcover will enrich the overall appearance of Hillsboro Boulevard and I‐95 entrance/exit. Physical Environment Improvements constitute 3.50% of the costs estimated for total FY 2017 – 2021 Capital Improvements.
Transportation Improvements ($6,666,000) Transportation Improvements make up 7.55% of the costs estimated for total FY 2017 – 2021 capital improvements projects. Three (3) mayor projects scheduled include: The Rehabilitation of City Bridges located at (SE 15 Ave., SE Ave. and SE 15 Ave.), the Concrete Sidewalk Construction Program (ADA compliance) and the SW 11th – Four Lane Improvement (FAU Research Park Boulevard).
Public Safety Improvements ($4,160,000) Public Safety Improvements comprise nearly 4.71% of the costs estimated for total FY 2017 – 2021 capital improvements. Approximately 96.39% of the total Public Safety Improvements can be attributed to the “Vehicle Replacement Plan”. The Replacement Plan ensure operational readiness of the City’s Service Delivery Plan.
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Culture and Recreation Improvements ($25,352,200) Culture and Recreation is a very important cornerstone of the City of Deerfield Beach. The amount represents 28.72% of the FY 2017 – 2021 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. Among other projects, the Sealcoat Pavers project is taking place during FY 2017. This project is meant to protect and preserve pavers from the elements (i.e. rain, sun etc...); in addition, it will enhance the functionality and appearance of the pavers installed throughout the City and Parks. The project will initially target areas are the paver walkways along the Beach Boardwalk on 21st Avenue, Hillsboro Cove Plaza at 1754 SE 3rd Ct., and Pioneer Park which is located at 222 NE 2nd Avenue.
General Government ($11,465,000) General Government expenditures represent approximately 12.99% of the overall FY2017 – 2021 capital improvement budget. One of the projects under this category involves the renovation of the existing fuel pumps and install a canopy above the fuel pumps located at 401 SW 4th Street (CCC) to protect City employees during adverse weather events and protect the pumps from weather and sun damage. This will extend the life of the fuel station and reduce cost in the long run.
Solid Waste Improvements ($14,567,000) The City of Deerfield Beach prides itself on providing quality, low cost solid waste and disposal services. The amount represents 16.50% of the FY 2017 – 2021. The FY 2017 – 2021 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.
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City of Deerfield Beach, Florida Impact of CIP on the Operating Budget Fiscal Year 2017
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.
Project No.
Project Description General Fund
FY 2017 Operating Impact 12,300
DR001
Hillsboro ‐ I‐95 Entrance
Staff & supplies to maintain
PS001
Vessel Exclusion Buoys
No significant impact on operating cost
RE001
South Beach Restrooms
Staff & supplies to maintain
RE002
Filter System Flush & Pool Liner Reseal
No significant impact on operating cost
RE003
Constitution Park ‐ Sidewalks
Staff & supplies to maintain
10,000
RE004
Benches & Picnic Tables
Staff & supplies to maintain
4,759
RE005
Middle School Football Field
Staff & supplies to maintain
9,152
RE006
Ada Graham‐Johnson Park
Staff & supplies to maintain
9,518
RE007
South East 15th Street Park
Staff & supplies to maintain
9,518
RE008
Sealcoat Pavers ‐ Pioneer Park
No significant impact on operating cost
2,400 -
-
GENERAL FUND TOTAL $ 57,647
Road And Bridge Fund PS002
Bridge Repair at SE 13th & 15th Avenue
No significant impact on operating cost
ROAD AND BRIDGE TOTAL $
-
-
Utility Operating Fund WS001
Ditch Witch Trencher
No impact on operating cost
-
WS002
MQ Generators
Staff & supplies to maintain
600
WS003
Rehabilitation of Lift Stations
No impact on operating cost
-
UTILITY OPERATING TOTAL $
238
600
City of Deerfield Beach, Florida Impact of CIP on the Operating Budget Fiscal Year 2017 Project No.
FY 2017 Operating Impact
Project Description Solid Waste Fund
GEN01
Fuel Pump and Canopy CCC
-
No impact to operating budget
SOLID WASTE TOTAL $
-
Water/Sewer Renewal Replacement Fund WS006
High Service Pump
No impact on operating cost
-
WS007
Concentrate Control Valve
No significant impact on operating cost
-
WS008
Intracostal Water Main
No significant impact on operating cost
-
WS009
1MG Elevated Storage Tank Reh.
No impact on operating cost
-
WS010
Rehabilitation of Lift Stations
No significant impact on operating cost
-
WS011
East Plant Storage and Conversion
No impact on operating cost
-
WS012
Well No. 13 & 21 Reh. pumps & motors
No impact on operating cost
-
WS013
Automatic Meter Reading
Cost Savings
(25,000)
WS014
Gravity Sewer Lateral Lining
Cost Savings
(14,000)
WS015
Gravity Sewer Lining
Cost Savings
(14,000)
WATER/SEWER RENEWAL REPLACEMENT TOTAL $ (53,000)
CRA Fund RE009
North Beach Pavilion
No significant impact on operating cost
Note: *Positive figures indicate Operating Budget additional cost; **Negative figures indicate savings.
Operating Budget $171,791,929
CIP Impact $5,247
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Capital Improvement Budget $11,032,700
-
CRA TOTAL $
-
TOTAL $
5,247
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2017 - 2021 PROJECT NUMBER
PROJECT DESCRIPTION
COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
UTILITY IMPROVEMENTS: WS001
Ditch Witch Trencher
60,000
2017
4
WS002
MQ Generators
160,000
2017
4
WS003
Rehabilitation of Lift Stations
120,000
2017
4
WS004
Airstriper and Blower Replacement for Degassifier
400,000
2017
6
WS005
Low Lift Pump Replacement
50,000
2017
6
WS006
High Service Pump
40,000
2017
6
WS007
Concentrate Control Valve
35,000
2017
6
WS008
Intracostal Water Main
800,000
2017
6
WS009
1MG Elevated Storage Tank Rehabilitation
700,000
2017
6
WS010
Rehabilitation of Lift Stations
450,000 450,000
2017 2018
6 6
WS011
East Plant Storage and Conversion
700,000 3,000,000 2,300,000
2017 2018 2019
6 6 6
WS012
Well No. 13, 21, 9, 18, 14, 16, 17 & 19 Rehabilitation (pumps & motors)
200,000 200,000 200,000 200,000
2017 2018 2019 2020
6 6 6 6
WS013
Automatic Meter Reading
500,000 1,000,000 1,000,000 1,000,000
2017 2018 2019 2020
6 6 6 6
WS014
Gravity Sewer Lateral Lining
150,000 150,000 150,000 150,000 1,350,000
2017 2018 2019 2020 2021
6 6 6 6 6
WS015
Gravity Sewer Lining
1,200,000 1,200,000 1,200,000 1,200,000 1,200,000
2017 2018 2019 2020 2021
6 6 6 6 6
WS016
Hillsboro Subterranean Tie‐in
200,000
2018
6
240
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2017 - 2021 COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
80,000
2021
6
Replacement of TV Truck Vehicle No. 4407
240,000
2017
4
Replacement Vacuum Sewer Truck Veh No. 488
370,000
2017
4
Replacement of Ford Pick Up No. 4403, and 434
92,000
2017
4
Replace 3 yd Loader No. 739
40,000
2017
4
Replace Service Truck No. 218, and 737.
58,000
2017
4
Replace Cargo Van No. 733, and 738
68,000
2017
4
Replace Backhoe for Department Operation
150,000 150,000
2018 2019
4 4
TOTAL UTILITY
22,963,000
PROJECT NUMBER
PROJECT DESCRIPTION
UTILITY IMPROVEMENTS (Cont'd): WS017
Well No. 22, and 23 Rehabilitation (Motor Only) Equipment/Fleet: Water Plant Division
PHYSICAL ENVIRONMENT IMPROVEMENTS: DR001
Hillsboro ‐ I‐95 Entrance Way Beautification
120,000
2017
1
DR002
Old Public Works Facility Repave Parking Lot
70,000
2018
1
DR003
Fuel Pump Canopy ‐ Public Works Facility
50,000
2018
1
DR004
Public Work Bldg. A Electric Gate Installed at Entrance
25,000
2018
1
DR005
Miscellaneous Drainage Projects
400,000 400,000
2018 2019
5 5
DR006
8th Avenue Flood Control Project
1,900,000
2018
5
Equipment/Fleet: Grounds Maintenance
Replace Dump Truck No. 834 (8‐yd)
95,000
2018
1
New 4X2 Truck For Irrigation Crew
25,337
2018
1
TOTAL PHYSICAL ENVIRONMENT
3,085,337
2018 2019 2020
8 8 8
TRANSPORTATION IMPROVEMENTS: TR001
Rehabilitation of City Bridges (SE 15 Ave. , SE 13 Ave. & SE 15 Ave.)
500,000 500,000 500,000
241
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2017 - 2021 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
2018 2019 2020 2021
2 2 2 2
TR003
SW 11th Way ‐ four Lane Imp. ( FAU Research Park Boulevard)
3,600,000
2019
8
Heavy Duty Trucks (2)
60,000
2017
1
Transportation Bus
100,000
2017
1
Landscape Material Truck
75,000
2017
1
John Deere Tractor (Beach Ranking)
70,000
2017
1
Vans (2) Parks & Recreation
120,000
2017
1
Cargo Van (0215)
36,000
2017
1
Bobcat with Durable Track System
65,000
2017
2
Replace of Street Sweeper Vehicle No. 676
240,000
2018
2
TOTAL TRANSPORTATION
6,666,000
Equipment/Fleet: Streets Maintenance
PUBLIC SAFETY IMPROVEMENTS: PS001
Vessel Exclusion Buoys
60,000
2017
1
PS002
Bridge Repair at SE 13th & 15th Avenue
90,000
2017
2
2 Trucks (BSO)
90,000
2017
1
Replacement Rescue Vehicle No. 93131
390,000
2018
1
Replacement Rescue Vehicle No. 92132
390,000
2018
1
Replacement Engine Vehicle No. 91022
625,000
2018
1
Replacement Rescue Vehicle No. 92137
400,000
2018
1
Replacement Rescue Vehicle No. 92140
410,000
2018
1
Replacement Rescue Vehicle No. 92142
415,000
2018
1
Equipment/Fleet:
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CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2017 - 2021 COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
Replacement Rescue Vehicle No. 91020
640,000
2018
1
Replacement Rescue Vehicle No. 91019
650,000
2020
1
TOTAL PUBLIC SAFETY
4,160,000
PROJECT NUMBER
PROJECT DESCRIPTION
PUBLIC SAFETY IMPROVEMENTS (Cont'd):
CULTURE & RECREATION IMPROVEMENTS: RE001
South Beach Restrooms
50,000
2017
1
RE002
Deerfield Beach Middle Filter System Flush & Pool Liner Reseal
72,500
2017
1
RE003
Constitution Park ‐ Sidewalks
50,000
2017
1
RE004
Benches & Picnic Tables
45,200
2017
1
RE005
Middle School Football Field
60,000
2017
1
RE006
ADA Graham‐Johnson Park
80,000
2017
1
RE007
South East 15th Street Park
50,000
2017
1
RE008
Sealcoat Pavers ‐ Pioneer Park
175,000
2017
1
RE009
North Beach Pavilion
1,950,000
2017
10
RE010
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
2018 2019 2020 2021
1 1 1 1
RE011
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
RE012
Oveta Mckeithen Recreation Center Improvement
3,000,000 3,000,000
2018 2019
1 9
RE013
Pioneer Park ‐ Concession Stand/Press Box
700,000
2018
7
RE014
Johnnie McKeithen Park Improvements (Miscellaneous Upgrades, Development of the Underdeveloped Portion of the Park, etc.)
350,000
2018
1
RE015
Pioneer Park Upgrades
1,275,000
2018
9
RE016
Constitution Park Rec Ctr
300,000
2019
1
RE017
Tennis Center Improvements (Lights, Fencing, Parking Lot, etc.)
125,000
2019
1
243
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2017 - 2021 COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
960,000
2019
1
Pick‐ up Truck With Crew Cab (2)
64,500
2018
1
Pick‐up Heavy Duty Truck With Crew Cab ‐ No. 3400
45,000
2019
1
TOTAL CULTURE & RECREATION
25,352,200
PROJECT NUMBER
PROJECT DESCRIPTION
CULTURE & RECREATION IMPROVEMENTS (Cont'd): RE018
South Beach Renovations And Improvements (outside the CRA Boundary) Equipment/Fleet:
GENERAL GOVERNMENT: GEN01
Fuel Pump and Canopy CCC
50,000
2017
3
GEN02
NE Focal Point Expansion Phase III
700,000
2018
9
GEN03
Reconfiguration & Resurfacing of NEFP Parking Lot
230,000
2018
7
GEN04
Focal Point Replace Kitchen Cabinets
50,000
2018
1
GEN05
City Hall Replace Flooring and Cast Iron Piping
35,000
2018
1
GEN06
City Hall Waterproof and Paint Exterior
70,000
2018
1
GEN07
City Hall Replace Parking Lot Lighting
125,000
2018
1
GEN08
City Hall Renovation/Building Campus (Facilities)
175,000
2018
1
GEN09
Oveta Mckeithen/Johnny Tigner Community Center
5,000,000
2018
8
GEN10
New Northeast Focal Point Campus
5,000,000
2018
8
Generator Fuel Tank ‐ City Hall
30,000
2018
1
TOTAL GEN GOVʹT/HUMAN SVCS
11,465,000
Equipment/Fleet:
SOLID WASTE/RECYCLING IMPROVEMENTS: Equipment/Fleet: Replace Trash Truck with ASL No. 193
380,000
2017
3
Kpack Container Truck‐Replace Truck No. 77
380,000
2017
3
Replace F150 Pickup Truck No. 160, 5107, 5108, and 5118
31,000 62,000 37,000
2017 2019 2020
3 3 3
244
CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2017 - 2021 COST
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
Rear Loader Truck, and Replacement of Truck No. 5105
340,000 400,000
2017 2018
3 3
Replace Boom Truck No. 185
270,000
2018
3
Replace Boom Trash No. 186, 51010, and 5102
836,000
2018
3
CNG Filling Station‐CCC
2,500,000
2018
3
Replace Ford Escape Truck No. 187
34,000
2018
3
Replace GS Products Recycle Truck No. 5104, 5114, 5115, and 5116
400,000 1,419,000
2018 2019
3 3
Replace EZ Pack Front Loader Truck No. 5106, and 5110
420,000 441,000
2018 2019
3 3
Repair/Replace Misc. Dumpsters, Roll‐offs and Other Containers
200,000 200,000 200,000 200,000
2018 2019 2020 2021
3 3 3 3
Replace Mack Roll‐off Trucks No. 5111, 5112, and 5113
1,205,000
2019
3
Replace Heil Front Loader Truck No. 5117
441,000
2019
3
Replace Automated Side Loader Truck No. 5119, 5120, and 5121
473,000 860,000
2019 2020
3 3
ASL‐CNG Truck Replace No. 5122, 5123, 5124, 5125, 5126, 5127, 5128
2,800,000
2021
3
Ford Explorer XLT ‐ Replace Truck No. 958
38,000
2021
3
TOTAL SOLID WASTE
14,567,000
PROJECT NUMBER
PROJECT DESCRIPTION
SOLID WASTE/RECYCLING IMPROVEMENTS (Cont'd):
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CAPITAL IMPROVEMENT PROGRAM PROJECT LISTING FISCAL YEARS 2017 - 2021 PROJECT NUMBER
PROJECT DESCRIPTION
TOTAL ESTIMATED COST (FY 2017 - 2021)
COST
$ 88,258,537
FUNDING SOURCE CODES
TOTAL
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
$ 23,828,537 1,195,000 14,617,000 1,508,000 2,700,000 21,455,000 930,000 15,100,000 4,975,000 1,950,000 $ 88,258,537
FUNDING BY YEAR
ESTIMATED COST
Fiscal Year 2017 Fiscal Year 2018 Fiscal Year 2019 Fiscal Year 2020 Fiscal Year 2021
11,032,700 39,989,837 21,871,000 7,997,000 7,368,000 $ 88,258,537
TOTAL
246
FISCAL YEAR
RECOMMENDED FUNDING SOURCE
City of Deerfield Beach, Florida Capital Improvement Funding Sources Fiscal Years 2017 - 2021
Florida Municipal Loan Council Revenue Bonds 6%
General Obligation/Revenue Bonds 17%
Grant Funds 1%
Community Redevelopment Agency Fund 2%
General Fund 27%
W/S Renewal & Replacement Fund 24%
Stormwater Fee 3%
Road and Bridge Fund 1% Solid Waste Fund 17%
Utility Operating Fund 2%
Total Funding (2017 - 2021): $88,258,537
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CITY OF DEERFIELD BEACH CAPITAL IMPROVEMENT PLAN SUMMARY - ALL FUNDS FISCAL YEARS 2017 - 2021
Fund General Fund
2016-17
2017-18
2018-19
2019-20
2020-21
Total Budget
1,313,700
12,434,837
4,930,000
3,650,000
1,500,000
23,828,537
155,000
440,000
200,000
200,000
200,000
1,195,000
Solid Waste Fund
1,181,000
5,060,000
4,241,000
1,097,000
3,038,000
14,617,000
Utility Operating Fund
1,208,000
150,000
150,000
-
-
1,508,000
-
2,300,000
400,000
-
-
2,700,000
5,225,000
6,200,000
4,850,000
2,550,000
2,630,000
21,455,000
Grants Fund
-
930,000
-
-
-
930,000
General Obligation/Revenue Bonds
-
10,500,000
4,100,000
500,000
-
15,100,000
Florida Municipal Loan Council Revenue Bonds
-
1,975,000
3,000,000
-
-
4,975,000
1,950,000
-
-
-
-
1,950,000
11,032,700
39,989,837
21,871,000
7,997,000
7,368,000
88,258,537
Road and Bridge Fund
Stormwater Utility Fund Water & Sewer Renewal and Replacement Fund
Community Redevelopment Agency Fund
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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.
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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.
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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.
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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.
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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.
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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.
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