Fiscal Year 2015-2016

Transcription

City of Haines City, Florida
Annual Budget
Fiscal Year 2016
City Commission
Kenneth Kipp, Mayor/Commissioner
Horace West, Vice Mayor/Commissioner
Ronnie Cotton, Commissioner
Don Mason, Commissioner
H. L. “Roy” Tyler, Commissioner
City Manager
Jonathan E. Evans
City Clerk
Linda Bourgeois
Finance Director/Treasurer
Donald Carter
Department Directors
Richard Greenwood, Community Development Director
Kandace Tappen, Human Resources Director
Auburn Taylor, Leisure Services Director
Richard Sloan, Public Safety Director
Addie Javed, Public Works Director
Mike Stripling, Utilities Director
Pride · Responsiveness · Integrity · Diversity · Ethics
Our Mission
“Our team of professionals will provide our residents and business community with the highest quality
services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong
commitment to enriching lives.”
Our Vision
“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we
found our heartbeat in the ‘Heart of Florida’ … come find yours.”
Left to right: Vice-Mayor Horace West, Commissioner Ronnie Cotton,
Mayor Kenneth Kipp, Commissioner Don Mason, and Commissioner H.L. Roy Tyler
CITY OF HAINES CITY
MAYOR AND CITY COMMISSION
Kenneth Kipp, Mayor
Horace West, Vice-Mayor
Ronnie Cotton, Commissioner
Don Mason, Commissioner
H.L. “Roy” Tyler, Commissioner
Our Mission
Our Vision
ANNUAL BUDGET
OCTOBER 1, 2015 – SEPTEMBER 30, 2016
TABLE OF CONTENTS
PAGE NUMBER
CITY MANAGER’S BUDGET MESSAGE
12
FINANCE ADVISORY BOARD REPORT
26
COMMUNITY PROFILE
28
BUDGET IN BRIEF
36
GOVERNMENT STRUCTURE
40
FINANCIAL PLANNING
42
BUDGET PREPARATION PROCESS
44
SIGNIFICANT POLICIES
50
BUDGET REVIEW
56
REVENUE AND EXPENDITURE/EXPENSE SUMMARIES
¾ Comparative Years Summaries
¾ Revenues by Type
¾ Expenditures by Object Category – By Fund
¾ City Organization Chart
¾ All Departments Personnel
76
83
95
109
110
EXPENDITURES/EXPENSES (Departmental Details)
¾ City Commission (General Fund)
114
¾ City Administration

118
City Manager (General Fund)
Information Technology (I.T.) (General Fund)
¾ City Attorney (General Fund)
128
¾ City Clerk (General Fund)
134
¾ Development Services Department
140

Planning (General Fund)
Building & Inspections (General Fund)
Other Economic Development (CRA Fund)
¾ Finance Department

¾ Fire Department

150
Finance (General Fund)
Utility Billing (Water and Sewer Fund)
158
Fire (General Fund)
Fire Impact Fees Fund
Capital Projects Fund
¾ Human Resources Department (General Fund)
166
¾ Non-Departmental
172

General Fund
Community Redevelopment Agency (CRA) Fund
Water and Sewer Fund
Water Impact Fees Fund
Sewer Impact Fees Fund
¾ Parks & Recreation Department

Library (General Fund)
Library Impact Fees Fund
Parks (General Fund)
Parks & Streetscape Maintenance (CRA Fund)
Aquatics (General Fund)
Aquatics (CRA Fund)
Special Events (General Fund)
Recreation (General Fund)
Banquet Hall (CRA Fund)
Recreation Impact Fees Fund
Summer Recreation (General Fund)
180
¾ Police Department

¾ Public Works Department

218
Facilities Maintenance (General Fund)
Sanitation (General Fund)
Transportation (General Fund)
Transportation Impact Fees Fund
Fleet Maintenance (General Fund)
Stormwater Utility Fund
¾ Utilities Department

208
Police (General Fund)
Community Policing (CRA Fund)
Law Enforcement Education and Training Fund
Confiscated Property Fund
Police Impact Fees Fund
236
Water Utility (Water and Sewer Fund)
Water Impact Fees Fund
Sewer Utility (Water and Sewer Fund)
Sewer Impact Fees Fund
Water Dist. and Wastewater Coll. (Water and Sewer Fund)
GLOSSARY OF BUDGETARY TERMS
252
APPENDIX A
¾ Pay Plans
Executive
Exempt
Fire
Non-Exempt
Police
260
Our Mission
Our Vision
CITY MANAGER’S
BUDGET MESSAGE
Our Mission
Our Vision
September 3, 2015
Mayor Kenneth Kipp
Vice Mayor Horace West
Commissioner H.L Roy Tyler
Commissioner Don Mason
Commissioner Ronnie Cotton
RE: Proposed Fiscal Year 2016 Budget
Honorable Mayor and City Commissioners:
The intent of this memorandum is to serve as the official transmittal memo for the Fiscal Year 2016 Annual
Budget for the City of Haines City. As an organization, we appreciate and commend the leadership that
you, the elected officials, have displayed during this challenging Fiscal Year 2016 budget process. As many
of you are aware, this organization has embarked on addressing some of the most challenging initiatives to
date: from pension reform to the City’s most robust compensation initiative in decades. These obstacles do
not come without challenges and opportunities. The leadership displayed from the City’s Executive
Management Team, as well as the support Staff, has been remarkable. Understanding the systemic issues
“we” in municipal government face, this organization has endured and will continue to be responsive to the
needs of the community, and do it in the most judicious manner. Fiscal stewardship has been a stakeholder
of this organization, and we have embraced transparency from the perspective that we believe in fiscal
stewardship and that our taxpayers can rest assured that we look at every conceivable way to utilize our
fiscal resources in the most responsible manner. This organization continues to morph into a local
government entity that is responsive and reflective of our community; it was deemed appropriate to
incorporate three new organizational goals. These goals emphasize the organization’s continuous growth
to create a better “Haines City.” These goals are as follows:
Personnel Goal: Cultivate an environment that will attract, retain and recognize city employees
as the organization’s most valuable resource.
This goal is intended to support our organization’s most valuable resource in that without our employees
the ability for this City to function will be virtually impossible.
Environmental Goal: Protect our natural amenities by encouraging proactive environmental
initiatives intended to safeguard our natural resources.
As good stewards we must not look only at the financial aspects associated with our business, but also our
natural resources and how we invest much needed capital to ensure that our natural amenities are preserved
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for future generations. This initiative confirms the elected officials’ desires to protect and preserve the
natural amenities that are uniformly enjoyed by our community.
Communications Goal: Enhance and promote communications and engagement opportunities
that inform, build trust, incentivize growth and generate community pride.
Communicating with the public in an effective manner is critically important as it relates to the business of
municipal government. As a transparent organization, we pride ourselves in providing superior
communication without being guided or told. Transparency is the cornerstone of every high functioning
organization, and we in Haines City embrace that fundamental principle.
Our value system in our community is ever evolving and adapting to the changes we face as an organization,
and this year will be a monumental year for Haines City. We will begin the process of crafting a strategic
plan for both our downtown and our agency. I was once told that planning without implementation is
hallucination. We cannot find ourselves in the position of not planning, and preparing for the future.
Addressing some of the challenges that we have in the organization will require the elected officials, the
community, and business leaders to assist this agency in formulating what Haines City will look like in the
next 3 to 10 years.
Growth and Development
Over the past couple of years, residential construction, as well as commercial investment, has increased
taxable value in Haines City by approximately 15%. The growth has been extremely beneficial in
addressing some of the fiscal challenges we face as an organization. Major developments are starting to
occur. Balmoral Estates is approximately a $200 million project that will add much needed executive
housing. The amenities in this community will be world class. Haines City is beginning to see exponential
growth in multi-family housing. With the market demands changing, developers and investors have seen
our location as an ideal place to construct modern and state-of-the-art apartment complexes. Two projects
that are currently in the early stages of a plan review, and we hope to begin the permitting process within
the next two quarters of Fiscal Year 2016.
The City continues its commitment to pursue economic development; the only way to address the problem
as opposed to treating the symptoms our community faces is economic development. Working in
collaboration with the Haines City Economic Development Council, City Staff will be working feverishly
to attract, retain and encourage new business growth and development within our municipal boundaries.
Some of the steps that the organization is embarking upon in order to help economic growth is a revision
of the City’s Land Development Regulations (LDRs). These are the guidelines whereby businesses are
governed by as it relates to site and land development and other operational activities within Haines City.
It is our goal as an organization to eliminate any policies that are obtrusive, arbitrary or capricious in nature
and instead support policies that encourage business development and growth. This “Pro Growth”
philosophy will assist the City in being more aggressive and attractive to private sector development. There
continues to be additional growth along the HWY 27 corridor, which will provide ancillary services and
benefits to the Heart of Florida Medical Complex, as well as our community. These medical facilities and
businesses growing along HWY 27 will serve as a major catalyst for commerce in future years. With the
challenges facing the citrus industry, it is anticipated that future properties along HWY 27 will develop into
shops, restaurants, and other ancillary services the community desperately needs.
For three consecutive years, the City has conducted a community value survey; this survey is intended to
be a tool to gauge the community’s perspective on City services, but more importantly, what the City values.
Overwhelmingly, three major initiatives that were mentioned by our residents were job creation, economic
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development, and the importance of pursuing higher educational institutions within our community. Those
three objectives were overwhelmingly supported by our residents, and it will require strategic partnerships
with academic institutions and the private sector to see those items come to fruition. Economic development
is something that must be viewed on a global spectrum. The world is inherently different, and our presence
via our website and in social media is profoundly important. The City is in the process of working on a
marketing campaign that will not only address the immediate needs of the organization but increase Haines
City’s global footprint so that investors from all over the world can see the potential our community
possesses.
Growth and development cannot be sustained or even discussed if the appropriate infrastructure is not in
place to accommodate the needs of the private sector. The City of Haines City is embarking upon one of
the largest and robust water initiatives in the region. The Central Florida Water Initiative (CFWI) is intended
to look at alternative water sources to be able to sustain growth and prosperity in the region. With water
being the most important commodity, and 90% of our water being drawn from the Florida aquifer, it is
incumbent upon government entities to think differently and on a regional level. This initiative has
unanimous support from every municipality in Polk County, and in the next couple of years, will be an
entity that will assist local agencies in addressing water needs. With the changes to cities’ consumptive use
permits, alternative water supplies and capacities will have to be discussed and reviewed by state agencies.
Haines City and other organizations are looking at ways to be the leading agencies in this discussion. The
City will also be reviewing the stormwater assessment to determine its structure, as well as the opportunity
to revamp the existing utility to ensure a fair and equitable way to provide stormwater treatment facilities
that will address the stormwater runoff and flooding issues we experience in our community. The City’s
Lake Eva project is ongoing and will begin with the first quarter of the Fiscal Year 2016 budget. This
initiative will assist in addressing water quality issues, as well as some of the invasive aquatic vegetation
that is impacting the lake. A lakes management plan is in the process of being developed and will be a
strategic component of the City’s stormwater initiative.
The City will continue to invest in roadway projects by completing the Johnson Avenue construction
project, as well as revamping the City’s existing roadway resurfacing projects. Annually, the City has
appropriated approximately $400,000 for the purpose of addressing roadways within the community. This
approach will continue until all roadways within the City’s municipal boundaries meet the standards
established by the City. In order to sustain economic growth, the City must invest in critical infrastructure
so that the development community can flourish. As the City embarks on some major initiatives to spur
growth and development, appropriate infrastructure will serve as a catalyst to attract private sector
investment. The City is looking to construct a 20 inch water line that will assist in alleviating some of the
low-pressure issues the City has been experiencing along the Highway 27 corridor. This project is at the
beginning of the design phase and is slated to be constructed in FY 2016; capital investment will provide
for additional capacity and flow for businesses and residents along Highway 27.
The City has also partnered with BCR Environmental and their sister company NuTerra to construct a
composting facility that incorporates BCR’s accelerated composting technology. This facility will address
long-term solutions facing biosolids management. It will reduce operating expenditures for the City, as well
as provide for on-site composting that will in fact reduce the trucking and land application of biosolids at
landfills. This facility will be state-of-the-art and blend yard waste with biosolids and create a Class A
fertilizer that will be marketable to many entities. The capital investment of $5 million will allow for a
facility that will reduce operational cost for other municipalities in the region, and allow Haines City to
benefit from a contract that incorporates a concept to allow for revenue-sharing. One of the most notable
projects during this Fiscal Year will be a project to address some major water quality issues in our
community. The City Commission has approved this $5.7 million project, and construction is anticipated
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to commence at the beginning of Fiscal Year 2016. Once this project is completed and fully operational, it
will provide an additional 477,000 gallons per day and alleviate the City’s need for 53 flush boxes, as well
as preserve 174,105,000 gallons probable per annum of the state’s most viable resource. Staff is confident
that this project will make the water pressure issues a moot point, but it will take a concerted effort from all
parties to ensure compliance of the existing water restrictions and conservation of our most valuable
resource.
Budget Conditions
This budget is balanced and possesses a millage rate of 7.7900 Mills; this is the third year consecutively
that the City Commission has levied the effective tax rate of 7.7900 Mills, the calculated rollback rate that
would generate the same revenue the City collected this year would have been 7.4432 Mills. The difference
between this and the millage rate that was adopted by the City Commission was approximately $293,725;
however, the City did see a growth in taxable value to approximately $880 million. This growth resulted in
a 9% increase from previous years. Over the last two years, the City of Haines City collectively has seen
an approximate 15% increase in the taxable value within Haines City. Even though the organization has
experienced a 15% increase over two years it pales in comparison to its taxable value prior to the Great
Recession of 2007, at which time the City’s taxable value was approximately $1.2 billion. The FY 2016
budget is $48,026,605; the general fund budget that accounts for the ad valorem taxes is $22,754,055. The
ad valorem revenue (Property Taxes) that the City of Haines City is anticipated to collect is approximately
$6,598,100, which is up from $6,067,110 in FY 2015, and is a modest increase from FY 2014 ad valorem
revenue of approximately $5.8 million.
In the weeks following passage of the budget document, we will be creating a “Budget-in-Brief” document,
which is intended to provide residents, business owners and visitors with a snapshot of the current state of
the City’s finances. This document will be written utilizing common terminology so that it will be easily
understood by anyone reading it for the first time. This document (FY 2016 Adopted Budget) along with
the Budget-in-Brief will be available on the City’s website, major City facilities, and will be available for
review at the City’s public library. Due to the decline in the economy and the burst of the housing market,
the City lost 40% of its ad valorem revenue that was once collected. As the City continues to look for
operational efficiencies, we will continue to look for savings and reductions in cost where applicable. As
part of the budget process for the third year consecutively, the City conducted a community value survey
in order to garner public input about services that are enjoyed throughout the community. One of the topics
of discussion was the Fire Service Assessment, which was levied to fund the provisions of providing fire
services and fire services alone.
As part of this budget, the City Commission adopted the Fire Service Assessment on July 16, 2015. Multiple
public hearings were conducted to allow residents, business owners, and other interested parties the
opportunity to offer their perspectives concerning the fee that was being proposed. The cost to property
owners is estimated to be $144.93 per parcel plus $.85 per $1,000 in relative improvement values. The Fire
Service Assessment is a tax equity tool structured so that every resident within the City is providing funding
to pay for the provisions of fire suppression services. The Haines City Fire Rescue Department’s budget is
approximately $2.9 million. It is anticipated that this assessment will generate approximately $1.8 million
in revenue for the purposes of sustaining fire services within Haines City. It is important to note that this
revenue can only be utilized to sustain fire suppression services, an analysis is conducted by an economist
to ensure that the Emergency Medical Services (EMS) portion of the budget is extracted and only the cost
attributable to fire services is assessed. Based on the two largest funding mechanisms for the City, the Fire
Service Assessment and the ad valorem revenue only generate approximately $8,398,100; to fund just
police and fire services it costs approximately $9,285,160, resulting in a deficit of $887,060.
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The City has experienced substantial growth within the Community Redevelopment Agency (CRA); based
on the growth attributable to the CRA it is no longer necessary for the general fund to subsidize the CRA.
Based on budget discussions with the elected officials it was deemed to be fiscally prudent to charge some
operational expenses and personnel costs to the CRA to account for services being provided within the
CRA. It is important to note that if market conditions change the revenue in the CRA, reduced personnel
services may result. Currently, approximately $250,000 is slated to be utilized for the purposes of funding
personnel and operating CRA facilities. There is also approximately $300,000 that will remain unassigned
within the CRA budget for the purpose of other ancillary projects or initiatives. Second, the City
Commission will increase the water and wastewater rates by 1.54% determined by the Florida Public
Service Commission “price increase index” for major categories of utility operating costs consistent with
the average rate over the past three years. Prior to this proposed increase no increases have occurred since
Fiscal Year 2012.
Debt
As an organization, we have approximately $69,038,983 in existing debt obligations, with an annual debt
service payment of approximately $5.3 million. This long-term debt significantly impacts the organization’s
ability to address some of the short-term and long-term challenges we face as a City. It is anticipated that
the City’s final debt payment should reach full maturity in Fiscal Year 2036. It is our goal to take a practical
and aggressive look at ways to reduce the City’s long-term debt obligations, and/or move into more stable
and less volatile funding mechanisms. The City currently has $19,894,047 of debt issued in the General
Fund. Even though the debt has provided for an immense number of quality City facilities and projects, it
has impacted our ability to compensate our employees in a fair and equitable manner. It is incumbent upon
us as elected and appointed officials to continue to look at our debt strategy and take the necessary steps to
reduce the financial burden on future generations.
Compensation Plan (Phase II)
This phase will be in effect on October 1, 2015, (approximately three (3) months after Phase I). This
component of the plan has two major components: (a) addresses the 50% of the employee workforce that
is below market and readjusts their effective rate of pay to the new minimum, and (b) gives City employees
a tiered pay raise from 4% - 0.5% depending on Years-of-Service (YOS). Those employees who were
identified in the analysis as being under market will receive a tiered pay raise on top of their new minimum.
Those individuals who are currently within the appropriate pay ranges will only receive the tiered pay raise
structure based on YOS.
Here I will illustrate an example of what the new effective rate of pay will be for an individual that is below
market and has over (5) YOS: Example: Current Salary $35,945.44; New Minimum $38,599.00 + 4% =
$40,142.96, which equates to approximately an 11.5% pay increase effective October 1, 2015. As you can
see, there are individuals who are grossly under market, and our plan is to address those issues, as well as
compensate our employees who are within their respective ranges. This particular component of the
proposal will cost the City of Haines City approximately $680,000 as part of reoccurring payroll
expenditures. This particular plan only addresses two years, and as an organization we have to find recurring
revenue to sustain any additional future increases. With economic development picking up, and the taxable
value in Haines City increasing by 9.0%, growth will be the only way to sustain future increases. The chart
below depicts the percentage increase that you can anticipate receiving in the event the City Commission
approves the proposal as recommended by Staff.
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FY 2016 (Oct 1. Increase) (%)
4%
3%
2%
1%
0.5%
Date of Hire Range
Before 9/30/11
10/1/11 – 9/30/12
10/1/12 – 9/30/13
10/1/13 – 9/30/14
10/1/14 – 9/30/15
Also, as a philosophical and organizational change, this budget takes a strong policy stance as it relates to
organizational compensation. As an employer, we as an organization have decided to establish that no fulltime regular employee shall make below $10 per hour, this pertains to only full-time employees that are
benefits eligible. This philosophical change allows for us to be more competitive in the market, but also
realize that our employees who deal with our young people in various parks and recreation capacities should
not be making less than their private-sector counterparts that work at fast food chains and other restaurants.
It is also our obligation as a humane employer to ensure that our employees receive a livable wage,
especially for those working over 35+ hours per week. This change will have a profound impact
organization-wide and will actually allow for us to be more attractive to prospective employees.
Furthermore, in order to fund the City’s compensation plan, the City must withdraw from the City’s
Undesignated Unassigned Fund Balance approximately $344,500. To balance the Fiscal Year 2016 Budget
will require the City to utilize reserves for the purpose of funding this organization’s largest compensation
initiative. Over the last two (2) years, Haines City has not utilized any General Fund Reserves to balance
the budget (Fiscal Years 2014 and 2015). We have provided you with quarterly financial updates for the
purpose of keeping the City Commission abreast of all the changes in the market. We also created a Budgetin-Brief document that is intended to provide the utmost transparency relating to the budgeting process.
Additionally, Staff has presented quarterly Citywide priority updates for the purpose of informing you, the
elected officials, of City operations. Staff has worked with an independent third-party group of residents
and prominent business leaders to review our budgetary processes. The Finance Advisory Board (FAB) has
worked diligently to review the organization’s fiscal practices to ensure they are consistent with the
ideologies of the community, as well as of the City Commission.
Many conversations have been had relating to the City’s Fund Balance Policies. This is a policy you, as the
elected officials, have complete control over. Many organizations have various policies that vary in scope.
It is my opinion that this step is absolutely necessary in the best interest of our organization. Services cannot
be provided without the men and women that provide those services. We have surveyed multiple cities and
looked at their fund balance policies. Currently, we carry an undesignated General Fund Balance of 23%
($5.5 million). As part of this budget I have recommended that the City Commission support the Staff’s
recommendation to withdraw the necessary funds ($344,500) to balance the Fiscal Year 2016 Budget and
consider future measures to continuously offer compensation initiatives in subsequent budget cycles. Please
note that from Fiscal Year 2010 through 2013, $3.5 million was utilized for the purposes of balancing the
annual budget in Haines City. In Fiscal Year 2013, $400,000 of the $502,700 was attributable to the
Roadway Resurfacing Projects that were completed in Fiscal Year 2015; the other $102,770 was for other
projects that were re-budgeted. Below you will see a list of organizations and their Fund Balance Policies:
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City
City of Lakeland
Boca Raton
Daytona Beach
Palm Coast
St. Cloud
City of Frostproof
City of Lake Wales
Ormond Beach
Port Orange
Deland
Deltona
Haines City
City of Kissimmee
Davenport
City of Mulberry
Melbourne
New Smyrna Beach
Sanford
Official Policy?
No
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Overall Fund Balance Policy
7.5% of expenditures
10% of expenditures
10% of expenditures
10% - 20% of expenditures
12.5% of expenditures
13% of expenditures
15% lower limit and 20% upper limit
15% of expenditures
15% of expenditures
17% of expenditures
17% of expenditures
17% of expenditures
20% of expenditures
25% of expenditures
25% of expenditures
25% of expenditures
25% of expenditures
25% of expenditures
As elected officials, there should be some trepidation when it comes to withdrawing funds from our
reserves. However, I am confident in our ability as a team to make the necessary changes to be able to
sustain this compensation initiative in perpetuity. Over the next couple of months, the Finance Director, the
Assistant Finance Director, and the entire Executive Management Team will begin formulating a plan that
will address the long-term fiscal sustainability as an organization. This plan will be the guiding principles
as adopted by the City Commission for the purpose of addressing the fiscal challenges that lie ahead. The
City has recently embarked in completely reforming the antiquated and unsustainable pension plan that had
the potential to cost the organization millions of dollars in future benefits. The change to a 401(A), a close
relative of the traditional 401(K) plan you find in the private sector, allows the organization to budget for
future benefits in a more linear approach than in previous years. The long-term investment strategies are
managed by the plan participant in consultation with a certified financial expert. This change in organization
philosophy will render positive results for the organization, and it is anticipated that in approximately 7 to
10 years more than $1 million will be saved by making this major plan modification. As we looked at all
of our benefits throughout the organization, nothing was more important than focusing on our
organization’s most precious and valuable asset: our employees.
The Fiscal Year 2016 budget accounts for two major initiatives in compensation and economic
development. These two factors have a large impact on this organization’s prosperity. It is pertinent for us
to address compensation issues immediately; not doing so places us behind the proverbial eight ball and at
a great competitive disadvantage to attract, retain and reward our employees. Future compensation
initiatives will need to occur in order to remain competitive in the market. The City has recommitted itself
to partnering with other local government entities for the opportunity of being the sole service provider of
water, wastewater and other areas of service. In order to be proactive in addressing the challenges we face
as an organization we composed an outline of a Fiscal Year 2016-2017 Budget Sustainability Plan. This
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plan is intended to review and audit all operations within the City. Some of the major components of the
plan and its explanations are as follows:
Budget Sustainability Plan FY 2016-2017
x Operational – Each department will be tasked with reviewing levels of service, as well as the cost
attributable to providing those services and determining their long-term sustainability and viability
in a changing economy.
x Personnel – The City Manager will review all vacancies to determine the service level impact and
whether the position is deemed mission-critical or can be slated for elimination as part of the Fiscal
Year 2016. Reductions in force will be considered as attrition occurs in the next Fiscal Year.
x Benefits – Staff will look to modify and adjust major cost centers like the City’s employee health
plan for the purpose of providing alternative options that are not cost prohibitive and provide for a
reasonable benefit package with less market volatility.
x Compensation – Staff will be developing a merit-based “Pay for Performance Model” that will
reward those who exceed expectations, as well as address those who do not obtain satisfactory
evaluations.
x Reserves – City Staff will review expenditures for the purpose of replenishing the City’s reserves
on an ongoing basis. City Staff will work diligently to reduce recurring expenditures by 1 to 2%
annually for the purpose of sustaining recurring compensation initiatives, as well as building a
healthy reserve for the future.
x Debt – City Staff will consistently look at long-term stable interest rates for the purpose of
mitigating any potential market volatility relating to our long-term financial instruments. When
refinancing is available, Staff will look to reduce recurring expenditures for the purpose of
providing financial liquidity as part of the Fiscal Year 2016-2017 Budget Stabilization Plan.
x Revenues – The City will explore other revenues for the purpose of sustaining its existing
operations as a guiding principle. Both the Consumer Price Index (CPI) and the Municipal Price
Index (MPI) will be used to ensure that the organization is consistent with the inflation rate over
the next two (2) years. Pass-throughs that have been traditionally absorbed by the organization will
be reviewed for the purpose of deciphering the best way to fund additional increases by vendors or
other municipal agencies. Traditionally, this organization has absorbed the cost of doing business,
and it is now appropriate for us to look at recouping revenue in the most fiscally responsible
manner.
x Expenditures – Staff will review all expenditures and purchasing practices to ensure that the best
value is acquired when utilizing the City’s financial resources. The centralization of purchasing
will occur over the next two (2) years in order to experience efficiencies in the purchasing section.
Contracts for services will be reviewed and scrutinized in order to determine the most costeffective, fiscally prudent way to manage the relationship between the contractor, i.e. ‘the City’
and the vendor. Every City expenditure will be consistent with the organization’s goals and
initiatives. Justification for any unbudgeted expenditures will be highly scrutinized and will require
copious amounts of information prior to its consideration.
x Transparency – The City will continue to review its financial conditions in the most open and
transparent way possible to ensure that the elected officials, as well as the public, are informed of
financial decisions that impact the City’s budget.
x Economic Development – The City will be a catalyst for economic viability and sustainability,
and we will continue to aggressively approach industries for the purpose of encouraging growth
and development over the next two (2) years. In collaboration with the Economic Development
Council, City Staff will begin a marketing and branding initiative intended to spur the growth
necessary to cure the issues ‘we’ are experiencing.
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x
Real Estate Development – The City will look to market all nonessential parcels within the City’s
municipal boundaries for the purpose of replenishing the City’s reserves.
Staff will proceed as recommended and create a robust, all-encompassing Fiscal Year 2016-2017 Budget
Sustainability Plan. This plan will be an internal audit of all City functions and operations, intended to look
for efficiencies and opportunities to reduce government spending while maintaining the existing level of
services. This will be coupled with a strategic planning retreat, whereby the City Commission will outline
its desires as to how and what they envision this organization to be now, three (3) years from now, and five
(5) years from now. Understanding that tough decisions lie ahead, I have full faith and confidence in the
mental aptitude and ability of the Executive Management Team, personnel and Staff to be able to meet
these challenges in an ever-changing economy. We will be aggressively looking at efficient ways to do
things uniquely differently. In closing, I know this is a difficult decision for all those involved, and your
support and continued trust in the Staff will allow us to overcome these obstacles and be much appreciated.
Finance Advisory Board
Staff has worked tirelessly with our Finance Advisory Board (FAB) to review the budget document that is
before you in order to ensure transparency and fiscally responsible financial practices. The board has
reviewed every aspect of this document and has provided significant insight with respect to what the
residents and business community desire from City Services. The purpose behind the creation of the FAB
was not only to allow for a third-party independent group of residents and business owners to review the
City's budgetary process in order to ensure that the document truly reflects the desires of the community,
but also to allow for a greater degree of transparency in fiscal stewardship between all parties involved: the
elected leadership, City Staff and the FAB. A report by the Chairman Jim Fitch is attached for the public's
edification with respect to the findings of the FAB.
Certainly, we understand that long-term debt obligations significantly impact our ability to have the
financial liquidity we would hope for; however, the capital investments that have occurred have allowed
for Haines City to elevate its image and presence throughout Polk County and the State of Florida. Staff
will constantly work with the FAB to review all fiscal matters that are anticipated to have any financial
impact or implications for the residents or business community of Haines City. When appropriate and
applicable, the Finance Director and I will look at all available resources with regards to identifying and
mapping out a plan to address the City's existing debt obligations. As an organization, we understand that
having strong financial policies will allow for us to manage the instability in the market and be able to react
to the demands and needs of our employees, as well as the residents. We are well aware of the debt
obligations the organization possesses, but those strategic investments have assisted in putting Haines City
on the proverbial map. Staff will continue to look at future investment strategies concerning the borrowing
of capital; it is my recommendation that we approach each opportunity with a pragmatic and precise
approach in order to ensure that our investments are well thought-out and calculated so that we can continue
to be exceptional stewards of the public's funds.
Personnel Additions in FY 2016
x Payroll Specialist – Finance Department
x Purchasing Specialist – Finance Department
x Part-Time Secretary – Fire Department
x Grounds Maintenance Worker-Cemetery – Parks & Recreation Department
x Building Maintenance Worker (2) – Public Works
x Transportation Maintenance Worker (2) – Public Works
x Waster Operator C (3) – Utilities Department
20
x
Plant Maintenance Worker – Utilities Department
Personnel Deletions in FY 2016
x Management Fellow – City Administration
x Senior Budget & Financial Analyst – Finance Department
x Part-Time Janitor (2) – Public Works
The total fiscal impact is approximately $250,000, of which approximately $165,000 is paid for by the
Utility Fund. These positions are essential to being able to adapt to the changing demands of the
organization; these positions are only being asked because they are critically important and mission-critical
for this organization.
Two notable changes that were incorporated in the Fiscal Year 2016 Budget are as follows: The Leisure
Services Department is changing its name back to the Parks and Recreation Department. This change will
realistically reflect the department’s main objectives, not to mention the previous name was not consistent
with industry standards, as well as inconsistent with other nationally accredited agencies. The Parks and
Recreation Department is in the process of beginning creating Standard Operational Procedures (SOP) for
the purposes of beginning the national accreditation process. This process will be a three-year undertaking;
however, once completed it will allow our Parks and Recreation function to be compared to other entities
that have obtained this certification. The goal of this accreditation will affirm our position that our parks
and recreational services are among some of the best in the country.
The Future
The future for Haines City is a bright one. With economic development beginning to occur at a rapid rate,
the City is starting to see substantial growth. Of course with growth comes greater demands on City
infrastructure, whereby we are one of the only communities in the State that is ready to handle the additional
capacity. Currently, Staff is entertaining some major projects that will change the landscape of Haines City,
in the residential, commercial, and industrial markets. Job creation is something that we would definitely
like to see in our community. That is why we are looking at policies and procedures that assist in creating
an environment conducive to job growth, job creation and capital investments.
Our pro-business mentality is not just a common mantra, but the way we do business. Our Staff is committed
to facilitating any and all prospects that may be interested in doing business within the City of Haines City.
The work of our strategic partner agencies, the Chamber of Commerce and the Economic Development
Council allows the City to increase its presence throughout the County and the State. Economic growth is
a way to address some of the challenges we persevere through, but investments in our personnel will
certainly render the largest and most impactful results that one could ever imagine.
The teams of professionals that are within this organization are exceptional, and I have full faith in the
leadership team and the direction that has been established by the City Commission. We are bound for
greatness, and no obstacle or challenge will ever stop us from persevering. As the dynamics of this
community change, and our industries look to morph and adapt, we as a municipal government have the
same challenges internally, but it is not the challenge that define us, it is how we handle the challenge
moving forward. Certainly, everything happens day by day, but we must plan and project what Haines City
will look like, both now and in the future. We must live in the present but prepare for the future. “The best
thing about the future is that it comes one day at a time.” – President Abraham Lincoln
21
Acknowledgements
In closing, I hope this budget message provides you all with some insight in regards to the challenges and
opportunities that lie ahead for Haines City, yet affirms that we stand ready and willing to accept, execute
and exceed the direction of the City Commission. We will remain fiscally disciplined to spend our funds
where it is deemed responsible for the public. The FY 2016 budget promises to be one that has goals and
objectives set forth by departments and adopted by the elected officials so that we have quantifiable
measurements that we can report back on a quarterly basis. This adaptation to our budget will assist us in
attempting to receive the distinguished budgeting award that has never been obtained by this organization.
By implementing these performance measures, it is certain that the City Commission will see and be
informed on the status of every goal and objective as defined in this document.
I would like to express my gratitude and appreciation to you for allowing me to serve as your City Manager
for another year. Mayor and City Commissioners, you have been extremely supportive and have provided
much insight and guidance with respect to the direction in which you wanted Haines City to go. Your
commitment to this community has allowed us all to strive for the very best, and every day that each and
every one of us come to work, we try to make you and the residents proud to call Haines City home. I am
extremely humbled by the opportunity you have bestowed upon me, and rest assured I will never take the
duties and responsibilities of being City Manager for granted.
I would be remiss if I did not recognize all the individuals that were instrumental with regards to the
completion and the coordination of this year's budget document. Special thanks to Finance Director Donald
Carter, and Assistant Finance Director Kari Giddens who was phenomenal in putting this document
together, and of course, my Senior Executive Assistant Ms. Rosie Hernandez who has been an intricate part
of this process. Lastly, the members of the best executive management team in Polk County, Public Safety
Director Richard “Harold” Sloan, Parks and Recreation Director Auburn Taylor, Development Services
Director Richard Greenwood, Human Resources Director Kandace Tappen, Utilities Director Michael
Stripling, Public Works Director Addie Javed, IT Manager Brian Ross, City Clerk Linda Bourgeois,
Assistant to the City Manager David Johnson and Management Intern Brandon Washington. Most
importantly, I have to give credit to the exceptional work that the Finance Advisory Board did with respect
to reviewing the budget document in its entirety. The members of this board are by far some of the best and
brightest minds we could have assembled. The members of the board include the following; Chairman Jim
Fitch, Chris Long, David Carter P.E., Tim James, DBA, Ph.D, U.S. Navy (Ret), and Robert Dodd. All the
members of the board, and those involved in the process certainly did yeoman's work and have provided so
much insight and perspective that we are truly proud of this document as a true reflection of budget
transparency and teamwork.
Respectfully submitted,
Jonathan E. Evans, MPA, MBA, ICMA-CM
City Manager
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Our Mission
Our Vision
23
FINANCE ADVISORY BOARD
REPORT
24
Our Mission
Our Vision
25
September 3, 2015
City of Haines City Commission
620 E. Main Street
Haines City, Florida 33844
Regarding:
Fiscal Year 2015/2016 Budget Recommendations
Mayor Kipp, Vice Mayor West and Commissioners Cotton, Mason and Tyler:
The Finance Advisory Board (FAB) of the City of Haines City has met seven (7) separate times beginning
on January 27, 2015, volunteering countless hours to review and discuss the Fiscal Year 2015/2016
proposed Annual Budget that was presented by Staff. The process began by City Staff providing a universal
view of the process and the required timeline that is required to be followed. A budget schedule and the
TRIM process was presented to assist the FAB gain an understanding of what challenges lay ahead. The
FAB has reviewed the proposed revenue projections as forecasted by Staff and the certified tax values as
presented by the Polk County Property
Appraiser’s Office which are used to calculate the annual Ad Valorem tax revenues of the City.
City Staff provided the FAB with the Fire Service Assessment analysis for FY 2015/2016 as prepared by
GAI Consultants, Inc. for our review and discussion. This subject was discussed in great detail with the
exempting of agricultural parcels a main focal point. Each department and division presented their
respective operating budgets to the Board. The Five Year Capital Improvements Plan (CIP) and the FY
2015/2016 CIP listing was presented to the FAB by City Staff.
Upon the conclusion of this process and the review and discussion that has occurred, the following are the
Finance Advisory Board’s adopted recommendations for the FY 2015/2016 proposed Annual Budget:
1. Board recommends setting the property tax millage rate at the proposed 7.7900 mills.
2. Board recommends setting the Fire Service Assessment to stay at current year rates – Option 1
(Baseline) rate schedule for FY 15/16. The rates are broken into two tiers. Tier One (1) is based on
$ .85 per every $1,000 of value of Relative Improvement Value. Tier Two (2) is a flat readiness to
serve fee of $144.93.
3. Board recommends to eliminate Tier One (1) ($ .85 per $1,000 of value of Relative Improvement
Value) portion of the Fire Service Assessment for agricultural properties. The Board went on to
recommend formulating a plan to decrease the Fire Service Assessment Citywide over the next five
(5) years. The FAB requested Staff to begin the forecasting period to be incorporated into the annual
executive summary for the subsequent budgets.
26
4. Board recommends including the resulting salary and compensation and classification study be
incorporated into the FY 2016 changes as presented by Staff.
5. Board recommends utilizing the balance from the reserves over the 17% policy as adopted by
Resolution to provide the necessary funding for the City to proceed with the compensation plan, as
proposed by Staff.
6. Board endorsed all the departmental budgets as presented.
7. Board recommends approval of Staff’s recommendation for the reorganization of the Utility,
Department, Public Works, and Parks and Recreation Departments.
8. Board recommends accepting the FY 14/15 Capital Outlay listing as presented by Staff and
recommends financing public safety vehicles and other equipment as identified by City Staff.
9. Utilization of excess CRA funds (the City’s portion) to offset current maintenance cost for CRA
projects.
10. Board recommends increasing Water and Wastewater rates by 1.54%, an average of the Consumer
Price Index (CPI) for the previous three years, effective October 1, 2015.
11. Board recommends funding the Haines City Business Incentive grant between the City and Murphy
Auto Group. The agreement requires the City to remit to Murphy Auto Group $35,000 annually
over the next five fiscal years ($177,000).
12. Board recommends suspending the business incentive program until it is revised and brought before
this Finance Advisory Board for further discussion.
13. Board recommends and encourages the Economic Development Council to work in collaboration
with City Staff and focus on all business sectors to provide, quantifiable measures of specific
economic development.
The FAB wants to thank all the City Staff that participated in this process and provided the in-depth
information to assist us in this matter. We would like to also thank the City Commission for the opportunity
to serve our community on such a distinguished board and it is our hope that this endeavor has been fruitful
as we move forward into the City’s great future.
Sincerely,
City of Haines City Finance Advisory Board
Jim Fitch, Board Chairman
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28
Our Mission
Our Vision
29
Haines City History
Haines City was originally the village of Clay Cut, so named because the train tracks were built so deep
into the clay (near 1st Street and Hinson Avenue) that trains were lost from sight as they passed through the
village. The clay mounds were later used to make the first improved roads in the city. The train tracks
through the original village of Clay Cut were completed in 1884. In exchange for adding a train stop, the
village offered to rename itself after Colonel Henry Haines, who was the engineer who built the tracks.
Clay Cut was renamed Haines City in 1888. The city did not incorporate until 1914. Without the train stop,
Haines City would never have been anything more than a small village.
The 1900 census listed 73 adults and 2 children living in Haines City. The 1910 census listed the population
of Haines City as 377. The 2010 census showed a population of 20,535. Haines City is the third most
populous city in Polk County, behind Lakeland and Winter Haven. Haines City is all about the “Henrys”—
first Henry Flagler brought the trains down the east coast of Florida, then Henry Plant brought the trains
from Orlando to Tampa (and through Haines City), and finally Henry Haines, who worked for Henry Plant.
The Oakland neighborhood took its name from oak trees that once grew in the area. Over the years, trees
were cut for housing and to sell for lumber. The Oakland neighborhood consists of two named
neighborhoods—The Hill and Oakland.
The old Polk Fertilizer Company, which closed in February 2003, on the south end of MLK Way used to
be an ice house for trains in the 1930s, before refrigerated rail cars. The old Armory Annex building is still
in use in Haines City. It is the red brick building in the middle of Lake Eva Park. Upstairs are the Leisure
Services offices and downstairs is picnic space.
“Monkey Corner” is where US 17/92 branches off from Hinson Avenue and heads north toward Davenport.
The owner of the corner lot kept a monkey in a cage. The Landmark Baptist College currently owns the old
Palm Crest Hotel on Hinson Avenue (the tallest building in Haines City). It was built in 1925–1926 by
Ralph Polk as the Polk Hotel and closed in 1930 due to economic conditions. Ralph Polk devised a method
of sectioning citrus and canning it in glass jars. Sectioning was a major industry in Haines City for many
years.
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Early industries in Haines City were citrus, turpentine (from pine sap), palm fronds (dried and dyed, then
shipped north for use in store displays), clay, and car assembly.
At one time, BC Cook and Sons Enterprises was the largest fruit dealer in the world. They were located on
North 12th Street.
Research and development of frozen orange juice concentrate started in Haines City.
The oldest building in Haines City (the only one built before 1900) is St Mark’s Episcopal Church on North
9th Street and Main Street. It was built in 1892.
Before US 17/92 and US 27, the main road into and out of town was the Old Dixie Highway. The road was
built between 1915 and 1927 to connect the American Midwest to the South. It passed through Haines City
on Ingraham Avenue past the train depot.
Hinson Avenue (US 17/92) is named after F. J. Hinson, who planned the city’s streets and donated the land
for the first railroad station.
Haines City didn’t always have a Main Street. Downtown Main Street was Jones Avenue until 2009. The
first school in Haines City was built on land donated by Harrison Jones.
Passenger service at the Haines City railroad station ended in the late 1960s with the conception of Amtrak
by the federal government. Freight service continued into 1977.
The Barnum and Bailey Circus train passes through Haines City each year when the circus leaves Tampa
in January and heads to Orlando.
Before St Ann Catholic Church was built, Catholic Masses used to be held on the ground floor of the Palm
Crest Hotel. The first hospital in Haines City was located in the current Masonic Lodge on North 6th Street.
The Heart of Florida Hospital was located at 301 South 10th Street from 1966 until they moved into their
new building on US 27 in June 1997.
Haines City High School, as a separate building, has been in three different locations: the Clay Cut Center
on Ledwith Avenue (built in 1925–1926 as Central Elementary School), Daniel Jenkins Academy on
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Ledwith Avenue (built as the high school in 1949), and its current location on Grace Avenue since 1976.
Prior to these locations, high school classes were held in other schools in the city. The first school in Haines
City was built in 1885 on Hinson Avenue where the old city hall is located (502 East Hinson Avenue).
Remnants of the Lake Haines Drive-In Theater are still visible from the Old Dixie Highway (runs parallel
and just north of US 17/82 west of US 27). The address is 4898 US Hwy 17/92, Haines City, FL. It closed
in 1986.
In 1925, Victor Wray’s Pharmacy was on the corner of North 6th Street and Main Street (Jones Avenue at
the time). Next to that on North 6th Street (between Wray’s Pharmacy and the current location of the
Masonic Lodge) was a small theater named Mar-Lea Theater. In 1925, the much larger Florida Theater was
built on the corner of South 8th Street and Hinson Avenue. The Florida Theater was later renamed Floyd’s
Theater when Carl Floyd purchased it in 1940.
The Hornet’s Nest was the soda-shop teen hangout. It was located on Hinson Avenue across the street from
Floyd’s Theater.
The former Grower’s Commercial Bank is the building that faces Main Street between North 5th and North
6th Streets across from the Military Court of Honor in Railroad Park. You can still read the name on the
façade even though the letters have been removed.
Haines City had an airstrip for private planes where the Central Park development is on Commerce Avenue.
In recent years Haines City has seen explosive growth, largely because of its easy access to Orlando and
Walt Disney World Resort. New residential areas have been developed on the edges of the city. On high
ground in the north part of the city, Southern Dunes, a golf and country club with both vacation and yearround homes, was developed between 1995 and 2005.
History has been good to our region; tomorrow holds promise that our abundance will continue.
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Our Mission
Our Vision
33
HISTORY, GOVERNMENT AND SIZE
Date of Incorporation
Form of Government
Total Area
February 23, 1914
Commissioner/City Manager
18.6 square miles
POPULATION DEMOGRAPHICS
Total Population
Population Density (Pop. Per Sq. Mile)
Median Age
Average Household Size
Median Household Income
Per Capita Income
Unemployment Rate
White (Non-Hispanic)
African American
Hispanic
Other Races
21,956
1,180
38.5
2.61
$33,785
$14,943
6.4%
6,982
6,038
8,541
395
PUBLIC SAFETY
Number of Police Stations
Number of Sworn Police Officers
Number of Fire Stations
Number of Firefighters
1
53
1
29
PARKS AND RECREATION
Park Acreage
Number of Neighborhood Parks
39
4
UTILITIES (Water/Wastewater)
Miles of Water Mains
Number of Fire Hydrants
Miles of Sanitary Sewer
150
700
204
ECONOMICS
1.
2.
3.
4.
5.
CURRENT MAJOR EMPLOYERS
Polk County School Board
HFRMC
Wal-Mart
Aldi (Florida) LLC
Sofidel America Corp
1.
2.
3.
4.
5.
34
CURRENT MAJOR TAXPAYERS
Health Management Association
Duke Energy
Sofidel America Corp
Aldi (Florida) LLC
Verizon
Our Mission
Our Vision
35
CI
CITY OF HAINES CITY
BUDGETFISCAL
BRIEF
YEAR 2016
Honorable Mayor, Members of the City Commission, and Citizens of Haines City,
It is my distinct honor and privilege to present to you the City of Haines City's annual Budget in Brief document. This document is
intended to provide residents, business owners, and visitors with a clear and succinct perspective regarding the City’s financial state.
This organization prides itself on transparency and fiscal stewardship, and this document reaffirms this organization’s perspective
regarding open, honest, and effective local government. Over the next year, economic development and environmental stewardship
will be at the forefront of this organization’s initiatives. Even though the economy remains fragile, we are beginning to see major
market indicators depicting the perspective that economic stabilization is beginning to occur. Furthermore, infrastructure investments
in roadways, wastewater, and water will be critical to this organization’s long-term sustainability. In order to accommodate responsive growth, the appropriate infrastructure must be present to accommodate both existing demand and future needs.
The City will embark upon creating a strategic plan intended to map out the City’s future goals and objectives. This project will enlist
public participation (civic engagement) for the purpose of charting the course for Haines City over the next three (3) to five (5) years.
Long-term economic sustainability and fiscally prudent investments will always be at the forefront of this organization’s list of
priorities. We will continue to manage our finances in the most responsible manner possible and ensure that transparency will always
be preserved in order to maintain good governance.
Humbly Submitted,
Mayor: Kenneth Kipp
Vice Mayor: Horace West
Jonathan Evans, MPA, MBA, ICMA-CM
City Manager
Commission: Don Mason, Ronnie Cotton, H.L. Roy Tyler
36
Citywide Revenue Sources
Total project revenues for all funds are $48,026,605. The
projected revenue amount includes a 9% increase in property
tax revenues. This is the third year in a row that this revenue
stream has experienced an increase.
13.74%
14.87%
22.42%
33.35%
6.37%
7.15%
12.08%
3.33%
3.28%
3.38%
4.70%
Also for the third year, the City has levied a fire service
assessment without an increase. The cost to property owners is
the same as originally assessed, $144.93, plus $0.85 per $1,000
in Relative Value of Improvements. It is estimated that the
assessment will generate approximately $1,800,000.
14.88%
1.78%
24.60%
5.16%
28.91%
Ad Valorem Taxes
Charges for Services
Other Taxes
Judgements, Fines &
Forfeitures
Miscellaneous
Revenues
Permits, Fees and
Special Assessments
Intergovernmental
Revenue
$48,026,605
Other Sources
Citywide Expenditures
9.20%
12.38%
5.36%
General
Government
Enconomic
Development
Public Safety
Transportation
Public Utility
Culture/Recreation
5.33%
3.91%
10.24%
14.55%
21.17%
6.37%
6.32%
Physical Environment
5.13%
42.65%
28.69%
BUDGET BRIEF
28.7%
$48,026,605
Key Projects
• The City will be securing a consultant for the purpose of conducting a Needs Assessment/Parks and Recreation Master Plan for the
purpose of ensuring that the City possesses a comprehensive and robust set of recreation offerings, while still planning for future
growth and demand.
• Nuterra Management will open a composting facility in the City, intended to blend the City's bio-solids with yard waste that will in fact
create a compostable material that will be marketable to wholesale private-sector firms. This will also increase the City’s “Green
Footprint.”
• The Utilities Department and the Parks and Recreation Department, in collaboration with local schools, will develop and operate a
nursery and garden at the wastewater treatment plant. This facility will serve as an outdoor classroom highlighting the importance of
environmental sustainability and the importance of reuse.
• Complete the Ion Exchange process at Water Plant No. 1 to meet the standards set by the City Commission concerning disinfection of
by-products.
37
0.11%
1.75%
The General Fund is the City’s largest fund, accounting for over
half of all City expenditures. General Fund expenditures include
traditional governmental activities, such as police, fire, library,
recreation, streets, and general administrative functions. As
presented in the graph, Personnel Services represent over half of
the total General Fund budget at 51.51%.
12.73%
51.51%
Personnel Services
33.90%
Operating Expenses
Capital Outlay
Grants and Aids
Debt Service/Transfers
$22,754,055
2016 Organizational Goals
• Communications: Enhance and promote communications and engagement opportunities that inform, build trust, incentivize growth and
generate community P.R.I.D.E.
• Economic: Foster an environment that attracts economic opportunity and sustains economic viability.
• Environmental: Protect our natural amenities by encouraging proactive environmental initiatives intended to safeguard our natural
resources.
• Financial: Develop and maintain fiscal policies based on program and performance measures while engaging community involvement.
• Infrastructure: Maintain, protect and design infrastructure that ensures a desired level of service and provides for future needs.
• Personnel: Cultivate an environment that will attract, retain and recognize city employees as the organization’s most valuable resource.
• Partnership: Encourage public and private partnerships
• Quality of Life: Create an environment that enhances the quality of life and benefits the community culturally, recreationally and
economically.
• Safety: Provide responsive public services that protect the health, welfare and safety of the community.
• Technology: Utilize technology to enhance public services.
Adopted Municipal Millage Rates
Haines
City
38
Lake
Hamilton
Lake
Wales
Lakeland
5.79
7.489
Lake
Alfred
5.5644
Dundee
7.79
7.9
7.5
Davenport
7.3638
Bartow
8.4276
Auburndale
3.8387
4.2657
The adopted City of Haines City property tax rate is 7.7900 ($7.7900 per $1,000 of property value). This is the same rate levied the prior two (2) years.
Winter
Haven
BUDGET BRIEF
General Fund Expenditures
Citywide Revenue Sources
Millage Rate
Fiscal Year 2016
Revenue
7.7900
$6,598,100
7.7900
$6,106,717
7.7900
$5,755,488
$5,633,091
7.9900
$5,633,091
$5,112,130
6.9900
$5,112,130
$6,067,100
Fiscal Year 2015
$5,819,050
Fiscal Year 2014
Fiscal Year 2013
Fiscal Year 2012
$5,671,384
$0
$2,000,000 $4,000,000 $6,000,000 $8,000,000
Targeted Budgetary Milestones
BUDGET BRIEF
• Staff will continue to administer an annual community value survey intended to garner input and perspective from residents, business
owners, and visitors to the City. This survey tool will be utilized for the purpose of making informed decisions based on civic
involvement.
• The City will be a catalyst for economic viability and sustainability, and we will continue to aggressively approach industries for the
purpose of encouraging growth and development over the next two (2) years.
• The City will continue to review its financial conditions in the most open and transparent way possible to ensure that the elected
officials, as well as the public, are informed as it relates to financial decisions that impact the City’s budget.
• Environmental sustainable practices will be deployed whenever determined to be fiscally sustainable, with the intent of aggressively
protecting our environment by deploying sound, best management practices.
• Attain the Certificate of Excellence Award in Budgeting from the Government Finance Officers of America (GFOA).
City of Haines City
620 E. Main Street
Haines City, FL 33844
(863) 421-3600
HainesCity.com
39
Government Structure
IN GENERAL
The City of Haines City is apolitical subdivision of the State of Florida and as such, it is governed
by and derives its operating authority from the constitution and laws of the State of Florida. The
City is empowered to levy a property tax on both real and personal properties located within its
municipal boundaries. It also is empowered by State statute to extend its corporate limits by
annexation, which occurs periodically when deemed appropriate by the governing body (City
Commission).
The City operates under a Commission/Manager form of government, with a governing body
consisting of five Commissioners, elected at-large to staggered four-year terms without a district
residency requirement.
FUND TYPE AND DESCRIPTION
The City of Haines City uses funds and account groups to report its financial position and the results
of its operations. A fund is used to maintain control over resources that have been segregated for
specific activities or functions. The City, like other state and local governments, uses fund
accounting to ensure and demonstrate legal compliance.
A fund is a separate accounting entity with self-balancing set of accounts. All of the funds of the
City can be divided into the following three categories:
Governmental funds – Governmental funds are used to account for essentially the same functions
reported as governmental activities. Governmental fund financial statements are reported using the
current financial resources measurement, which focuses primarily on near-term sources and uses
and available balances of spendable resources, at the end of the fiscal year. Such information may
be useful in evaluating a government’s near-term financing requirements.
The City maintains several individual governmental funds and adopts an annual appropriated
budget for all governmental funds. Budgetary comparison schedules for these funds are provided
in the annual financial report to demonstrate budgetary compliance.
Proprietary funds – The proprietary funds account for operations similar to private business with
the intent to recover cost to provide utility services that extend outside the City limits in all cases
except Stormwater. Revenues are derived from user charges imposed on residential and
commercial customers.
The City maintains enterprise funds to report same functions presented as business-type activities
in the financial statements. The City uses enterprise funds to account for Water and Sewer and
Stormwater operations.
40
Fiduciary funds – Fiduciary funds are used for resources held for the benefit of parties outside the
government. The accounting used for fiduciary funds is similar to proprietary funds. The fiduciary
funds include pension trust funds for police, fire and general employees.
The city reports major funds, as described in the glossary. Major funds must meet two tests and
can be reported if the government believes they are important to the financial statement user. The
City operates the following major funds:
General Fund – the government’s primary operating fund, accounts for all financial resources of
the general government, except those accounted for in another fund.
CRA Fund – is the Community Redevelopment Agency (CRA) special revenue fund. Its purpose
is to finance and redevelop the City’s designated redevelopment area. Financing is provided
primarily through tax increment funding from the City and Polk County.
Debt Service Fund – is used to account for the payment of current principal and interest due on
loans payable.
The City reports the following major proprietary funds:
Water and Sewer Fund – accounts for the operations of the City’s regional water and sewer system.
Stormwater Fund – accounts for the operations of the City’s stormwater activities.
Additionally, the City reports the following fund types:
Pension Trust Funds – account for the activities of the General Employees’ pension Fund, Police
Officers’ Pension Fund and Fire Fighters’ Pension Fund, which accumulate resources for pension
benefit payments to qualified employees.
Right of Way Agency Fund – accounts for funds held in custody for the maintenance of Southern
Dunes right-of-way land.
MUNICIPAL SERVICES
The City provides a traditional mix of general government services including police and fire
protection, library, construction and maintenance of streets and infrastructure, stormwater drainage,
recreational activities, special events, planning, zoning and administrative services. In addition to
general government activities, the City also provides a full range of utility services, including water,
Wastewater treatment and Stormwater. Detail about each system is found in their respective section
of the budget.
The rates charged for the use of all the utility systems are reasonably comparable to rates charged
by similar utilities. The rates for the use of Water, Wastewater and Stormwater utilities are
established by ordinance of the City Commission and are not regulated by any other agency. The
City has an active maintenance program and considers all systems to be in good condition.
41
Financial Planning
SHORT TERM
The priorities were discussed in the budget message. A balanced budget were adopted by the City
Commission, which includes appropriations of fund balance in the General, LEET, Confiscate
Property, Fire Impact, Transportation, Recreation, Water/Sewer, Water Impact and Sewer Impact
Funds.
The economy continues to provide a challenging environment for the City. Many of the
economically driven revenues such as those tied to sales have stabilized and become easier to
predict. Property Values started to increase slightly which directly impact Ad Valorem Revenue
collections in the General Fund and the City’s CRA. Ad Valorem revenue proceeds are projected
to increase by approximately $490,000 in total.
The CRA Fund has struggled to generate enough funding to cover the debt service costs associated
with the improvements that were put in place. This fiscal year is the first in several that the General
Fund will not have to subsidize it. Due to recent increases in the property values within the CRA
area, the fund will realize a surplus of approximately $300,000. Discussion will begin to determine
the best use of all excess funds in the future.
Every year a revenue analysis is performed to assure that the utility rates are adequate to meet
operational needs of the system. The current rate ordinance includes a provision that allows rates
to be increased based upon index information supplied by the Public Service Commission. The
water, sewer and reclaimed water rates will increase by 1.54%.
General government capital spending and improvements are limited to that which is necessary,
much of which is replacement of existing equipment or refurbishing of existing assets.
Replacement equipment is closely monitored and performed at the end of its useful life before
failure due to fatigue or obsolescence. Grants and other sources are sought where possible such as
the Police Department.
Capital assets purchased and placed in service by the City’s enterprise funds are maintained through
excess operation revenues, impact fees, grants, and long term financing. The City has secured
financing through the State of Florida Department of Environmental Protection’s SRF program
approximately $11 million in funding. $5.1 million of this is at a zero percent financing rate and
$5.2 will be debt forgiveness, a grant.
LONG TERM
The core values adopted by the City Commission will drive the long-term planning process. These
values shows the commitment of the City Commission and City Manager to the proper use of fiscal
resources addressing current operations and community needs. However, the potential long term
effects of the economic downturn cannot be ignored. Lingering uncertainty continues to require
the City to remain very conservative in spite of the encouragement gained by the recent economic
growth.
Planning for growth is an ongoing challenge as the City expects a population growth of
over
the next 15 years. The City had developed an annexation policy to keep growth diversified. In an
42
effort to continue to make growth pay its appropriate cost of additional infrastructure, the City
adopted impact fees for police, fire, library, recreation and transportation.
The 5-year Capital Improvements Plan, was developed to maximize the “pay as you go” approach
while recognizing the benefit of financing in our current economic times. The plan includes
detailed explanation regarding development of revenue projections and assumptions regarding the
capital needs. Interdepartmental coordination is vital to the success of developing an accurate
Capital forecast. Information and technology (IT) is an important part of the City’s operations,
thus long term financial planning includes preparing to replace computers as they become obsolete.
Personnel Service cost represent 52% of the City’s General Fund annual budget. Since employees
are here to serve the citizens, it is important to have motivated, productive employees. Management
did complete a wage and classification study in fiscal year 2014-15. The results of this study has
been incorporated into this fiscal year’s annual budget.
Each year the short-term and long-term goals are evaluated to ensure the long-range plan is as
accurate as possible.
43
Budget Preparation Process
The fiscal year 2015-12016 budget adoption process began at the February 19, 2015 City
Commission meeting when the Commission adopted the budget calendar.
CAPITAL IMPROVEMENT PLAN
The City has added a valuable element to the budget planning process regarding the 5-year capital
improvements plan (CIP).
The capital improvement budget requires interdepartmental
coordination in planning service upgrades that overlap multiple disciples and functions. This year
departments submitted their CIP’s to the Finance on March 23, 2015.
In addition to the CIP, department directors were required to provide a detailed description on each
capital project request form, as well as the reasonably quantifiable additional cost and savings
(direct or indirect) or other service impacts that would result from the capital purchase.
This information further explains the:
x
x
x
Direct benefit of the improvement to the City
Impact on maintenance and operational costs
Direct or indirect effect on revenue
The CIP was reviewed by the City Manager and the departments during the fiscal year 2015-2016
budget review. The CIP will be adopted subsequent to the budget.
BASIS OF BUDGETING
Budgets for governmental funds are adopted using the modified accrual basis of accounting.
Revenues are recognized when they become measurable and available. Expenditures are
recognized in the period in which the fund liability is incurred (except matured interest on general
long-term debt, which is recognized when due). While budgets for proprietary fund types are not
required by generally accepted accounting principles (GAAP) or by state or local law, they are
adopted using the modified accrual basis of accounting to provide for comparability with the other
funds.
Actual expenses for utility funds are recorded on the full accrual basis, while other funds are
reported on the modified accrual basis. Comparing a budget prepared on the cash basis to actual
expenses recorded on the accrual basis can be misleading in a budget document. When comparing
fiscal year 2014-2015 actual expenses to fiscal year 2015-2016 adopted budget, the following three
items are presented on a different basis:
x
x
Capital project expenses: Capital projects in the enterprise funds are budgeted on a cash
basis, and the actual expenses are zero because they are recorded as assets on the balance
sheet.
Debt service: Debt service expenses, related to principal payments are budgeted in the
fiscal year in which they occur; yet they are recorded as a reduction to a liability account.
44
x
Transfer from Fund Balance: Transfers from fund balance that are budgeted may not be
expended in that fiscal year.
DEPARTMENTAL BUDGET MEETING
In addition to being known as a caring organization the City wants to be known as providing
customer-centric service. The City strives to achieve excellence in customer service in every aspect
of City operations.
A copy of the budget calendar, procedures manual, forms and budget entry instructions are
available to help departments with the budget process. During the budget process, emphasis is
placed on departments to:
x
x
x
x
x
Use the instruction manual and formats that are provided
Submit requests in a timely manner
Be consistent with capital titles
Provide accurate documentation and justification of needs
Request computer equipment through the IT Department
BUDGET PREPARATION
Individual departments are responsible for the original entry of operating expenses, capital outlay
budget information and associated expense detail into the budgetary database. The Finance
Department, after reviewing personnel request with Human Resources and the City Manager
produced the budget for the personal services category. Other information was transmitted to the
Finance Department via computer using common directory in Microsoft Word or Excel format and
was subsequently merged into one document. Following the submission deadlines, departments
were prevented from making any changes to the proposed budget.
REVIEW PROCESS
The Assistant Finance Director compiled all the budget information, assisting each department.
The City Manager, Human Resource Director, Finance Director and Assistant Finance Director
met with department representatives to review budget requests. Revisions were made as necessary
and included in the proposed budget document presented to the City Commission.
FINANCE ADVISORY BOARD
The City of Haines City has established a Finance Advisory Board (FAB) to assist administration
to navigate all financial issues that may be faced by the City. The FAB is comprised of five (5)
members, three (3) residents and two (2) active business members. The annual budget has been
presented to the FAB for their review and recommendation. That FAB chairman presented its
recommendation to the City Commission and that recommendation has been incorporated into the
annual budget document.
45
APPROVAL
Pursuant to Florida law, two public hearings are required prior to the adoption of a millage rate and
budget. At the conclusion of the First Public Hearing held on Thursday, September 3, 2015, the
City Commission heard the first reading of an Ordinance to adopt the millage rate and another
ordinance to adopt the budget. At the Final Hearing on Thursday, September 17, 2015, the City
Commission unanimously approved Ordinance 15-1510 to adopt the final millage rate and
Ordinance 15-1511to adopt the 2015-2016 annual budget. Once approved, the budget becomes the
basis for operations and capital expenses during the ensuing fiscal year.
BUDGET PROCESS
Since the City of Haines City has automated the input and correspondence portion of the process,
departments have a better understanding of and easier access to all documents and correspondence.
The draft budget was available on the City’s web site for citizens to review. The chart below
summarizes the budget process.
City
Commission
sets parameters
Departments
submit
personnel
request
Finance
Department
distributes
budget package
Departments
submit goals
and objectives
City Manager
approves request
Finance
Department
reviews request
Departments
submit budget
request
City Manager
approves goals
and objectives
City
Commission
receives
proposed budget
City
Commission
conducts budget
work sessions
City Commission
establishes
maximum
millage rate
Citizens receive
notice of
proposed
property taxes
Budget
document
complied
City Manager
notifies property
appraiser
City Commission
approves budget
at Final Public
Hearing
City
Commission
conducts 1st
Public Hearing
46
Budget Calendar at a Glance
Phase I – Planning
January-February
x
x
City Commission adopts budget calendar and establishes Citywide core values
City Commission prioritizes capital projects for 5-year Capital Improvement Plan
Phase II – Department Preparation
March – April
x
x
x
x
Departments submit requests for personnel, reclassifications, and promotions
Human Resources Department evaluates job descriptions, pay grades, and salary ranges
Finance Department distributes forms and information to departments regarding budget
requests
Departments submit values, goals, and updated performance measures
Phase III – City Manager Budget Review
May – June
x
Finance Department and City Manager meet to review values, goals, and department
request
Phase IV – City Commission Budget Review
July
x
x
x
Under the direction of the City Manager, the Finance Department finalizes the budget
document
The Finance Advisory Board (FAB) is presented the City’s budget for their review and
input
Property Appraiser submits estimate of current total assessed values
August
x
x
x
City Commission conducts budget workshops and approves changes, which recapped, and
approved at the final budget session
City Commission approves proposed Millage Rate
City notifies Property Appraiser of proposed Millage Rate and date, time and place of the
first budget adoption hearing
47
Phase V – Final Review and Budget Adoption
September
x
x
x
x
x
x
Finance Director presents tentative Citywide and Community Redevelopment Agency
budget
Finance Department finalizes budget document and prepares for budget adoption
City Commission tentatively adopts budget and millage rate
City advertises public hearing and notice of property tax increase, if applicable
City commission conducts final hearing to adopt the budget
City notifies property Appraiser and files TRIM Compliance
48
FY 2016 BUDGET/CIP CALENDAR AND SEQUENCE OF EVENTS
DATE
Monday, June 29th –
Tuesday, June 30th
Wednesday, July 1st –
through Sunday, July 5th
Tuesday July 7th –
Wednesday, July 8th
Tuesday July 7th –
Wednesday, July 8th
TIME & LOCATION
Administrative Team
Submit by
5 PM
Monday, July 6th
Z: Drive
Finance Dept.
B. Washington
D. Johnson
Dir. Tappen & Dept.
Directors
Friday, July 10th
Dir. Tappen & Finance
Dept.
Friday, July 10th
2 PM
Dir. Tappen
Monday, July 13th
8 AM – 5 PM
Monday, July 13th
6PM – 9PM
Library
6PM – 9PM
Library
City Commission
Meeting
Tuesday, July 14th
Thursday, July 16th
Monday, July 27th
Thursday, August 6th
Thursday, September 3rd
EVENT
Admin Review Team –
Review Preliminary Draft FY 2016 Budget
Submit Final Citywide Organizational FY 2016 Goals &
Objectives
Review GFOA Award Requirements to include
recommendations in the proposed FY 2016 Budget
Map out re-organization with Department Directors
(Leisure Services, Public Works, Utilities)
Discuss Map out re-organization
Departments to review re-orgs and give comments to
Dir. no later than 2 PM.
Admin Review Team – Meet with Commissioners
Finance Advisory Board Meeting
Finance Advisory Board Meeting
Set Tentative Millage Rate
10 AM – 5 PM
City Commission Budget Retreat – to Review Draft
Budget
5-7PM
Commission Chambers
City Commission
Meeting
City Commission Meeting
(Budget Presentation & Discussion)
Presentation to the City Commission by the Finance
Advisory Board Chair
Thursday, September 3rd
City Commission
Meeting
First Public Hearing to Adopt Millage Rate/Budget
Thursday, September 17th
City Commission
Meeting
Second and Final Public Hearing to Adopt Millage
Rate/Budget
49
Significant Policies
BUDGET
The City does not have a formally adopted budget policy other than the requirements outlines in
the City Charter. The City does utilize a predetermined set of budgetary guidelines established
through practice, as well as that provided in Florida Statutes Chapters 166 and 200. The City
follows these procedures in adopting the budget:
x
x
x
x
x
x
x
x
The City Manager submits a proposed budget to the City Commission for the upcoming
fiscal year
Public hearings are held to obtain citizen input
The budget is adopted by Ordinance prior to October 1, of each fiscal year
The budget may be amended to reflect changes in available resources and appropriations
Departments are authorized to spend within the line accounts; however, changes to the
adopted appropriations between line accounts require approval from the City Manager.
The City Commission, through the adoption of an Ordinance, must approve amendments
that result in a change to the total amount appropriated within the fund
The City Manager is authorized to expend beyond budget limits in emergency situations
and notify the City Commission at the next meeting. Budget amendments incorporating
this action will be processed and approved by the City Commission, as necessary
Unexpended balances of appropriations lapse at year-end unless funds are carried forward
BUDGET ADJUSTMENT PROCESS
When circumstances change the funding needs within a department, department heads are
permitted to transfer appropriations between line items within their department, with the approval
of the Finance Department and City Manager. Appropriations may be transferred between
departments with the approval of the Finance Department and City Manager.
CASH POLICY
x
x
x
x
x
x
x
x
x
All cash, checks, money orders and cashier’s checks are receipted on the date received and
forwarded to bank for deposit
All checks, money orders, etc. are endorsed with city endorsement stamp upon receipt
Daily cash reports must be presented to the Finance Department
Cash drawers in all locations are counted and balanced daily
Cash received at remote locations are counted and balanced daily
Receipts are validated and submitted to the Finance Department for verification
Cash collection entries are recorded in the appropriate computer application
A receipt is provided to every customer
The Utility Billing division verifies all transactions and post information to the system prior
to making the bank deposit
50
IDENTITY THEFT PREVENTION POLICY
The Fair and Accurate Credit Transaction Act (FACTA) of 2003 mandated utility service providers
to develop and implement an Identity Theft Program to identify, mitigate and prevent identity theft.
The program will identify “Red Flags” which include pattern, practice or specific activity that
indicates possible existence of identity theft. On April 16, 2009 the City Commission approved
the FACTA program and implementation which went into effect May 1, 2009.
DEPOSIT POLICY
On April 19, 2007 the City Commission approved Ordinance 07-1282 amending section 20-27 of
the Code of Ordinances pertaining to utility deposits. The policy increased the deposits to $140.00
for residential customers and $210.00 for commercial customers.
INVESTMENT POLICY
The Investment Policy includes the provisions outlined in Florida State Statues 163, 218.415 and
280. Florida State Statue 163, Intergovernmental programs, provides guidance with respect to
Local Government Investment Pools (LGIP’s). Florida Statue 218.415, Financial Matters
pertaining to Political Subdivisions, provides guidance to local governments regarding investments
policies. Florida Statue 280, Security for Public Deposits, provides definitions and guidance with
respect to public deposits. The policy in all respects provides for the highest standards of integrity
and ethical conduct and reinforces the highest priority of the safety of principal and liquidity of
funds. Optimization of investment returns is considered secondary to the requirements of safety
and liquidity.
Authorized Investment Types
U.S. Treasury Obligations (Bills, Notes, Bonds)
U.S. Government Agency Securities and Instrumentalities of Government Sponsored Corporations
U.S. Government Securities
Bankers Acceptance
Repurchase Agreements
Certificates of Deposits (CD’s)
Local Government Investment Pools (LGIP)
Money Market Mutual Funds
State and/or Local Government Taxable Debt
Responsibility
The Finance Director is responsible for the implementation of the investment policy.
Risk Avoidance
x Minimize the risk of unreturned principal and interest through short term and conservative
investments
x Require delivery vs. payment
x 5 year maximum maturities.
51
FUND BALANCE POLICY
On January 5, 2012, the City Commission adopted resolution 12-987 establishing the Fund Balance
Policy. The Fund Balance Policy was established reservations of fund balance in accordance with
Governmental Accounting Standards Board Statement No. 54, Fund Balance Reporting and
Governmental Fund Type Definitions. Fund Balance shall be composed of non-spendable,
restricted, committed, assigned and unassigned amounts.
The spending order of fund balance is as such:
x The City uses restricted amounts first when both restricted (non-spendable and restricted
fund balance) and unrestricted (committed, assigned and unassigned) are available unless
there are legal documents/contracts that prohibit doing so, such as grant agreements
requiring dollar for dollar spending
x Additionally, the City would first use committed, followed by assigned and then
unassigned fund balance when expenditures are incurred for purposes for which amounts
in any of the unrestricted fund balance classifications could be used.
It is essential that governments maintain adequate levels of fund balance to mitigate risks and
provide a back-up for revenue shortfalls. The City has incorporated a financial policy maintaining
unassigned fund balance in the General Fund of no less than two months (17%) of the General
Fund’s current fiscal year operating expenditures and transfers out budgeted for the fund. The
current fiscal year for this calculation shall be the budget as originally adopted by Ordinance on or
before September 30th for the subsequent fiscal year. If in any fiscal year, the actual unassigned
fund balance falls below 17%, a plan shall be established to achieve the target by adding a
designated amount to the budget to cover the deficiency over a period of not to exceed five (5)
fiscal years. A review is required as part of the annual budget adoption process. Based on the
fiscal year 2015-2016 adopted budget, the minimum unassigned fund balance required in the
General Fund is $3,868,190 (17% of $22,754,055).
PROCUREMENT POLICY
On January 12, 2015, the City Commission adopted Ordinance 14-1481 establishing the following
purchasing limits and local vendor preference:
Informal Purchasing - Informal purchasing may be used for the purchase of goods and/or services
costing less than $1,000. While quotes and bids are not necessary with items costing less than
$1,000, every effort should be made to ensure goods and/or services are being purchased in the
most efficient and cost effective manner possible.
Verbal Quotes - At least three (3) verbal quotes are necessary to be received by the City in respect
to purchases of goods and/or services costing at least $1,000, but less than $5,000. If at least three
(3) quotes are not possible, a written explanation of such shall be included in the vendor payment
supporting documentation.
Vendor selection and award shall be based on qualification of the vendor, acceptability of the
product, delivery time, inventories, and past performance. If service is to be provided on City
52
property, the selected vendor must provide proof of insurance and name the City as an additional
insured, as well as any other required documentation.
Written Quotes - At least three (3) written quotes are necessary to be received by the City in respect
to purchases of goods and/or services costing at least $5,000, but less than $25,000. If at least three
(3) quotes are not possible, a written explanation of such shall be included in the vendor payment
supporting documentation.
Vendor selection and award shall be based on qualification of the vendor, acceptability of the
product, delivery time, inventories, past performance, degree of compliance with requirements,
price and other circumstances that will encourage delivery of the best products and services for the
money expended.
Formal Bids (Invitation to Bid, Request for Qualification and Request for Proposals) – A formal
bid method is acceptable for purchases of goods and/or services costing at least $25,000. The
departments obtains formal bids or proposals and submits the bid award to City Commission for
approval.
Sole Source Purchasing - Competitive selection procedures are waived when it is determined and
substantiated in writing, after conducting a good faith review of available sources, that there is only
one source for the goods and/or services based upon performance criteria established by the City.
Price and terms shall be negotiated and a record of the sole source procurement shall be maintained
as a public record. A written justification of the sole source purchase must be approved by the City
Manager and accompany the invoice for payment
Local Vendor Preference - The City Commission has adopted a Local Vendor preference policy.
The policy has a tiered percentage preference for purchases of specific dollar amounts.
Purchasing Approval Limits - The approval limits for the purchase of goods and/or services is as
follows:
Purchase Amount
Less than
Approval
$1,000
Supervisor
$1,000 – $ 4,999.99
Department Head
$ 5,000 - $ 24,999.99
City Manager
$ 25,000 or more
City Commission
53
CAPITAL ASSET POLICY
The purpose of the property asset management program is to establish responsibility for property.
Provide for better utilization of property, facilitate the physical inventory, and to establish a
framework for accountability.
Capital or fixed assets are defined as land, buildings, and non-expendable nature, which meets the
following conditions: the value or cost of an asset is $1,500 or more and has a normal life
expectancy of one year or more. Certain capital items of the enterprise funds are recorded as a
group utilizing average unit costing. Depreciation expense is computed on the straight-line basis
over the useful life of the asset.
The Finance Department shall maintain an accurate inventory of all assets and update annually.
Policies and procedures are designed to prevent misappropriations of public funds. Each
department director has ultimate responsibility for their assets.
When preparing the 5-year Capital Improvements Plan (CIP), revenue projections are analyzed to
determine if the plan is financially sound. A capital items are described in this document. A
summary of all capital purchases by fund as compared to fiscal year 2014-2015 follows:
Adopted
2014-2015
Fund
General
Fire Impact
Transportation Impact
Water/Wastewater
Stormwater
Total
Adopted
2015-2016
$1,509,495
45,000
1,167,130
2,371,000
268,100
$357,145
0
700,000
11,463,140
569,265
$5,360,725
$13,089,550
The City Commission adopts the Capital Improvement Plan for each fiscal year through the annual
budget process. The plan includes capital projects, vehicles and equipment. The annual CIP
discusses the impact each purchase will have on the following areas:
x
New purchases – it is necessary to purchase additional capital items to function properly.
For example, upon hiring a police officer to fill a newly created position, the department
would purchase another vehicle, computer and related equipment to place the officer in
service.
x
Replacements – it is necessary to purchase additional capital items function efficiently.
Although the City maintains and uses capital items beyond their useful life, purchases are
necessary periodically due to wear and tear. Thus, purchasing new assets decreases
maintenance costs and provides an indirect savings which allows staff to operate more
54
efficiently. The utility department replaces infrastructure to maintain a safe system for the
citizens. Computer systems are replaced periodically to keep pace with technology.
x
Improvements – it is necessary to purchase additional capital items to expand operations.
Improvements to current assets have clear impact on operating costs. When improvements
are made the incremental costs have to be clearly identified.
DEBT POLICY
The City of Haines City has not adopted a formal debt policy, however the City will be attempting
to solidify a debt management policy sometime in FY 2016.
55
Budget Review
REVENUE OVERVIEW
A balanced budget is presented for each of the City’s 15 operating funds. No budget is presented for the
Debt Service Fund or the City’s pension funds. The appropriations for the City’s outstanding debt and
pension costs are reflective in the using fund/department budget. Appropriations of fund balance were used
in all funds presented in this budget document as outlined within. Generally Accepted Accounting
Principles (GAAP) as applicable to local government units are followed in the preparation of financial
statements and reports. The report is separated by fund type
REVENUE FORECAST
Pursuant to the uniform classification of accounts prescribed by the State Comptroller’s office,
governmental fund revenues are classified as follows:
Taxes – Includes property (ad valorem) tax, local option gas tax, public service tax, communication service
tax, and local business tax.
Ad valorem property tax – The specific formula used to estimate current ad valorem tax revenues are
calculated by multiplying the approved millage rate (7.7900) per $1,000 times the aggregate assessed
property value (as certified by the County Appraiser) times 96.5%.
Local option gas tax and the one cent voted gas tax – This tax, approved in referendum election, is a levy
of one cent per gallon tax on motor fuel and special fuel sold in the County and taxed pursuant to the
provisions of Section 206, Florida Statues. Utilization of the proceeds of this tax is limited to the cost of
acquisition, construction, reconstruction, and maintenance of roads and streets, and the cost of establishing,
operating, and maintaining a transportation system and related facilities. The tax monies collected are
shared between Polk County government and the municipalities within the county boundaries through a
adopted cooperative agreement.
Public Service Tax – Pursuant to provisions of Section 166.231 Florida Statutes, the City Commission
approved a 10% public service tax for electric, natural gas and water service sold to customers in the
incorporated limits of the City of Haines City. Public service tax revenues were projected based upon
historical data and present economic conditions,
Local Business Tax – All businesses within the city limits of Haines City are required to obtain a business
license. The revenue for this category were projected using historical data and the current economic
conditions.
Permits, Fees and Special Assessments – Includes building permits, franchise fees, special assessmentfire service, right-of-way utilization, various administrative fees and cost, and other license, permits and
fees. Revenues from this category are heavily dependent on the market and overall health of the economy.
Franchise fees - Franchise fees from electric, gas and solid waste are included in this category and are
estimated based on projections.
Special Assessment-Fire Service – A specials assessment was adopted in the summer of 2013 to defray a
significant portion of the annual operating and capital cost associated with Haines City Fire Department
56
(HCFD). Special assessments comprise a levy made against certain real property to recover all or part of
the cost of a specific service or capital improvement deemed to benefit those real properties. An economist
is engaged each year to perform the required analysis which the assessment revenue is based.
Intergovernmental Revenues – Includes federal, state and local grants and revenue sharing such as the
City’s share of state collected motor fuel taxes and sales taxes. The grant portion of this funding source is
not reflected in the budget until the grant has been awarded and the appropriate legal documents are signed.
For grants that are pending during the budget process, a budget adjustment must be made once the grant is
approved, which also includes the match portion. The City’s portion of revenue generated from State taxes
is based on the state forecasts as reported in the Local Government Financial Information Handbook.
Charges for Services – Includes water/sewer service user fees, School Resource officer supplement, rightof-way maintenance reimbursement, solid waste fees, cemetery fees, recreation program activity fees,
library program activity fees, swimming pools fees, Stormwater utility fees and other charges for service.
Water and sewer revenues are done by using trending analysis in Microsoft Excel. The trends are analyzed
based on actual consumption for each category type for the past five years. Solid Waste Revenues used
five years of history in conjunction with projected customer base increases. The water/sewer revenue
includes a rate adjustment of 1.54% which is based upon the Florida Public Service Commission indexing
per Ordinance 12-1425.
Judgements, Fines and Forfeitures - Includes court fines and fees, library fees, code fines and parking
violations. These estimates are developed from historical data trends, which remain relatively constant
from year to year.
Miscellaneous Revenues – Includes interest on investments, rents, impact fees, sales of surplus property,
insurance proceeds, special events contributions and other revenues which cannot be recognized in other
classifications. The revenues in this category are examined based on economic conditions and a variety of
methods are used to develop good estimates. Revenues for impact fees (water, sewer, police, fire
transportation, recreation and library) are were projected using historical data and the current economic
conditions. Rental income from City owned property is determined using current contract information, as
well as historical data. Projections of interest income are based on estimates of the amount, which is
expected to be available for investment, coupled with an excepted short-term interest rate.
Other Sources – Includes operating transfers and other funding sources for capital purchases. It also
includes fund balance appropriated for operating or capital expenditures.
57
Based on the proceeding classifications, the estimated revenue sources for the last four fiscal years are
viewed in the following table and graph:
2012-13
$
Taxes
Permits, Fees and Special Assessm
Intergovernmental Revenue
2013-14
2014-15
2015-16
8,823,270
$ 8,726,050
$ 8,982,410
$ 9,658,600
3,006,000
4,915,800
6,069,500
5,801,000
1,907,285
1,942,785
2,103,500
2,256,880
12,293,050
12,422,410
11,793,590
11,812,900
Judgements, fines and Forfietures
2,258,050
1,654,700
1,336,700
856,700
Miscellaneous Revenue
1,396,390
1,233,100
1,359,000
1,623,810
13,380,135
9,191,650
9,145,745
16,016,715
43,064,180
$ 40,086,495
$ 40,790,445
$ 48,026,605
Other Sources
Total Sources
$
Estimated Revenues
$50,000,000
$45,000,000
Other Sources
$40,000,000
Miscellaneous Revenue
$35,000,000
Judgements, fines and Forfietures
$30,000,000
$25,000,000
$20,000,000
Permits, Fees and Special Assessments
$15,000,000
Taxes
$10,000,000
$5,000,000
$2012-13
2013-14
2014-15
2015-16
Over all the budget increased by $7,236,160 or from $40,790,445 to $48,026,605. This increase can be
attributed to two major utility projects, the Compost Facility and the Anionic Ion Exchange project.
These projects are being funded through the Florida Department of Environmental Protection State
Revolving Loan program.
58
Taxes
Taxes increased by $676,190. The following graph demonstrates the revenue stream from the five major
tax categories.
Taxes
$10,000,000
$9,000,000
$8,000,000
$7,000,000
Business Tax
$6,000,000
Gas Tax
$5,000,000
Communication Service Tax
Public Service Tax
$4,000,000
Ad Valorem Taxes
$3,000,000
$2,000,000
$1,000,000
$2012-13
2013-14
2014-15
2015-16
Ad Valorem Taxes
The current millage rate of 7.7900 remains unchanged from the previous fiscal year. The new legislation
adopted January 29, 2008 allows for an increase in the millage rate based on the change in per capita net
income, however the homestead exemption was doubled from $25,000 to $50,000; resulting in a decrease
of total tax levied. In addition to legislative changes, the most recent economic downturn harshly effected
property values. Since fiscal year 2009 property values have fallen 20% which includes modest gains the
past two years (2014 and 2015).
59
Tax Base
$1,200,000,000
$1,000,000,000
$800,000,000
$600,000,000
$400,000,000
$200,000,000
$2008-09
Millage Rate (per $1,000)
Taxable Property Value
2009-10
2010-11
2012-13
7.79 Mills
2011-12
2012-13
2013-14
7.79 Mills
2013-14
2014-15
2014-15
7.79 Mills
2015-16
2015-16
7.79 Mills
$ 726,176,551
$ 760,918,705
$ 808,089,058
$ 877,714,382
Total Taxes Levies
5,822,133.00
6,086,174.00
6,295,014.00
6,837,395.00
*Amount Collected
5,633,091.00
5,755,488.00
6,106,717.00
6,598,100.00
96.75%
94.57%
97.01%
96.50%
*Percentage Collected
*For fiscal year 2015-16, the amount collected and percentage collected are estimates, based on a projected
collection rate of 96.5% of the taxable value times the millage rate of 7.7900 mills.
Public Service Tax – The revenue collected from this source is deposited directly into the General Fund.
This funding source is directly related to the sale of utility services provided by the City and provided by
outside sources. An increase of $111,500 is anticipated from the prior fiscal year.
Communication Tax – Although the maximum percentage of 5.22% remained the same, revenues
decreased based on the decrease in the State’s estimated taxable sales of $9,786,719.
Building Permits – The construction market is picking up. Revenues are beginning to increase due to the
rise in permits being issued. Even with this increase in building activity, the City remains conservative
with its annual estimate of this revenue stream.
60
Building Permits
$680,000
$660,000
$640,000
$620,000
$600,000
$580,000
$560,000
$540,000
$520,000
$500,000
2012-13
2013-14
2014-15
2015-16
Intergovernmental Revenue – Intergovernmental revenue increased by $153,380 from $2,103,500 to
$2,256,880. A 7.3% increase.
Charges for Service – Charges for Services shows a slight increase of $19,310.
Fund Balance/Net Assets Appropriated – Although this is not a revenue source, fund balance/net assets
appropriations represent a use of revenues previously accumulated in the fund. The 2015-16 budget
includes an appropriations of fund balance in the following:
General Fund
$ 344,500
LEET
4,000
Confiscated Property
40,000
Fire Impact
300,000
Transportation Impact 1,201,000
Recreation Impact
300,000
Water/Sewer Fund
1,330,585
Stormwater Fund
400,000
Water Impact
425,000
Sewer Impact
457,925
Total
4,803,010
61
The following schedule displays the estimated fund balance for fiscal year 2015-16:
Fund
GENERAL FUND:
LEET FUND:
Beginning
Fund
Balance
Revenues
Expenditures
O ther
Sources/Uses
$ 6,218,958
$ 20,668,730
$ 22,754,055
$ 1,740,825
Net Change
Ending Fund
Balance
$
$ 5,874,458
(344,500)
9,429
10,050
14,050
0
(4,000)
5,429
CONFISCAT ED
PROPERT Y FUND:
69,672
22,100
62,100
0
(40,000)
29,672
POLICE IMPACT
FEE FUND:
53,392
34,600
34,600
0
353,833
28,250
328,250
0
(300,000)
53,833
T RANSPORT AT ION
IMPACT FEE FUND:
1,955,497
199,000
1,400,000
0
(1,201,000)
754,497
RECREAT ION
IMPACT FEE FUND:
316,426
50,500
350,500
0
(300,000)
16,426
LIBRARY IMPACT
FEE FUND:
77,635
22,100
22,100
0
0
77,635
COMMUNIT Y
REDEVELOPMENT
AGENCY FUND
(CRA):
203,000
1,208,960
2,579,950
1,370,990
0
203,000
6,103,461
8,753,850
18,186,325
8,101,890
(1,330,585)
4,772,876
582,794
93,500
518,500
0
(425,000)
157,794
SEWER IMPACT
FEE FUND:
1,593,114
408,750
866,675
0
(457,925)
1,135,189
ST ORMWAT ER
UT ILIT Y FUND:
468,397
509,500
909,500
0
(400,000)
68,397
FIRE IMPACT FEE
FUND:
WAT ER AND
SEWER FUND:
WAT ER IMPACT
FEE FUND:
TO TAL ALL FUNDS
$ 18,005,608
$ 32,009,890
$ 48,026,605
62
$ 11,213,705
0
$ (4,803,010)
53,392
$ 13,202,598
DEBT
There is no legal debt margin established for the City of Haines City pursuant to the Constitution of the
State of Florida, Florida Statues, City ordinance or other laws applicable to the City of Haines City. Below
is a summary of the debt service including principal and interest (excluding fees) for the next five years in
all funds:
Issue
CenterState Bank Note
(Libray/CityHall/Fire Station) $11,748,000
2016
$
609,265
2017
2018
2019
2020
$ 616,470
$ 625,182
$ 631,440
$ 641,225
CenterSate Bank Revenue
Refunding Note, Series 2014
362,394
362,833
362,083
362,171
362,070
FM LC SERIES 2005B (Police
Station) - $3,850,000
260,000
265,000
263,250
266,250
263,750
1,834,300
1,834,550
1,832,800
1,836,738
1,835,900
254,587
254,587
254,587
254,587
254,587
State Revolving Fund Loan 530410 (N.E. Water M ain
Expansion & New Ground
Storage Reseroirs)- $369,362.
24,214
24,214
24,214
24,214
24,214
State Revolving Fund Loan 530411 (N.E. Water M ain
Expansion & New Ground
Storage Reseroirs)-
20,852
20,852
20,852
20,852
20,852
State Revolving Fund Loan WW530400 (Sludge
Facilities\BCR Neutralizer)
$4,912,507
314,146
314,146
314,146
314,146
314,146
State Revolving Fund Loan WW530440 (Compost Facility)
$5,203,929
130,098
260,196
260,196
260,196
206,196
1,088,689
744,660
402,009
401,421
401,714
165,471
332,068
219,068
166,597
112,497
FM LC SERIES 2007A $26,200,000
State Revolving Fund Loan
WW765080 (Sewer Plant
Expansion) - $4,031,127
City of Haines City Utility
System Revenue Notes, Series
2013A &B
Equipment Financing
TOTAL
$ 5,064,016
$ 5,029,576
63
$ 4,578,387
$ 4,538,612
$ 4,437,151
Debt Service Table
Amount
Issued
General Fund
Bank Notes
Non-Ad Valorem Refunding
Revenue Note, Series 2014
FMLC Series 2005B
Recovery Zone Economic
Development Bond, Series 2010
Interest Rebate
Net Recovery Zone Economic
Development Bond, Series 2010
Equipment Financing
FY
Date of
FY of
Issued Maturity Maturity
Interest
Rate
Balance
at 10/01/15
Debt Service for FY 2016
Total
Principal
Interest
2,602,650 2014
3,850,000 2005
07/01/30
11/01/29
2030
2030
2.700%
3.25-5%
2,482,541
2,725,000
136,420
115,000
67,028
147,891
203,448
262,891
11,748,000 2011
09/30/36
2036
4.920%
10,809,000
320,000
525,936
(219,631)
845,936
(219,631)
10,809,000
320,000
306,305
626,305
1,336,614
374,176
35,232
409,408
17,353,155
945,596
556,456
1,502,052
11,748,000
1,693,397
Various
Total General Fund
19,894,047
CRA
Bank Notes
Non-Ad Valorem Refunding
Revenue Note, Series 2014
FMLC Series 2007A
Total CRA
2,033,350 2014
26,200,000 2008
28,233,350
07/01/30
10/01/32
2030
2032
2.700%
4.25-5%
1,939,489
21,780,000
23,719,489
106,580
775,000
881,580
52,366
1,059,300
1,111,666
158,946
1,834,300
1,993,246
5,960,000 2013
10/01/23
2023
Variable
4,349,000
1,020,000
68,689
1,088,689
4,031,127 2011
10/15/32
2033
2.310%
3,476,027
175,252
79,335
254,587
372,910 2010
12/15/31
2032
2.710%
304,807
16,062
8,152
24,214
319,529 2010
12/15/31
2032
2.610%
264,596
14,060
6,792
20,852
5,024,091 2011
11/15/32
2033
2.180%
4,327,988
220,245
93,901
314,146
5,203,929 2015
20,911,586
07/01/35
2035
0.000%
0
12,722,418
130,100
1,575,719
0
256,869
130,100
1,832,588
53,795,062
3,402,895
1,924,991
5,327,886
Water & Sewer Utility Fund
State Revolving Loans
Utility System Revenue Note,
Series 2013A & 2013B
Florida Dept. of Environ. Protection
Loan No. DW765080
Loan No.WW530410
Loan No. DW530411
Loan No. WW530400
Loan No. WW530440
Total Water & Sewer Utility Fund
Total All Funds
69,038,983
Note: This table reflects existing debt issues going into FY 2016.
64
Fiscal Year 2016
WATER AND SEWER FUND
DEBT SERVICE COVERAGE
2012-13
Actual
Total Water and Sewer Fund Operating Revenues
2013-14
Actual
8,646,880
2014-15
Budget
8,653,060
2015-16
Budget
8,594,000
8,753,850
Total Water and Sewer Fund Operating Expenses
4,756,752
4,598,428
4,739,500
4,980,615
Net Operating Revenues Available for Debt Service
3,890,128
4,054,632
3,854,500
3,773,235
SENIOR LIEN DEBT SERVICE (UT SYSTEM REV NOTE, 2013A & 2013B)
Principal
Interest
TOTAL SENIOR DEBT SERVICE
SENIOR LIEN DEBT SERVICE COVERAGE
REQUIRED COVERAGE
AVAILABLE NET REVENUE AFTER SENIOR DS
288,000
29,733
607,000
87,197
1,004,000
83,486
1,020,000
68,689
317,733
694,197
1,087,486
1,088,689
12.24
1.20
5.84
1.20
3.54
1.20
3.47
1.20
3,572,395
3,360,435
2,767,014
2,684,546
JUNIOR LIEN DEBT SERVICE (SRL STP)
Principal
Interest
307,011
90,820
0
0
0
0
0
0
JUNIOR LIEN DEBT SERVICE (SRL #WW765080)
Principal
Interest
100,504
74,536
167,380
87,207
171,271
83,316
175,252
79,335
Principal
Interest
126,724
95,028
210,826
103,320
215,484
98,662
220,245
93,901
JUNIOR LIEN DEBT SERVICE (SRL #DW530410)
Principal
Interest
14,887
9,399
15,220
8,994
15,636
8,579
16,062
8,152
13,087
7,842
13,352
7,500
13,701
7,151
14,060
6,792
0
0
0
0
0
0
130,100
0
839,838
613,799
613,799
743,899
3.36
1.15
3.10
1.15
2.27
1.15
2.06
1.15
JUNIOR LIEN DEBT SERVICE (SRL #DW530411)
Principal
Interest
Principal
Interest
TOTAL JUNIOR DEBT SERVICE
SENIOR & JUNIOR LIEN DEBT SERVICE COVERAGE
REQUIRED COVERAGE
AVAILABLE NET REVENUE
LESS:
2,732,557
Nonoperating Transfer to General Fund
Contingency - Reserve
R&R
COVERAGE
65
2,746,636
2,153,215
1,940,647
1,385,835
225,000
440,000
1,385,835
230,555
440,000
1,600,000
230,555
440,000
1,600,000
230,555
440,000
681,722
690,246
(117,340)
(329,908)
Debt Service
The Debt Service category increased from $1,701,290 in fiscal year 2014-15 to $1,832,590 in fiscal year.
A total change of $131,300, all in the Water/Sewer Utility Fund.
Other Uses
This budget includes a transfer from the General Fund, Fire Impact and CRA Fund into the Debt Service
Fund to cover principal and interest payments associated with the FMLC Note 2005B, FMLC Note 2007A,
CenterState Bank Note, and public safety equipment financing. Total amount transferred is $3,519,555.
APPROPRIATIONS OVERVIEW
Pursuant to the uniform classification of accounts prescribed by the State Comptroller’s office,
appropriations are classified as follows:
General Government – Included legislative and administrative services provided by the following
departments for the benefit of the public and the governmental body as a whole: City Commission, City
Manager, City Clerk, City Attorney, Finance, Human Resources, Information Technology, Other General
Government, Facilities Maintenance, and by the Fleet Maintenance.
Public Safety – Includes services for the security of persons and property provided by police, fire and
building services.
Physical Environment – Includes cost of services provided for the primary purpose of achieving a
satisfactory living environment by controlling and utilizing elements of the environment. This includes:
Solid Waste and Stormwater.
Public Utility – Includes the cost of services to provide water and sewer utilities.
Economic Development – Includes the cost of providing services which develop and improve the
economic condition of the community and its citizens, which is more particularly described in the Planning
Department and the Community Redevelopment Agency (CRA) Fund.
Transportation – Includes cost of services of services for safe and adequate flow of vehicles, travelers,
and pedestrians as reflected in the Streets division.
Cultural/Recreation – Includes cost of providing and maintaining cultural and recreational facilities and
activities for the benefit of citizens and visitors, which is provided by the Library and Recreation
departments.
Utilizing the functional categories listed above, the 4 year appropriations history is presented in the
following table and graph:
66
2012-13
General Government
$
Public Safety
2013-14
6,491,330
$
2014-15
5,231,990
$
2015-16
5,934,950
$
5,945,330
11,633,960
10,960,645
11,703,295
10,168,540
2,749,485
2,115,600
2,091,480
1,877,375
10,045,745
11,458,925
11,708,010
20,481,000
2,835,130
2,781,190
2,577,455
2,560,915
Transportation
3,701,550
3,655,135
2,599,025
2,573,850
Cultural/Recreation
5,606,980
3,883,010
4,176,230
4,419,595
Public Utilty
Economic Development
Total Apprpriations
$
43,064,180
$
40,086,495
$
40,790,445
$
48,026,605
Appropriations
$50,000,000
$45,000,000
$40,000,000
Cultural/Recreation
$35,000,000
Transportation
$30,000,000
Economic Development
$25,000,000
Public Utilty
$20,000,000
$15,000,000
Public Safety
General Government
$10,000,000
$5,000,000
$2012-13
2013-14
2014-15
2015-16
Most categories have been very consistent over the four year period. Most fluctuations can be attributed to
the completion of a major capital project in one year as compared to the start of a new one in the following
year.
Public safety expenditures decreased by $1,534,755 or 13.2% due to the completion of a new fire station.
The public utility category increased by $8,772,990 or 75% due to the start of two new projects, a regional
bio solids and organic waste composting facility at the wastewater treatment plant and a new citywide
Anionic Ion-Exchange project.
67
As presented in the following graph, 28.27% are attributable to personal services, 30.04% are related to
operating expenses associated with day-to-day services. Capital outlay comprise 24.31% of the overall
budget which can vary from year to year,
Expenditures by Category
CAPITAL OUTLAY,
24.31%
OPERATING
EXPENSES, 28.27%
DEBT SERVICE,
3.82%
GRANTS AND AIDS
0.05%
PERSONNEL
SERVICES 30.04%
OTHER USES 13.51%
Personnel Services
Total personnel service cost increased from $13,613,090 to $14,427,705, an increase of $814,634 or 6%.
Components of the increase are reflected below:
Salaries
Fringes
Total
2014-15
2015-16
% Change
$ 9,506,080
$ 10,218,595
7.5%
4,107,010
$ 13,613,090
4,209,110
$ 14,427,705
2.5%
6.0%
Salaries and fringes increased in the General Fund from $11,242,365 to $11,721,725, an increase of
$479,360 or 4.3%. The Water/Sewer Utility Fund experienced a similar increase of $141,715 or 6.7% from
last year. The Stormwater Fund incurred a decrease of $17,475, from $251,120 to $233,645. A decrease
of 7%. This decrease is due to personnel realignment within the fund.
The fiscal year 2015-16 budget reflects an increase in positions, from 270 positions to 280 which include
both full and some part time personnel. Of the 10 position increase, 0.5 positions were added to the General
Fund, 3.5 positions were added to the Water/Sewer Fund and 6 positions to the CRA Fund.
A wage and classification study was performed by the Human Resources Department in preparation of the
fiscal year 2015-16 budget. The results of that study have been incorporated into the adopted appropriation
amounts for personnel services, being the main contributor for the majority of the increase in cost. Fund
balance is being utilized to offset increased cost associated with any result of the study applicable to the
68
General Fund. Increased cost in all other funds as a result of the study have been absorbed by reoccurring
operating revenues. Also the City has experienced an increase of 10% in its health insurance cost or
approximately $240,000.
The City froze the existing general employees defined benefit pension plan during fiscal year 2014-15 and
replaced it with a defined contribution plan. Non vested participants of the defined benefit plan were given
a choice to move their benefits from that plan to the defined contribution plan. All vested member’s benefits
have been calculated and will be available once the existing benefit plan provisions are met. The defined
contribution plan requires the City to contribute 10% of salary with a match of 5% from the employee.
General employees will vest on a graduated scale with full vesting occurring once an employee reaches 5
years of service. All general employees that were vested in the defined benefit plan are automatically vested
in the defined contribution plan. Retirement costs were adjusted for fiscal year 2015-16 to reflect these
pension reform changes.
The overall general employee pension cost for fiscal year 2015-16 is $778,625. Police and Fire pension
contributions of $434,605 and $409,585 respectively are included in this year’s budget.
AUTHORIED POSITIONS
SALARIES AND FRINGES
2015-16
2015-16
2014-15
2014-15
2013-14
2013-14
2012-12
2012-12
0.00
50.00
100.00
150.00
General Fund
200.00
250.00
300.00
0
Other Funds
5,000,000
General Fund
10,000,000
15,000,000
Other Funds
Operating Expenses
Operating expenses remained relatively flat other than the CRA Fund and the Stormwater Fund. For the
first time since the recession of 2009 the CRA is experiencing a surplus. This surplus amount of $536,000
has been budgeted as a contingency item until a project can be identified to utilize the funding. The City is
in the process of redeveloping its stormwater master plan and has placed approximately $500,000 in
contingency to fund any resulting projects or initiatives. The overall result is an increase in citywide
operating expenses of $712,200 or 5.6%.
CAPITAL OUTLAY
Capital outlay in all funds increased from $6,026.345 in fiscal year 2014-2015 to $11,672,885, an increase
of $5,646,540 or 93.7%. Capital outlay in the Water/Sewer Fund increased $8,092,990 for the bio-solids
and organic waste composting facility and the Anionic Ion-Exchange project which accounts for the
increase. The General Fund capital projects appropriations decreased by $1,119,850.
69
In recent years, the City has constructed a new City Hall and Library in the downtown area. In fiscal year
2014-2015 a new fire station was completed and placed into service. The initiative for fiscal year 20152016 is in water/sewer utilities.
A regional bio-solids and organic waste composting facility has been designed and construction will be
complete by the end of fiscal year 2015-16. The composting facility is designed for recycling municipal
bio-solids from the Haines City Wastewater Treatment Plant, bio-solids of other municipal plants in the
area, animal manure, and other organic waste streams (collectively “Organic Waste”) that would otherwise
be disposed of in a landfill or land applied will now be diverted. Regionally generated yard waste will be
used as the amendment/bulking agent. The facility will produce compost products suitable for marketing
and distribution as a Class A/EQ material with demonstrated water conservation and nutrient pollution
control properties.
Also, the Anionic Ion-Exchange project at both Water Treatment Plant No.1 and No.2 with the overall goal
to: (1) control Disinfection BY-Products (DBP’s) to below the target goal of 60ug/L for trihalomethanes
(THMs) and 40ug/L for halo acetic acids (HAAs) at WTP No.1 using an Ion Exchange (IX) process and
other treatment enhancements; (2) enhance the WTP No. 1 and No. 2 Control Systems.
Beyond the specific utility improvements, the majority of City capital purchases represents replacement of
equipment and vehicles that are more costly to maintain than to replace.
The following graph represents the total capital improvements by fund:
Capital Outlay by Fund
Stormwater
0.5%
6.0%
Sewer
45.7%
General Fund
3.4%
CRA Fund
0.2%
Water
44.1%
70
The following is a schedule of major capital outlay for entire city by type:
Capital Outlay by Type
Machinery &
Equipment
7.9%
Library Materials
0.4%
Land
2.4%
Buildings
35.1%
Infrastructure
54.2%
Category
Land
Buildings
Infrastructure
Machinery & Equipment
Library Materials
Amount
$
275,000
4,101,890
6,321,500
924,495
50,000
TOTAL
$
71
11,672,885
Fiscal Year 2015-16 Capital Outly Listing
General Fund
Laserfiche Upgrade phase 1
Microsoft EA
Server Replacement
Backup system software
IT
IT
IT
IT
56,000
55,740
17,000
5,000
133,740
Digital Persona
Tasers (5)
Patrol Vehicle (1)
Admin Vehicle (1)
Canine Vehicle (2)
Grant
Police
Police
Police
Police
Police
Police
10,000
6,200
27,045
23,670
66,440
16,380
149,735
Admin Vehicle (1)
Fire
23,670
Library Materials
Library
50,000
Parks
40,000
Replacement of Plyground Flooring - 8 Acre Park
General Fund Total
397,145
CRA Fund
Resurface Lake Eva Basketball and Tennis Courts
Parks
28,000
Water/Sewer Fund
Install 6,300 ft of 20" water main on Main
St & 5th St - WTP #1, replace Finish Water Meter WTP #1
Ion Anionic Exchange
3/4 Ton Pickup 4x4
Water
Water
Water
500,000
4,000,000
25,000
4,525,000
Force Main Installation (Hinson to Freedom)
Force Main From Robinson to N. 20th St. - Design (lift stations 8/9)
Compost Facility at the Wastewater Treatment Plant
Miscelaneous
Wastewater
Wastewater
Wastewater
95,000
4,101,890
171,675
4,368,565
Utility Maint.
Utility Maint.
Utility Maint.
Utility Maint.
1 ton Pickup 4x4 w/ Boom
3/4 Ton Pickup 4x4
Tractor with Bush Hog and wings
Skid Steer with Attachments
53,000
37,000
40,000
79,000
209,000
Install 6,300 ft of 20" water main on Main
St & 5th St - WTP #1, replace Finish Water Meter WTP #1
Water Impact
518,500
Force Main Installation (Hinson to Freedom)
Force Main From Robinson to N. 20th St. - Design (lift stations 8/9)
Wastewater Impact
95,000
Reclaimed Water Project Phase 1B- Filtration hypochlorination, 3MG ground storage tank and high service pump
Design of Rapid Infiltration Basin
Purchase of property for wet weather effluent disposal
Miscelaneous
Miscelaneous
Wastewater Impact
150,000
Wastewater Impact
Wastewater Impact
Wastewater Impact
Wastewater Impact
125,000
275,000
50,000
171,675
866,675
Total Water/Wastewater Fund
72
10,487,740
Stormwater Fund
Individual projects have not been identified at this time. The amount
shown here is an amount available which includes excess current year
operating revenues of $158,000 and the remainder from fund balance.
60,000
Transportaation Impact Fund
Johnson Avenue Improvements
DowntownTrail Lighting
Total Transportation Impact
Total City Wide
500,000
200,000
700,000
11,672,885
73
REVENUE AND EXPENDITURE/EXPENSE
SUMMARIES
74
Our Mission
Our Vision
75
Fiscal Year 2016
COMPARATIVE YEARS SUMMARY
ALL APPROPRIATED FUNDS
REVENUES
ADOPTED
BUDGET
FY 2013
ADOPTED
BUDGET
FY 2014
ADOPTED
BUDGET
FY 2015
ADOPTED
BUDGET
FY 2016
Ad Valorem Taxes
Other Taxes
Judgments, Fines and Forfeits
Miscellaneous Revenues
Other Sources
5,669,070
3,154,200
3,006,000
1,907,285
12,293,050
2,258,050
1,396,390
13,380,135
5,819,050
2,907,000
4,915,800
1,942,785
12,422,410
1,654,700
1,233,100
9,191,650
6,067,110
2,915,300
6,069,500
2,103,500
11,793,590
1,336,700
1,359,000
9,145,745
6,598,100
3,060,500
5,801,000
2,256,880
11,812,900
856,700
1,623,810
16,016,715
TOTAL REVENUES
43,064,180
40,086,495
40,790,445
48,026,605
General Government
Public Safety
Public Utility
Transportation
Economic Environment
Culture/Recreation
6,497,420
11,633,960
2,249,105
10,546,125
3,701,550
2,829,130
5,606,890
5,231,990
10,960,645
2,115,600
11,458,925
3,655,135
2,781,190
3,883,010
5,934,950
11,703,295
2,091,480
11,708,010
2,599,025
2,577,455
4,176,230
5,945,330
10,168,540
1,877,375
20,481,000
2,573,850
2,560,915
4,419,595
TOTAL EXPENDITURES/EXPENSES
43,064,180
40,086,495
40,790,445
48,026,605
EXPENDITURES/EXPENSES
76
Fiscal Year 2016
GENERAL FUND
REVENUES
Ad Valorem Taxes
Other Taxes
Other Sources
TOTAL REVENUES
ADOPTED
BUDGET
FY 2013
ADOPTED
BUDGET
FY 2014
ADOPTED
BUDGET
FY 2015
ADOPTED
BUDGET
FY 2016
5,669,070
3,154,200
2,561,000
1,907,285
3,344,670
2,229,550
463,600
2,100,545
5,819,050
2,907,000
4,187,700
1,942,785
3,377,910
1,624,200
328,400
1,967,540
6,067,110
2,915,300
4,810,000
2,103,500
3,232,590
1,308,700
279,900
2,833,320
6,598,100
3,060,500
4,466,500
2,256,880
3,222,400
824,450
239,900
2,085,325
21,429,920
22,154,585
23,550,420
22,754,055
4,636,420
9,152,625
2,249,105
1,329,550
512,920
3,549,300
5,231,990
9,040,395
2,115,600
1,572,635
466,955
3,727,010
5,934,950
10,078,915
2,091,480
1,225,025
264,820
3,955,230
5,945,330
9,729,540
1,877,375
1,173,850
238,640
3,789,320
21,429,920
22,154,585
23,550,420
22,754,055
General Government
Public Safety
Transportation
Culture/Recreation
77
Fiscal Year 2016
CRA FUND
REVENUES
ADOPTED
BUDGET
FY 2013
ADOPTED
BUDGET
FY 2014
ADOPTED
BUDGET
FY 2015
ADOPTED
BUDGET
FY 2016
Other Sources
0
839,190
1,483,020
0
855,000
1,459,235
0
1,031,250
1,281,385
0
1,208,960
1,370,990
TOTAL REVENUES
2,322,210
2,314,235
2,312,635
2,579,950
General Government
Public Safety
Culture/Recreation
6,000
0
2,316,210
0
0
0
2,314,235
0
0
0
2,312,635
0
0
0
2,322,275
257,675
2,322,210
2,314,235
2,312,635
2,579,950
78
Fiscal Year 2016
WATER AND SEWER ENTERPRISE FUND
REVENUES
ADOPTED
BUDGET
FY 2013
ADOPTED
BUDGET
FY 2014
ADOPTED
BUDGET
FY 2015
ADOPTED
BUDGET
FY 2016
Other Sources
0
8,451,500
500
45,000
784,245
0
8,569,500
500
24,500
1,446,370
0
8,561,000
500
32,500
1,868,345
0
8,590,500
250
163,100
9,432,475
TOTAL REVENUES
9,281,245
10,040,870
10,462,345
18,186,325
Public Utility
9,281,245
10,040,870
10,462,345
18,186,325
9,281,245
10,040,870
10,462,345
18,186,325
79
Fiscal Year 2016
ALL OTHER APPROPRIATED GOVERNMENTAL FUNDS
REVENUES
ADOPTED
BUDGET
FY 2013
ADOPTED
BUDGET
FY 2014
ADOPTED
BUDGET
FY 2015
ADOPTED
BUDGET
FY 2016
Other Sources
170,000
0
28,000
35,100
8,532,825
288,100
0
30,000
16,200
3,824,450
297,000
0
27,500
7,600
2,887,280
329,000
0
32,000
5,600
1,845,000
TOTAL REVENUES
8,765,925
4,158,750
3,219,380
2,211,600
Other General Government
Public Safety
Transportation
Culture/Recreation
1,855,000
2,481,335
2,372,000
0
2,057,590
0
1,920,250
2,082,500
0
156,000
0
1,624,380
1,374,000
0
221,000
0
439,000
1,400,000
0
372,600
8,765,925
4,158,750
3,219,380
2,211,600
80
Fiscal Year 2016
ALL OTHER APPROPRIATED ENTERPRISE FUNDS
REVENUES
Other Sources
ADOPTED
BUDGET
FY 2013
ADOPTED
BUDGET
FY 2014
ADOPTED
BUDGET
FY 2015
ADOPTED
BUDGET
FY 2016
275,000
0
496,880
13,500
479,500
440,000
0
475,000
9,000
494,055
962,500
0
0
7,750
275,415
1,005,500
0
0
6,250
1,282,925
1,264,880
1,418,055
1,245,665
2,294,675
Public Utility
1,264,880
1,418,055
1,245,665
2,294,675
1,264,880
1,418,055
1,245,665
2,294,675
TOTAL REVENUES
81
Our Mission
Our Vision
82
Fiscal Year 2016
REVENUES - BY TYPE
GENERAL FUND
2012-13
Actual
Taxes
311.100
312.300
312.400
314.100
314.300
314.400
314.800
315.100
316.100
316.200
Ad Valorem Taxes (7.7900 mills)
County 1 Cent Voted Gas Tax, 9th Cent
Local Option Gas Tax
Utility Tax - Electric
Utility Tax - Water
Utility Tax - Gas
Utility Tax - Propane
Communications Services Tax
Local Business Tax
Local Business Tax - County Collected
Total
2013-14
Actual
2014-15
Budget
2015-16
Budget
5,633,091
77,713
701,146
1,165,788
273,833
105
32,636
543,154
62,151
10,352
8,499,970
5,755,488
81,199
742,931
1,242,415
273,186
(77)
42,268
533,364
60,568
11,380
8,742,721
6,067,110
81,300
730,000
1,160,000
285,000
4,000
40,000
545,000
60,000
10,000
8,982,410
6,598,100
85,000
775,000
1,275,000
285,000
500
40,000
530,000
60,000
10,000
9,658,600
322.100 Building Permits
323.100 Franchise - Electric
323.400 Franchise - Gas
323.700 Franchise - Solid Waste
325.200 Special Assessments - Service Charges
329.100 Other Lic/Fee/Permits
329.150 Right-of-Way Utilization
329.200 Administrative Fee
329.210 Admin Costs - Lot Clean Up
329.220 Admin Fee - Code Compliance
Total
668,249
1,595,278
71,518
223,599
0
182,056
0
23,265
5,621
0
2,769,586
630,573
1,675,552
74,107
229,920
1,375,927
178,423
200
24,042
6,080
269
4,195,093
565,000
1,625,000
65,000
200,000
2,170,500
155,000
0
25,000
4,500
0
4,810,000
565,000
1,625,000
65,000
200,000
1,800,000
180,000
0
25,000
5,500
1,000
4,466,500
331.210 Public Safety
335.120 State Revenue Sharing
335.140 Mobile Home Licenses
335.150 Alcoholic Beverage Licenses
335.180 1/2 Sales Tax
335.230 Firefighter Supplement
335.490 Gas Tax Rebate - Municipal Veh.
337.200 Contributions Polk County - Public Safety
338.110 Polk County Library Coop.
Total
52,049
606,197
54,644
9,770
1,079,941
6,532
14,906
8,568
131,753
1,964,360
15,986
659,290
56,340
10,270
1,146,744
5,476
15,072
3,210
188,203
2,100,590
18,500
675,000
55,000
11,000
1,190,000
6,500
15,000
7,500
125,000
2,103,500
16,380
715,000
55,000
11,000
1,260,000
6,000
15,000
3,500
175,000
2,256,880
342.100 SRO Supplement (Police Officers)
342.150 Lake Hamilton Dispatch Services
342.500 Protective Inspection Fees
342.900 Public Safety - D.O.T. R/W
342.910 Red Light Camera Program
343.410 Garbage/Solid Waste
343.420 Garbage/Special Pick-up
343.810 Cemetery Fees
344.910 Other Transportation Revenue
148,924
25,978
43,213
23,947
250
2,512,576
477
45,019
85,507
152,924
0
58,085
5,084
3,850
2,433,380
372
59,196
24,740
162,190
0
36,000
23,900
0
2,400,000
1,000
40,000
80,000
175,000
0
0
23,900
0
2,400,000
1,000
40,000
80,000
83
Fiscal Year 2016
REVENUES - BY TYPE
GENERAL FUND
2012-13
Actual
347.100
347.210
347.230
347.250
349.000
349.001
349.100
Library Programs
Program Activity Fees
Swimming Pools
Tennis Lessons
Other Charges for Services
Other Charges for Services-Permit Surcharge
Other Charges for Services-Lien Search
Total
351.100 Court Fines
351.220 Judgments and Fines - Circuit
351.600 Judgments and Fines - Juvenile
352.100 Library Fees
354.100 Parking Violations
354.110 Solid Waste Ord Violation
354.130 Violation Red Light Camera Ordinance
359.100 Code Enforcement Fines/Liens
359.200 Other Fines
Total
2014-15
Budget
2015-16
Budget
30
242,801
202,301
22,304
21,029
2,094
0
3,376,450
528
223,753
196,455
24,480
19,906
1,868
15,101
3,219,724
1,000
258,000
200,000
20,000
10,000
500
0
3,232,590
1,000
250,000
200,000
20,000
15,000
1,500
15,000
3,222,400
91,329
106
100
13,685
25
24,150
1,354,530
144,495
702
1,629,123
70,764
70
150
14,912
0
7,875
830,761
133,937
1,000
1,059,469
100,000
0
0
11,500
200
15,000
1,075,000
107,000
0
1,308,700
75,000
0
0
13,500
200
10,000
615,000
110,000
750
824,450
20,899
73,322
0
1,832
3,131
3,073
8,101
3,420
14,272
533
1,050
0
464
2,480
13,307
139,041
52,860
53,259
0
391,045
14,836
62,962
596,665
1,638
4,624
6,945
7,496
9,540
2,874
1,017
0
1,303
425
2,671
637
150,762
7,224
26,186
0
897,805
30,000
70,000
0
2,500
3,000
3,500
7,500
2,000
2,000
1,000
1,200
1,500
500
2,500
2,500
100,000
0
50,000
200
279,900
15,000
70,000
0
2,500
3,000
3,500
7,500
2,000
2,000
1,000
1,200
1,500
500
2,500
2,500
100,000
0
25,000
200
239,900
0
1,385,835
0
0
0
1,385,835
477,996
0
0
1,600,000
1,230,870
0
0
1,600,000
140,825
0
361.100 Interest Earnings
362.100 Rents
364.100 Disposition Fixed Assets
365.100 Sale Surplus Material/Scrap
366.100 Christmas Parade/Donations
366.170 Glitter, Glisten & Snow
366.190 Share X-Mas With You
366.200 Ridge League
366.400 Gifts/Donations - Miscellaneous
366.650 Fall Fest
366.900 Donations/Fire Dept.
366.910 Shop With a Cop or Firefighter
366.960 Easter Egg/Donations
366.970 Employee Christmas Party
366.980 Library Gifts Donations
366.990 4th of July
369.100 Insurance Proceeds
369.400 Other Misc. Revenue
369.500 Sale of Zoning Maps
Total
Other Sources
381.000 Transfer - Other
382.100 Transfer - Enterprise Fund
383.100 Proceeds From Installment Loans
388.100 Sale of General Capital
2013-14
Actual
84
Fiscal Year 2016
REVENUES - BY TYPE
GENERAL FUND
2012-13
Actual
389.100 Transfer From Fund Balance
389.110 Transfer From Designated Fund Balance
Total
Total General Fund Revenues
2013-14
Actual
2014-15
Budget
2015-16
Budget
0
0
1,385,835
0
0
1,863,831
0
2,450
2,833,320
344,500
0
2,085,325
20,016,369
22,079,233
23,550,420
22,754,055
85
Fiscal Year 2016
REVENUES - BY TYPE
2012-13
Actual
351.300 Police Education
Total
2013-14
Actual
2014-15
Budget
2015-16
Budget
16,582
16,582
11,146
11,146
12,500
12,500
10,000
10,000
67
67
48
48
100
100
50
50
0
0
0
0
12,500
12,500
4,000
4,000
Subtotal LEET
16,649
11,194
25,100
14,050
351.200 Confiscated Property
Total
22,436
22,436
19,299
19,299
15,000
15,000
22,000
22,000
205
0
205
151
0
151
100
0
100
100
0
100
0
0
0
0
20,000
20,000
40,000
40,000
Subtotal Confiscated Property
22,641
19,450
35,100
62,100
324.110 Police Impact Fees (Residential)
324.120 Police Impact Fees (Commercial)
Total
45,204
3,203
48,406
34,020
1,048
35,068
32,000
0
32,000
32,000
2,500
34,500
293
293
25
25
100
100
100
100
0
0
0
0
0
0
0
0
48,699
35,093
32,100
34,600
Total
Other Sources
Total
369.900 Miscellaneous Revenue
Total
Other Sources
Total
Total
Other Sources
Total
Subtotal Police Impact Fees
86
Fiscal Year 2016
REVENUES - BY TYPE
2012-13
Actual
324.110 Fire Impact Fees (Residential)
324.120 Fire Impact Fees (Commercial)
Total
2013-14
Actual
2014-15
Budget
2015-16
Budget
39,358
4,680
44,038
25,272
1,532
26,804
25,000
0
25,000
25,000
2,500
27,500
1,050
1,050
623
623
800
800
750
750
0
0
0
0
204,780
204,780
300,000
300,000
45,088
27,427
230,580
328,250
324.310 Transportation Impact Fees (Residential)
324.320 Transportation Impact Fees (Commercial)
Total
136,047
256,063
392,110
128,358
72,622
200,980
120,000
50,000
170,000
120,000
75,000
195,000
334.490 Other Transportation
Total
134,796
134,796
0
0
0
0
0
0
7,243
7,243
4,834
4,834
4,000
4,000
4,000
4,000
Other Sources
Total
0
0
0
0
1,200,000
1,200,000
1,201,000
1,201,000
Subtotal Transportation Impact Fees
534,149
205,814
1,374,000
1,400,000
71,600
71,600
64,800
64,800
50,000
50,000
50,000
50,000
0
0
0
0
0
0
0
0
482
482
464
464
500
500
500
500
Total
Other Sources
Total
Subtotal Fire Impact Fees
Total
324.610 Recreation Impact Fees (Residential)
Total
337.700 Local Government Unit Grant-Culture/Recreation
Total
Total
87
Fiscal Year 2016
REVENUES - BY TYPE
2012-13
Actual
Other Sources
Total
2013-14
Actual
2014-15
Budget
2015-16
Budget
0
0
0
0
150,000
150,000
300,000
300,000
Subtotal Recreation Impact Fees
72,082
65,264
200,500
350,500
324.610 Library Impact Fees (Residential)
Total
32,936
32,936
29,808
29,808
20,000
20,000
22,000
22,000
237
237
71
71
500
500
100
100
0
0
0
0
0
0
0
0
33,173
29,879
20,500
22,100
772,481
394,121
1,917,880
2,211,600
Total
Other Sources
Total
Subtotal Library Impact Fees
Total General Fund Impact Fees and Miscellaneous
88
Fiscal Year 2016
REVENUES - BY TYPE
COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND
2012-13
Actual
331.520 Economic Environment - C.D.B.G.
337.700 Local Govt Unit Grant - Culture/Rec
Total
2013-14
Actual
2014-15
Budget
2015-16
Budget
284,610
0
284,610
0
0
0
0
0
0
0
0
0
2,713
2,713
1,604
1,604
750
750
500
500
Other Sources
389.100 Contributions - City (Trans. from G/F)
389.110 Contributions - City (CRA-Debt Service)
389.900 Prior Years Revenue
Total
1,007,755
0
0
1,007,755
1,040,620
391,861
0
1,432,481
1,198,705
82,680
0
1,281,385
1,370,990
0
0
1,370,990
Subtotal CRA Fund (City)
1,295,078
1,434,085
1,282,135
1,371,490
824,588
824,588
903,408
903,408
1,030,500
1,030,500
1,208,460
1,208,460
331.520 Economic Environment - C.D.B.G.
334.700 State Grant - Culture/Recreation
337.700 Local Govt Unit Grant - Culture/Rec
Total
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Total
0
0
0
0
0
0
0
0
824,588
903,408
1,030,500
1,208,460
2,119,666
2,337,493
2,312,635
2,579,950
Total
Taxes
311.100 Contributions - Polk County
Total
Subtotal CRA Fund (County)
Total CRA Fund Revenues
89
Fiscal Year 2016
REVENUES - BY TYPE
CAPITAL PROJECTS
2012-13
Actual
361.100 Interest on Investements
Total
Other Sources
384.000 Debt Proceeds
Total
Total Capital Projects
90
2013-14
Actual
2014-15
Budget
2015-16
Budget
5,897
0
5,897
2,887
0
2,887
1,500
0
1,500
0
0
0
0
0
0
0
0
0
0
1,300,000
1,300,000
0
0
0
5,897
2,887
1,301,500
0
Fiscal Year 2016
REVENUES - BY TYPE
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
Water Utility Revenue
343.310 Water Utility Revenue
343.311 Accrued Guaranteed Rev Fees - WTR
343.320 Other Water Charges/Fees
343.330 Other Income (Water Taps)
343.340 Fire Hydrants & Taps
343.350 Reclaimed Water
Total
3,037,913
33,348
117,276
68,520
0
2,000
3,259,057
3,067,458
27,841
136,582
58,020
0
2,000
3,291,902
3,100,000
27,500
127,500
55,000
0
2,000
3,312,000
3,107,000
27,500
120,000
55,000
0
2,000
3,311,500
Wastewater Utility Revenue
343.510 Sewer Utility
343.511 Accrued Guaranteed Rev Fees - WWTR
343.530 Industrial Waste Permit & Insp. Fee
343.550 Other Income (Sewer Taps)
Total
5,097,035
168,395
26,623
4,650
5,296,703
5,215,681
144,263
0
6,145
5,366,089
5,075,000
120,000
50,000
4,000
5,249,000
5,120,000
135,000
20,000
4,000
5,279,000
125
125
75
75
500
500
250
250
343.900 Other Physical Environment Revenue
361.100 Interest Income
364.100 Disposition Fixed Assets
365.100 Sales of Surplus Materials & Scrap
369.100 Insurance Proceeds
Total
11,718
21,538
0
1,406
48,837
7,496
90,995
14,417
16,893
(43,889)
0
0
7,573
-5,005
8,000
18,000
0
1,500
0
5,000
32,500
10,000
15,000
0
1,000
0
137,100
163,100
Other Sources
381.100 Transfers
389.400 Grants & Donations - Other Sources
Total
498,332
0
498,332
663,334
0
663,334
0
0
0
0
0
0
9,145,212
9,316,395
8,594,000
8,753,850
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
335,604
0
335,604
0
0
0
0
0
0
1,868,345
1,868,345
8,101,890
0
1,330,585
9,432,475
9,480,816
9,316,395
10,462,345
18,186,325
354.100 Violations of Local Ordinances
Total
Subtotal Water and Sewer Fund Operating Revenues
331.310 Federal Grant - Water Supply System
334.350 State Grant - Sewer/Wastewater
337.300 Locat Gov't Unit Grant - SWFWMD
Total
Other Sources
383.100 Installment Purchases and Capital Lease Proceeds
389.800 Capital Cont From Private Source
389.900 Other Non-Operating Sources (Retained Earnings)
Total
Total Water and Sewer Fund Revenues
91
Fiscal Year 2016
REVENUES - BY TYPE
ALL OTHER APPROPRIATED ENTERPRISE FUNDS
2012-13
Actual
324.210 Water Impact Fees (Residential)
324.220 Water Impact Fees (Commercial)
Total
2013-14
Actual
2014-15
Budget
2015-16
Budget
102,362
20,690
123,052
97,770
6,577
104,347
75,000
7,500
82,500
82,500
10,000
92,500
1,243
1,243
1,061
1,061
1,250
1,250
1,000
1,000
0
0
0
0
0
0
425,000
425,000
Subtotal Water Impact Fees
124,295
105,408
83,750
518,500
324.210 Sewer Impact Fees (Residential)
324.220 Sewer Impact Fees (Commercial)
Total
502,227
93,602
595,829
469,920
35,097
505,017
350,000
40,000
390,000
350,000
55,000
405,000
5,585
5,585
3,966
3,966
5,000
5,000
3,750
3,750
0
0
0
0
0
0
0
165,000
165,000
0
457,925
457,925
Subtotal Sewer Impact Fees
601,414
508,983
560,000
866,675
Total Water and Sewer Impact Fees
725,709
614,391
643,750
1,385,175
Total
Other Sources
Total
Total
Other Sources
384.000 Debt Proceeds
Total
92
Fiscal Year 2016
REVENUES - BY TYPE
STORMWATER UTILITY FUND
2012-13
Actual
325.200 Special Assessments - Service Charges
Total
334.360 State Grant - Stormwater
Total
343.910 Stormwater Fees
Total
369.900 Miscellaneous Revenue
Total
Other Sources
389.900 Prior Years Retained Earnings
Total
Total Stormwater Utility Revenues
93
2013-14
Actual
2014-15
Budget
2015-16
Budget
498,434
498,434
498,291
498,291
490,000
490,000
508,000
508,000
4,987
4,987
0
0
0
0
0
0
862
862
(34)
(34)
0
0
0
0
722
453
1,175
858
12
870
1,000
500
1,500
1,000
500
1,500
0
0
0
0
110,415
110,415
400,000
400,000
505,458
499,127
601,915
909,500
Fiscal Year 2016
REVENUES - BY TYPE
PERMITS, FEES
AND SPECIAL
ASSESSMENTS
INTERGOVERNMENTAL
REVENUE
CHARGES FOR
SERVICES
JUDGMENTS,
FINES AND
FORFEITS
MISCELLANEOUS
REVENUES
9,658,600
4,466,500
2,256,880
3,222,400
824,450
239,900
2,085,325
22,754,055
LEET FUND:
0
0
0
0
10,000
50
4,000
14,050
CONFISCATED PROPERTY
FUND:
0
0
0
0
22,000
100
40,000
62,100
POLICE IMPACT FEE FUND:
0
34,500
0
0
0
100
0
34,600
FIRE IMPACT FEE FUND:
0
27,500
0
0
0
750
300,000
328,250
TRANSPORTATION IMPACT
FEE FUND:
0
195,000
0
0
0
4,000
1,201,000
1,400,000
RECREATION IMPACT FEE
FUND:
0
50,000
0
0
0
500
300,000
350,500
LIBRARY IMPACT FEE
FUND:
0
22,000
0
0
0
100
0
22,100
COMMUNITY
REDEVELOPMENT AGENCY
FUND (CRA):
0
0
0
0
0
1,208,960
1,370,990
2,579,950
CAPITAL PROJECTS FUND:
0
0
0
0
0
0
0
0
WATER AND SEWER FUND:
0
0
0
8,590,500
250
163,100
9,432,475
18,186,325
WATER IMPACT FEE FUND:
0
92,500
0
0
0
1,000
425,000
518,500
SEWER IMPACT FEE FUND:
0
405,000
0
0
0
3,750
457,925
866,675
STORMWATER UTILITY
FUND:
0
508,000
0
0
0
1,500
400,000
909,500
9,658,600
5,801,000
2,256,880
11,812,900
856,700
1,623,810
16,016,715
48,026,605
FUND
GENERAL FUND:
TOTAL ALL FUNDS
TAXES
94
OTHER
SOURCES
TOTAL
EXPENDITURES BY OBJECT CATEGORY SUMMARY - BY FUND
PERSONNEL
OPERATING
EXPENSES/
EXPENDITURES
33,635
304,710
115,450
342,340
266,290
255,230
0
184,765
60,000
441,285
4,190,135
2,299,070
384,770
43,700
240,050
238,655
519,760
862,150
185,990
0
703,370
50,370
11,721,725
26,450
40,000
69,330
89,250
72,305
104,000
150,000
53,875
944,300
114,990
1,679,420
393,340
59,610
1,833,675
933,800
21,300
97,700
434,440
72,600
136,800
360,875
24,510
7,712,570
0
0
0
0
0
133,740
0
0
0
0
149,735
23,670
0
0
0
0
50,000
40,000
0
0
0
0
397,145
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
25,335
0
0
0
0
0
0
0
0
0
0
0
0
0
25,335
0
0
0
0
0
195,210
0
0
1,897,595
3,930
389,070
160,720
0
0
0
0
212,945
37,810
0
0
0
0
2,897,280
60,085
344,710
184,780
431,590
338,595
688,180
150,000
238,640
2,927,230
560,205
6,408,360
2,876,800
444,380
1,877,375
1,173,850
259,955
880,405
1,374,400
258,590
136,800
1,064,245
74,880
22,754,055
LEET FUND:
0
14,050
0
0
0
0
14,050
CONFISCATED PROPERTY FUND:
0
62,100
0
0
0
0
62,100
POLICE IMPACT FEE FUND:
0
34,600
0
0
0
0
34,600
FIRE IMPACT FEE FUND:
0
318,230
0
0
0
10,020
328,250
TRANSPORTATION IMPACT
FEE FUND:
0
700,000
700,000
0
0
0
1,400,000
RECREATION IMPACT FEE FUND:
0
350,500
0
0
0
0
350,500
LIBRARY IMPACT FEE FUND:
0
22,100
0
0
0
0
22,100
0
0
0
71,785
20,800
118,430
0
0
211,015
0
0
0
1,000
4,100
13,560
339,030
0
357,690
0
0
0
28,000
0
0
0
0
28,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
774,785
1,208,460
1,983,245
0
0
0
100,785
24,900
131,990
1,113,815
1,208,460
2,579,950
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
FUND/DIVISION
GENERAL FUND:
City Commission
City Manager
City Clerk
Finance
Human Resources
I.T.
City Attorney
Planning
Facilities Maintenance
Police
Fire
Building Inspection
Garbage/Solid Waste
Transportation
Fleet Maintenance
Library
Parks
Pools
Special Events
Recreation
Summer Recreation
GENERAL FUND TOTAL
COMMUNITY REDEVELOPMENT
AGENCY FUND (CRA):
Other General Government (City)
Other General Government (County)
Community Policing (City)
Streetscape Maintenance (City)
Aquatics (City)
Banquet Hall (City)
Other Economic Development (City)
Other Economic Development (County)
CRA TOTAL
CAPITAL PROJECTS FUND:
Fire
Library
CAPITAL
OUTLAY
95
DEBT
SERVICE
GRANTS &
AIDS
OTHER
USES
TOTAL
FUNDS
EXPENDITURES BY OBJECT CATEGORY SUMMARY - BY FUND
PERSONNEL
OPERATING
EXPENSES/
EXPENDITURES
214,550
0
335,350
730,375
981,045
2,261,320
91,100
1,017,555
817,195
1,149,700
314,300
3,389,850
0
0
4,525,000
4,368,565
209,000
9,102,565
0
1,832,590
0
0
0
1,832,590
0
0
0
0
0
0
0
1,600,000
0
0
0
1,600,000
305,650
4,450,145
5,677,545
6,248,640
1,504,345
18,186,325
WATER IMPACT FEE FUND:
0
0
518,500
0
0
0
518,500
SEWER IMPACT FEE FUND:
0
0
866,675
0
0
0
866,675
233,645
615,855
60,000
0
0
0
909,500
14,419,360
13,585,890
11,672,885
1,832,590
25,335
6,490,545
48,026,605
FUND/DIVISION
WATER AND SEWER FUND:
Utility Billing
General Services
Water Utility
Sewer Utility
Utility Maintenance
WATER AND SEWER FUND TOTAL
STORMWATER UTILITY FUND:
TOTAL ALL FUNDS
CAPITAL
OUTLAY
96
DEBT
SERVICE
GRANTS &
AIDS
OTHER
USES
TOTAL
FUNDS
Fiscal Year 2016
DIVISION EXPENDITURE DETAIL
(All Object Codes)
Department/Division Detail
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
11.XX Executive Salaries
12.XX Regular Salaries and Wages
14.XX Overtime
15.XX Special Pay
21.XX FICA Taxes
22.XX Retirement Contributions
23.XX Life and Health Insurance
24.XX Workers' Compensation
25.XX Unemployment Compensation
Total Personnel Services
26,700
8,920,043
295,478
44,317
694,232
1,646,790
1,477,290
206,166
36,522
13,347,537
31,200
8,132,558
359,728
46,117
644,882
1,712,299
1,287,534
171,308
21,677
12,407,302
31,200
9,116,680
316,155
42,045
718,555
1,755,645
1,379,580
208,230
45,000
13,613,090
31,200
9,790,840
331,015
65,540
781,750
1,562,590
1,622,815
206,955
35,000
14,427,705
OPERATING EXPENSES
31.XX Professional Services
32.XX Accounting and Auditing
34.XX Other Services
35.XX Investigations
40.XX Travel and Per Diem
41.XX Communications Services
42.XX Freight and Postage Services
43.XX Utility Services
44.XX Rentals and Leases
45.XX Insurance
46.XX Repair and Maintenance Services
47.XX Printing and Binding
48.XX Promotional Activities
49.XX Other Current Charges and Obligations
51.XX Office Supplies
52.XX Operating Supplies
53.XX Road Materials and Supplies
54.XX Books, Publications, Subscriptions and Memberships
55.XX Training
59.XX Depreciation
Total Operating Expenses
1,289,039
61,871
3,740,195
3,644
43,003
146,060
82,795
1,348,048
81,626
515,488
892,457
52,200
11,142
331,822
28,744
1,488,152
17,339
29,289
67,720
1,600,010
11,830,644
693,750
60,400
3,659,321
4,304
54,103
150,512
95,126
1,351,806
69,441
586,369
824,485
39,035
36,535
349,291
33,353
1,568,724
14,610
30,510
54,031
1,731,647
11,407,351
820,260
63,000
3,976,540
4,000
72,370
192,530
106,810
1,398,580
78,575
586,235
974,455
62,950
31,600
2,624,765
38,125
1,506,400
14,400
205,865
107,885
0
12,865,345
807,155
69,000
3,615,370
6,000
78,185
193,865
85,315
1,415,000
121,800
620,000
1,077,375
68,050
43,600
3,439,570
49,000
1,529,925
14,550
218,195
125,590
0
13,577,545
0
2,394,396
448,724
416,494
54,698
3,314,312
0
105,408
686,904
406,883
83,327
1,282,522
0
1,421,500
1,086,850
3,467,995
50,000
6,026,345
275,000
4,101,890
6,321,500
924,495
50,000
11,672,885
CAPITAL OUTLAY
61.XX Land
62.XX Buildings
63.XX Infrastructure
64.XX Machinery and Equipment
66.XX Library Materials
Total Capital Outlay
97
Fiscal Year 2016
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
DEBT SERVICE
71.XX Principal
72.XX Interest
73.XX Other Debt Service Costs
Total Debt Service
0
318,662
0
318,662
0
294,107
0
294,107
1,420,095
281,195
0
1,701,290
1,575,720
256,870
0
1,832,590
GRANTS AND AIDS
81.XX Aids to Government Agencies
82.XX Aids to Private Organizations
Total Grants and Aids
11,446
197,260
208,706
12,335
180,000
192,335
12,335
13,000
25,335
12,335
13,000
25,335
6,275,509
145,500
6,421,009
6,989,945
0
6,989,945
6,559,040
0
6,559,040
6,490,545
0
6,490,545
35,440,870
32,573,562
40,790,445
48,026,605
OTHER USES
91.XX Inter-Fund Group Transfers
99.XX Other Uses
Total Other Uses
TOTAL
98
Fiscal Year 2016
GENERAL FUND
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
11.10 Executive Salaries
12.10 Regular Salaries and Wages
14.10 Overtime
15.10 Special Pay
21.10 FICA Taxes
22.10 Retirement Contributions
23.10 Life and Health Insurance
24.10 Workers' Compensation
25.10 Unemployment Compensation
26,700
7,422,653
229,996
44,317
576,426
1,382,392
1,187,116
166,735
36,522
11,072,858
31,200
6,650,023
287,302
46,117
527,404
1,416,879
1,022,310
138,013
21,677
10,140,926
31,200
7,526,175
252,855
42,045
593,765
1,472,410
1,104,475
174,440
45,000
11,242,365
31,200
7,944,070
258,215
65,540
634,890
1,326,515
1,255,920
170,375
35,000
11,721,725
506,837
41,400
3,365,068
3,644
35,352
127,719
35,869
748,117
62,422
515,387
404,848
31,333
11,005
248,029
23,965
858,650
11,747
25,817
50,906
7,108,116
446,692
29,000
3,303,220
4,304
40,058
132,485
50,529
742,662
58,708
420,610
419,655
21,712
36,535
259,063
27,062
956,000
7,828
29,057
40,595
7,025,777
498,310
31,500
3,713,790
4,000
58,000
172,005
50,410
768,580
63,275
418,385
481,955
41,200
27,600
563,085
31,500
896,000
8,550
200,235
79,685
8,108,065
462,785
32,000
3,355,620
6,000
66,060
167,070
25,915
804,200
104,200
430,000
478,515
45,800
35,100
405,200
41,200
934,525
8,550
208,090
101,740
7,712,570
CAPITAL OUTLAY
61.10 Land
62.10 Buildings
63.10 Infrastructure
64.10 Machinery and Equipment
66.10 Library Materials
0
42,739
69,124
404,434
54,698
570,994
0
29,387
0
406,883
83,327
519,597
0
40,000
0
1,426,995
50,000
1,516,995
0
0
0
347,145
50,000
397,145
GRANTS AND AIDS
81.10 Aids to Government Agencies
82.10 Aids to Private Organizations
11,446
197,260
208,706
12,335
180,000
192,335
12,335
13,000
25,335
12,335
13,000
25,335
OPERATING EXPENSES
31.10 Professional Services
32.10 Accounting and Auditing
34.10 Other Services
35.10 Investigations
40.10 Travel and Per Diem
41.10 Communications Services
42.10 Freight and Postage Services
43.10 Utility Services
44.10 Rentals and Leases
45.10 Insurance
46.10 Repair and Maintenance Services
47.10 Printing and Binding
48.10 Promotional Activities
49.10 Other Current Charges and Obligations
51.10 Office Supplies
52.10 Operating Supplies
53.10 Road Materials and Supplies
54.10 Books, Publications, Subscriptions and Memberships
55.10 Training
99
OTHER USES
91.10 Inter-Fund Group Transfers
99.10 Other Uses
Total Other Uses
FUND TOTAL
1,647,757
145,500
1,793,257
2,491,300
0
2,491,300
2,657,660
0
2,657,660
2,897,280
0
2,897,280
20,753,931
20,369,935
23,550,420
22,754,055
100
Fiscal Year 2016
OTHER APPROPRIATED GOVERNMENTAL FUNDS
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
55.10 Training
298,836
3,193
0
7,621
0
10,284
319,933
7,853
12,165
2,613
18,480
0
10,938
52,049
0
8,000
1,302,625
35,100
0
17,100
1,362,825
0
3,500
1,425,430
62,100
0
10,550
1,501,580
CAPITAL OUTLAY
62.10 Buildings
0
248,370
12,060
260,430
0
686,904
0
686,904
0
500,000
45,000
545,000
0
700,000
0
700,000
OTHER USES
Total Other Uses
435,240
435,240
135,145
135,145
10,055
10,055
10,020
10,020
1,015,603
874,098
1,917,880
2,211,600
FUND TOTAL
101
Fiscal Year 2016
COMMUNITY REDEVELOPMENT AGENCY (CRA)
(All Object Codes)
2012-13
Actual
2013-14
Actual
PERSONNEL SERVICES
14.10 Overtime
15.10 Special Pay
21.10 FICA Taxes
2,625
(100)
0
145
353
4,099
0
7,121
OPERATING EXPENSES
45.10 Insurance
2014-15
Budget
2015-16
Budget
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
148,035
0
0
11,330
14,155
34,325
3,170
211,015
3,845
0
0
0
0
0
1,140
0
0
4,985
22,762
400
0
0
0
0
0
0
0
23,162
21,310
0
0
0
0
0
0
0
0
21,310
18,000
0
0
0
0
14,660
324,530
500
0
357,690
0
0
109,034
0
109,034
0
0
0
0
0
0
0
0
0
0
0
0
28,000
0
28,000
0
0
0
0
0
0
0
0
OTHER USES
91.1X Inter-Fund Group Transfers
Total Other Uses
2,308,346
2,308,346
2,314,331
2,314,331
2,291,325
2,291,325
1,983,245
1,983,245
FUND TOTAL
2,429,486
2,337,493
2,312,635
2,579,950
CAPITAL OUTLAY
61.10 Land
62.10 Buildings
GRANTS AND AIDS
102
Our Mission
Our Vision
103
Fiscal Year 2016
CAPITAL PROJECTS FUND
(All Object Codes)
2012-13
Actual
OPERATING EXPENSES
CAPITAL OUTLAY
61.10 Land
62.10 Buildings
58,547
0
387,650
446,197
0
2,351,658
104,982
22,197
2,478,836
DEBT SERVICE
73.10 Other Debt Service Costs
Total Debt Service
FUND TOTAL
2013-14
Actual
2014-15
Budget
0
1,661
0
1,661
0
76,022
(0)
0
76,022
2015-16
Budget
0
0
0
0
0
0
0
0
0
1,301,500
0
0
1,301,500
0
0
0
0
0
0
0
0
0
0
0
0
0
2,925,033
77,683
1,301,500
0
104
Fiscal Year 2016
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
1,335,078
63,690
105,432
236,186
257,698
29,544
2,027,628
1,371,061
70,273
108,946
273,550
236,863
26,728
2,087,421
1,424,120
60,300
111,830
253,590
243,585
26,180
2,119,605
1,540,615
69,800
123,200
203,685
297,220
26,800
2,261,320
OPERATING EXPENSES
45.10 Insurance
55.10 Training
59.10 Depreciation
460,119
20,471
375,128
4,181
18,040
46,808
599,931
19,204
101
468,499
20,801
138
71,088
4,732
606,765
4,097
2,916
6,106
1,585,297
4,314,420
194,549
31,000
356,100
1,678
17,842
44,487
609,144
8,484
165,760
397,073
17,323
0
73,129
6,291
578,454
6,301
1,453
1,939
1,718,931
4,229,938
280,640
31,500
259,250
5,925
18,525
55,800
625,000
13,300
167,850
470,500
21,500
2,500
749,055
6,475
563,300
3,500
5,330
10,500
0
3,290,450
306,370
37,000
256,250
8,125
24,795
58,800
605,800
15,600
190,000
562,200
22,000
3,500
748,055
7,650
520,800
3,500
8,105
11,300
0
3,389,850
0
0
0
0
0
0
0
0
80,000
140,000
1,531,000
1,751,000
4,101,890
4,595,000
405,675
9,102,565
0
318,662
318,662
0
294,107
294,107
1,420,095
281,195
1,701,290
1,575,720
256,870
1,832,590
1,385,835
1,385,835
1,385,835
1,385,835
1,600,000
1,600,000
1,600,000
1,600,000
CAPITAL OUTLAY
62.10 Buildings
DEBT SERVICE
71.10 Principal
72.10 Interest
Total Debt Service
OTHER USES
Total Other Uses
105
FUND TOTAL
8,046,545
106
7,997,301
10,462,345
18,186,325
Fiscal Year 2016
OTHER APPROPRIATED ENTERPRISE FUNDS
(All Object Codes)
2012-13
Actual
CAPITAL OUTLAY
61.10 Land
2013-14
Actual
2014-15
Budget
2015-16
Budget
0
0
0
0
0
0
0
0
0
178,750
465,000
643,750
275,000
938,500
171,675
1,385,175
OTHER USES
Total Other Uses
498,332
498,332
663,334
663,334
0
0
0
0
FUND TOTAL
498,332
663,334
643,750
1,385,175
107
Fiscal Year 2016
STORMWATER FUND
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
59.10 Depreciation
CAPITAL OUTLAY
FUND TOTAL
108
2013-14
Actual
2014-15
Budget
2015-16
Budget
159,687
1,892
12,229
27,858
28,377
9,886
239,930
111,474
2,153
8,532
21,869
28,361
6,567
178,956
166,385
3,000
12,960
29,645
31,520
7,610
251,120
158,120
3,000
12,330
18,235
35,350
6,610
233,645
19,401
0
278
301
118
0
0
19,110
65
0
11,565
47
15,116
1,495
557
424
14,713
83,189
21,894
0
201
185
110
0
2,249
7,756
0
0
14,485
0
15,790
480
0
558
12,716
76,425
20,000
3,500
445
2,000
600
5,000
2,000
22,000
250
1,500
10,000
150
12,000
2,350
300
600
0
82,695
20,000
3,500
500
2,000
600
5,000
2,000
22,000
250
5,000
536,355
150
12,000
2,500
2,000
2,000
0
615,855
0
0
0
0
268,100
268,100
60,000
60,000
323,119
255,381
601,915
909,500
Organizational Chart
CITIZENS
OF
HAINES CITY
CITY
COMMISSION
CITY
ATTORNEY
CITY
MANAGER
CITY
CLERK
DEVELOPMENT
SERVICES
FINANCE
FIRE
HUMAN
RESOURCES
PARKS &
RECREATION
POLICE
PUBLIC WORKS
UTILITIES
109
BUDGETED PERSONNEL SUMMARY - BY FUND
2014
Budget
DIVISION
2015
Budget
2016
Budget
CITY COMMISSION
CITY MANAGER
CITY CLERK
FINANCE
HUMAN RESOURCES
I.T.
ADMINISTRATION AND PLANNING
BUILDING MAINTENANCE
POLICE
FIRE
BUILDING AND INSPECTIONS
GARBAGE/SOLID WASTE
TRANSPORTATION
FLEET MAINTENANCE
LIBRARY
PARKS
AQUATICS
RECREATION
SUMMER RECREATION
Full
Time
0.00
3.00
2.00
2.80
2.00
2.50
6.20
5.00
64.00
32.00
5.80
0.70
4.95
3.15
8.00
18.50
1.00
13.50
0.00
Part
Time
5.00
0.00
0.00
0.00
1.00
0.00
0.00
4.00
2.00
0.00
0.00
0.00
0.00
0.00
4.00
0.00
16.00
4.00
10.00
Full
Time
0.00
3.00
2.00
3.80
3.00
4.00
2.50
6.00
63.60
31.40
5.50
0.80
5.15
3.30
8.00
18.50
0.00
13.50
0.00
Part
Time
5.00
0.00
0.00
0.00
2.00
0.00
0.00
3.00
0.00
0.00
0.00
0.00
0.00
0.00
5.00
2.00
17.00
6.00
10.00
Full
Time
0.00
3.00
2.00
4.80
3.00
4.00
2.50
9.40
63.20
30.80
5.50
0.85
5.15
4.35
8.00
18.50
0.00
11.50
0.00
Part
Time
5.00
0.00
0.00
0.00
2.00
0.00
0.00
1.00
0.00
1.00
0.00
0.00
0.00
0.00
5.00
2.00
16.00
6.00
10.00
SUB-TOTAL GOVERNMENTAL FUNDS
175.10
46.00
174.05
50.00
176.55
48.00
UTILITY BILLING
WATER UTILITY
WASTEWATER UTILITY
UTILITY MAINTENANCE
STORMWATER
5.20
17.20
18.70
0.00
4.80
0.00
1.00
1.00
0.00
0.00
4.70
16.80
18.30
0.00
5.15
0.00
0.00
1.00
0.00
0.00
4.20
5.55
14.05
19.50
5.15
0.00
0.00
0.00
1.00
0.00
SUB-TOTAL ENTERPRISE FUNDS
45.90
2.00
44.95
1.00
48.45
1.00
PARKS MAINTENANCE
AQUATICS
BANQUET HALL
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2.00
0.00
3.00
0.00
1.00
0.00
SUB-TOTAL SPECIAL REVENUE FUNDS
0.00
0.00
0.00
0.00
5.00
1.00
221.00
48.00
219.00
51.00
230.00
50.00
TOTAL CITY PERSONNEL
110
Our Mission
Our Vision
111
(Departmental Details)
112
Our Mission
Our Vision
113
City Commission
The City Charter, adopted in 1914, established a council-manager form of government, whereas the
powers of the City were vested in the elected body. The City Commission, comprised of the Mayor who
serves as chair along with four other City Commission members, enacts local legislation, adopts the
municipal budget, determines policies, and appoints advisory volunteers and key staff members.
Commission appointed positions in City of Haines City are the City Attorney, City Clerk, and City
Manager.
The City Commission members serve four (4)-year terms and are elected by the constituents they serve.
Elections are on a rotational basis every year, and candidates campaign for specific seat numbers. All
candidates for the City Commission must reside within the municipal boundaries for not less than one (1)
year prior to the April election.
Meetings are scheduled to be held on the first and third Thursday of each month in the City Commission
Chambers at City Hall. These meetings are scheduled to begin at 7:00 p.m. and can be heard live by the
community through our website. Viewing the City Commission meeting agendas, minutes, and listening
to the audio recordings are easy and can be found on our website.
City Commission members analyze, deliberate, discuss and act on various issues presented to them by
their citizenry, staff, or other regional officials. Additional responsibilities of the City Commission
include:
x
x
x
x
x
Fiscal stewardship of taxpayer dollars
Enact local legislation
Appointment of the City Manager, City Attorney, and City Clerk
Establish policies, utility rates, assessments, and other fees
Growth management
Departmental Initiatives for FY 2016 Budget Year:
x
x
x
x
x
x
x
x
x
x
Encourage public and private partnerships.
Maintain, protect and design infrastructure that ensures a desired level of service and provides for
future needs.
Develop and maintain fiscal policies based on program and performance measures while
engaging community involvement.
Utilize technology to enhance public services.
Create an environment that enhances the quality of life and benefits the community culturally,
recreationally and economically.
Foster an environment that attracts economic opportunity and sustains economic viability.
Provide responsive public services that protect the health, welfare and safety of the community.
Cultivate an environment that will attract, retain and recognize city employees as the
organization’s most valuable resource.
Protect our natural amenities by encouraging proactive environmental initiatives intended to
safeguard our natural resources.
Enhance and promote communications and engagement opportunities that inform, build trust,
incentivize growth and generate community pride.
114
POSITION SCHEDULE
Division: CITY COMMISSION
Pay
Grade
N/A
N/A
N/A
2014
Budget
1.00
1.00
3.00
2015
Budget
1.00
1.00
3.00
2016
Budget
1.00
1.00
3.00
Total
5.00
5.00
5.00
Full-Time
Part-Time
0.00
5.00
0.00
5.00
0.00
5.00
Position
Mayor - Commissioner
Vice Mayor - Commissioner
Commissioner
CAPITAL OUTLAY SCHEDULE
Account
Number Item
No Capital Outlay planned.
Amount
0
Total
0
115
(511)
(001)
Department/Division: City Commission
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
11.10 Executive Salaries
21.10 FICA Taxes
26,700
2,042
5
57
28,804
31,200
2,386
5
51
33,643
31,200
2,390
0
50
33,640
31,200
2,390
0
45
33,635
OPERATING EXPENSES
55.10 Training
0
399
3,419
8
0
2,364
314
3,771
226
2,869
3,003
1,500
17,873
0
647
2,761
3,354
0
1,373
967
2,946
134
5,661
3,058
0
20,902
0
950
6,500
500
0
2,000
1,000
3,000
150
5,000
3,000
1,500
23,600
0
950
2,500
250
0
2,000
1,500
3,000
150
10,000
3,100
3,000
26,450
0
0
0
0
0
0
0
0
46,677
54,545
57,240
60,085
CAPITAL OUTLAY
DIVISION TOTAL
116
Our Mission
Our Vision
117
CITY ADMINISTRATION
ORGANIZATIONAL CHART
CITY COMMISSION
CITY MANAGER
ASSISTANT TO
THE CITY
MANAGER
SENIOR
EXECUTIVE
ASSISTANT
INFORMATION
TECHNOLOGY
MANAGER
SYSTEM &
NETWORK
ADMINISTRATOR
III
SYSTEM &
NETWORK
ADMINISTRATOR I
118
City Administration
City Administration is responsible for the day-to-day operations and management of the City
Government. Within the City Administration Department is the City Manager. The City Manager serves
at the pleasure of the City Commission and is responsible for all the administrative duties and
responsibilities as outlined in the City of Haines City Charter (Local Law). City Manager functions as the
Chief Administrative Officer (“CAO”) for the City and is appointed by a majority vote of the City
Commission. The City Manager is responsible for appointing and supervising the Assistant to the City
Manager, the Senior Executive Assistant, Management Fellow (unfunded) and all Department Directors.
Contained within this department is the Information Technology Division; this division is responsible for
the preservation, implementation and coordination of all the City’s technology infrastructure, and any
projects relating to technology. The personnel required to support this division are one (1) Information
Technology Manager, one (1) Systems and Network Administrator III, and two (2) Systems and Network
Administrator I positions.
Departmental Initiatives for FY 2016 Budget Year
Organizational Goal: Encourage Public and Private Partnership.
x
Objective 1: Promote/seek-out the opportunity to engage the community at civic and community
social settings.
Objective 2: Continue to be an active participatory speaker on all topics concerning the City of
Haines City.
Objective 3: Development of a robust and all-encompassing communications plan intended to
inform residents on the inner workings of municipal government, as well as the creation of a
citywide styles and branding concept (this objective will be a collaborative effort with the Parks
and Recreation Department.)
x
x
Organizational Goal: Foster an environment that attracts economic opportunity and sustains economic
viability.
x
Objective 1: Focus on improving communication and marketing for the downtown corridor
intended to boost commerce and exposure for local area businesses.
Objective 2: The City Manager’s Office will implement Phase Two (2) of the “Take It to the
Streets” initiative whereby the business community will be the primary focus of our canvassing
efforts.
x
Organizational Goal: Maintain infrastructure improvements in response to growth.
x
Objective 1: Work in collaboration with the Development Services Department and the Public
Works Department in order to ensure that infrastructure investments are made in the most
appropriate fashion and are done to address the growth that is occurring in Haines City.
Organizational Goal: Develop and maintain fiscal policies based on program and performance measures
while engaging community involvement.
x
Objective 1: The City Manager’s Office will continue to administer and manage the
Community Value Survey on an annual basis which is intended to provide the residents, visitors
and community stakeholders an opportunity to share their values with Staff and the City
Commission.
119
x
x
x
x
Objective 2: Staff will continue to provide quarterly financial updates with regards to the
financial state of the organization in Regular City Commission Meetings for the edification of
the public, as well as the Elected Officials.
Objective 3: City Administration will continue to provide the “State of the City Address” at an
annual meeting facilitated by the Chamber of Commerce and/or any other organization
interested in City operations and its finances.
Objective 4: Explore contracting out opportunities that will provide a better level of service, at a
lesser cost, when it is deemed reasonable and economically feasible in nature.
Objective 6: Manage the City’s Capital Improvement Plan (“CIP”) to ensure that deadlines are
met and projects come in under budget and on time.
Organizational Goal: Create an environment that enhances the quality of life and benefits the
community culturally, recreationally and economically.
x
x
x
x
Objective 1: Work with the Parks and Recreation Department to promote, market and entice
visitors to patronize our facilities, thus increasing revenue.
Objective 2: Continue to work aggressively with the Economic Development Council and the
Chamber of Commerce to promote Haines City as a destination, but more importantly, to attract,
retain and seek out new business development opportunities.
Objective 3: Work closely with our philanthropic partners in order to create and assist in the
promotion of events and services that are intended to benefit the greater Haines City public.
Objective 4: Reorganizing of Parks and Recreation and Public Works maintenance
responsibilities.
Organizational Goal: Cultivate an environment that will attract, retain and recognize City employees as
the organization’s most valuable resource.
x
x
x
Objective 1: The City Manager, working in collaboration with the Finance Department and the
Human Resources Department, will devise a strategy intended to sustain future compensation
initiatives and maintain a competitive compensation strategy compensatory to other cities of
similar size.
Objective 2: The City Manager’s Office will work diligently with the Human Resources
Department to create literature intended to provide supervisors with the appropriate training in
order to assist management in supervising a diverse workforce.
Objective 3: The City Manager’s Office will explore innovative and creative ways to attract,
retain and reward employees for exceeding expectations, while maintaining fair and equitable
treatment across the board.
Organizational Goal: Protect our natural amenities by encouraging proactive environmental initiatives
intended to safeguard our natural resources.
x
x
Objective 1: Assist in providing guidance and direction concerning the preservation and
education of Haines City’s natural resources, and working with state and federal agencies to
ensure the quality natural resources that are currently available in the community remain for
current and future generations.
Objective 2: Ensure that environmental policies and impacts are considered as part of the City’s
Capital Improvement Plan.
Organizational Goal: Enhance and promote communications and engagement opportunities that inform,
build trust, incentivize growth and generate community pride.
120
x
x
x
Objective 1: Establish consistent and identifiable branding.
Objective 2: Ensure consistent messaging through a centralized management of communications
and marketing efforts, materials and approval processes.
Objective 3: Maximize awareness of Haines City services through regular and consistent
communication and engagement opportunities with staff, businesses and the community.
City Administration: Information Technology
The Information Technology (IT) Division provides technology support and consulting for all
departments within the City. The IT Division is responsible for the project management, planning,
maintenance, administration, and security of the City’s information and technology assets. Additionally,
the IT Division delivers the vision, leadership, and skills enabling Haines City to benefit from
technological innovation to improve service to the community and increase efficiencies. The personnel
required to support this division, are an Information Technology Manager, Systems and Network
Administrator III, and two (2) Systems and Network Administrator I positions.
Organizational Goal: Utilize technology to enhance public services
x
x
x
x
x
x
Objective 1: Minimize Technology Costs: The introduction of technology is an expensive
endeavor. Therefore, it is imperative to minimize this cost by leveraging existing assets and
resources whenever possible. Implementing technology because it is new does not by itself
justify the additional expense. Instead, the technology should bring value to the organization.
Objective 2: Research and Deploy New Technology: Technology that brings value to the
organization.
Objective 3: Minimize Operational Downtime: As the City increases its reliance on technology,
it becomes of greater importance to ensure the integrity of the technology systems and have a
plan for recovering from failures. Planning such recoveries includes having an up to date disaster
recovery plan (DRP), contingency plan, and a continuity of operations plan (COOP). Each plan
should include a timeframe for periodic testing, thereby helping foster confidence in the
reliability of the City’s technology solutions. Additionally, security mechanisms should be built
into the system to minimize accidental or intentional disruption of services.
Objective 4: Maximize Security of IT Resources: Whether it is to comply with laws such as
HIPAA, meet requirements such as FDLE, or protect the City’s water supply; restricting access to
information to only those who need it has become a key component of IT operations. IT must
continuously work to balance the various requirements for security and still provide a useable
system for employees and the public.
Objective 5: Maximize Manageability of IT Resources: One of the limitations of technology is
its relatively short lifespan compared to other capital expenditures. The average technological
solution has a five year lifespan before needing replacement. Depending on the solution, the
purchase of maintenance contracts can minimize the cost of replacement or at a minimum, spread
the cost over a predictable timeframe. The Information Technology Division should continue to
cover all mission critical technology, such as the phone system, under a maintenance contract to
ensure access to the latest software, hardware, and support.
Objective 6: Maximize Staff Productivity and Efficiency: Using the latest technology provides
the City with the opportunity to increase staff productivity and efficiency. Modern mobile
devices and cloud based applications allow staff to access information in real time no matter
where they are located. The latest software versions increase collaboration, helping ensure
everyone is communicating and working from the same page.
121
x
x
Objective 7: Maximize Data Management and Analytics: The City collects a large quantity of
data in its daily operations. This data is typically stored in various applications and files
throughout the City’s servers. Such a distribution makes sharing and analyzing the data more
difficult. Ideally, the departments should store all their collected data in centralized repositories
such as SQL databases. This will allow the City to capitalize on the collection of land based data
for new applications such as GIS, project management, billing, and maintenance programs. It
also permits the possibility of data redundancy for reduced downtime from system failures.
Objective 8: Maximize Sharing of Information: As the public becomes comfortable with the
Internet, they are using it to access their accounts and request government services. The City
should take advantage of these opportunities to provide superior customer service and increased
transparency to the public and within the organization. Additionally, the City may offer more
self-service options thus freeing staff time processing requests for information.
122
POSITION SCHEDULE
Division: CITY MANAGER
OLD PAY PLAN
Pay
Grade
E18
E11
E6
18
18
NEW PAY PLAN
2014
Budget
1.00
1.00
0.00
1.00
0.00
2015
Budget
1.00
0.00
1.00
0.00
1.00
Total
3.00
3.00
3.00
Full-Time
Part-Time
3.00
0.00
3.00
0.00
3.00
0.00
Position
City Manager
Assistant City Manager
Assistant to the City Manager
Executive Secretary
Senior Executive Assistant
Pay
Plan
Executive
Exempt
Exempt
Pay
Grade
5
8
4
Position
City Manager
2016
Budget
1.00
1.00
1.00
Account
Number Item
Amount
0
Total
0
123
(10-512)
(001)
Department/Division: City Administration/City Manager
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
CAPITAL OUTLAY
DIVISION TOTAL
2014-15
Budget
2015-16
Budget
307,937
21,326
47,819
27,980
448
405,510
171,284
15,231
42,448
13,139
376
242,477
245,620
18,790
38,790
18,360
370
321,930
236,500
18,095
29,185
20,595
335
304,710
3,130
0
1,456
3,573
76
0
163
1,270
89
364
1,682
4,137
2,162
2,211
20,312
1,061
0
1,333
3,467
108
0
80
981
560
1,363
1,216
3,088
2,085
2,015
17,356
1,000
0
3,000
3,500
200
0
0
1,600
500
500
2,000
2,000
3,700
1,800
19,800
1,000
3,300
6,500
3,500
200
4,500
0
4,000
2,500
0
2,000
5,000
4,000
3,500
40,000
1,332
1,332
(1,104)
(1,104)
0
0
0
0
341,730
344,710
427,154
124
2013-14
Actual
258,729
POSITION SCHEDULE
Division: INFORMATION TECHNOLOGY
OLD PAY PLAN
Pay
Grade
24
20
19
15
NEW PAY PLAN
2014
Budget
0.00
1.00
0.50
1.00
2015
Budget
1.00
0.00
1.00
2.00
Total
2.50
4.00
4.00
Full-Time
Part-Time
2.50
0.00
4.00
0.00
4.00
0.00
Position
Information Technology Manager
I.T. Supervisor
Computer Network Technician
PC Technician
Pay
Plan
Exempt
Non-Exempt
Non-Exempt
Pay
Grade
8
9
8
Position
System & Network Administrator III
System & Network Administrator I
2016
Budget
1.00
1.00
2.00
Account
Number
64.10
64.10
64.10
64.10
Item
Laserfiche Upgrade (Phase 1)
Microsoft EA
Server Replacement
Backup System Software
Amount
56,000
55,740
17,000
5,000
Total
133,740
125
(30-513)
(001)
Department/Division: City Administration/Information Technology
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
2013-14
Actual
2014-15
Budget
2015-16
Budget
87,058
1,846
6,778
15,543
14,019
187
125,431
72,532
1,167
5,621
13,680
12,592
149
105,741
158,225
5,000
12,490
28,565
24,480
240
229,000
188,370
5,000
14,795
19,340
27,460
265
255,230
OPERATING EXPENSES
55.10 Training
550
0
707
4,201
22
0
9,130
91
0
472
23,371
0
155
38,698
27,611
0
40
2,752
75
0
60,191
0
0
268
95,931
175
995
188,038
15,000
0
3,000
9,900
500
0
48,580
150
0
750
25,000
775
6,700
110,355
8,000
0
2,000
4,600
500
400
52,000
200
0
500
20,000
800
15,000
104,000
CAPITAL OUTLAY
37,846
37,846
198,044
198,044
250,000
250,000
133,740
133,740
0
0
113,002
113,002
155,840
155,840
195,210
195,210
201,975
604,825
745,195
688,180
OTHER USES
91.10 Inter-Fund Group Transfers (Debt Service)
Total Other Uses
DIVISION TOTAL
126
Our Mission
Our Vision
127
CITY ATTORNEY
CITY
COMMISSION
CITY
ATTORNEY
(CONTRACTED)
128
City Attorney
The City Attorney is the Chief Legal Officer for the City of Haines City, as established by the City Charter,
which is the local law that governs and outlines the power and authority of the office of the City Attorney.
The City Attorney represents the City of Haines City in all legal proceedings. The City Attorney is a
valuable member of the City’s management team and provides legal guidance and direction to the City
Commission, the City Manager and City staff on a frequent basis. This position is appointed by the City
Commission and serves at the pleasure of the City Commission. The principal function of this position is
to provide guidance and support concerning all legal matters that may arise during any given situation. The
City Attorney obtains and manages specialized legal counsel in the event that the City needs additional
legal support. The City Attorney drafts and reviews all contractual agreements prior to execution by the
City to ensure that the documents are in compliance and protect the interests of the City at all times. This
position serves multiple functions involving the advocacy of legal issues on a state and federal level that
may have a local impact. The City Attorney’s office also informs the City Commission and City staff of
legal implications on any matter that may arise from actions taken by the City Commission. The City
Attorney also serves as a closing agent during the acquisition and disposition of real property that the City
may be interested in or deem as surplus. The City Attorney works with staff to ensure compliance with all
local, state, and federal laws.
Initiatives for FY 2016 Budget Year
Organizational Goal: Encourage public and private partnership.
x
x
x
x
Objective 1: Continue to maintain a good working relationship with partner organizations within
the community such as the Chamber of Commerce, the Economic Development Council, other
local municipalities, and Polk County and other state agencies.
Objective 2: Draft/review the City’s contracts concerning economic development to ensure
compliance and create a “pro-business” environment to spur economic growth in concert with
existing local and state programs.
Objective 3: Work with the City Manager and City staff to establish productive working
relationships with the elected leadership on the local, state and national levels.
Objective 4: Draft/review all interlocal agreements with neighboring jurisdictions to protect the
City’s interests while providing contracts that are beneficial to all agencies.
viability.
x
x
x
x
Objective 1: Provide legal guidance regarding the City’s existing business incentive program to
ensure contiguity and consistency with other municipalities and state agencies.
Objective 2: Research and review economic development agreements to provide sound public
policy that provides responsive growth to assist the City in creating jobs and increasing its ad
valorem tax base.
Objective 3: Inform the City Commission and City staff of any grant opportunities that may be
applicable to the City operations or assist in the creation of jobs and economic investment within
the municipal boundaries of Haines City.
Objective 4: Serve as spokesperson concerning economic development matters when other parties
have their attorneys involved in the development process.
129
Organizational Goal: Provide responsive public services that protect the health, welfare, and safety of the
community.
x
x
x
Objective 1: Draft/review any interlocal agreements with public safety agencies to ensure the
community’s interest and well-being are always protected.
Objective 2: Assist in providing legal guidance concerning large-scale cooperatives between other
local jurisdictions and the City of Haines City concerning service provisions.
Objective 3: Assist in the public policy facilitation concerning the establishment of ordinances to
protect the safety and well-being of the residents of Haines City.
130
Our Mission
Our Vision
131
(514)
(001)
Department/Division: City Attorney
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
146,284
7
2
0
265
18
146,576
127,113
0
0
0
0
0
127,113
150,000
0
0
0
0
0
150,000
150,000
0
0
0
0
0
150,000
DIVISION TOTAL
146,576
127,113
150,000
150,000
132
Our Mission
Our Vision
133
CITY CLERK
CITY
COMMISSION
CITY CLERK
SECRETARY
134
City Clerk’s Office
The City Clerk’s Office provides a wide range of professional services to support the City Commission,
City Administration, City Departments, and the public. The City Clerk is responsible for many
administrative duties. One of the most important statutory duties of the City Clerk is to prepare the
minutes of the City Commission’s workshops, regular meetings, and special meetings. Minutes are
considered the road maps to the past, must be accurate, and kept on file in perpetuity.
The City Clerk’s office also conducts the municipal election. As the “Chief Election Officer”, the City
Clerk is responsible for all ministerial duties including qualification and certification of the candidates,
hiring poll workers, and serving on the Canvassing Board. Each election brings new challenges and
opportunities to the City Clerk.
In addition, the City Clerk has other responsibilities prescribed by law such as providing proper
advertising notices for meetings, public hearings, bid solicitations, tax deeds, and other legal matters.
Furthermore, Government in the Sunshine requires governmental transparency, and the associated public
records requests are coordinated through the City Clerk’s office. As the information hub of the City, the
City Clerk’s Office is here to serve the public in the utmost professional manner.
Organizational Goal: Cultivate an environment that will attract, retain and recognize city employees as
x
x
Objective 1: Absorb responsibilities to centralize and manage all City Advisory Boards.
Objective 2: Provide teammates opportunities for professional career development.
Organizational Goal: Utilize technology to enhance public services.
x
x
x
Objective 1: Continue to research and compile information for the digitization of the cemetery
records.
Objective 2: Organize and rename the digital records within the online public access portal for
the enhancement of user efficiency.
Objective 3: Scan all permanent records into Laserfiche.
Organizational Goal: Encourage public and private partnerships.
x
x
x
Objective 1: Research options for potential maintenance and security of the south parcel of
Oakland Cemetery and 5th Street Cemetery.
Objective 2: Reconstruct burial records of both cemeteries.
Objective 3: Digitize cemetery records for preservation and public access.
x
Objective 1: Maintain recycling program for all City records eligible for disposition.
Organizational Goal: Create an environment which enhances the quality of life and benefits the
community culturally, recreationally, and economically.
135
x
x
x
Objective 1: Volunteer campaign to fill all vacant advisory board positions.
Objective 2: Prepare for and administer the 2016 Elections.
Objective 3: Review and update the Cemetery code.
x
Objective 1: Be fully operational with the Cemetery Information Management Software system
within three (3) to five (5) years to enhance staff ability, assist the public with the most accurate
cemetery information, and provide expedient and professional community service.
136
POSITION SCHEDULE
Division: CITY CLERK
OLD PAY PLAN
Pay
Grade
E6
E5
12
2015
Budget
1.00
0.00
1.00
Total
2.00
2.00
2.00
Full-Time
Part-Time
2.00
0.00
2.00
0.00
2.00
0.00
Position
City Clerk
City Clerk
Secretary II
Pay
Plan
Exempt
Non-Exempt
NEW PAY PLAN
Pay
Grade Position
8
City Clerk
4
Secretary
2014
Budget
0.00
1.00
1.00
2016
Budget
1.00
1.00
Account
Number Item
Amount
0
Total
0
137
(20-512)
(001)
Department/Division: City Clerk
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
76,651
2
5,839
10,710
5,970
118
99,290
79,865
123
6,072
14,807
11,497
135
112,498
84,590
100
6,470
14,805
12,240
130
118,335
85,930
500
6,575
8,595
13,730
120
115,450
OPERATING EXPENSES
55.10 Training
5,567
1,800
1,276
1,079
115
0
11,107
12,799
5,326
856
3,596
703
575
44,799
1,485
9,700
1,632
893
3,359
0
19,251
7,880
8,487
721
1,203
5,678
2,810
63,100
6,500
2,500
2,750
1,700
4,000
0
22,800
18,500
8,500
800
1,250
1,120
1,940
72,360
3,000
2,500
2,500
1,200
4,000
5,000
20,200
15,500
8,000
1,000
3,000
1,000
2,430
69,330
1,332
1,332
0
0
0
0
0
0
145,421
175,598
190,695
184,780
CAPITAL OUTLAY
DIVISION TOTAL
138
Our Mission
Our Vision
139
DEVELOPMENT SERVICES
DEPARTMENT
CITY MANAGER
DEVELOPMENT
SERVICES
DIRECTOR
BUILDING
OFFICIAL
SENIOR
PLANNER
BUILDING
INSPECTOR III
PLANNER
BUILDING
INSPECTOR I
PERMIT CLERK
140
Development Services Department
The Development Services Department is responsible for providing assistance and direction to the
development community and citizens with the permitting and development processes. The Development
Services Department strives to ensure that projects are planned and built in the most efficient manner
while maintaining high quality design standards that support the Haines City Comprehensive Plan, Land
Development Regulations and the Florida Building Code with a focus on customer-centric service. These
projects may range from building a new neighborhood, establishing a new manufacturing operation, or
opening a new clinic, to building a new home or backyard fence. The Development Services Director
reports directly to the City manager. The primary Development Services responsibilities include:
x
Provide Staff support to customers and the Technical Review Board, (TRB), which is an
administrative review board for development plans.
Support four (4) standing boards and hearings that affect the development processes: Planning
Commission, Board of Adjustment, Code Enforcement Magistrate hearings and Community
Redevelopment Agency.
Coordinate activities with other agencies such as Florida Department of Economic Opportunity
(DEO), Florida Department of Environmental Protection (DEP), Florida Department of
Transportation (FDOT), Central Florida Regional Planning council, Polk County TPO, School
Board of Polk County, Polk County Board of County Commissioners and Planning Commission,
and Haines City Economic Development Council.
Develop and administer growth management tools, including the Land Development Regulations,
Selected Area Plans, Interlocal Agreements, Joint Planning Agreements, and the Comprehensive
Plan.
Develop special studies to address Land Development Regulation revisions, Comprehensive Plan
amendments, and specific needs of the City and community.
Pursue and administer grants, such as Community Development Block Grants, Multi-Use Trail
grants, and other grants, as applicable.
Administer the City’s Community Redevelopment and Economic Development Programs.
Administer the Business Tax License program, which includes inspections and license renewal.
Facilitate the City’s annexation program and processes.
Maintain and provide demographic and economic information for the City in order to support
business relocations within the City. Work with developers in assisting with the development
approval process.
Promote economic development initiatives and redevelopment opportunities which are directed to
enhance the vitalization of the community through the creation and posting of maps, coordination
with the Haines City Economic Development Council and providing of vital economic
development information through Staff.
x
x
x
x
x
x
x
x
x
x
x
x
Objective 1: Continue to coordinate with the Haines City and Northeast Polk County Chambers
of Commerce and the Haines City Economic Development Council to promote the growth of the
City.
Objective 2: Continue to work with the Chamber of Commerce and the Haines City Economic
Development Council by reporting new Business Tax Receipts (BTR) and any customer service
needs.
141
viability.
x
Objective 1: Continue to work with the Haines City Economic Development Council to
implement a proactive and fiscally responsible Business Incentive Program.
Objective 2: Continue to provide development opportunities that create quality jobs in the
industrial, commercial, and medical sectors.
x
Organizational Goal: Maintain infrastructure improvements in response to growth.
x
Objective 1: Use the Comprehensive Plan Capital Improvement Element and Capital
Improvements Plan to prioritize infrastructure improvements.
Objective 2: Assist in the implementation the City’s Way Finding Plan.
Objective 3: Continue to maintain the inventory of City-owned properties with an emphasis on
returning un-needed properties to the private sector for development.
x
x
x
x
Objective 1: Continue to serve as lead staff for the required annual update of the City’s
Comprehensive Plan Capital Improvement Element and Capital Improvements Plan.
Objective 2: Improve efficiency by revising the development project filing system to facilitate
information transfer to citizens and developers.
Organizational goal: Create an environment that enhances the quality of life and benefits the community
culturally, recreationally, and economically.
x
x
Objective 1: Review the North Ridge Select Area Plan to develop new land use policies that
enhance development opportunities along U.S. Highway 27.
Objective 2: Continue to work with the developers to provide high quality residential
neighborhoods with “complete streets”, neighborhood parks with a focus on customer service.
142
POSITION SCHEDULE
Division:
PLANNING
OLD PAY PLAN
Pay
Grade
E9
E9
26
21
18
16
12
NEW PAY PLAN
2014
Budget
0.50
0.00
1.00
1.00
1.00
1.70
1.00
2015
Budget
0.00
0.50
1.00
1.00
0.00
0.00
0.00
TOTAL
6.20
2.50
2.50
Full-Time
Part-Time
6.20
0.00
2.50
0.00
2.50
0.00
Position
Community Development Director
Development Services Director
Planning Manager
Planner II
Code Enforcement Supervisor
Code Enforcement Officer
Code Enforcement Clerk
Pay
Plan
Executive
Exempt
Exempt
Pay
Grade
2
8
6
Position
Senior Planner
Planner
2016
Budget
0.50
1.00
1.00
Account
Number
Item
Amount
0
Total
0
143
(515)
(001)
Department/Division: Development Services/Planning
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
CAPITAL OUTLAY
DIVISION TOTAL
144
2013-14
Actual
2014-15
Budget
2015-16
Budget
270,526
63
20,392
46,250
27,157
3,454
367,842
272,801
0
20,620
52,766
30,399
3,004
379,590
161,140
0
12,330
28,200
15,300
1,355
218,325
139,790
0
10,695
16,230
17,160
890
184,765
17,255
1,235
4,385
5,618
0
1,569
960
8,526
1,154
10,446
2,101
1,810
55,059
6,145
1,026
6,587
7,975
0
3,355
702
9,991
1,566
14,430
3,231
1,860
56,869
4,000
3,200
6,075
1,000
0
1,100
1,100
6,500
1,300
8,000
2,400
3,820
38,495
15,000
2,500
6,075
1,000
400
2,000
1,100
9,000
1,300
9,000
3,500
3,000
53,875
1,079
1,079
4,307
4,307
8,000
8,000
0
0
423,980
440,766
264,820
238,640
POSITION SCHEDULE
Division:
BUILDING & INSPECTIONS
OLD PAY PLAN
Pay
Grade
E9
E9
29
20
19
13
NEW PAY PLAN
2014
Budget
0.50
0.00
1.00
1.00
1.30
2.00
2015
Budget
0.00
0.50
1.00
1.00
1.00
2.00
Total
5.80
5.50
5.50
Full-Time
Part-Time
5.80
0.00
5.50
0.00
5.50
0.00
Position
Community Development Director
Building Official
Building Inspector (Multi-Certified)
Building Inspector (1 & 2 Family)
Permit Clerk
Pay
Plan
Executive
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
8
10
8
3
Position
Building Official
Building Inspector III
Building Inspector I
Permit Clerk
2016
Budget
0.50
1.00
1.00
1.00
2.00
Account
Number
Item
Amount
0
Total
0
145
(524)
(001)
Department/Division: Development Services/Building & Inspections
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
2013-14
Actual
2014-15
Budget
2015-16
Budget
314,184
217
22,874
56,155
43,211
3,882
440,523
253,975
0
18,566
50,140
34,759
2,832
360,272
261,265
0
19,990
45,720
33,660
2,620
363,255
283,665
0
21,705
38,975
37,755
2,670
384,770
60
0
654
2,392
761
10,265
1,599
672
0
0
359
9,510
1,026
641
27,939
155
0
1,215
2,462
661
9,351
6,934
329
0
0
762
6,677
485
594
29,625
15,000
0
1,000
2,500
1,100
11,000
2,000
500
100
0
1,500
8,000
3,000
2,045
47,745
20,000
1,000
1,650
3,500
1,100
11,000
5,000
650
100
0
1,950
8,000
3,000
2,660
59,610
CAPITAL OUTLAY
0
0
0
0
0
0
0
0
OTHER USES
Total Other Uses
0
0
0
0
0
0
0
0
468,462
389,897
411,000
444,380
OPERATING EXPENSES
55.10 Training
DIVISION TOTAL
146
(559)
(102)
Department/Division: Other Economic Development
Fund: Community Redevelopment Agency - City
(All Object Codes)
2012-13
Actual
2013-14
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
38
0
(6)
(0)
417
0
449
OPERATING EXPENSES
49.20 Other Current Charges and Obligations - Contingency
2014-15
Budget
2015-16
Budget
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
628
0
0
0
628
19,469
0
0
0
19,469
21,310
0
0
0
21,310
18,000
0
321,030
0
339,030
0
109,034
109,034
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
OTHER USES
Total Other Uses
1,563,006
1,563,006
1,855,675
1,855,675
1,260,825
1,260,825
774,785
774,785
DIVISION TOTAL
1,673,117
1,875,144
1,282,135
1,113,815
CAPITAL OUTLAY TOTAL
61.10 Land
63.11 Infrastructure (MLK Streetscape)
GRANTS AND AIDS
147
(559)
(103)
Department/Division: Other Economic Development
Fund: Community Redevelopment Agency - County
(All Object Codes)
2012-13
Actual
OPERATING EXPENSES
49.20 Other Current Charges and Obligations - Contingency
2013-14
Actual
2014-15
Budget
2015-16
Budget
3,217
0
1,140
0
0
4,357
3,293
0
0
0
0
3,293
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
OTHER USES
Total Other Uses
745,340
745,340
458,656
458,656
1,030,500
1,030,500
1,208,460
1,208,460
DIVISION TOTAL
749,697
461,949
1,030,500
1,208,460
CAPITAL OUTLAY
62.30 Buildings (Bethune Assembly Building)
63.11 Infrastructure (Lake Eva Park)
63.12 Infrastructure (6th St Streetscape)
63.20 Infrastructure (8-Acre Park)
148
Our Mission
Our Vision
149
FINANCE DEPARTMENT
CITY MANAGER
FINANCE
DIRECTOR/
CITY TREASURER
ASSISTANT
FINANCE
DIRECTOR
UTILITY BILLING
SUPERVISOR
PAYROLL
SPECIALIST
ACCOUNTING
SPECIALIST
UTILITY BILLING
CLERK II
UTILITY BILLING
CLERK I
150
PURCHASING
SPECIALIST
Our Mission
Our Vision
151
Finance Department
The Finance Department is responsible for the oversight of all City financial matters. Within the Finance
Department are the Finance Director, Assistant Finance Director, Account Specialist, Payroll Specialist,
Purchasing Specialist, Utility Billing Supervisor, Utility Billing Clerk II and two (2) Utility Billing Clerk
I positions. The primary activities of the Finance Department include:
x
Monitor City revenues and expenses, analyze City debt, investments, and employee group health
insurance options with respect to the fiscal impact on the City.
Process the City’s payroll and related reporting, administer accounts payable, record cash receipts
and prepare deposits, and generate and maintain fixed asset records.
Monitor expenditures throughout the year to ensure compliance with the City Commission
adopted budget.
Provide exceptional customer service for the customers of the City’s utility system, which
includes processing utility bills, personal services to customers, collecting payments, billing
adjustments, coordinating utility hookups for new customers, assistance with any other account
issues, and maintaining the utility billing system.
Process and maintain all citywide financial data per Governmental Accounting Standards Board
(GASB) principles and State of Florida guidelines.
Produce the City’s Comprehensive Annual Financial Report (CAFR) and coordinate the annual
financial audits of the City and Community Redevelopment Agency (CRA).
Prepare the City’s annual budget with input from each department, under the direction of the City
Manager.
x
x
x
x
x
x
Organizational Goal: Maintain, protect and design infrastructure that ensures a desired level of service
and provides for future needs.
x
Objective 1: Work with all City departments in preparation of the City’s Five (5) Year Capital
Improvement Plan (CIP).
x
x
x
x
Objective 1: Staff will continue to provide quarterly financial updates at regular City
Commission meetings for the edification of the general public and elected officials.
Objective 2: Attain the Certificate of Excellence Award in Budgeting from the Governmental
Finance Officers Association.
Objective 3: Explore opportunities to contract out services that will provide better value at
lower cost, when it is deemed reasonable and economically feasible.
Objective 4: Now that new purchasing policies have been adopted by the City, the Finance
Department will develop new internal purchasing procedures to enhance the procurement
process making it more efficient and effective.
x
Objective 1: Seek new and improved methods of communicating the City’s financial
information to the citizens, Commissioners and all other potential users.
152
POSITION SCHEDULE
Division: FINANCE
OLD PAY PLAN
Pay
Grade
E10
26
22
16
NEW PAY PLAN
2014
Budget
0.90
0.90
0.00
1.00
2015
Budget
0.90
0.90
1.00
1.00
Total
2.80
3.80
4.80
Full-Time
Part-Time
2.80
0.00
3.80
0.00
4.80
0.00
Position
Assistant Finance Director
Senior Budget Analyst
Account Specialist II
Pay
Plan
Executive
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
10
6
6
6
Position
Finance Director
Accounting Specialist
Payroll Specialist
Purchasing Specialist
2016
Budget
0.90
0.90
1.00
1.00
1.00
Account
Number Item
Amount
0
Total
0
153
(10-513)
(001)
Department/Division: Finance
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
CAPITAL OUTLAY
DIVISION TOTAL
154
2013-14
Actual
2014-15
Budget
2015-16
Budget
203,058
107
14,895
36,257
23,150
338
277,805
183,314
0
13,360
36,327
18,669
288
251,959
227,640
0
17,415
39,840
23,260
345
308,500
253,950
500
19,470
35,110
32,950
360
342,340
145
41,400
0
1,084
5,010
3,387
7,308
7,225
2,186
14,862
1,463
7,762
196
420
92,447
4,400
29,000
0
174
5,822
6,523
6,037
7,340
604
14,595
2,018
3,319
141
9
79,983
500
31,500
0
1,500
6,500
4,800
5,940
8,000
1,900
14,500
1,700
7,000
250
1,000
85,090
6,000
32,000
0
1,500
6,500
4,800
5,500
8,000
1,500
14,500
1,700
6,000
250
1,000
89,250
2,673
2,673
0
0
0
0
0
0
372,925
331,942
393,590
431,590
POSITION SCHEDULE
Division: UTILITY BILLING
OLD PAY PLAN
Pay
Grade
E10
26
20
19
19
13
11
NEW PAY PLAN
2014
Budget
0.10
0.10
0.50
1.00
0.50
1.00
2.00
2015
Budget
0.10
0.10
0.50
1.00
0.00
1.00
2.00
TOTAL
5.20
4.70
4.20
Full-Time
Part-Time
5.20
0.00
4.70
0.00
4.20
0.00
Position
Utility Analyst
Customer Service Supervisor
Computer Network Technician
Customer Service Representative II
Customer Service Representative I
Pay
Plan
Executive
Exempt
Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
10
6
6
3
Position
Finance Director
Utility Billing Supervisor
Utility Billing Clerk II
Utility Billing Clerk I
2016
Budget
0.10
0.10
1.00
1.00
2.00
Account
Number Item
Amount
0
Total
0
155
(513)
(401)
Department/Division: Finance/Utility Billing
Fund: Water and Sewer
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
CAPITAL OUTLAY
DIVISION TOTAL
156
2013-14
Actual
2014-15
Budget
2015-16
Budget
196,374
1,247
14,745
33,208
31,251
318
277,143
197,015
80
14,787
38,244
33,888
723
284,737
175,455
300
13,445
30,760
28,765
265
248,990
152,110
300
11,660
21,435
28,830
215
214,550
0
0
918
45,978
0
2,390
18,675
74
661
6,215
0
0
74,912
0
91
998
44,050
1,279
2,394
16,743
356
1,192
3,548
0
0
70,652
500
500
1,120
55,000
2,600
3,500
19,000
500
1,500
2,500
250
1,000
87,970
500
500
1,200
56,000
3,900
3,500
19,250
500
1,500
2,500
250
1,500
91,100
0
0
0
0
0
0
0
0
352,055
355,389
336,960
305,650
Our Mission
Our Vision
157
FIRE DEPARTMENT
CITY MANAGER
PUBLIC SAFETY
DIRECTOR
EXECUTIVE
ASSISTANT
ASSISTANT FIRE
CHIEF
SECRETARY
SHIFT A
FIRE CAPTAIN
SHIFT B
FIRE CAPTAIN
SHIFT C
FIRE CAPTAIN
FIRE MARSHAL
FIRE LIEUTENANT
FIRE LIEUTENANT
FIRE LIEUTENANT
FIRE INSPECTOR
DRIVER/ENGINEER
DRIVER/ENGINEER
DRIVER/ENGINEER
FIREFIGHTER
FIREFIGHTER
FIREFIGHTER
158
Haines City Fire Department (HCFD)
The Haines City Fire Department provides fire suppression, emergency medical services, fire prevention,
disaster preparedness planning and response, and public fire/EMS safety education to Haines City
residents, business owners, and visitors. Fire personnel are consistently working to achieve and maintain
the highest level of professionalism and efficiency in their service to the community. Beyond providing
emergency services, the Haines City Fire Department works to prevent fires and accidents by proactive
community education. The department’s responsibilities range from fire code enforcement and fire
prevention activities to fire and life safety education for children, families, and senior citizens.
x
x
x
Objective 1: Collaborate with PCFR to identify opportunities for mutual improvements to
service.
Objective 2: Collaborate with City staff to identify opportunities to improve information
collection, sharing, and analysis.
Objective 3: Engage community groups to increase the department’s exposure to the community.
x
x
x
x
Objective 1: Initiate planning to identify and address underserved areas of the community.
Objective 2: Develop a strategic replacement plan for apparatus and equipment.
Objective 3: Develop and complete a self-assessment, strategic plan, risk assessment areas, and
standards of cover.
Objective 4: Initiate the CPSE accreditation process.
x
x
Objective 1: Develop tracking programs to collect data for fiscal analysis.
Objective 2: Incorporate best financial practice policies in collaboration with the City’s Finance
Dept.
x
x
Objective 1: Identify, obtain, and implement a centralized database for information collection,
analysis, and planning.
Objective 2: Foster internal and external partnerships to promote efficient use of available
technology.
x
Objective 1: Develop and implement programs to increase the quality of life of our citizens while
improving department effectiveness.
159
viability.
x
Objective 1: Collaborate with Development Services to provide prompt and responsive services
to the business community.
Organizational Goal: Provide responsive public services that protect the health, welfare and safety of the
community.
x
x
Objective 1: Foster a culture of safety.
Objective 2: Identify, prioritize, and mitigate target risks to the City of Haines City.
x
x
x
Objective 1: Develop a new hire orientation program.
Objective 2: Exceed industry standards for the quality and quantity of training received.
Objective 3: Develop recruiting plan for attracting future employees.
160
POSITION SCHEDULE
Division:
FIRE
OLD PAY PLAN
Pay
Grade
E13
E10
31
26
25
25
23
22
19
19
17
12
NEW PAY PLAN
2014
Budget
0.00
1.00
0.00
1.00
3.00
1.00
0.00
3.00
6.00
1.00
15.00
1.00
2015
Budget
0.50
0.00
1.00
1.00
3.00
0.00
0.30
3.00
6.00
0.60
15.00
1.00
Total
32.00
31.40
31.80
Full-Time
Part-Time
32.00
0.00
31.40
0.00
30.80
1.00
Position
Public Safety Director
Fire Chief
Assistant Fire Chief
Fire Marshal
Fire Captain
Fire Training Officer
Police Sergeant
Fire Lieutenant
Fire Driver/Engineer
Fire Inspector (Sworn or Civilian)
Firefighter
Secretary II (Fire)
Pay
Plan
Executive
Exempt
Exempt
Exempt
Fire
Fire
Fire
Fire
Police
Fire
Pay
Grade
3
11
8
5
7
6
4
3
6
1
Position
Fire Marshal
Fire Inspector
Fire Captain
Fire Lieutenant
Firefighter - Driver/Engineer
Firefighter
Police Sergeant
Secretary
2016
Budget
0.50
1.00
1.00
1.00
3.00
3.00
6.00
15.00
0.30
1.00
Account
Number
64.10
Item
Fire Marshal Vehicle
Amount
23,670
Total
23,670
161
(522)
(001)
Department/Division: Fire
Fund: General
(All Object Codes)
PERSONNEL SERVICES
14.10 Overtime
15.10 Special Pay
21.10 FICA Taxes
2012-13
Actual
2014-15
Budget
2015-16
Budget
1,211,021
100,510
6,550
99,670
351,218
194,081
29,878
1,992,930
1,113,321
174,552
5,500
97,870
366,969
181,200
27,970
1,967,382
1,314,715
94,840
5,160
108,225
399,835
192,170
38,465
2,153,410
1,419,910
97,520
5,880
116,535
409,590
211,415
38,220
2,299,070
147,934
0
0
1,253
621
14,539
67
14,896
2,150
62,967
455
50
0
1,413
115,659
0
5,837
7,264
375,104
110,043
210
0
0
354
14,326
10,449
19,388
2,153
53,405
4,197
24,043
0
1,184
84,589
176
6,048
9,305
339,870
111,325
250
0
44,455
10,000
22,560
300
16,080
2,100
57,075
600
64,395
0
2,500
110,000
750
7,750
10,000
460,140
13,500
300
30,000
46,000
12,560
22,560
800
25,200
3,500
57,975
300
1,000
69,000
2,500
87,655
750
6,090
13,650
393,340
0
41,480
41,480
0
7,265
7,265
0
575,940
575,940
0
23,670
23,670
156,460
(32,385)
124,075
192,350
(31,630)
160,720
OPERATING EXPENSES
31.11 Professional Services - Firehouse Dog
31.20 Professional Services - Fire Service Assessment
49.20 Fire Service Assessment Statutory Charges
52.11 Operating Supplies - Firehouse Dog
55.10 Training
CAPITAL OUTLAY
61.10 Land
OTHER USES
91.11 Inter-Fund Group Transfers (RZEDB Interest Rebate)
Total Other Uses
DIVISION TOTAL
2013-14
Actual
0
0
0
2,409,514
162
121,791
(33,425)
88,366
2,402,883
3,313,565
2,876,800
(522)
(121)
Department/Division: Fire Impact Fees
Fund: Fire Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
0
0
0
0
0
0
175,525
0
175,525
318,230
0
318,230
CAPITAL OUTLAY
0
0
0
0
45,000
45,000
0
0
OTHER USES
Total Other Uses
DIVISION TOTAL
163
135,353
(37,559)
97,793
13,532
(3,714)
9,818
97,793
9,818
13,655
(3,600)
10,055
230,580
13,535
(3,515)
10,020
328,250
(522)
(301)
Department/Division: Fire
Fund: Capital Projects
(All Object Codes)
2012-13
Actual
OPERATING EXPENSES
CAPITAL OUTLAY
62.10 Buildings
DIVISION TOTAL
164
2013-14
Actual
2014-15
Budget
2015-16
Budget
58,547
58,547
0
0
0
0
0
0
3,720
3,720
86,049
86,049
1,301,500
1,301,500
0
0
62,267
86,049
1,301,500
0
Our Mission
Our Vision
165
HUMAN RESOURCES
CITY MANAGER
HUMAN RESOURCES
DIRECTOR
ASSISTANT HUMAN
RESOURCES DIRECTOR
HUMAN RESOURCES
GENERALIST
RECEPTIONIST/CLERICAL
ASSISTANT
166
Our Mission
Our Vision
167
Human Resources Department
The Human Resources Department is responsible for maintaining the integrity of the workforce and risk
management related activities of the City. It is designed to balance the concerns and operational activities
of both the City, as the Employer, and the employees. As an internal business partner, the Department
engages in good stewardship through contractual and fiscal responsibilities, and provides direction
regarding employment practices. The Human Resources Department oversees the development,
implementation and oversight of organizational benefits, workforce development, policies, wage, risk
management, compliance strategies, and Department budgetary preparation of related costs.
The Human Resource Department administers the City’s compensation and classification, to include but
are not limited to, benefits, incentives, and wellness initiatives; legislative compliance; and market
strategies.
The Human Resource Department is focused on a variety of processes regarding attracting and retaining a
qualified workforce. Efforts in this area of responsibility are achieved via compensation marketability,
sound classification strategies, succession and career-path planning, and encouragement of personal and
professional advancement. Periodic market analysis is conducted to ensure the integrity of the
organization’s pay structure through market evaluation.
The Human Resources Department oversees risk administration for the City. Risk abatement and
mitigation initiatives are accomplished through the development and application of appropriate
administrative methods related to Workers’ Compensation, and Property and Liability. Both Workers’
Compensation and Property and Liability have related legislation and contract guidelines, and are
administered through either being self-insured or fully insured by an external providers (e.g. insurance
companies, risk pools, third party administrators, etc.).
x
x
x
x
x
x
x
x
x
x
x
Objective 1: Develop standardized methods for recruitment.
Objective 2: Develop methods of addressing employee performance.
Objective 3: Achieve a more transparent and professional way to disseminate information to the
employees and the general public.
Objective 4: Redesign and implement employee benefits information sharing.
Objective 5: Develop standard methods of procedures for addressing certain leave
administration.
Objective 6: Begin audit processes for policies and procedures.
Objective 7: Develop events that aid employees in achieving healthier lifestyles.
Objective 8: Audit vendor contracts for best value while expanding services offered.
Objective 9: Maintain pay-for-performance methods, streamlining department efficiencies, and
position classifications are also conducted to further ensure integrity, allow for marketability, and
addresses legislative compliance.
Objective 10: Administered employment practices in an efficient and effective manner through
consistent, sound practices and methods in achieving parity and compliance under the guidance
and direction of the City Manager and in accordance with the City’s Personnel Rules and
Regulations manual.
Objective 11: Encourage personal and professional development to create a positive effect on
employees’ personal confidence and professional growth.
168
POSITION SCHEDULE
Division: HUMAN RESOURCES
OLD PAY PLAN
Pay
Grade
E9
16
4
NEW PAY PLAN
2014
Budget
1.00
1.00
1.00
2015
Budget
1.00
2.00
2.00
Total
3.00
5.00
5.00
Full-Time
Part-Time
2.00
1.00
3.00
2.00
3.00
2.00
Position
Human Resources Director
Human Resources Generalist
Receptionist/Clerical Assistant (P/T)
Pay
Plan
Executive
Exempt
Exempt
Non-Exempt
Pay
Grade
2
10
5
1
Position
Assistant Human Resources Director
Receptionist/Clerical Assistant
2016
Budget
1.00
1.00
1.00
2.00
Account
Number Item
Amount
0
Total
0
169
(20-513)
(001)
Department/Division: Human Resources
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
CAPITAL OUTLAY
DIVISION TOTAL
170
2013-14
Actual
2014-15
Budget
2015-16
Budget
75,319
68
5,554
12,895
8,943
126
102,904
104,982
0
7,914
18,839
9,857
167
141,760
190,560
0
14,580
29,930
18,360
290
253,720
210,375
0
16,095
18,925
20,595
300
266,290
12,358
733
1,275
851
0
238
346
56
485
1,533
405
1,437
19,717
71,731
2,334
1,596
825
0
90
25
354
951
5,933
897
475
85,212
57,000
800
2,355
1,000
0
250
3,000
500
1,000
1,000
2,230
4,000
73,135
40,200
800
3,785
1,000
10,000
250
3,000
800
2,500
2,420
3,550
4,000
72,305
3,236
3,236
0
0
0
0
0
0
125,857
226,972
326,855
338,595
Our Mission
Our Vision
171
(519)
(001)
Department/Division: Other General Government
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
12.10 Regular Salaries and Wages (Classification/Compensation)
25.10 Unemployment Compensation
2013-14
Actual
2014-15
Budget
2015-16
Budget
0
21,172
36,522
57,694
0
10,951
21,677
32,627
91,060
25,000
45,000
161,060
0
25,000
35,000
60,000
101,017
16,423
3,117
1,288
51,614
0
515,387
33,295
416
531
3,558
0
12,632
2,500
329
0
11,088
753,195
46,930
19,973
2,250
1,236
50,440
0
420,610
11,168
280
0
3,765
6,000
4,491
0
0
4,500
4,250
575,895
79,000
21,865
2,400
1,400
53,500
0
418,385
25,000
500
500
3,000
279,240
10,000
167,000
0
0
15,000
1,076,790
100,000
0
2,500
1,400
53,500
0
430,000
25,000
1,000
500
38,400
100,000
10,000
167,000
0
0
15,000
944,300
0
6,347
6,347
0
0
0
0
0
0
0
0
0
11,446
197,260
208,706
12,335
180,000
192,335
12,335
13,000
25,335
12,335
13,000
25,335
OTHER USES
91.10 Inter-Fund Group Transfers (CRA)
91.13 Inter-Fund Group Transfers (Section 8 Housing)
91.16 Inter-Fund Group Transfers (CRA-Debt Service)
99.10 Other Uses
Total Other Uses
1,007,755
627,127
0
(117,372)
0
145,500
1,663,009
1,040,620
628,698
0
(116,059)
391,861
0
1,945,121
1,198,705
634,285
0
(112,440)
82,680
0
1,803,230
1,370,990
636,420
0
(109,815)
0
0
1,897,595
DIVISION TOTAL
2,688,951
2,745,978
3,066,415
2,927,230
OPERATING EXPENSES
45.10 Insurance
49.20 Other Current Charges and Obligations (Contingency)
54.20 Education Reimbursement
55.10 Training
55.20 Education Reimbursement
CAPITAL OUTLAY
61.10 Land
GRANTS AND AIDS
81.10 Aids to Government Agencies
172
(519)
(102)
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
45.10 Insurance
0
0
0
0
0
0
0
400
0
0
0
400
0
0
0
0
0
0
0
0
0
0
0
0
DIVISION TOTAL
0
400
0
0
173
(519)
(103)
Fund: Community Redevelopment Agency - County
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
0
0
0
0
0
0
0
0
DIVISION TOTAL
0
0
0
0
174
(519)
(301)
(All Object Codes)
2012-13
Actual
OPERATING EXPENSES
CAPITAL OUTLAY
61.10 Land
62.10 Buildings
0
80,666
80,666
0
1,195,535
104,982
1,300,517
DEBT SERVICE
73.10 Other Debt Service Costs
Total Debt Service
DIVISION TOTAL
2013-14
Actual
0
0
1,381,183
175
2014-15
Budget
2015-16
Budget
1,661
0
1,661
0
0
0
0
0
0
0
(10,027)
(0)
(10,027)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
(8,366)
(539)
(401)
Department/Division: General Services
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
12.10 Regular Salaries and Wages (Classification/Compensation)
2013-14
Actual
2014-15
Budget
2015-16
Budget
0
0
0
0
22,705
22,705
0
0
241,981
20,471
0
0
101
1,668
66,134
0
0
0
0
1,585,297
1,915,653
16,675
31,000
0
0
165,760
0
72,143
0
0
0
0
1,718,931
2,004,509
40,000
31,500
0
0
167,850
5,000
77,000
230,555
440,000
0
0
0
991,905
40,000
37,000
0
0
190,000
5,000
75,000
230,555
440,000
0
0
0
1,017,555
0
318,662
318,662
0
294,107
294,107
1,420,095
281,195
1,701,290
1,575,720
256,870
1,832,590
OTHER USES
91.10 Inter-Fund Group Transfers (General Fund)
Total Other Uses
1,385,835
1,385,835
1,385,835
1,385,835
1,600,000
1,600,000
1,600,000
1,600,000
DIVISION TOTAL
3,620,150
3,684,451
4,315,900
4,450,145
OPERATING EXPENSES
45.10 Insurance
49.20 Other Current Charges and Obligations (Contingency)
49.30 Other Current Charges and Obligations (R & R)
59.10 Depreciation
DEBT SERVICE
71.10 Principal
72.10 Interest
Total Debt Service
176
(539)
(402)
Fund: Water Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OTHER USES
91.10 Inter-Fund Group Transfers (Water and Sewer)
Total Other Uses
0
0
27,929
27,929
0
0
0
0
DIVISION TOTAL
0
27,929
0
0
177
(539)
(403)
Fund: Wastewater Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OTHER USES
91.10 Inter-Fund Group Transfers (Water and Sewer)
Total Other Uses
498,332
498,332
635,405
635,405
0
0
0
0
DIVISION TOTAL
498,332
635,405
0
0
178
Our Mission
Our Vision
179
PARKS & RECREATION DEPARTMENT
CITY MANAGER
PARKS &
RECREATION
DIRECTOR
EXECUTIVE
ASSISTANT
SECRETARY
ASSISTANT PARKS &
RECREATION
DIRECTOR
LIBRARIAN
CHILDREN’S
LIBRARIAN
CIRCULATION
SUPERVISOR
GROUNDS
MAINTENANCE
APPLICATOR
ONLINE SERVICES
SPECIALIST
CATALOGING
SPECIALIST
GROUNDS
MAINTENANCE –
CEMETERY LEAD
GROUNDS
MAINTENANCE
WORKER CEMETERY
LIBRARY ASSISTANT
IRRIGATION LEAD
MARKETING &
EVENT SPECIALIST
RECREATION
SUPERVISOR
PARKS SUPERVISOR
GROUNDS
MAINTENANCE
TECHNICIAN
TENNIS PRO
ATHLETICS
COORDINATOR
EVENTS
COORDINATOR
COMMUNITY
OUTREACH
COORDINATOR
CULTURAL ARTS
COORDINATOR
BANQUET HALL
ATTENDANT
RECREATION
ATTENDANT
HEAD CAMP
COUNSELOR
IRRIGATION
TECHNICIAN
CAMP COUNSELOR
GROUNDS
MAINTENANCE
WORKER
CAMP
COUNSELOR/BUS
DRIVER
HEAD LIFEGUARD
LIFEGUARD
180
POOL TECHNICIAN
Parks and Recreation Department
Parks, Recreation, Libraries, and open spaces provide a number of benefits to both the community and the
environment. The City has state-of-the-art amenities and programs that provide an identity for citizens
and are a major factor in the perception of quality of life in our community. The City provides places for
health and well-being that are accessible by persons of all ages and abilities. Our parks provide gathering
places for families and groups, as well as for individuals of all ages and economic status. The Parks and
Recreation Department are comprised of six divisions – Parks, Recreation, Summer Recreation, Library,
Aquatics, and Special Events.
Divisions
Parks
The Parks Division performs landscape management and overall park maintenance services for City’s
open space, community and neighborhood parks, sports complexes, cemeteries, and public buildings.
Recreation
The Recreation Division is committed to providing residents with a variety of life-enriching programs.
The Recreation Division offers a range of programs and events for people of all ages. They work with
multiple outside contracted agencies to provide additional programming services to the community. The
Recreation Division is also responsible for facilities reservations.
Summer Recreation
The Summer Recreation Division administer summer camp programs for children who have graduated
kindergarten through the sixth grade. This is an eight week program that is one of the top programs in the
county.
Library
The Haines City Public Library provides comprehensive and effective library services to meet the
informational, educational, and recreational needs of our diverse community. The library gives primary
emphasis to technology access and current popular materials, in a variety of formats, for library users of
all ages.
Aquatics
The Aquatic Center includes a 25-meter competition pool, children's activity pool, splash pad area with
water toys, a 20-foot water slide, pavilion and concession area. The City offers a variety of swim lessons
and reservation opportunities throughout the year. We are also the home site for both of our local high
school swim teams.
Special Events
Special events help to build a sense of community pride throughout the City. Our dedicated teams hosts a
multitude of special events throughout the year. The City strives to provide diverse family oriented
events in a clean and safe environment. Our events range in audience size from 2,000 people to 30,000.
We are continuing to work with other entities and organizations to offer a wide variety of events to the
community.
181
Departmental Initiatives for FY 2016 Budget Year:
x
Objective 1: Establish and develop relationships with professional associations to gain
knowledge and information within the Parks and Recreation field.
Objective 2: Seek opportunity to partner with individuals for new program instruction.
Objective 3: Maintain and develop collaborative partnerships that ensure high quality of
programs and events being offered to the citizens of the community.
Objective: 4: Partner and offer outreach programs and information seminars to educate citizens
and the community.
Objective 5: Seek out opportunity to partner with local municipalities to offer additional
programs and services for the betterment of the community.
Objective 6: Seek opportunity to partner with outside organizations to offer special events.
x
x
x
x
x
viability.
x
Objective 1: Focus on improving aesthetics in the downtown corridor intended to boost
commerce and exposure for local area businesses.
Objective 2: Continue to foster and grow our branding initiative to attract people to the
community.
Objective: Create initiatives through social media that focuses on promoting the City and its
brand.
Objective: Create Parks and Recreation Information Guide that mirrors the City’s new style
guide.
x
x
x
x
x
x
x
Objective 2: Create a quarterly document to provide information on program and performance
measures.
Objective 3: Explore contracting out opportunities that will provide a better level of service, at a
lesser cost, when it is deemed reasonable and economically feasible in nature. (i.e., summer
recreation; leagues, special events).
Objective 4: Create log to control assets, inventory, surplus and property insurance.
Objective: Seek grant opportunities that supports the Parks and Recreation goals and objectives.
x
x
x
x
Objective 1: Continue our branding efforts to promote, market and entice visitors to patronize
our facilities, thus increasing revenue.
Objective 2: Research and develop a youth program to encourage healthy lifestyle and activities.
Objective 3: Create new and continue to work with partners in order to promote and market our
services that are intended to benefit Haines City and its residents.
Objective 4: Create/Offer arts based programming (i.e., theater, photography, design)
182
Our Mission
Our Vision
183
x Objective 1: Create children’s programs at the Library that utilize technology. (i.e., Smartboard,
i-Pads, computers, etc.)
x Objective 2: Utilize social media to promote and market programs and events.
x Objective 3: Develop an aggressive annual social media campaign.
x Objective 4: Work with Departments to create a marketing video that promotes and attracts
people to the community.
x
Objective 1: Beginning phases of creation of Department Standard Operating Procedures for the
purposes of seeking National Accreditation.
x
x
x
Objective 1: Create recycle program at Parks and Recreation Facilities
Objective 2: Host seminars to educate the community about the environment and how to protect
our natural resources.
Objectives 3: Create a plan that fosters Florida friendly landscape material while focusing on
water conservation.
x
Objective 1: Master plan two or more Parks and Recreation sites to plan for immediate needs and
future growth to address the deficiencies as identified in our Parks and Recreation Master Plan.
184
POSITION SCHEDULE
Division: LIBRARY
OLD PAY PLAN
Pay
Grade
E9
25
20
20
18
18
16
16
16
15
15
10
3
3
3
3
NEW PAY PLAN
2014
Budget
0.50
0.50
0.00
1.00
0.00
1.00
1.00
1.00
0.00
2.00
0.00
0.00
1.00
0.00
4.00
0.00
2015
Budget
0.50
0.50
1.00
0.00
1.00
0.00
0.00
0.00
1.00
0.00
2.00
1.00
0.00
1.00
0.00
5.00
Total
12.00
13.00
13.00
Full-Time
Part-Time
8.00
4.00
8.00
5.00
8.00
5.00
Position
Leisure Services Director
Assistant Leisure Services Director
Librarian
Library Supervisor
Children's Librarian
Librarian II
Circulation Services Librarian
Online Services Librarian
Online Services Specialist
Librarian I
Library Specialist
Cataloging Specialist
Library Aide
Library Assistant
Library Aide (P/T)
Library Assistant (P/T)
Pay
Plan
Executive
Exempt
Exempt
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
10
8
4
8
8
6
2
1
Position
Parks & Recreation Director
Assistant Parks & Recreation Director
Librarian
Circulation Supervisor
Library Assistant
Library Assistant
2016
Budget
0.50
0.50
1.00
1.00
2.00
1.00
1.00
1.00
5.00
Account
Number Item
66.10
Library Materials
Amount
50,000
Total
50,000
185
(571)
(001)
Department/Division: Parks & Recreation/Library
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
2013-14
Actual
2014-15
Budget
2015-16
Budget
337,439
336
25,497
51,732
60,884
2,521
478,410
310,112
0
23,577
52,957
44,484
1,650
432,780
328,025
750
25,150
48,500
48,960
1,805
453,190
388,875
750
29,805
43,430
54,915
1,985
519,760
OPERATING EXPENSES
55.10 Training
169
16,600
31
3,261
29
63,332
1,771
748
307
39
0
2,099
11,230
158
200
99,972
1,961
20,005
20
4,439
19
46,135
1,948
5,932
100
616
3,238
1,506
42,369
472
0
128,760
500
22,170
200
4,800
75
59,000
6,000
6,000
200
500
200
2,500
22,500
1,000
500
126,145
1,000
500
400
5,200
200
51,000
5,000
6,000
200
500
200
2,500
22,500
1,000
1,500
97,700
CAPITAL OUTLAY
2,250
54,698
56,948
6,459
83,327
89,786
0
50,000
50,000
0
50,000
50,000
287,562
(78,920)
208,642
290,115
(76,460)
213,655
287,620
(74,675)
212,945
859,968
842,990
880,405
OTHER USES
Total Other Uses
0
0
0
DIVISION TOTAL
635,330
186
(571)
(124)
Department/Division: Library Impact Fees
Fund: Library Impact Fees
(All Object Codes)
2012-13
Actual
OPERATING EXPENSES
2013-14
Actual
0
0
0
2014-15
Budget
2015-16
Budget
0
0
0
20,500
0
20,500
22,100
0
22,100
OTHER USES
Total Other Uses
287,022
(79,813)
207,209
0
0
0
0
0
0
0
0
0
DIVISION TOTAL
207,209
0
20,500
22,100
187
(571)
(301)
Department/Division: Library
(All Object Codes)
2012-13
Actual
OPERATING EXPENSES
306,985
306,985
2013-14
Actual
2014-15
Budget
2015-16
Budget
0
0
0
0
0
0
CAPITAL OUTLAY
62.10 Buildings
1,152,403
22,197
1,174,600
(0)
0
0
0
0
0
0
0
0
DIVISION TOTAL
1,481,585
0
0
0
188
POSITION SCHEDULE
Division: PARKS
OLD PAY PLAN
Pay
Grade
E9
25
19
14
12
10
10
8
8
NEW PAY PLAN
2014
Budget
0.25
0.25
1.00
5.00
4.00
4.00
1.00
3.00
0.00
2015
Budget
0.25
0.25
1.00
5.00
4.00
4.00
1.00
3.00
2.00
Total
18.50
20.50
20.50
Full-Time
Part-Time
18.50
0.00
18.50
2.00
18.50
2.00
Position
Parks Supervisor
Service Worker IV
Service Worker III
Service Worker II
Service Worker II (Cemetery)
Service Worker I
Service Worker I (P/T)
Pay
Plan
Executive
Exempt
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
10
5
6
6
6
5
5
3
3
1
Position
Parks Supervisor
Grounds Maintenance Applicator
Grounds Maintenance - Cemetery Lead
Irrigation Lead
Grounds Maintenance Technician
Irrigation Technician
Grounds Maintenance Worker
Grounds Maintenance Worker - Cemetery
2016
Budget
0.25
0.25
1.00
4.00
1.00
1.00
2.00
1.00
7.00
1.00
2.00
Account
Number Item
64.10
Playground Flooring - 8 Acre Park (Replacement)
Amount
40,000
Total
40,000
189
(572)
(001)
Department/Division: Parks & Recreation/Parks
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
517,872
9,331
39,742
93,966
122,620
12,359
795,889
488,899
10,497
37,073
97,446
113,008
10,809
757,732
548,390
21,000
43,555
95,030
113,220
12,835
834,030
583,640
21,000
46,260
71,770
126,985
12,495
862,150
OPERATING EXPENSES
49.20 Other Current Charges and Obligations - Mausoleum
55.10 Training
912
43,503
0
5,120
25
89,741
0
28,586
961
0
0
208
117,858
15
60
286,990
730
0
40
4,808
0
91,531
1,350
40,929
0
0
0
319
131,152
140
175
271,174
1,000
0
1,000
5,500
40
115,000
400
46,000
50
500
0
500
150,400
150
2,000
322,540
1,300
57,500
1,000
5,000
40
109,000
1,500
46,000
100
500
0
500
209,500
500
2,000
434,440
0
1,400
1,400
0
6,358
6,358
0
309,000
309,000
0
40,000
40,000
0
0
0
0
17,860
17,860
37,810
37,810
1,084,279
1,035,264
1,483,430
1,374,400
CAPITAL OUTLAY
OTHER USES
Total Other Uses
DIVISION TOTAL
190
POSITION SCHEDULE
Division: PARKS & STREETSCAPE MAINTENANCE
OLD PAY PLAN
Pay
Grade
NEW PAY PLAN
Pay
Pay
Plan
Grade Position
Non-Exempt 3
2014
Budget
2015
Budget
TOTAL
0.00
0.00
2.00
Full-Time
Part-Time
0.00
0.00
0.00
0.00
2.00
0.00
Position
No Positions Authorized
2016
Budget
2.00
Account
Number Item
Resurfacing Ball Courts (Basketball & Tennis)
Amount
28,000
Total
28,000
191
(572)
(102)
Department/Division: Parks and Recreation/Parks & Streetscape Maintenance
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
2013-14
Actual
970
(105)
31
137
2,845
0
3,878
2014-15
Budget
2015-16
Budget
0
0
0
0
0
0
0
0
0
0
0
0
0
0
47,425
0
3,630
5,985
13,730
1,015
71,785
OPERATING EXPENSES
0
0
0
0
0
0
0
0
0
0
0
0
0
500
500
1,000
CAPITAL OUTLAY
0
0
0
0
0
0
0
0
0
28,000
0
28,000
3,878
0
0
100,785
DIVISION TOTAL
192
POSITION SCHEDULE
Division: AQUATICS
OLD PAY PLAN
Pay
Grade
16
13
13
4
2015
Budget
2.00
0.00
1.00
14.00
Total
17.00
17.00
16.00
Full-Time
Part-Time
1.00
16.00
0.00
17.00
0.00
16.00
Position
Recreation Leader III (P/T)
Pool Technician
Pool Technician (P/T)
Lifeguard (P/T)
Pay
Plan
Non-Exempt
Non-Exempt
NEW PAY PLAN
Pay
Grade Position
1
Head Lifeguard
1
Lifeguard
2014
Budget
2.00
1.00
0.00
14.00
2016
Budget
2.00
14.00
Account
Number Item
Amount
0
Total
0
193
(573)
(001)
Department/Division: Parks & Recreation/Aquatics
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
CAPITAL OUTLAY
DIVISION TOTAL
194
2013-14
Actual
2014-15
Budget
2015-16
Budget
132,167
1,049
10,146
8,807
11,659
4,265
168,093
120,093
301
9,166
6,263
7,665
3,525
147,012
161,005
0
12,330
0
26,520
3,770
203,625
142,300
0
10,895
0
29,745
3,050
185,990
2,047
116
229
0
20,798
862
7,937
0
0
0
17,701
993
650
51,333
2,338
141
240
0
20,348
1,133
8,579
0
0
0
17,354
0
0
50,133
4,000
200
265
0
25,000
1,435
10,000
0
0
0
20,000
800
650
62,350
4,000
200
300
500
25,000
2,400
9,900
0
3,500
0
25,000
800
1,000
72,600
1,400
1,400
0
0
25,000
25,000
0
0
220,826
197,145
290,975
258,590
POSITION SCHEDULE
Division: AQUATICS
OLD PAY PLAN
Pay
Grade
NEW PAY PLAN
Pay
Pay
Plan
Grade Position
Non-Exempt 1
Pool Technician
2014
Budget
2015
Budget
TOTAL
0.00
0.00
1.00
Full-Time
Part-Time
0.00
0.00
0.00
0.00
0.00
1.00
Position
2016
Budget
1.00
Account
Number Item
Amount
0
Total
0
195
(573)
(102)
Department/Division: Parks and Recreation/Aquatics
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
18,945
0
1,450
0
0
405
20,800
OPERATING EXPENSES
0
0
0
0
0
0
0
0
0
0
0
0
2,600
1,500
0
4,100
CAPITAL OUTLAY
0
0
0
0
0
0
0
0
0
0
0
0
DIVISION TOTAL
0
0
0
24,900
196
Our Mission
Our Vision
197
(574)
(001)
Department/Division: Parks & Recreation/Special Events
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
OPERATING EXPENSES
49.00 Special Events
49.10 Christmas Parade
49.11 Glitter, Glisten & Snow
49.13 Sharing Christmas with You
49.15 Miscellaneous Events
49.20 4th of July
49.30 City Lights
49.40 Employee Christmas Party
49.50 Ridge League
49.60 Easter Egg Hunt
49.70 Fall Fest
0
0
6,908
5,767
9,613
0
148,919
2,146
6,469
8,201
558
839
189,419
0
146,491
1,897
1,793
6,400
0
491
0
0
3,893
0
631
161,595
300
0
3,000
4,500
7,500
0
130,000
0
0
2,000
700
2,250
150,250
300
136,500
0
0
0
0
0
0
0
0
0
0
136,800
DIVISION TOTAL
189,419
161,595
150,250
136,800
198
POSITION SCHEDULE
Division: RECREATION
OLD PAY PLAN
Pay
Grade
E9
25
20
19
19
17
16
14
13
13
12
12
10
10
8
5
NEW PAY PLAN
2014
Budget
0.25
0.25
0.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
1.00
2015
Budget
0.25
0.25
1.00
2.00
0.00
1.00
0.00
1.00
1.00
2.00
1.00
1.00
2.00
3.00
1.00
3.00
Total
17.50
19.50
17.50
Full-Time
Part-Time
13.50
4.00
13.50
6.00
11.50
6.00
Position
Marketing & Event Specialist
Recreation Supervisor
Recreation Supervisor (P/T)
Event Coordinator
Recreation Leader III
Service Worker IV
Recreation Program Instructor
Recreation Leader II
Secretary II (Recreation)
Service Worker III
Recreation Leader I
Recreation Leader I (P/T - Summer)
Service Worker I
Recreation Aide (P/T)
Pay
Plan
Executive
Exempt
Exempt
Exempt
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
10
5
5
2
7
6
6
6
6
4
3
1
1
Position
Marketing & Events Specialist
Tennis Pro
Executive Assistant
Athletics Coordinator
Community Outreach Coordinator
Cultural Arts Coordinator
Events Coordinator
Secretary
Recreation Attendant
Recreation Attendant (Seasonal)
2016
Budget
0.25
0.25
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
3.00
Account
Number Item
Amount
0
Total
0
199
(575)
(001)
Department/Division: Parks & Recreation/Recreation
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
443,490
13,033
33,745
77,262
78,769
9,951
656,250
459,043
11,539
34,495
86,766
84,801
8,902
685,545
487,150
20,000
38,800
79,720
84,150
10,570
720,390
495,570
20,000
39,440
58,690
80,655
9,015
703,370
OPERATING EXPENSES
55.10 Training
19,715
0
3,337
13,806
902
151,029
22,652
46,663
3,685
10,031
1,405
5,895
29,848
1,159
900
311,027
9,665
0
2,268
14,427
950
153,610
22,133
56,599
1,445
34,392
1,690
6,336
47,944
1,324
1,093
353,876
13,275
0
3,900
14,500
1,200
155,000
20,000
47,000
7,000
25,000
1,200
5,000
52,000
2,000
6,000
353,075
14,275
0
6,000
16,300
1,200
160,500
21,000
40,400
7,000
25,000
1,200
5,000
54,000
3,000
6,000
360,875
4,995
9,758
14,753
17,150
23,859
41,009
40,000
0
40,000
0
0
0
982,030
1,080,430
1,113,465
1,064,245
CAPITAL OUTLAY
62.10 Buildings
DIVISION TOTAL
200
POSITION SCHEDULE
Division: BANQUET HALL
OLD PAY PLAN
Pay
Grade
2015
Budget
TOTAL
0.00
0.00
3.00
Full-Time
Part-Time
0.00
0.00
0.00
0.00
3.00
0.00
Position
Pay
Plan
Non-Exempt
Non-Exempt
NEW PAY PLAN
Pay
Grade Position
6
Events Coordinator
3
Banquet Hall Attendant
2014
Budget
2016
Budget
1.00
2.00
Account
Number Item
Amount
0
Total
0
201
(575)
(102)
Department/Division: Parks and Recreation/Banquet Hall
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
81,665
0
6,250
8,170
20,595
1,750
118,430
OPERATING EXPENSES
0
0
0
0
0
0
0
0
0
0
0
0
12,060
1,500
0
13,560
CAPITAL OUTLAY
0
0
0
0
0
0
0
0
0
0
0
0
DIVISION TOTAL
0
0
0
131,990
202
Our Mission
Our Vision
203
(575)
(123)
Department/Division: Recreation Impact Fees
Fund: Recreation Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
0
0
0
0
0
0
200,500
0
200,500
350,500
0
350,500
CAPITAL OUTLAY
62.10 Buildings
0
0
0
0
0
0
0
0
0
0
0
0
DIVISION TOTAL
0
0
200,500
350,500
204
POSITION SCHEDULE
Division: SUMMER RECREATION
OLD PAY PLAN
Pay
Grade
16
10
NEW PAY PLAN
2014
Budget
2.00
8.00
2015
Budget
2.00
8.00
Total
10.00
10.00
10.00
Full-Time
Part-Time
0.00
10.00
0.00
10.00
0.00
10.00
Position
Recreation Leader III (P/T - Summer)
Recreation Leader I (P/T - Summer)
Pay
Plan
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
1
1
1
Position
Camp Counselor
Camp Counselor/Bus Driver
Head Camp Counselor
2016
Budget
6.00
2.00
2.00
Account
Number Item
Amount
0
Total
0
205
(579)
(001)
Department/Division: Parks & Recreation/Summer Recreation
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
37,199
0
2,846
0
925
40,970
OPERATING EXPENSES
1,081
0
2,019
0
19,487
22,588
DIVISION TOTAL
63,558
206
2013-14
Actual
15,283
0
1,169
0
845
17,297
2,056
0
(846)
0
7,170
8,381
25,678
2014-15
Budget
2015-16
Budget
40,465
0
3,100
5,100
945
49,610
40,665
0
3,110
5,720
875
50,370
2,660
0
350
0
21,500
24,510
2,660
0
350
0
21,500
24,510
74,120
74,880
Our Mission
Our Vision
207
POLICE DEPARTMENT
CITY MANAGER
PUBLIC SAFETY
DIRECTOR
EXECUTIVE
ASSISTANT
ASSISTANT
POLICE CHIEF
SECRETARY
LIEUTENANT
CRIMINAL
INVESTIGATIONS
SERGEANT
CRIMINAL
INVESTIGATIONS
POLICE
DETECTIVE
LIEUTENANT
COMMUNITY
SERVICES
CIVILIAN CRIME
SCENE ANALYST
SERGEANT
COMMUNITY
SERVICES
POLICE OFFICER
SRO
POLICE OFFICER
COPS
CODE
COMPLIANCE
SUPERVISOR
COMMUNITY
SERVICE
OFFICER
CODE
COMPLIANCE
OFFICER
LIEUTENANT
PATROL
RECORDS
SUPERVISOR
SERGEANT
PATROL
RECORDS CLERK
CORPORAL
PATROL
POLICE OFFICER
PATROL
POLICE OFFICER
K-9
CODE
COMPLIANCE
CLERK
208
POLICE
EVIDENCE
TECHNICIAN
Haines City Police Department (HCPD)
The Haines City Police Department is a full-service law enforcement agency serving the third-largest
municipality in Polk County (20 square miles and an estimated population of 21,956). The department
has been allocated 63 employees categorized as 51 sworn police officers, and 12 full-time civilian support
members. Members of the Police Department work closely with the City’s leadership team and its
community leaders while receiving tremendous support from the City Administration. With the rapidly
changing landscape of the community, it is imperative that the Haines City Police Department continue to
develop partnerships, build trust, and instill confidence in its ability to provide a high level of law
enforcement services while enhancing the quality of life for the citizens. The Haines City Police
Department is devoted to safeguarding the lives and property of the people of Haines City, reducing the
incidence and fear of crime, and enhancing public safety while working with our diverse communities to
improve their quality of life.
Department Initiatives for FY 2016 Budget
x
Objective 1: Achieve reaccreditation with the Commission on Accreditation for Law
Enforcement Agency’s (CALEA) during the year 2016.
x
x
Objective 1: Improve training capabilities and purchase equipment to update technology with the
purpose to assist in the deployment of resources and maintain a proactive approach to crime
fighting.
Objective 2: The department will seek to improve its on-site advanced training, to be hosted here
at our facility, thus mitigating any additional travel and training costs.
x
x
x
x
Objective 1: Develop programs and neighborhood watches to actively involve the populace in
reporting crimes and suspicious activities.
Objective 2: Partner with the Polk County Sheriff’s Office (PCSO) and maintain a Citizen
Assisted Patrol (CAP) program in mobile home parks.
Objective 3: Increase the number of meetings, community projects, volunteer programs, and City
projects the Community Oriented Policing (COP) Unit is involved in.
Objective 4: Continue with a proactive approach to predicting crime trends. Continue to practice
positive customer service tactics and initiatives.
x
Objective 1: Continue to be an active participatory speaker on topics regarding the Haines City
Police Department. This objective will be accomplished by active speaking engagements in
schools, homeowner associations, civic groups and churches.
209
x
x
Objective 1: Continue to seek grants for public safety initiatives to provide more responsive and
proactive police services.
Objective 2: Maintain the department’s Capital Improvement Plan (CIP) and its Multi-Year Plan
to ensure that that projects come in on time and within budget.
x
x
Objective 1: Use online educational programs to enhance the individual talents of each
employee.
Objective 2: Implement employee achievement program which will recognize the
accomplishments made by individuals during the course of the year.
x
Objective 1: Leverage modern technology in a manner to keep an open line of communication
and provide information to the public (i.e. Facebook, Twitter, Snapchat, Instagram, etc.).
210
POSITION SCHEDULE
Division: POLICE
OLD PAY PLAN
Pay
Grade
E13
E10
31
28
26
23
21
20
19
19
19
18
17
17
16
15
15
15
14
13
13
12
12
10
NEW PAY PLAN
2014
Budget
0.00
1.00
0.00
1.00
3.00
6.00
4.00
7.00
0.00
31.00
2.00
0.00
1.00
0.00
0.00
0.00
2.00
1.00
1.00
0.00
2.00
0.00
1.00
3.00
2015
Budget
0.50
0.00
1.00
0.00
3.00
6.70
4.00
7.00
0.40
28.00
0.00
1.00
0.00
1.00
2.00
1.00
2.00
0.00
1.00
1.00
0.00
1.00
1.00
2.00
Total
66.00
63.60
63.20
Full-Time
Part-Time
64.00
2.00
63.60
0.00
63.20
0.00
Position
Police Chief
Assistant Police Chief
Police Captain
Police Lieutenant
Police Sergent
Police Corporal
Police Detective
Fire Inspector
Police Officer
Police Officer (P/T)
Code Compliance Supervisor
Police Communications Supervisor
Police Records Supervisor
Code Compliance Officer
Executive Assistant
Police Civilian Crime Scene Analyst
Seceretary III (Police)
Police Evidence Technician
Community Service Officer
Public Safety Aide
Code Compliance Clerk
Seceretary II (Police)
Police Records Clerk
Pay
Plan
Executive
Exempt
Exempt
Exempt
Police
Police
Police
Police
Police
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
3
11
5
4
7
6
4
3
3
7
7
7
6
5
4
3
3
Position
Records Supervisor
Police Lieutenant
Police Sergeant
Police Corporal
Police Detective
Police Officer
Crime Scene Analyst
Executive Assistant
Secretary
Records Clerk
2016
Budget
0.50
1.00
1.00
1.00
3.00
6.70
4.00
7.00
28.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
Account
Number
64.10
64.10
64.10
64.10
64.10
64.10
Item
Digital Persona
Dodge Charger - Police Pursuit
Dodge Charger - Administration Pursuit
Dodge Durango - Canine (2)
Taser (5) (Replacement)
Grant Funded - TBD
Amount
10,000
27,045
23,670
66,440
6,200
16,380
Total
149,735
211
(521)
(001)
Department/Division: Police
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
15.10 Special Pay
21.10 FICA Taxes
2,884,189
98,912
37,767
226,645
480,817
453,213
59,887
4,241,430
2,554,942
84,635
40,617
201,533
494,353
375,495
52,578
3,804,152
2,699,965
100,165
36,885
217,035
534,790
395,355
59,925
4,044,120
2,814,225
100,445
59,660
227,540
489,695
440,670
57,900
4,190,135
OPERATING EXPENSES
35.10 Investigations
41.20 Communications Services - Grant
55.10 Training
33,553
851,410
3,644
23,332
45,521
8,400
22,693
60,762
13,626
123,811
4,149
0
321
6,953
361,010
4,824
21,394
1,585,401
22,178
1,046,709
4,304
28,708
57,207
0
14,967
58,149
13,308
104,292
3,370
0
883
9,404
376,708
5,066
12,027
1,757,280
35,000
1,067,800
4,000
26,000
70,000
0
34,000
60,000
14,300
110,900
3,400
0
10,000
10,700
330,700
4,800
21,680
1,803,280
41,000
947,320
6,000
27,000
70,000
0
8,600
60,000
31,900
110,900
8,500
1,500
2,000
18,200
320,000
4,500
22,000
1,679,420
CAPITAL OUTLAY
62.10 Buildings
35,930
6,874
231,969
274,773
0
0
157,844
157,844
0
0
169,055
169,055
0
0
149,735
149,735
OTHER USES
Total Other Uses
130,248
130,248
136,170
136,170
337,895
337,895
389,070
389,070
6,231,852
5,855,446
6,354,350
6,408,360
DIVISION TOTAL
212
(521)
(102)
Department/Division: Community Policing
Fund: Community Development Agency - City
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
15.10 Special Pay
21.10 FICA Taxes
1,618
4
0
119
216
837
0
2,794
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
DIVISION TOTAL
2,794
0
0
0
213
(521)
(110)
Department/Division: Law Enforcement Education and Training
Fund: LEET
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
55.10 Training
3,193
0
0
0
10,284
13,477
12,165
0
179
0
10,938
23,283
8,000
0
0
0
17,100
25,100
3,500
0
0
0
10,550
14,050
DIVISION TOTAL
13,477
23,283
25,100
14,050
214
(521)
(111)
Department/Division: Confiscated Property
Fund: Confiscated Property
(All Object Codes)
2012-13
Actual
OPERATING EXPENSES
2013-14
Actual
2014-15
Budget
2015-16
Budget
0
0
7,621
7,621
0
2,500
18,301
20,801
0
0
35,100
35,100
0
0
62,100
62,100
CAPITAL OUTLAY
12,060
12,060
0
0
0
0
0
0
DIVISION TOTAL
19,681
20,801
35,100
62,100
215
(521)
(120)
Department/Division: Police Impact Fees
Fund: Police Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
0
0
0
0
0
0
32,100
0
32,100
34,600
0
34,600
CAPITAL OUTLAY
0
0
0
0
0
0
0
0
OTHER USES
Total Other Uses
130,238
130,238
125,327
125,327
0
0
0
0
DIVISION TOTAL
130,238
125,327
32,100
34,600
216
Our Mission
Our Vision
217
PUBLIC WORKS DEPARTMENT
CITY MANAGER
PUBLIC WORKS
DIRECTOR
SECRETARY
BUILDING
MAINTENANCE
SUPERVISOR
SOLID WASTE
MONITOR
CAD/GIS
TECHNICIAN
BUILDING
MAINTENANCE
LEAD
TRANSPORTATION
SUPERINTENDENT
FLEET
MAINTENANCE
SUPERVISOR
TRAFFIC
MAINTENANCE
COORDINATOR
LEAD MECHANIC
BUILDING
MAINTENANCE
TECHNICIAN
TRANSPORTATION
MAINTENANCE
WORKER
MECHANIC
BUILDING
MAINTENANCE
WORKER
STORMWATER
MAINTENANCE
WORKER
SHOP MECHANIC
JANITOR
218
Public Works Department
The Public Works Department is responsible for protecting and safeguarding the public’s health, welfare
and safety by properly operating and maintaining the City’s infrastructure efficiently while protecting our
natural environment. This department includes the Transportation, Sanitation, Stormwater, Fleet
Maintenance, Building Maintenance and Engineering Divisions. The principal focus of the department is
to provide construction management, engineering services, and other applicable internal services needed
to preserve and protect the City’s critical infrastructure, while being responsive to the growth that is
anticipated to impact Haines City.
The services provided by the Public Works Department are as follows:
x
x
x
x
x
x
The Streets Division provides well-maintained streets and right-of-ways and ensures safe and
efficient traffic movements with a focus on safety, efficiency, and level of service.
The Sanitation Division provides a safe and efficient method of collecting and disposing of
residential and commercial waste, while attempting to reduce the amount of waste generated by
increasing the volume of recyclable materials used.
The Stormwater Division develops and maintains a comprehensive watershed and stormwater
infrastructure system that enhances water quality, protects property, and preserves the
environment for the health and well-being of the general public.
The Fleet Maintenance Division ensures reliable, high-quality, cost-effective maintenance
services for the City’s fleet of vehicles.
The Building Maintenance Division is responsible for building management system, equipment
maintenance, facilities protection and security, and environmental compliance.
The newly created Engineering Division provides engineering, construction management, and
geographic information system (GIS) services.
x
x
x
Objective 1: Maintain current collaborative partnership that ensures a high quality of refuse
disposal for residents.
Objective 2: Collaborate with and support other City Departments.
Objective 3: Build collaborative partnerships with other public agencies.
x
x
x
Objective 1: Ensure that the City is receiving the highest level of service from contract providers
to maintain the utmost consistency in design and construction on all infrastructure projects.
Objective 2: Continue to effectively manage fleet maintenance and fuel management operations.
Objective 3: Maintain logs to control assets, inventory, surplus and property insurance.
viability.
x
x
Objective 1: Continue to manage projects that attract residents and businesses to the City.
Objective 2: Assist in the procurement, design, and construction of the appropriate infrastructure
in response to growth, both in the residential housing market and the City’s commercial corridors.
219
x
x
x
Objective 1: Maintain high-quality accessways and intermodal transportation systems for
motorists, pedestrians, and bicyclists.
Objective 2: Preserve the City’s infrastructure by proactively inspecting and reviewing existing
maintenance protocols to ensure that the City’s assets remain in pristine condition.
Objective 3: Continue to manage the Lake Eva cleanup in coordination with the consultant of
record and the Lakes Advisory Board.
x
x
Objective 1: Continue to monitor and evaluate operational management systems to better
manage the City’s capital assets and public works infrastructure.
Objective 2: Use technology to make more informed decisions and assist Staff in becoming as
efficient as possible.
Organizational Goal: Provide responsive public services that protect the health, welfare and safety of the
community.
x
x
Objective 1: Assist City residents and address public concerns.
Objective 2: Use methods to make local assets and infrastructure more resilient and sustainable.
x
x
x
Objective 1: Preserve and protect the City’s lakes and other natural resources.
Objective 2: Create a repair and maintenance program to proactively preserve the City’s critical
infrastructure.
Objective 3: Continue to work with developers to provide high quality residential neighborhoods
with “complete streets,” neighborhood parks, with a focus on customer service.
x
x
x
Objective 1: Encourage professional growth and training.
Objective 2: Support performance-based incentive programs.
Objective 3: Inspire and empower team members to deliver quality public service.
x
x
x
Objective 1: Seek out opportunities to partner with local municipalities and offer programs and
services for the betterment of the community.
Objective 2: Seek grant opportunities that support the Environmental goals and objectives.
Objective 3: Host seminars to educate the community about the environment and how to protect
our natural resources.
220
Our Mission
Our Vision
221
x
x
x
Objective 1: Build trust and support of residents, Staff and the business community through
clear, focused, centralized and proactive communications.
Objective 2: Host public workshops and collaborate with stakeholders to ensure high quality
programs and services being offered to the citizens of the community.
Objective 3: Provide quarterly updates to provide information on program and performance
measures.
222
POSITION SCHEDULE
Division: BUILDING MAINTENANCE
OLD PAY PLAN
Pay
Grade
19
14
12
7
7
NEW PAY PLAN
2014
Budget
1.00
2.00
1.00
1.00
4.00
2015
Budget
1.00
3.00
1.00
1.00
3.00
TOTAL
9.00
9.00
10.40
Full-Time
Part-Time
5.00
4.00
6.00
3.00
9.40
1.00
Position
Maintenance Supervisor
Service Worker IV
Service Worker III
Custodian/Maintenance
Custodian/Maintenance - PT
Pay
Plan
Executive
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
6
7
5
4
2
1
Position
Public Works Director
Building Maintenance Supervisor
Building Maintenance Lead
Building Maintenance Technician
Secretary
Building Maintenance Worker
Janitor
2016
Budget
0.20
1.00
1.00
4.00
0.20
3.00
1.00
Account
Number Item
Amount
0
Total
0
223
(20-519)
(001)
Department/Division: Public Works/Building Maintenance
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
2013-14
Actual
2014-15
Budget
2015-16
Budget
183,232
964
12,859
33,056
48,420
4,815
283,346
169,768
1,291
11,900
28,854
34,108
4,354
250,275
206,050
3,500
16,035
31,315
36,720
5,320
298,940
302,150
5,000
23,500
39,240
64,525
6,870
441,285
265
1,686
692
0
0
36,845
0
39,488
651
1,923
961
0
13
46,636
0
50,184
0
2,600
50,000
50
300
63,000
0
115,950
750
3,200
47,540
100
400
63,000
0
114,990
CAPITAL OUTLAY
0
0
3,850
3,850
23,000
23,000
0
0
OTHER USES
Total Other Uses
0
0
0
0
2,445
2,445
3,930
3,930
322,834
304,309
440,335
560,205
OPERATING EXPENSES
55.10 Training
DIVISION TOTAL
224
POSITION SCHEDULE
Division: SANITATION
OLD PAY PLAN
Pay
Grade
E9
E9
25
12
9
9
NEW PAY PLAN
2014
Budget
0.00
0.05
0.05
0.00
0.10
0.50
2015
Budget
0.05
0.00
0.00
0.25
0.00
0.50
Total
0.70
0.80
0.85
Full-Time
Part-Time
0.70
0.00
0.80
0.00
0.85
0.00
Position
Public Works/Utilities Director
Assistant Public Works/Utilities Director
Secretary II
Secretary I
Solid Waste Monitor
Pay
Plan
Executive
Non-Exempt
Non-Exempt
Pay
Grade
2
4
3
Position
Secretary
Solid Waste Monitor
2016
Budget
0.15
0.20
0.50
Account
Number Item
Amount
0
Total
0
225
(534)
(001)
Department/Division: Public Works/Sanitation
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
2013-14
Actual
2014-15
Budget
2015-16
Budget
20,092
3
1,526
3,588
4,841
358
30,408
19,463
6
1,479
3,775
3,942
324
28,989
23,240
0
1,780
4,070
4,900
280
34,270
30,735
0
2,355
4,385
5,835
390
43,700
990
2,284,508
0
1
7,004
605
19,671
25
5,976
0
0
2,318,780
1,395
2,019,973
23
1
1,942
425
20,114
0
6,740
0
0
2,050,613
500
2,000,000
50
0
1,900
500
20,500
0
6,100
0
0
2,029,550
1,500
1,800,000
50
25
2,000
500
20,500
100
5,000
2,000
2,000
1,833,675
CAPITAL OUTLAY
0
0
0
0
25,000
25,000
0
0
OTHER USES
Total Other Uses
0
0
0
0
2,660
2,660
0
0
2,349,188
2,079,602
2,091,480
1,877,375
OPERATING EXPENSES
55.10 Training
DIVISION TOTAL
226
POSITION SCHEDULE
Division: TRANSPORTATION
OLD PAY PLAN
Pay
Grade
E9
E9
25
19
14
13
12
12
10
9
NEW PAY PLAN
2014
Budget
0.00
0.10
0.10
0.50
1.00
1.00
0.00
1.00
1.00
0.25
2015
Budget
0.40
0.00
0.00
0.50
1.00
1.00
0.25
1.00
1.00
0.00
Total
4.95
5.15
5.15
Full-Time
Part-Time
4.95
0.00
5.15
0.00
5.15
0.00
Position
Streets Superintendent
Service Worker IV
Traffic Maintenance Coordinator
Secretary II
Service Worker III
Service Worker II
Secretary I
Pay
Plan
Executive
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
6
8
7
4
3
Position
Transportation Superintendent
CAD/GIS Technician
Secretary
Transportation Maintenance Worker
2016
Budget
0.20
0.50
0.25
1.00
0.20
3.00
Account
Number Item
Amount
0
Total
0
227
(541)
(001)
Department/Division: Public Works/Transportation
Fund: General
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
191,947
3,127
14,155
34,492
41,106
9,638
294,463
142,542
2,756
10,358
28,134
28,512
6,939
219,240
174,115
4,000
13,625
31,170
31,520
7,985
262,415
161,475
4,000
12,665
19,780
35,350
6,780
240,050
OPERATING EXPENSES
55.10 Training
13,258
149,571
364
6,359
24
290,643
3,789
58,901
65
434
484
60,710
11,747
388
603
597,341
7,975
186,859
126
6,150
25
298,140
1,295
38,164
0
0
664
46,474
7,828
256
487
594,444
1,500
555,000
500
9,600
250
280,000
2,000
43,000
100
500
800
43,000
8,550
210
600
945,610
9,000
497,500
500
9,600
250
315,000
2,000
43,000
100
500
800
43,000
8,550
2,000
2,000
933,800
CAPITAL OUTLAY
62.10 Buildings
0
62,250
50,947
113,197
0
0
0
0
0
0
17,000
17,000
0
0
0
0
0
0
0
0
0
0
0
0
1,005,001
813,684
1,225,025
1,173,850
OTHER USES
Total Other Uses
DIVISION TOTAL
228
POSITION SCHEDULE
Division: TRANSPORTATION IMPACT FEES
Pay
Grade
Position
Account
Number Item
63.10
Johnson Ave - Construction Completion
Lighting - Haines City Trail
63.10
Amount
500,000
200,000
Total
700,000
229
(541)
(122)
Department/Division: Transportation Impact Fees
Fund: Transportation Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
OPERATING EXPENSES
298,836
0
0
298,836
7,853
113
0
7,966
0
874,000
0
874,000
0
700,000
0
700,000
CAPITAL OUTLAY
248,370
248,370
686,904
686,904
500,000
500,000
700,000
700,000
DIVISION TOTAL
547,206
694,870
1,374,000
1,400,000
230
POSITION SCHEDULE
Division: FLEET MAINTENANCE
OLD PAY PLAN
Pay
Grade
E9
E9
25
19
16
13
12
9
NEW PAY PLAN
2014
Budget
0.00
0.05
0.05
1.00
1.00
1.00
0.00
0.05
2015
Budget
0.05
0.00
0.00
1.00
1.00
1.00
0.25
0.00
Total
3.15
3.30
4.35
Full-Time
Part-Time
3.15
0.00
3.30
0.00
4.35
0.00
Position
Fleet Maintenance Supervisor
Mechanic II
Mechanic I
Secretary II
Secretary I
Pay
Plan
Executive
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
6
7
6
5
4
Position
Lead Mechanic
Mechanic
Shop Mechanic
Secretary
2016
Budget
0.15
1.00
1.00
1.00
1.00
0.20
Account
Number Item
Amount
0
Total
0
231
(549)
(001)
Department/Division: Public Works/Fleet Maintenance
Fund: General
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
2013-14
Actual
2014-15
Budget
2015-16
Budget
129,271
430
9,896
21,825
21,086
2,354
184,863
117,807
436
9,014
22,354
18,179
2,165
169,955
122,955
3,500
9,675
22,130
20,200
2,140
180,600
165,945
3,500
12,965
23,575
29,860
2,810
238,655
OPERATING EXPENSES
55.10 Training
549
0
346
0
5,303
0
1,194
0
0
191
6,473
0
0
14,057
859
0
352
0
4,920
0
1,290
0
0
0
7,953
0
0
15,375
0
0
700
45
5,000
100
2,000
50
100
0
8,800
50
450
17,295
0
0
700
50
5,000
100
2,000
50
100
100
9,200
2,000
2,000
21,300
CAPITAL OUTLAY
62.10 Buildings
1,814
11,386
13,200
12,237
0
12,237
0
25,000
25,000
0
0
0
212,120
197,567
222,895
259,955
DIVISION TOTAL
232
POSITION SCHEDULE
Division: STORMWATER
OLD PAY PLAN
Pay
Grade
E9
E9
E9
25
21
19
14
12
12
10
9
NEW PAY PLAN
2014
Budget
0.00
0.10
0.00
0.10
0.00
0.50
1.00
0.00
2.00
1.00
0.10
2015
Budget
0.20
0.00
0.20
0.00
0.00
0.50
1.00
0.25
2.00
1.00
0.00
TOTAL
4.80
5.15
5.15
Full-Time
Part-Time
4.80
0.00
5.15
0.00
5.15
0.00
Position
Utilities Director
Stormwater Foreman
Streets Superintendent
Service Worker IV
Secretary II
Service Worker III
Service Worker II
Secretary I
Pay
Plan
Executive
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
6
8
4
3
Position
CAD/GIS Technician
Secretary
Stormwater Maintenance Worker
2016
Budget
0.20
0.50
0.25
0.20
4.00
Account
Number Item
63.10
Retention Pond
Amount
60,000
Total
60,000
233
(538)
(404)
Department/Division: Public Works/Stormwater
Fund: Stormwater
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
59.10 Depreciation
CAPITAL OUTLAY
DIVISION TOTAL
234
2013-14
Actual
2014-15
Budget
2015-16
Budget
159,687
1,892
12,229
27,858
28,377
9,886
239,930
111,474
2,153
8,532
21,869
28,361
6,567
178,956
166,385
3,000
12,960
29,645
31,520
7,610
251,120
158,120
3,000
12,330
18,235
35,350
6,610
233,645
19,401
0
278
301
118
0
0
19,110
65
0
11,565
47
15,116
1,495
557
424
14,713
83,189
21,894
0
201
185
110
0
2,249
7,756
0
0
14,485
0
15,790
480
0
558
12,716
76,425
20,000
3,500
445
2,000
600
5,000
2,000
22,000
250
1,500
10,000
150
12,000
2,350
300
600
0
82,695
20,000
3,500
500
2,000
600
5,000
2,000
22,000
250
5,000
536,355
150
12,000
2,500
2,000
2,000
0
615,855
0
0
0
0
268,100
268,100
60,000
60,000
323,119
255,381
601,915
909,500
Our Mission
Our Vision
235
UTILITIES DEPARTMENT
CITY MANAGER
UTILITIES
DIRECTOR
EXECUTIVE
ASSISTANT
UTILITY ANALYST
WATER
SUPERINTENDENT
WASTEWATER
SUPERINTENDENT
LEAD WATER
OPERATOR B
LEAD
WASTEWATER
OPERATOR B
WATER
OPERATOR C
UTILITY
MAINTENANCE
SUPERINTENDENT
PUMP & MOTOR
LEAD
PIPELINE REPAIR
LEAD
WASTEWATER
OPERATOR B
PUMP & MOTOR
TECHNICIAN
PROGRAM
TECHNICIAN
INDUSTRIAL
COMPLIANCE
OFFICER
PLANT
MAINTENANCE
WORKER
METER
TECHNICIAN
WASTEWATER
OPERATOR C
PIPELINE REPAIR
TECHNICIAN
METER READER
PLANT
MAINTENANCE
WORKER
LABORER
236
Utilities Department
The Utilities Department is responsible for protecting and safeguarding the public’s health, welfare and
safety by properly operating and maintaining the City’s water and wastewater infrastructure in an efficient
manner while protecting the City's natural resources. This department functions as a business enterprise in
which revenues are used to cover the costs associated with operating this particular department. The
principal focus of this department is to ensure a safe and adequate water supply, while ensuring the
responsible disposal of wastewater within the City's municipal boundaries and service area.
The divisions included in the Utilities Department are the Water Utilities and Wastewater Utilities
Divisions. The Water Utilities Division is solely responsible for providing potable water efficiently and in
compliance with regulatory mandates. The Wastewater Utilities Division provides high-quality
wastewater treatment utilizing the latest and most efficient treatment process possible and provides reuse
water (reclaimed water) from the plant effluent as a commodity to reduce future potable water usage.
x
x
Objective 1: Work with Nuterra Management to create a compost that is environmentally safe and
create a product that is beneficial to consumers.
Objective 2: Enter into a joint project with the local high schools to operate a nursery and garden
at the Wastewater Treatment Plant to supplement the needs of the Parks & Recreation Department
and showcase the by-products of the wastewater treatment process (fertilizer and reuse water).
x
x
x
x
Objective 1: Maintain compliance with the Safe Drinking Water Act by completing the Ion
Exchange process at Water Plant No. 1 to meet the standards set by the City Commission
concerning disinfection of by-products.
Objective 2: Maintain adequate capacity of water treatment facilities, wastewater treatment
facilities, and collection systems through sustainable and operationally sound processes by
constructing the 20” water main from Water Plant No. 1 to U.S. Hwy 27 on Main Street to
address water pressure capacity issues in Southern Dunes.
Objective 3: Design new infrastructure to provide for future needs by designing a rapid
infiltration basin located at Southern Dunes to add capacity to the reuse system. Design and seek
grant funding for a 3.0 million gallon storage tank for the reuse system in order to supply a better
quality reuse water to City customers. Purchase property for wet weather effluent disposal to
create capacity for the reuse system.
Objective 4: In order to maintain the level of service in response to water, wastewater and reuse,
line repairs for the following equipment is being purchased: one (1) skid steer with tracks, one (1)
one ton service truck with a crane replacing the existing plant maintenance truck, one (1) three
quarter ton service truck for meter technician, one (1) three quarter ton truck for plant
maintenance, purchase one (1) new tractor with attachments for agricultural projects at the
Wastewater Plant.
237
Organizational Goal: Utilize Technology to enhance public services.
x
x
Objective 1: Transfer the radio function of the telemetry system to the fiber network owned by
the City to reduce cost and make the system more reliable and cost effective.
Objective 2: Install telemetry systems on all lift stations that currently do not have
instrumentation that will alert personnel to problems and enable remote operations where
possible.
238
POSITION SCHEDULE
Division: WATER
OLD PAY PLAN
Pay
Grade
E9
E9
E9
25
24
21
20
19
16
15
15
15
14
12
12
12
10
10
9
9
8
NEW PAY PLAN
2014
Budget
0.00
0.35
0.00
0.35
0.75
1.00
0.25
1.00
1.00
2.00
0.50
1.00
2.25
0.50
1.00
2.00
1.00
1.75
0.50
0.25
0.75
2015
Budget
0.15
0.00
0.40
0.00
0.75
1.00
0.25
1.00
1.00
2.00
0.50
1.00
2.25
0.00
0.00
2.00
1.00
1.75
0.50
0.50
0.75
TOTAL
18.20
16.80
5.55
Full-Time
Part-Time
17.20
1.00
16.80
0.00
5.55
0.00
Position
Utilities Director
Superintendent Water Utility
Water Utility Foreman
Utility Analyst
Plant Operator Lead
Plant Maintenance
Plant Operator C
CAD Technician
Program Technician
Utility Service Worker IV
Secretary II
Secretary II (P/T)
Meter Technician
Meter Reader
Utility Service Worker II
Solid Waste Monitor
Secretary I
Utility Service Worker I
Pay
Plan
Executive
Executive
Exempt
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
2
6
5
9
8
7
6
3
Position
Utilities Director
Water Superintendent
Utility Analyst
Lead Water Operator B
CAD/GIS Technician
Executive Assistant
Water Operator C
Solid Waste Monitor
2016
Budget
0.05
0.25
1.00
0.25
1.00
0.25
0.25
2.00
0.50
Account
Number Item
Polk City Road 20" Water Distribution Line Construction
63.10
Anionic Ion Exchange for TTHM & Haleoacetic
Acid - Construction
63.10
F150 4 Wheel Drive Extended Cab
64.10
Amount
500,000
4,000,000
25,000
Total
4,525,000
239
(533)
(401)
Department/Division: Utilities/Water
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
55.10 Training
2014-15
Budget
2015-16
Budget
555,850
36,624
44,588
98,252
103,611
16,094
855,020
550,316
38,868
44,359
109,779
98,261
13,294
854,877
567,940
30,000
45,745
104,640
102,820
13,855
865,000
232,175
9,500
18,490
32,350
38,100
4,735
335,350
129,736
26,542
2,115
9,272
274
256,714
5,825
277,950
2,091
12
4,879
2,542
400,656
4,097
1,891
3,135
1,127,730
73,138
11,015
1,151
9,890
229
291,823
3,922
227,301
515
0
517
4,432
362,891
6,301
1,188
1,034
995,346
131,190
9,250
2,500
10,810
500
280,000
5,000
300,000
2,000
500
1,000
3,175
350,000
3,500
2,950
3,500
1,105,875
151,920
1,250
1,200
5,000
500
297,000
2,500
171,700
1,750
500
1,000
2,350
177,500
0
1,725
1,300
817,195
0
0
0
0
0
0
0
0
80,000
20,000
1,026,000
1,126,000
0
4,500,000
25,000
4,525,000
1,982,750
1,850,223
3,096,875
5,677,545
CAPITAL OUTLAY
62.10 Buildings
DIVISION TOTAL
2013-14
Actual
240
POSITION SCHEDULE
Division:
Pay
Grade
WATER IMPACT FEES
Position
Account
Number
63.10
63.10
Item
Polk City Road 20" Water Distribution Line Construction
Miscellaneous
Amount
Total
518,500
241
500,000
18,500
(533)
(402)
Department/Division: Utilities/Water
Fund: Water Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
CAPITAL OUTLAY
0
0
0
0
83,750
83,750
518,500
518,500
DIVISION TOTAL
0
0
83,750
518,500
242
POSITION SCHEDULE
Division: WASTEWATER
OLD PAY PLAN
Pay
Grade
E9
E9
E9
25
24
24
20
19
17
17
16
15
15
15
14
12
10
9
8
8
NEW PAY PLAN
2014
Budget
0.00
0.35
0.00
0.35
0.25
1.00
0.25
1.00
2.00
1.00
2.00
5.00
1.00
0.50
0.75
0.50
0.25
0.25
2.25
1.00
2015
Budget
0.15
0.00
0.40
0.00
0.25
1.00
0.25
1.00
2.00
1.00
2.00
5.00
1.00
0.50
0.75
0.00
0.25
0.50
2.25
1.00
TOTAL
19.70
19.30
14.05
Full-Time
Part-Time
18.70
1.00
18.30
1.00
14.05
0.00
Position
Utilities Director
Superintendent Water Utility
Superintendent Wastewater Utility
Utility Analyst
Plant Operator Lead
Lead Shift Operator
Industrial Pre-Treatment Coordinator
Plant Maintenance
Plant Operator C
Wastewater Pump Station Technician
CAD Technician
Utility Service Worker IV
Secretary II
Utility Service Worker II
Secretary I
Utility Service Worker I
Serive Worker I (P/T)
Pay
Plan
Executive
Executive
Exempt
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
2
6
5
9
8
7
7
6
6
Position
Utilities Director
Wastewater Superintendent
Utility Analyst
Lead Wastewater Operator B
CAD/GIS Technician
Executive Assistant
Wastewater Operator B
Industrial Compliance Officer
Wastewater Operator C
2016
Budget
0.05
0.25
1.00
0.25
1.00
0.25
0.25
2.00
1.00
8.00
Account
Number
62.10
63.10
64.10
Item
Compost Facility
Force Main from Robinson to 20th St - Design
Microscreens
Amount
4,101,890
95,000
171,675
Total
4,368,565
243
(535)
(401)
Department/Division: Utilities/Wastewater
(All Object Codes)
2012-13
Actual
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
OPERATING EXPENSES
31.20 Professional Services - Pretreatment
34.20 Other Services - Pretreatment
46.20 Repair and Maintenance Services - Pretreatment
52.20 Operating Supplies - Pretreatment
55.10 Training
2014-15
Budget
2015-16
Budget
582,854
25,819
46,098
104,726
122,836
13,133
895,466
623,730
31,325
49,800
125,527
104,713
12,712
947,807
658,020
30,000
52,640
118,190
112,000
12,060
982,910
493,490
30,000
40,045
62,390
96,440
8,010
730,375
87,393
1,008
348,586
0
2,066
7,849
556
343,216
13,379
185,990
501
35
126
0
1,529
189,358
10,536
1,025
2,971
1,196,125
104,736
0
345,085
0
437
6,954
208
317,321
3,282
167,378
0
65
0
113
667
211,013
1,002
265
905
1,159,431
100,000
8,950
250,000
0
2,925
6,595
300
345,000
5,700
160,000
2,000
500
2,000
0
1,800
200,000
10,800
2,130
6,000
1,104,700
100,000
8,950
250,000
0
2,925
6,595
300
300,000
5,700
200,000
2,000
500
2,000
0
1,800
250,000
10,800
2,130
6,000
1,149,700
0
0
0
0
0
0
0
0
0
120,000
505,000
625,000
4,101,890
95,000
171,675
4,368,565
2,091,591
2,107,238
2,712,610
6,248,640
CAPITAL OUTLAY
62.10 Buildings
DIVISION TOTAL
2013-14
Actual
244
POSITION SCHEDULE
Division: WASTEWATER IMPACT FEES
Pay
Grade
Position
Account
Number
61.10
63.10
63.10
63.10
63.10
64.10
Item
Land - Wet Weather Effluent Disposal
Force Main from Robinson to 20th St - Design
Reuse Storage Tank - Design
Rapid Infiltration Basin - Design
Miscellaneous
Microscreens
Amount
275,000
95,000
150,000
125,000
50,000
171,675
Total
866,675
245
(535)
(403)
Department/Division: Wastewater Impact Fees
Fund: Wastewater Impact Fees
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
CAPITAL OUTLAY
61.10 Land
0
0
0
0
0
0
0
0
0
95,000
465,000
560,000
275,000
420,000
171,675
866,675
DIVISION TOTAL
0
0
560,000
866,675
246
POSITION SCHEDULE
Division: UTILITY MAINTENANCE
OLD PAY PLAN
Pay
Grade
NEW PAY PLAN
2014
Budget
2015
Budget
TOTAL
0.00
0.00
20.50
Full-Time
Part-Time
0.00
0.00
0.00
0.00
19.50
1.00
Position
Pay
Plan
Executive
Exempt
Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Non-Exempt
Pay
Grade
2
6
5
7
7
6
6
6
5
5
3
3
1
Position
Utilities Director
Utility Maintenance Superintendent
Utility Analyst
Executive Assistant
Pump & Motor Lead
Pipeline Repair Lead
Program Technician
Pump & Motor Technician
Meter Technician
Pipeline Repair Technician
Meter Reader
Plant Maintenance Worker
Laborer
2016
Budget
0.50
1.00
0.50
0.50
1.00
1.00
1.00
3.00
2.00
3.00
1.00
5.00
1.00
Account
Number
64.10
64.10
64.10
64.10
Item
Dodge Ram 2500
Tractor w/ Attachments
Dodge Ram 3500 w/ Crane
Caterpillar 279 Tractor
Amount
37,000
40,000
53,000
79,000
Total
209,000
247
(536)
(401)
Department/Division: Utilities/Utility Maintenance
(All Object Codes)
2012-13
Actual
2013-14
Actual
2014-15
Budget
2015-16
Budget
PERSONNEL SERVICES
14.10 Overtime
21.10 FICA Taxes
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
662,840
30,000
53,005
87,510
133,850
13,840
981,045
OPERATING EXPENSES
55.10 Training
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5,000
5,000
3,500
12,000
2,000
8,800
3,500
180,000
500
1,000
1,000
2,000
80,000
3,500
4,000
2,500
314,300
CAPITAL OUTLAY
0
0
0
0
0
0
0
0
0
0
209,000
209,000
DIVISION TOTAL
0
0
0
1,504,345
248
Our Mission
Our Vision
249
GLOSSARY
250
Our Mission
Our Vision
251
GLOSSARY OF BUDGETARY
TERMS
the governmental side). Presentation of City
Financial and Capital Assets which equals current
and long-term liabilities plus equity.
ACCRUAL BASIS – The basis of accounting
under which transactions are recognized when
they occur, regardless of the timing of related
cash flows.
BOND – A written promise to pay a sum of
money on a specific date at a specific interest rate
as detailed in a bond ordinance.
AD VALOREM TAXES – Taxes based on
value. A tax levied by local government on the
assessed value of real property. The tax is
commonly referred to as “property tax”.
BUDGET – A financial plan for operation of a
program or organization for a specified period of
time (fiscal year) that matches anticipated
revenues with proposed expenditures.
AMENDMENT – A change to an adopted
budget that has been approved by the Haines City
Commission which may increase or decrease a
fund total.
BUDGET ADJUSTMENT – A revision to the
adopted budget occurring during the affected
fiscal year as approved by the City Commission
via an amendment or a transfer.
AMORTIZATION - (1) Gradual reduction or
liquidation of the balance of an intangible asset or
liability according to specified times and
amounts. (2) Provision for extinguishment of a
debt by means of periodic payments.
BUDGET CONTROL – The control or
management of a government or enterprise in
accordance with an approved budget for the
purpose of keeping expenditures within the
limitations of available appropriations and
available revenues.
APPROPRIATION - A specific amount of
money authorized by the City Commission for
the purpose of goods and services or incurs
obligations for specific purposes.
An
appropriation is usually limited in amount and as
to the time when it may be expended.
CAPITAL OUTLAY – The Cost of acquiring
land,
buildings,
equipment,
machinery,
furnishings, etc. with a unit cost not to excess of
$1,000 and a useful life greater than one (1) year.
ASSESSED VALUATION – A valuation
established by the Polk County Property
Appraiser for real estate or other property to
establish a basis for levying property taxes.
CAPITAL PROJECTS FUND – Account for
acquisition or construction of major capital
facilities which are not funded from proprietary
funds, but rather financed by binds,
intergovernmental revenues, donations or other
restricted revenues.
AVAILABLE - Revenue that is collectible
within current period, or soon after, to pay
liabilities of the current period.
CASH BASIS – A method of determining if a
budget is balanced. The cash basis of accounting
is not in conformance with the accrual and
modified accrual bases prescribed by the
Governmental Accounting Standards Board.
BALANCE SHEET – Basic financial statement,
usually accompanied by disclosures that describe
the basis of accounting used in its preparation and
presentation of a specified date the entity’s assets,
liabilities and the equity of it’s owners. Also
known as a “Statement of Financial Condition” or
a “Statement of Net Assets” (on
252
basis, which is consistent with the business
accounting model.
CHART OF ACCOUNTS – A way of recording
revenues and expenditures, using a unique
number, which includes all types of transactions
within the organizational structure.
FISCAL YEAR – A 12-month period to which
the annual operating budget applies and at the end
of which a government determines its financial
position and the results of its financial position
and the results of operations. For the City of
Haines City, the fiscal year begins October 1 and
ends September 30.
COMMUNICATIONS SERVICE TAX – A
tax levied by cities on the customers industry,
including cable television and telephone.
CONTINGENCY – A budgetary reserve to
provide for emergency or unanticipated
expenditures during the fiscal year.
FIXED ASSETS – Assets of a long-term
character which are not intended to be sold for
profit, but which are to be used in an
organization’s normal course of business, such as
land, buildings, and improvements other than
buildings, machinery and equipment.
COST ALLOCATION – The method used to
charge Enterprise Funds for their share of central
administration cost.
DEBT SERVICE – The City’s obligation of
principal and interest payments required to retire
bonds and other instruments used as a financing
source.
FRANCHISE – A special privilege granted by a
government permitting the continuing use of
public property, such as city streets and usually
involving the elements of monopoly and
regulation.
DEPARTMENT – A major organizational unit
of the city, which indicates overall management
responsibility for related activities.
FRANCHISE FEES – A fee assessed on a
business, usually a public utility, in return for its
exclusive right to operate inside the city limits.
The City of Haines City for electric, gas and Solid
Waste services. An agreement between the city
and a provider of public services imparts certain
standards on the provider and is a contract which
requires payments to the City.
DEPRECIATION – The non-cash expense
related to the periodic expiration of an asset’s
useful life. Depreciation is a requirement in
proprietary-type funds. Depreciation is a noncash expense.
DIVISION – A sub-unit of a department, which
is a basic organizational unit of the city that
uniquely functions in its service delivery.
FRINGE BENEFITS – These employee
benefits include social security, retirement, group
health, and life insurance.
ENCUNBRANCE – Commitments of funds for
contracts and services to be performed. When
encumbrances
are
recorded,
available
appropriations are correspondingly reduced.
FTE - Full-time equivalent.
The hourly
equivalent of a full-time employee. An FTE can
be made up of either a full-time employees or two
(2) or more part-time employees whose total
hours equal 40 per week.
ENTERPRISE FUND – A self-supporting fund
designed to account for activities supported by
user charges similar to business-like enterprise.
FUNCTION – A major class or grouping of
activities established by the State of Florida,
whereby the financial reports must be grouped
according to those established functions. These
categories describe groups of tasks directed
toward a common goal, such as executive,
EXPENDITURE – Decreases in (use of)
financial resources other than through interfund
transfers.
EXPENSE – A use of financial resources to
obtain goods and services in the proprietary
funds, which are accounted for on the full accrual
253
IMPACT FEES – Fees charged to developers
and individuals to cover, in whole or part, the
anticipated cost of improvements that will be
necessary as a result of the development.
financial and administrative, to use in budgetary
analysis.
FUND – A fiscal and accounting entity with a
self-balancing set of accounts to record and
segregate specific activities or objectives.
INDIRECT COSTS – Costs associated with, but
not directly attributed to, providing a product or
service, which usually incurred by another
department to support the operating department.
FUND BALANCE – The fund equity (excess of
assets over liabilities) of a government funds and
trust funds.
INFRASTRUCTURE – Public support
structures such as roads, street lighting, and water
and sewer lines.
GFOA – Governmental Finance Officers
Association, a professional association of state
and local finance officers in the United States
who are dedicated to the sound management of
government financial resources. The association
sets program standards for the GFOA’s
Certificate of Achievement for Excellence in
Financial Reporting and Budgeting.
INTERFUND TRANSFERS – All interfund
transactions, except loans, quasi-external
transactions and reimbursements. Budgeted
amounts transferred from one governmental
accounting fund to another for work or services
provided. These represent a “double accounting”
of expenditures. Therefore, these amounts are
deducted from the total operating budget to
calculate the “net” budget.
GENERAL FUND – A find supported by
revenues, such as property taxes, not designed by
law for a special purpose. If there are no legal or
sound financial reasons to classify an activity
within another fund, use the General Fund.
MAJOR FUNDS – The general fund is always a
major fund. Any governmental fund that meets
both of the following criteria:
1) An individual fund that reports at least
10% of the total governmental funds in
any of the following categories: assets,
liabilities, revenues, and expenditures,
and
2) 5% of the total for both governmental and
enterprise funds in any one of the
categories that met the 10% test.
Enterprise funds apply the same criteria
compared to governmental funds, but do not
include extraordinary items to revenues and
expenses. A government may elect to always
report a fund as major to enhance consistency.
GENERALLY ACCEPTED ACCOUNTING
PRINCIPLES (GAAP) – Uniform minimum
standards for financial recording and reporting
established by the accounting profession through
such independent entities as the Governmental
Accounting Standards Board.
GOALS – A statement of direction – purpose or
intent based on the needs of the community.
GOVERNMENTAL
ACCOUNTING
STANDARDS BOARD (GASB) – The body
that sets accounting standards specifically for
governmental entities at the state and local level.
GOVERNMENTAL FUNDS – Governmental
funds are used to account for all or most of a
government’s general activities not accounted for
in some other fund and use the modified accrual
basis of accounting.
MEASURABLE – The amount of a transaction
or event that can be determined.
MILLAGE – Rate used in calculating taxes
based upon the value of property expressed in
mills per dollar of property value.
GRANT – A contribution of assets (usually cash)
by a governmental unit or organization to another
made for a specific purpose.
254
include workload indicators, effectiveness and
sufficiency standards.
MILL – 1/1000 of one (1) dollar used in
computing taxes by multiplying the rate times the
taxable value divided by 1,000.
Taxable value X millage rate = taxes
$1,000
PERSONAL SERVICES – Costs related to
compensating employees including salaries,
wages, and fringe benefits.
$50,000 X 7.7900 = $389.50
$1,000
PROPERTY TAX - Refer to definition for ad
valorem tax.
PROPRIETARY FUNDS – Used to account for
a government’s business-like activities on the full
accrual basis. The two (2) fund types in this
category are enterprise funds and internal service
funds.
MODIFIED ACCRUAL – Revenues are
recorded when both measurable and available
(within 60 days of year end) to pay current
liabilities. Expenditures are recognized when a
transaction draws upon current spendable
resources.
RESERVE – Funds that have been identified for
a particular purpose or a portion of fund equity
legally segregated for a specific future use.
Reserve for working capital is a budgetary
reserve appropriated to meet unexpected cash
flow needs, emergencies, or revenue shortfalls.
NON-AD VALOREM – Means special
assessments and services charges which are not
based upon the value of property and millage, but
a unit of measure determined by the levying
authority. Non-ad valorem fees can become a
lien against a homestead. Examples of non-ad
valorem assessments are stormwater utility, fire
and rescue, and code violations.
RETAINES EARNINGS – An equity account
reflecting the accumulated net earnings of a
proprietary fund.
NON-OPERATING EXPENDITURES –
Types of expenditures that do not represent direct
operating costs to the fund; include transfers out,
transfers to Constitutional Officers, and reserves
for contingency.
REVENUE BONDS – Bonds whose principal
and interest are payable exclusively from
earnings of an enterprise fund. Bonds payable
from a specific revenue source and do not pledge
the full faith and credit of the issuer.
OPERTING COSTS – Operating and
maintenance expenses of day-to-day operations
excluding personal services and capital outlays.
REVENUE SHARING – State money allocated
to local governments.
OTHER SOURCES – Total revenues and
transfers from other funds that increase net
financial resources.
ROLLBACK RATE – The millage necessary to
raise the same amount of ad valorem tax revenue
as the previous year, excluding taxes from new
construction.
OTHER USES – Total expenditures and
transfers to other funds that decreases net
financial resources
SPECIAL
REVENUE
FUND
–
A
governmental accounting fund used to account
for the proceeds of specific revenue sources that
are legally restricted to expenditures for specified
purposes.
PERFORMANCE MEASURES – Specific
qualitative and/or quantitative measures of work
performed as an objective of service divisions
within the departments includes performance
measures to identify the planned target levels for
services in the fiscal year. Performance measures
TAX BASE – The total property valuations on
which each taxing agency levies its tax rates.
255
TAX ROLL – The certification of
assessed/taxable values prepared by the Property
Appraiser and presented to the taxing authority
by July 1 of each year.
TRANSFERS IN/OUT – Amounts transferred
from one fund to another fund to assist in
financing the services of the recipient fund.
Transfers do not constitute revenues or
expenditures of the fund and are budgeted
separately from other revenues and
expenditures.
TRUTH IN MILLAGE LAW – Also called the
‘TRIM BILL”, refers to a 1980 law that changed
the budget process of local taxing agencies. It
was designed to keep the public informed about
the taxing intentions of the agencies.
UNIFORM ACCOUNTING – The chart of
accounts prescribed by the Office of the State
Comptroller System designed to standardize
financial information to facilitate comparison and
evaluation of reports.
256
Our Mission
Our Vision
257
APPENDIX A
258
Our Mission
Our Vision
259
Executive Pay Plan
2015 - 2016
Grade
Position Title
Minimum
ANNUAL
Mid-Point
Maximum
HOURLY EQUIVALENT
Minimum Mid-Point Maximum
Exec 1
Reserved
$
69,000.00
$ 86,250.00
$ 103,500.00
$ 33.1731
$ 41.4663
$ 49.7596
Exec 2
Finance Director
Fire Chief
Police Chief
Utilities Director
$
75,900.00
$ 94,875.00
$ 113,850.00
$ 36.4904
$ 45.6130
$ 54.7356
Exec 3
Assistant City Manager
$
83,490.00
$ 104,362.50
$ 125,235.00
$ 40.1394
$ 50.1743
$ 60.2091
Exec 4
Reserved
$
91,839.00
$ 114,798.75
$ 137,758.50
$ 44.1534
$ 55.1917
$ 66.2300
Exec 5
City Manager
$ 101,022.90
$ 126,278.63
$ 151,534.35
$ 48.5687
$ 60.7109
$ 72.8531
260
Exempt Pay Plan
2015 - 2016
ANNUAL
Mid-Point
HOURLY EQUIVALENT
Minimum Mid-Point
Maximum
Grade
Position Title
E1
Reserved
$ 26,000.00 $ 32,500.00
$
39,000.00
$ 12.5000
$ 15.6250
$
18.7500
E2
Tennis Pro
$ 28,600.00 $ 35,750.00
$
42,900.00
$ 13.7500
$ 17.1875
$
20.6250
E3
Reserved
$ 31,460.00 $ 39,325.00
$
47,190.00
$ 15.1250
$ 18.9063
$
22.6875
E4
Records Supervisor
$ 34,606.00 $ 43,257.50
$
51,909.00
$ 16.6375
$ 20.7969
$
24.9563
E5
Deputy City Clerk
Fire Inspector
Marketing & Events Specialist
Parks Supervisor
Utility Analyst
Utility Maintenance Supervisor
$ 38,066.60 $ 47,583.25
$
57,099.90
$ 18.3013
$ 22.8766
$
27.4519
E6
Building Maintenance Supervisor
Planner
Recreation Superintendent
Senior Budget & Financial Analyst
Utility Billing Supervisor
Utility Maintenance Superintendent
Wastewater Superintendent
Water Superintendent
$ 41,873.26 $ 52,341.58
$
62,809.89
$ 20.1314
$ 25.1642
$
30.1971
E7
Reserved
$ 46,060.59 $ 57,575.73
$
69,090.88
$ 22.1445
$ 27.6806
$
33.2168
E8
Building Official
City Clerk
Fire Marshal
Librarian
Senior Planner
$ 50,666.64 $ 63,333.31
$
75,999.97
$ 24.3590
$ 30.4487
$
36.5384
E9
Reserved
$ 55,733.31 $ 69,666.64
$
83,599.96
$ 26.7949
$ 33.4936
$
40.1923
E 10
Assistant Human Resources Director
$ 61,306.64 $ 76,633.30
$
91,959.96
$ 29.4743
$ 36.8429
$
44.2115
E 11
$ 67,437.30 $ 84,296.63
$ 101,155.96
$ 32.4218
$ 40.5272
$
48.6327
Minimum
261
Maximum
Fire Pay Plan (2912)
2015 - 2016
ANNUAL
Mid-Point
HOURLY EQUIVALENT
Minimum
Mid-Point
Maximum
Grade
Position Title
FD 1
Firefighter - Trainee
$
29,000.00 $
36,250.00 $
43,500.00
$
9.9588
$
12.4485
$ 14.9382
FD 2
Reserved
$
31,900.00 $
39,875.00 $
47,850.00
$ 10.9547
$
13.6933
$ 16.4320
FD 3
Firefighter
$
35,090.00 $
43,862.50 $
52,635.00
$ 12.0501
$
15.0627
$ 18.0752
FD 4 Firefighter - Driver/Engineer
$
38,599.00 $
48,248.75 $
57,898.50
$ 13.2552
$
16.5689
$ 19.8827
FD 5
Reserved
$
42,458.90 $
53,073.63 $
63,688.35
$ 14.5807
$
18.2258
$ 21.8710
FD 6
Fire Lieutenant
$
46,704.79 $
58,380.99 $
70,057.19
$ 16.0387
$
20.0484
$ 24.0581
FD 7
Fire Captain
$
51,375.27 $
64,219.09 $
77,062.90
$ 17.6426
$
22.0533
$ 26.4639
Minimum
262
Maximum
Non-Exempt Pay Plan
2015 -2016
ANNUAL
Mid-Point
HOURLY EQUIVALENT
Grade
Position Title
Minimum
NE 1
Camp Counselor (p/t)
Camp Counselor/Bus Driver (p/t)
Grounds Maintenance Worker (p/t)
Head Camp Counselor (p/t)
Head Lifeguard (p/t)
Janitor (p/t)
Laborer (W or WW - under Utility Maintenance) (p/t)
Library Assistant (p/t)
Lifeguard (p/t)
Pool Technician (p/t)
Receptionist/Clerical Assistant (p/t)
Recreation Attendant (p/t)
Secretary (p/t)
$ 18,418.40
$
23,023.00
$ 27,627.60
$ 8.8550
$ 11.0688
$ 13.2825
NE 2
Building Maintenance Worker
Library Assistant
$ 20,800.00
$
26,000.00
$ 31,200.00
$10.0000
$ 12.5000
$ 15.0000
NE 3
Banquet Hall Attendant
Clerk (general)
Grounds Maintenance Worker - Cemetery
Meter Reader
Permit Clerk
Plant Maintenance Worker
Records Clerk
Solid Waste Monitor
Stormwater Maintenance Worker
Transportation Maintenance Worker
Utility Billing Clerk I
Wastewater Operator Trainee
Water Operator Trainee
$ 22,880.00
$
28,600.00
$ 34,320.00
$11.0000
$ 13.7500
$ 16.5000
NE 4
Secretary
$ 25,168.00
$
31,460.00
$ 37,752.00
$12.1000
$ 15.1250
$ 18.1500
NE 5
Building Maintenance Technician
Grounds Maintenance Technician
Irrigation Technician
Meter Technician
Pipeline Repair Technician
Shop Mechanic
$ 27,684.80
$
34,606.00
$ 41,527.20
$13.3100
$ 16.6375
$ 19.9650
NE 6
Accounting Specialist
Athletics Coordinator
Community Outreach Coordinator
Cultural Arts Coordinator
Events Coordinator
Grounds Maintenance Applicator
Grounds Maintenance - Cemetery Lead
Industrial Compliance Officer
Irrigation Lead
Management Fellow
Mechanic
Payroll Specialist
Pipeline Repair Lead
Program Technician
Purchasing Specialist
Pump & Motor Technician
Utility Billing Clerk II
Wastewater Operator C
Water Operator C
$ 30,453.28
$
38,066.60
$ 45,679.92
$14.6410
$ 18.3013
$ 21.9615
263
Maximum
Non-Exempt Pay Plan
2015 -2016
ANNUAL
Mid-Point
HOURLY EQUIVALENT
Grade
Position Title
Minimum
NE 7
Building Maintenance Lead
Crime Scene Analyst
Electronics/SCADA Technician
Executive Assistant
Lead Mechanic
Pump & Motor Lead
$ 33,498.61
$
41,873.26
$ 50,247.91
$16.1051
$ 20.1314
$ 24.1577
Maximum
Wastewater Operator B
Water Operator B
NE 8
CAD/GIS Technician
Building Inspector I
Circulation Supervisor
System & Network Administrator I
$ 36,848.47
$
46,060.59
$ 55,272.70
$17.7156
$ 22.1445
$ 26.5734
NE 9
Building Inspector II
Lead Wastewater Operator B
Lead Water Operator B
System & Network Administrator II
$ 40,533.32
$
50,666.64
$ 60,799.97
$19.4872
$ 24.3590
$ 29.2308
NE 10
Building Inspector III
System & Network Administrator III
$ 44,586.65
$
55,733.31
$ 66,879.97
$21.4359
$ 26.7949
$ 32.1538
NE 11
Reserved
$ 49,045.31
$
61,306.64
$ 73,567.97
$23.5795
$ 29.4743
$ 35.3692
NE 12
Reserved
$ 53,949.84
$
67,437.30
$ 80,924.76
$25.9374
$ 32.4218
$ 38.9061
264
Police Pay Plan (sworn)
2015 -2016
ANNUAL
Mid-Point
HOURLY EQUIVALENT
Minimum
Mid-Point
Maximum
Grade
Position Title
PD 1
Police Officer - Trainee
$
32,000.00 $
40,000.00 $
48,000.00
$ 15.3846
$ 19.2308
$
23.0769
PD 2
Reserved
$
35,200.00 $
44,000.00 $
52,800.00
$ 16.9231
$ 21.1538
$
25.3846
PD 3
Police Detective
Police Officer
$
38,720.00 $
48,400.00 $
58,080.00
$ 18.6154
$ 23.2692
$
27.9231
PD 4
Police Corporal
$
39,629.92 $
49,537.14 $
59,444.35
$ 19.0528
$ 23.8159
$
28.5790
PD 5
Reserved
$
43,592.91 $
54,491.14 $
65,389.37
$ 20.9581
$ 26.1977
$
31.4372
PD 6
Police Sergeant
$
47,952.20 $
59,940.25 $
71,928.30
$ 23.0539
$ 28.8174
$
34.5809
PD 7
Police Lieutenant
$
52,747.42 $
65,934.28 $
79,121.14
$ 25.3593
$ 31.6992
$
38.0390
PD 8
Reserved
$
58,022.17 $
72,527.71 $
87,033.25
$ 27.8953
$ 34.8691
$
41.8429
Minimum
265
Maximum