Full page photo print - City of Pensacola

About the Cover In 1559, Spanish Explorer, Don Tristan de Luna de Arellano (shown on cover) landed on the shores of what is now Pensacola, Florida. De Luna’s expedition left from Mexico and found its way to the naturally protected waters of what is now Pensacola Bay. Shortly after establishing the settlement, a hurricane destroyed supplies, eventually causing the Spanish to flee the area and not return until the 1600s. In 1698, Fort San Carlos de Austria became the first permanent settlement in Northwest Florida. Remains of the fort can be found at Pensacola Naval Air Station. Pensacola is proud of its rich heritage, historically significant events and landmarks. To commemorate its 450th anniversary, Pensacola celebrated for 450 days from May 23, 2008 to August 15, 2009. The Juan Sebastian de Elcano (shown on cover) is the third largest “Tall Ship” in the world and was launched on March 5, 1927. She is the official training ship for the Royal Spanish Navy and entrusted with the formation and training of the Spanish Naval Midshipmen. Elcano Captain Francisco Javier Romero and crew sailed into Pensacola June 3, 2009 to help commemorate the 450th Anniversary of the discovery of Pensacola. In addition to the six-day visit by the Elcano, numerous special events were held including art exhibits, heritage walks, historical reenactments, educational programs, a heritage festival and a Spanish food and wine festival. Additionally, a visit from King Juan Carlos I and Queen Sofia of Spain was held in February 2009 to help celebrate the 450th Anniversary of Spanish explorer Don Tristan de Luna’s settlement in Pensacola. Source: www.celebratepensacola.com

City of Pensacola, Florida Fiscal Year 2010 Approved Budget

APPROVED ANNUAL BUDGET CITY OF PENSACOLA, FLORIDA

FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2010

Michael C. Wiggins,

Mayor

FY 2010 CITY COUNCIL

Jewel Cannada-Wynn

Deputy Mayor, District 6

Maren DeWeese,

District 3

Sam Hall District 2

John Jerralds

District 5

Larry B. Johnson,

District 4

Diane Mack

At Large

Megan B. Pratt

At Large

Ronald P. Townsend

District 7

P. C. Wu, Ph.D.

District 1


CITY ADMINISTRATION ALVIN G. COBY

City Manager WILLIAM D. WELLS

City Attorney

DEPARTMENT DIRECTORS

RICHARD BARKER, JR. Financial Services

RUSSELL BEATY (Interim) Fire

ERICKA BURNETT City Clerk

THADDEUS COHEN Community Development

MELINDA CRAWFORD (Interim) Airport

GENE FISCHER West Florida Public Library

DAVID L. FLAHERTY Parks and Recreation

AL GARZA, JR. Public Works

PAT HUBBARD Housing

SUZANNE HUMPHREY Civil Service

CLYDE E. MATHIS Port of Pensacola

JOHN W. MATHIS Police

JERRY MOORE Sanitation Services and Fleet

Management

WILLIAM S. NORRISH Management Information Services

L. DERRIK OWENS Engineering

MARY ANN STALCUP Human Resources DON SUAREZ

Energy Services

FINANCIAL SERVICES DEPARTMENT BUDGET STAFF

YVETTE McLELLAN Budget Manager

MELINDA MEOLA Sr. Administrative Officer I


Guide for Readers

The Fiscal Year 2010 Annual Operating budget for the City of Pensacola, Florida is intended to serve four purposes:

The Budget As A Policy Guide

As a policy document, the budget indicates what services the City will provide during the twelve-month period beginning October 1, 2009 and why. The Budget Message summarizes the challenges facing Pensacola and how the budget addresses them. The Budget Summary and Revenue Assumptions provide more detail information such as revenue sources and trends and expenditure categories. Within the Appendix, descriptions of all operating funds are provided. The Department budget sections provide major goals and objectives for each department in the City.

The Budget As a Financial Plan

As a financial plan, the budget outlines how much City services will cost and how they will be funded. The Budget Summary Section provides an overview of the budget, including major revenue and expenditure categories. Within the appendix, there is a discussion of the City’s accounting structure and budgetary policies. The budget document includes appropriations from operating funds for capital improvement purposes. The Capital Improvement Plan is summarized in the beginning half of the budget document. Any operating and maintenance cost impact of completed capital projects is reflected within the Capital Improvement Plan. Information about the City’s bonded debt is summarized within the Appendix section.

The Budget As An Operations Guide

As an operations guide, the budget indicates how services will be delivered to the community. The Departmental budget sections outline the number of authorized fulltime positions and department appropriations approved by the City Council for the provision of services by each department. An organizational chart is provided to show how the City is structured for efficient and effective work. Also included in the Departmental budget sections are a listing of major revenues which are the responsibility of each respective department.

The Budget As A Communications Device

The budget is designed to be user friendly with summary information in text, tables and graphs. A glossary of budget terms is included after the Appendix section for your reference. In addition to this reader’s guide, the following table of contents provides a listing of the various topics in the budget document. Finally the budget includes the Budget Message Section which provides the reader with a condensed analysis of the fiscal plans of the City for the upcoming fiscal year.

Copies of this document are available for review at all Pensacola/Escambia County libraries. In addition, this document can be accessed through the internet at http://www.cityofpensacola.com.


City of Pensacola Strategic Goals

Financially Sound, Sustainable City Government

City Government: Trusted and Respected

Well-Planned Downtown and Waterfront for the Community's Benefit

Responsive, Customer-Oriented City Services

Strong, Livable Neighborhoods

Pensacola: A Growing City

Adopted by Pensacola City Council • October 2003


The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Pensacola, Florida for its annual budget for the fiscal year beginning October 1, 2008. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device.

The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.


TABLE OF CONTENTS PAGE

I. BUDGET MESSAGE i – xxi II. BUDGET SUMMARY 1 – 11 III. REVENUE ASSUMPTIONS 12 – 33 IV. FUND BUDGET 34 – 85 V. CAPITAL IMPROVEMENT PLAN 86 – 102 VI. NON-DEPARTMENTAL AGENCY FUNDING 103 – 109 VII. APPROPRIATIONS BY ACTIVITY

Airport 110 – 124 City Clerk 125 – 131 City Council 132 – 135 City Manager 136 – 142 Civil Service 143 – 148 Community Development 149 – 168 Energy Services 169 – 182 Engineering 183 – 191 Financial Services 192 – 211 Fire 212 – 226 Housing 227 – 240 Human Resources 241 – 247 Legal 248 – 252 Management Information Services 253 – 263 Parks and Recreation 264 – 303 Police 304 – 325 Port of Pensacola 326 – 334 Public Works 335 – 356 Sanitation Services and Fleet Management 357 – 386 West Florida Public Library 387 – 398


PAGE VIII. APPENDIX

A. Budget Process 399 – 405 B. Basic Information on Property Tax 406 – 409 C. Natural Gas Service Fees and Rate Schedule 410 – 416 D. Solid Waste and Refuse Collection Service Fees 417 – 418 E. Parks & Recreation Fee Schedules 419 – 425 F. Governmental Structure 426 – 430 G. Debt Structure (Outstanding Issues) 431 – 454 H. Investment Policy 455 – 459 I. Financial Planning & Administration Policy 460 – 461 J. Fund Structure (Basis of Accounting) 462 – 464 K. Description of Funds 465 – 467 L. Position Comparison (Last 10 Years) 468 – 469 M. Pay Scale Summary 470 N. Pay Classification Schedule 471 – 479 O. General Information Concerning The City 480 – 487 P. Statistical Section 488 – 506 Q. Classification of Expenditures/Expenses By Account Code 507 – 517

IX. GLOSSARY 518 – 530

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Office of the America's First Settlement City Manager Established 1559

Honorable Michael C. Wiggins, Mayor Members of the Pensacola City Council Citizens of Pensacola

In accordance with Section 166.241(3) of the Florida Statutes, the fiscal year 2010 (FY 2010) proposed budget is herewith presented for City Council’s consideration. The budget, used for planning, coordinating and scheduling the City’s programs, includes the General Fund, Special Revenue Funds, Debt Service Funds, Capital Projects Funds, Enterprise Funds and Internal Service Funds. The focus of the FY 2010 budget is to continue to offer the core level of services the City has traditionally provided, while keeping in mind the ability of our taxpayers to pay for those services. This has been a most challenging budget complicated by the rapid decline in state and national economic conditions. The budget was compiled against a backdrop of economic turmoil on a national, state and local level not seen since the Great Depression. At the federal level, $819 billion of aid was approved by Congress to begin the process of restarting America’s economy. The second stimulus package was on the heels of an estimated $700 billion of aid that was administered to banks and automobile manufacturers deemed “too big to fail”. On the State level, state sales tax revenues are dramatically declining due to the economic crisis. Unfortunately, the effect of the economy has also been felt here in Pensacola, as we are impacted by lost revenue from property valuation declines, interest income, state revenues and other revenues.

Based on this stark reality, the FY 2010 budget was prepared with the goal of preserving essential services, not only for the FY 2010 budget, but for future budgets as well. This budget accomplishes that goal despite our financial obligations and an economic downturn that has lowered revenue growth. To do so, however, tough choices were made, especially when deciding how to reduce the portion of our budget that is devoted to personnel costs. In Fiscal Year 2007, it was discovered that an error occurred in the filing of Communication Services Taxes on behalf of Cox Communications. This resulted in an immediate $1.9 million reduction in ongoing revenue and required that the City implement immediate measures to maintain a balanced budget without drawing down reserves. Additionally, the Florida Legislature, in the summer of 2007, addressed property tax reform. Two components impacted the FY 2008 Property Tax Revenue for the City of Pensacola as well as future property tax revenue. Finally, approval of Amendment 1 by Florida voters in January 2008 further impacted the City’s property tax revenue. These events occurred in the midst of a declining economy at the national, state and local level. In response, the City of Pensacola has taken pro-active steps to enact cost saving measures which included a modified hiring freeze which allowed the opportunity to cut vacant positions to minimize the trauma that layoffs bring to employees and their families. These positions cuts are part of an ongoing effort to streamline the City’s workforce and provide functional consolidation throughout the organization.

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Position eliminations or unfundings have resulted in permanent savings to the City in personnel costs alone of over $5 million. This budget reflects a net elimination of 126 full-time positions since fiscal year 2007 plus four unfunded positions. In addition to the elimination of budgeted positions, there is no compensation increase for employees and for the second consecutive year 875 employees will receive no pay increase. Over a two year period (fiscal years 2009 and 2010) approximately $3.3 million in savings will be realized as a result of withholding compensation increases for employees. Longevity pay has been frozen for fiscal year 2010 resulting in further reductions of $96,300 for a total savings in personnel costs since fiscal year 2007 of $8.5 million.

Compensation Longevity Total# of Positions Dollars Freeze Freeze Savings

Budgeted Positions - FY 2007 1,001 Positions Deleted - FY 2008 (17) (741,300)$ (741,300) Positions Deleted - FY 2009 (73) (2,789,800) (1,121,600) (3,911,400) Positions Deleted - FY 2010 (36) (1,202,200) (2,243,200) (96,300) (3,541,700)

Total Budgeted Positions - FY 2010 875 (4,733,300)$ (3,364,800) (96,300) (8,194,400)

Positions Unfunded - FY 2010 4 (299,600) (299,600)

Total Savings (5,032,900)$ (3,364,800) (96,300) (8,494,000)

Position Deletions

The proposed budget, presented for your review, represents our best professional judgment to continue to adhere to the City of Pensacola’s ongoing mission to provide quality services to the citizens, while remaining a financially sound, sustainable city government. A proactive approach in adopting solutions that maintain the balance between revenues and expenditures assures that the City’s overall financial condition will remain positive while continuing to provide quality core municipal services. This budget addresses and prioritizes the core services provided to the residents, business community and visitors to the City of Pensacola.

Much has been written about the current economic downturn and that the likelihood of a quick turnaround seems unlikely. Most national economic experts agree that that the current recession will extend through 2009 and well into 2010. National unemployment rates are expected to continue rising while property values decline, and economists expect weak performance in the State economy to mirror the lingering national economy for, at least, the remainder of this calendar year and deep into 2010. This uncertainty will be a challenge to the City of Pensacola’s ability to sustain essential core services as provided in this budget. Even with the challenges presented, City employees have enthusiastically worked toward attaining the following strategic goals adopted by City Council:

• Financially sound, sustainable city government; • Responsive, customer-oriented city services,

• Trusted and respected city government; • Strong livable neighborhoods; and

• Well-planned downtown and waterfront for the community’s benefit; • Pensacola, a growing city

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BACKGROUND

The Economy

According to the Haas Center for Business Research and Economic Development at the University of West Florida, the Pensacola Metropolitan Area’s (MSA) economy showed notable decreases in economic activity when comparing 2007 data to 2008 data. Annual taxable retail sales for 2008 declined 8.4 percent from 2007 numbers. The number of passengers in 2008 at the Pensacola Regional Airport decreased 7.0 percent since 2007. Conversely, the only noticeable exception to the economic decline is within the tourism sector, which grew 3.0 percent as indicated in the annual bed tax collections. The 2008 annual number of building permits issued and permit valuation decreased 50.8 and 48.6 percent, respectively. Accordingly, total real estate activity (total number of houses sold) for the Pensacola MSA declined 27.4 percent from 2007 to 2008. The 2008 annual unemployment rates for Escambia and the Pensacola MSA were 5.9 and 5.8 percent, respectively, and both unemployment rates increased exactly 2 percent since 2007. The annual local unemployment figures in 2008 closely matched up with the nation’s rate of 5.8 percent as opposed to mirroring Florida’s 6.2 percent unemployment rate. These events were not unanticipated with the nation entering an economic recession and the nationwide housing market continuing to worsen.

Current data suggests this trend of economic decline will most likely continue through at least the first half of 2009. Airport travel at Pensacola Regional Airport decreased 17.0 percent from April 2008 to April 2009. Meanwhile, Escambia County had decreases in bed tax revenues with March 2009 bed tax collections showing a 13.6 percent decrease compared to March 2008. Total real estate activity in Escambia County decreased 2.5 percent from 1st Quarter 2008 to 1st Quarter 2009, and the number of building permits issued in the Pensacola MSA is down by 45.7 percent when comparing April 2009 to April 2008. Initial jobless claims for Escambia County increased by 46.8 percent in April 2009 compared to the claims in April 2008. In addition, the unemployment rate for the Pensacola MSA was at 9.2 percent for March 2009, doubling the 4.6 percent it was in the same month in 2008. At this moment it is difficult to predict exactly when or how long it will take for economic conditions to rebound.

Financial Condition

One measure of the City’s financial strength and a key to building General Fund reserves is the amount available in unreserved fund balance. The goal of a minimum General Fund reserve of 15 percent of budgeted annual revenues was adopted by the City Council in the Financial Planning and Administration Policy. Beginning in fiscal year 2006, interest earnings were applied towards the reserve which then provides for an opportunity to increase reserves.

The financial planning policy also calls for each of the City’s major enterprise funds to implement a reserve plan that will provide for no less than a 15 percent operating reserve. The key enterprise fund measures are the net current assets balance and the amount available in total net assets.

Table I presents a history of the appropriate measures for the General Fund and major enterprise funds as of September 30 for the past five years.

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Table I Five Year Major Fund Financial Condition

General Fund Gas Utility Fund Sanitation Fund Port Fund Airport Fund

Fiscal Year

Unreserved Fund Balance

Council Designated Reserves

Total Net Assets Less

Required Bond Reserves

Net CurrentAssets


Required Bond

Reserves1

Net Current Assets


Required Bond Reserves

Net Current Assets


Required Bond

Reserves

Net CurrentAssets

(In Thousands)

2008 9,804 7,413 23,786 8,850 2,030 172 14,272 897 96,995 4,090

2007 8,821 5,665 21,798 7,527 2,238 408 19,245 1,199 94,708 2,761

2006 10,100 2 5,374 17,514 4,534 1,959 374 20,152 1,348 67,741 2,186

2005 8,905 4,925 16,859 6,724 2,597 992 14,575 478 56,962 3,559

2004 8,000 4,925 14,407 5,512 2,815 972 13,356 (89) 54,916 5,533

1. Does not include the Code Enforcement activity.

2. The $4.726 million difference in unreserved fund balance and Council designated reserves is made up of the following fund balance designations: $2,500,000 for FY 2007 beginning fund balance, $308,600 for special assessments, $1,900,000 for FY 2008 beginning fund balance and $10,000 in miscellaneous designations. It also includes unreserved, undesignated fund balance of $7,900.

The September 30, 2008 Council-designated reserve balance of $7.413 million represents 15 percent of budgeted fiscal year 2009 General Fund revenues. However, with projected interest earnings it is estimated that the Council-designated reserve will represent 15.5 percent of budgeted fiscal year 2010 General Fund Revenues.

The Gas Utility Fund experienced an increase in Net Current Assets of $1.4 million of which the majority is an increase in accounts receivable. Total net assets excluding bond reserves increased by $2 million in fiscal year 2008 which is made up of the $1.4 million increase in net current assets and a net increase in remaining assets and long-term liabilities of $600,000.

Sanitation Services is 100 percent financed by user fees. Both the net assets and net current assets have declined since fiscal year 2004 by $785,000 and $800,000, respectively. A rate and

operational analysis was conducted during fiscal year 2007 and as a result, the sanitation rates were increased along with adding a new fuel & lubricant surcharge to the rate.

Port net assets excluding bond reserves decreased by $4.9 million in fiscal year 2008. The majority of this decrease is due to the change in fixed assets. Since fiscal year 2004, the Port has increased its position by $916,000 and net current assets have increased by $986,000.

Airport total net assets excluding bond reserves increased by $2.3 million in fiscal year 2008, and net current assets increased by $1.3 million. The increase is due to the recognition of capital improvements. The Airport‘s positive financial position is assured through airline agreements that provide for mandatory funding by the airlines.

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ISSUES

Property Taxes

In the summer of 2007 the Florida Legislature met to address property tax reform legislation. Two components were approved at the conclusion of the session. The first was the statutory component, which had an immediate effect on the fiscal year 2008 budget. This component required the City of Pensacola to roll back the millage rate to the fiscal year 2007 level and further reduce the roll back rate by 5%, which was based on a state designated formula. The formula identified per capita growth in property tax collections between 2001 and 2006. Additionally, on January 29, 2008, the Florida voters approved Amendment 1 which enacted the following ad valorem tax reforms relating to municipalities and special districts of the City: (1) an exemption of an additional $25,000 of the assessed value of homestead property (to be applied on the assessed value between $50,000 and $75,000); (2) a cap of 10 percent on yearly assessment increases on non-homestead residential and commercial property (provided however, this reform does not apply to school districts); (3) portability of the three percent cap on homestead residential property, up to $500,000, when relocating to a new home in the State; and (4) a $25,000 exemption from the tangible personal property tax. The 10 percent cap affected assessments beginning on January 1, 2009. All other reforms under the Amendment took effect retroactive to January 1, 2008. The passage of Amendment 1 has curtailed the additional revenue that would have been available to the City of Pensacola in fiscal year 2009 and will do so in future years. Additional reductions to the City of Pensacola’s property tax revenue may be necessitated as, in the 2009 session, the Florida Legislature passed several additional property tax reduction initiatives that will appear on the November 2010 ballot as possible amendments to the State Constitution. In addition, there is likely to be more discussion in upcoming legislative sessions regarding cutting or restricting other revenue sources. All of these possible changes will have an impact on the City of Pensacola and the ability to meet the needs of citizens. The City’s fiscal year 2010 preliminary taxable value decreased by $84 million representing a 2.64 percent decline. This results in a $784,300 decrease in General Fund Ad Valorem Revenue from fiscal year 2009 beginning budget. However at the beginning of fiscal year 2009 the City received the final taxable valuation from the Property Appraiser and it was reduced 3.14% from the July 1st estimate resulting in an immediate $460,300 decrease in property tax revenue for fiscal year 2009. The fiscal year 2010 property tax revenue reflects a $324,000 decrease from

the current fiscal year 2009 budgeted amount. The majority of the decrease is attributed to the decline in taxable value of real property as a result of the collapse in the real estate market. Additionally, with the passage of Amendment 1, came a new formula to determine the maximum millage rate that could be levied. Based on that calculation the maximum millage rate that the City can impose is 4.8156. However this budget has been prepared maintaining the same millage rate as fiscal year 2009 which is 4.5395 mills and is below the calculated maximum millage rate allowed.

Half-Cent Sales Tax

The Half-Cent Sales Tax, authorized in 1982, generates the largest amount of revenue for local governments among the state-shared revenue sources currently authorized by the Legislature. It distributes a portion of state sales tax revenue to eligible county or municipal governments. The slowing economy has played a major role in the lowered sales tax receipts collected by the State. The City of Pensacola began to notice a decline during fiscal year 2007 and the half-cent sales tax revenue has continued to decline. During fiscal year 2008 the State issued revised half-cent sales tax revenue estimates which lowered the City’s share by $244,000. The State once again issued revisions to the half-cent sales tax revenue estimates in fiscal year 2009 which lowered the City’s share by $303,700 or 8.1%. Fiscal Year 2010 half-cent sales tax revenue is projected to decrease $482,600 or 12.84% from the fiscal year 2009 beginning budget level.

Thirty-Month Balanced Budget Plan

In April 2008 City Council adopted a thirty-month balanced budget plan which has right-sized the City of Pensacola’s expenditures. The end of fiscal year 2010 will mark the completion of that thirty-month balanced budget plan. To accomplish the plan, all programs within the General Fund were identified and reviewed. This review resulted in reductions in budgeted positions, consolidation within departments, interdepartmental functional consolidation as well as a freeze in employee compensation. While the priority was to maintain core services, there were some service reductions as well as fee adjustments. This rightsizing enabled the City of Pensacola to establish a new base budget which in turn allowed for the development of a budget without anticipated draw down of fund balance. Any fund balance remaining at the close of fiscal year 2009 will be reserved for unanticipated future revenue shortfalls in the fiscal year 2010 and fiscal year 2011 budgets.

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Employee Salaries and Benefits

During the fiscal year 2008 budget process, Council requested that the City Manager review various options of the employee compensation package and present those for Council’s consideration. Historically, the City of Pensacola budgeted a 5% increment pay adjustment for civil service employees and a 3% adjustment for unclassified employees. In February, 2008 Council adopted an ordinance which amends the method for determining the annual increment for civil service employees. Effective October 1, 2008 (FY 2009) the annual increment adjustment percentage are recommended by the City Manager as part of the budget process. City Council retains the authority to appropriate funding for the annual increment.

As with the fiscal year 2009 Budget the fiscal year 2010 Budget does not provide funding for pay increases for any employees. Employees were notified upon the passage of the aforementioned ordinance that pay increases would not be forthcoming in the fiscal year 2009 Budget as well as the fiscal year 2010 Budget. Employees have also been notified that there also exists a possibility that fiscal year 2011 will also result in the absence of pay increases. Additionally, in the fiscal year 2010 longevity increases have been frozen and therefore no increases in longevity pay will be given in this fiscal year. Overtime has also been reduced in some departments by as much as one-third, requiring either restructured work weeks or, in some instances, reducing the service level provided. However, the City must respond to the new economic realities and position itself to respond as needed in the future. This has not been an easy decision, especially with the position reductions. The philosophy of fiscal discipline, attention to core priorities and living within our means is the driving factor in this decision. The employees of the City are its most valuable asset and it is critical to maintain a workforce that is compensated in a fair and equitable manner. As the economy improves, or unanticipated revenue is realized the City’s ability to provide compensation adjustments to the employees will be revisited.

In fiscal year 2002 City Council approved the first major revision of the civil service pay plan since the 1980’s. The improved plan included a provision to increase salary range minimums and maximums on a biennial basis up to a maximum of three percent based on the percentage change in the Consumer Price Index. The two year percentage change in the Consumer Price Index was 3.6% and, under normal circumstances the salary ranges would have been adjusted upward by three percent for fiscal year 2010. However, in light of the

economic conditions and the freeze in annual increment adjustments no changes to the salary ranges will be recommended.

Historically there have been significant increases to the City’s three defined benefit pension plans. In an effort to reduce the costs associated with retirement plans the City joined the Florida Retirement System for general employees in July 2007. In Fiscal Year 2010, the city-wide pension costs for employees are anticipated to decrease by $9,300. However, in April 2009 City Council began a review and discussion of the three defined benefit pension plans currently in place for the employees of the City of Pensacola. In June 2009 City Council awarded a contract with the Mercer Group to conduct a comprehensive study of compensation and benefits for the City of Pensacola employees. That study is anticipated to be brought back before City Council in the fall of 2009. At that time, City Council will review all compensation and benefits for City employees and compensation and benefit packages will be addressed.

Fiscal year 2009 is the last year of the existing police union contract for the Police Officers and Sergeants. Currently Staff and representatives from the newly formed Police Lieutenant Union have been in negotiations. The Police Officers and Police Sergeants are anticipated to begin negotiations in the latter part of fiscal year 2009.

Position Changes

As previously mentioned, 126 full-time positions have been eliminated since fiscal year 2007 as part of the Thirty Month Balanced Budge Plan. Additionally, four positions are currently unfunded resulting in a total savings in personnel costs of over $5 million. In fiscal year 2010 a total of 36 full-time positions will be eliminated with a $1.2 million savings. Additionally, in fiscal year 2010 four positions will be unfunded providing an additional $299,600 in savings for a total fiscal year 2010 savings of $1.5 million. Within the City Manager’s office one Assistant City Manager position is being deleted while another is being unfunded. In Parks and Recreation three positions will be eliminated. One of those positions, a Recreation Assistant Supervisor will be filled through an extra personal services (temporary) employee. In the Thirty Month Balanced Budget plan nine future deletions within the Fire Department were identified. In fiscal year 2010 one of those will be deleted as a result of a retirement leaving eight future deletions. Also in the Thirty Month Balanced Budget plan, the Police Department reflected a total of five sworn officer position deletions. In fiscal year 2010 one Police Sergeant is being deleted, also as a result of a retirement, and three

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vacant Police Officer positions have been unfunded. Additionally, within the Police Department two Public Safety Telecommunicator II positions will be deleted and will be filled with extra personal services (temporary) employees. Within the West Florida Public Library a total of 12 vacant positions are being deleted and will be filled through extra personal services (temporary) employees which will provide a savings of $141,400 within the library. Two positions will be deleted in the Public Works Department providing a savings within the Stormwater Utility Fee Fund. Inspection Services will eliminate two employees, one of which will be offset through filling with an extra personal services (temporary) employee. Energy Services of Pensacola will eliminate a total of nine positions. Six of those positions are Account Data Collectors whose positions are being eliminated as a result of the new Automated Meter Reading System. At present only three of those positions remain filled and Staff is continuing efforts to place those three individuals elsewhere within the City. However, should that not be possible, these three employees will be laid off through a reduction in force process. A total of three positions will be eliminated from the Sanitation Services and Fleet Management Department, Management Information Services Department and in Financial Services/Risk Management with each department reducing by one position.

General Fund Capital Equipment

In spite of the downturn in revenue, one favorable development is the ability to fund capital equipment purchases. Funds have been programmed to cover the purchase of Police vehicles, Fire apparatus, as well as various other capital equipment items through fiscal year 2017. This funding will allow departments to replace the capital equipment on normal replacement cycles.

Beginning with fiscal year 2007 funding for General Fund capital items was programmed for funding in the Penny for Progress (the extension of the Local Option Sales Tax is referred to as Penny for Progress). The fiscal year 2009 Budget provides funding of $1,503,000 in capital equipment for General Fund departments, including police and fire.

Local Option Taxes

The Local Option Gasoline Tax (LOGT) provides funding for transportation improvements. Historically, this revenue has remained a stable source. However, since the LOGT is a tax that is levied per gallon of motor fuel, the current reduced usage has impacted this revenue and declines are evident. To ensure that the transportation improvements

are not impacted, Council allocated funding from Penny for Progress through FY 2018 to provide additional funding for the Pavement Management Program. This program will enhance the transportation improvements already funded with the Local Option Gasoline Tax.

The Local Option Sales Tax (LOST) provides funding for capital projects and for the purchase of capital equipment. The Penny for Progress plan will provide funding for the purchase of police vehicles as well as Thermal Imaging Cameras for the Fire Department. Additionally $820,000 has been allocated for other capital equipment items.

Revenue projections for the fiscal year 2010 proposed budget remains the same as originally projected at the beginning of the Penny For Progress campaign. Any revenue received over the budget estimate will be put into contingency.

Authorization to levy a local option gasoline tax and a local option sales tax is provided under the general law of Florida. The current LOGT was recently extended by Escambia County for another ten years. The current extension of the LOGT will expire on August 31, 2016. The Local Option Sales Tax was extended by a referendum in March, 2006 and will now expire on December 31, 2017.

Reserves

In previous years, proceeds from the sale of surplus City property has been the only addition to the General Fund reserve balance. Beginning in fiscal year 2007, interest earnings were applied towards the reserve amount which provided another avenue to increase reserves. With the uncertainty surrounding the economic climate of the nation, it is imperative that adequate reserves be maintained and not used for reoccurring operating expenditures.

Also, in fiscal year 2007 council revised the Financial Planning and Administration Policy to stipulate that the General Fund’s maximum appropriated Beginning Fund Balance each year should not be more than three percent of budgeted revenues. In future budget years there may not be expenditure savings and revenue collected over budget estimates to produce resources for fund balance drawdowns to balance future year budgets. The City of Pensacola’s Thirty-Month Balanced Budget Plan is structured so that ongoing revenues will fund ongoing expenditures and therefore, no fund balance is appropriated for fiscal year 2010. At the end of fiscal year 2009 Fund Balance in the amount of $2.1 million (excluding reserves) was available for future revenue shortfalls.

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Charter Review Commission

The Charter Review Commission (CRC) was established by City Council in late 2007 to conduct an independent review of the City’s Charter and to make recommendations to the City Council of any proposed modifications to the Charter for possible consideration by the electorate. The CRC is composed of ten regular members and a first and a second alternate member, all of whom are appointed by the City Council. All members of the CRC must be residents of the City of Pensacola at the time of appointment and must remain residents of the City during the entirety of the CRC tenure. At minimum, the CRC meets monthly to gather information and discuss issues related to possible amendments of the existing Charter. In July 2009 the CRC approved its proposed revised charter which provides for a complete restructuring of the makeup of the City of Pensacola’s government with a shift to a strong mayor, fewer members of City Council, term limits as well as other changes. The Charter has been submitted to City Council for approval. If City Council approves the charter, a public referendum may be scheduled and the voters could decide on the structure of the City of Pensacola’s government.

Escambia County Consolidation Study Commission

During the 2009 Florida State Legislative Session, House Bill 1431 was passed which creates an Escambia County Consolidation Study Commission with 25 members, two of whom are appointed by the City of Pensacola. The Consolidation commission was formed by July 1, 2009 and has been charged with receiving citizen input and studying the consolidation of governments or unification of governmental services. The Commission is expected to develop a consolidation plan to be submitted to Escambia County, the City of Pensacola and the Town of Century for action before submission to the Escambia County legislative Delegation on or before January 15, 2010, for introduction into the next regular session of the Legislature in 2010.

Consistent with the position adopted by the City Council, the ultimate referendum on consolidation shall require a majority of the electors in Escambia County as well as a majority of the electors in the City of Pensacola to approve it before it can go forward. In this manner, the citizens of the City of Pensacola will have a separate and independent voice in the future of the City of Pensacola’s government.

City Council Goal Setting

The City Council endorsed the concept of having a facilitated session to discuss goals and objectives for the City of Pensacola. A one-day goal-setting session was held on June 30, 2009 to identify conceptual goals. Prior to that session, each Council Member met individually with the facilitator to provide input on their strategies and ideas for the City of Pensacola. Seven goals resulted from the session:

• Maintain a fiscally sound and sustainable city government that earns the trust and respect of its citizens and encourages citizen input and active participation in all city affairs.

• Provide proficient public safety and other city services through collaboration among agencies, sustainable environmental policies, utilization of technology, and proven innovations.

• Prepare a responsible annexation policy and plan that provides for a pro-active approach to annexation with a focus on elimination of enclaves and improved service delivery.

• Focus on improving city esthetics by maintaining public property, updating the land development code, partnering with property owners, and enforcing property maintenance codes throughout the city.

• Encourage and facilitate educational opportunities that exceed traditional educational practices through city initiatives and collaboration with the school board, chamber of commerce, and other stakeholders.

• Promote economic development through affordable housing opportunities, clear direction for the airport, the port and other waterfront property, and utilization of “best practices”, including green initiatives, proficient permitting, and public/private sector partnerships to encourage business development while preserving and strengthening the value and character of the city’s residential neighborhoods.

• Establish a “quality of place” for all citizens through continual improvement and enhancement of the city’s infrastructure, assets, and properties to facilitate city, private sector, non-profit, and other stakeholders’ initiatives that will enhance the “quality of life” throughout the city.

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City Council is currently in the process of developing strategies to implement the goals. Each member of City Council has provided five strategies for each goal to City Staff who will then compile the suggested strategies. City Staff will then format Council’s selection of strategies, from a spreadsheet, into a listing of those for which there is the greatest consensus.

The final product was scheduled to be placed on the August 10, 2009 Committee of the Whole agenda. Council may add, eliminate, combine or rewrite strategies so that each goal has strategies that are specific to that goal and which are realistic, attainable and measurable.

Energy Services of Pensacola

Consistent with the gas rate ordinance established in 2007, the distribution and customer charge rates shall be adjusted annually if approved by the City Council during budget sessions, based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index. The applicable rates are Residential Gas, Commercial Gas and Municipal operated buildings and facilities. Service charges shall include a customer charge and a distribution charge. The customer charge is a fixed monthly charge for having gas available and the distribution charge is a variable monthly charge based on consumption of gas. The Consumer Price Index has decreased 0.4% therefore the natural gas utility rates and fees in Appendix C have been adjusted accordingly.

Sanitation Services and Fleet Management

During fiscal year 2009, the department began a City-wide recycling program. By converting twice weekly garbage collection to once per week garbage and once per week recycling, customers receive the same level of service at no additional cost. Additionally, the system’s operating cost will decrease as a result of the landfill waiving the disposal costs on recyclables.

The rate ordinance established in 2007 provides for the garbage and trash collection fee to be automatically adjusted annually, effective October 1, 2008 based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index. Based on the applicable Consumer Price Index that amount would be decreased by 0.4%. However, because no increase was enacted in fiscal year 2009 in spite of a Consumer Price Index increse of 4%, the budget will provide for no change in rates for fiscal year 2010.

The ordinance also provided for a Vehicle fuel and lubricant pass-through surcharge which is added as a separate line item to all city solid waste and/or refuse collection service fees. This surcharge is reviewed quarterly based upon the fuel and lubricant costs. Currently, the surcharge is set at 50¢.

Housing & Community Development Block Grant (CDBG) Programs

The Housing Rehabilitation Program, which is funded through the CDBG Program, will maintain its current level of funding for fiscal year 2010 with a slight increase of $58,500. However, funding reductions remain a concern. It will be necessary for staff to continue to closely monitor the increasing costs of materials, services and labor since the escalation of these goods/services will negatively impact the number of families that can be assisted under the program. In addition, the cost escalation of these goods/services will require that the cost caps on single-family rehabilitation and reconstruction be re-evaluated.

The administrative burden of regulatory compliance within each of the various programs is unique and continuously changing. The cost of building code compliance increased substantially when all properties within the City were designated as lying within a wind-borne debris region and all glazing was required to be impact resistant or appropriately covered. In addition to successfully administering three program compliant housing repair and construction programs, staff has been tasked with executing repair and neighborhood enhancement initiatives of numerous faith-based, neighborhood and state organizations.

The State Housing Initiatives Program (SHIP) funding allocation has continued to decrease and those seeking workforce housing through program strategies in the City will have to apply by means of a waiting list. This includes families whose incomes range from extremely low through moderate income. This means the impact will be felt by teachers, health care professionals, firefighters, law enforcement officers, senior citizens, citizens with disabilities and extremely low and low income families. Efforts are ongoing to convince the Florida Legislature to repeal the cap on monies distributed into the state and local housing trust funds continue. These efforts are being pursued to keep the State Housing Trust Funds available for housing programs.

In the President’s fiscal year 2010 HUD budget request to Congress there is a request to fully fund the Community Development Block Grant (CDBG) program. It includes a more effective formula, incentives and

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accountability measures and new initiatives. The administration proposes to revamp the program to better target funds to distressed communities. The City’s fiscal year 2009 CDBG budget allocation saw a reduction in funding from fiscal year 2008 but the HUD budget proposes to match federal fiscal year 2008 funding levels. The Housing Department will continue to provide assistance to families under the City’s CDBG Program. However, with the uncertainty of the funding levels from the SHIP First Time Homebuyers and Section 8 Rental Assistance Programs, it may become necessary to reduce the number of families served under the program in order to stay within budget.

THE BUDGET

General Fund

The fiscal year 2010 $48,521,600 proposed General Fund budget is $898,700, or 1.82 percent less than last year’s beginning budget. This is due primarily to the downturn in the economy which have affected property valuations as well as intergovernmental revenues.

Table II highlights the differences in the fiscal year 2009 and fiscal year 2010 budgets.

Table II General Fund Expenditure Comparison

2009 2010Beginning City ManagerBudget Proposed Difference

Revenues: Fund Balance (Appropriated) $ - - - Revenues 49,420,300 48,521,600 (898,700)Total Revenues 49,420,300 48,521,600 (898,700)

Expenditures: Personnel Expenses 34,911,900 34,072,800 (839,100) Operating Expenses 8,872,400 8,481,100 (391,300) One-Time Operating Expenses 83,300 58,800 (24,500)Sub-Total 43,867,600 42,612,700 (1,254,900) Capital Outlay 10,000 - (10,000) Non-Departmental Funding 3,830,000 3,635,700 (194,300) Transfer to the Municipal Golf Course 140,000 130,000 (10,000) Transfer to Roger Scott Tennis Center 55,000 27,500 (27,500) Transfer to Stormwater Capital Projects 1,909,000 2,049,500 140,500 Transfer to Tax & Franchise Fee Debt Service Fund 2,979,100 2,931,600 (47,500)Sub-Total 8,923,100 8,774,300 (148,800)Compensation Adjustment 170,700 - (170,700)Contingency (Balance From Trfr of Army Reserve Propertyto Airport) - 337,600 337,600

Total Expenditures Before Cost Recovery 52,961,400 51,724,600 (1,236,800) Cost Recovery (3,541,100) (3,203,000) 338,100 Total Expenditures $ 49,420,300 48,521,600 (898,700)

Fiscal Year

The City’s financial policy states that non-recurring revenues should be used only to finance non-recurring expenditures. Fiscal Year 2010

marks the second consecutive year that the City has balanced ongoing revenues with ongoing expenditures (no drawdown of Fund Balance).

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City Council amended the City’s Financial Planning and Administration Policy in November 2006 to move towards lessening the reliance on one-time revenues covering on-going expenditures. Each fiscal year the General Fund’s maximum amount of appropriated Beginning Fund Balance should be no more than 3 percent of budgeted revenue.

Because of the actions taken in the Thirty-Month Balanced Budget Plan, the General Fund proposed budget for fiscal year 2010 does not use any Fund Balance to support on-going expenditures.

The City continues to move in the right direction, relying on on-going revenue to support recurring expenditures. This is important due to the tightening of the budget as fund balance may not be available in future years.

The decrease in Ad Valorem Revenue represents 87.27% of the decrease in General Fund Revenues. Public Service Tax and Franchise Fees are increasing slightly by $38,700. The majority of the increase is from the electric franchise fees however they are offset by a large decrease in the water and sewer franchise fees as well as the public service tax revenues. The increase in the electric franchise fees are a result of rate increases enacted by Gulf Power and are offset by increases in electric utility costs in the General Fund. The Communication Services Tax revenue will reflect a decrease of $73,300. The Half-Cent Sales Tax revenue continues to decline. An anticipated $482,600 decrease from fiscal year 2009 beginning budget is anticipated. This revenue has a direct correlation with the economic downturn seen nationwide. Until a change in the economy happens, this revenue is anticipated to continue to decline. During fiscal year 2009 the Airport expressed interest in the vacant City-owned property that was previously occupied by the Army Reserve. A transfer of the property was authorized by City Council in April 2009 and the Airport will pay to the General Fund $3.3 million plus applicable interest in four annual payments for the property. The first payment will be made in fiscal year 2009 of $900,000. In fiscal year 2010, $800,000 plus interest of $72,000 will be made.

The total General Fund personal services appropriation is $34,072,800, a decrease of $839,100 or 2.4 percent. Of that amount $745,500 is attributable to the deletion of eight full-time positions as well as the unfunding of four positions. A total of 12 future position deletions have been slated in the Police and Fire Departments as part of the Thirty-Month Balanced Budget Plan. Of that amount eight are within the Fire Department and four are within the Police Department. As previously mentioned longevity increases have been frozen for fiscal year 2010

which contributed savings in Longevity of $59,600 within the General Fund. Additionally, reductions were made within the Parks and Recreation – FDOT Right of Way Maintenance activity as a result of a new agreement to perform mowing and street sweeping services along State Roadways within the City limits. Previously this agreement was directly with the State of Florida, however the State has contracted with Transfield Services, Inc. to act as the contractor for asset management and therefore a new agreement was necessary. That agreement was reduced from the FY 2009 amount of $490,200 to $221,000, a decrease of $269,200. Within the Public Works Department overtime has been eliminated for parades and special events and the Police Department’s special event overtime budget has also been eliminated. In those departments some schedule changes will be required to avoid the overtime. Additionally, this budget is structured so that the cost of parades within the Public Works Department and special events within both the Public Works Department and Police Department be recovered by the participants. Costs for five positions within the Parks and Recreation Department are being shifted to the Youth Center Fund in order to provide funding to provide the services needed for youth programs. In fiscal year 2010 that accounts for a reduction of $181,200 in personal services in the General Fund. However, it is anticipated that fiscal year 2010 will be the last year the Youth Center Fund will be able to absorb those costs and it will be necessary to bring those costs back to the General Fund in fiscal year 2011. Group Insurance increased $112,300 which is mainly due to the rate increases from the City’s health insurance carrier.

The total proposed General Fund appropriation for ongoing operating expenditures is $8,481,100, a decrease of $391,300 or 4.41 percent from last fiscal year. As a continuation of the actions taken within the Thirty-Month Balanced Budget Plan, the Tuition Reimbursement Plan provided to employees continues to be suspended along with a reduction of various travel and training requests for those employees not requiring continuing education in order to maintain their certification. The additional deletion resulted in a savings of $48,500. Additionally, a significant decrease of $205,300 was made in the Maintenance and Repair of Vehicle line item which was made possible through the purchase of new vehicles in the Penny for Progress plan as well as the reduction of various vehicles within the City’s fleet. A reduction of $162,900 will occur within the Communications Line item of which the majority is attributed to the MIS Allocation formula which is based on both the Management Information Systems Departmental Budget as well as various factors calculating the MIS allocation. With the addition of laptop computers for City Council printing costs have been able to be

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reduced by $23,000 as more items are submitted to council electronically rather than printed and hand delivered. Offsetting the various savings is an increase of $191,100 in Utilities as a result of rate increases from Gulf Power which was previously mentioned.

As stated in the Issues section of the budget message, $1,503,000 is funded from the Penny for Progress for General Fund capital, police vehicles and fire thermal imaging cameras.

Non-Departmental Agency funding for fiscal year 2010 is $3,635,700, a decrease of $194,300. Fiscal Year 2010 internal agency funding decreases include $125,900 for the Tax Increment Financing (another result of the economic downturn affecting property valuations), $70,000 related to Human Services, $20,000 for the Arts Council of Northwest Florida, $5,000 for the Gulf Coast African American Chamber of Commerce, $10,000 in the Historic Pensacola Preservation Board and $28,000 Other Outside Agencies. The contribution towards the operation of the Saenger Theatre increased $50,000 which brings the funding back to the pre-construction level. Now that the renovations are complete and the theatre is opened, the funding level has been restored.

The City’s formal financial policy includes a provision that “an amount equal to budgeted stormwater utility fee revenue be appropriated in the Stormwater Capital Projects Fund for stormwater related capital projects, including stormwater basin master plans, as determined by City Council.” Based on fiscal year 2009 Stormwater Utility Fee revenues, the fiscal year 2010 budgeted transfer to the Stormwater Capital Projects Fund will increase $140,500 from the fiscal year 2009 level of $2,049,500. This increase is a direct result of an audit conducted in-house to identify various impervious areas that were not included in the previous billings. In fiscal year 2007, the transfer to the Municipal Golf Course Fund was discontinued since Allocated Overhead was no longer charged to the Golf Course. However, a transfer has been required to subsidize the Golf Course activity due to a decline in revenue. Beginning in fiscal year 2010, the subsidy amount will be reduced by $10,000 each year and will continue to be reduced as staff implements plans to increase revenues or decrease expenditures. Prior to fiscal year 2008 the Roger Scott Tennis Center was reported in the General Fund. However with the implementation of the fiscal year 2008 Budget the tennis center was moved to the Athletic Fund to be reported separately. The fiscal year 2009 transfer of $55,000 will be reduced to $27,500 in fiscal year 2010 and is anticipated to be eliminated in fiscal year 2011. The transfer to the Tax and Franchise Fee Debt Service

Fund in the amount of $2,931,600 represents the required amount needed for the debt service payment.

Prior to fiscal year 2008 the Cost Recovery (Allocated Overhead) was reflected in the General Fund as a revenue item. However it did not accurately show the true General Fund cost of those departments performing the services for non-general fund operations. Cost Recovery in the General Fund is shown as a negative expenditure item and thus, the supporting departments’ gross and net cost is provided. The net cost recovery in the General Fund was a reduction of $338,100. In the fiscal year 2009 Budget $170,700 was identified in a Compensation Adjustment Account. This savings was as a result of the resignation of the City Manager and the reorganization within the City Manager’s Office. Initially the Compensation Adjustment Account was to be used for council’s future consideration regarding employee compensation, however with the continued downward move of the economy, employee compensations were not able to be provided and thus this savings will offset additional revenue shortfalls in fiscal year 2009 and will not be appropriated in fiscal year 2010. The Contingency amount is provided for in the event of a revenue shortfall and was made possible through the aforementioned transfer of property to the Airport.

Community Redevelopment Agency

The Community Redevelopment Agency (CRA) consists of the nine members of City Council and the Mayor supported by staff and is funded primarily by tax increment financing (TIF). Tax increment revenues are allocated to and deposited in the Redevelopment Trust Fund established in 1984, pursuant to Section 163.387, Florida Statutes. Major funding is provided by those taxing authorities other than school districts and water management districts which have taxing jurisdiction within the TIF district. Presently, those taxing authorities are Escambia County, the City of Pensacola, and the City of Pensacola Downtown Improvement Board (DIB). TIF funds can only be used to undertake planning and construction of improvements that are authorized by the CRA in the Community Redevelopment Plan within the TIF district.

CRA’s proposed budget for fiscal year 2010 is $4,717,400, a $271,000 decrease from last fiscal year. The decrease is attributable to the reduction of $292,000 in TIF ad valorem tax revenue within the TIF district as a result of continued decline in property valuations within the TIF district. Personal services appropriations decreased by $21,300 which is mainly due to a decrease in CRA Landscape Maintenance

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Extra Personal Services. Permanent employees will take on the duties previously performed by the temporary extra personal services employees. Operating appropriations decreased by $369,300. An shift of fiscal year 2009 funding of $291,600 from Unclassified to Principal Reserved is the main decrease. This contingency was made possible from the sale of CRA’s interest in the Baylen Street Parking Garage. The first installment was made in fiscal year 2008 with the final payment to be made in fiscal year 2010. Professional Services were decreased by $60,000 which is due to the reduced need for engineering and design services. Beginning in fiscal year 2006 entered into an interlocal agreement with the Downtown Improvement Board (DIB) to address the attraction of new residential development to the downtown area, creation of a comprehensive downtown parking strategy and for other activities of the DIB that offer mutual benefit to the CRA and the citizens of Pensacola. Within that agreement the CRA pays to the DIB an amount not to exceed the annual payment by the DIB into the Redevelopment Trust Fund (TIF revenue). Due to the aforementioned decline in property valuations, the amount paid to the DIB in fiscal year 2010 will decrease by $22,800. One-time operating expenses in the amount of $3,800 are earmarked for a vacuum and blower is slated to be purchased for the CRA Landscape Maintenance activity and $29,500 has been budgeted in Capital Outlay for three mowers also within the CRA Landscape Maintenance activity. The $240,000 proposed budget for capital projects includes $200,000 for special events/sponsorships within the CRA District as well as events at Plaza DeLuna and $40,000 for the improvement of Palafox Market Place to enable the continuation of a weekend market along North Palafox Medians. Funding for capital outlay has significantly reduced from prior years and instead has been budgeted in Principal Reserved which earmarks funding to begin payment of bonds for the Community Maritime Park Bond Issue as well as fund the City’s portion of the Main Street Wastewater Treatment Plant Replacement Project. Allocated Overhead will decrease by $91,400 for a total budget of $338,400.

West Florida Public Library

In fiscal year 2000 additional branch locations were identified by a Blue Ribbon Task Force as an immediate need. One additional branch location was added during fiscal year 2007, the West Side branch location. Additionally, construction of a new Tryon Branch Library is underway and is expected to be completed in fiscal year 2009. The Tryon Branch Library will be twice the size of the current facility and will provide more services and resources than previously offered.

Funding for the West Florida Public Library is provided primarily by Escambia County and the City of Pensacola. The State provides additional funding through a library grant. In fiscal year 2007 the grant funding decreased and expectations were that the funding would continue to decrease. However, during fiscal year 2008 the revenue received was greater than anticipated and the expectation was that it would begin to grow in fiscal year 2009. It now appears that the growth once thought would happen has not and thus the fiscal year 2010 anticipated grant funding will decrease by $41,100 for a budgeted amount of $117,200. While the Library’s budget for fiscal year 2010 overall remained the same at $5,054,800, the contribution from Escambia County will increase by $31,000 and the City’s funding level will decrease by $2,100. These changes are a result of the increased usage by County patrons.

The Personal Services decrease of $92,800 represents a net decrease. Twelve vacant positions will be deleted in the fiscal year 2010 budget and will be offset with extra personal service (temporary) employees. This will result in a $141,400 savings in Personal Services. Additionally, the police pension amount will reduce by $18,400 which has been made possible with the assignment of a full-time enforcement officer at the downtown branch rather than utilize off-duty police officers at their overtime rate. Offsetting this decrease is an increase in various personal service accounts due to the expansion of the Tryon Branch being funded for a full year. In fiscal year 2009 only a partial year was funded for the Tryon Branch as it was anticipated to come online during the last quarter of fiscal year 2009. Operating Expenses increased by $42,600. The Tryon Branch expansion accounted for an $87,200 increase in Communications and was offset by a decrease in Rentals of $20,000 as well as a $29,400 decrease in one-time operating expenditures which were used in fiscal year 2009 for computer purchases. The remaining $4,800 increase was due an increase in Liability Insurance. The budget for the purchase of books is increased from the fiscal year 2009 level by $88,800 to $400,000. Allocated Overhead will decrease by $38,600 for a total budget of $304,000.

Stormwater Utility Fund

City Council approved a stormwater management ordinance in November 2000. In July 2001 a resolution was adopted creating a stormwater utility and establishing a non-ad valorem stormwater utility fee of $4.40/month for the standard equivalent stormwater unit. Stormwater fee revenue is placed in this special revenue fund.

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The fiscal year 2010 Stormwater Utility Fund budget is $2,260,900. Estimated revenue of $2,084,500 is $140,500 greater than the fiscal year 2009 budgeted level. This increase is mainly attributed to a recent internal audit conducted that compared the actual impervious areas to the impervious areas indicated on the property appraiser’s tax roll. Fund balance in the amount of $176,400 is also budgeted.

The personal services budget in Stormwater decreased by $74,700. The majority of that decrease is due to the deletion of two Maintenance Worker II positions. Overall operating expenditures are projected to decrease by $92,300 with the major decrease of $88,500 resulting from a decrease in Landfill Fees with the recent purchase of a Trommel Screen which separates landfill waste from street sweepings and stormwater solids so as to recycle and lower disposal costs. In a continued effort to delay increasing the Stormwater Fee, $589,500 has been allocated from the Penny for Progress funds for various capital equipment. However, based on future draws from fund balance, it may become necessary to increase the Stormwater Utility Fee in fiscal year 2011. Allocated Overhead decreased by $33,800 from fiscal year 2009 for a total budget of $175,700.

Section 8 Housing Assistance Payments Program Fund

The City’s Housing Department oversees the countywide housing assistance program. A fiscal year 2010 proposed budget increase of $107,700 represents a 0.87 percent increase over the prior fiscal year budget of $12,426,400. The formula distribution of funds for the Section 8 Housing Assistance Program has begun to factor in the level of fund balance within each entity. The fund balance has been exhausted in prior years and will not be used to balance the $12,534,100 fiscal year 2010 budget.

Personal services appropriations increased a net of $111,600. This entire increase is attributed to the elimination of disaster recover funding from prior years and the shift in funding from the Special Grants Fund because of the decrease in funding.

The decrease of $163,900 in Operating Expenses is mainly due to a shift in the funding of Allocated Overhead. In prior years Allocated Overhead for Section 8 was funded in the Professional Services line item due to federal regulations mandating the type of expenses that could be paid. However, a determination was made during fiscal year 2009 that Section 8 could pay Allocated Overhead through the Allocated Overhead line item, and thus the shift of $160,000 from Professional Services to Allocated Overhead.

Golf Course Fund

The Golf Course was reclassified from an enterprise fund to a special revenue fund as part of the fiscal year 2007 Budget. For the last few years, an additional subsidy from the General Fund has been required in order to provide necessary funding to operate the golf course. The fiscal year 2010 Budget provides for a $130,000 transfer from the General Fund in order to subsidize golf course operations. As part of the Thirty-Month Balanced Budget Plan, this subsidy has been reduced by $10,000 from the fiscal year 2009 level and is planned to decrease by at least $10,000 each year as staff implements plans to become self-sufficient.

Operating revenue is projected to increase by $11,300. This increase includes a $16,300 increase in Green Fees, a $5,000 increase in Promotional Specials which began in fiscal year 2007 and a decrease of $10,000 in Electrical Cart Rentals.

Personal Services are anticipated to decrease by $8,600. This decrease is comprised mainly of a $16,100 decrease in general pension and is offset by an increase in Extra Personal Services of $3,600 which is due to the minimum wage increase as well as an increase of $2,700 for the health insurance premium increase. The increase in operating expenses is $9,900. The majority of that increase includes a $10,000 increase in Inventory of Stores for Resale which provides funding to purchase inventory to resell in the Pro Shop. The $4,000 appropriation for Non-Capitalized Assets is for the replacement of a hitch spreader. No funding for capital outlay is included in the fiscal year 2010 Golf budget; however, funding has been identified from the Penny for Progress in the amount of $34,000 to provide for the replacement of a mower and topdresser.

Inspection Services Fund

In fiscal year 2007 it was determined that the Inspection Services function should be a self-sufficient operation. Therefore, rate increases for various inspection services fees were increased in June 2007 and in the fiscal year 2008 Budget, the Inspection Services function was moved out of the General Fund into a special revenue fund eliminating the subsidy from the General Fund. With the downturn in the housing market, Inspection Services has seen a dramatic decrease in permits issued and therefore $349,900 has been reduced from their fiscal year 2009 Budget. Net personal services have decreased $118,600 which represents the deletion of one Code Inspector II and a Permit Clerk which will be offset with an extra personal service (temporary)

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employee. The cost for Code Inspector II has also been shifted to the Stormwater Capital Projects Fund while that employee works with Public Works on various Stormwater capital projects. These three positions represent an $111,900 decrease in personal services.

The $3,800 decrease in operating expenses includes a $1,300 decrease in Travel/Training as well as $2,500 in various other operating line item accounts. No capital equipment is budgeted for the Inspection Services Fund for fiscal year 2010. At the end of fiscal year 2008, the Inspections Services fund was not able to pay its Allocated Overhead due to insufficient revenues resulting from the economy. It is anticipated that Inspection Services may need a subsidy from the General Fund by the end of fiscal year 2009 and will not be able to pay its Allocated Overhead. Therefore, no Allocated Overhead was budgeted for fiscal year 2010.

Stormwater Capital Projects Fund

The General Fund appropriates an amount equal to budgeted stormwater utility fee revenue to fund stormwater capital projects. Based on current fiscal year billings and the results from the internal audit conducted, the fiscal year 2010 transfer is estimated at $2,059,500, $150,500 above the fiscal year 2009 Budget. Major projects planned for fiscal year 2010 include $400,000 for the Carpenter’s Creek & Brent Lane project, $349,500 for the “L” & Zaragossa Street Drainage Improvements, $200,000 for the Gaberonne Swamp Stormwater Enhancements, $200,000 for the Romana Street Outfall project, $300,000 for the 12th Avenue and Carpenter Creek project and $200,000 for the Bayou Chico Stormwater Outfall Retrofits. The initial stormwater capital project program was developed based on anticipated revenue over a five-year period.

Gas Utility Fund

Energy Services of Pensacola (ESP) is the largest municipal gas distribution system in Florida with approximately 59,000 service connections throughout its franchised area. ESP’s total proposed budget for fiscal year 2010 is $53,210,100, a decrease of $2,174,900 from last fiscal year. As mentioned in the Issues section rates and fees are budgeted to decrease slightly beginning with the fiscal year 2010 Budget. Additionally, revenue is anticipated to decrease due to continued reduction in consumption due to conservation and a reduction in active customers. During fiscal year 2009 City Council elected to discontinue the gas piping services after an outcry from local plumbers

who felt that ESP was competing against them for those services. In order to maintain a quality gas system with reduced revenues some changes in the operating structure have allowed for a decrease in expenses.

Personal services appropriations of $8,251,800 represents a decrease of $927,300 from the fiscal year 2009 budgeted level. The discontinuation of the Meter Reading activity which is being replaced with an Automated Meter Reading System accounted for $451,900 of that decrease. The Meter Reading activity included six Account Data Collector positions which will deleted in the fiscal year 2010 budget. Additionally, the aforementioned discontinuation of the gas piping services contributed another $300,000 decrease in personal services. Three additional vacant positions; two Field Service Workers and one Field Service Technician will be deleted and will be filled with extra personal service (temporary) employees for a savings of $9,900 in personal services. General Pension is anticipated to decrease by $171,500 and Worker’s Compensation is anticipated to be $39,600 lower than the fiscal year 2009 level. Offsetting these decreases is an increase of $40,000 in Extra Personal Services to fund a security guard within the Customer Service area. The $731,600 net decrease in appropriations for operating expenses includes a decrease of $317,000 associated with the discontinuation of gas piping services and a decrease of $100,000 in Other Contractual Services for outside boring services as those functions will be brought in-house rather than contracting with an outside firm to perform those services. The conversion of Meter Reading to an automated system provided an additional $55,100 in savings and the reduction in Transportation and Training contributed another $25,100. In fiscal year 2009 $35,000 was allocated in Professional Services to update ESP’s strategic plan. This was a one-time cost and will not be required in fiscal year 2010. Non-Capitalized Assets decreased $105,500 from the previous year for a total allocation of $132,900 and provides funding for the following items: Odorant system improvements, substation improvements, system component upgrades, leak detection equipment, pipe locator, portable generator, equipment trailer, personal computers and printer and other equipment for operations. Various line items make up the remaining net decrease of $93,900 in operating expenses. The capital outlay appropriation of $187,000 provides funding for the replacement of various vehicles and pieces of operating equipment.

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The ESP Transfer remains at $8 million. The formally approved ESP financial policy provides for a target transfer of no more than 15 percent of revenues. The fiscal year 2010 transfer represents 15 percent of budgeted revenues.

Sanitation Fund

Operating costs such as fuel, vehicle maintenance and personnel expenses have steadily increased over the past several years. However, rates were not adjusted to reflect these increases until April 1, 2007. During the first quarter of fiscal year 2007, an outside consulting firm conducted a rate and operational analysis and as a result, Council approved a rate increase (from $19.85 to $22.20) effective April 1, 2007. As part of the new rate structure a fuels and lubricants surcharge was added which is to be revised by the Director of Finance no less frequently than annually based up on the budgeted fuel and lubricant costs adjusted for their actual costs for the previous or current fiscal years. Initially the surcharge was set at $1.30 per month however, during the third quarter of fiscal year 2008, it was necessary to increase it to $2.85 in order to address the escalating fuels costs. As the cost of fuel has declined, the fuel surcharge has been able to be reduced to 50¢ per month. As indicated in the Issues section, the rate ordinance established in 2007 provides for the garbage and trash collection fee to be automatically adjusted annually, effective October 1, 2008 based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index. In fiscal year 2009 the Consumer Price Index was 4% and a decision was made to not enact the rate increase and was made possible through various cost saving measures taken. For fiscal year 2010 the Consumer Price Index is -0.4%, however in light of the action taken in fiscal year 2009 to not increase rates this budget is prepared with the recommendation to not decrease the garbage and trash collection fee.

In the summer of 2008 the City implemented a curbside recycling pilot program in a portion of the East Hill neighborhood. Each of the 375 customers in the area received a 96-gallon recycling container that could be placed curbside once-a-week for collection of recyclables. The pilot program also changed the garbage collection schedule to once-a-week to work in concert with the recycling program. Through the thirty-two week pilot program 55 tons of recyclables or 22% of household waste was diverted from landfill disposal. Since the landfill has not charged a tipping fee, or processing fee, for the recyclables the City was able to realize savings in disposal costs. The information gained from the pilot program allowed staff to make projections relative to a City-

wide curbside recycling effort. In March 2009 City Council authorized the implementation of a City-wide curbside recycling program that utilizes once-a-week recycling and garbage collection schedules. That program began in May 2009 and is anticipated to not only make the City of Pensacola a “Greener” City but also will save in disposal costs as well.

The very successful Sanitation Trash Elimination Program (STEP) continues to focus attention on the City’s campaign against litter, overgrown lots, abandoned cars and other neighborhood eyesores. A Neighborhood Clean Up Day is held in a targeted area of the city every month except November and December.

The proposed budget of $6,870,100 represents a 2.81 percent decrease from the fiscal year 2009 beginning budget. The proposed budget includes the deletion of one vacant Code Enforcement Specialist. Residential Refuse is decreasing $35,000 while Bulk Item Collection and Business Refuse Container Charges are increasing $7,100. Franchise Fees are showing a $95,000 decrease due to the economic downturn resulting in less construction projects and therefore less franchise fee payments. Additionally, there has been some concern that the revenue is down due to some non-compliant commercial haulers. Staff will be undergoing an audit of some of the commercial haulers to ensure compliance with the payment of franchise fees and this revenue source may show some increase. However, until the economic conditions improve it is anticipated that this revenue source may continue to decline.

Total personal services appropriations decreased by $112,500. Of that amount $43,500 is a decrease resulting from the previously mentioned position deletion and an additional $60,200 is related to the transfer of three positions to Parks and Recreation during fiscal year 2009. The remaining $8,800 decrease is related various decreases in personal services line items such as Longevity and General Pension. Operating expenses decreased a total of $260,400 and of that amount $48,400 reflects the anticipated fiscal year 2010 savings due to the aforementioned recycling program. With the purchase of newer vehicles, Maintenance and Repairs of Vehicles was able to be decreased by $59,700. Additionally, Liability Insurance and Communication related to the MIS Allocation were able to be reduced $60,300 and $52,800 respectively. Various line items make up the remaining net decrease of $15,200. Non-capitalized assets were appropriated at $2,400, a decrease of $24,000 from the fiscal year 2009 budgeted amount. The $2,400 appropriation will provide funding for

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two personal computers. The only capital appropriation is for the replacement of one vehicle in the Code Enforcement Program. In fiscal year 2008 five one-man grappler units were approved for purchase and a five-year payment plan was developed. Additionally, in fiscal year 2009 five knuckleboom trucks and purchases related to the previously mentioned curbside recycling program were approved for purchase and those costs were also integrated into the five-year payment plan developed for the grappler units and has been appropriated in a capital accumulation account. Based on the allocated overhead cost plan, the appropriation for Allocated Overhead in fiscal year 2010 decreased by $122,100.

Port Fund

As a landlord port the Port of Pensacola’s budget is based on tenant lease obligations and normal recurring cargo. However, the Port has also felt the blow from the economic downturn. The Port’s fiscal year 2010 budget totals $2,226,100, a decrease of $100,600 from last fiscal year. The bulk of this decrease is attributed to a reduction in Wharfage Revenue in the amount $136,900. Additional decreases include $30,000 in Handling Revenue, $22,500 in Storage Revenue, $14,000 in Interest Income, $11,700 in Stevedore Fees and $6,700 in Dockage Revenue. These decreases are offset by increases of $114,100 in Property Rental, $6,500 in Security Fees and $600 in Harbor Fees.

The net increase in personal services appropriations is $13,100. The largest increase was for General Pension costs which increased $10,800 and Group Insurance increased $2,500. Appropriations for operating expenses have decreased by $10,500 and is a result of various reductions in operating line item accounts such as Communications for the MIS Allocation, Dues, Subscriptions and Memberships, Office Supplies and Maintenance and Repair of Vehicles. Non Capitalized Assets are budgeted at $5,600 which will fund the purchase of desktop computers. Allocated Overhead will decrease by $58,900 to $106,800. Debt Service reduced $44,300 from the fiscal year 2009 beginning budget of $594,800. The largest decrease was $165,000 which was budgeted in fiscal year 2009 for reserves. Offsetting that decrease was an increase in Principal of $131,800 which is based on the debt service schedules to repay the debt associated with the Port. Interest Expense reduced by $11,100.

Airport Fund

The Pensacola Regional Airport’s $28,761,900 budget is a net increase of $537,200 over last year’s budget. An additional Fund Balance drawdown of $1,357,100 contributed to the increase. However, revenues related to Rental Cars and the Rental Car Customer Facility Charges and Rents account for a $724,400 decrease in revenues. Hanger Rentals are slated for a $150,000 decrease and Interest Income is projected to decrease by $100,000. Other decreases include $40,000 in the Gift Shop Revenue, $12,500 in Restaurant and Lounge and $8,000 in Fixed Base Operators Revenue. The $30,000 decrease in the U.S. Government-TRACON Revenue assumes that the FAA will relocate to a new TRACON facility in fiscal year 2009 and rent payments to the Airport will cease. The Passenger Facility Charge anticipates a $410,000 decrease in revenue. An increase of $590,000 is anticipated within the Parking Lot Revenue due to a rate increase effective March 1, 2009. Additionally a $150,000 increase in revenue for the Commerce Park is anticipated as it comes on line in fiscal year 2010. Miscellaneous Revenue is anticipated to increase $82,000 along with a $44,000 increase in Loading Bridge Fees. The Airport’s agreement with the airlines provides for the airlines to fund any revenue shortfall. Landing fees are adjusted each year to accommodate the agreement. With the aforementioned changes in revenues, the Landing Fee Revenues are projected to reduce by $211,000.

The net increase in personal services appropriations is $105,600. Pension contributions increased by $64,200. In prior years overtime within the Aircraft Rescue Firefighting function had been increased due to the pending retirements and the extra coverage anticipated during that transition. However this funding is no longer reduced and the Overtime line item has been reduced by $89,600. During fiscal year 2009 an Executive Assistant was transferred from the City Manager’s Office to the Airport to assist in the administrative function at the Airport. This accounts for $52,300 of the personal services increase. Additionally, a temporary assignment of an employee in the Management Information Services at the Airport accounts for $65,000 of the personal services increase. The remaining $13,700 increase is due to other changes in personnel during fiscal year 2009.

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Operating expenses are projected to increase by $1,292,700. With the expansion of the terminal building, an additional $1,395,200 is included in Repairs & Maintenance, Liability Insurance, Other Contractual Services and Utilities. Professional Services has been increased by $50,000 to provide funding for a Landside Pavement Analysis and Agricultural supplies will increase by $50,000 for sod in the Airfield Area. Offsetting these increases is a reduction of $75,500 in one-time Small Tools & Minor Equipment appropriations in fiscal year 2009 and Transportation and Training has been reduced by $53,700. Non Capitalized Assets are decreasing by $78,300 for a total allocation of $76,200 which provides funding for assets such as computer equipment, security equipment and courtesy charging stations throughout the Airport Terminal Building. Various line items make up the remaining $5,000 net increase.

Funding for Debt Service increased by $795,600 and is due largely in part to a $872,000 Debt Service allocation for the payment of the Army Reserve Property that will be transferred from the City to the Airport. Normal Debt Service decreased by $76,400 due to the nature of the bond repayments. The $750,000 budgeted for Capital Outlay will be used for local matching of grants-in-aid as well as for Off-Airport Wayfinding Signage. The capital budget for Grants remains constant with $3,625,000 for Federal Projects and $1,000,000 for State Projects. The allocation for the Passenger Facility Charge capital projects decreases by $410,000 to $3,000,000. Allocated Overhead increased by $103,300 in the fiscal year 2010 budget.

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CLOSING

The fiscal year 2010 Proposed Budget is balanced, maintains reserves and is in conformance with all of the Council’s adopted financial policies. The past year has presented the City of Pensacola with many financial challenges that will be overcome by making tough but necessary choices. These are difficult times and just as residents and businesses are doing across Pensacola. Concurrently, the City has a fundamental responsibility to provide the services to which residents are entitled. The fiscal year 2010 Proposed Budget maintains the City’s philosophy of fiscal discipline, attention to core principals and priorities while living within our means and maintaining the goal of a “financially sound, sustainable city government”. This plan maintains the sound financial discipline that has allowed the City to manage through the long recession.

While the recommendations contained in this document will, in some cases, confront the community and our workforce with difficult changes, they collectively preserve essential services and avoid adding significant fiscal problems. It is critical to remain focused and disciplined as the challenges of the foreseeable future are confronted, so that as an organization we emerge stronger and healthier. The fiscal year 2010 Budget of $208.6 million represents a sustainable budget which will require discipline, resolve and unity of purpose, as well as the exploration of fresh new ideas about the services delivered and how those services are provided and funded. Next year’s challenge will be to continue to focus on becoming an organization of the future – lean, resilient, responsive, innovative and efficient.

The various Departments should be commended for their efforts in the formulation of the fiscal year 2010 Budget. Formulating the fiscal year 2010 budget has been a formidable leadership and management challenge. Appreciation is also expressed to the City workforce, which continues to display a high degree of professionalism and commitment even as we enter another year of service reductions. Their efforts to provide quality services to the citizens of Pensacola with reduced staffing levels and increased demands are an example of their dedication to this community.

While no government can continue business as usual, we must take care not to undermine that which has made us the community that we are today and the community we want to be tomorrow. While we must make prudent reductions, we must remain focused on providing the best possible services with the resources that we have and continue to move the community forward, consistent with City Council’s vision.

The City Council’s commitment to and support of a prudent financial course is to be commended. The City Manager’s staff, the Financial Services Department budgeting staff and the Departmental staffs are thanked for their extraordinary efforts in the development of this budget. Their creativity and sacrifice will be critical in making the fiscal year 2010 Budget a reality.

Respectfully submitted,

Alvin G. Coby City Manager

Richard Barker, Jr. Director of Finance

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Addendum To The Budget Message

Several material budget changes were made subsequent to the printing of the proposed fiscal year 2010 Budget document. During three budget workshop sessions and two public hearings, City Council made the following changes to the budget for fiscal year 2010:

During the fiscal year 2010 Budget Workshop and Public Hearings City Council reviewed the Non-Departmental Outside Agency funding levels and as a result of those meetings, $40,000 was added to various Outside Agencies. The Human Services Appropriation was allocated $30,000. An additional $5,000 was provided to the Gulf Coast African American Chamber of Commerce. Pensacola Promise (also known as Chain Reaction) and Sertoma’s 4th of July Celebration were each allocated $1,500 and $2,000 was provided to St. Michael’s Cemetery. Offsetting these adjustments was a reduction of $5,000 from Lakeview Center with the remaining $35,000 taken from the Contingency balance.

During the Budget Workshops, it was reported that a vacant Equipment Operator III position within the Parks & Recreation Department would be unfunded. This position was in the FDOT Right of Way Maintenance activity and had recently become vacant. The savings from the position will be shifted to Overtime within the FDOT Right of Way activity to provide funding for Public Works to perform the street sweeping portion of the contract.

Prior to the Budget Workshops City Council met to discuss the funding of Parades within the City of Pensacola. City Council directed Staff to discuss funding options with the various parade organizers. As a result of those discussions, it was reported to City Council during the Budget Workshop that the parade organizers would not be in a position to provide additional financial assistance to the City of Pensacola to offset the costs of parades and therefore $35,000 was reduced from Contingency and re-established in Public Works to continue performing barricade services for the various parades.

Subsequent to the Budget Workshops, the State of Florida revised its prior forecast of the State’s General Revenue collections. The revisions resulted in an overall reduction of $85,200 to the fiscal year 2010 General Fund Revenue as presented to City Council. The revenue shortfall will be offset by a reduction in the Contingency account.

The funding from the Transfer of the Army Reserve Property provides the contingency that has been used to offset unanticipated revenue shortfalls. The aforementioned changes reduced this Contingency balance by $155,200. The transfer of the Army Reserve Property was originally scheduled to occur in fiscal year 2009 with $900,000 being transferred the first year. The transfer has been delayed until an environmental assessment is conducted. Therefore, the transfer of the property will not take place in fiscal year 2009 but rather will occur in fiscal year 2010. The first year transfer amount is $900,000 therefore; the fiscal year 2010 budgeted amount will be $900,000 with an undesignated balance of $282,400.

Prior to the Final Public Hearing on the fiscal year 2010 budget, the City was notified that the fiscal year 2009 Fire and Police Retirement Plans State Insurance Proceeds from the Division of Retirement were reduced, thereby requiring the City to increase contributions. The potential impact for fiscal year 2010 is anticipated to be $404,300. Within the General Fund the impact is anticipated to be $371,600 and the remaining $32,700 is in the Library Fund ($900), the Sanitation Fund ($5,500) and the Airport Fund ($26,300). City Staff has reviewed and determined that the additional costs can be absorbed by holding select positions vacant in fiscal year 2010. Within the Personal Services line item a change in funding to increase the Police and Fire Pension line items and an accompanying offset reducing the Salaries line item has been made in order to provide adequate funding for the Police and Fire Pension plans.

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During the Budget Workshop the Penny for Progress projects were reviewed. Results from that review included a tentative proposal to utilize fiscal year 2014 funding of $1,000,000 for the Westside Community Center to fund $500,000 to be used at Legion Field to provide an activity room within the Legion Field complex for the community in lieu of the construction of a community center. The Osceola Golf Course will receive an additional $750,000 in funding to allow for the reconstruction of cart paths, the replacement of the existing greens as well as the construction of a driving range and adjustments to existing holes on the course. Funding for the Golf Course improvements will come from $500,000 in the Westside Community Center project plus an additional $250,000 will either come from a contribution from Escambia County or will come from anticipated revenues generated from the improvements.

Funding for the replacement of various police vehicles is provided for in the Penny for Progress capital projects list. There were police vehicles requested to be replaced that had not undergone a final inspection by Staff at the Central Garage, and thus were marked as Pending. Since that time all requested police vehicle replacements have been visually inspected by Central Garage Staff and the final listing of vehicle replacements are indicated within the Police Department’s section of the budget document.

During the Budget Workshop it was explained that the Port of Pensacola’s repayment of the Insurance Retention Fund Loan has been restructured in light of the economic downturn. This will reduce their fiscal year 2010 principal payment by $83,500. Port Dockage and Wharfage revenue was decreased to offset the reduced principal payment.

Within the Airport Fund a shift of $400,000 will take place from Repairs and Maintenance to Advertising. As reported in the Budget Workshop this is necessary in order to allow for marketing incentives

for the recruitment of new service as well as the expansion and improvement of existing air service. This shift was made possible by including some of the fiscal year 2010 scheduled projects in the existing terminal expansion project. Additionally, it was reported to Council in the Budget Workshop that a change would be made to the Airport Debt Service Schedules. The debt proceeds drawn on the 2008 CFC Airport Revenue note were less than originally anticipated and therefore Interest Expense has been reduced by $80,100 and is offset by a decrease in Air Carrier Landing Fees.

As previously mentioned, the transfer of the Army Reserve Property has been delayed and the first payment of $900,000 will not occur until fiscal year 2010. Therefore, the Debt Service has been increased by $100,000 and has been offset by a draw down of Fund Balance.

The anticipated bond issue for the Maritime Park has been delayed until October, 2009 and therefore the debt payment budgeted in the CRA Debt Service Fund has been removed from the budget for both fiscal years 2010 and 2011. The budgeted levels will be appropriated upon finalization of the bond issue.

During the Budget Workshop a question was raised regarding the use of Tax Increment Financing (TIF) funds in the Community Redevelopment Agency (CRA) as described in the Budget Message. To allow for better clarification, the following wording will be placed in future year budgets: “Tax Increment Financing funds can only be used to undertake projects and activities within the district and that are duly authorized by the Community Redevelopment Agency in the Community Redevelopment Plan. The CRA Plan outlines the specific priorities and strategies for the elimination or prevention of blight and to support continued private reinvestment within the district.”

These changes were incorporated in the fiscal year 2010 Budget adopted by City Council and are reflected in this budget document.


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CITY OF PENSACOLA ORGANIZATIONAL CHART

CITY MANAGER CITY ATTORNEY

CITY COUNCIL AND MAYOR

CITIZENS OF PENSACOLA


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CITY MANAGER ORGANIZATIONAL CHART

ENERGY SERVICES OFPENSACOLA

FINANCIAL SERVICES

MANAGEMENT INFORMATIONSERVICES

WEST FLORIDAPUBLIC LIBRARY

DIRECTOR OF FINANCE

COMMUNITY DEVELOPMENT

HOUSING

PARKS AND RECREATION

SAENGER THEATRE

COMMUNITY DEVELOPMENTDIRECTOR

CITY CLERK

ENGINEERING

FIRE

HUMAN RESOURCES

PENSACOLA GULF COASTREGIONAL AIRPORT

POLICE

PORT OF PENSACOLA

PUBLIC WORKS

SANITATION SERVICES ANDFLEET MANAGEMENT

CITY MANAGER


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CITY OF PENSACOLA BUDGET SUMMARY BY FUND TYPE

FISCAL YEAR 2010 SPECIAL DEBT CAPITAL INTERNAL

GENERAL REVENUE SERVICE PROJECTS ENTERPRISE SERVICEFUND FUNDS FUNDS FUNDS FUNDS FUNDS TOTAL

SOURCES OF FUNDS:Estimated Revenues

Taxes:Ad Valorem Taxes - City $ 13,535,300 13,535,300 Sales & Use Taxes 3,222,700 1,514,400 5,584,100 10,321,200 Public Service Taxes 5,861,100 5,861,100 Communication Services Taxes 3,827,700 3,827,700 Local Business Tax 904,500 904,500

Fees:Franchise Fees 8,129,000 825,000 8,954,000 Stormwater Utility Fees 2,059,500 2,059,500

Licenses & Permits 62,400 970,100 1,032,500 Intergovernmental Revenue 2,280,700 20,594,300 4,625,000 27,500,000 Charges for Services 976,800 1,794,000 82,399,400 85,170,200 Fines & Forfeitures 179,200 80,000 259,200 Interest Income 257,000 216,500 1,061,200 271,000 1,805,700 Miscellaneous Revenue 1,300,000 664,900 319,100 437,000 2,721,000 Total Revenues 40,536,400 27,893,700 - 6,964,400 88,557,400 - 163,951,900

Other Financing Sources 8,000,000 7,215,700 3,361,100 2,059,500 - 19,270,400 39,906,700 TOTAL FINANCIAL SOURCES $ 48,536,400 35,109,400 3,361,100 9,023,900 88,557,400 19,270,400 203,858,600

USE OF FUNDS:Expenditures/Expenses

General Govt Services $ 3,787,700 5,758,900 25,000 9,571,600 Public Safety 27,891,500 970,100 683,000 29,544,600 Physical Environment 7,300 2,085,200 2,059,500 49,515,800 53,667,800 Transportation 2,415,300 1,490,800 1,439,500 20,876,600 26,222,200 Economic Environment 1,905,400 12,830,100 14,735,500 Human Services 61,500 61,500 Culture & Recreation 7,046,700 6,950,900 2,840,500 16,838,100 Debt Service 3,361,100 1,915,200 10,477,100 15,753,400 Total Expenditures/Expenses 43,115,400 30,086,000 3,361,100 8,962,700 80,869,500 - 166,394,700

Other Financing Uses 5,421,000 5,449,800 - 61,200 10,135,100 19,270,400 40,337,500

TOTAL FINANCIAL USES $ 48,536,400 35,535,800 3,361,100 9,023,900 91,004,600 19,270,400 206,732,200

Net Increase (Decrease) In Fund Balance $ - (426,400) - - (2,447,200) - (2,873,600) Beginning Appropriated Fund Balance - 426,400 - - 2,447,200 - 2,873,600 Beginning Unappropriated Fund Balance 10,729,756 13,131,936 3,193,769 19,884,217 143,190,625 7,766,762 197,897,065 Total Beginning Fund Balance 10,729,756 13,558,336 3,193,769 19,884,217 145,637,825 7,766,762 200,770,665 Total Ending Fund Balance $ 10,729,756 13,131,936 3,193,769 19,884,217 143,190,625 7,766,762 197,897,065


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CITY OF PENSACOLA SUMMARY OF REVENUES & EXPENDITURES BY FUNCTION

FISCAL YEAR 2010– ALL FUNDS

Listed below are the total sources and uses of funds adopted at the beginning of FY 2009 and approved for FY 2010, together with comparable actual sources and uses for fiscal years 2007 and 2008. In FY 2008 the significant decrease in Intergovernmental Revenues is attributed to the grant funds received at the Airport in FY 2007 for the preliminary planning and land acquisition for the Air Cargo/Commerce Park. During the 2007 Legislative Session, the State of Florida enacted property tax reform regulations, which required the City to reduce the millage rate in FY 2008 to 4.598 mills, which accounts for the reduction in Ad Valorem Taxes in FY 2008. A further reduction is shown in FY 2009 which is a result of the passage of Amendment 1 which enacted ad valorem tax reforms and reduced the City’s taxable valuation as well as the City’s millage rate. The City again reduced the millage rate in FY 2009 to 4.5395 mills. In FY 2010, the Approved Budget recommends maintaining the 4.5395 mils, however the decline in property valuations further reduced Ad Valorem Taxes. Sales & Use Taxes began to decline in FY 2007 due to the economic downturn and declines continue to occur. Charges For Services mainly include various user fees within the City’s enterprise operations. Changes to both Energy Services of Pensacola and Sanitation Services rates are tied to changes in the Consumer Price Index (CPI). For FY 2010 that amount was -0.4%. In FY 2009, the change in the CPI was 4%, and while Energy Services of Pensacola’s rates were adjusted, Sanitation Services rates were not. Energy Services of Pensacola’s rates are proposed to be reduced by 0.4% in FY 2010, however because there was not a rate increase for Sanitation Services in FY 2009, rate decrease will not be proposed in FY 2010. The decrease in Other Financing Sources and Uses in FY 2008 is a result of a change in the recognition of revenues that were previously in the Tax and Franchise Fee Debt Service Fund and will now be recorded in the General Fund. This reduces the Transfers category included in the Other Financing Sources as the transfer to General Fund is no longer required. Additionally, in the General Fund, historically the Allocated Overhead paid by the various Non General Government Funds has been shown as a revenue. Beginning in FY 2008, Allocated Overhead was budgeted in the General Fund as a negative expense line item, therefore showing the net cost that General Fund resources are paying for these departments. This change resulted in a decrease in Other Financing Sources as well as a significant decrease in the General Government Services function. The decrease in Miscellaneous Revenue in FY 2010 is from two one-time contributions from Escambia County towards the renovation of the Saenger Theatre and for the construction of clay courts at the Roger Scott Tennis Center. The decrease in Physical Environment is due to the aforementioned reduction in Energy Services of Pensacola rates. The reduction in Transportation expenses in FY 2008 and FY 2009 is due to the expansion project at the Airport. The decrease in General Government Services, Public Safety and Culture & Recreation for FY 2010 are from the necessary measures taken to address the reduced revenues from the Ad Valorem Taxes as well as the effects of the economic downturn. The major factor in the increase in Public Safety Expenditures in FY 2009 is from the funding provided in the Penny for Progress for the expansion of the Police Station Headquarters Building which also contributed to the decrease in FY 2010. The City implemented a Thirty-Month Balanced Budget Plan which resulted in reductions in budgeted positions, consolidation within departments, interdepartmental functional consolidation as well as a freeze in employee compensation for both FY 2009 and FY 2010.


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SUMMARY OF REVENUES & EXPENDITURES BY FUNCTION (Continued)

ACTUAL ACTUAL BEG BUDGET APPROVEDFY 2007 FY 2008 FY 2009 FY 2010

SOURCES OF FUNDS:REVENUES:Taxes:

Ad Valorem Taxes - City $ 15,328,152 14,963,002 14,319,600 13,535,300 Sales & Use Taxes 12,802,371 11,988,205 10,931,800 10,321,200 Public Service Taxes 5,901,905 5,757,713 5,958,900 5,861,100 Communication Services Taxes 3,859,998 4,025,970 3,898,600 3,827,700 Local Business Tax 907,014 952,343 925,000 904,500

Fees:Franchise Fees 8,233,845 8,333,288 8,917,500 8,954,000 Stormwater Utility Fees 1,880,308 1,884,382 1,909,000 2,059,500

Licenses & Permits 900,986 1,326,917 1,376,400 1,032,500 Intergovernmental Revenue 55,202,593 23,379,908 26,916,600 27,500,000 Charges for Services 84,881,070 88,424,298 88,059,600 85,170,200 Fines & Forfeitures 340,533 408,130 297,700 259,200 Interest Income 4,394,019 3,610,820 2,031,300 1,805,700 Miscellaneous Revenue 2,157,652 6,943,255 3,797,500 2,721,000 Total Revenues 196,790,446 171,998,231 169,339,500 163,951,900 Other Financing Sources 95,413,008 53,148,431 41,678,700 39,906,700 TOTAL FINANCIAL SOURCES $ 292,203,454 225,146,662 211,018,200 203,858,600 USE OF FUNDS:EXPENDITURES/EXPENSES:General Govt Services $ 17,640,968 13,527,272 10,150,000 9,571,600 Public Safety 32,108,197 31,180,438 33,377,900 29,544,600 Physical Environment 49,311,777 57,367,732 55,962,300 53,667,800 Transportation 48,865,632 38,938,872 26,623,100 26,222,200 Economic Environment 13,264,408 16,328,756 14,902,900 14,735,500 Human Services 109,670 115,000 115,000 61,500 Culture & Recreation 22,711,600 23,150,987 16,759,100 16,838,100 Debt Service 11,174,617 10,013,866 14,378,700 15,753,400 Total Expenditures/Expenses 195,186,869 190,622,923 172,269,000 166,394,700 Other Financing Uses 66,072,889 41,044,979 41,442,900 40,337,500 TOTAL FINANCIAL USES $ 261,259,758 231,667,902 213,711,900 206,732,200

Net Increase (Decrease) In Fund Balance $ 30,943,696 (6,521,240) (2,693,700) (2,873,600) Beginning Appropriated Fund Balance 40,114,317 69,303,497 2,693,700 2,873,600 Beginnning Unappropriated Fund Balance 138,927,592 140,682,108 200,770,665 197,897,065 Total Beginning Fund Balance 179,041,909 209,985,605 203,464,365 200,770,665 Total Ending Fund Balance $ 209,985,605 203,464,365 200,770,665 197,897,065


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WHERE THE MONEY COMES FROM FISCAL YEAR 2010 BUDGET

SOURCES OF FUNDSApproved Revenues

Ad Valorem Taxes 13,535,300$ Sales & Uses Taxes 10,321,200 Public Service Taxes 5,861,100 Communication Services Taxes 3,827,700 Local Business Tax 904,500 Franchise Fees 8,954,000 Stormwater Utility Fees 2,059,500 License & Permits 1,032,500 Intergovernmental Revenues 27,500,000 Charges For Services 85,170,200 Fines & Forfeitures 259,200 Interest Income 1,805,700 Miscellaneous Revenue 2,721,000

Sub-Total Approved Revenue 163,951,900$ Other Financing Sources 39,906,700 Appropriated Fund Balance 2,873,600

TOTAL FINANCIAL SOURCES 206,732,200$

FISCAL YEAR 2010 FINANCIAL SOURCESALL FUNDS

Franchise Fees5.46%

Stormwater Utility Fees1.26%

Interest Income1.10%

Miscellaneous Revenue1.66%

Ad Valorem Taxes8.26%

Sales & Uses Taxes6.30%

Public Service Taxes3.57%

Communication Services Taxes

2.33%

Local Business Tax0.55%

License & Permits0.63%

Intergovernmental Revenues16.77%

Fines & Forfeitures0.16%

Charges For Services51.95%


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WHERE THE MONEY GOES FISCAL YEAR 2010 BUDGET

USES OF FUNDSApproved Expenditures/Expenses

General Government Services 9,571,600$ Public Safety 29,544,600 Physical Environment 53,667,800 Transportation 26,222,200 Economic Environment 14,735,500 Human Services 61,500 Culture & Recreation 16,838,100 Debt Service 15,753,400

Sub-Total Approved Expenditures/Expenses 166,394,700$ Other Financing Uses 40,337,500

TOTAL FINANCIAL USES 206,732,200$

FISCAL YEAR 2010 USES OF FUNDSALL FUNDS

General Government

Services5.75%

Public Safety17.76%

Human Services0.04%

Debt Service9.47%

Culture & Recreation

10.11%

Transportation15.76%

Economic Environment

8.86%

Physical Environment

32.25%


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GENERAL FUND REVENUES FISCAL YEAR 2010

Ad Valorem Taxes 13,535,300$ Intergovernmental Revenue 2,280,700$ Sales & Use Taxes 3,222,700 Charges for Services 976,800 Public Service Taxes 5,861,100 Fines & Forfeitures 179,200 Communication Services Taxes 3,827,700 Interest Income 257,000 Local Business Tax 904,500 Miscellaneous Revenue 1,300,000 Franchise Fees 8,129,000 ESP Transfer In 8,000,000 Licenses & Permits 62,400

Ad Valorem Taxes27.89%

Sales & Use Taxes6.64%

Local Business Tax1.86%

ESP Transfer In16.48%

Franchise Fees16.75%

Communication Services Taxes7.89%

Fines & Forfeitures0.37%

Intergovernmental Revenue4.70%

Licenses & Permits0.13%

Public Service Taxes12.08%

Miscellaneous Revenue2.67%

Interest Income0.53%

Charges for Services2.01%


- 9 -

GENERAL FUND EXPENDITURES FISCAL YEAR 2010

General Government 3,787,700$ Economic Environment 1,905,400$ Public Safety 27,891,500 Human Services 61,500 Physical Environment 7,300 Culture & Recreation 7,046,700 Transportation 2,415,300

Public Safety64.69%

Culture & Recreation16.34%

Economic Environment4.42%

Physical Environment0.02%

Human Services0.14%

Transportation5.60%

General Government8.79%


- 10 -

CITY OF PENSACOLA, FLORIDA 10 YEARS ASSESSED VALUATION HISTORY

$2,034$2,166 $2,221

$2,345

$2,603 $2,620

$3,240$3,368

$3,190$3,096

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- 11 -

CITY OF PENSACOLA, FLORIDA 10 YEARS CITY PROPERTY TAX RATES

0123456

MILLSTax Rate 5.057 5.057 5.057 5.057 5.057 5.057 4.950 4.598 4.5395 4.5395

FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010


- 12 -

REVENUE ASSUMPTIONS

The City of Pensacola relies on a variety of revenue sources to finance operations and construction activities. These sources include taxes, special assessments, fees, intergovernmental funding and service charges. Examples of user fees are those used to finance the City’s natural gas utility and its sanitation, port and airport operations. Permit fees support building inspection programs.

Several major factors impact revenues: changes in overall city-wide population, changes in specific service populations and their demands, increases or decreases in real disposable income (which measures residents’ after-tax buying power adjusted for inflation), and inflation. One or more of the factors impact most revenues directly or indirectly.

Estimates of revenues for budgetary purposes are gathered from a variety of sources. Based on past trends and experienced judgment of current and future conditions, operating departments provide estimates of revenues from program-related fees (charges for services), state and federal grants, licenses and permits, fines and assessments. The Florida Department of Revenue provides estimates of revenues from the Local Government Half-Cent Sales Tax, Municipal Revenue Sharing, Communication Services Tax, Local Option Gasoline Tax and the Local Government Infrastructure Surtax (also known as the Local Option Sales Tax/Penny for Progress). Ad valorem tax revenue is estimated from taxable property values provided by the Property Appraiser by July 1st of each year in conjunction with the applicable millage rate.

The following breakdown provides a brief explanation of the major revenue categories as well as information on the revenue trends and assumptions used in the Fiscal Year 2010 Budget projections.


- 13 -

Property Taxes Florida Statutes, Chapter 166.211 authorizes the City of Pensacola, in a manner not inconsistent with general law, to levy ad valorem taxes (or property taxes) on real and tangible personal property in an amount not to exceed 10 mills. Property tax revenues are based upon historical trends, projected increase (decrease) in assessed values and any increase in the adopted millage rate. The fiscal year 2010 budget includes revenues calculated at the millage rate of 4.5395 which is the same as was levied in fiscal year 2009. Revenues are expected to decrease $784,300 from the fiscal year 2009 level of $14.3 million. However at the beginning of fiscal year 2009 the City received the final taxable valuation from the Property Appraiser and it was reduced 3.14% from theJuly 1st estimate resulting in an immediate $460,300 decrease in property tax revenue for fiscal year 2009. The fiscal year 2010 property tax revenue reflects a $324,000 decrease from the current fiscal year 2009 budgeted amount. The majority of the decrease is attributed to th decline in taxable value of real property as a result of the collapse in the real estate market. Additionally, property tax revenues began to decline in fiscal year 2008 when the State Legislature began Property Tax Reform measures. Further reductions were experienced when Amendment 1 was approved by referendum in January 2008. Amendment 1 enacted the following ad valorem tax reforms relating to municipalities and special districts of the City(1) an exemption of an additional $25,000 of the assessed value of homestead property (to be applied on the assessed value between $50,000 and $75,000); (2) a cap of 10 percent on yearly assessment increases on non-homestead residential and commercial property (provided however, this reform does not apply to school districts); (3) portability of the three percent cap on homestead residential property, up to $500,000, when relocating to a new home in the State; and (4) a $25,000 exemption from the tangible personal property tax. The 10 percent cap will affect assessments beginning on January 1, 2009. All other reforms under the Amendment took effect retroactive to January 1, 2008. The passage of Amendment 1 curtailed the additional revenue that would have been available to the City of Pensacola in fiscal year 2009 continues to do so in fiscal year 2010. The City’s preliminary taxable value decreased by $84 million, representing a 2.64 percent decline. Additionally, with the passage of Amendment 1, came a new formula to determine the maximum millage rate that could be levied. Based on that calculation the maximum millage rate that the City could impose has been calculated at 4.8156. However the proposed budget has been developed maintaining the same millage rate as FY 2009 which is 4.5395 and is below the calculated maximum millage rate allowed. The budgeted value of one mil is $2,981,672 in fiscal year 2010. (Represents 6.48% of total City budget.)

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PROPERTY TAX REVENUES10 Year History


- 14 -

Licenses and Permits

Licenses and Permits include Building Permits, and Other Licenses, Fees and Permits. Fees and permits revenue were estimated based on historical trends and the estimated level of construction. Building activity within the city limits increased in fiscal year 2005 due to the reconstruction of buildings that were damaged from Hurricanes Ivan and Dennis. However, that trend began to level off in fiscal year 2008 and the City is now experiencing a decline in revenue due to the downturn in the housing market which is being experienced in Pensacola as well as the nation. The spike in revenues in fiscal year 2008 is a result of rate increases for various inspection service fees (i.e. permits, etc.) which were increased in June 2007 in order for the Inspection Services function to be a self-sufficient operation. In June 2009 permit application fees, certificate of occupancy fees and front yard averaging fees were increased to offset rising costs of operating the Inspection Services function. Despite these fee increases, the budget assumes Licenses and Permit revenue in total will decrease 22.85% from the fiscal year 2009 budget based on the continued decline in the housing market. (Represents 0.54% of total City budget.)

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LICENSES AND PERMITS REVENUES10 Year History


- 15 -

Local Business Tax

Local Business Tax (formerly known as Occupational License) revenues were estimated based on historical trends, estimated population changes and current market conditions. Revenues for fiscal year 2010 are anticipated to decrease $20,500 or 2.22% from the fiscal year 2009 budgeted level of $925,000. (Represents 0.43% of total City budget.)

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LOCAL BUSINESS TAX REVENUES10 Year History


- 16 -

Communications Services Tax

The State Communications Services Tax became effective October 1, 2001. The tax represents a combination of the former 7% telecommunications tax, the 5% Cable Television franchise fee and the 1% franchise fees on telephone services. Previously each service provider remitted these taxes and fees directly to each municipality throughout the State. In an effort to eliminate the disbursement and audit burden placed upon the providers, the State became the central receiving authority for these taxes as well as taking the auditing responsibilities away from local governments. The City set its rate at 5.22% for a 12-month period. A slightly higher rate of 5.5% was set for the first year (fiscal year 2002). The City’s conversion rates were based on revenue from the 7% telecommunications tax, the 5% Cox Cable franchise fee and the 1% Bell South franchise fee. During fiscal year 2007 it was discovered that an error occurred in the filing of Communication Services tax on behalf of Cox communications. This resulted in an immediate $1.9 million reduction in ongoing revenue for fiscal year 2007 and carried forward for fiscal year 2008. Based on fiscal year 2009 receipts to date as well as estimates provided by the State, estimated revenue for fiscal year 2010 is anticipated to decrease $70,900 from the fiscal year 2009 budgeted level of $3.9 million. (Represents 1.83% of total City budget.)

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COMMUNICATIONS SERVICES TAX REVENUES9 Year History


- 17 -

Franchise Fees Franchise fees are levied on a company for the privilege of doing business within the City’s jurisdiction and/or for utilizing City rights-of-way to transact their business. Franchise fees are levied on electricity, natural gas, water and sewer. Franchise Fee revenue on the utility services, in total, is projected to increase by $136,500 from the budgeted fiscal year 2009 total of $8.0 million. The main factors considered in projecting this revenue are historical trends, estimated changes in population, estimated inflation and rate changes. The estimate for fiscal year 2010 assumes a normal weather pattern which finds warm summers and cool (but not cold) winters. (Represents 3.89% of total City budget.)

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FRANCHISE FEE REVENUES10 Year History


- 18 -

Public Service Taxes The City has the right, by Florida State Law, to tax utility services provided to the residences and businesses within its corporate limits. The City is currently levying 10%, which is the maximum tax allowed, on electricity, water, natural gas and liquid petroleum. Public Service Tax revenue, in total, is projected to decrease by $98,800 from the budgeted fiscal year 2009 total of $5.95 million. The revenue received from this tax is estimated based on expected growth or declines and historical trends. A normal weather pattern is assumed which finds warm summers and cool (but not cold) winters. (Represents 2.80% of total City budget.)

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PUBLIC SERVICE TAX REVENUES10 Year History


- 19 -

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8TH CENT MOTOR FUEL TAX10 Year History

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STATE REVENUE SHARING - SALES TAX 10 Year History

Intergovernmental Revenues Intergovernmental Revenues include two categories of revenues derived from payments by the State of Florida. They are the Municipal Revenue sharing and the Half-Cent Sales Tax. The revenue derived is comprised of a variety of fees and taxes collected by the state and distributed to municipalities based on formulas established by appropriate Florida Statutes. The revenue estimates in this area are based upon prior year actual receipts and estimates provided by the State of Florida.

Municipal Revenue Sharing In the 2003 legislative session the State changed the percentage of state sales tax transferred into the Revenue Sharing Trust Fund for municipalities from 1.0715% to 1.3409% with an effective date of July 1, 2004. The revision effectively increased the municipal state revenue sharing proceeds. The budgeted revenue is reflective of these revisions. Based on current State estimates, total budgeted revenue sharing is projected to decrease $86,800 from the fiscal year 2009 budgeted level. This downturn is reflective of the decrease in sales tax seen throughout the State as a result of the economic downturn the State is currently experiencing. During fiscal year 2009, the State of Florida reduced revenue estimates impacting the Municipal Revenue Sharing. State Revenue Sharing is comprised of two revenue sources, the 8th Cent Motor Fuel Tax and Sales Tax. (Represents 1.03% of total City budget.)


- 20 -

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½ CENT SALES TAX10 Year History

Half-Cent Sales Tax

Sales tax distributions are based on population. In the most recent years Pensacola has been faced with a declining population while outlying areas continue to grow. Escambia County’s share of any improvement in sales tax revenue is increasing while the City’s share is decreasing. From fiscal year 1993 to fiscal year 2003, the City’s portion dropped 12.2% (from 19.47% in 1993 to 17.09% in 2003). While the fiscal year 2007 population numbers show a slight increase from fiscal year 2006, the City’s percentage of the Escambia County population dropped to 17.75% from the fiscal year 2006 share of 17.776%. The estimates provided by the State of Florida show the City of Pensacola receiving 15.73% of total county-wide receipts which even further reduces the City’s share of half-cent sales tax revenues. Despite the continued efforts to increase residency in the downtown area, the economic slowdown on a national, state and local level have prevented growth in this revenue source. A decrease of $535,100 from the fiscal year 2009 budgeted level is projected based on the estimates from the State as well as reports that the sales tax revenue for the entire state is down from original budget estimates. The City began noticing this decline during fiscal year 2007 and further a decline was evident in fiscal year 2008. The State revised their fiscal year 2008 revenue estimates mid-year to reflect the downturn in the economy and did so again in fiscal year 2009. Therefore estimates are also based on fiscal year 2009 receipts to date as well as estimates provided by the State of Florida. (Represents 1.54% of total City budget.)


- 21 -

Local Option Sales Tax (LOST) (Penny for Progress)

In a referendum held in 1992, the voters of Escambia County approved the levy of a 1% sales surtax for a seven year period. This tax was extended by eight years in another referendum in May 1997 and was again extended until December 31, 2017 in a referendum held March 2006. The proceeds from this tax are used to acquire, construct and improve general government, parks and recreation and public safety infrastructure to promote the health, safety and welfare of all residents. A $10.9 Million revenue shortfall from estimated revenues occurred during the 8 year LOST collection period resulting in projects being moved to an unfunded status. Original revenue estimates for the eleven year LOST (Penny for Progress) extension are being budgeted. However, current revenue projections reflect no more than the original $61 Million will be collected over the ten year period. This conservative approach should assure funds will be available for the original budgeted projects. Revenues for fiscal year 2010 are anticipated to remain relatively constant with an increase of 2.68% or $90,100 from the fiscal year 2009 level of $5.5 Million. (Represents 2.67% of total City budget.)

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LOCAL OPTION SALES TAX REVENUES10 Year History


- 22 -

Local Option Gasoline Tax

Local option gasoline taxes of 6 cents per gallon are collected on the sale of motor and diesel fuel within Escambia County. Taxes are collected by the state and deposited in the Local Option Fuel Tax Trust Fund. Individual county tax receipts are divided amongst county and local municipal entities. The City of Pensacola and Escambia County previously had an interlocal agreement determining the distribution of this revenue with the City receiving 24% of the tax. However, after twenty years of using this distribution formula, Escambia County determined that it would be changed to a transportation expenditure based formula resulting in an estimated $500,000 loss of revenue for each year beginning in fiscal year 2007. Gasoline taxes have been an important source of funds for road network improvement, maintenance, road re-surfacing and mass transit. However, in FY 2008, 100% of collections will be dedicated to street improvement projects. Like most gasoline taxes, revenues have grown slowly over the last several fiscal years due primarily to increased fuel usage. However, since the Local Option Gasoline Tax is a tax that is levied per gallon of motor fuel and is not based on the cost per gallon of gasoline, the current reduced usage has impacted this revenue and declines are evident. Additionally, during fiscal year 2009, the Florida Department of Revenue submitted new projections on this revenue source and a 6.5% reduction from beginning fiscal year 2009 estimates is anticipated. Revenues are based on historical trend information as well as estimates provided by the State. Revenues for fiscal year 2010 are projected to decrease by $165,600 or 9.86% from the FY 2009 level of $1.68 million. (Represents 0.73% of total City budget.)

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LOCAL OPTION GASOLINE TAX REVENUES10 Year History


- 23 -

Stormwater Utility Fee

Stormwater Utilities fees were established in late 2000 to provide the City with a dedicated, recurring source of revenue to address stormwater challenges. The stormwater assessment is used to pay for expenditures for operations and maintenance of stormwater facilities as a part of the Stormwater Management Program. Additionally, this fee addresses the federal requirements for NPDES (National Pollutant Discharges Elimination System) permit guidelines for water quality and for State mandates for drainage and flood control. As presented in the Council’s Financial Planning and Administrative Policy a transfer in the like amount collected from the Stormwater Utility Fee is to be transferred to the Stormwater Capital Projects Fund each fiscal year. Revenues are derived from a non-ad valorem utility fee of $4.40 per month for the standard equivalent stormwater unit (ESU) rate based on square feet. The assessment applies to roofed and paved parcels of land within areas that cannot absorb water. The Stormwater Utility Fee has not changed since its inception. Based on expenditure patterns within this fund, it may be necessary to increase the fee in FY 2011. The Stormwater assessment is placed on the tax bill as a non-ad valorem assessment. Revenues for fiscal year 2010 are anticipated to increase $150,500 from the budgeted fiscal year 2009 level of $1.909 million. The majority of this increase is mainly attributed to a recent internal audit conducted that compared the actual impervious areas to the impervious areas indicated on the property appraiser’s tax roll. (Represents 0.99% of total City budget.)

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STORMWATER UTILITY FEE REVENUES9 Year History


- 24 -

Natural Gas Sales

Natural gas sales are projected at $52.4 million, a decrease of $1,739,900 from the fiscal year 2009 budget. The new gas rate structure implemented in fiscal year 2001 has provided stability to ESP’s financial position by addressing two factors beyond their control, unseasonable weather and the fluctuating wholesale cost of gas. A study conducted during fiscal year 2007 concluded that the current rates had been achieving the goals set in previous studies, but that some changes were needed in order to adjust to current financial and competitive conditions. An overall average increase of approximately 6.1% in base rates was implemented, along with an annual inflation adjustment component. The new rate structure took effect at the beginning of the monthly June 2007 billing cycle and will provide the funding needed for future operations and capital requirements to prudently maintain ESP’s natural gas system and to build cash reserve for contingencies. The FY 2010 Budget includes decreases in rates and fees based on the change in the Consumer Price Index of -0.4%. Additionally, revenue is anticipated to decrease due to continued reduction in consumption due to conservation and a reduction in active customers. Also, during fiscal year 2009 City Council elected to discontinue the gas piping services after an outcry from local plumbers who felt that ESP was competing against them for those services. (Represents 25.08% of total City budget.)

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NATURAL GAS SALES10 Year History


- 25 -

Sanitation Revenues

Sanitation service charges are projected at $5.68 million, a decrease of $27,900 from fiscal year 2009 budgeted levels. Activity levels for fiscal year 2009 are projected to remain the same; however, in fiscal year 2007, the Sanitation Services and Fleet Management contracted an outside consulting firm to conduct a rate and operational analysis which resulted in a rate increase (from $19.85 to $22.20) effective April 1, 2007. The new rate structure includes a fuels and lubricants surcharge which is to be revised by the Director of Finance no less frequently than annually based upon the budgeted fuel and lubricant costs adjusted for their actual costs for the previous or current fiscal years. The rate ordinance established in 2007 provides for the garbage and trash collection fee to be automatically adjusted annually, effective October 1, 2008 based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index. In fiscal year 2009 the Consumer Price Index was 4% and a decision was made to not enact the rate increase. This was made possible through various cost saving measures. For fiscal year 2010 the Consumer Price Index is -0.4%, however in light of the action taken in fiscal year 2009 to not increase rates this budget is prepared with the recommendation to not decrease the garbage and trash collection fee. (Represents 2.72% of total City budget.)

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SANITATION REVENUES10 Year History


- 26 -

Port Revenues

In fiscal year 2001, the Port’s budget philosophy was changed to one more appropriate for a landlord port, a budget based on tenant lease obligations and normal recurring cargo. The fiscal year 2010 budget continues that philosophy. Fiscal year 2010 Port revenues are projected to decrease $170,100 or 7.42% from fiscal year 2009 budgeted revenues. Largely responsible for this decrease is the economic downturn the entire nation is currently experiencing. The economic conditions have hampered efforts for the ability of new customers to come on board and current customers are experiencing down business cycles reducing vessel and cargo throughput. Revenues are based on current lease agreements and historical trend information on vessel activity levels. (Represents 1.02% of total City budget.)

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PORT REVENUES10 Year History


- 27 -

Airport Revenues

Pensacola Gulf Coast Regional Airport revenues are projected to decrease by $390,000 to $18.7 million or 2.0% from fiscal year 2009’s budgeted $19.1 million. The decrease in revenue is mostly related to Rental Cars and the Rental Car Customer Facility Charge which are experiencing a downturn due to reduced traffic. The changes in revenue are a function of passenger traffic and the City’s rates and charges ordinance. In addition, the agreements between the City and the contracting airlines affect revenue. The ordinance and contracts stipulate that all other revenues be determined and then the Air Carrier Landing Fees set at a rate that will produce sufficient revenues to meet the coverage requirements contained in Airport revenue bond resolutions. It should be noted that based on the funding formula the landing fee requirement is projected to be $1,214,700, a decrease of $291,100 from fiscal year 2009. (Represents 8.96% of total City budget.)

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AIRPORT REVENUES10 Year History


- 28 -

Golf Course Fees

Golf Course Fees were last increased as part of the fiscal year 2007 budget. No rate increases are anticipated in the fiscal year 2010 budget. Revenues for fiscal year 2010 are budgeted to increase by $11,300 to $624,100 which includes an increase in Greens Fees as a result of an estimation in increased rounds of play which have been seen during fiscal year 2009. Additionally, increased activities in the Pro Shop as well as the implementation of promotional specials which began in fiscal year 2007 are anticipated to contribute to the increase. (Represents 0.30% of total City budget.)

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GOLF COURSE FEE REVENUES10 Year History


- 29 -

Interest

In recent years our nation has experienced a severe downturn in the national, state and local economies. The downturn has severely impacted the City’s interest income. Thus, the budget assumes a decrease of $297,600 from the fiscal year 2009 budget. (Represents 0.83% of total City budget.)

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INTEREST REVENUES10 Year History


- 30 -

Section 8 Housing Assistance

The Section 8 Rental Assistance Program assists eligible low-income families in paying rent to private owners for qualified units within Escambia County. Section 8 Housing revenues are received from the U.S. Department of Housing and Urban Development (HUD) to provide housing opportunities for all Escambia County citizens. The proposed fiscal year 2010 Section 8 budget restores and allows for possible increases in Housing Assistance Payments (HAP) funding for Section 8 rental assistance programs. Legislative reform is planned to: help fully utilize available funding; to alleviate administrative burdens; and to establish transparent and predicable funding mechanism. HUD previously established a new baseline for HAP funding eligibility referred to as rebenchmarking. The City did secure additional rebenchmarking funds in fiscal year 2009. Additionally, the formula distribution of funds for the Section 8 Housing Assistance Program has begun to factor in the level of fund balance within each entity. Therefore, the fund balance has been exhausted in prior years and will not be used to balance the $12,534,100 fiscal year 2010 budget. Based upon these factors, an increase of $827,500 or 7.13% is anticipated over fiscal year 2009’s budgeted amount of $11.6 million. (Represents 5.96% of total City budget.)

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SECTION 8 HOUSING ASSISTANCE REVENUES10 Year History


- 31 -

Grant Revenues

The City receives federal and state grants to operate specific programs. For example, the Airport has been the recipient of several large federal and state grants for the construction and rehabilitation of airport properties. Additional areas that the City has received grant funding at both the federal and state levels includes community development block grant funding, library grants and hurricane assistance. The major increase during fiscal year 2005 was due to reimbursement from the federal and state governments for hurricane recovery. Grant revenues for fiscal year 2010 are anticipated to increase by $29,400 based on available grant funding. (Represents 3.10% of total City budget.)

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GRANT REVENUES10 Year History


- 32 -

Internal Service Fund Revenues

Internal Service Funds generate revenue by charging the City departments for services provided. The revenue generated covers all costs to operate the activity. The City has two Internal Service Funds: the Insurance Retention Fund which encompasses the Risk Management function, and the Central Services Fund which includes the print shop, mail room, central garage, engineering services and management information services functions. Revenues are anticipated to decrease by $152,300 or 2.76% from the fiscal year 2009 budgeted amount of $5.5 million. (Represents 2.57% of total City budget.)

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INTERNAL SERVICE FUND REVENUES10 Year History


- 33 -

Interfund Transfers

Transfers are made from one fund to another for various reasons. Some transfers are simply contributions and some are based on services provided by another fund. Still others are based on need, such as transfers to a capital fund, or they may be required, such as transfer to the debt service funds. Transfers are anticipated to decrease by $355,800. The main factor in this decrease is due to the decrease in the transfer from the Urban Core Redevelopment Trust Fund to the Community Redevelopment Agency Fund. The transfer in fiscal year 2010 will decrease by $292,000 due to the reduced property valuations within the downtown tax increment financing district, thus reducing revenues for that TIF district. The large reduction shown between fiscal years 2007 and 2008 is due to a change in the accounting structure for fiscal year 2008. Previously, various revenues from franchise fees, public service tax and other intergovernmental revenues had been reported in the Tax & Franchise Fee Debt Service Fund. After the Debt Service was paid, the remainder was transferred to the General Fund. Beginning in fiscal year 2008, those revenue sources are reflected in the General Fund and only that amount required for the payment of the debt is transferred to the Tax & Franchise Fee Debt Service Fund. Additionally, as part of the change in accounting structure, Cost Recovery/Allocated Overhead is no longer reported as a revenue item in the General Fund, but rather is shown as a negative expenditure item and is no longer included in Interfund Transfers. (Represents 9.88% of total City budget.)

0

10

20

30

40

50Millions

FY 2001ACTUAL

FY 2002ACTUAL

FY 2003ACTUAL

FY 2004ACTUAL

FY 2005ACTUAL

FY 2006ACTUAL

FY 2007ACTUAL

FY 2008ACTUAL

FY 2009BUDGET

FY 2010APPROVED

INTERFUND TRANSFERS10 Year History


- 34 -

ACTUAL ACTUAL BEGIN BGT APPROVED PROJECTEDFY 2007 FY 2008 FY 2009 FY 2010 FY 2011

BEGINNING FUND BALANCE $ (614,811) 824,608 0 0 0

REVENUES:PROPERTY TAXES Current Taxes 15,291,677 14,879,673 14,259,600 13,475,300 13,475,300 Delinquent Taxes 36,475 83,329 60,000 60,000 60,000

SUB-TOTAL 15,328,152 14,963,002 14,319,600 13,535,300 13,535,300

FRANCHISE FEES Gulf Power - Electricity 4,972,086 * 5,049,347 5,516,000 5,747,300 5,862,200 City of Pensacola - Gas 1,113,426 * 1,193,281 1,118,400 1,132,200 1,154,800 ECUA- Water & Sewer 1,221,778 * 1,268,215 1,358,100 1,249,500 1,274,500

SUB-TOTAL 7,307,290 7,510,843 7,992,500 8,129,000 8,291,500

PUBLIC SERVICE TAX Gulf Power - Electricity 4,512,314 * 4,414,957 4,579,800 4,529,900 4,620,500 City of Pensacola - Gas 607,593 * 577,519 597,300 576,000 581,800 ECUA- Water 776,250 * 754,749 777,300 749,700 764,700 Miscellaneous 5,748 * 10,488 4,500 5,500 5,500

SUB-TOTAL 5,901,905 5,757,713 5,958,900 5,861,100 5,972,500

LOCAL BUSINESS TAX Local Business Tax 899,956 * 940,672 917,400 900,000 909,000 Local Business Tax Penalty 7,058 * 11,671 7,600 4,500 4,500

SUB-TOTAL 907,014 952,343 925,000 904,500 913,500

* Beginning In FY 2008 Tax & Franchise Fee Debt Service Fund Revenue Reported in General Fund. For Comparison Purposes Prior Year Revenue Displayed In General Fund.

with comparative amounts for 2007 through 2009

CITY OF PENSACOLAGENERAL FUND

APPROVED REVENUE BY SOURCE, TYPE AND DETAILFISCAL YEAR ENDING SEPTEMBER 30, 2010


- 35 -


LICENSES, PERMITS & PENALTIES Building Permits 440,494 0 0 0 0 Electrical Permits 170,130 0 0 0 0 Gas Permits 26,755 0 0 0 0 Plumbing Permits 83,549 0 0 0 0 Mechanical Permits 72,850 0 0 0 0 Zoning Review & Inspection Fees 18,050 0 0 0 0Total Inspection Permits 811,828 0 0 0 0

Adult Entertainment 2,400 0 0 0 0 Special Permits (Planning) 53,354 46,477 50,000 35,000 36,100 Taxi Permits 8,123 7,300 6,400 7,400 7,600 Fire Permits 0 19,410 0 20,000 20,000Total Other Licenses & Permits 63,877 73,187 56,400 62,400 63,700

SUB-TOTAL 875,705 73,187 56,400 62,400 63,700

INTERGOVERNMENTALFEDERAL Payment in Lieu of Taxes 11,309 18,326 18,300 16,200 16,200

STATE ½ Cent Sales Tax 4,093,001 * 3,824,971 3,757,800 3,222,700 3,254,900 Beverage Licenses Tax 73,396 * 79,292 73,700 85,000 85,000 Mobile Home Tax 8,422 * 6,538 8,100 7,500 7,500 Communication Services Tax 3,859,998 * 4,025,970 3,898,600 3,827,700 3,865,600 State Revenue Sharing - Motor Fuel Tax 622,985 611,010 598,600 615,700 615,700 State Revenue Sharing - Sales Tax 1,672,070 1,637,765 1,649,200 1,545,300 1,545,300 Gas Rebate Municipal Veh. 10,882 11,423 10,100 11,000 11,000 Firefighter Supplemental Compensation 0 1,630 0 0 0

SUB-TOTAL 10,352,063 10,216,925 10,014,400 9,331,100 9,401,200

* Beginning In FY 2008 Tax & Franchise Fee Debt Service Fund Revenue Reported in General Fund. For Comparison Purposes Prior Year Revenue Displayed In General Fund.





- 36 -


CHARGES FOR SERVICESPARKING Downtown Meters 99,572 0 0 0 0 Parking Garage 103,598 0 0 0 0

OTHER CHARGES FOR SERVICES Scott Tennis Center Fees 72,614 0 0 0 0 Swimming Pool Fees 47,187 21,242 12,000 52,200 53,200 Section 8 Program 115,000 0 0 0 0 Secondary Maintenance 15,210 15,210 15,200 0 0 Esc. School Board-DARE & SRO * 469,895 280,181 217,000 217,000 221,300 ECSD - 911 Calltakers 194,324 234,912 230,000 230,000 230,000 State Right of Way Maintenance 462,115 463,340 490,200 221,000 227,600 State Traffic Signal Maintenance 99,095 103,272 105,100 108,300 111,500 State Street Light Maintenance 122,257 122,257 129,700 133,600 137,600 CRA Landscape Maintenance 247,029 0 0 0 0 Miscellaneous 13,309 16,627 14,400 14,700 15,000

SUB-TOTAL 2,061,205 1,257,041 1,213,600 976,800 996,200

FINES, FORFEITURES & PENALTIESPOLICE Court Fines 18,999 17,104 21,100 17,100 17,100 Parking and Traffic Fines 243,438 199,089 193,800 155,100 158,400

OTHER FINES Miscellaneous 27,748 6,934 15,000 7,000 7,000

SUB-TOTAL 290,185 223,127 229,900 179,200 182,500

FISCAL YEAR ENDING SEPTEMBER 30, 2010with comparative amounts for 2007 through 2009


APPROVED REVENUE BY SOURCE, TYPE AND DETAIL

* Beginning FY 2008 the DARE Program Eliminated By Escambia County School Board


- 37 -


INTEREST Investments and Deposits 481,092 360,942 250,000 175,000 175,000 Interest Income (Transfer of Army Reserve Property) 0 0 0 72,000 48,000 Delinquent Tax 52,954 8,312 10,000 10,000 10,000

SUB-TOTAL 534,046 369,254 260,000 257,000 233,000

OTHER REVENUES Miscellaneous 475,143 367,813 400,000 350,000 350,000 Sale of Assets 95,948 162,241 50,000 50,000 50,000 Sale of Assets (Transfer of Army Reserve Property) 0 0 0 900,000 800,000 Reimburse Prior Year Expenditures 7,605 0 0 0 0

SUB-TOTAL 578,696 530,054 450,000 1,300,000 1,200,000

TOTAL OPERATING REVENUES 44,136,261 41,853,489 41,420,300 40,536,400 40,789,400

TOTAL OPERATING REVENUES AND FUND BALANCE 43,521,450 42,678,097 41,420,300 40,536,400 40,789,400

ALLOCATED OVERHEAD Community Redevelopment Agency 309,700 0 0 0 0 West Florida Public Library 322,300 0 0 0 0 Energy Services 2,191,100 0 0 0 0 Sanitation Fund 564,600 0 0 0 0 Port Fund 179,000 0 0 0 0 Airport Fund 479,500 0 0 0 0 Municipal Golf Course Fund 0 0 0 0 0

SUB-TOTAL 4,046,200 0 0 0 0

TRANSFERS IN Tax & Franchise Fee Fund 19,181,637 0 0 0 0 Energy Services 7,500,000 7,500,000 8,000,000 8,000,000 8,000,000 Stormwater Capital Projects Fund 3,337,167 0 0 0 0 Insurance Retention Fund 0 1,413,100 0 0 0

SUB-TOTAL 30,018,804 8,913,100 8,000,000 8,000,000 8,000,000

ADJUSTMENT FOR TFFDSF COMPARISON (22,151,026) 0 0 0 0

TOTAL REVENUES AND FUND BALANCE $ 55,435,428 51,591,197 49,420,300 48,536,400 48,789,400

APPROVED REVENUE BY SOURCE, TYPE AND DETAILFISCAL YEAR ENDING SEPTEMBER 30, 2010with comparative amounts for 2007 through 2009



- 38 -


CITY COUNCIL Personal Services $ 160,753 190,527 189,000 182,500 182,500 Operating Expenses 103,989 82,282 88,100 52,700 52,700 Capital Outlay 0 0 0 0 0 Sub-Total 264,742 272,809 277,100 235,200 235,200 Allocated Overhead/(Cost Recovery) 0 (220,300) (234,500) (183,900) (174,700)

SUB-TOTAL 264,742 52,509 42,600 51,300 60,500

CITY MANAGER Personal Services 873,977 1,001,991 687,100 464,600 464,600 Operating Expenses 165,483 89,476 89,200 47,400 47,400 Capital Outlay 0 0 0 0 0 Sub-Total 1,039,460 1,091,467 776,300 512,000 512,000 Allocated Overhead/(Cost Recovery) 0 (692,200) (699,500) (448,700) (426,300)

SUB-TOTAL 1,039,460 399,267 76,800 63,300 85,700

CITY CLERK Personal Services 180,844 193,128 203,100 204,600 204,600 Operating Expenses 60,294 27,346 29,600 29,600 29,600 Capital Outlay 0 0 0 0 0 Sub-Total 241,138 220,474 232,700 234,200 234,200 Allocated Overhead/(Cost Recovery) 0 (61,200) (70,700) (73,500) (69,800)

SUB-TOTAL 241,138 159,274 162,000 160,700 164,400


APPROVED EXPENDITURESFISCAL YEAR ENDING SEPTEMBER 30, 2010with comparative amounts for 2007 through 2009


- 39 -


LEGAL Personal Services 735,693 709,097 440,000 432,500 432,500 Operating Expenses 55,094 45,222 95,300 95,300 95,300 Capital Outlay 13,158 7,517 10,000 0 0 Sub-Total 803,945 761,836 545,300 527,800 527,800 Allocated Overhead/(Cost Recovery) 0 (315,900) (358,800) (294,800) (280,100)

SUB-TOTAL 803,945 445,936 186,500 233,000 247,700

HUMAN RESOURCES Personal Services 819,320 811,591 559,200 528,000 528,000 Operating Expenses 209,289 159,229 110,800 78,500 78,500 Capital Outlay 0 0 0 0 0 Sub-Total 1,028,609 970,820 670,000 606,500 606,500 Allocated Overhead/(Cost Recovery) 0 (463,000) (495,100) (432,800) (411,200) SUB-TOTAL 1,028,609 507,820 174,900 173,700 195,300

CIVIL SERVICE Personal Services 182,617 176,613 182,500 170,700 170,700 Operating Expenses 34,480 35,127 36,100 36,100 36,100 Capital Outlay 0 0 0 0 0 Sub-Total 217,097 211,740 218,600 206,800 206,800 Allocated Overhead/(Cost Recovery) 0 (92,000) (98,500) (87,200) (82,800)

SUB-TOTAL 217,097 119,740 120,100 119,600 124,000

APPROVED EXPENDITURES




- 40 -


NON-DEPARTMENTAL FUNDING Operating Expenses 974,456 1,148,311 500,000 420,000 300,000 Saenger Theatre 191,698 160,579 150,000 200,000 200,000 Residential Stormwater & Sanitation Assistance Program 36 6,000 6,200 6,100 6,100 Transfers Out - West Florida Public Library Fund 1,395,400 1,369,900 1,346,300 1,344,200 1,344,200 Transfers Out - Urban Core Redevelopment Trust Fund (CRA) 1,869,083 1,790,043 1,783,700 1,657,800 1,657,800 Transfers Out - Eastside Tax Increment Financing Fund 39,671 48,876 43,800 42,600 42,600 Transfers Out - Westside Tax Increment Financing Fund 0 0 0 0 0

SUB-TOTAL 4,470,344 4,523,709 3,830,000 3,670,700 3,550,700

FINANCIAL SERVICES Personal Services 2,803,877 2,898,673 1,657,700 1,695,300 1,695,300 Operating Expenses 532,202 530,434 363,000 339,200 339,200 Capital Outlay 0 0 0 0 0 Sub-Total 3,336,079 3,429,107 2,020,700 2,034,500 2,034,500 Allocated Overhead/(Cost Recovery) 0 (2,874,800) (1,325,500) (1,554,700) (1,476,900)

SUB-TOTAL 3,336,079 554,307 695,200 479,800 557,600

COMMUNITY DEVELOPMENT Personal Services 1,919,669 639,669 713,800 687,200 687,200 Operating Expenses 446,817 189,324 138,400 129,400 129,400 Capital Outlay 0 0 0 0 0 Sub-Total 2,366,486 828,993 852,200 816,600 816,600 Allocated Overhead/(Cost Recovery) 0 (29,100) (84,600) (10,000) (9,500)

SUB-TOTAL 2,366,486 799,893 767,600 806,600 807,100




- 41 -


PARKS & RECREATION/DIRECTOR Personal Services 540,936 404,902 403,900 503,200 503,200 Operating Expenses 121,669 86,865 91,200 86,000 86,000 Capital Outlay 0 0 0 0 0 Sub-Total 662,605 491,767 495,100 589,200 589,200 Allocated Overhead/(Cost Recovery) 0 (8,800) (8,800) (7,700) (7,300)

SUB-TOTAL 662,605 482,967 486,300 581,500 581,900

PARKS & RECREATION/ATHLETICS Personal Services 473,066 385,407 484,500 734,500 734,500 Operating Expenses 394,720 259,263 408,800 653,500 653,500 Capital Outlay 0 0 0 0 0

SUB-TOTAL 867,786 644,670 893,300 1,388,000 1,388,000

PARKS & RECREATION/SCOTT TENNIS Personal Services 125,103 0 0 0 0 Operating Expenses 51,387 0 0 0 0 Capital Outlay 0 0 0 0 0

SUB-TOTAL 176,490 0 0 0 0

PARKS & RECREATION/PARKS Personal Services 1,827,652 1,833,826 1,728,800 1,848,800 1,848,800 Operating Expenses 787,451 818,367 831,700 736,200 736,200 Capital Outlay 0 0 0 0 0 Sub-Total 2,615,103 2,652,193 2,560,500 2,585,000 2,585,000 Allocated Overhead/(Cost Recovery) 0 (29,600) (36,900) (12,700) (12,100)

SUB-TOTAL 2,615,103 2,622,593 2,523,600 2,572,300 2,572,900

GENERAL FUNDAPPROVED EXPENDITURES


CITY OF PENSACOLA


- 42 -


PARKS & RECREATION/CRA LANDSCAPE MAINTENANCE Personal Services 145,400 0 0 0 0 Operating Expenses 84,991 0 0 0 0 Capital Outlay 23,551 0 0 0 0

SUB-TOTAL 253,942 0 0 0 0

PARKS & RECREATION/FDOT RIGHT-OF-WAY MAINTENANCE Personal Services 233,059 287,995 341,700 186,800 186,800 Operating Expenses 92,208 44,602 50,200 34,200 34,200 Capital Outlay 0 0 0 0 0

SUB-TOTAL 325,267 332,597 391,900 221,000 221,000

PARKS & RECREATION/COMMUNITY CENTERS Personal Services 1,071,207 849,430 735,500 422,500 555,100 Operating Expenses 537,097 527,456 542,800 484,700 484,700 Capital Outlay 0 0 0 0 0

SUB-TOTAL 1,608,304 1,376,886 1,278,300 907,200 1,039,800

BUILDING MAINTENANCE Personal Services 625,351 1,151,335 1,202,100 900,900 900,900 Operating Expenses 690,989 696,452 852,300 797,000 797,000 Capital Outlay 0 0 0 0 0 Sub-Total 1,316,340 1,847,787 2,054,400 1,697,900 1,697,900 Allocated Overhead/(Cost Recovery) 0 (91,300) (128,200) (97,000) (92,200)

SUB-TOTAL 1,316,340 1,756,487 1,926,200 1,600,900 1,605,700




- 43 -


PUBLIC WORKS Personal Services 1,040,461 928,912 847,900 908,400 908,400 Operating Expenses 1,289,860 1,201,134 1,344,000 1,285,900 1,285,900 Capital Outlay 0 0 0 0 0

SUB-TOTAL 2,330,321 2,130,046 2,191,900 2,194,300 2,194,300

FIRE Personal Services 10,336,195 9,784,146 9,531,500 9,547,000 9,547,000 Operating Expenses 1,154,007 1,168,893 968,900 958,600 958,600 Capital Outlay 0 4,000 0 0 0

SUB-TOTAL 11,490,202 10,957,039 10,500,400 10,505,600 10,505,600

POLICE Personal Services 13,712,178 14,591,613 15,003,600 14,690,300 14,890,300 Operating Expenses 3,289,674 2,974,904 2,915,300 2,695,600 2,695,600 Capital Outlay 4,721 0 0 0 0

SUB-TOTAL 17,006,573 17,566,517 17,918,900 17,385,900 17,585,900

TRANSFERS OUT Tax & Franchise Fee Debt Service Fund 0 2,979,062 2,979,100 2,931,600 2,926,800 Municipal Golf Course Fund 170,000 180,000 140,000 130,000 120,000 Athletic Fund (Roger Scott Tennis Center) 0 60,800 55,000 27,500 0 Stormwater Capital Projects Fund 1,880,308 1,884,382 1,909,000 2,049,500 2,070,000

SUBTOTAL 2,050,308 5,104,244 5,083,100 5,138,600 5,116,800COMPENSATION ADJUSTMENT ACCOUNT 0 0 170,700 0 0

CONTINGENCY (Revenue Shortfall) 0 0 0 282,400 184,500TOTAL EXPENDITURES $ 54,471,141 50,536,501 49,420,300 48,536,400 48,789,400

GENERAL FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0

with comparative amounts for 2007 through 2009FISCAL YEAR ENDING SEPTEMBER 30, 2010




- 44 -


BEGINNING FUND BALANCE $ 117,626 113,881 0 0 0REVENUES:GRANTS Federal 3,022,769 2,027,610 374,000 386,000 386,000 State 441,646 501,351 70,000 70,000 70,000 Other Local Units 250,000 175,000 0 0 0 Miscellaneous 74,258 72,467 0 0 0

SUB-TOTAL 3,788,673 2,776,428 444,000 456,000 456,000INTEREST 6,168 9,400 0 0 0

SUB-TOTAL OPERATING REVENUE 3,794,841 2,785,828 444,000 456,000 456,000TOTAL REVENUE AND FUND BALANCE $ 3,912,467 2,899,709 444,000 456,000 456,000


Personal Services $ 372,389 399,774 92,400 101,700 103,200 Operating Expenses 409,283 334,286 6,800 9,500 9,600 Capital Outlay 2,759,321 1,475,275 0 0

SUB-TOTAL 3,540,993 2,209,335 99,200 111,200 112,800

GRANTS AND AIDS 257,593 546,590 344,800 344,800 343,200

TOTAL EXPENDITURES $ 3,798,586 2,755,925 444,000 456,000 456,000


SPECIAL GRANTS


CITY OF PENSACOLASPECIAL GRANTS FUND


CITY OF PENSACOLASPECIAL GRANTS FUND



- 45 -


BEGINNING FUND BALANCE $ 609,494 1,186,640 0 0 0

REVENUES:GASOLINE TAX (6 CENT LOCAL) 1,748,740 1,612,704 1,680,000 1,514,400 1,587,800INTEREST 69,658 51,384 5,000 5,000 5,000

SUB-TOTAL OPERATING REVENUES 1,818,398 1,664,088 1,685,000 1,519,400 1,592,800



LOCAL OPTION GASOLINE TAX Personal Services $ 5,042 7,845 0 0 0 Operating Expenses 852,274 450 0 0 0 Capital Outlay 383,936 1,558,992 1,675,800 1,490,800 1,563,900 Allocated Overhead/(Cost Recovery) 0 9,200 9,200 28,600 28,900

SUB-TOTAL 1,241,252 1,576,487 1,685,000 1,519,400 1,592,800

GRANTS AND AID 0 0 0 0 0

TOTAL EXPENDITURES $ 1,241,252 1,576,487 1,685,000 1,519,400 1,592,800

CITY OF PENSACOLALOCAL OPTION GASOLINE TAX







- 46 -

TRANSPORTATION PROJECTS APPROVED

Street Rehabilitation 853,400

Street Reconstruction 521,900

Intersection/Traffic Improvements 115,500

TOTAL TRANSPORTATION PROJECTS 1,490,800


TRANSPORTATION PROJECT LISTFISCAL YEAR ENDING SEPTEMBER 30, 2010


- 47 -


BEGINNING FUND BALANCE $ 113,247 40,501 0 0 0

REVENUES:FEDERAL GOVERNMENT 1,379,320 1,360,126 1,213,300 1,271,800 1,284,300INTEREST 21,026 21,975 0 0 0MISCELLANEOUS 0 1,535 0 0 0




COMMUNITY DEVELOPMENT Personal Services $ 218,890 311,763 338,900 405,700 410,400 Operating Expenses 66,403 82,453 90,800 135,500 136,000 Capital Outlay 0 267,224 0 0 0SUB-TOTAL 285,293 661,440 429,700 541,200 546,400

GRANTS AND AIDS 1,187,800 762,697 783,600 730,600 737,900TOTAL EXPENDITURES $ 1,473,093 1,424,137 1,213,300 1,271,800 1,284,300

CDBG FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0



CITY OF PENSACOLACOMMUNITY DEVELOPMENT BLOCK GRANT FUND


CITY OF PENSACOLACOMMUNITY DEVELOPMENT BLOCK GRANT FUND



- 48 -


BEGINNING FUND BALANCE $ 2,198,825 2,473,077 0 0 0

REVENUES:CHARGES FOR SERVICES North Palafox Parking Lot 37,900 0 0 0 0 PSA Reserved Parking 4,128 0 3,900 3,900 3,900 Cedar Street 14,313 19,920 5,000 20,000 24,900

SUB-TOTAL 56,341 19,920 8,900 23,900 28,800

ESCAMBIA COUNTY - PURCHASE OF PARKING GARAGE 0 663,900 663,900 663,900 0

MISCELLANEOUS 1,276 140,859 0 1,000 1,000

INTEREST 26,184 47,414 10,000 15,000 15,000

SUB-TOTAL OPERATING REVENUES 83,801 872,093 682,800 703,800 44,800

SUB-TOTAL OPERATING REVENUES ANDFUND BALANCE 2,282,626 3,345,170 682,800 703,800 44,800

TRANSFERS IN Urban Core Redevelopment Trust Fund 5,694,502 4,535,351 4,305,600 4,013,600 4,013,600SUB-TOTAL TRANSFERS IN 5,694,502 4,535,351 4,305,600 4,013,600 4,013,600



CITY OF PENSACOLA, FLORIDACOMMUNITY REDEVELOPMENT AGENCY



- 49 -


TAX INCREMENT Personal Services $ 465,997 628,092 397,400 376,100 395,100 Operating Expenses 982,945 867,813 1,155,900 786,600 794,400 Capital Outlay 0 0 0 29,500 0 Allocated Overhead/(Cost Recovery) 309,700 429,800 429,800 338,400 341,800

SUB-TOTAL 1,758,642 1,925,705 1,983,100 1,530,600 1,531,300

PROJECTS Capital Projects 3,709,409 5,117,450 2,605,300 240,000 200,000

GRANTS AND AIDS 36,000 56,000 400,000 0 0

PRINCIPAL RESERVED 0 0 0 2,946,800 2,327,100


CRA FUND COMPENSATION ADJUSTMENTS Contract Employees 0

0


CITY OF PENSACOLA, FLORIDACOMMUNITY REDEVELOPMENT AGENCY



- 50 -


BEGINNING FUND BALANCE $ 517,589 0 0 0 0

REVENUES:TAXES Escambia County 3,306,200 3,121,090 2,740,800 2,547,400 2,547,400 Downtown Improvement Board 224,138 214,446 210,700 187,900 187,900

SUB-TOTAL 3,530,338 3,335,536 2,951,500 2,735,300 2,735,300

INTEREST 210,714 133,690 0 50,000 50,000

TRANSFERS IN General Fund (Agency Funding - City Portion) 1,869,083 1,790,043 1,783,700 1,657,800 1,657,800




TRANSFERS OUT Community Redevelopment Agency $ 5,694,502 4,535,352 4,305,600 4,013,600 4,013,600 Debt Service Fund 433,222 429,115 429,600 429,500 429,500



CITY OF PENSACOLAURBAN CORE REDEVELOPMENT TRUST FUND


CITY OF PENSACOLAURBAN CORE REDEVELOPMENT TRUST FUND



- 51 -



REVENUES:INTERGOVERNMENTALSTATE Escambia Library Grant 144,707 155,145 158,300 117,200 117,200 Public Service Library Grant 0 0 0 0 0

COUNTY Escambia Library 3,046,830 3,311,830 3,477,400 3,508,400 3,616,800 Santa Rosa Library 193 0 0 0 0

SUB-TOTAL 3,191,730 3,466,975 3,635,700 3,625,600 3,734,000

FINES AND FORFEITURES Escambia Library Fines 50,348 70,850 67,800 80,000 82,400 Santa Rosa Library Fines 0 0 0 0 0

INTEREST INCOME 34,216 13,084 5,000 5,000 5,000

SALE OF ASSETS 3,600 2,475 0 0 0

CONTRIBUTIONS Escambia Library 1,572 5,649 0 0 0 Santa Rosa Library 0 0 0 0 0

SUB-TOTAL 1,572 5,649 0 0 0

TRANSFERS IN General Fund (Agency Funding - City Portion) 1,395,400 1,369,900 1,346,300 1,344,200 1,346,300 General Fund (Agency Funding - Additional City Funding) 0 0 0 0 0

SUB-TOTAL 1,395,400 1,369,900 1,346,300 1,344,200 1,346,300




CITY OF PENSACOLAWEST FLORIDA PUBLIC LIBRARY FUND



- 52 -


ESCAMBIA LIBRARY Personal Services $ 3,051,198 3,175,754 3,414,000 3,321,200 3,420,800 Operating Expenses 1,239,219 922,319 987,000 1,029,600 1,039,900 Capital Outlay 431,389 374,853 311,200 400,000 400,000 Allocated Overhead/(Cost Recovery) 322,300 342,600 342,600 304,000 307,000


WFPL FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0


CITY OF PENSACOLAWEST FLORIDA PUBLIC LIBRARY FUND



- 53 -


BEGINNING FUND BALANCE $ 871,812 975,138 517,700 176,400 223,700

REVENUES:FEES Stormwater Utility Fee 1,873,507 1,868,784 1,899,000 2,049,500 2,070,000 Delinquent Stormwater Utility Fee 6,801 15,598 10,000 10,000 10,000

SUB-TOTAL 1,880,308 1,884,382 1,909,000 2,059,500 2,080,000

INTEREST INCOME 77,152 56,523 35,000 25,000 25,000MISCELLANEOUS 0 0 0 0 0

TOTAL REVENUES 1,957,460 1,940,905 1,944,000 2,084,500 2,105,000



CITY OF PENSACOLASTORMWATER UTILITY FUND



- 54 -


STORMWATER O&M Personal Services $ 877,183 1,032,138 1,184,400 1,108,400 1,152,700 Operating Expenses 323,172 293,454 312,300 299,800 302,800 Capital Outlay 0 0 0 0 0 Allocated Overhead/(Cost Recovery) 0 104,800 104,800 87,800 88,700

SUBTOTAL 1,200,355 1,430,392 1,601,500 1,496,000 1,544,200

STREET CLEANING Personal Services 352,947 394,311 396,800 398,100 414,000 Operating Expenses 300,831 330,439 358,700 278,900 281,700 Capital Outlay 0 0 0 0 0 Allocated Overhead/(Cost Recovery) 0 104,700 104,700 87,900 88,800

SUBTOTAL 653,778 829,450 860,200 764,900 784,500


STORMWATER UTILITY FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0

CITY OF PENSACOLASTORMWATER UTILITY FUNDAPPROVED EXPENDITURES



- 55 -


BEGINNING FUND BALANCE $ 8,725,131 13,155,139 753,800 0 0

REVENUES:INTERGOVERNMENTAL 12,351,270 7,386,740 11,612,600 12,440,100 12,565,000

INTEREST 617,467 345,616 60,000 94,000 95,000OTHER 123,969 168,425 0 0 0




HOUSING ASSISTANCE Personal Services $ 730,101 738,476 981,300 1,092,900 1,111,700 Operating Expenses 7,881,884 11,467,183 11,445,100 11,281,200 11,388,300 Capital Outlay 52,262 2,295 0 0 0 Allocated Overhead/(Cost Recovery) 0 165,000 0 160,000 160,000


SECTION 8 HOUSING FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0


CITY OF PENSACOLASECTION 8 HOUSING ASSISTANCE PAYMENTS PROGRAM FUND


CITY OF PENSACOLASECTION 8 HOUSING ASSISTANCE PAYMENTS PROGRAM FUND



- 56 -


BEGINNING FUND BALANCE $ 424,638 517,095 85,000 250,000 62,700

CHARGES FOR SERVICES User Fees 442,677 394,641 457,900 826,700 824,900

INTEREST 26,636 23,844 20,000 20,000 20,000

OTHER 0 0 0 0 0


TOTAL REVENUES AND FUND BALANCE $ 893,951 935,580 562,900 1,096,700 907,600


YOUTH CENTER FUND Personal Services $ 244,399 238,771 355,900 714,400 531,400 Operating Expenses 132,457 118,359 207,000 382,300 376,200 Capital 0 0 0 0 0

TOTAL EXPENDITURES $ 376,856 357,130 562,900 1,096,700 907,600


CITY OF PENSACOLAYOUTH CENTER FUND


CITY OF PENSACOLAYOUTH CENTER FUND



- 57 -


BEGINNING FUND BALANCE $ 60,721 70,761 0 0 0CHARGES FOR SERVICES User Fees 124,620 135,041 141,100 164,800 167,400 Scott Tennis Center Fees Scott Tennis Court Fees 0 86,756 106,000 126,500 151,300 Scott Tennis Concession Fees 0 0 0 25,000 29,900 Scott Tennis Retail Shop Lease 0 0 0 3,000 3,600 Sub-Total Scott Tennis Center Fees 0 86,756 106,000 154,500 184,800

TOTAL CHARGES FOR SERVICES 124,620 221,797 247,100 319,300 352,200

INTEREST 3,952 2,823 2,300 2,500 2,500

Transfer In From General Fund (Roger Scott Tennis) 0 60,800 55,000 27,500 0SUB-TOTAL OPERATING REVENUES 128,572 285,420 304,400 349,300 354,700

TOTAL REVENUES AND FUND BALANCE $ 189,293 356,181 304,400 349,300 354,700


VARIOUS ATHLETIC PROGRAMS Personal Services $ 87,112 84,606 86,500 96,800 98,700 Operating Expenses 31,420 40,337 56,900 70,500 71,200 Capital 0 0 0 0 0SUB-TOTAL $ 118,532 124,943 143,400 167,300 169,900ROGER SCOTT TENNIS CENTER Personal Services $ 0 86,872 99,200 101,500 103,500 Operating Expenses 0 49,530 61,800 80,500 81,300 Capital Outlay 0 0 0 0 0SUB-TOTAL 0 136,402 161,000 182,000 184,800

TOTAL EXPENDITURES $ 118,532 261,345 304,400 349,300 354,700


CITY OF PENSACOLAATHLETIC FUND


CITY OF PENSACOLAATHLETIC FUND



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REVENUES:CHARGES FOR SERVICES Court-Related 102,901 67,625 0 0 0

INTEREST INCOME 21,646 13,204 0 0 0

SUB-TOTAL OPERATING REVENUES 124,547 80,829 0 0 0

TOTAL REVENUES AND FUND BALANCE $ 554,561 386,760 0 0 0


LAW ENFORCEMENT TRUST FUND Personal Services $ 198 0 0 0 0 Operating Expenses 171,880 71,160 0 0 0 Capital Outlay 76,552 40,852 0 0 0

TOTAL EXPENDITURES $ 248,630 112,012 0 0 0

CITY OF PENSACOLALAW ENFORCEMENT TRUST FUND




CITY OF PENSACOLALAW ENFORCEMENT TRUST FUND



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REVENUES:GRANTS Federal 6,208,374 (184,799) 0 0 0 State (469,035) 0 0 0 0

SUB-TOTAL 5,739,339 (184,799) 0 0 0

INTEREST 49,226 176,771 0 0 0MISCELLANEOUS 0 1,652 0 0 0INSURANCE PROCEEDS 1,080,435 1,218,031 0 0 0

SUB-TOTAL OPERATING REVENUES 6,869,000 1,211,655 0 0 0

TOTAL REVENUES AND FUND BALANCE $ 9,545,357 4,574,168 0 0 0


HURRICANE FUND Personal Services $ 103,400 110 0 0 0 Operating Expenses 862,244 326,413 0 0 0 Capital Outlay 4,664,811 2,615,480 0 0 0

SUB-TOTAL 5,630,455 2,942,003 0 0 0TRANSFERS Community Redevelopment Fund 0 0 0 0 0 Sanitation Fund 552,500 0 0 0 0

TOTAL EXPENDITURES $ 6,182,955 2,942,003 0 0 0


CITY OF PENSACOLAHURRICANE DAMAGE FUND


CITY OF PENSACOLAHURRICANE DAMAGE FUNDAPPROVED EXPENDITURES


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BEGINNING FUND BALANCE $ 33,646 22,610 0 0 0REVENUES:GOLF COURSE CHARGES Green Fees 308,241 325,377 335,800 352,100 374,300 Electrical Cart Rental 130,709 116,398 130,000 120,000 125,000 Pull Cart Rental 822 613 1,000 1,000 1,000 Concessions 18,000 7,387 18,000 18,000 18,000 Pro Shop 3,600 10,250 25,000 25,000 25,000 Promotional Specials 25,467 47,531 40,000 45,000 50,000 Tournaments 67,447 53,988 60,000 60,000 60,000 Driving Range 474 4,129 3,000 3,000 5,000 Interest Income (1,524) (1,273) 0 0 0 Miscellaneous 20 3,471 0 0 0SUB-TOTAL OPERATING REVENUES 553,256 567,871 612,800 624,100 658,300Transfer In From General fund 170,000 180,000 140,000 130,000 120,000TOTAL REVENUES AND FUND BALANCE $ 756,902 770,481 752,800 754,100 778,300


GOLF COURSE Personal Services $ 438,048 462,354 425,300 416,700 437,500 Operating Expenses 296,243 299,422 327,500 337,400 340,800 Capital Outlay 0 0 0 0 0SUB-TOTAL 734,291 761,776 752,800 754,100 778,300

TOTAL EXPENDITURES $ 734,291 761,776 752,800 754,100 778,300MUNICIPAL GOLF COURSE COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0


CITY OF PENSACOLAMUNICIPAL GOLF COURSE FUND


CITY OF PENSACOLAMUNICIPAL GOLF COURSE FUND



- 61 -


BEGINNING FUND BALANCE $ 0 102,641 0 0 0

REVENUES:TAXES Escambia County 70,174 85,220 76,500 65,500 65,500

SUB-TOTAL 70,174 85,220 76,500 65,500 65,500

INTEREST 357 5,663 0 0 0

TRANSFERS IN General Fund (Agency Funding - City Portion) 39,672 48,876 43,800 42,600 42,600




EASTSIDE TIF PROJECTS Capital Projects $ 7,561 78,720 120,300 108,100 108,100




CITY OF PENSACOLAEASTSIDE TAX INCREMENT FINANCING DISTRICT FUND


CITY OF PENSACOLAEASTSIDE TAX INCREMENT FINANCING DISTRICT FUNDAPPROVED REVENUE BY SOURCE, TYPE AND DETAIL

FISCAL YEAR ENDING SEPTEMBER 30, 2010


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ACTUAL * ACTUAL BEGIN BGT APPROVED PROJECTEDFY 2007 FY 2008 FY 2009 FY 2010 FY 2011

BEGINNING FUND BALANCE $ 0 0 0 0 0REVENUES:INSPECTION SERVICES FEES Building Permits 440,494 489,154 485,300 351,300 475,000 Electrical Permits 170,130 201,051 275,000 145,000 239,000 Gas Permits 26,755 25,970 30,000 15,000 25,000 Plumbing Permits 83,549 112,043 115,000 45,000 95,000 Mechanical Permits 72,850 68,163 102,200 25,000 70,000 Miscellaneous Permits 0 3,304 27,000 3,800 7,000 Zoning Review & Inspection Fees 18,050 119,215 110,000 120,000 128,000 Permit Application Fee 0 143,033 175,500 265,000 316,600 Interest Income 0 (4,169) 0 0 0 Miscellaneous Revenue 0 4,995 0 0 0SUB-TOTAL OPERATING REVENUES 811,828 1,162,759 1,320,000 970,100 1,355,600TOTAL REVENUES AND FUND BALANCE $ 811,828 1,162,759 1,320,000 970,100 1,355,600


INSPECTION SERVICES Personal Services $ 1,005,052 886,403 911,000 792,400 944,000 Operating Expenses 201,813 210,970 181,500 177,700 179,500 Capital Outlay 0 22,924 0 0 0

SUB-TOTAL 1,206,865 1,120,297 1,092,500 970,100 1,123,500

ALLOCATED OVERHEAD/(COST RECOVERY) 0 0 227,500 0 232,100

TOTAL EXPENDITURES $ 1,206,865 1,120,297 1,320,000 970,100 1,355,600

INSPECTION SERVICES COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0

* For comparison purposes,FY 2007 revenue and expenditures from the General Fund is included in the Inspection Services Fund.



CITY OF PENSACOLAINSPECTION SERVICES FUNDAPPROVED EXPENDITURES

CITY OF PENSACOLAINSPECTION SERVICES FUND



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BEGINNING FUND BALANCE $ 0 0 0 0 0

REVENUES:TAXES Escambia County 0 0 0 0 0

SUB-TOTAL 0 0 0 0 0

INTEREST 0 0 0 0 0

TRANSFERS IN General Fund (Agency Funding - City Portion) 0 0 0 0 0

SUB-TOTAL OPERATING REVENUES 0 0 0 0 0

TOTAL REVENUES AND FUND BALANCE $ 0 0 0 0 0


EASTSIDE TIF PROJECTS Capital Projects $ 0 0 0 0 0

TOTAL EXPENDITURES $ 0 0 0 0 0


CITY OF PENSACOLAWESTSIDE TAX INCREMENT FINANCING DISTRICT FUND


CITY OF PENSACOLAWESTSIDE TAX INCREMENT FINANCING DISTRICT FUND



- 64 -



REVENUES:FRANCHISE FEES Gulf Power - Electricity 4,972,086 0 0 0 0 City of Pensacola - Gas 1,113,426 0 0 0 0 ECUA- Water & Sewer 1,221,778 0 0 0 0

SUB-TOTAL 7,307,290 0 0 0 0

PUBLIC SERVICE TAX Gulf Power - Electricity 4,512,314 0 0 0 0 City of Pensacola - Gas 607,593 0 0 0 0 ECUA- Water 776,250 0 0 0 0 Miscellaneous 5,748 0 0 0 0

SUB-TOTAL 5,901,905 0 0 0 0

LICENSES, PERMITS & PENALTIES Occupational License 899,956 0 0 0 0 Occupational Licenses Penalty 7,058 0 0 0 0

SUB-TOTAL 907,014 0 0 0 0


CITY OF PENSACOLATAX & FRANCHISE FEE DEBT SERVICE FUND



- 65 -


INTERGOVERNMENTAL ½ Cent Sales Tax 4,093,001 0 0 0 0 Beverage Licenses Tax 73,396 0 0 0 0 Mobile Home Tax 8,422 0 0 0 0 Communication Services Tax 3,859,998 0 0 0 0

SUB-TOTAL 8,034,817 0 0 0 0

TRANSFER IN FROM GENERAL FUND 0 2,979,062 2,979,100 2,931,600 2,926,800

TOTAL REVENUES 22,151,026 2,979,062 2,979,100 2,931,600 2,926,800





- 66 -


GENERAL GOVERNMENT DEBT SERVICE Interest $ 773,194 623,250 486,800 386,200 283,500 Principal 2,918,000 3,026,900 2,492,300 2,545,400 2,643,300

SUB-TOTAL 3,691,194 3,650,150 2,979,100 2,931,600 2,926,800

TRANSFERS OUT General Fund 19,181,637 0 0 0 0

SUB-TOTAL 19,181,637 0 0 0 0





- 67 -



TRANSFERS IN Urban Core Redevelopment Trust Fund 433,222 429,115 429,600 429,500 429,500



DEBT SERVICE Interest $ 96,720 84,377 71,600 58,300 44,500 Principal 332,760 345,106 358,000 371,200 385,000




CITY OF PENSACOLACRA DEBT SERVICE FUND

CITY OF PENSACOLACRA DEBT SERVICE FUND

APPROVED REVENUE BY SOURCE, TYPE AND DETAIL



- 68 -


BEGINNING FUND BALANCE $ 12,518,191 16,289,328 308,100 0 0

REVENUES:SALES TAX (1 CENT) 6,960,630 6,550,530 5,494,000 5,584,100 5,675,700SAENGER THEATRE - COUNTY CONTRIBUTION 0 2,000,000 2,000,000 0 0SAENGER THEATRE - FRIENDS OF SAENGER CONTRIBUTION 0 750,000 0 69,100 46,700ROGER SCOTT TENNIS CENTER - COUNTY CONTRIBUTION 0 0 1,000,000 0 0INTEREST 1,204,131 1,021,692 1,000,000 1,000,000 1,000,000MISCELLANEOUS 1,000 0 0 250,000 0




CAPITAL PROJECTS Personal Services $ 0 23,700 0 0 0 Operating Expenses 206,521 254,602 0 0 0 Capital Outlay 7,443,263 9,308,279 8,802,100 4,988,000 3,243,700

SUB-TOTAL 7,649,784 9,586,581 8,802,100 4,988,000 3,243,700

DEBT SERVICE Interest 858,133 584,659 1,000,000 1,000,000 1,000,000 Principal Payment 1,405,000 0 0 0 0 Principal Reserve 0 0 0 915,200 2,478,700

SUB-TOTAL 2,263,133 584,659 1,000,000 1,915,200 3,478,700

TRANSFERS OUT 3,337,167 0 0 0 0



CITY OF PENSACOLALOCAL OPTION SALES TAX FUND






- 69 -

CAPITAL APPROVED

Community Development Neighborhood Initiatives Program 25,000$

Parks & Recreation Athletic Facilities & Community Center Improvements Bayview Senior Center 250,000 Cecil T. Hunter Swimming Pool 270,000 East Pensacola Heights 80,000 Hitzman Park 150,000 Legion field 500,000 Osceola Golf Course 750,000 General Athletic Facilities Improvements 50,000 Park Improvements Cordova Square 50,000 Dunmire Woods 50,000 Highland Terrace 75,000 Lavallet Park 90,000 Morris Court 90,000 Operto Square 55,000 Springdale Park 70,000 Williams Park 30,000 Zamora Square 50,000

Public Works Sidewalk Improvements 350,000 Pavement Management Program 500,000

TOTAL CAPITAL PROJECTS 3,485,000

Fire Thermal Imaging Cameras 30,000Parks & Recreation Osceola Golf Course Equipment 34,000Police Police Vehicles (Up to 19 Units Pending Central Garage Approval) 653,000

General Fund Capital Equipment 786,000

TOTAL CAPITAL EQUIPMENT 1,503,000

TOTAL LOCAL OPTION SALES TAX FUND 4,988,000$

PENNY FOR PROGRESS CAPITAL PROJECTS LIST

PENNY FOR PROGRESS CAPITAL EQUIPMENT LIST

PROJECT LISTFISCAL YEAR ENDING SEPTEMBER 30, 2010



- 70 -



REVENUES:INTEREST 171,768 156,687 75,000 61,200 61,800MISCELLANEOUS 13,989 0 0 0 0TRANSFER IN Transfer In From General Fund 1,880,308 1,884,382 1,909,000 2,059,500 2,080,000 Transfer In From Local Option Sales Tax Fund 3,337,167 0 0 0 0

TOTAL REVENUES 5,403,232 2,041,069 1,984,000 2,120,700 2,141,800



CAPITAL PROJECTS Personal Services $ 2,618 0 0 0 0 Operating Expense 255,982 231,519 160,000 200,000 200,000 Capital Outlay 2,178,919 774,363 1,785,300 1,859,500 1,880,000

Allocated Overhead/(Cost Recovery) 0 38,700 38,700 61,200 61,800

SUB-TOTAL 2,437,519 1,044,582 1,984,000 2,120,700 2,141,800

TRANSFER OUT 3,337,167 0 0 0 0



STORMWATER CAPITAL PROJECTS FUNDAPPROVED EXPENDITURES

CITY OF PENSACOLASTORMWATER CAPITAL PROJECTS FUND


CITY OF PENSACOLA


- 71 -

STORMWATER PROJECTS APPROVED

Gaberonne Swamp Stormwater Enhancements 200,000

Carpenter's Creek & Brent Lane 400,000

"L" & Zarragossa Street Drainage Improvements 349,500

Romana Street Outfall 200,000

12th Avenue & Carpenter Creek 300,000

Bayou Chico Stormwater Outfall Retrofits 200,000

Stormwater Vaults City-Wide 210,000

Stormwater Capital Maintenance 200,000

TOTAL STORMWATER PROJECTS 2,059,500

STORMWATER CAPITAL PROJECTS FUNDSTORMWATER PROJECT LIST


CITY OF PENSACOLA


- 72 -


BEGINNING FUND BALANCE $ 0 (531,140) 0 0 0

REVENUES:INTEREST (414) (56,281) 0 0 0

SUB-TOTAL OPERATING REVENUES (414) (56,281) 0 0 0

TOTAL REVENUES AND FUND BALANCE $ (414) (587,421) 0 0 0


MARITIME COMMUNITY PARK CONSTRUCTION Personal Services $ 0 0 0 0 0 Operating Expenses 530,726 1,100,186 0 0 0 Capital Outlay 0 0 0 0 0

TOTAL EXPENDITURES $ 530,726 1,100,186 0 0 0



CITY OF PENSACOLAMARITIME COMMUNITY PARK CONSTRUCTION FUND


CITY OF PENSACOLAMARITIME COMMUNITY PARK CONSTRUCTION FUNDAPPROVED REVENUE BY SOURCE, TYPE AND DETAIL



- 73 -



REVENUES:GAS CHARGES Residential User Fees 25,714,376 25,070,102 27,233,700 25,760,100 26,269,300 Commercial User Fees 15,289,366 15,728,405 16,871,600 15,700,000 16,250,000 Municipal User Fees 477,871 201,470 597,100 250,000 250,000 Interruptible User Fees 8,052,097 8,241,511 6,427,100 8,250,000 8,500,000 Transportation User Fees 1,610,404 6,283,859 2,238,400 2,300,000 2,441,700 Gas Piping Fees 278,219 431,732 616,100 0 0 Navy Projects 513,099 980,337 116,000 100,000 100,000 Miscellaneous Gas Charges 329,965 304,855 250,000 250,000 300,000 New Accounts/Turn-On Fees 690,435 576,615 835,000 550,000 600,000 Interest Income 308,663 182,106 200,000 50,000 50,000




CITY OF PENSACOLAGAS UTILITY FUND



- 74 -


GAS OPERATION & MAINTENANCE Personal Services $ 6,779,660 7,030,234 9,179,100 8,251,800 8,664,400 Operating Expenses 31,450,423 36,907,245 35,466,800 34,735,200 35,082,600 Capital Outlay 432,411 427,243 680,500 187,000 250,000

SUB-TOTAL 38,662,494 44,364,722 45,326,400 43,174,000 43,997,000

GAS DEBT SERVICE Interest 484,741 457,087 718,800 665,500 655,200 Principal 1,215,000 1,368,106 588,200 525,000 1,254,700

SUB-TOTAL 1,699,741 1,825,193 1,307,000 1,190,500 1,909,900

TRANSFERS OUT General Fund 7,500,000 7,500,000 8,000,000 8,000,000 8,000,000 Hurricane Damage Fund 0 0 0 0 0

SUB-TOTAL 7,500,000 7,500,000 8,000,000 8,000,000 8,000,000

ALLOCATED OVERHEAD/(COST RECOVERY) 2,191,100 2,316,200 751,600 845,600 854,100

SUB-TOTAL GAS OPERATIONS 50,053,335 56,006,115 55,385,000 53,210,100 54,761,000

GAS CONSTRUCTION BONDS 0 1,592,459 0 0 0

GAS CONSTRUCTION NAVY 0 801,346 0 0 0


GAS FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0


CITY OF PENSACOLAGAS UTILITY FUND



- 75 -


BEGINNING FUND BALANCE $ 559,759 1,454,476 229,100 190,100 0

REVENUES:SANITATION CHARGES Residential Refuse Container Charges 4,553,550 4,787,981 4,800,000 4,765,000 4,887,500 Bulk Item Collection Charges 225,639 207,668 206,900 209,000 213,200 Business Refuse Container Charges 185,311 199,062 200,000 205,000 209,100 New Accounts/Transfer Fees 73,620 77,780 75,000 75,000 76,500 Fuel Surcharge 174,769 398,006 500,000 500,000 510,000 Miscellaneous 21,261 20,618 27,500 20,000 20,400 Interest Income 52,912 25,225 25,000 1,000 1,000 Sale of Assets 13,635 35,415 20,000 20,000 20,400

SUB-TOTAL 5,300,697 5,751,755 5,854,400 5,795,000 5,938,100

CODE ENFORCEMENT CHARGES Franchise Fees 895,284 777,378 875,000 780,000 795,600 Lot Cleaning Program (FY Cash Balance) 31,271 45,077 50,000 45,000 45,900SUB-TOTAL 926,555 822,455 925,000 825,000 841,500

Code Enforcement Zoning/Housing 0 63,675 60,000 60,000 60,000 Code Enforcement Violations 0 50,478 0 0 0

SUB-TOTAL 0 114,153 60,000 60,000 60,000

Lien Amnesty 0 22,620 0 0 0

SUB-TOTAL CODE ENFORCEMENT REVENUES 926,555 959,228 985,000 885,000 901,500

TRANSFER IN - Hurricane Damage Fund 552,500 0 0 0 0TRANSFER IN - Special Assessment Fund (Lien Amnesty) 0 161,708 0 0 0

TOTAL REVENUES 6,779,752 6,872,691 6,839,400 6,680,000 6,839,600


CITY OF PENSACOLASANITATION FUND



- 76 -


RESIDENTIAL GARBAGE/RECYCLING COLLECTION Personal Services $ 1,132,026 1,104,314 1,171,600 1,189,300 1,248,800 Operating Expenses 1,690,303 1,795,391 2,096,900 1,776,200 1,794,000 Capital Outlay 0 691,432 0 0 0 Capital Accumulation (Principal & Interest) 0 0 0 181,000 178,600 Allocated Overhead/(Cost Recovery) 225,720 260,200 260,200 319,500 322,700

SUB-TOTAL 3,048,049 3,851,337 3,528,700 3,466,000 3,544,100

TRANSFER STATION OPERATION Personal Services 419,564 247,151 196,800 198,500 208,400 Operating Expenses 244,953 180,510 201,300 156,600 158,200 Capital Outlay 0 0 0 0 0 Allocated Overhead/(Cost Recovery) 96,171 110,600 110,600 39,800 40,200

SUB-TOTAL 760,688 538,261 508,700 394,900 406,800

TRASH COLLECTION Personal Services 923,732 1,043,690 925,200 836,000 877,800 Operating Expenses 551,554 576,023 644,700 752,700 760,200 Capital Outlay 178,700 205,986 0 0 0 Capital Accumulation (Principal & Interest) 0 0 0 88,500 88,500 Allocated Overhead/(Cost Recovery) 214,344 247,100 247,100 103,000 104,000

SUB-TOTAL 1,868,330 2,072,799 1,817,000 1,780,200 1,830,500

SUB-TOTAL O&M EXPENDITURES 5,677,067 6,462,397 5,854,400 5,641,100 5,781,400





- 77 -


CODE ENFORCEMENT PROGRAM Personal Services 619,465 715,067 774,000 771,600 810,200 Operating Expenses 137,267 148,880 177,700 160,400 162,000 Capital Outlay 13,971 14,566 0 17,500 0 Grants and Aids 28,264 30,264 9,700 19,300 19,300 Allocated Overhead/(Cost Recovery) 28,365 32,500 32,500 66,000 66,700

SUB-TOTAL 827,332 941,277 993,900 1,034,800 1,058,200

CODE ENFORCEMENT ZONING/HOUSING Personal Services 0 149,577 185,700 145,400 0 Operating Expenses 0 7,714 34,500 48,800 0 Capital Outlay 0 0 0 0 0

SUB-TOTAL 0 157,291 220,200 194,200 0

LIEN AMNESTY Operating Expenses 0 3,123 0 0 0

SUB-TOTAL CODE ENFORCEMENT 827,332 1,101,691 1,214,100 1,229,000 1,058,200

TOTAL EXPENSES $ 6,504,399 7,564,088 7,068,500 6,870,100 6,839,600 SANITATION FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0




- 78 -



REVENUES:PORT CHARGES Handling 20,763 27,004 64,900 34,900 35,500 Wharfage 310,246 781,692 750,000 573,100 585,000 Storage 466,172 257,483 179,100 156,600 169,500 Dockage 233,150 176,925 422,200 372,000 380,500 Water Sales 4,006 2,893 6,000 6,000 6,000 Property Rental 404,592 435,361 626,700 740,800 815,000 Stevedore Fees 56,984 37,507 107,800 96,100 98,000 Harbor 24,050 20,950 20,400 21,000 21,000 Security Fees 22,847 22,153 48,200 54,700 55,000 Interior Lighting 8,609 6,470 10,000 10,000 10,000 Miscellaneous Billed 22,444 5,169 15,000 15,000 15,000 Miscellaneous/Non-Billed 13,730 23,492 15,000 15,000 15,000 Cedar Street Lease 27,395 27,395 27,400 27,400 27,400 Interest Income 60,189 36,394 34,000 20,000 20,000

SUB-TOTAL OPERATING REVENUES 1,675,177 1,860,888 2,326,700 2,142,600 2,252,900SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 1,739,177 1,967,114 2,326,700 2,142,600 2,252,900GRANTS State 623,449 95,282 0 0 0


CITY OF PENSACOLAPORT FUND



- 79 -


PORT OPERATION AND MAINTENANCE Personal Services $ 863,876 920,212 956,300 969,400 1,017,900 Operating Expenses 676,394 634,038 609,900 599,400 605,400 Capital Outlay 0 0 0 0 0

SUB-TOTAL 1,540,270 1,554,250 1,566,200 1,568,800 1,623,300

PORT DEBT SERVICE Interest 57,974 57,368 53,300 42,200 35,000 Principal 29,000 281,850 376,500 424,800 376,700 Principal Reserve 0 0 165,000 0 0

SUB-TOTAL 86,974 339,218 594,800 467,000 411,700

ALLOCATED OVERHEAD/(COST RECOVERY) 179,000 165,700 165,700 106,800 107,900

SUB-TOTAL OPERATING EXPENDITURES 1,806,244 2,059,168 2,326,700 2,142,600 2,142,900

FEDERAL/STATE MATCHING GRANT 0 0 0 0 110,000

PORT CONSTRUCTION-STATE GRANT 623,449 95,282 0 0 0


PORT FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0


CITY OF PENSACOLAPORT FUND



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BEGINNING FUND BALANCE $ 4,206,422 17,659,273 800,000 2,257,100 23,639,400REVENUES:AIRPORT CHARGES Air Carrier Landing Fees 876,769 772,961 1,505,800 1,214,700 1,081,000 U.S.Government-TRACON 30,072 41,075 30,000 0 0 U.S.Government-FASCO 248,372 248,002 250,000 250,000 250,000 Rental Cars 3,585,173 3,729,473 4,000,000 3,400,000 4,000,000 Rental Cars - Off Airport 224,351 225,972 180,000 25,000 25,000 Rental Car Customer Facility Charge (Garage) 613,980 662,088 600,000 600,000 600,000 Rental Car Customer Facility Charge (Service Facility) 1,046,956 1,579,728 2,019,400 1,600,000 1,600,000 Rental Car Service Facility Rent 0 0 0 450,000 450,000 Fixed Base Operators 113,586 112,379 130,000 122,000 130,000 Restaurant and Lounge 336,897 354,642 312,500 300,000 350,000 Advertising 67,976 44,937 75,000 75,000 80,000 Hangers Rental 119,448 97,433 300,000 150,000 150,000 Commerce Park 0 0 0 150,000 150,000 Parking Lot 4,631,580 4,521,398 5,100,000 5,690,000 6,000,000 Airline Rentals 2,961,964 3,353,107 3,000,000 3,000,000 3,000,000 Gift Shop 200,819 226,050 300,000 260,000 300,000 Taxi Permits 69,238 62,390 41,000 41,000 43,000 Sale of Assets 2,015,705 26,325 0 0 0 Miscellaneous 244,172 1,168,155 225,000 307,000 300,000 Apron Area Rentals 1,148,983 1,207,359 1,000,000 1,000,000 1,000,000 Loading Bridge Fees 14,417 45,417 21,000 65,000 65,000 Interest Income 595,011 662,959 300,000 200,000 200,000SUB-TOTAL OPERATING REVENUES 19,145,469 19,141,850 19,389,700 18,899,700 19,774,000SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 23,351,891 36,801,123 20,189,700 21,156,800 43,413,400

PASSENGER FACILITY CHARGE 1 3,444,040 3,327,974 3,410,000 3,000,000 3,100,000

GRANTS Federal 19,574,117 885,224 3,625,000 3,625,000 3,625,000 State 2,629,477 1,879,658 1,000,000 1,000,000 1,000,000

SUB-TOTAL GRANTS 22,203,594 2,764,883 4,625,000 4,625,000 4,625,000

TOTAL REVENUES AND FUND BALANCE $ 48,999,525 42,893,980 28,224,700 28,781,800 51,138,4001Includes Interest Earnings.

CITY OF PENSACOLAAIRPORT FUND



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AIRPORT OPERATION AND MAINTENANCE Personal Services $ 4,037,239 4,281,448 4,789,200 4,894,800 5,139,500 Operating Expenses 5,279,110 5,683,387 7,139,000 8,431,700 8,516,000 Capital Outlay 3,697,718 1,212,633 2,100,000 750,000 700,000SUB-TOTAL 13,014,067 11,177,468 14,028,200 14,076,500 14,355,500AIRPORT DEBT SERVICE - GARBS Interest 1,709,094 1,705,076 2,491,000 2,314,600 2,199,900 Principal 1,295,000 1,365,000 1,800,000 1,900,000 2,012,500SUB-TOTAL 3,004,094 3,070,076 4,291,000 4,214,600 4,212,400AIRPORT DEBT SERVICE - GARBS - ARMY RESERVE PROPERTY Interest 0 0 0 72,000 48,000 Principal 0 0 0 900,000 800,000SUB-TOTAL 0 0 0 972,000 848,000AIRPORT DEBT SERVICE - GARBS - CFC Interest 0 115,087 1,319,400 1,239,300 516,400 Principal 0 0 0 0 22,309,000SUB-TOTAL 0 115,087 1,319,400 1,239,300 22,825,400ALLOCATED OVERHEAD/(COST RECOVERY) 479,500 551,100 551,100 654,400 660,900SUB-TOTAL OPERATING EXPENDITURES 16,497,661 14,913,731 20,189,700 21,156,800 42,902,200

GRANTS Federal 16,758,920 877,942 3,625,000 3,625,000 3,625,000 State 2,576,330 1,960,709 1,000,000 1,000,000 1,000,000SUB-TOTAL GRANTS 19,335,250 2,838,651 4,625,000 4,625,000 4,625,000PASSENGER FACILITY CHARGE Capital Outlay 6,976,584 (392,507) 952,200 606,300 950,100 Interest 2,300 318,836 2,457,800 2,162,400 2,136,100 Principal 50,000 0 0 231,300 525,000SUB-TOTAL 7,028,884 (73,671) 3,410,000 3,000,000 3,611,200AIRPORT CONSTRUCTION - BONDS

Airport Construction - GARBS 0 108,781 0 0 0 Airport Construction - PFC 0 7,360,576 0 0 0 Airport Construction - CFC 809,369 10,579,999 0 0 0

SUB-TOTAL 809,369 18,049,356 0 0 0


AIRPORT FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0


CITY OF PENSACOLAAIRPORT FUND


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REVENUE:CHARGES FOR SERVICES Risk Management 1,232,218 971,905 1,149,700 1,114,100 1,154,200 Group Insurance 8,871,668 8,423,387 11,000,000 10,400,000 11,700,000 Claims 3,269,610 3,143,830 3,500,000 3,500,000 3,500,000 Other 29,742 67,910 0 0 0

SUB-TOTAL 13,403,238 12,607,032 15,649,700 15,014,100 16,354,200 INTEREST 322,629 258,201 0 0 0




CITY OF PENSACOLAINSURANCE RETENTION FUND



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RISK MANAGEMENT Personal Services $ 658,515 521,499 801,700 723,500 759,700 Operating Expenses 591,312 449,194 348,000 390,600 394,500 Capital Outlay 0 0 0 0 0

SUB-TOTAL 1,249,827 970,693 1,149,700 1,114,100 1,154,200

INSURANCE 8,414,030 8,633,643 11,000,000 10,400,000 11,700,000

CLAIMS 3,360,850 2,720,546 3,500,000 3,500,000 3,500,000

TRANSFER TO GENERAL FUND 0 1,413,100 0 0 0

SUB-TOTAL OPERATING EXPENDITURES 13,024,707 13,737,982 15,649,700 15,014,100 16,354,200


INSURANCE FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0

0


CITY OF PENSACOLAINSURANCE RETENTION FUND


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REVENUES:CHARGES FOR SERVICES Licenses and Permits (Engineering) 25,281 91,797 0 0 0 Mail Room/Print Shop 154,340 108,370 162,500 139,700 145,900 Management Information Services 2,445,103 2,152,665 1,989,700 1,714,700 1,694,000 Engineering 839,811 918,394 891,700 937,700 962,200 Central Garage 1,456,290 1,240,255 1,329,100 1,464,200 1,430,700

SUB-TOTAL 4,920,825 4,511,481 4,373,000 4,256,300 4,232,800

INTEREST 58,928 58,634 0 0 0MISCELLANEOUS 4,305 10,038 0 0 0



CITY OF PENSACOLACENTRAL SERVICES FUND



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MAIL ROOM/PRINT SHOP Personal Services $ 120,236 93,628 136,600 120,900 126,900 Operating Expenses 26,706 19,779 25,900 18,800 19,000 Capital Outlay 15,893 0 0 0 0 SUB-TOTAL 162,835 113,407 162,500 139,700 145,900MANAGEMENT INFORMATION SERVICES Personal Services 1,581,498 1,558,251 1,413,200 1,358,900 1,334,600 Operating Expenses 575,357 403,818 326,500 355,800 359,400 Capital Outlay 226,645 130,153 250,000 0 0SUB-TOTAL 2,383,500 2,092,222 1,989,700 1,714,700 1,694,000

ENGINEERING Personal Services 708,804 695,061 780,900 819,000 860,000 Operating Expenses 103,416 106,973 110,800 101,200 102,200 Capital Outlay 12,698 0 0 17,500 0SUB-TOTAL 824,918 802,034 891,700 937,700 962,200

CENTRAL GARAGE Personal Services 1,182,796 1,069,780 1,135,200 1,140,100 1,197,100 Operating Expenses 259,316 172,034 182,700 231,300 233,600 Capital Outlay 21,572 0 11,200 92,800 0SUB-TOTAL 1,463,684 1,241,814 1,329,100 1,464,200 1,430,700


CENTRAL SERVICES FUND COMPENSATION ADJUSTMENTS Civil Service Employees 0 Contract Employees 0

0


CITY OF PENSACOLACENTRAL SERVICES FUNDAPPROVED EXPENDITURES


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CAPITAL IMPROVEMENT PLAN

The capital improvement plan as distinguished from the operating budget identifies and prioritizes infrastructure projects and identifies funding sources for those projects. The City of Pensacola Capital Improvement Plan normally has a five year focus with the first year comprising the capital budget portion of the City’s budget.

The City has two Capital Plans. The first, or capital improvement element, is required by Florida’s growth management legislation and is an element of the City’s comprehensive plan. It focuses exclusively on infrastructure needs associated with the various elements of the comprehensive plan. The second, and broader, of the Capital Improvement Plans covers all infrastructure needs of the City. It also is divided into two parts. The first is the Transportation/Stormwater Plan which deals only with transportation and stormwater related projects and is funded primarily from the Local Option Gas Tax (LOGT) and the Stormwater Capital Projects Fund. Remaining capital improvements are funded primarily by the Local Option Sales Tax (LOST).

The citizens of Escambia County originally authorized the LOST for a period of seven years in a referendum in 1992. The original authorization expired in June 1999. In May 1997, the citizens of Escambia County approved an eight year extension of the tax through May 31, 2007, however collections will be received by the City through June 30, 2007. Additionally, in March 2006, the Local Option Sales Tax was extended by a referendum and will now expire on December 31, 2017. The projects for the newly extended Local Option Sales Tax are referred to as the Penny for Progress Plan.

An overview of the Stormwater and Transportation Plans together with project descriptions is included on pages 87 to 93. An overview of the Penny for Progress Plan, together with project descriptions, is included on pages 94 to 102.

The ongoing financial impact associated with a completed project is carefully considered before a prospective capital project is approved for funding. These costs or savings have been identified and are listed with each project description.


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CITY OF PENSACOLA STORMWATER

CAPITAL IMPROVEMENT PROGRAM FY 2010 – FY 2014

PROJECT 2010 2011 2012 2013 2014

1 Davis Highway at Valley Drive 574,700

2 Sanders Beach Storm Sewer Reconstruction 370,000

3 Gaberonne Swamp Stormwater Enhancments 200,000

4 Land Acquisitions Retention Pond Sites 300,000 300,000

5 Baywoods Gulley Stormwater Enhancments 200,000 295,300

6 Carpenters Creek @ Brent Lane 400,000 200,000

7 "L" & Zarragossa Street Drainage Improvements 349,500 104,200

8 Romana Street Outfall 200,000

9 12 th Ave at Carpenter Creek 300,000 265,800

10 Bayou Chico Stormwater Outfall Retrofits 200,000 500,000 300,000

11 Birnam Woods S/D discharge @ Bayou Texar 400,000

12 Scenic Heights Discharge (Langley into Escambia bay) 500,000 500,000 500,000

13 Bayou Blvd. @ Tyler discharge 300,000

14 Stormwater Vaults Citywide 210,000 200,000 200,000 200,000 200,000

15 DeSoto Street @ Bayou Texar (Western Shore) 450,000

16 Stormwater Capital Maintenance 200,000 200,000 200,000 200,000 200,000

17 Northmoor Court @ Carpenter's Creek 120,000 500,000 TOTAL FOR STORMWATER PROJECTS 2,059,500 2,070,000 2,070,000 2,070,000 2,070,000


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STORMWATER CAPITAL IMPROVEMENT PROGRAM

PROJECT DESCRIPTIONS

Davis Highway at Valley Drive Stormwater enhancement project to decrease pollution loading from subject area into Carpenters Creek/Bayou Texar and Pensacola Bay. Existing 48” FDOT outfall from Davis Highway into Carpenters Creek has been defined as a major source of pollution. Proposed project would remove suspended solids by the construction of a major baffle box.

Budget: $574,700 in FY 2012 Projected O&M: $3,000 annually Department: Public Works

Sanders Beach Storm Sewer Reconstruction Subject area has had a long standing problem with inadequate drainage systems which are undersized, and in poor condition due to their age. Work in this area is also complicated by the presence of the American Creosote Site. Proposed projects would address the storm sewer issues, attempt to provide stormwater treatment in this area and would greatly benefit this existing west side neighborhood.


Gaberonne Swamp Stormwater Enhancements Subject area currently has a stormwater discharge from Spanish Trail (434 acres) and from the Gaberonne Subdivision (75 acres) that flows into the Gaberonne Swamp with minimal stormwater treatment. Proposed project would incorporate baffle box treatment in combination with conventional stormwater treatment and reinstate water levels within the Gaberonne Swamp so as to provide protection to the long standing grove of wetland hard woods.


Land Acquisitions Retention Pond Sites In the development of stormwater management assessments for different areas of the City it will be necessary to purchase property for retention pond site, as it becomes available. Ensuring that a pond site is available is essential before initiating the design process.

Budget: $300,000 in FY 2013 and $300,000 in FY 2014 Projected O&M: None Department: Public Works


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STORMWATER PROJECTS DESCRIPTIONS (Continued)

Baywoods Gulley Stormwater Enhancements Subject stormwater outfall has a natural form of stormwater treatment however large amounts of sediment continue to escape this area and discharge into Escambia Bay. Proposed project would clear a small area near the existing outfall structure and modify subject structure to create a stormwater retention area thereby increasing pollution reduction.

Budget: $200,000 in FY 2011 and $295,300 in FY 2012 Projected O&M: $5,000 annually Department: Public Works

Carpenters Creek at Brent Lane (Discharge to Carpenter Creek) Subject stormwater outfall has been identified as the fourth largest contributor of sediment into Bayou Texar/Carpenter Creek, per the Dames and Moore report dated May 2000. Proposed project would use stormwater baffle boxes to reduce total suspended solids pollution into Bayou Texar system.

Budget: $400,000 in FY 2010 and $200,000 in FY 2011 Projected O&M: $20,000 per year Department: Public Works

“L” & Zarragossa Street Drainage Improvements Stormwater enhancement project to decrease pollution loading into Pensacola Bay; thereby improving conditions at the entrance channel to Bayou Chico. Existing drainage problem were corrected with the cleaning of the Pensacola Yacht Club ditch, during the EPA’s Phase I of the American Creosote Super Fund site clean up. Proposed project would remove suspended solids by the construction of a major baffle box.


Romana Street Outfall at Pensacola Bay Subject stormwater outfall has been identified as a major contributor of sediment into Pensacola Bay from the central sections of Pensacola and the I-10 Interstate system south of Maxwell Street. Pensacola Bay has been identified as being impacted by stormwater pollution under the State of Florida TMDL program and will require mitigation to reduce pollution resulting from nutrients. Also subject discharge falls within the boundary of a major State of Florida wetland development (Project GreenShores). Proposed project would use stormwater treatment units to reduce total suspended solids and nutrient pollution into Pensacola Bay.

Budget: $200,000 FY 2010 Projected O&M: $10,000 annually Department: Public Works


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12th Ave. at Carpenters Creek Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar, per the Dames and Moore report dated May 2000. Proposed project would use stormwater treatment units to reduce total suspended solids pollution into Bayou Texar.


Bayou Chico Stormwater Outfall Retrofits Stormwater outfall have been identified as of the contributors of sediment into Bayou Chico, per the report prepared by Baskerville-Donovan, Inc. (Bayou Chico Stormwater Needs Assessment) dated August 2004. Proposed project would use stormwater treatment units to reduce total suspended solids pollution into Bayou Chico.

Budget: $200,000 in FY 2010, $500,000 in FY 2011 and $300,000 in FY 2012 Projected O&M: $10,000 annually Department: Public Works

Birnam Woods S/D discharge at Bayou Texar Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar, per the Dames and Moore report dated May 2000. Proposed project would use stormwater treatment units to reduce total suspended solids pollution into Bayou Texar.


Scenic Heights Discharge (Langley into Escambia Bay) Subject stormwater outfall is a major 72” discharge that was constructed in the mid 1960’s and overflows directly into Escambia Bay without any form of treatment. Proposed project would begin in the upper reaches of the drainage basin and address primary collections lines by using in-line vaults and stormwater pond when feasible.

Budget: $500,000 in FY 2012, $500,000 in FY 2013 and $500,000 in FT 2014 Projected O&M: $10,000 annually Department: Public Works


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Bayou Blvd. at Tyler discharge Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar, per the Dames and Moore report dated May 2000. Proposed project would use stormwater treatment units to reduce total suspended solids pollution into Bayou Texar.


Stormwater Treatment Vaults (City Wide) The treatment vault program is a retrofitting process that is intended to provide stormwater treatment for existing development with a watershed at minimum expense by obviating the purchase of property for the construction of conventional stormwater ponds. The treatment vaults will provide a cost effective system of removing sediments and suspended solids from the stormwater system before being discharged to local waterways.

Budget: $210,000 in FY 2010, $200,000 in FY 2011, $200,000 in FY 2012, $200,000 in FY 2013, and $200,000 in FY 2014 Projected O&M: $20,000 annually Department: Public Works

DeSoto Street at Bayou Texar (Western Shoreline) Subject stormwater outfall has been identified as a major contributor of sediment into Bayou Texar and the lack of stormwater collection facilities within this area cause existing roadway to flood during major rainfall events. Proposed project would use stormwater treatment units to reduce pollution into Bayou Texar and standard piping and inlets would eliminate the flooding issue.


Stormwater Capital Maintenance An essential component of the City’s stormwater program is to ensure that all new stormwater treatment facilities provided under the Capital Improvement Program function as intended and are properly maintained. Funds within this account will be used to provide contract maintenance for the cleaning of newly constructed baffle boxes and for contract water quality monitoring/testing necessary to ensure that the systems are working as designed.

Budget: $200,000 in FY 2010, $200,000 in FY 2011, $200,000 in FY 2012, $200,000 in FY 2013and $200,000 in FY 2014 Projected O&M: $5,000 Department: Public Works


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Northmoor Court @ Carpenter’s Creek Subject stormwater outfall has been identified as a major contributor of sediment into Carpenter Creek/Bayou Texar. Proposed project would use stormwater treatment units to reduce pollution.



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CITY OF PENSACOLA TRANSPORTATION

CAPITAL IMPROVEMENT PROGRAM FY 2010 – FY 2014

PROJECT 2010 2011 2012 2013 2014

1 Street Rehabilitation 853,400 882,600 882,600 882,600 882,600 (Formally Street Resurfacing)

2 Street Reconstruction 521,900 560,000 560,000 560,000 560,000

3 Intersection/Traffic Improvements 115,500 121,300 121,300 121,300 121,300

TOTAL FOR TRANSPORTATION PROJECTS 1,490,800 1,563,900 1,563,900 1,563,900 1,563,900

Street Rehabilitation (formally resurfacing) Resurfacing of existing city streets to improve existing roadway surface and extend the longevity of the City’s infrastructure.

Budget: $853,400 in FY 2010, $882,600 in FY 2011, $882,600 in FY 2012, $882,600 in FY 2013 and $882,600 in FY 2014 Projected O&M: $10,000 Department: Public Works

Street Reconstruction Provide standard street improvements for existing dirt roads and reconstruction of existing city streets that have deteriorated.

Budget: $521,900 in FY 2010, $560,000 in FY 2011, $560,000 in FY 2012, $560,000 in FY 2013 and $560,000 in FY 2014 Projected O&M: None Department: Engineering/Public Works

Intersection/Traffic Improvements Installation of traffic signals, turn lanes at various intersections, or traffic calming islands within the City. No specific locations have been determined at this time.

Budget $115,500 in FY 2010, $121,300 in FY 2011, $121,300 in FY 2012, $121,300 in FY 2013 and $121,300 in FY 2014 Projected O&M: $10,000 annually Department: Public Works


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CITY OF PENSACOLA PENNY FOR PROGRESS PLAN

CURRENT ACTUAL ACTUAL PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDPROJECT 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

DEPARTMENT PROJECT NAME ESTIMATE (4 months)

1 FIRE FIRE STATION RENOVATIONS2 DRILL TOWER 23,899 23,8993 STATION #3 281,289 13,185 268,1044 STATION #6 1,145,073 6,760 64,095 1,074,2185 FIRE APPARATUS6 REPLACE '88 1500 GPM ALF, UNIT E-5 277,500 277,5007 REPLACE '92 HEAVY RESCUE, UNIT R-32 177,358 177,3588 REPLACE'97 1500 GPM ALF, UNIT E-102 277,500 277,5009 REPLACE '90 1500 GPM ALF, UNIT E-109 365,000 365,000

10 REPLACE '93 AERIAL, UNIT L-16 858,326 858,32611 REPLACE 1250 PUMPER, UNIT E-6 310,385 310,38512 EXTRICATION EQUIPMENT 49,446 49,44613 FIRE VEHICLES14 REPLACE '96 CROWN VICTORIA, UNIT #911 24,927 24,92715 REPLACE '96 SUBURBAN, UNIT #912 34,503 34,50316 REPLACE '99 CROWN VICTORIA, UNIT #901 25,000 25,00017 REPLACE '97 FORD RANGER, UNIT #903 25,000 25,00018 REPLACE '97 FORD RANGER, UNIT #905 25,000 25,00019 SCBA FACEMASK FITNESS TEST EQUIPMENT 10,000 10,00020 BREATHING AIR COMPRESSOR 19,000 19,00021 THERMAL IMAGING CAMERAS 30,000 30,000

22 DEPT. SUB-TOTAL 3,959,206 669,608 279,565 2,565,033 30,000 50,000 365,000 0 0 0 0 0 023 POLICE 800 MHz RADIO SYSTEM REPLACEMENT 1,250,000 625,000 625,00024 POLICE STATION EXPANSION 3,500,000 28,105 3,471,89525 POLICE MARKED VEHICLES 6,509,346 728,622 622,256 544,368 532,100 547,400 564,400 581,400 598,400 579,200 596,800 614,400 026 POLICE UNMARKED VEHICLES 1,188,548 132,574 204,386 114,788 82,800 85,200 87,900 90,600 93,300 96,000 99,000 102,000 027 MOBILE DATA TERMINALS 432,107 39,306 49,118 38,983 38,100 38,100 38,100 38,100 38,100 38,100 38,100 38,000 028 CRIME SCOPE 14,978 14,97829 SMART TRAILER 7,765 7,765

30 DEPT. SUB-TOTAL 12,902,744 915,480 911,630 4,170,034 653,000 670,700 690,400 710,100 1,354,800 1,338,300 733,900 754,400 031 PUBLIC WORKS SIDEWALK IMPROVEMENTS 3,500,000 41,847 658,153 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,00032 PAVEMENT MANAGEMENT PROGRAM 5,250,000 300,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 450,000

33 DEPT. SUB-TOTAL 8,750,000 0 341,847 1,158,153 850,000 850,000 850,000 850,000 850,000 850,000 850,000 850,000 450,00034 LIBRARY LIBRARY HEADQUARTERS IMPROVEMENTS 6,000,000 600,000 5,400,00035 WESTSIDE LIBRARY 1,500,000 1,500,000

36 DEPT. SUB-TOTAL 7,500,000 0 0 600,000 0 0 5,400,000 0 1,500,000 0 0 0 0

37 CMMTY DEVEL NEIGHBORHOOD INITIATIVES PROGRAM 250,000 20,414 16,698 37,888 25,000 25,000 25,000 25,000 25,000 25,000 25,000

38 DEPT. SUB-TOTAL 250,000 20,414 16,698 37,888 25,000 25,000 25,000 25,000 25,000 25,000 25,000 0 039 PARKS & RECREATION ATHL FACILITIES & COMM CTRS IMPROVEMENTS40 BAYVIEW SENIOR CENTER 250,000 250,00041 BILL GREGORY PARK 311,921 42,528 269,39342 CECIL T. HUNTER SWIMMING POOL 670,000 59,981 40,019 270,000 300,00043 COBB CENTER 885,000 885,00044 EAST PENSACOLA HEIGHTS 80,000 80,00045 EXCHANGE PARK 700,000 100,000 600,00046 FRICKER CENTER 353,208 17,146 336,06247 GULL POINT COMMUNITY CENTER 100,000 100,00048 HITZMAN PARK 150,000 150,00049 LEGION FIELD 584,057 45,020 39,037 500,00050 MAGEE FIELD 331,443 8,502 186,285 136,656

FISCAL YEARS


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PENNY FOR PROGRESS PLAN (Continued)



51 PARKS & RECREATION MALCOLM YOUNG GYM 350,000 26,461 83,539 240,00052 OSCEOLA GOLF COURSE 975,156 91,656 37,427 62,073 784,00053 ROGER SCOTT COMPLEX SWIMMING POOL 850,000 113,548 57,737 678,71554 ROGER SCOTT TENNIS CENTER 2,450,000 850,000 11,258 1,588,74255 SANDERS BEACH RECREATION AREA 114,871 1,826 113,04556 SCOTT ATHLETIC COMPLEX 600,000 2,006 7,994 70,000 520,00057 VICKREY CENTER 80,000 80,00058 WOODLAND HEIGHTS COMMUNITY CENTER 1,000,000 100,000 900,00059 GENERAL ATHLETIC FACILITIES IMPROVEMENTS 80,226 30,226 50,000

60 SUB-TOTAL 10,915,882 1,123,687 427,694 4,350,501 2,084,000 300,000 0 510,000 1,120,000 100,000 900,000 0 061 PARK IMPROVEMENTS62 ALABAMA SQUARE 50,000 50,00063 ANDALUSIA SQUARE 46,783 30,660 16,12364 ARMSTRONG PARK 55,000 55,00065 BAYCLIFF PARK 70,000 472 69,52866 BAYVIEW PARK 250,000 47,533 202,46767 BRYAN PARK 200,000 6,782 193,21868 CAMELOT PARK 30,000 30,00069 CORDOVA SQUARE 50,000 50,00070 DUNMIRE WOODS 50,000 50,00071 DUNWOODY PARK 60,000 19 19,981 40,00072 EASTGATE AUDUBON PARK 50,000 130 49,87073 ESTRAMADURA PARK 50,000 50,00074 HIGHLAND TERRACE 75,000 75,00075 JIM ALLEN PARK 43,834 40,763 3,07176 JOHN CARROLL/TIPPIN PARK 45,000 45,00077 LAVALLET PARK 120,000 90,000 30,00078 MALAGA SQUARE 89,000 1,081 87,91979 MALLORY HEIGHTS PARK 80,000 80,00080 MIRAFLORES PARK 40,000 40,00081 MIRALLA PARK 100,000 100,00082 MORRIS COURT 90,000 90,00083 OPERTO SQUARE 55,000 55,00084 SEVILLE SQUARE 78,000 78,00085 SPRINGDALE PARK 70,000 70,00086 TOLEDO SQUARE 55,000 55,00087 WAYSIDE EAST 130,000 130,00088 WILLIAMS PARK 110,000 1,921 78,079 30,00089 WOODLAND HEIGHTS 75,000 75,00090 ZAMORA SQUARE 50,000 50,000

91 SUB-TOTAL 2,267,617 0 129,361 1,000,256 560,000 498,000 80,000 0 0 0 0 0 0

92 SAENGER THEATRE - RENOVATION & EXPANSION 15,000,000 1,105,418 5,719,614 8,174,968

93 DEPT. SUB-TOTAL 28,183,499 2,229,105 6,276,669 13,525,725 2,644,000 798,000 80,000 510,000 1,120,000 100,000 900,000 0 094 CAPITAL EQUIPMENT 5,881,389 850,000 850,000 850,000 850,000 850,000 850,000 781,389 095 ADMIN/CITY MGR COPIER 12,622 12,62296 DEPT. SUB-TOTAL 12,622 0 0 12,622 0 0 0 0 0 0 0 0 097 CMMTY DEVELOPMENT 97 FORD PICKUP TRUCK - UNIT 480 11,462 11,46298 DEPT. SUB-TOTAL 11,462 11,462 0 0 0 0 0 0 0 0 0 0 0

FISCAL YEARS


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99 PARKS & RECREATION PAYLOADER - 4 WAY BUCKET 157,124 157,124100 MAN LIFT 79,855 79,855101 RIDING LAWN MOWER, LAZER 48,920 30,845 18,075102 87 FORD BUS - UNIT #586 77,424 77,424103 94 FORD F350 PICKUP - UNIT #526 25,050 25,050104 95 FORD PICKUP DUMP TRUCK - UNIT #561 25,050 25,050105 TRACTOR/LOADER - UNIT #530 81,611 81,611106 POINT OF SALE CASH REGISTER SYS S/W 14,000 8,552 5,448107 POINT OF SALE CASH REGISTER SYS 41,000 20,833 20,167108 GRAPPLING TRUCK 126,200 126,200109 96" FLAIL MOWER(S) 10,144 10,144110 TORO INFIELD GROOMER 27,327 27,327111 CHEMICAL SPRAYER UIT 40,083 40,083112 TOP DRESSER SPREADER 21,710 21,710113 89 CHEVY DUMP TRUCK - UNIT #562 48,816 10,000 38,816114 LASER GRADER 17,085 17,085115 HYDRAULIC LIFT 7,893 7,893116 91 GMC TRASH TRUCK - UNIT #568 51,670 51,670117 TORO TRIPLEX REEL MOWER 21,945 21,945118 89 FORD STATION WAGON - UNIT #553 13,971 13,971119 EQUIPMENT TRAILER 8,095 8,095120 ELECTRIC MANLIFT 31,750 31,750121 95 CAB WATER WAGON - UNIT #567 52,613 52,613122 91 FORD BOOM TRUCK - UNIT #534 150,125 150,125123 TRACTOR/CAB - UNIT #590 32,074 32,074124 94 GMC STEP VAN - UNIT #559 26,802 26,802125 REPLACE TWO LAZER MOWERS 14,174 14,174126 EMERGENCY REPLACEMENT GULL POINT CHILLER 18,201 18,201127 EMERGENCY REPLACEMENT HUNTER POOL BOILER 13,011 13,011128 MOWER FOR PARKS FDOT CREW 7,296 7,296129 GANG MOWER W/ TORO TRIPLEX REEL MOWER 32,000 32,000130 ROTERITALIA 18,000 18,000131 CHEMICAL SPRAY BUILDING 50,000 50,000132 SOD CUTTER 12,500 12,500133 SLOPE MOWER 88,571 88,571134 EXCHANGE PARK SEWER LINE UPGRADE 30,000 30,000135 EMERGENCY REPLACEMENTS 50,000 50,000136 ELECTRIC CABLE PULLER 8,000 8,000137 97 FORD PICKUP TRUCK - UNIT #789-97 16,989 16,989138 SPRINKLER MODIFICATION 60,000 60,000139 NEW COPIER 6,354 6,354140 LEGION FIELD FOOTBALL SCOREBOARD 10,000 10,000141 REPLACE FERTILIZER SPREADER 8,000 8,000142 REPLACE TORO Z MASTER RIDING LAWN MOWER 12,000 12,000143 REPLACE ENCLOSED TRAILER - UNIT #538 6,000 6,000144 REPLACE ENCLOSED TRAILER - UNIT #539 6,000 6,000145 REPLACE RIDING LAWN MOWER (LAZER) 10,000 10,000146 REPLACE 52" STAND-UP MOWER 9,500 9,500147 98 FORD F800 - UNIT #563 85,000 85,000148 REPLACE TRACTOR/FLAIL MOWER - UNIT #589 50,000 50,000149 DEPT. SUB-TOTAL 1,859,933 824,987 377,257 461,189 196,500 0 0 0 0 0 0 0 0

FISCAL YEARS


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150 PUBLIC WORKS 97 FORD 350 FLATBED - UNIT #115 34,900 34,900151 98 FORD PICKUP - UNIT #504 25,846 25,846152 95 FORD UTILITY TRUCK - UNIT #138 17,051 17,051153 91 FORD CRANE TRUCK - UNIT #131 61,625 50,125 11,500154 96 DODGE DUMP TRUCK - UNIT #116 25,760 25,760155 PAINT MACHINE UPGRADE - UNIT #511 11,629 11,629156 TRAILER LOWBOY - UNIT #160 46,777 46,777157 86 CHEVY DUMP TRUCK - UNIT #139 56,432 56,432158 91 FRONT END LOADER - UNIT #195 179,420 179,420159 94 FORD VAN - UNIT #113 25,760 25,760160 96 DUMP TRUCK - UNIT #151 76,953 76,953161 98 STREET SWEEPER - UNIT #143 184,000 184,000162 NEW ASPHALT UNIT 102,367 102,367163 PAINT STRIPER - UNIT #510 59,975 59,975164 98 FORD TAURUS - UNIT #500 17,500 17,500165 JOHN DEER 60' MWR - UNIT #175-3 11,900 11,900166 91 FORD TRACTOR - UNIT #177 85,000 85,000167 97 DODGE PICKUP TRUCK - UNIT #141 14,500 14,500168 99 DODGE FLATBED TRUCK - UNIT #110 28,000 28,000169 99 STREET SWEEPER - UNIT #146 185,000 185,000170 WILDCAT 510 COUGAR TROMMEL SCREEN 99,250 99,250171 98 DODGE FLATBED TRUCK, #111 28,000 28,000172 96 FORD UTILITY TRUCK - UNIT #134 21,500 21,500173 01 DODGE UTILITY TRUCK - UNIT #150 48,500 48,500174 93 MACK TRACTOR TRUCK - UNIT #159 85,000 85,000175 89 FORD F600 STAKE BED - UNIT #117 17,500 17,500176 REPLACE ASV POSITRACK CAT - UNIT #199 85,000 85,000177 95 FORD FLATBED - UNIT #118 24,000 24,000178 95 BACKHOE - UNIT #179 95,000 95,000179 01 STREET SWEEPER - UNIT #149 185,000 185,000180 DEPT. SUB-TOTAL 1,939,145 438,800 469,695 441,150 589,500 0 0 0 0 0 0 0 0181 TOTAL CAPITAL EQUIPMENT 9,704,551 1,275,249 846,952 914,961 786,000 850,000 850,000 850,000 850,000 850,000 850,000 781,389 0182 TOTAL PROJECT ALLOCATIONS 71,250,000 5,109,856 8,673,361 22,971,794 4,988,000 3,243,700 8,260,400 2,945,100 5,699,800 3,163,300 3,358,900 2,385,789 450,000183 TRANSFER OUT - STORMWATER CAPITAL PROJECTS FUND 3,337,167 3,337,167 184 PRINCIPAL - 2000A 6,500,000 682,500 893,750 1,121,250 1,218,750 1,282,125 1,301,625185 PRINCIPAL - 2000B 13,500,000 1,417,500 1,856,250 2,328,750 2,531,250 2,662,875 2,703,375186 TOTAL PRINCIPAL 20,000,000 0 0 0 0 0 0 2,100,000 2,750,000 3,450,000 3,750,000 3,945,000 4,005,000187 INTEREST EXPENSE - 2000A 2,541,606 65,593 227,513 325,000 325,000 325,000 325,000 293,700 249,900 194,800 134,300 70,400 5,400188 INTEREST EXPENSE - 2000B 5,201,177 136,231 394,646 675,000 675,000 675,000 675,000 610,100 519,100 404,600 278,900 146,300 11,300189 DEBT SERVICE SAVINGS - RESERVED 498,742 498,742190 TOTAL INTEREST EXPENSE 8,241,525 201,824 622,159 1,000,000 1,000,000 1,000,000 1,000,000 903,800 769,000 599,400 413,200 216,700 515,442191 TOTAL PROJECTED USES 102,828,692 8,648,847 9,295,520 23,971,794 5,988,000 4,243,700 9,260,400 5,948,900 9,218,800 7,212,700 7,522,100 6,547,489 4,970,442192 PROJECTED AVAILABLE REVENUES - 11 YEAR 62,679,416 1,714,686 6,550,530 5,494,000 5,584,100 5,675,700 5,768,800 5,863,500 5,959,700 6,057,400 6,156,800 6,257,800 1,596,400193 PROJECTED INTEREST INCOME 8,241,525 301,033 1,021,692 1,000,000 1,000,000 1,000,000 1,000,000 903,800 769,000 599,400 413,200 216,700 16,700194 ROGER SCOTT TENNIS CENTER - COUNTY CONTRIBUTION 1,000,000 1,000,000195 SAENGER THEATRE - PRIVATE CONTRIBUTION 1,000,000 750,000 96,100 69,100 46,700 38,100196 SAENGER THEATRE - COUNTY CONTRIBUTION 4,000,000 2,000,000 2,000,000197 TRANSFER IN - GENERAL FUND - SAENGER PRINCIPAL 4,000,000 650,000 650,000 650,000 650,000 650,000 750,000198 OSCEOLA GOLF COURSE - MISCELLANEOUS REVENUE 250,000 250,000199 TRANSFER IN - GENERAL FUND - CST 3,337,167 550,000 550,000 550,000 550,000 550,000 587,167200 TOTAL SOURCES 84,508,108 2,015,719 10,322,222 9,590,100 6,903,200 6,722,400 6,806,900 7,967,300 7,928,700 7,856,800 7,770,000 7,674,500 2,950,267201 FUND BALANCE FROM DEBT PROCEEDS 20,000,000 6,633,128 (1,026,702) 14,393,574202 BALANCE 1,679,416

FISCAL YEARS


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PENNY FOR PROGRESS CAPITAL PROJECTS PLAN PROJECT DESCRIPTIONS

Fire Station Renovations To provide funding for renovations of all fire stations to include replacement of flooring, ceiling, concrete and various other interior renovations.

Budget: $30,659 in FY 2007, $77,280 in FY 2008 and $1,342,322 in FY 2009 Impact on Operating Budget None Department Fire

Fire Apparatus To provide Fire Department replacement of fire apparatus which includes six (6) pumper trucks and three (3) heavy duty rescue vehicles. These items will be scheduled to be purchased over the lifetime of the sales tax.

Budget: $604,446 in FY 2007, $177,358 in FY 2008, $1,168,711 in FY 2009, and $365,000 in FY 2012 Impact on Operating Budget None Department Fire

Fire Vehicles To provide Fire Department replacement of fire department vehicles.

Budget: $34,503 in FY 2007, $24,927 in FY 2008, $25,000 in FY 2009 and $50,000 in FY 2011 Impact on Operating Budget None Department Fire

Fire Equipment To provide Fire Department funding for capital equipment of self contained breathing apparatus (SCBA) facemask fitness testing equipment, breathing air compressor replacement and thermal imaging cameras.

Budget: $29,000 in FY 2009 and $30,000 in FY 2010 Impact on Operating Budget None Department Fire

800 MHz Radio System Replacement The Current 800 MHz radio system will have to be replaced. The replacement of the existing system is critical to public safety.

Budget: $625,000 in FY 2014 and $625,000 in FY 2015 Impact on Operating Budget None Department Police


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PENNY FOR PROGRESS PROJECT DESCRIPTIONS (Continued)

Police Station Expansion To provide funding for additional space which is needed in several critical areas within the Police Department Headquarters. These areas include Property Management, Crime Intervention, Training Room, Vice & Narcotics and Storage.

Budget: $28,105 in FY 2008 and $3,471,895 in FY 2009 Impact on Operating Budget $65,000 Department Police

Police Vehicles To provide funding for police vehicles.

Budget: $900,502 in FY 2007, $875,760 in FY 2008, $698,139 in FY 2009, $653,000 in FY 2010, $670,700 in FY 2011, $690,400 in FY 2012, $710,100 in FY 2013, $729,800 in FY 2014, $713,300 in FY 2015, $733,900 in FY 2016 and $754,400 in FY 2017

Impact on Operating Budget None Department Police

Police Capital Equipment To provide funding for capital equipment purchase of crime scope and smart trailer.

Budget: $14,978 in FY 2007 and $7,765 in FY 2008 Impact on Operating Budget None Department Police

Sidewalk Improvements To provide funding for the continuation of the existing sidewalk program which provides annual funding over the lifetime of the sales tax program for the improvement of existing sidewalks and construction of new sidewalks throughout the City.

Budget: $41,847 in FY 2008, $658,153 in FY 2009, $350,000 in FY 2010, $350,000 in FY 2011, $350,000 in FY 2012, $350,000 in FY 2013, $350,000 in FY 2014, $350,000 in FY 2015, $350,000 in FY 2016 and $350,000 in FY 2017

Impact on Operating Budget None Department Public Works


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Pavement Management Program Rehabilitation of existing city streets to improve existing roadway surface and extend the longevity of the City’s infrastructure.

Budget: $300,000 in FY 2008, $500,000 in FY 2009, $500,000 in FY 2010, $500,000 in FY 2011, $500,000 in FY 2012, $500,000 in FY 2013, $500,000 in FY 2014, $500,000 in FY 2015, $500,000 in FY 2016, $500,000 in FY 2017 and $450,000 in FY 2018

Impact on Operating Budget $10,000 Department Public Works

Library Headquarters Improvements To provide funding for the improvement of public library services in downtown Pensacola. This would involve either the expansion/renovation of the present building or the construction of a new facility at the same location.

Budget: $600,000 in FY 2009 and $5,400,000 in FY 2012 Impact on Operating Budget $100,000 Department Library

Westside Library To provide funding for the construction of a branch office located in the West-Side area.

Budget: $1,500,000 in FY 2014 Impact on Operating Budget $500,000 Department Library

Neighborhood Initiatives Program Neighborhood enhancement projects consistent with LOST eligibility requirements, that would improve the quality of life in Pensacola's neighborhoods including public safety facilities, physical and aesthetic projects and/or recreational projects. In order to qualify, neighborhood groups would match the City’s contribution with volunteer time, in-kind donations of goods and services and/or financial contributions.

Budget: $20,414 in FY 2007, $16,698 in FY 2008, $37,888 in FY 2009, $25,000 in FY 2010, $25,000 in FY 2011, $25,000 in FY 2012, $25,000 in FY 2013, $25,000 in FY 2014, $25,000 in FY 2015 and $25,000 in FY 2016

Impact on Operating Budget None Department Community Development


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Athletic Facilities & Community Centers Improvements Community-wide facility improvements of the following Recreation Athletic Facilities:

Bayview Senior Center Bill Gregory Park Cecil T. Hunter Swimming Pool Cobb Center East Pensacola Heights Exchange Park Fricker Center Gull Point Community Center Hitzman Park Legion Field Magee Field Malcolm Young Gym Osceola Golf Course Roger Scott Complex Swimming Pool Roger Scott Tennis Center Sanders Beach-Corinne Jones Rec. Area Scott Athletic Complex Vickrey Center Woodland Heights Community Center General Athletic Facilities Improvements

This will fund additional improvements of existing facilities to bring them up to current standards.

Budget $1,123,687 in FY 2007, $427,694 in FY 2008, $4,350,501 in FY 2009, $2,084,000 in FY 2010, $300,000 in FY 2011, $510,000 in FY 2013, $1,120,000 in FY 2014, $100,000 in FY 2015 and $900,000 in FY 2016

Impact on Operating Budget $720,000 Department Parks & Recreation

Park Improvements Improve playground equipment, fencing and backstops at selected neighborhood parks as follows:

Alabama Square Andalusia Square Armstrong Park Baycliff Park Bayview Park Bryan Park Camelot Park Cordova Square Dunmire Woods Dunwoody Park Eastgate Audubon Park Estramadura Park Highland Terrace Jim Allen Park John Carroll/Tippin Park Lavallet Park Malaga Square Mallory Heights Park Miraflores Park Miralla Park Morris Court Operto Square Seville Square Springdale Park Toledo Square Wayside East Williams Park Woodland Heights Zamora Square

All areas listed above have need for improvement.

Budget: $129,361 in FY 2008, $1,000,256 in FY 2009, $560,000 in FY 2010, $498,000 in FY 2011, and $80,000 in FY 2012 Impact on Operating Budget $100,000 Department Parks & Recreation


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Saenger Theatre Renovation and Expansion To provide funding for the renovation and expansion of the Saenger Theatre Facility.

Budget: $1,105,418 in FY 2007, $5,719,614 in FY 2008 and $8,174,968 in FY 2009. Impact on Operating Budget $50,000 Department Parks & Recreation

Capital Equipment To provide funding for ongoing replacement of capital equipment within the General Fund.

Budget: $1,275,249 in FY 2007, $846,952 in FY 2008, $914,961 in FY 2009, $786,000 in FY 2010, $850,000 in FY 2011, $850,000 in FY 2012, $850,000 in FY 2013, $850,000 in FY 2014, $850,000 in FY 2015, $850,000 in FY 2016 and $781,389 in FY 2017

Impact on Operating Budget None Department General


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GENERAL FUND FY 2007 FY 2008 FY 2009 FY 2009 FY 2010 FY 2011NON-DEPARTMENTAL ACTUAL ACTUAL APPROVED CURRENT APPROVED PROJECTED

EXTERNAL AGENCIESINTERLOCAL AGREEMENTSEscambia County Animal Control Services 158,200$ 176,349$ $ $ $ $Escambia County Mass Transit 300,000Escambia-Pensacola Human Relations Commission 135,000 115,000 70,700 88,700 88,700 79,000

Total Interlocal Agreements 293,200 591,349 70,700 88,700 88,700 79,000GOVERNMENTAL AGENCIESBay Area Resource Council (BARC) 7,250 7,250 7,300 7,300 7,300 5,500Historic Pensacola Preservation Board 35,000 35,000 10,000 10,000Transportation Planning Organization 1,649 1,592 1,600 1,600 1,600 1,600West Florida Regional Planning Council 2,000 2,401 2,400 2,400 2,400 2,400 Total Governmental Agencies 45,899 46,243 21,300 21,300 11,300 9,500

ECONOMIC DEVELOPMENTCommunity Enterprise Investments, Inc. 14,000 6,000Gulf Coast African American Chamber of Commerce 25,000 17,323 10,000 10,000 10,000 4,000Pensacola-Escambia Development Commission (PEDC) 150,000 150,000 120,000 120,000 120,000 90,000Pensacola Area Chamber of Commerce-Foundations (c) 115,000 (b) 90,000 (b) 75,000 (b) 75,000 (b) 75,000 (b) 50,000 (b)

Total Economic Development 304,000 263,323 205,000 205,000 205,000 144,000

OTHER OUTSIDE AGENCIESCelebrate Pensacola 25,000 25,000First Call for Help 15,000 10,000 10,000 10,000 10,000 7,500Lakeview Center, Inc. 35,000 35,000 30,000 30,000 20,000 20,000NMNA Flight Academy (10 Years - FY 2005 - FY 2014) 10,000 10,000 10,000 10,000 10,000 10,000Parades (e)

Pensacola Clean and Green (d) 13,000 13,000Pensacola Promise (Chain Reaction) 7,500 10,000 5,000 5,000 1,500Pensacola Sertoma Clubs (4th of July) 20,000 12,500 5,000 5,000 1,500St. Michael's Cemetery 7,500 2,000Transportation Disadvantaged (a) 36,000 Total Other Outside Agencies 148,500 102,500 73,000 80,500 45,000 37,500

HUMAN SERVICESAmerican Red Cross 10,000 11,300 9,300Association for Retarded Citizens/Escambia 9,167 11,000 9,000Bay Area Food Bank 3,500 5,000Big Brothers/Big Sisters 3,000 2,500Boy's & Girls Club of Escambia County 10,000 8,000 6,500Catholic Charities 7,500Community Drug & Alcohol Council, Inc. 5,000 5,000 4,100Community Information Network 3,000 3,000 2,600


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GENERAL FUND FY 2007 FY 2008 FY 2009 FY 2009 FY 2010 FY 2011NON-DEPARTMENTAL ACTUAL ACTUAL APPROVED CURRENT APPROVED PROJECTED

EXTERNAL AGENCIESHUMAN SERVICES (Continued)Deaf and Hard of Hearing Services 2,500 2,500 2,000Escambia Bay Marine Institute (EBMI) 3,000Habitat for Humanity 5,000Lutheran Ministries 7,500 7,500 6,200Milk & Honey Ministries 2,753 5,500 4,500New Beginnings Group 1,750 5,000 5,000Salvation Army 10,687 5,596 5,000Speech & Hearing Boards Health Care Foundation 5,000 4,000 3,300United Way Human Services Appropriatons Administration 10,000 5,000 5,000Unallocated 65,000 30,000TOTAL HUMAN SERVICES 82,857 84,896 70,000 70,000 30,000 0ARTS/CULTURE/HISTORICALAfrican American Heritage Society 10,000Arts Council of NW Florida, Inc. 80,000 60,000 60,000 60,000 40,000 30,000Pensacola Historical Society 10,000TOTAL ARTS/CULTURE/HISTORICAL 100,000 60,000 60,000 60,000 40,000 30,000SUBTOTAL 974,456 1,148,311 500,000 525,500 420,000 300,000INTERNAL NON-DEPARTMENTALMANAGEMENT AGREEMENTSaenger Theatre Operating 179,370 160,579 150,000 150,000 200,000 200,000Saenger Theatre Capital 12,328TOTAL MANAGEMENT AGREEMENT 191,698 160,579 150,000 150,000 200,000 200,000

INTERFUND TRANSFERSEscambia-Pensacola Library 1,395,400 1,293,700 1,346,300 1,346,300 1,344,200 1,344,200Escambia-Pensacola Library - Additional City Funding 76,200CRA-Tax Increment District 1,869,083 1,790,043 1,783,700 1,751,770 1,657,800 1,664,200Eastside Tax Increment District 39,671 48,876 43,800 45,397 42,600 45,400Westside Tax Increment District 0 0Residential Stormwater Assessment Assistance Program 36 36 100 100 100 100Residential Sanitation Assistance Program 5,964 6,100 6,100 6,000 6,000TOTAL INTERFUND TRANSFERS 3,304,190 3,214,819 3,180,000 3,149,667 3,050,700 3,059,900TOTAL PENDING FUNDING REQUESTSTOTAL NON-DEPARTMENTAL FUNDING 4,470,344$ 4,523,709$ 3,830,000$ 3,825,167$ 3,670,700$ 3,559,900$

(a) For transportation disadvantaged. Funded from the Local Option Gasoline Tax through FY 2006. Funding shifted to General Fund in FY 2007 and was incorporated into Mass Transit funding in FY 2008.(b) Includes Military Affairs at $50,000 - Beginning FY 2009 Military Affairs Funding at $45,000(c) Additional Foundation Funding provided by Energy Services ($62,500) and Airport ($37,500).(d) Funding provided by Sanitation Services ($19,300)(e) Funding of $61,400 for Parades included in Public Works and Police Departments.


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NON-DEPARTMENTAL AGENCY FUNDING EXTERNAL AGENCIES

INTERLOCAL AGREEMENTS: Escambia-Pensacola Human Relations Commission - $88,700 The Human Relations Commission seeks to maintain positive human relations in Escambia County through resolution of civil rights related cases and incidents. The Commission has a nine-member board (4 members appointed by City Council; 4 members appointed by County Commission; one member appointed by other eight members). An interlocal agreement between the City and County outlines the duties and powers of the commission, and both the City and County approve funds annually as they deem appropriate for the operation of the HRC, including the administration of the Fair Housing Program and various events designated to help support community relations type activities.

GOVERNMENTAL AGENCIES: Bay Area Resource Council (BARC) - $7,300 The Bay Area Resource Council (BARC) was created in 1985 by then Governor Bob Graham for the purpose of providing a clearinghouse for environmental studies and community information and education activities in the Pensacola Bay Watershed area. Currently there is an interlocal agreement between Escambia and Santa Rosa Counties and the Cities of Pensacola, Gulf Breeze and Milton which solidifies the organization into an entity which accepts funding and promotes the goals of the committee. The council is comprised of elected officials from each of these governmental agencies.

Transportation Planning Organization (TPO) - $1,600 The TPO, which includes five representatives from the City Council, sets transportation priorities for the region. City participation on the TPO is required by State statute.

West Florida Regional Planning Council - $2,400 Participation by the City of Pensacola in the West Florida Regional Planning Council is voluntary. The Council serves as staff arm to the Transportation Planning Organization and is also involved in the review and sign-off of various federal grants including most grants for the Pensacola Regional Airport.

ECONOMIC DEVELOPMENT: Gulf Coast African American Chamber of Commerce - $10,000 The Gulf Coast African American Chamber of Commerce is a service organization. Its function is to be an information resource for members and the community at large, providing employment, economic development and culturally related information. The Chamber serves as a catalyst for developing new businesses and enhancing existing African-American businesses in the City to provide the necessary resources for keeping the dollars within the Community as opposed to the current trend of spending million s of dollars for transient workers and out of state contractors.

Pensacola-Escambia Development Commission (PEDC) - $120,000 The PEDC is the board responsible for the promotion and development of industrial, tourist, and commercial attributes and facilities in the area. The nine-member board consists of representatives from the City, the County, the Town of Century, and the Chamber of Commerce. The City provides funding jointly with the County through an interlocal agreement.


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EXTERNAL AGENCIES (Continued) Pensacola Area Chamber of Commerce-Foundations - $75,000 Foundations for the Future is a program developed in 1994 and designed to raise $5 million to escalate economic development efforts in the Pensacola area. Efforts are focused in the areas of business development and retention, armed services development and retention, and tourism development and retention. (NOTE: Additional Foundation funding provided by Energy Services ($62,500) and Airport ($37,500)

OTHER OUTSIDE AGENCIES:

First Call for Help – $10,000

A regional program supported by and coordinated by the United Way of Escambia County. First Call for Help is a resourceful service that provides health, human service and community information in Escambia, Okaloosa, and Walton counties of Florida. This program was established 25 years ago and this year, the Information and Referral Specialists are expected to answer 35,000 calls.

Lakeview Center, Inc. - $20,000 Lakeview Center, Inc. (LCI) is a private not-for-profit corporation which provides mental health and other treatment services. LCI is designated by the State of Florida as the public receiving facility in Escambia County for Baker Act patients. In conjunction with this activity, LCI provides around-the-clock emergency services and operates a licensed 30-bed Crisis Stabilization Unit (CSU). This facility is utilized by the Pensacola Police Department in situations involving individuals needing involuntary treatment under the Florida Mental Health Act. Funding from the City is used to provide a screening specialist in the CSU.

NMNA Flight Academy - $10,000 The National Museum of Naval Aviation (NMNA) is currently in development of the Phase IV Museum expansion which will volumetrically double the size of the complex with the addition of a six-story wing, a twelve-story observation tower and the six-story Academy building. The intent of the National Flight Academy (NFA) is to allow 7th through 12th graders from all fifty states to experience a total emersion into the world of aviation for an intense six-day period. The NFA’s core curriculum will include aerodynamics, propulsion, navigation, communications, flight physiology and meteorology. The City of Pensacola has pledged to contribute $100,000 towards this project payable over a ten (10) year period (FY 2005 – FY 2014).

Pensacola Promise Inc./Chain Reaction - $1,500 Pensacola’s Promise/Chain Reaction is a local affiliate of America’s Promise – The Alliance for Youth. Locally, they are an alliance of businesses, non-profit organizations, agencies and youth who work together to build and strengthen the character and competence of Pensacola’s children and youth. Their mission is to unite the community to enhance the lives of the area youth. Pensacola’s Promise/Chain Reaction serves the entire Escambia County area and impacted youth throughout Northwest Florida.

Pensacola Sertoma Club - $1,500 The Pensacola Sertoma Club has sponsored the annual Fourth of July fireworks display for the past several years. The budgeted amount represents the City's portion of funding for this community event. The remaining funds will be raised through Escambia County budgeted contributions and private in-kind donations.


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EXTERNAL AGENCIES (Continued)

St. Michael’s Cemetery - $2,000

The St. Michael’s Cemetery Foundation of Pensacola, Inc. is a nonprofit foundation that works with various groups and individuals to preserve the St. Michael’s Cemetery. St. Michael’s is an historic site in the heart of urban, historic Pensacola and was designated a cemetery by the King of Spain in 1807. The cemetery is an open air museum that is a testament to the diverse history of Pensacola. The budgeted amount represents the City’s financial support towards the enhancement of this irreplaceable historic site as a tourist attraction.

HUMAN SERVICES:

Contract with United Way - $30,000

The United Way works with the Human Services Appropriations Committee to review funding requests from community service organizations and provide recommendations to the City Council. United Way Human Services Appropriations Administration recommendations for community service organizations are budgeted at $30,000. Agencies receiving funds through this process are shown in the budget under "Human Services".

ARTS/CULTURAL/HISTORICAL

Arts Council of Northwest Florida, Inc. - $40,000

Funding is provided for the Arts Council of Northwest Florida for allocation for arts, cultural and historical enhancements to the area. The request includes funding to support grants for local organizations, and Arts Council programs which are economic development services.


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INTERNAL AGENCIES

MANAGEMENT AGREEMENT: Saenger Theatre - $200,000 The City maintains a management agreement for continued management of the City's performing arts facility -- the Saenger Theater. The agreement sets forth the terms for payment of operating expenses and a management fee, which are both included in the budgeted line item. Previously, this agreement included the management of the Bayfront Auditorium, however that facility was demolished during fiscal year 2005, therefore, the management agreement is for the Saenger Theatre only. The total amount budgeted includes $250,000 for operating expenses only. Extensive renovations have been underway and no additional capital outlay dollars will be required for fiscal year 2010.

INTERFUND TRANSFERS: Escambia-Pensacola Library - $1,344,200 The City operates the West Florida Public Library system under an interlocal agreement with Escambia County. Escambia County and the City of Pensacola share costs for the services provided in these areas based on patron usage.

CRA - Tax Increment District - $1,657,800 Community redevelopment within the Redevelopment Area is financed primarily from tax increment revenues allocated to and deposited in the Urban Core Redevelopment Trust Fund established pursuant to Section 163.387, Florida Statutes. Tax increment revenues are paid to the Redevelopment Trust Fund by taxing authorities, other than school districts and water management districts, which have taxing jurisdiction within the Redevelopment Area. Presently, those taxing authorities include Escambia County, the City of Pensacola and the City of Pensacola Downtown Improvement Board. The amount of funds appropriated by each taxing authority to the Urban Core Redevelopment Trust Fund is equal to 95% of the difference between the amount of ad valorem real property taxes levied by the taxing authority each year within the Redevelopment Area and the amount which would have been produced by the same levy on the assessed value of taxable real property in the Redevelopment Area in calendar year 1983 (Fiscal Year 1984).

The concept of a CRA using the Tax Increment Financing (TIF) funds (monies deposited in the Urban Core Redevelopment Trust Fund) relates the growth, redevelopment and subsequent property value increase in the Redevelopment Area to the continued improvement of the Area. TIF funds can only be used to undertake planning and construction of improvements (infrastructure, streetscape projects, affordable housing, recreation/park projects, etc.) within the Redevelopment Area.


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INTERNAL AGENCIES (Continued)

Eastside Tax Increment District - $42,600 In February 2004, the City Council adopted the Eastside Neighborhood Plan which focuses on continued improvement in the quality of the neighborhood’s residential and commercial segments through urban infill and redevelopment as well as infrastructure improvements. One action outline in the Plan was the establishment of a Tax Increment Financing District, specifically limited to the Eastside neighborhood, as a funding source for the revitalization activities. Tax increment revenues are paid to the Eastside Tax Increment Financing District Fund by taxing authorities, other than school districts and water management districts, which have taxing jurisdiction within the Eastside Neighborhood. Presently, those taxing authorities include Escambia County and the City of Pensacola. The amount of funds appropriated by each taxing authority to the Eastside Tax Increment Financing District Fund is equal to 95% of the difference between the amount of ad valorem real property taxes levied by the taxing authority each year within the Eastside Neighborhood and the amount which would have been produced by the same levy on the assessed value of taxable real property in the Neighborhood Area in calendar year 2005 (Fiscal Year 2006). The concept of using the Tax Increment Financing (TIF) funds (monies deposited in the Eastside Tax Increment Financing District Fund) relates the growth, redevelopment and subsequent property value increase in the Eastside Neighborhood to the continued improvement of the neighborhood. Specific projects that can be used with TIF revenues include, but are not limited to, neighborhood streetscape improvements, design and construction of neighborhood gateway enhancements, construction of traffic calming features, enhancement of Central Park and I-110 Farmers’ Market site and lot acquisition for infill construction within the Eastside Neighborhood. The neighborhood boundaries are Cervantes Street, N. 9th Avenue, Hayne Street and Baars Street.

Residential Stormwater Assessment Assistance Program - $100 The City has designated $100 to provide stormwater assessment assistance to eligible property owners. To be eligible, the taxable value of the owner’s homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $100 is exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future based on pervious assistance.

Residential Sanitation Assistance Program - $6,000 The City has designated $6,000 to provide sanitation service assistance to eligible property owners. To be eligible, the taxable value of the owner’s homesteaded property must be $25,000 or less and the gross household income would be $10,025 or less. The City provides assistance until the $6,000 is exhausted. The funding assistance will be for one year only and an application is required every year with no guarantee of funding assistance in the future based on pervious assistance.


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PENSACOLA GULF COAST REGIONAL AIRPORT

Total Positions: 63* Nine (9) positions are funded by Airport Department; however, chain of command and supervision retained in Fire Department.

ADMINISTRATIVE ACCOUNT CLERK (1)CLERK III (1)

SR ADMINISTRATIVE OFFICER I (1)

EXECUTIVE ASSISTANT (1)

ADMINISTRATIVE OFFICER II (1)

PROPERTIES DEVELOPMENTMANAGER OF AIRPORT PLANNING & DEVELOPMENT (1)

ADMINISTRATIVE OFFICER I (2)

FINANCE & ADMINISTRATIONSENIOR ADMINISTRATIVE OFFICER III (1)

CONTRACT COMPLIANCE & ACQUISITIONSAIRPORT PROPERTIES MANAGER (1)

NETWORK/SYSTEMNETWORK/SYSTEM ENGINEER II (1)

CONTRACT ADMINISTRATIONADMINISTRATIVE ASSISTANT (1)

ASSISTANT AIRPORT DIRECTORASSISTANT AIRPORT DIRECTOR FOR FINANCE (1)

AIRPORT POLICE LIEUTENANT (1)

AIRPORT POLICE SERGEANT (1)

AIRPORT POLICE OFFICER (7)

AIRPORT TRAFFIC OFFICER (5)

AIRPORT POLICECAPTAIN (1)

AIRPORT OPERATIONS OFFICER (2)AIRPORT OPERATIONS DISPATCHER (6)

AIRPORT OPERATIONSDUTY MANAGER (1)

AIRPORT ELECTRICIAN III (1)

AIRPORT ELECTRICIAN II (2)

HVAC TECHNICIAN II (1)

HVAC TECHNICIAN I (1)

AIRPORT ELECTRONICS TECHNICIAN (1)

AIRPORT MAINTENANCE TECHNICIAN III (1)

AIRPORT MAINTENANCE TECHNICIAN II (6)

AIRPORT MAINTENANCESUPERVISOR - ELECTRICAL (1)

FIRE CAPTAIN II (3) *FIRE ENGINEER (6) *

AIRPORT AIRCRAFTRESCUE & FIREFIGHTING

OPERATIONSASSISTANT AIRPORT DIRECTOR FOR OPERATIONS (1)

MARKETING & AIR SERVICE DEVELOPMENTMANAGER OF AIR SERVICE DEVELOPMENT & MARKETING (1)

AIRPORT DIRECTOR


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DEPARTMENT BUDGET SUMMARY

DEPARTMENT/UNIT NAME: Airport FUND: 404 DEPARTMENT DESCRIPTION

The purpose of the Airport Department is to meet the needs of the traveling public, both commercial and private passengers. This mission includes safety and security concerns as well as providing facilities and services through Airport resources and concession contracts.

REVENUE SUMMARY ACTUAL ACTUAL BEGIN BGT APPROVEDFY 2007 FY 2008 FY 2009 FY 2010

BEGINNING FUND BALANCE $ 4,206,422 17,659,273 800,000 2,257,100REVENUES:AIRPORT CHARGES Air Carrier Landing Fees 876,769 772,961 1,505,800 1,214,700 U.S.Government-TRACON 30,072 41,075 30,000 0 U.S.Government-FASCO 248,372 248,002 250,000 250,000 Rental Cars 3,585,173 3,729,473 4,000,000 3,400,000 Rental Cars - Off Airport 224,351 225,972 180,000 25,000 Rental Car Customer Facility Charge (Garage) 613,980 662,088 600,000 600,000 Rental Car Customer Facility Charge (Service Facility) 1,046,956 1,579,728 2,019,400 1,600,000 Rental Car Service Facility Rent 0 0 0 450,000 Fixed Base Operators 113,586 112,379 130,000 122,000 Restaurant and Lounge 336,897 354,642 312,500 300,000 Advertising 67,976 44,937 75,000 75,000 Hangers Rental 119,448 97,433 300,000 150,000 Commerce Park 0 0 0 150,000 Parking Lot 4,631,580 4,521,398 5,100,000 5,690,000 Airline Rentals 2,961,964 3,353,107 3,000,000 3,000,000 Gift Shop 200,819 226,050 300,000 260,000 Taxi Permits 69,238 62,390 41,000 41,000 Sale of Assets 2,015,705 26,325 0 0 Miscellaneous 244,172 1,168,155 225,000 307,000 Apron Area Rentals 1,148,983 1,207,359 1,000,000 1,000,000 Loading Bridge Fees 14,417 45,417 21,000 65,000 Interest Income 595,011 662,959 300,000 200,000SUB-TOTAL OPERATING REVENUES 19,145,469 19,141,850 19,389,700 18,899,700SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 23,351,891 36,801,123 20,189,700 21,156,800

PASSENGER FACILITY CHARGE 1 3,444,040 3,327,974 3,410,000 3,000,000GRANTS Federal 19,574,117 885,224 3,625,000 3,625,000 State 2,629,477 1,879,658 1,000,000 1,000,000SUB-TOTAL GRANTS 22,203,594 2,764,883 4,625,000 4,625,000TOTAL REVENUES AND FUND BALANCE $ 48,999,525 42,893,980 28,224,700 28,781,8001Includes Interest Earnings.


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DEPARTMENT/UNIT NAME: Airport FUND: 404 BUDGET SUMMARY

OPERATING COSTS ACTUAL FY 2007

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 4,037,239 4,281,448 4,789,200 4,894,800 Operating Expenses 5,279,110 5,683,388 7,139,000 8,431,700 Capital Outlay 4,507,087 19,261,989 2,100,000 750,000

SUBTOTAL 13,823,436 29,226,825 14,028,200 14,076,500 Debt Service – GARB 3,004,094 3,070,076 4,291,000 4,214,600 Debt Service – Customer Facility Charge (RCSF) 0 115,087 1,319,400 1,239,300 Debt Service – Army Reserve Property 0 0 0 972,000 Cost Recovery/(Allocated Overhead) 479,500 551,100 551,100 654,400

SUBTOTAL 17,307,030 32,963,088 20,189,700 21,156,800 Federal Grant 16,758,920 877,942 3,625,000 3,625,000 State Grant 2,576,330 1,960,709 1,000,000 1,000,000 Passenger Facility Charge (Capital & Debt Service) 7,028,884 (73,671) 3,410,000 3,000,000

TOTAL $ 43,671,164 35,728,068 28,224,700 28,781,800

PROGRAM COSTS

PROGRAM NAME ACTUAL FY 2007

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Airport Administration $ 11,154,625 23,459,230 6,684,000 3,487,900 Maintenance 0 2,891,313 3,825,300 7,282,500 Operations 0 622,234 805,000 652,200 Security 1,502,282 1,168,514 1,343,000 1,388,900 Aircraft Rescue & Firefighting Facility (ARFF) 1,166,529 1,085,534 1,370,900 1,265,000

Subtotal 13,823,436 29,226,825 14,028,200 14,076,500 Debt Service – GARB 3,004,094 3,070,076 4,291,000 4,214,600 Debt Service – Customer Facility Charge (RCSF) 0 115,087 1,319,400 1,239,300 Debt Service – Army Reserve Property 0 0 0 972,000 Cost Recovery/(Allocated Overhead) 479,500 551,100 551,100 654,400

Subtotal 17,307,030 32,963,088 20,189,700 21,156,800 Federal Grant 16,758,920 877,942 3,625,000 3,625,000 State Grant 2,576,330 1,960,709 1,000,000 1,000,000 Passenger Facility Charge (Capital & Debt Service) 7,028,884 (73,671) 3,410,000 3,000,000

TOTAL $ 43,671,164 35,728,068 28,224,700 28,781,800


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PROGRAMS AND OBJECTIVES

DEPARTMENT/UNIT NAME: Airport FUND: 404 PROGRAM NAME: Airport Administration COST: $ 3,487,900

The Airport's mission is to serve the aviation needs of the region with commercial air service, general aviation services, and air cargo service. Ancillary services provided by the Airport for the traveling public include the roadways, parking lots, rental cars, gift shop, food and beverage and other related services. Services for the General Aviation community are provided by the Fixed Base Operator.

Airport Administration meets this mission by overseeing all leases, service contracts, grants, construction projects, master planning, record retention, marketing and air service development. The administration of the leases and concession contracts provides the fiscal resources necessary for continued operations.

Funding of capital projects is secured and administered through federal and state grants, Passenger Facility Charges (PFC), Customer Facility Charges (CFC) and the Airport Capital Improvement Program. Airport Administration ensures compliance with PFC, CFC, FAA, FDOT and TSA funding requirements.

Airport Administration establishes and oversees the marketing of the airport in a manner that ensures continued competitiveness with neighboring airports and promotes increased passenger utilization of this airport. Communications with new and existing air carriers on a continuous basis is performed by Airport Administration to ensure that the level of air service continues to be maintained or increased at Pensacola Gulf Coast Regional Airport.

OBJECTIVES

Financially Sound, Sustainable City Government Maximize Non-Airline revenue. Maintain a fee and rental structure for the facilities and services at the Airport which will make the airport as self-sustaining as possible in keeping

with Federal Grant Assurance Number 24.

Responsive, Customer-Oriented City Services To continue an advertising/marketing program for the Airport to provide improved air service through existing or new carriers. To maintain the parking facility at a level to provide adequate parking to meet the current and future needs of the traveling public. To continue to provide for the needs of the traveling public through adequate services, concessions, and safety issues.

Pensacola: A Growing City Implement objectives outlined in the Airport Master Plan. Development of marketing and air service development efforts to promote increased passenger utilization of airport facilities.


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DEPARTMENT/UNIT NAME: Airport FUND: 404 PROGRAM NAME: Maintenance COST: $ 7,282,500

The mission of Airport Maintenance is to maintain all buildings and infrastructure on the airport to ensure compliance with FAA guidelines and to provide adequate, safe and comfortable accommodations for the traveling public. Maintenance of the 1,400 acre airport property includes upkeep of the airfield runway/taxiway lighting system, airfield signage, 7 + miles of perimeter road and fencing, runways/taxiways/ramp pavement, markings, clear zone, and safety areas in accordance with Part 139. Preventive maintenance and upkeep of the 160,000 SF terminal building and other airport owned buildings are also performed by the Maintenance Division.

OBJECTIVES

City Government: Trusted and Respected Provide a positive image of the Airport and the City by maintaining a knowledgeable, courteous and professional staff.

Responsive, Customer-Oriented City Services Maintain airport facilities and infrastructure at a level to provide for the current and future needs of the traveling public.


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DEPARTMENT/UNIT NAME: Airport FUND: 404 PROGRAM NAME: Operations COST: $ 652,200

The Federal Aviation Administration (FAA) oversees the certification of airports providing scheduled air service to the traveling public. In order to secure and maintain FAA certification, airports must operate in accordance with the standards as established in FAR Part 139. Inspection and monitoring of the airfield and fuel farm to ensure compliance with Part 139 certification requirements is the mission of the Airport’s Operation Division. Part 139 certification requirements also require the inspection and permitting of all vehicles operating on the airfield which is performed by the Operations Division.

Employees of the Operations Division also act as the Airport Security Coordinators to ensure that the airport is operated in accordance with Transportation Security Administration (TSA) requirements. This Division ensures compliance with TSA security regulation FAR Part 1542 concerning access to secured areas of the Airport by overseeing control mechanisms such as card access doors and gates and identification badging of all employees. Performing fingerprinting, driver's testing, and background checks for City and tenant employees requiring access to SIDA (security Identification display area) in accordance with Part 1542 falls under the duties of the Operations Division.

Maintaining a 24 hour point of contact for communication with Airport tenants and the traveling public is another mission of the Operations unit at the Pensacola Gulf Coast Regional Airport. An on-site Airport Operations Center (AOC) manned 24 hours per day, 7 days per week monitors such functions as incoming telephone calls, traveler inquiries, maintenance/repair requests, building alarms, and closed circuit television monitors. The division also maintains all records in accordance with both Part 139 and Part 1542 requirements.

OBJECTIVES

City Government: Trusted and Respected Provide a positive image of the Airport and the City by maintaining a knowledgeable, courteous and professional staff.

Provide regular training for the Airport operations officers and Dispatchers in the regulations and procedures necessary for their jobs.

Maintain computerized identification badge system that can provide information by employee, employer, number, etc.

Inspect and monitor airfield and fuel farm areas to ensure compliance with Part 139 requirements.

Maintain Security Identification Display Area (SIDA) initiatives to meet the requirement of FAR Part 1542.

Maintain computerized fingerprinting database and 10-year criminal history background checks for all Airport employees requiring unescorted access to secured areas of the Airport.

Responsive, Customer-Oriented City Services Assist the traveling public by providing a safe Airport environment and a centralized 24 hour a day point of contact for inquires and emergency

notification.


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DEPARTMENT/UNIT NAME: Airport FUND: 404 PROGRAM NAME: Security COST: $1,388,900

Maintaining the safety of the traveling public is the mission of the Security Unit at Pensacola Gulf Coast Regional Airport. A major part of this mission is assuring compliance with increased Transportation Security Administration (TSA) regulations resulting from the events of September 11, 2001. Safety of visitors in front of the terminal is maintained by monitoring traffic conditions in this congested area and enforcing the regulations established to ensure safety of pedestrians and the flow of vehicular traffic while law enforcement is provided by the sworn Airport Police Officers.

All employees in the Security Division recognize their highly visible position at the Airport and strive to present a positive image of Pensacola through their courteous attention to the needs of the traveling public.

OBJECTIVES

City Government: Trusted and Respected Provide a positive image of the Airport and the City by maintaining a knowledgeable, courteous and professional staff. Provide regular training for the Airport Police Officers and traffic officers in the regulations and procedures necessary for their jobs. Enhanced law enforcement for safety during construction projects.

Responsive, Customer-Oriented City Services Assist the traveling public by providing a safe Airport environment. Provide law enforcement and traffic enforcement to maintain traffic flow, ensure safety and offer friendly assistance.

PROGRAM NAME: Aircraft Rescue & Firefighting Facility (ARFF) COST: $ 1,265,000

The Federal Aviation Administration (FAA) requires all airports to respond to aircraft incidents with equipment providing a minimum of water and dry chemical firefighting capability. The mission of the ARFF function of the Airport is to meet this requirement with two (2) trucks, each of which can be operated by one (1) fully trained person allowing for full coverage with minimum personnel. The ARFF personnel will also augment other Airport personnel for runway/taxiway inspections.

OBJECTIVES

City Government: Trusted and Respected To provide initial response to all aircraft incidents within FAA mandated time constraints.

To provide training to the firefighters through the use of quality training programs.

To maintain firefighting staff in order to reflect an Index C rating.


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5,500 5,500 5,500 9342 TRAINING 53,870 62,064 93,700 84,200 61,500 61,500 9341 RENTALS 32,305 32,127 5,500

5,500 5,500 5,500 9340 PRINTING & BINDING 8,949 7,731 12,700 12,700 12,700 12,700 9339 POSTAGE 2,633 3,183 5,500

46,800 25,300 25,300 9338 ADVERTISING 308,500 323,561 504,200 460,000 460,000 860,000 9337 TRANSPORTATION 28,769 30,316 46,800

471,000 471,000 471,000 9336 COMMUNICATION 188,988 202,688 200,600 264,100 264,100 264,100 9335 PROFESSIONAL SERVICES 315,126 298,729 423,000

1,903,300 1,903,300 1,503,300 9334 SMALL TOOLS & MINOR EQUIP 45,033 108,473 123,000 47,500 47,500 47,500 9333 REPAIRS & MAINTENANCE 835,798 1,079,195 1,174,600

9,400 9,400 9,400 9332 OPERATING SUPPLIES 57,460 36,649 99,000 99,000 99,000 99,000 9331 OFFICE SUPPLIES 5,661 4,888 9,700

80,400 80,400 80,400 SUBTOTAL PERSONAL SERVICES 4,037,239 4,281,448 4,789,200 4,923,600 4,894,800 4,894,800

9133 FLORIDA RETIREMENT SYSTEM 12,511 61,348 59,400

9,100 9,100 9,100 9131 UNEMPLOYMENT 0 6,436 0 0 0 0 9130 WORKER'S COMPENSATION 6,418 30,159 6,800

27,500 27,500 27,500 9129 DEFERRED COMP PENS PLAN 12,461 12,570 11,800 11,800 11,800 11,800 9128 DIFFERENTIAL PAY 23,089 25,437 24,700

242,800 242,800 242,800 9126 INCENTIVE PAY 15,097 16,878 17,500 17,400 17,400 17,400 9125 EXTRA PERSONAL SERVICES 175,991 194,761 242,800

86,500 86,500 86,500 9123 DISABILITY/SURV INSURANCE 19,293 19,059 18,600 18,400 18,400 18,400 9122 REPLACEMENT BENEFIT PGM 103,065 93,832 93,400

37,000 37,000 37,000 9121 GROUP INSURANCE 222,700 216,020 308,000 326,300 323,200 323,200 9120 SOCIAL SECURITY 6,444 28,861 25,000

34,300 34,300 34,300 9119 ADDITIONAL REGULAR PAY 30,762 11,290 27,600 27,600 27,600 27,600 9118 MEDICARE PREMIUM 30,753 33,905 33,000

320,400 320,400 339,400 9116 POLICE PENSION FUND 114,983 113,022 101,200 108,800 108,800 116,100 9115 FIREMEN'S PENSION FUND 227,538 267,976 291,000

83,700 78,000 78,000 9114 GENERAL PENSION FUND 441,304 482,589 526,200 529,300 529,300 529,300 9113 LONGEVITY 75,040 75,903 81,300

2,695,700 2,695,700 2,669,400 9112 OVERTIME 322,399 176,015 336,200 266,600 246,600 246,600 9111 SALARIES 2,197,394 2,415,387 2,584,700

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 404 - AIRPORT FUND

ACCOUNT/TITLEFY 2007ACTUAL

FY 2008ACTUAL


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FUND - 404 - AIRPORT FUND


FY 2008ACTUAL

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9343 DUES, SUBS, & MEMBERSHIPS 37,847 40,805 48,800 48,800 48,800 48,800 9345 MAINT & REPR OF VEHICLES 51,012 104,050 69,000 111,000 111,000 111,000 9346 LIABILITY INSURANCE 777,132 727,908 870,700 1,213,000 1,213,000 1,213,000 9347 UTILITIES 642,931 696,520 831,600 856,600 856,600 856,600 9348 FUELS & LUBRICANTS 76,656 62,882 59,000 59,000 59,000 59,000 9349 CLOTHING SUPPLIES 21,046 29,137 32,800 31,800 31,800 31,800 9351 MED & FIRST AID SUPPLIES 360 0 0 0 0 0 9355 AGRICULTURAL SUPPLIES 15,711 31,112 73,800 70,800 70,800 70,800 9357 OTHER CONTRACTUAL SERVICE 1,738,533 1,740,113 2,280,500 2,579,700 2,579,700 2,579,700 9360 MISCELLANEOUS 12,929 35,288 20,000 20,000 20,000 20,000 9361 UNCLASSIFIED 45 210 0 0 0 0 9364 SERVICE AWARDS 0 0 0 0 0 0 9365 LANDFILL FEES 0 8 0 0 0 0 9370 NON-CAPITALIZED ASSETS 21,818 25,751 154,500 76,200 76,200 76,200

SUBTOTAL OPERATING EXPENSES 5,279,110 5,683,388 7,139,000 8,475,900 8,431,700 8,431,700

9662 BUILDINGS 0 13,867 0 0 0 0 9665 MACHINERY & EQUIPMENT 290,476 98,854 237,000 0 0 0 9666 OFFICE EQUIPMENT 0 35,254 0 0 0 0 9667 ROAD EQUIPMENT 166,749 60,021 60,000 0 0 0 9669 CONST WORK IN PROGRESS 4,049,862 19,053,993 1,803,000 1,550,000 750,000 750,000

SUBTOTAL CAPITAL OUTLAY 4,507,087 19,261,989 2,100,000 1,550,000 750,000 750,000

9771 PRINCIPAL 1,295,000 1,365,000 1,800,000 2,700,000 2,700,000 2,800,000 9772 INTEREST 1,709,094 1,820,163 3,810,400 3,706,000 3,706,000 3,625,900

SUBTOTAL DEBT SERVICE 3,004,094 3,185,163 5,610,400 6,406,000 6,406,000 6,425,900

9992 ALLOCATED OVERHEAD(COST RECOVERY) 479,500 551,100 551,100 556,600 654,400 654,400 SUBTOTAL NON-OPERATING 479,500 551,100 551,100 556,600 654,400 654,400

SUBTOTAL AIRPORT FUND 17,307,030 32,963,088 20,189,700 21,912,100 21,136,900 21,156,800


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3,625,000 3,625,000 3,625,000

SUBTOTAL AIRPORT CONST - FEDERAL 16,758,920 877,942 3,625,000 3,625,000 3,625,000 3,625,000

SUBTOTAL CAPITAL OUTLAY 16,758,920 877,942 3,625,000

0 0 0

9669 CONST WORK IN PROGRESS 16,758,920 877,942 3,625,000 3,625,000 3,625,000 3,625,000

SUBTOTAL OPERATING EXPENSES 0 0 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9335 PROFESSIONAL SERVICES 0 0 0 0 0 0


FY 2008ACTUAL

FY 2009BUDGET

FUND - 404 - AIRPORT FUND DEPARTMENT - 0660 - AIRPORT CONST. DEPARTMENTFUNCTION - 540 - TRANSPORTATION COST CENTER - 066030 - AIRPORT CONST - FEDERAL


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0 0 0

SUBTOTAL AIRPORT CONST - STATE 2,576,330 1,960,709 1,000,000 1,000,000 1,000,000 1,000,000

SUBTOTAL GRANTS AND AIDS 178,750 0 0

1,000,000 1,000,000 1,000,000 9882 AID TO PRIVATE AGENCIES 178,750 0 0 0 0 0

SUBTOTAL CAPITAL OUTLAY 2,397,580 1,960,709 1,000,000

0 0 0 9669 CONST WORK IN PROGRESS 2,339,871 1,990,078 1,000,000 1,000,000 1,000,000 1,000,000 9667 ROAD EQUIPMENT 0 3,340 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9665 MACHINERY & EQUIPMENT 57,709 (32,709) 0 0 0 0


FY 2008ACTUAL

FY 2009BUDGET

FUND - 404 - AIRPORT FUND DEPARTMENT - 0660 - AIRPORT CONST. DEPARTMENTFUNCTION - 540 - TRANSPORTATION COST CENTER - 066040 - AIRPORT CONST - STATE


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3,000,000 3,000,000 3,000,000 SUBTOTAL PFC APPROVED 7,028,884 (73,671) 3,410,000

2,162,400 2,162,400 2,162,400 SUBTOTAL DEBT SERVICE 52,300 318,836 2,457,800 2,393,700 2,393,700 2,393,700

9772 INTEREST 2,300 318,836 2,457,800

606,300 606,300 606,300 9771 PRINCIPAL 50,000 0 0 231,300 231,300 231,300

SUBTOTAL CAPITAL OUTLAY 6,855,199 (296,747) 952,200

0 0 0 9669 CONST WORK IN PROGRESS 6,855,199 (296,747) 952,200 606,300 606,300 606,300

SUBTOTAL OPERATING EXPENSES 121,386 (95,760) 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9335 PROFESSIONAL SERVICES 121,386 (95,760) 0 0 0 0


FY 2008ACTUAL

FY 2009BUDGET

FUND - 404 - AIRPORT FUND DEPARTMENT - 0660 - AIRPORT CONST. DEPARTMENTFUNCTION - 540 - TRANSPORTATION COST CENTER - 066050 - PFC APPROVED


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CITY OF PENSACOLA, FLORIDA PERSONNEL SCHEDULE

AIRPORT/OPERATIONS & MAINTENANCE/SECURITY

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1014 - Airport Director 1 C-05 1 C-05 1 C-051068 - Assistant Airport Director for Finance 1 C-04 1 C-04 1 C-041069 - Assistant Airport Director for Operations 1 C-04 1 C-04 1 C-041007 - Administrative Assistant 1 (o) C-04 1 C-041053 - Manager of Air Service Development & Marketing 1 C-03 1 C-03 1 C-031067 - Manager of Airport Planning & Development 1 C-03 1 C-03 1 C-031038 - Legal Assistant (m,o) C-035610 - Airport Police Captain 1 (e) C-03 1 C-03 1 C-035612 - Airport Police Lieutenant 1 (e) C-02 1 C-02 1 C-021074 - Neighborhood Enhancement Team Coordinator (f,n) C-021175 - Airport Properties Manager 1 (n) C-02 1 C-028028 - Executive Assistant 1 (q) C-012022 - Senior Administrative Officer III 1 (i) GE-21 1 GE-212003 - Administrative Officer III 1 GE-19 (i) GE-192124 - Network/System Engineer II 1 GE-19 1 GE-19 1 GE-192097 - Airport Maintenance Supervisor - Electrical 1 GE-18 1 GE-18 1 GE-182099 - Airport Maintenance Supervisor - Technical 1 GE-18 1 GE-18 (r) GE-182101 - Airport Operations Duty Manager 2 GE-18 1 (l) GE-18 1 GE-184092 - Airport Electrician III 1 GE-17 1 GE-17 1 GE-172042 - Airport Electronics Technician 1 (r) GE-174091 - Airport Electrician II 2 GE-16 2 GE-16 2 GE-162004 - Administrative Officer II 1 GE-15 1 GE-15 1 GE-152013 - Airport Operations Officer 2 (k,l) GE-15 2 GE-155614 - Airport Police Sergeant 1 AP-02 1 AP-02 1 AP-022020 - Senior Administrative Officer I 1 (p) GE-134077 - HVAC Technician II 1 GE-13 1 GE-13 1 GE-135602 - Airport Police Officer 7 AP-01 7 AP-01 7 AP-012010 - Administrative Officer I 2 (d) GE-11 2 GE-11 2 GE-114093 - Airport Operations Assistant 1 (d) GE-11 (k) GE-114076 - HVAC Technician I 1 GE-10 1 GE-10 1 GE-106034 - Airport Maintenance Technician III 1 GE-08 1 GE-08 1 GE-084063 - Airport Operations Dispatcher 6 (b,c) GE-07 6 GE-07 6 GE-077012 - Airport Maintenance Technician II 5 GE-06 6 (h) GE-06 6 GE-063003 - Administrative Account Clerk 1 GE-05 2 (j) GE-05 1 (p) GE-057008 - Airport Custodial Worker 1 GE-03 (h) GE-035603 - Airport Traffic Officer 5 GE-03 5 GE-03 5 GE-033005 - Clerk III 2 (c) GE-03 1 (j) GE-03 1 GE-035018 - Fire Captain II 3 (g) F-05 3 F-055015 - Fire Engineer 6 (g) F-03 6 F-03

(a) (a) (a)

Total 51 62 63

NOTE: Throughout the City, lower range positions may be paid from higher range positions.

APPROVED 2010BEGINNING 2008 BEGINNING 2009


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AIRPORT/OPERATIONS & MAINTENANCE/SECURITY (CONTINUED)

(a) Battalion Chief & Administrative Office support personnel to ARFF Facility (Percentage paid by Airport).

(b) Transfer one (1) Sanitation Equipment Operator I (GE-07) from Sanitation Services and Fleet Management Trash Collection to Airport and change title to Airport Operations Dispatcher (GE-07); 06/04/07.

(c) Reclass one (1) Clerk III (GE-03) to Airport Operations Dispatcher (GE-07) with adoption of FY 2008 Budget; 10/01/07.

(d) Change title of one (1) Administrative Officer I (GE-11) to Airport Operations Assistant (GE-11) with adoption of FY 2008 Budget; 10/01/07.

(e) Creation of unclassified Airport Police Captain (C-03) and Airport Police Lieutenant (C-02) which will convert the classified positions to unclassified upon vacation of position or election of employee currently occupying the position with adoption of FY 2008 Budget; 10/01/07.

(f) Transfer one (1) Neighborhood Enhancement Team Coordinator (C-02) from Community Development to Airport; 10/08/07.

(g) Transfer three (3) Fire Captain II (F-05) and six (6) Fire Engineer (F-03) from Fire to Airport/ARFF with adoption of 30-Month Budget; 06/01/08.

(h) Transfer one (1) Instrument Technician (GE-06) from Engineering to Airport and change title to Airport Maintenance Technician II (GE-06) and transfer one (1) Airport Custodial Worker (GE-03) from Airport to Engineering and change title to Engineering Aid (GE-02); 06/01/08.

(i) Transfer one (1) Senior Administrative Officer III (GE-21) from Financial Services to Airport and transfer one (1) Administrative Officer III (GE-19) from Airport to Financial Services and change title to Senior Administrative Officer II (GE-17); 06/01/08.

(j) Transfer one (1) Administrative Account Clerk (GE-05) from Financial Services to Airport and transfer one (1) Clerk III (GE-03) from Airport to Financial Services; 06/01/08.

(k) Transfer one (1) Administrative Officer II (GE-15) from Energy Services of Pensacola to Airport and change title to Airport Operations Officer (GE-15) and transfer one (1) Airport Operations Assistant (GE-11) from Airport to Energy Services of Pensacola and change title to Administrative Officer I (GE-11); 06/10/08.

(l) Change title of one (1) Airport Operations Duty Manager (GE-18) to Airport Operations Officer (GE-15); 08/04/08.

(m) Transfer one (1) Legal Assistant (C-03) from Energy Services of Pensacola to Airport; 09/08/08.

(n) Change title of one (1) Neighborhood Enhancement Team Coordinator (C-02) to Airport Properties Manager (C-02) with adoption of FY 2009 Budget; 10/01/08.

(o) Change title of one (1) Legal Assistant (C-03) to Administrative Assistant (C-04) with adoption of FY 2009 Budget; 10/01/08.

(p) Transfer one (1) Senior Administrative Officer I (GE-13) from Community Development to Airport and transfer one (1) Administrative Account Clerk (GE-05) from Airport to Community Development; 02/23/09.

(q) Transfer one (1) Executive Assistant (C-01) from City Manager to Airport; 03/09/09.

(r) Change title of one (1) Airport Maintenance Supervisor – Technical (GE-18) to Airport Electronics Technician (GE-17) with adoption of FY 2010 Budget; 10/01/09.


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AIRPORT FUND 1,550,000 750,000 750,000

SUBTOTAL 9669: CONST WORK IN PROGRESS: 1,550,000 750,000 750,000

693746 NON PFC PORTION OF CAPITAL PROJECTS 500,000 0 0693743 OFF AIRFIELD SIGN STUDY 200,000 200,000 200,000693712 TAXIWAY/RUNWAY REPAIRS 300,000 0 0

380,000693700 LOCAL MATCH (FAA GRANTS) 170,000 170,000 170,000

9669: CONST WORK IN PROGRESS404385 CONST WORK IN PROGRESS 380,000 380,000

CAPITAL OUTLAYFUND - 404 - TOTAL AIRPORT FUND

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDEDFY 2010

APPROVED


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CITY CLERK

Total Positions: 3

EXECUTIVEASSISTANT (1)

ASSISTANTCITY CLERK (1)

CITY CLERK


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DEPARTMENT/UNIT NAME: City Clerk FUND: 001 DEPARTMENT DESCRIPTION

The City Clerk's Office is the custodian of all official records and documents of the City of Pensacola. The department serves as a source of information for all City departments and other governmental entities, as well as the general public.

BUDGET SUMMARY

REVENUE GENERATED ACTUAL FY 2007

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Cost Recovery/Allocated Overhead $ 46,722 0 0 0

OPERATING COSTS Personal Services Operating Expenses Capital OUTLAY

SUBTOTAL Cost Recovery/(Allocated Overhead)

$ 180,844 60,294

0 241,138 0

193,129 27,345

0 220,474 (61,200)

203,100 29,600

0 232.700 (70,700)

204,600 29,600

0 234,200 (73,500)

TOTAL OPERATING COSTS $ 241,138 159,274 162,000 160,700

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Administration of Legal Documents $ 108,513 71,673 70,000 65,900 City Elections/Appointments 36,170 23,891 30,000 33,000 Council Meetings Preparation 96,455 63,710 62,000 61,800

TOTAL $ 241,138 159,274 162,000 160,700

NOTE: All programs area net of cost recovery.


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DEPARTMENT/UNIT NAME: City Clerk FUND: 001 PROGRAM NAME: Administration of Legal Documents COST: $65,900

The primary responsibility of this program consists of maintaining custody of official City records (ordinances, resolutions, contracts, leases, agreements, deeds, Council meeting and workshop minutes) and serving as the City's historical archives. The department has compiled and maintains a document which includes the elected officials and mayors that have served the City since its inception in 1821. The document also includes Florida governors from 1816 to present. The Department has also compiled documents reflecting the policies adopted by the City Council and the Rules and Procedures of the City Council. All current documents are scanned prior to filing.

Historical preservation is only part of the Administration of Legal Documents Program. All documents requiring such action are advertised in the local media. Document information requested by the public, City departments, and City auditors is disseminated and appropriate ordinances are incorporated into the Code of the City of Pensacola.

OBJECTIVES


Image and index the official Council files containing action taken by Council

Image and index all ordinances, resolutions, and minutes of City Council Meetings.

Image and index all City land records, leases, agreements and contracts.

Assure that the City Code Book is supplemented in a timely manner.

Respond to public request for documents in a timely manner.

Maintain a historical document of all City elected officials.

Maintain a historical archive of previous elected officials to Boards and Commissions.

Maintain document reflecting the Policies adopted by the City Council.

Maintain document reflecting the Rules and Procedures of the City Council.


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DEPARTMENT/UNIT NAME: City Clerk FUND: 001 PROGRAM NAME: City Elections/Appointments COST: $ 33,000

The execution of the duties of this program carries the responsibility of supervising the City Council's election which takes place on a biennial basis and the appointments of City Council Members to Boards and Commissions. The program is also responsible for conducting annual City employees' elections as they relate to the respective employee Boards.

In addition, this program records and updates the appointment of citizens to various Boards and Commissions by the City Council. A booklet which describes the function, as well as the membership requirements of these Boards and Commissions is prepared by Clerk staff.

OBJECTIVES


Expedite as efficiently as possible the election process.

Effectively respond to questions pertaining to the election process by the citizenry and other interested parties.

Update the information booklet for the various Boards and Commissions.

Monitor all boards and commissions to insure that Mayor, City Council, and City Manager are advised of upcoming term expirations or vacancies and administer the nominating and appointment process for these boards and commission.

Maintain an up-to-date list containing all citizens currently serving on the various Boards and Commissions.

Maintain a historical archive of citizens who have served on City boards and commissions.


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DEPARTMENT/UNIT NAME: City Clerk FUND: 001 PROGRAM NAME: Council Meetings Preparation COST: $ 61,800

This program consists of preparation and posting of the agendas for City Council and Committee of the Whole meetings to the City website. Links to the agendas in full are electronically forwarded to City Council Members, Department Directors and media. This activity also requires attendance at City Council, and Council Committee meetings, Community meetings, as well as any workshops scheduled by and/or for the City Council. All Council action is scanned and made available on line by the close of business on the Friday, following the Council meeting.

OBJECTIVES


Prepare official minutes and Council Action Forms for all City Council meetings.

Maintain program for current and future council committee items.

Scanning of all records and documents pertaining to the Council's actions in the execution of their public duties.

Posting all Council agendas and Committee of the Whole agendas to the internet, including all backup documents.


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164,800 160,700 160,700 SUBTOTAL CITY CLERK ACTIVITY 241,138 159,274 162,000

SUBTOTAL NON-OPERATING 0 (61,200) (70,700) (71,400) (73,500) (73,500)

(71,400) (73,500) (73,500)9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (61,200) (70,700)

0 0 0 SUBTOTAL OPERATING EXPENSES 60,294 27,345 29,600 31,600 29,600 29,600

9360 MISCELLANEOUS 19,918 (801) 0

4,000 4,000 4,000 9357 OTHER CONTRACTUAL SERVICE 631 711 500 800 800 800 9346 LIABILITY INSURANCE 3,826 3,091 3,800

0 0 0 9343 DUES, SUBS, & MEMBERSHIPS 270 329 400 400 400 400 9342 TRAINING 903 0 0

200 100 100 9340 PRINTING & BINDING 197 414 400 400 400 400 9339 POSTAGE 594 88 200

0 0 0 9338 ADVERTISING 7,649 5,357 7,700 7,700 6,100 6,100 9337 TRANSPORTATION 183 0 0

2,400 2,400 2,400 9336 COMMUNICATION 15,506 15,065 14,300 14,400 14,400 14,400 9335 PROFESSIONAL SERVICES 8,855 423 1,300

0 0 0 9334 SMALL TOOLS & MINOR EQUIP 202 1,768 0 0 0 0 9333 REPAIRS & MAINTENANCE 283 29 0

1,000 700 700 9332 OPERATING SUPPLIES 0 199 0 300 300 300 9331 OFFICE SUPPLIES 1,278 672 1,000

14,600 14,600 14,600 SUBTOTAL PERSONAL SERVICES 180,843 193,128 203,100 204,600 204,600 204,600


1,300 1,300 1,300 9129 DEFERRED COMP PENS PLAN 875 0 0 0 0 0 9123 DISABILITY/SURV INSURANCE 1,278 1,344 1,400

18,900 19,000 19,000 9122 REPLACEMENT BENEFIT PGM 5,162 0 0 0 0 0 9121 GROUP INSURANCE 15,165 14,839 17,600

1,800 1,800 1,800 9120 SOCIAL SECURITY 2,172 7,819 7,800 7,800 7,800 7,800 9118 MEDICARE PREMIUM 1,745 1,829 1,900

25,800 25,800 25,800 9117 ADDITIONAL PENSION 434 445 400 0 0 0 9114 GENERAL PENSION FUND 22,525 19,199 25,400

0 0 0 9113 LONGEVITY 1,320 2,505 3,300 3,400 3,300 3,300 9112 OVERTIME 1,025 971 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 125,473 130,937 130,500 131,000 131,000 131,000


FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0030 - CITY CLERKFUNCTION - 510 - GENERAL GOVERNMENT SRVS. COST CENTER - 003000 - CITY CLERK ACTIVITY


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CITY CLERK

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE

1027 - City Clerk 1 C-05 1 C-05 1 C-051028 - Assistant City Clerk 1 C-01 1 C-01 1 C-018028 - Executive Assistant 1 C-01 1 C-01 1 C-01

Total 3 3 3


BEGINNING 2008 BEGINNING 2009 APPROVED 2010


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DEPARTMENT/UNIT NAME: City Council FUND: 001 DEPARTMENT DESCRIPTION

The City Council provides vision, policy direction and leadership in the growth and development of the City of Pensacola.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Allocated Overhead $ 135,898 0 0 0

OPERATING COSTS Personal Services Operating Expenses Capital Outlay

SUBTOTAL Allocated Overhead/(Cost Recovery)

$ 160,753 103,989

0 264,742 0

190,527 82,282

0 272,809 (220,300)

189,000 88,100

0 277,100 (234,500)

182,500 52,700

0 235,200 (183,900)


PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

City Council $ 264,742 52,509 33,700 51,300 Election 0 0 8,900 0

TOTAL $ 264,742 52,509 42,600 51,300

NOTE: All programs are net of cost recovery.


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DEPARTMENT/UNIT NAME: City Council FUND: 001 PROGRAM NAME: City Council COST: $ 51,300

The City Council serves as the legislative and policy-making body of the City. The City Council is comprised of the Mayor and nine Council Members. Operating under the City Charter, the City Council appoints the City Manager, the City Attorney and the members of various advisory boards and commissions. The City Council adopts all City ordinances, establishes the city strategic goals, makes policy decisions for implementation by the City Manager, approves major expenditure items and substantiates the City’s program of services through the adoption of the annual budget.

OBJECTIVES

Financially Sound, Sustainable City Government Monitor and proactively respond to state-wide changes in property tax structure. Review and develop alternative sources of revenue to reduce reliance on property taxes. Improve funding of City reserves.

City Government: Trusted and Respected Improve communications between citizens and government. Improve communications between local government elected bodies (City, County, ECUA, School Board) on issues of common concerns.

Well Planned Downtown and Waterfront for the Community’s Benefit Continue engagement in replacement of Main Street Wastewater Treatment Plant. Plan for alternative uses at the Port of Pensacola as industrial leases expire.

Responsive, Customer-Oriented City Services Modify the City’s purchasing and contracting practices to provide more opportunities for business with local contractors. Review opportunities for consolidation of services between City and County. Evaluate opportunities to internally consolidate City departments and staffing for efficiency. Provide the highest quality of core government services.

Strong, Livable Neighborhoods Examine opportunities to increase the number of affordable/attainable housing units. Implement a strategy to consistently respond to drug sales activity throughout the City. Work with County and other agencies to address issues of poverty. Enhance code enforcement practices throughout City limits.

Pensacola: A Growing City Establish an education committee to serve as a liaison between the City and Escambia County School Board. Develop a plan to improve the beautification of the community with emphasis on gateways into the City. Develop an annexation strategy and plan to expand and clarify the City limits. Develop strategies to promote economic development.


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14,300 51,300 51,300 SUBTOTAL CITY COUNCIL 264,742 52,510 42,600

(236,800) (183,900) (183,900)SUBTOTAL NON-OPERATING 0 (220,300) (234,500) (236,800) (183,900) (183,900)

9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (220,300) (234,500)


9361 UNCLASSIFIED 0 16,097 0

13,200 13,200 13,200 9360 MISCELLANEOUS 25,124 13,555 32,800 12,900 10,000 10,000 9346 LIABILITY INSURANCE 12,274 10,440 12,800

4,400 3,400 3,400 9343 DUES, SUBS, & MEMBERSHIPS 4,792 10,462 10,200 10,200 10,200 10,200 9342 TRAINING 6,467 2,101 4,400

0 0 0 9340 PRINTING & BINDING 21,597 13,878 18,000 18,000 2,000 2,000 9339 POSTAGE 0 8 0

5,700 11,700 11,700 9337 TRANSPORTATION 1,838 1,225 3,500 3,500 2,000 2,000 9336 COMMUNICATION 6,416 7,357 6,200

0 0 0 9335 PROFESSIONAL SERVICES 24,811 6,239 0 0 0 0 9334 SMALL TOOLS & MINOR EQUIP 297 158 0

0 0 0 9333 REPAIRS & MAINTENANCE 0 0 0 0 0 0 9332 OPERATING SUPPLIES 0 0 0

183,000 182,500 182,500

9331 OFFICE SUPPLIES 372 762 200 200 200 200

SUBTOTAL PERSONAL SERVICES 160,753 190,527 189,000

0 0 0 9133 FLORIDA RETIREMENT SYSTEM 6,581 23,447 26,000 20,100 20,100 20,100 9125 EXTRA PERSONAL SERVICES 0 4,695 0

9,300 9,300 9,300 9123 DISABILITY/SURV INSURANCE 0 0 0 0 0 0 9120 SOCIAL SECURITY 2,671 9,654 9,300

1,500 1,000 1,000 9118 MEDICARE PREMIUM 2,166 2,259 2,200 2,200 2,200 2,200 9112 OVERTIME 0 0 1,500

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 149,336 150,472 150,000 149,900 149,900 149,900


FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0010 - CITY COUNCILFUNCTION - 510 - GENERAL GOVERNMENT SRVS. COST CENTER - 001000 - CITY COUNCIL


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CITY COUNCIL

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1045 - Mayor 1 N/R 1 N/R 1 N/R8050 - Council Members 9 N/R 9 N/R 9 N/R

Total 10 10 10



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CITY MANAGER

* UNFUNDED POSITION: (1) ASSISTANT CITY MANAGER

Total Positions: 5

EXECUTIVE ASSISTANTTO CITY MANAGER (1)

EXECUTIVE ASSISTANTTO CITY MANAGER (1)

ASSISTANTCITY MANAGER (1) *

EXECUTIVEASSISTANT (1)

CITYMANAGER


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DEPARTMENT/UNIT NAME: City Manager FUND: 001 DEPARTMENT DESCRIPTION

Established by City Charter, the Office of the City Manager provides for an executive officer of the municipal government and ensures the responsible and efficient administration of all affairs of the City under the policy direction of the City Council. The Manager and Assistant City Managers work closely with the City Council to develop and implement the future goals and objectives of the City provide oversight to the day-to-day operations of the various City departments.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Allocated Overhead $ 640,007 0 0 0 OPERATING COSTS

Personal Services 873,977 1,001,991 687,100 464,600 Operating Expenses 165,483 89,476 89,200 47,400 Capital Outlay 0 0 0 0

SUBTOTAL 1,039,460 1,091,467 776,300 512,000 Allocated Overhead/(Cost Recovery) 0 (692,200) (699,500) (448,700)

TOTAL OPERATING COSTS $ 1,039,460 399,267 76,800 63,300

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

City Management $ 1,008,277 65,000 16,900 29,700 Council Support Services 0 90,700 23,000 21,700 Enterprise Operations * 0 0 0 0 Neighborhood Services 0 145,500 36,900 11,900 Public Information 31,183 0 0 0

TOTAL $ 1,039,460 301,200 76,800 63,300


* Fully Funded thru Cost Recovery/Allocated Overhead.


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DEPARTMENT/UNIT NAME: City Manager FUND: 001 PROGRAM NAME: City Management COST: $ 29,700

The City Management function (formerly known as “City Administration”) of the City Manager Department is to provide day-to-day administrative oversight of the various departments of the City of Pensacola. This includes assisting Department Directors in the implementation of Council policies and City Manager directives, maintaining communication flow between the City Manager and the Department Directors, and assisting the Department Directors in long-range planning efforts for their individual departments.

The function is to serve as a resource to the departments to ensure that required policy changes for departmental operations are brought to the attention of the City Manager and/or the City Council.

OBJECTIVES

Responsive, Customer-Oriented City Services To ensure that recommendations for policy changes for departmental operations are properly reviewed and evaluated and brought to the attention

of the City Manager and/or the City Council.

Financially Sound, Sustainable City Government To apply innovative techniques and technological advances in order to reduce costs and enhance operational efficiency.

To ensure that the departments provide the highest level of municipal services available within budget limitations.

To implement, monitor and provide assistance to departments on the policies, plans and programs established by the City Council and City Manager.

City Government: Trusted and Respected To emphasize training for employees in work skills and safety.

To support and implement the initiatives established by the City Council in “Goals 2009”.

Well-planned Downtown and Waterfront For the Community’s Benefit To provide oversight to the departments devoted to community planning, neighborhood services, and redevelopment in a manner that ensures

adherence to Council policies and directives.


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DEPARTMENT/UNIT NAME: City Manager FUND: 001 PROGRAM NAME: Council Support Services COST: $ 21,700

The Council Support function of the City Manager Department provides support services to the Mayor and nine Councilmembers in the form of meeting arrangements, payment of invoices, travel arrangements, and processing of interoffice and citizen communications. Additionally, this function also serves to coordinate scheduling of all public meeting rooms in City Hall.

OBJECTIVES

Responsive, Customer-Oriented City Services To provide assistance to the Mayor and Council in their efforts to respond to citizen requests and inquiries.

To provide assistance to the Mayor and Council, City staff, and citizens through the coordination of use of City Hall meeting rooms.

PROGRAM NAME: Enterprise Operations COST: $ 0

The Enterprise Operations function of the City Manager Department is oversight of the enterprise department Airport. This program is fully funded by the cost recovery/allocated overhead received from the enterprise fund departments.

OBJECTIVES

Responsive, Customer-Oriented City Services To provide the citizens of our community with quality airport services that respond in an efficient and cost-effective manner.

To provide efficient, safe and quality delivery of natural gas service to the citizens of the metropolitan area of Pensacola.

To provide housing assistance to the citizens of our community.

To provide a venue for quality entertainment in our community.

To provide the citizens of our community with a quality library system that serves the public education community as well as our citizens.

Pensacola: A Growing City To provide economic incentives in the form of access to quality transportation services, a natural gas utility available in the entire metropolitan

area, and superior entertainment venues.


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DEPARTMENT/UNIT NAME: City Manager FUND: 001 PROGRAM NAME: Neighborhood Services COST: $ 11,900

The Neighborhood Services function of the City Manager Department is oversight of neighborhood services departments including Public Works, Police, Fire, Sanitation and Fleet Management, and Engineering. Additionally, certain special events within City limits are coordinated through this office.

OBJECTIVES

Responsive, Customer-Oriented City Services To protect the citizens and their property in our community.

Strong, More Livable Neighborhoods To provide clean, well-maintained streets and neighborhoods.

To provide well-maintained facilities and parks to encourage neighborhood development.

To provide services designed to coordinate special events conducted in our community in a manner that is entertaining while maintaining public safety and convenience.

City Government: Trusted and Respected By Citizens To provide a safe, clean environment for the community.


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DEPARTMENT - 0020 - CITY MANAGER

(706,500) (448,700) (448,700)

SUBTOTAL CITY MANAGER 1,039,461 399,267 76,800 (188,100) 63,300 63,300

SUBTOTAL NON-OPERATING 0 (692,200) (699,500)

53,100 47,400 47,400 9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (692,200) (699,500) (706,500) (448,700) (448,700)

SUBTOTAL OPERATING EXPENSES 165,483 89,476 89,200

5,900 5,900 5,900 9357 OTHER CONTRACTUAL SERVICE 5,765 2,394 2,600 2,600 2,400 2,400 9346 LIABILITY INSURANCE 8,641 7,291 9,000

2,900 2,900 2,900 9345 MAINT & REPR OF VEHICLES 0 307 0 0 100 100 9343 DUES, SUBS, & MEMBERSHIPS 9,303 9,343 9,900

900 200 200 9342 TRAINING 9,769 4,182 12,800 6,300 3,000 3,000 9340 PRINTING & BINDING 1,678 801 3,300

3,000 1,500 1,500 9339 POSTAGE 980 590 1,200 200 600 600 9337 TRANSPORTATION 4,144 2,438 5,700


100 100 100 9334 SMALL TOOLS & MINOR EQUIP 1,200 0 1,000 200 200 200 9333 REPAIRS & MAINTENANCE 299 174 100

1,800 1,000 1,000 9332 OPERATING SUPPLIES 1,678 1,520 200 200 500 500 9331 OFFICE SUPPLIES 3,421 1,475 2,800

40,600 40,600 40,600 SUBTOTAL PERSONAL SERVICES 873,977 1,001,991 687,100 465,300 464,600 464,600


0 0 0 9130 WORKER'S COMPENSATION 527 1,770 500 2,300 2,300 2,300 9124 DEFERRED COMPENSATION 22,499 18,795 0

0 0 0 9123 DISABILITY/SURV INSURANCE 6,323 7,456 3,900 3,300 3,300 3,300 9122 REPLACEMENT BENEFIT PGM 19,886 0 0


60,200 60,200 60,200 9118 MEDICARE PREMIUM 5,174 10,882 6,900 4,800 4,800 4,800 9114 GENERAL PENSION FUND 90,405 44,798 59,100

296,500 296,500 296,500 9113 LONGEVITY 30,384 36,395 31,400 25,100 22,200 22,200 9111 SALARIES 610,331 715,467 457,500

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 001 - GENERAL FUND


FY 2008ACTUAL


- 142 -


CITY MANAGER


1001 - City Manager 1 N/R 1 N/R 1 N/R1004 - Assistant City Manager 2 C-05 1 (a) C-05 (c) C-051084 - Executive Assistant to City Manager 2 C-02 2 C-02 2 C-028028 - Executive Assistant 2 C-01 2 C-01 1 (b) C-01

Sub-Total 7 6 4

UNFUNDED POSITION TITLE

1004 - Assistant City Manager 1 (a) C-05 1 C-05Sub-Total - 1 1

Total 7 7 5

(a) Unfund one (1) Assistant City Manager (C-05) with adoption of FY 2009 Budget; 10/01/08.(b) Transfer one (1) Executive Assistant (C-01) from City Manager to Airport; 03/09/09.(c) Delete one (1) Assistant City Manager (C-05) with adoption of FY 2010 Budget; 10/01/09.


BEGINNING 2008 APPROVED 2010BEGINNING 2009


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CIVIL SERVICE

Total Positions: 2* Independently Contracted Attorney

ADMINISTRATIVE SECRETARY (1)

DIRECTOR OFCIVIL SERVICE (1)

BOARDATTORNEY *

CIVIL SERVICE BOARD


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DEPARTMENT/UNIT NAME: Civil Service FUND: 001 DEPARTMENT DESCRIPTION

The Civil Service Board is an independent body established by Special Act of the legislature to perform and administer the provisions of the City of Pensacola’s Civil Service Act, which includes all aspects of employment, promotion, discipline, and discharge of classified service employees. The department’s broader mission is to provide quality service to internal and external customers, which includes city administration, employees, citizens and general public, with regard to recruitment, selection, employment, and discipline within the classified service.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Allocated Overhead $ 74,600 0 0 0 OPERATING COSTS

Personal Services Operating Expenses Capital Outlay


$ 182,617 34,480

0 217,097 0

176,613 35,127

0 211,740 (92,000)

182,500 36,100

0 218,600 (98,500)

170,700 36,100

0 206,800 (87,200)


PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Assessment/Administrative Services $ 188,897 101,808 102,700 107,700 Complaint Resolution/RIF 28,200 17,932 17,400 11,900

TOTAL $ 217,097 119,740 120,100 119,600



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DEPARTMENT/UNIT NAME: Civil Service FUND: 001 PROGRAM NAME: Assessment/Administrative Services COST: $ 107,700

Assessment/Administrative Services is the department’s primary responsibility and includes staffing functions, such as: advertising, recruiting, screening, and testing for more than 200 job classifications in the classified service workforce and administrative duties to carry out these functions. The program’s objective is to provide staffing services that provide the best-qualified applicants for employment, promotion, and transfer/placement, using efficient, effective, and fiscally responsible means.

OBJECTIVES

Responsive, Customer Oriented City Services

Recruit the best-qualified applicants for employment and promotion in the classified service. - Develop targeted recruitment programs using low-no cost sources to broaden pool of diverse, qualified, and motivated applicants. - Review job classifications/specifications to ensure appropriate minimum qualifications (education, experience, licensure, etc.) and required

knowledge, skills, and abilities for use in recruitment and selection criteria.

Administer impartial, competitive, merit-based selection methods that identify the best candidates, by: - Partnering with customer departments to identify staffing needs; develop programs using job analyses; and administering selection plans. - Conducting recruitments and administering professional examinations to fill vacancies at all levels: management, professional,

paraprofessional, technical, maintenance, administrative, clerical, and public safety. - Providing post-test applicant feedback to aid applicants’ future promotional opportunities. - Training and supervising subject matter experts for legally-defensible exam administration. - Providing lists of eligible and qualified applicants to departments efficiently and timely.

Provide quality customer service during the entire recruitment and selection processes: - Provide applicants and employees easier access to information (i.e., job postings, applications, benefits) electronically, for cost-effectiveness. - Provide clear, timely, and accurate information to customers’ questions regarding recruitment, selection, classification, and compensation

issues. - Ensure customer satisfaction during recruitment and selection process through surveying applicants and customer departments.


Perform timely, thorough background and pre-employment screening for prospective employees.

Remain up to date on pertinent personnel legislation, to ensure compliance.

Maintain information and reports as required.

Assist and work with administration and employees to carry out reductions in force if the City certifies the need for such reduction of employees, through placement when possible or termination.


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DEPARTMENT/UNIT NAME: Civil Service FUND: 001 PROGRAM NAME: Complaint Resolution COST: $ 11,900

This program provides classified service employees with information concerning personnel policies and procedures with regard to resolution of complaints and appeals, as well as for reduction in force when necessary. Communication is maintained with City administration in an effort to resolve grievances and conflicts that may affect the efficiency of the City, its employees, and its operations. The Civil Service Board holds prompt hearings upon the request of employees who have been disciplined. The Civil Service Board is responsible for carrying out reductions in force when so certified by the City. The Board's attorney is held on retainer and acts as mediator and hearing officer for disciplinary or otherwise appealed procedures, as well as advises the Board and Director on other matters as required.

OBJECTIVES


Partner with customer departments and employees to resolve personnel issues effectively, efficiently, and timely.

Provide clear, timely, and accurate information regarding City or Civil Service Board policies and procedures.

Provide counseling and assistance to supervisors on employee performance, discipline, or other related issues.

Guide employees through the formal process for resolution of complaints.

Conduct mediation services for disciplinary actions and other appeals, to eliminate the need for a formal hearing.

Schedule and hold prompt hearings before the Board when mediation or alternate dispute resolution is unsuccessful.


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108,000 119,600 119,600 SUBTOTAL CIVIL SERVICE 217,097 119,740 120,100



2,600 2,600 2,600 SUBTOTAL OPERATING EXPENSES 34,480 35,127 36,100 36,200 36,100 36,100

9346 LIABILITY INSURANCE 3,730 2,080 2,500

1,200 1,200 1,200 9345 MAINT & REPR OF VEHICLES 0 26 0 100 100 100 9343 DUES, SUBS, & MEMBERSHIPS 143 1,193 100

100 100 100 9342 TRAINING 106 (89) 100 100 100 100 9341 RENTALS 0 282 100

1,800 1,700 1,700 9340 PRINTING & BINDING 467 278 500 500 500 500 9339 POSTAGE 1,978 1,482 2,100

14,500 14,500 14,500 9338 ADVERTISING 549 79 0 0 0 0 9336 COMMUNICATION 15,460 16,057 14,500

200 200 200 9335 PROFESSIONAL SERVICES 10,746 12,585 15,600 14,700 14,700 14,700 9334 SMALL TOOLS & MINOR EQUIP 200 497 200


171,300 170,700 170,700

9331 OFFICE SUPPLIES 199 266 300 300 300 300



500 500 500 9121 GROUP INSURANCE 10,917 10,644 12,800 13,800 13,900 13,900 9118 MEDICARE PREMIUM 438 452 500


FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 113,922 118,280 117,900 117,800 117,800 117,800


FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0060 - CIVIL SERVICEFUNCTION - 510 - GENERAL GOVERNMENT SRVS. COST CENTER - 006000 - CIVIL SERVICE


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CIVIL SERVICE


1035 - Director of Civil Service 1 N/R 1 N/R 1 N/R1010 - Assistant Department Director - Civil Service (a) N/R1009 - Administrative Secretary - Civil Service 1 N/R 1 N/R 1 N/R

Sub-Total 2 2 2


1010 - Assistant Department Director - Civil Service 1 (a) N/R (b) N/R

Sub-Total 1 - - Total 3 2 2

NOTE: Throughout the City, lower range positions may be paid from higher range positions.NOTE: The Civil Service Board utilizes the outside services of an independently contracted attorney.

(a) Unfund one (1) Assistant Department Director - Civil Service (N/R) with adoption of FY 2008 Budget; 10/01/07.(b) Delete one (1) unfunded Assistant Department Director - Civil Service (N/R) with adoption of 30-Month Budget; 06/01/08.



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TOTAL POSITIONS: 23 * Two (2) positions are funded by Sanitation Services & Fleet Management; however, chain of command and supervision retained in Community Development/Inspection Services Division. Detail of program listed under Sanitation Services & Fleet Management tab.

EXECUTIVE SECRETARY II (1)



CRAADMINISTRATOR (1)

COMMUNITY REDEVELOPMENTAGENCY

CODE INSPECTOR II (2)


INSPECTIONS SUPERVISOR (1)

INSPECTIONS

SR. PERMIT CLERK (1)

PERMIT CLERK (1)

PERMITS

INSPECTIONS SUPERVISOR (1)

PLANS REVIEW

SENIOR ADMIN. OFFICER I (1) SENIOR ADMIN. OFFICER I (1) *

CODE ENFORCEMENT SPECIALIST (1) *

HOUSING & ZONING CODE ENFORCEMENT

INSPECTION SERVICESADMINISTRATOR (1)

INSPECTION SERVICESDIVISION

NEIGHBORHOOD ENHMT TEAM COORD (1)

NEIGHBORHOOD & ECONOMICDEVELOPMENT ADMINISTRATOR (1)

NEIGHBORHOOD & ECONOMICDEVELOPMENT DIVISION

PLANNER (1)

SR. URBAN PLANNER (1)

PLANNING TECHNICIAN (1)

COLLECTOR (1)

PLANNING SERVICESADMINISTRATOR (1)

PLANNING & DEVELOPMENTSERVICES DIVISION

COMMUNITY DEVELOPMENTDIRECTOR


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DEPARTMENT BUDGET SUMMARY DEPARTMENT/UNIT NAME: Community Development FUND: 001/105/121/122

DEPARTMENT DESCRIPTION

The primary mission of the Community Development Department is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The department is responsible for directing and coordinating activities related to long range comprehensive planning, land development code administration and enforcement, development plan review, construction plan review, inspection services and code enforcement, environmental services and programs, neighborhood economic development and revitalization, neighborhood capacity building and neighborhood based service delivery and problem-solving. The Community Redevelopment Agency (CRA) is also as a division of the Community Development Department. The Community Redevelopment Agency was established by the City Council by Resolution 54-80 and reconfirmed by Resolution 65-81 for the purpose of eliminating slum and blight in the Inner City. The CRA Community Redevelopment Plan outlines short-term and long-term capital and planning projects aimed at stimulating the redevelopment of the Urban Core Community Redevelopment Area. The Community Development Director, CRA Administrator and Executive Assistant work closely to implement the projects identified in the Community Redevelopment Plan.

BUDGET SUMMARY

REVENUE GENERATED

ACTUAL FY 2007*

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

General Fund Allocated Overhead $ 13,923 0 0 0 Business Tax (Formerly Occupational Licenses) 907,014 952,343 925,000 904,500 Code Enforcement Fines 18,540 0 7,500 0 Special Permits (Planning & Development Fees) 53,354 46,477 50,000 35,000

Sub-Total General Fund Revenue 992,831 998,820 982,500 939,500

Community Redevelopment Agency Fund Beginning Fund Balance 2,198,825 2,473,077 0 0 Charges for Services 56,341 19,920 8,900 23,900 Escambia County-Parking Garage Purchase 0 663,900 663,900 663,900 Miscellaneous 1,276 140,859 0 1,000 Interest 26,184 47,414 10,000 15,000 Transfers In 5,694,502 4,535,351 4,305,600 4,013,600

Sub-Total Community Redevelop. Agency Revenue $ 7,977,128 7,880,521 4,988,400 4,717,400


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BUDGET SUMMARY (Continued)

REVENUE GENERATED ACTUAL FY 2007*

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Eastside Tax Increment Financing District Fund Beginning Fund Balance $ 0 102,641 0 0 Taxes – Escambia County 70,174 85,220 76,500 65,500 Interest 357 5,663 0 0 Transfers In 39,672 48,876 43,800 42,600

Sub-Total Eastside Tax Increment Financing District 110,203 242,400 120,300 108,100

Inspection Services Fund Permits 793,778 896,381 1,007,500 581,300 Zoning Fees 18,050 119,215 110,000 120,000 Permit Application Fees 0 143,033 175,500 265,000 Miscellaneous Permits 0 3,304 27,000 3,800

Sub-Total Inspection Services Fund Revenue 811,828 1,161,933 1,320,000 970,100

TOTAL REVENUE GENERATED $ 9,781,787 10,041,274 7,411,200 6,735,100

OPERATING COSTS

Personal Services $ 2,386,036 2,174,053 2,022,200 1,873,600 Operating Expenses 1,408,284 1,283,451 1,796,100 1,383,900 Capital Outlay 3,710,469 5,177,485 2,405,300 69,500

SUBTOTAL 7,504,789 8,634,989 6,223,600 3,327,000 CRA Debt Service – Principal Reserved 0 0 0 2,946,800 CRA Allocated Overhead/(Cost Recovery) 309,700 429,800 429,800 338,400 Inspection Svcs Allocated Overhead/(Cost Recovery) 0 0 227,500 0 General Fund Allocated Overhead/(Cost Recovery) 0 (29,100) (84,600) (10,000)

SUBTOTAL 7,814,489 9,035,689 6,796,300 6,602,200 Grants & Aids 63,609 62,377 400,000 0

TOTAL OPERATING COSTS $ 7,878,098 9,098,066 7,196,300 6,602,200

* For comparison purposes, FY 2007 revenue and expenditures from the General Fund is included in the Inspection Services Fund.


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PROGRAM COSTS

PROGRAM NAME ACTUAL FY 2007*

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

General Fund Administration $ 0 29,824 50,500 25,500 Business Licenses 0 27,906 41,500 54,700 Comm. Redevelopment Agency Program Administration 0 54,292 82,100 0 Economic Development 0 90,067 81,000 58,100 Environmental Services 81,173 0 0 0 Neighborhood & Economic Development 533,426 0 0 0 Neighborhood Enhancement 0 107,129 106,000 166,500 Pensacola Community Initiatives Program 0 16,466 24,900 53,300 Planning & Development Services 545,022 0 0 0 Planning Services 0 422,033 381,600 448,500 Professional Services 0 33,065 0 0 Sidewalk Program 0 19,111 0 0

General Sub-Total 1,159,621 799,893 767,600 806,600

Community Redevelopment Agency (CRA) Fund Capital and Infrastructure Projects 0 3,508,048 2,620,000 0 Capital Projects 3,150,651 0 0 0 Enlivening Public Spaces 0 493,565 385,300 255,000 Neighborhood Redevelopment 151,856 0 0 0 Streetscape Improvements 554,193 0 0 0 Urban Core Comm. Redevelopment Plan Implementation 1,337,651 2,667,742 1,553,300 1,177,200

Subtotal 5,194,351 6,669,355 4,558,600 1,432,200 CRA Debt Service – Principal Reserved 0 0 0 2,946,800 CRA Allocated Overhead/(Cost Recovery) 309,700 429,800 429,800 338,400

Community Redevelopment Agency Sub-Total $ 5,504,051 7,099,155 4,988,400 4,717,400



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PROGRAM COSTS (Continued)

PROGRAM NAME ACTUAL FY 2007*

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Eastside Tax Increment Financing (TIF) District Fund TIF Program Administration & Projects $ 7,561 78,720 120,300 108,100

Eastside Tax Increment Financing Sub-Total 7,561 78,720 120,300 108,100

Inspection Services Fund Inspection Services 844,805 660,963 767,000 854,200 Plan Review and Permitting 0 280,117 325,500 115,900 Zoning/Housing Code Enforcement 362,060 179,217 0 0

Subtotal 1,206,865 1,120,297 1,092,500 970,100 Inspection Services Allocated Overhead/(Cost Recovery) 0 0 227,500 0

Inspection Services Sub-Total 1,206,865 1,120,297 1,320,000 970,100 TOTAL $ 7,878,098 9,098,065 7,196,300 6,602,200

* For comparison purposes, FY 2007 revenue and expenditures from the General Fund is included in the Inspection Services Fund.


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DEPARTMENT/UNIT NAME: Community Development FUND: 001 PROGRAM NAME: Administration COST: $ 25,500

The primary mission of the program is to provide support to the entire department.

OBJECTIVES

Pensacola: A Growing City Continue to provide staff support to the various City Boards. Continue to administer collection of various fees within the City.

PROGRAM NAME: Business Licenses COST: $ 54,700

The Planning Services division is responsible for the collection of and the monitoring of business licensing in the City of Pensacola.

OBJECTIVES

Pensacola: A Growing City Continue the implementation and monitoring of business licensing within the City. Continue to administer collection of business license tax within the City. Continue with efforts to locate new businesses within the City.

PROGRAM NAME: Economic Development COST: $ 58,100

The primary mission of the program is to enhance and sustain the vitality of the city’s economy. The initiative is designed to support and develop partnerships with businesses and business associations in order to preserve and promote a robust and diverse economy. This activity focuses on assisting businesses in relocating, starting up, expanding or remaining in the City of Pensacola.

Inherent in the program’s focus is the recognition that not all businesses have the same need for government services, and therefore a coordinated service delivery approach should not offer a boilerplate service package to every business or district.

The Neighborhood and Economic Development division will be challenged to assist businesses with reduced resources.

OBJECTIVES

Strong, Livable Neighborhoods Coordinate the City’s Enterprise Zone program as well as other economic development initiatives. Provide staff support to the Enterprise Zone Advisory Board (EZAB).

Pensacola: A Growing City Manage a building information database of city real estate holdings and lease terms. Coordinate with the City’s economic development partners.


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DEPARTMENT/UNIT NAME: Community Development FUND: 001 PROGRAM NAME: Neighborhood Enhancement COST: $ 166,500

The primary mission of the program is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The initiative is designed to support and develop partnerships with neighborhoods in order to preserve and promote a high quality of life in our diverse community. This activity focuses on assisting neighborhood residents in preserving and improving the physical health of neighborhoods, supporting neighborhood self-reliance, facilitating neighborhood economic development and revitalization, developing and implementing neighborhood plans and enhancing the quality of life of residents through community-based problem solving and public/private partnerships.

Inherent in the program’s focus is the recognition that not all neighborhoods have the same need for government services, and therefore a coordinated service delivery approach should not offer a boilerplate service package to every district and neighborhood.

The Neighborhood and Economic Development division will be challenged to work cooperatively to meet the needs of neighborhoods with reduced resources.

OBJECTIVES

Strong, Livable Neighborhoods Assist with the formation of new neighborhood associations. Develop, implement and monitor neighborhood plans and special area plans and studies. Seek additional non-City resources and partnerships to support neighborhood initiatives.

Pensacola: A Growing City Continue with efforts to promote infill development and redevelopment. Continue with efforts to promote infill housing development and redevelopment.

PROGRAM NAME: Pensacola Community Initiatives Program COST: $ 53,300

The primary mission of the program is to enhance and sustain the vitality and livability of the city’s neighborhoods and the quality and safety of the city’s built environment. The initiative is designed to provide grants to grassroots, neighborhood organizations to support and develop partnerships with neighborhoods in order to preserve and promote a high quality of life in our diverse community. This activity focuses on assisting neighborhood residents in preserving and improving the physical health of neighborhoods, supporting neighborhood self-reliance, facilitating neighborhood economic development and revitalization, developing and enhancing the quality of life of residents through community-based problem solving and public/private partnerships.

The Neighborhood and Economic Development division will be challenged to assist neighborhoods with reduced resources.

OBJECTIVES

Strong, Livable Neighborhoods Conduct grant cycle annually. Manage open grant projects through to completion. Market the program throughout the community, with special emphasis on new associations and/or targeted geographic areas.


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DEPARTMENT/UNIT NAME: Community Development FUND: 001 PROGRAM NAME: Planning Services COST: $ 448,500

The Planning Services program involves implementation of the City's Comprehensive Plan, development and implementation of special area plans and studies, reviewing Census information and issuing reports about the City’s demographic, economic, housing and economic characteristics, implementation of the City's Land Development Code (LDC), concurrency review and publication of an annual public facilities capacity monitoring report, and administration of the sidewalk program.

Planning Services division staff will continue to review the Comprehensive Plan to ensure implementation of adopted Goals, Objectives and Policies (GOPs). Staff will participate in regional transportation planning initiatives through participation with the Metropolitan Planning Organization. Planning Services division staff provides support and meeting materials/reports to the Planning Board, Zoning Board of Adjustment, Gateway Review Board and Architectural Review Board. The Planning Board reviews all subdivision plats, street and alley vacation requests, street name changes, City rights-of-way leases, Comprehensive Plan amendments and rezoning requests, as well as developments in the Waterfront Redevelopment District and the South Palafox Business District. The Zoning Board of Adjustment is responsible for deciding requests for variances and appeals from the terms of the zoning ordinance. The Gateway Review Board is responsible for review and approval of developments in the Gateway Redevelopment District. The City’s Architectural Review Board (ARB) was created by the City Council for the purpose of helping to preserve and protect the architectural integrity of structures in the City’s five historic and preservation districts. Planning Services division staff reviews site plans for new development and redevelopment to ensure compliance with all Land Development Code and Comprehensive Plan requirements and to determine concurrency with the level of service standards for public facilities adopted in the Comprehensive Plan.

Planning Services division staff will also continue to assist with all future annexations and coordinate all inner City development and redevelopment with the CRA staff. Planning Services division staff also prepares maps delineating land use, zoning districts, environmental districts, census tracts, demographics, traffic patterns, etc., to meet the division's requirements in addition to those of other City departments. Planning Services division staff has recently created and will continue to maintain an online development database to allow the public to find information on and track the progress of various land use and development requests as they are routed through the City’s approval process.

OBJECTIVES

Pensacola: A Growing City Continue the implementation of all goals, objectives and policies in the comprehensive plan. Continue to review, analyze and report Census data as it becomes available. Continue to assist City Council with future long-range annexation plans. Continue to participate with the Transportation Planning Organization in long range transportation planning. Continue to provide staff support to the Planning Board, Zoning Board of Adjustment, Architectural Review Board and Gateway Review Board. Continue to administer and enforce applicable provisions of the Land Development Code and recommend changes to support Council policies. Continue to prepare high quality maps and graphic presentations utilizing GIS and similar technology.

Strong, Livable Neighborhoods Coordinate participation in FEMA’s Community Rating System.


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DEPARTMENT/UNIT NAME: Community Development / Community Redevelopment Agency (CRA) FUND: 105 PROGRAM NAME: Enlivening Public Spaces COST: $ 255,000

The promotion of land uses and activities which generate a 24 hour a day population is one of the Overall Redevelopment Objectives identified in the Urban Core CRA Plan. In FY 2007 Pensacola’s newest waterfront park (Plaza de Luna) opened to the public and joined other Downtown parks filling unique roles in our community, contributing to the quality and viability of the downtown area. To encourage highest utilization of downtown parks and open spaces the Urban Core CRA will develop, coordinate and/or encourage events and activities designed to animate and enliven these public spaces. Such activities are an economic development tool to generate more business and consumers downtown.

OBJECTIVES


To coordinate and/or encourage events and activities designed to animate and enliven public spaces and stimulate retail economic development, including First Friday - Live After Five, Friday Family Flicks, Sunsets at Plaza de Luna and the Pelican Drop - New Year's Countdown.

To coordinate programming and infrastructure for a public market on North Palafox in conjunction with DIB.


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DEPARTMENT/UNIT NAME: Community Development / Community Redevelopment Agency (CRA) FUND: 105 PROGRAM NAME: Urban Core Community Redevelopment Plan Implementation COST: $1,177,200

Since 1980, a series of public infrastructure improvements have been planned and implemented by the Community Redevelopment Agency (CRA) within the designated Urban Core Community Redevelopment Area. These improvements include expanded sanitary sewer and potable water capacity; underground utility services (electric, telecommunications, and communications), stormwater drainage improvements, new and reconstructed sidewalks, installation of street lights, new and upgraded parks and waterfront-related infrastructure such as bulkheads and promenades. To date approximately 55 capital projects have been completed, successfully encouraging and supporting significant private-sector redevelopment efforts that are now revitalizing our historic inner city.

The Urban Core CRA Community Redevelopment Plan (the Plan) guides the CRA’s efforts. A comprehensive update of the Plan was undertaken during FY 2009 to link existing plans and significant projects with a course for the CRA's future efforts. Examples of current projects planned and/or funded by the Urban Core CRA include the proposed Main Street Sewage Treatment Plant Relocation project (in cooperation with ECUA and Escambia County) and recent master planning efforts that have identified more opportunities to foster continued redevelopment, such as the Alcaniz Street Initiative and the Belmont DeVilliers Land Use Plan. In 2006, a proposal for the formerly industrial, waterfront redevelopment site to be called the Community Maritime Park was accepted by the City Council and work is underway. Additional plans and studies may be necessary to further define, develop and prioritize elements of the Plan.

Through interlocal agreements with the City's Parks & Recreation Department and Police Department as well as the Downtown Improvement Board (DIB), the Urban Core CRA seeks further implement the Plan through the resources and expertise of various partners. The Parks & Recreation Department provides maintenance, repair and minor improvements to the Urban Core CRA's investments in parks and streetscapes as implemented through the Urban Core CRA Plan. Additional asset maintenance and management of Commendencia Slip is shared with the City's Port of Pensacola. The Police Department implements the community policing innovations of the CRA Plan by reducing opportunities for criminal activity through visible presence of police primarily through bicycle patrols. The DIB assists in the implementation of housing and parking strategies and other mutual undertakings that are consistent with the goals and objectives Urban Core CRA Plan.

OBJECTIVES

Well-Planned Downtown and Waterfront for the Community’s Benefit To coordinate the implementation of Urban Core CRA capital projects identified in the Urban Core Community Redevelopment Plan. To work with other City departments/divisions and outside agencies, organizations and groups to promote planning and implementation of capital

projects that support and stimulate the redevelopment of the Urban Core Community Redevelopment Area. To identify and prepare proposed amendments to the Urban Core CRA Plan that further the Redevelopment Objectives. To consider related activities that could support the Redevelopment Objectives, such as programming and event planning within the Urban Core

CRA. To research and further define elements identified in the Urban Core CRA Plan for consideration and implementation by the Urban Core CRA. To maintain and enhance the Urban Core CRA implemented assets including streetscapes, parks, parking, bulkheads and signage.

Strong, Livable Neighborhoods To work closely within the Community Development Department and other community partners to identify comprehensive strategies for

commercial and residential neighborhoods and prioritize Urban Core CRA resources in these areas. To improve safety and perceptions of safety, and reduce crime through the visible presence of law enforcement throughout the Urban Core CRA.

Pensacola: A Growing City To encourage private-sector redevelopment efforts in accordance with the Urban Core CRA Plan.


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DEPARTMENT/UNIT NAME: Community Development FUND: 121 PROGRAM NAME: TIF Program Administration & Projects COST: $ 108,100

The primary mission of the program is to enhance and sustain the vitality and livability of two (2) of the city’s targeted redevelopment and Tax Increment Financing Districts outside of the Urban Core Community Redevelopment Area. In 2005, the Eastside Neighborhood Tax Increment Financing (TIF) district was established under the Urban Infill and Redevelopment Program authorized by FS 163.2520. The City Council established the second Community Redevelopment Area as the Westside CRA and in January 2008 established an additional Tax Increment Financing (TIF) district to fund the implementation of the Westside CRA Plan.

OBJECTIVES


To undertake public realm, capital project and related activities in furtherance of the redevelopment area plan goals.

To undertake projects that assist in improving the quality of residential properties, foster quality infill construction and strengthen the business environment.

To work with other City departments and participate in public/private partnerships on projects that assist redevelopment.

To maintain and improve implemented assets.

To develop strategic plans, establish design guidelines and undertake property acquisition in support of revitalization.


To coordinate efforts to achieve blight reduction in targeted inner city redevelopment areas outside the urban core.

To network with neighborhood and community groups.

To encourage physical improvements and redevelopment projects that stabilize and enhance targeted area neighborhoods.

To undertake activities and participate in partnerships that focus on crime prevention and reduction.

To develop and manage implementation of infrastructure, open space improvements and related activities in furtherance of the redevelopment area plan goals.


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DEPARTMENT/UNIT NAME: Community Development FUND: 122 PROGRAM NAME: Inspection Services COST: $ 854,200

The cost of this program to the City is funded by permit fees. Statutes of the State of Florida require local enforcement of minimum construction and life safety codes and provide for funding through permit fees. The State also legislates that local governments enforce unique State codes relating to various needs such as energy conservation, handicap accessibility, construction in flood and high wind prone areas and residential construction requirements in the vicinity of airports. Florida now participates in the ISO Commercial Risk Services, Inc. building code effectiveness rating system. This system rates communities on building code adoption and enforcement and includes evaluation of building departments in areas of staffing, training and performance. The resulting classification provides one element used in establishing real property insurance rates within a community. The City of Pensacola is currently classified as 7 on a 10-point scale with 1 being the best possible classification.

OBJECTIVES


To provide timely efficient inspection services that protect the health and safety of building occupants and ensures that all structures meet code requirements by: - Training of staff on inspection technique and presentation; achieving additional certifications. - Continuing education on advancements of technology and legislation. - Provide assistance to customers to submit high quality plans which comply with code.

PROGRAM NAME: Plan Review and Permitting COST: $ 115,900

The cost of this program to the City is funded by permit fees. Statutes of the State of Florida require local enforcement of minimum construction and life safety codes and provide for funding through permit fees. The State also legislates that local governments enforce unique State codes relating to various needs such as energy conservation, handicap accessibility, construction in flood and high wind prone areas and residential construction requirements in the vicinity of airports. Plan review and permitting requirements are mandated by the State of Florida, requiring timely review of plans and issuance of required permits. State laws regulating certification and licensing of design-professionals and contractors, construction liens, workmen's compensation insurance and many other construction related issues, also require local government enforcement. Florida now participates in the ISO Commercial Risk Services, Inc. building code effectiveness rating system. This system rates communities on building code adoption and enforcement and includes evaluation of building departments in areas of staffing, training and performance. The resulting classification provides one element used in establishing real property insurance rates within a community. The City of Pensacola is currently classified as 7 on a 10-point scale with 1 being the best possible classification.

OBJECTIVES

Pensacola: A Growing City To provide timely efficient inspection services that protect the health and safety of building occupants and ensures that all structures meet

code requirements by: - Training of staff on inspection technique and presentation; achieving additional certifications. - Continuing education on advancements of technology and legislation. - Provide assistance to customers to submit high quality plans which comply with code.

To efficiently review plan submittals.


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DEPARTMENT - 0200 - COMMUNITY DEVELOPMENT

(85,400) (10,000) (10,000)

SUBTOTAL COMMUNITY DEVELOPMENT 1,159,621 799,893 767,600 743,900 806,600 806,600

SUBTOTAL NON-OPERATING 0 (29,100) (84,600)

0 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (29,100) (84,600) (85,400) (10,000) (10,000)

SUBTOTAL GRANTS AND AIDS 27,609 6,377 09883 OTHER GRANTS AND AIDS 27,609 6,377 0 0 0 0


9361 UNCLASSIFIED 3,340 0 30,900

100 100 100 9357 OTHER CONTRACTUAL SERVICE 1,200 0 0 0 0 0 9349 CLOTHING SUPPLIES 933 90 100

13,200 13,200 13,200 9348 FUELS & LUBRICANTS 441 458 500 500 500 500 9346 LIABILITY INSURANCE 12,369 12,239 12,800

2,700 2,700 2,700 9345 MAINT & REPR OF VEHICLES 200 728 500 500 600 600 9343 DUES, SUBS, & MEMBERSHIPS 3,582 1,774 2,700

5,100 5,100 5,100 9342 TRAINING 6,383 13,667 2,900 2,900 800 800 9341 RENTALS 5,670 3,847 5,100




100 100 100 9334 SMALL TOOLS & MINOR EQUIP 2,567 1,028 1,900 1,900 1,000 1,000 9333 REPAIRS & MAINTENANCE 5 191 100




0 0 0 9129 DEFERRED COMP PENS PLAN 4,491 6,873 7,100 7,400 7,400 7,400 9125 EXTRA PERSONAL SERVICES 10,056 128 0





FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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8,600 12,100 12,100 9348 FUELS & LUBRICANTS 605 12,214 7,700

83,900 83,900 83,900 9347 UTILITIES 10,402 95,277 84,900 98,000 98,000 98,000 9346 LIABILITY INSURANCE 107,865 101,008 81,100

1,200 1,200 1,200 9345 MAINT & REPR OF VEHICLES 1,273 2,854 4,000 5,500 3,500 3,500 9343 DUES, SUBS, & MEMBERSHIPS 3,161 1,492 1,200

8,000 8,000 8,000 9342 TRAINING 3,339 1,729 3,600 3,600 2,800 2,800 9341 RENTALS 0 11,652 2,000

1,000 500 500 9340 PRINTING & BINDING 4,941 780 4,700 4,700 4,700 4,700 9339 POSTAGE 421 390 1,000

1,000 1,000 1,000 9338 ADVERTISING 6,107 5,747 2,000 2,000 1,000 1,000 9337 TRANSPORTATION 1,080 801 1,000


35,800 49,800 49,800 9334 SMALL TOOLS & MINOR EQUIP 2,106 17,384 7,200 7,200 2,200 2,200 9333 REPAIRS & MAINTENANCE 23,786 89,206 21,800

1,800 300 300 9332 OPERATING SUPPLIES 546 1,308 3,000 3,000 1,700 1,700 9331 OFFICE SUPPLIES 2,016 285 1,800

426,300 376,100 376,100 9330 RECREATION SUPPLIES 0 23 0 0 0 0


0 0 0 9133 FLORIDA RETIREMENT SYSTEM 1,099 14,324 10,800 10,400 10,400 10,400 9129 DEFERRED COMP PENS PLAN 132 962 0

1,700 1,700 1,700 9125 EXTRA PERSONAL SERVICES 17,385 109,944 173,900 148,800 102,000 102,000 9123 DISABILITY/SURV INSURANCE 3,134 3,573 1,400

20,600 20,700 20,700 9122 REPLACEMENT BENEFIT PGM 16,947 13,912 4,400 6,500 6,500 6,500 9121 GROUP INSURANCE 14,394 14,857 9,300

0 0 0 9120 SOCIAL SECURITY 673 8,122 5,000 4,900 4,900 4,900 9119 ADDITIONAL REGULAR PAY 2,060 943 0

0 0 0 9118 MEDICARE PREMIUM 4,092 4,811 2,400 2,200 2,200 2,200 9116 POLICE PENSION FUND 30,372 34,276 0


192,900 192,900 192,900 9112 OVERTIME 110,574 118,435 0 0 0 0 9111 SALARIES 199,505 257,669 161,400

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 105 - COMMUNITY REDEVEL AGENCY


FY 2008ACTUAL


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3,712,600 4,717,400 4,717,400 SUBTOTAL COMMUNITY REDEVEL AGENCY 5,504,052 7,099,155 4,988,400

434,100 338,400 338,400 SUBTOTAL NON-OPERATING 309,700 429,800 429,800 434,100 338,400 338,400

9992 ALLOCATED OVERHEAD(COST RECOVERY) 309,700 429,800 429,800

500,000 0 0 SUBTOTAL GRANTS AND AIDS 36,000 56,000 400,000 500,000 0 0

9883 OTHER GRANTS AND AIDS 27,000 51,000 400,000

0 2,946,800 2,946,800 9882 AID TO PRIVATE AGENCIES 9,000 5,000 0 0 0 0 9771 PRINCIPAL 0 0 0

605,000 40,000 40,000 SUBTOTAL CAPITAL OUTLAY 3,709,409 5,117,450 2,405,300 634,500 69,500 69,500

9669 CONST WORK IN PROGRESS 3,709,409 5,030,722 2,405,300

0 0 0 9665 MACHINERY & EQUIPMENT 0 68,715 0 29,500 29,500 29,500 9664 INFRASTRUCTURE 0 18,013 0

203,800 203,800 203,800 SUBTOTAL OPERATING EXPENSES 982,945 867,813 1,355,900 1,717,700 986,600 986,600

9370 NON-CAPITALIZED ASSETS 4,464 4,574 209,400

900 900 900 9361 UNCLASSIFIED 0 0 291,600 663,900 0 0 9360 MISCELLANEOUS 728 728 0

5,000 5,000 5,000 9357 OTHER CONTRACTUAL SERVICE 690,278 284,755 494,800 454,800 442,700 442,700 9355 AGRICULTURAL SUPPLIES 0 5,139 5,000

100 100 100 9354 CHEMICAL SUPPLIES 0 5 0 0 0 0 9349 CLOTHING SUPPLIES 91 0 100

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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SUBTOTAL EASTSIDE - TAX INCREMENT FINANCING DISTR 114,900 108,100 108,100 7,561 78,720 120,300

0 0 0 SUBTOTAL CAPITAL OUTLAY 1,060 37,111 0 0 0 0

9669 CONST WORK IN PROGRESS 1,060 37,111 0


9370 NON-CAPITALIZED ASSETS 0 0 92,300

0 0 0 9360 MISCELLANEOUS 0 0 28,000 0 0 0 9357 OTHER CONTRACTUAL SERVICE 1,850 0 0

0 0 0 9355 AGRICULTURAL SUPPLIES 0 0 0 0 0 0 9347 UTILITIES 0 0 0

0 0 0 9342 TRAINING 0 0 0 0 0 0 9335 PROFESSIONAL SERVICES 4,281 21,721 0

0 0 0 SUBTOTAL PERSONAL SERVICES 370 19,889 0 17,900 17,900 17,900

9133 FLORIDA RETIREMENT SYSTEM 0 9 0

800 800 800 9123 DISABILITY/SURV INSURANCE 3 163 0 200 200 200 9122 REPLACEMENT BENEFIT PGM 17 924 0

0 0 0 9121 GROUP INSURANCE 0 0 0 100 100 100 9120 SOCIAL SECURITY 0 5 0

2,100 2,100 2,100 9118 MEDICARE PREMIUM 4 230 0 200 200 200 9114 GENERAL PENSION FUND 42 2,252 0

14,100 14,100 14,100 9113 LONGEVITY 0 0 0 400 400 400 9111 SALARIES 304 16,305 0

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 121 - EASTSIDE - TAX INCREMENT FINANCING DISTR


FY 2008ACTUAL


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FUND - 001/122 - INSPECTIONS SERVICES FUND *

9992 ALLOCATED OVERHEAD(COST RECOVERY) NON-OPERATING SUBTOTAL:

SUBTOTAL INSPECTION SERVICES FUND* For comparison purposes, General Fund (001) Inspection Services and Inspection Services Fund (122) have been combined.

1,320,000 1,320,400 970,100 970,100

0 0 0 227,500 229,800 0 0

CAPITAL OUTLAY SUBTOTAL: 0 22,924 0

0 0 227,500

1,206,865 1,120,297

0 0 0 0 0 0

229,800 0

9667 ROAD EQUIPMENT 0 22,924 0

38,600 38,600 38,600 OPERATING EXPENSES SUBTOTAL: 201,813 210,971 181,500 185,600 177,700 177,700

9357 OTHER CONTRACTUAL SERVICE 40,389 40,826 38,600

15,000 15,000 15,000 9349 CLOTHING SUPPLIES 1,581 411 1,500 1,500 500 500 9348 FUELS & LUBRICANTS 20,774 19,745 15,000

11,700 11,700 11,700 9346 LIABILITY INSURANCE 27,319 15,640 20,900 18,500 18,500 18,500 9345 MAINT & REPR OF VEHICLES 11,124 9,654 11,700


500 1,000 1,000 9340 PRINTING & BINDING 9,589 2,527 7,500 7,500 2,500 2,500 9339 POSTAGE 12,749 9,161 500

79,700 79,700 79,700 9337 TRANSPORTATION 123 702 1,500 1,500 1,200 1,200 9336 COMMUNICATION 67,984 102,987 73,200

300 300 300 9335 PROFESSIONAL SERVICES 300 683 100 100 100 100 9334 SMALL TOOLS & MINOR EQUIP 827 137 300

700 1,400 1,400 9333 REPAIRS & MAINTENANCE 1,080 1,374 1,200 1,200 1,200 1,200 9332 OPERATING SUPPLIES 2,227 1,498 700

905,000 792,400 792,400 9331 OFFICE SUPPLIES 1,711 664 2,600 2,600 800 800

PERSONAL SERVICES SUBTOTAL: 1,005,052 886,403 911,000

0 0 0 9133 FLORIDA RETIREMENT SYSTEM 4,189 14,904 17,500 17,600 15,000 15,000 9131 UNEMPLOYMENT 0 0 0

15,800 13,000 13,000 9130 WORKER'S COMPENSATION 20,847 16,594 21,300 16,100 16,100 16,100 9129 DEFERRED COMP PENS PLAN 16,094 15,558 15,800

5,700 4,900 4,900 9125 EXTRA PERSONAL SERVICES 16,518 16,034 0 0 24,600 24,600 9123 DISABILITY/SURV INSURANCE 6,892 5,717 5,600




700 700 700 9113 LONGEVITY 13,785 13,174 16,200 18,600 14,900 14,900 9112 OVERTIME 2,132 1,303 700

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 676,473 562,113 568,600 575,800 469,200 469,200


FY 2008ACTUAL

FY 2009BUDGET


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POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1101 - Community Development Director 1 C-05 1 C-05 1 C-051020 - Community Redevelopment Agency Director 1 C-05 (g) C-051091 - Assistant Community Redevelopment Agency Director 1 C-04 (l) C-041051 - Community Redevelopment Agency Administrator 1 (l) C-04 1 C-041102 - Inspection Services Administrator 1 C-04 1 C-04 1 C-041107 - Neighborhood & Economic Development Administrator 1 C-04 1 C-04 1 C-041103 - Planning Services Administrator 1 C-04 1 C-04 1 C-041106 - Assistant Inspection Services Administrator (a) C-031145 - Environmental Administrator (b) C-031110 - Economic Development Coordinator 1 C-02 (e) C-021074 - Neighborhood Enhancement Team Coordinator 2 C-02 1 (c) C-02 1 C-021104 - Assistant Neighborhood Coordinator 1 C-01 (f) C-018028 - Executive Assistant 4 (a) C-01 2 (h,i) C-01 1 (n) C-011180 - Planner 1 (i) C-01 1 C-014140 - Senior Urban Planner 1 GE-19 1 GE-19 1 GE-192007 - Inspections Supervisor 2 GE-16 2 GE-16 2 GE-162070 - Plans Examiner 2 GE-15 (k,m) GE-154004 - Code Inspector II 9 GE-14 7 (j) GE-14 5 (o, s) GE-142020 - Senior Administrative Officer I 1 GE-13 1 GE-13 1 (n, p) GE-132010 - Administrative Officer I 1 (q) GE-114059 - Planning Technician 1 GE-11 1 GE-11 1 GE-112077 - Senior Permit Clerk 1 GE-08 1 GE-08 1 GE-083009 - Executive Secretary II 1 GE-07 1 GE-07 1 GE-073001 - Collector 1 GE-07 1 GE-07 1 GE-073020 - Permit Clerk 2 GE-06 2 GE-06 1 (r) GE-063003 - Administrative Account Clerk (p, q) GE-05

Sub-Total 35 26 23

UNFUNDED POSITION TITLE1145 - Environmental Administrator 1 (b) C-03 (d) C-03





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COMMUNITY DEVELOPMENT (Continued)

(a) Change title of one (1) Assistant Inspection Services Administrator (C-03) to Executive Assistant (C-01) with adoption of FY 2008 Budget; 10/01/07.

(b) Unfund one (1) Environmental Administrator (C-03) with adoption of FY 2008 Budget; 10/01/07

(c) Transfer one (1) Neighborhood Enhancement Team Coordinator (C-02) from Community Development to Airport; 10/08/07.

(d) Delete one (1) unfunded Environmental Administrator (C-03) with adoption of 30-Month Budget; 06/01/08.

(e) Delete one (1) Economic Development Coordinator (C-02) with adoption of 30-Month Budget; 06/01/08.

(f) Delete one (1) Assistant Neighborhood Coordinator (C-01) with adoption of 30-Month Budget; 06/01/08.

(g) Delete one (1) Community Redevelopment Agency Director (C-05) with adoption of 30-Month Budget; 06/01/08.

(h) Delete one (1) Executive Assistant (C-01) with adoption of 30-Month Budget; 06/01/08.

(i) Change title of one (1) Executive Assistant (C-01) to Planner (C-01) with adoption of 30-Month Budget; 06/01/08.

(j) Transfer two (2) Code Inspector II (GE-14) from Community Development to Sanitation Services & Fleet Management/Code Enforcement; 07/21/08. (Note: Community Development Inspection Services Administrator will retain supervision.)

(k) Transfer one (1) Plans Examiner (GE-15) from Community Development to Sanitation Services & Fleet Management/Code Enforcement and change title to Senior Administrator Officer I (GE-13); 08/25/08. (Note: Community Development Inspection Services Administrator will retain supervision.)

(l) Change title of one (1) Assistant Community Redevelopment Agency Director (C-04) to Community Redevelopment Agency Administrator (C-04) with adoption of FY 2009 Budget; 10/01/08.

(m) Delete one (1) Plans Examiner (GE-15) with adoption of FY 2009 Budget; 10/01/08.

(n) Change one (1) Executive Assistant (C-01) to Senior Administrative Officer I (GE-13) in accordance with ordinance #23-04 which states that the unclassified position shall automatically convert to the classified service at the time the position is vacated; 10/17/08.

(o) Transfer one (1) Code Inspector II (GE-14) from Community Development to Housing; 01/12/09.

(p) Transfer one Senior Administrative Officer I (GE-13) from Community Development to Airport and transfer one Administrative Account Clerk (GE-05) from Airport to Community Development; 02/23/09.

(q) Transfer one (1) Administrative Account Clerk (GE-05) from Community Development to Parks & Recreation/Office of the Director and transfer one (1) Administrative Officer I (GE-11) from Parks & Recreation/Office of the Director to Community Development; 03/16/09.

(r) Delete one (1) Permit Clerk (GE-06) with adoption of FY 2010 Budget; 10/01/09.

(s) Delete one (1) Code Inspector II (GE-14) with adoption of FY 2010 Budget; 10/01/09.


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CAPITAL OUTLAY

SUBTOTAL COMMUNITY REDEVEL AGENCY 634,500 69,500 69,500SUBTOTAL 9669: CONST WORK IN PROGRESS: 605,000 40,000 40,000

694827 URBAN CORE-PLAN UPDATE PROJECT(S) 150,000 0 0694826 WATERFRONT DEVEL-PLAN UPDATE PROJECT(S) 150,000 0 0694823 LAND ACQUISITION 50,000 0 0694822 PALAFOX MARKET PLACE 40,000 40,000 40,000694820 PUBLIC SPACE INFRASTRUCTURE 15,000 0 0

9669: CONST WORK IN PROGRESS694816 ALCANIZ PHASE II 200,000 0 0

SUBTOTAL 9665: MACHINERY & EQUIPMENT: 29,500 29,500 29,500654703 52" STAND UP MOWER 9,500 9,500 9,500

10,000654702 WALK BEHIND REEL MOWER 10,000 10,000 10,000

9665: MACHINERY & EQUIPMENT654701 ZERO TURN LAZER MOWER 10,000 10,000


ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDEDFY 2010

APPROVED


- 169 -

ENERGY SERVICES OF PENSACOLA

Total Positions: 122*Gas Piping Halted Oct. 2008

ADMINISTRATIVEOFFICER II (1)

ENERGY SERVICES BUSINESSDEVELOPMENT MANAGER (1)

FIELD SVCS. TECH. (13)FIELD SVCS. WORKER (14)

FIELD SERVICES LEADER (21)


MAINT. WORKER II (1)

OPER. SUPERVISOR (1)

DISTRICT MANAGER (4)

FIELD SERVICES TECH. (5)

DAMAGE PREVENTION MANAGER (1)

DAMAGE PREVENTION

AREA MANAGER (1)

AM/FM PROJECTENGR/SVCS TECH. II (1)ENGR/SVCS TECH. I (2)

ENGINEERING

CORROSION SVCS. LEADER (2)FIELD SVCS. TECH. (1)FIELD SVCS. WORKER (2)

CORROSION

MIS/MEASUREMENT/SCADAESP TECHNOLOGY MANAGER (1)

GAS DISTRIBUTIONENGINEER (1)


CUSTOMER SVCS. REP. Il (3)

ADMINISTRATIVEOFFICER I (1)

GAS CONTROLLER (4)MAINT. SERVICES SUPERVISOR (1)

GAS CONTROL

FIELD SVCS. WORKER (1)

OPERATIONSSERVICES TECH. (1)

FIELD SVCS. TECH. (4)

FIELD SERVICESLEADER (3)

SCADA SERVICESLEADER (1)


AUTOMATED METER READING

GAS PIPING*

MEASUREMENT SERVICES MANAGER (1)

OPERATIONS SUPPORTMANAGER (1)

ESP SAFETY & TRAININGCOORDINATOR (1)

SENIOR MARKETING REP. (5)

ADMINISTRATIVE OFFICER (1)

MARKETING MANAGER (1)

CUSTOMER SVC. REP. II (7)

ADMIN. OFFICER II (1)

ASSISTANT CUSTOMERSERVICE MANAGER (1)

UTILITY BILLING CLERK (2)

CUSTOMER SERVICEMANAGER (1)

ASSISTANT ESPDIRECTOR FOR OPERATIONS (1)

ENERGY SERVICESDIRECTOR (1)


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DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 DEPARTMENT DESCRIPTION

In its’ simplest form, the mission of Energy Services of Pensacola is to generate income for the City of Pensacola through the sale of natural gas and energy-related services. The path by which this task is accomplished is best stated in the vision statement, “ESP is an innovative, high-value energy services provider. Our commitment: Excellence, Safety, Performance.” Action items in this regard include continuously improving customer service delivery, testing and implementing new service offerings intended to expand our ability to generate revenue, upgrading the condition of our underground gas mains and service lines, and integrating new technologies such as automated meter reading in order to improve operational efficiency. Continuous improvement throughout the organization is part of our corporate culture and this mindset is invaluable as we are confronted with declining consumption per customer, rising expectations for service delivery, a continuing uptrend in the long term cost of energy, an aging distribution system much of which is near the end of its useful life, and increasing regulatory oversight. Maintaining skilled committed employees are essential to ESP’s success.

REVENUE SUMMARY

ACTUAL ACTUAL BEGIN BGT APPROVEDFY 2007 FY 2008 FY 2009 FY 2010

BEGINNING FUND BALANCE $ 1,138,424 7,454,039 0 0REVENUES:GAS CHARGES Residential User Fees 25,714,376 25,070,102 27,233,700 25,760,100 Commercial User Fees 15,289,366 15,728,405 16,871,600 15,700,000 Municipal User Fees 477,871 201,470 597,100 250,000 Interruptible User Fees 8,052,097 8,241,511 6,427,100 8,250,000 Transportation User Fees 1,610,404 6,283,859 2,238,400 2,300,000 Gas Piping Fees 278,219 431,732 616,100 0 Navy Projects 513,099 980,337 116,000 100,000 Miscellaneous Gas Charges 329,965 304,855 250,000 250,000 New Accounts/Turn-On Fees 690,435 576,615 835,000 550,000 Interest Income 308,663 182,106 200,000 50,000SUB-TOTAL OPERATING REVENUES 53,264,495 58,000,992 55,385,000 53,210,100

TOTAL REVENUES AND FUND BALANCE $ 54,402,919 65,455,031 55,385,000 53,210,100


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DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 6,779,660 7,030,234 9,179,100 8,251,800 Operating Expenses 31,450,423 36,907,245 35,466,800 34,735,200 Capital Outlay 432,411 427,243 680,500 187,000

SUBTOTAL 38,662,494 44,364,722 45,326,400 43,174,000 Debt Service 1,699,741 1,825,193 1,307,000 1,190,500 Allocated Overhead/(Cost Recovery) 2,191,100 2,316,200 751,600 845,600 Gas Construction Bonds 0 1,592,459 0 0 Gas Construction Navy 0 801,346 0 0 Transfer Out 7500,000 7,500,000 8,000,000 8,000,000

TOTAL $ 50,053,335 58,399,920 55,385,000 53,210,100

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Administration $ 0 1,289,847 1,365,500 646,700 Customer Service 0 0 661,300 858,800 Gas Construction 1,655,284 1,368,615 2,198,400 1,940,700 Gas Cost 0 31,958,229 30,136,000 30,226,500 Gas Marketing 1,655,642 1,760,263 1,631,600 1,639,300 Gas Piping 649,866 640,135 844,800 0 Gas Renewal & Replacement 2,073,151 2,198,825 2,256,800 2,310,400 Gas Training 195,255 187,228 226,100 210,800 Measurement 0 1,262,607 1,399,700 1,000,000 Meter Reading 0 0 536,900 0 Operations 0 3,698,973 4,069,300 4,340,800 Operations & Maintenance 32,433,296 0 0 0

Subtotal 38,662,494 44,364,722 45,326,400 43,174,000 Debt Service 1,699,741 1,825,193 1,307,000 1,190,500 Allocated Overhead/(Cost Recovery) 2,191,100 2,316,200 751,600 845,600 Gas Construction Bonds 0 1,592,459 0 0 Gas Construction Navy 0 801,346 0 0 Transfer Out 7500,000 7,500,000 8,000,000 8,000,000

TOTAL $ 50,053,335 58,399,920 55,385,000 53,210,100


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DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Administration COST: $ 646,700

The Administration activity is responsible for all support functions for ESP. These functions include budgeting, contract negotiation, communication with City Administrative Staff, business development, CIS support, payroll, and invoice processing.

OBJECTIVES

City Government: Trusted & Respected Ensure alignment of goals for ESP matches those established by City Council. Provide a well-managed, competent, and highly motivated work force that is progressive, imaginative and well trained. Process payroll accurately and timely to ensure employee satisfaction. Process invoices accurately and timely. Increase ESP’s revenue stream through differing revenue sources. Maintain a good working relationship with City staff. Improve customer information support by testing and approving upgrades and modifications to CIS.

PROGRAM NAME: Customer Service COST: $ 858,800

Customer Service is comprised of Utility Billing, Collections Services and Customer Service functions. The primary function of ESP’s Customer Service Department is to address the needs and requests of customers and citizens regarding natural gas, sanitation and stormwater. Representatives provide assistance to walk-in customers, via telephone and via computer inquiries electronically. The Customer Service Department also provides a variety of billing options and payments plans such as Direct Payment, Equalized Payment, Large Bill Print and Electronic Bill Presentment. In addition to standard notices, ESP provides automated outbound phone contacts and special payment arrangements to reduce disruption of service for non-payment.

OBJECTIVES

Responsive, Customer-Oriented City Services Provide a high level of customer service, both personal and by telephone to over 45,000 natural gas and sanitation customers. Provide day to day activities including establishing and terminating service, resolving billing inquiries, delinquent collections, posting of payments,

and gas meter reading until AMR system implementation is complete.


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DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Gas Construction COST: $ 1,940,700

The Gas Construction program provides for the expansion of ESP's gas system into new service areas as well as reinforcement of existing systems allowing for growth in existing service areas. This includes the installation of mains and services to new and existing homes. ESP must meet internal and external demands for installation speed and cost while minimizing disruption to citizens and property. To accomplish this ESP operates two directional drilling machines to install mains and services with minimal surface disruption. This activity also relocates mains and services to accommodate various public works projects such as road reconstruction and drainage improvements and includes the funding for capital equipment and capital projects.

OBJECTIVES

Pensacola: A Growing City Construction of approximately 130,000 feet of gas main, including over 22,000 feet of directionally bored pipeline. Installation of 650 customer service lines for new customers, including nearly 5,000 feet of directionally bored service line.

PROGRAM NAME: Gas Costs COST: $ 30,226,500

Provides for the acquisition of natural gas for resale to end users.

OBJECTIVES

Responsive, Customer-Oriented City Services Purchase the most reliable and economical supply of gas available for resale to customers of ESP. Stay abreast of current trends in gas purchasing. Stay actively involved with the Federal Energy Regulatory Commission (FERC) through our Washington based legal counsel, Miller, Baylis &

O’Neil.


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DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Gas Marketing COST: $ 1,639,300

The Marketing department consists of a team of specialists who focus on new residential construction, the existing home market, and new and existing commercial and industrial customers. The primary emphasis is to insure that every new home is built with natural gas appliances, existing homes are targeted for electric to gas conversion opportunities, and the commercial/industrial segment is kept abreast of the latest efficient natural gas technology. Advertising and special promotions will continue to be an integral part of our growth strategy as will the offering of incentives for using natural gas appliances. Participation in promotional events such as the Parade of Homes, Home and Product Expo, Green Coast Conference and Expo, and Seafood Grille are vitally important to our success and provide additional ways to market the benefits of natural gas. The popular Coastal Cooking Show continues to build strong relationships with our local chefs and restaurants while demonstrating that professional chefs do prefer to cook with natural gas.

OBJECTIVES

Financially Sound, Sustainable City Government Provide marketing training to customer service for additional growth opportunities. Seek out additional opportunities for our Green Energy Specialist to provide green energy education to civic and community groups and schools. Research and implement new gas service technologies (CNG vehicles and refueling stations, gas heat pumps, dehumidification units, etc.). Develop “infomercials” to educate and promote the safety of natural gas.

Pensacola: A Growing City Continue to develop and support strong relationships with builders, contractors, realtors, and architects. Enhance the Comfort Plus program to incorporate “green energy”. Identify and market increased gas load strategies to commercial and industrial customers.


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DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Gas Renewal and Replacement COST: $ 2,310,400

This program addresses proactive renewal and replacement of functionally obsolete pipelines, primarily consisting of steel and cast iron material. Renewal and replacement is mandated by Federal and State regulations when certain criteria are met, including indicators obtained from corrosion control data. Regulations within this program are likely to increase with implementation of Distribution Integrity Management Program (DIMP) regulation, expected sometime in calendar year 2009. This program is also responsible for all field maintenance on meters, setting meters, leak inspection both inside and outside homes and businesses and investigating a variety of customer concerns.

OBJECTIVES Strong, Livable Neighborhoods

Renew approximately 21,000 feet of steel gas main with polyethylene pipe. Renew approximately 250 steel service lines with polyethylene pipe. Replace approximately 4,000 obsolete meters and regulators. Test and record approximately 6,000 meters, refurbishing as needed. Relocate approximately 200 service lines and meters to facilitate automated meter reading and meet current installation practices. Reduce quantity of cast iron low pressure mains and services during renewal and replacement projects whenever feasible.

PROGRAM NAME: Gas Training COST: $ 210,800

ESP will continue to provide training opportunities for employees, including emphasizing safe work practices on jobsites and in all working environments. ESP will continue to utilize training programs provided by the Florida Natural Gas Association, Southern Gas Association and the American Public Gas Association as well as other entities. ESP will maintain compliance with federal requirements for Operator Qualifications (OQ) training and documentation. Plans to implement an on-line OQ program will allow employees better access to training modules. In addition to OQ training, other on-site training will be coordinated for employees to insure knowledge of appropriate procedures and practices. As required by federal regulations, ESP will continue to provide the Public Awareness Program. We will develop and implement safety presentations to be utilized in the local schools. We will continue to educate customers, contractors, and all stakeholders on natural gas to call (811) before digging, as well as how to recognize and respond to a natural gas emergency. Part of this program will be the continued use of The Pipeline Group to facilitate meetings for emergency responders, public officials, excavators, and contractors.

OBJECTIVES City Government: Trusted & Respected

Comply with federal, state, and local safety and training mandates. Enhance training efforts and utilize ESP’s Learning Center for on-site demonstrations and training. Provide monthly safety meetings for employees. Implement a web-based Operator Qualification Program for employees. Enhance ESP’s Public Awareness Plan by providing safety presentations for local schools and emergency responder safety meetings. Review, establish, and ensure ESP’s adherence to Safety Policies and Procedures. Continue to coordinate and monitor ESP’s Operator Qualification Program. Continue to coordinate and enhance ESP’s Public Awareness Plan.


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DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Measurement $ 1,000,000

The measurement program is responsible for the installation and maintenance of large commercial meters, gate stations, odorization stations, regulator stations, and substations. The program also repairs, maintains, and verifies the accuracy of all meters. This includes monitoring and maintaining measurement data and devices in the field. This program is responsible for the installation and maintenance of ESP’s Supervisory Control And Data Acquisition (SCADA) hardware and software. The SCADA system monitors the gas flow and pressure on ESP’s gas distribution system and allows for remote pressure corrections and adjustments. Additionally the responsibility of installation and maintenance of the AMR transmitters to ensure accurate and timely billing of gas consumed is a responsibility of this program.

OBJECTIVES

City Government: Trusted and Respected Maintain all the gate, regulator, farm tap, and sub stations to ensure proper regulation. Odorize all gas system pipelines and monitor for proper odorization. Maintain all commercial/industrial meters and regulators to ensure proper measurement and accuracy. Install, operate, maintain, and calibrate SCADA equipment. Provide 24/7 support and repair of the SCADA system. Collect measurement data for billing and public safety.

Responsive, Customer – Oriented City Services Facilitate new commercial and industrial meter installations. Perform accuracy tests on existing and new meters. Repair and refurbish meters and regulators. Document and retire obsolete or broken meters and regulators. Install AMR devices on existing meters to lessen the cost of third party installation.


- 177 -


DEPARTMENT/UNIT NAME: Energy Services of Pensacola FUND: 401 PROGRAM NAME: Operations COST: $ 4,340,800

This program encompasses many aspects of operating the distribution system in a safe, efficient, compliant and reliable manner. The program continues to meet the changing requirements of all applicable Federal and State regulations. Regulations within this program are likely to increase with implementation of Distribution Integrity Management Program (DIMP) regulation, expected sometime in calendar year 2009 and the increasingly costly and burdensome Public Awareness (OPS RP1162) regulation. Monitoring cathodic protection systems designed to extend the useful life of mains and services is part of this program. The Communications Center operates 24 hours, 7 days a week to receive customer calls for daily and emergency service and to dispatch service crews. The Damage Prevention activity locates natural gas facilities for contractors as required by State Law, and investigates damages to ESP’s distribution system. The Engineering activity maintains system maps, performs cost analysis for system expansion, performs semi-annual leak surveys of over 4500 required locations an annual survey of over 3000 locations and a 3-year rotation survey of one-third of the distribution system mains.

OBJECTIVES

Responsive, Customer –Oriented City Services Serve existing and potential customer’s natural gas energy needs in a responsible manner while providing quality customer service.

City Government: Trusted and Respected Assure the operation and maintenance of the distribution system is performed in accordance with all applicable regulations and sound practices. Monitor over 2,000 services and 180 miles of main that are cathodically protected systems to ensure compliance with all applicable regulations. Conduct all required leak surveys on over 500 miles of main and 25,000 services annually to ensure public safety and comply with all applicable

regulations. Locate and mark over 3,000,000 feet of main and 21,000 services. Respond to more than 19,000 requests received via Sunshine State One Call of Florida. Investigate over 250 third-party damage to ESP facilities, resulting in approximately $32,000 in charges to at fault excavators. Issue annual safe excavation practice notices to approximately 200 excavators aligning ESP with Common Ground Alliance best practices

recommendations to assist in compliance with the newly enacted Federal Public Awareness Regulations (RP 1162). Provide timely and appropriate response to customers 24 hours a day, 7 days a week, 365 days a year.


- 178 -

84,800 82,800 82,800 9343 DUES, SUBS, & MEMBERSHIPS 80,998 85,893 85,800









77,300 77,300 77,300 9131 UNEMPLOYMENT 0 538 0 0 0 0 9130 WORKER'S COMPENSATION 162,401 126,743 116,900

10,800 10,800 10,800 9129 DEFERRED COMP PENS PLAN 22,642 19,765 21,400 19,300 19,300 19,300 9128 DIFFERENTIAL PAY 10,460 10,944 10,900

82,000 182,000 182,000 9126 INCENTIVE PAY 0 0 20,000 0 0 0 9125 EXTRA PERSONAL SERVICES 612,021 519,478 543,100

42,700 42,800 42,800 9124 DEFERRED COMPENSATION 11,708 12,146 12,200 12,300 12,300 12,300 9123 DISABILITY/SURV INSURANCE 40,679 40,361 44,800


9,500 9,500 9,500 9120 SOCIAL SECURITY 3,789 28,825 52,800 49,500 44,500 44,500 9119 ADDITIONAL REGULAR PAY 253 115 9,500

0 0 0 9118 MEDICARE PREMIUM 40,243 44,803 56,400 52,700 51,500 51,500 9117 ADDITIONAL PENSION 3,490 2,883 8,500

179,600 160,800 160,800 9114 GENERAL PENSION FUND 1,112,909 1,161,184 1,798,700 1,627,200 1,627,200 1,627,200 9113 LONGEVITY 140,706 147,139 173,500


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 401 - GAS UTILITY FUND


FY 2008ACTUAL


- 179 -

TOTAL GAS UTILITY FUND 50,053,335 58,399,920 55,385,000 53,281,800 53,210,100 53,210,100

760,800 845,600 845,600 SUBTOTAL NON-OPERATING 9,691,100 9,816,200 8,751,600 8,760,800 8,845,600 8,845,600

9992 ALLOCATED OVERHEAD(COST RECOVERY) 2,191,100 2,316,200 751,600

1,190,500 1,190,500 1,190,500 9991 TRANSFERS 7,500,000 7,500,000 8,000,000 8,000,000 8,000,000 8,000,000

SUBTOTAL DEBT SERVICE 1,699,741 1,825,193 1,307,000

525,000 525,000 525,000 9772 INTEREST 484,741 457,087 718,900 665,500 665,500 665,500 9771 PRINCIPAL 1,215,000 1,368,106 588,100

0 0 0 SUBTOTAL CAPITAL OUTLAY 432,411 657,041 680,500 187,000 187,000 187,000

9669 CONST WORK IN PROGRESS 4,054 200,413 100,000

7,000 7,000 7,000 9667 ROAD EQUIPMENT 307,493 348,943 219,500 113,000 113,000 113,000 9666 OFFICE EQUIPMENT 6,476 15,356 0

0 0 0 9665 MACHINERY & EQUIPMENT 114,388 54,650 361,000 67,000 67,000 67,000 9663 IMPROVE OTHER THAN BLDGS 0 37,679 0

132,900 132,900 132,900 SUBTOTAL OPERATING EXPENSES 31,450,423 39,071,252 35,466,800 34,863,700 34,735,200 34,735,200


60,000 60,000 60,000 9365 LANDFILL FEES 1,126 1,380 5,000 5,000 5,000 5,000 9361 UNCLASSIFIED 103,280 110,130 60,000

700,000 700,000 700,000 9360 MISCELLANEOUS (1,952) 48 10,000 10,000 10,000 10,000 9358 REBATES 687,075 640,575 700,000

3,000 3,000 3,000 9357 OTHER CONTRACTUAL SERVICE 668,977 1,158,570 538,900 420,500 415,800 415,800 9355 AGRICULTURAL SUPPLIES 7,706 9,189 4,000

740,000 665,000 665,000 9354 CHEMICAL SUPPLIES 22,191 20,308 28,000 28,000 28,000 28,000 9353 PIPE FITTINGS & HYDRANTS 1,012,821 1,191,647 1,004,000

0 0 0 9352 METER PARTS & SUPPLIES 22,150 1,261,417 60,000 60,000 60,000 60,000 9351 MED & FIRST AID SUPPLIES 6 0 0

39,500 29,500 29,500 9350 INV OF STORES FOR RESALE 26,204,752 31,867,921 30,000,000 30,000,000 30,000,000 30,000,000 9349 CLOTHING SUPPLIES 28,310 27,329 42,000

40,000 40,000 40,000 9348 FUELS & LUBRICANTS 253,598 321,006 290,600 259,000 279,000 279,000 9347 UTILITIES 44,187 41,528 40,000


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 401 - GAS UTILITY FUND


FY 2008ACTUAL


- 180 -


ENERGY SERVICES OF PENSACOLA

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1019 - Energy Services Director 1 C-05 1 C-05 1 C-051093 - Assistant ESP Director for Operations 1 C-04 1 C-04 1 C-041078 - Customer Service Manager 1 (w) C-04 1 C-048021 - Treasury Manager (v,w) C-04 1065 - Energy Services Business Development Manager 1 C-03 1 C-03 1 C-031038 - Legal Assistant (s,u) C-031113 - Marketing Manager 1 (n) C-03 1 C-03 1 C-038040 - ESP Safety & Training Coordinator (n) C-02 2001 - Administrative Officer IV (o,p) GE-232045 - Area Manager 1 (f) GE-23 1 GE-23 1 GE-232126 - ESP Safety & Training Coordinator 1 (o) GE-23 1 GE-23 1 GE-232127 - Gas Distribution Engineer 1 (p) GE-23 1 GE-23 1 GE-232111 - Assistant Customer Service Manager 1 (x) GE-21 1 GE-212110 - Assistant Treasury Manager (v,x) GE-21 2065 - District Manager 4 (g) GE-21 4 GE-21 4 GE-212066 - Operations Support Manager 1 (h) GE-21 1 GE-21 1 GE-212003 - Administrative Officer III (q) GE-192129 - Damage Prevention Manager 1 (bb) GE-192128 - ESP Technology Manager 1 (q) GE-19 1 GE-19 1 GE-194074 - Measurement Services Manager 1 (k) GE-19 1 GE-19 1 GE-194125 - Piping Services Manager 1 (m) GE-19 1 GE-19 (bb) GE-192047 - Maintenance Services Supervisor 1 GE-16 1 GE-16 1 GE-164052 - Senior Marketing Representative 5 (c) GE-16 5 GE-16 5 GE-162004 - Administrative Officer II 2 (b) GE-15 2 (r,v) GE-15 2 GE-154067 - Corrosion Services Leader 2 (j) GE-16 2 GE-16 2 GE-166015 - Field Services Leader 27 (d) GE-16 27 GE-16 29 (cc) GE-166170 - Piping Services Leader 2 (l) GE-16 2 GE-16 (cc) GE-164066 - SCADA Services Leader 1 (i) GE-16 1 GE-16 1 GE-164078 - Engineering Services Technician II 1 GE-13 1 GE-13 1 GE-134018 - Gas Controller 5 GE-13 4 (t) GE-13 4 GE-132020 - Senior Administrative Officer I (a,b) GE-132010 - Administrative Officer I 1 (c) GE-11 2 (r) GE-11 2 GE-114065 - Operations Services Technician 1 GE-11 1 GE-11 1 GE-116060 - Field Services Technician 24 (e) GE-10 24 GE-10 23 (aa) GE-102040 - Operations Supervisor 1 GE-10 1 GE-10 1 GE-104079 - Engineering Services Technician I 1 GE-08 2 (t) GE-08 2 GE-083030 - Utility Billing Clerk 2 (v) GE-08 2 GE-082014 - Administrative Officer 1 GE-07 1 GE-07 1 GE-073015 - Customer Service Representative II 3 GE-07 10 (v) GE-07 10 GE-074042 - Account Data Collector 6 (v) GE-05 (y) GE-057064 - Field Services Worker 19 (d,e) GE-05 19 GE-05 17 (z) GE-057002 - Maintenance Worker II 1 GE-03 1 GE-03 1 GE-03

Total 113 131 122




- 181 -


ENERGY SERVICES OF PENSACOLA (Continued)

(a) Transfer one (1) Senior Administrative Officer I (GE-13) from Financial Services to Energy Services of Pensacola; 01/17/07.

(b) Transfer one (1) Senior Administrative Officer I (GE-13) from Energy Services of Pensacola to Financial Services and transfer one (1) Administrative Officer II (GE-15) from Financial Services to Energy of Pensacola; 04/10/07.

(c) Reclass one (1) Administrative Officer I (GE-11) to Senior Marketing Representative (GE-16) with adoption of FY 2008 Budget; 10/01/07.

(d) Reclass two (2) Field Services worker (GE-05) to Field Services Leader (GE-16) with adoption of FY 2008 Budget; 10/01/07.

(e) Reclass one (1) Field Services Worker (GE-05) to Field Services Technician (GE-10) with adoption of FY 2008 Budget; 10/01/07.

(f) Upgrade Area Manager from GE-21 to GE-23 with adoption of FY 2008 Budget; 10/01/07.

(g) Upgrade District Manager from GE-19 to GE-21 with adoption of FY 2008 Budget; 10/01/07.

(h) Upgrade Operations Support Manager from GE-19 to GE-21 with adoption of FY 2008 Budget; 10/01/07.

(i) Upgrade SCADA Services Leader from GE-15 to GE-16 with adoption of FY 2008 Budget; 10/01/07.

(j) Upgrade Corrosion Services Leader from GE-15 to GE-16 with adoption of FY 2008 Budget; 10/01/07.

(k) Upgrade Measurement Services Manager from GE-18 to GE-19 with adoption of FY 2008 Budget; 10/01/07.

(l) Upgrade Piping Services Leader from GE-15 to GE-16 with adoption of FY 2008 Budget; 10/01/07.

(m) Upgrade Piping Services Manager from GE-18 to GE-19 with adoption of FY 2008 Budget; 10/01/07.

(n) Reclass one (1) ESP Safety & Training Coordinator (C-02) to Marketing Manager (C-03) with adoption of FY 2008 Budget; 10/01/07.

(o) Change title of one (1) Administrative Officer IV (GE-23) to ESP Safety & Training Coordinator (GE-23) with adoption of FY 2008 Budget; 10/01/07.

(p) Change title of one (1) Administrative Officer IV (GE-23) to Gas Distribution Engineer (GE-23) with adoption of FY 2008 Budget; 10/01/07.

(q) Change title of one (1) Administrative Officer III (GE-19) to ESP Technology Manager (GE-19) with adoption of FY 2008 Budget; 10/01/07.

(r) Transfer one (1) Administrative Officer II (GE-15) from Energy Services of Pensacola to Airport and change title to Airport Operations Officer (GE-15) and transfer one (1) Airport Operations Assistant (GE-11) from Airport to Energy Services of Pensacola and change title to Administrative Officer I (GE-11); 06/10/08.

(s) Transfer one (1) Legal Assistant (C-03) from Legal to Energy Services of Pensacola; 07/21/08.

(t) Transfer one (1) Gas Controller (GE-13) from Energy Services of Pensacola to Sanitation Services and Fleet Mgmt./Central Garage and change title to Master Mechanic (GE-11) and transfer one (1) Vehicle Procurement Specialist (GE-08) from Sanitation Services and Fleet Mgmt./Central Garage to Energy Services of Pensacola and change title to Engineering Services Technician I (GE-08); 08/13/08.

(u) Transfer one (1) Legal Assistant (C-03) from Energy Services of Pensacola to Airport; 09/08/08.

(v) Transfer one (1) Treasury Manager (C-04), one (1) Assistant Treasury Manager (GE-21), one (1) Administrative Officer II (GE-15), two (2) Utility Billing Clerk (GE-08), seven (7) Customer Service Representative II (GE-07) and six (6) Account Data Collector (GE-05) from Financial Services to Energy Services of Pensacola with adoption of FY 2009 Budget; 10/01/08.

(w) Change title of one (1) Treasury Manager (C-04) to Customer Service Manager (C-04) with adoption of FY 2009 Budget; 10/01/08.

(x) Change title of one (1) Assistant Treasury Manager (GE-21) to Assistant Customer Service Manager (GE-21) with adoption of FY 2009 Budget; 10/01/08.

(y) Delete six (6) Account Data Collector (GE-05) with adoption of FY 2010 Budget; 10/01/09.

(z) Delete two (2) Field Services Worker (GE-05) with adoption of FY 2010 Budget; 10/01/09.

(aa) Delete one (1) Field Services Technician (GE-10) with adoption of FY 2010 Budget; 10/01/09.

(bb) Change title of one (1) Piping Services Manager (GE-19) to Damage Prevention Manager (GE-19) with adoption of FY 2010 Budget; 10/01/09.

(cc) Change title of two (2) Piping Services Leader (GE-16) to Field Services Leader (GE-16) with adoption of FY 2010 Budget; 10/01/09.


- 182 -

CAPITAL OUTLAY

SUBTOTAL GAS UTILITY FUND 187,000 187,000 187,000SUBTOTAL 9667: ROAD EQUIPMENT: 113,000 113,000 113,000

38,000673132 #236--98 INTL UT TRUCK 75,000 75,000 75,000

9667: ROAD EQUIPMENT673116 #217--03 FORD TRUCK 38,000 38,000

7,000SUBTOTAL 9666: OFFICE EQUIPMENT: 7,000 7,000 7,000

9666: OFFICE EQUIPMENT663100 PRINTER(S) 7,000 7,000

SUBTOTAL 9665: MACHINERY & EQUIPMENT: 67,000 67,000 67,000653165 TAPPING MACHINE 40,000 40,000 40,000

12,000653139 #294--90 SULLAIR AIR COMP 15,000 15,000 15,000

9665: MACHINERY & EQUIPMENT653120 POWER INVERTER(S) 12,000 12,000

FUND - 401 - TOTAL GAS UTILITY FUND

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDEDFY 2010

APPROVED


- 183 -

ENGINEERING

Total Positions: 12

SENIOR ADMINISTRATIVE OFFICER I (1)

PROJECT MANAGER (1)

OPERATIONS SUPERVISOR II (1)INSTRUMENT TECHNICIAN (2)

SURVEY

ENGINEERING SERVICES TECHNICIAN I (2)

DRAFTING & DESIGN

SURVEYING DIVISIONSENIOR ADMINISTRATIVE OFFICER III (1)


CONSTRUCTION INSPECTOR (2)

CONSTRUCTION INSPECTION

CITY ENGINEER


- 184 -


DEPARTMENT/UNIT NAME: Engineering FUND: 504 DEPARTMENT DESCRIPTION

The role of the Engineering Department is to provide technical, logistical, and managerial support to all City Departments, which includes surveying, design, construction inspection, and project administration, including contract and grant management services on street construction, street improvements, storm drainage improvements, building improvements and other related site improvement projects. Engineering is also tasked with the issuance of right-of-way (R/W) permits and code enforcement associated with modifications and construction in the public R/W by entities other than the City. There are four vital programs or services that the Engineering Department provides (1) Field Survey, (2) Project Design, (3) Project Management, and (4) Plan Review.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 708,804 695,061 780,900 819,000 Operating Expenses 103,416 106,973 110,800 101,200 Capital Outlay 12,698 0 0 17,500

TOTAL $ 824,918 802,034 891,700 937,700

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Engineering (Technical Support) $ 824,918 0 0 0 Field Survey 0 179,205 196,200 266,700 Plan Review 0 30,904 35,700 115,300 Project Design 0 218,520 240,700 183,600 Project Management 0 373,405 419,100 372,100

TOTAL $ 824,918 802,034 891,700 937,700


- 185 -

PROGRAM AND OBJECTIVE

DEPARTMENT/UNIT NAME: Engineering FUND: 504 PROGRAM: Field Survey COST: $ 266,700

Every road, sidewalk, stormwater drainage, building site, and all related site improvement projects requires field surveying of some determined level. Field Surveying is the collection of boundary and topographical information that includes existing site conditions and improvements, land features, elevation data and utility locations. The Field Survey Crew collects raw field data for projects and sets elevation benchmarks throughout the City and consists of three personnel; one Operations Supervisor, and two Instrument Technicians. The City Surveyor directly oversees the survey crew and spends 30% of his time in doing so while the City Engineer spends approximately 10% of his time involved in field survey matters. The field data that is collected is translated or interpreted into drawings by the Engineering Technicians and later used by the City Engineer as the basis to design a project.

The survey crew also performs construction layout for selected infrastructure improvement projects and assists in conflict resolution in the field, when plan discrepancies arise. They also provide direct services that vary in nature to other departments which includes Risk Management, Public Works, Airport, Port, and Parks/Recreation.

OBJECTIVE


Provide surveying services for the design and reconstruction of the 2010 Street Reconstruction Program in the City within the fiscal funding year. Provide surveying services for the design and construction of approximately 10,500 linear feet of new sidewalks in the City within the fiscal funding

year.


- 186 -


DEPARTMENT/UNIT NAME: Engineering FUND: 504 PROGRAM: Plan Review COST: $115,300

City permits are required on all development projects within the City, whether private or municipal. In order to obtain a City permit, development plans are submitted and reviewed by City staff. The City Engineer reviews all development plans for stormwater and access management code compliance as outlined in the City of Pensacola Land Development Code. This includes review and inspection of erosion control for compliance on certain projects. In addition, the program involves the review and issuance of right-of-way permits for driveways, sidewalks, utilities, and other typical infrastructure.

The City Engineer and the Executive Assistant review project plans internally for numerous other departments of the City for quality control assurance and budgetary compliance. These reviews are typically staged on a project as the design progresses and several rounds typically take place before final plans are approved.

OBJECTIVE


Maximize efficiency of reviews on all project submittals and ensure completed reviews within allotted time frame for 97% of projects.

Ensure that all review fees are assessed and collected in an accurate manner.

FUTURE ISSUES

Improve infrastructure of various types for most departments of the City; primarily, building and facility infrastructure projects.

Expedite design and construction of stormwater management projects.


- 187 -


DEPARTMENT/UNIT NAME: Engineering FUND: 504 PROGRAM: Project Design COST: $183,600

Project Design generally begins with the need identification and program budgeting for a specific project. Conceptual or schematic design typically follows the programming of the project and the actual design process is completed when all public and permit agency input have been addressed and final construction documents (CD’s) are generated and advertised for bid. The typical “in-house” Project Design Program includes computer aided design (CAD) services provided by the Engineering Services Technicians (2), City Surveyor (30% of time), Executive Assistant (50%), City Engineer (30%), and Administrative Officer (20%). Field data information submitted by the survey crew (see Program #1) is converted into base surveys, maps, and or drawings; reviewed by the City Surveyor, then forwarded to the City Engineer to begin and finish the project CD’s.

OBJECTIVE

Strong Livable Neighborhoods

Ensure that the designs, permits, and bid documents of all construction projects (capital and non-capital) are accurate and in accordance with federal, state, and local regulatory agencies.

Become better informed on design standards and practices with latest technology and innovation to produce projects that are more citizen and neighborhood friendly.

PROGRAM: Project Management COST: $ 372,100

Project Management services consist primarily of guiding, directing and overseeing a project from inception all the way through to completion of construction to ensure the defined scope is successfully met within budgetary constraints. This often includes supervision of external consultants of various trades and disciplines (i.e., Architects, Engineers, Environmental, etc.) for assurance of product and service(s) delivery, and in accordance with adopted schedules and budgets. The vast majority of the work performed in the Project Management Program takes place during the “project administration” or construction phase of a project. This phase typically includes grant/budget management, construction inspection, routine coordination/communication with all project related contract entities (i.e., Architect, Engineer, Contractor, Permit Agencies, etc.), and approval of the contractor’s pay requests. This program consists of one Project Manager (PM), one Senior Administrative Officer 1(70% of time), one City Surveyor (40%), the City Engineer (50%) and two Construction Inspections devoting 90% each of their time for this program. The Project Manager and Construction Inspectors keep written daily and weekly reports of the construction progress of each project. The daily and weekly reports are compiled by the Administrative Officer and the contractor’s pay requests are based upon this information and prepared for internal processing.

OBJECTIVE


Complete 97% of projects within prescribed budget.

Limit change orders on 95% of projects to within the adopted contingency.


- 188 -

DEPARATMENT - 7080 - ENGINEERING

10,000 10,000 10,000 9349 CLOTHING SUPPLIES 903 893 900 900 900 900 9348 FUELS & LUBRICANTS 8,527 10,991 10,000


9,700 9,700 9,700 9343 DUES, SUBS, & MEMBERSHIPS 1,289 504 1,500 1,500 1,500 1,500 9342 TRAINING 1,915 3,032 9,700

1,400 1,200 1,200 9340 PRINTING & BINDING 1,410 3,122 1,600 3,200 3,200 3,200 9339 POSTAGE 902 924 1,400

2,000 2,000 2,000 9338 ADVERTISING 723 446 100 100 600 600 9337 TRANSPORTATION 374 1,825 2,000

100 100 100 9336 COMMUNICATION 44,078 53,173 37,700 38,000 38,000 38,000 9335 PROFESSIONAL SERVICES (5,715) 278 100





6,400 6,400 6,400 9131 UNEMPLOYMENT 0 0 0 0 0 0 9129 DEFERRED COMP PENS PLAN 4,715 2,836 2,800

4,800 4,800 4,800 9125 EXTRA PERSONAL SERVICES 5,198 0 0 0 0 0 9123 DISABILITY/SURV INSURANCE 4,854 4,786 5,000


1,200 600 600 9120 SOCIAL SECURITY 2,433 9,328 10,000 14,400 14,400 14,400 9119 ADDITIONAL REGULAR PAY 608 403 1,200

0 0 0 9118 MEDICARE PREMIUM 5,833 5,846 6,200 6,900 6,900 6,900 9117 ADDITIONAL PENSION 178 183 300


544,800 544,800 544,800 9112 OVERTIME 6,562 3,870 9,900 9,900 6,800 6,800 9111 SALARIES 466,360 477,836 505,800

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 504 - CENTRAL SERVICES FUND


FY 2008ACTUAL


- 189 -

DEPARTMENT - 7080 - ENGINEERING

937,700 824,918 802,034 891,700 952,600

0 0 0 0 0 17,500 17,500 17,500

9665 MACHINERY & EQUIPMENT 7,899 0 0 0 0 0 5,049

SUBTOTAL ENGINEERINGSUBTOTAL CAPITAL OUTLAY 12,698 0 0 17,500 17,500 17,500 9669 CONST WORK IN PROGRESS 9667 ROAD EQUIPMENT

(250) 0 0 0 0 0

9666 OFFICE EQUIPMENT 0

103,900 101,200 101,200

0 0

937,700


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL

0 0 0 9370 NON-CAPITALIZED ASSETS 8,086 4,055 0


- 190 -


ENGINEERING

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1017 - City Engineer 1 C-05 1 C-05 1 C-051151 - Project Manager 1 C-04 1 C-04 1 C-048028 - Executive Assistant 1 (c) C-012022 - Senior Administrative Officer III 1 GE-21 1 GE-21 1 GE-212008 - Operations Supervisor II 1 GE-13 1 GE-13 1 GE-132020 - Senior Administrative Officer I 1 GE-13 1 GE-13 1 GE-134013 - Construction Inspector 2 GE-11 2 GE-11 2 GE-114079 - Engineering Services Technician I 2 GE-08 2 GE-08 2 GE-084027 - Instrument Technician 2 GE-06 2 (a,b) GE-06 2 GE-064033 - Engineering Aide (a,b) GE-02

Total 11 11 12

(c) Transfer one (1) Housing Section 8 Quality Standards Inspector (C-02) from Housing to Engineering and change title to Executive Assistant (C-01); 12/01/08.

(b) Transfer one (1) Sanitation Equipment Operator I (GE-07) from Sanitation Services & Fleet Management/Residential Garbage to Engineering and change title to Instrument Technician (GE-06) and transfer one (1) Engineering Aide (GE-02) from Engineering to Sanitation Services & Fleet Management/Residential Garbage and change title to Maintenance Worker I (GE-02); 06/09/08.

(a) Transfer one (1) Instrument Technician (GE-06) from Engineering to Airport and change title to Airport Maintenance Technician II (GE-06) and transfer one (1) Airport Custodial Worker (GE-03) from Airport to Engineering and change title to Engineering Aide (GE-02); 06/01/08.


APPROVED 2010BEGINNING 2009BEGINNING 2008


- 191 -

CAPITAL OUTLAY

DEPARTMENT - 7080 - ENGINEERING

17,500

17,500

17,500

FY 2010 REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

SUBTOTAL 9667: ROAD EQUIPMENT: 17,500 17,500

SUBTOTAL ENGINEERING 17,500 17,500

9667: ROAD EQUIPMENT671007 #402-01--01 FORD EXPLORER 17,500 17,500

FUND - 504 - TOTAL CENTRAL SERVICES FUND

ACCT / TITLE


- 192 -

FINANCIAL SERVICES

Total Positions: 32* Four (4) positions are funded by Financial Services; however, chain of command and supervision retained in Human Resources.

FIREMEN'S RELIEF &PENSION FUND5 TRUSTEES

POLICE OFFICER'SRETIREMENT FUND

5 TRUSTEES

GEN. PENSION &RETIREMENT FUND

6 TRUSTEES

ASSISTANT TODIRECTOR OF FINANCE (1)

SR. ADMIN. OFFICER I (1)

BUDGETING SERVICESBUDGET MANAGER (1)

SR. ADMIN.OFFICER II (1)

ACCOUNTINGADMIN.OFFICER III (1)

ADMIN. OFFICER (2)CLERK III (2)

ACCTS PAYABLEADMIN.OFFICER II (1)

ADMIN.OFFICER I (1)ADMIN. ACCT. CLERK (1)CLERK III (1)

CUSTOMER SERVICE REP. I (1)TECHNICAL SPECIALIST (1)CLERK III (1) *

CENTRAL SERVICES

ACCOUNTS RECEIVABLEADMIN OFFICER II (2)

FINANCIAL SERVICESFINANCIAL SERVICES MANAGER (1)

ADMIN. OFFICER I (1)

PAYROLLADMIN.OFFICER II (1)

PAYROLL & PENSION SERVICESPAYROLL & RETIREMENT MANAGER (1)

ADMIN. OFFICER II (1)ADMIN. ACCT. CLERK (1)

PURCHASING SERVICESPURCHASING MANAGER (1)


CLAIMS & RISK ADMIN.ASSIST. RISK MANAGER (1)

ASSISTANT CITY NURSE (1) *

CLINICCITY NURSE (1) *

ADMINISTRATIVE OFFICER (1) *

RISK MANAGEMENT SERVICESRISK MANAGER (1)

DIRECTOROF

FINANCE


- 193 -


DEPARTMENT/UNIT NAME: Financial Services FUND: 001/503/504 DEPARTMENT DESCRIPTION

Other City departments are the primary customers of the Financial Services Department. The department is responsible for planning and controlling the use of the City's financial resources. It also provides financial and administrative support to facilitate efficient governmental services.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Allocated Overhead $ 2,541,797 0 0 0 Section 8 Program Charges 115,000 0 0 0 Charges for Services* 1,386,558 1,080,275 1,312,200 1,253,800 TOTAL REVENUE GENERATED $ 4,043,355 1,080,275 1,312,200 1,253,800

OPERATING COSTS

Personal Services $ 3,582,629 3,513,800 2,596,000 2,539,700 Operating Expenses 1,150,220 999,407 736,900 748,600 Capital Outlay 15,893 0 0 0

SUBTOTAL 4,748,742 4,513,207 3,332,900 3,288,300 Transfers 0 1,413,100 0 0 Allocated Overhead/(Cost Recovery) 0 (2,874,800) (1,325,500) (1,554,700)


PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

General Fund Accounting $ 0 0 98,900 7,800 Accounts Payable/Receivable 0 0 143,600 109,300 Acquisition of Goods and Services 310,370 220,508 0 0 Audit 0 0 71,100 73,200 Budget 0 0 108,400 64,600 Financial Administration 1,308,557 447,294 0 0 Payroll 0 0 133,700 136,200 Purchasing 0 0 139,500 88,700 Treasury Services 1,717,152 (113,495) 0 0

General Fund Sub-Total $ 3,336,079 _554,307 695,200 479,800



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ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Insurance Retention Fund * Business Process Review $ 0 54,722 76,500 55,900 Clinic 0 0 156,200 162,500 Risk Management Services 1,249,827 915,971 917,000 895,700

Subtotal 1,249,827 970,693 1,149,700 1,114,100 Transfers 0 1,413,100 0 0

Insurance Retention Fund Sub-Total ** 1,249,827 2,383,793 1,149,700 1,114,100

Central Services Fund * Central Services 162,835 0 0 0 Mail Room 0 77,348 133,900 134,200 Print Shop 0 36,059 28,600 5,500

Central Services Fund Sub-Total 162,835 113,407 162,500 139,700

TOTAL $ 4,748,742 3,051,507 2,007,400 1,733,600 * Internal Service Fund ** Does not include citywide insurance and claims expenses (see Fund Budget Section, Insurance Retention Fund page).


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DEPARTMENT/UNIT NAME: Financial Services Department FUND: 001 PROGRAM NAME: Accounting COST: $ 7,800

The Accounting activity maintains the City’s financial management system in accordance with legal, regulatory and professional requirements. Its primary function is to provide accurate, relevant and timely financial information to City Council, City departments, citizens and federal and state agencies. The Accounting activity is also responsible for maintaining the fixed asset information system which involves costing, valuation and maintenance of property accounting records.

OBJECTIVES


Complete monthly closeout within 10 days except at fiscal year end. Reconcile bank statements to general ledger cash balances within 30 days of receipt. Prepare a monthly Investment Schedule. Record capital asset activity to the Fixed Assets Manager and reconcile to the general ledger monthly. Conduct an annual physical inventory required by the State of Florida Administrative Code. Respond to capital financing needs. Prepare quarterly financial statements and forward to City Council within 30 days of end of quarter. Coordinate and assist with the calculation of the annual Cost Allocation Plan.


Housing reports such as IDIS, Voucher Management System (VMS), Federal Cash Transaction Report, and Financial Data Schedule (FDS) reviewed and balanced on a monthly, quarterly, and annual basis.

Assist departments with monthly and quarterly grants requirements. Provide technical training of the Eden financial software.


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DEPARTMENT/UNIT NAME: Financial Services Department FUND: 001 PROGRAM NAME: Accounts Payable/Receivable COST: $ 109,300

The Accounts Payable activity is primarily responsible for payment to contractors and vendors accurately, with all required supporting documentation and authorizations, in a timely and consistent manner, which is in accordance with established internal policies and the Federal Prompt Payment Act. The Accounts Receivable activity is responsible for the daily cash processing and implementing best practices for expedient methods to deposit funds.

OBJECTIVES


Mail checks to vendors by the 10th of every month. Balance and roll encumbrances forward by October 15th. Balance and close City inventory for prior fiscal year by October 15th. Issue 1099-MISC forms by January 31st. Generate billing invoices for contractual and ordinance requirements. Deposit of funds to achieve same day credit of funds.


Issue purchase orders within 3 days of receiving requisitions from Purchasing. Respond to all vendor and department inquiries within 3 days.


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DEPARTMENT/UNIT NAME: Financial Services Department FUND: 001 PROGRAM NAME: Audit COST: $ 73,200

The Audit activity manages and coordinates the annual external audit and is responsible for the preparation and distribution of an array of legally required reports to federal and state agencies.

OBJECTIVES


Manage the annual external audit following the close of the City’s books by November 30th Prepare a Comprehensive Annual Financial Report (CAFR) by January 31st. Complete the compliance reports required by OMB Circular A-133, Single Audit by February 15th. Compile the Department of Banking and Financing Report to the State of Florida by March 31st . Review, update and publish the annual Report to Bondholders by March 31st. Complete the Financial Condition Assessment as required by the Florida Auditor General’s Office. Prepare the Local Highway Finance Report for the State of Florida by March 31st.


Update the City’s website with current financial reports. Distribute CAFR and Single Audit Reports to granting agencies. Electronically submit the Report to Bondholders to the NRMSIRS by March 31st.


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DEPARTMENT/UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Budget COST: $ 64,600

The Budget Office’s main objective is to prepare and administer the City’s annual budget. The tasks associated with the preparation of the annual budget include various calculations and projections as well as fielding inquiries from various departments as well as citizens. The Budget Office is responsible for preparing the annual Budget Calendar as well as preparing material for all budget workshops and briefings. Additionally, the Budget Office prepares and monitors revenue projections and also prepares the quarterly financial report to City Council. The Annual Revenue Manual is prepared by the Budget Office as well as all supplemental budget resolutions.

The Budget staff works with departments throughout the fiscal year to ensure that expenditures are within the budgetary levels and will work to resolve any unexpected variances.

OBJECTIVES


Prepare final budget document and have available to City Council and the public within 10 weeks of adoption. Prepare quarterly financial report and forward to City Council within 30 days of end of quarter. Receive the Distinguished Budget Presentation Award from GFOA. Prepare Annual Revenue Manual within 90 days of fiscal year end.


Post budget transfers within 3 days of receiving from departments. Respond to all citizen and department inquiries within 1 day.


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DEPARTMENT/UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Payroll (Includes Payroll & Retirement Benefits) COST: $136,200 Payroll includes the processing of all active and retired employee checks and all retirement benefits and plan services. Responsibilities include preparing and disbursing approximately 40,000 payroll checks during the fiscal year; preparing and processing all retirement benefits, reports attending board meetings, and preparing the annual financial statements for the Firefighters’ Relief and Pension Fund.

OBJECTIVES

Financially Sound, Sustainable City Government Process 30 to 40 personnel actions per payday within 2 days of receipt. Prepare personnel actions for the department. Calculate and balance Payroll for active employees every two weeks and retirees twice a month. Transmit direct deposits for both active employees (every two weeks) and retirees (twice a month). Distribute pay stubs for both active employees (every two weeks) and retirees (twice a month). Process the liability checks and wires for the payroll process (such as IRS payments, retirement contributions, child support, levies and

garnishments, etc.) four times a month. Prepare quarterly state and federal reports. Issue W-2s and 1099Rs for employees and retirees by the 2nd payday in January and transmit to the Internal Revenue Service. Calculate all retirement benefits for the General, Fire and Police Pension Plans. Prepare forms for withdrawals from all deferred compensation plans, and defined benefit plans. Prepare monthly agendas for the General, Fire and Police Pension Board meetings and attend the meetings. Prepare state annual reports for Fire and Police Pension by March 15th. Provide Florida Retirement System (FRS) information and forms for employees retiring. Pay expenses of the defined benefit plans. Post earnings for 15 – 20 investment managers to the general ledger monthly. Provide the General, Fire and Police Pension Plan actuaries with annual data for preparation of actuarial valuations. Prepare annual Pension Fund Reports by November 30th. Write ordinances and policy changes for payroll and retirement benefits. Prepare council committee items. Prepare power point presentation on pension funds for budget for council. Prepare a Plan Summary for each of the pension funds every two years and distribute to all participants. Maintain an accounting of DROP balances and prepare quarterly statements. Provide data, schedule meetings and discuss options with employees when the City chooses to change retirement benefits and plans. Provide a Pre-Retirement Seminar for employees every two years, including arranging speakers, preparing notices for the seminar and securing a

meeting place. Responsive, Customer-Oriented City Services

Process payroll and prepare pay stubs for employees and retirees. Respond to all employee, retiree, state and federal inquiries within 3 days. Process liability payments and mail checks bi-weekly and semi-monthly. Prepare and make available Pension Fund Reports by November 30th. Prepare and make available Pension Fund Reports by November 30th.


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DEPARTMENT/UNIT NAME: Financial Services FUND: 001 PROGRAM NAME: Purchasing COST: $ 88,700

This program is comprised of Bids, Request for Proposals, Request for Qualifications and Contract Management. Program responsibilities encompass all efforts to acquire and supply necessary goods and services for City departments including project research, requisition processing, and Small Business Enterprise (SBE) program management. Policies and procedures to govern all purchases made by the City of Pensacola are reflected in the City's purchasing manual. In addition, there is shared responsibility for the stormwater assessment program and Taxi Ordinance management contained in this program.

Purchasing staff works with vendors and departments to ensure that products and services ordered are of satisfactory quality and delivered in a timely manner. The contract management function monitors and controls the flow of contracts and related materials to ensure that contracts are approved in a timely manner and that all contracts adequately protect the City while providing the best available cost/quality acquisition. Staff works to promote the City’s SBE program.

OBJECTIVES


Educate current and prospective vendors about the City’s purchasing policies through workshops and individual counseling. Educate vendors about the City’s SBE program through workshops and individual counseling. Conduct Refresher Training for Purchasing Modules of the Integrated Financial Management System. Expand Purchasing Card Program Implementation.

DEPARTMENT/UNIT NAME: Financial Services FUND: 503 PROGRAM NAME: Business Process Review COST: $55,900

The Business Process Review program is comprised of two sub-programs: Fraud Prevention and Internal Control. The Fraud Prevention program includes performing fraud risk assessments as required by SAS 99, investigating reports of potential fraud, and educating and training City departments about fraud prevention and detection. The Internal Control program includes reviewing departments’ business processes to identify weak controls and making recommendations on ways to strengthen them, coordinating the Business Process Review Committee meetings and reviewing City policies for compliance with IRS requirements.

OBJECTIVES


Review Departments’ Fraud Risk Assessments. Continue to investigate reports of potential fraud. Continue to educate and train City departments about fraud prevention and detection and their responsibilities under the City’s Fraud policy. Continue to assess and review the City’s internal processes and make recommendations on ways to strengthen them with the assistance of the

Business Process Review Committee.


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DEPARTMENT/UNIT NAME: Financial Services FUND: 503 PROGRAM NAME: Clinic COST: $ 162,500

The Department of Human Resources is responsible for the administration of the City Clinic; however the funding is located within the Financial Services/Risk Management budget. The Clinic is staffed by two full-time registered nurses, a city nurse and assistant city nurse. Physician services are available on a part-time basis. The Clinic conducts pre-employment drug screening and employment and promotional physicals. The Clinic also evaluates and provides first aid to an injured worker or determines the need to send the employee with a work related injury for further medical treatment. The Clinic monitors and coordinates the administration of worker's compensation benefits, provides limited medical treatment for employees who become ill on the job, administers numerous federal and state required testing programs (e.g. respiratory physical program, drug-testing programs, bloodborne pathogens program, etc.), evaluates employees for medical fitness for work, and administers other programs (e.g. Hepatitis A and B vaccine program, Exposure Control Plan, tuberculosis screening, etc.). The workload of the Clinic has increased dramatically with additional health and safety legal requirements.

OBJECTIVES


Initiate employee education programs that will address areas of potential savings (e.g. back injuries, etc.).


Conduct pre-employment and mandatory drug screening. Compliance with HIPPA regulations.


Provide employee "Health Fair" and "Lunch and Learn" sessions. Provide for employee vaccinations. Provide employee wellness appraisal program. Provide Bloodborne Pathogen Training.


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DEPARTMENT/UNIT NAME: Financial Services FUND: 503 PROGRAM NAME: Risk Management Services COST: $ 895,700

Risk Management functions to mitigate accidental loss exposure thereby conserving City assets. Risk serves as a consultant for the City’s Departments, reviews contract documents and special events to help identify exposures that could result in a loss to the City. Once identified, exposures are evaluated in terms of loss frequency and severity to develop methods of risk control including claims and litigation administration. Methods chosen are then examined for acquisition and funding including insurance and self insurance as well as subrogation for City losses resulting from third parties. Administration of established risk transfer mechanisms, self insurance and insurance policies completes the cycle and includes certificate compliance, cost allocation, and employee assistance.

OBJECTIVES


Continue to examine the structure of self-insurance programs and the possibility of alternative risk management techniques and to implement the most cost effective and appropriate methods to protect the City’s assets.

Continue to evaluate risk exposures associated with City approved special events and utilize appropriate risk transfer mechanisms and safety procedures to minimize financial loss.

Continue to look for ways to increase the efficiency and effectiveness of customer service to City departments by collaborating with them to protect City assets and supply departments with the risk management information they need to minimize their claims and losses, thereby reducing the cost of doing business in the long term.

Continue the review of City documents, bid specifications, contracts and leases to identify risks of losses associated with those documents so that cost-effective risk reduction techniques can be implemented.

Continue to examine the City’s property/casualty insurance policies to find the most cost effective coverages. Continue the ongoing Subrogation/Restitution Recovery Program to reduce the cost of losses to the City. Continue to research and identify cost-effective solutions to the escalating cost of health, life and dental insurance. Continue to examine the City statutory liability exposure to develop methods to ensure compliance and reduce costs.


Function as coordinator between City departments and citizens regarding access for persons with disabilities to City facilities and services. Assist employees during their filing of Long Term Disability Claims and work with Employee Services in matters concerning Survivor and Long Term

Disability policies.


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DEPARTMENT/UNIT NAME: Financial Services FUND: 504 PROGRAM NAME: Mail Room COST: $ 134,200

The mail room is responsible for two daily runs to City Hall departments and one run to outlying departments to deliver incoming and collect outgoing mail. In addition to routine mail operations, the Mail Room processes approximately 3,800 vendor and pension checks a month. Beginning in FY 2009 the cost for the receptionist at City Hall has been assigned to the Mail Room.

OBJECTIVES


Provide efficient mail services to City departments. Track departmental mailing costs.

PROGRAM NAME: Print Shop COST: $ 5,500

The print shop handles the City’s internal reproduction jobs as requested by departments. Customized services including cutting, padding, folding and drilling are provided upon request.

OBJECTIVES


Provide quality, cost effective printing services to our users. Provide responsive in-house service and completion times for services requested.


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DEPARTMENT - 0100 - FINANCIAL SERVICES

0 0 0 9348 FUELS & LUBRICANTS 25,202 28,715 0

0 0 0 9346 LIABILITY INSURANCE 65,533 50,998 29,400 30,400 30,400 30,400 9345 MAINT & REPR OF VEHICLES 31,340 26,152 0


12,500 12,500 12,500 9341 RENTALS 0 0 0 400 400 400 9340 PRINTING & BINDING 20,844 10,925 13,400

200 200 200 9339 POSTAGE 29,440 28,443 28,700 27,900 27,900 27,900 9338 ADVERTISING 549 63 200

99,300 99,300 99,300 9337 TRANSPORTATION 3,179 4,477 2,600 2,900 1,300 1,300 9336 COMMUNICATION 139,846 124,816 120,400

1,300 1,300 1,300 9335 PROFESSIONAL SERVICES 121,113 185,717 120,500 131,100 131,100 131,100 9334 SMALL TOOLS & MINOR EQUIP 4,275 6,187 1,200

4,600 4,600 4,600 9333 REPAIRS & MAINTENANCE 6,807 8,374 1,700 2,400 2,400 2,400 9332 OPERATING SUPPLIES 8,060 6,196 5,800

1,693,700 1,695,300 1,695,300 9331 OFFICE SUPPLIES 6,130 7,095 6,300 5,300 5,300 5,300

SUBTOTAL PERSONAL SERVICES 2,803,877 2,898,673 1,657,700

0 0 0 9133 FLORIDA RETIREMENT SYSTEM 10,761 37,953 35,100 35,600 35,600 35,600 9130 WORKER'S COMPENSATION 10,329 20,027 500

0 0 0 9129 DEFERRED COMP PENS PLAN 3,879 2,160 0 0 0 0 9125 EXTRA PERSONAL SERVICES 256,977 227,343 0



14,000 14,000 14,000 9119 ADDITIONAL REGULAR PAY 393 153 0 0 0 0 9118 MEDICARE PREMIUM 18,511 22,000 13,900

0 0 0 9117 ADDITIONAL PENSION 2,051 2,070 400 0 0 0 9116 POLICE PENSION FUND 9,783 9,062 0


1,085,300 1,085,300 1,085,300 9112 OVERTIME 43,088 10,971 0 0 0 0 9111 SALARIES 1,627,265 1,741,287 1,093,500

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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DEPARTMENT - 0100 - FINANCIAL SERVICES

(1,356,700) (1,554,700) (1,554,700)SUBTOTAL FINANCIAL SERVICES 3,336,079 554,308 695,200 680,100 479,800 479,800

SUBTOTAL NON-OPERATING 0 (2,874,800) (1,325,500)

343,100 339,200 339,200 9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (2,874,800) (1,325,500) (1,356,700) (1,554,700) (1,554,700)


0 0 0 9370 NON-CAPITALIZED ASSETS 8,275 5,088 0 0 0 0 9364 SERVICE AWARDS 0 0 0

0 0 0 9361 UNCLASSIFIED 6,070 0 0 0 0 0 9360 MISCELLANEOUS 57 0 0

0 0 0 9357 OTHER CONTRACTUAL SERVICE 36,428 22,512 21,000 12,800 12,800 12,800 9349 CLOTHING SUPPLIES 3,785 2,578 0

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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FINANCIAL SERVICES

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1016 - Director of Finance 1 C-05 1 C-05 1 C-051150 - Financial Services Manager 1 C-04 1 C-04 1 C-048038 - Purchasing Manager 1 C-04 1 C-04 1 C-048021 - Treasury Manager 1 C-04 (t) C-041007 - Administrative Assistant 1 C-04 (m) C-041095 - Assistant to Director of Finance 1 C-02 1 C-02 1 C-022001 - Administrative Officer IV 1 GE-23 (u) GE-232106 - Budget Manager 1 (l) GE-23 1 GE-23 1 GE-232108 - Payroll & Retirement Manager 1 GE-23 1 GE-23 1 GE-232110 - Assistant Treasury Manager 1 GE-21 (t) GE-212022 - Senior Administrative Officer III 1 GE-21 (q) GE-212003 - Administrative Officer III 1 (d,e) GE-19 1 (p,u) GE-19 1 GE-192021 - Senior Administrative Officer II 1 (q) GE-17 1 GE-172004 - Administrative Officer II 6 (f,j) GE-15 5 (t) GE-15 5 GE-152020 - Senior Administrative Officer I 1 (b,f,j) GE-13 1 (p,v) GE-13 1 GE-132010 - Administrative Officer I 3 (e) GE-11 2 (s,v,w) GE-11 2 GE-113030 - Utility Billing Clerk 2 GE-08 (t) GE-082014 - Administrative Officer 2 (s,w) GE-07 2 GE-073015 - Customer Service Representative II 9 (k) GE-07 (o,t) GE-073003 - Administrative Account Clerk 4 (c,h) GE-05 2 (r,x) GE-05 2 GE-053016 - Customer Service Representative I (h,k) GE-054042 - Account Data Collector 6 (c,g,i) GE-05 (t) GE-053005 - Clerk III 2 (a) GE-03 3 (n,r,x) GE-03 3 GE-03

Total 45 23 23




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FINANCIAL SERVICES (CONTINUED)

(a) Transfer one (1) Clerk III (GE-03) from Financial Services to Port effective 10/16/06.

(b) Transfer one (1) Senior Administrative Officer I (GE-13) from Financial Services to Energy Services of Pensacola; 01/17/07.

(c) Change title of two (2) Account Data Collector (GE-05) to Administrative Account Clerk (GE-05); 01/17/07.

(d) Transfer one (1) Administrative Officer III (GE-19) from Financial Services to Port; 01/22/07.

(e) Transfer one (1) Administrative Officer III (GE-19) from Port to Financial Services and one (1) Administrative Officer I (GE-11) from Financial Services to Port; 02/11/07.

(f) Transfer one (1) Senior Administrative Officer I (GE-13) from Energy Services of Pensacola to Financial Services and transfer one (1) Administrative Officer II (GE-13) from Financial Services to Energy Services of Pensacola; 04/10/07.

(g) Transfer one (1) Account Data Collector (GE-05) from Financial Services to Sanitation Services and Fleet Management Trash Collection and change title to Maintenance Worker III (GE-05); 06/04/07.

(h) Change title of one (1) Administrative Account Clerk (GE-05) to Customer Service Representative I (GE-05); 06/11/07.

(i) Delete one (1) Account Data Collector (GE-05) with adoption of FY 2008 Budget; 10/01/07.

(j) Reclass one (1) Senior Administrative Officer I (GE-13) to Administrative Officer II (GE-15) with adoption of FY 2008 Budget; 10/01/07.

(k) Reclass one (1) Customer Service Representative I (GE-05) to Customer Service Representative II (GE-07) with adoption of FY 2008 Budget; 10/01/07.

(l) Creation of unclassified Budget Manager (C-04) which will convert the classified position to unclassified upon vacation of position or election of employee currently occupying the position with adoption of FY 2008 Budget; 10/01/07.

(m) Delete one (1) Administrative Assistant (C-04) with adoption of 30-Month Budget; 06/01/08.

(n) Delete one (1) Clerk III (GE-03) with adoption of 30-Month Budget; 06/01/08. (o) Delete two (2) Customer Service Representative II (GE-07) with adoption of

30-Month Budget; 06/01/08. (p) Transfer one (1) Librarian (GE-15) from Library to Financial Services and

change title to Senior Administrative Officer I (GE-13) and transfer one (1) Administrative Officer III (GE-19) from Financial Services to Library and change title to Senior Librarian (GE-19); 06/01/08.

(q) Transfer one (1) Senior Administrative Officer III (GE-21) from Financial Services to Airport and transfer one (1) Administrative Officer III (GE-19) from Airport to Financial Services and change title to Senior Administrative Officer II (GE-17); 06/01/08.

(r) Transfer one (1) Administrative Account Clerk (GE-05) from Financial Services to Airport and transfer one (1) Clerk III (GE-03) from Airport to Financial Services; 06/01/08.

(s) Transfer one (1) Inter Library Loan Technician (GE-10) from Library to Financial Services and change title to Administrative Officer (GE-07) and transfer one (1) Administrative Officer I (GE-11) from Financial Services to Library; 06/01/08.

(t) Transfer one (1) Treasury Manager (C-04), one (1) Assistant Treasury Manager (GE-21), one (1) Administrative Officer II (GE-15), two (2) Utility Billing Clerk (GE-08), seven (7) Customer Service Representative II (GE-07) and six (6) Account Data Collector (GE-05) from Financial Services to Energy Services of Pensacola with adoption of FY 2009 Budget; 10/01/08.

(u) Change title of one (1) Administrative Officer IV (GE-23) to Administrative Officer III (GE-19) with adoption of FY 2009 Budget; 10/01/08.

(v) Change title of one (1) Senior Administrative Officer I (GE-13) to Administrative Officer I (GE-11) with adoption of FY 2009 Budget; 10/01/08.

(w) Change title of one (1) Administrative Officer I (GE-11) to Administrative Officer (GE-07) with adoption of FY 2009 Budget; 10/01/08.

(x) Change title of one (1) Administrative Account Clerk (GE-05) to Clerk III (GE-03) with adoption of FY 2009 Budget; 10/01/08.


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* Does not include citywide insurance and claims expenses (see Fund Budget Section, Insurance Retention Fund page).

1,149,700 1,089,200 1,114,100 1,114,100

DEPARTMENT - 5100 - FINANCIAL SERVICES/RISK MANAGEMENT

9991 TRANSFERS 0 1,413,100 0SUBTOTAL NON-OPERATINGSUBTOTAL INSURANCE RETENTION FUND *

0 1,413,100 0

368,000 390,600 390,600 0 0


0 0 0 0 1,249,827 2,383,793

4,000 4,000 4,000 9357 OTHER CONTRACTUAL SERVICE 1,337 11,187 4,000

800 800 800 9351 MED & FIRST AID SUPPLIES 0 0 5,000 5,000 5,000 5,000 9349 CLOTHING SUPPLIES 188 0 800

257,600 281,000 281,000 9348 FUELS & LUBRICANTS 83 193 0 0 0 0 9346 LIABILITY INSURANCE 467,431 371,481 257,600

3,100 3,100 3,100 9345 MAINT & REPR OF VEHICLES 1,043 207 0 0 0 0 9343 DUES, SUBS, & MEMBERSHIPS 1,501 1,272 3,100

500 500 500 9342 TRAINING 1,445 10,150 2,300 2,300 1,800 1,800 9340 PRINTING & BINDING 484 1,223 500

0 0 0 9339 POSTAGE 553 565 700 700 700 700 9338 ADVERTISING 0 0 0

29,100 29,100 29,100 9337 TRANSPORTATION 191 0 1,600 1,600 1,300 1,300 9336 COMMUNICATION 25,602 25,687 23,700

500 500 500 9335 PROFESSIONAL SERVICES 88,873 25,250 45,800 60,400 60,400 60,400 9334 SMALL TOOLS & MINOR EQUIP 317 361 500

600 600 600 9333 REPAIRS & MAINTENANCE 1,425 746 1,000 1,000 1,000 1,000 9332 OPERATING SUPPLIES 538 428 600

721,200 723,500 723,500 9331 OFFICE SUPPLIES 303 445 800 800 800 800


283,200 283,200 283,200 9133 FLORIDA RETIREMENT SYSTEM 1,517 3,538 600 7,800 7,800 7,800 9130 WORKER'S COMPENSATION 274,140 260,953 293,300

36,000 36,000 36,000 9129 DEFERRED COMP PENS PLAN 0 0 2,700 0 0 0 9125 EXTRA PERSONAL SERVICES 31,029 31,249 66,000


4,000 4,000 4,000 9121 GROUP INSURANCE 129,260 9,714 25,000 24,000 26,300 26,300 9120 SOCIAL SECURITY 945 2,216 100



FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 503 - INSURANCE RETENTION FUND


FY 2008ACTUAL


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FINANCIAL SERVICES/RISK MANAGEMENT SERVICES

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1007 - Administrative Assistant 1 C-04 (b) C-041165 - City Nurse 1 (c) C-03 1 C-031166 - Assistant City Nurse 1 (c) C-02 1 C-022080 - Risk Manager 1 GE-23 1 GE-23 1 GE-232081 - Assistant Risk Manager 1 GE-21 1 GE-21 1 GE-212090 - Benefit Coordinator 1 (c) GE-15 (e) GE-152010 - Administrative Officer I 1 GE-11 1 GE-11 1 GE-112014 - Administrative Officer 1 (d) GE-073005 - Clerk III 1 GE-03 (a) GE-03

Total 5 6 6

(b) Delete one (1) Administrative Assistant (C-04) with adoption of 30-Month Budget; 06/01/08.

(e) Delete one (1) Benefit Coordinator (GE-21) with adoption of FY 2010 Budget; 10/01/09.

(d) Transfer one (1) Administrative Officer (GE-07) from Human Resources to Financial Services/Risk Management Services with adoption of FY 2010 Budget; 10/01/09 (Note: Human Resources Director will retain supervision).

(c) Transfer one (1) City Nurse (C-03), one (1) Assistant City Nurse (C-02) and one (1) Benefit Coordinator (GE-15) from Employee Services to Financial Services/Risk Management with adoption of FY 2009 Budget; 10/01/08 (Note: Employee Services Director will retain supervision)

(a) Delete one (1) Clerk III (GE-03) with adoption of 30-Month Budget; 06/01/08.




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FY 2008ACTUAL

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 66,781 55,462 80,500 68,000 68,000 68,000 9112 OVERTIME 3,328 2,540 3,000 3,000 3,000 3,000 9113 LONGEVITY 2,810 1,939 2,900 2,200 2,200 2,200 9114 GENERAL PENSION FUND 25,052 20,295 28,500 30,900 30,900 30,900 9118 MEDICARE PREMIUM 983 861 1,400 1,100 1,100 1,100 9119 ADDITIONAL REGULAR PAY 0 167 0 0 0 0 9121 GROUP INSURANCE 11,873 8,338 14,300 11,100 11,000 11,000 9122 REPLACEMENT BENEFIT PGM 5,083 3,426 5,100 4,000 4,000 4,000 9123 DISABILITY/SURV INSURANCE 892 601 900 700 700 700 9125 EXTRA PERSONAL SERVICES 3,436 0 0 0 0 0

SUBTOTAL PERSONAL SERVICES 120,237 93,628 136,600 121,000 120,900 120,900 9331 OFFICE SUPPLIES 47 0 100 0 0 0 9332 OPERATING SUPPLIES 329 247 400 400 400 400 9333 REPAIRS & MAINTENANCE 2,700 0 700 0 0 0 9336 COMMUNICATION 6,410 6,240 6,500 4,700 4,700 4,700 9339 POSTAGE 2,716 2,767 4,000 4,000 4,000 4,000 9341 RENTALS 585 0 0 0 0 0 9345 MAINT & REPR OF VEHICLES 3,361 1,673 1,500 500 500 500 9346 LIABILITY INSURANCE 2,259 2,060 2,800 3,900 3,900 3,900 9348 FUELS & LUBRICANTS 3,840 2,936 4,000 1,500 1,500 1,500 9349 CLOTHING SUPPLIES 447 0 300 0 0 0 9357 OTHER CONTRACTUAL SERVICE 4,012 3,856 5,600 3,800 3,800 3,800

SUBTOTAL OPERATING EXPENSES 26,705 19,779 25,900 18,800 18,800 18,800 9667 ROAD EQUIPMENT 15,893 0 0 0 0 0

SUBTOTAL CAPITAL OUTLAY 15,893 0 0 0 0 0 SUBTOTAL MAILROOM/PRINT SHOP 162,835 113,407 162,500 139,800 139,700 139,700

DEPARTMENT - 7060 - FINANCIAL SERVICES/MAILROOM/PRINT SHOP


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FINANCIAL SERVICES/CENTRAL SERVICES

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE2004 - Administrative Officer II2020 - Senior Administrative Officer I4029 - Duplicating Equipment Operator 1 GE-06 1 GE-06 (b) GE-063016 - Customer Service Representative I 1 (b) GE-053005 - Clerk III 1 (a) GE-03 1 GE-034044 - Technical Specialist 1 GE-03 1 GE-03 1 GE-03

Total 2 3 3

(b) Change title of one (1) Duplicating Equipment Operator (GE-06) to Customer Service Representative I (GE-05) with adoption of FY 2010 Budget; 10/01/09.

(a) Transfer one (1) Clerk III (GE-03) from Employee Services to Financial Services/Mailroom with adoption of FY 2009 Budget; 10/01/08 (Note: Employee Services Director will retain supervision).




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FIRE

Total Positions: 114 * Nine (9) positions are funded by Airport Department, however, chain of command and supervision retained in Fire Department. Detail of program listed under Airport tab.

FIRE CAPTAIN I (1)

FIRE ENGINEER (1)

FIRE PREVENTIONBATTALION CHIEF (1)

TRAININGFIRE CAPTAIN I (1)

FACILITIES/FLEET MGMTFIRE CAPTAIN I (1)


ADMINISTRATIONDEPUTY FIRE CHIEF (1)

FIRE CAPTAIN II (5)

FIRE CAPTAIN I (4)

FIRE ENGINEER (9)

PROFESSIONALFIREFIGHTER (15)

"A" WATCHBATTALION CHIEF (1)

FIRE CAPTAIN II (5)

FIRE CAPTAIN I (5)

FIRE ENGINEER (9)


"B" WATCHBATTALION CHIEF (1)

FIRE CAPTAIN II (5)

FIRE CAPTAIN I (5)

FIRE ENGINEER (9)


"C" WATCHBATTALION CHIEF (1)

FIRE CAPTAIN II (3) *FIRE ENGINEER (6) *

AIRPORT RESCUE FIREFIGHTING(ARFF) *

SUPPRESSIONDEPUTY FIRE CHIEF (1)

FIRE CHIEF


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DEPARTMENT/UNIT NAME: Fire FUND: 001 DEPARTMENT DESCRIPTION

The primary mission of the Pensacola Fire Department is to provide a range of services and programs designed to protect the lives and property of the citizens and visitors to the City of Pensacola from adverse effects of fires, sudden medical emergencies or exposure to dangerous conditions created by either man or nature.

The Pensacola Fire Department has six engine companies, two ladder companies, and two rescue companies that operate from six fire stations. The Pensacola Fire Department is also responsible for Aircraft Rescue Fire Fighting (ARFF) at Pensacola Regional Airport. There are two ARFF vehicles on duty twenty-four hours a day. The fire stations are strategically located throughout the city to allow an average response time of five minutes to any area within the city, for any emergency. Pensacola maintains an Insurance Services Organization (ISO) Class 2 rating, because of well-trained firefighters, quick response times, effective enforcement of building and fire codes, an excellent water distribution system, and low fire losses.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 10,336,195 9,784,146 9,531,500 9,547,000 Operating Expenses 1,154,007 1,168,893 968,900 958,600 Capital Outlay 0 4,000 0 0

TOTAL $ 11,490,202 10,957,039 10,500,400 10,505,600

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Administrative Support $ 183,843 510,974 472,000 534,300 City Emergency Management 0 12,166 14,700 13,000 Educational Reimbursement 0 36,118 0 0 Emergency Operations - Fire Suppression 10,088,398 7,766,590 8,641,800 8,403,600 Emergency Operations – Rescue 0 1,417,344 419,600 543,200 Facilities and Apparatus Management 505,569 491,014 515,000 643,000 Fire Code Enforcement 229,804 296,927 314,700 242,500 Fire Dispatch 344,706 414,881 0 0 Minority Recruitment 22,980 4,752 0 0 Technical Support to City 0 6,273 6,600 6,600 Training 114,902 0 116,000 119,400

TOTAL $ 11,490,202 10,957,039 10,500,400 10,505,600


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DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: Administrative Support COST: $ 534,300

Administration is responsible for maintaining all records regarding the operations of the department and for managing all processes related to payroll, personnel management, budget, fire prevention board of appeals, and resource management. Records management includes maintaining information for all incidents (FFIRS), member education and certification, buildings and maintenance, bloodborne pathogen exposures, work schedules, building inspections, public relations schedules, hydrants, fuel consumption, training, health & safety, and facilities management. Administration is responsible for all special projects including communications, fire station construction, life safety maintenance and new apparatus purchasing.

OBJECTIVES

More Responsive, Customer-Oriented City Service Perform a quarterly audit of all fire incident records to ensure accuracy and completeness Ensure payroll records and requisitions are completed with 100% accuracy and submitted within deadline Maintain daily minimum staffing within emergency operations of 28. Obtain completion of the computer aided dispatch (CAD) system and updated records management system to the 95% level. Continue to develop greater regional efforts with surrounding fire and EMS agencies to increase automatic response, joint training, shared

resources and specialty team capabilities.

Pensacola: A Growing City Maintain the current ISO rating of 2 for the City. Operate within budget revenues for the fiscal year. Work to reduce the lost work days for Workers’ Compensation Insurance. The department will continue to work to coordinate emergency management functions and response for the city.

FUTURE ISSUES

Work with Escambia County Fire, EMS, and local industry to establish regional hazardous materials and technical rescue response teams. Work within the department’s budget allocation to meet increasing demands of technology, maintenance of equipment and facilities and

replacement of equipment. Maintain an aggressive and innovative training program to further develop and improve the skills and talents of existing members in light of

reduced promotional opportunities. Review and revise all of the department’s operating procedures, rules, policies, etc.


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PROGRAMS AND OBJECTIVES DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: City Emergency Management COST: $ 13,000

Emergency Management within the city is vital in order to maintain the delivery of city services and perform local government functions during times of disaster. Emergency management involves the preparedness of city departments to respond to a disaster and the command and control functions during an actual event. Coordination is maintained with the Pensacola Police Department to ensure the continuity of city government operations. Communication and coordination is maintained through a City EOC and with Escambia County Emergency Management and other government agencies as necessary.

OBJECTIVES

City Government: Trusted and Respected Public policy decisions during a disaster will be made with the best interest of the citizens of the city in mind. Maintain communications and coordination with the county EOC operations. Ensure accurate and timely public information is disseminated during a disaster or significant event. Work towards the compliance of the city and city employees with NIMS and the directives of the Department of Homeland Security. Ensure that all departments have adequately trained staff and depth to operate on a 24 hour basis during a disaster.

Pensacola: A Growing City Work to assist city business owners to return to operations as soon as possible after an event to maintain their continuity of operations. Develop or participate in an annual training exercise to test operating procedures and service capabilities.

Responsive, Customer-Oriented City Services Core city services are maintained to an acceptable level throughout a disaster and during recovery operations. Maintain the down time of city services to a minimum. Continue to develop city staff to effectively function within National Incident Management System (NIMS) and Emergency Operations Center

(EOC) operations.

FUTURE ISSUES

Work to have each city department develop a continuity of operations plan (COOP) to ensure effective services during a disaster. Develop and maintain an effective voice and video communications link to the Escambia County emergency operations center.


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DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: Emergency Operations Response – Fire Suppression COST: $ 8,403,600

Emergency Operations performs many different functions for the citizens of the City. Fire suppression is the primary function of the department. Other services performed are emergency medical services, public assistance, public service, vehicle extrication and response to other calls from the public as necessary. Firefighters staff the department on a 24 hour basis and are required to be state certified. The department also provides fire suppression personnel to the Pensacola Regional Airport Aircraft Rescue Fire Fighting (ARFF) facility on airport property. In addition to fire suppression services, personnel assigned to fire stations also perform building surveys, hydrant inspections, daily training and public education.

OBJECTIVES

Responsive, Customer-Oriented City Service Respond to all incidents within 6 minutes (call receipt to arrival), 90% of the time. Provide for a full structure fire response within 10 minutes (call receipt to arrival), 90% of the time. Provide an initial on scene minimum staffing of 14 for 100% of all structural fires. Maintain a fire loss rate, structure fire rate and civilian fatality rate at or below national benchmarks. Develop and maintain a yearly department training schedule for all operations personnel and maintain an effective EMS in-service education

program. Increase involvement of operations personnel in the department's public education and public relations programs.

Pensacola: A Growing City Complete 100% of fire hydrant inspections and building surveys semi-annually as required by ISO. Reduce workers compensation insurance costs by implementing a comprehensive firefighter health & wellness program.

FUTURE ISSUES

Develop a comprehensive training program for operations personnel, to include fire, EMS, technical rescue, maritime and hazardous materials training.

Increase the level of EMS services provided by the department to the citizens of Pensacola. Increase training, fire and EMS response and specialty team operation opportunities with Escambia Fire Rescue. Improve the physical fitness areas at each station and implement a tailored training program for each firefighter. Maintain an ISO 2 rating for Fire Protection. Develop a more effective pre-fire planning program for target hazards within the city.


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DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: Emergency Operations Response – Rescue COST: $ 543,200

Emergency Operations performs other functions for the citizens of the City. Rescue is an additional function of the department. Firefighters staff rescue units in the department on a 24 hour basis and are required to be state certified EMS first responders for employment. Fire apparatus also respond to medical calls. Over 65% of all alarms are emergency medical related. Firefighters respond with Escambia County Emergency Medical Services (EMS) to all life threatening medical emergencies within the City of Pensacola. Other rescue functions performed include patient extrication from vehicle accidents, stabilizing structures damaged and response to other technical rescue situations.

OBJECTIVES

Responsive, Customer-Oriented City Service Respond to all EMS incidents within 6 minutes (call receipt to arrival), 90% of the time. Respond to all EMS incidents with a minimum of two trained first responders. Develop and maintain a yearly department training schedule for all operations personnel and maintain an effective EMS in-service education

program. Ensure all fire department members operate within the established medical protocols from Escambia EMS.

Pensacola: A Growing City Obtain improved and appropriate specialized rescue equipment to increase the capabilities of the department’s rescue operations.

FUTURE ISSUES

Develop a comprehensive training program for operations personnel, to include fire, EMS, technical rescue and hazardous materials training. Increase the level of EMS services provided by the department to the citizens of Pensacola. Increase training, response and specialty team operation opportunities with Escambia Fire Rescue.


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DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: Facilities and Apparatus Management COST: $ 643,000

Facilities Management involves the oversight of all fire department maintenance including buildings, vehicles, and equipment. Facilities and Apparatus Management provides support so that all department operations can continue on a 24/7 schedule. The department utilizes the vehicle maintenance function of City Fleet Management for light duty vehicles and a certified outside vendor for fire apparatus, including specialized airport firefighting apparatus. This helps reduce down time of apparatus and maintains a quality preventive maintenance program. This has proven to be an effective program although the overall cost to the department has increased due to higher parts and labor costs on older vehicles that have not been replaced on schedule. Currently, the average age of all fire stations is approximately 23 years old and the percentage of front line fire apparatus over 10 years old is 64%. A regular maintenance and replacement program is critical to maintaining effective service delivery.

OBJECTIVES

Pensacola: A Growing City Maintain a fleet of 34 vehicles in the most cost effective, timely and safest manner possible within budget and at an effective cost per mile to

operate. Effectively maintain all facilities through regular maintenance and renovation to increase their lifespan. Reduce the operational costs of facilities by utilization of energy conserving equipment or methods. Maintain a readiness rate of not less that 95% of the entire fleet through good preventive maintenance and proper operational training. Control the costs of operational supplies through effective resource and supply management. Renovate Fire Station #6 within an effective timeline and within budgeted funds.

FUTURE ISSUES

Develop applicable compliant specifications for new apparatus, equipment and uniforms that meet current national and safety standards. Provide appropriate renovations and upgrades to existing facilities to extend their service life. Maintain older fire apparatus creatively and effectively to extend their service life in lieu of apparatus manufacturers being out of business. Obtain funding for a regular replacement program for apparatus and necessary special equipment, such as breathing apparatus. Upgrade older facilities when funding permits to utilize the latest in building energy saving technology.


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DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: Fire Code Enforcement COST: $ 242,500

The Fire Prevention Bureau is responsible for reducing, and wherever possible, eliminating, life and property losses due to fire. This mission is accomplished through a program based on public education, code enforcement, and review of fire protection engineering systems. The Bureau also conducts initial cause-and-origin investigations of all major fires or any incident where arson is suspected as a motive.

Public education services include providing fire safety lectures and demonstrations, distributing educational literature, and answering fire prevention questions posed by the general public. Code enforcement involves inspections, complaint investigations, and working with contractors or property owners to correct code deficiencies. Engineering activities focus on reviewing building and construction plans and evaluating fire protection requirements for existing or proposed construction or land development projects.

The Bureau works closely with the Planning, Inspections, and Engineering Departments on construction and development projects, and ECUA on fire hydrant and water supply issues. They assist HRS in the licensing of day care facilities, DER in the regulation of flammable liquid storage tanks, and the State Fire Marshal's Office in the investigation and prosecution of arson cases.

OBJECTIVES

Strong, Livable Neighborhoods Maintain a fire loss rate, structure fire rate and civilian fatality rate at or below national benchmarks. Maintain an effective fire inspection frequency rate to ensure code compliance and abate hazards. High risk occupancies should receive

inspections on a regular basis and moderate to low risk should receive inspections on a less regular basis. Maintain a turnaround time frame for plans review to 1 week or less, 90% of the time.

FUTURE ISSUES

Improve the delivery of public fire education services, especially programs designed to target young children, senior citizens, and juvenile fire setters.

Increase the public information efforts by the Fire Marshal’s Office. Maintain accurate, updated building information and fire incident data in the department’s records management system through quality assurance

audits. Develop a pre-planning program to document information on target hazards within the city. Investigate the development and use of a fire inspection fee to recover the costs of the Fire Marshal’s Office. Identify & obtain the resources necessary to fulfill responsibilities to the City’s Stormwater Management Response Team.


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DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: Technical Support to City COST: $ 6,600

The Fire Department provides technical support to the city and city departments in several areas. A member of the department serves as the technical expert with the 800 mhz radio system, radio system towers, the computer aided dispatch system, the 911 phone system, etc. Assistance is provided in helping to maintain these systems within the city, to make improvements and to keep current with national system impacts and changes. Assistance is also provided in maintaining contact with technical vendors to maintain the operations and service life of the various components. Current negotiations are occurring regarding the national radio re-banding program. A fire department member is the city’s program manager in this process.

OBJECTIVES

City Government: Trusted and Respected Ensure that the city radio and CAD system operates effectively 100% of the time. Ensure compliance with state and national standards of operation. Efficiently work towards system upgrades within allocated funding.

Responsive, Customer-Oriented City Services Maintain a reliable and effective 911 phone and dispatch system for emergency operations. Fire Dispatch will work to maintain a call processing time (call receipt to dispatch) of 60 seconds or less 95% of the time. Ensure all hardware components to the city’s radio and communications system is hardened to stand up to extreme weather events.

FUTURE ISSUES

Obtaining dedicated funding to make long term 800 mhz radio system upgrades and improvements. Keeping older technology operating with limited to no support from the vendors. Continuing to look for opportunities to partner with Escambia County and other regional partners regarding a regional radio system.


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DEPARTMENT/UNIT NAME: Fire FUND: 001 PROGRAM NAME: Training COST: $ 119,400

The Training division is responsible for all departmental internal and external training program coordination. The department is a certified regional training center for the Florida Bureau of Fire Standards and Training. This has allowed the Pensacola Fire Department to partner with Pensacola Junior College to provide a fire academy locally so that local citizens have the opportunity to prepare for firefighter positions. The department has made available a training tower, equipment, and facilities to Pensacola Junior College for the Fire Academy, outside agency training and other fire science classes. In-service training is conducted on all facets of fire and EMS operations. It is conducted at the drill facility, Pensacola Junior College, in stations and in the business community. Continuing education for personnel certification is conducted at Pensacola Junior College, Florida State Fire College and other educational facilities. Computer based medical training was established in FY06/07 through the use of an on-line vendor. This training allows for the training of all personnel including re-certification training of Emergency Medical Technicians and Paramedics.

OBJECTIVES

City Government – Trusted and Respected Continue the department's leadership role in the fire academy and the fire science program at Pensacola Junior College. Department participation

includes providing instructors for the college level classes and firefighters state certification courses. Maintain the fire academy facilities to ensure compliance with state standards.

Pensacola: A Growing City Provide monthly medical training for all sworn departmental personnel, including re-certification training for Emergency Medical Technicians and

Paramedics. Maintain 100% of operations personnel certified in hazardous materials to the awareness level.

Responsive, Customer-Oriented City Services Develop an annual department training calendar, including station and department wide practical training. Provide an average of 2 hours training per watch daily to meet ISO requirements. Upgrade departmental personnel to “Live Fire Adjunct Training Instructor (LFAT)” to comply with NFPA 1403 and State regulations through a 16-

hour course. Provide an active managerial role in the department’s health and wellness program.

FUTURE ISSUES

Provide specialized training in the area of fire fighter safety, rescue and incident command. Facilitate training for hazardous materials, confined space and high angle rescue emergencies. Develop regular chief officer and company officer training programs to increase leadership and management skills within the department. Develop regional training opportunities for operational response, officer training and specialty team training.


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FY 2008ACTUAL

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 5,466,211 5,533,620 5,370,700 5,314,100 5,314,100 5,064,300 9112 OVERTIME 464,217 249,752 117,400 202,400 70,900 70,900 9113 LONGEVITY 254,199 234,116 239,900 9114 GENERAL PENSION FUND 43,032 53,268 21,000

2,731,100

258,100 239,900 239,900 21,400 21,400 21,400

2,865,800 2,865,800 3,115,600 9115 FIREMEN'S PENSION FUND 2,795,839 2,689,716 9117 ADDITIONAL PENSION 3,547 3,646 3,500 0 0 0 9118 MEDICARE PREMIUM 60,016 65,482 64,700 62,900 62,900 62,900 9119 ADDITIONAL REGULAR PAY 77,358 18,208 22,000 22,000 22,000 22,000 9120 SOCIAL SECURITY 1,264 10,910 7,500 6,600 6,600 6,600 9121 GROUP INSURANCE 604,969 571,314 643,000 680,100 680,100 680,100 9122 REPLACEMENT BENEFIT PGM 19,416 12,743 0 1,700 1,700 1,700 9123 DISABILITY/SURV INSURANCE 3,545 2,609 0 300 300 300 9125 EXTRA PERSONAL SERVICES 37,143 42,844 28,700 50,000 50,000 50,000 9126 INCENTIVE PAY 130,110 123,963 129,500 122,700 122,700 122,700 9128 DIFFERENTIAL PAY 9,466 6,551 0 0 0 0 9129 DEFERRED COMP PENS PLAN 12,637 8,570 0 0 0 0 9130 WORKER'S COMPENSATION 351,114 136,392 134,900 73,100 73,100 73,100 9133 FLORIDA RETIREMENT SYSTEM 2,113 20,442 17,600 15,500 15,500 15,500

SUBTOTAL PERSONAL SERVICES 10,336,195 9,784,146 9,531,500 9,696,700 9,547,000 9,547,000 9331 OFFICE SUPPLIES 500 870 500 500 500 500 9332 OPERATING SUPPLIES 21,988 26,586 24,000 24,000 24,000 24,000 9333 REPAIRS & MAINTENANCE 65,784 68,865 51,100 84,100 51,100 51,100 9334 SMALL TOOLS & MINOR EQUIP 21,819 26,027 46,000 56,000 36,000 36,000 9335 PROFESSIONAL SERVICES 45,497 76,745 23,000 71,000 23,000 23,000 9336 COMMUNICATION 193,551 183,930 173,500 168,000 168,000 168,000 9337 TRANSPORTATION 4,867 8,685 500 500 500 500 9338 ADVERTISING 506 1,477 500 500 500 500 9339 POSTAGE 838 1,223 1,000 1,000 1,000 1,000 9340 PRINTING & BINDING 1,162 1,790 2,500 2,500 2,000 2,000 9341 RENTALS 2,225 1,743 600 600 600 600 9342 TRAINING 58,687 33,898 9,000 69,000 19,000 19,000

DEPARTMENT - 0470 - FIRE


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12,139,000 10,505,600 10,505,600 SUBTOTAL FIRE 11,490,202 10,957,039 10,500,400

450,000 0 0 SUBTOTAL CAPITAL OUTLAY 0 4,000 0 540,000 0 0

9667 ROAD EQUIPMENT 0 4,000 0

1,902,300 958,600 958,600 9665 MACHINERY & EQUIPMENT 0 0 0 90,000 0 0

SUBTOTAL OPERATING EXPENSES 1,154,007 1,168,893 968,900

0 0 0 9370 NON-CAPITALIZED ASSETS 19,520 10,553 22,000 749,000 0 0 9365 LANDFILL FEES 10 0 0

2,100 2,100 2,100 9364 SERVICE AWARDS 0 73 0 0 0 0 9360 MISCELLANEOUS 2,556 2,556 2,100

1,800 800 800 9357 OTHER CONTRACTUAL SERVICE 8,087 14,448 8,000 8,000 8,000 8,000 9355 AGRICULTURAL SUPPLIES 1,779 709 1,800

80,200 60,200 60,200 9351 MED & FIRST AID SUPPLIES 3,847 6,708 5,000 7,000 5,000 5,000 9349 CLOTHING SUPPLIES 55,724 59,479 70,200



FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9343 DUES, SUBS, & MEMBERSHIPS 3,868 3,080 3,100 3,100 3,100 3,100



FY 2008ACTUAL

FY 2009BUDGET


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FIRE

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1005 - Department Director 1 (f) C-05 (r) C-051043 - Fire Chief 1 C-05 (f) C-05 1 (r) C-051132 - Deputy Fire Chief 1 C-04 1 C-04 1 C-041131 - Battalion Chief 3 (e) C-04 4 (n) C-04 4 C-045001 - Deputy Fire Chief 1 F-06 1 F-06 1 F-065002 - Battalion Chief 1 F-06 (n) F-065018 - Fire Captain II 16 (g,j,p) F-05 15 (s) F-055003 - Fire Captain 38 (a) F-05 (g) F-055017 - Fire Captain I 17 (g) F-04 17 F-045004 - Fire Lieutenant 40 (a) F-04 (g) F-045015 - Fire Engineer 28 (g,j,q) F-03 28 F-035009 - Professional Firefighter 42 (c) F-03 46 (h,k,p,q) F-02 46 F-025010 - Apprentice Firefighter (c) F-022020 - Senior Administrative Officer I 1 (b) GE-13 (o) GE-134056 - Public Safety Telecommunicator I & II 5 GE-07/GE-10 (l) GE-07/GE-102014 - Administrative Officer 1 (b) GE-07 1 GE-07 1 GE-075040 - Fire Cadet I & II 3 (d) F-01/F-02 (i) F-01/F-025103 - Fire Cadet (d) F-01 (i,k) F-01

Sub-Total 137 115 114


1131 - Battalion Chief 1 (e) C-04 (m) C-04Sub-Total 1 - -

Total 138 115 114




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FIRE (Continued)

(a) Funds budgeted in Airport ARFF for three (3) Fire Captains (F-05) and six (6) Fire Lieutenants (F-04).

(b) Support personnel to ARFF Facility (Percentage paid by Airport). (c) Delete four (4) Apprentice Firefighter (F-02) and reclass two (2) Apprentice

Firefighter (F-02) to Professional Firefighter (F-03) with adoption of FY 2008 Budget; 10/01/07.

(d) Reclass three (3) Fire Cadet (F-01) to Fire Cadet I (F-01) and Fire Cadet II (F-02) to provide ability to effectively hire and promote minority candidates with adoption of FY 2008 Budget; 10/01/07.

(e) Unfund one (1) Battalion Chief (C-04) with adoption of FY 2008 Budget; 10/01/07.

(f) Change title of one (1) Fire Chief (C-05) to Department Director (C-05); 12/03/07.

(g) Change thirty-eight (38) Fire Captain (F-05) and forty (40) Fire Lieutenant (F-04) to twenty-one (21) Fire Captain II (F-05), seventeen (17) Fire Captain (F-04) and forty (40) Fire Engineer (F-03) with adoption of Fire Union Contract; 02/19/08.

(h) Change range of Professional Firefighter from F-03 to F-02 with adoption of Fire Union Contract; 02/19/08.

(i) Change title of three (3) Fire Cadet I & II (F-01/F-02) to Fire Cadet (F-01) with adoption of Fire Union Contract; 01/19/08.

(j) Transfer three (3) Fire Captain II (F-05) and six (6) Fire Engineers (F-03) from Fire to Airport/ARFF with adoption of 30-Month Budget; 06/01/08. (NOTE: Fire Dept. will retain supervision.)

(k) Delete three (3) Fire Cadet (F-01) and one Professional Firefighter (F-02) with adoption of 30-Month Budget; 06/01/08.

(l) Transfer five (5) Public Safety Telecommunicator I & II (GE-07/GE-10) from Fire to Police with adoption of 30-Month Budget; 06/01/08.

(m) Delete one (1) unfunded Battalion Chief (C-04) with adoption of 30-Month Budget; 06/01/08.

(n) Change range of one (1) Battalion Chief from F-06 to C-04 with the vacation of the civil service employee; 07/01/08.

(o) Transfer one (1) Senior Administrative Officer I (GE-13 from Fire to Parks & Recreation/Office of Director; 09/15/08.

(p) Delete two (2) Fire Captain II (F-05) and one (1) Professional Firefighter (F-02) with adoption of FY 2009 Budget; 10/01/08.

(q) Change title of six (6) Fire Engineer (F-03) to Professional Firefighter (F-02) with adoption of FY 2009 Budget; 10/01/08.

(r) Change title of one (1) Department Director (C-05) to Fire Chief (C-05); 01/12/09.

(s) Delete one (1) Fire Captain II (F-05) with adoption of FY 2010 Budget; 10/01/09.


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CAPITAL OUTLAY


* *

* PARTIALLY FUNDED THRU PENNY FOR PROGRESS, LOCAL OPTION SALES TAX FUND.

00

00

FY 2010RECOMMENDED

FY 2010 REQUESTED

SUBTOTAL FIRE 540,000 0 0

672412 #922--90 PUMPER TRUCK 450,000 0SUBTOTAL 9667: ROAD EQUIPMENT: 450,000 0

SUBTOTAL 9665: MACHINERY & EQUIPMENT: 90,000 0

9667: ROAD EQUIPMENT

9665: MACHINERY & EQUIPMENT652400 THERMAL IMAGING CAMERAS 90,000 0


ACCT / TITLEFY 2010

APPROVED


- 227 -

HOUSING

Total Positions: 23

HOUSING SECTION 8FINANCE SPECIALIST (1)

ADMIN. OFFICER (1)

ADMINISTRATIVEOFFICER IV (1)

BUDGET/FINANCESPECIAL PROJECTS

ADMIN. OFFICER (1)

ADMIN. ACCT. CLERK (1)

CLERK III (2)

ASSISTANT HOUSINGOPERATIONS MANAGER (1)

HOUSING OPERATIONS

ADMINISTRATION



ADMIN. OFFICER III (1)

COUNSELING



ADMIN. OFFICER III (1)

INSPECTIONS

RENTAL ASSISTANCEPROGRAMS

ASSISTANT HOUSINGDIRECTOR (1)

EXEC. SECRETARY II (1)

HOUSING REHAB.SPECIALIST (1)

REHABILITATION &RECONSTRUCTION

ADMIN. OFFICER IV (1)

EXEC. SECRETARY II (1)

SHIP FIRSTTIME HOMEBUYERS

HOUSING REHABILITATIONPROGRAMS MANAGER (1)

HOME OWNER PROGRAMS

HOUSING DIRECTOR


- 228 -

DEPARTMENT BUDGET SUMMARY DEPARTMENT/UNIT NAME: Housing FUND: 102/104/115


The primary goals of the Department of Housing are to: aid in the provision of a sufficient volume and variety of affordable housing to meet existing and anticipated population demands (especially for the low and moderate income); secure decent, safe, and sanitary housing for all residents; eliminate slums and blighting influences; prevent deterioration of property and neighborhood decline; and maintain viable neighborhoods which enhance the quality of life for Pensacola residents.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 1,278,217 1,407,605 1,412,600 1,600,300 Operating Expenses 7,990,364 11,642,143 11,542,700 11,426,200 Capital Outlay 76,670 312,448 0 0

SUBTOTAL 9,345,251 13,362,196 12,955,300 13,026,500 Grants & Aids 1,285,479 1,309,287 1,128,400 1,075,400 Allocated Overhead/(Cost Recovery) 0 165,000 0 160,000

TOTAL $ 10,630,730 14,836,483 14,083,700 14,261,900 PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Special Grants Fund HOME Program $ 27,385 102,216 29,000 41,200 SHIP Program 22,935 31,723 70,200 70,000

Subtotal 50,320 133,939 99,200 111,200 Grants & Aids 97,679 546,590 344,800 344,800 Hurricane Recovery Grant 345,391 358,863 0 0

Special Grants Sub-Total 493,390 1,039,392 444,000 456,000 Community Dev. Block Grant Fund

Community Development Block Grant (CDBG) Program 106,456 457,506 185,600 273,700 Housing Rehabilitation 178,837 203,934 244,100 267,500

Subtotal 285,293 661,440 429,700 541,200 Grants & Aids 1,187,800 762,697 783,600 730,600

Community Dev. Block Grant Sub-Total 1,473,093 1,424,137 1,213,300 1,271,800 Section 8 Housing Asst. Payments Prog. Fund

Section 8 Housing Assistance Payments Program 8,664,247 12,372,954 12,426,400 12,534,100 Section 8 Housing Asst. Payments Prog. Sub-Total 8,664,247 12,372,954 12,426,400 12,534,100

TOTAL $ 10,630,730 14,836,483 14,083,700 14,261,900


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DEPARTMENT/UNIT NAME: Housing FUND: 102 PROGRAM NAME: Special Grants/HOME Program COST: $ 41,200

The program provides home reconstruction monies for homes that have deteriorated beyond the scope of housing rehabilitation through the Housing Rehabilitation Program. This program is designed to assist dislocated tenants in securing affordable rental housing through tenant-based rental assistance on a limited basis.

OBJECTIVES

Financially Sound, Sustainable City Government Increase tax base by utilizing infill new construction housing development. Reconstruct (new construction) homes that have deteriorated beyond the scope of rehabilitation.

Strong, More Livable Neighborhoods Provide rental assistance to families without housing due to displacement because of government action (such as code enforcement) or disaster

(such as fire). Provide security deposit assistance and utility deposit assistance to eligible families.

FUTURE ISSUES

Program has reached maximum administrative fee and staffing capability capacity. Implementation of additional programs will require additional staffing and administrative fee funding sources.

HUD has reduced the current administrative fees available by 10% and this is not expected to change.


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DEPARTMENT/UNIT NAME: Housing FUND: 102 PROGRAM NAME: Special Grants/SHIP Program COST: $ 70,000

Escambia County and the City of Pensacola are the joint administrators of the State Housing Initiatives Partnership (SHIP) Affordable Housing Program which is designed to assist lower income families attain and/or maintain affordable home-ownership through housing development, rehabilitation and direct assistance.

OBJECTIVES

Financially Sound, Sustainable City Government Increase tax base by utilizing infill housing development. Provide maximum down payment and closing cost assistance to eligible first-time home buyers. Provide required matching funds for the HUD HOME Program.

City Government: Trusted and Respected by Citizens Assist first-time home buyers in obtaining consumer credit counseling education classes.

Well-Planned Downtown and Waterfront for the Community’s Benefit Provide development of affordable rental and home-owner housing through the SHIP Program.

More Responsive, Customer-Oriented City Services Assist families to acquire housing with mortgage reduction, no interest forgivable assistance loans.

Strong, More Livable Neighborhoods Assist 23 first-time homebuyers within the City with SHIP funds.

A Growing City Attract new families through affordable home ownership initiatives.

FUTURE ISSUES

The funding under this program continues to be reduced by the State of Florida. Future funding may be impacted administratively requiring the reduction or elimination of many program strategies.

Continued demands, such as coordination of activities, are being placed on staff’s already stretched and limited capabilities. No funding is available for additional staff to maintain service levels.


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DEPARTMENT/UNIT NAME: Housing FUND: 104 PROGRAM NAME: Community Development Block Grant (CDBG) Program COST: $ 273,700

The primary mission of the program is the development of viable urban communities by providing decent housing and a suitable living environment principally for persons of low and moderate income. All eligible activities must meet one of the three national objectives: (1) benefit low/moderate income persons (primary objective); (2) aid in the prevention or elimination of slums or blight; or (3) qualify as a certified urgent need.

OBJECTIVES

Financially Sound, Sustainable City Government Apply for currently available CDBG funds or other new funding for programs such as HUD's HOME and any other funding resources to augment

existing Housing programs. Implement CDBG projects, sub-grantee monitoring, grant reports and plans, the Escambia Consortium Consolidated Plan, and other program

requirements. Support housing activities that create new jobs and increase the tax base.

City Government: Trusted and Respected by Citizens Provide the Homebuyers Club (a series of budget and credit counseling sessions designed to educate and prepare eligible families for

homeownership). Provide housing counseling as an eligible public service activity under CDBG for financial management counseling to manage debt; default

counseling and foreclosure prevention.

More Responsive, Customer-Oriented City Services Encourage and support private and public efforts to achieve the goals of the Department. Administer federal and state funding sources in partnership with the County to deliver cost effective housing and infrastructure improvements.

Strong, More Livable Neighborhoods Support public services to provide meals to elderly City residents. Rehabilitate owner-occupied housing for low and moderate-income families residing within the City limits, to reduce blight. Support neighborhood revitalization activities to include infrastructure and park improvements.

FUTURE ISSUES

Continue to fund projects that can be quickly implemented to meet and maintain timely expenditure of allocated dollars requirements. HUD is changing these requirements to emphasize quick utilization of funding available.

Changing funding formulas in CDBG allocations remain a concern. Funding is dependent upon federal budget spending levels.

Fund projects that assure that overall spending benefit maximizes low to moderate income residents at a minimum level of 70%.


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DEPARTMENT/UNIT NAME: Housing FUND: 104 PROGRAM NAME: Housing Rehabilitation COST: $ 267,500

This program is designed to assist in the rehabilitation of existing residential property for low and moderate-income homeowners. Work may include roof, electrical, plumbing, natural gas, HVAC, structural, as well as interior and exterior wall and ceiling finishes. This program addresses the issue of rehabilitating properties to meet the community’s housing standards. In addition, the program allows accessibility modifications to a rehabilitated property that are intended to eliminate architectural barriers existing within the structure. The funds are available in a combination of grants and loans.

OBJECTIVES

Financially Sound, Sustainable City Government Increase tax base by stabilizing infill housing development.

City Government: Trusted and Respected by Citizens Provide housing and financial counseling to homeowners. Administer a program for the acquisition of vacant/foreclosed properties and resale to first time homebuyers in conjunction with SHIP funds to

provide limited funding for short term foreclosure assistance for an eligible financial emergency.

More Responsive, Customer-Oriented City Services Administer an expanded Housing Rehabilitation Program, to include single-family, owner-occupied rehabilitation, handicap accessibility, lead-

hazard reduction activities, emergency repair, replacement home construction and additional construction services as funded by other programs and/or agencies.

Prepare and provide housing specifications for rehabilitation, contract bidding and negotiation and contract administration to low and moderate income homeowners.

Provide grant funding for temporary relocation assistance, to fund moving and storage of personal belongings and temporary lodging for low-income families during rehabilitation or reconstruction as required under the Uniform Act.

Strong, Livable Neighborhoods Rehabilitate 8 owner-occupied homes with CDBG funds, complete 25 major home repairs under the SHIP Housing Repair Assistance Program;

and construct 5-6 homes with HOME dollars, as denoted in Consolidated Plan, to foster neighborhood investment and reduce blight. Work with contractors to rehabilitate blighted units and provide maximum opportunities for affordable housing for low-income residents.

FUTURE ISSUES

CDBG Funding. The Housing Department currently utilizes CDBG, HOME and SHIP funds. Limited funding under the State of Florida's SHIP Program is used to fund limited activities under the Housing Rehabilitation Program and Housing Repair Assistance Program.

− Monitoring of rehabilitation materials, labor costs and permit fees will continue to be evaluated as these increases impact the single-family rehabilitation costs.

SHIP Funding. The SHIP Housing Repair Assistance Program will be impacted if efforts to the Florida Legislature are not successful in maintaining the current level of SHIP funds. These funds, which are generated from documentary stamp revenue, are distributed into State and Local Housing Trust Funds for affordable housing programs and assistance.


- 233 -


DEPARTMENT/UNIT NAME: Housing FUND: 115 PROGRAM NAME: Section 8 Housing Assistance Payments Program COST: $ 12,534,100

The Section 8 Rental Assistance Program assists eligible low-income families in paying rent to private owners for qualified units within Escambia County. A Housing Voucher Program, a Veteran Affairs Supportive Housing Program and a Family Unification Program are currently available. Interested families must apply to have their names placed on the waiting lists when applications are being accepted.

OBJECTIVES

Financially Sound, Sustainable City Government Provide family eligibility determination, verification and documentation of application date, issue certificates and vouchers, establish waiting lists,

hold tenant briefings, process request for lease approvals, provide housing quality standards and code related inspections to rental units leased under the program; rent negotiations; and execute contracts for housing assistance payments.

Maintain 95% lease-up of allocated units. Administer the current rental subsidy programs, which include the housing voucher and tenant based housing assistance payments programs.

City Government: Trusted and Respected by Citizens Provide housing counseling to eligible qualifying families.

More Responsive, Customer-Oriented City Services Maintain expanded opportunities for rental assistance to qualifying families. Provide better service through cost effective administration of federal funds for rental assistance for the whole county.

Strong, More Livable Neighborhoods Provide rental and utility assistance to residents below median income level classified as extremely low (30%) and very low income (50%). Provide inspection, approval and certification of rental unit compliance with building codes.

FUTURE ISSUES

Implement changes in federal regulations for the Housing Choice Voucher Program, such as funding availability and applicable fair market rent schedules.

HUD’s proposed changes in funding mechanisms will require reductions in reserves to meet operational budget service levels. HUD’s funding of budgets at FY 2008 level could result in a reduction of 115 families being assisted. Apply for additional funding for new and existing housing assistance unit allocations such as units under the Veteran Affairs Supportive Housing

and Family Unification Programs and any other newly identified revenue sources.


- 234 -

0 0

730,600 730,600

0

730,600 730,600

1,271,800

0

730,600 730,600

1,278,400

9669 CONST WORK IN PROGRESS

9882 AID TO PRIVATE AGENCIES

267,224 267,224

762,697 762,697

1,424,136

0

1,213,300 1,271,800 SUBTOTAL COMMUNITY DEV BLK GRNT FD 1,473,093

SUBTOTAL GRANTS AND AIDS 1,187,800 1,187,800 783,600

783,600

SUBTOTAL CAPITAL OUTLAY 0 0

135,500 135,500 135,500 0 0 0

SUBTOTAL OPERATING EXPENSES 66,403 82,453 90,800 0 0 0 9370 NON-CAPITALIZED ASSETS 0 1,414 2,800

1,800 2,800 2,800 9360 MISCELLANEOUS 200 200 0 0 0 0 9357 OTHER CONTRACTUAL SERVICE 1,050 4,393 1,800

6,600 7,500 7,500 9348 FUELS & LUBRICANTS 3,165 3,386 4,100 4,100 4,500 4,500 9347 UTILITIES 0 2,619 0


7,400 7,400 7,400 9342 TRAINING 875 3,389 15,500 21,000 16,800 16,800 9341 RENTALS 0 0 7,400

2,300 2,300 2,300 9340 PRINTING & BINDING 924 1,003 1,500 9,000 9,500 9,500 9339 POSTAGE 0 0 300

10,400 8,600 8,600 9338 ADVERTISING 617 125 2,300 6,300 6,300 6,300 9337 TRANSPORTATION 409 1,705 5,400


400 1,100 1,100 9334 SMALL TOOLS & MINOR EQUIP 164 469 700 700 700 700 9333 REPAIRS & MAINTENANCE 2,134 3,600 400

6,300 6,300 6,300 9332 OPERATING SUPPLIES 563 1,207 900 3,900 4,500 4,500 9331 OFFICE SUPPLIES 524 302 2,800



27,200 27,200 27,200 9129 DEFERRED COMP PENS PLAN 2,156 0 0 0 0 0 9125 EXTRA PERSONAL SERVICES 10,685 31,879 22,400





FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 104 - COMMUNITY DEV BLK GRNT FD


FY 2008ACTUAL


- 235 -

0 0 0 9357 OTHER CONTRACTUAL SERVICE 11,078 18,077 35,200 35,200 35,200 35,200 9351 MED & FIRST AID SUPPLIES 0 31 0

18,500 19,000 19,000 9348 FUELS & LUBRICANTS 6,028 8,662 5,000 5,000 5,500 5,500 9347 UTILITIES 0 11,291 18,500

2,500 3,000 3,000 9346 LIABILITY INSURANCE 36 11,650 7,000 6,100 6,100 6,100 9345 MAINT & REPR OF VEHICLES 7,545 5,650 2,500


16,000 16,000 16,000 9341 RENTALS 7,599,162 11,236,882 11,000,000 11,006,700 11,006,700 11,006,700 9340 PRINTING & BINDING 4,981 6,864 16,000

4,000 4,000 4,000 9339 POSTAGE 21,072 27,335 30,000 30,000 30,000 30,000 9338 ADVERTISING 3,540 1,060 4,000

97,200 97,700 97,700 9337 TRANSPORTATION 499 3,515 3,600 3,600 2,600 2,600 9336 COMMUNICATION 93,929 106,574 100,500

9,700 9,700 9,700 9335 PROFESSIONAL SERVICES 118,150 2,982 188,700 23,700 23,700 23,700 9334 SMALL TOOLS & MINOR EQUIP 390 2,749 9,700


1,099,600 1,092,900 1,092,900 9331 OFFICE SUPPLIES 3,955 3,144 4,500 4,500 4,500 4,500


0 0 0 9133 FLORIDA RETIREMENT SYSTEM 5,389 21,352 40,000 57,500 57,500 57,500 9130 WORKER'S COMPENSATION 0 441 0

31,200 31,200 31,200 9129 DEFERRED COMP PENS PLAN 5,658 0 0 3,500 3,500 3,500 9125 EXTRA PERSONAL SERVICES 10,685 32,676 31,200





FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 115 - SECTION 8 HOUSING ASSISTANCE


FY 2008ACTUAL


- 236 -

165,000 160,000 160,000

SUBTOTAL SECTION 8 HOUSING ASSISTANCE 8,664,247 12,372,954 12,426,400 12,545,800 12,534,100 12,534,100

SUBTOTAL NON-OPERATING 0 165,000 0

0 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 165,000 0 165,000 160,000 160,000

SUBTOTAL CAPITAL OUTLAY 52,262 2,295 0

0 0 0 9669 CONST WORK IN PROGRESS 52,262 1,695 0 0 0 0 9666 OFFICE EQUIPMENT 0 600 0

0 0 0 SUBTOTAL OPERATING EXPENSES 7,881,884 11,467,183 11,445,100 11,281,200 11,281,200 11,281,200

9370 NON-CAPITALIZED ASSETS 0 2,829 1,400

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9360 MISCELLANEOUS 0 0 0 0 0 0

FUND - 115 - SECTION 8 HOUSING ASSISTANCE


FY 2008ACTUAL

FY 2009BUDGET


- 237 -

4,100 4,100 4,100 SUBTOTAL SHIP (STATE) 22,935 31,723 70,200 71,700 70,000 70,000

SUBTOTAL OPERATING EXPENSES 1,691 86 2,400

2,800 2,400 2,400 9343 DUES, SUBS, & MEMBERSHIPS 200 0 0 0 0 0 9342 TRAINING 889 70 1,400

1,300 1,100 1,100 9339 POSTAGE 0 0 0 0 100 100 9337 TRANSPORTATION 445 16 1,000

0 100 100 9335 PROFESSIONAL SERVICES 0 0 0 0 300 300 9332 OPERATING SUPPLIES 0 0 0

67,600 65,900 65,900 9331 OFFICE SUPPLIES 157 0 0 0 100 100


2,500 2,500 2,500 9123 DISABILITY/SURV INSURANCE 139 167 500 400 400 400 9122 REPLACEMENT BENEFIT PGM 792 950 2,500


2,100 1,800 1,800 9114 GENERAL PENSION FUND 4,694 11,701 13,000 12,800 12,800 12,800 9113 LONGEVITY 405 659 2,100

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 13,493 16,008 42,000 42,400 41,600 41,600


FY 2008ACTUAL

FY 2009BUDGET

FUND - 102 - SPECIAL GRANTS FUND DEPARTMENT - 6554 - SPECIAL HOUSING GRANTSFUNCTION - 550 - ECONOMIC ENVIRONMENT COST CENTER - 554001 - SHIP (STATE)


- 238 -

387,000 386,000 386,000 SUBTOTAL HOME (FEDERAL) 125,064 648,806 373,800

344,800 344,800 344,800 SUBTOTAL GRANTS AND AIDS 97,679 546,590 344,800 344,800 344,800 344,800

9882 AID TO PRIVATE AGENCIES 97,679 546,590 344,800


9370 NON-CAPITALIZED ASSETS 0 707 0

4,600 4,600 4,600 9341 RENTALS 7,539 66,442 0 0 0 0 9335 PROFESSIONAL SERVICES 0 865 3,600

36,800 35,800 35,800 9331 OFFICE SUPPLIES 0 0 800 800 800 800


1,500 1,500 1,500 9123 DISABILITY/SURV INSURANCE 133 212 200 200 200 200 9122 REPLACEMENT BENEFIT PGM 759 1,205 900


1,600 900 900 9114 GENERAL PENSION FUND 4,485 9,337 5,300 6,800 6,800 6,800 9113 LONGEVITY 869 1,008 900

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 12,449 20,139 14,200 23,300 15,800 15,800


FY 2008ACTUAL

FY 2009BUDGET

FUND - 102 - SPECIAL GRANTS FUND DEPARTMENT - 6554 - SPECIAL HOUSING GRANTSFUNCTION - 550 - ECONOMIC ENVIRONMENT COST CENTER - 554002 - HOME (FEDERAL)


- 239 -

DEPARTMENT - 5540 - SPECIAL GRANTS/HURRICANE RECOVERY GRANTS

SUBTOTAL SPECIAL GRANTS FUND 345,391 358,863 0 0 0 0

0 0 0 SUBTOTAL CAPITAL OUTLAY 24,408 42,929 0 0 0 0

9669 CONST WORK IN PROGRESS 24,408 0 0

0 0 0 9666 OFFICE EQUIPMENT 0 42,929 0 0 0 0

SUBTOTAL OPERATING EXPENSES 32,847 24,407 0

0 0 0 9370 NON-CAPITALIZED ASSETS 13,133 1,737 0 0 0 0 9357 OTHER CONTRACTUAL SERVICE 610 0 0

0 0 0 9349 CLOTHING SUPPLIES 12 0 0 0 0 0 9343 DUES, SUBS, & MEMBERSHIPS 385 562 0

0 0 0 9342 TRAINING 181 190 0 0 0 0 9341 RENTALS 15,558 16,959 0

0 0 0 9340 PRINTING & BINDING 454 0 0 0 0 0 9338 ADVERTISING 210 0 0

0 0 0 9337 TRANSPORTATION 1,090 960 0 0 0 0 9335 PROFESSIONAL SERVICES 78 0 0

0 0 0 9334 SMALL TOOLS & MINOR EQUIP 1,001 2,859 0 0 0 0 9333 REPAIRS & MAINTENANCE 0 1,108 0

0 0 0 9332 OPERATING SUPPLIES 129 0 0 0 0 0 9331 OFFICE SUPPLIES 7 32 0

0 0 0 SUBTOTAL PERSONAL SERVICES 288,136 291,527 0 0 0 0

9133 FLORIDA RETIREMENT SYSTEM 3,562 9,191 0

0 0 0 9129 DEFERRED COMP PENS PLAN 1,125 0 0 0 0 0 9125 EXTRA PERSONAL SERVICES 31,961 65,034 0

0 0 0 9123 DISABILITY/SURV INSURANCE 1,928 1,521 0 0 0 0 9122 REPLACEMENT BENEFIT PGM 8,630 4,203 0

0 0 0 9121 GROUP INSURANCE 16,565 14,995 0 0 0 0 9120 SOCIAL SECURITY 2,091 5,337 0

0 0 0 9118 MEDICARE PREMIUM 1,514 1,921 0 0 0 0 9114 GENERAL PENSION FUND 27,870 24,520 0

0 0 0 9113 LONGEVITY 10,698 8,627 0 0 0 0 9111 SALARIES 182,192 156,177 0

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 102 - SPECIAL GRANTS FUND


FY 2008ACTUAL


- 240 -


HOUSING

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1081 - Housing Director 1 C-05 1 C-05 * 1 C-05 *1096 - Assistant Housing Director 1 C-04 1 C-04 1 C-048024 - Housing Rehabilitation Programs Manager 1 C-03 * 1 C-03 * 1 C-03 *1097 - Assistant Housing Operations Manager 1 C-02 1 C-02 1 C-028025 - Housing Rehabilitation Specialist 1 C-02 1 C-02 * 1 C-02 *8027 - Housing Section 8 Quality Standards Inspector 1 C-02 1 C-02 (d) C-028041 - Family Housing Self-Sufficiency Coordinator 1 C-01 (a) C-018026 - Housing Section 8 Finance Specialist 1 C-01 1 C-01 1 C-012001 - Administrative Officer IV 2 GE-23 * 2 GE-23 * 2 GE-23 *2003 - Administrative Officer III 2 GE-19 2 GE-19 2 GE-194004 - Code Inspector II 1 GE-14 (c) GE-14 1 (e) GE-142020 - Senior Administrative Officer I 4 GE-13 2 (b,c) GE-13 2 GE-132010 - Administrative Officer I 3 (b) GE-11 3 GE-112014 - Administrative Officer 2 GE-07 2 GE-07 * 2 GE-07 *3009 - Executive Secretary II 2 GE-07 2 GE-07 2 GE-073003 - Administrative Account Clerk 1 GE-05 1 GE-05 1 GE-053005 - Clerk III 3 GE-03 2 (a) GE-03 * 2 GE-03 *

Total 25 23 23

NOTE: Beginning FY 2003 Special Revenue Fund SHIP and HOME Programs appropriated.

(a) Delete one (1) Clerk III (GE-03) and one (1) Family Housing Self-Sufficiency Coordinator (C-01) with adoption of 30-Month Budget; 06/01/08.(b) Change title of three (3) Senior Administrative Officer I (GE-13) to Administrative Officer I (GE-11) with adoption of FY 2009 Budget; 10/01/08.(c) Change title of one (1) Code Inspector II (GE-14) to Senior Administrative Officer I (GE-13) with adoption of FY 2009 Budget; 10/01/08.(d) Transfer one (1) Housing Section 8 Quality Standards Inspector (C-02) from Housing to Engineering and change title to Executive Assistant (C-01); 12/01/08.(e) Transfer one (1) Code Inspector II (GE-14) from Community Development to Housing; 01/12/09.


* Portions of salary charged to Special Revenue Fund SHIP and HOME Programs.



- 241 -

HUMAN RESOURCES

Total Positions: 7* Four (4) positions are funded by Financial Services/Risk Management; however, chain of command and supervision retained in Human Resources. Detail of program listed under Financial Services tab.

ADMINISTRATIVEOFFICER I (1)


PAYROLLSPECIALIST (1)

ASSISTANT HUMANRESOURCES DIRECTOR (1)

CLERK III (1)

PERSONNELSPECIALIST (1)

INSURANCE COORDINATORADMINISTRATIVE OFFICER (1)*

ASSISTANT CITY NURSE (1) *

CLINICCITY NURSE (1) *

CITY HALL RECEPTIONISTCLERK III (1) *

HUMAN RESOURCESDIRECTOR


- 242 -


DEPARTMENT/UNIT NAME: Human Resources FUND: 001 DEPARTMENT DESCRIPTION

The Human Resources Department provides service to employees and potential employees, the public, applicants, retirees, City departments and the City administration. The department is responsible for recruitment, introducing new employees to the organization, and responding to employee concerns during the life of their employment. As an "internal consultant", the department provides personnel management and employee benefit information, policy interpretation and develops new programs for City departments and the City Manager's Office.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010




$ 819,320 209,289

0 1,028,609

0

811,591 159,229

0 970,820 (463,000)

559,200 110,800

0 670,000 (495,100)

528,000 78,500

0 606,500 (432,800)

TOTAL OPERATING COSTS $ 1,028,609 507,820 174,900 173,700

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Administrative (Formerly: Administration) $ 822,887 65,943 24,400 23,400 Budget & Administrative 0 46,735 21,300 21,800 Clinic 205,722 91,724 0 0 Director/Specialist Duties 0 179,237 68,300 69,600 Insurance 0 61,628 28,400 27,200 Payroll & Personnel Processing 0 62,553 32,500 31,700

TOTAL $ 1,028,609 507,820 174,900 173,700



- 243 -

PROGRAMS AND OBJECTIVES DEPARTMENT/UNIT NAME: Human Resources FUND: 001 PROGRAM NAME: Administrative COST: $ 23,400

Provide recruitment assistance to civil service staff, maintain applicant file, greet all customers to civil service, provide references, manage on-line employee information programs, order & maintain inventory of city shorts, birthday cards, blood mobile, mentor program, coordinate City Manager's Advisory Committee, coordinate annual employee luncheon, represent department and city at conference and public and professional meetings, coordinate various charity campaigns, respond to surveys. Provide secretarial assistance to Director.

OBJECTIVES


Provides inventory control.


Coordinates city and community events. Responds to surveys. Manages on-line employee information program. Greets all customers and answers incoming calls. Provides recruitment assistance to Civil Service staff. Provides secretarial assistance to Director.

PROGRAM NAME: Budget and Administrative COST: $ 21,800

This program is responsible for issuing city ID Cards & ensures access through Sonitrol system, answer phones & greet customers, scanning, and filing, processing RP's, budget preparations, response to public records requests, maintaining travel, training & educational benefits filed, pre-employment processing, and separation paperwork.

OBJECTIVES


Assure all city records are kept orderly and in compliance with record keeping processes. Helps with preparation of department budget.


Assure compliance with all public record laws.


Provides excellent customer service to all customers. Issues ID Cards to all city employees.


- 244 -


DEPARTMENT/UNIT NAME: Human Resources FUND: 001 PROGRAM NAME: Director/Special Duties COST: $ 69,600

This program encompasses the full range of Human Resources and concerns, including: recruitment and employment, benefits and compensation administration, classification, equal employment, staff planning, personnel policy, training, employee grievances, collective bargaining, employee relations, ADA compliance, and temporary employment.

OBJECTIVES


Administration of the Police Officers and Sergeants FOP Contracts. Administration of the Police Lieutenant FOP Contract. Administration of Airport Police Officers FOP Contract. Administration of Fire (IAFF) Contract.


Develop proactive recruiting programs for minorities and women for under-utilized classifications. Conduct informal "cause and concern" meetings with employees and managers at their work sites, and provide periodic summaries. Continuing implementation of ADA and other federal and state mandates. Enhancement of benefit options. Provide employee/labor internal negotiating services.


Assist Department Directors with staffing needs specific for that department. Provide information sessions for current employees to help them better understand their benefits, and update their knowledge of Human Resources

policies which affect them daily in the workplace. Provide regularly scheduled training for supervisors and potential supervisors on communications, motivation and policy information (e.g. Americans

with Disabilities Act, AIDS, Family and Medical Leave, Employee Benefits, Sexual Harassment, Customer Satisfaction, etc.).


- 245 -


DEPARTMENT/UNIT NAME: Human Resources FUND: 001 PROGRAM NAME: Insurance COST: $27,200

This program is responsible for open enrollment for insurance benefits, providing COBRA to separated employees and clerical and information services to employees.

OBJECTIVES


Provide COBRA Information to separated employees.


Administer compliance with HIPPA regulations.


Conducts open enrollment for insurance changes. Provide clerical and information services to employees concerning insurance related questions.

PROGRAM NAME: Payroll and Personnel Processing COST: $ 31,700

This program is responsible for verification of the city’s payroll and personnel processing. This function is responsible for processing personnel actions, electronic personnel request, maintenance and updating the payroll manual, training payroll clerks, and balancing payroll/ positions.

OBJECTIVES


Assures all city payroll processing adhere to policies and procedures.


Provides record keeping and payroll data reports.


Provide information to employees concerning benefits and pay.


- 246 - 118,700 173,700 173,700 SUBTOTAL HUMAN RESOURCES 1,028,609 507,820 174,900




9364 SERVICE AWARDS 32,439 511 0

0 0 0 9357 OTHER CONTRACTUAL SERVICE 2,494 5,042 8,000 8,000 5,000 5,000 9351 MED & FIRST AID SUPPLIES 5,588 4,439 0 9350 INV OF STORES FOR RESALE 320 0 0 0 0 0

100 100 100 9349 CLOTHING SUPPLIES 723 453 0 0 0 0 9348 FUELS & LUBRICANTS 103 181 100

300 200 200 9346 LIABILITY INSURANCE 15,540 12,878 10,300 10,600 10,600 10,600 9345 MAINT & REPR OF VEHICLES 293 981 300


1,000 500 500 9341 RENTALS 0 0 200 200 200 200 9340 PRINTING & BINDING 5,951 3,767 1,000

0 0 0 9339 POSTAGE 3,637 2,688 800 800 800 800 9338 ADVERTISING 0 351 0

49,400 49,400 49,400 9337 TRANSPORTATION 1,829 1,326 3,300 3,300 400 400 9336 COMMUNICATION 72,953 71,541 63,900

1,600 200 200 9335 PROFESSIONAL SERVICES 42,561 41,312 8,300 3,000 3,000 3,000 9334 SMALL TOOLS & MINOR EQUIP 1,666 436 1,600

4,000 1,000 1,000 9333 REPAIRS & MAINTENANCE 1,620 1,983 500 500 1,500 1,500 9332 OPERATING SUPPLIES 5,924 2,087 4,000

527,500 528,000 528,000 9331 OFFICE SUPPLIES 3,165 1,419 2,600 2,600 1,000 1,000


0 0 0 9133 FLORIDA RETIREMENT SYSTEM 5,990 23,764 23,100 19,800 19,800 19,800 9129 DEFERRED COMP PENS PLAN 2,515 2,692 0

3,400 3,400 3,400 9125 EXTRA PERSONAL SERVICES 17,304 8,826 0 0 0 0 9123 DISABILITY/SURV INSURANCE 5,643 5,317 3,700



96,400 96,400 96,400 9116 POLICE PENSION FUND 5,550 0 0 0 0 0 9114 GENERAL PENSION FUND 121,151 122,329 94,400

0 0 0 9113 LONGEVITY 17,521 15,239 7,100 7,400 7,100 7,100 9112 OVERTIME 1,253 0 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 545,516 543,723 360,400 337,000 337,000 337,000


FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0050 - HUMAN RESOURCESFUNCTION - 510 - GENERAL GOVERNMENT SRVS. COST CENTER - 005000 - HUMAN RESOURCES


- 247 -


HUMAN RESOURCES

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1041 - Employee Services Director 1 C-05 1 C-05 (g) C-051133 - Human Resources Director 1 (g) C-051092 - Assistant Employee Services Director 1 C-04 1 C-04 (h) C-041134 - Assistant Human Resources Director 1 (h) C-048029 - Personnel Specialist 1 C-02 1 C-02 1 C-021165 - City Nurse (b,e) C-034007 - City Nurse 1 (a) GE-211166 - Assistant City Nurse (b,e) C-024046 - Assistant City Nurse 1 (a) GE-172004 - Administrative Officer II 1 GE-15 (d) GE-152090 - Benefit Coordinator 1 GE-15 (e) GE-152115 - Payroll Specialist 1 GE-15 1 GE-15 1 GE-152010 - Administrative Officer I 1 GE-11 1 GE-11 1 GE-112014 - Administrative Officer 2 GE-07 2 GE-07 1 (i) GE-073005 - Clerk III 2 GE-03 1 (f) GE-03 1 GE-035510 - Enforcement Officer II 1 EO-02 (c) EO-02

Total 14 8 7

(d) Transfer one (1) Administrative Officer II (GE-15) from Employee Services to West Florida Public Library; 06/01/08.

(g) Change title of one (1) Employee Services Director (C-05) to Human Resources Director (C-05) with adoption of FY 2010 Budget; 10/01/09.(h) Change title of one (1) Assistant Employee Services Director (C-04) to Assistant Human Resources Director (C-04) with adoption of FY 2010 Budget; 10/01/09.(i) Transfer one (1) Administrative Officer (GE-07) from Human Resources to Financial Services/Risk Management with adoption of FY 2010 Budget; 10/01/09.

(c) Transfer one (1) Enforcement Officer II (EO-02) from Employee Services to West Florida Public Library; 04/01/08.

(f) Transfer one (1) Clerk III (GE-03) from Employee Services to Financial Services/Mailroom with adoption of FY 2009 Budget; 10/01/08 (Note: Employee Services Director will retain supervision).

(e) Transfer one (1) City Nurse (C-03), one (1) Assistant City Nurse (C-02) and one (1) Benefit Coordinator (GE-15) from Employee Services to Financial Services/Risk Management with adoption of FY 2009 Budget; 10/01/08 (Note: Employee Services Director will retain supervision).

(b) Convert City Nurse and Assistant City Nurse to unclassified positions upon vacation of employee occupying positions; 01/22/08.

(a) Creation of unclassified City Nurse (C-03) and Assistant City Nurse (C-02) which will convert the classified positions to unclassified upon vacation of position or election of employee currently occupying the position with adoption of FY 2008 Budget; 10/01/07.



NOTE: Effective 10/01/09 Department title changed from Employee Services to Human Resources.


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LEGAL

Total Positions: 3

ASSISTANT CITYATTORNEY (1)

LEGALASSISTANT (1)

CITY ATTORNEY


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DEPARTMENT/UNIT NAME: Legal FUND: 001 DEPARTMENT DESCRIPTION

The primary role of the Legal Department is to preserve, protect and enforce the rights of the City of Pensacola and its residents, through the provision of effective legal services for the City Council, the City Administration, and various City boards, commissions, and agencies.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010




$ 735,693 55,094

13,158 803,945 0

709,097 45,222

7,517 761,836 (315,900)

440,000 95,300

10,000 545,300 (358,800)

432,500 95,300

0 527,800 (294,800)


PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Legal Services TOTAL

$ 803,945

$ 803,945

445,936

445,936

186,500

186,500

233,000

233,000

NOTE: Program is net of cost recovery.


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DEPARTMENT/UNIT NAME: Legal Legal FUND: 001 PROGRAM NAME: Legal Services COST: $ 233,000

The Legal Services function of the Legal Department is responsible for legal advice and legal representation. Legal advice includes both oral and written opinions to the City Council, City Manager and staff, and drafting legal instruments such as ordinances, resolutions, contracts, deeds and handling litigation. Representation of the City includes defending the City against all claims and initiating legal proceedings when appropriate.

OBJECTIVES


Provides timely and accurate legal opinions to the City Council, City Manager, and administrative staff on all matters requiring such action.

Initiates and/or assists in the preparation of legal documents including ordinances, resolutions, contracts, and deeds upon the request of City Council or any of its committees, or by the City administrative staff.

Properly initiates legal proceedings, if necessary, when the City has a claim against another party.

Defends the City's assets and goodwill against any lawsuits filed.

Improves the technological training of support staff to the latest computerized research tools for faster response to a legal question.


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(362,400) (294,800) (294,800)SUBTOTAL LAW 803,945 445,936 186,500 174,500 233,000 233,000 SUBTOTAL NON-OPERATING 0 (315,900) (358,800)

9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (315,900) (358,800) (362,400) (294,800) (294,800)

0 0 0 SUBTOTAL CAPITAL OUTLAY 13,158 7,517 10,000 0 0 0

9668 BOOKS 13,158 7,517 10,000


9357 OTHER CONTRACTUAL SERVICE 4,057 4,426 3,800

7,200 7,200 7,200 9346 LIABILITY INSURANCE 7,340 5,211 8,000 5,500 5,500 5,500 9343 DUES, SUBS, & MEMBERSHIPS 7,274 2,941 6,700

200 200 200 9342 TRAINING 3,322 3,130 3,500 4,500 4,500 4,500 9340 PRINTING & BINDING 304 500 200

2,500 2,500 2,500 9339 POSTAGE 350 344 400 400 400 400 9337 TRANSPORTATION 847 1,318 1,500


0 0 0 9334 SMALL TOOLS & MINOR EQUIP 0 138 0 0 0 0 9333 REPAIRS & MAINTENANCE 38 38 0

400 400 400 9332 OPERATING SUPPLIES 583 104 500 500 500 500 9331 OFFICE SUPPLIES 292 440 400



0 0 0 9125 EXTRA PERSONAL SERVICES 20,100 200 5,000 5,000 0 0 9124 DEFERRED COMPENSATION 19,715 15,924 0

0 0 0 9123 DISABILITY/SURV INSURANCE 5,692 5,229 2,200 2,300 2,300 2,300 9122 REPLACEMENT BENEFIT PGM 18,875 7,840 0




FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 531,915 504,003 303,600 304,800 304,800 304,800


FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0040 - LAWFUNCTION - 510 - GENERAL GOVERNMENT SRVS. COST CENTER - 004000 - LAW


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LEGAL


1022 - City Attorney 1 N/R 1 N/R 1 N/R1023 - Assistant City Attorney 2 C-05 1 (d) C-05 1 C-051038 - Legal Assistant 2 C-02 1 (b,c) C-03 1 C-03

Sub-Total 5 3 3


1023 - Assistant City Attorney 1 C-05 (a) C-05Sub-Total 1 - -

Total 6 3 3


(a) Delete one (1) unfunded Assistant City Attorney (C-05) with adoption of 30-Month Budget; 06/01/08.(b) Upgrade Legal Assistant from C-02 to C-03 with Council action; 07/10/08.(c) Transfer one (1) Legal Assistant (C-03) from Legal to Energy Services of Pensacola; 07/21/08.(d) Delete one (1) Assistant City Attorney (C-05) with adoption of FY 2009 Budget; 10/01/08.



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MANAGEMENT INFORMATION SERVICES

Total Positions: 16


SOFTWARE DEVELOPMENTMANAGER (1)

SYSTEMANALYST/PROGRAMMER III (1)

SYSTEMANALYST/PROGRAMMER II (1)

SYSTEMANALYST/PROGRAMMER I (2)

INFORMATION MANAGEMENT

NETWORKMANAGER (1)

NETWORK/SYSTEMENGINEER II (1)

COMMUNICATIONSTECHNICIAN II (1)

NETWORK/SYSTEMENGINEER I (1)

HELP DESKTECHNICIAN I (1)

NETWORK/SYSTEM MANAGEMENT

NETWORKMANAGER (1)

COMMUNICATIONTECHNICIAN II (1)

NETWORK/SYSTEMENGINEER I (1)

PUBLIC SAFETY

SR. TECHNICAL SERVICESMANAGER (1)

MIS DIRECTOR


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DEPARTMENT/UNIT NAME: Management Information Services FUND: 504 DEPARTMENT DESCRIPTION

The Management Information Services Department plans, coordinates and directs all information technology, telecommunications services, and data and voice communication services, including wireless telephone and pager services utilized by the City staff. This support includes consulting with and advising other City staff on a wide range of technical issues. We support users with planning for and the use of all microcomputer, voice, and data network-based systems, operating on-line application systems at a high rate of availability, performing traditional batch processing applications, software development, systems and software maintenance, and systems analysis, installation, tuning and operation. We operate computer centers, a citywide data communications wide area network, and a library network maintaining optimum levels of reliability, accessibility and serviceability. MIS reviews all requests for acquisition of computer, telephone, pager and telecommunications equipment and associated software by City departments, to ensure consistency with City standards, long-range objectives, and cost effectiveness guidelines. We plan, coordinate and implement major new computer, telephone, telecommunications systems and automated software applications throughout the City and surrounding county locations where City operations are located. We provide for continuity of computer center, telephone system, and data network operations following any disaster affecting City facilities. As needed, one-on-one training is provided for individual users on a continuous basis. A significant volume of work is performed that is unseen by users, such as computer operating system maintenance, system backups, disaster recovery planning, file reorganizations, data conversion, network administration, systems tuning, program debugging and general system administration. Management Information Services (MIS) was established as a separate department in 1991. MIS was established as an internal service fund during Fiscal Year 1997 in order to charge the cost of providing these services directly to the user departments. The base budget for 2010 results in a reduction of MIS services by reducing MIS operating/personnel expenses by approximately 14% from the FY09 level. This reduction in services includes the elimination of a System Analyst/Programmer position that provided all MS Access programming support to the City.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 1,581,498 1,558,251 1,413,200 1,358,900 Operating Expenses 575,357 403,818 326,500 355,800 Capital Outlay 226,645 130,153 250,000 0 TOTAL $ 2,383,500 2,092,222 1,989,700 1,714,700

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Capital Accumulation $ 0 142,665 250,000 92,200 Information Management 0 838,994 697,600 615,900 Management Information 2,383,500 0 0 0 Network/System Management 0 732,146 687,200 517,000 Office of the Director 0 250,423 233,100 267,100 Public Safety 0 127,994 121,800 222,500 TOTAL $ 2,383,500 2,092,222 1,989,700 1,714,700


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DEPARTMENT/UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Capital Accumulation COST: $ 92,200

FORTIS Document Management Implementation.

OBJECTIVES

Responsive Customer-Oriented City Services

The City continues to scan as much documentation as possible with our document scanning team and document management system. Over the past three years we have scanned over 2.5 million documents into our system. This funding will cover four FTEs continuing this effort through FY10. We expect that the majority of our archived scanning needs will be met by then. Many of these scanned documents are made available to our citizens through our website.


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DEPARTMENT/UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Information Management COST: $ 615,900

Perform database management, system administration, hardware/software maintenance, report creation/administration and interfacing with the vendor. Supporting the following systems:

− Customer Information System - Utility Billing Computer system used by ESP and Sanitation. − Integrated Financial Management System (IFMS) - Financial/HR system that all City Departments use. − Geographic Information System (GIS) program involves the creation and maintenance of the geospacial data in the system. This involves accumulating data and

analyzing that data on a daily basis based on the requests of nearly every department in the City. This includes system/database administration, programming and general hardware/software maintenance.

− Tele-Works allows us to make call outs to citizens or employees. PALS is an automated system that the citizens of Pensacola can call into for City-related information.

− Web programming includes the development and maintenance of five external websites (Internet accessible) and the Intranet website. It includes writing all code and development of all templates used by every department in the city to manage their content. It includes creating and manipulating SQL databases and the use of Q-Publish tool to build the templates.

− General software development includes all systems analysis and programming required to develop custom database applications and other programs at the request of every department in the City. Includes careful analysis of the problem, coding, testing, implementing, and maintaining the software.

− FORTIS is the Document Management Software used in nearly all departments in the City. It is used by the citizens across the Internet. This software allows us to scan and later retrieve all forms of documentation in nearly every department of the City.

− George Butler Associates (GBA) program is a Work Order Management system. Its use involves the creation and maintenance of the work order data in the system by department. This involves accumulating data and analyzing that data on a daily basis based on the requests of nearly approximately 10 departments in the city. The system tracks resources and creates work orders that may be used by the departments to perform their daily functions.

− Rectrac and Golftrac system maintenance for the Parks & Recreation Department. − Creation of ad hoc reports at request of departments in a variety of standard City applications to include IFMS, CIS, and other software. − Housing Department's Happy Software support to include Tier 1 Help Desk support. Includes troubleshooting problems, providing at-the-desk support and

interfacing with the vendor.

OBJECTIVES

Responsive Customer-Oriented City Services Operate the client server system environment with at least 99% availability and an average response time of less than five (5) seconds. Apply and operate telecommunications technology, such as voice mail, digital data service, terminal devices for the deaf, and automated information systems to

the City offices to increase productivity and improve customer service on an ongoing basis. Resolve requests for MIS service by users whose software is not functioning properly within 24 working hours. Maintain and manage all aspects of these systems in support of the affected departments providing activities for our citizens. Resolve requests for MIS service by users whose software is not providing them with useful reports. Create those reports using the Crystal Reports software.

Pensacola: A Growing City Advance the concepts of E-Government to make public information and City services more accessible to the Citizens of Pensacola. Make new technology accessible for the processing and presentation of City information on the City’s Websites.

City Government: Trusted and Respected Devise and initiate efficient methods of document creations, dissemination, processing, and storage for the City and make those documents available to the public

on the City’s Websites. Document electronically scanned will not be destroyed in another disaster scenario as they are backed up in multiple locations and available online.


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DEPARTMENT/UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Network/System Management COST: $ 517,000

Includes maintaining all facets of network to include all servers, all core routers, ring routers, switches, the storage area network, data domain, and the network fiber and cabling. Work involves troubleshooting and maintaining all associated hardware. This is the City’s hardware “backbone”. Provide Tier 1 and Tier 2 Help Desk support to all users in the City. It involves answering Help requests over the phone as well as through automated online Trouble Ticket system. This service is provided to all departments in the City from the central Help Desk supplemented by several other MIS staff members. These calls require both in-house calls and calls that require the technicians to go out to all other remote buildings away from City Hall. Includes software updates, maintenance, troubleshooting and vendor interface to resolve any outstanding issues. Also includes performing all necessary system backups and data manipulation as required. This is the City’s “backbone” of system/application software. Phone support includes supporting all desk and cell phones to include all Blackberries. It includes troubleshooting all hardware/software phone issues and resolving them. This includes interfacing with the vendors to resolve billing issues and performance issues. It includes all adds, changes, deletions of phones from the system and monitoring the phone lines in use. It also includes system management, system administration, database administration and maintenance of the Blackberry Server. Involves the taping and producing of video clips of Council meetings, Committee Meetings and any other meetings that have been requested to be taped. The product is then cut and pasted and placed on the Internet to make this information available to the citizens. This function also tapes the Coastal Cooking shows for ESP and produces the production on TV. Training tapes have also been created for various departments.

OBJECTIVES


Monitor data and voice communications requirements of the City staff and recommend changes as part of each annual budget cycle to ensure that services used are both appropriate and cost effective.


All system and application software must be maintained regularly to ensure the integrity of the systems. Develop, maintain and test at least once per year a computer, telephone and data communications Disaster Recovery Plan to ensure continuity of

operations should a disaster affect City facilities.


Operate the City Wide Area Network links to all City offices, to provide access to centralized applications, electronic mail, and electronic file interchange capabilities with an availability rate of at least 98%.

Resolve requests for MIS service by users whose equipment or software is not functioning properly within 24 working hours.


Provide video taping of all committee and council meetings and make them available on our Website. Advance the concepts of E-Government to make public information and City services more accessible to the Citizens of Pensacola.


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DEPARTMENT/UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Office of the Director COST: $ 267,100

All management activities related to running the day-to-day operation, all long term strategic planning and all tactical planning to execute the strategic plan. It also includes using Project Management Techniques to perform the above. Site surveys to determine specifications are included in this area. Managing all aspects of administrative requirements and computer software/hardware pricing and purchasing, billing break-out calculations/management, cell phone bill distributing and inventory management. Includes preparation of management reports and holding staff meetings on a weekly basis. Also includes preparation of minutes for all staff meetings.

Includes testing new products that may help to improve efficiency and lower costs. New software and hardware are also tested. OBJECTIVES


Long term strategic planning, short term tactical planning, and day-to-day operational planning/execution to ensure a secure and vital network.

Institute and enhance technology to improve the City’s business processes so the departments we support can be responsive and customer-oriented toward the citizens.

Configure and initiate requisitions for new PC hardware and software within 3 days of receipt of departmental request.

Process all invoices within 24 hrs of receipt.

Prepare/distribute minutes for all meetings within 48 hrs of that meeting.

Operate a computer laboratory/training room with facilities available from 8:00 a.m. to 5:00 p.m. each workday for computer users from various departments, for MIS personnel to test new software, equipment and techniques, and make possible both one-on-one and small group training in an environment removed from the pressures and distractions of the normal work place.


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DEPARTMENT/UNIT NAME: Management Information Services FUND: 504 PROGRAM NAME: Public Safety COST: $ 222,500

Support for the 800 MHZ system which serves as a foundation of communication in public safety arena. Management of all technical aspects of the Smartcop and Firehouse RMS computer systems that are in use by the Police and Fire departments which includes database management, system administration, hardware/software maintenance, report creation/administration and interfacing with the vendor. MIS personnel supporting the Police Department and the Fire Department are also responsible for installing all vendor-related software to all PCs and laptop computers used by those departments.

OBJECTIVES


Maintain all aspects of the 800 MHz radio system for all City of Pensacola radio users. Participate in the rebanding project and replacement radio system in the future. Monitor data and voice communications requirements of the City staff and recommend changes as part of each annual budget cycle to ensure that

services used are both appropriate and cost effective.


Integrate the City’s information resources at the public safety user’s interface so they can serve the public more responsively.


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DEPARTMENT - 7070 - MANAGEMENT INFORMATION SERVICES

2,400 1,200 1,200 9349 CLOTHING SUPPLIES 26 0 100 100 0 0 9348 FUELS & LUBRICANTS 2,345 1,169 2,400


5,900 3,500 3,500 9343 DUES, SUBS, & MEMBERSHIPS 508 458 1,500 1,500 500 500 9342 TRAINING 17,063 18,132 5,900


2,000 1,400 1,400 9338 ADVERTISING 458 438 500 500 500 500 9337 TRANSPORTATION 2,986 2,080 2,000

300 300 300 9336 COMMUNICATION 57,053 58,560 29,100 32,100 32,100 32,100 9335 PROFESSIONAL SERVICES 202 1,084 300





0 0 0 9131 UNEMPLOYMENT 0 897 0 0 0 0 9130 WORKER'S COMPENSATION 329 1,229 0

74,800 74,800 74,800 9129 DEFERRED COMP PENS PLAN 12,911 5,123 5,200 5,200 5,200 5,200 9125 EXTRA PERSONAL SERVICES 114,937 118,746 0





924,600 875,000 875,000 9112 OVERTIME 1,379 0 0 0 0 0 9111 SALARIES 1,017,750 1,031,572 980,600

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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DEPARTMENT - 7070 - MANAGEMENT INFORMATION SERVICES

2,036,500 1,714,700 1,714,700 SUBTOTAL MANAGEMENT INFORMATION SERVICES 2,383,500 2,092,222 1,989,700

0 0 0 SUBTOTAL CAPITAL OUTLAY 226,645 130,153 250,000 250,000 0 0

9669 CONST WORK IN PROGRESS 17,932 363 0

366,200 355,800 355,800

9666 OFFICE EQUIPMENT 208,713 129,791 250,000 250,000 0 0


0 0 0 9370 NON-CAPITALIZED ASSETS 183,790 5,665 0 3,400 0 0 9364 SERVICE AWARDS 0 0 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9357 OTHER CONTRACTUAL SERVICE 256,122 261,263 245,000 276,500 276,500 276,500



FY 2008ACTUAL

FY 2009BUDGET


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MANAGEMENT INFORMATION SERVICES

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1079 - MIS Director 1 C-05 1 C-05 1 C-051089 - Assistant MIS Director 1 C-04 (n) C-041171 - Senior Technical Services Manager 1 (c) C-04 1 C-042050 - Software Development Manager 2 GE-23 1 (b) GE-23 1 GE-232120 - Network Manager 2 GE-23 2 GE-23 2 GE-232055 - System Analyst/Programmer III 1 GE-21 1 GE-21 1 GE-212054 - System Analyst/Programmer II 3 GE-19 1 (d) GE-19 1 GE-192124 - Network/System Engineer II 1 GE-19 1 GE-19 1 GE-194150 - Communications Technician II 2 GE-19 2 GE-19 2 GE-192053 - System Analyst/Programmer I 1 GE-15 3 (d) GE-15 2 (f) GE-152122 - Network/System Engineer I 2 (a) GE-15 2 GE-15 2 GE-152020 - Senior Administrative Officer I 1 GE-13 (e) GE-132010 - Administrative Officer I 1 (e) GE-11 1 GE-114152 - Help Desk Technician I 1 GE-11 1 GE-11 1 GE-11

Total 18 17 16

(a) Transfer one (1) Network/System Engineer I (GE-15) from Management Information Services to West Florida Public Library; 06/04/07.(b) Delete one (1) Software Development Manager (GE-23) with adoption of FY 2009 Budget; 10/01/08.(c) Change title of one (1) Assistant MIS Director (C-04) to Senior Technical Services Manager (C-04) with adoption of FY 2009 Budget; 10/01/08.(d) Change title of two (2) System Analyst/Programmer II (GE-19) to System Analyst/Programmer I (GE-15) with adoption of FY 2009 Budget; 10/01/08.(e) Change title of one (1) Senior Administrative Officer I (GE-13) to Administrative Officer I (GE-11) with adoption of FY 2009 Budget; 10/01/08.(f) Delete one (1) System Analyst Programmer I (GE-15) with adoption of FY 2010 Budget; 10/01/08.




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CAPITAL OUTLAY

00

0

DEPARTMENT - 7070 - MGT INFO SRVS - I/S

FY 2010 REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

SUBTOTAL 9666: OFFICE EQUIPMENT: 250,000 0

SUBTOTAL MANAGEMENT INFORMATION SERVICES 250,000 0

9666: OFFICE EQUIPMENT660827 VOICE OVER IP 250,000 0


ACCT / TITLE


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PARKS AND RECREATION

* UNFUNDED POSITION: (1) EQUIPMENT OPERATOR III

Total Positions: 85

PROJECT MANAGER (1)ADMINISTRATIVE OFFICER IV (1)ADMINISTRATIVE OFFICER II (1)SR. ADMINISTRATIVE OFFICER I (1)ADMINISTRATIVE OFFICER (2)ADMIN. ACCOUNT CLERK (1)

OFFICE OF DIRECTOR

TENNIS

GOLF COURSE GREENS SUPER. (1)GOLF COURSE MANAGER (1)AUTO/EQUIP MECH. II (1)EQUIP. OPER. II (2)

GOLF

ADMINISTRATIVE OFFICER III (1)REC. SUPERVISOR (5)PROGRAM SPEC. (3)

COMMUNITY CENTERS

REC. SUPERVISOR (4)MAINT. WORKER I (1)

ATHLETICS

OPER. SUPER. (1)EQUIP. OPER. II (2)MAINT. WORKER III (1)

BALL FIELD MAINTENANCE

RECREATIONADMINISTRATIVE OFFICER IV (1)

FACILITIES OPER. SUPER. (1)INSTR/ELEC CTRL TECH. II (1)ADMINISTRATIVE OFFICER I (1)OPER. SUPER. I (2)HVAC TECH. I (2)LEAD WORKER (4)MAINT. WORKER III (4)MAINT. WORKER II (1)MAINT. WORKER I (5)EQUIP. OPER. II (1)

FACILITY MAINTENANCEADMINISTRATIVE OFFICER IV (1)

SR. ADMIN. OFFICER II (1)OPER. SUPER. III (1)OPER. SUPER. (1)LEAD WORKER (5)EQUIP. OPER. III (9)EQUIP. OPER. II (3)SMALL ENGINE MECHANIC (1)MAINT. WORKER II (4)

EQUIP. OPER. III (3) *EQUIP. OPER. II (1)

FDOT/ROW

OPER. SUPER. (1)

CRA MAINTENANCE

PARKS

PARKS & RECREATIONDIRECTOR

RECREATION5 MEMBER

ADVISORY BOARD


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001/117/120 DEPARTMENT DESCRIPTION

The mission of the Parks and Recreation Department is to improve and promote the quality of life for all citizens and visitors of Pensacola by protecting the heritage of our parks while providing a wide range of recreational, social, and educational opportunities. The benefits are endless.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Allocated Overhead $ 31,031 0 0 0 Swimming Pool 47,187 21,242 12,000 52,200 Tennis 72,614 86,756 106,000 154,500 Seville Square Rental 18,960 34,629 5,000 5,000 State ROW Maintenance 462,115 463,340 490,200 221,000 Golf Course Charges 553,256 567,871 612,800 624,100


OPERATING COSTS Personal Services $ 5,479,823 5,462,121 5,421,000 5,114,900 Operating Expenses 3,056,754 2,781,956 3,166,300 3,209,500 Capital Outlay 23,551 0 0 0

SUBTOTAL 8,560,128 8,244,077 8,587,300 8,324,400 Golf Allocated Overhead/(Cost Recovery) 0 0 0 0 Allocated Overhead/(Cost Recovery) 0 (129,700) (173,900) (117,400)



- 266 -

DEPARTMENT BUDGET SUMMARY DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001/117/120

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

General Fund Aquatics $ 0 173,768 302,500 310,900 Athletics 867,786 0 0 0 Athletics Operations 0 163,095 307,600 345,600 Athletics Staffing 0 137,164 271,700 319,700 Ball Field Crew 0 170,642 451,500 411,800 Building Maintenance 1,316,340 0 0 0 Building Maintenance Administration 0 281,899 202,900 247,800 City Facility Maintenance & Repair 0 898,323 790,800 936,300 Community Center Maintenance 0 311,296 226,400 246,900 Contracts 0 264,969 164,200 169,900 CRA Landscape Maintenance 253,942 0 0 0 Drop-In Use 0 244,033 198,400 123,300 Landscaping 0 1,324,869 1,698,600 1,537,900 Maintenance Shop 0 121,145 146,300 142,800 Office of the Director (Administration) 662,605 482,967 490,100 581,500 Park Administration 0 278,768 227,400 264,300 Park Maintenance & Repair 0 484,240 565,800 627,300 Parks 2,615,103 0 0 0 Parks FDOT Right of Way Program 325,267 332,597 391,900 221,000 Programs/Classes/Activities 0 277,916 239,800 136,700 Recreation 1,608,304 0 0 0 Recreation/Community Center Administration 0 129,871 76,500 146,400 Rentals of Facilities 0 47,400 47,000 16,500 Senior Center 0 184,121 278,600 242,300 Tree Crew 0 413,571 0 0 Youth Programs 0 493,545 421,600 242,000

General Sub-Total $ 7,649,347 7,216,199 7,499,600 7,270,900



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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001/117/120 PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Athletic Fund Roger Scott Tennis Center * $ 176,490 136,402 161,000 182,000

Athletic Sub-Total 176,490 136,402 161,000 182,000

Golf Course Fund Daily Club House Operations 0 136,539 142,900 144,100 First Tee 0 4,705 5,200 5,500 Golf Course Maintenance 0 615,827 599,500 599,000 Osceola Golf Course 734,291 0 0 0 Tournaments 0 4,705 5,200 5,500

Golf Course Sub-Total 734,291 761,776 752,800 754,100 TOTAL $ 8,560,128 8,114,377 8,413,400 8,207,000

* For comparison purposes, FY 2007 Roger Scott Tennis cost centers from the General Fund are included in the Athletic Fund.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Aquatics DIRECT PROGRAM REVENUE: $ 52,200 COST: $ 310,900

The City’s Aquatic program involves the seasonal operation of two swimming facilities which are the Cecil T. Hunter and Roger Scott Pool. Both pools provide city residents with opportunities for recreational swimming, swimming lessons, lap swimming and participation on youth swimming teams. The Hunter pool will be closed for renovations in FY2010.

OBJECTIVES

Responsive, Customer-Oriented City Services Increase recreational swim attendance at Roger Scott pool by 50% over FY 2007 participation level. Pool was closed in FY2008/2009 for repairs

and renovations.

PROGRAM NAME: Athletics Operations COST: $ 345,600

This program represents the activities associated with the general upkeep and running of athletic facilities and address the following areas; repairs and maintenance, utilities, travel and training, operating supplies, offices supplies and the like. Program costs associated with specific activities such as officials, trophies, uniforms, sports equipment and sports association fees are charged to the Youth Center Fund or Athletic Fund.

OBJECTIVES


Staff will ensure that all current and new sports programs meet the needs of program participants while addressing community-wide sports interests within the City of Pensacola.

PROGRAM NAME: Athletics Staffing COST: $ 319,700

Athletics Staffing involves the planning; coordination and supervision of youth and adult athletic programs, league play and sports tournaments that take place at a number of major city sports parks and facilities.

OBJECTIVES


Establish at least two (2) new sports programs, events or sports and leagues for participation by youth, adults or families.

Establish two (2) new sports camps for youth and/or adults in any of the sports program areas.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Ball Field Crew COST: $ 411,800

The Ball Field Crew are responsible for the care and upkeep of all city sports fields throughout the year as well as the daily preparation of a large number of sports fields for official games and tournaments during seasonal play.

OBJECTIVES


Continue education and training of Ball Field Crew in turf care, sports field preparation and other appropriate workshops to provide better efficiencies in the maintenance of the ball fields.

PROGRAM NAME: Building Maintenance Administration COST: $ 247,800

Building Maintenance Administration provides the overall direction and supervision of the daily operations for Building Maintenance Division. In addition, this program area responds to both internal customers (city staff) and city residents as needed.

OBJECTIVES

City Government – Trusted and Respected

Establish a central irrigation program that includes updated information on all city irrigations systems.

PROGRAM NAME: City Facility Maintenance & Repair COST: $ 936,300

This program area entails the maintenance and repair of all city facilities and includes; interior and exterior building (structural) repairs when needed, all painting, electrical, plumbing repairs, and the monitoring of all building HVAC systems.

OBJECTIVES


Establish an effective inspection program that is pro-active in identifying annual maintenance needs as well as pending repair needs at all city facilities.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Community Center Maintenance COST: $ 246,900

The Community Center Maintenance program is responsible for the daily care and upkeep of the interior areas of all city community centers. In addition, staff in this area perform room set-ups and breakdowns as required by the Center’s Recreation Supervisor.

OBJECTIVES


Implement staff training for community center maintenance workers in the areas of interior and exterior facility inspections, advanced cleaning techniques for floors, carpet, restrooms, meeting rooms and gymnasiums.

PROGRAM NAME: Contracts COST: $ 169,900

This program area involves the monitoring of an on-going custodial contract for City Hall, Field Services Center, Housing, Port of Pensacola, City Garage, Code Enforcement and Sanitation. It also includes the administration of the City’s Sonitrol contract and the Koorsen Fire Alarm Monitoring contract.

OBJECTIVES


Monitor and evaluate all service contracts to insure required service levels as listed in each contract are maintained.

PROGRAM NAME: Drop-In Use COST: $ 123,300

City Community Centers are open Monday through Friday from 8am to 8pm. When not in use for organized programs and activities, the various rooms such as the gym, game room or weight room are available for drop-in use. With weekend sports programs and leagues, several centers are open on Saturdays as well.

OBJECTIVES


Ensure all staff (both full and part-time) provides consistent and quality customer service to all citizens using our community centers on a drop-in basis.

Request all community center users to fill our customer service cards which provide feedback on staff customer services.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Landscaping DIRECT PROGRAM REVENUE: $ 5,000 COST: $ 1,537,900

The Landscaping program includes edging, pruning, turf control and litter pick-up both by garbage truck and by staff walking the parks and picking up litter with litter sticks. This also includes maintenance of right of ways. Mowing maintenance is done with both riding mowers and walk behind mowers.

OBJECTIVES

Pensacola – A Growing City

Establish a tree inventory list for City Parks and City right-of-ways.

Continue with the city’s tree replacement program during non-mowing months of the year.

Establish a comprehensive shrub planting program to improve the overall appearance of City parks and open spaces.

Explore and implement alternative landscaping designs in City parks and open space areas which result in reduced maintenance care and upkeep.

PROGRAM NAME: Maintenance Shop COST: $ 142,800

The Maintenance Shop is responsible for the maintenance and repair of all park equipment such as the large riding mowers, small push mowers, (gas) weed eaters, (gas) blowers and tree trimming equipment.

OBJECTIVES


Establish an annual on going training program for all Park Division employees on the proper care and use of small tools and equipment.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Office of the Director COST: $ 581,500

The Office of the Director coordinates and manages the various administrative and operational activities of the Parks & Recreation Department. The Office is responsible for program and facility planning, development and construction, budgetary development and control and marketing and grant administration. In addition to providing administrative direction and oversight to three major divisions of operation, the Office responds daily to a variety of citizen inquiries, handles the annual processing of 3,000 requests for payment/purchase orders and the processing of approximately 9,000 invoices annually. In FY2009, the responsibility for the city’s coordination of all community events were transferred from the City Manager’s Office to the Office of the Director for Parks and Recreation.

OBJECTIVES


Continue with marketing and promotional efforts to increase participation at all city recreational facilities, but especially at the city golf course and tennis center.

City Government Trusted and Respected

Develop and implement an “in-house” professional staff development program that targets customer service, facility security, participant safety, program planning and development, revenue enhancement, effective supervision and development of goals and objectives.


Review and evaluate city recreation programs and services and make adjustments based on budgetary challenges as well as community needs, interests and desires.

Evaluate program fees and leases based on an annual market analysis, yet keeping in mind the ability of program participants to pay for programs and services.


Effectively plan and coordinate all department capital improvement projects including Penny for Progress projects.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Park Administration COST: $ 264,300

Park Administration provides the overall direction and supervision of the daily maintenance for 93 parks and recreation facilities within the City of Pensacola.

OBJECTIVES


Develop innovative ways to challenge full-time and seasonal employees to exceed past performance levels. Improve the overall efficiency and effectiveness of the parks operations by constantly reviewing operational procedures and resource allocations. Improve the longevity of all power tools and equipment through continuous employee training on the proper use and care of equipment.

PROGRAM NAME: Park Maintenance and Repair $ 627,300

The Park Maintenance program entails the maintenance and repair of all city playgrounds, fences, lights, water fountains, walkways, irrigation systems, picnic tables and benches, barbeque grills, trash receptacles and all sports courts such as tennis courts and outdoor basketball courts. These daily tasks are performed by the Building Maintenance Division.

OBJECTIVES


Establish an effective park playground inspection program (with proper documentation) that is pro-active in identifying equipment repair needs and potential public safety concerns.

PROGRAM NAME: Parks FDOT Right of Way Program DIRECT PROGRAM REVENUE: $221,000

$ 221,000

The department FDOT Right of Way Program includes the responsibility to perform mowing services along State Highways within the City of Pensacola. Currently the program addresses fourteen different State Highway locations. Included also within this program is the cleaning and mowing of 36 additional city collector roadways and 54 major intersections located throughout the City. Other tasks along these highways and roadways include weed control, litter control and turf edging.

OBJECTIVES


Implement landscaping methods that will reduce the amount of time that is required to maintain FDOT Right-of-Ways.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Programs/Classes/Activities COST: $ 136,700

The City Community Centers (depending upon their overall size) provide fitness rooms with equipment, gymnasiums, kitchens and one or more multi-use meeting rooms. Programs are either run by staff or instructors hired thru the City. Some recreational instructors offer classes using City facilities and pay the City 20% of their revenues collected. Programs taking place at the centers include recreational classes, enrichment classes, sports programs and community neighborhood activities.

OBJECTIVES


Continue to provide quality recreation programs, classes and activities that meet the needs, interests and desires of the City residents who visit and utilize the City’s community centers.

PROGRAM NAME: Recreation/Community Center Administration COST: $ 146,400

The Recreation/Community Center Administration program provides the overall direction and supervision of the daily operations for six (6) recreation/community centers.

OBJECTIVES


Establish the submittal of a standard monthly report form which reviews programs, attendance, repairs, special events and program revenues.

PROGRAM NAME: Rentals of Facilities COST: $ 16,500

The Rental of Facilities involves specifically the city’s community centers including the East Pensacola Heights facility. These facilities are available for rent by community organizations and community citizens whenever they are not in use for recreational programs and services.

OBJECTIVES


Insure all facility rentals are properly supervised and that all staff is trained to deal with issues or concerns that may arise during a rental.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 001 PROGRAM NAME: Senior Center COST: $ 242,300

The Senior Center, which is open Monday – Saturday, is a large facility used specifically for recreation programs and activities for the City’s older adults. The center provides a library, main social hall, game room, kitchen and a number of meeting rooms for the use and enjoyment of the participants.

OBJECTIVES


Continue to provide quality recreation programs and services that meet the needs, interests and desires of the City’s senior citizen population.

Continue to publish a monthly Senior Bulletin which informs participants of upcoming events and activities.

PROGRAM NAME: Youth Programs COST: $ 242,000

Youth Programs are held all year long at the city’s community centers. This program area provides a quality after school program for youth during the school year and an active, exciting day long camp program for youth during the summer months. Both programs are available to youth ages 5-13.

OBJECTIVES


Continue to provide youth after school and summer camp recreation programs that are creative, innovative and enjoyable to participants.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 117 PROGRAM NAME: Roger Scott Tennis Center DIRECT PROGRAM REVENUE: $ 154,500 COST: $ 182,000

The Roger Scott Municipal Tennis Center is the Pensacola area’s major tennis complex with a club house, 18 hard surface courts and 12 clay courts. Programs offered are private and group lessons, tournaments, tennis socials, a complete merchandise/retail shop, leagues for all skill levels and a comprehensive junior program under the direction of certified tennis professionals. The facility is open seven days a week.

OBJECTIVES


Through coordinated marketing efforts within the Department, strive to increase both daily play and tennis center memberships.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 120 PROGRAM NAME: Osceola Golf Course Daily Club House Operations DIRECT PROGRAM REVENUE: $ 553,500 COST: $ 144,100

The Daily Club House Operations of the Osceola golf course entails the collection of customer fees for each round of golf, the selling of pro-shop merchandize and general customer service. This part of the operation is managed by the Golf Course Supervisor. In addition, this employee provides general oversight for the overall operation of the Golf Course Club House which includes a Restaurant Concessionaire who pays the City a monthly fee. This employee also supervises all EPS employees involved in Golf Cart care, pro-shop operations and the Course Starter.

OBJECTIVES


Through additional marketing efforts work to expand the number of annual rounds from around 30,000 to 33,000 rounds.

PROGRAM NAME: Osceola First Tee DIRECT PROGRAM REVENUE: $ 10,600 COST: $ 5,500

The First Tee program’s purpose is to teach youth the fundamentals of golf and other significant social values while developing a future customer base. The Osceola Golf Course First Tee youth program has recently expanded to include a cooperative program with the Escambia County Schools.

OBJECTIVES


Continue to expand the programs to include the local YMCA and Boys and Girls Clubs.

Work with the City’s youth programs to establish golf instruction opportunities for youth.


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DEPARTMENT/UNIT NAME: Parks and Recreation FUND: 120 PROGRAM NAME: Osceola Golf Course Maintenance COST: $ 599,000

Maintenance at the course takes place Monday-Sunday and entails the mowing of 98 acres along with the highly specialized care of 18 greens, fairways and tee boxes. This part of the operation is managed by the Golf Course Greens Superintendent who oversees 6.5 full-time equivalent employees.

OBJECTIVES


As funding recourses allow, continue to improve the three major areas of a golf course; the tee boxes, the fairways and the course greens.

Should Capital Funding become available, re-design the course to incorporate a driving range, repaving of all existing asphalt cart paths and the installation of new turf on all 18 greens.

PROGRAM NAME: Tournaments DIRECT PROGRAM REVENUE: $ 60,000 COST: $ 5,500

The Golf Course hosts a number of Golf Tournaments annually. While the tournaments disrupt open play, they do expose the course to other golfers from around the area and result in increased sales within the Pro-Shop.

OBJECTIVES


Host an equal number of tournaments in FY 2010 as were held in FY 2009.


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(8,900) (7,700) (7,700)SUBTOTAL OFFICE OF THE DIRECTOR 662,605 482,968 486,300 587,000 581,500 581,500 SUBTOTAL NON-OPERATING 0 (8,800) (8,800)

89,500 86,000 86,000 9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (8,800) (8,800) (8,900) (7,700) (7,700)

SUBTOTAL OPERATING EXPENSES 121,669 86,865 91,200 9370 NON-CAPITALIZED ASSETS 0 0 0 0 0 0

500 500 500 9349 CLOTHING SUPPLIES 0 235 300

13,200 13,200 13,200 9348 FUELS & LUBRICANTS 753 1,627 800 800 800 800 9346 LIABILITY INSURANCE 11,071 8,360 10,300

1,200 1,200 1,200 9345 MAINT & REPR OF VEHICLES 376 892 1,300 1,300 1,300 1,300 9343 DUES, SUBS, & MEMBERSHIPS 1,580 1,079 1,200


1,500 1,500 1,500 9340 PRINTING & BINDING 535 540 500 500 500 500 9339 POSTAGE 1,279 1,370 1,500

600 400 400 9338 ADVERTISING 0 137 0 0 0 0 9337 TRANSPORTATION 6,190 430 500

100 100 100 9336 COMMUNICATION 69,696 62,762 63,800 58,500 58,500 58,500 9335 PROFESSIONAL SERVICES 20,732 166 100

500 500 500 9334 SMALL TOOLS & MINOR EQUIP 467 1,416 700 700 700 700 9333 REPAIRS & MAINTENANCE 213 279 500


506,400 503,200 503,200 9330 RECREATION SUPPLIES 0 0 0 0 0 0


0 0 0 9133 FLORIDA RETIREMENT SYSTEM 1,608 3,297 3,100 10,900 10,900 10,900 9131 UNEMPLOYMENT 4,270 0 0

9,600 9,600 9,600 9129 DEFERRED COMP PENS PLAN 4,214 2,857 2,900 2,900 2,900 2,900 9125 EXTRA PERSONAL SERVICES 6,671 10,990 9,600


6,300 6,300 6,300 9121 GROUP INSURANCE 25,406 16,266 14,800 29,600 29,600 29,600 9120 SOCIAL SECURITY 985 2,030 1,700



FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 380,193 266,824 256,600 325,100 325,100 325,100 ACCOUNT/TITLE

FY 2007ACTUAL

FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0300 - PARKS AND RECREATIONFUNCTION - 570 - CULTURE RECREATION COST CENTER - 030010 - OFFICE OF THE DIRECTOR


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PARKS & RECREATION/OFFICE OF THE DIRECTOR

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1075 - Parks & Recreation Director 1 C-05 1 C-05 1 C-051099 - Assistant Parks & Recreation Director 1 C-04 (c) C-041151 - Project Manager 1 (e) C-04 1 C-042001 - Administrative Officer IV 1 GE-23 1 GE-23 1 GE-232004 - Administrative Officer II 1 GE-15 1 GE-15 1 GE-152020 - Senior Administrative Officer I 1 (h) GE-13 1 GE-132010 - Administrative Officer I 2 (a) GE-11 1 (c,d,g) GE-11 (i) GE-112014 - Administrative Officer 2 (a,b) GE-07 2 GE-07 2 GE-073003 - Administrative Account Clerk 1 (i) GE-05

Sub-Total 8 8 8


2014 - Administrative Officer 1 (c) GE-07 (f) GE-07Sub-Total 1 - -

Total 9 8 8

(a) Reclass one (1) Administrative Officer (GE-07) to Administrative Officer I (GE-11) with adoption of FY 2008 Budget; 10/01/07.(b) Unfund one (1) Administrative Officer (GE-07) with adoption of FY 2008 Budget; 10/01/07.

(d) Transfer one (1) Administrative Officer I (GE-11) from Office of the Director to Building Maintenance; 10/01/07.

(f) Delete one (1) unfunded Administrative Officer (GE-07) with adoption of 30-Month Budget; 06/01/08.(g) Transfer one (1) Administrative Officer I (GE-11) from Parks to Office of the Director; 06/01/08.(h) Transfer one (1) Senior Administrative Officer I (GE-13) from Fire to Parks & Recreation/Office of Director; 09/15/08.

(i) Transfer one (1) Administrative Account Clerk (GE-05) from Community Development to Parks &Recreation/Office of the Director and transfer one (1) Administrative Officer I (GE-11) from Parks & Recreation/Office of the Director to Community Development;03/16/09.

(e) Transfer one (1) Assistant Parks & Recreation Director (C-04) from Parks to Office of the Director and change title to Project Manager (C-04) with adoption of 30-Month Budget; 06/01/08.

(c) Transfer one (1) Assistant Parks & Recreation Director (C-04) and one (1) Administrative Officer I (GE-11) from Office of the Director to Parks; 10/01/07.




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DEPARTMENT - 0300 - PARKS AND RECREATION/ATHLETICS

319,500 319,500 319,500 9347 UTILITIES 232,790 145,505 255,000

12,500 12,500 12,500 9346 LIABILITY INSURANCE 40,768 19,761 13,200 18,800 18,800 18,800 9345 MAINT & REPR OF VEHICLES 1,484 360 1,500

600 0 0 9343 DUES, SUBS, & MEMBERSHIPS 880 770 1,000 1,000 1,000 1,000 9342 TRAINING 2,395 2,921 600

500 500 500 9341 RENTALS 5,583 531 5,000 5,000 5,000 5,000 9340 PRINTING & BINDING 314 616 500

1,000 1,000 1,000 9339 POSTAGE 0 0 0 0 0 0 9338 ADVERTISING 569 729 1,000

34,800 34,500 34,500 9337 TRANSPORTATION 323 991 300 300 0 0 9336 COMMUNICATION 24,516 24,550 27,200



1,000 1,000 1,000 9331 OFFICE SUPPLIES 741 393 800 800 500 500 9330 RECREATION SUPPLIES 2,583 2,478 1,000


9133 FLORIDA RETIREMENT SYSTEM 560 3,837 0

0 0 0 9131 UNEMPLOYMENT 0 0 0 0 0 0 9130 WORKER'S COMPENSATION 1,437 466 500

192,100 192,100 192,100 9129 DEFERRED COMP PENS PLAN 571 55 0 2,900 2,900 2,900 9125 EXTRA PERSONAL SERVICES 147,212 94,495 174,800


1,900 1,900 1,900 9121 GROUP INSURANCE 18,357 12,070 17,000 39,900 48,500 48,500 9120 SOCIAL SECURITY 352 2,419 0



328,500 328,500 328,500 9112 OVERTIME 0 0 0 1,600 1,600 1,600 9111 SALARIES 214,946 187,600 191,300

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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DEPARTMENT - 0300 - PARKS AND RECREATION/ATHLETICS

60,000 0 0 SUBTOTAL ATHLETICS 867,786 644,669 893,300 1,452,200 1,388,000 1,388,000

SUBTOTAL CAPITAL OUTLAY 0 0 0

30,000 0 0 9667 ROAD EQUIPMENT 0 0 0 30,000 0 0 9665 MACHINERY & EQUIPMENT 0 0 0


9370 NON-CAPITALIZED ASSETS 5,878 5,309 0

600 600 600 9360 MISCELLANEOUS 35 35 100 100 100 100 9357 OTHER CONTRACTUAL SERVICE 582 0 600

700 700 700 9355 AGRICULTURAL SUPPLIES 0 0 0 50,000 50,000 50,000 9351 MED & FIRST AID SUPPLIES 0 0 700

20,800 20,800 20,800 9349 CLOTHING SUPPLIES 383 894 2,200 4,500 4,500 4,500 9348 FUELS & LUBRICANTS 1,654 1,921 2,000

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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FUND - 001/117 ATHLETIC FUND *COST CENTER - ROGER SCOTT TENNIS CENTER

* For comparison purposes, FY 2007 Roger Scott Tennis cost center from the General Fund is included in the Athletic Fund.

202,000 182,000 182,000

FY 2008ACTUAL

FY 2010REQUESTED

SUBTOTAL ROGER SCOTT TENNIS CENTER 176,490 136,402 161,000 CAPITAL OUTLAY SUBTOTAL: 0 0 0 20,000 0 0

20,000 0 0 9665 MACHINERY & EQUIPMENT 0 0 0

0 0 0 OPERATING EXPENSES SUBTOTAL: 51,387 49,530 61,800 80,500 80,500 80,500

9370 NON-CAPITALIZED ASSETS 3,779 0 0

1,600 1,600 1,600 9361 UNCLASSIFIED 0 477 3,000 5,000 5,000 5,000 9357 OTHER CONTRACTUAL SERVICE 305 813 1,600

1,500 1,500 1,500 9351 MED & FIRST AID SUPPLIES 0 0 0 0 0 0 9349 CLOTHING SUPPLIES 0 211 0


400 400 400 9345 MAINT & REPR OF VEHICLES 0 93 0 0 0 0 9343 DUES, SUBS, & MEMBERSHIPS 320 175 400

1,500 1,500 1,500 9342 TRAINING 0 244 200 200 200 200 9341 RENTALS 0 412 1,500

100 100 100 9340 PRINTING & BINDING 138 778 2,000 2,000 2,000 2,000 9339 POSTAGE 0 0 100

0 0 0 9338 ADVERTISING 0 3 5,000 10,000 10,000 10,000 9337 TRANSPORTATION 0 269 0

1,000 1,000 1,000 9336 COMMUNICATION 7,707 6,058 7,800 6,000 6,000 6,000 9335 PROFESSIONAL SERVICES 631 252 1,000

9,700 9,700 9,700 9334 SMALL TOOLS & MINOR EQUIP 572 2,094 1,000 8,000 8,000 8,000 9333 REPAIRS & MAINTENANCE 7,054 9,968 7,700

600 600 600 9332 OPERATING SUPPLIES 2,880 3,287 4,500 7,000 7,000 7,000 9331 OFFICE SUPPLIES 68 210 600

101,500 101,500 101,500 9330 RECREATION SUPPLIES 432 743 2,400 2,400 2,400 2,400

PERSONAL SERVICES SUBTOTAL: 125,103 86,873 99,200

0 0 0 9133 FLORIDA RETIREMENT SYSTEM 1,568 5,811 0 0 0 0 9130 WORKER'S COMPENSATION 60,277 14,595 29,200

0 0 0 9125 EXTRA PERSONAL SERVICES 61,267 61,920 70,000 101,500 101,500 101,500 9123 DISABILITY/SURV INSURANCE 1 0 0

0 0 0 9122 REPLACEMENT BENEFIT PGM 5 0 0 0 0 0 9120 SOCIAL SECURITY 987 3,666 0

0 0 0 9118 MEDICARE PREMIUM 890 881 0 0 0 0 9114 GENERAL PENSION FUND 29 0 0

FY 2010RECOMMENDED

FY 2010APPROVED

9112 OVERTIME 81 0 0 0 0 0


FY 2009BUDGET


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PARKS & RECREATION/ATHLETICS

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE2001 - Administrative Officer IV 1 GE-23 1 GE-23 1 GE-232089 - Recreation Supervisor 4 GE-15 4 GE-15 4 GE-154089 - Recreation Assistant Supervisor (a)

7004 - Maintenance Worker I 1 (a) GE-02 * 1 GE-02 * 1 GE-02 *Total 6 6 6

(a) Transfer one (1) Recreation Assistant Supervisor (GE-10) and one (1) Maintenance Worker I (GE-02) from Athletics to Recreation; 02/05/07.

* Position budgeted in Parks and Recreation/Athletics; however, salary split evenly between Athletics and Golf.

APPROVED 2010


BEGINNING 2008 BEGINNING 2009


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CAPITAL OUTLAY

* ** ** *

* FUNDED THRU PENNY FOR PROGRESS, LOCAL OPTION SALES TAX FUND.

0

0

0

0

000

0

SUBTOTAL CAPITAL OUTLAY 60,000 0

SUBTOTAL ATHLETICS 60,000 0

671502 #536--01 DODGE 30,000 0SUBTOTAL ROAD EQUIPMENT 30,000 0

SUBTOTAL MACHINERY & EQUIPMENT 30,000 09667: ROAD EQUIPMENT

651502 FERTILIZER SPREADER 8,000 0 651503 LEGION FIELD 10,000 0

9665: MACHINERY & EQUIPMENT

651501 TORO Z MASTER 12,000 0

FUNCTION - 570 - CULTURE RECREATION COST CENTER - 030040 - ATHLETICS

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDED

FUND - 001 - GENERAL FUND DEPARTMENT - 0300 - PARKS AND RECREATION

FY 2010APPROVED


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DEPARTMENT - 0300 - PARKS AND RECREATION/PARKS

3,000 0 0 9343 DUES, SUBS, & MEMBERSHIPS 0 240 300 300 300 300 9342 TRAINING 3,238 3,680 1,000

200 200 200 9341 RENTALS 34,950 3,352 2,500 2,500 2,500 2,500 9340 PRINTING & BINDING 104 514 200





0 0 0 9331 OFFICE SUPPLIES 177 307 500 500 300 300 9330 RECREATION SUPPLIES 0 705 0






0 0 0 9120 SOCIAL SECURITY 1,025 2,457 0 5,300 5,300 5,300 9119 ADDITIONAL REGULAR PAY 1,441 2,942 0



1,042,200 1,042,200 1,042,200 9112 OVERTIME 14,457 19,528 5,000 8,400 1,700 1,700 9111 SALARIES 1,030,778 900,049 942,800

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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DEPARTMENT - 0300 - PARKS AND RECREATION/PARKS

(37,300) (12,700) (12,700)SUBTOTAL PARKS 2,615,103 2,622,593 2,523,600 2,962,200 2,572,300 2,572,300 SUBTOTAL NON-OPERATING 0 (29,600) (36,900)

239,500 0 0 9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 (29,600) (36,900) (37,300) (12,700) (12,700)


139,500 0 0 9667 ROAD EQUIPMENT 0 0 0 100,000 0 0 9665 MACHINERY & EQUIPMENT 0 0 0

24,700 0 0 SUBTOTAL OPERATING EXPENSES 787,451 818,367 831,700 838,300 736,200 736,200

9370 NON-CAPITALIZED ASSETS 15,794 6,521 7,400 9365 LANDFILL FEES 24,181 25,584 29,000 29,000 29,000 29,000

35,600 10,600 10,600 9360 MISCELLANEOUS 6,346 6,358 6,400 6,400 6,400 6,400 9357 OTHER CONTRACTUAL SERVICE 8,947 28,035 10,300

500 500 500 9355 AGRICULTURAL SUPPLIES 34,531 78,598 64,700 28,700 28,700 28,700 9353 PIPE FITTINGS & HYDRANTS 0 0 500

132,800 132,800 132,800 9349 CLOTHING SUPPLIES 11,324 12,250 10,500 13,300 13,300 13,300 9348 FUELS & LUBRICANTS 122,557 139,650 143,800


FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9345 MAINT & REPR OF VEHICLES 150,381 111,461 120,000 126,500 77,500 77,500



FY 2008ACTUAL

FY 2009BUDGET


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0 0 0 SUBTOTAL CRA LANDSCAPE MAINTENANCE 253,942 0 0

0 0 0 SUBTOTAL CAPITAL OUTLAY 23,551 0 0 0 0 0

9667 ROAD EQUIPMENT 17,051 0 0

0 0 0 9665 MACHINERY & EQUIPMENT 6,500 0 0 0 0 0

SUBTOTAL OPERATING EXPENSES 84,991 0 0

0 0 0 9370 NON-CAPITALIZED ASSETS 3,345 0 0 0 0 0 9355 AGRICULTURAL SUPPLIES 532 0 0

0 0 0 9348 FUELS & LUBRICANTS 6,350 0 0 0 0 0 9347 UTILITIES 58,317 0 0

0 0 0 9345 MAINT & REPR OF VEHICLES 1,486 0 0 0 0 0 9342 TRAINING 49 0 0

0 0 0 9341 RENTALS 1,203 0 0 0 0 0 9340 PRINTING & BINDING 15 0 0

0 0 0 9335 PROFESSIONAL SERVICES 2,000 0 0 0 0 0 9334 SMALL TOOLS & MINOR EQUIP 5,494 0 0

0 0 0 9333 REPAIRS & MAINTENANCE 5,669 0 0 0 0 0 9332 OPERATING SUPPLIES 530 0 0

0 0 0 SUBTOTAL PERSONAL SERVICES 145,400 0 0 0 0 0

9133 FLORIDA RETIREMENT SYSTEM 53 0 0

0 0 0 9129 DEFERRED COMP PENS PLAN 799 0 0 0 0 0 9125 EXTRA PERSONAL SERVICES 75,373 0 0

0 0 0 9123 DISABILITY/SURV INSURANCE 524 0 0 0 0 0 9122 REPLACEMENT BENEFIT PGM 2,760 0 0

0 0 0 9120 SOCIAL SECURITY 32 0 0 0 0 0 9119 ADDITIONAL REGULAR PAY 433 0 0

0 0 0 9118 MEDICARE PREMIUM 570 0 0 0 0 0 9114 GENERAL PENSION FUND 12,963 0 0

0 0 0 9113 LONGEVITY 824 0 0 0 0 0 9112 OVERTIME 5,966 0 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 45,105 0 0 0 0 0


FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0300 - PARKS AND RECREATIONFUNCTION - 570 - CULTURE RECREATION COST CENTER - 030051 - CRA LANDSCAPE MAINTENANCE


- 289 -

402,500 221,000 221,000 SUBTOTAL PARKS-FDOT ROW 325,267 332,597 391,900

SUBTOTAL CAPITAL OUTLAY 0 0 0 11,600 0 0

43,200 34,200 34,200 9665 MACHINERY & EQUIPMENT 0 0 0 11,600 0 0


500 500 500 9370 NON-CAPITALIZED ASSETS 3,329 0 10,800 3,600 0 0 9365 LANDFILL FEES 1,960 6,415 6,000

1,000 0 0 9357 OTHER CONTRACTUAL SERVICE 59,698 0 0 0 0 0 9349 CLOTHING SUPPLIES 13 0 1,000

5,300 5,300 5,300 9348 FUELS & LUBRICANTS 9,879 17,654 12,000 12,000 11,000 11,000 9346 LIABILITY INSURANCE 4,934 4,200 5,100

0 0 0 9345 MAINT & REPR OF VEHICLES 7,183 15,170 8,200 8,200 8,200 8,200 9342 TRAINING 49 0 0

0 0 0 9341 RENTALS 0 0 0 5,500 5,500 5,500 9336 COMMUNICATION 0 9 0

5,600 2,700 2,700 9335 PROFESSIONAL SERVICES 212 377 0 0 0 0 9334 SMALL TOOLS & MINOR EQUIP 4,695 24 5,600

0 0 0 9333 REPAIRS & MAINTENANCE 253 753 1,500 1,500 1,000 1,000 9332 OPERATING SUPPLIES 3 0 0

347,700 186,800 186,800 9331 OFFICE SUPPLIES 0 0 0 0 0 0


2,200 2,200 2,200 9133 FLORIDA RETIREMENT SYSTEM 0 0 2,700 0 0 0 9129 DEFERRED COMP PENS PLAN 2,111 2,896 2,200

1,100 1,100 800 9125 EXTRA PERSONAL SERVICES 102,299 107,904 120,000 120,000 0 0 9123 DISABILITY/SURV INSURANCE 917 1,212 900


0 0 0 9120 SOCIAL SECURITY 0 0 1,600 0 0 0 9119 ADDITIONAL REGULAR PAY 0 428 0


39,500 0 36,400 9113 LONGEVITY 908 1,285 1,400 2,200 1,400 1,100 9112 OVERTIME 6,663 29,758 39,500

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 84,937 90,974 109,200 113,500 113,500 84,600


FY 2008ACTUAL

FY 2009BUDGET

FUND - 001 - GENERAL FUND DEPARTMENT - 0300 - PARKS AND RECREATIONFUNCTION - 540 - TRANSPORTATION COST CENTER - 030055 - PARKS-FDOT ROW


- 290 -


PARKS & RECREATION/PARKS

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1099 - Assistant Parks & Recreation Director (c,g) C-042021 - Senior Administrative Officer II 1 GE-17 1 GE-17 1 GE-172027 - Operations Supervisor III 2 GE-15 1 (d,e) GE-15 1 GE-152009 - Operations Supervisor I (a)

2010 - Administrative Officer I (c,i) GE-112040 - Operations Supervisor 3 GE-10 3 GE-10 3 GE-106009 - Lead Worker 6 (a,b) GE-09 6 GE-09 6 GE-096004 - Equipment Operator III 11 GE-07 11 GE-07 11 (l,m,n) GE-076010 - Maintenance Worker III 3 (a) GE-05 (d) GE-056013 - Equipment Operator II 9 GE-05 6 (f,h,k) GE-05 5 (m) GE-056065 - Small Engine Mechanic 1 GE-05 1 GE-05 1 GE-057002 - Maintenance Worker II 5 GE-03 4 (d,n,k) GE-03 4 GE-037004 - Maintenance Worker I 1 GE-02 (j) GE-02

Sub-Total 42 33 32

UNFUNDED POSITION TITLE6004 - Equipment Operator III 1 (n) GE-07

Sub-Total - - 1 Total 42 33 33

(b) Upgrade Lead Worker from GE-08 to GE-09 with adoption of FY 2008 Budget; 10/01/07.

(e) Transfer one (1) Operations Supervisor III (GE-15) from Building Maintenance to Parks: 10/01/07.(f) Transfer one (1) Equipment Operator II (GE-05) from Parks to Building Maintenance; 05/05/08.

(h) Delete three (3) Equipment Operator II (GE-05) and one (1) Maintenance Worker II (GE-03) with adoption of 30-Month Budget; 06/01/08.(i) Transfer one (1) Administrative Officer I (GE-11) from Parks to Office of the Director; 06/01/08.

(k) Transfer one (1) Equipment Operator II (GE-05) from Building Maintenance to Parks; 06/02/08.

(m) Delete one (1) Equipment Operator II (GE-05) and one (1) Equipment Operator III (GE-07) with adoption of FY 2010 Budget; 10/01/09.(n) Unfund one (1) Equipment Operator III (GE-07) with adoption of FY 2010 Budget, 10/01/09.



(a) Transfer one (1) Operations Supervisor I (GE-11), one (1) Lead Worker (GE-08) and two (2) Maintenance Worker III (GE-05) from Parks to Building Maintenance; 02/05/07.

(j) Transfer one (1) Clerk III (GE-03) from Port to Parks & Recreation/Parks and change title to Maintenance Worker II (GE-03) and transfer one (1) Maintenance Worker I (GE-02) from Parks & Recreation/Parks to Port and change title to Clerk I (GE-01); 06/01/08.

(g) Transfer one (1) Assistant Parks & Recreation Director (C-04) from Parks to Office of the Director and change title to Project Manager (C-04) with adoption of 30-Month Budget; 06/01/08.

(l) Transfer two (2) Sanitation Equipment Operator I (GE-07) from Sanitation Services/Trash Collection to Parks & Recreation/Parks and change title to Equipment Operator III (GE-07); 12/01/08.

(d) Transfer three (3) Maintenance Worker III (GE-05), one (1) Maintenance Worker II (GE-03) and two (2) Operations Supervisor III (GE-15) from Parks to Building Maintenance; 10/01/07.

(c) Transfer one (1) Assistant Parks & Recreation Director (C-04) and one (1) Administrative Officer I (GE-11) from Office of the Director to Parks; 10/01/07.


- 291 -

CAPITAL OUTLAY

* ** ** ** *

* *


0

0

0

00000

0

00

SUBTOTAL PARKS 239,500 0

SUBTOTAL ROAD EQUIPMENT 100,000 0


671713 #563--98 GVWR FORD 85,000 0 671725 #577--98 DODGE 15,000 0


651753 52" STAND UP MOWER 9,500 0 651754 #533--MID SIZE LOADER 48,000 0

651720 RIDING LAWN MOWER 20,000 0 651746 #589-09--09 50,000 0


651704 ENCLOSED TRAILER(S) 12,000 0

DEPARTMENT - 0300 - PARKS AND RECREATIONFUNCTION - 570 - CULTURE RECREATION COST CENTER - 030050 - PARKS

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDEDFY 2010

APPROVED



- 292 -

CAPITAL OUTLAY

00

0

0

0


SUBTOTAL PARKS-FDOT ROW 11,600 0

651755 FLAIL MOWER 5,600 0SUBTOTAL MACHINERY & EQUIPMENT 11,600 0


651702 TRAILER(S) 6,000 0

FUNCTION - 540 - TRANSPORTATION COST CENTER - 030055 - PARKS-FDOT ROW

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDED

FUND - 001 - GENERAL FUND DEPARTMENT - 0300 - PARKS AND RECREATION

FY 2010APPROVED


- 293 -

DEPARTMENT - 0300 - PARKS AND RECREATION/REC. COMM. CENTERS

2,000 900 900 9345 MAINT & REPR OF VEHICLES 943 3,565 2,000

3,500 0 0 9343 DUES, SUBS, & MEMBERSHIPS 1,930 1,162 2,500 2,500 2,500 2,500 9342 TRAINING 3,210 6,251 3,500

500 500 500 9341 RENTALS 217 0 300 300 300 300 9340 PRINTING & BINDING 519 393 500


0 0 0 9337 TRANSPORTATION 0 370 0 0 0 0 9336 COMMUNICATION 104,508 102,973 89,300

4,300 4,300 4,300 9335 PROFESSIONAL SERVICES 886 2,988 1,000 1,000 1,000 1,000 9334 SMALL TOOLS & MINOR EQUIP 2,172 3,965 4,300

17,700 17,700 17,700 9333 REPAIRS & MAINTENANCE 34,146 36,613 55,200 0 0 0 9332 OPERATING SUPPLIES 16,762 14,054 17,700

0 0 0 9331 OFFICE SUPPLIES 335 547 500 500 500 500 9330 RECREATION SUPPLIES 552 162 0

3,600 4,200 4,200 SUBTOTAL PERSONAL SERVICES 1,071,207 849,430 735,500 435,100 422,500 422,500


3,200 0 0 9130 WORKER'S COMPENSATION 32,870 10,701 6,100 5,200 5,200 5,200 9129 DEFERRED COMP PENS PLAN 5,734 5,971 6,100

0 30,000 30,000 9125 EXTRA PERSONAL SERVICES 84,851 119,055 51,200




116,500 116,500 116,500 9114 GENERAL PENSION FUND 149,652 148,647 155,300


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


- 294 -

DEPARTMENT - 0300 - PARKS AND RECREATION/REC. COMM. CENTERS

15,000 0 0 SUBTOTAL RECREATION COMM. CENTERS 1,608,304 1,376,886 1,278,300 981,300 907,200 907,200


531,200 484,700 484,700 9669 CONST WORK IN PROGRESS 0 0 0 15,000 0 0


4,800 4,800 4,800 9370 NON-CAPITALIZED ASSETS 0 3,595 0 30,000 0 0 9360 MISCELLANEOUS 4,865 4,865 4,800

0 0 0 9357 OTHER CONTRACTUAL SERVICE 1,915 2,860 2,000 8,000 8,000 8,000 9351 MED & FIRST AID SUPPLIES 0 0 0

2,000 2,000 2,000 9349 CLOTHING SUPPLIES 734 1,556 2,500 2,500 2,500 2,500 9348 FUELS & LUBRICANTS 1,731 1,831 2,000


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


- 295 -


PARKS & RECREATION/RECREATION

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE2001 - Administrative Officer IV 1 GE-23 (f) GE-232003 - Administrative Officer III 1 GE-19 1 GE-19 1 GE-192089 - Recreation Supervisor 5 (b) GE-15 4 (f) GE-15 5 (g) GE-154089 - Recreation Assistant Supervisor 4 (a) GE-10 2 (f) GE-10 (g,h) GE-104088 - Program Specialist 3 GE-05 3 GE-05 3 GE-057004 - Maintenance Worker I 5 (a,c) GE-02 (d,e) GE-02

Sub-Total 19 10 9

UNFUNDED POSITION TITLE2089 - Recreation Supervisor 1 (b) GE-15 (f) GE-157004 - Maintenance Worker I 2 (c) GE-02 (e) GE-02


(b) Unfund one (1) Recreation Supervisor (GE-15) with adoption of FY 2008 Budget; 10/01/07.(c) Unfund two (2) Maintenance Worker I (GE-02) with adoption of FY 2008 Budget; 10/01/07.(d) Transfer four (4) Maintenance Worker I (GE-02) from Recreation to Building Maintenance; 10/01/07.

(h) Delete one (1) Recreation Assistant Supervisor (GE-10) with adoption of FY 2010 Budget; 10/01/09.

(g) Transfer one (1) Library Specialist (GE-15) from West Florida Public Library to Parks & Recreation/Recreation and change title to Recreation Supervisor (GE-15) and transfer one (1) Recreation Assistant Supervisor (GE-10) from Parks & Recreation/Recreation to West Florida Public Library and change title to Inter Library Loan Technician (GE-10); 03/16/09.

(f) Delete one (1) Administrative Officer IV (GE23), one (1) unfunded Recreation Supervisor (GE-15), one (1) funded Recreation Supervisor (GE-15) and two (2) Recreation Assistant Supervisor (GE-10) with adoption of 30-Month Budget; 06/01/08.


(a) Transfer one (1) Recreation Assistant Supervisor (GE-10) and one (1) Maintenance Worker I (GE-02) from Athletics to Recreation; 02/05/07.

(e) Transfer one (1) funded Maintenance Worker I (GE-02) and two (2) unfunded Maintenance Worker I (GE-02) from Recreation to Building Maintenance; 10/01/07.



- 296 -

CAPITAL OUTLAY

0

0

0

0

FY 2010APPROVED

FUND - 001 - GENERAL FUND DEPARTMENT - 0300 - PARKS AND RECREATIONFUNCTION - 570 - CULTURE RECREATION COST CENTER - 030060 - RECREATION/COMMUNITY CTRS

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDED

9669: CONST WORK IN PROGRESS

691917 BAYVIEW SENIOR 15,000 0SUBTOTAL CONST WORK IN PROGRESS 15,000 0


SUBTOTAL RECREATION/COMMUNITY CTRS 15,000 0


- 297 -

DEPARTMENT - 0400 - BUILDING MAINTENANCE

0 0 0 9355 AGRICULTURAL SUPPLIES 0 0 0



700 700 700 9345 MAINT & REPR OF VEHICLES 24,528 24,571 34,500 17,000 28,000 28,000 9343 DUES, SUBS, & MEMBERSHIPS 319 45 700

0 0 0 9342 TRAINING 38 4,161 5,800 3,800 0 0 9341 RENTALS 0 974 0


200 0 0 9338 ADVERTISING 0 1,309 0 0 0 0 9337 TRANSPORTATION 0 175 200

0 0 0 9336 COMMUNICATION 23,911 24,620 25,400 30,300 30,300 30,300 9335 PROFESSIONAL SERVICES 5,406 4,712 1,800



19,000 19,000 19,000 SUBTOTAL PERSONAL SERVICES 625,351 1,151,335 1,202,100 900,200 900,900 900,900


4,100 4,100 4,100 9131 UNEMPLOYMENT 0 4,907 0 0 0 0 9130 WORKER'S COMPENSATION 6,626 15,877 10,200






FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


- 298 -

DEPARTMENT - 0400 - BUILDING MAINTENANCE

1,605,300 1,600,900 1,600,900 SUBTOTAL BUILDING MAINTENANCE 1,316,340 1,756,487 1,926,200




9370 NON-CAPITALIZED ASSETS 2,500 0 6,700


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


- 299 -


PARKS & RECREATION/BUILDING MAINTENANCE

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE2001 - Administrative Officer IV 1 GE-23 1 GE-23 1 GE-232095 - Facilities Operations Supervisor 1 GE-16 1 GE-16 1 GE-162027 - Operations Supervisor III (e,f,j) GE-154003 - Instrument/Electrical Control Technician II 1 GE-13 1 GE-13 1 GE-132010 - Administrative Officer I 1 (d) GE-11 1 GE-112009 - Operations Supervisor I 2 (a,b) GE-11 2 GE-11 2 GE-114076 - HVAC Technician I 2 GE-10 2 GE-10 2 GE-102040 - Operations Supervisor (b) GE-10 GE-106009 - Lead Worker 3 (a,c) GE-09 3 GE-09 3 GE-096013 - Equipment Operator II 2 (i,k,l) GE-05 2 GE-056010 - Maintenance Worker III 3 (a) GE-05 4 (e,k) GE-05 5 (m) GE-057002 - Maintenance Worker II 1 (e) GE-03 1 GE-037004 - Maintenance Worker I 5 (g,h) GE-02 5 GE-02

Sub-Total 13 23 24

UNFUNDED POSITION TITLE7004 - Maintenance Worker I (h,j) GE-02

Sub-Total - - - Total 13 23 24


(b) Reclass one (1) Operations Supervisor (GE-10) to Operations Supervisor I (GE-11) with adoption of FY 2008 Budget; 10/01/07.(c) Upgrade Lead Worker from GE-08 to GE-09 with adoption of FY 2008 Budget; 10/01/07.(d) Transfer one (1) Administrative Officer I (GE-11) from Office of the Director to Building Maintenance; 10/01/07.

(f) Transfer one (1) Operations Supervisor III (GE-15) from Building Maintenance to Parks;10/01/07.(g) Transfer four (4) Maintenance Worker I (GE-02) from Recreation to Building Maintenance; 10/01/07.

(i) Transfer one (1) Equipment Operator II (GE-05) from Parks to Building Maintenance; 05/05/08.(j) Delete one (1) Operations Supervisor III (GE-15) and two (2) unfunded Maintenance Worker I (GE-02) with adoption of 30-Month Budget; 06/01/08.(k) Transfer two (2) Equipment Operator II (GE-05) from Golf to Building Maintenance and transfer two (2) Maintenance Worker III (GE-05) from Building Maintenance to Golf; 06/01/08.(l) Transfer one (1) Equipment Operator II (GE-05) from Building Maintenance to Parks; 06/02/08.(m) Transfer one (1) Maintenance Worker III (GE-05) from Sanitation Services/Residential Garbage to Parks & Recreation/Building Maintenance; 12/01/08.

(e) Transfer three (3) Maintenance Worker III (GE-05), one (1) Maintenance Worker II (GE-03) and two (2) Operations Supervisor III (GE-15) from Parks to Building Maintenance; 10/01/07.

(h) Transfer one (1) funded Maintenance Worker I (GE-02) and two (2) unfunded Maintenance Worker I (GE-02) from Recreation to Building Maintenance; 10/01/07.

(a) Transfer one (1) Operations Supervisor I (GE-11), one (1) Lead Worker (GE-08) and two (2) Maintenance Worker III (GE-05) from Parks to Building Maintenance; 02/05/07.



- 300 -

500 500 500 9349 CLOTHING SUPPLIES 220 1,505 500



1,800 300 300 9343 DUES, SUBS, & MEMBERSHIPS 600 635 500 500 500 500 9342 TRAINING 175 160 1,800

2,000 2,000 2,000 9341 RENTALS 2,297 962 1,800 1,800 1,800 1,800 9340 PRINTING & BINDING 2,582 1,175 2,000

15,400 15,400 15,400 9338 ADVERTISING 393 19,089 15,000 15,000 19,300 19,300 9336 COMMUNICATION 16,754 16,863 15,400

3,700 2,700 2,700 9335 PROFESSIONAL SERVICES 547 495 600 600 600 600 9334 SMALL TOOLS & MINOR EQUIP 1,072 1,185 3,200


400 0 0 9331 OFFICE SUPPLIES 40 233 1,000 1,000 400 400 9330 RECREATION SUPPLIES 0 0 400



2,300 2,300 2,300 9131 UNEMPLOYMENT 0 0 0 0 0 0 9129 DEFERRED COMP PENS PLAN 2,364 2,373 2,300



0 0 0 9120 SOCIAL SECURITY 1,844 6,781 4,100 4,900 4,900 4,900 9119 ADDITIONAL REGULAR PAY 62 126 0


0 0 0 9113 LONGEVITY 9,721 10,923 8,000 9,300 8,000 8,000 9112 OVERTIME 16,790 10,757 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 230,569 239,695 195,400 195,000 195,000 195,000


FY 2008ACTUAL

FY 2009BUDGET

FUND - 120 - GOLF COURSE DEPARTMENT - 0690 - MUNICIPAL GOLF COURSEFUNCTION - 570 - CULTURE RECREATION COST CENTER - 069000 - GOLF COURSE


- 301 -

944,200 754,100 754,100 SUBTOTAL GOLF COURSE 734,291 761,776 752,800

125,000 0 0 SUBTOTAL CAPITAL OUTLAY 0 0 0 189,000 0 0

9669 CONST WORK IN PROGRESS 0 0 0



0 0 0 9370 NON-CAPITALIZED ASSETS 2,383 1,795 2,300 4,000 4,000 4,000 9364 SERVICE AWARDS 0 0 0

800 0 0 9361 UNCLASSIFIED 6,141 6,778 7,000 7,000 7,000 7,000 9360 MISCELLANEOUS 0 0 800

70,000 70,000 70,000 9357 OTHER CONTRACTUAL SERVICE 45,260 43,859 51,900 51,900 51,900 51,900 9355 AGRICULTURAL SUPPLIES 59,824 62,149 70,000

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9350 INV OF STORES FOR RESALE 0 6,478 0 10,000 10,000 10,000


FY 2008ACTUAL

FY 2009BUDGET

FUND - 120 - GOLF COURSE DEPARTMENT - 0690 - MUNICIPAL GOLF COURSEFUNCTION - 570 - CULTURE RECREATION COST CENTER - 069000 - GOLF COURSE


- 302 -


PARKS & RECREATION/GOLF


1122 - Golf Course Greens Superintendent 1 C-02 1 C-02 1 C-021120 - Golf Course Manager 1 C-01 1 C-01 1 C-016003 - Automotive/Equipment Mechanic II 1 GE-08 1 GE-08 1 GE-086013 - Equipment Operator II 4 GE-05 2 (a) GE-05 2 GE-056010 - Maintenance Worker III (a,b) GE-057004 - Maintenance Worker I GE-02 * GE-02 * GE-02 *

Total 7 5 5


(a) Transfer two (2) Equipment Operator II (GE-05) from Golf to Building Maintenance and transfer two (2) Maintenance Worker III (GE-05) from Building Maintenance to Golf; 06/01/08.(b) Delete two (2) Maintenance Worker III (GE-05) with adoption of FY 2009 Budget; 10/01/08.

* Position budgeted in Parks and Recreation/Athletics; however, salary split evenly between Athletics and Golf.



- 303 -

CAPITAL OUTLAY

* *

* *


0

0

0

0

000

0

FUND - 120 - GOLF COURSE DEPARTMENT - 0690 - MUNICIPAL GOLF FUNCTION - 570 - CULTURE RECREATION COST CENTER - 069000 - GOLF COURSE

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDEDFY 2010

APPROVED


651407 TOPDRESSER 13,000 0 651423 GREENS ROLLER 9,000 0 651424 RIDING LAWN 42,000 0

SUBTOTAL MACHINERY & EQUIPMENT 64,000 09669: CONST WORK IN PROGRESS

691404 RENOVATE GREENS 125,000 0SUBTOTAL CONST WORK IN PROGRESS 125,000 0


SUBTOTAL GOLF COURSE 189,000 0


- 304 -

POLICE

* UNFUNDED POSITIONS: (3) POLICE OFFICER

Total Positions: 209

POLICE BUDGET & PLANNING SPECIALIST (1)POLICE MEDIA RELATIONS COORDINATOR (1)SR. ADMINISTRATIVE OFFICER I (3)POLICE NEIGHBORHOOD LIAISON (1)

ADMINISTRATIVE STAFF

POLICE LIEUTENANT (1)POLICE SERGEANT (1)

PROFESSIONAL STANDARDS

POLICE OFFICER (2)

SPECIAL PROJECTS

POLICE LIEUTENANT (1)POLICE SERGEANT (1)POLICE OFFICER (5)

VICE & NARCOTICS

EXECUTIVE SECRETARY I (1)

POLICE LIEUTENANT (4)POLICE SERGEANT (14)POLICE OFFICER (60) *

UNIFORM PATROL

POLICE SERGEANT (1)POLICE OFFICER (9)

TRAFFIC

UNIFORM PATROLDIVISION

POLICE ADMIN. CAPTAIN (1)


POLICE LIEUTENANT (1)POLICE SERGEANT (3)POLICE OFFICER (14) *ADMIN. ACCOUNT CLERK (1)

INVESTIGATIONS

CRIME SCENE SUPERVISOR (1)LATENT PRINT TECH (1)CRIME SCENE TECH. (1)CRIME SCENE ANAL. (4)

CRIME SCENEINVESTIGATION

CRIME DATA ANALYST II (1)CRIME DATA ANALYST I (1)

INTELLIGENCE

CRIMINALINVESTIGATIONS

DIVISIONPOLICE ADMIN.

CAPTAIN (1)

PUB. SAFETY TELECOMMUNICATOR SUPER. (2)PUB. SAFETY TELECOMMUNICATOR (22)

COMMUNICATIONS

ADMINISTRATIVE OFFICER II (1)P0LICE RECORDS CLERK (5)

RECORDS

POLICE LIEUTENANT (1)

ADMINISTRATIVE & TECHNICALSERVICES DIVISION



POLICE SERGEANT (2)POLICE OFFICER (10) *

C.O.P.S.

POLICE SERGEANT (1)POLICE OFFICER (6)

S.R.O.

ADMINISTRATIVE OFFICER II (1)EVIDENCE TECHNICIAN (1)POLICE PROPERTY MGMT ASST. (1)MAINT. WORKER II (1)MAINT. WORKER I (1)

PROPERTY MANAGEMENT

POLICE SERGEANT (1)POLICE OFFICER (3)POLICE CADET (7)

TRAINING/PERSONNEL

POLICE LIEUTENANT (1)

COMMUNITY SERVICESDIVISION


ASST. POLICE CHIEF (1)

POLICE CHIEF


- 305 -


DEPARTMENT/UNIT NAME: Police FUND: 001 DEPARTMENT DESCRIPTION

The mission of the Police Department is to serve and protect the lives and property of the citizens of Pensacola by enforcing Municipal Ordinances, County, State and Federal laws.

BUDGET SUMMARY

REVENUE ACTUAL FY 2007

ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Charges for Services $ 664,219 515,094 447,000 447,000 Fines 265,216 20,998 214,900 172,200 Miscellaneous Revenue 58,544 74,447 6,400 8,600 Special Events 5,700 9,500 6,400 6,500

TOTAL REVENUE $ 993,679 620,039 674,700 634,300

OPERATING COSTS

Personal Services $ 13,712,178 14,591,613 15,003,600 14,690,300 Operating Expenses 3,289,674 2,974,904 2,915,300 2,695,600 Capital Outlay 4,721 0 0 0



- 306 -


PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Administrative/Fleet Management $ 0 416,732 419,000 264,400 Cadets 0 0 0 339,400 Central Records 470,783 348,456 322,400 343,900 Chief's Office 941,566 1,306,310 1,353,200 1,245,600 Citizens Police Academy 0 4,984 0 0 Communications Center 1,647,741 1,173,945 1,737,200 1,559,300 Community Oriented Policing Squad 0 0 0 1,170,500 Community Services Division 1,647,740 1,509,144 1,916,200 0 Crime Scene Investigation 549,247 492,782 519,400 609,000 Criminal Intelligence Unit 156,928 109,341 107,400 124,200 Education Reimbursement 0 12,858 0 0 Investigations Unit 1,333,885 1,656,760 1,683,400 1,837,500 Police Recruiter 0 64,787 0 0 Property Management 470,783 265,129 286,500 325,200 School Resource Office (SRO) 0 0 0 617,200 Special Services 0 42,859 35,800 0 Tactical Unit/Criminal Investigations Division (TAC) 549,247 735,186 0 0 Traffic 0 0 0 907,200 Training / Personnel 1,490,813 867,850 716,400 542,800 Uniform Patrol 7,198,593 7,904,345 8,166,500 6,853,400 Vice & Narcotics 549,247 655,049 655,500 646,300

TOTAL $ 17,006,573 17,566,517 17,918,900 17,385,900


- 307 -


DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Administration/Fleet Management COST: $ 264,400

Fleet Management is comprised of one Lieutenant, under the supervision of a Police Captain. The Police Captain is the primary contact for the building expansion. The Lieutenant is also responsible for departmental fleet, which consists of 200 vehicles. Purchasing, issuing electronic equipment for personnel and facilitating maintenance programs are also included in this program.

OBJECTIVES


To assist in the planning and oversight of the building renovation and expansion.

Maintains effective working relationships with subordinates, other City staff and the public.

Provide a safe and secure environment for employees and visitors to the Police Department building.

Decrease vehicle downtime for preventive maintenance and routine repairs.

To ensure the Police Department acquires and maintains a vehicle fleet that is in the best possible state of performance and readiness.

PROGRAM NAME: Cadet (Police) COST: $ 339,400

There are currently seven employees assigned to this section. The police cadet program is designed to expose cadets to all facets of police services and combine that exposure with all possible training to better prepare them for the examination process leading to a position/ career as a full time police officer.

OBJECTIVES


To maintain a high level of productivity.

To maintain an efficient level of employees by filling vacancies as the Chief approves them.

To maintain an in-house academic program for cadets

To provide community orientation training to cadets through service learning projects.

To improve police and community relations by being customer-oriented and responsive in the delivery of police services.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Central Records COST: $ 343,900

Records activity is under the supervision of an Administrative Officer II, which reports to a Lieutenant, and is staffed with five Police Records Clerks. Central Records is the final approval site for computer generated reports and the repository of paper reports. All incidental paper reports created by the Criminal Investigations Division and the Crime Scene Unit are sent to Records to be filed. Records maintains all original documents and disseminates copies to the various police divisions, as well as other law enforcement agencies, criminal and traffic court, state attorney and other state agencies. Records also processes all public requests for copies of reports and crime analysis. All Florida Uniform Crime Report statistics are maintained by Records and prepared for submission to the Florida Department of Law Enforcement. All police department forms and reports, as well as office supplies for field officers, are maintained for the department by Records.

Records are responsible for all data entry into the department’s computerized Records Management System. All records that must be archived are processed by Records Personnel through the use of optical scanning and electronic storage. Services rendered to the public include fingerprinting, pulling data such as background checks, statistics, and public records request, issuing taxi driver permits and adult entertainment permits, and registration of criminals released or paroled as per City Ordinance and Florida State Statues.

OBJECTIVES


To archive criminal investigative records over three years old to electronic storage medium at a rate of one month of archived paper reports per calendar month and dispose of paper records in accordance with Florida State Statutes and Florida Bureau of Archives and Records Management retention and disposition procedures.

To complete 100% of the data entry for incoming paper reports, i.e. offense, arrest, traffic crash, field interview, traffic citations and their related supplements, within seven working days of receipt.

To file all supplemental paperwork with the case report that is received from Investigations, Vice and Crime Scene units within five working days of receipt.

To continue to update and upgrade our technology to allow for the complete automation of the Records Management process, from Patrol and Investigations, through Records to the Court System and State Attorney.

Complete the computerization of approximately 75% of the record processes and procedures which remain as a paper record process, i.e. background /criminal history checks, traffic crash report requests, taxi driver and adult entertainment licensing and criminal registration.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Chief's Office COST: $ 1,245,600

The administrative function of the Chief's Office is to provide direction and guidance to achieve the operational objectives of the Pensacola Police Department. A primary emphasis is the administration of the Departmental Policies and Procedures, Rules & Regulations, and the Codes of the City, laws of the State of Florida, and Civil Service Rules and Regulations. This is accomplished in a decentralized atmosphere with an exchange of input from the four Division Captains and one Assistant Police Chief. Assigned to the Chief’s Office is the Special Projects Unit. This unit consists of one High Tech Crimes officer and one Crime Prevention officer. They handle all run-a-ways and participate in the Child Abduction Response Team. Works closely with Criminal Investigations Division to enhance and prepare video and/or audio evidence for prosecution purposes and handles all forensics involved in preparing those cases for prosecution. Also assigned to the Chief’s Office is Professional Standards. This consists of one Lieutenant and one Sergeant. Their primary duties are to receive, investigate, and process all complaints of police misconduct as prescribed in Florida Statute 112.533. This office stores and processes record of sensitive nature such as civil files and writes cause preparations for the city attorney's office and the risk management office. At times, they also represent the department during legal procedures involving the above claims The Chief's support staff consists of a Police Budget & Planning Specialist, a Police Media Relations Coordinator, three Senior Administrative Officer I’s, one Police Neighborhood Liaison. The Budget/AP/Purchasing function is responsible for developing the annual budget that most effectively meets the operational needs of the Department. A Police Budget & Planning Specialist and a Senior Administrative Officer I carry this out. All requests for expenditures are processed through this office and it is the Police Budget & Planning Specialist’s responsibility to account for these expenditures. The Police Budget & Planning Specialist is also responsible for writing, coordinating and tracking grant applications and statistics to satisfy grant procedures once they are received by the Pensacola Police Department. The Police Media Relations Coordinator is responsible for writing press releases, tracking down information per media requests, writing reports, handling correspondences for the Chief and assisting other sections with various needs. The Police Neighborhood Liaison is responsible for coordinating the new Citizen’s Liaison Group, along with serving as a liaison between the police department, other city departments, and neighborhood groups. The liaison will promote citizen involvement in neighborhood issues. Payroll consists of a Senior Administrative Officer I who is responsible for the day-to-day operation of personnel matters. Due to the stringent requirements of FLSA, the large number of employees of the Police Department, and the complicated schedule under which many of the employees work, this is a critical position.

OBJECTIVES


To administer Departmental Policies and Procedures, Rules and Regulations, the Codes of the City, laws of the State of Florida, and Civil Service Rules and Regulations.

To process personnel actions affected by selection procedures, terminations, promotions, and administer such in accordance with the ordinances and laws affecting it.

To manage special projects as they arise. To develop an annual budget that most effectively meets the Department's operational needs. To administer the current year budget plan and account for daily expenditures made by the Department. To procure grant funding sources. To promote and improve relations with various media agencies and the public in an effort to enhance public relations.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Communications Center COST: $ 1,559,300

The Police Communications Center is responsible for receiving approximately 400,000 requests from the public annually. The center directs officers when and where to respond to calls for service. This is accomplished through radio, telephone and computer communications, combined with numerous monitoring devices. Communications personnel are also the primary public safety answering point for all 911 calls within the city. The section consists of seventeen Public Safety Telecommunicator II's, seven Public Safety Telecommunicator I's, and two Public Safety Telecommunicator Supervisors. These personnel come under the direct supervision of one Lieutenant who reports to one Captain. A Communications Technician and a Senior Systems Network Analyst for the MIS department are also assigned to this section.

The fire dispatch function is located within the Communications Center. The 800 MHz radio system is the main communication system in operation, a 900 MHz station alerting system is utilized, a VHF radio system is in backup status. The division uses a CAD (computer aided dispatch) system that allows for a more precise response to incidents.

The City has completed the communications upgrading to an 800 MHz trunked radio system and a SmartCop Computer Aided Dispatch system. There is still a continuous need for additional upgrades to stay current with the ever-changing communication technologies.

OBJECTIVES


Answer 100% of all 911 calls for service within 3 rings.


To respond to the public in an expedient and professional manner.

To maintain a high level of productivity and a call processing time (receipt to dispatch) of 60 seconds or less, 90% of the time.

To provide faster and more accurate emergency response through the Enhanced 911 Systems.

To install, implement and operate the CAD dispatch system in the communication network and provide quality assurance of accurate entry and retrieval of data.

To assure that communication personnel receive current training and ensure well trained, quality fire dispatch personnel are available.

To provide coordination of the Florida Crime Information Center/National Crime Information Center terminals with the Florida Department of Law Enforcement.

To develop an efficient EMS call receipt and dispatch process to ensure prompt response of fire resources.

To provide assistance to the State Attorney’s Office by downloading 911 calls into the SmartCop Case Management system to be used as evidence in court.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Community Oriented Policing Squad (COPS) COST: $ 1,170,500

The Community Oriented Policing Squad (COPS) consists of one (1) Captain, one (1) Lieutenant, two (2) Sergeants and ten (10) Police Officers. The Community Oriented Policing Squad staff takes an active role in the coordination and development of law related programs within Pensacola, and they are involved in the everyday lives of the citizens and business owners of Pensacola. It is designed to take the lead in the department’s community strategy. By getting out of the patrol cars, walking the neighborhoods, using police bicycles to enhance neighborhood patrol and talking to citizens, the COPS officers develop better police-citizen relations. The unit acts as a liaison between citizens and other public and private agencies that can help solve neighborhood problems. The unit performs the community policing activity not only in problem areas throughout the city, but also in grant-funded areas.

OBJECTIVES


To build trust and deliver respect by working with citizens of Pensacola to increase awareness of sexual assault, children's safety, drugs and alcohol, safety for the elderly, business armed robbery and burglary as well as other subjects of interest to the community. This activity brings law enforcement into the everyday lives of the citizens of Pensacola in a positive way and it helps in establishing more strong and livable neighborhoods in the city of Pensacola.

To coordinate Neighborhood Watch Programs.

To coordinate Senior Citizen Volunteer Programs.

To provide Business and Residential Security Presentations.

To teach Safety Tips to young children to prevent them from becoming victims.

To develop solid and positive relationships with residents of the neighborhoods, that stimulates growth within the city population.

To improve the community and police partnership by being customer oriented and responsive in the delivery of police services that re-enforces a well planned sustainable city and waterfront for the community’s benefit.


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DEPARTMENT/UNIT NAME: Police FUND:001 PROGRAM NAME: Crime Scene Investigation COST: $ 609,000

The Crime Scene Investigation is under the supervision of a Crime Scene Supervisor whose primary responsibility is to supervise crime scene personnel, daily operational readiness, and provide technical assistance when necessary.

One Latent Print Technician within the Crime Scene Investigation Unit is responsible for first offender/repeat offender searches, latent print comparisons and identifications, courtroom testimony of fingerprint matters, and operation and maintenance of the AFIS and AFIX systems.

The unit has one (1) Crime Scene Technician and four (4) Crime Scene Analysts whose duties are recording of scenes with photography and sketching, processing for latent prints, collection and preservation of evidence, crime scene reconstruction, and courtroom testimony.

The Crime Scene Investigation Unit utilizes one cadet whose duties include assisting with the transportation of evidence, maintenance of vehicles, and office related matters.

OBJECTIVES


To provide 24-hour coverage of major crime scenes.

To provide effective forensic photography, crime scene reconstruction, crime scene processing and effective evidence preservation/collection techniques at all crime scenes.

To exceed the number of latent print identifications in the previous year (204).

To utilize the alternate light source in the discovery and collection of trace evidence and latent fingerprints.

To continue to progress in areas of computer technology which directly affects the functions of Crime Scene such as evidence handling and tracking procedures, evidence processing technology, and courtroom presentation.

To become educated in methods and technology that would further streamline record management functions involving Crime Scene.

To continue to improve the method of input of digital photographs of latent fingerprints and crime scenes into the records management system.

To improve communication with the detectives and officers within the department relaying laboratory results and other pertinent information.

To maintain and operate the Automated Fingerprint Identification System (AFIS) and AFIX system and increase fingerprint identifications from these systems by 10% over the previous year.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Criminal Intelligence Unit COST: $ 124,200

The Criminal Intelligence Unit consists of two analysts, a Crime Data Analyst I and Crime Data Analyst II, both of which are full-time funded contract positions. The unit routinely provides analytical services, as well as investigative support, to all divisions of the department. The unit also provides statistical reports and research assistance to various officers in the department. The unit maintains a close working relationship with other area agencies and entities so that needed information can be acquired. The unit began by providing little more than investigative support to the members of the department and has grown to include performing jobs such as intelligence analysis, computerized mapping, background research, person location, as well as thorough investigative assistance. The analysts work to provide safe, strong, livable neighborhoods by tracking registered sex offenders and sexual predators residing within the city limits of Pensacola.

OBJECTIVES


Prepare intelligence reports that better meet the needs of the police personnel to aid in case solvability.

Enhance the features of the departmental crime mapping system.

Finalize the internet version of the crime mapping system for the citizens of Pensacola.

Coordinate more frequent verification of sexual predator and sex offender residences and maintain current records of such.

Continue to do background searches, prepare photo line-ups and provide continued investigative support to all divisions of the department.

To work more closely with other law enforcement agencies to acquire and disseminate pertinent information concerning terrorist threats to the residents of the Pensacola area.

To continue to build partnerships with federal agencies and groups such as the Joint Terrorism Task Force.

To aggressively utilize intelligence networks such as the Regional Organized Crime Information Center or Florida Intelligence Unit to gather information concerning criminal enterprise in the Pensacola area.

To continue to research new and more effective information databases to aid in intelligence and information gathering.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Investigations Unit COST: $ 1,837,500

The Investigations Unit of the police department investigates all persons and property crimes where follow-up is necessary. This section is comprised of fourteen (14) Detectives and is supervised by one Captain, one Lieutenant and three Sergeants. The detectives investigate the crimes after an offense report is generated by patrol officers. Detectives also respond at all times to major incidents to conduct interviews and follow-up investigation.

Most of the detectives are assigned to specific areas of the City of Pensacola and investigate the crimes that occur in those areas. The detectives also handle specific crimes such as white collar crime, computer crimes, and crimes against children/sexual battery.

OBJECTIVES


To improve clearance rates and reduce the number of reported business burglaries by utilizing departmental detection devices such as the Sentinel alarms and other recording devices to affect prompt arrests.

To increase communication with the Patrol Division and Community Services Division by use of Intelligence Reports and personal contacts in an effort to deter crime and make neighborhoods safer.

To improve clearance rates for all crimes, especially felony violations.

To improve communication and share information with other agencies in order to apprehend violators.

To educate the victims of crimes on ways to deter future criminal activity.

To improve communication with the Vice & Narcotics Unit notifying them of potential violation locations.

To increase the utilization of investigative tools such as the Polygraph and CVSA.

To increase the amount of recovered stolen property.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Property Management COST: $ 325,200

The Property Management Section is under the supervision of an Administrative Officer II and is staffed with one (1) Evidence Technician, one (1) Police Property Management Assistant and two (2) Maintenance Workers. This section is responsible for control of the evidence from the point of receipt to disposal; stock and issuance of uniforms and equipment; writing of contract specifications for uniforms and equipment; building maintenance and custodial upkeep; maintenance of records for departmental asset inventory; additional miscellaneous duties i.e.: Trusty supervision, daily package delivery receipt and distribution, and active participation in coordinating involved building projects.

The Evidence Technician is responsible for control and disposition of all evidence and property seized including control of one vehicle impound lot, testifying in court as required, coordination of vehicle and seized property auctions, knowledge and application of Florida State laws, City of Pensacola Codes and procedures established by the Police Department as applicable to the job.

The Maintenance Workers are responsible for daily general custodial and minor maintenance duties for police headquarters, stocking and organizing cleaning supplies and paper products in the outside storage building and inside supply closets and cleaning porches and walkway areas outside the building.

The Police Property Management Assistant is responsible for the handling of uniform/equipment duties including purchase, organizing stock, issuance and inventory control; clerical duties including data entry, phone and customer inquiries, and assisting with evidence handling duties and building maintenance repair requests.

OBJECTIVES


Maintain proper evidence control 100% of the time by utilizing completed property records and established methods.

Research programs available designed specifically for uniform and equipment inventory control, and convert current information from databases now in use.

Coordinate new procedure for scanning and/or downloading items of evidentiary value directly into the Smartcop system when possible before packaging and submission to Property Management to facilitate availability to authorized personnel.

Complete 100% of the data entry for incoming evidence within two working days of receipt of property records.

Performance of daily maintenance and custodial care as expected, ensuring prompt initiation of procedures to correct damaged or broken facilities.

Reduce the time to provide the customer-oriented services in the property management section.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: School Resource Office (SRO) COST: $ 617,200

One sergeant and six (6) officers are assigned to this section. The School Resources Officers provide safe and drug-free environments for over 4,800 students and teachers. The officers investigate and follow up on criminal offenses occurring at Washington and Pensacola High Schools, Workman Middle School, and A.V. Clubs Alternative School. They provide a prevention strategy that promotes safety for all school related events.

OBJECTIVES

Strong Livable Neighborhoods: To provide coordination of a School Resource Officer Program by the placement of a police officer in two high schools and two middle schools.

To teach safety tips to young children to prevent them from becoming victims

To develop solid and positive relationships with residents of the school neighborhoods, that stimulates growth within the city population.

To improve the school and police partnership in the delivery of police services for the community’s benefit.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Traffic COST: $ 907,200

The Traffic Unit works to help promote and maintain safe and effective flow of traffic within city limits. Among officer duties are police escorts (funeral and dignitary protection), selective traffic enforcement, traffic crash investigations, traffic homicide investigations, accident reconstructions, and special events such as parades and runs. Three officers also are assigned to Cordova Mall and are responsible for calls for police service at the mall and the surrounding area.

OBJECTIVES


Reduce deaths, injuries, and property damage caused by traffic crashes in the City of Pensacola.

Promote and improve traffic safety through education, traffic crash analysis, and selective enforcement.

Investigate citizen complaints concerning traffic conditions/enforcement.

Improve the safe transportation of passengers and goods throughout our city.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Training / Personnel COST: $ 542,800

There are currently four employees assigned to this Section: a Sergeant, one Training Officer, an Executive Secretary, and a Background Investigator. The Training and Personnel staff takes an active part in the actual duties and responsibilities of hiring and training the Police Department’s civilian and sworn personnel. Personnel duties are designed to ensure the Department hires responsible, qualified employees. This includes assisting with entrance exams, interviewing applicants, completing background investigations, polygraph examinations, and psychological testing of prospective employees. They are also responsible for orientation of the new employees. Training is approached on a positive basis and directed specifically to the predominantly sworn personnel of the Police Department. A majority of the Training Officer’s time is spent working on training curriculum and the presentation of those curriculums. The Training and Personnel Section is instrumental in setting up the Firearms Safety Class for civilians and court officers including the federal court system, as well as the hiring and placement of personnel throughout the department both civilian and sworn police officers and this includes police cadets. The training officer is also directly involved with the instruction of various curricula at the local law enforcement academy. The training section takes an active stance in the upgrading and improvement of training techniques and material in order to provide the Police Department personnel with the latest and most effective training. In turn, this provides for a better trained and more professional officer who will serve and protect the community. This section and its programs are vital tools for projecting a positive, professional image of the Pensacola Police Department to the citizens of the City of Pensacola and neighboring communities.

OBJECTIVES

Responsive, Customer-Oriented City Services:

To maintain a high level of productivity. To prepare and present the latest training curriculum involving all aspects of law enforcement operational concerns. To prepare and instruct the latest cutting edge firearms training a minimum of once year. To make available the firearms range for practice days and to provide sufficient ammunition for those officers who need remedial training as

well as for those who wish to sharpen and improve their current firearms capabilities. To locate and invite those trainers from various disciplines of law enforcement concerns to present their training courses either here at the

department or at the local law enforcement training academy. To locate and then test and evaluate the latest police equipment. To invite the organization known as Calibre Press Officer Survival to present their program here in Pensacola. To provide guidance and the proper forms for officers and civilian personnel to register and attend local or on-line colleges in order to obtain

their diplomas and college course hours. To coordinate programs such as the Firearms Safety Class for approximately 200 adult citizens each year. Provide the Training officer with necessary software and material in the process of imputing training records into ATMS and maintaining any

upgrades required for Training Trak which is vital in tracking and recording all training received by departmental personnel. To maintain an efficient level of employees by filling vacancies as the Chief approves them. To maintain an in-house academic program for cadets. To maintain an in-house academic program for cadets.


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PROGRAMS AND OBJECTIVES DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Uniform Patrol COST: $ 6,853,400

Uniform Patrol is the largest Division of the Pensacola Police Department, and provides twenty-four hour service everyday of the week to the citizen’s of this city. The patrol officer is responsible for all citizen complaints and calls for service, as well as self initiated activities that they may come across during their tour of duty. The patrol officer can take a case from start to finish, from the initial report to investigating the crime, to recovery of the stolen property and finally apprehending the suspect. Officers are continually doing crime prevention on their watch by checking doors and windows of businesses in the city of Pensacola and checking watch orders that are placed on homes of city residents that have gone out of town and also by checking doors and windows of closed businesses located throughout the city. While making these rounds, officers are looking for potential hazards such as downed power lines and other dangerous conditions that could affect drivers and pedestrians as well as children of our community. This pro-active patrolling in our neighborhoods will help in the reduction of crime and loss of property to all of our citizens.

The Canine Unit provides narcotics detection, explosive detection, tracking dangerous felony suspects, evidence recovery and building searches. Canine teams also assist Vice and Narcotics in conducting search warrants and establishing probably cause. Canine Teams also perform several public and school demonstrations.

At the request of a Uniform Patrol supervisor, the SWAT Team (all volunteers) will respond to any call. They are trained to handle armed barricade suspects, suicidal subjects, high-risk warrants, dignitary protection, riot situations and multiple arrests incidents. The Marine Response Unit/Dive Team is comprised of certified and trained volunteers (sworn officers). They are responsible for supporting the Northwest Florida Regional Domestic Security Task Force and for providing waterborne security for regional seaports, including the Port of Pensacola and surrounding waterways, the delivery of waterborne assets to coastal areas in times of emergencies such as hurricanes or other disasters, training and exercise missions.

OBJECTIVES

Strong Livable Neighborhoods Provide strong livable neighborhoods by enhancing crime reduction efforts through community resident’s participation.

Educate neighborhoods on effective means in combating suspicious and unwanted behaviors.

To increase the intelligence gathering and digital photos for our field intelligence database.

To assist the patrol units in the detection of drugs and the education of the public on the use of K-9’s in apprehension of suspects.

To efficiently and effectively allocate manpower to increase detection and report those crimes that has occurred.

To be responsive and actively solicit neighborhood-law enforcement partnerships through positive personal interactions with officers.

To update officers in the latest SmartCop applications on the mobile data terminals.

To reduce the amount of time preparing the various reports on the terminals.

To ensure that the department can sufficiently respond to situations involving hostages, barricaded suspects, suicide attempts and any other events requiring a rapid response team and a police negotiator.


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DEPARTMENT/UNIT NAME: Police FUND: 001 PROGRAM NAME: Vice & Narcotics COST: $ 646,300

There are currently one Lieutenant, one Sergeant, and five Investigators assigned to this section.

This Section investigates all crimes involving narcotics, reported or detected and vice operations involving prostitution, gambling and pornography. The unit assists other units within the department and the City of Pensacola by providing specialized support and equipment for specific investigations. The Lieutenant in this Section has the additional responsibility of coordinating and initiating all forfeiture procedures made on the part of the Department.

The narcotics picture in the Pensacola area is constantly changing, yet crack cocaine still appears to be the largest problem. This is especially true in the more urban areas of the inner city; therefore, more of our efforts are focused on this problem. Marijuana is still the drug of choice for certain groups of people and we devote a large amount of our time to this problem. The unit must also stay abreast of newer manufactured drugs, which are becoming increasingly popular.

We continue to focus on the long-range investigations, aimed at the "mid-level" and "upper-level" dealers, in order to curb the flow of the drugs into our community.

The unit continues to gather intelligence on the abortion related activities of various groups and individuals. This includes the gathering of intelligence from around the nation.

OBJECTIVES

Strong Livable Neighborhoods:

Continue to check licensed alcohol sale establishments to ensure compliance with local ordinances and State Statutes.

Show an increase in prostitution related investigations.

Show an increase in investigations involving lewd and lascivious activity in public areas.

Continue to work in collaboration with the numerous law enforcement agencies involved in narcotics and various vice investigative efforts.

Continue the high levels of illicit narcotics seized in previous years.

Continue to assist other areas of the Police Department by supplying specialized support and equipment for investigations.


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DEPARTMENT - 0480 - POLICEFUND - 001 - GENERAL FUND


FY 2008ACTUAL

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 8,214,846 8,762,839 9,017,000 8,988,100 8,751,900 8,630,100 9112 OVERTIME 349,730 227,579 153,000 153,000 84,300 84,300 9113 LONGEVITY 278,851 312,456 329,100 359,700 326,100 326,100 9114 GENERAL PENSION FUND 461,297 465,316 619,800 652,100 652,100 652,100 9116 POLICE PENSION FUND 2,181,595 2,459,578 2,414,800 2,398,600 2,398,600 2,520,400 9117 ADDITIONAL PENSION 4,990 5,080 5,800 0 0 0 9118 MEDICARE PREMIUM 104,383 110,644 109,000 110,700 108,200 108,200 9119 ADDITIONAL REGULAR PAY 87,069 83,382 53,000 53,000 53,000 53,000 9120 SOCIAL SECURITY 6,261 68,971 46,600 52,700 49,300 49,300 9121 GROUP INSURANCE 897,769 846,345 1,064,500 1,120,900 1,089,100 1,089,100 9122 REPLACEMENT BENEFIT PGM 453,925 450,793 493,300 438,700 429,400 429,400 9123 DISABILITY/SURV INSURANCE 87,854 88,876 87,000 87,600 85,700 85,700 9124 DEFERRED COMPENSATION 1,793 0 0 0 0 0 9125 EXTRA PERSONAL SERVICES 50,564 42,020 39,800 42,800 95,800 95,800

164,500 139,500 139,500 9126 INCENTIVE PAY 139,608 147,446 144,900 9128 DIFFERENTIAL PAY 233,170 278,814 253,100 267,500 261,000 261,000 9129 DEFERRED COMP PENS PLAN 13,475 10,872 16,200 16,900 16,900 16,900 9130 WORKER'S COMPENSATION 128,969 161,247 71,100 62,000 62,000 62,000 9131 UNEMPLOYMENT 5,718 0 1,000 1,000 1,000 1,000 9133 FLORIDA RETIREMENT SYSTEM 10,311 69,357 84,600 92,300 86,400 86,400

SUBTOTAL PERSONAL SERVICES 13,712,178 14,591,613 15,003,600 15,062,100 14,690,300 14,690,300 9331 OFFICE SUPPLIES 17,168 13,425 15,000 15,000 14,000 14,000 9332 OPERATING SUPPLIES 86,412 43,094 55,500 91,300 67,600 67,600 9333 REPAIRS & MAINTENANCE 48,445 48,617 53,500 52,000 48,000 48,000 9334 SMALL TOOLS & MINOR EQUIP 32,676 21,424 31,000 46,200 46,200 46,200 9335 PROFESSIONAL SERVICES 59,974 45,767 17,000 17,000 17,000 17,000 9336 COMMUNICATION 883,165 748,533 730,900 715,500 715,500 715,500 9337 TRANSPORTATION 7,541 4,634 9,200 13,100 4,200 4,200 9338 ADVERTISING 4,631 1,335 2,000 2,000 1,500 1,500 9339 POSTAGE 2,987 2,595 4,000 4,000 2,500 2,500 9340 PRINTING & BINDING 12,846 10,039 12,000 12,000 10,000 10,000


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DEPARTMENT - 0480 - POLICE

678,000 0 0 SUBTOTAL POLICE 17,006,573 17,566,517 17,918,900 18,844,200 17,385,900 17,385,900

SUBTOTAL CAPITAL OUTLAY 4,721 0 0

0 0 0 9667 ROAD EQUIPMENT 0 0 0 678,000 0 0 9665 MACHINERY & EQUIPMENT 4,721 0 0



20,000 10,000 10,000 9364 SERVICE AWARDS 517 764 200 200 200 200 9361 UNCLASSIFIED 15,000 10,000 10,000

82,900 82,900 82,900 9360 MISCELLANEOUS 1,203 826 2,000 2,000 1,000 1,000 9357 OTHER CONTRACTUAL SERVICE 45,337 45,801 82,900

74,400 58,400 58,400 9351 MED & FIRST AID SUPPLIES 229 0 500 500 500 500 9349 CLOTHING SUPPLIES 85,878 55,587 68,400




FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9341 RENTALS 17,983 18,206 12,000 12,000 12,000 12,000



FY 2008ACTUAL

FY 2009BUDGET


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POLICE

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1044 - Police Chief 1 C-05 1 C-05 1 C-058032 - Assistant Police Chief 1 C-04 1 C-04 1 C-041130 - Police Administrative Captain 4 C-04 4 C-04 4 C-048031 - Police Budget & Planning Specialist 1 C-03 1 C-03 1 C-031037 - Crime Scene Technician 1 C-02 1 C-02 1 C-028033 - Police Media Relations Coordinator 1 C-02 1 C-02 1 C-028034 - Police Neighborhood Liaison 1 C-02 1 C-02 1 C-021070 - Crime Data Analyst II 1 C-01 1 C-01 1 C-011071 - Crime Data Analyst I 1 C-01 1 C-01 1 C-015502 - Police Lieutenant 10 P-04 9 (j) P-04 9 P-042109 - Crime Scene Supervisor 1 GE-21 1 GE-21 1 GE-214002 - Latent Print Technician 1 GE-16 1 GE-16 1 GE-165503 - Police Sergeant 25 P-03 25 P-03 24 (l) P-032004 - Administrative Officer II 2 GE-15 2 GE-15 2 GE-152020 - Senior Administrative Officer I 3 GE-13 3 GE-13 3 GE-132075 - Public Safety Telecommunicator Supervisor 2 GE-13 2 GE-13 2 GE-132010 - Administrative Officer I (f) GE-115514 - Police Officer 114 (g) P-02 109 (j) P-02 106 (m) P-024050 - Crime Scene Analyst I & II 4 GE-10/GE-12 4 GE-10/GE-12 4 GE-10/GE-124056 - Public Safety Telecommunicator I & II 19 GE-07/GE-10 24 (h) GE-07/GE-10 22 (l) GE-07/GE-104055 - Evidence Technician 1 GE-06 1 GE-06 1 GE-063011 - Executive Secretary I 3 GE-05 3 GE-05 3 GE-052125 - Police Property Management Assistant 1 (b) GE-05 1 GE-05 1 GE-053025 - Police Records Clerk 6 (a,d) GE-05 5 (k) GE-05 5 GE-053003 - Administrative Account Clerk 1 (a) GE-05 1 GE-05 1 GE-053005 - Clerk III (b,e) GE-037002 - Maintenance Worker II 1 GE-03 1 GE-03 1 GE-037004 - Maintenance Worker I 1 GE-02 1 GE-02 1 GE-025102 - Police Cadet 10 (c) P-01 7 (j) P-01 7 P-01

Sub-Total 217 212 206

UNFUNDED POSITION TITLE2010 - Administrative Officer I 1 (f) GE-11 (i) GE-115514 - Police Officer 3 (m) P-023025 - Police Records Clerk 1 (d) GE-05 (i) GE-053005 - Clerk III 1 (e) GE-03 (i) GE-03

Sub-Total 2 - 3 Total 219 212 209




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POLICE (Continued)

(a) Change title of one (1) Police Records Clerk (GE-05) to Administrative Account Clerk (GE-05); 08/01/07.

(b) Reclass one (1) Clerk III (GE-03) to Police Property Management Assistant (GE-05) with adoption of FY 2008 Budget; 10/01/07

(c) Delete two (2) Police Cadet (P-01) due to transfer of Downtown Parking to Downtown Improvement Board with adoption of FY 2008 Budget; 10/01/07.

(d) Unfund one (1) Police Records Clerk (GE-05) with adoption of FY 2008 Budget; 10/01/07.

(e) Unfund one (1) Clerk III (GE-03) with adoption of FY 2008 Budget; 10/01/07

(f) Unfund one (1) Administrative Officer I (GE-11) with adoption of FY 2008 budget; 10/01/07.

(g) Delete four (4) Police Officer (P-02) positions due to elimination of DARE Program with adoption of FY 2008 Budget; 10/01/07.

(h) Transfer five (5) Public Safety Telecommunicator I & II (GE-07/GE-10) from Fire to Police with adoption of 30-Month Budget; 06/01/08. (Note: Fire will retain supervision.)

(i) Delete one (1) unfunded Police Records Clerk (GE-05), one (1) unfunded Clerk III (GE-03) and one unfunded Administrative Officer I (GE-11) with adoption of 30-Month Budget; 06/01/08.

(j) Delete five (5) Police Officer (P-02), three (3) Police Cadet (P-01) and one (1) Police Lieutenant (P-04) with adoption of 30-Month Budget; 06/01/08.

(k) Delete one (1) Police Records Clerk (GE-05) with adoption of FY 2009 Budget; 10/01/08.

(l) Delete one (1) Police Sergeant (P-03) and two (2) Public Safety Telecommunicator II (GE-10) with adoption of FY 2010 Budget; 10/01/09.

(m) Unfund three (3) Police Officer (P-02) positions with adoption of FY 2010 budget; 10/01/09.


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CAPITAL OUTLAY

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 *

* FUNDED THRU PENNY FOR PROGRESS, LOCAL OPTION SALES TAX FUND.** PENDING VISUAL INSPECTION BY CITY GARAGE; FUNDED THRU PENNY FOR PROGRESS, LOCAL OPTION SALES TAX FUND.

ACCT / TITLE

9667: ROAD EQUIPMENT

FUND - 001 - TOTAL GENERAL FUND DEPARTMENT - 0480 - POLICEFUNCTION - 520 - PUBLIC SAFETY COST CENTER - 048000 - POLICE

672617 #027--00 K-9 SUV 35,000 0 672619 #029--00 CROWN VICTORIA 35,000 0 672620 #030--93 FORD EXPLORER 24,000 0 672622 #032--98 DODGE CARAVAN 18,500 0 672624 #034--98 DODGE CARAVAN 18,500 0 672634 #005--98 CROWN VICTORIA 24,000 0 672641 #048--01 CROWN VICTORIA 35,000 0 672674 #803--00 FORD TAURUS 17,000 0 672678 #051--01 CROWN VICTORIA 35,000 0 672685 #847--03 CROWN VICTORIA 35,000 0 672688 #862--01 CROWN VICTORIA 35,000 0 672696 #875--03 CROWN VICTORIA 35,000 0 672703 #892--00 CHEVY LUMINA 17,000 0 672709 #093--03 CROWN VICTORIA 35,000 0 672719 #068--01 CROWN VICTORIA 35,000 0 672730 #081--01 CROWN VICTORIA 35,000 0 672733 #806--99 FORD TAURUS 17,000 0 672735 #816--98 CHEVY LUMINA 17,000 0 672740 #821--03 CROWN VICTORIA 35,000 0 672742 #823--03 CROWN VICTORIA 35,000 0

672760 #843--03 CROWN VICTORIA 35,000 0 672761 #844--03 CROWN VICTORIA 35,000 0

672767 #861--96 CROWN VICTORIA 0 0SUBTOTAL ROAD EQUIPMENT 678,000 0


SUBTOTAL POLICE 678,000 0

FY 2010 REQUESTED

FY 2010RECOMMENDED

672755 #838--05 CROWN VICTORIA 0 0

0

0

FY 2010 APPROVED

672763 #857--03 CROWN VICTORIA 35,000 0

0

672615 #025--98 DODGE CARAVAN 0 0


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PORT OF PENSACOLA

Total Positions: 10

BADGINGCLERK II (1)

OPERATIONS SUPERVISOR II (1)

CARGO OPERATIONSCARGO OPERATIONS SUPERINTENDENT (1)

MAINTENANCE WORKER III (1)MAINTENANCE WORKER II (1)

PORT MAINTENANCEPORT MAINTENANCE WORKER (1)

SEAPORT SECURITY

SEAPORT SECURITY & OPERATIONSSEAPORT SECURITY ADMINISTRATOR (1)

CLERK I (1)

ADMINISTRATION & MARKETINGPORT BUSINESS DEVELOPMENT MANAGER (1)

PORT DIRECTOR


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DEPARTMENT/UNIT NAME: Port of Pensacola FUND: 403 DEPARTMENT DESCRIPTION

The mission of the Port of Pensacola is to manage and operate cost effective facilities for marine commerce to foster regional and international trade and to promote economic development and employment.

REVENUE SUMMARY


BEGINNING FUND BALANCE $ 64,000 106,226 0 0

REVENUES:PORT CHARGES Handling 20,763 27,004 64,900 34,900 Wharfage 310,246 781,692 750,000 573,100 Storage 466,172 257,483 179,100 156,600 Dockage 233,150 176,925 422,200 372,000 Water Sales 4,006 2,893 6,000 6,000 Property Rental 404,592 435,361 626,700 740,800 Stevedore Fees 56,984 37,507 107,800 96,100 Harbor 24,050 20,950 20,400 21,000 Security Fees 22,847 22,153 48,200 54,700 Interior Lighting 8,609 6,470 10,000 10,000 Miscellaneous Billed 22,444 5,169 15,000 15,000 Miscellaneous/Non-Billed 13,730 23,492 15,000 15,000 Cedar Street Lease 27,395 27,395 27,400 27,400 Interest Income 60,189 36,394 34,000 20,000

SUB-TOTAL OPERATING REVENUES 1,675,177 1,860,888 2,326,700 2,142,600SUB-TOTAL OPERATING REVENUES AND FUND BALANCE 1,739,177 1,967,114 2,326,700 2,142,600GRANTS State 623,449 95,282 0 0

TOTAL REVENUES AND FUND BALANCE $ 2,362,626 2,062,396 2,326,700 2,142,600


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DEPARTMENT/UNIT NAME: Port of Pensacola FUND: 403 BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 863,876 920,212 956,300 969,400 Operating Expenses 676,394 634,038 609,900 599,400 Capital Outlay 0 0 0 0

SUBTOTAL 1,540,270 1,554,250 1,566,200 1,568,800 Debt Service 86,974 339,218 594,800 467,000 Allocated Overhead/(Cost Recovery) 179,000 165,700 165,700 106,800 Federal/State Matching Grant 0 0 0 0 Port Construction – State Grant 623,449 95,282 0 0

TOTAL $ 2,429,693 2,154,450 2,326,700 2,142,600

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Administration $ 636,132 665,261 582,500 556,900 Business & Trade Development 110,591 111,864 78,500 83,400 Operations & Maintenance 793,547 777,125 530,300 562,200 Seaport Security 0 0 374,900 366,300

Subtotal 1,540,270 1,554,250 1,566,200 1,568,800 Debt Service 86,974 339,218 594,800 467,000 Allocated Overhead/(Cost Recovery) 179,000 165,700 165,700 106,800 Federal/State Matching Grant 0 0 0 0 Port Construction – State Grant 623,449 95,282 0 0

TOTAL $ 2,429,693 2,154,450 2,326,700 2,142,600


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PROGRAM AND OBJECTIVES

DEPARTMENT/UNIT NAME: Port of Pensacola FUND: 403 PROGRAM NAME: Administration COST: $ 556,900

Port administration involves the management of all seaport activities with emphasis on non-operating business functions such as contract and property management; business strategy implementation; record keeping; communications; personnel and salary administration; planning; budgeting & finance; environmental licensing; permitting; purchasing; statistical reporting; publications; tenant relations; capital planning; legislation; and advocacy. Sub-Programs within the Port Administration Program include: Office Management & Administration, Port Finance, and the Port Director’s Office.

OBJECTIVES

Financially Sound, Sustainable City Government Maximize financial performance. Strive to provide the highest quality port services to customers in order to breed customer loyalty. Implement the recommendations of Resolution 12-05 and the Council Policy on Port Administration and Operations (adopted 2/24/05) to diversify

the port’s business lines in order to increase revenues to the port. Continue to fully fund all cash expenses (operating expenses, debt service, on-going facilities maintenance, allocated departmental overhead,

etc.) without reliance on general fund assistance. Continue to closely monitor expenditure levels and examine methodologies for increasing cost effectiveness of all programs within the department.

PROGRAM NAME: Business and Trade Development COST: $ 83,400

Business development and promotion of port facilities and services comprise the port marketing program. Accompanying functions involve customer and community relations; advertising; market research and analysis; tariff administration; sales; education; trade; public relations; competition analysis; special events; and steamship services.

OBJECTIVES

Well-Planned Downtown and Waterfront for the Community’s Benefit Explore opportunities to diversify the port’s business base. Increase utilization of Port facilities by existing tenants, customers & users; identify and pursue new target commodities and trade corridors; seek

additional shipping lines for scheduled port calls (i.e. liner service); and encourage further utilization of the Port by local industry all in order to increase revenue to the port and provide additional employment opportunities to the community.

Make appropriate cost/benefit analyses to evaluate profitability of existing and proposed business lines and assist in the negotiation of business deals between the Port/City and new Port customers/users.

Work with local and regional economic developers and economic development agencies to attract new mutually-beneficial business and industry to the region.


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DEPARTMENT/UNIT NAME: Port of Pensacola FUND: 403 PROGRAM NAME: Operations & Maintenance COST: $ 562,200

This activity involves all terminal operations and facilities maintenance. Terminal operations include: import/export cargo operations; vessel operations; security; traffic; cargo inventory; terminal operations, planning and utilization; recordkeeping; scheduling; regulatory compliance; and marine communications. Facilities maintenance include: electrical/mechanical/plumbing repairs; painting; building maintenance and repair; welding; rail maintenance; grounds keeping; potable water station maintenance; equipment maintenance; fuels and lubricants stores; and some minor construction, fabrication, and modification work. Sub-Programs within this program are Port Operations and Port Maintenance.

OBJECTIVES

Responsive, Customer-Oriented City Services Coordinate terminal activities. Provide warehouse, open ground, and berth utilization management. Provide security to port area that is in compliance with the State of Florida Seaport Security Plan (when required by State Statute) and Federal

Maritime Transportation Security Act (MTSA). Maintain equipment in functional operating condition. Evaluate current and prospective uses of all port facilities and develop optimal utilization strategies for same. Ensure that all Port Operations, Maintenance & Security services and functions are performed in an efficient, cost-effective manner. Improve the physical condition of structures as well as the aesthetic appearance of port assets visible to the general public and surrounding

neighborhoods by coordination of a visual improvement program.

PROGRAM NAME: Seaport Security COST: $366,300

The Seaport Security activity involves provision of security services, security management and security oversight in compliance with Florida Seaport Security Regulations (per Florida Statue 311) and in compliance with the U.S. Maritime Transportation Security Act. This includes facility protection, deterrence of illegal activity, emergency response, security program planning and implementation, training, and monitoring of tenant/user compliance. In addition to the full-time port staff assigned to security functions (seaport security administrator and badging officer), port security includes 8 EPS contract security positions (1 site supervisor, 1 training officer and 6 guards) which are required by state and federal law to secure and patrol the port on a 24-hour-a-day, 365-day-per-year basis.

OBJECTIVES

Responsive, Customer-Oriented City Services Provide security to port area that is in compliance with the State of Florida Seaport Security Plan (when required by State Statute) and Federal

Maritime Transportation Security Act (MTSA). Ensure that all security services and functions are performed in an efficient, cost-effective manner. Ensure that seaport security functions are performed in a courteous, professional manner.


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19,000 19,000 19,000 9348 FUELS & LUBRICANTS 14,568 20,338 19,000




1,000 1,000 1,000 9340 PRINTING & BINDING 833 787 1,000 1,000 1,000 1,000 9339 POSTAGE 811 556 1,000







6,900 6,900 6,900 9130 WORKER'S COMPENSATION 0 0 0 0 0 0 9129 DEFERRED COMP PENS PLAN 6,643 7,112 6,900

4,900 4,900 4,900 9125 EXTRA PERSONAL SERVICES 246,171 250,129 276,900 276,900 276,900 276,900 9124 DEFERRED COMPENSATION 4,664 4,838 4,800



4,500 4,500 4,500 9118 MEDICARE PREMIUM 4,147 4,505 4,500


459,200 459,200 459,200 9112 OVERTIME 136 3,536 1,000 1,000 1,000 1,000 9111 SALARIES 430,784 460,312 459,300

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 403 - PORT FUND


FY 2008ACTUAL


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167,400 106,800 106,800

SUBTOTAL PORT FUND 1,806,244 2,059,168 2,326,700 2,296,700 2,226,100 2,142,600

SUBTOTAL NON-OPERATING 179,000 165,700 165,700

550,500 550,500 467,000 9992 ALLOCATED OVERHEAD(COST RECOVERY) 179,000 165,700 165,700 167,400 106,800 106,800

SUBTOTAL DEBT SERVICE 86,974 339,218 594,800

508,300 508,300 424,800 9772 INTEREST 57,974 57,368 53,300 42,200 42,200 42,200 9771 PRINCIPAL 29,000 281,850 541,500

0 0 0 SUBTOTAL CAPITAL OUTLAY 0 0 0 0 0 0

9666 OFFICE EQUIPMENT 0 0 0


9370 NON-CAPITALIZED ASSETS 1,470 0 5,600

0 0 0 9365 LANDFILL FEES 5,100 7,500 6,500 6,500 6,500 6,500 9360 MISCELLANEOUS 26 605 0

1,000 1,000 1,000 9357 OTHER CONTRACTUAL SERVICE 13,226 29,332 33,800 33,800 33,800 33,800 9355 AGRICULTURAL SUPPLIES 387 580 1,000

1,000 1,000 1,000 9354 CHEMICAL SUPPLIES 368 555 1,000 1,000 1,000 1,000 9349 CLOTHING SUPPLIES 799 282 1,000

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 403 - PORT FUND


FY 2008ACTUAL


- 333 -

0 0 0 SUBTOTAL PORT CONSTRUCTION-STATE 623,449 95,282 0 0 0 0


0 0 0 9669 CONST WORK IN PROGRESS 591,019 87,275 0 0 0 0

SUBTOTAL OPERATING EXPENSES 32,430 8,006 0

0 0 0 9342 TRAINING 0 305 0 0 0 0 9335 PROFESSIONAL SERVICES 0 7,701 0

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9333 REPAIRS & MAINTENANCE 32,430 0 0 0 0 0


FY 2008ACTUAL

FY 2009BUDGET

FUND - 403 - PORT FUND DEPARTMENT - 0620 - PORT CONSTRUCTIONFUNCTION - 540 - TRANSPORTATION COST CENTER - 062010 - PORT CONSTRUCTION-STATE


- 334 -


PORT OF PENSACOLA

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1076 - Port Director 1 C-05 1 C-05 1 C-051011 - Assistant Department Director (e) C-048035 - Port Business Development Manager 1 C-03 1 C-03 1 C-031066 - Seaport Security Administrator 1 C-02 1 C-02 1 C-028037 - Port Maintenance Worker 1 C-02 1 C-02 1 C-022003 - Administrative Officer III (b,c) GE-192018 - Cargo Operations Superintendent 1 GE-16 1 GE-16 1 GE-162004 - Administrative Officer II 1 (d) GE-15 (g) GE-15 GE-152008 - Operations Supervisor II 1 GE-13 1 GE-13 1 GE-132010 - Administrative Officer I (c,d) GE-112014 - Administrative Officer 1 GE-07 (i) GE-07 GE-076010 - Maintenance Worker III 1 GE-05 1 GE-05 1 GE-053005 - Clerk III 1 (a) GE-03 (h) GE-037002 - Maintenance Worker II 1 GE-03 1 GE-03 1 GE-033006 - Clerk II 1 (i) GE-02 1 GE-023008 - Clerk I 1 (h) GE-01 1 GE-01

Sub-Total 11 10 10

UNFUNDED POSITION TITLE1011 - Assistant Department Director 1 (e) C-04 (f) C-04

Sub-Total 1 Total 12 10 10

* Position budgeted in Financial Services; however, salary funded in Port.

(a) Transfer one (1) Clerk III (GE-03) from Financial Services to Port; 10/16/06.(b) Transfer one (1) Administrative Officer III (GE-19) from Financial Services to Port; 01/22/07.(c) Transfer one (1) Administrative Officer III (GE-19) from Port to Financial Services and one (1) Administrative Officer I (GE-11) from Financial Services to Port; 02/11/07.(d) Reclass one (1) Administrative Officer I (GE-11) to Administrative Officer II (GE-15) with adoption of FY 2008 Budget; 10/01/07.(e) Unfund one (1) Assistant Department Director (C-04) with adoption of FY 2008 Budget; 10/01/07.(f) Delete one (1) unfunded Assistant Department Director (C-04) with adoption of 30-Month Budget; 06/01/08.(g) Delete one (1) Administrative Officer II (GE-15) with adoption of 30-Month Budget; 06/01/08.(h) Transfer one (1) Clerk III (GE-03) from Port to Parks & Recreation/Parks and change title to Maintenance Worker II (GE-03) and transfer one (1) Maintenance Worker I (GE-02) from Parks & Recreation/Parks to Port and change title to Clerk I (GE-01); 06/01/08.(i) Transfer one (1) Administrative Account Clerk (GE-05) from Library to Port and change title to Clerk II (GE-02) and transfer one (1) Administrative Officer (GE-07) from Port to Library; 06/01/08.




- 335 -

PUBLIC WORKS

Total Positions: 41

BUDGET FINANCEADMINISTRATIVE OFFICER III (1)

ADMINISTRATIVEADMINISTRATIVE OFFICER I (1)

LEAD WORKER (1)EQUIP. OPERATOR II (2)MAINT. WORKER II (1)

RETENTION PONDS

LEAD WORKER (1)EQUIP. OPERATOR III (1)EQUIP. OPERATOR II (1)MAINT. WORKER II (2)

COLLECTION SYSTEM

STORMWATER OPERATION & MAINTENANCEOPERATION SUPERVISOR III (1)

STORMWATERPUMPING STATIONS

CONTRACT

LEAD WORKER (1)EQUIP. OPERATOR III (1)EQUIP. OPERATOR II (1)MAINT. WORKER II (1)

STREET CONSTRUCTIONOPERATION SUPERVISOR II (1)

LEAD WORKER (1)EQUIP. OPERATOR III (1)EQUIP. OPERATOR II (3)MAINTENANCE WORKER II (1)

HEAVY EQUIPMENT/ASPHALTOPERATION SUPERVISOR II (1)

STREETSSUPERINTENDENT (1)

LEAD WORKER (1)EQUIP. OPERATOR II (1)MAINT. WORKER II (1)

ROADWAY SIGNS & STRIPINGINSPECTION SERVICES

OPERATION SUPERVISOR II (1)

TRAFFIC/ELE CTRL TECH I (2)

TRAFFIC SIGNALSTRAFFIC/ELECTRICAL CTRL SUPERVISOR (1)

LEAD WORKER (1)

STREET SWEEPER OPERATOR (5)

STREET CLEANINGOPERATION SUPERVISOR II (1)

CONTRACTSRAILROAD SIGNALS

TRANSPORTATIONENGINEER (1)

PUBLIC WORKSDIRECTOR


- 336 -

DEPARTMENT BUDGET SUMMARY DEPARTMENT/UNIT NAME: Public Works FUND: 001/109


The Public Works Department will provide courteous and quality service, while maintaining the City’s infrastructure (i.e. streets, sidewalks, stormwater systems, street lighting, parking facilities, and traffic control devices).

Major Goals of the Department:

Protect the City’s investment in its roadway drainage and sidewalk facilities by the planning, implementation, and administration of maintenance, inspection and improvement programs. Protect the City’s natural resources in a manner compatible with policies, codes and regulations. Address stormwater problem related to both flooding and water quality issues. Provide for the safe and efficient movement of vehicles, pedestrians and bicycles over the streets and sidewalks of the City through the planning, implementation and administration of maintenance, inspection and improvement programs for all traffic control devices and street lights.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Downtown Parking Meters $ 99,572 0 0 0 Parking Garage 103,598 0 0 0 Secondary Road Maintenance 15,210 15,210 15,200 0 State Traffic Signal Maintenance 99,095 103,272 105,100 108,300 State Street Light Maintenance 122,257 122,257 129,700 133,600 Miscellaneous Revenue 34,139 25,535 52,500 52,500 Stormwater Utility Fee 1,880,308 1,884,382 1,909,000 2,059,500


OPERATING COSTS Personal Services $ 2,270,590 2,355,362 2,429,100 2,414,900 Operating Expenses 1,913,863 1,825,027 2,015,000 1,864,600 Capital Outlay 0 0 0 0

SUBTOTAL 4,184,453 4,180,389 4,444,100 4,279,500 Allocated Overhead/(Cost Recovery) 0 209 500 209,500 175,700



- 337 -

DEPARTMENT BUDGET SUMMARY DEPARTMENT/UNIT NAME: Public Works FUND: 001/109

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

General Fund Administration $ 349,548 0 0 0 Administration Daily Operation 0 305,350 295,600 358,300 Inspection Services 0 19,642 20,800 28,000 Parades 0 56,933 23,800 35,000 Street Daily Operation 0 520,366 543,400 413,200 Street Operation & Maintenance 652,491 0 0 0 Traffic Miscellaneous 0 71,545 75,800 60,700 Traffic Signage 0 153,434 126,700 169,200 Traffic Signalization 1,328,282 0 0 0 Traffic Signals & Street Lighting 0 945,843 1,045,500 1,066,000 Traffic Striping 0 56,933 60,300 63,900

General Sub-Total 2,330,321 2,130,046 2,191,900 2,194,300

Stormwater Utility Fund Administration Stormwater/Street Sweeping 0 291,085 343,800 210,200 Stormwater 1,219,463 0 0 0 Stormwater Miscellaneous 0 45,240 47,800 80,700 Stormwater Operation & Maintenance 0 1,092,464 1,095,000 1,138,500 Street Cleaning 634,670 0 0 0 Street Sweeping Operation & Maintenance 0 621,553 765,600 655,800

Subtotal 1,854,133 2,050,342 2,252,200 2,085,200 Allocated Overhead/(Cost Recovery) 0 209,500 209,500 175,700

Stormwater Sub-Total 1,854,133 2,259,842 2,461,700 2,260,900

TOTAL $ 4,184,454 4,389,889 4,653,600 4,455,200


- 338 -


DEPARTMENT/UNIT NAME: Public Works FUND: 001 PROGRAM NAME: Administration Daily Operations COST: $ 358,300

This program encompasses planning, coordinating and directing of daily streets and traffic activities of the Public Works department. Elements of this program include: responding to citizen complaints, dispatch services, recruitment and employment, payroll administration, records and information management, budget management, capital planning, preparation of related reports/studies, engineering in-house reviews associated with new development, training and code enforcement as it pertains to Public Works. Public Works also provides the contractual services associated with the annual maintenance contract for FDOT Right-of-Ways within the Pensacola City limits. This service is provided the City’s Parks and Recreation Department as part of the City overall program for improving the general appearance of public roadways.

OBJECTIVES

Financially Sound, Sustainable Government Maintain a quick response time to requests and complaints to ensure customer satisfaction is maintained. Communicate with other agencies to better assist the City with State and Federal mandates.

Responsive, Customer-Oriented City Services Maintain a quick response time to requests and complaints to ensure customer satisfaction is maintained. Communicate with other agencies to better assist the City with State and Federal mandates.

Strong, Livable Neighborhoods Coordinate with other City departments to provide assistance as needed.

FUTURE ISSUES

Coordinate with the City’s Economic and Community Development Section of the City’s operation with regard to future planning of major infrastructure improvements.


- 339 -


DEPARTMENT/UNIT NAME: Public Works FUND: 001 PROGRAM NAME: Inspection Services COST: $ 28,000

Included under this program is the required construction inspection services associated with street and sidewalk rehabilitation projects for the Public Works department. Also the inspection of permitted driveways by Building Inspections is preformed by Public Works to ensure that the integrity of the roadway is maintained due the construction of residential and commercial building units.

OBJECTIVES

Responsive, Customer-Oriented City Services To provide timely and efficient inspection services that protect the safety of the general public and ensures that all construction meets project

specifications and provides a safe transportation system for pedestrians and vehicles.

PROGRAM NAME: Parades COST: $ 35,000

This program is the cost to provide the required equipment and manpower to deploy 1300 crowd control type barricades during major events in the downtown area of Pensacola along the parade route. Based on the size of the crowd and the need to keep parade goers a safe distance back from moving floats the placement of parade barricades is a necessary safety precaution to protect the general public and limit potential liability issues.

OBJECTIVES

Responsive, Customer-Oriented City Services The continued support of traditional downtown parades in an effort to draw the general population downtown and provide a source of revenue for

non-profit organizations.


- 340 -


DEPARTMENT/UNIT NAME: Public Works FUND: 001 PROGRAM NAME: Street Daily Operations COST: $ 413,200 Included under this program is the maintenance of over 326 miles of existing paved roadways, over 600 miles of curb and gutter and the emergency repair of existing sidewalks. This program covers grading dirt roads and picking up and hauling salvage to the landfill. Also, Public Works provides assistance to the Parks and Recreation department on a weekly basis by cleaning of the City’s seven boat ramps along with other assistance to City Engineering, Sanitation, Police Department, CRA and ESP as requested.

OBJECTIVES

Responsive, Customer-Oriented City Services Responding to customer requests and complaints in a timely manner to ensure customer satisfaction. To maintain, inspect and repair the existing roadway system to provide safe travel along City roadways and sidewalks. To assist other Departments with infrastructure repairs.

FUTURE ISSUES

The continued increase in construction material such as concrete, asphalt and steel has had a dramatic effect on the cost of maintaining the City’s infrastructure.

PROGRAM NAME: Traffic Miscellaneous COST: $ 60,700

This program is a combination of several tasks related to effective traffic management 1.) Utility locates (spots) for all traffic control and street lighting facilities within public right-of-ways, as required by Sunshine One Call Network. 2.) Traffic claming efforts, working toward effective neighborhood traffic control and claming. 3.) Intelligent Transportation Systems defined as the development of improved traffic signal operations with implementation of advanced traffic control systems. 4.) Transportation planning and coordination with area transportation organizations related to future transportation needs. 5.) Also administered within this program are the contractual requirements associated with railroad crossing signals.

OBJECTIVES


The protection of existing electrical/traffic infrastructure associated with utility construction within the public rights-of-ways. Coordination with other local governments with regard to future transportation projects thereby providing improved roadway systems for the

general public.

FUTURE ISSUES

Initiate the development of improved traffic signal operation with the implementation of advanced control systems (ITS). Working with the City’s Community Development department on establishing a railroad quiet zone within the City. The man-hours required to comply with utility locates is significant and has increased each year as State Law has become more far-reaching. Will

need to address this issue with additional position in the signal shop in the future.


- 341 -


DEPARTMENT/UNIT NAME: Public Works FUND: 001 PROGRAM NAME: Traffic Signage COST: $ 169,200

This program encompasses the City's efforts to maintain the existing 10,000 street markers and traffic control signs, as per MUTCD and FDOT standards. Their proper use, maintenance and placement are required to avoid liability issues and public safety concerns.

OBJECTIVES

Responsive, Customer-Oriented City Services Provide 24-hour repair service to damaged or stolen traffic control signs and street markers. To maintain the City’s traffic signs in an acceptable condition and in accordance to the Manual of Uniform Traffic Control Devices.

Strong, Livable Neighborhoods Continue to coordinate with Escambia County and the Florida Department of Transportation on joint traffic operation issues. Work toward effective neighborhood traffic control.

FUTURE ISSUES

The recent decrease in staff has eliminated the City’s ability to create traffic signage in-house; therefore all new material will be provided by vendors. Standard signage should not be an issue; however custom signage can be provided by only one vendor into the local area.


- 342 -


DEPARTMENT/UNIT NAME: Public Works FUND: 001 PROGRAM NAME: Traffic Signals & Street Lighting COST: $ 1,066,000

This program encompasses the City's efforts to maintain the existing 150 traffic signals devices and the 1500 City owned street lights within the City of Pensacola. This also includes the maintenance of traffic signals installed along State Highways, for which the City has maintenance responsibility.

OBJECTIVES

Responsive, Customer-Oriented City Services Ensure excellence in providing professional traffic engineering services. Provide 24-hour repairs to malfunctioning traffic signals. Maintain the proper coordination and actuation on City traffic signals.

Strong, Livable Neighborhoods Continue to coordinate with Escambia County and the Florida Department of Transportation on joint traffic operation issues. Work toward effective neighborhood traffic control. Provide a consistent, effective street lighting system.

FUTURE ISSUES

An effort will be undertaken to include all City signal installation in the Computerized Signal System. Pursue roadway projects through the Technical Coordinating Committee of the Metropolitan Planning Organization to improve the highway system

within the City. The future cost of electrical energy is of major concerns with regard to this program. Currently the annual cost for electricity for traffic signals is

$60,000 and street lighting annual cost is $730,000 for a total of $790,000. A rate increase of 15% in the cost for electrical energy last fiscal year resulted in a major budget shortfall for this program. Additional street lighting coupled with additional rate increases will result in another shortfall.

PROGRAM NAME: Traffic Striping COST: $ 63,900

This program encompasses the City's efforts to maintain the existing street pavement markings along local collectors, arterials and major intersections. Included under this program are services related to the markings of existing parking spaces within the downtown area. All work under this program is per MUTCD and FDOT standards. All pavement markings are now thermoplastic, which has a substantially longer design life than paint.

OBJECTIVES

Responsive, Customer-Oriented City Services Maintenance as required to ensure that pedestrian crosswalks, travel lanes and designated turn lane are properly marked; thereby providing a

safe roadway system for both pedestrians and vehicles. To maintain the City’s traffic pavement markings in an acceptable condition and in accordance to the Manual of Uniform Traffic Control Devices.

Strong, Livable Neighborhoods Work toward effective neighborhood traffic control.


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DEPARTMENT/UNIT NAME: Public Works FUND: 109 PROGRAM NAME: Administration Stormwater/Street Sweeping COST: $ 210,200

This program encompasses the planning, coordination and directing of the daily stormwater activities of the Public Works department. Elements of this program includes: responding to citizen complaints, dispatch services, recruitment and employment, payroll administration, records and information management, budget management, capital planning, preparation of related reports/studies, engineering in-house reviews associated with new development, training and code enforcement as it pertains to Public Works. The Public Works Department is responsible for the planning and funding of the City’s Stormwater Capital Projects. The combining of responsibilities for stormwater management operations and capital management has provided a more effective and comprehensive approach to stormwater management.

OBJECTIVES

Financially Sound, Sustainable Government Improve the overall operation by better coordinating the administration functions. Administer the City’s Consultant Contract associated with stormwater design.

Responsive, Customer-Oriented City Services Maintain a quick response time to requests and complaints to ensure customer satisfaction is maintained. Communicate with other agencies to better assist the City with State and Federal mandates.

Strong, Livable Neighborhoods Coordinate with other City departments to provide assistance as needed. Response to illicit point source discharges in compliance with NPDES.

FUTURE ISSUES

Development of a Stormwater Capital Program that provides the maximum benefits to the citizens of Pensacola, and address both quantity and quality issues and protects the area’s natural resources.

The implementation of additional stormwater requirements in the form of TMDL, will continue to increase the City efforts with regard to improving water quality.


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DEPARTMENT/UNIT NAME: Public Works FUND: 109 PROGRAM NAME: Stormwater Miscellaneous COST: $ 80,700 This program is a combination of several tasks related to effective stormwater management 1.) Public Education, by continued coordination with Escambia County and the Bay Area Resource Council (BARC) related to common goals of decreasing pollution. 2.) Preparation of annual summary reports to EPA and FDEP regarding the City’s efforts related to satisfaction of existing permit requirements. 3.) Coordination with FDOT regarding State highway maintenance and new construction projects within the City and their impacts on existing stormwater facilities and water quality.

OBJECTIVES

Responsive, Customer-Oriented City Services The protection of existing stormwater infrastructure within the public rights-of-ways and on public lands. Coordination with other local governments with regard to future transportation projects thereby providing improved drainage systems for the

general public. Environmental permit requests

FUTURE ISSUES

Continued compliance with U.S. EPA NPDES permit requirements.


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DEPARTMENT/UNIT NAME: Public Works FUND: 109 PROGRAM NAME: Stormwater Operations & Maintenance COST: $ 1,138,500

Under this program the ongoing operation/maintenance of 54 retention ponds, 59 stormwater treatment units, 10 drainage ditches, stormwater collection piping, and over 2100 drainage inlets is addressed. The workload has increased dramatically with an increased emphasis on the environmental aspects of stormwater management. Maintaining both physical and environmental requirements, this section routinely inspects all 54 holding ponds and 10 ditches weekly, cuts grass, small trees, fence lines, ditches, washouts and re-seeding of bare spots on an as needed basis. Also under this program the City operates and maintains five stormwater pumping stations that require weekly inspections and are placed into service as required to pump down retention ponds in the event of threatening severe weather, and makes repairs to stormwater infrastructure facilities.

OBJECTIVES

Responsive, Customer-Oriented City Services Responding to customer requests and complaints in a timely manner to ensure customer satisfaction. To maintain, inspect and repair the existing stormwater system so as to provide safe travel along City roadways and protect the environment. To make stormwater ponds and treatment structures more efficient thus improving stormwater quality. Repair & replace stormwater infrastructures. To assist other Departments with infrastructure repairs.

FUTURE ISSUES

The continued increase in construction material such as concrete, asphalt and steel has had a dramatic effect on the cost of maintaining the City’s infrastructure.

Forthcoming stormwater requirements NPDES and TMDL will place a heavier workload on this section requiring additional resources to meet future demands.


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DEPARTMENT/UNIT NAME: Public Works FUND: 109 PROGRAM NAME: Street Sweeping Operations & Maintenance COST: $ 655,800

Street Sweeping is responsible for the cleaning of City streets once per week in the downtown area and residential areas are currently being maintained on a four to six week cycle. In conjunction with stormwater quality efforts, the activity sweeps the area adjacent to Bayou Texar on a bi-weekly schedule during the spring and fall seasons. Service is also provided by this activity for special events cleanup, support to City maintenance crews and emergency response calls. In addition to the 326 miles of City roadways that are swept each 4 to 6 weeks. Also assistance is provided to the Sanitation department with regard to conducing STEP programs 10 times a year.

OBJECTIVES

Responsive, Customer-Oriented City Services To provide, to the greatest degree possible, an aesthetic and clean environment to the citizens of the City of Pensacola and the business

community through an enhanced sweeping program, in keeping with Stormwater Management. To maintain increased frequency of sweeping in order to minimize maintenance of retention ponds and catch basins.

FUTURE ISSUES

Continued evaluation of various sweeping methods.


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DEPARTMENT - 0410 - PUBLIC WORKS

825,900 825,900 825,900 9347 UTILITIES 675,878 718,713 823,800


2,200 600 600 9343 DUES, SUBS, & MEMBERSHIPS 817 960 1,200 1,200 1,200 1,200 9342 TRAINING 1,634 4,177 2,300


200 200 200 9339 POSTAGE 1,492 1,214 700 700 700 700 9338 ADVERTISING 1,492 637 200

54,000 54,000 54,000 9337 TRANSPORTATION (11) 728 500 500 500 500 9336 COMMUNICATION 75,335 70,088 63,200

11,800 6,800 6,800 9335 PROFESSIONAL SERVICES 273 568 2,000 2,000 500 500 9334 SMALL TOOLS & MINOR EQUIP 5,131 6,194 12,000


904,600 873,400 908,400 9331 OFFICE SUPPLIES 2,064 1,619 1,300 1,300 1,300 1,300

SUBTOTAL PERSONAL SERVICES 1,040,460 928,912 847,900

0 0 0 9133 FLORIDA RETIREMENT SYSTEM 7,019 25,735 28,800 29,100 29,100 29,100 9131 UNEMPLOYMENT 905 0 0

0 0 0 9130 WORKER'S COMPENSATION 19,171 22,463 8,000 14,700 14,700 14,700 9129 DEFERRED COMP PENS PLAN 4,124 195 0



0 0 0 9120 SOCIAL SECURITY 3,838 14,137 15,000 14,300 14,300 14,300 9119 ADDITIONAL REGULAR PAY 150 1,109 0

0 0 0 9118 MEDICARE PREMIUM 6,970 6,833 6,100 6,400 6,400 6,400 9117 ADDITIONAL PENSION 2,843 2,839 3,900



FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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2,747,600 2,159,300 2,194,300 SUBTOTAL PUBLIC WORKS 2,330,320 2,130,046 2,191,900


9667 ROAD EQUIPMENT 0 0 0

1,324,500 1,285,900 1,285,900 9665 MACHINERY & EQUIPMENT 0 0 0 180,000 0 0

SUBTOTAL OPERATING EXPENSES 1,289,860 1,201,134 1,344,000

9,400 9,400 9,400 9370 NON-CAPITALIZED ASSETS 5,226 0 0 0 0 0 9365 LANDFILL FEES 3,794 7,000 9,400


100 100 100 9355 AGRICULTURAL SUPPLIES 800 415 800 800 800 800 9354 CHEMICAL SUPPLIES 100 0 100

100 100 100 9352 METER PARTS & SUPPLIES 2,113 0 2,500 2,000 2,000 2,000 9351 MED & FIRST AID SUPPLIES 0 17 100


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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DEPARTMENT - 1091 - PUBLIC WORKS/STORMWATER O&M

7,300 7,300 7,300 9349 CLOTHING SUPPLIES 7,320 5,595 7,300



6,000 4,500 4,500 9343 DUES, SUBS, & MEMBERSHIPS 1,104 500 1,000 1,000 700 700 9342 TRAINING 5,785 5,678 6,000


1,000 1,000 1,000 9339 POSTAGE 865 323 900 900 400 400 9338 ADVERTISING 845 1,056 1,000



1,000 900 900 9333 REPAIRS & MAINTENANCE 52,703 57,336 60,000 60,000 52,000 52,000 9332 OPERATING SUPPLIES 906 666 1,000

1,188,500 1,108,400 1,108,400 9331 OFFICE SUPPLIES 2,064 631 2,000 2,000 1,200 1,200

SUBTOTAL PERSONAL SERVICES 877,183 1,032,138 1,184,400

0 0 0 9133 FLORIDA RETIREMENT SYSTEM 2,037 7,360 11,800 11,900 7,300 7,300 9130 WORKER'S COMPENSATION 493 6,670 0

9,000 5,500 5,500 9128 DIFFERENTIAL PAY 0 0 0 0 0 0 9125 EXTRA PERSONAL SERVICES 6,699 8,189 6,700






FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 109 - STORMWATER UTILITY FUND


FY 2008ACTUAL


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DEPARTMENT - 1091 - PUBLIC WORKS/STORMWATER O&M

1,615,900 1,496,000 1,496,000 SUBTOTAL PUBLIC WORKS/STORMWATER O&M 1,200,354 1,430,392 1,601,500

105,800 87,800 87,800 SUBTOTAL NON-OPERATING 0 104,800 104,800 105,800 87,800 87,800

9992 ALLOCATED OVERHEAD(COST RECOVERY) 0 104,800 104,800


9370 NON-CAPITALIZED ASSETS 367 0 0

1,000 500 500 9365 LANDFILL FEES 7,646 11,560 10,000 10,000 5,000 5,000 9360 MISCELLANEOUS 995 914 1,000

4,000 4,000 4,000 9357 OTHER CONTRACTUAL SERVICE 44,800 36,448 44,000 44,000 44,000 44,000 9355 AGRICULTURAL SUPPLIES 4,009 4,999 4,000

200 0 0 9353 PIPE FITTINGS & HYDRANTS 2,828 0 3,000 3,000 600 600 9351 MED & FIRST AID SUPPLIES 0 0 200

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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DEPARTMENT - 1091 - PUBLIC WORKS/STREET CLEANING

2,200 1,400 1,400 9360 MISCELLANEOUS 914 914 2,200

2,400 2,400 2,400 9357 OTHER CONTRACTUAL SERVICE 41 180 1,400 1,400 1,400 1,400 9349 CLOTHING SUPPLIES 2,733 1,598 2,400

1,000 1,000 1,000 9348 FUELS & LUBRICANTS 46,804 63,984 53,200 53,200 53,200 53,200 9347 UTILITIES 0 0 1,000


600 600 600 9343 DUES, SUBS, & MEMBERSHIPS 0 175 200 200 100 100 9342 TRAINING 390 787 600

500 500 500 9341 RENTALS 89 0 0 0 0 0 9340 PRINTING & BINDING 0 97 500


2,200 2,200 2,200 9335 PROFESSIONAL SERVICES 172 290 100 100 100 100 9334 SMALL TOOLS & MINOR EQUIP 0 382 2,200

800 700 700 9333 REPAIRS & MAINTENANCE 12,039 12,752 18,100 18,100 18,100 18,100 9332 OPERATING SUPPLIES 721 398 800

403,700 398,100 398,100 9331 OFFICE SUPPLIES 484 78 500 500 300 300


0 0 0 9133 FLORIDA RETIREMENT SYSTEM 1,046 3,757 2,100 3,300 3,300 3,300 9130 WORKER'S COMPENSATION (25,139) 10,426 10,900

2,700 2,700 2,700 9129 DEFERRED COMP PENS PLAN 5,294 5,523 5,200 5,400 5,400 5,400 9123 DISABILITY/SURV INSURANCE 2,695 2,743 2,400


0 0 0 9120 SOCIAL SECURITY 660 2,320 1,200 1,700 1,700 1,700 9119 ADDITIONAL REGULAR PAY 0 2,051 0

0 0 0 9118 MEDICARE PREMIUM 3,783 3,915 3,400 3,700 3,700 3,700 9117 ADDITIONAL PENSION 51 (1) 300



FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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DEPARTMENT - 1091 - PUBLIC WORKS/STREET CLEANING

1,143,000 764,900 764,900 SUBTOTAL PUBLIC WORKS/STREET CLEANING 653,779 829,450 860,200

105,700 87,900 87,900 SUBTOTAL NON-OPERATING 0 104,700 104,700 105,700 87,900 87,900



9667 ROAD EQUIPMENT 0 0 0



98,400 14,900 14,900 9370 NON-CAPITALIZED ASSETS 367 0 0 0 0 0 9365 LANDFILL FEES 89,144 83,841 98,400

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED



FY 2008ACTUAL


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39,100 2,120,700 2,120,700 SUBTOTAL STORMWATER CAPITAL FUND 5,774,685 1,044,582 1,984,000

39,100 61,200 61,200 SUBTOTAL NON-OPERATING 3,337,167 38,700 38,700 39,100 61,200 61,200


0 1,859,500 1,859,500 9991 TRANSFERS 3,337,167 0 0 0 0 0

SUBTOTAL CAPITAL OUTLAY 2,178,919 774,363 1,785,300

0 0 0 9669 CONST WORK IN PROGRESS 2,003,204 774,363 1,785,300 0 1,859,500 1,859,500 9661 LAND 175,715 0 0

0 0 0 SUBTOTAL OPERATING EXPENSES 255,981 231,519 160,000 0 200,000 200,000

9357 OTHER CONTRACTUAL SERVICE 131,803 227,254 0

0 0 0 9349 CLOTHING SUPPLIES 87 0 0 0 0 0 9348 FUELS & LUBRICANTS 1,044 0 0

0 0 0 9342 TRAINING 21 0 0 0 0 0 9341 RENTALS 0 0 0

0 200,000 200,000 9338 ADVERTISING 97 146 0 0 0 0 9335 PROFESSIONAL SERVICES 100,196 4,118 160,000

0 0 0 9333 REPAIRS & MAINTENANCE 22,732 0 0 0 0 0

SUBTOTAL PERSONAL SERVICES 2,618 0 0

0 0 0 9123 DISABILITY/SURV INSURANCE 18 0 0 0 0 0 9122 REPLACEMENT BENEFIT PGM 96 0 0

0 0 0 9121 GROUP INSURANCE 0 0 0 0 0 0 9118 MEDICARE PREMIUM 25 0 0

0 0 0 9114 GENERAL PENSION FUND 654 0 0 0 0 0 9113 LONGEVITY 0 0 0

0 0 0 9112 OVERTIME 1,825 0 0 0 0 0 9111 SALARIES 0 0 0

FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 329 - STORMWATER CAPITAL FUND


FY 2008ACTUAL


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PUBLIC WORKS

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1082 - Public Works Director 1 C-05 * 1 C-05 * 1 C-05 *8042 - Streets Superintendent 1 C-04 * 1 C-04 * 1 C-04 *1012 - Transportation Engineer 1 C-04 * 1 C-04 * 1 C-04 *2022 - Senior Administrative Officer III 1 GE-21 * (f) GE-212003 - Administrative Officer III 1 (f) GE-19 * 1 GE-19 *2033 - Traffic/Electrical Control Supervisor 1 GE-17 1 GE-17 1 GE-174080 - Traffic/Electrical Control Technician II 1 GE-15 (g) GE-152027 - Operations Supervisor III 1 GE-15 * 1 GE-15 * 1 GE-15 *2008 - Operations Supervisor II 4 GE-13 * 4 GE-13 * 4 GE-13 *4082 - Traffic/Electrical Control Technician I 1 GE-12 2 (g) GE-12 2 GE-122010 - Administrative Officer I 1 GE-11 * 1 GE-11 * 1 GE-11 *4016 - Electrician 1 GE-11 * (e) GE-114085 - Traffic Engineering Technician 1 GE-09 (e) GE-096009 - Lead Worker 7 (a) GE-09 * 6 (e) GE-09 * 6 GE-09 *6035 - Street Sweeper Operator 5 (b) GE-07 * 5 GE-07 * 5 GE-07 *6004 - Equipment Operator III 4 GE-07 * 3 (h) GE-07 * 3 GE-07 *3003 - Administrative Account Clerk (c)

6013 - Equipment Operator II 7 GE-05 * 8 (h) GE-05 * 8 GE-05 *7002 - Maintenance Worker II 9 GE-03 * 8 (e) GE-03 * 6 (i) GE-03 *

Sub-Total 47 43 41

UNFUNDED POSITION TITLE3003 - Administrative Account Clerk 1 (c) GE-05 * (d) GE-05

Sub-Total 1 - - Total 48 43 41 NOTE: Throughout the City, lower range positions may be paid from higher range positions.

* Partially or fully funded from Stormwater Utility Fee Fund.

(a) Upgrade Lead Worker from GE-08 to GE-09 with adoption of FY 2008 Budget; 10/01/07.(b) Delete one (1) Street Sweeper Operator (GE-07) with adoption of FY 2008 Budget; 10/01/07.(c) Unfund one (1) Administrative Account Clerk (GE-05) with adoption of FY 2008 Budget; 10/01/07.(d) Delete one (1) unfunded Administrative Account Clerk (GE-05) with adoption of 30-Month Budget; 06/01/08.

(f) Change title of one (1) Senior Administrative Officer III (GE-21) to Administrative Officer III (GE-19) with adoption of FY 2009 Budget; 10/01/08.(g) Change title of one (1) Traffic/Electrical Control Technician II (GE-15) to Traffic/Electrical Control Technician I (GE-12) with adoption of FY 2009 Budget, 10/01/08.(h) Change title of one (1) Equipment Operator III (GE-07) to Equipment Operator II (GE-05) with adoption of FY 2009 Budget; 10/01/08.(i) Delete two (2) Maintenance Worker II (GE-03) with adoption of FY 2010 Budget; 10/01/09.

(e) Delete one (1) Electrician (GE-11), one (1) Traffic Engineering Technician (GE-09), one (1) Lead Worker (GE-09) and one (1) Maintenance Worker II (GE-03) with adoption of 30-Month Budget; 06/01/08.



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CAPITAL OUTLAY


* ** *

* ** ** ** ** *

* *


FY 2010APPROVED

0000

000

0000

00

0

FY 2010RECOMMENDED

FY 2010 REQUESTED

SUBTOTAL PUBLIC WORKS 518,500 0 0

672240 #506-00--00 CROWN VICTORIA 18,500 0SUBTOTAL 9667: ROAD EQUIPMENT: 338,500 0

672237 #509--97 FORD BUCKET TRUCK 26,500 0672238 #507--00 FORD UTILITY TRUCK 21,500 0

672226 #156--98 INTL DUMP TRUCK 85,000 0672229 #159--93 MACK TRACTOR TRUCK 80,000 0

672218 #134--96 FORD UTILITY TRUCK 21,500 0672223 #150--01 DODGE UTILITY TRUCK 18,500 0

672213 #117--89 FORD F600 STAKE BED 17,500 0672214 #118--95 FORD FLATBED 21,500 0

9667: ROAD EQUIPMENT672208 #111-09--09 FORD F350 FLATBED TRUCK 28,000 0

652208 #199 - ASV POSITRAK CAT 85,000 0SUBTOTAL 9665: MACHINERY & EQUIPMENT: 180,000 0

9665: MACHINERY & EQUIPMENT652200 #179--95 BACKHOE 95,000 0


ACCT / TITLE


- 356 -

CAPITAL OUTLAY

* *


0

0

FY 2010APPROVED

00

00


SUBTOTAL STREET CLEANING 270,000 0

672301 #151--96 DUMP TRUCK 85,000 0SUBTOTAL ROAD EQUIPMENT 85,000 0


9665: MACHINERY & EQUIPMENT 652307 #149-09--09 STREET 185,000 0

FUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 109200 - STREET CLEANING

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDED

FUND - 109 - TOTAL STORMWATER UTILITY FUND DEPARTMENT - 1091 - STORMWATER


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SANITATION SERVICES AND FLEET MANAGEMENT

Total Positions: 65* Two (2) positions are funded by Sanitation Services & Fleet Management; however, chain of command and supervision retained in Community Development/Inspection Services Division.

ADMINISTRATIVE OFFICER (1)CUSTOMER SERVICE REPRESENTATIVE I (1)

BUDGET & CUSTOMER SERVICEADMINISTRATIVE OFFICER III (1)

ADMINISTRATIONADMINISTRATIVE OFFICER (1)

OPER. SUPERVISOR II (1)MASTER MECHANIC (10)AUTO BODY/FENDER PAINTERREPAIR WORKER II (1)

GENERAL MAINTENANCE& BODY SHOP

OPER. SUPERVISOR II (1)VEHICLE PROCUREMENTSPECIALIST (1)ADMINISTRATIVE OFFICER I (1)

PARTS ROOMFUEL STATION

CENTRAL GARAGE/MAINTENANCESHOP MANAGER (1)

FLEET MANAGEMENTASST. SANITATION SVCS & FLEET MGMT DIRECTOR (1)

SANIT. EQUIP. OPERATOR II (10)SANIT. EQUIP. OPERATOR I (1)

RESIDENTIAL GARBAGE COLLECTIONOPER. SUPERVISOR II (2)

SANIT. EQUIP. OPERATOR II (12)

TRASH/BULK WASTE COLLECTIONOPER. SUPERVISOR II (1)

SANIT. EQUIP. OPERATOR II (3)

TRANSFER STATION

SANITATION OPERATIONS ADMINISTRATIVE OFFICER III (1)

ADMINISTRATIONADMINISTRATIVE OFFICER (1)

SANIT. EQUIP. OPERATOR II (1)MAINTENANCE WORKER II (1)MAINTENANCE WORKER I (1)

LOT CLEANINGOPER. SUPERVISOR II (1)

ENFORCEMENT OFFICER III (4)

FIELD ENFORCEMENTENFORCEMENT OFFICER SUPER. II (1)

CODE ENFORCEMENT SPECIALIST (1) *

ZONING/HOUSINGSR. ADMINISTRATIVE OFFICER I (1) *

CODE ENFORCEMENT ADMINISTRATIVE OFFICER IV (1)

SANITATION SERVICES & FLEETMANAGEMENT DIRECTOR


- 358 -


DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402/504 DEPARTMENT DESCRIPTION

Sanitation Services & Fleet Management is responsible for providing dependable, efficient sanitation services to City residents and business establishments through Residential Garbage/Recycling and Trash Collection and Code Enforcement. The department is also responsible for operation of the Central Garage, which is charged with the responsibility of maintaining the City's fleet as required for various municipal services - from acquisition to final disposition.

REVENUE SUMMARY


BEGINNING FUND BALANCE $ 559,759 1,454,476 229,100 190,100

REVENUES:SANITATION CHARGES Residential Refuse Container Charges 4,553,550 4,787,981 4,800,000 4,765,000 Bulk Item Collection Charges 225,639 207,668 206,900 209,000 Business Refuse Container Charges 185,311 199,062 200,000 205,000 New Accounts/Transfer Fees 73,620 77,780 75,000 75,000 Fuel Surcharge 174,769 398,006 500,000 500,000 Miscellaneous 21,261 20,618 27,500 20,000 Interest Income 52,912 25,225 25,000 1,000 Sale of Assets 13,635 35,415 20,000 20,000SUB-TOTAL 5,300,697 5,751,755 5,854,400 5,795,000

CODE ENFORCEMENT CHARGES Franchise Fees 895,284 777,378 875,000 780,000 Lot Cleaning Program (FY Cash Balance) 31,271 45,077 50,000 45,000SUB-TOTAL 926,555 822,455 925,000 825,000

Code Enforcement Zoning/Housing 0 63,675 60,000 60,000 Code Enforcement Violations 0 50,478 0 0SUB-TOTAL 0 114,153 60,000 60,000

Lien Amnesty 0 22,620 0 0SUB-TOTAL CODE ENFORCEMENT REVENUES 926,555 959,228 985,000 885,000

TRANSFER IN - Hurricane Damage Fund 552,500 0 0 0TRANSFER IN - Special Assessment Fund (Lien Amnesty) 0 161,708 0 0SUB-TOTAL SANITATION SERVICES REVENUES 6,779,752 6,872,691 6,839,400 6,680,000

CHARGES FOR SERVICES - Central Garage 1,456,290 1,240,255 1,329,100 1,464,200TOTAL REVENUES AND FUND BALANCE $ 8,795,801 9,567,422 8,397,600 8,334,300


- 359 -


DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402/504 BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 4,277,582 4,329,579 4,388,500 4,280,900 Operating Expenses 2,883,393 2,883,675 3,337,800 3,126,000 Capital Outlay 214,243 911,984 11,200 110,300

SUBTOTAL 7,375,218 8,125,238 7,737,500 7,517,200 Capital Accumulation 0 0 0 269,500 Allocated Overhead/(Cost Recovery) 564,600 650,400 650,400 528,300 Grants & Aids 28,264 30,264 9,700 19,300

TOTAL $ 7,968,082 8,805,902 8,397,600 8,334,300

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Sanitation Fund Administration $ 0 557,204 503,400 517,600 Code Enforcement - Administration/Board 0 249,194 307,900 300,300 Code Enforcement - Field Enforcement 0 424,228 369,400 373,500 Code Enforcement - Lot Crew 0 205,091 274,400 275,700 Code Enforcement – Zoning/Housing 0 160,414 220,200 194,200 Code Enforcement Program 770,703 0 0 0 Residential Garbage Collection 2,822,329 3,033,933 3,268,500 0 Residential Garbage/Recycling Collection 0 0 0 2,965,500 Transfer Station Operation 664,517 0 0 0 Trash Collection 1,653,986 0 0 0 Yard Trash/Bulk Waste Collection & Transfer Station 0 2,253,360 1,464,600 1,426,200

Subtotal 5,911,535 6,883,424 6,408,400 6,053,000 Debt Service - Capital Accumulation 0 0 0 269,500 Allocated Overhead/(Cost Recovery) 564,600 650,400 650,400 528,300 Grants & Aids 28,264 30,264 9,700 19,300

Sanitation Sub-Total $ 6,504,399 7,564,088 7,068,500 6,870,100


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ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Central Services Fund * Central Garage $ 1,463,684 0 0 0 Garage Administration 0 211,095 257,600 259,200 Garage Operations 0 832,042 847,000 975,900 Parts & Fuel Operation 0 198,677 224,500 229,100

Central Services Sub-Total 1,463,684 1,241,814 1,329,100 1,464,200

TOTAL $ 7,968,083 8,805,902 8,397,600 8,334,300

* Internal Service Fund


- 361 -


DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Administration COST: $ 517,600

The function of Administration is to oversee the daily operations of Residential Garbage/Recycling Collection, Yard Trash/Bulk Waste Collection, Transfer Station, Code Enforcement and Fleet Management.

OBJECTIVES

Financially Sound, Sustainable City Government To provide program administration, planning and budgeting for the department. To provide City residents with the highest level of services at the most reasonable cost while complying with all state and federal environmental

and full cost accounting requirements. Administer the commercial hauler franchise system.

Responsive, Customer-Oriented City Services Provide quality customer service and complaint resolutions.

FUTURE ISSUES

Work with Escambia County to evaluate and enhance the curbside recycling program. Establish effective procedures for monitoring and auditing the activities of commercial solid waste franchises.


- 362 -


DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Code Enforcement - Administration/Board COST: $ 300,300

The function of the Code Enforcement Administration/Board is to provide oversight to the city’s code enforcement programs. Code Enforcement Officers are utilized to enforce City Ordinances and State Statutes related to care of premises, abandoned vehicles, overgrown lots, etc. The activity is also responsible for cleaning overgrown properties found in violation if the property owners fail to comply with city code to bring the property into compliance. Code Enforcement also prepares the agenda for the Code Enforcement Board meetings and is responsible for all administrative functions involved in the meeting process. This activity also monitors all franchised haulers operating within the City of Pensacola.

OBJECTIVES

Strong, Livable Neighborhoods To efficiently enforce all City ordinances and State statutes that pertain to health and sanitation concerns. To process code cases referred to the Code Enforcement Board. To cooperate with and assist other City agencies in the enforcement of ordinances and statutes. Coordinate and assist neighborhood organizations in the elimination of City code violations. To review and approve special event applications as they pertain to event cleanup. To coordinate and provide citizen educational programs for litter reduction and containment. Continue coordination efforts with all City departments in order to provide a streamlined approach in dealing with citizen concerns with regard to

neighborhood issues.

Financially Sound, Sustainable City Government To provide customer service and billing services as need. To effectively monitor commercial solid waste haulers for compliance with City ordinance.

Responsive, Customer-Oriented City Services To effectively handle all incoming complaints, as the first responder for all city agencies, in regard to all code issues.

FUTURE ISSUES

Evaluate the Code Enforcement Board process and identify areas of improvement. Development of a more effective system of tracking commercial solid waste haulers activities and franchise fee revenues to ensure the haulers

full compliance with City Code. In order to provide the highest level of productivity, evaluation of programs administered by other "Enforcement" activities will be an ongoing

process.


- 363 -


DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Code Enforcement - Field Enforcement COST: $ 373,500

The Field Enforcement activity of the Code Enforcement Program is charged with the mission of investigating code related complaints as well as initiating code cases through daily field observations. Officers issue citations and notices of violations to property owners for violations. Officers also work with residents to overcome obstacles in an effort to gain code compliance. These officers are charged with enforcement of health and sanitation ordinances of the City of Pensacola as well as Florida State Statutes.

OBJECTIVES

Strong, Livable Neighborhoods To efficiently enforce all City ordinances and State statutes that pertain to health and sanitation concerns. To provide Gateway Watch patrol in order to keep the properties on the main arterial roads of the city in compliance with city codes. To monitor post event inspections of special events area to ensure their cleanup by the organizing agency. To provide pre-STEP area violation sweeps to ensure compliance with city codes.

Financially Sound, Sustainable City Government To provide field monitoring of commercial solid waste haulers to ensure their compliance with the City’s Franchise Ordinance.

Responsive, Customer-Oriented City Services To respond to all incoming citizen complaints, as the first responder for all city agencies, in regard to all code issues.

FUTURE ISSUES

Work with Administration to development of a more effective system of tracking commercial solid waste haulers activities

PROGRAM NAME: Code Enforcement - Lot Crew COST: $ 275,700

The Code Enforcement lot crew is charged with the mission of cleaning and cutting properties that are in violation of city codes pertaining to the overgrown condition of the property. The crew also cleans and cuts city-owned properties on a regular basis and monitors the recycling drop off sites for illegal dumping.

OBJECTIVES

Strong, Livable Neighborhoods To efficiently bring compliance to overgrown properties that have been cited and not corrected by the property owner by cleaning and cutting the

properties as directed and according to legal procedures and after full notice to the property owner. To effectively remove illegally dumped debris as directed. To coordinate and provide citizen educational programs for litter reduction and containment. Continue coordination efforts with all City departments in order to provide a streamlined approach in dealing with citizen concerns with regard to

neighborhood issues.


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DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Code Enforcement - Zoning/Housing COST: $ 194,200

The Zoning/Housing Code Enforcement program was previously included in the Community Development Department under the Inspection Services Fund. During Fiscal Year 2008 this program was moved to Sanitation Services and Fleet Management, however the supervision is retained with the Inspection Services Administrator. The Zoning/Housing Code Enforcement Program includes enforcement of the City’s zoning and land development regulations and minimum housing code as well as abatement of unsafe structures. Enforcement of the zoning and land development regulations is accomplished through development and construction plan review, and prosecution of active zoning violations. The staff responds to reported violations of land development, zoning, tree cutting, property maintenance and other city codes. Inspectors conduct investigations and initiate corrective action in response to complaints received via telephone and letter. The staff members are also responsible for enforcement of the City's minimum housing code. Substandard housing is caused to be repaired or demolished thereby correcting unsafe and unsanitary blight conditions. This program has a positive effect on the value of property affected by the substandard and unsafe buildings and influences the use of Community Development Block Grant (CDBG) and other community redevelopment and housing assistance funds. The program supports the sanitation, health, crime prevention and fire prevention efforts of other agencies. The Zoning/Housing Code Enforcement program also includes abatement of unsafe structures. The purpose of the program is to abate unsafe and unsanitary conditions created by abandoned or neglected buildings and other structures. Investigations result in owners being notified to secure the structure from unauthorized entry, to brace or remove structural and architectural elements, which are in danger of falling, or to repair or demolish the unsafe structure. The program assists the Police Department by repairing or removing structures where vagrants sleep, drug sales occur and citizens are sometimes molested. The program includes cooperation and coordination with the Fire Department in processing fire-damaged structures. Staff also provides support and meeting materials/reports to the Code Enforcement Board. The Code Enforcement Board is an independent body appointed by the City Council for the purpose of promoting, protecting and improving the health, safety and welfare of the citizens of Pensacola by providing an equitable, expeditious, effective and inexpensive method of enforcing the various technical laws and codes in force within the City.

OBJECTIVES

Pensacola: A Growing City Regulate the development of land in the city and promote and protect the public health, safety and welfare of its citizens.

Strong, Livable Neighborhoods Regulate the stormwater management plan and enforce all erosion control measures to prevent damage to the City storm sewer system. Pursue violations of the Land Development Code to eliminate these violations in an expeditious manner. Establish the minimum standards necessary to maintain affordable housing within all areas of the City. Assist in development of redevelopment standards to redevelop the blighted areas of town to increase the affordable housing stock. Eliminate the vacant, deteriorated or unsafe structures in a legal and timely manner within Pensacola. Continue to update and enhance Code Enforcement Board (CEB) policies and operating procedures to efficiently process cases through code

enforcement hearing procedures and to ensure that Board policies and procedures remain in compliance with Florida Statutes. Continue networking with statewide code enforcement officials and organizations to enhance and exchange knowledge of code enforcement

policies, procedures, and state legislative action.


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DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402 PROGRAM NAME: Residential Garbage/Recycling Collection COST: $ 2,965,500

The function of the Residential Garbage/Recycling Collection Program is to provide quality residential garbage and recycling collection services at a fair and reasonable price. Garbage collection is mandatory within the City of Pensacola and presently; approximately 19,000 customers utilize the service via wheeled curbside containers collected once weekly. Recycling service is provided by wheeled curbside recycling containers collected once-a-week by automated collection trucks.

OBJECTIVES


To provide cost effective garbage collection services to City residents.


Provide quality customer service and complaint resolutions. Provide container delivery and repairs in a prompt and professional manner.


Provide effective management of the collection fleet and driver to ensure safe and efficient operation.

FUTURE ISSUES

To enhance and improve the curbside recycling program by customer education.


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DEPARTMENT/UNIT NAME: Sanitation Services and Fleet Management FUND: 402

PROGRAM NAME: Yard Trash/Bulk Waste Collection & Transfer Station COST: $ 1,426,200

The primary function of the Yard Trash/Bulk Waste Collection activity is to provide once-weekly collection of yard debris (green waste) and collection of customer scheduled bulky waste. This activity is also responsible for the Sanitation Services Trash Elimination Program (S.T.E.P.) as well as scheduled Neighborhood “cleanups”. The collection of debris is currently being transitioned to the utilization of one-person knuckleboom grappler units. This activity is the primary user of the city transfer station that is utilized as the point of transfer from the collection vehicles to the transport trailers in the process of getting the debris to the landfill. The transfer station operation uses several 75 cubic yard trailers and thereby eliminates the need for each collection vehicle to make numerous trips to the County Landfill.

OBJECTIVES


To provide cost effective, quality yard trash/bulk waste services to city residents. To minimize transport cost by compacting the waste from the smaller collection units into the larger transport units.

More, Responsive, Customer-oriented City Services

Collection of pure vegetative (green waste) yard trash with special collection and billing of other types of debris such as white goods, mixed waste loads, and other materials not identified as green waste.

Design and implement programs that meet the needs of customers and comply with Florida laws and FDEP regulations. To provide support for collection crews during special collection activities such as STEP or storm cleanups.

City Government: Trusted and Respected by Citizens

To operate within the guidelines of the transfer station permit issued by FDEP by maintaining full compliance with the regulatory requirements.

FUTURE ISSUES

Continue to work on improving the efficiency of the collection operation with cross-training of all operators to use the new one-person grappler units.

Continue to evaluate the transfer station operation to identify and implement cost savings measures.


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PROGRAM NAME: Garage Administration COST: $ 259,200

The Central Garage Administration provides comprehensive management of all City vehicles and most of its equipment (750+/-). In addition, Administration oversees the City’s automated fueling facility and it coordinates with City departments in the development of equipment specifications. It is ultimately responsible for reassignment and disposition of the used vehicles and equipment of the City through public auction.

OBJECTIVES

Financially Sound, Sustainable City Government To continue to maintain a Comprehensive Fleet Management System that provides the necessary information for decisions regarding life cycling

of equipment and specification development, through the use of enhanced computer based systems. To continue delivery of a quality product to all City departments on a timely basis. To maintain training of mechanics on new equipment and the ever-changing vehicle electronic components. To encourage mechanics to make a personal effort to avail themselves of all available resources in order to maintain a high level of proficiency.

FUTURE ISSUES

Ability to attract and retain competent and qualified technicians in order to meet the needs of the City’s increasingly complex and diverse fleet.

PROGRAM NAME: Garage Operations COST: $ 975,900

The Central Garage Operations activity provides comprehensive maintenance for all City vehicles and most of its equipment (750+/-). In addition to maintenance and repairs, the operation provides support service to all other departments and activities through wrecker service and field maintenance. The garage maintenance staff is highly trained – having acquired ASE certification in all areas of maintenance.

OBJECTIVES

Financially Sound, Sustainable City Government To continue to maintain the city’s fleet of equipment in the most efficient and cost effective manner. To continue delivery of a quality product to all City departments on a timely basis. To maintain training of mechanics on all types of equipment ranging from road equipment to mowers and to keep pace with the changing vehicle

electronic components.

FUTURE ISSUES

Ability to attract and retain competent and qualified technicians in order to meet the needs of the City’s increasingly complex and diverse fleet.


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PROGRAM NAME: Parts & Fuel Operation COST: $ 229,100

The Central Garage Parts and Fuel Operation provides comprehensive management of the city’s parts and fuel inventory. In addition, the operation is responsible for maintaining regulatory compliance of the fuel inventory as well as controlling the proper disposal of used fluids and hazardous waste related to the garage operation. The staff tracks warranty and recall issues related to all city equipment. Staff also works with the city financial system on a daily basis to ensure that vehicle repairs are charged to the appropriate departments.

OBJECTIVES

Financially Sound, Sustainable City Government To continue to maintain the city inventory of parts and fuel. To continue to pursue the lowest cost and best replacement parts available. To continue to track warranty and recall issues related to city equipment.

FUTURE ISSUES

The enhanced integration of the vehicle maintenance program into the city’s financial program in order to better track equipment maintenance cost.


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DEPARTMENT - 0570 - SANITATION OPER & MAINTCOST CENTERS - 057010/057015 - RESIDENTIAL GARB/RECYCLING COLLECT

1,600 0 0 9342 TRAINING 216 14 0 0 0 0 9341 RENTALS 169 0 1,600



4,000 1,000 1,000 9336 COMMUNICATION 130,434 126,470 154,200 108,400 108,400 108,400 9335 PROFESSIONAL SERVICES 587 1,050 4,000

15,000 10,000 10,000 9334 SMALL TOOLS & MINOR EQUIP 222 752 2,300 1,400 1,000 1,000 9333 REPAIRS & MAINTENANCE 9,703 6,999 15,000

1,300 400 400 9332 OPERATING SUPPLIES 1,878 1,254 1,900 1,900 1,900 1,900 9331 OFFICE SUPPLIES 347 305 1,300


9133 FLORIDA RETIREMENT SYSTEM 2,047 7,656 8,100 0 0 0 9131 UNEMPLOYMENT 0 7,150 0




5,000 300 300 9120 SOCIAL SECURITY 1,262 4,719 4,500 8,300 8,300 8,300 9119 ADDITIONAL REGULAR PAY 4 59 5,000

0 0 0 9118 MEDICARE PREMIUM 9,319 9,043 8,300 9,100 9,100 9,100 9117 ADDITIONAL PENSION 952 977 1,100



FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 402 - SANITATION FUND


FY 2008ACTUAL


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DEPARTMENT - 0570 - SANITATION OPER & MAINTCOST CENTERS - 057010/057015 - RESIDENTIAL GARB/RECYCLING COLLECT

000

000

000

3,500,300 3,466,000 3,466,000 SUBTOTAL RESIDENTIAL GARB/RECYCLING COLLECT 3,048,049 3,851,337 3,528,700


9992 ALLOCATED OVERHEAD(COST RECOVERY) 225,720 260,200 260,200 SUBTOTAL DEBT SERVICE 0 181,000 181,000

9772 INTEREST 0 21,700 21,700 9771 PRINCIPAL 0 159,300 159,300

0 0 0 SUBTOTAL CAPITAL OUTLAY 0 691,432 0 0 0 0

9669 CONST WORK IN PROGRESS 0 0 0

0 0 0 9667 ROAD EQUIPMENT 0 691,432 0 0 0 0 9666 OFFICE EQUIPMENT 0 0 0



200 200 200 9365 LANDFILL FEES 765,749 708,905 804,200 870,200 653,400 653,400 9360 MISCELLANEOUS 169 169 200

6,000 3,000 3,000 9357 OTHER CONTRACTUAL SERVICE 47,525 220,987 301,300 301,300 245,500 245,500 9349 CLOTHING SUPPLIES 1,337 2,938 6,000



FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9343 DUES, SUBS, & MEMBERSHIPS 164 189 900 900 300 300

FUND - 402 - SANITATION FUND


FY 2008ACTUAL

FY 2009BUDGET


- 371 -


SANITATION SERVICES AND FLEET MANAGEMENT RESIDENTIAL GARBAGE & RECYCLING COLLECTION

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1077 - Sanitation Services & Fleet Management Director 1 C-05 1 C-05 1 C-052001 - Administrative Officer IV (c) GE-232022 - Senior Administrative Officer III 2 (c) GE-21 (i) GE-212003 - Administrative Officer III 2 (i) GE-19 2 GE-192008 - Operations Supervisor II 2 GE-13 2 GE-13 2 GE-136030 - Sanitation Equipment Operator II 10 GE-09 9 (g) GE-09 10 (j) GE-092014 - Administrative Officer 1 GE-07 1 GE-07 1 GE-073009 - Executive Secretary II (a) GE-076032 - Sanitation Equipment Operator I 1 GE-07 1 (f,g) GE-07 1 GE-073003 - Administrative Account Clerk (b,d) GE-053016 - Customer Service Representative I 1 GE-05 1 GE-05 1 GE-056010 - Maintenance Worker III 2 GE-05 1 (e) GE-05 (k) GE-057004 - Maintenance Worker I (f,h) GE-02

Total 20 18 18

(a) Transfer one (1) Executive Secretary II (GE-07) from Residential Garbage to Code Enforcement and change title to Administrative Officer (GE-07); 04/23/07.(b) Transfer one (1) Administrative Account Clerk (GE-05) from Code Enforcement to Residential Garbage; 04/23/07.

(d) Delete one (1) Administrative Account Clerk (GE-05) with adoption of FY 2008 Budget; 10/01/07.(e) Delete one (1) Maintenance Worker III (GE-05) with adoption of 30-Month Budget; 06/01/08.

(h) Delete one (1) Maintenance Worker I (GE-02) with adoption of FY 2009 Budget; 10/01/08.(i) Change title of two (2) Senior Administrative Officer III (GE-21) to Administrative Officer III (GE-19) with adoption of FY 2009 Budget; 10/01/08.(j) Transfer one (1) Sanitation Equipment Operator II (GE-09) from Trash Collection to Residential Garbage; 11/20/08.(k) Transfer one (1) Maintenance Worker III (GE-05) from Sanitation Services/Residential Garbage to Parks & Recreation/Building Maintenance; 12/01/08.


(g) Transfer one (1) Sanitation Equipment Operator II (GE-09) from Residential Garbage to Trash Collection and transfer one (1) Sanitation Equipment Operator I (GE-07) from Trash Collection to Residential Garbage; 08/25/08.

(f) Transfer one (1) Sanitation Equipment Operator I (GE-07) from Sanitation Services & Fleet Management/Residential Garbage to Engineering and change title to Instrument Technician (GE-06) and transfer one (1) Engineering Aide (GE-02) from Engineering to Sanitation Services & Fleet Management/Residential Garbage and change title to Maintenance Worker I (GE-02); 06/09/08.

(c) Transfer one (1) Administrative Officer IV (GE-23) from Residential Garbage to Code Enforcement and transfer one (1) Senior Administrative Officer III (GE-21) from Code Enforcement to Residential Garbage; 06/29/07.

APPROVED 2010



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2,400 2,400 2,400 9342 TRAINING 434 0 1,000 1,000 1,000 1,000 9340 PRINTING & BINDING 1,639 1,943 2,400

5,000 0 0 9339 POSTAGE 18,036 16,999 19,000 19,000 19,000 19,000 9338 ADVERTISING 0 0 5,000


600 600 600 9335 PROFESSIONAL SERVICES 235 58 2,900 2,900 400 400 9334 SMALL TOOLS & MINOR EQUIP 160 50 600

1,000 1,000 1,000 9333 REPAIRS & MAINTENANCE 9,945 14,755 13,000 13,000 13,000 13,000 9332 OPERATING SUPPLIES 1,209 519 1,000

206,300 198,500 198,500 9331 OFFICE SUPPLIES 10 17 400 400 100 100


0 0 0 9133 FLORIDA RETIREMENT SYSTEM 1,020 3,906 4,100 4,000 4,000 4,000 9131 UNEMPLOYMENT 0 3,300 0

0 0 0 9130 WORKER'S COMPENSATION 8,369 3,510 2,400 11,100 11,100 11,100 9129 DEFERRED COMP PENS PLAN 4,005 149 0



1,600 1,600 1,600 9119 ADDITIONAL REGULAR PAY 0 0 1,600 1,600 0 0 9118 MEDICARE PREMIUM 2,968 1,734 1,400

36,600 36,600 36,600 9116 POLICE PENSION FUND 0 59 0 0 0 0 9114 GENERAL PENSION FUND 48,273 62,569 35,900

13,000 6,900 6,900 9113 LONGEVITY 13,934 6,100 4,700 4,900 4,700 4,700 9112 OVERTIME 20,244 8,391 14,200

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 271,511 132,674 107,800 107,300 107,300 107,300


FY 2008ACTUAL

FY 2009BUDGET

FUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 057030 - TRANSFER STATION OPERATN


- 373 -

512,500 394,900 394,900 SUBTOTAL TRANSFER STATION OPERATN 760,688 538,262 508,700


9992 ALLOCATED OVERHEAD(COST RECOVERY) 96,171 110,600 110,600


9370 NON-CAPITALIZED ASSETS 0 1,536 0

100 100 100 9360 MISCELLANEOUS 169 169 200 200 200 200 9357 OTHER CONTRACTUAL SERVICE 6,418 146 100

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9349 CLOTHING SUPPLIES 714 931 2,100 2,100 1,100 1,100


FY 2008ACTUAL

FY 2009BUDGET

FUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 057030 - TRANSFER STATION OPERATN


- 374 -


SANITATION SERVICES AND FLEET MANAGEMENT TRANSFER STATION OPERATION


2027 - Operations Supervisor III 1 GE-15 (d) GE-152008 - Operations Supervisor II (e,f) GE-136030 - Sanitation Equipment Operator II 7 GE-09 3 (a,c) GE-09 3 GE-096032 - Sanitation Equipment Operator I (a,b,f) GE-07 Total 8 3 3

(b) Transfer three (3) Sanitation Equipment Operator I (GE-07) from Trash Collection to Transfer Station; 01/28/08.(c) Transfer three (3) Sanitation Equipment Operator II (GE-09) from Transfer Station to Trash Collection; 01/28/08.(d) Transfer one (1) Operations Supervisor III (GE-15) from Transfer Station to Trash Collection; 02/04/08.(e) Transfer one (1) Operations Supervisor II (GE-13) from Trash Collection to Transfer Station; 02/04/08.(f) Delete one (1) Operations Supervisor II (GE-13) and four (4) Sanitation Equipment Operator I (GE-07) with adoption of 30-Month Budget; 06/01/08.

(a) Transfer one (1) Sanitation Equipment Operator I (GE-07) from Trash Collection to Transfer Station and transfer one (1) Sanitation Equipment Operator II (GE-09) from Transfer Station to Trash Collection; 10/22/07.

APPROVED 2010




- 375 -

800 800 800 9357 OTHER CONTRACTUAL SERVICE 6,897 433 800




4,100 4,100 4,100 9342 TRAINING 0 300 0 0 0 0 9340 PRINTING & BINDING 3,181 3,734 4,100

10,500 10,500 10,500 9339 POSTAGE 36,073 33,997 37,000 37,000 37,000 37,000 9338 ADVERTISING 10,600 12,169 10,500

1,600 300 300 9336 COMMUNICATION 7,539 6,679 8,800 7,300 7,300 7,300 9335 PROFESSIONAL SERVICES 527 506 1,600

16,000 6,000 6,000 9334 SMALL TOOLS & MINOR EQUIP 529 91 700 700 700 700 9333 REPAIRS & MAINTENANCE 6,546 741 16,000


16,200 16,200 16,200 SUBTOTAL PERSONAL SERVICES 923,732 1,043,690 925,200 845,700 836,000 836,000


2,400 2,400 2,400 9130 WORKER'S COMPENSATION -19,632 48,606 500 11,100 11,100 11,100 9129 DEFERRED COMP PENS PLAN 3,963 2,409 2,400






FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 559,424 574,443 524,000 444,600 444,600 444,600


FY 2008ACTUAL

FY 2009BUDGET

FUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 057050 - TRASH COLLECTION


- 376 -

0 0 0 0 0 0

1,708,400 1,780,200 1,780,200 SUBTOTAL TRASH COLLECTION 1,868,330 2,072,798 1,817,000


9992 ALLOCATED OVERHEAD(COST RECOVERY) 214,344 247,100 247,100 SUBTOTAL DEBT SERVICE 0 88,500 88,500

0 0 0 9771 PRINCIPAL 0 88,500 88,500


613,100 752,700 752,700 9667 ROAD EQUIPMENT 178,700 205,986 0 0 0 0


202,200 353,600 353,600 9370 NON-CAPITALIZED ASSETS 0 1,536 1,400 0 0 0 9365 LANDFILL FEES 138,290 159,089 202,200

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9360 MISCELLANEOUS 169 169 200 200 200 200


FY 2008ACTUAL

FY 2009BUDGET

FUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 057050 - TRASH COLLECTION


- 377 -


SANITATION SERVICES AND FLEET MANAGEMENT TRASH/BULK WASTE COLLECTION


2027 - Operations Supervisor III (h,l) GE-152008 - Operations Supervisor II 2 GE-13 1 (i,j,l) GE-13 1 GE-136030 - Sanitation Equipment Operator II 5 GE-09 10 (e,g,k) GE-09 12 (n,o) GE-096032 - Sanitation Equipment Operator I 11 (b,c) GE-07 5 (e,f,k,m) GE-07 (n,p) GE-076010 - Maintenance Worker III (a,d) GE-05

Total 18 16 13

(a) Transfer one (1) Account Data Collector (GE-05) from Financial Services to Sanitation Services/Trash Collection and change title to Maintenance Worker III (GE-05); 06/04/07.(b) Transfer one (1) Sanitation Equipment Operator I (GE-07) from Sanitation Services/Trash Collection to Airport and change title to Airport Operations Dispatcher (GE-07); 06/04/07.(c) Delete one (1) Sanitation Equipment Operator I (GE-07) with adoption of FY 2008 Budget; 10/01/07.(d) Delete one (1) Maintenance Worker III (GE-05) with adoption of FY 2008 Budget; 10/01/07.

(f) Transfer three (3) Sanitation Equipment Operator I (GE-07) from Trash Collection to Transfer Station; 01/28/08.(g) Transfer three (3) Sanitation Equipment Operator II (GE-09) from Transfer Station to Trash Collection; 01/28/08.(h) Transfer one (1) Operations Supervisor III (GE-15) from Transfer Station to Trash Collection; 02/04/08.(i) Transfer one (1) Operations Supervisor II (GE-13) from Trash Collection to Transfer Station; 02/04/08.(j) Delete one (1) Operations Supervisor II (GE-13) with adoption of 30-Month Budget; 06/01/08.

(l) Change title of one (1) Operations Supervisor III (GE-15) to Operations Supervisor II (GE-13) with adoption of FY 2009 Budget; 10/01/08.(m) Delete one (1) Sanitation Equipment Operator I (GE-07) with adoption of FY 2009 Budget; 10/01/08.

(o) Transfer one (1) Sanitation Equipment Operator II (GE-09) from Trash Collection to Residential Garbage; 11/20/08.


(n) Reclassify three (3) Sanitation Equiopment Operator I (GE-07) to Sanitation Equipment Operator II (GE-09) as part of the reorganization of the Sanitation Yard Trash Collection activity per Council action 11/20/08.

(p) Transfer two (2) Sanitation Equipment Operator I (GE-07) from Sanitation Services/Trash Collection to Parks & Recreation/Parks and change title to Equipment Operator III (GE-07); 12/01/08.

(k) Transfer one (1) Sanitation Equipment Operator II (GE-09) from Residential Garbage to Trash Collection and transfer one (1) Sanitation Equipment Operator I (GE-07) from Trash Collection to Residential Garbage; 08/25/08.

(e) Transfer one (1) Sanitation Equipment Operator I (GE-07) from Trash Collection to Transfer Station and transfer one (1) Sanitation Equipment Operator II (GE-09) from Transfer Station to Trash Collection; 10/22/07.

APPROVED 2010



- 378 -

0

20,100 20,100 20,100 9346 LIABILITY INSURANCE 16,794 20,459 17,500


2,000 2,000 2,000 9342 TRAINING 0 0 1,400 1,400 400 400 9341 RENTALS 2,219 1,902 2,000

7,000 7,000 7,000 9340 PRINTING & BINDING 2,046 2,938 2,500 2,500 2,500 2,500 9339 POSTAGE 0 0 5,600



2,100 2,100 2,100 9334 SMALL TOOLS & MINOR EQUIP 3,795 2,336 3,300 3,300 3,300 3,300 9333 REPAIRS & MAINTENANCE 792 3,539 2,100

1,100 1,100 1,100 9332 OPERATING SUPPLIES 664 687 800 800 800 800 9331 OFFICE SUPPLIES 904 1,140 1,100

0 0 0 SUBTOTAL PERSONAL SERVICES 619,465 715,067 774,000 779,100 771,600 771,600

9133 FLORIDA RETIREMENT SYSTEM 538 1,985 0

2,800 2,800 2,800 9130 WORKER'S COMPENSATION 0 1,025 0 0 0 9129 DEFERRED COMP PENS PLAN 2,597 2,772 2,800

4,900 4,900 4,900 9128 DIFFERENTIAL PAY 293 765 0 0 0 0 9126 INCENTIVE PAY 4,619 4,934 4,700



6,600 6,600 6,600 9120 SOCIAL SECURITY 339 1,247 0 0 0 0 9118 MEDICARE PREMIUM 5,926 6,593 6,300

58,000 58,000 58,000 9116 POLICE PENSION FUND 85,380 107,996 109,100 113,200 113,200 118,700 9114 GENERAL PENSION FUND 30,074 46,518 64,800


FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 392,188 432,268 440,100 439,800 439,800 434,300


FY 2008ACTUAL

FY 2009BUDGET

FUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 057040 - CODE ENFORCEMENT PROGRAM


- 379 -

32,800 66,000 66,000 SUBTOTAL CODE ENFORCEMENT PROGRAM 827,332 941,277 993,900 1,016,300 1,034,800 1,034,800 SUBTOTAL NON-OPERATING 28,365 32,500 32,500


SUBTOTAL GRANTS AND AIDS 28,264 30,264 9,700

17,500 17,500 17,500 9882 AID TO PRIVATE AGENCIES 28,264 30,264 9,700 9,700 19,300 19,300


177,200 160,400 160,400 9667 ROAD EQUIPMENT 13,971 14,566 0 17,500 17,500 17,500


6,000 3,000 3,000 9370 NON-CAPITALIZED ASSETS 1,246 0 0 0 0 0 9365 LANDFILL FEES 3,884 2,859 9,000

5,900 900 900 9364 SERVICE AWARDS 0 0 0 0 0 0 9360 MISCELLANEOUS 169 169 5,900

200 200 200 9357 OTHER CONTRACTUAL SERVICE 9,547 6,076 12,900 12,900 6,900 6,900 9354 CHEMICAL SUPPLIES 0 17 200


FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9347 UTILITIES 3,231 3,843 4,100 4,500 4,500 4,500


FY 2008ACTUAL

FY 2009BUDGET

FUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 057040 - CODE ENFORCEMENT PROGRAM


- 380 -

34,600 48,800 48,800 SUBTOTAL ZONING/HOUSING CODE ENFORCEMENT 0 160,414 220,200 222,600 194,200 194,200

SUBTOTAL OPERATING EXPENSES 0 10,837 34,500

300 200 200 9357 OTHER CONTRACTUAL SERVICE 0 0 3,500 3,500 2,000 2,000 9349 CLOTHING SUPPLIES 0 113 300

4,000 4,000 4,000 9348 FUELS & LUBRICANTS 0 3,925 3,000 3,000 2,000 2,000 9346 LIABILITY INSURANCE 0 3,140 2,700

300 0 0 9345 MAINT & REPR OF VEHICLES 0 536 2,300 2,300 1,300 1,300 9342 TRAINING 0 0 300

8,500 3,000 3,000 9340 PRINTING & BINDING 0 0 1,000 1,000 1,000 1,000 9339 POSTAGE 0 0 8,500

9,700 9,700 9,700 9338 ADVERTISING 0 0 1,000 1,000 100 100 9336 COMMUNICATION 0 0 10,900

100 100 100 9335 PROFESSIONAL SERVICES 0 3,123 100 100 25,100 25,100 9334 SMALL TOOLS & MINOR EQUIP 0 0 100


188,000 145,400 145,400 9331 OFFICE SUPPLIES 0 0 400 400 100 100

SUBTOTAL PERSONAL SERVICES 0 149,577 185,700

6,800 4,800 4,800 9123 DISABILITY/SURV INSURANCE 0 1,167 1,200 1,200 800 800 9122 REPLACEMENT BENEFIT PGM 0 6,643 6,800

1,700 1,200 1,200 9121 GROUP INSURANCE 0 7,169 14,100 15,300 11,100 11,100 9118 MEDICARE PREMIUM 0 1,670 1,700

3,600 3,300 3,300 9114 GENERAL PENSION FUND 0 16,212 42,100 43,000 43,000 43,000 9113 LONGEVITY 0 3,212 3,500

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 0 113,504 116,300 116,400 81,200 81,200


FY 2008ACTUAL

FY 2009BUDGET

FUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT COST CENTER - 057045 - ZONING/HOUSING CODE ENFORCEMENT


- 381 -


SANITATION SERVICES AND FLEET MANAGEMENT CODE ENFORCEMENT PROGRAM


2001 - Administrative Officer IV 1 (c) GE-23 1 GE-23 1 GE-232022 - Senior Administrative Officer III (c) GE-215512 - Enforcement Officer Supervisor II 1 (d) EO-05 1 EO-05 1 EO-055511 - Enforcement Officer Supervisor4004 - Code Inspector II (e,g) GE-142020 - Senior Administrative Officer I 1 (f) GE-13 1 GE-132008 - Operations Supervisor II 1 GE-13 1 GE-13 1 GE-134070 - Code Enforcement Specialist 2 (g) GE-12 1 (i) GE-125513 - Enforcement Officer III 4 EO-03 4 EO-03 4 EO-035513 - Enforcement Officer III6030 - Sanitation Equipment Operator II 1 GE-09 1 GE-09 1 GE-092014 - Administrative Officer 1 (a) GE-07 1 GE-07 1 GE-073003 - Administrative Account Clerk (b) GE-05 7002 - Maintenance Worker II 2 GE-03 1 (h) GE-03 1 GE-037004 - Maintenance Worker I 1 (h) GE-02 1 GE-02 Total 11 14 13


(a) Transfer one (1) Executive Secretary II (GE-07) from Residential Garbage to Code Enforcement and change title to Administrative Officer (GE-07); 04/23/07.(b) Transfer one (1) Administrative Account Clerk (GE-05) from Code Enforcement to Residential Garbage; 04/23/07.

(d) Upgrade Enforcement Officer Supervisor II from GE-18 to EO-05 with adoption of FY 2008 Budget; 10/01/07

(g) Change title of two (2) Code Inspector II (GE-14) to Code Enforcement Specialist (GE-12) with adoption of FY 2009 Budget; 10/01/08.(h) Change title of one (1) Maintenance Worker II (GE-03) to Maintenance Worker I (GE-02) with adoption of FY 2009 Budget; 10/01/08.(i) Delete one (1) Code Enforcement Specialist (GE-12) with adoption of FY 2010 Budget; 10/01/09.

(f) Transfer one (1) Plans Examiner (GE-15) from Community Development to Sanitation Services & Fleet Management/Code Enforcement and change title to Senior Administrator Officer I (GE-13); 08/25/08. (Note: Inspection Services Administrator will retain supervision.)

(e) Transfer two (2) Code Inspector II (GE-14) from Community Development to Sanitation Services & Fleet Management/Code Enforcement; 07/21/08. (Note: Inspection Services Administrator will retain supervision.)

(c) Transfer one (1) Administrative Officer IV (GE-23) from Residential Garbage to Code Enforcement and transfer one (1) Senior Administrative Officer III (GE-21) from Code Enforcement to Residential Garbage; 06/29/07.



- 382 -

CAPITAL OUTLAY

17,500

17,500

17,500

FY 2010APPROVED

17,500

COST CENTER - 057040 - CODE ENFORCEMENT PROGRAMFUND - 402 - SANITATION FUND DEPARTMENT - 0570 - SANITATION OPER & MAINTFUNCTION - 530 - PHYSICAL ENVIRONMENT

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDED

9667: ROAD EQUIPMENT 673410 #641--99 GMC JIMMY 17,500 17,500

SUBTOTAL ROAD EQUIPMENT 17,500 17,500

SUBTOTAL CAPITAL OUTLAY 17,500 17,500

SUBTOTAL CODE ENFORCEMENT PROGRAM 17,500 17,500


- 383 -




1,600 1,600 1,600 9342 TRAINING 306 639 800 5,800 5,800 5,800 9341 RENTALS 1,977 2,481 1,600


400 400 400 9338 ADVERTISING 83 525 0 0 0 0 9337 TRANSPORTATION 252 340 400

1,200 1,200 1,200 9336 COMMUNICATION 41,010 40,655 37,100 36,900 36,900 36,900 9335 PROFESSIONAL SERVICES 671 1,307 1,200





2,700 2,700 2,700 9130 WORKER'S COMPENSATION -6,386 (42,592) 3,000 11,200 11,200 11,200 9129 DEFERRED COMP PENS PLAN 2,597 2,735 2,800

6,900 6,900 6,900 9126 INCENTIVE PAY 16,319 15,130 14,800 15,500 15,500 15,500 9123 DISABILITY/SURV INSURANCE 7,767 7,313 7,200





FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9111 SALARIES 747,517 699,469 691,900 686,200 686,200 686,200


FY 2008ACTUAL

FY 2009BUDGET

FUND - 504 - CENTRAL SERVICES FUND DEPARTMENT - 7090 - CENTRAL GARAGEFUNCTION - 590 - INTERNAL SERVICE FUNDS COST CENTER - 709010 - CENTRAL GARAGE ACTIVITY


- 384 -

0 0 0 SUBTOTAL CENTRAL GARAGE ACTIVITY 1,463,683 1,241,814 1,329,100 1,531,700 1,464,200 1,464,200 SUBTOTAL NON-OPERATING 0 0 0

167,800 92,800 92,800 9991 TRANSFERS 0 0 0 0 0 0

SUBTOTAL CAPITAL OUTLAY 21,572 0 11,200

17,800 17,800 17,800 9669 CONST WORK IN PROGRESS 0 0 0 75,000 75,000 75,000 9666 OFFICE EQUIPMENT 0 0 5,700

75,000 0 0 9665 MACHINERY & EQUIPMENT 21,572 0 0 0 0 0 9663 IMPROVE OTHER THAN BLDGS 0 0 5,500



27,900 27,900 27,900 9360 MISCELLANEOUS 169 169 100 100 100 100 9357 OTHER CONTRACTUAL SERVICE 16,014 17,155 16,000

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

9349 CLOTHING SUPPLIES 4,949 3,739 5,000 5,000 5,000 5,000


FY 2008ACTUAL

FY 2009BUDGET

FUND - 504 - CENTRAL SERVICES FUND DEPARTMENT - 7090 - CENTRAL GARAGEFUNCTION - 590 - INTERNAL SERVICE FUNDS COST CENTER - 709010 - CENTRAL GARAGE ACTIVITY


- 385 -


SANITATION SERVICES AND FLEET MANAGEMENT CENTRAL GARAGE

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1080 - Assistant Sanitation Services & Fleet Management Director 1 C-04 1 C-04 1 C-042105 - Shop Manager 1 GE-17 1 GE-17 1 GE-172008 - Operations Supervisor II 2 GE-13 2 GE-13 2 GE-132010 - Administrative Officer I 1 GE-11 1 GE-11 1 GE-116118 - Master Mechanic 12 (a) GE-11 10 (b,c) GE-11 10 GE-116019 - Automotive Body/Fender Painter Repair Worker II 1 GE-08 1 GE-08 1 GE-086020 - Vehicle Procurement Specialist 2 GE-08 1 (c) GE-08 1 GE-082014 - Administrative Officer 1 GE-07 1 GE-07 1 GE-077004 - Maintenance Worker I 1 GE-02 (b) GE-02

Sub-Total 22 18 18

(a) Delete two (2) Master Mechanic (GE-11) with adoption of FY 2008 Budget; 10/01/08.(b) Delete three (3) Master Mechanic (GE-11) and one (1) Maintenance Worker I (GE-02) with adoption of 30-Month Budget; 06/01/08.

(c) Transfer one (1) Gas Controller (GE-13) from Energy Services of Pensacola to Sanitation Services and Fleet Mgmt./Central Garage and change title to Master Mechanic (GE-11) and transfer one (1) Vehicle Procurement Specialist (GE-08) from Sanitation Services and Fleet Mgmt./Central Garage to Energy Services of Pensacola and change title to Engineering Services Technician I (GE-08); 08/13/08.

APPROVED 2010




- 386 -

CAPITAL OUTLAY

0

0

17,800

17,800

75,000

75,000

92,800

FY 2010APPROVED

SUBTOTAL CENTRAL GARAGE ACTIVITY 167,800 92,800 92,800

SUBTOTAL CONST WORK IN PROGRESS 75,000 75,000

SUBTOTAL CAPITAL OUTLAY 167,800 92,800

9669: CONST WORK IN PROGRESS

693800 RE-ROOFING PROJECT 75,000 75,000

663801 DIAGNOSTIC COMP. 17,800 17,800SUBTOTAL OFFICE EQUIPMENT 17,800 17,800

SUBTOTAL IMPROVE OTHER THAN BLDGS 75,000 09666: OFFICE EQUIPMENT

9663: IMPROVE OTHER THAN BLDGS

633802 UPGRADE & REPAIR OF 75,000 0

FUNCTION - 590 - INTERNAL SERVICE FUNDS COST CENTER - 709010 - CENTRAL GARAGE ACTIVITY

ACCT / TITLEFY 2010

REQUESTEDFY 2010

RECOMMENDED

FUND - 504 - TOTAL CENTRAL SERVICES FUND DEPARTMENT - 7090 - CENTRAL GARAGE


- 387 -

WEST FLORIDA PUBLIC LIBRARY

Total Positions: 40

LIBRARYADVISORY BOARD

SR. ADMINISTRATIVE OFFICER I (1) MAINTENANCE WORKER III (1)

NETWORK/SYSTEM ENGINEER I (1) ENFORCEMENT OFFICER II (1)

SENIOR LIBRARIAN (1)


CLERK III (1)

CLERK I (1)

CIRCULATION


LIBRARIAN (1)


LIBRARY COMPUTER TECH. (1)

REFERENCE


TALKING BOOKS

LIBRARY TECHNICIAN (1)

BOOKMOBILE



CLERK II (1)

TECHNICAL SERVICES


CHILDREN'SSERVICES


CENTURYBRANCH

LIBRARIAN (1)

SR. ADMIN. OFFICER II (1)

MAINTENANCE WORKER II (1)

CLERK III (1)

CLERK II (1)

CLERK I (2)

SOUTHWESTBRANCH


ADMINISTRATIVE OFFICER II (1)

LIBRARIAN (1)


LIBRARY COMPUTER TECH. (1)

CLERK II (1)

CLERK I (1)

TRYONBRANCH

SR. ADMIN. OFFICER I (1)CLERK III (1)CLERK II (1)

WEST SIDEBRANCH


ADMIN. OFFICER (1)

GENEALOGYBRANCH

ASSISTANT LIBRARYDIRECTOR (1)

LIBRARY DIRECTOR


- 388 -


DEPARTMENT/UNIT NAME: West Florida Public Library FUND: 108 DEPARTMENT DESCRIPTION

The primary mission of this Department is to serve people of all ages in both Escambia County and the City of Pensacola as a source of popular print and audio-visual materials, as a reference and information center, as an independent learning center and as a free computing and Internet access center. The Department accomplishes this mission by providing direct library service to the residents of the City of Pensacola and Escambia County through an interlocal agreement. Escambia County and the City of Pensacola share costs based upon usage.

BUDGET SUMMARY


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Personal Services $ 3,051,198 3,175,754 3,414,000 3,321,200 Operating Expenses 1,239,219 922,318 987,000 1,029,600 Capital Outlay 431,389 374,853 311,200 400,000

SUBTOTAL 4,721,806 4,472,925 4,712,200 4,750,800 Allocated Overhead/(Cost Recovery) 322,300 342,600 342,600 304,000 TOTAL $ 5,044,106 4,815,525 5,054,800 5,054,800

PROGRAM COSTS


ACTUAL FY 2008

BUDGETED FY 2009

APPROVED FY 2010

Century Branch Library $ 0 161,692 165,500 196,800 Escambia County Bookmobile 0 72,705 82,900 74,500 Escambia/Pensacola Library 4,721,806 0 0 0 Lucia Tyron Branch Library 0 779,361 913,600 744,000 Outreach Program 0 69,992 0 0 Pensacola Public Library 0 2,346,129 2,461,700 2,517,000 Southwest Branch Library 0 695,614 721,300 599,000 Talking Book Library 0 27,042 26,800 83,900 West Florida Genealogy Library 0 0 0 172,000 Westside Branch Library 0 320,390 340,400 363,600

Subtotal 4,721,806 4,472,925 4,712,200 4,750,800 Allocated Overhead/(Cost Recovery) 322,300 342,600 342,600 304,000 TOTAL $ 5,044,106 4,815,525 5,054,800 5,054,800


- 389 -


DEPARTMENT/UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Century Branch Library COST: $ 196,800

The Century Branch Library is the smallest of the two branches located in Escambia County and the smallest branch in the Library System. This branch is 3,000 square feet and is housed in the former Century Police Station and jail. Using Local Option Sales Tax monies, Escambia County gutted the interior of the existing building and completed remodeled the structure into a small public library. The location of the facility is on the west side of US 29 in Century directly across from the Century City Hall. The facility opened in March of 2007. Century Branch Library is a full service library providing children’s services, reference services, a computer lab and a meeting room. It services residents of Century as well as residents of the northern part of Escambia County. The Library is open to the public 40 hours per week from 9:00 am to 5:00 pm Tuesday, Wednesday, Friday and Saturday; Thursday, Noon-8:00 pm.

OBJECTIVE

Responsive, Customer-Oriented City Services Respond to community needs by increasing the use of the public use computers by five percent during the Fiscal Year. Increase the circulation per capita of the library 5% from the September 2009 baseline by September 2010. Attendance of all permanent staff at two continuing education activities as a minimum during the year as part of improving customer service. Increase the number of registered borrowers by five percent by the end of the fiscal year. Increase children's programming attendance by 10% over September 2009 by September 2010.

PROGRAM NAME: Escambia County Bookmobile $ 74,500

The Escambia County Bookmobile serves the rural areas of Escambia County on a bi-weekly schedule. The vehicle has twenty-one distinct stops including a stop on Pensacola Beach. Patrons can pick up special requests as well as browse the collection that is contained on the vehicle. Patrons may also return books that have been checked out from any of the other facilities. The stops are revised on a continuing basis. The bookmobile operates Tuesday through Friday.

OBJECTIVE

Responsive, Customer-Oriented City Services Increase the circulation per capita of the bookmobile 5% from the September 2009 baseline by September 2010. Review current stops on a continuing basis. Increase the number of registered borrowers using the bookmobile by five percent by the end of the fiscal year. Evaluate new stops as they are suggested by the public.


- 390 -


DEPARTMENT/UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Lucia Tryon Branch Library COST: $ 744,000

The Tryon Branch Library is the largest and most heavily used of the library branches. It is located at 1200 Langley Avenue and serves area residents in the northeast area of Pensacola. The location is nearly midway between 9th Avenue and Davis Highway in Bryan Park. The branch has a full range of services: children's services, reference services, public use computers, reader's advisory and large and small meeting rooms. The Library is open to the public 60 hours per week from 9:00 am to 8:00 pm Monday - Thursday; 9:00 am to 5:00 pm Friday and Saturday.

OBJECTIVE

Responsive, Customer-Oriented City Services Respond to community needs by increasing the use of the public use computers by 10 percent during the Fiscal Year. Increase the circulation per capita of the library 10% from the September 2009 baseline by September 2010. Attendance of all permanent staff at two continuing education activities as a minimum during the year as part of increased customer service. Increase the number of registered borrowers by five percent by the end of the fiscal year.


- 391 -


DEPARTMENT/UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Pensacola Public Library COST: $ 2,517,000

The Pensacola Public Library is the Headquarters Library for the Library system. The Pensacola Public Library provides a range of services to the general public including reference, children's services, reader’s advisory service, a computer lab, the genealogical collection. The building houses the Bookmobile which is a separate program. The building also houses the administrative offices and the processing offices. The Library is open to the public 65 hours per week from 9:00 am to 8:00 pm Monday - Thursday; 9:00 am to 5:00 pm Friday and Saturday and 2:00 pm to 7:00 pm on Sundays.

OBJECTIVE

Well-Planned Downtown and Waterfront for the Community's Benefit Begin plans for replacing/renovating downtown library to improve the services and appearance of the downtown area.

Responsive, Customer-Oriented City Services Increase the number of interlibrary loans provided to system patrons by 10% during the fiscal year in order to provide better customer oriented

services. Respond to community needs by increasing the use of the computer-training lab by five percent during the Fiscal Year. Increase the output of the Technical Services Department by 5% to increase availability and timeliness of materials desired by residents. Increase the circulation per capita of the library 5% from the September 2009 baseline by September 2010. Attendance of all permanent staff at two continuing education activities as a minimum during the year as part of increased customer service. Increase the number of registered borrowers by five percent by the end of the fiscal year. Establish the Genealogy Department in the former Tryon Branch Library to service resident genealogists as well as visitors to the City seeking

genealogical resources.

Pensacola: A Growing City Begin revision of the Blue Ribbon Task Force Report in 2010. Assist with economic growth by developing a literacy materials collection to be used by adult literacy tutors and persons who wish to be tutored.


- 392 -


DEPARTMENT/UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: Southwest Branch Library COST: $ 599,000

The Southwest Branch Library is the larger of the two branches located in Escambia County. This branch is the second largest of the Library System's Branches. It is located on the corner of Gulf Beach Highway and Bauer Road. The facility replaces a small facility that had been rented in a strip mall on Sorrento Road. The County built the present 8,000 square foot facility using Local Option Sales Tax in 2004. It services residents of the southwestern part of Escambia County as well out of state visitors who rent condominiums on Perdido Key. The branch has a full range of services: children's services, reference services, public use computers, reader's advisory and a meeting room. The Library is open to the public 60 hours per week from 9:00 am to 8:00 pm Monday - Thursday; 9:00 am to 5:00 pm Friday and Saturday.

OBJECTIVE

Responsive, Customer-Oriented City Services Respond to community needs by increasing the use of the public use computers by five percent during the Fiscal Year. Increase the circulation per capita of the library 5% from the September 2009 baseline by September 2010. Attendance of all permanent staff at two continuing education activities as a minimum during the year as part of increased customer service. Increase the number of registered borrowers by five percent by the end of the fiscal year.

PROGRAM NAME: Talking Book Library $ 83,900

The Talking Book Library is a branch of the Division of Blind Services in Daytona Beach. The Talking Book Library receives requests from Escambia County residents and provides the requested audio books through the mail. There is no charge to the individuals for this service. The Federal Government provides the reading materials and the special players. Individuals must be certified by a physician, teacher, nurse or social worker that they are eligible for the program. All of the library branches have "express" collections of the audio materials in the even that an individual has a delayed delivery.

OBJECTIVE

Responsive, Customer-Oriented City Services Increase the circulation per capita 2% from the September 2009 baseline by September 2010. Increase publicity about the program to churches and doctors offices. Increase the number of registered borrowers using the service by 2% percent by the end of the fiscal year.


- 393 -


DEPARTMENT/UNIT NAME: West Florida Public Library FUND: 108 PROGRAM NAME: West Florida Genealogy Library (Old Tryon) COST: $ 172,000

The West Florida Genealogy Library is the newest of the library programs. It is located in the old Tryon Library on Ninth Avenue. The building was retained after the Tryon Library moved to its new location on Langley Avenue. The library houses the genealogy collections of the West Florida Public Library as well as the collections of the West Florida Genealogical Society. There is a meeting room for genealogy programs as well as administrative use. The building also houses the Talking Book Library. The hours are Tuesday thru Thursday - 10:00 am to 5:00 pm and Friday and Saturday, 9:00 am to 5:00 pm.

OBJECTIVE

Responsive, Customer-Oriented City Services Respond to needs of local and visiting genealogists by making the collection more available for use and study. Provide a monthly genealogy program. Assist beginning genealogists in starting personal research projects. Provide programs for children and young adults in developing family research and oral history projects. Increase use of the library by 10% during Fiscal Year 2010 over Fiscal Year 2009..

Pensacola: A Growing City The Genealogy will assist the City in drawing more visitors to the City for use of the genealogy collection..

PROGRAM NAME: Westside Branch Library COST: $ 363,600

The Westside Branch Library is located in a 3,500 square foot storefront in a strip mall between I and J Streets on West Cervantes Street. The branch was opened in April, 2007 in order to serve the population residing on the west side of Pensacola. The library has readers advisory service and public use computers. There is no meeting room. The library is open 60 hours per week: Monday - Thursday, 9:00 am to 8:00 pm and Friday and Saturday, 9:00 am to 5:00 pm.

OBJECTIVE

Responsive, Customer-Oriented City Services Respond to community needs by increasing the use of the public use computers by five percent during the Fiscal Year. Increase the circulation per capita of the library 5% from the September, 2009 baseline by September, 2010. Attendance of all permanent staff at two continuing education activities as a minimum during the year as part of increased customer service. Increase the number of registered borrowers by five percent by the end of the fiscal year. Increase children's programming by 10% over September, 2009 by September, 2010.

Pensacola: A Growing City The branch will assist in the revitalization of the Westside neighborhood.


- 394 -

DEPARTMENT - 1080 - LIBRARY

125,700 125,700 125,700 9346 LIABILITY INSURANCE 142,634 147,296 120,900




1,600 1,600 1,600 9338 ADVERTISING 3,442 4,213 500 500 500 500 9337 TRANSPORTATION 1,701 2,152 1,600

500 500 500 9336 COMMUNICATION 404,739 240,804 199,400 286,600 286,600 286,600 9335 PROFESSIONAL SERVICES 5,170 7,108 500





1,600 1,600 1,600 9131 UNEMPLOYMENT (1,037) 1,013 0 0 0 0 9130 WORKER'S COMPENSATION 10,120 9,574 2,700

587,500 869,500 869,500 9129 DEFERRED COMP PENS PLAN 1,532 21 0 0 0 0 9125 EXTRA PERSONAL SERVICES 662,721 628,670 587,500



22,300 17,500 17,500 9119 ADDITIONAL REGULAR PAY 1,582 107 5,700 5,700 5,700 5,700 9118 MEDICARE PREMIUM 27,339 28,777 22,000

30,000 30,000 30,900 9117 ADDITIONAL PENSION 553 24 600 0 0 0 9116 POLICE PENSION FUND 32,807 36,171 48,400



FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 108 - WEST FL RGNL LIBRARY FUND


FY 2008ACTUAL


- 395 -

DEPARTMENT - 1080 - LIBRARY

346,000 304,000 304,000

TOTAL WEST FL RGNL LIBRARY FUND 5,044,106 4,815,526 5,054,800 5,453,200 5,054,800 5,054,800

SUBTOTAL NON-OPERATING 322,300 342,600 342,600


SUBTOTAL CAPITAL OUTLAY 431,389 374,853 311,200

0 0 0 9668 BOOKS 424,799 374,853 311,200 540,500 400,000 400,000 9666 OFFICE EQUIPMENT 6,590 0 0

15,600 15,600 15,600 SUBTOTAL OPERATING EXPENSES 1,239,219 922,318 987,000 1,049,600 1,029,600 1,029,600


600 600 600 9364 SERVICE AWARDS 0 0 0 0 0 0 9360 MISCELLANEOUS 555 555 600

700 700 700 9357 OTHER CONTRACTUAL SERVICE 139,482 129,304 115,100 115,100 115,100 115,100 9349 CLOTHING SUPPLIES 163 146 700


FY 2009BUDGET

FY 2010REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

FUND - 108 - WEST FL RGNL LIBRARY FUND


FY 2008ACTUAL


- 396 -


WEST FLORIDA PUBLIC LIBRARY

POSITION TITLE NO. RANGE NO. RANGE NO. RANGE1054 - Library Director 1 C-05 1 C-05 1 C-051088 - Assistant Library Director 1 C-04 1 C-04 1 C-042005 - Senior Librarian 6 GE-19 7 (f) GE-19 7 GE-192021 - Senior Administrative Officer II 1 GE-17 1 GE-17 1 GE-172004 - Administrative Officer II 1 (e) GE-15 1 GE-152012 - Librarian 6 GE-15 4 (d,f) GE-15 3 (k) GE-154020 - Library Specialist 1 GE-15 1 GE-15 (j) GE-152122 - Network/System Engineer I 1 (a) GE-15 1 GE-15 1 GE-152020 - Senior Administrative Officer I 4 (b) GE-13 4 GE-13 4 GE-132010 - Administrative Officer I 2 (b) GE-11 3 (g) GE-11 3 GE-114145 - Inter Library Loan Technician 1 GE-10 (g) GE-10 (j,k) GE-104032 - Library Technician 3 GE-09 1 (d) GE-09 1 GE-092014 - Administrative Officer 1 (h) GE-07 1 GE-074075 - Library Computer Technician 2 GE-07 2 GE-07 2 GE-073003 - Administrative Account Clerk 1 GE-05 (h) GE-056010 - Maintenance Worker III 1 GE-05 1 GE-05 1 GE-053005 - Clerk III 4 GE-03 5 (d,i) GE-03 3 (l) GE-037002 - Maintenance Worker II 1 GE-03 2 (i) GE-03 1 (k) GE-035510 - Enforcement Officer II 1 (c) EO-02 1 EO-023006 - Clerk II 8 GE-02 8 (d,i) GE-02 4 (l) GE-023008 - Clerk I 4 GE-01 6 (i) GE-01 4 (l) GE-017006 - Custodial Worker I 1 GE-01 1 GE-01 (k) GE-01

Total 49 52 40




- 397 -


WEST FLORIDA PUBLIC LIBRARY (Continued)

(a) Transfer one (1) Network/System Engineer I (GE-15) from Management Information Services to West Florida Public Library; 06/18/07.

(b) Reclass one (1) Administrative Officer I (GE-11) to Senior Administrative Officer I (GE-13) with adoption of FY 2008 Budget; 10/01/07.

(c) Transfer one (1) Enforcement Officer II (EO-02) from Employee Services to West Florida Public Library; 04/01/08.

(d) Delete two (2) Library Technician (GE-09), one (1) Librarian (GE-15), one (1) Clerk III (GE-03) and one (1) Clerk II (GE-02) with adoption of 30-Month Budget; 06/01/08.

(e) Transfer one (1) Administrative Officer II (GE-15) from Employee Services to West Florida Public Library; 06/01/08.

(f) Transfer one (1) Librarian (GE-15) from Library to Financial Services and change title to Senior Administrative Officer I (GE-13) and transfer one (1) Administrative Officer III (GE-19) from Financial Services to Library and change title to Senior Librarian (GE-19); 06/01/08.

(g) Transfer one (1) Inter Library Loan Technician (GE-10) from Library to Financial Services and change title to Administrative Officer (GE-07) and transfer one (1) Administrative Officer I (GE-11) from Financial Services to Library; 06/01/08.

(h) Transfer one (1) Administrative Account Clerk (GE-05) from Library to Port and change title to Clerk II (GE-02) and transfer one (1) Administrative Officer (GE-07) from Port to Library; 06/01/08.

(i) Add two (2) Clerk III (GE-03), one (1) Clerk II (GE-02), two (2) Clerk I (GE-01) and one (1) Maintenance Worker II (GE-03) for the expansion of the Tryon Branch Library with the adoption of FY 2009 Budget; 10/01/08.

(j) Transfer one (1) Library Specialist (GE-15) from West Florida Public Library to Parks & Recreation/Recreation and change title to Recreation Supervisor (GE-15) and transfer one (1) Recreation Assistant Supervisor (GE-10) from Parks & Recreation/Recreation to West Florida Public Library and change title to Inter Library Loan Technician (GE-10); 03/16/09.

(k) Delete One (1) Custodial Worker I (GE-01), one (1) Maintenance Worker II (GE-03), one (1) Inter Library Loan Technician (GE-10) and one (1) Librarian (GE-15) with adoption of FY 2010 Budget; 10/01/09.

(l) Delete two (2) Clerk I (GE-01), four (4) Clerk II (GE-02) and two (2) Clerk III (GE-03) with adoption of FY 2010 Budget; 10/01/09.


- 398 -

CAPITAL OUTLAY

400,000

400,000

400,000

FY 2010 REQUESTED

FY 2010RECOMMENDED

FY 2010APPROVED

SUBTOTAL 9668: BOOKS: 540,500 400,000

WEST FL PUBLIC LIBRARY FUND 540,500 400,000

9668: BOOKS000000 BOOKS 540,500 400,000

FUND - 108 - TOTAL WEST FL PUBLIC LIBRARY FUND

ACCT / TITLE

APPENDIX

TABLE OF CONTENTS

PAGE

A. Budget Process...................................................................................................................................................399 - 405

B. Basic Information on Property Taxes ..................................................................................................................406 - 409

C. Natural Gas Service Fees and Rate Schedule ...................................................................................................410 - 416

D. Solid Waste and Refuse Collection Service Fees...............................................................................................417 - 418

E. Parks & Recreation Fee Schedules ....................................................................................................................419 - 425

F. Governmental Structure ......................................................................................................................................426 - 430

G. Debt Structure (Outstanding Issues)...................................................................................................................431 - 454

H. Investment Policy ................................................................................................................................................455 - 459

I. Financial Planning & Administration Policy .........................................................................................................460 - 461

J. Fund Structure (Basis of Accounting) .................................................................................................................462 - 464

K. Description of Funds ...........................................................................................................................................465 - 467

L. Position Comparison (Last 10 Years) .................................................................................................................468 - 469

M. Pay Scale Summary..................................................................................................................................................... 470

N. Pay Classification Schedule................................................................................................................................471 - 479

O. General Information Concerning The City...........................................................................................................480 - 487

P. Statistical Section................................................................................................................................................488 - 506

Q. Classification of Expenditures/Expenses By Account Code................................................................................507 - 517


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APPENDIX A BUDGET PROCESS

Overview

The budget process for the City of Pensacola does not have an easily identifiable beginning or end. During the course of each fiscal year, new initiatives for services, new regulations, new funding sources, better methods for providing existing services, and new citizen concerns are brought forward for discussion, study, and implementation. Although the budget document is developed at a fixed point in time, and identifies a work plan for a specific period of time, the budget process is fluid.

This information is intended to help citizens, staff, and the City Council better understand the City’s budget process. The Overview is written in a question and answer format to assist the reader in finding information.

What Is A Budget?

A budget is a planning tool which identifies the work plan for the City for the fiscal year and matches the financial, material, and human resources available with the requirements to complete the work plan. It also includes information about the organization and identifies the policy direction under which the budget was prepared. Although a budget is often discussed as a financial document, the financial portion of a budget means very little without the policy and administrative information which tells a reader what the organization intends to do with the financial resources.

What Is A Fund Based Budget?

The accounts of the City are organized on the basis of funds, each of which is considered a separate entity accounted for with a separate set of self-balancing accounts comprised of assets, liabilities, fund equity, revenues and expenditures. Each fund has a specific purpose, with specific revenue sources and uses. The funds of the City of Pensacola are identified in Appendix J, Fund Structure Basis of Accounting, included in the Appendix section of this document.

A fund based budget is the planning tool which identifies the work plan for each fund for the fiscal year. It includes information about the fund and matches the financial, material, and human resources available with the requirements to complete the work plan identified for the fund. Activity within a fund to accomplish the work plan usually involves more than one department, and often several programs within these departments. Why Do A City Budget?

All cities in Florida are required to adopt a budget annually. State law also defines the fiscal year which begins on October 1 and ends on September 30. However, even if there was no legal requirement to budget, Pensacola would complete a budget. The budget process allows City staff to review City Council Goals and Objectives in a formal setting, determine what will be required to meet those objectives, and develop an implementation plan.


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BUDGET PROCESS Overview (Continued)

How Do You Know How Much Money The City Will Have?

Staff develops projections each year for each type of revenue the City receives. These projections are based on specific knowledge of some factors and assumptions about others. Many revenue estimates must be made based on assumptions about general economic conditions. Assumptions must also be made about future weather conditions since several of the City’s major revenues are adversely impacted by prolonged abnormal conditions. Revenue estimates are made cautiously since estimating too high may result in setting an expenditure budget which will not be supported by current revenues.

How Can You Tell If Your Planning Is Any Good?

There are a number of tools used in Pensacola to report on the status of the budget during the course of the fiscal year. These tools examine both revenues and expenditures and compare them to the budget. These include:

• Quarterly Financial Reports -- Provides a quarterly update on the status of achieving the Council's Goals and Objectives, compares revenues and expenditures to the budget and details reasons for variances.

• Monthly Reports -- These documents are prepared each month for staff review. They provide a more frequent review of the status of revenues and expenditures compared to budget than the quarterly reports. If there are areas of concern, management action can be taken to adjust expenditures more immediately than once per quarter.

• Comprehensive Annual Financial Report (CAFR) -- The CAFR is prepared after the close of the fiscal year. It is a schedule of financial statements which reports on the financial condition of the City. During the budget process, this information is used to compare how close the projections of revenues and expenditures made during the prior fiscal year were to the actual revenues and expenditures for a given fiscal year. Current year and future year assumptions about revenues and expenditures may be changed depending on how close projections were to actuals.

What Does City Staff Do To Develop The Budget?

Prior to the Budget Workshop meetings in August, City staff begins to prepare for the coming budget cycle. Staff evaluates current services and identifies issues to be addressed by the City Council. Primary factors considered by staff in making recommendations include:

• Relevant federal, state, and city regulations and needs which affect services provided by a department.

• Council position, policy statement, and general consensus regarding a service.

• Service deficiencies which have been identified through complaints, observations and citizen input.

• Demographic, neighborhood data, and trends in demand for services.

• Citizen input regarding service received by boards, commissions, the Council and staff.

• Annual equipment assessments and inventories which have identified a deficiency.


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City staff also has a number of long-term planning resources for developing the annual budget. The primary policy documents include: City Council Goals and Objectives; the Comprehensive Plan; master plans for parks, utilities, buildings, and transportation; and the Capital Improvement Program. These are all planning documents developed with considerable citizen input to outline future development needs within the City.

Once the issues have been addressed, staff turns their attention to putting numbers on paper. A number of factors will play into budget planning at this point:

• Known cost factors including such items as postal rate increases, contribution rates to employee pension and retirement funds, and other similar costs.

• Required elements of the budget such as insurance costs, utility costs, and vehicle maintenance costs are developed.

• The cost of employee salaries is the largest expenditure in the City budget. Therefore, careful attention is given to civil service annual increment increases or any other major change in the employee salary schedule.

• Changes in employee fringe benefits, such as overtime, holidays, uniform allowances, and health insurance affect expenditures.

• General economic fluctuations can be one of the most difficult considerations when preparing a budget. In recent years even the best economists have encountered difficulty in predicting the performance of the economy. Also, any local events impacting significantly on the local economy are taken into consideration. The failure or inability to conservatively consider projected economic activity can cause significant financial problems.

As with revenue estimates, fiscal prudence demands that expenditure estimates be as accurate as possible. Departments submit their budget to the Financial Services Department Budget Office for review. Budget staff reviews the budgets in detail, checking for accuracy and reasonableness of projections, and ensuring that all required elements of the budget are correct.

Once the analysis is completed, each department meets with the City Manager and his Staff who reviews the budget with department staff to be sure that planned activities are in line with Council Goals and Objectives.

The Budget staff then develops a budget document to present to the City Council for review. The rest of the process calls for City Council to review the proposed budget, then present their recommended budget to the citizens for adoption.

Can You Change The Budget Once It Is Adopted? Subsequent to the enactment of the budget, the City Council can amend the total appropriations for an individual fund by a Council Budget Resolution. In addition, the amounts designated for purchase of capital items cannot be used for personal services or operating expenditures without express approval by the Council. Amounts budgeted for operating expenditures shall not be used for the payment of personal services and capital items without express approval of the City Manager.

There are two ways the adopted budget may be amended during the course of the fiscal year. These are:

• Budget Transfer - transfers existing appropriations from one appropriations class to another. Appropriations for operating expenditures may be transferred from one object level to another through a formal budgetary transfer. These budget transfers are reviewed by the Budget staff, and approved by the City Manager or his designee. All budget transfers are documented and tracked by the Budget staff.

• Supplemental Budget Resolution - adjusts appropriations based on various circumstances that may alter estimations in revenues and expenditures such as new revenue sources, revenue shortfalls, unanticipated expenditures or expenditure savings. For example, the City is notified that it will receive a library grant which was not anticipated when the budget was adopted. By approving a resolution, the City Council may increase appropriations so that the City may accept and spend the grant during the current fiscal year. Another example may be that the revenue from a certain source may fall short of the original budget estimate. The City Council may reduce appropriations to adjust for this shortfall.


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Budget Process Adoption Requirements

An annual budget, including all such funds as required by law, shall be prepared, approved and adopted for each fiscal year. The budget shall control the levy of taxes and expenditure of money for all City purposes during the ensuing fiscal year. The budget process shall be conducted in accordance with the City of Pensacola Code of Ordinances and Florida Law.

By July 1, the Property Appraiser must certify the (initial) taxable value of property within each taxing district.

Within 35 days of either July 1, or the date the Property Appraiser certifies the taxable value of property, whichever is later, the City of Pensacola must set proposed millage rates. At that time, a date, time and place is set for a first public hearing on the proposed budget and millage rates.

Within 65 to 80 days of July 1, or the date the Property Appraiser certifies the taxable value, the City of Pensacola must hold a public hearing, after 5:00 p.m., to hear public testimony and to adopt a tentative budget and tentative millage rates. The first substantive issues discussed must be the percentage increase in the proposed millage rate over the rolled-back rate and the specific purposes for which the ad valorem tax revenues are being increased. Prior to the conclusion of the hearing, the City of Pensacola shall amend the tentative budget as it deems necessary, adopt the amended tentative budget, recomputed its proposed millage rates and publicly announce the percent, if any, by which the recomputed proposed millage exceeds the rolled-back rate. The percentage shall be characterized as the percentage increase in property taxes tentatively adopted by the City of Pensacola (regardless of whether millage rates have changed). A date, time and place for a second public hearing is set at this hearing. As with the first public hearing, the second public hearing must be held after 5:00 p.m.

Within fifteen days after the first public hearing, the City must publish two adjacent budget ads in a newspaper of general circulation in the City. One advertisement notifies City residents of the City of Pensacola’s intent to finally adopt millage rates and a budget, identifying any increase in property taxes. The second advertisement summarizes the tentative budget, showing for each budget and for the total of all budgets, the proposed millage rates, balances, reserves, and major revenues and expenditures classifications. Specific size, placement and wording requirements apply, as set forth in Chapter 200.065(3) of the Florida Statutes.

Within two to five days after the advertisements are published, a second public hearing is held to hear public testimony and to adopt a final budget and final millage rates. If, for any reason, the adoption of the final budget is delayed beyond the start of the next fiscal year, the City of Pensacola can expend moneys as outlined in Chapter 200.065(2)(g) of the Florida Statutes, as amended.

Copies of completed resolutions adopting the final millages are forwarded to the Property Appraiser and the tax Collector by the City of Pensacola within three days of the final hearing.

Not later than 30 days following adoption of the millage and budget resolutions, the City of Pensacola shall certify, to the Florida Department of Revenue, compliance with the provisions of Chapter 300 of the Florida Statutes, as amended. In addition to a statement of compliance, the certification package shall include a copy of the adopted millage resolution or ordinance, a copy of the budget advertisements including proof of publication, and a copy of the Certification of Taxable Value form.

Copies of the budget shall be filed with the City Clerk’s office.


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The Process of Adopting The Budget

The process for adopting the Fiscal Year 2010 budget for the City of Pensacola consists of four distinct phases:

The Planning Phase began in October with an in-house review of the budget process and consideration of comments from the review of prior budget documents by the Government Finance Officers Association (GFOA). The Fiscal Year 2009 budget received the GFOA’s Distinguished Budget Presentation Award. During the planning phase budget instructions, examples, and training materials were prepared. This phase continued through January with meetings between the City Manager and his staff to develop broad objectives for the coming fiscal year. Department Directors were briefed and they had the opportunity to add their input regarding budget objectives.

The Preparation Phase for all City funded organizations began earlier than usual this year with a budget update “kick-off” in October. Financial Services staff distributed written budget instructions. Budgetary guidelines for operating and capital budgets were presented and a time line for completing the budget process was reviewed.

Each department was given a base or “target” budget which was determined by the base budget for the prior fiscal year. After scrutinizing all programs in their department, each department director prepared and submitted a base budget in accordance with the target they were provided. They may also include enhanced budget requests which are presented as Department New on their budget documents. Usually Department New requests are for additional funds to (1) pay for a service and/or workload level increase or (2) to implement a new or expand a City program. All departments were required to segment their entire budgets into programs and core programs were identified.

The final deadline for City departments to submit their budget packages for the Fiscal Year 2010 Budget to the Financial Services Department was February 13, 2009 for General Fund Departments and March 13, 2009 for Non General Fund Departments. However, prior to that date, there were various deadlines for different segments of the budget submittals.

The Review Phase consisted of scheduled work sessions by the City Manager with the Assistant City Managers and Financial Services staff to review and prioritize department requests for changes. As part of this review, each department director met individually with the City Manager Staff and the Financial Services staff to review the departmental request. These sessions began in March and continued through the first part of May.

The Public Adoption Phase began with setting the proposed millage rates for Fiscal Year 2010. This took place at the July 23, 2009 City Council Meeting. The proposed millage rates approved at the July 23rd meeting were used by the Property Appraiser to prepare Truth-in-Millage (TRIM) notices distributed in mid-August.

TRIM notices advises City taxpayers of how tax rates proposed by all local taxing authorities combined with current information on assessed value of real property will affect the taxes on each taxed parcel of land. The TRIM notice also serves as the official notification of the time and place of the first public hearing for adoption of both tentative millage rates and a tentative budget by each taxing authority.

The second milestone of this phase was the formal presentation of the City Manager’s Proposed Budget. In April City Council held their first workshop to review the General Fund Budget and at that meeting a straw vote to approve the General Fund Budget was passed. City Council met again on May 18, 2009 2008 to review Non-General Fund Departmental Budgets. A final workshop was held on August 12, 2009 to review Outside Agency funding, the Penny for Progress Capital Improvement Plan and finalize any unfinished issues with the Fiscal Year 2010 Budget. The City Council’s review of the budget and the public process of review, change, and formal adoption lasts through mid-September. This phase includes several workshops with the City Council and two public hearings which are mandatory under State law.

The third milestone in this phase is the two State required public budget hearings. The first public hearing will take place on September 9, 2009. After hearing public testimony at the hearing, the City Council will adopt tentative millage rates and a tentative Fiscal Year 2010 budget.

The fourth and final milestone in this phase is the adoption of the Fiscal Year 2010 budget at the second public hearing which will take place on September 16, 2009. The second public hearing will be advertised by a published notice with detail information of the tentative millage rates and the tentative budget.


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Budget Process Milestones

Planning

• October through January – Staff review of previous budget process, comments from GFOA reviewers and development of broad objectives.

Preparation

• October 27 – Budget Update “Kickoff”

• January 5 – System Input of Budget Submittals Complete

• February 13 – Final Budget Submissions Due for General Fund Departments

• March 13 – Final Budget Submissions Due for Non General Fund Departments

Review

• March through May – City Manager and Staff review proposed budget and departmental requests and meet with individual departments to review requests.

• June 1 – Preliminary tax roll information from the Property Appraiser’s Office available.

Public Adoption

• April 13 – City Council Workshop to Accept Public Input on the General Fund Budget

• May 18 – City Council Workshop to Accept Public Input on the Non General Fund Budget

• July 1 – Official preliminary taxable values provided by the Property Appraiser’s Office.

• July 23 – TRIM Rate is tentatively set by City Council.

• August 5 – Proposed Budget Document delivered to City Council.

• August 12 – City Council Workshops to Accept Public Input on the Proposed Budget.

• September 9 – First State-Required Public Hearing to Adopt Tentative Millage Rates and Tentative Budget.

• September 16 – Second State-Required Public Hearing to Adopt Final Millage Rates and the Fiscal Year 2010 Budget.


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Operating Budget Policies and Procedures

The development of the City's Budget is based on the following guidelines and policies:

• The primary budgetary objective is to provide the highest possible level of service to residents without impairing the City's sound financial condition. Continual efforts are being made to improve productivity, lower costs and enhance service.

• The budget must be balanced for each fund; total projected revenues must equal total anticipated expenditures.

• The City will avoid budgetary procedures that balance the current budget at the expense of not meeting future years' obligations.

• The City will maintain a budgetary control system to ensure adherence to the budget and will prepare quarterly reports comparing actual revenues

and expenditures to budgeted amounts.

• Prior to the beginning of each fiscal year, the City Manager submits an operating budget to the City Council. The operating budget includes proposed expenditures and the means for financing them. After acceptance by the Council, the budget is legally enacted by the passage of a budget resolution. Budgetary control is established within each department at the line item. Amounts may be transferred between departmental line items or between departments within a Fund. Amounts to be transferred require the approval of the City Manager or his designee; however, amounts appropriated for capital expenditures can only be transferred from capital expenditure accounts with City Council approval. Expenditures for each fund may not legally exceed the total fund appropriation.

• A legally adopted budget is employed as a control device for the General Fund, Special Revenue Funds and Debt Service Funds. In addition,

Enterprise Funds are budgeted on a limited non-GAAP basis for management control purposes.


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APPENDIX B

BASIC INFORMATION ON PROPERTY TAXES The calculation of assessed value of real and tangible personal property and how much of this value is subject to ad valorem taxation varies from state to state. In Florida, each county has an elected Property Appraiser whose office supervises the valuation process following the appropriate state laws, regulations and professional guidelines.

Exemptions

Florida law provides specific exemptions to reduce the value of property subject to taxation. Some of the more frequently used exemptions are:

Homestead – Homestead tax exemption is the most common exemption applied for and granted in Escambia County. Property used as a primary residence as of January 1 of the tax year qualifies for the homestead tax exemption of the first $25,000 of the value of an owner-occupied residence. Additionally, on January 29, 2008 the Citizens of Florida approved Amendment 1 which provides an additional $25,000 homestead exemption for those homes with a taxable valuation above $50,000. (Note: This exemption does not apply to Escambia County School Board Property Taxes) Certain elderly low-income homeowners may also qualify for an additional exemption called the Senior Homestead Exemption. The City of Pensacola set this additional exemption at $25,000.

Government – All property owned by a government is exempt.

Widows/Widowers – An additional $500 in value is exempt if the resident-owner is a widowed permanent resident.

Disability – In addition to any other exemptions, an additional $500 in value is exempt for totally and permanently disabled or blind residents.

Disabled Veteran – Any Florida resident who is an honorably discharged veteran with 10% or greater service-connected disability is entitled to a $5,000 exemption.

Institutional – All properties of non-profit organizations used for literary, scientific, educational and charitable purposes are exempt.


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Computing Property Taxes

To compute the property tax on a parcel, you need to know three factors: the assessed value as determined by the Property appraiser; the amount of the value which is not subject to the tax due to the application of exemptions; and the millage rate authorized by a taxing authority. For example:

Start with the ASSESSED PROPERTY VALUE = $100,000

Minus the amount of any EXEMPTIONS:

For example, Homestead Exemption = $50,000

This results in a TAXABLE PROPERTY VALUE = $50,000

Then divide the TAXABLE VALUE BY 1,000 = $50

Multiply this answer by the levied millage. For instance, using the FY 2010 Approved City Millage Rate of 4.5395 per thousand dollars of taxable value, the city property tax for this property would be:

$50 x 4.5395 Mills = $226.97

This computation only calculates the City’s property taxes. Additional Approved millage rates for other governmental entities include:

Escambia County 6.9755 Escambia County School Board 7.8600 Northwest Florida Water District 0.0450 Sub-Total 14.8805 City of Pensacola 4.5395 Total 19.4200

Using the above total millage rate in the example above, the total property tax amount due would be $1,167.50. (Note: The additional $25,000 exemption does not apply to Escambia County School Board Property Taxes)


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The Aggregate Rolled-Back Rate

In recent years, much of the legislation in Florida governing the setting of millage rates has been centered on the concept of the “rolled-back rate”. The “rolled-back rate” is that millage rate which when applied to the total amount of taxable value of property (excluding new construction) produces the same amount of revenue as the previous year.

The “rolled-back rate” is used as a standardized point of comparison to show how millage rates are changing from one year to the next. The purpose of the “rolled-back rate” calculation is to allow local governments in Florida to identify when they are drawing more tax revenue from existing property. For example, an increase in the assessment of existing property draws more tax revenue for governments even when those governments keep the same millage rates as the previous year. The aggregate “rolled-back rate” varies significantly from the local millage rate because the combined ad valorem revenue from the General Revenue Fund and the Downtown Improvement District is divided by the city-wide taxable value in calculating the “aggregate rolled-back rate” even though ad valorem revenue from the Downtown Improvement District millage is generated from a smaller tax base.

At the public hearings in September, the City is required to show how proposed millage rates compare to the “aggregate rolled-back rate” and to identify why the proposed rate differs from the “aggregate rolled-back rate”.

The following example demonstrates how to compute the “aggregate rolled-back rate”, the millage rate that will generate the same ad valorem tax revenues exclusive of new construction, additions to structures, etc.

Amendment 1

During the 2007 Florida Legislative Session, the Florida Legislature passed a statutory property tax relief measure that essentially froze the fiscal year 2007 property tax levy and ascribed a reduction factor of 5% for the City of Pensacola, and then added back growth related to new development and additions. It also limited property tax growth going forward to new construction and a factor based on the statewide increase in per capital personal income.

A second, constitutional property tax reform measure which was approved by the Florida voters on January 29, 2008 increased the homestead exemption, the tangible personal property tax exemption, allowed for homestead portability and provided an assessment cap on non-homestead property.

Additionally, with the passage of Amendment 1, came a new formula to determine the maximum millage rate that could be levied. Based on that calculation the City’s maximum millage rate that the City could impose is 4.8156. However this budget has been prepared maintaining the same millage rate as FY 2009 which is 4.5395 which is below the calculated maximum millage rate allowed.


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BASIC INFORMATION ON PROPERTY TAXES (Continued)

CALCULATION OF THE ESTIMATED AGGREGATE ROLLED-BACK RATE¹

Property Taxes Collected in the Previous Year for the General Revenue Fund and Downtown Improvement District = $12,907,405 Divided By

The Adjusted Taxable Value of City Property Less New Construction in the Current Year = $2,699,991,673 Equals the Aggregate Rolled-Back Rate of

4.7805 Mills or $4.78 per $1,000 of Taxable Value A Similar Computation is Performed Using the Millages as Proposed for the Next Fiscal Year.

The Calculated Proposed Aggregate Millage Rate for Fiscal Year 2010 is 4.6626 Mills, or 2.47% Under The Aggregate Rolled-Back Rate.

0123456789

10

FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10

CITY OF PENSACOLAAD VALOREM OPERATING MILLAGES

(Direct and Overlapping Governments)

NWF Wtr Mgt DIB City Esc Cnty Sch Bd

¹ Florida Statutes require the budget estimate be based on the Property Appraiser’s July 1 preliminary certification. Due to taxable value adjustments made after July 1st by the Property Appraiser and Value Adjustment Board, actual property taxes collected will differ from estimated collections used for budget purposes.


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APPENDIX C CITY OF PENSACOLA

NATURAL GAS UTILITY FEES

Fees for all City furnished natural gas utility services and installation services as provided by Energy Services of Pensacola and are based on the cost to provide these services to the customer. The fees will be adjusted from time to time in order to cover the cost. The City Council will be notified of any fee changes through the budget review process each year. (Ordinance No. 01-06, 01/12/06; effective January 13, 2006)

Natural Gas Utility Services – Fees are based on an average annual labor cost for the service including fringe benefits plus the actual equipment cost per hour times the average time (including drive time) to complete each type of work order. The following fees will be reviewed annually through an annual cost of service study to determine any changes in costs to provide service to customers:

• New Account and Transferred Accounts: This fee covers the initial premises visit to either set the meter and/or establish the beginning meter reading. The technician ensures the meter is working properly, lights all appliances in the home or business, and answers any customer questions. Service is also known as Connection Fee.

Fee Amount: $40.00 Effective Date: 10/01/2005

• Resumption of Terminated Service: This fee covers two site visits. The first visit is to stop service for non payment where the meter is locked and sealed and the second visit is to reactivate service and light all appliances in the home or business. Service is also known as CNP (Cut Non Pay) Reconnection Fee.


• Meter Re-reads: A fee is added to the customer’s account for each subsequent request to read a meter if the initial reading has been substantiated.


• Appliance Turn-ons: This fee covers the premises visit to light pilots after the annual free-offer period. Usually, the annual free-offer period is offered from September 15 to October 31.


• Late Payment Charge: One and one-half (1 ½ ) percent per month of the amount of the unpaid previous balance charged.

Fee Amount: See above for fee calculation Effective Date: 10/01/2005


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NATURAL GAS UTILITY FEES (Continued)

• Deposits: Deposits in an amount up to the total of the highest two (2) months bills for service within the previous twelve (12) months may be required of customers who have their service cut for nonpayment or have a late payment history.


• Special Request Fee: For new accounts, transferred accounts, resumption of terminated service, pilot light turn-ons and miscellaneous appliance adjustments to be performed on the same day of the request.


• Unauthorized Overrun Fee: An unauthorized overrun fee of 200% of the applicable rate times the unauthorized quantities of gas taken in excess of the contract quantity will be charged.


• Operation Flow Order (OFO) Charges: Customers will be given at least eight (8) hours notice of an operational flow order unless a shorter time is required to protect the operational integrity of the system. A customer exceeding allocated volume by less than 10% during the period restricted by the operational flow order shall be charged for each MMBtu taken in excess of the allocated volume the greater of 1) ESP’s weighted average cost of gas multiplied by 105% or 2) the customer’s contract rate multiplied by 105%. A customer exceeding by greater than 10% their allocated volume during the restriction shall be charged for each MMBtu taken in excess of the allocated volume ESP’s weighted average cost of gas multiplied by 105% plus $25.00 per MMBtu.


Natural Gas Installation Services – The City will install for any new customer of its gas service a service line measuring from the gas main to the proposed meter site. For such portion of any such service line, the customer shall pay an installation charge equal to the cost of such installation minus the estimated net first annual revenue to the city derived from the sale of gas at the service address, such estimate to be determined by a representative of Energy Services of Pensacola. There shall be no installation charge if the estimated net first annual revenue exceeds the cost of installation.

Installation Fee: $450.00 Effective Date: 10/01/2005


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CITY OF PENSACOLA NATURAL GAS RATE SCHEDULE

(Ordinance No. 27-07, 05/24/07; Effective beginning of monthly June 2007 billing cycle)

Natural gas rates and charges are adopted by ordinance for natural gas services provided by the City of Pensacola, Energy Services of Pensacola (ESP), to consumers. Beginning in 2009, the natural gas base rate will include an inflation adjustment which will be applied to Distribution and Customer Charge Rates. The annual inflation adjustment is intended to account for inflation related increases in costs of maintaining and operating ESP’s system.

Natural Gas Charges – Charges are segregated according to the following service classifications: Residential Gas inside and outside the Cy Limits (GR-1, GR-2) Commercial Gas inside and outside the City limits (GC-1, GC-2), Interruptible Industrial Contract (GI-1, GI-2, GI-3, GI-4), Gas Transportation (GTS), City of Pensacola, Off-Peak Service (GOF-1), On-Demand Peaking Service (GON-1), Almost Firm Service (GAF), and Flexible Gas Transportation (GIT).

Purchased Gas Adjustment (PGA) – Service classifications having a distribution charge stated in Mcfs shall have the price per Mcf adjusted by the increase in the cost of gas purchased for resale. Changes to the PGA will be effective at the beginning of a monthly billing cycle.

For the purpose of calculating the municipal public service tax, the City’s cost of gas prior to October 1, 1973, was $0.45 per Mcf.

Weather Normalization Adjustment (WNA) – To adjust for fluctuations in consumption due to colder or warmer than normal weather during the months of October through March of the previous or current fiscal year, a WNA will be assessed on service classifications GR-1, GR-2, GC-1, and GC-2 according to the following formula:

WNA=Rx (HSF x (NDD - ADD)) (BL + (HSF x ADD))

Where: WNA = Weather Normalization Adjustment Factor for each rate schedule classification expressed in cents per Mcf. R = Weighted average base rate of temperature sensitive sales for each included rate schedule. HSF = Heat sensitive factor for the appropriate rate schedule. NDD = Normal billing cycle heating degree. ADD = Actual billing cycle heating degree day. BL = Average Base load sales for each billing cycle. Normal degree days (NDD) shall be based on the most current National Oceanic and Atmospheric Administration (NOAA) 30-year normal data. Actual degree days (ADD) shall be based on NOAA data.

Distribution and Customer Charge Rates – Shall be adjusted annually if approved by the City Council during budget sessions, effective October 1, 2008 based upon the percentage difference in the cost of living as computed under the most recent Consumer Price Index for all urban consumers published by the Bureau of Labor Statistics, U.S. Department of Labor for the period beginning April 1 of the preceding year and ending March 31 of the current year. The applicable rates are Residential Gas inside and outside the City limits (GR-1, GR-2), Commercial Gas inside and outside City limits (GC-1, GC-2), and Municipal operated buildings and facilities. Service charges shall include a customer charge and a distribution charge. The customer charge is a fixed monthly charge for having gas available and the distribution charge is a variable monthly charge based on consumption of gas.


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NATURAL GAS RATE SCHEDULE (Continued)

Service Charges are as follows:

(1) Service Classification: GR-1, Residential Gas Service, (Within City limits of the City of Pensacola) (1a) Availability – Any consumer using the City’s natural gas service for any purpose in a residence only (1b) Customer Charge – $7.25 fixed monthly charge, plus (1c) Distribution Charge – $6.50 per Mcf

(2) Service Classification: GR-2, Residential Gas Service, (Outside City limits of the City of Pensacola) (2a) Availability – Any consumer using the City’s natural gas service for any purpose in a residence only (2b) Customer Charge – $8.29 fixed monthly charge, plus (2c) Distribution Charge – $8.27 per Mcf

(3) Service Classification: GC-1, Commercial Service, (Within City limits of the City of Pensacola) (3a) Availability – Any commercial consumer for cooking, water heating, space heating, air conditioning, and like used (3b) Customer Charge – $12.43 fixed monthly charge, plus (3c) Distribution Charge – $6.50 per Mcf

(4) Service Classification: GC-2, Commercial Service, (Outside City limits of the City of Pensacola) (4a) Availability – Any commercial consumer for cooking, water heating, space heating, air conditioning, and like used (4b) Customer Charge – $14.50 fixed monthly charge, plus (4c) Distribution Charge – $8.27 per Mcf

(5) Service Classification: GI-1, Interruptible Industrial Contract Service, Small Volume (5a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the

City that will permit the City to curtail consumption as the City may determine necessary. Service under this rate classification shall be governed by individual contracts with the consumer. Such contracts may be executed by the City Manager, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year.

(5b) Contract Volume – Not less than 25 Mcf per day (5c) Customer Charge – $150.00 fixed monthly charge, plus (5d) Distribution Charge – $5.00 per Mcf


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(6) Service Classification: GI-2, Interruptible Industrial Contract Service, Large Volume (6a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the


(6b) Contract Volume – Not less than 250 Mcf per day (6c) Customer Charge – $150.00 fixed monthly charge, plus (6d) Distribution Charge – $4.00 per Mcf

(7) Service Classification: GI-3, Interruptible Industrial Flexible Contract Service, Large Volume (7a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the


(7b) Contract Volume – Not less than 500 Mcf per day (7c) Customer Charge – $150.00 fixed monthly charge, plus (7d) Distribution Charge – Rates to be negotiated

(8) Service Classification: GI-4, Interruptible Medium Volume Commercial/Industrial Service (8a) Availability – Any consumer using the City’s natural gas service provided the consumer has adequate standby facilities approved by the


(8b) Contract Volume – Not less than 100 Mcf nor more than 500 Mcf per day (8c) Customer Charge – $150.00 fixed monthly charge, plus (8d) Distribution Charge – GI-4 usage charge shall consist of the following components:

The spot cost of gas available to the City as it may vary from time to time, plus The existing transportation rate on Energy Services of Pensacola system as established under Section 10 of

Ordinance No. 27-07 for gas transportation service, plus A seven cent ($0.07) margin on the spot market cost of gas to the City

These three (3) components shall determine the monthly cost of any consumer in this class or rate times the number of MMBTUs used by the consumer.


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(9) Service Classification: City of Pensacola (9a) Availability – All current municipally operated buildings and facilities, and current and former municipally operated utilities, and other uses

as authorized by the City Manager. Measurement shall be by standard meter as normally used within Energy Services of Pensacola. (9b) Customer Charge – $16.57 fixed monthly charge, plus (9c) Distribution Charge – $2.38 per Mcf

(10) Service Classification: GTS, Gas Transporttion Service, Medium Volume Commercial/Industrial Consumers (10a) Availability – A consumer with sufficient resources for purchasing its own natural gas supplies and transporting it on the City’s natural gas

system to the consumer’s facilities. Energy Services of Pensacola will determine which gate station on ESP’s interstate pipeline transporter system has adequate capacity to receive the transportation request. There shall be a separate contract with each consumer for each service location. Such contracts may be executed by the City Manager, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this service must be for not less than one year.

(10b) Contract Volume – Transportation volumes not less than 100 MMBTU nor more than 500 MMBTU per day. Volume requirements shall be reviewed in determining if a consumer shall qualify for this rate.

(10c) Customer Charge – $150.00 fixed monthly charge, plus (10d) Distribution Charge – $1.92 Net per 1 MMBTU/day transported

As additional $0.0475/MMBTU shall be added to cover administrative, maintenance, and monitoring costs for the transportation distribution on a daily basis. The consumer must notify Energy Services of Pensacola a minimum of five (5) working days prior to the beginning of each month and identify the volume of the third party gas to be transported on the Energy Services of Pensacola system during that month.

(11) Service Classification: GOF-1, Off-Peak Service (11a) Availability – Any consumer using the City’s natural gas service; service under this rate classification shall be governed by individual

contracts with consumer. Such contract will be executed by the City Manager, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year.

(11b) Customer Charge – $150.00 fixed monthly charge, plus (11c) Distribution Charge – An appropriate base load and incremental sales rate to be negotiated.

(12) Service Classification: GON-1, On-Demand Peaking Service (12a) Availability – Any consumer using the City’s natural gas service; service under this rate classification shall be governed by individual


(12b) Customer Charge – $150.00 fixed monthly charge, plus (12c) Distribution Charge – Terms and rates to be negotiated.


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(13) Service Classification: GAF, Almost Firm Services (13a) Availability – Any consumer using the City’s natural gas service; service under this rate classification shall be governed by individual


(13b) Contract Volume – Not less than 100 Mcf per day (13c) Customer Charge – $150.00 fixed monthly charge, plus (13d) Distribution Charge – Rates to be negotiated.

(14) Service Classification: GIT, Flexible Gas Transportation Service, (14a) Availability – All industrial or commercial transportation customers utilizing the City’s gas services; service under this rate classification shall

be governed by individual contracts with consumer. Such contract will be executed by the City Manager, based on recommendations by the Director of Energy Services of Pensacola. Contracts for this class or rate must be for not less than one year.

(14b) Customer Charge – $150.00 fixed monthly charge, plus (14c) Distribution Charge – Rates to be negotiated.

(4% rate increase approved, Resolution #27-08, 09/17/08.)


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APPENDIX D CITY OF PENSACOLA

SOLID WASTE AND REFUSE COLLECTION SERVICE FEES

Fees and surcharges for solid waste and refuse collection services as provided by the sanitation division of Sanitation Services and Fleet Management are based on the cost to provide these services to the customer. This provided solid waste and refuse collection service assures adequate sanitary conditions and promotes the public health, safety, and welfare for all persons within the corporate limits of the City of Pensacola. The following fees are hereby established for solid waste or refuse collection service by the city as may be amended from time to time:

• New Account, Transferred Accounts and Resumption of Service:


• Garbage and Trash Collection Fee: Fee billed to customer for solid waste or refuse collected by the sanitation services division. Solid waste and refuse not acceptable for collection by the sanitation services division includes solid waste or refuse requiring special handling; hazardous materials or substances; solid wastes from industrial processes; dirt, concrete, bricks, rocks, stones, mortar, roofing materials and materials of similar nature; tree stumps, tree trunks, and limbs larger than eight (8) inches in diameter and six (6) feet in length; and all bulk waste material regulated by local, state, and federal agencies. This fee shall be automatically adjusted October 1, 2008, and each October 1st thereafter based on the percentage difference in the cost of living as computed under the most recent Consumer Price Index for all urban consumers or similar index published by the Bureau of Labor Statistics, U. S. Department of Labor for the period beginning April 1st of the preceding year and ending March 31st of the current year.

Fee Amount: $22.20, Monthly Effective Date: 04/01/2007

• Reduction for Garbage and Trash Collection Fee: Customer fee reduction is for the dwelling of an eligible household, occupied by a person sixty-five (65) years of age or older, under the low-income home energy assistance program as administered by the Escambia County Council on Aging or for the dwelling of a family heretofore determined by the housing and community development office of the city to be eligible for assistance under the Section 8 existing housing assistance payments program. Provided that sufficient monies are appropriated from the general fund to replace decreased solid waste revenues caused by such fee reductions. If insufficient monies of such decreased solid waste revenues, then the city manager may change the amount of the fee reduction to an amount less than the amount set forth in the preceding.

Fee Amount: $2.00 Monthly Reduction Effective Date: 10/01/1990


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• Vehicle Fuel and Lubricant Pass-through Surcharge: A surcharge added as a separate line item on all city solid waste and/or refuse collection service fees to cover the expense of sanitation services division vehicle fuel and lubricant. This surcharge began in fiscal year 2007 and shall be revised by the Director of Finance no less frequently than annually based upon the budgeted fuel and lubricant costs adjusted for their actual costs for the previous or current fiscal years.

Fee Amount: $0.50, subject to change monthly throughout the year. (03/01/09, $1.50; 01/01/09, $1.75; 10/01/08, $2,85, 07/01/08, $2.85; 04/01/08, $1.45; 01/01/08, $1.35; 10/01/07, $1.30;07/01/07, $1.75; 04/01/07, $1.30)

Effective Date: 07/01/2008

• Tire Removal: A surcharge added to the scheduled or non-scheduled bulk waste collection fee whenever tire(s) more than twelve (12) inches in size are collected.

Fee Amount: $3.00 per tire Effective Date: 04/01/2007

• Scheduled Bulk Waste Collection: Fee billed to customer for bulk waste items collected by the city upon customer request. Based on collection time and calculates by minutes with a maximum collection time of twenty-one (21) minutes. A disposal fee will be added after the twenty-one (21) minutes.

Fee Amount: $15.00, first three (3) minutes; $5.00 per each additional three (3) minutes; up to twenty-one (21) minutes Effective Date: 04/01/2007

• Non-Scheduled Bulk Waste Collection: Fee billed to customer for bulk waste items that are placed curbside and collected by the city, at its convenience, without notification. Based on collection time and calculates by minutes with a maximum collection time of twenty-one (21) minutes. After twenty-one (21) minutes, a disposal fee will be added.

Fee Amount: $35.00, first three (3) minutes; $10.00 per each additional three (3) minutes; up to twenty-one (21) minutes Effective Date: 04/01/2007

• Deposits: Deposits in an amount up to the total of the highest two (2) months bills for service within the previous twelve (12) months may be required of customers who, after April 1, 2007, have their service cut for nonpayment or have a late payment history. The department of Financial Services will be responsible for the judicious administration of deposits.


• Late Charge: Charges are equal to one and one-half (1½) percent per month of the unpaid previous balance.



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APPENDIX E CITY OF PENSACOLA

PARKS & RECREATION FEE SCHEDULES

(Fees include taxes where applicable.)

The City of Pensacola Parks and Recreation Department administers municipal leisure facilities and programs that provide the best possible year-round, comprehensive recreational activities to all segments of our community. The department provides an essential service, one that can positively affect health, environment, economy, and qualify of life throughout the City.

Listed below are the various fees and rates charged by the City for various parks and recreation activities. The fees that are listed include sales tax, where applicable, and are charged to provide partial funding for the cost of the activity. Fees are set by the City Council and are effective with the beginning of each seasonal program, unless noted otherwise.

All fees will be reviewed on an annual basis and will be adjusted accordingly at the adoption of the annual budget. The City of Pensacola reserves the right to change fees at any time upon approval by City Council. For all participant requested refunds, a $25 process fee will be charged. It is advisable to contact the Parks and Recreation Department to confirm whether the amounts listed here for any particular activity have changed since last published.

GENERAL FUND PROGRAMS:

PARK RENTALS

Parks Total

1 - 100 people, per park 107.50$ 100 - 500 persons, per park 268.75 Festival/Special Event, per park 537.50 Hollice T. Williams and Bayview Park 268.75 Two facilities, per day 806.25 Three facilities, per day 1,075.00 Portable Staging, per day 328.00 Bleachers, each set, per day 59.00

BOAT LAUNCHES

TotalPer Launch 5.00$ Yearly Permit, City Residents 25.00 Yearly Permit, Non-City Residents 75.00


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PARKS & RECREATION FEE SCHEDULES (Continued) SWIMMING POOLS

Daily Admission Daily AdmissionAdults (18 and older) 4.00$ Adults (18 and older) 2.25$ Children (5-17 years) 3.00 Children (5-17 years) 2.25 Under 4 years Free Under 4 years FreeSr. Citizens (50 & Over) 3.50

Season Pass Membership MiscellaneousIndividual, City Resident 104.50 20 Punch Card 40.00 Individual, Non-City Resident 152.50 40 Punch Card 70.00 Sr. Citizen, Individual, City Resident 66.00 60 Punch Card 90.00 Sr. Citizen, Individual, Non-City Resident 99.50 Community Camps 2.00 Family, City Resident 170.50 Fall Lap Swimming 3.00 Family, Non-City Resident 256.00 Rentals, per hour 150.00 Sr. Citizen, 2 People, City Resident 121.00 Spring Lap Swimming 2.25 Sr. Citizen, 2 People, Non-City Resident 182.00 Swim Diapers 1.00

Swim Lessons, City Resident 50.00 Miscellaneous Swim Lessons, Non-City Resident 60.00

20 Punch Card 60.00 40 Punch Card 90.00 Swim Teams60 Punch Card 100.00 Non-Member, City Resident 71.50 Bumper Boats - 15 minutes/per boat Non-Member, Non-City Resident 82.50

Adults (18 and older) 5.00 Adults w/Child (5 and under) 7.00 Youth (6 - 17 Years) 3.00

Community Camps 3.25 Fall Lap Swimming 3.00 Rentals, per hour 150.00 Spring Lap Swimming 2.25 Swim Diapers 1.00 Swim Lessons, City Resident 50.00 Swim Lessons, Non-City Resident 60.00

Swim TeamsMember, City Resident 60.50 Member, Non-City Resident 71.50 Non-Member, City Resident 71.50 Non-Member, Non-City Resident 82.50

Roger Scott Pool Hunter Pool


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PARKS & RECREATION FEE SCHEDULES (Continued) RECREATION – COMMUNITY CENTERS YCA

Bayview TotalCenter Rentals, per hr (3 hr min) 100.00$ Picnic Rentals, 5 hrs 50.00 Pier Rentals, 3 hrs 100.00

Bayview Senior Center55 Club, per dance 41.00 Meeting Room Rental, per hr (3 hr min) 35.00 PJC Classes, per class 25.00 Social Hall w/Kitchen Rental, per hr (3 hr min) 75.00

E.S. CobbAfter School Care Program, per year, City Resident 135.00 After School Care Program, per year, Non-City Resident 155.00 Basketball Drop-In 1.00 Basketball Drop-In, Seniors (65 & over) & Children (under 18) FreeBasketball League, Adult, per team 535.00 Basketball League, Youth, per team 300.00 Basketball Tournament, Youth , per team 200.00 Building Rentals, per hr (3 hr min) 60.00 Fall/Spring/ Christmas Break Camp, City Resident 33.00 Fall/Spring/ Christmas Break Camp, Non-City Resident 39.00 Play school (per month) 20.00 Summer Camp,City Resident, per wk 33.00 Summer Camp, Non-City Resident, per wk 39.00 Summer Camp Transportation Fee, per wk 3.00 Summer Camp T- Shirt 12.00 Volleyball Drop-In 1.00 Volleyball Drop-In, Seniors (65 & over) & Children (under 18) FreeWeight Room Usage Fee, per visit 1.00 Weight Room Usage Fee, per month 10.00 Weight Room Usage Fee, per year 100.00 Weight Room Usage Fee, Senior citizens FreeYouth Stay in School Tournament, per team 200.00

East Pensacola Heights TotalBallroom Dance, City Resident 55.00$ Ballroom Dance, Non-City Resident 66.00 Building w/Kitchen Rental, per hr (3 hr min) 75.00

FrickerAfter School Care Program, per year, City Resident 135.00 After School Care Program, per year, Non-City Resident 155.00 Avery's Workout (per month) 10.00 Basketball Drop-In 1.00 Basketball Drop-In, Seniors (65 & over) & Children (under 18) FreeBoot Camp Basketball, City Resident 5.00 Boot Camp Basketball, Non-City Resident 10.00 Classroom Rentals, per hr (3 hr min) 25.00 Gym Rentals, per hr (3 hr min) 100.00 Holiday Camps (per day) 5.00 MLK Basketball Tournament 200.00 Middle/High School Fitness Program (per month) 10.00 Play School (per month) 20.00 Social Hall w/Kitchen Rentals, per hr (3 hr min) 75.00 Summer Camp, City Resident, per wk 33.00 Summer Camp, Non-City Resident, per wk 39.00 Summer Camp Transportation Fee, per wk 3.00 Summer Camp T- Shirt 12.00 T- Ball, City Resident 40.00 T- Ball, Non-City Resident 50.00 Tiny Tot Sports 20.00 Volleyball Drop-In 1.00 Volleyball Drop-In, Seniors (65 & over) & Children (under 18) FreeWeight Room Usage Fee, per visit 1.00 Weight Room Usage Fee, per month 10.00 Weight Room Usage Fee, per year 100.00 Weight Room Usage Fee, Senior citizens Free


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PARKS & RECREATION FEE SCHEDULES (Continued) Fricker (Continued) TotalYouth Basketball, City Resident 50.00$ Youth Basketball, Non-City Resident 55.00 Youth soccer, City Resident 30.00 Youth soccer, Non-City Resident 35.00

Gull PointAdult Fitness - City Resident 36.00 Adult Fitness - Non-City Resident 46.00 Advance Dance, City Resident 52.00 Advance Dance, Non-City Resident 62.00 Adult Fitness - City Resident 36.00 Adult Fitness - Non-City Resident 46.00 Advance Dance, City Resident 52.00 Advance Dance, Non-City Resident 62.00 Advanced Adult Fitness (six wk session) - City Resident 52.00 Advanced Adult Fitness (six wk session) - Non-City Resident 62.00 Aerobics, City Resident 80.00 Aerobics, Non-City Resident 90.00 After School (per wk)- City Resident 45.00 After School (per wk)- Non-City Resident 57.00 Belly Dance - City Resident 55.00 Belly Dance - Non-City Resident 65.00 Building w/Kitchen Rentals, per hr (3 hr min) 64.00 Dance, City Resident 38.00 Dance, Non-City Resident 48.00 Day of Play - City Resident 13.00 Day of Play - Non-City Resident 15.00 Gazebo Rentals, 4 hrs 40.00 Kinder Sports (4 wk session)- City Resident 45.00 Kinder Sports(4 wk session) - Non-City Resident 65.00 Martial Arts, City Resident 50.00 Martial Arts, Non-City Resident 60.00 Play School Program (per month) - City Resident 40.00 Play School Program (per month) - Non-City Resident 50.00 Spring/Winter Break Camp, City Resident 65.00 Spring/Winter Break Camp, Non-City Resident 75.00

Gull Point (Continued) TotalSummer Camp T- Shirt 12.00$ Summer Camp Transportation Fee, per wk 3.00 Summer Camp, City Resident, per wk 90.00 Summer Camp, Non-City Resident, per wk 114.00 Weight Room Usage Fee, per month 10.00 Weight Room Usage Fee, per visit 1.00 Weight Room Usage Fee, per year 100.00 Weight Room Usage Fee, Senior citizens FreeYouth Fitness and Sports - City Resident 22.00 Youth Fitness and Sports - Non-City Resident 32.00 Youth Martial Arts, City Resident 35.00 Youth Martial Arts, Non-City Resident 45.00

VickreyAfter School Program, per wk, City Resident 45.00 After School Program, per wk, Non-City Resident 57.00 After School Program, Transportation fee (per day) 1.58 Art Class, City Resident 67.00 Art Class, Non-City Resident 77.00 Basketball Drop-In 1.00 Basketball Drop-In, Seniors (65 & over) & Children (under 18) FreeBuilding Rental - Large Roomw/Kitchen, per hr (3 hr min) 75.00 Building Rental - Medium Room, per hr (3 hr min) 50.00 Gym Rental (3 hr min) 100.00 Kids Camp, Spring/Fall/Winter - City Resident 65.00 Kids Camp, Spring/Fall/Winter - Non-City Resident 75.00 Kinder Sports (4 wk session) - City Resident 45.00 Kinder Sports (4 wk session) - Non-City Resident 65.00 Sholokan, City Resident 35.00 Sholokan, Non-City Resident 45.00 Summer Camp, City Resident, per wk 90.00 Summer Camp, Non-City Resident, per wk 114.00 Summer Camp, Transportation Fee, per wk 3.00 Summer Camp, T-Shirt 12.00 Volleyball Drop-In 1.00 Volleyball Drop-In, Seniors (65 & over) & Children (under 18) Free


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PARKS & RECREATION FEE SCHEDULES (Continued) Vickrey (Continued) TotalWeight Room Usage Fee, per month 10.00$ Weight Room Usage Fee, per visit 1.00 Weight Room Usage Fee, per year 100.00 Weight Room Usage Fee, Senior citizens Free

Sanders Beach Corrine Jones TotalBallroom Rental (without Kitchen), per hr (3 hr min) 150.00$ Ballroom w/Kitchen Rental,per hr (3 hr min) 200.00Meeting Room Rental - per hr (3 hr min) 75.00Pavilion Rental - per hr (5 hr min) 50.00

NOTE:

1. Community centers may offer programs not listed in which the fees are set and collected by Program Instructors. These programs are taxable. The City of Pensacola receives 20% of revenue collected from such programs.


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PARKS & RECREATION FEE SCHEDULES (Continued)

ATHLETIC FUND PROGRAMS

Youth TotalBaseball, City Resident 72.00$ Baseball, Non-City Resident 83.00 Basketball, City Resident 72.00 Basketball, Non-City Resident 83.00 Flag Football, City Resident 72.00 Flag Football, Non-City Resident 83.00 Soccer, City Resident 72.00 Soccer, Non-City Resident 83.00 Softball, Girls, City Resident 72.00 Softball, Girls, Non-City Resident 83.00 Swim Teams, City Resident 72.00 Swim Teams, Non-City Resident 83.00 T-Ball, City Resident 72.00 T-Ball, Non-City Resident 83.00 Volleyball, City Resident 72.00 Volleyball, Non-City Resident 83.00

Adult TotalBasketball, Men's 385.00 Co-Ed Flag Football 300.00 Dodgeball League 200.00 Kickball 225.00 One Pitch Softball League 250.00 Soccer League 250.00 Softball, Co-Ed, (2 seasons) 330.00 Softball, Men's, (14 games) 460.00 Volleyball, Co-Ed 200.00 Volleyball, Men's 200.00

NOTE: Programs run by the City are non-taxable.

Individual Total Individual TotalCity Resident 242.00$ City/Non-City Resident 576.00$ Non-City Resident 363.00

Sr. Citizen (65 & Over) Sr. Citizen (65 & Over)City Resident 181.50 City/Non-City Resident 432.00 Non-City Resident 272.25

Student (Under 18) Student (Under 18)City Resident 181.50 City/Non-City Resident 432.00 Non-City Resident 272.25

Family, Two People Family, Two PeopleCity Resident 302.50 City/Non-City Resident 720.00 Non-City Resident 453.75 Sr. Citizen, (65 & Over) Sr. Citizen, (65 & Over)

City Resident 228.00 City/Non-City Resident 540.00 City Non-Resident 340.00

Family, Unlimited Family, Unlimited(Spouse & Children Under 18) (Spouse & Children Under 18)

City Resident 363.00 City/Non-City Resident 792.00 Non-City Resident 554.50

Weekdays Only Weekdays OnlyAdults 6.00 Adults 10.00 Children 4.00 Children 6.00

Adults 7.00 Adults 11.00 Children 5.00 Children 7.00

Weeknights (After 6 pm), Sat., Sun, & Holidays

Annual Memberships

Daily Rates

HARD COURTS

Roger Scott Tennis Center

CLAY COURTS

NOTE: Annual membership fees may be paid on a quarterly basis. However, there is an additional $5.00 charge per quarter.


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PARKS & RECREATION FEE SCHEDULES (Continued) MUNICIPAL GOLF COURSE

Daily Rates Total Equipment Rentals TotalMonday – Sunday & Holidays Electric Golf Carts (18 Holes) 15.00$

Adults, Cart 35.00$ Pull Carts 5.00Adults, Walk 25.00Youth 15.00 Punch CardsTwilight, Cart (after 2 pm) 23.00 10 rounds with cart 250.00Twilight, Walk (after 2 pm) 18.00 20 rounds with cart 450.00Business, Cart (after 4 pm) 15.00

VolunteerSeason Membership Rates Golf Course Volunteer 10.00

Monday – FridayIndividual ONLY 170.00Each extra participant in the same household 30.00

Monthly Membership RatesIndividual

Adult, City Resident 85.00Adult, Non-City Resident 115.00Senior Adult (65 & Over), City Resident 70.00Senior Adult (65 & Over), Non-City Resident 90.00Youth, City Resident 50.00Youth, Non-City Resident 75.00

Family (2 People)City Resident 130.00Non-City Resident 210.00Senior Adult (65 & Over), City Resident 105.00Senior Adult (65 & Over), Non-City Resident 160.00Additional Family Member, each 10.00


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APPENDIX F

GOVERNMENTAL STRUCTURE

The City of Pensacola is governed by a representative government organized pursuant to a Home Rule Charter as provided in the 1968 Florida Constitution, and by the implementation of the provisions of Chapter 166 of the Florida Statutes. The Charter establishes the Council/Manager form of government to carry out local governance for the community.

The ten member City Council is elected bi-annually, seven members from geographic districts, two members at-large and one elected Mayor. The Council elections are held on the first Tuesday following the first Monday in November of each even numbered year. The terms of the Mayor and Council Members begin at noon on the second Monday in January following the election. The Council chooses by majority vote one of its members to be Deputy Mayor. The Mayor presides over Council meetings and is the recognized head of the City government for all ceremonial purposes. The Deputy Mayor, in the absence of the Mayor, performs the duties of the Mayor and will fill the vacancy of the Mayor if it should occur, for the unexpired portion of the term. The City Council provides community leadership, develops policies to guide the City in delivering services and achieving community goals, and encourages citizen awareness and involvement.

The City Council appoints a City Manager to oversee the administrative operations of the City. The City Manager is responsible for implementing Council policies using the resources appropriated by the Council. City services are delivered by eighteen operating departments: City Manager's Office, City Clerk, Human Resources, Civil Service, Financial Services, Management Information Services, Community Development, Engineering, Public Works, Parks & Recreation, Fire, Police, West Florida Public Library, Energy Services of Pensacola, Sanitation Services and Fleet Management, Port of Pensacola, Airport, and Housing. All departments are headed by directors with the education, expertise and commitment to deliver quality services to Pensacola citizens.

The City Council appoints a City Attorney to advise the Council and City staff on legal affairs, to ensure that all laws are effectively enforced, to prosecute violations of City Ordinances and State laws, and, when necessary, to defend the City in litigation.


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GOVERNMENTAL STRUCTURE (Continued) STANDING COMMITTEES

The members of City Council are advised by five standing committees. The committees include Council members who review issues and topics and make recommendations to the City Council:

1. The Finance Committee makes recommendations concerning financial matters, human resources, and management information issues. Areas of responsibility include budgeting, issuance of debt, intergovernmental fiscal relations, accounting and audits, risk management and employee compensation. The Finance Committee is involved with the Financial Services, Human Resources and Management Information Services Departments of the City.

2. The Enterprise Operations Committee encompasses the enterprise functions of the City's organizational structure which include the Pensacola Gulf Coast Regional Airport, Port of Pensacola, Energy Services of Pensacola, the West Florida Public Library and the Saenger Theater. The Enterprise Operations Committee analyzes and recommends policy in these areas as well as cable television, international trade, and the performing arts.

3. The Neighborhood Services Committee encompasses the City’s public safety and services functions and includes the following departments: Police, Fire, Parks & Recreation, Sanitation Services and Fleet Management and Public Works. The Neighborhood Services Committee analyzes and recommends policy in these areas, as well as other general governmental matters.

4. The Economic and Community Development Committee is responsible for issues arising from the following City departments: Engineering, Community Development and Housing. The Economic and Community Development Committee recommends policy in these areas as well as the long-range capital improvement and transportation plans.

5. The Committee of the Whole takes up matters of general interest to Council. During the meeting of the Committee of the Whole, informal discussion of certain Council meeting agenda items takes place. The Committee of the Whole may also be called by the Mayor for meetings or for extended workshop sessions on both content and process issues of general concern to City Council.


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PENSACOLA BOARDS, AUTHORITIES AND COMMISSIONS

Citizen participation on City of Pensacola boards and commissions serves two important purposes: citizens are directly involved in their local government and can positively impact the future of their community; and, the City Council receives timely input and information regarding issues and potential impacts on citizens.

SECTION I: Boards, Authorities & Commissions on Which Citizens Serve: • Architectural Review Board - (7 members) Approves or disapproves plans for buildings to be erected; renovated, or razed which are located, or

to be located within the historic districts, preservation district and Governmental Center District.

• Area Housing Commission - (5 members) Oversees the low income housing needs throughout the City and County.

• Board of Trustees Firemen’s Relief & Pension Fund - (5 members) Oversees the administration of the Firemen's Pension Plan and investment of Pension Funds.

• Board of Trustees Police Officer's Retirement Fund - (5 members) Oversees the administration of the Police Pension Plan and investment of Pension Funds.

• Civil Service Board - (3 members) Supervises and executes the provisions set forth in the City of Pensacola Civil Service Act and Rules and Regulations. The Civil Service Act provides for the methods and terms of employment for all classified service employees.

• Code Enforcement Board - (7 members, 2 alternates) Quasi-judicial board, established to provide a supplemental means of enforcing the provisions of the Code of the City of Pensacola. The board has the authority to hold public hearings; to interpret the meaning and intent of the Code; to subpoena evidence and take testimony under oath; to issue orders having the force of law; to levy administrative fines; and to cause liens to be placed against a violator's property.

• Community Maritime Park Associates Board of Trustees – (12 members) Responsible for overseeing the development and operation of the Community Maritime Park.

• Construction Board of Adjustment and Appeals - (7 members, 2 alternates) Reviews and grants or denies applications for variances and waivers of all technical codes, including the building code, the plumping code, the gas code, the mechanical code, the electrical code, the minimum housing code, the unsafe building abatement code and the swimming pool code but not the life safety and fire prevention codes. Serves as the regulation and discipline board for holders of City plumbing and gas certificates of competency. Reviews the appeals of the interpretation of the Building Official in regards to technical codes.

• Downtown Improvement Board (DIB) - (5 members) A quasi-governmental, not-for-profit agency created in 1972 for the purpose of physically, economically, and socially revitalizing downtown Pensacola. The DIB coordinates the marketing and promotion of the 44 block central business core of downtown Pensacola.

• Enterprise Zone Advisory Board (EZAB) - (13 members) Mandated by the State of Florida for each community with an Enterprise Zone designation (Florida Statutes 290.0056). Is utilized to bring volunteer knowledge and interest in economic revitalization issues to the City Council and city staff and to assist with the development and implementation of the Enterprise Zone Development Plan.

• Environmental Advisory Board - (11 members) Established by Council Ordinance to provide policy advice and recommendations on environmental matters to the Pensacola City Council and staff.


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GOVERNMENTAL STRUCTURE PENSACOLA BOARDS, AUTHORITIES AND COMMISSIONS (Continued)

• Fire Education Incentive Board - (4 members) Established by Council Ordinance to oversee the operation of the Fire Education Incentive Program.

• Fire Prevention Board of Appeals - (5 members, 2 alternates) Established by Council Ordinance as a Board of Appeals to review grievance regarding the decisions of the Fire Marshall.

• Gateway Review Board - (7 members) Reviews every application for building permits to erect, construct, renovate and/or alter an exterior of a building or sign located or to be located in the Gateway Review District.

• General Pension Board - (6 members) Oversees administration of the General Pension Plan and investment of pension funds.

• Human Relations Commission - (9 members) Seeks to maintain positive human relations in Escambia County through resolution of civil rights related cases and incidents; administers City’s fair housing ordinance.

• Human Services Appropriations Committee - (9 members) Reviews funding requests from community service organizations and provides recommendations to City Council regarding those funding decisions.

• International Relations Advisory Board – (5 members) Serves as official ambassadors for the City with its six sister cities, international communities and organizations. Assists elected officials and staff to coordinate contacts with international guests. Promotes exchanges and intercultural activities to increase international trade, economic and community development through educational and cultural exchanges.

• Pensacola-Escambia Development Commission - (9 members) Responsible for the promotion and development of industrial, tourist, and commercial attributes and facilities of area including the promotion of conventions, convention facilities and visitors to area; also encompassing the dissemination of information with reference to the foregoing through the media of advertising, personal contact, and such other activities as are deemed customary to the sound development and promotion of the area.

• Planning Board - (7 members) Advises the City Council concerning the preparation, adoption, and amendment of the Comprehensive Plan; reviews and recommends to Council ordinances designed to promote orderly development as set forth in the Comprehensive Plan; hears applications and submits recommendations to Council on the following land use matters: proposed zoning changes, proposed amendments to zoning ordinance, proposed subdivision plats, and proposed street/ally vacations. Board initiates studies on the location, condition, and adequacy of specific facilities of the area, i.e., housing, parks, public buildings. Board schedules and conducts public meetings and hearings pertaining to land development.

• Recreation Board - (5 members) Supervises all public recreation facilities and activities on any property owned or controlled by the City.

• West Florida Public Library Board - (9 members) Empowered to establish by-laws, rules and regulations for the operation of the West Florida Public Library system as may be deemed necessary for its preservation and to maintain its usefulness and efficiency; to fix and impose general rules, penalties, and forfeitures to Library property, books and materials.

• Zoning Board of Adjustment - (9 members) Reviews and grants or denies applications for variances, waivers and special exceptions to the Land Development Code and hears and decides appeals when it is alleged that there is error in any order, requirement, decision, or determination made by an administrative officer in the enforcement of the Land Development Code.


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PENSACOLA BOARDS, AUTHORITIES AND COMMISSIONS (Continued)

SECTION II: Boards, Authorities & Commissions on Which Council Members Serve: • Arts Council of Northwest Florida - (1 Councilmember) serves as ex-officio member on Board of Directors to represent the City’s interest in area

cultural development.

• Bay Area Resource Council (BARC) - (1 Councilmember) main purpose is to standardize systems of resource management of the associa


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APPENDIX G DEBT STRUCTURE

Consistent with City Code Section 2-1-1(6) and various State statutes, the City may issue bonds or other evidences of debt (the debt) for the purpose of paying all or part of the cost of various municipal improvements, utilities or facilities which, pursuant to law, the City is authorized to provide. The debt may be issued and secured solely by a pledge of all or any part of the revenues or income to be derived from the operation of any such municipal project and all or any part of the receipts of the City from sales, excise or privilege taxes, utilities service taxes, and franchise fees received by the City pursuant to a franchise granted to any utility operating within the City, and any and all receipts of the City from any excise tax or privilege tax levied by the City under the provisions of any special act relating to the City.

The debt issued under the provisions noted above shall not constitute an indebtedness of the City within the meaning or application of any constitutional, statutory or Charter debt limitation or provisions, nor shall the full faith, credit and taxing power of the City be directly or indirectly pledged to the payment thereof unless such debt is approved by the voters of the City at a referendum. The issuance of the debt does not directly or indirectly obligate the City to levy any ad valorem taxes whatever thereof or to make any appropriation for their payment except from the funds authorized to be pledged.

The City has no outstanding general obligation indebtedness and there are no statutory, constitutional or charter debt limits applicable to the City.

Prior to July 2008 insurance was purchased for all bonded debt issued by the City of Pensacola. The insured rating for the City’s debt will fluctuate because it is dependent on the rating of the insurance provider. The 2008 Airport Revenue Bonds were issued without insurance using only the credit of its underlying rating. Underlying ratings obtained at issuance typically remain constant and are at times affirmed.

On September 1, 2009 Fitch Ratings-New York assigned the AA- to the City of Pensacola, Florida’s Capital Improvement Bonds, Series 2009A and 2009B. Concurrently, Fitch also assigns an AA- to the City’s Capital Improvement Revenue Bonds, 2000A and 2000B and an AA implied general obligation rating. On May 2, 2006 Standard & Poor’s affirmed the AA issuer credit rating (ICR) for the City of Pensacola, Florida. The City’s Sales Tax Revenue Bonds (SPUR) has an affirmed underlying rating of A+ by Standard & Poor’s on April 12, 2005. The City’s Pensacola Gulf Coast Regional Airport has an underlying rating of BBB+ received May 1997 by Standard and Poor’s and was affirmed with the issuance of the 2008 Airport Revenue Bonds. The City’s Gas System Revenue Bonds dated August 1, 1999 received an A2 underlying rating from Moody’s.

For additional information about the City’s outstanding debt, please refer to the annual Report to Bondholders published on the City’s website in March of each year.

The City’s debt policy and details of outstanding indebtedness and maturity schedules for each borrowing follow:


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DEBT INCURRENCE AND ADMINISTRATION POLICY

(Amended By City Council August 11, 2005) The following policy of the City Council covers the incurrence and administration of debt (both short and long term) by the City. It is intended to apply to all situations, except for those normal transactions with vendors, suppliers and service providers (essentially transactions covered by the City's Purchasing Policies) that result in the City incurring debt. It serves as a guide under which new debt may be incurred and existing debt refinanced or repaid. As a part of this policy statement the City Council reserves the right to provide exceptions and waivers when unexpected circumstances justify such exception or waiver. In approving this policy statement, the City Council acknowledges the importance of debt as a tool in financing needed capital. Judicious use of debt provides an equitable financing method. Projects with long lives (parks, roads, etc.) provide benefits each year to the same citizens who are responsible for providing the funds to meet the debt service requirement on the bonds that financed the original construction/acquisition. Debt is the one financing method that provides that matching of benefit with payment.

• Long-term debt should be used to meet capital needs when such needs cannot be financed from current revenues. Further, it should only be used when adequate funds are likely to be available to meet future debt service requirements.

• The City will not use long-term debt to finance current operations.

• On all debt issuances the City Council will be informed of the nature of the financing and the proposed structure of the financing team. In the instance of a negotiated sale or private placement, City Council will also be informed of the underwriter(s) to be selected and the reasons for the selection.

• Repayment of long-term debt should occur within a time period that does not exceed the estimated useful live (lives) of the project(s) financed. (For multiple acquisition long-term debt, acquisition lives should be measured against principal retirements during the early years.)

• The average life of any long-term debt issuance will not initially exceed 20 years.

• The ratio of general government debt service expenditures to general government total expenditures should not exceed 15 percent (as measured by either the most recent comprehensive annual financial report or the adopted current year budget) except when a proposed borrowing is necessitated to finance reconstruction following emergencies (such as a hurricane or other natural disaster).

• Except for Pensacola Gulf Coast Regional Airport whose coverage requirements are established by contracts with the airlines, long-term debt of City enterprises should be maintained at minimum coverages of 130 percent.


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DEBT INCURRENCE AND ADMINISTRATION POLICY (Continued)

• The City will meet full disclosure requirements/needs on all debt issuances. In order to meet our commitment to full disclosure the following will be implemented:

o The City will annually produce and distribute to interested parties, a "Report to Bondholders", updating information on the City's finances and debt.

o The City Manager will establish procedures dealing with requests for information about the City's finances and/or debt. The policy should designate a single source for response. Further, information provided as a result of a request, also when appropriate, be provided to the market. Finally, the procedures should provide that whenever a material event occurs, timely notification to the market will be provided.

• The City staff will maintain good communications with rating agencies and bond insurance companies.

• The City staff will take advantage of the technical expertise and professionalism of its financing team (financial advisor, bond counsel and disclosure counsel) on all debt issuances.

• Prior to issuing long-term debt, the City shall consider the alternatives of competitive bids, negotiated sales or private placements giving consideration to the following criteria:

o Is the issue viewed by the market as carrying complex or innovative features and/or requiring explanation as to the bonds' soundness?

o Are interest rates stable, is market demand strong, and/or is the market able to absorb a reasonable amount of buying or selling without substantial price changes?

o Does the issue have a non-enhanced credit rating of an A or greater or can a credit enhancement be obtained prior to the sale? o Is the debt structure backed by the City's full faith and credit or a strong, known or historically performing revenue stream?

• The following requirements must be met by any applicant for conduit financing:

o The applicant should submit audited financial statements for its three most recent years. o The applicant must pay a fee of not less than $1,000 to cover the administrative cost of processing the application. In addition, the

applicant must pay for a financial review by the City's financial advisor. Applicant must also pay reasonable fees for legal reviews by or for the City.

o The applicant must agree to include in the bond resolution, provisions that insure adequate disclosure relating to the issuance and all post issuance disclosures (see disclosure requirements outlined above).

• Refunding or advance refunding of outstanding debt can be a valuable tool in reducing annual borrowing costs. Such refundings can be undertaken within the following parameters:

o The final maturity is not later than that of the refunded issue. o The refunding results in present value savings of at least 3 percent. (Present value savings may be used to reduce debt service or

fund capital projects.) o The refunding itself does not result in net new debt service. (However, a refunding may be combined with issuance of new debt for

capital projects.)


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DEBT INCURRENCE AND ADMINISTRATION POLICY (Continued)

The following definitions apply to this policy:

Advance Refunding - When the issue to be refunded cannot presently be retired. Refunding bond proceeds are placed in escrow and the proceeds plus earnings are used to meet debt service on the refunded issue until it can be retired.

Average Life - The point when half of the original principal has been retired as opposed to the final maturity which is the point at which the total original principal has been retired.

Capital - Includes projects, improvements or equipment (individually or related) with a cost in excess of $50,000 and an estimated useful life of at least 5 years.

Coverage - Net profit plus interest and non-cash charges against net profit divided by average annual debt service.

Conduit Financings - Financings issued in the name of the City for which a third party accepts responsibility for payment (for example: industrial revenue bonds, hospital authority bonds).

Current Operations - Includes regular, recurring expenditures for "personal services" and "operating expenses".

Debt - Includes any form of borrowing monies. Bonds, contracts, letters, notes, or lines of credit, etc. are forms of debt. For purposes of this policy, debt does not include normal day-to-day transactions with vendors, suppliers or service providers that result in accounts payable. Debt has two time frames: short-term which is payable in full within one year of incurrence and long-term which has a final maturity beyond one year.

Debt Service - The annual principal and interest payments and service charges required to repay debt.

Market - Includes the Municipal Securities Rulemaking Board and the Nationally Recognized Municipal Securities Information Repositories, as appropriate.

Material Event - An occurrence that when material requires notice to investors. The Securities and Exchange Commission has determined that the following, among others, are such events.

a. Principal and interest payment delinquencies b. Nonpayment related defaults c. Unscheduled draws on reserves d. Unscheduled draws on credit enhancements e. Substitution of credit or liquidity providers, or their failure to perform f. Adverse tax opinions or events affecting the tax exempt status of the security g. Modifications to rights of security holders h. Bond Calls i. Defeasances j. Matters affecting collateral

k. Rating changes (12/15/1994; 02/22/1996; 08/11/2005)


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DEBT SUMMARY OUTSTANDING ISSUES

Airport Revenue Bonds, Series 1997B

The Series 1997B Bonds are being issued to provide funds for the purposes of (i) financing the remaining cost of the acquisition, construction and equipping of the Parking Facilities; and (ii) funding the Debt Service Reserve Account and paying certain costs of issuance of the Series 1997B Bonds. Portions of the proceeds of the Series 1997B Bonds are also being used to retire certain outstanding Airport Revenue Bonds Anticipation Notes, Series 1996.

The City has irrevocably pledged the Pledged Funds to the payment of the principal of and the interest and premium, if any, on the Series 1997 Bonds. The lien upon and pledge of the Pledged Funds in favor of the Series 1997 Bonds is on a parity with the lien upon and pledge thereof in favor of the Parity Bonds. Under the Bond Resolution, "Pledged Funds" means (i) the Net Revenues of the Airport Facilities and (ii) until otherwise applied as provided in the Bond Resolution, the moneys held in the funds and accounts established under the Bond Resolution (except the Capital Fund and the Rebate Fund) and the income or investment thereof, and the net proceeds of insurance on the Airport Facilities, until applied to the acquisition or construction of the Airport Facilities with respect to which such proceeds were realized. Under the Bond Resolution, the City has acknowledged that the per-passenger enplanement passenger facility charges levied and collected by the City and approved by the Federal Aviation Administration are not eligible to be used for payment of the debt service on the Series 1997 Bonds.

The Series 1997B Bonds are scheduled to mature on October 1, 2007 and October 1, 2014. The Series 1997B bonds maturing on or before October 1, 2007 are not subject to optional redemption prior to their respective stated dates of maturity. The Series 1997B Bonds maturing on October 1, 2014 are subject to redemption prior to their respective stated dates of maturity at the option of the City in whole or in part on any date on or after October 1, 2007. The Series 1997B bonds maturing October 1, 2007 and October 1, 2014 are subject to mandatory redemption in part prior to maturity. $ 3,735,000

Airport Revenue Refunding Bonds, Series 1998A

The 1998A Bonds are being issued to provide funds for the purpose of financing the costs of refunding $17,865,000 in remaining outstanding principal amount of the City’s $25,090,000 original principal amount Airport Revenue Bonds, Series 1998 and related issuance costs. The approximate date of issue is July 7, 1998. Interest is payable April 1 and October 1 of each year commencing on October 1, 1998. Interest rates range from 6.000% to 6.125% with the last principal payment date of October 1, 2018. $ 11,695,000


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DEBT SUMMARY OUTSTANDING ISSUES (Continued)

Gas System Revenue Bonds, Series 1999

The 1999 Bonds are being issued (i) to finance the cost of construction and improvements to the City’s existing gas distribution system; (ii) to pay the costs of a surety bond for the debt service Reserve Account; and (iii) to pay a portion of the costs of issuance including the costs of municipal bond insurance.

The 1999 Bonds are limited obligations of the City payable solely from and secured by certain pledged revenues derived from the operation of the City’s gas distribution system. The lien on Pledged Revenues is on a parity with the City’s outstanding principal amount of Gas System Revenue Refunding Bonds, Series 1994.

Principal payments will commence December 1, 2008 with a final maturity of December 1, 2019. Interest rates range from 4.85% to 5.35%. The Bonds are subject to redemption prior to their stated dates of maturity. $ 7,500,000

Capital Improvement Revenue Bonds, Series 2000A

The Series 2000A Bonds were derived from the participation in the Gulf Breeze Capital Funding Program. The proceeds were used to facilitate financing the acquisition and construction of certain capital improvement projects eligible to be financed from the Infrastructure Sales Tax. The City covenanted to budget and appropriate from non-ad valorem revenue sources for the payment of this debt service.

Principal payments start in 2012 with final maturity in 2017. Interest will be paid on the first of every month beginning July 1, 2000. The interest rate is a calculation of the Bond Market Association rate plus 34 basis points. The full principal amount of $6,500,000 was drawn down on the date of closing to pay for projects constructed during the reimbursement period of March 11, 2000 through June 23, 2000. $ 6,500,000


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Capital Improvement Revenue Bonds, Series 2000B

The Series 2000B Bonds were derived from the participation in the Gulf Breeze Capital Funding Program. The proceeds are being used to facilitate financing the acquisition and construction of certain capital improvement projects eligible to be financed from the Infrastructure Sales Tax. Proceeds from the Bonds will be made available on an expense reimbursement basis. The full amount of principal is expected to be drawndown in its entirety within 24 months, beginning June 23, 2000. The City covenanted to budget and appropriate from non-ad valorem revenue sources for the payment of this debt service.

Principal payments start in 2012 with final maturity in 2017. Interest will be paid on the first of every month, beginning July 1, 2000. The interest rate is a calculation of the Bond Market Association rate plus 34 basis points. Principal amount of $50,000 was drawndown at closing. The principal amount of the Series 2000B is $13,500,000. $ 13,500,000

Sales & Excise Tax Refunding Revenue Bonds, Series 2004

The proceeds of the 2004 Bonds, were used to (i) finance the costs of refunding $13,390,000 outstanding principal amount of the City’s Sales & Excise Tax Refunding Revenue Bonds, Series 1995 (ii) to pay portion of the costs of issuance of the 2004 Bonds, including the costs of municipal bond insurance.

The 2004 Bonds are scheduled to mature beginning 10/01/2004 through the year 10/01/2012. These bonds are not subject to redemption prior to their respective stated dates of maturity.

The 2004 Bonds are limited, special obligations of the City payable from and secured solely by a pledge of and lien on (1) certain available portions of the Local Government Half-Cent Sales Tax and (2) certain available Excise Taxes consisting of the Public Services Taxes (formerly known as “Utilities Services Taxes”) and certain available Franchise Fees levied and collected by the City from the Gulf Power Company.

The 2004 Bonds are Additional Parity Obligations with the City’s Sales & Excise Tax Revenue Bonds, Series 1990, the Sales & Excise Tax Refunding Revenue Bonds, Series 1995 and the Sales & Excise Tax Revenue Bonds, Series 1996. $ 12,175,000


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Redevelopment Refunding Revenue Note, Series 2004

The 2004 Notes are limited obligations of the City payable solely from and secured by a pledge of Tax Increment Revenues of the City. The 2004 Notes were used to refund the City’s outstanding principal amount of the Redevelopment Refunding Revenue Bonds, Series 1994. Wachovia Bank was awarded and holds the refinancing notes at a fixed rate of 3.71%. Principal payments mirror the amortization of the 1994 Series with a final maturity of 10/01/13. $ 1,569,440.59

Airport Revenue Refunding Bonds, Series 2005A

The Series 2005A Bonds are being issued to finance the cost of refunding $13,655,000 in remaining outstanding principal amount of the City’s $14,645,000 original principal amount of Airport Revenue Bonds, Series 1997A.

The City has irrevocably pledged the Pledged Funds to the payment of the principal of and the interest and premium, if any, on the Series 2005A Bonds. The lien upon and pledge of the Pledged Funds in favor of the Series 2005A Bonds is on a parity with the lien upon and pledge thereof in favor of the Parity Bonds. Under the Bond Resolution, "Pledged Funds" means (i) the Net Revenues of the Airport Facilities and (ii) until otherwise applied as provided in the Bond Resolution, the moneys held in the funds and accounts established under the Bond Resolution (except the Capital Fund and the Rebate Fund) and the income or investment thereof, and the net proceeds of insurance on the Airport Facilities, until applied to the acquisition or construction of the Airport Facilities with respect to which such proceeds were realized. Under the Bond Resolution, the City has acknowledged that the per-passenger enplanement passenger facility charges levied and collected by the City and approved by the Federal Aviation Administration are not eligible to be used for payment of the debt service on the Series 2005A Bonds.

The Series 2005A Bonds are scheduled to mature beginning in 2006 through the year 2027. The 2005A Series are Serial bonds. Bonds maturing on or before October 1, 2015 are not subject to optional redemption prior to their respective stated dates of maturity. Bonds maturing on or after October 1, 2015 at the redemption price of 100% of the principal amount to be redeemed plus accrued interest to date of redemption. $ 14,845,000


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Airport Taxable Customer Facility Charges Revenue Note, Series 2008

The 2008 Note will be used to finance four service facility centers and one quick-turn-around site for on-airport rental car companies. Funds are drawn down on an as needed basis with the full amount ($19 million) expected to be drawn down in fiscal year 2009.

The borrowing is through Bank of America, as a taxable note, and is scheduled to mature on February 01, 2011. The variable interest rate is equal to the LIBOR Rate plus 0.75% per annum. Pledged revenues for the repayment of principal and interest will be derived from an additional customer facility charge, as outlined in City Ordinance 09-08. $ 19,000,000

Airport Revenue Bonds, Series 2008 A&B

The Series 2008 Bonds are being issued to finance the terminal expansion and aircraft apron construction. Net general revenues of the Airport will secure the financing, however the portion of the project that is PFC– eligible will use passenger facility charge revenues to pay debt service.

The bonds have a fixed interest rate for serial bonds of 5.00% - 5.50% with a maturity date of October 2018 and term bonds with 6.00% maturing 2028 and 6.25% maturing 2038. The first principal payment is due October 1, 2009. $ 35,780,000

Gas System Revenue Bonds, Series 2008

The 2008 bonds have a drawdown structure through the Gulf Breeze Loan Pool with an amount not to exceed $6,000,000. The proceeds will be used to finance an automated meter reading system of approximately $4,100,000 and a building expansion project expected to cost $1,800,000. The debt is variable rate based on Public Securities Association (PSA) Municipal Market Data 7 Day Swap Index plus 34 basis points (PSA redesignated as Bond Market Association “BMA”). Interest is paid monthly with principal payments commencing on December 1, 2010 and a final maturity of December 2017. Debt service will be paid from net revenues of the natural gas system with a back up pledge of the City’s non-ad valorem revenues. $ 6,000,000


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Gas Utility Revenue Note, Subordinate Series 2009

The 2009 Note will be used to finance a Basic Ordering Agreement (BOA) for an energy conservation project between the City of Pensacola (Energy Services of Pensacola) and the United States Navy. The borrowing is through Bank of America and is structured as a drawdown loan of up to $6,000,000. The interest rate on the Note is fixed at 5.77% and will be repaid over a ten year period with gas revenues received from the United States Navy. The City plans to drawdown the entire $6,000,000 for the project. Upon completion of the project and acceptance by the Navy, the City will execute a Purchase Agreement with Bank of America to sell the Navy receivable to Bank. Estimated completion and acceptance is October 2009. $4,551,923

In the following pages each issue is presented in detail to maturity.


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CITY OF PENSACOLA DEBT SERVICE SUMMARY

SEPTEMBER 30, 2009

ADDITION ORBALANCE (RETIREMENT) BALANCE SINKING FUND FUTURE MATURITY09/30/09 OF PRINCIPAL 09/30/10 RESERVES INTEREST DATE

TAX & FRANCHISE FEE DEBT SERVICE FUND2004 SALES & EXCISE TAX REFUNDING REVENUE BONDS 10,835,750.00 (2,545,400.00) 8,290,350.00 0.00 511,605.37 10/01/12 TOTAL TAX & FRANCHISE FEE DEBT SERVICE FUND 10,835,750.00 (2,545,400.00) 8,290,350.00 0.00 511,605.37

COMMUNITY REDEVELOPMENT AGENCY2004 REDEVELOPMENT REFUNDING REVENUE NOTE 1,569,440.59 (371,187.90) 1,198,252.69 0.00 89,989.74 04/01/13 TOTAL COMMUNITY REDEVELOPMENT AGENCY 1,569,440.59 (371,187.90) 1,198,252.69 0.00 89,989.74

LOCAL OPTION SALES TAX FUND2000A CAPITAL IMPROVEMENT REVENUE BONDS 6,500,000.00 0.00 6,500,000.00 0.00 1,598,539.61 * 10/01/172000B CAPITAL IMPROVEMENT REVENUE BONDS 13,500,000.00 0.00 13,500,000.00 0.00 3,320,043.84 * 10/01/17 TOTAL LOCAL OPTION SALES TAX FUND 20,000,000.00 0.00 20,000,000.00 0.00 4,918,583.45

GAS UTILITY FUND1999 GAS SYSTEM REVENUE BONDS 7,500,000.00 (525,000.00) 6,975,000.00 0.00 1,978,046.25 12/01/192008 GAS SYSTEM REVENUE BONDS 3,520,947.13 2,479,052.87 * 6,000,000.00 * 0.00 1,201,000.00 * 12/01/172009 GAS UTLITY SUBORDINATE REVENUE NOTE (BOA) *** 4,551,923.00 (4,551,923.00) * 0.00 * 0.00 N/A * 12/01/17 TOTAL GAS UTILITY FUND 15,572,870.13 (2,597,870.13) 12,975,000.00 0.00 3,179,046.25

PORT FUND2004 SALES & EXCISE TAX REVENUE BONDS 1,339,250.00 (314,600.00) 1,024,650.00 0.00 63,232.13 10/01/12 TOTAL PORT FUND 1,339,250.00 (314,600.00) 1,024,650.00 0.00 63,232.13

AIRPORT FUND1997B AIRPORT REVENUE BONDS 3,735,000.00 (540,000.00) 3,195,000.00 435,335.82 468,984.40 10/01/141998A AIRPORT REVENUE REFUNDING BONDS 11,695,000.00 (880,000.00) 10,815,000.00 1,602,268.75 3,232,359.44 10/01/182005A AIRPORT REFUNDING REVENUE BONDS 14,845,000.00 (100,000.00) 14,745,000.00 1,024,390.43 7,258,466.30 10/01/272008 AIRPORT TAXABLE CFC REVENUE NOTE ** 17,847,177.00 0.00 17,847,177.00 0.00 413,087.80 * 02/01/112008 AIRPORT REVENUE BONDS 35,780,000.00 (185,000.00) 35,595,000.00 2,659,375.00 40,252,956.25 10/01/38 TOTAL AIRPORT FUND 83,902,177.00 (1,705,000.00) 82,197,177.00 5,721,370.00 51,625,854.19

TOTAL $ 133,219,487.72 (7,534,058.03) 125,685,429.69 5,721,370.00 60,388,311.13

* Estimated** At maturity, City will renegotiate with Bank of America or refund with City bonds.*** 2009 Gas Utility Subordinate Note - Drawdown up to $4,551,923 at a fixed rate of 5.77%. The finance is structured so that the Navy will make annual payments to the City over a 10-year period. The City is planning to sell the Navy receivable to Bank of America at the end of the construction period (estimated to be October 2009).

Per agreement between the Director of Finance and the MBIA Insurance Corporation, dated January 17, 2008, the City will not issue any other obligations payable from or secured by the Infrastructure Sales Tax, except upon the occurrence of unforeseen extraordinary circumstances during the Current Authorization Period for the 2000A and 2000B Capital Improvement Revenue Bonds ending in October 2017.In such case, the City will, prior to issuing any such obligations, discuss with the Bond Insurer the reasons for issuing such obligations.

(Unaudited)


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CITY OF PENSACOLA DEBT SERVICE SCHEDULE BY ALLOCATION

SEPTEMBER 30, 2010

(Unaudited)

ADDITION ORBALANCE (RETIREMENT) BALANCE SINKING FUND FUTURE MATURITY09/30/09 OF PRINCIPAL 09/30/10 RESERVES INTEREST DATE

1997B AIRPORT REVENUE BONDS 3,735,000.00 (540,000.00) 3,195,000.00 435,335.82 468,984.40 10/01/14

1998A AIRPORT REVENUE REFUNDING BONDS 11,695,000.00 (880,000.00) 10,815,000.00 1,602,268.75 3,232,359.44 10/01/18

1999 GAS SYSTEM REVENUE BONDS 7,500,000.00 (525,000.00) 6,975,000.00 0.00 1,978,046.25 12/01/19

2000A CAPITAL IMPROVEMENT REVENUE BONDS 6,500,000.00 0.00 6,500,000.00 0.00 1,598,539.61 * 10/01/17

2000B CAPITAL IMPROVEMENT REVENUE BONDS 13,500,000.00 0.00 13,500,000.00 0.00 3,320,043.84 * 10/01/17

2004 SALES & EXCISE TAX REFUNDING REVENUE BONDS 12,175,000.00 (2,860,000.00) 9,315,000.00 0.00 574,837.50 10/01/12

2004 REDEVELOPMENT REFUNDING REVENUE NOTE 1,569,440.59 (371,187.90) 1,198,252.69 0.00 89,989.74 04/01/13

2005A AIRPORT REFUNDING REVENUE BONDS 14,845,000.00 (100,000.00) 14,745,000.00 1,024,390.43 7,258,466.30 10/01/27

2008 AIRPORT TAXABLE CFC REVENUE NOTE** 17,847,177.00 0.00 17,847,177.00 0.00 413,087.80 * 02/01/11

2008 AIRPORT REVENUE BONDS 35,780,000.00 (185,000.00) 35,595,000.00 2,659,375.00 40,252,956.25 10/01/38

2008 GAS SYSTEM REVENUE BONDS (AMR) 3,520,947.13 2,479,052.87 * 6,000,000.00 * 0.00 1,201,000.00 * 12/01/17

2009 GAS UTILITY SUBORDINATE REVENUE NOTE (BOA) *** 4,551,923.00 (4,551,923.00) * 0.00 * 0.00 N/A 12/01/17

TOTAL $ 133,219,487.72 (7,534,058.03) 125,685,429.69 5,721,370.00 60,388,311.13

* Estimated** At maturity, City will renegotiate with Bank of America or refund with City bonds.*** 2009 Gas Utility Subordinate Note - Drawdown up to $4,551,923 at a fixed rate of 5.77%. The finance is structured so that the Navy will make annual payments to the City over a 10-year period. The City is planning to sell the Navy receivable to Bank of America at the end of the construction period (estimated to be October 2009).

Per agreement between the Director of Finance and the MBIA Insurance Corporation, dated January 17, 2008, the City will not issue any other obligations payable from or secured by the Infrastructure Sales Tax, except upon the occurrence of unforeseen extraordinary circumstances during the Current Authorization Period for the 2000A and 2000B Capital Improvement Revenue Bonds ending in October 2017.In such case, the City will, prior to issuing any such obligations, discuss with the Bond Insurer the reasons for issuing such obligations.


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FISCALYEAR PRINCIPAL INTEREST TOTAL

2010 540,000.00$ 194,906.26$ 734,906.26$ 2011 570,000.00 163,687.51 733,687.51 2012 605,000.00 130,640.63 735,640.63 2013 635,000.00 95,765.63 730,765.63 2014 675,000.00 58,921.88 733,921.88 2015 710,000.00 19,968.75 729,968.75

TOTAL 3,735,000.00$ 663,890.66$ 4,398,890.66$

CITY OF PENSACOLA, FLORIDADEBT SERVICE SCHEDULE

AIRPORT REVENUE BONDS, SERIES 1997B


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2010 880,000.00$ 686,168.76$ 1,566,168.76$ 2011 940,000.00 630,468.76 1,570,468.76 2012 1,000,000.00 572,268.76 1,572,268.76 2013 1,060,000.00 510,468.76 1,570,468.76 2014 1,115,000.00 444,521.88 1,559,521.88 2015 1,185,000.00 374,084.38 1,559,084.38 2016 1,260,000.00 299,206.26 1,559,206.26 2017 1,335,000.00 219,734.38 1,554,734.38 2018 1,415,000.00 135,515.63 1,550,515.63 2019 1,505,000.00 46,090.63 1,551,090.63

TOTAL 11,695,000.00$ 3,918,528.20$ 15,613,528.20$


AIRPORT REVENUE REFUNDING BONDS, SERIES 1998A


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2010 525,000.00$ 374,010.00$ 899,010.00$ 2011 555,000.00 347,411.25 902,411.25 2012 580,000.00 319,175.00 899,175.00 2013 610,000.00 289,272.50 899,272.50 2014 640,000.00 257,550.00 897,550.00 2015 670,000.00 223,977.50 893,977.50 2016 705,000.00 188,395.00 893,395.00 2017 745,000.00 150,508.75 895,508.75 2018 780,000.00 110,477.50 890,477.50 2019 825,000.00 68,140.00 893,140.00 2020 865,000.00 23,138.75 888,138.75

TOTAL 7,500,000.00$ 2,352,056.25$ 9,852,056.25$

GAS SYSTEM REVENUE BONDS, SERIES 1999

DEBT SERVICE SCHEDULECITY OF PENSACOLA, FLORIDA


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2010 -$ 325,000.00$ 325,000.00$ 2011 - 325,000.00 325,000.00 2012 - 325,000.00 325,000.00 2013 682,500.00 293,718.75 976,218.75 2014 893,750.00 249,911.46 1,143,661.46 2015 1,121,250.00 194,796.88 1,316,046.88 2016 1,218,750.00 134,265.63 1,353,015.63 2017 1,282,125.00 70,423.44 1,352,548.44 2018 1,301,625.00 5,423.44 1,307,048.44

TOTAL 6,500,000.00$ 1,923,539.60$ 8,423,539.60$


CAPITAL IMPROVEMENT REVENUE BONDS, SERIES 2000A

NOTE: Assumed for calculation purpose a variable interest rate up to FY 2006and a 5% interest rate thereafter. Interest rate will vary based on the 7-day BondMarket Association (BMA) rate plus 34 basis points (or .34%).


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2010 -$ 675,000.00$ 675,000.00$ 2011 - 675,000.00 675,000.00 2012 - 675,000.00 675,000.00 2013 1,417,500.00 610,031.25 2,027,531.25 2014 1,856,250.00 519,046.88 2,375,296.88 2015 2,328,750.00 404,578.13 2,733,328.13 2016 2,531,250.00 278,859.38 2,810,109.38 2017 2,662,875.00 146,264.06 2,809,139.06 2018 2,703,375.00 11,264.06 2,714,639.06

TOTAL 13,500,000.00$ 3,995,043.76$ 17,495,043.76$

NOTE: Assumed for calculation purpose a variable interest rate up to FY 2006 and a 5% interest rtethereafter. Interest rate will vary based on the 7-day Bond Market Association (BMA) rate plus 34 basispoints (or .34%).


CAPITAL IMPROVEMENT REVENUE BONDS, SERIES 2000B


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FISCALYEAR PRINCIPAL INTEREST PRINCIPAL INTEREST TOTAL

2010 314,600.00$ 47,723.50$ 2,545,400.00$ 386,126.50$ 3,293,850.00$ 2011 326,700.00 35,037.75 2,643,300.00 283,487.25 3,288,525.00 2012 341,550.00 21,066.38 2,763,450.00 170,446.12 3,296,512.50 2013 356,400.00 7,128.00 2,883,600.00 57,672.00 3,304,800.00

TOTAL 1,339,250.00$ 110,955.63$ 10,835,750.00$ 897,731.87$ 13,183,687.50$


SALES AND EXCISE TAX REVENUE REFUNDING BONDS, SERIES 2004

PORT GENERAL GOVERNMENT


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2010 371,187.90$ 58,226.24$ 429,414.14$ 2011 384,958.97 44,455.18 429,414.15 2012 399,240.94 30,173.20 429,414.14 2013 414,052.78 15,361.36 429,414.14

TOTAL 1,569,440.59$ 148,215.98$ 1,717,656.57$


REDEVELOPMENT REFUNDING REVENUE NOTE, SERIES 2004


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FISCAL YEAR PRINCIPAL INTEREST TOTAL

2010 100,000.00$ 611,195.00$ 711,195.00$ 2011 100,000.00 608,070.00 708,070.00 2012 100,000.00 604,695.00 704,695.00 2013 110,000.00 600,882.50 710,882.50 2014 110,000.00 596,620.00 706,620.00 2015 125,000.00 592,076.25 717,076.25 2016 855,000.00 574,128.75 1,429,128.75 2017 885,000.00 540,825.00 1,425,825.00 2018 915,000.00 504,825.00 1,419,825.00 2019 955,000.00 467,425.00 1,422,425.00 2020 1,000,000.00 428,325.00 1,428,325.00 2021 1,030,000.00 387,081.25 1,417,081.25 2022 1,075,000.00 343,665.63 1,418,665.63 2023 1,120,000.00 297,693.76 1,417,693.76 2024 1,170,000.00 249,031.26 1,419,031.26 2025 1,220,000.00 198,243.76 1,418,243.76 2026 1,270,000.00 145,331.26 1,415,331.26 2027 1,325,000.00 89,359.38 1,414,359.38 2028 1,380,000.00 30,187.50 1,410,187.50

TOTAL 14,845,000.00$ 7,869,661.30$ 22,714,661.30$


AIRPORT REVENUE REFUNDING BONDS, SERIES 2005A


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2010 -$ 991,410.72$ 991,410.72$ 2011 17,847,177.00 413,088.13 18,260,265.13

TOTAL 17,847,177.00$ 1,404,498.85$ 19,251,675.85$


AIRPORT TAXABLE CFC REVENUE NOTE, SERIES 2008

NOTE: Assumed for calculation purpose a variable interest of 5.555%. Interestrate will vary based on the LIBOR Rate plus 0.75% per annum.


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FISCALYEAR PRINCIPAL INTEREST PRINCIPAL INTEREST TOTAL

2010 -$ 254,445.00$ 185,000.00$ 1,096,607.00$ 1,536,052.00$ 2011 - 403,525.00 420,000.00 1,729,862.50 2,553,387.50 2012 105,000.00 403,525.00 440,000.00 1,708,862.50 2,657,387.50 2013 110,000.00 398,275.00 460,000.00 1,686,862.50 2,655,137.50 2014 115,000.00 392,775.00 485,000.00 1,663,862.50 2,656,637.50 2015 120,000.00 387,025.00 510,000.00 1,639,612.50 2,656,637.50 2016 125,000.00 381,025.00 535,000.00 1,614,112.50 2,655,137.50 2017 135,000.00 374,775.00 560,000.00 1,587,362.50 2,657,137.50 2018 140,000.00 367,687.50 590,000.00 1,557,962.50 2,655,650.00 2019 145,000.00 360,687.50 620,000.00 1,528,462.50 2,654,150.00 2020 155,000.00 352,712.50 655,000.00 1,494,362.50 2,657,075.00 2021 165,000.00 343,412.50 695,000.00 1,455,062.50 2,658,475.00 2022 175,000.00 333,512.50 735,000.00 1,413,362.50 2,656,875.00 2023 185,000.00 323,012.50 780,000.00 1,369,262.50 2,657,275.00 2024 195,000.00 311,912.50 825,000.00 1,322,462.50 2,654,375.00 2025 205,000.00 300,212.50 875,000.00 1,272,962.50 2,653,175.00 2026 220,000.00 287,912.50 930,000.00 1,220,462.50 2,658,375.00 2027 235,000.00 274,712.50 985,000.00 1,164,662.50 2,659,375.00 2028 245,000.00 260,612.50 1,045,000.00 1,105,562.50 2,656,175.00 2029 260,000.00 245,912.50 1,105,000.00 1,042,862.50 2,653,775.00 2030 275,000.00 230,312.50 1,170,000.00 976,562.50 2,651,875.00 2031 295,000.00 213,125.00 1,245,000.00 903,437.50 2,656,562.50 2032 310,000.00 194,687.50 1,325,000.00 825,625.00 2,655,312.50 2033 330,000.00 175,312.50 1,405,000.00 742,812.50 2,653,125.00 2034 350,000.00 154,687.50 1,495,000.00 655,000.00 2,654,687.50 2035 375,000.00 132,812.50 1,585,000.00 561,562.50 2,654,375.00 2036 400,000.00 109,375.00 1,685,000.00 462,500.00 2,656,875.00 2037 425,000.00 84,375.00 1,790,000.00 357,187.50 2,656,562.50 2038 450,000.00 57,812.50 1,905,000.00 245,312.50 2,658,125.00 2039 475,000.00 29,687.50 2,020,000.00 126,250.00 2,650,937.50

TOTAL 6,720,000.00$ 8,139,857.50$ 29,060,000.00$ 34,530,844.50$ 78,450,702.00$


AIRPORT REVENUE BONDS, SERIES 2008

GARB PFC


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2010 -$ 300,000.00$ 300,000.00$ 2011 630,000.00 276,375.00 906,375.00 2012 660,000.00 243,750.00 903,750.00 2013 695,000.00 209,437.50 904,437.50 2014 725,000.00 173,562.50 898,562.50 2015 765,000.00 135,812.50 900,812.50 2016 800,000.00 96,250.00 896,250.00 2017 840,000.00 54,750.00 894,750.00 2018 885,000.00 11,062.50 896,062.50

TOTAL 6,000,000.00$ 1,501,000.00$ 7,501,000.00$


GAS SYSTEM REVENUE BONDS, SERIES 2008

NOTE: Assumed for calculation purpose a variable interest rate of 5%. Interestrate will vary based on Public Securities Association Municipal Market Data 7-dayswap index plus 34 basis points (or .34%).


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2010 4,551,923.00$ -$ 4,551,923.00$ TOTAL 4,551,923.00$ -$ 4,551,923.00$


GAS UTILITY REVENUE NOTE, SUBORDINATE SERIES 2009


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APPENDIX H INVESTMENT POLICY

(Amended by City Council September 26, 2002)

Resolution #35-02, adopted under the authority of Sections 166.261 and 218.415, Florida Statutes, sets forth the policy of the City of Pensacola with regard to the investment of funds in excess of those required to meet short-term expenditures. The City Manager shall be responsible for implementing this policy through the Director of Finance. No person may engage in any investment transaction with City funds or funds held in a trust relationship by or for the City, except as authorized by the Director of Finance or authorized designee. Provided, however, this policy shall not apply to pension funds, trust funds, or funds related to the issuance of debt.

AUTHORITY

The responsibility for administering the investment program of the City resides with the Director of Finance. The Director of Finance has the responsibility to insure the proper management, internal controls, safekeeping and recording of all investment assets held or controlled by the City. No person may engage in any investment transaction with City funds or funds held in a trust relationship by or for the City, except as authorized by the Director of Finance or authorized designee.

SCOPE

This policy sets forth guidelines with regard to the investment of funds in excess of those required to meet short-term obligations and does not apply to pension funds, trust funds or funds related to the issuance of debt. All financial assets held or controlled by the City, not otherwise classified as restricted assets requiring separate investing, shall be identified as “general operating funds” of the City for the purpose of this policy, and shall be invested using the guidelines as herein set forth. This Policy is promulgated pursuant to and consistent with the provisions of Section 218.415, Florida Statues, and City Ordinance No. 48-98.

Although restricted assets such as pension funds, certain bond-related funds and trust funds are not required to be covered by this Policy, such funds may be invested under this Policy, when deemed to be in the City’s best interest to do so, and when permitted by governing policies or documents.

OBJECTIVES

Safety of capital is regarded as the foremost objective of the investment program. Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. Each investment transaction shall be entered into with every effort to prevent capital losses, whether they are from securities defaults, theft, or the impact of adverse market conditions. The City’s investment strategy will provide sufficient liquidity to meet operating, payroll and capital requirements. Investments shall be made to maximize income on surplus funds but only after the objectives of security and liquidity have been met.


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INVESTMENT POLICY (Continued) ETHICAL STANDARDS

The standard of prudence to be used by the City of Pensacola is that of the Prudent Person Rule, which states that: “Investments should be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived from the investment.” The Director of Finance and authorized designee, acting in accordance with established policies and procedures and exercising due diligence, shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to minimize adverse developments. The Prudent Person Rule shall be applied in the context of managing all assets invested under this Policy.

Employees of the City who are involved in the investment process shall refrain from personal business activity that could conflict with State Statutes, City Ordinances, proper management of the City’s investment program, or which could impair their ability to make impartial investment decisions.

CONTINUING EDUCATION

The Director of Finance and appropriate staff shall annually complete eight (8) hours of continuing education in subjects or courses of study related to investment practices and products.

PERFORMANCE MEASUREMENT

The City of Pensacola seeks to optimize return on investments within the constraints of safety and liquidity. The investment portfolio shall be designed with the annual objective of exceeding by 50 basis points the weighted average return earned on investments held by the State Board of Administration Investment Pool. The State Board of Administration Investment Pool is the most appropriate benchmark given the imposed limits in maturities. (See “Portfolio Composition” for maturity limits).

AUTHORIZED INVESTMENTS

The following is a list of authorized investments as provided by Section 218.415(16), Florida Statutes:

(a) The Local Government Surplus Funds Trust Fund or any intergovernmental investment pool authorized pursuant to the Florida Interlocal Cooperation Act as provided in Section 163.01, Florida Statutes.

(b) Securities and Exchange Commission registered money market funds with the highest credit quality rating from a nationally recognized rating agency.

(c) Interest-bearing time deposits or savings accounts in qualified public depositories as defined in Section 280.02, Florida Statutes.

(d) Direct obligations of the United States Treasury.

(e) Federal agencies and instrumentalities.


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INVESTMENT POLICY (Continued)

(f) Securities of, or other interests in, any open-end or closed-end management-type investment company or investment trust registered under the Investment Company Act of 1940, 15 U.S.C. ss. 80a-1 et seq., as amended from time to time, provided that the portfolio of such investment company or investment trust is limited to obligations of the United States Government or any agency of instrumentality thereof and to repurchase agreements fully collateralized by such United States Government obligations, and provided that such investment company or investment trust takes delivery of such collateral either directly or through an authorized custodian.

(g) Other investments authorized by law or by ordinance for a county or a municipality.

Additional investments types permitted by the City of Pensacola are granted authority through a separate ordinance approved by the Pensacola City Council. Investments not listed in this Policy or that have not been given separate approval by City Council are prohibited.

BID REQUIREMENTS

The City of Pensacola will attempt to make investments with local banks that have been approved by the State Treasurer to act as qualified public depositories (QPDs) as governed by Chapter 280, Florida Statutes, and Rule 4C-2, Florida Administrative Code. In the case where interest rates of the local banks are not competitive, investment-banking firms with national repute can be selected at the Director’s discretion.

The City of Pensacola will engage in a competitive bid selection with a minimum of three bids solicited. The bid deemed to best meet the investment objectives will be selected. These bids will be recorded and retained in the Financial Services Department.

PORTFOLIO COMPOSITION

There are no limits set by this Policy as to the maximum amount that any particular institution can hold. The institution will set its own limits by virtue of its ability to collateralize the investments.

Certificates of deposit purchased under the authority of this Policy will be purchased only from Qualified Public Depositories of the State of Florida as identified by the State Treasurer, in accordance with Chapter 280, Florida Statutes.

Repurchase agreements shall only be entered into with the City’s primary depository, Wachovia Bank National Association (N.A.), which is also identified as a qualified public depository.

Dollar limits for types of investments such as, Treasury’s, Agencies or Certificates of Deposit, will be based on market conditions at the time of the investment or will be government by the Director of Finance’s discretion.

Average maturity of all surplus investments is not to exceed two years with the maximum maturity of any investment not to exceed five years.

SAFEKEEPING AND CUSTODY

All securities purchased by the City’s Director of Finance under this Policy, except certificates of deposits, shall be properly designated as assets of the City of Pensacola and shall be protected through a third-party agreement. The City shall enter into a formal agreement with an institution of such size and expertise as is necessary to provide the services needed to protect and secure the investment assets of the City. Certificates of deposit may be held in safekeeping at the issuing financial institution or may be held in physical custody by the City’s Financial Services Department.


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The City’s Director of Finance shall establish appropriate safekeeping procedures so that, whenever possible, all investments are custodied in accordance with Governmental Accounting Standards Board Statement Number 3, Category (1), which specifies that all securities are insured or registered, or held by the City or its agent, in the City’s name. Repurchase Agreements are disclosed as Category (2) as uninsured and unregistered investments for which the securities are held by the counter party, or by its trust department or agent in the City’s name.

COLLATERAL

Collateral for public deposits is regulated by the State of Florida through, Chapter 280, Florida Statutes. The City shall not be under any obligation to secure additional collateral beyond the provisions set forth in Chapter 280, except in the case of Repurchase Agreements. Collateral requirements for Repurchase Agreements are contained in the Master Repurchase Agreement.

MASTER REPURCHASE AGREEMENT

The City has entered into only one Master Repurchase Agreement. Wachovia Bank National Association (N.A.), the City’s primary depository, holds the contract.

Overnight (“sweep”) Repurchase Agreements are collateralized by full faith or general faith and credit obligations of the United States Government or United States Government Agency securities.

(a) Purchased only from the City’s contracted banking service provider.

(b) Securities used as collateralization for the overnight (sweep) Repurchase Agreement will be held for the benefit of the City with a third party, the Federal Reserve Bank or the contracted bank’s correspondent bank in an amount not less than 100% of the overnight amount of the Repurchase Agreement.

(c) The City’s primary depository must have on file an executed copy of the City’s Master Repurchase Agreement for overnight repos and an executed Sweep Investment Service Agreement.

(d) Repurchase Agreements for the City of Pensacola will exist only for the purposes of an overnight “sweep”.

At this time the Sweep agreement is dormant. On August 1, 2001, the Financial Service Department changed its venue for daily investment of surplus funds. Surplus funds are being invested in a First Union product entitled “Public Funds Now”. This is an interest bearing account that mirrors the Sweep agreement. It calculates interest daily according to the agreed upon interest rate, adheres to collateralization rules, but posts an aggregate interest earnings amount at the end of the month instead of daily recording. The change was instituted to simplify the recording of interest on surplus funds that remain in the General Clearance Account.

INTERNAL CONTROLS

The Director of Finance has established internal controls to prevent loss of funds by fraud, employee error, misrepresentation by third parties, or imprudent actions by employees of the City. The internal controls are as follows:

(a) Investment transactions authority is limited to specific persons within the Financial Services Department.

(b) All investment transactions require approval of the Director of Finance.


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(c) Staff in the Financial Services Department reconciles the City’s general depository account on a monthly basis by comparing the City’s general ledger with the applicable bank account statements. The reconciliation of the general depository account would reveal any difference in investment transaction recording and the actual movement of funds.

(d) Each month the designated staff person authorized to transact investments shall prepare an Investment Schedule. The schedule is then reviewed and reconciled to the general ledger by a person independent of the investment functions.

(e) Authority for wire transfers is restricted to specific individuals with specific dollar limits within the Financial Services Department. All non-repeat type wire transfers require verification authorization by a second individual specified in wire authority documents executed with the City’s primary depository.

(f) Transfer of all funds through a central account only.

(g) Each year the City’s external auditors review existing internal controls as well as investment transactions by examining data on a random basis.

The internal controls are designed to prevent losses of funds which might arise from fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees. As required by Section 218.415(13), Florida Statutes the internal controls shall be reviewed, at least annually, by the City’s external auditors, as part of the required financial audit.

ACCOUNTING METHOD

For all investments with a remaining maturity of 1 year or less, the City of Pensacola has elected to use amortized cost method. All investments with a remaining maturity of 1 year or more are restated to fair value. All investment income, including changes in fair value of investments, shall be reported as revenue in the operating statement. The City shall comply with Statement No. 31 of the Government Accounting Standards Board.

REPORTING

The Director of Finance shall generate monthly investment reports for internal management purposes. Quarterly investment reports shall be prepared and reviewed by the City’s financial advisors to evaluate overall performance and to assess the security of the investment types. It is incumbent on the financial advisor to notify the Director of Finance of any unsafe or unsecured investments. A plan of action will be obtained from the financial advisor when adverse circumstances occur.

NOTE: Due to the September 4, 2001 merger of First Union Corporation and Wachovia Corporation, the name “First Union National Bank” has been replaced with “Wachovia Bank National Association (N.A.)” in this policy to be consistent with the November 18, 2002 name change.

(Orig. 09/26/1996; Rev. 09/27/2001, 09/26/2002)


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APPENDIX I FINANCIAL PLANNING AND ADMINISTRATION POLICY

(Amended by City Council November 9, 2006) The following policy of the City Council covers the broad topics of financial planning and administration. It serves as a policy guide for the conduct of all financial operations of the City except for those operations covered by other specific policies (example; Debt Incurrence and Administration, Investment or Purchasing). As part of this policy statement, the City Council reserves the right to provide exceptions and waivers when unexpected circumstances justify such exception or waiver.

The City Manager annually should prepare and present to City Council, within a time frame that meets TRIM requirements, a budget covering all required funds of the City. Following review, desired modification and the State prescribed public hearings, City Council will approve a final budget. All such budgets shall be balanced with projected opening fund balances, revenues and transfers equaling proposed expenditures, transfers, contingencies and ending fund balances.

Revenue estimates included in the proposed and final budget will be those prepared or concurred with by the City’s Financial Services Department.

As required by State statute, the City’s millage rate shall be established each fiscal year as part of the budget process. As part of the budget process the City Manager shall, in the proposed budget, recommend a millage rate that establishes a balanced budget each fiscal year.

A minimum reserve of 15 percent of budgeted annual revenues should be incrementally established and maintained in the General Fund for use in meeting unanticipated needs and/or emergencies. Proceeds from the sale of City (general government) owned surplus real property will be used to increase the reserve. Interest earnings will be applied on the reserve balance each fiscal year. The amount of the reserve will be reported in each fiscal year budget.

General Fund’s maximum amount of appropriated Beginning Fund Balance each fiscal year should be no more than 3 percent of budgeted revenues.

The City Manager will develop and present to Council a reserve implementation plan for each of the City’s enterprises. Each plan will provide for no less than a 15 percent operating reserve. A capital reserve will also be established to ensure that ongoing capital and infrastructure needs are adequately met. This policy does not apply to the Airport whose reserve requirements are established by contracts with the airlines.

Recurring expenditures should be financed only with recurring revenues. Non-recurring/one time revenues (a source that won’t be repeated or one that is higher than normal because of weather or other issues beyond the City’s control) should be used only to finance non-recurring expenditures and/or maintain or increase reserves.

It is understood that the citizens of Pensacola are entitled to a return on their investment for the purchase of the natural gas utility from Gulf Power in 1948. However, with the competitive nature of the energy industry the amount of transfer from ESP to the General Fund should be adjusted each year to assure ESP’s competitive edge. Long-term, the budgeted transfer should not be more than 15 percent of budgeted ESP revenues. The amount of the transfer will be reported in each fiscal year budget.

The City’s annual budget shall conform to the Government Finance Officers Association’s (GFOA) “Distinguished Budget Presentation” program requirements and shall be submitted for consideration for the award.

The budget format should include information necessary to establish an adequate base for budgetary control including control over expenditures and positions.

The City should undertake an annual cost allocation study to insure that all indirect costs are equitably allocated to the various enterprise and other appropriate operations.


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FINANCIAL PLANNING AND ADMINISTRATION POLICY (Continued) Annually, the City will prepare a revenue manual.

When the provision of service is predicated on payment of a fee (for example; building inspections), the City should periodically preview the relationship between revenues and expenses for services provided and fees should be set at levels sufficient to recover all costs. Fees for other programs (for example; adult or youth softball) should be set at levels that do not discourage participation in the program.

The budget should be prepared by department or programmatic activity. Within each department or programmatic activity it should be further divided by expenditure categories, personnel services, operating expenses, capital, grants and aids, debt service and non-operating.

The City Manager or his designee shall have the authority to transfer appropriations between expenditure categories and between departments or programmatic activities except that amounts appropriated for capital outlay cannot be transferred to any other expenditure category.

Financial reports explaining and comparing budgeted and actual revenues and expenditures should be presented to the City Council following the end of each quarter. (Presentation of the comprehensive annual financial report will suffice for the year-end).

The City’s Comprehensive Annual Financial Report will conform to the GFOA’s “Certificate of Achievement for Excellence in Financial Reporting” program requirements and will be submitted for consideration for the award.

The Director of Finance shall have the authority to write-off uncollected accounts receivable (except for gas and sanitation utility accounts receivable) in individual accounts not greater than $1,000. Write-off of such accounts in amounts in excess of $1,000 must be approved by the City Council. Gas and Sanitation uncollectible accounts receivable may be written-off by the Director of Finance with the concurrence of the City’s external auditor.

The City will not back-bill ESP and Sanitation customers for any period greater than twelve (12) months for any undercharge in billing which is the result of the City’s mistake. The City shall allow the customer to pay the unbilled service over the same time period as the time period during which the under-billing occurred or some other mutually agreeable time period. The City Manager, or the Director of finance as his designee, has the final authority on the disposition of billing and collection remedies.

Annually, the City should prepare a comprehensive Capital Improvement Plan (CIP) covering at least 3 years for meeting infrastructure needs. The plan should include all potential funding sources that are available to finance the identified needs.

The CIP and the more narrowly focused Capital Improvement element of the comprehensive plan should be coordinated to insure that all capital needs are met.

Additional operating costs associated with any capital project should be identified and funding of the additional costs provided for in the City’s annual budget.

The threshold for assets that will be capitalized, depreciated and reported in the City’s annual financial statements will have a value of $5,000 and a useful life of more than one year.

At the beginning of each fiscal year, an amount equal to budgeted stormwater utility fee revenue will be appropriated in the Stormwater Capital Project Fund for stormwater related capital projects, including stormwater basin master plans, as determined by City Council. At the end of each fiscal year, the budget will be adjusted to reflect actual revenue received.

Grants that equal $25,000 or more in total expenditures (i.e. grant expenditures plus match expenditures) or involve hiring additional staff will have City Council approval prior to grant acceptance. Acceptance of grants that equal less than $25,000 in total expenditures will be approved by the City Manager.

City Management will maintain an effective system of internal administrative and accounting controls. (07/23/1998; 11/18/1999; 09/13/2001; 09/30/2004; 11/09/2006)


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APPENDIX J FUND STRUCTURE

BASIS OF ACCOUNTING FUND ACCOUNTING

The accounts and the budget of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. Government resources are allocated to and accounted for, in individual funds based upon the purposes for which those resources are intended to be used in accordance with special regulations, restrictions, or limitations. The operations of each fund are accounted for through a separate set of self-balancing accounts that comprises its assets, liabilities, fund equity, revenue and expenditures, or expenses, as appropriate. The funds are classified for reporting purposes into three basic fund types; governmental, proprietary and fiduciary funds. The purpose of the City's various funds and account groups are as follows:

Governmental Funds:

General Fund - The General Fund is used to account for all financial resources except those required to be accounted for in another fund. All general property taxes, fines, various permits, property rentals and certain intergovernmental revenues are recorded in this fund. Typical expenditures are for administration, community development, parks and recreation, public service, and public safety.

Special Revenue Funds - Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Trust and Agency Funds which account for assets held by the City in a trustee capacity for individuals, other governmental units and for other funds are also recognized as Special Revenue Funds.

Debt Service Funds - Debt Service Funds account for the accumulation of resources for, and the payment of, general long-term debt principal and interest and related cost.

Capital Projects Funds - Capital Projects Funds account for financial resources to be used for the acquisition or construction of major capital facilities or improvements (other than those financed by proprietary funds).

Proprietary Funds: Enterprise Funds - Enterprise Funds account for operations (a) that are financed and operated in a manner similar to private business enterprises -where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.

Internal Service Funds - Internal Service Funds account for the financing of goods or services provided by one department to other departments of the City.


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FUND STRUCTURE BASIS OF ACCOUNTING

(Continued)

Account Groups: General Fixed Assets - To account for all fixed assets of the City, except fixed assets of Proprietary Funds and Similar Trust Funds.

General Long-Term Debt - To account for all the outstanding principal balances of any general and special obligation bonds or notes, capitalized leases, installment purchases, and compensated absences of the City, except long-term obligations of Proprietary Funds.

MEASUREMENT FOCUS

Governmental Fund Types - General, Special Revenue, Expendable Trust, Agency, Debt Service, and Capital Projects are accounted for on a "spending" or "financial flow" measurement focus. This means that only current assets and current liabilities are generally included on the balance sheets. Accordingly, the reported undesignated fund balances (net current assets) are considered a measure of available, spendable or appropriable resources. Governmental Fund Type operating statements present increases (revenue and other financing sources) and decreases (expenditures and other financing uses) in net current assets.

Proprietary Fund Types - Enterprise and Internal Service Funds are accounted for on an "income determination" measurement focus. Accordingly, all assets and liabilities are included on their balance sheets, and the reported fund equities (total reported assets less total reported liabilities) provide an indication of the economic net worth of the funds. Operating statements for Proprietary Fund Types (on an income determination measurement focus) report increases (revenue) and decreases (expenses) in total economic net worth.

Account Groups - The General Fixed Assets Account Group and the General Long-Term Debt Account Group are concerned only with the measurement of financial position. They are not involved with the measurement of results of operations. Long-term obligations, which are not intended to be financed through Proprietary or Fiduciary Funds, are accounted for in the General Long-Term Debt Account Group. Fixed assets, which are not used in Proprietary or Fiduciary Fund operations, are accounted for in the General Fixed Assets Account Group.


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FUND STRUCTURE BASIS OF ACCOUNTING

(Continued)

BASIS OF ACCOUNTING

Basis of accounting refers to when revenues, expenditures or expenses are recognized in the accounts, included in the budget and reported in the financial statements. The basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied.

The government-wide financial statements are reported using the economic resources measurement focus and the full accrual basis of accounting, as are the proprietary fund and fiduciary fund financial statements. Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, revenues are considered to be available if they are collected within 60 days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due.

Franchise fees, licenses, and interest associated with the current fiscal period are all considered to be susceptible to accrual and therefore are recognized as revenues of the current fiscal period. All other revenue items are considered to be measurable and available only when cash is received.

BUDGETARY BASIS

The budgets of general government type funds are prepared on a modified accrual basis for accounting and budgeting purposes. Briefly, this means that obligations of the City (outstanding purchase orders) are budgeted as expenses but revenues are recognized only when they are actually received.

The Enterprise Funds, on the other hand, are budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made (such as through a purchase order), but revenues are also recognized when they are obligated to the City (for example, gas user fees are recognized as revenue when bills are produced or service is provided). The City also utilizes Internal Service Funds which are budgeted on a full accrual basis.

The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of “Generally Accepted Accounting Principles” (GAAP). In most cases, this conforms to the way the City prepares its budget. There are two exceptions: the treatment of depreciation expense and compensated absences. Depreciation expense is not budgeted but instead the budget reflects the full purchase cost of capital improvements. The CAFR shows depreciation expense for Enterprise Funds as required by GAAP. Compensated absences are not included in the budget, whereas the CAFR reflects both sick and vacation as accrued liabilities as required by GAAP.


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APPENDIX K DESCRIPTION OF FUNDS

GOVERNMENTAL FUNDS

General Fund The General Fund is the major city-wide fund. It is used to account for all financial resources except those required to be accounted for in another

fund. All general property taxes, fines, various permits, property rentals and certain intergovernmental revenues are recorded in this fund. Typical expenditures are for administration, community development, parks and recreation, public service, and public safety.

Special Revenue Funds Special Revenue Funds are used to track operations that have revenue sources which are required to be expended in a certain manner. Special revenue funds are different from enterprise funds in that they may be property tax supported, and they are not usually expected to support the full cost of their operations. Special Revenue Funds also include fiduciary and trust and agency type funds which account for assets held by the City in a trustee capacity for individuals, other governmental units and/or other funds. The City of Pensacola has the following Special Revenue Funds:

Special Grants Fund – To account for various private, state and federal grant receipts and the expenditures thereof.

Local Option Gasoline Tax Fund – The Local Option Gasoline Tax Fund accounts for the receipt and expenditures of gasoline tax revenue. Typical expenditures are for transportation related projects.

Community Development Block Grant Fund – To account for various private, state and federal grant receipts and the expenditures thereof. Typical expenditures provide housing for persons of low and moderate income.

Community Redevelopment Agency Fund – To account for the tax increment development receipts and the expenditures thereof. Typical expenditures are related to eliminating slum and blight in the Inner City.

Urban Core Redevelopment Trust Fund – To account for the tax increment development receipts and the expenditures thereof. Typical expenditures are related to transfers to the Community Redevelopment Agency and payment of debt service expenditures.

West Florida Public Library Fund – To account for the receipts and expenditures of the Pensacola-Escambia Library.

Stormwater Utility Fee Fund – To account for the receipts of the stormwater utility fee revenue. Expenditures are for the day-to-day operations of stormwater and street cleaning functions.

Section 8 Housing Assistance Payments Program Fund – To account for housing assistance payments financed by grant monies from the Department of Housing and Urban Development.

Youth Center Fund – To account for monies provided by the City and by various youth groups. The monies are expended primarily on various recreation centers and youth athletics.

Athletic Fund – To account for monies provided by the City and participation fees from various athletic clubs. Resources are expended primarily for athletic functions and equipment.


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DESCRIPTION OF FUNDS (Continued)

GOVERNMENTAL FUNDS (Continued)

Law Enforcement Trust Fund – To account for proceeds from the sale of confiscated property. Expenditures of such funds are restricted to law enforcement purchases.

Hurricane Damage Fund – To account for monies received and expended for disaster relief as a result of Hurricane Ivan (September 16, 2004), Hurricane Dennis (July 10, 2005) and Hurricane Katrina (August 29, 2005).

Municipal Golf Course Fund – To account for the City-owned public golf course.

Eastside Tax Increment Financing District Fund – To account for the tax increment development receipts and the expenditures thereof for the Eastside TIF District.

Inspection Services Fund – To account for the inspection services receipts and the expenditures thereof. Typical expenditures are related to regulatory services, such as zoning and construction permitting expenditures.

Westside Tax Increment Financing District Fund – To account for the tax increment development receipts and the expenditures thereof for the Westside TIF District.

Debt Service Funds

Debt Service Funds are established to account for the payment of interest and principal on bonds or other long-term borrowing. The City of Pensacola has the following Debt Service Funds:

Tax and Franchise Fee Debt Service Fund – To account for the payment of General Government Bond Issues.

CRA Debt Service Fund – To account for the accumulation of resources for and the payment of the 2004 Community Redevelopment Bonds which were issued to defease the 1994 Redevelopment Refunding Bonds. Financing is provided from increases in assessed valuation within the redevelopment area.

Capital Projects Funds

Capital Project Funds are established to account for the acquisition or construction of major capital facilities or improvements (other than those financed by proprietary funds). The City of Pensacola has the following Capital Projects Funds:

Local Option Sales Tax Fund – To account for the construction of various infrastructure improvements including port improvements, parks and recreation improvements, street resurfacing and reconstruction, and fire station renovations. Financing is provided by amounts received from the local infrastructure surtax.

Stormwater Capital Project Fund – To account for the construction of various stormwater improvements.

Maritime Community Park Construction Fund – To account for the construction of Maritime Community Park infrastructure improvements.


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DESCRIPTION OF FUNDS (Continued)

PROPRIETARY FUNDS

Enterprise Funds

Enterprise funds are accounted for in the same manner as a business. An enterprise funds includes operations, capital, construction, and debt service for bond issues which are funded through charges for services. The City of Pensacola has the following Enterprise Funds:

Gas Utility Fund – To account for the City-owned natural gas service.

Sanitation Fund – To account for solid waste disposal services provided to City residents.

Port Fund – To account for the City-owned Port Facility.

Airport Fund – To account for the City-owned Airport Facility.

INTERNAL SERVICE FUNDS

Internal Service Funds are used to account for the financing of goods and services provided by one department or agency to another, or to other governments, on a cost reimbursement basis. The City of Pensacola has the following Internal Service Funds:

Insurance Retention Fund – To account for the operation of the City’s self-insurance program and the Risk Management Activity.

Central Services Fund – To account for the operation of the City Print Shop, Mail Room, Management Information Services, Engineering Services and Central Garage Facilities.


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APPENDIX L CITY OF PENSACOLA

FUNDED POSITION COMPARISON LAST TEN YEARS

FY FY FY FY FY FY FY FY FY2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

GENERAL FUND AND RELATED DEPTSCity Manager 11 11 11 9 8 7 7 7 7 5City Clerk 3 3 3 3 3 3 3 3 3 3Legal 6 6 6 6 6 6 6 6 3 3Human Resources 12 13 13 13 12 14 14 14 8 7Civil Service 3 3 3 3 3 3 3 3 2 2Financial Services 50 51 51 50 51 50 47 45 23 23Community Development 29 31 31 33 32 32 32 14 (d) 10 10Engineering Services 10 0 (b) 0 0 0 0 0 0 0 0Parks & Recreation 88 92 92 92 92 92 92 92 80 80Public Works 38 15 (a) 15 16 16 17 17 16 12 12Sanitation Services-Street Cleaning 10 3 (a) 0 0 0 0 0 0 0 0Fire 139 139 139 139 136 142 (c) 142 138 115 114Police 232 232 233 230 229 229 226 220 212 209SUBTOTAL GENERAL FUND 631 599 597 594 588 595 589 558 475 468Central Garage - Central Services Fund 23 23 23 24 24 24 24 22 18 18Engineering - Central Services Fund 0 10 (b) 11 10 10 11 11 11 11 12Financial Services - Central Services Fund 4 3 3 3 2 2 2 2 3 3Financial Services - Risk Management 4 4 4 4 4 5 5 5 6 6Golf 5 5 5 5 7 7 7 7 5 5Inspection Services Fund 0 0 0 0 0 0 0 18 (d) 14 11MIS - Central Services Fund 20 20 20 20 20 19 18 18 17 16Police - Special Grants Fund 1 1 0 0 0 0 0 0 0 0Stormwater Utility Fee Fund 0 34 (a) 34 32 32 32 32 32 31 29W Florida Public Library Fund 28 32 33 33 41 42 49 49 52 40SUBTOTAL GENERAL FUND RELATED 85 132 133 131 140 142 148 164 157 140TOTAL GENERAL FUND AND RELATED 716 731 730 725 728 737 737 722 632 608OTHER FUNDSEnergy Services 109 111 111 112 112 112 113 113 131 122Sanitation Services 62 62 62 62 62 59 60 57 51 47Port of Pensacola 12 13 14 11 11 10 12 12 10 10Airport 41 42 48 49 49 49 50 51 62 63CRA 3 3 3 3 3 4 4 4 2 2Housing 26 28 28 28 27 27 25 25 23 23TOTAL OTHER FUNDS 253 259 266 265 264 261 264 262 279 267

TOTAL AUTHORIZED POSITIONS 969 990 996 990 992 998 1,001 984 911 875

(a) Stormwater Utility Fee Fund created. Moved 24 Positions from Public Works/Stormwater and 10 Positions from Sanitation/Street Cleaning.(b) Engineering moved to Central Services an an internal service function.(c) Per Council Action on 05/25/06, add six (6) Apprentice Firefighter (F-02) positions for the period July 1, 2006 through September 30, 2007 to address the manpower shortage with the upcoming retirements.(d) Inspection Services moved to a Special Revenue Fund.

FY


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CITY OF PENSACOLA 10-YEAR FUNDED POSITION COMPARISON

0

300

600

900

1200



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APPENDIX M CITY OF PENSACOLA

APPROVED PAY SCALE SUMMARY (Effective the first payday in October 2009)

(A) (B) (C)General Employees Public Safety - Fire * Public Safety - Police

Range Range Range Range Salary Range **

C-01 23,137 - 46,276 GE-01 19,115 - 29,702 F-01 18,061 - 21,486 P-01 20,758 - 30,180C-02 28,900 - 57,824 GE-02 20,092 - 31,220 F-02 30,049 - 46,704 P-02 32,968 - 56,243C-03 40,469 - 75,220 GE-03 21,091 - 32,760 F-03 35,072 - 54,329 P-03 51,480 - 66,955C-04 52,060 - 92,552 GE-04 22,152 - 34,424 F-04 41,321 - 61,834 P-04 60,694 - 72,862C-05 63,629 - 127,238 GE-05 23,171 - 35,214 F-05 48,916 - 72,358

GE-06 23,878 - 36,712 F-06 46,946 - 72,862GE-07 24,585 - 38,188GE-08 25,500 - 39,020GE-09 26,270 - 39,873GE-10 27,040 - 41,558GE-11 27,809 - 43,264GE-12 28,537 - 44,387GE-13 29,286 - 45,531GE-14 30,160 - 46,883GE-15 31,678 - 49,233 Range RangeGE-16 33,280 - 51,688GE-17 34,964 - 54,308 AP-01 27,331 - 42,473 EO-01 24,793 - 38,500GE-18 36,712 - 57,054 AP-02 30,160 - 46,883 EO-02 27,331 - 42,473GE-19 38,563 - 59,904 EO-03 30,160 - 46,883GE-20 40,518 - 62,920 EO-04 39,332 - 61,089GE-21 42,556 - 66,081 EO-05 43,388 - 67,350GE-22 43,388 - 67,371GE-23 46,945 - 72,862

(A), (B), (C), (D) and (E) are all Civil Service Employees

* Includes mandatory overtime pay except for the mandatory overtime pay on education incentive pay.** Annual amounts are approximated based on hourly rate to the nearest cent.

Salary Range ** Salary Range **

Public Safety - Airport

Salary Range**

Administrative Employees

Code Enforcement(E)

Salary Range ** Salary Range **

(D)


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APPENDIX N CITY OF PENSACOLA

PAY CLASSIFICATION SCHEDULE RANGES EFFECTIVE OCTOBER 1, 2009

JOB

CODE TITLE RANGE 4042 Account Data Collector GE-05 4017 Accountant GE-16 3003 Administrative Account Clerk GE-05 1007 Administrative Assistant C-04 2014 Administrative Officer GE-07 2010 Administrative Officer I GE-11 2004 Administrative Officer II GE-15 2003 Administrative Officer III GE-19 2001 Administrative Officer IV GE-23 1009 Administrative Secretary-Civil Service N/R 7008 Airport Custodial Worker GE-03 1014 Airport Director C-05 2030 Airport Electrical/Mechanical Control Supervisor I GE-17 4061 Airport Electrical/Mechanical Technician I GE-13 4060 Airport Electrical/Mechanical Technician II GE-15 4090 Airport Electrician I GE-14 4091 Airport Electrician II GE-16 4092 Airport Electrician III GE-17 2042 Airport Electronics Technician GE-17 6002 Airport Equipment Operator GE-06 2097 Airport Maintenance Supervisor-Electrical GE-18 2099 Airport Maintenance Supervisor-Technical GE-18 7014 Airport Maintenance Technician I GE-04 7012 Airport Maintenance Technician II GE-06 6034 Airport Maintenance Technician III GE-08 2043 Airport Maintenance Technician Supervisor GE-13 4093 Airport Operations Assistant GE-11 4063 Airport Operations Dispatcher GE-07


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JOB CODE TITLE RANGE 2101 Airport Operations Duty Manager GE-18 2031 Airport Operations Officer GE-15 1160 Airport Police Captain C-03 1161 Airport Police Lieutenant C-02 5602 Airport Police Officer AP-01 5614 Airport Police Sergeant AP-02 1175 Airport Properties Manager C-02 5603 Airport Traffic Officer GE-03 2045 Area Manager GE-23 1068 Assistant Airport Director for Finance C-04 1069 Assistant Airport Director for Operations C-04 1023 Assistant City Attorney C-05 1028 Assistant City Clerk C-01 1004 Assistant City Manager C-05 1166 Assistant City Nurse C-02 2111 Assistant Customer Service Manager GE-21 1011 Assistant Department Director C-04 1010 Assistant Department Director-Civil Service N/R 1092 Assistant Employee Services Director C-04 1093 Assistant ESP Director for Operations C-04 1094 Assistant Financial Services Director C-04 1096 Assistant Housing Director C-04 1097 Assistant Housing Operations Manager C-02 1134 Assistant Human Resources Director C-04 1106 Assistant Inspection Services Administrator C-03 1088 Assistant Library Director C-04 1089 Assistant MIS Director C-04 1104 Assistant Neighborhood Coordinator C-01 1099 Assistant Parks & Recreation Director C-04 8032 Assistant Police Chief C-04 8036 Assistant Port Director for Finance C-04 1086 Assistant Port Director for Operations C-04 2081 Assistant Risk Manager GE-21 1080 Assistant Sanitation Services/Fleet Mgmt Director C-04


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JOB CODE TITLE RANGE 1095 Assistant to Director of Finance C-02 6006 Auto Body Fender Painter/Repair Worker GE-06 6019 Auto Body Fender Painter/Repair Worker II GE-08 6005 Auto/Equipment Mechanic I GE-06 6003 Auto/Equipment Mechanic II GE-08 1131 Battalion Chief C-04 2090 Benefit Coordinator GE-15 4011 Budget Analyst GE-09 1170 Budget Manager C-04 2106 Budget Manager GE-23 2018 Cargo Operations Superintendent GE-16 1022 City Attorney N/R 1027 City Clerk C-05 1155 City Clerk Aide C-01 1017 City Engineer C-05 1001 City Manager N/R 1165 City Nurse C-03 3008 Clerk I GE-01 3006 Clerk II GE-02 3005 Clerk III GE-03 4070 Code Enforcement Specialist GE-12 4006 Code Inspector I GE-12 4004 Code Inspector II GE-14 3001 Collector GE-07 4150 Communications Technician II GE-19 1101 Community Development Director C-05 1051 Community Redevelopment Agency Administrator C-04 4023 Computer Operator GE-05 4013 Construction Inspector GE-11 4067 Corrosion Services Leader GE-16 4037 Corrosion Technician GE-10 1071 Crime Data Analyst I C-01 1070 Crime Data Analyst II C-01 4050 Crime Scene Analyst I GE-10


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JOB CODE TITLE RANGE 4051 Crime Scene Analyst II GE-12 2109 Crime Scene Supervisor GE-21 1037 Crime Scene Technician C-02 7006 Custodial Worker I GE-01 1078 Customer Service Manager C-04 3016 Customer Service Representative I GE-05 3015 Customer Service Representative II GE-07 2129 Damage Prevention Manager GE-19 4024 Data Processing Operator GE-11 4043 Data Processing Operator II GE-13 1005 Department Director C-05 1132 Deputy Fire Chief C-04 5001 Deputy Fire Chief (80 hr) F-06 1035 Director of Civil Service N/R 1016 Director of Finance C-05 2065 District Manager GE-21 4030 Draftsperson GE-04 4029 Duplicating Equipment Operator GE-06 1110 Economic Development Coordinator C-02 4016 Electrician GE-11 1041 Employee Services Director C-05 1065 Energy Services Business Development Manager C-03 1019 Energy Services Director C-05 5509 Enforcement Officer I EO-01 5510 Enforcement Officer II EO-02 5513 Enforcement Officer III EO-03 5511 Enforcement Officer Supervisor I EO-04 5512 Enforcement Officer Supervisor II EO-05 4033 Engineering Aide GE-02 4079 Engineering Services Technician I GE-08 4078 Engineering Services Technician II GE-13 1145 Environmental Administrator C-03 1018 Environmental Coordinator C-02 6013 Equipment Operator II GE-05


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JOB CODE TITLE RANGE 6004 Equipment Operator III GE-07 2126 ESP Safety & Training Coordinator GE-23 2128 ESP Technology Manager GE-19 4055 Evidence Technician GE-06 8028 Executive Assistant C-01 1084 Executive Assistant to City Manager C-02 3011 Executive Secretary I GE-05 3009 Executive Secretary II GE-07 2095 Facilities Operations Supervisor GE-16 8041 Family Housing Self-Sufficiency Coordinator C-01 6015 Field Services Leader GE-16 6060 Field Services Technician GE-10 7064 Field Services Worker GE-05 1150 Financial Services Manager C-04 5103 Fire Cadet F-01 5017 Fire Captain I F-04 5018 Fire Captain II F-05 1043 Fire Chief C-05 5015 Fire Engineer F-03 3010 Gas Account Clerk GE-04 4018 Gas Controller GE-13 2127 Gas Distribution Engineer GE-23 4022 Gas Industrial Meter Repair Worker GE-15 4038 Gas Leak Inspector GE-15 6017 Gas Meter Technician GE-10 4012 Gas Pressure Controller GE-15 1122 Golf Course Greens Superintendent C-02 1120 Golf Course Manager C-01 8023 Harbor Master C-02 4152 Help Desk Technician I GE-11 1081 Housing Director C-05 8024 Housing Rehabilitation Programs Manager C-03 8025 Housing Rehabilitation Specialist C-02 8026 Housing Section 8 Finance Specialist C-01


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JOB CODE TITLE RANGE 8027 Housing Section 8 Quality Standards Inspector C-02 4025 Housing Specialist GE-09 1133 Human Resources Director C-05 4076 HVAC Technician I GE-10 4077 HVAC Technician II GE-13 2015 Identification Supervisor GE-20 1102 Inspection Services Administrator C-04 2007 Inspections Supervisor GE-16 4027 Instrument Technician GE-06 2006 Instrument/Electrical Control Supervisor GE-15 4009 Instrument/Electrical Control Technician I GE-11 4003 Instrument/Electrical Control Technician II GE-13 4145 Inter Library Loan Technician GE-10 7007 Laborer GE-01 4014 Latent Print Examiner GE-12 4002 Latent Print Technician GE-16 6009 Lead Worker GE-09 1038 Legal Assistant C-03 2012 Librarian GE-15 4075 Library Computer Technician GE-07 1054 Library Director C-05 4020 Library Specialist GE-15 4032 Library Technician GE-09 2047 Maintenance Services Supervisor GE-16 7004 Maintenance Worker I GE-02 7002 Maintenance Worker II GE-03 6010 Maintenance Worker III GE-05 1053 Manager of Air Service Development & Marketing C-03 1067 Manager of Airport Planning & Development C-03 4019 Marketing Associate GE-08 1113 Marketing Manager C-03 4053 Marketing Representative GE-12 6118 Master Mechanic GE-11 6021 Master Mechanic I GE-09


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JOB CODE TITLE RANGE 6022 Master Mechanic II GE-10 4074 Measurement Services Manager GE-19 6014 Mechanical Service Technician GE-03 1079 MIS Director C-05 1107 Neighborhood & Economic Dev Administrator C-04 1074 Neighborhood Enhancement Team Coordinator C-02 2120 Network Manager GE-23 2023 Network/Mainframe Administrator GE-23 2122 Network/System Engineer I GE-15 2124 Network/System Engineer II GE-19 4065 Operations Services Technician GE-11 2040 Operations Supervisor GE-10 2009 Operations Supervisor I GE-11 2008 Operations Supervisor II GE-13 2027 Operations Supervisor III GE-15 2066 Operations Support Manager GE-21 1075 Parks & Recreation Director C-05 2108 Payroll & Retirement Manager GE-23 2115 Payroll Specialist GE-15 3020 Permit Clerk GE-06 4005 Personnel Officer GE-11 8029 Personnel Specialist C-02 4045 Personnel Technician GE-09 6170 Piping Services Leader GE-16 4125 Piping Services Manager GE-19 1180 Planner C-01 1103 Planning Services Administrator C-04 4059 Planning Technician GE-11 2070 Plans Examiner GE-15 1130 Police Administrative Captain C-04 8031 Police Budget & Planning Specialist C-03 5102 Police Cadet P-01 1044 Police Chief C-05 5502 Police Lieutenant P-04


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JOB CODE TITLE RANGE 8033 Police Media Relations Coordinator C-02 8034 Police Neighborhood Liaison C-02 5514 Police Officer P-02 2125 Police Property Management Assistant GE-05 3025 Police Records Clerk GE-05 5503 Police Sergeant P-03 8035 Port Business Development Manager C-03 1076 Port Director C-05 2029 Port Maintenance Superintendent GE-16 8037 Port Maintenance Worker C-02 5009 Professional Firefighter F-02 4088 Program Specialist GE-05 4008 Programmer Analyst GE-10 1151 Project Manager C-04 4057 Public Safety Telecommunicator I GE-07 4056 Public Safety Telecommunicator II GE-10 2075 Public Safety Telecommunicator Supervisor GE-13 1082 Public Works Director C-05 8038 Purchasing Manager C-04 4026 Radio Dispatcher GE-04 4089 Recreation Assistant Supervisor GE-10 2089 Recreation Supervisor GE-15 2080 Risk Manager GE-23 6032 Sanitation Equipment Operator I GE-07 6030 Sanitation Equipment Operator II GE-09 1077 Sanitation Services/Fleet Mgmt Director C-05 4066 SCADA Services Leader GE-16 1066 Seaport Security Administrator C-02 2020 Senior Administrative Officer I GE-13 2021 Senior Administrative Officer II GE-17 2022 Senior Administrative Officer III GE-21 2005 Senior Librarian GE-19 4052 Senior Marketing Representative GE-16 2077 Senior Permit Clerk GE-08


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JOB CODE TITLE RANGE 2130 Senior Services Program Coordinator GE-19 1171 Senior Technical Services Manager C-04 4140 Senior Urban Planner GE-19 2105 Shop Manager GE-17 6065 Small Engine Mechanic GE-05 2050 Software Development Manager GE-23 6035 Street Sweeper Operator GE-07 8042 Streets Superintendent C-04 2053 System Analyst/Programmer I GE-15 2054 System Analyst/Programmer II GE-19 2055 System Analyst/Programmer III GE-21 4036 Technical Assistant GE-01 4044 Technical Specialist GE-03 4085 Traffic Engineering Technician GE-09 2033 Traffic/Electrical Control Supervisor GE-17 4082 Traffic/Electrical Control Technician I GE-12 4080 Traffic/Electrical Control Technician II GE-15 1012 Transportation Engineer C-04 6008 Tree Trimmer GE-05 4041 Urban Planner GE-11 3030 Utility Billing Clerk GE-08 6020 Vehicle Procurement Specialist GE-08 4034 Warehouse Operator GE-01 8020 Weed & Seed Coordinator C-02


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APPENDIX O GENERAL INFORMATION CONCERNING THE CITY

Location and Climate The City of Pensacola is the westernmost city in the Florida Panhandle and the county seat of Escambia County. The City covers an area of 25.09 square miles in the southern part of the County. The City is situated just 50 miles east of Mobile, Alabama, via Interstate 10, and is directly connected to Tallahassee, the State Capital, which is approximately 200 miles to the east.

Pensacola is a seaport on Pensacola Bay, which connects to the Gulf of Mexico. A large United States Naval Air Station, the first in the United States, Is located southwest of Pensacola and is home to the Blue Angels flight demonstration team and the National Museum of Naval Aviation. The main campus of the University of West Florida is situated north of the city center.

City is located in a warm temperature zone, and its climate is typical of the region along the upper Gulf Coast of Florida. The winters are mild, and the summer heat is tempered by the prevailing southerly winds from the Gulf of Mexico.

General Information and History Pensacola is nicknamed “The City of Five Flags” due to the five governments that have flown flags over it during its history: those of Spain, France, Great Britain, the Confederate States of America, and the United States. Other nicknames include “World’s Whitest Beaches” (due to the white sand prevalent along beaches in the Florida panhandle). “Cradle of Naval Aviation” (the National Museum of Naval Aviation is located at the Pensacola Naval Air Station, home of the legendary Blue Angels), “Western Gate to the Sunshine State,” and “America’s First Settlement.”

Pensacola has a rich and colorful history dating back 450 years, being the first European settlement in the continental United States and controlled by five countries. Pensacola’s location has caused great turmoil, with many buildings destroyed by

wars and by numerous major hurricanes. The location, south of the original British colonies, and on the dividing line between French Louisiana and Spanish Florida along the Perdido River, has caused the possession of the city to change multiple times. Pensacola has been under the possession of the Spanish, French, British, United States and Confederate States, and has remained a part of the United States since the end of the American Civil War. Along with wars, numerous hurricanes have been a massive factor in Pensacola history, destroying houses and leaving many people homeless.

Early exploration of Pensacola Bay spanned decades, with Ponce de Leόn, Pάnfilo de Narvάez, and Hernando de Soto plus others charting the area. Due to prior exploration, the first settlement of Pensacola was large, with over 1,400 people on 11 ships from Vera Cruz, Mexico landing on August 15, 1559, led by Don Tristάn de Luna y Arellano. However, weeks later on September 19, 1559 the colony was decimated by a hurricane which killed hundreds, sank five ships, grounded a caravel and ruined supplies. The 1,000 survivors decided to relocate and resupply the settlement, but due to famine and attacks, the effort was abandoned in 1561. About 240 people sailed to Santa Elena (today’s Parris Island, South Carolina), but another storm hit there, so they sailed to Cuba and scattered. The remaining 50 at Pensacola were taken back to Mexico, and the Viceroy’s advisors concluded that northwest Florida was too dangerous to settle, a believe that endured for 135 years.

Pensacola was permanently reestablished by the Spanish in 1696 on the mainland, near Fort Barrancas. It was occupied by the French in 1719 but another major hurricane devastated the settlement in 1722 causing the French to evacuate, and the Spanish returned.


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At the end of the French and Indian War in 1762, Pensacola became the capital of the 14th British colony, West Florida. The British went back to the mainland area of fort San Carlos de Barrancas, building the Royal Navy Redoubt. After Spain joined the American Revolution late in 1779, the Spanish captured East Florida and West Florida in the 1781 Battle of Pensacola, retaining it from 1781 – 1819. In the Transcontinental Treaty of 1819, Spain renounced its claims to West Florida and ceded East Florida to the Untied States. In 1821, with Andrew Jackson as provisional governor, Pensacola became part of the United States.

Government The City of Pensacola was incorporated in 1931 as a municipal corporation of the State of Florida. The City has a Council-Manager form of government which consists of ten Council members that serve two-year terms. Seven members of the City Council are elected from single-member districts, two members are elected at-large and the Mayor is elected by the voters of Pensacola and also serves as one of the at-large members of the City Council under the existing City-Manager form of government. The City Council is the legislative and governing body of the City. The City employs a full-time manager, appointed by Council, who is the chief executive and administrative officer of the City.

The City of Pensacola provides a full range of municipal services including public works, public safety, health and social services and recreation and cultural activities. In addition, the City’s enterprise activities include a gas utility, port and airport operations, as well as sanitation services.

Business and Economic Environment The City of Pensacola is located in the Pensacola Metropolitan Statistical Area (MSA) and the Pensacola Mobile Designated Marketing Area (DMA). The Pensacola MSA comprises Escambia County (661 Square miles) and Santa Rosa County (1,024 square miles). The area is proud of its number one employer, the Navy; however tourism, health care and education make up the majority of its workforce and economy. Tourism is the area’s third largest sector, behind military and health care, and has become a year-round business. The basis for that sustainable growth has been and continues to be the region’s diversified economic base.

Military. The Pensacola MSA has an advantage in the caliber and economic strength generated by its military bases. Known since 1914 as the "Cradle of Naval Aviation", the area supports the Naval Air Station (NAS) Pensacola, NAS Whiting Field, Saufley Field, Corry Station and the Naval Hospital. These four bases support training of thousands of US Navy, Marine Corps, Coast Guard, and Air Force personnel. Pensacola is also home to the Blue Angels, the Navy's world famous flight demonstration team. The world class National Museum of Naval Aviation is also located at historic NAS Pensacola with approximately 600,000 visitors annually from around the world. A new National Flight Academy (NFA) is under construction at the museum which will more than double the total size of the facility. The NFA will become a premier Science Technology, Engineering and Math (STEM) education center designed to teach middle and high school students the necessary STEM tools to succeed.

In 1914, NAS Pensacola consisted of 9 officers, 23 mechanics and 8 airplanes. Today, NAS Pensacola is the home of 123 tenant commands located on board its 10,144 acres. In 1971, NAS Pensacola became the headquarters for NETC (Naval Education & Training Command), one of the largest Navy shore commands. NETC is responsible for training and education of all Navy & Marine Corps personnel worldwide.

The economic impact of the military in our two-county region is $5.1 billion, with over 22,000 active military and civilian personnel, and well over 30,000 military retirees that call the greater Pensacola area home.


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MILITARY DIRECT ECONOMIC IMPACT NAS PENSACOLA

Source: Pensacola Chamber of Commerce * In thousands (1) The primary reason for the fluctuation in contracts and purchases from 2005 to 2007 is related to the military construction contracts resulting from Hurricane Ivan.

Eglin Air Force Base and Hurlbert Field are located in Okaloosa County which borders the Pensacola MSA to the east. Eglin Air Force Base is the world’s largest Air Force Base, covering 724 square miles as well as 97,963 square miles of water test ranges and belongs to the Air Force Material Command and the Air Armament Center is the host unit. The Air Armament Center is responsible for development, acquisition, testing, deployment and sustainment of all air-delivered weapons. Eglin has been a major employer in the area from the 1930's to the present day.

Hurlbert Field occupies 6,000 acres and is the headquarters of the Air Force Special Operations command. Its mission is to support the training and execution of special air operations that are conducted worldwide.

The Air Force's major installations; Eglin AFB, Hurlburt AFB and Duke Field spend about $1.8 billion in Okaloosa County annually. Florida ranks sixth highest among the fifty states in the number of total military personnel. Approximately 30% of federal military and civilian personnel stationed in Florida live in Okaloosa County.

Tourism. Tourism has played a vital role as a source for economic activity in the Pensacola MSA. Visitors to the MSA are mainly from the Southeastern United States and Texas. Most popular are visitors from Ft. Walton, Destin and New Orleans for day trips to Pensacola Beach. The Pensacola Bay Area Convention and Visitors Bureau (CVB) reported fiscal year 2008 to be a record year for tourism despite the slowing economy with lodging revenues reaching the highest in history at nearly $138 million; a five percent increase over fiscal year 2007. The tourism industry economic impact, according to the Pensacola Bay Area CVB, was $1.2 billion in fiscal year 2008, employing approximately 18,000 local residents. The tourism industry is the third largest sector of the area’s economy with the first and second being military and health care, respectively. The Pensacola MSA area ranked 54th for “Best Places for Business and Careers” and 35th for job growth among 200 large metro areas in Forbes magazine’s March 19, 2008 issue.

2004

2005

2006

2007

2008

Total Personnel 20,698 18,677 21,140 22,207 21,711 Military 16,070 14,276 14,952 15,968 15,437 Civilian 4,898 4,401 6,188 6,239 6,274 Total Payroll* $862,371 $818,936 $ 1,110,135 $ 1,039,572 $ 1,029,710

Military* $637,920 $612,212 $768,402 $741,557 $720,878

Civilian* $224,451 $206,724 $341,922 $298,014 $224,971

Contracts and Purchases* (1)

$311,842

$263,557

$340,802

$259,819

$308,838


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The Pensacola area has a considerable number of facilities that support recreation and leisure activities including a small amusement park, a water park, golf courses, marinas, museums, a zoo, and sports complexes. Pensacola’s main attraction is its sugar white sand beach along the Gulf of Mexico. Other attractions are the Gulf Island National Seashore (which includes Fort Pickens, a historic U.S. military fort) and the National Museum of Naval Aviation with its IMAX Theater. Portions of the National Seashore attractions are currently closed in the Fort Pickens Road and J. Earle Bowden Way areas due to damaged roadways from the recent hurricanes. The roadways are anticipated to open in stages with completion scheduled for spring of 2009. J. Earle Bowden Way was reopened March 6, 2009.

Government. As of calendar year 2006, government's share of employment in the Pensacola MSA is approximately 17.36%. Government's employment share in Florida was 13.56% while its presence in Escambia County was 16.63%. Government's large share of employment in the Pensacola MSA is accounted for by the relatively large presence of the military in the region.

EMPLOYMENT

The Pensacola MSA is a diversified trade, service, and manufacturing center with total civilian employment of 197,606 during calendar year 2008.

Pensacola MSA Employment/Unemployment Statistics

(in thousands)

2004

2005

2006

2007

2008

Jan 2009

Civilian Labor Force

194.84

197.18

203.57

206.23

209.72

209.47

Total Employment

185.72

189.45

197.20

198.61

197.61

190.93 Unemployed

9.12

7.73

6.37

7.62

12.11

18.54

Unemployment Rate (percent)

4.7

3.9

3.1

3.7

5.8

8.9 Source: Florida Department of Labor and Employment Securities – (http://fred.labormarketinfo.com)


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Ten Largest Employers and Manufacturers Pensacola MSA

Rank Employer Principal Business No. of

Employees1 Local Government Government Services 16,900 2 Federal Government (a) Government Services 6,600 3 State Government Government Services 6,000 4 Baptist Health Care Health Care Services 5,500 5 Sacred Heart Children’s Hospital Health Care Services 5,000 6 Sacred Heart Health System Health Care Services 4,160 7 Sacred Heart Women’s Hospital Health Care Services 4,000

8 Solutia, Inc. Industrial Organic Chemicals 2,500

9 University of West Florida Education 2,500 10 West Florida Hospital Health Care Services 2,200

Source: City of Pensacola, CAFR, Statistical section (a) The number of employees as reported for the Federal Government only includes civilian employees. Baptist Health Care’s proposed acquisition of West Florida Hospital from Hospital Corporation of America, which would have resulted in the elimination of 300 jobs, was halted due to the national credit conditions. It is not known whether Baptist Health Care’s plan to close its primary facility and purchase West Florida Hospital will occur if credit conditions approve.

TRANSPORTATION Transportation throughout northwest Florida includes major federal and state highways connecting the Pensacola vicinity with major cities in the United States. Interstate 10 provides an east-west thoroughfare that connects Pensacola to Mobile, AL and New Orleans, LA to the west and Tallahassee, FL and Jacksonville, FL to the east. Highway 29 provides four-lane access to Interstate 65 connecting Pensacola to Birmingham and Montgomery, AL and Atlanta, GA to the north.

Two rail lines serve the City and the surrounding area with scheduled freight service. Prior to August 2005, the Sunset Limited (Amtrak) passed through the Northwest Florida countryside making stops in Pensacola, Crestview, Chipley and Tallahassee tri-weekly along the CSX freight route. With the damage suffered by the Gulf Coast from the affects of Hurricane Katrina, the Pensacola, Chipley and Tallahassee Amtrak stations are currently closed until further notice. In January 2009, City Council adopted a resolution requesting Amtrak to restore the sunset limited rail passenger service in Florida. Interconnecting bus line service is available from the City to most of the nation and a bus transit service is operated by Escambia County Area Transit for the county area as well. The City has deepwater port facilities and is located on the inter-coastal waterway that allows barge service along the entire Gulf Coast. The Pensacola Gulf Coast Regional Airport is conveniently located near the center of Pensacola with air service provided by two mainline carriers and five regional affiliates.


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RECREATION AND CULTURAL ACTIVITIES Because of its favorable climate and environment, the Pensacola area provides opportunities for year-round recreation. Proximity to the Gulf of Mexico and interconnected bays, sounds and harbors provides residents and visitors alike with many natural amenities. Outdoor activities include swimming, sport fishing, boating, diving, tennis, golf, sailing, and camping.

The available recreation system includes one public and numerous private golf courses, three private yacht clubs, more than 25 marinas, several tennis clubs, public and private boat ramps, fishing piers, a private zoo, a paced stock car racetrack, dog racing, national monuments and the Gulf Island National Seashore. The national seashore area covers 16 miles of Santa Rosa Island and includes thousands of acres of seashore and dunes and 35 miles of beachfront. Two of the national seashore area roadways which provide access to many of the favorite public areas of gulf beachfront were damaged by the 2004 and 2005 hurricanes. J. Earle Bowden Way leading to Opal Beach was reopened to the public March 6, 2009. The roadway leading to Fort Pickens is scheduled to reopen to the public in 2009 depending on weather and island conditions.

The City's cultural activities include the Pensacola Symphony Orchestra, the Pensacola Little Theater, the Pensacola Cultural Center, the T. T. Wentworth, Jr. Museum and the National Museum of Naval Aviation. The cultural infrastructure also includes the Kaleidoscope Dance Theater/Ballet Pensacola, and the Pensacola Civic Center, a 10,000 plus seat arena which has hosted a wide variety of events. Other facilities include the City owned Saenger Theater, a restored 1925 theater, and the University of West Florida Center for Fine and Performing Arts. The Saenger Theater was closed in August of 2007 for a $15 million renovation and expansion and reopened in March 2009.

EDUCATION Escambia County uses the County Unit System of education, operating under the supervision of the State of Florida. The School System is administered by the Escambia County School Board. The Escambia County School District, which serves over 41,000 students, is the 20th largest school district in Florida. All high schools in the County are fully accredited by the Southern Association of Colleges and Secondary Schools. The District’s average pupil/teacher ratio is approximately 12:1. A significant number of secondary school students attend private institutions including Pensacola Christian School, Catholic schools and Creative Learning Center.

The University of West Florida was established in 1963 and classes began in 1967. The University is a public Four-Year III Institution with the Carnegie Classification of Doctoral/Research. The University is Level V (of VI) accredited by Southern Association of Colleges and Schools. Graduate and undergraduate degree programs are offered in many disciplines including electrical engineering, education, business, and computer science with the current enrollment 8,325 undergraduate, 1,399 graduate and 670 unclassified.

Pensacola Junior College was officially opened in September 1948 and provides programs in technical, vocational and adult education. The college has grown into a comprehensive multi-campus institution providing college credit courses to more than 34,000 students annually. The City also contains a number of private sector educational institutions including Pensacola Christian College.

UTILITY SERVICES County residents, including residents of the City, receive water and sewer service from the Emerald Coast Utilities Authority, a franchised utility. Electricity is provided by Gulf Power, a division of the Southern Company and is regulated by the Florida Public Service Commission. The City of Pensacola is the sole franchise holder for natural gas for Escambia County excluding the Town of Century which allows the City to be the primary provider of natural gas to both city and county residents.


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POPULATION AND PER CAPITA INCOME

Population. The population of the Pensacola MSA in 2008 was 460,643. Population for the Pensacola MSA is forecasted to grow to 552,604 over the next twelve years. The current year’s growth represents an 11.8% increase from the 2000 census population of 412,153. Income per capita in 2008, according to a report provided by the UWF Hass Center, for the Escambia, Santa Rosa (both representing Pensacola MSA), State of Florida and the United States is $23,550, $23,967, $27,867 and $28,151 respectively.

HISTORICAL AND FORECAST POPULATION Pensacola MSA, State of Florida and United States 1980-2020

Escambia

Santa Rosa

Pensacola MSA

Florida(a)

United States

HISTORICAL

1980 233,794 55,988 289,782 9,747,000 226,546,000

1990 263,302 82,165 345,467 13,018,036 249,439,545

2000 294,410 117,743 412,153 15,982,378 281,421,906

2005 305,534 134,056 439,590 17,436,441 295,734,134

2008 315,889 144,754 460,643 19,042,551 303,824,640

FORECAST

2010 323,801 159,450 483,251 19,974,199 310,233,000

2015 340,395 178,786 519,181 21,831,514 325,540,000

2020 355,672 196,932 552,604 23,552,136 341,387,000

Source: http://fred.labormarketinfo.com and census.gov (a) At the time of this Report, the US Bureau of the Census, Florida Research and Economic Database, the University

of Florida, and University of West Florida HAAS Center indicated Florida’s population continues to grow, simply at a slower than normal pace, in spite of the decline in the national economy.

City of Pensacola Population

1980 1990 2000 2008

57,794 58,906 56,255 56,373

Source: City of Pensacola, CAFR, Statistical section and UWF Haas Center


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Age and Gender Distribution for Population (percent) 2008

Age and Gender Distribution for Population (percent) 2008

Male

Female

0-14

15-24

25-34

35-44

45-54

55+

MedianAge

City of Pensacola 46.9 53.1 16.6 12.7 12.4 12.3 15.3 30.7 42.0

Escambia County 49.6 50.4 18.0 15.5 14.1 13.2 14.1 25.1 36.8

Pensacola MSA 49.7 50.3 18.6 14.4 13.4 13.8 14.9 24.9 37.6

Florida 48.7 51.3 17.6 12.6 12.1 13.3 14.4 30.2 41.0

United States 49.1 50.9 20.1 14.1 13.3 14.1 14.7 23.7 36.8

Source: UWF Haas Center.

TOTAL RETAIL SALES

The following table sets forth the trend in total retail sales in the County for calendar years 2004 – 2008:

(In thousands)

Source: Florida Department of Revenue (DOR), Tax Revenue Office; (http://myflorida.com/dor); (a) Figures presented for 2005 – 2007 were updated on the Florida DOR’s website; the current figures are presented above. (b) 2005 – 2006 retail sales increased significantly as a result of the rebuilding efforts from the hurricane damages. (c) The decline in revenue collections can be attributed to the downturn in the national economy and increasing internet sales.

2004 2005 (a) 2006 (a) 2007 (a) 2008

Escambia Co. $8,160,470 $9,539,260 (b) $9,973,513 (b) $9,539,628 $8,472,301 (c)


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APPENDIX P CITY OF PENSACOLA

MISCELLANEOUS STATISTICS SEPTEMBER 30, 2008

Date of Incorporation 1931 Natural Gas Utility Form of Government Council-Manager Miles of Gas Mains 1,613 Area 25.09 Square Miles Service Connections 59,344 Miles of Streets 330.00 Sanitation Number of Traffic Lights 143 Number of Customers 19,122 Number of Street Lights 7,855 Refuse Collected (tons) Number of Funded Budgeted Positions 875 * Garbage 23,213 Fire Protection Green Waste 11,023 Number of Stations 7 Construction/Demolition 2,847 Number of Employees (Firefighters & Admin.) 123 * Port Police Protection Warehouses 8 Number of Stations 1 Berths 5 Number of Employees (Police Officers & Admin.) 209 * Vehicular Patrol Units 135 Airport

Recreation and Culture Carriers 4 Number of Parks 93 with 483 acres Commuter Services 8 Number of Library Branches 5 with 2 Bookmobiles Passengers enplaned 814,279 Number of Volumes 297,639 Passengers deplaned 811,324 Street Cleaning Total Flights (Private & Commercial) 109,141 Number of Street Sweepers 6 Golf Course Par 72 Acreage 123

Education – Number and Type (1) Primary 35 Number of Teachers 3,141 Middle 10 Number of Students 40,264 High 7 Special Centers 13 Vocational 1 Charter Schools 7 Colleges 3 Pre-K Centers 2 University 1

* Figures reflected as presented in FY 2010 Budget (1) Source: Escambia County School District


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1999 2000 2001 2002 2003 2004 2005 2006 2007 2008Governmental activities:General Government Permits issued 7,789 7,285 6,804 6,822 7,382 7,249 16301 (d) 8,746 7,610 7,415 Building inspections conducted - - - - - - - 19,665 18,989 18,918 Police Residential burglary responses - - 366 445 402 392 207 401 410 363 Commercial burglary responses - - 145 156 198 223 146 198 198 118 Emergency responses - - 104,242 102,457 98,686 103,503 102,517 96,531 97,602 93,019 Physical arrests 4,545 4,399 4,183 4,200 4,031 3,960 4,582 4,490 4,059 3,958 Traffic violations 17,056 14,677 14,907 13,167 12,519 14,036 11,409 10,793 10,617 9,890 Fire Emergency responses 5,422 5,822 1,571 4,253 5,532 5,738 6,332 5,655 5,624 5,823 Fires extinguished 348 399 97 249 267 310 264 265 248 264 Inspections 1,280 1,038 1,249 1,492 1,340 1,354 1,147 1,615 1,344 1,111 Building Maintenance Work orders completed 1,982 Transportation (a) Traffic signals maintained 100 82 294 369 478 408 281 297 324 310 Traffic warning signals maintained 21 36 40 42 33 42 62 52 132 95 Street lights maintained 30 25 79 128 239 228 288 219 231 217 Street name markers replaced 106 56 44 77 56 47 83 479 251 193 Traffic control signs replaced 210 587 406 454 379 584 525 110 265 242 Parking meters replaced 50 50 50 30 35 35 35 40 50 -0- (h)Culture and recreation Parks and recreation Number of programs offered - - - - - - - 496 450 369 City resident program participants - - - - - - - 234,889 301,389 288,489 County resident program participants 115,691 135,406 74,053 Golf Course Rounds played 47,477 42,637 43,402 41,827 37,007 36,950 32,603 37,427 27,428 30,866 Tournaments held - - - - - - - 92 82 76 Tournament participants - - - - - - - 4,942 4,808 4,500 Libraries Items circulated 970,061 991,366 938,731 1,023,651 1,083,813 1,147,516 1,014,058 948,830 680,577 (e) 747,294 Public computer use 6,874 44,982 71,329 101,942 127,621 136,446 148,208 166,164 138,553 159,004 Program Attendance 11,373 12,402 13,690 14,845 16,375 17,086 12,674 13,358 11,551 11,335 Information Transactions 60,140 56,558 58,503 62,080 65,199 60,982 84,039 57,303 71,318 74,349 City resident library card usage 26,424 24,601 24,086 24,700 24,413 23,267 29,646 30,739 30,286 24,373 County resident library card usage 58,276 59,146 57,846 58,905 59,225 54,942 71,348 77,596 77,523 61,475

Fiscal Year

CITY OF PENSACOLA OPERATING INDICATORS BY FUNCTION/PROGRAM

LAST TEN FISCAL YEARS


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CITY OF PENSACOLA OPERATING INDICATORS BY FUNCTION/PROGRAM

LAST TEN FISCAL YEARS (Continued)

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008Economic environment Homes repaired/rehabilitated - - - 58 36 49 51 41 28 34 New homes constructed - - - 12 12 23 45 49 47 46 First-time homebuyers assisted - - - 40 6 22 14 59 21 52 Lots acquired for infill housing - - - 1 1 4 3 - 1 - Families assisted - - - 1,968 2,162 1,994 1,952 1,600 1,685 2,163 Housing inspections conducted - - - 4,555 1,042 4,807 3,295 3,999 3,336 4,700 Congregate meals/meals on wheel provided - - - 286 184 351 1,269 1,300 978 1,030 Day care assistance provided, number of children - - - 272 235 355 815 295 335 - Physical environment (a) Miles of paved streets swept - - 15,000 20,000 20,000 22,000 22,500 23,610 25,680 27,378Business-type Activities:Utility Average daily consumption in mmbtu's (c) 9,061 9,080 11,094 9,810 10,158 9,653 8,729 7,983 8,923 9,182 Maximum daily consumption in mmbtu's 37,950 39,236 40,086 36,932 40,983 37,483 34,799 31,313 33,131 33,926 In City customer connections 20,657 19,155 19,301 19,256 19,046 17,427 (g) 17,396 17,448 17,468 17,032 Outside City customer connections 35,391 37,447 38,314 38,808 39,663 41,648 (g) 41,828 41,953 41,999 42,312 Sanitation Customers 19,000 19,000 19,000 19,000 19,000 19,000 19,300 19,150 19,167 19,122 Refuse collected (tons) Garbage 23,399 22,842 22,218 23,064 23,064 24,030 26,987 24,344 23,009 22,213 Green Waste 15,169 12,874 14,675 16,332 17,170 15,428 13,057 10,654 10,358 11,023 Construction/Demolition (C&D) 4,582 1,398 1,466 1,298 1,407 1,694 551 (b) 3,004 3,313 2,847 Port Tonnage exported 351,269 365,464 390,832 255,184 125,771 66,626 45,175 139,706 26,318 (f) 26,899 Tonnage imported 230,273 331,827 237,771 329,871 378,039 441,286 448,831 709,103 498,925 (f) 357,532 Number of vessels in port 502 468 334 532 477 425 145 189 85 (f) 64 Airport Carriers 3 3 3 4 4 4 4 4 4 4 Commuter services 4 5 5 7 7 7 7 10 8 8 Passengers enplaned 552,057 515,624 523,991 637,885 672,397 740,608 799,907 811,291 835,121 814,279 Passengers deplaned 558,639 537,398 529,385 643,730 677,906 737,998 797,595 805,956 825,424 811,324 Air freight enplaned in pounds 2,618,606 2,709,051 2,459,542 2,690,188 2,917,762 2,739,046 2,157,396 2,029,739 2,675,816 2,594,147 Mail enplaned in pounds 2,386,480 2,067,210 2,237,417 1,072,004 1,166,787 1,320,534 392,944 71,176 875 303 Total flights (private and commercial) 128,074 112,750 117,058 130,204 124,777 127,848 129,269 114,887 108,636 109,141 Sources: Various city departments.

Notes: No operating indicators are available for the human services function. For those indicators that are null, data is not available.(a) Data provided is based on estimates.(b) 40,458 cubic yards of C&D were also collected that year.(c) MMBTU stands for one million British Thermal Unit.(d) Fluctuation due to Hurricane Ivan.(e) The Santa Rosa Library was transferred to the County durring FY07.(f) Decrease due to a major tenant being inoperative a considerable length of time to make major renovations to their capital equipment.(g) In fiscal year 2004, new software was purchased which provided a more accurate count between in-city and outside city customers.(h) The responsibility of the City's parking garages, lots and meters were transferred to the Downtown Improvement Board during FY 2008.

Fiscal Year


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CITY OF PENSACOLA CAPITAL ASSETS BY FUNCTION/PROGRAM


1999 2000 2001 2002 2003 2004 2005 2006 2007 2008Governmental Activities:General Government Police Stations 1 1 1 1 1 1 1 1 1 1 Patrol units 142 140 136 136 139 140 140 140 140 135 Fire Stations 7 7 7 7 7 7 7 7 7 7 Apparatus 28 28 28 28 28 28 28 28 28 31 Transportation (a) Miles of street 327 327 327 328 328 328 328 328 328 330 Traffic warning signals 43 43 45 45 51 51 47 47 49 48 Traffic control signals 90 90 90 91 93 93 94 96 96 95 Traffic control signs 4,698 4,845 5,100 5,150 5,150 5,248 5,524 6,138 7,210 7284Culture and recreation Parks and recreation Parks 92 95 95 95 95 95 95 94 93 93 Acreage 470 509 509 509 509 509 509 508 483 483 Golf course Par 72 72 72 72 72 72 72 72 72 72 Acreage 98 98 98 98 98 98 98 98 123 123 Yardage 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,400 Libraries Number of libraries 3 3 3 3 3 3 3 3 2 (b) 3 Number of bookmobiles 2 2 2 2 2 2 2 2 2 1 Number of volumes 238,240 251,821 264,505 285,246 307,384 330,392 339,687 359,005 294,084 (b) 297,639Economic environment (a) Street lights 7,266 7,209 7,299 7,343 7,500 7,645 7,700 7,792 7,815 7,855 Street name markers 2,360 2,350 2,385 2,385 2,400 2,400 2,400 2,459 2,889 2,910 Parking garages and lots, Number and size 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp 3 @550 sp (d) Parking meters 745 745 745 745 745 745 571 669 653 627 (d) Berths - - - - - - - - - 3 (c)Physical environment Street Sweepers - 8 8 8 8 8 8 8 8 6

Fiscal Year


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CITY OF PENSACOLA CAPITAL ASSETS BY FUNCTION/PROGRAM

LAST TEN FISCAL YEARS (Continued)

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Business-type activities:Utility Miles of gas mains 1,348 1,370 1,446 1,469 1,487 1,507 1,526 1,563 1,588 1,613 Sanitation Collection trucks - residential Garbage 17 17 17 17 17 16 16 16 16 17 Collection trucks - trash collection Container 2 2 2 2 2 2 2 2 2 2 Grapplers 9 9 9 9 9 8 8 8 8 8 Shuttle 10 10 10 10 10 9 9 9 9 9 Dump 2 2 2 2 2 2 2 2 2 2 Tractor 1 1 1 1 1 1 1 1 1 1 Shuttle trailers 20 20 20 20 20 20 20 20 20 20 Port Warehouses 8 8 8 8 8 8 8 8 8 8 Berths 8 8 8 8 8 8 8 8 8 5 Airport Runway 17-35 length and width in square feet 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 7000x150 Runway 8-26 length and width in square feet 6000x150 6000x150 6000x150 6000x150 6000x150 6000x150 7000x150 7000x150 7000x150 7000x150 Terminal building in square feet 138,000 159,000 159,000 159,000 159,000 159,000 159,000 159,000 159,000 159,000

Sources: Various city departments.

Notes: No capital asset indicators are available for the economic environment and human services function. For those indicators that are null, data is not available.(a) Data provided is based on estimates.(b) The Santa Rosa Library was transferred to the County in FY07.(c) Three berths were transfered out Port's control during FY08. Two were moved to Culture and Recreation and one to Economic Environment.(d) The responsibility of the City's parking garages, lots and meters were transferred to the Downtown Improvement Board during FY 2008.

Fiscal Year


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CITY OF PENSACOLA ACCOUNT COMPARISON

ALL FUNDS

ACCOUNT TITLEFY 2003ACTUAL

FY 2004ACTUAL

FY 2005ACTUAL

FY 2006ACTUAL

FY 2007ACTUAL

FY 2008ACTUAL

FY 2009BUDGET

FY 2010APPROVED

9111 SALARIES 31,620,792 33,139,680 34,037,665 34,774,021 36,295,548 37,341,915 37,515,200 35,864,0009112 OVERTIME 1,527,327 2,835,906 2,619,430 2,206,604 2,077,219 1,398,678 1,241,300 1,000,3009113 LONGEVITY 1,096,727 1,163,825 1,227,987 1,257,830 1,289,943 1,331,167 1,357,800 1,299,5009114 GENERAL PENSION FUND 1,794,242 4,755,209 5,773,596 6,448,909 6,206,925 6,268,750 7,355,600 7,211,0009115 FIREMEN'S PENSION FUND 771,566 1,901,988 2,329,550 2,938,511 3,025,425 2,959,982 3,022,100 3,455,0009116 POLICE PENSION FUND 435,401 1,374,981 1,647,987 2,264,500 2,466,299 2,761,301 2,673,500 2,786,1009117 ADDITIONAL PENSION 27,144 26,750 25,467 23,485 21,500 20,412 28,000 09118 MEDICARE PREMIUM 332,197 370,942 385,245 404,586 456,485 489,044 461,000 451,6009119 ADDITIONAL REGULAR PAY 187,249 155,650 299,391 276,917 202,463 122,106 126,100 119,2009120 SOCIAL SECURITY 23,116 29,601 589,904 73,659 133,689 534,358 441,200 442,0009121 GROUP INSURANCE 3,401,697 3,421,294 3,566,619 3,889,646 4,009,953 3,615,768 4,484,800 4,676,3009122 REPLACEMENT BENEFIT PGM 1,522,401 1,601,509 1,668,375 1,662,131 1,659,922 1,428,773 1,398,100 1,305,7009123 DISABILITY/SURV INSURANCE 282,898 297,775 312,478 310,670 328,957 323,978 302,800 296,0009124 DEFERRED COMPENSATION 62,707 66,580 61,526 61,018 60,379 51,702 17,000 17,2009125 EXTRA PERSONAL SERVICES 2,391,791 2,353,172 2,337,963 2,906,134 3,469,826 3,480,174 3,245,400 3,342,5009126 INCENTIVE PAY 296,996 306,646 320,368 308,215 305,754 308,351 331,400 300,0009127 FEE BASIS SALARIES 140,956 139,854 28,546 0 0 0 0 09128 DIFFERENTIAL PAY 194,869 210,261 195,070 206,144 276,477 322,510 288,700 299,3009129 DEFERRED COMP PENS PLAN 132,918 145,303 172,433 185,557 182,850 141,480 135,600 128,0009130 WORKER'S COMPENSATION 889,695 1,064,118 542,516 770,966 798,951 651,454 733,100 601,2009131 UNEMPLOYMENT 29,063 13,982 21,862 5,712 9,856 24,931 1,000 1,0009133 FLORIDA RETIREMENT SYSTEM 0 0 0 0 232,103 921,838 880,800 874,900

SUBTOTAL PERSONAL SERVICES 47,161,754 55,375,027 58,163,978 60,975,216 63,510,525 64,498,672 66,040,500 64,470,8009330 RECREATION SUPPLIES 121,245 106,036 93,669 51,699 49,973 46,767 51,200 48,8009331 OFFICE SUPPLIES 125,525 83,569 108,440 101,828 75,898 59,540 94,700 77,9009332 OPERATING SUPPLIES 297,929 366,248 404,923 383,904 400,133 275,348 431,300 447,5009333 REPAIRS & MAINTENANCE 1,621,333 2,419,791 6,050,356 10,581,041 2,100,462 2,050,577 2,164,400 2,426,1009334 SMALL TOOLS & MINOR EQUIP 508,132 409,598 614,983 618,249 532,054 519,672 428,600 322,5009335 PROFESSIONAL SERVICES 1,506,584 1,126,550 2,173,253 1,946,900 2,508,211 2,499,424 1,270,800 1,291,0009336 COMMUNICATION 3,084,363 3,221,521 2,963,698 3,207,185 3,586,323 3,203,276 3,053,700 3,115,6009337 TRANSPORTATION 93,582 108,369 100,297 138,369 100,419 100,334 126,400 83,5009338 ADVERTISING 792,027 713,567 755,352 704,305 826,300 815,091 1,025,000 1,475,1009339 POSTAGE 478,590 425,219 504,155 480,956 501,784 471,677 533,500 521,3009340 PRINTING & BINDING 224,945 191,472 181,366 188,438 169,250 144,102 184,800 165,8009341 RENTALS 9,146,550 8,766,026 6,760,687 6,642,903 7,938,538 11,546,017 11,194,200 11,193,4009342 TRAINING 453,119 479,630 421,051 472,291 410,109 348,272 354,100 265,4009343 DUES, SUBS, & MEMBERSHIPS 290,540 283,456 373,895 380,271 336,213 263,253 350,100 336,6009345 MAINT & REPR OF VEHICLES 1,807,128 1,975,329 2,108,141 2,294,683 2,281,448 2,031,987 1,984,700 1,745,0009346 LIABILITY INSURANCE 2,335,379 2,389,295 2,470,352 2,851,910 3,702,878 3,464,281 3,505,000 3,734,6009347 UTILITIES 2,444,668 2,461,015 2,478,190 2,867,401 3,000,685 3,039,051 3,721,600 3,983,500


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CITY OF PENSACOLA ACCOUNT COMPARISON ALL FUNDS (Continued)

ACCOUNT TITLEFY 2003ACTUAL

FY 2004ACTUAL

FY 2005ACTUAL

FY 2006ACTUAL

FY 2007ACTUAL

FY 2008ACTUAL

FY 2009BUDGET

FY 2010APPROVED

9348 FUELS & LUBRICANTS 824,246 1,006,356 1,354,387 1,606,191 1,592,702 2,019,197 1,854,500 1,857,3009349 CLOTHING SUPPLIES 269,893 288,356 304,700 325,730 297,558 270,026 279,900 259,8009350 INV OF STORES FOR RESALE 20,893,222 22,607,102 24,689,980 31,738,869 26,208,970 31,876,165 30,009,500 30,018,5009351 MED & FIRST AID SUPPLIES 8,063 8,738 10,834 16,025 10,117 11,271 13,000 12,8009352 METER PARTS & SUPPLIES 39,021 42,576 28,830 50,238 24,264 1,261,417 62,500 62,0009353 PIPE FITTINGS & HYDRANTS 543,257 449,177 456,375 999,585 1,015,650 1,191,647 1,007,500 666,1009354 CHEMICAL SUPPLIES 21,563 18,530 24,014 29,270 22,659 20,885 29,300 29,3009355 AGRICULTURAL SUPPLIES 189,758 153,845 235,406 195,966 441,185 283,785 225,100 234,1009357 OTHER CONTRACTUAL SERVICE 3,299,994 3,459,457 38,303,238 5,924,904 4,215,320 4,540,490 4,597,600 4,705,8009358 REBATES 837,597 781,128 595,825 612,329 687,075 640,575 700,000 700,0009360 MISCELLANEOUS 136,205 71,043 2,580,745 640,772 126,536 84,277 126,000 68,1009361 UNCLASSIFIED 194,531 233,936 314,950 346,511 154,811 153,731 402,500 106,9009364 SERVICE AWARDS 21,636 22,044 23,119 20,952 32,956 1,348 200 2009365 LANDFILL FEES 1,136,601 1,115,885 1,300,496 1,105,486 1,040,885 1,014,142 1,179,700 1,080,3009370 NON-CAPITALIZED ASSETS 529,331 520,155 658,306 794,094 679,391 508,449 865,600 623,500

SUBTOTAL OPERATING EXPENSES 54,276,558 56,305,018 99,444,013 78,319,254 65,070,755 74,756,074 71,827,000 71,658,3009661 LAND 371,207 349,531 (1,000) 12,428 2,244,439 750 0 09662 BUILDINGS 18,118 151,576 183,264 163,642 0 13,867 80,000 09663 IMPROVE OTHER THAN BLDGS 8,793 10,644 95,153 56,091 0 37,679 5,500 09664 INFRASTRUCTURE 37,728 24,898 0 221,621 5,000 18,013 60,000 09665 MACHINERY & EQUIPMENT 254,883 378,884 582,049 538,152 1,394,988 531,774 902,500 478,1009666 OFFICE EQUIPMENT 219,457 565,752 478,192 377,965 285,785 314,084 255,700 24,8009667 ROAD EQUIPMENT 1,587,541 1,987,194 793,330 1,059,994 2,143,558 2,502,345 1,284,000 1,269,4009668 BOOKS 499,698 566,384 489,227 603,837 439,380 382,370 321,200 400,0009669 CONST WORK IN PROGRESS 14,681,622 7,421,637 15,025,205 29,355,485 47,240,897 41,379,380 20,644,600 12,931,600

SUBTOTAL CAPITAL OUTLAY 17,679,047 11,456,499 17,645,420 32,389,215 53,754,046 45,180,262 23,553,500 15,103,9009771 PRINCIPAL 5,499,988 6,579,562 10,028,820 6,099,282 7,244,761 6,386,962 5,779,900 11,007,5009772 INTEREST 6,729,170 6,541,384 6,031,488 4,900,449 3,982,156 3,945,740 8,598,800 7,962,200

SUBTOTAL DEBT SERVICE 12,229,158 13,120,946 16,060,308 10,999,731 11,226,917 10,332,702 14,378,700 18,969,7009881 AID TO GOVT AGENCIES 2,050,053 2,295,140 437,763 442,170 482,849 751,306 200,800 218,7009882 AID TO PRIVATE AGENCIES 3,354,035 3,049,173 2,579,610 3,482,808 3,003,014 1,747,521 1,365,400 1,272,0009883 OTHER GRANTS AND AIDS 1,050,714 710,991 845,348 751,423 230,309 224,110 628,100 230,100

SUBTOTAL GRANTS AND AIDS 6,454,802 6,055,304 3,862,721 4,676,401 3,716,173 2,722,937 2,194,300 1,720,8009991 TRANSFERS 27,345,555 32,231,992 33,976,879 40,187,643 47,427,214 22,190,630 20,992,100 20,626,3009992 ALLOCATED OVERHEAD/(COST RECOVERY) 3,293,700 3,447,600 3,652,600 4,545,600 4,046,200 0 0 09993 RESERVED 0 0 0 0 0 0 225,800 282,4009999 OTHER NON-OPERATING 8,739,831 8,622,516 7,720,889 10,851,833 12,507,928 11,986,625 14,500,000 13,900,000

SUBTOTAL NON-OPERATING 39,379,086 44,302,109 45,350,368 55,585,076 63,981,342 34,177,255 35,717,900 34,808,700REPORT TOTAL 177,180,405 186,614,903 240,526,808 242,944,892 261,259,758 231,667,902 213,711,900 206,732,200


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PRINCIPAL EMPLOYERS 2008

Local Government

Federal Government

State Government

Baptist Health Care

Sacred Heart Health System

Sacred Heart Women's Hospital

Sacred Heart Children's Hospital

Solutia, Inc.

University of West FloridaWest Florida Hospital


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CITY OF PENSACOLA, FLORIDA PRINCIPAL EMPLOYERS

2008

Employer

Number of Employees Rank

Percentage of Total MSA

Employment

Local Government 16,900 1 8.51%Federal Government 6,600 2 3.32%State Government 6,000 3 3.02%Baptist Health Care 5,500 4 2.77%Sacred Heart Children's Hospital 5,000 5 2.52%Sacred Heart Health System 4,160 6 2.09%Sacred Heart Women's Hospital 4,000 7 2.01%Solutia, Inc. 2,500 8 1.26%University of West Florida 2,500 9 1.26%West Florida Hospital 2,200 10 1.11%Total 55,360$ 27.87%

Source: Pensacola Area Chamber of Commerce The University of West Florida Haas Center and Florida Research and Economic Development Labor Market Statistics

NOTE: Principal employer information is only available on a calendar year basis and for the Pensacola Metropolitan Statistical Area (MSA). Actual numbers not available, therefore estimates are presented.


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DEMOGRAPHIC STATISTICS LAST TEN FISCAL YEARS

0

5 0

10 0

15 0

2 0 0

2 5 0

3 0 0

3 5 0

Thousands

FY1999

FY2000

FY2001

FY2002

FY2003

FY2004

FY2005

FY2006

FY2007

FY2008

POPULATION GROWTHLAST TEN FISCAL YEARS

City Of Pensacola Escambia County

18192 02 12 2

2 32 42 5

Thousands

FY1999

FY2000

FY2001

FY2002

FY2003

FY2004

FY2005

FY2006

FY2007

FY2008

PER CAPITA INCOMELAST TEN FISCAL YEARS

0 %

1%2 %

3 %4 %

5 %6 %

FY1999

FY 2000

FY2001

FY2002

FY2003

FY2004

FY2005

FY2006

FY2007

FY2008

UNEMPLOYMENT RATELAST TEN FISCAL YEARS

0

10

2 0

3 0

4 0

50

Thousands

FY1999

FY 2000

FY2001

FY2002

FY2003

FY2004

FY2005

FY2006

FY2007

FY2008

SCHOOL ENROLLMENTLAST TEN FISCAL YEARS


- 498 -

CITY OF PENSACOLA, FLORIDA DEMOGRAPHIC STATISTICS


(1) (1) (2) (2) (3) (4)City of Escambia Per

Fiscal Pensacola County Capita Median Unemployment SchoolYear Population Population Income Age Rate Enrollment

1999 60,994 301,613 21,676 35 3.9% 45,165 2000 60,865 306,500 22,430 35 4.4% 44,536 2001 56,275 296,709 23,198 36 5.5% 44,657 2002 56,271 299,485 24,048 36 4.8% 43,547 2003 56,307 303,310 20,616 36 4.3% 43,724 2004 56,366 307,226 20,472 36 3.5% 43,699 2005 54,827 303,623 21,365 35 4.1% 42,960 2006 55,033 309,647 21,823 36 3.3% 42,442 2007 55,311 311,624 23,448 37 3.8% 42,390 2008 56,373 317,553 23,550 37 5.6% 40,391

Notes: All data is applicable to Escambia County except for Pensacola population.Data Sources

(1) City Economic and Development Division(2) University of West Florida, HAAS Center(3) Escambia County School System (Public Relations Office)


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PRINCIPAL TAXPAYERS FISCAL YEAR 2008

Gulf Power

Sacred Heart Hospitals

Bellsouth/Southern Bell Simon Debartolo Group

Armstrong World Industries

Gayfers/Dillards

Wal-Mart

Pensacola POB Inc

Moulton Properties

Reichhold Inc/Arizona Chemicals


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CITY OF PENSACOLA, FLORIDA PRINCIPAL TAXPAYERS

FISCAL YEAR 2008

Taxpayers

Taxable Assessed Value Rank

Percentage of Total City Taxable

Assessed Value

Gulf Power 93,321,330$ 1 0.44%Simon Debartolo Group 38,147,660 2 0.18%Sacred Heart Hospital 33,680,790 3 0.16%Bellsouth/Southern Bell 30,534,070 4 0.14%Armstrong World Industries 29,857,990 5 0.14%Wal-Mart 25,080,130 6 0.12%Gayfers/Dillards 19,552,360 7 0.09%Pensacola POB Inc. 16,910,250 8 0.08%Moulton Properties 15,796,750 9 0.07%Reichhold Inc/Arizona Chemicals 15,033,420 10 0.07%Total 317,914,750$ 1.49%

Source: Escambia County Tax Collector


- 501 -

PROPERTY TAX RATES LAST TEN FISCAL YEARS

0

5

10

15

20

25

30


City of Pensacola Downtown Improvement Board Escambia County School BoardEscambia County Northwest Fla Water Mgt District


- 502 -

CITY OF PENSACOLA, FLORIDA PROPERTY TAX RATES – DIRECT AND OVERLAPPING GOVERNMENTS

LAST TEN FISCAL YEARS (TAX RATE MILLAGE)

City of NorthwestPensacola Escambia FloridaDowntown County Water

Fiscal City of Improvement School Escambia ManagementYear Pensacola Board Board County District Total

2000 5.0570 2.0000 9.0110 8.7560 * 0.0500 24.8740 2001 5.0570 2.0000 9.2490 8.7560 * 0.0500 25.1120 2002 5.0570 2.0000 8.9860 8.7560 * 0.0500 24.8490 2003 5.0570 1.0000 8.8870 8.7560 * 0.0500 23.7500 2004 5.0570 2.0000 8.7880 8.7560 * 0.0500 24.6510 2005 5.0570 2.0000 8.4100 8.7560 * 0.0500 24.2730 2006 5.0570 2.0000 8.0330 8.7560 * 0.0500 23.8960 2007 4.9500 2.0000 7.8940 8.7560 * 0.0500 23.6500 2008 4.5980 2.0000 7.7200 8.0170 * 0.0450 22.3800 2009 4.5395 2.0000 7.7200 6.9755 * 0.0450 21.2800

Note: Based on information provided by Escambia County Tax Collector

* Does not include MSTU which is charged to County-Only residentsFY 98: 0.466; FY 99: 0.495; FY 00 - FY 07: 0.747; FY 08: 0.685; FY 09: 0.685


- 503 -

PROPERTY TAX LEVIES & COLLECTIONS LAST TEN FISCAL YEARS

0

2

4

6

8

10

Millions


Taxes Collected Within The Fiscal Year Of The Levy Collections In Subsequent Years


- 504 -

CITY OF PENSACOLA, FLORIDA PROPERTY TAX LEVIES AND COLLECTIONS


(1) (2) (3) (4)Taxes Collected Percent Of

Taxes Levied Within The Percent Collections In Total Total TaxFiscal For The Fiscal Year Of Levy Subsequent Tax CollectionsYear Fiscal Year Of The Levy Collected Years Collections To Tax Levy

1999 8,939,753 8,593,923 96.1% 36,075 8,629,998 96.5%2000 9,340,349 8,929,147 95.6% 35,070 8,964,217 96.0%2001 10,284,386 9,840,828 95.7% 52,032 9,892,860 96.2%2002 10,955,561 10,508,046 95.9% 113,181 10,621,227 96.9%2003 11,231,367 10,669,274 95.0% 59,736 10,729,010 95.5%2004 11,859,094 11,406,796 96.2% 128,939 11,535,735 97.3%2005 13,161,616 12,538,957 95.3% 85,670 12,624,627 95.9%2006 13,250,038 12,413,790 93.7% 198,216 12,612,006 95.2%2007 16,036,749 15,291,677 95.4% 36,476 15,328,153 95.6%2008 15,484,765 14,879,673 96.1% 83,329 14,963,002 96.6%

Note: Based on information provided by Escambia County Tax Collector.

(1) The tax levy is based on the tax roll as certified by the Escambia County Property Appraiser.(2) Current tax collections are after applicable discounts for early payment.(3) Collections represent subsequent and current year delinquent revenues.(4) Property taxes collected are accounted for in the General Fund. Outstanding delinquent

property taxes are not reported because they are considered not available at year end.


- 505 -

ASSESSED VALUE OF TAXABLE PROPERTY LAST TEN FISCAL YEARS

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

5,500

Millions

FY1999

FY2000

FY2001

FY2002

FY2003

FY2004

FY2005

FY2006

FY2007

FY2008

Real Property Personal Property Central Property


- 506 -

CITY OF PENSACOLA, FLORIDA ASSESSED VALUE AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY


Fiscal Year

Personal Property

Real Property

Central Property

Less: Tax-Exempt

PropertyTotal Taxable

Assessed Value

Total Direct

Tax Rate

1999 357,361 2,408,748 5,651 1,003,962 1,767,798 5.057 2000 391,675 2,450,587 5,935 1,001,183 1,847,014 5.057 2001 415,122 2,807,726 5,167 1,194,322 2,033,693 5.057 2002 427,108 2,911,073 4,409 1,176,176 2,166,414 5.057 2003 441,745 2,965,797 4,616 1,191,203 2,220,955 5.057 2004 413,014 3,238,596 7,135 1,313,660 2,345,085 5.057 2005 421,212 3,594,930 6,946 1,420,435 2,602,653 5.057 2006 433,775 3,652,079 4,842 1,470,558 2,620,138 5.057 2007 534,628 4,713,764 4,517 2,013,162 3,239,747 4.950 2008 537,581 4,760,528 5,113 1,935,505 3,367,717 4.598

Source: Escambia County Property Appraiser's Office.

Notes: Property is reassessed every year. Property is assessed at actual value; therefore, the assessed values are equal to actual value. Tax rates are per $1,000 of assessed value


- 507 -

APPENDIX Q CITY OF PENSACOLA

CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE

9100 PERSONAL SERVICES

Expenses for salaries, wages and related employee benefits provided for all persons employed by the City whether on full-time, part-time, temporary or seasonal basis. Employee benefits include employer contributions to a retirement system, insurance, deferred compensation plans and similar direct benefits as well as other costs.

9111 SALARIES - Used for budgeted positions. Includes salaries and wages for the statutory work week as defined by the Fair Labor Standards Act, special duty pay and field training pay. Also includes scheduled overtime for Firefighters (six hours per pay period).

9112 OVERTIME - Wages for hours worked over Fair Labor Standards Act minimum work week. Calculated at one and one-half times the employee's regular rate. Unless otherwise stated in collective bargaining agreements.

9113 LONGEVITY - Employees receive longevity pay based on number of years of service. It is paid as a percentage of the base pay. Firefighters receive longevity on base pay and six hours of scheduled overtime. Beginning with 1.0% after five years of service, longevity increases in two percent increments every five additional years capping at 10.0% for thirty years of service.

9114 GENERAL PENSION CONTRIBUTIONS - As required by State law, the City contribution is based on the recommendation of the actuary for the General Pension Fund and applied as a percentage to the active member payroll. (Employee contribution is 5.5%.) Generally, employees hired after 10/06/97 will be members of the General Pension Plan and vacant positions should be budgeted under the General Pension. Exceptions are Police Cadets, Fire Cadets and positions which will be filled by sworn officers and fire suppression personnel who will be eligible for another one of the City’s defined benefit pension plans. Vacant Police and Fire Cadet positions should be budgeted under the Florida Retirement System (FRS). Vacant sworn officer positions in all departments (Police Officers, Airport Police Officers and Enforcement Officers) should be budgeted under the Police Pension. Fire Apprentice Firefighter vacancies and fire suppression vacancies are budgeted under Fire Pension. (Plan closed to new participants effective June 18, 2007.)

9115 FIRE PENSION CONTRIBUTIONS - As required by State law, the City contribution is based on the recommendation of the actuary for the Fire Pension Fund and applied as a percentage to the active member payroll. (Employee contribution is 11%.)

9116 POLICE PENSION CONTRIBUTIONS - As required by State law, the City contribution is based on the recommendation of the actuary for the Police Pension Fund and applied as a percentage to the active member payroll. (Employee contribution is 0.5%.)


- 508 -

CLASSIFICATION OF EXPENDITURES/EXPENSES BY ACCOUNT CODE (Continued)

9117 ADDITIONAL PENSION - Supplemental general pension amounts approved by City Council in FY 1975. Beginning in FY 2009, amounts will be paid from the pension fund..

9118 MEDICARE PREMIUM - The charge for the Medicare portion of social security. All employees hired after March 1, 1986 are covered by Medicare and those employees who were hired before March 1, 1986 who joined the Florida Retirement System (FRS) on June 18, 2007. The current Medicare tax rate is 1.45% for City and employee.

9119 ADDITIONAL REGULAR PAY - Payment at regular rate for additional hours worked over the statutory work week that were not deemed to be overtime because the employee's work week included leave hours such as annual leave or personal holiday which the City does not consider as time worked. (Sick leave is considered as time worked.)

9120 SOCIAL SECURITY – Used for compensation withholdings of each general employee in the Florida Retirement System for employee Federal Social Security tax contributions.

9121 GROUP INSURANCE – Fringe benefits for health, dental and life insurance for all full-time permanent employees.

9122 REPLACEMENT BENEFIT PROGRAM - The Internal Revenue Code Section 457 nonqualified pension program which replaced social security on January 1, 1982. Full-time permanent employees, except those covered by the Fire Pension Plan, Florida Retirement System (FRS) and other employees who were not covered by social security at the time of conversion, are members of the replacement program. Employees choose to defer one of three fixed percentages, 4.7%, 5.7%, or 6.7%, which the City matches. The employee may also defer additional amounts as allowed by law with no City match. A portion of the City contribution to the replacement benefit program goes to fund premiums for survivor/disability insurance. General employees hired after June 18, 2007 are not eligible for this plan. (See account 9123.)

9123 DISABILITY/SURVIVORS INSURANCE - Part of the social security replacement program (see 9122 above). According to the City Code, the City is required first to fund the disability/survivors portion of the program; the remaining City contribution goes to the Section 457 deferred compensation plan. Also covered are employees who were part of the plan on June 18, 2007 and chose to join FRS. General employees hired after June 18, 2007 are not eligible for this plan.

9124 DEFERRED COMPENSATION - An Internal Revenue Code Section 401(a) qualified pension plan for non-civil service employees. Beginning with 5% at the employee's hire date, the City's contribution increases to 7.5% at five years of service and caps at 10% with ten years of service. Employees hired after 10/06/97 are not eligible for this plan.

9125 EXTRA PERSONAL SERVICES - Used for non-budgeted positions. Wages and other benefits for services provided by temporary (full and part-time) employees. Extra personal services are paid either through the City payroll or an outside employment agency. Extra personal services employees paid through City payroll whose position is established for longer than six (6) months are required to be in FRS and social security.


- 509 -


9126 INCENTIVE PAY - Used to pay fire and police educational incentive pay.

9128 DIFFERENTIAL PAY - Used for paying shift differential.

9129 DEFERRED COMPENSATION PENSION PLAN - An Internal Revenue Code Section 457 nonqualified pension program which replaced the General Pension Plan. Beginning with 1.5% at the employee's hire date, the City's contribution increases to 2.5% with five years of service and caps at 6.5% with ten years of service. Employee contribution is a fixed 5.5% with an option to defer additional amounts as allowed by law. Employees hired after 10/06/97 are not eligible for this plan with the exception of Police Officers who on 9/30/02 opted not to allow their deferred compensation deduction to be placed in the Police Pension Plan.

9130 WORKER'S COMPENSATION - Effective FY92, premiums and benefits paid for Worker's Compensation.

9131 UNEMPLOYMENT COMPENSATION - Effective FY92, amounts paid for unemployment compensation benefits.

9133 FLORIDA RETIREMENT SYSTEM (FRS) – Effective June 18, 2007, amounts paid on behalf of the general employees covered under the agreement with Florida Retirement System as a Florida Retirement System employer.

9300 OPERATING EXPENSES

Includes expenditures for goods and services that primarily benefit the current period and are not defined as personal services or capital outlays.

9330 RECREATION SUPPLIES - Cost of athletic and playground supplies and equipment with a unit cost of under $1,000. Supplies and equipment costing between $1,000 and $4,999 should be charged to Non-Capitalized Assets (9370); items costing $5,000 or more with a useful life of more than one year should be charged to the Capital Outlay account codes (966x).

EXAMPLES: Trophies, balls, bats, nets, games and other items used for recreation.

9331 OFFICE SUPPLIES - Expenses necessary for the operation of an office. EXAMPLES: Drafting supplies, maps, blank envelopes, small office supplies such as staplers and letter trays, blank computer disks, and all miscellaneous office needs.

9332 OPERATING SUPPLIES - Supplies consumed in the conduct of operations. EXAMPLES: Wax, paper towels, toilet tissue, brooms, mops, soap, rags, trash cans, liners, cups, flags, film, film developing, batteries (e.g. flashlight, camera, etc.), printer cartridges (ink & toner), and insect spray.


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9333 REPAIRS AND MAINTENANCE - Cost of replacement parts and supplies required for maintenance and repair of buildings, real property, streets, facilities and machinery including oil, Freon, and other machinery lubricants. All repair and maintenance contracts.

EXAMPLES: Repairs to machinery and equipment batteries for traffic signals, road signs, office furniture and equipment, central air conditioning and heating systems, boilers, wiring systems, sidewalks, street lights, swimming pools, parks, playgrounds, sweepers, dozers, draglines, generators, lawn mowers, leafloaders, chippers, val-all, regulator stations, window glass, floor covers, plumbing, lumber, paint, wire waste containers, forklift, light bulbs and keys. Maintenance agreements for owned (not rented) copiers/business machines, elevators and fire alarms/extinguishers, carpet cleaning, lawn/grounds landscape. NOTE: Equipment repaired at the Central Garage should be charged to Maintenance and Repair of Vehicles, account code 9345. NOTE: Fuel and lubricants for automobiles, trucks and any motorized vehicles should be charged to Fuels and Lubricants, account code 9348.

9334 SMALL TOOLS AND MINOR EQUIPMENT - Items in this classification are of a unit value less than $1,000 and are subject to rapid deterioration or loss. Items costing between $1,000 and $4,999 should be charged to Non-Capitalized Assets (9370). Items costing $5,000 or more with a useful life of more than one year should be charged to the Capital Outlay account codes (966x).

EXAMPLES: All hand tools used by carpenters, plumbers, electricians, mechanics, laborers, surveyors, draftspersons, engineers. Include tool boxes, office fans, heaters, clothes racks, desks, chairs, calculators, computer software/hardware, printers, Dictaphone recorder/transcribers, paper shredders, Venetian blinds, turn-out gear, fire hoses, nozzles, air cylinders, rescue equipment, new signs (safety & directional), K9 dogs, etc.

9335 PROFESSIONAL SERVICES - Costs of services procured by the City as independent professional assistance. EXAMPLES: Consulting fees charged by legal firms, accounting and auditing firms, engineering and architectural firms, appraisals, badges, court costs, abstracts, recording fees, title searches (except demolitions), background checks and health exams.


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9336 COMMUNICATIONS - All costs related to various communications systems and Management Information Services overhead charges. All communication charges should be at the following project codes (except Library):

000103 – Voice Communications 000104 – Data Communications 000105 – Communication Repairs and Maintenance 000106 – Equipment Purchases under $1,000 000107 – Contract Maintenance 000198 – WAN Maintenance

EXAMPLES: Telemeter, telephone, modems, pagers, facsimiles, radios and related repairs and maintenance cost.

9337 TRANSPORTATION - Travel expenses. EXAMPLES: All transportation costs associated with traveling to and from seminars and/or conferences including bridge tolls and parking fees; use of commercial or private vehicle in performance of official duties.

9338 ADVERTISING - All costs of advertising. EXAMPLES: Classified or legal advertising, publication of public notices, ordinances, bid invitations and promotional advertising on behalf of the City.

9339 POSTAGE - Costs of all postal services including mail room overhead charges.

9340 PRINTING AND BINDING - Cost of all printing services whether charged by the City's print shop or an outside company; includes print shop overhead charges, copy paper, printed stationery and printed envelopes.

9341 RENTALS - All costs of machinery, equipment and business machine rentals including the charge for copies over the allowable limit and Section 8 Housing Assistance Payments. By agreement, a rental/lease fee will typically include a maintenance fee. The entire cost of the agreement is charged to 9341.

9342 TRAINING - Approved education expenses; all training expenses approved in the departmental budget except travel which is charged to 9337. EXAMPLES: Tuition, lodging, meals, training meeting refreshments.


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9343 DUES, SUBSCRIPTIONS AND MEMBERSHIPS - Memberships in professional organizations (i.e. AICPA, Notary license, etc.), subscriptions and purchase of books with a unit value less than $1,000. Books with a unit value of between $1,000 and $4,999 should be charged to Non-Capitalized Assets (9370); books costing $5,000 or more with a useful life of more than one year should be charged to the Capital Outlay account codes (966x).

NOTE: All books, regardless of cost, purchased for the library or by the City Attorney for their law library should be charged to 9668.

9344 AUTO ALLOWANCE - Used only with the approval of the City Manager or Director of Finance.

9345 MAINTENANCE AND REPAIR OF VEHICLES - All costs associated with maintaining the City fleet; cost of vehicle tag and title; charges for equipment repaired by the Central Garage; and Central Garage overhead charges.

NOTE: All repairs made at the Central Garage should be charged to this account code.

9346 LIABILITY INSURANCE - Insurance carried for the protection of the City and Risk Management Services overhead charges. EXAMPLES: Fire, theft, casualty, general and professional liability, auto coverage, surety bonds, etc. NOTE: Workers' compensation is charged to account code 9130; unemployment compensation is charged to account code 9131.

9347 UTILITIES - Costs of electricity, gas, water, waste disposal and other public utility services.

9348 FUELS AND LUBRICANTS - Costs of fuel and lubricants for automobiles, trucks, and any motorized vehicles. EXAMPLES: Gasoline, diesel fuel, kerosene oil used in cars, transmission fluid, brake fluid, differential lubricant, hydraulic fluid and anti-freeze. NOTE: Transportation fuel is charged to account code 9337. NOTE: Fuels and lubricants for repairs or maintenance of buildings, real property, streets, facilities and machinery are charged to Repairs and Maintenance, account code 9333.

9349 CLOTHING SUPPLIES - Costs of clothing and clothing allowances. EXAMPLES: Shoes, uniforms, hats, raincoats, boots, gloves, goggles, badges, belts, patches, turnout clothing, safety vests, etc. NOTE: Clothing given away as promotional items should be charged to Advertising, account code 9338.

9350 INVENTORIES OF STORES FOR RESALE - Resalable items. EXAMPLES: Code books, natural gas, matrix copies, food and food supplies, drinks, etc.


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9351 MEDICAL AND FIRST AID SUPPLIES - Medications and first aid supplies including examination gloves and masks.

9352 METER PARTS AND SUPPLIES - Parts and supplies used in repair and maintenance of meters.

9353 PIPE FITTINGS - Costs of pipe, meters, fittings and valves including freight charges.

9354 CHEMICAL SUPPLIES - Chemicals used in warehouses.

9355 AGRICULTURAL SUPPLIES - All costs of agricultural supplies. EXAMPLES: Fertilizers, insecticides, seed, trees, plants, top soil, etc.

9357 OTHER CONTRACTUAL SERVICES - Cost of services procured independently by written contractual agreement with persons, firms or corporations. Contracts may or may not go to City Council and may be lump-sum or multiple payments.

EXAMPLES: Pest control, custodial, janitorial, ecological, license/support service agreements/contracts for hardware and software, and linen service. NOTE: All communication-related expenses and projects should be charged to 9336 and project coded.

9358 REBATES - Energy Services of Pensacola rebates to customers and builders as an incentive to use natural gas.

NOTE: All rebate charges require a project code.

9360 MISCELLANEOUS – City stormwater fees are charged to this account and other items approved by the City Manager and Director of Finance.

9361 UNCLASSIFIED – Florida Public Service Commission regulatory fees, credit card merchant fees and unusual expenses as identified and approved by the Financial Services Department.

9364 SERVICE AWARDS - Purchase of materials and supplies used for employee recognition awards.

9365 LANDFILL FEES - Charges for disposal at the sanitary landfill.


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9370 NON-CAPITALIZED ASSETS - Capital type assets (i.e. land, buildings, improvements, machinery and equipment, office equipment, road equipment, books) that cost between $1,000 and $4,999 and therefore do not meet the capitalization threshold for Capital Accounts (966x). The threshold should be applied to the cost of individual items (unit cost) rather than to groups of similar items (i.e. desks and tables).

EXAMPLES: Computers, computer software/hardware, printers, facsimile equipment, scanners, playground equipment, walk-behind and push mowers, radios, guns and police car accessories such as light bars. Also, Police motorcycle leases should be charged here.

9600 CAPITAL OUTLAY

Capital outlay purchases include the acquisition cost of all assets used in operations which have a value of $5,000 or more and a useful life of more than one (1) year. The capitalization threshold should be applied to individual items (unit cost) rather than to groups of similar items (i.e. desks, tables)

9661 LAND - Includes the cost of the land, closing costs, property taxes due, legal and title fees, and the cost of preparing the land for its intended use.

9662 BUILDING - Purchase of permanent structure intended to house people or inventories. Also includes additions to existing buildings and re-roofing, renovations, warehouse/permanent exterior doors, picnic shelters and attached awnings.

9663 IMPROVEMENTS OTHER THAN BUILDINGS - Permanent (i.e. non-detachable) improvements that add value to land and are not included in land or buildings (i.e. fences, retaining walls, sprinkler systems, barrier gates). This classification is used by proprietary funds only (Gas, Sanitation, Port, Airport, Garage, Risk Management and Central Services).

NOTE: Projects that qualify as improvements that will not be completed in one fiscal year or that have multiple vendors or multiple partial payments should be charged to account code 9669, Construction In Progress, so that appropriate costs can be accumulated.

9664 INFRASTRUCTURE - Includes roads, bridges, curbs, gutters, streets, sidewalks, signs, drainage systems, lighting systems, landscaping, parking, sprinkler systems, fences around retention ponds, backstops and similar assets that are immovable. This classification is used by general fund departments only.

NOTE: Enterprise and Internal Service funds should charge items of this nature to either 9663 or 9669 as appropriate. NOTE: Projects that qualify as infrastructure that will not be completed in one fiscal year or that have multiple vendors or multiple partial payments should be charged to account code 9669, Construction In Progress, so that appropriate costs can be accumulated.


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9665 MACHINERY AND EQUIPMENT - Purchase of operational and construction equipment.

EXAMPLES: Generators, pumps, graders, dragline, tractors, forklifts, riding lawn mowers, guns, air handlers, all terrain vehicles and four-wheelers.

9666 OFFICE EQUIPMENT - Purchase of office furniture and equipment.

EXAMPLES: Copier machines, computers used as servers, computer software, and security systems.

9667 ROAD EQUIPMENT - Purchase of equipment designed to travel upon streets and highways. Equipment in this category must have a registered tag. Includes cars, trucks, sweepers and marine vehicles.

9668 BOOKS - Includes books and publications, regardless of value, purchased by the library or by the City Attorney for the law library. Also includes all other departments' book purchases exceeding $5,000 unit value and a useful life of more than one year.

9669 CONSTRUCTION IN PROGRESS - To accumulate the cost of projects which will not be completed in one fiscal year or projects completed within a year that will have multiple vendors or multiple partial pays.

9661 LAND - Includes the cost of the land, closing costs, property taxes due, legal and title fees, and the cost of preparing the land for its intended use.

9662 BUILDING - Purchase of permanent structure intended to house people or inventories. Also includes additions to existing buildings and re-roofing, renovations, warehouse/permanent exterior doors, picnic shelters and attached awnings.

9663 IMPROVEMENTS OTHER THAN BUILDINGS - Permanent (i.e. non-detachable) improvements that add value to land and are not included in land or buildings (i.e. fences, retaining walls, sprinkler systems, barrier gates). This classification is used by proprietary funds only (Gas, Sanitation, Port, Airport, Garage, Risk Management and Central Services).

NOTE: Projects that qualify as improvements that will not be completed in one fiscal year or that have multiple vendors or multiple partial payments should be charged to account code 9669, Construction In Progress, so that appropriate costs can be accumulated.


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9664 INFRASTRUCTURE - Includes roads, bridges, curbs, gutters, streets, sidewalks, signs, drainage systems, lighting systems, landscaping, parking, sprinkler systems, fences around retention ponds, backstops and similar assets that are immovable. This classification is used by general fund departments only.

NOTE: Enterprise and Internal Service funds should charge items of this nature to either 9663 or 9669 as appropriate. NOTE: Projects that qualify as infrastructure that will not be completed in one fiscal year or that have multiple vendors or multiple partial payments should be charged to account code 9669, Construction In Progress, so that appropriate costs can be accumulated.

9665 MACHINERY AND EQUIPMENT - Purchase of operational and construction equipment.

EXAMPLES: Generators, pumps, graders, dragline, tractors, forklifts, riding lawn mowers, guns, air handlers, all terrain vehicles and four-wheelers.

9666 OFFICE EQUIPMENT - Purchase of office furniture and equipment.

EXAMPLES: Copier machines, computers used as servers, computer software, and security systems.

9667 ROAD EQUIPMENT - Purchase of equipment designed to travel upon streets and highways. Equipment in this category must have a registered tag. Includes cars, trucks, sweepers and marine vehicles.

9668 BOOKS - Includes books and publications, regardless of value, purchased by the library or by the City Attorney for the law library. Also includes all other departments' book purchases exceeding $5,000 unit value and a useful life of more than one year.

9669 CONSTRUCTION IN PROGRESS - To accumulate the cost of projects which will not be completed in one fiscal year or projects completed within a year that will have multiple vendors or multiple partial pays.

9700 DEBT SERVICE

9771 PRINCIPAL - Payment of debt principal.

9772 INTEREST - Interest expense on debt.


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9800 GRANTS AND AIDS

9881 AID TO GOVERNMENT AGENCIES - Includes all grants, subsidies and contributions to other governmental units.

9882 AID TO PRIVATE AGENCIES - Includes all grants, subsidies and contributions to private organizations.

9883 OTHER GRANTS AND AIDS - All other grants and aids.

9900 OTHER

9991 TRANSFERS - Includes all transfers between City funds which do not represent operating expenditures.

9992 ALLOCATED OVERHEAD/(COST RECOVERY) - Reimbursement for services from a fund responsible for particular expenses to a fund that initially paid for them. Therefore, Allocated Overhead/(Cost Recovery) is treated as a decrease in expense, (Cost Recovery), for the departments providing the service and an increase in expense, Allocated Overhead, to the departments receiving the service.

9993 RESERVED – Used only for Budget, no expenditures are charged in this account.

9999 OTHER NON-OPERATING – Includes Citywide insurance and claims expenses in the Insurance Retention Fund.


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GLOSSARY

The Annual Operating and Financial Plan contains specialized and technical terminology that is unique to public finance and budgeting. The following glossary has been included in this document to assist the reader in understanding these terms.

Accountability - The condition, quality, fact or instance of being obliged to reckon or report for actions or outcomes.

Accrual Basis of Accounting - The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows.

Ad Valorem Tax - Real estate and personal property taxes. The tax is assessed on a portion of the value of the property. Local governments set the levy.

ADA - Americans with Disabilities Act.

AFIS - Automated Fingerprint Identification System.

Allocated Overhead/Cost Recovery - Allocated Overhead/Cost Recovery is a reimbursement for services from a fund responsible for particular expenses to a fund that initially paid for them. Therefore, Allocated Overhead/Cost Recovery is treated as a decrease in expense (Cost Recovery) for the departments providing the service and an increase in expense (Allocated Overhead) to the departments receiving the service.

ALS - Advanced Life Support.

Annexation - The incorporation of land into an existing city with a resulting change in the boundaries of that city.

Annual Budget - A budget applicable to a single fiscal year.

A.O. - Administrative Officer.

Appropriation - A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended.

Arbitrage - Borrowing in one market (such as bonds) at one interest rate and investing in another market (such as certificates of deposit) at a higher interest rate. Such activities are highly restricted by the federal government and any excess interest earned in this manner is not tax exempt.

ARFF - Aircraft Rescue Fire Fighting.

Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for levying taxes (i.e., your property value).

Assessments - The value for tax purposes determined by the property appraiser for a given piece of real or personal property.

Asset - Resources owned or held by a government which has monetary value.

Balance Sheet - A statement of financial condition as of a given date.

Balanced Budget - Florida State law requires a “balanced” budget, which is “all-inclusive”. Florida State Statute 166.241 states: The amount available from taxation and other sources, including amounts carried over from prior fiscal years, must equal the total appropriations for expenditures and reserves.

BARC - Bay Area Resource Council.


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GLOSSARY (Continued) Basic Financial Statements - Those external financial statements, including notes thereto, which are necessary for a fair presentation of the financial position, and the results of operations, of an entity in conformity with Generally Accepted Accounting Principles (GAAP).

Biennial - An event occurring every two years. In our case, we introduce new revenues in the Budget or update old ones in the first year of the biennial. Normally, in the second year of the biennial, only normal growth is considered.

Bond - A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds.

Budget - A financial plan appropriating the proposed expenditures for a given period and the means of financing them. The term usually indicates a financial plan for a fiscal year.

Budget Adjustment - A procedure to revise a budget appropriation either by City Council approval through the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments or by City Manager authorization to adjust appropriations within a departmental budget.

Budget Calendar - The schedule of key dates or milestones which the City follows in the preparation, adoption and administration of the budget.

Budget Document - The instrument used by the budget-making authority to present a comprehensive financial program to City Council.

Budget Message - The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period.

Budgetary Control - The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitation of available appropriations and available revenues.

Budgeted Funds - Funds that are planned for certain uses, but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for City Council approval is composed of budgeted funds.

CAD – Computer Aided Dispatch.

CAFR – Comprehensive Annual Financial Report.

Capital Equipment - Capital purchases of major equipment items which are not permanently attached to a public facility. This would include the replacement or addition of major motorized equipment items as well as other major equipment items.

Capital Improvement Budget - A plan of proposed outlays and the means of financing them for the current fiscal period. The Capital Budget is the first year of the Capital Improvement Plan.

Capital Improvement Plan - A five-year capital expenditures plan to meet capital needs arising from departmental goals or mandates. Capital programming contemplates the expenditures and the available resources to finance each projected expenditure.

Capital Outlay - Expenditures which result in the acquisition of, or addition to, general fixed assets, with a value of more than $5,000 and a useful life of more than one (1) year.

Capital Projects - Projects which involve the construction, purchase or renovation of land, buildings, streets or any other physical structure.

Capital Projects Funds - Funds established to account for the acquisition or construction of major capital facilities.

Capitalized Assets – Acquisitions by the City used in operations with a value of $5,000 or more and a useful life of more than one (1) year.


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GLOSSARY (Continued) Cash Basis of Accounting - A basis of accounting under which transactions are recognized only when cash changes hands.

CBT - Computer Based Terminals.

CDBG - Community Development Block Grant.

Central Property – Commonly thought of as railroads, appraised by the Department of Revenue.

CEB - Code Enforcement Board.

Comprehensive Annual Financial Report (CAFR) - Prepared at the close of each fiscal year to show the actual audited condition of the City's funds and serve as the official public record of the City's financial status and activities.

Contingency Account - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for.

Contractual Services - A professional service provided by an outside individual or agency in accordance with contractual specifications.

Cost Allocation - The method used to charge Enterprise Funds for their share of centralized administration costs.

Cost Center - An organizational budget/operating unit within each City division or department, i.e., Recreation is a cost center within the Department of Parks & Recreation.

CRA - Community Redevelopment Agency.

Current Assets - Resources expected to be realized or consumed within the entity’s operating cycle.

Current Liabilities - The sum of all liabilities due at the end of the fiscal year, including short-term debt, current portion of long-term debt, all accounts payable and accrued liabilities.

Current Revenue - Those revenues received within the present fiscal year.

CVSA - Computerized Voice System Analyzer.

DARE - Drug Abuse Resistance Education.

Debt Ratio - Ratios which provide measures of assessing debt load and ability to repay debt which play a part in the determination of credit ratings. They are also used to evaluate the City's debt position over time and against its own standards and policies.

Debt Services - The City's obligation to pay principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule.

Debt Service Funds - Funds established to account for the accumulation of resources for, and the payment of, general long-term principal and interest.

Defeasement - Relieving the City of a particular liability (such as specific bond series) by refunding the liability through an escrow or trust fund. Legally defeased liabilities do not need to be appropriated each year as the trust fund is removed from the control of the City.

Department - The basic organizational unit of government which is functionally unique in its delivery services. Its components are hierarchically arranged.

Depreciation - (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy and obsolescence; (2) that portion of the cost of a capital asset which is charged as an expense during a particular period.


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GLOSSARY (Continued) DER - Department of Environmental Regulations.

Designations - A portion of fund balance earmarked for specific appropriations.

DIB - Downtown Improvement Board.

Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents.

DMA - Designated Marketing Area.

ECUA - Emerald Coast Utilities Authority (formerly known as Escambia County Utilities Authority).

EMS - Emergency Medical Services.

EMT - Emergency Medical Technician.

Encumbrances - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for future expenditures. This is generally accomplished through purchase orders, contracts or requisitions.

Enhancement - An improvement to a programmatic service level.

Enterprise Funds - Funds established to account for operations (1) that are financed and operate in a manner similar to private business enterprises - where the intent of the governing body is that the costs (expenses including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (2) where the governing body has decided that periodic determination of revenues earned, expense incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.

Entitlement - The amount of payment to which a state or local government is entitled as determined by the federal government (e.g., the Director of the Department of Housing and Urban Development) pursuant to an allocation formula contained in applicable statutes.

EPA - Environmental Protection Agency.

EPS - Extra Personnel Services.

ESP - Energy Services of Pensacola

Expendable Trust Funds - Trust Funds whose principal and income may be expended in the course of their designated operations.

Expenditures - Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, and debt service.

Expenses - Decreases in net total assets. Expenses represent charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges.

FAA - Federal Aviation Administration.

FAR - Federal Aviation Regulations.

FDOT - Florida Department of Transportation.


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GLOSSARY (Continued) FEMA - Federal Emergency Management Agency.

FFIRS - Florida Fire Incident Reporting System.

Fiduciary Funds - These funds include the following types of funds: − Internal Service Funds - Account for goods and/or services provided to other funds or departments within the organization.

Internal charges, set to cover costs of the goods or services, provide the revenue for these funds. − Trust Funds - Account for resources where the City acts as a trustee either formally or informally for restricted fund users. Trust

funds may be expendable (and thus subscribe to a modified accrual basis of accounting) for a specific project or service or non-expendable. Non-expendable trusts focus on the ongoing retention of earnings and subscribe to an accrual basis of accounting.

− Agency Funds - Account for resources where the governmental unit acts solely as an agent in collecting and dispersing monies such as federal payroll monies. No fund balance is maintained and no appropriations are necessitated. These funds are accounted for on a modified accrual basis.

Financial Audit - A systematic examination of resource utilization concluding in a written report. It is a test of management's internal accounting controls and is intended to:

− Ascertain whether financial statements fairly present financial position and results of operations; − Test whether transactions have been legally performed; − Identify areas for possible improvements in accounting practices and procedures; − Ascertain whether transactions have been recorded accurately and consistently; and − Ascertain the stewardship of officials responsible for government resources.

Financial Condition - The City's ability to pay all costs of doing business and to provide services at the level and quality that are required for the health, safety, and welfare of the community and that its citizens desire.

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 operation for purposes of external financial reporting. The City of Pensacola’s fiscal year is from October 1 to September 30.

Fixed Assets - Assets of a long-term character which are intended to continue to be held or used: land, buildings, improvements other than buildings, and machinery and equipment.

FLSA - Fair Labor Standards Act.

FRS – Florida Retirement System.

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 Pensacola has granted franchises for electric, gas, cable television, telephone and water & sewer services.

Fringe Benefits - Employee benefits mandated by state and federal law, union contracts, and/or Council policy. The most common forms of fringe benefits are pension plans, health and life insurance, vacation, sick and holiday leave, deferred compensation, disability insurance and educational and incentive pay.

FSS - Family Self-Sufficiency.

FTO - Field Training Officer.


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GLOSSARY (Continued) Full Faith and Credit - A pledge of the general taxing power for the payment of debt obligations.

Function - A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public safety is a function.

Fund - A fiscal and accounting entity with a self balancing set of accounts recording cash and other financial resources (assets), together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.

Fund Accounting - A governmental accounting system which is organized and operated on a fund basis.

Fund Balance - The difference between fund assets and fund liabilities of governmental and similar trust funds. The equivalent terminology within proprietary funds is Retained Earnings. (When the term "Fund Balance" is used in reference to Proprietary Funds, it is normally referring to the estimated budgetary basis amount available for appropriations for budgeting purposes.)

GAAP - Generally Accepted Accounting Principles.

GCA - Pensacola-Escambia Governmental Center Authority.

General Fund - The largest fund within the City, the General Fund accounts for most of the financial resources as well as most of the operating services of the general government.

General Obligation Bonds - Bonds, the payment for which the full faith and credit of the issuing government are pledged.

General Overview - A section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years and possible recommendations of the City Manager.

Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards of/and guidelines for financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting practices at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provides a standard by which to measure financial presentations. Every government should prepare and publish financial statements in conformity with GAAP. The objectives of government GAAP financial reports are different from, and much broader than, the objectives of business GAAP financial reports.

GFOA - Government Finance Officers Association.

GIS - Geographic Information Systems.

Goals - Goals are broad statements determined at the highest level of government of what the City would like to accomplish over an extended length of time.

GOP - Goals, Objectives and Policies.


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GLOSSARY (Continued) Governmental Funds - These funds subscribe to the modified accrual basis of accounting and include the following types of funds:

− General Fund - Major source of revenue for this fund is usually taxes. There are no restrictions as to the purposes in which the revenues in this fund can be used.

− Special Revenue Funds - The resources received by this fund are limited to a broadly defined use such as the Local Option Gas Tax Fund.

− Debt Service Funds - Funds used for paying principal and interest of debt on non-enterprise funds. − Capital Project Funds - Resources from these funds are used for purchase or construction of long-term fixed assets until they are

put in service.

Grants - Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity, or facility.

HAZ-MAT - Hazardous materials.

HIQC - Health Insurance Quality Circle.

HOME - Home Investment Partnerships program.

Homestead Exemption - A deduction from the total taxable assessed value of property occupied by the owner in the State of Florida. Currently, the exemption is $25,000 for all qualified property owners.

HPPB - Historic Pensacola Preservation Board.

HRS - Department of Health & Rehabilitation Services.

HUD - U. S. Department of Housing & Urban Development.

IAFF - International Association of Fire Fighters.

ICS - Incident Command Systems.

Income - A term used in proprietary fund type accounting to represent (1) revenues or (2) the excess of revenues or expenses.

Indirect Expenses - Expenses associated with, but not directly attributable to providing a product or service that assists in the operation. These are usually costs incurred by other departments in the support of operating departments.

Infrastructure - The basic installations and facilities on which the continuance and growth of a community depend. Examples include sewer and water systems, roadways, communication systems and public buildings.

Interfund Transfers - Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended.

Intergovernmental Revenue - Revenue collected by one government and distributed (usually through some predetermined formula) to another level of government(s).

Internal Audit - The process of determining whether management or employees adhere to prescribed policies.

Internal Charges - Various specific charges set to recover the cost of providing goods and/or services to particular funds or departments within the organization.


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GLOSSARY (Continued) Internal Control - The plan of organization and all other coordinated methods and procedures adopted to safeguard assets; to check the operational data; to promote operational efficiency, economy, and effectiveness; and to encourage adherence to prescribed managerial policies that will accomplish the objectives of the organization.

Internal Service Fund - A fund used to account for the financing of goods or services provided by one department or agency to another departments or agencies of a government or to other governments, on a cost-reimbursement basis.

Investment - Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments.

Investment Instrument - The specific type of security which a government purchases and holds.

ISO - Insurance Services Organization.

LAN - Local Area Networks.

LDC - Land Development Code.

Levy - An imposing and collecting of a tax.

Line Item Budget - A budget that lists each expenditure category (salary, training, travel, etc.) separately, along with the dollar amount budgeted for each specified category.

Long-Term Debt - Debt with a maturity of more than one year after the date of issuance.

LOGT - Local Option Gas Tax.

LOST - Local Option Sales Tax.

MCCD – Major Crime Control Division.

MDT - Mobile Data Terminal.

Millage - The tax rate on real property based on $1.00 per $1,000 of assessed property value.

MIS - Management Information Services.

Mission Statement - A broad statement of purpose which is derived from organizational and/or community values and goals.

Modified Accrual Accounting - A basis of accounting utilized by governmental fund types and expendable trust funds that recognizes revenue when they are susceptible to accrual - that is both measurable and available to pay liabilities of the current period - and expenditures when the related liability is incurred. The differences in this basis of accounting as opposed to that applicable to proprietary funds and non-governmental entities relate to the unique environment and accounting measurement objectives of governmental fund types.

MPO - Metropolitan Planning Organization.

MSA - Metropolitan Statistical Area.

Municipal Code - A system of rules which are compiled and arranged by a municipal corporation, i.e. the City, and adopted and used to regulate the conduct of its inhabitants and government.

NADEP - Naval Aviation Depot.


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GLOSSARY (Continued) NAS - Naval Air Station.

NET - Neighborhood Enhancement Team.

Net Current Assets - Difference between current assets and current liabilities.

NFPA - National Fire Protection Association.

Noncapitalized Assets - Inventoried capital type assets that have a unit cost between $1,000 and $4,999 and therefore do not meet the capitalization threshold for Capital Accounts.

Nondepartmental Expenditures - Those uses of funds which are not directly related to a department.

Nonoperating Expenses - Fund expenses which are not directly related to the fund's primary service activities.

NPDES - National Pollutant Discharge Elimination System.

O & M - Operating & Maintenance.

Object Code - An account to which an expense or expenditure is recorded in order to accumulate and categorize the various types of payments that are made by government. These are normally grouped into Personal Services, Operating, Capital, and other categories for budgetary analysis and financial reporting. Certain object codes are maintained by the State of Florida Uniform Accounting System.

Objective - A simply stated, readily measurable statement of aim or expected accomplishment within the fiscal year. A good statement of objective should imply a specific standard of performance for a given program.

Obligations - Amounts which a government may be required legally to meet out of its resources. They include not only actual liabilities, but also unliquidated encumbrances.

One-Time Revenue - One that cannot reasonably be expected to continue, such as a single-purpose federal grant, an interfund transfer, or use of a reserve. Continual use of one-time revenues to balance the annual budget can indicate that the revenue base is not strong enough to support current service levels.

Operating Budget - Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the summary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets are usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government.

Operating Expenses - Fund expenses which are directly related to the fund's primary service activities.

Operating and Financial Plan - A budgetary plan developed as a tool for planning, management, and control. As a planning tool it is used to establish programmatic and financial goals and objectives. As a management tool, the plan is used to direct organizational units toward established objectives for service delivery. Finally, as a control tool - the traditional use of budgeting - the plan is used for financial accountability.

Ordinance - A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies.

Organization - A responsibility area within a department of the City.

O.S. - Operation Supervisor.


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GLOSSARY (Continued) OSHA - Occupational Safety and Health Administration.

Outside Agencies - Private not-for-profit agencies who provide community services which supplement and support City programs and for which City dollars are made available.

Overlapping Debt - The net direct bonded debt of another jurisdiction that is issued against a tax base within part or all of the boundaries of the community.

PC - Personal Computer.

PECCC - Pensacola-Escambia Clean Community Commission.

PEDC - Pensacola-Escambia Development Commission.

Pension Trust Funds - Trust Funds used to account for public employee retirement systems. Pension Trust Funds are accounted for in essentially the same manner as proprietary funds, but with an important expanded emphasis on required fund balance reserves.

Performance Budget - A budget that focuses upon departmental goals and objectives rather than line items, programs or funds. Workload and unit cost data are collected in order to assess the effectiveness and efficiency of services.

Performance Measures - Specific quantitative or qualitative measures of work performed within an activity or program (e.g., total miles of streets cleaned). Also, a specific quantitative measure of results obtained through a program or activity (e.g., reduced incidence of vandalism due to new street lighting program).

Personal Property - Livestock, commercial equipment and furnishings, attachments to mobile homes, railroad cars and similar possessions that are taxable under State law.

Personal Services - General category that includes salaries and wages, pensions, health insurance, and other fringe benefits.

PO - Purchase Order.

Pooled Investments (Sweep Investments) - Liquid assets of various funds and sub funds pooled together and invested to get the maximum investment earnings potential. Earnings go to each of the funds contributing to the pool on an approved basis.

Program Budget - A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class.

Program Plan - Collection of individual program service levels to accomplish the given objectives of a department or a division.

Project - A plan of work, job, assignment, or task.

Property Appraiser - Elected county official responsible for setting property valuations for tax purposes and preparing the annual tax roll.

Property Tax Levy - The tax levy combining the general operating levy and the debt service levy imposed by the City.

Proposed Budget - The financial and operating document submitted to the City Council for consideration by the City Manager.

Proposed Millage - The tax rate certified to a property appraiser by each taxing agency within a county. Proposed millage must be sent to an appraiser within 35 days after a county’s tax roll is certified by the State Department of Revenue and is listed on notices sent to property owners. No taxing agency may approve a levy that is larger than originally proposed.


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GLOSSARY (Continued) Proprietary Funds - These funds subscribe to an accrual basis of accounting and include the following types of funds:

− Enterprise Funds - Account for distinct, self-sustaining activities that derive the major portion of their revenue from user fees. − Internal Service Funds - Account for goods and/or services provided to other funds or departments within the organization.

Examples include the Central Services, Central Garage and Insurance Retention Funds.

PSA - Pensacola Sports Association.

PSAP - Public Safety Answering Point.

Public Service Tax - A tax levied by cities on the consumers of various utilities such as electricity, gas and water.

Purchase Order - A document issued to authorize a vendor or vendors to deliver specified merchandise or render a specified service for a stated estimate price. Outstanding purchase orders are called encumbrances.

Real Property - Land and the buildings and other structures attached to it that are taxable under State law.

Recurring Expenses - Expenses that continue from year to year, where a similar amount can be expected annually. Examples include personnel expenses and charges for utilities. Non-recurring expenses are those that exist for a limited period or whose amounts vary considerably from one year to the next. Examples of non-recurring expenses include one-time expenses for special projects.

Recurring Revenue - Revenue sources that continue from year to year, where a similar amount can be expected annually. Examples of recurring revenues include property taxes, utility taxes, and license fees. Non-recurring revenues are those that exist for a limited period or whose amounts vary considerably from one year to the next. Examples of non-recurring revenue include proceeds from grants and the sale of assets.

Reserve - An account used to indicate that a portion of a fund's assets are legally restricted for a specific purpose and is, therefore, not available for general appropriation.

Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute.

Responsibility - The condition, quality, fact or instance of being answerable and obligated as the cause, agent, or source of something.

Restricted Revenue - Legally earmarked for a specific use, as may be required by state law, bond covenants, or grant requirements. For example, many states require that gas tax revenue be used only for street maintenance or street construction.

Retained Earnings - An equity account reflecting the accumulated earnings of an Enterprise or Internal Service Fund.

Revenue - Monies received or anticipated by a local government from either tax or non-tax sources.

Revenue Bonds - Bonds usually sold for constructing a project that will produce revenue for the government. That revenue is pledged to pay the principal and interest of the bond.

Revenue Estimates - A formal estimate of how much revenue will be earned from a specific revenue source for some future period; typically, a future fiscal year.

Revenue Sharing - State money allocated to local governments.

Revenue Shortfalls - Negative differences between revenue estimates and revenues actually received during the fiscal year.

RFP - Request for Proposal.


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GLOSSARY (Continued) Risk Management - An organized attempt to protect a government's assets against accidental loss in the most economical method.

Rolled-Back Rate - The millage rate that, when multiplied by the tax roll, would yield the same amount of revenue for the taxing authority as was yielded by the millage rate levied in the previous year. Normally, as the tax roll rises by virtue of reassessment, the rolled-back rate will be slightly lower than the previous year’s millage levy. This reduced rate multiplied by the value of the new construction/annexations added to the roll during the year provides the only source of additional tax revenue if the rolled-back rate is levied.

RP - Request for Payment.

Service Level - Service(s) or product(s) which comprise actual or expected output of a given program. Focus is on results, not measures of workload.

SHIP - State Housing Initiatives Partnership. (A first time homebuyers program.)

SIDA - Security Identification Display Area.

Sources - Total revenues and transfers from other funds that increases net current assets.

Special Revenue Funds - Funds used to account for revenues derived from specific external sources to be used for specific restricted types of activities.

SRO - School Resource Officer.

State ROW Maintenance Program - A Right-of-Way Maintenance Program approved by the City Council, funded by Local Option Gas Tax, and involves cleaning the right-of-ways of thirty-six (36) City streets, litter control and edging on these roadways.

TAC - Tactical Unit.

Tax Base - The total property valuations on which each taxing agency levies its tax rates.

Tax Increment Financing - Financing secured by the anticipated incremental increase in tax revenues, resulting from the redevelopment of an area.

Tax Roll - The certification of assessed/taxable values prepared by the Property Appraiser and presented to the taxing authority by July 1 (or later if an extension is granted by the State of Florida) of each year.

Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges.

TBRA - Tenant-Based Rental Assistance.

Tentative Millage - The tax rate adopted at the first public budget hearing of a taxing agency. Under State law, the agency may reduce, but not increase, the tentative millage during the second public budget hearing.

TFFDSF - Tax & Franchise Fee Debt Service Fund.

TIF - Tax Increment Financing.

TRACON - Terminal Radar Approach Control.


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GLOSSARY (Continued) Transfers - Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended. For instance, transfers from the General Fund to a Special Revenue or Capital Projects Fund, operating subsidy transfers from the General Fund to an Enterprise Fund and transfers from an Enterprise Fund other than payments in lieu of taxes to finance General Fund expenditures.

TRIM - Truth In Millage.

Trust Funds - Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments, and/or other funds.

Truth In Millage Law - Also called the TRIM Bill. A 1980 law that changed the budget process for local taxing agencies, designed to keep the public informed about the taxing intentions of the agencies.

UL - United Laboratories.

Unappropriated - Not designated for a specific use.

Unfunded Liability - A liability that has been incurred during the current or a prior year, that does not have to be paid until a future year, and for which reserves have not been set aside. It is similar to long-term debt in that it represents a legal commitment to pay at some time in the future.

Uniform Accounting System - The chart of accounts prescribed by the Office of the State Comptroller designed to standardize financial information to facilitate comparison and evaluation of reports.

USDOT - United States Department of Transportation.

User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service.

Uses - Total expenditures and transfers to other funds that decreases net financial resources.

WMD - Weapons of Mass Destruction.

1698 – Spaniards Settlement of Pensacola 1821 – First City Government under General Andrew Jackson, united States Army

1895 – Aldermanic Government Formation 1912 – Commission Government Formation

1931 – Institution of Council-Manager Government

Full page photo print - City of Pensacola

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