The City of Tallahassee (2024)

Table of Contents
FY19 Approved Budget Table of Contents 0.1 Read the full Budget Message 1.0 ORGANIZATIONAL OVERVIEW City Commission Priorities City Manager Priorities* Leon County Population, 1930-2045 2.0 FINANCIAL POLICIES 2.1 FY19 Budget Calendar Upcoming Dates Public Input Budget Review and Adoption Budget Structure Budget Amendments Budget Basis General Fund Fire Services Fund Gas Fund Internal Service Funds Electric Fund Water Fund Cemetery Perpetual Care Fund Sewer Fund Stormwater Fund Aviation Fund Solid Waste State of Florida Requirements Internal Policies Other Provisions 3.0 OPERATING BUDGET OVERVIEW FY19 Position Summary Administration and Professional Services Auditing Aviation City Attorney City Commission/Office of the Mayor Communications Community Beautification and Waste Management Community Housing and Human Services Community Relations Customer Services Electric Utility Emergency Preparedness and Facilities Security Environmental Services and Facilities Management Ethics Office Executive Services Fire Fleet Management Growth Management Human Resources and Workforce Development Office of Economic Vitality Parks, Recreation and Neighborhood Affairs PLACE (Planning, Land Management and Community Development) Police Real Estate Management StarMetro Technology and Innovations Treasurer-Clerk Underground Utilities and Public Infrastructure Animal Services Center Aviation Community Beautification and Waste Management Electric Utility Fire Growth Management Office of Economic Vitality Police StarMetro 4.0 CAPITAL BUDGET OVERVIEW 4.1 Capital Budget Process Aviation Communications Community Beautification & Waste Management Community Housing & Human Services Customer Services Electric Utility Environmental Services and Facilities Management Fire Fleet Management Parks, Recreation & Neighborhood Affairs Planning, Land Management, & Community Enhancement (PLACE) Police Technology & Innovations StarMetro Underground Utilities & Public Infrastructure Treasurer-Clerk 5.0 FINANCIAL SCHEDULES 6.0 APPENDIX Contributing Staff 6.1 Definitions 6.2 Commonly Used Abbreviations 6.3 Resolutions References

FY19 Approved Budget

The City of Tallahassee (1)

TABLE OF CONTENTS |ORGANIZATIONAL OVERVIEW |FINANCIAL POLICIES |OPERATING BUDGET |CAPITAL BUDGET |FINANCIAL SCHEDULES |APPENDIX


Table of Contents

    • 0.1 Budget Message
  • 1.0 Organizational Overview
    • 1.1 Organizational Chart
    • 1.2
    • 1.3 Employment by Sector within Tallahassee
    • 1.4 Population
    • 1.5 Interesting Tallahassee Facts
    • 1.6 Millage Rate
    • 1.7 Municipal Cost Comparison
  • 2.0 Financial Policies
    • 2.1 FY19 Budget Calendar
    • 2.2 FY19 Budget Process
    • 2.3 Finance Policy Summary
    • 2.4 Budget Statutes and Guidelines
  • 3.0 Operating Budget Overview
    • 3.1 Position Summary
    • 3.2 City Departments
    • 3.3 FY19 Goals and Performance
    • 3.4 FY19 Funding for Outside Agencies
  • 4.0 Capital Budget Overview
    • 4.1 Capital Budget Process
    • 4.2 FY19 Department Capital Projects and Descriptions
    • 4.3 Five Year Capital Improvement Plan Budget
    • 4.4 Schedule of Debt Service
    • 4.5 FY19 Debt Policy Analysis
    • 4.6 Capital Funding Source Descriptions
    • 4.7 Browse FY19 Capital Projects in OpenGov
  • 5.0 Financial Schedules
    • 5.1 FY19 Schedule of All Fund Balances
    • 5.2 FY19 Summary of Revenue and Expenditures by Fund
    • 5.3 FY19 Schedule of Fund Structure
    • 5.4 Five Year Fund Proformas
    • 5.5 View the Entire FY19 Approved Budget in OpenGov
  • 6.0 Appendix
    • 6.1 Definitions
    • 6.2 Commonly Used Abbreviations
    • 6.3 Resolutions

"The City of Tallahassee is a robust organization and a place City employees are proud to call home. With a focus on the value and quality of the services we deliver and the long-term fiscal health of the community, we are committed to providing a high level of customer service in all areas, while also looking at ways to control costs and increase efficiency."

-City Manager, Reese Goad

0.1 Read the full Budget Message

Mayor and City Commissioners,

It is my honor and privilege to submit the budget for Fiscal Year 2019. As your City Manager, I hope that you and the community agree that this budget provides the resources to affect positive change in Tallahassee while remaining fiscally responsible.

Working with department directors, the budget staff and I have developed a balanced City budget to meet the needs of our growing community. The budget is the most important thing that the City Commission considers each year; it serves as the plan that defines the level of services that we provide our community. As such, my goal in the development of the FY19 budget was to ensure that we did not lose sight of the impact that our City government has on the lives of the residents we serve. The proposed budget focuses on your and our residents’ highest priorities, including public safety, economic development, the expansion of housing options and infrastructure improvements such as roads and sidewalks, all of which culminate into an exceptional quality of life.

Our efforts to enhance public safety are paying off; crime is at a five-year low. Through its commitment to the Community Oriented Policing and Problem Solving (COPPS) philosophy, the Tallahassee Police Department (TPD) has, and continues to, strengthen relationships with citizens, businesses and civic groups to help address issues. Programs like TEMPO are helping to connect disconnected youth with essential services, vocational education opportunities, workforce training and, ultimately, job placement, detouring the potential for crime. As TPD works to enhance its presence in the community and modernize its services, the development of the new Public Safety Campus will provide a unified, functional headquarters, while also creating community amenities.

Back-to-back hurricanes in Tallahassee have highlighted the importance of whole community preparedness. From offering the Neighborhood PREP toolkit for residents to creating an internal supplemental staffing program to strengthen our hurricane response abilities, the City is actively preparing both the community and the organization. In that vein, a Chief Resiliency Officer was hired to review where we currently are and develop plans to ensure Tallahassee is equipped for any type of disaster in the future.

The greater Tallahassee area has the fastest growing economy per capita in Florida according to the latest data from the U.S. Department of Commerce. Our area is experiencing a rate of growth twice that of the state and nearly three times that of the country. Signs of progress can be seen all over town. Private development, a driving force strengthening and diversifying our local economy, is thriving in our city and signals a positive outlook for the next couple of years. Scattered throughout Tallahassee, there are hundreds of development projects in various phases, many of which will increase housing options for residents. Balancing development with neighborhood preservation and the implementation of an Urban Forest Master Plan will continue to be a priority.

One contributing factor to a thriving economy is infrastructure planning. There is a current $314.3 million five-year plan for investing in public infrastructure. This year, the City will repair five times more lane miles of road than in 2015, and a total of 15,000 sidewalk trip hazards have been removed since January 2017.

While efforts to enhance public safety, economic vitality and investments in infrastructure have direct and positive effects on the quality of life enjoyed by residents, we aren’t stopping there. This year, the City Commission approved construction of two new parks with operations beginning in FY19, and plans are underway for a new, second senior center in the five-year capital plan. These added amenities will complement the eight multi-purpose community centers, teen center, senior services center, three specialty complexes (an arts and crafts center, a comprehensive gymnastics facility and a historic Tallahassee home now preserved as a meeting/reception facility), 29 playgrounds, 86 athletic fields, and 55 tennis courts currently maintained by the City. We also operate 11 municipal aquatic facilities at seven locations and an interactive water fountain, and our park system features 70 miles of trails, four dog parks, a skate park, two disc-golf courses and a Miracle League Baseball field for residents with various ranges of abilities. As our City grows, we are ensuring ample access for all to recreational opportunities.

Important Features of the Budget

Long-term investment to support efficient service delivery and economic development is a priority for this budget. Tallahassee was recently named in the Top 100 Best Places to Live per Livability.com’s 2018 rankings, which cited factors such as our high-ranking educational sector and the many neighborhood and affordable housing options. We agree that Tallahassee is a great place to live and want it to continue as such for many generations to come, which is why resilient utilities, modern roads and transportation, innovative technology and long-term plans to sustain this infrastructure are key components of the FY19 budget.

Currently, the estimated Capital budget for FY19 totals $161.8 million, maintaining sound investment in infrastructure. This request includes a total investment of $19.1 million for public infrastructure projects, $13.2 million for new technology, $12.5 million at the Airport, and $83.4 million in the city’s six utilities. To ensure capital projects meet community needs and are fiscally responsible, planning and reviewing is a year-round process as phases of each project are completed.

The General Fund budget for FY19 is estimated at $158.8 million, and the total FY19 City operating budget is $727.3 million. This is a budget invests in public safety, roads, sidewalks, new parks and human services. For FY19, the budget for the general fund includes $60.4 million for the Tallahassee Police Department, an additional $6.5 million for road maintenance, $24.6 million for parks and recreation, including the two new parks, and $7 million for human services. Funding is also included for transfers to the Consolidated Dispatch Agency. Other highlights include:

Revenue

  • The Ad Valorem tax rate is proposed to remain at 4.1 mils with a significant portion generated from new developments. New construction assessed value is three times the percentage rate of growth as compared to increased assessed values on existing properties. As such, the revenue generated will benefit police, parks, roads, and human services to support our growing community.
  • User fee and rate studies have been established for the next three years and support infrastructure improvements across the community.

Five Year Planning

  • The Municipal Cost Comparison (MCC) shows that the City of Tallahassee, when compared to its peers, provides the full range of services at a lower cost to residential and commercial customers than 10 out of 11 cities of similar size and offering similar services within the state of Florida.
  • Reserves, Debt Service and AA+ Bond Ratings meet policy requirements, are constantly evaluated, and have been confirmed to be viable for the long term.

Workforce

  • The City workforce will remain steady at 2,851.50 positions.
  • The City is proud to offer a living wage base of $12 an hour, as established in FY18. Additionally, collective bargaining unit agreements and efficiencies in staffing are reflected in compensation.
  • Pension and health care are balanced in each fund using estimates until final rates are made available in August.

The City of Tallahassee is a robust organization and a place City employees are proud to call home. With a focus on the value and quality of the services we deliver and the long-term fiscal health of the community, we are committed to providing a high level of customer service in all areas, while also looking at ways to control costs and increase efficiency. Thanks to your leadership, responsible management, and an efficient use of resources, we will continue this success.

Sincerely,
The City of Tallahassee (2)
Reese Goad
City Manager

1.0 ORGANIZATIONAL OVERVIEW

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The City is and will continue to be committed to a transparent budget process. The budget has been developed through a multi-stage process that factors in the Municipal Cost Comparisons, City Commission priorities and input, public involvement, and the status of the FY18 budget. Through the leadership of the City Commission, the budget process has been developed incorporating the Commission’s priorities of public safety, public infrastructure, economic development and quality of life.

The Commission directed staff to continue to focus on efforts that will enhance public safety, which continues to be the highest community priority. As part of the re-organization to improve service quality and create efficiencies in service delivery, the City eliminated 45 positions citywide in FY17. Over a four-year period, 54 public safety positions have been added through grant and City funding. These changes were made to shift resources to priority needs, such as public safety, and position the City to improve service delivery through efficiencies. As service needs are reviewed going forward, each issue will be scrutinized to develop options that could include position reclassification, re-purposing vacancies or using contractual services in lieu of expanding the workforce, with determinations based on the impacts to quality of service and efficient use of resources. The FY19 budget continues the City’s commitment to keeping the size of the workforce level at 2,851.5 FTEs.

After a series of budget workshops, updates, agendas and public hearings, the City Commissioners adopted the fiscal year 2019 budget on September 26, 2018. The final operating budget totals $727.2 million, of which $153.8 million is in the general fund. The capital budget for FY19 totals $161.8 million. In accordance with Florida Statute 200.065 the Commission voted unanimously not to increase the millage rate for FY19, leaving it at its current level of 4.1 mills, as well as the millage rate for the Downtown Improvement Authority at 1.000 mills.

1.1 Organizational Chart

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Download the Organizational Chart

1.2 Mission & Priorities

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The City of Tallahassee, through workshops, surveys, commission retreats and more, has developed the following vision, mission, critical success factors, values and priorities. These are used as the basis for the performance measurement process that each department has implemented. Over the coming year, the measures will be reviewed and evaluated to ensure they are aligned with the City of Tallahassee’s vision, mission, critical success factors, values and priorities.

Vision
Tallahassee, Florida, a city which remembers its past while focusing on the future – a vibrant capital city: fostering a strong sense of community, cherishing our beautiful, natural environment, and ensuring economic opportunities for all our citizens.

Mission
The mission of the city of Tallahassee is to provide excellent services and facilities to support a high quality of life for our community.

Critical Success Factors

  • Maintain financial stability and improve economic viability
  • Provide quality services responsive to customers
  • Enhance community and neighborhood vitality

Organizational Values

  • Customer Service is our Business
  • Demonstrate Leadership & Personal Responsibility
  • Promote & Support Employee Excellence
  • Practice Teamwork

City Commission Priorities

Tallahassee is in a great period of innovation and growth, and by responding to the expressed needs of the community, City government is leading the way. With a focus on keeping momentum moving forward, City Commissioners identified key priorities. These priorities will help to address issues and shape the future of our beautiful, thriving community.

Public Safety
Strengthening public safety efforts continues to be a priority. Demonstrating progress over the past year, there has been a 13.77 percent reduction in overall crime in our community when compared to the same timeframe in 2016, based on crime reported to both the Tallahassee Police Department (TPD) and the Leon County Sheriff’s Office through November 2017. During the coming year, public safety efforts will continue, which includes the expansion of neighborhood-level initiatives, support of the TEMPO program and strengthening partnerships.

The development of a Public Safety Campus were at the forefront of discussions over this year. The future facility, which will replace the current TPD headquarters, seeks to expand the concept of a traditional police station by also incorporating a variety of publicly available features to serve residents, such as basketball courts and meeting rooms. The City aimed to identify and secure land, as well as begin the design process, for the facility in 2018 and was able to achieve that goal.

Economic Development
Recent data show that Tallahassee has the fastest growing economy per capita in the state. Efforts to support and continue this positive trend will continue in 2019. Specifically, continued investment in infrastructure will support the 95 current development projects and lay the groundwork for future projects. The Commission requested more information in order to evaluate the economic development potential related to the airport and to consider the airport governance structure. Workforce training will also be key as the City works to ensure economic prosperity benefits are inclusive and representative.

Infrastructure Planning
Infrastructure investment will continue in 2019. During the budget process, the Commission approved $6.5 million for transportation infrastructure. There will be a continued focus on maintenance and repair of City facilities, such as roadways, sidewalks and utilities.

Quality of Life
Tallahassee is known for offering a high quality of life for residents. To meet the needs of a changing and growing community, a focus will be placed on key areas, such as affordable housing, senior services and pedestrian mobility and safety. As a Tree City USA, Tallahassee’s canopy is an iconic element of the community, and the urban forestry master plan currently under development will continue to safeguard this beloved feature, especially along community gateways. Community engagement and public information will continue to be vital to ensure our quality of life reflect residents’ needs.

Under the leadership of the City Commission, the health and growth ofTallahassee is shining bright. View mid-year update on these priority areas.

City Manager Priorities*

Public Safety
Our efforts to enhance public safety are paying off; crime is at a five-year low. Through its commitment to the Community Oriented Policing and Problem Solving (COPPS) philosophy, the Tallahassee Police Department (TPD) has, and continues to, strengthen relationships with citizens, businesses and civic groups to help address issues. Programs like TEMPO are helping to connect disconnected youth with essential services, vocational education opportunities, workforce training and, ultimately, job placement, detouring the potential for crime. As TPD works to enhance its presence in the community and modernize its services, the development of the new Public Safety Campus will provide a unified, functional headquarters, while also creating community amenities.

Community Preparedness
Back-to-back hurricanes in Tallahassee have highlighted the importance of whole community preparedness. From offering the Neighborhood PREP toolkit for residents to creating an internal supplemental staffing program to strengthen our hurricane response abilities, the City is actively preparing both the community and the organization. In that vein, a Chief Resiliency Officer was hired to review where we currently are and develop plans to ensure Tallahassee is equipped for any type of disaster in the future.

Economic Development
The greater Tallahassee area has the fastest growing economy per capita in Florida according to the latest data from the U.S. Department of Commerce. Our area is experiencing a rate of growth twice that of the state and nearly three times that of the country. Signs of progress can be seen all over town. Private development, a driving force strengthening and diversifying our local economy, is thriving in our city and signals a positive outlook for the next couple of years. Scattered throughout Tallahassee, there are hundreds of development projects in various phases, many of which will increase housing options for residents. Balancing development with neighborhood preservation and the implementation of an Urban Forest Master Plan will continue to be a priority.

Infrastructure Improvements
One contributing factor to a thriving economy is infrastructure planning. There is a current $314.3 million five-year plan for investing in public infrastructure. This year, the City will repair five times more lane miles of road than in 2015, and a total of 15,000 sidewalk trip hazards have been removed since January 2017.

While efforts to enhance public safety, economic vitality and investments in infrastructure have direct and positive effects on the quality of life enjoyed by residents, we aren’t stopping there. This year, the City Commission approved construction of two new parks with operations beginning in FY19, and plans are underway for a new, second senior center in the five-year capital plan. These added amenities will complement the eight multi-purpose community centers, teen center, senior services center, three specialty complexes (an arts and crafts center, a comprehensive gymnastics facility and a historic Tallahassee home now preserved as a meeting/reception facility), 29 playgrounds, 86 athletic fields, and 55 tennis courts currently maintained by the City. We also operate 11 municipal aquatic facilities at seven locations and an interactive water fountain, and our park system features 70 miles of trails, four dog parks, a skate park, two disc-golf courses and a Miracle League Baseball field for residents with various ranges of abilities. As our City grows, we are ensuring ample access for all to recreational opportunities.

*The City Manager priorities were based on information presented in agenda item materials that were prepared on his behalf during the development of the FY19 budget.


1.3 Employment by Sector within Tallahassee

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The City of Tallahassee (4)

Source: U.S. Department of Labor, Bureau of Labor Statistics, Current Employment Statistics Program. Prepared by: Florida Department of Economic Opportunity, Bureau of Labor market Statistics

1.4 Population

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Based on this historical annual data the population of Tallahassee in 2018 is forecasted to be 192,381.

Year City of Tallahassee Unincorporated Leon County Leon County
1930 10,700 12,776 23,476
1940 16,240 15,406 31,646
1950 27,237 24,353 51,590
1960 48,174 26,051 74,225
1970 71,897 31,150 103,047
1980 81,548 67,107 148,655
1990 124,773 67,720 192,493
2000 150,624 88,828 239,452
2010 181,736 94,111 275,487
2018 192,381 99,951 292,332

Based on this historical annual data the population of Tallahassee in 2045 is forecasted to be 234,000.

Year City of Tallahassee Unincorporated Leon County Leon County
2020 196,500 100,100 296,600
2025 207,000 102,900 309,900
2030 215,700 105,200 320,900
2035 222,900 107,100 330,000
2040 228,600 108,700 337,300
2045 234,000 110,100 344,100

Leon County Population, 1930-2045

The City of Tallahassee (5)

Sources: University of Florida, Bureau of Economic and Business Research (2020-2045 Leon County projections); Tallahassee-Leon County Office of Economic Vitality (City of Tallahassee and Unincorporated Leon County 2020-2045) projections assuming continued annexations and share of population growth captured by the City between 2000 and 2018 will continue throughout the projected time horizon).

1.5 Interesting Tallahassee Facts

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Tallahassee’s city limits contains of over 95 square miles of land and over two square miles of water. Tallahassee is also home to the third tallest capital building located in the United States and is also home to the National High Magnetic Field Laboratory located at Florida State University (FSU), which is the world’s largest magnet laboratory and also the highest powered. The equipment in the laboratory is capable of generating a magnetic field that is one million times stronger than the magnetic field of the earth.

The City of Tallahassee (6)

FAMU: Located in Tallahassee, Florida Agricultural and Mechanical University (FAMU) was founded October 3, 1887 as the state’s teachers college for African-American students. It began classes with 15 students, and two instructors. Florida A&M University is still the only historically black university in Florida's university system.

The City of Tallahassee (7)

City Awards: In 1992, the National Arbor Tree Foundation awarded Tallahassee the tile of “Tree City USA” and in 1999, the National Civic League awarded Tallahassee the “All American City Award” and in 2012 the City’s utility system was awarded as the “#1 Public Utility in America” by the national Public Power Association.

The City of Tallahassee (8)

City Solar Farm: In December 2017, a 20-MW solar farm located at the Tallahassee International Airport was connected to the city’s power grid and incorporated into the City owned electric grid. The 234,000-panel solar farm is spread out over 120 acres of city property that produces 37 million kWh of clean energy, enough to light 3,400 homes. This farm reduces the city’s carbon dioxide (CO2) emissions by approximately 18,000 tons per year.

1.6 Millage Rate

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WHAT IS A MILLAGE RATE?
The millage rate (also known as property tax) is the amount per $1,000 used to calculate taxes on property. Millage rates are most often found in personal property taxes, where the expressed millage rate is multiplied by the total taxable value of the property to arrive at the property taxes due.

The Ad Valorem Millage for FY18 for the City of Tallahassee remained at 4.1000 Mills. It was also set at 1.0000 Mills for the Downtown Improvement Authority (DIA). In comparison to other comparable cities such as Fort Lauderdale, Gainesville, Lakeland and West Palm Beach; Tallahassee has the lowest millage rate.

The City of Tallahassee (9)

1.7 Municipal Cost Comparison

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When compared to eleven other Florida cities Tallahasseans pay less than average for municipal services. Strong leadership from our City Commission combined with dedicated, customer focused City employees provides for quality services delivered at a reasonable cost.

The Municipal Cost Comparison below shows the cost of service and the financial impact of municipal services to citizens. This Comparison tabulates the full slate of public services a typical household would pay each year and assists in the development of the budget. The FY2018 ranking helped leadership set rates for FY19. The comprehensive comparison includes seven categories representing Property Taxes, Utilities (Water, Sewer, Electric), Solid Waste, Storm Water, and Fire Service. It is based on the average home value by city, average utility usage, and the annual cost of storm water and fire fees.

The City of Tallahassee (10)

Overall, the comparison shows that the cost of the services is the second lowest in the State. This is good news for us as service providers and for everyone living in Tallahassee. Even with the second largest area to serve and second largest population, the City of Tallahassee has the second-lowest total municipal cost to its citizens, averaging $3,013 per year!

Cost Comparisons with other Cities FY19

2.0 FINANCIAL POLICIES

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2.1 FY19 Budget Calendar

October 1, 2017

FY18 Begins

December 6, 2017

FY17 Budgetary Closeout

February 28, 2018

First Quarter Budget Update

April 11, 2018

Budget Plan Workshop

May 9, 2018

Second Quarter Budget Update

June 1, 2018

Preliminary Estimate of Taxable Values

June 6, 2018

Budget Plan Workshop and Setting of Tentative Millage Rate

July 11, 2018

Third Quarter Budget Update

September 12, 2018

First Public Hearing on Millage Rate and Budget

September 22, 2018

Budget Notice Published

September 26, 2018

Final Public Hearing on Millage Rate and Budget

October 1, 2018

FY19 Begins

December 5, 2018

FY18 Budget Closeout Agenda

Upcoming Dates

January 16, 2019

FY19 City Commission Retreat

February 20, 2019

First Quarter Budget Update Workshop

February 20, 2019

FY20 Capital Budget Priorities Workshop

May 15, 2019

FY19 Second Quarter Budget Update Agenda Item

July 10, 2019

FY19 Third Quarter Budget Update Workshop

July 10, 2019

FY20 Budget Plan and tentative millage rate Workshop

September 11, 2019

FY20 Tentative Budget Public Hearing and approval

September 25, 2019

FY20 Final Budget Public Hearing and approval

2.2 Fiscal Year 2019 Budget Process

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The budget process is a formalized occurrence that involves collaboration and coordination among the respective city departments, Resource Management, the City Manager, the Executive Team, the City Commission, and the citizens of Tallahassee. The process results in annual operating and capital budgets and a five-year financial and capital improvement plan for the General Fund and Enterprise Funds.

View Full FY19 Budget Process Document

Public Input

The public is encouraged to provide input anytime of the year through various means, such as City Commission meetings, City Commission budget workshops and resident surveys. Two statutorily required public hearings on the budget are also held in September each year to solicit public input. In all, eight public meetings and workshops were held to discuss the FY19 budget. Building upon the goal of increased transparency, the city continues to refine the OpenGov platform to allow citizens to review not only budget information down to the account level, but also actual expenditures throughout the year.

Budget Review and Adoption

Departments are responsible for developing their respective budget requests with support from Resource Management.Throughout the year, City Commission budget workshops are held to discuss policy issues and long-term ramifications of budgetary decisions. The City Commission adopts a tentative millage rate for the assessment of ad valorem taxes in early July as required by state statutes. The final budget and the millage rate are adopted by resolution during the month of September, following two statutorily required public hearings.

Budget Structure

The City’s budget is appropriated at the fund level. Revenues are budgeted at the fund level only, while Department expense budgets are contained within one or more cost centers. There are currently nearly two hundred cost centers across all departments.

Budget Amendments

Budgetary control is maintained at the department level, with Resource Management providing support to departments in the administration of their budgets. In accordance with the city’s budget transfer policy, departmental budgets can be amended in various ways depending on the type of transfer being considered.

Any budgetary amendment that is within the department’s appropriated budget and within the same fund can be authorized by the City Manager. Transfers between departments that cross funds or increase appropriations are made at the request of the City Manager and must be approved by the City Commission.

Budgetary amendments between divisions and within the same fund within a department may be initiated at the discretion of the department head except for transfers affecting personnel services, allocated accounts, accounts for insurance, bad debt, taxes or grants, articles for resale, fuel accounts, debt service, or interfund transfers. Requests for amendments to the line item exceptions are reviewed by Financial Management and approved by the City Manager or respective appointed official for transfers affecting the offices of the City Attorney, City Auditor, or City Treasurer-Clerk.

Since the implementation of the PeopleSoft financial system, budgetary control has moved from the line item level to major budget category. With the exception of the line items identified above, departments may over-expend line items provided there are available balances in the respective major budget category.

Budget Basis

Currently, the budgets for general government operations (General, StarMetro and Golf Course Funds) are prepared on a modified accrual basis. This means that obligations of the city (i.e., outstanding purchase orders) are accounted for as expenditures, but revenues are recognized only when they are measurable and available. At year end, open encumbrances are reported as reservations of fund balance. The operating budget does not include expenses for depreciation.

The budgets for the city’s utilities (Electric and Underground) and other enterprise operations (Aviation, Building Inspection, Solid Waste, Fire, and Cemeteries) are budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made (e.g., through a purchase order) but revenues are also recognized when they are obligated to the city (i.e., water user fees are recognized as revenue when bills are produced).

Budget and accounting procedures are subject to modifications to comply with generally accepted accounting principles (GAAP) as well as the standards of the Governmental Accounting Standards Board (GASB).

2.3 Finance Policy Summary

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The City regulates the planning, management, and financing of general government and enterprise operations through established policy standards. These policies define the appropriate use of year-end surpluses, transfers to general government operations, and establish operating reserves for select funds. Additional reserves such as the deficiencies, fleet, and Renewal, Replacement, & Improvement (RR&I) reserves are also governed by the City’s finance policies.

View full Finance Policy Summary

General Fund

General Government
Aggregate revenues or expenditures in the General Fund plus transfers to StarMetro, CRTPA, and Golf Course funds, when required..

Surplus
Any remaining balance is first used to fund the Deficiencies Reserve until the target level is achieved. After fully funding the deficiencies fund, any remaining balance may be used to support the subsequent year’s operating budget, up to a maximum of 5% of general government operating expenditures, and to buy down debt-financed capital improvement projects.

General Fund Transfer
$6.5 million in new funding is budgeted to support projects in FY19.

Operating Reserve
$50,000 is budgeted for Contingency in FY19.

Other
Deficiencies Reserve:
Up to 5% of year-end surpluses will be allocated to support subsequent year’s operating deficit.

Fleet Reserve:
FY19 contribution is $1.5 million

RR&I:
Undesignated balance set at a maximum of 3% of general government capital projects.

Fire Services Fund

Surplus
Retained for fire operating and capital costs.

General Fund Transfer
No Transfer.

Operating Reserve
No Reserve.

Other
Not Applicable.

Gas Fund

Surplus
Designated to fully fund the operating reserve and thereafter to fund gas system capital projects.

General Fund Transfer
The transfer is based on CPI. The transfer for FY19 is $3.0 million.

Operating Reserve
Funded at 25% of the previous year’s General Fund transfer. Used to meet General Fund transfer, if required.

Other
RR&I:Transfer budgeted at a level equivalent to depreciation expense as provided in the applicable rate study.

Internal Service Funds

Surplus
Except for the Information Systems Services Fund, revenues for all funds are balanced against actual expenditures, resulting in zero surpluses.

General Fund Transfer
Not applicable. Excess balances from budgeted revenues are transferred to the original funding source at year-end.

Operating Reserve
No Reserve.

Other
Funding needed for large capital outlays in the Information Systems Services Fund may be accumulated over a period of time in its RR&I fund.

Electric Fund

Surplus
Operating fund balance after General Fund transfer minus bond reserves used to fully fund the operating reserve, with the balance designated for electric system capital projects.

General Fund Transfer
The transfer is based on CPI. The transfer for FY19 is $30.5 million.

Operating Reserve
The operating reserve is comprised of four subcomponents, with the primary purpose aimed at providing working capital. The working capital component is targeted with having a balance of 60 to 90 days of operating expenses. The other three components are fuel risk management, emergency reserve and rate stabilization.

Other
RR&I:Transfer budgeted at a level equivalent to depreciation expense as provided in the Comprehensive Annual Financial Report (CAFR).

Water Fund

Surplus
Designated to fully fund the operating reserve and thereafter to fund water system capital projects.

General Fund Transfer
The transfer is based on CPI. The transfer for FY19 is $3.6 million.

Operating Reserve
Funded at 25% of the previous year’s General Fund transfer. Used to meet General Fund transfer, if required.

Other
RR&I:Transfer budgeted at a level equivalent to depreciation expense as provided in the Comprehensive Annual Financial Report (CAFR).

Cemetery Perpetual Care Fund

Surplus
Retained for cemetery operating and capital costs.

General Fund Transfer
No Transfer.

Operating Reserve
No Reserve.

Other
Not Applicable.

Sewer Fund

Surplus
Designated to fully fund the operating reserve and thereafter to fund sewer system capital projects.

General Fund Transfer
The transfer is based on CPI. The transfer for FY19 is $4.9 million.

Operating Reserve
Funded at 25% of the prior year’s General Fund. Used to meet General Fund transfer, if required.

Other
RR&I:Transfer budgeted at a level equivalent to depreciation expense as provided in the Comprehensive Annual Financial Report (CAFR).

Stormwater Fund

Surplus
Retained for stormwater system capital projects.

General Fund Transfer
The transfer to the General Fund represents administrative cost sharing only.

Operating Reserve
No Reserve.

Other
RR&I:Maximum of 5% of capital projects funding sources, with a minimum level of 3%.

Aviation Fund

Surplus
Retained within fund and allocated according to airline use agreement.

General Fund Transfer
No transfer to General Fund. Full recovery of cost.

Operating Reserve
Minimum of 1/12th of operating and maintenance budget for Airport designated for unanticipated non-recurring expenditures.

Other
RR&I:Not applicable.

Solid Waste

Surplus
Retained for rate stabilization reserve.

General Fund Transfer
The transfer is based on CPI. The transfer for FY19 is $1.9 million.

Operating Reserve
No Reserve.

Other
RR&I:Not applicable.


2.4 Budget Statutes and Guidelines

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There are a number of statutory requirements, internal policies, and other provisions that direct the development of the budget and its implementation throughout the year.

View full Statutes and Guidelines - FY19

State of Florida Requirements

Florida Statutes, Chapter 166 - This statute authorizes municipalities to levy taxes, issue licenses, and set user fees to raise money necessary to conduct municipal government activities. This chapter also requires that local governments adopt a balanced budget. The tentative balanced budget must be posted on the municipality’s official website at least 2 days before the budget hearing, held pursuant to s. 200.065 or other law, to consider such budget. The final adopted balanced budget must be posted on the municipality’s official website within 30 days after adoption.

Florida Statutes, Chapter 200 – This statute establishes procedures for adoption of local government annual budgets and limits ad valorem taxes to 10 mills. This statute also requires that local governments appropriate a balanced budget in which anticipated revenues and expenses are equal. Failure to comply with the provisions of the statute could result in loss of state revenue sharing and/or ad valorem taxes.

Ad Valorem Taxes - The Property Appraiser provides an annual estimate of taxable property values for the preceding year. Based upon adopted millage rates, municipalities are required to budget 95% of the gross taxable value for operating purposes. The city typically budgets 97%. In FY 2004, the city’s millage rate increased from 3.2 mills to 3.7 mills. This was the first millage rate increase since FY 1991. As a result of property tax reform legislation enacted by the Florida Legislature, the millage rate in the FY 2008 approved budget was reduced to 3.1686 mills. Due to the passage of Amendment 1 on January 29, 2008, the city’s millage rate for FY 2009 was 3.2115 mills. In FY 2010, the City Commission voted to increase the millage rate to 3.7 mills. The FY 2016 approved budget included a millage increase from 3.7 mills to 4.2 mills and in FY 2017 the millage was reduced to 4.1 mills. For FY18, the millage remains at 4.1 mills.

Florida Statutes, Chapter 202 -The Communication Services Tax consolidates a variety of taxes formerly imposed on telecommunication, cable, home satellite and related services. Opting for the highest rate allowable by law, 6.1%, the City of Tallahassee is required to forego permit fee charges for use of city right-of-way.

Community Redevelopment Agency, Florida Statutes Chapter 163, City of Tallahassee Ordinance 00-O-51 and 04-O-60 – To encourage economic development, the City Commission established a Community Redevelopment Agency (CRA) and designated an initial district (Frenchtown) of approximately 1,400 acres for redevelopment. A second district (Downtown) was approved in June 2004. Each CRA district is entitled to 95% of the ad valorem tax increment generated within the district and the proceeds may be used only for improvements in the district.

Downtown Improvement Authority, Florida Statutes Chapter 71-935 – Established by a special act in 1971, the Downtown Improvement Authority may levy an additional ad valorem tax, not to exceed one mill, on properties within the district. Proceeds are used for improvements in the district and are administered by a separate Board of Directors.

Florida Statutes, Chapter 553, Part IV, Florida Building Code -This statue addresses the allowable uses for those revenues derived from the fees collected for local government building inspection and plan reviews. It provides guidelines for setting fees based on the cost to provide these services both direct and indirect and further prohibits the use of these revenues to fund any other unrelated activities. It also allows for a local government to carry any surplus over into the next fiscal year providing those revenues are only used to support construction related inspections and plan review services.

Internal Policies

Comprehensive Plan – The Tallahassee-Leon County 2010 Comprehensive Plan was originally adopted by ordinance in FY 1990 and is updated with biannual amendment cycles. The Plan includes capital improvements, transportation, historic preservation, utilities, recreation, and other elements which provide a framework for allocating budget resources. The Capital Projects Summary includes a listing of capital projects that address Comprehensive Plan initiatives by eliminating deficit levels of services or by maintaining existing levels of service.

Financing Policy, No. 224 Commission Policies - The financing policy establishes guidelines for distribution of year-end surpluses, transfers from the utilities to the General Fund, types and amounts of operating reserves, and funding for capital projects from undesignated fund balance year-end revenues. The policy also provides for full recovery of cost for enterprise funds, limits non-utility fee increases to a maximum of 20% per year unless otherwise approved by the City Commission; and allows discount fees for recreational programs for youth, seniors, and disabled citizens. The “Finance Policy Summary” chart shows the requirements of the policy as applied to each fund.

Risk Management Policy/Self-Insurance, No. 214 Commission Policies - This policy creates an internal service fund for payment of anticipated claims and judgments for coverage areas defined in the policy. In addition, a special Insurance Reserve Fund is established and funded to meet unanticipated losses from catastrophic events or claims in excess of the Risk Management Fund. This reserve is set at 150% of the average claims for the past five years or $3,000,000, whichever is greater.

Capital Project Management, No. 218 Commission Policies -This policy provides for preparation of an annual capital budget and for a five-year capital improvement plan. The policy also defines roles and responsibilities of city departments and management regarding contracts, supplemental appropriations, over expenditures, and project administration. The use of capital project overhead charges as an operating budget funding source also is established by this policy.

Local Option Sales Tax Management, No. 232 Commission Policies

-This policy establishes the authority to provide advance funding for local Florida Department of Transportation (FDOT) projects for any project or phase of project included in the FDOT five-year work plan. It allows for advance funding without an agreement for repayment after conducting a public hearing. The policy also authorizes the use of short-term debt to cover cash flow shortages that may result from this practice.

Debt Management Policy, No. 238 Commission Policies

-The debt management policy, along with an analysis of the city’s compliance with the policy, is included in the capital budget summary and in the capital improvement plan. Section 104 of the City Charter also specifies that general obligation debt will not exceed 20% of the assessed taxable valuation. Florida Statutes require that general obligation bonds be approved by referendum. The city currently does not have any general obligation bonds.

Vehicle Replacement Reserves -Funding for replacement of vehicles is included on an annual basis in the capital budget. To fund the reserves, each department is charged in the operating budget for a proportionate share of these costs based on equipment usage.

Other Provisions

Bond Covenants -Prior to 1998, provisions of Bond Resolutions required that a minimum of 5% of prior year gross revenues be budgeted annually for Renewals, Replacements, and Improvements (RR&I) for system improvements in the utility enterprises. Covenants for the Energy System (electric and gas) bonds that were issued after 1998 do not specify an explicit amount or methodology but require a transfer to an RR&I fund.

Union Agreements -Currently, unions represent 677 FTEs (authorized positions). A total of 401 positions are subject to terms and conditions of the collective bargaining agreement with the Big Bend Chapter of the Florida Police Benevolent Association, Inc. and 276 positions are subject to terms and conditions of the collective bargaining agreement with the International Association of Firefighters (IAFF). The City Commission and police officers are currently in negotiations to establish a new three-year agreement, which is expected to be retroactively commenced on October 1, 2017 and extended through September 30, 2020. The IAFF ratified a new agreement on collective bargaining contracts for the existing firefighter unit (firefighters, fire engineers, and fire lieutenants) and the supervisory unit (battalion chiefs and captains), which was retroactively commenced on October 1, 2017 and extended through September 30, 2020.

Rate Studies – Rate studies are prepared for each of the utility enterprise operations (electric and underground utilities). Revenue projections are prepared using historical weather patterns as well as other growth factors. These studies comprise the basis for the annual budgets for each of the utilities. Starting in October 2012, Water, and Sewer Utility rates increase annually by the CPI. This CPI increase methodology is the same for Electric, Natural Gas and Solid Waste rates. As of October 1, 2017 electric and natural gas rates remain below the state average.

Assessment and Fee Reviews -Fees and assessments are periodically reviewed to ensure recovery of costs to provide certain services. A cost of services study for the animal shelter was conducted in 2006, which recommended a plan to recover at least 50% of the operating costs through animal licensing fees, but this has not been implemented. The City Commission also increased building inspection fees in August 2009 to fully recover all eligible building inspection costs. Rates for electric, underground utilities and solid waste are set by ordinances which provide for annual increase based on the CPI. Updated Fire services fee were implemented on October 1, 2015.

3.0 OPERATING BUDGET OVERVIEW

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During FY16, the City underwent a reorganization and explored cost-cutting measures. Through reorganization and streamlining of departments, $3.8 million in reductions in the General Fund were achieved throughout the year. The City also saw opportunities to cut business and property taxes (total reduction of about $3 million) and added efficiencies in numerous other areas while still balancing the budget and providing excellence services and infrastructure to residents of the City. The City increased investments in roads and sidewalks, as well as the addition of grant-funded police positions, among other public safety initiatives. In the subsequent FY17 and FY18 budget, the City increased investments in roads and sidewalks, continued the addition of grant-funded police positions, among other public safety initiatives, as well as ongoing efforts to provide the City's high standard of customer services using the most efficient and cost-effective strategies.

The FY19 Budget was presented and reviewed during eight public meetings and workshops, and has been developed within the following criteria:

  • The millage rate will remain at 4.1000, which the Commission established as the millage rate “cap” at the June 6, 2018, budget workshop and adopted tentatively on September 12th.
  • With the exception of grant funded positions or positions funded through updated rate studies, the budget does not include increases in the workforce.
  • A 3% salary enhancement, and minimums for general employees, will help offset increases in health costs. Raises and benefit cost sharing for fire and police personnel have been determined through collective bargaining agreements for fire (approved October 25, 2017) at 3% and police (approved April 11, 2018) at 3% or 4.5% for those eligible.
  • Operating costs have been held at FY18 levels or, for enterprise funds, adjusted by CPI per rate study assumptions.
  • Funding is consistent for Community Human Services Programs (CHSP), with a plan that there will be an expansion of the evaluation process and development of outcome measures; with continued funding for the Council on Cultural Arts (COCA); and updated funding for Outside Agencies.

In FY19, the City will continue its focus of providing outstanding service to our community. The budget maintains the current property tax rate of 4.1 mills, which is the lowest of comparable cities in Florida. It also reflects lowered electric and natural gas bills, which will result in overall lower costs for City services this year as indicated by the Municipal Cost Comparisons.

Moving forward, we are committed to exercising sound judgement and making ethical decisions as we continue to build a vibrant community. The priorities include public safety, investing in our infrastructure, growing our economy, and improving the quality of life for all our neighbors. In the coming year, we will also work on how we measure our progress. By establishing benchmarks, setting goals and evaluating ourselves, we can build a pioneering culture, one where we seek to continually advance while celebrating our successes along the way. As a thought-leader, the City will continue to embrace and share innovative ideas that move our community forward and inspire others.

3.1 Position Summary

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View full FY19 Position Summary

FY19 Position Summary

Department

FY18 Amended FTE's

FY19 Approved FTE's

Net Change

City Commission/Office of the Mayor

13.00

13.00

0.00

City Attorney

21.50

22.50

1.00

Treasurer-Clerk

55.50

54.00

(1.50)

Auditing

8.00

8.00

0.00

Executive Services

12.00

12.00

0.00

Technology and Innovations

98.50

98.50

0.00

Human Resources & Workforce Development

34.50

34.50

0.00

Fire

299.00

299.00

0.00

Police

483.00

483.00

0.00

Parks, Recreation and Neighborhood Affairs

177.25

178.25

1.00

Planning/PLACE

25.00

25.00

0.00

Community Housing and Human Services

16.00

16.00

0.00

Aviation

55.00

54.00

(1.00)

StarMetro

138.00

139.00

1.00

Electric Utility

325.00

325.00

0.00

Growth Management

77.00

77.00

0.00

Community Beautification & Waste Management

151.00

151.00

0.00

Real Estate Management

8.00

8.00

0.00

Customer Services

131.00

130.00

(1.00)

Communications

9.00

9.00

0.00

Community Relations

10.00

10.00

0.00

Administration & Professional Services

69.50

70.00

0.50

Economic Vitality/Minority and Women Business Enterprises

8.00

8.00

0.00

Fleet Management

82.00

82.00

0.00

Underground Utilities & Public Infrastructure

516.00

516.00

0.00

Emergency Preparedness & Facilities Security

4.00

4.00

0.00

Environmental Services & Facilities Management

22.00

22.00

0.00

Ethics Office

1.75

1.75

0.00

Total

2,851.50

2,851.50

0.00

3.2 City Departments Descriptions

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The City of Tallahassee is comprised of 28 departments.

Download all Department Descriptions

Administration and Professional Services

Administrative and Professional Services department includes Accounting Services, Purchasing Administration, Accounts Payable, Grants and Resource Management. This department’s responsibilities include development and preparation of the annual operating and capital budgets and related financial policies, enacting operational functions, preparation of the Comprehensive Annual Financial Report, writing for grant acquisitions, organizing centralized procurement activities.

Auditing

The mission of the Office is to provide the City Commission with an independent, objective, and comprehensive auditing program of City operations, advance accountability through the provision of assurance and advisory services, and actively work with Appointed Officials in identifying risks, evaluating controls, and making recommendations that promote economical, efficient, and effective delivery of City services.

Aviation

The Aviation Department operates the Tallahassee International Airport. The Aviation Department consists of six divisions: The Executive Division; Airport Properties and Development Division; Finance and Administration Division; Facilities Management Division; Operations Division and Capital Programs & Environmental Compliance Division

City Attorney

The City Attorney's Office provides legal counsel and representation to the Tallahassee City Commission, City Manager and other Appointed Officials, city departments, and city-appointed boards and commissions in any suit, action or proceeding filed by or against them. Additionally, the City Attorney’s Office provides daily and routine legal advice to City department directors and their staffs on such matters as ethics, open meetings law, public records law and substantive areas such as land use law. The City Attorney’s Office, finally, has the responsibility to approve City contracts.

City Commission/Office of the Mayor

The Mayor and City Commission serve as the governing body of the City; they set policies and rules by which the City is operated, including establishing City goals and target issues and setting City tax rates.

Communications

The Communications Department serves to keep the public informed of City issues by fostering effective two-way communications and applying innovative methods and technologies. This department directs media relations, public information and engagement programs, and digital communications including the City’s website, social media and television station. Communications is responsible for creating and implementing marketing programs and emergency response and community preparation communications efforts.

Community Beautification and Waste Management

Community Beautification and Waste Management provides garbage, trash, and recycling services to 67,500 customers, both residential and commercial. In addition, the department is responsible for maintaining 13,500 acres of medians and rights-of-ways along major roadways within the City.

Community Housing and Human Services

The City’s Community Housing and Human Services Department provides services to the Tallahassee community through community housing, human services, and historic property preservation programs.

Community Relations

Community Relations, a function of the Department of Communications and Parks and Recreation and Neighborhood Affairs, serves to engage citizens through interactive educational outreach efforts focused on a variety of City services and programs ranging from utility services to transportation.

Customer Services

The Customer Services division provides four main services. The Utility Services Administration unit provides various services including, but not limited to, management, administration, and procurement. It also provides policy/process review and audit responses for several departments. Secondly, Utility Customer Field Operations’ major function is to provide outstanding customer service while completing over 450,000 field orders annually including field meter reads, service disconnects/reconnects, and service investigations. This area is also responsible for revenue protection from theft and under-billed and non-billed services.

Furthermore, Wholesale Energy Services’ activities are carried out in support of the Electric and Gas Utilities’ goals of providing reliable electric and gas service at a reasonable price. Lastly, the Golf Program operates two public golf courses (Hilaman and Jake Gaither) which provide an opportunity for golfers of all ages and skill levels to enjoy the game of golf at affordable prices. The golf association hosts tournaments and instructional programs for their members.

Electric Utility

The Electric Utility serves over 123,000 customers in a 221-square mile service territory. It is the fourth largest municipality in Florida, and the 27th largest of over 2,000 municipal systems in the United States. The utility is comprised of six major divisions: Administration, Power Delivery, Generation, System Operations, System Compliance, and System Integrated Planning.

Emergency Preparedness and Facilities Security

The Emergency Preparedness and Facilities Security Departments provide security support to several City facilities and prepares for disasters affecting Tallahassee and surrounding communities.In 2016, due to a restructuring in the City of Tallahassee, Facilities Security was assigned to the Fire Chief. In 2017 the responsibility for Emergency Preparedness was assigned to the Fire Chief.

Facilities Security oversees the assigned parking at City Hall and provides security to several city facilities, while the department of Emergency Preparedness is responsible for City planning and preparation for operations before, during and after a disaster for all city departments. Emergency Preparedness and Facilities Security continues to ensure departments can meet the basic needs of citizens and city employees in a coordinated manner.

Environmental Services and Facilities Management

Comprised of the Environmental Regulatory Compliance Division (ERC) and the Centralized Facilities Management Division (CFM). ERC assists City facilities and operations with achieving and maintaining compliance with all federal, state and local environmental laws, rules and ordinances including permitting, licensing, rule analysis, regulatory reporting, agency inspections, compliance testing, assessment and remediation of contaminated properties and enforcement negotiations, as well as managing the City’s Brownfields Redevelopment Program. CFM manages the citywide Centralized Facilities Management program which oversees and provides HVAC repair and maintenance, project management, architectural, and engineering design services for all aspects of construction, renovation, repair and maintenance of City facilities, buildings and their related structures.

Ethics Office

The Ethics Board and independent Ethics Office maintain the integrity of city government and functions.
The Board also administers the Campaign Contribution Refund Program.

Executive Services

The Executive Services Department includes the City Manager's Office consisting of the City Manager and three Assistant City Managers. At the direction of the City Manager, the three Assistant City Managers are responsible for managing several departments and ensuring that City Commission priorities are being addressed within their respective areas of responsibility.

Fire

The Tallahassee Fire Department (TFD) is charged with the responsibility of protecting lives, property, and the environment from hazardous conditions that threaten our community. TFD provides services from 16 fire stations to over 292,000 residents of both the city of Tallahassee and Leon County. Services provided include quality fire suppression, specialized hazardous material response, focused urban search and rescue, dedicated technical rescue, superior vehicle extrication, high quality emergency medical care, fire safety code compliance review and enforcement and public education services.

Fleet Management

Fleet Management facilitates the acquisition, disposal, maintenance, repair, fuel consumption needs, and historical data collection for all the city’s vehicles, construction equipment and StarMetro buses. The Fleet program is comprised of five divisions: administration, service, parts, motor pool, garage unit and Bus Stop Maintenance and Construction.

Growth Management

The Growth Management Department facilitates well-designed, efficient, healthy, and safely built developments, while ensuring preservation of the natural and cultural environment. The Department promotes economic vitality and environmental sensitivity through coordinated plan review, permitting and inspection services. Responsibilities include development review services such as site planning, environmental permitting, building permitting, inspections and code enforcement to ensure that developments meet the requirements of the State of Florida Building Code as well as our local community standards.

The Growth Management Department includes the following four Divisions: Administration, Land Use and Environmental Services, Building Inspection, and Code Enforcement.

Human Resources and Workforce Development

The Human Resources & Workforce Development Department is responsible for the development, implementation and administration of all human resource systems, programs, policies and procedures, as well as managing and coordinating organizational initiatives that impact City employees.

Office of Economic Vitality

The Tallahassee-Leon County Office of Economic Vitality (OEV), was created within the consolidated Department of Planning, Land Management, and Community Enhancement (PLACE) and under the governance of the Intergovernmental Agency (IA) on February 29, 2016. The Office of Economic Vitality is based on an economic development model that ensures accountability, transparency, citizen engagement and professional management of economic development projects. The office works to create a one-stop-shop for the community’s economic development needs to include the development of a first-ever strategic plan. OEV also provides an enhanced level of service for cross departmental coordination for collection and utilization of data, implementation of projects and initiatives throughout the planning, land management and economic development spectrum.

The City of Tallahassee (12)

Parks, Recreation and Neighborhood Affairs

The Parks, Recreation and Neighborhood Affairs Department provides recreational opportunities for the citizens of Tallahassee and Leon County and liaison assistance for neighborhood associations, and operates the Animal Service Center. It is comprised of nine major areas: administration, parks, recreation, athletics, special events, tennis, animal services and control, senior services and neighborhood affairs.

PLACE (Planning, Land Management and Community Development)

The City of Tallahassee and Leon County Government created the joint Department of Planning, Land Management and Community Enhancement – PLACE – to better integrate the implementation, administration and executive oversight of three interrelated programs: the myriad of Planning functions, the Office of Economic Vitality economic development programs, and Blueprint infrastructure projects. The Planning (PLACE) Department consists of the following divisions: Comprehensive Planning, Land Use/Zoning, Urban Design, Planning Commission, and Local Planning Agency.

Police

The mission of the Tallahassee Police Department is to protect the rights of all people, ensure order, and provide for the public’s safety through the effective delivery of law enforcement services while maintaining the highest level of professional standards. Utilizing the Community Oriented Policing philosophy, the department works in partnership with the community, business, and other governmental entities to provide for the public safety, reduce criminal activity and improve the quality of life in the City of Tallahassee. The department is organizationally structured into six bureaus and the Office of the Chief to accomplish this mission. These include Patrol Operations, Criminal Investigations, High Risk Offenders, Special Operations, Personnel and Development, and Administrative Services.

Real Estate Management

Real Estate Management provides comprehensive real-estate services for all city departments and is responsible for the acquisition of all real estate for capital improvement projects such as roads, stormwater facilities, and utilities (like electric, gas, water and sewer). They are in charge of management of City-owned parking facilities, five cemeteries, Renaissance and Gemini office buildings, surplus property, leases and maintenance of the City’s real estate inventory.

StarMetro

StarMetro, the transit system for the City of Tallahassee, operates 12 weekday cross-town routes, as well as university routes for Florida State University (FSU) and Florida Agricultural & Mechanical University (FAMU). StarMetro also provides demand response (para-transit) transportation to senior, disabled and low-income customers in Tallahassee and Leon County. StarMetro is comprised of five divisions: Administration, General Transit Operations, Para-transit Operations, Planning and Maintenance.

Technology and Innovations

Technology and Innovation (T&I) is responsible for innovating and providing computer, telecommunications, radio services, public safety technology, SCADA maintenance, and GIS support for all city departments. The focus is to lead our city to be a dynamic force of innovation while efficiently managing the City of Tallahassee’s technology resources. Revenues are derived through the distribution of costs to user departments. The department now reports directly to the City Manager as a part of the FY16 re-organization.

Treasurer-Clerk

The mission of the Treasurer-Clerk’s Office is threefold: through the development and application of sound financial management practices and policies, place the City in the most advantageous and secure financial position possible; through sustainable benefit design and skillful administration, provide City employees with the ability to secure a sufficient retirement; provide city government and the residents of Tallahassee with quick and accurate access to all City records and actions.

The City Treasurer-Clerk oversees five divisions:

  1. Asset/Liability Management is responsible for banking relationships.
  2. Records Management is responsible for preparation and maintenance of City Commission minutes, educating City employees on State records retention requirements and use of the City’s imaging system, managing the City’s archives program, responding to citizen public records requests, and maintaining active contract files and other official City records.
  3. Retirement Administration is responsible for administration of the retirement system for all active and retired City employees.
  4. Revenue Management is responsible for administration of the communications services tax and public service tax programs.
  5. Risk Management is responsible for the administration of the City’s self-insured programs and the procurement and administration of commercially purchased insurance for all other applicable exposures.

Underground Utilities and Public Infrastructure

The Underground Utilities and Public Infrastructure provides multiple services through multiple divisions. The City’s Public Infrastructure division of Underground Utilities is responsible for the preservation and maintenance of more than 650 miles of streets and more than 500 miles of sidewalks. The department provides construction services that either directly provide or manage construction. Additionally, Public Infrastructure is responsible for all drainage structures within the City.

The City of Tallahassee's Natural Gas Utility provides natural gas energy through 920 miles of underground gas mains, which serve over 30,000 customers in the Leon, Gadsden, and Wakulla areas. Our highly trained staff works around the clock to ensure the integrity and dependability of our distribution system, and to assist customers with energy conversation and cost savings through natural gas use.The City’s Water Utility is responsible for water, wastewater and stormwater operations. From flood prevention and resource preservation to ensuring the safe and dependable delivery of the highest quality drinking water, the City is committed to meeting the ever-changing needs of our community. Both operational and capital investment strategies are in place to support the City's ongoing commitment to protect the environment and delivering vital services in a cost-effective, efficient and environmentally sound manner.

3.3 FY19 Goals and Performance

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Animal Services Center

Goals and Objectives:

  • Increase the live release rate by 2%.
  • Decrease intakes of dogs and cats by 500 animals.

Animal Service Center Statistics

Aviation

Goals and Objectives:

  • Continue Tallahassee International Airport’s commitment to the development of successful air service partnerships to increase the availability of flight options.
  • Tallahassee International Airport seeks to create public-private partnerships that will maximize long-term revenues for both parties and generate economic benefit to the City and the Florida Big Bend region through development of approximately 500 acres of aeronautical and non-aeronautical land.
  • Airport Capital Program:
    • Complete Airport Master Plan.
    • Begin design and development of the Rental Car Quick-Turnaround Facility and Parking Garage.
    • Begin design of the Federal Inspection Station (FIS).
    • Begin design of the reconstruction of Runway 18/36.

Airport Statistics
FY2018 4th Quarter Report

Community Beautification and Waste Management

Goals and Objectives:

  • Provide cost effective residential and commercial solid waste collection services.
  • Enhance employee and citizen safety by minimizing preventable accidents.
  • Ensure commercial accounts are billed according to the bill segment.
  • Develop and maintain tree inventory and maintenance.
  • Increase focus on customer service, satisfaction and improved communication.
  • Maintain city landscaped rights-of way and medians in good condition.

Electric Utility

Goals and Objectives:

  • Safety: Electric is committed to providing a safe work environment for electric employees and customers.
  • Customer Service/Reliability: Electric is committed to delivering reliable, high quality services that exceed customers’ expectations.
  • Cost/Value: Electric is dedicated to delivering cost effective service to our customers.
  • Regulatory: Electric is committed to complying with all applicable environmental and reliability regulations and requirements.
  • Employee Excellence: Electric is committed to providing a workplace where employees are values, trusted and expected to perform their duties in a professional and business-like manner.

Ten Year Site Plan: 2018-2027

Fire

Goals and Objectives:

  • Fully implement an extensive health and wellness program for department personnel.
  • Implement a fire safety educational program with Leon County Schools.
  • Implement a sponsorship program for Fire Standards program.
  • Complete the purchase of emergency response replacement vehicles.

FY18 Fire Performance Measures Report document

Growth Management

Goals and Objectives:

  • Review plans, issue permits and conduct inspections that uphold the requirements of City regulations and the State of Florida Building Code to ensure high levels of safety and quality of life in our community.
  • Continue to utilize and develop efficient and effective policies and procedures.
  • Provide the highest levels of customer service.
  • Engage stakeholders and customers on Growth Management’s services and programs.

View FY18 Monthly New Construction Totals

Office of Economic Vitality

Goals and Objectives:

  • Implement a new collaborative economic development program of work that stimulates economic expansion in the city and county across all unique opportunities for growth.
  • Better promote the area as a business generator, an ideal location to start and grow a business. Brand and market the community’s strengths in this capacity.
  • Better identify, understand and align all available assets, organizations and resources towards shared economic growth objectives. Encourage collaboration among the many entities impacting the economic development environment to work together for maximum competitiveness.
  • Leverage and maximize the existing framework toward the responsible allocation of resources to achieve today’s goals as well as to refine the foundation for future growth and opportunities.

Tallahassee-Leon County Economic Indicators

Police

Goals and Objectives:

A. Public Safety Strategies

  • Strengthen community-policing efforts through increased collaboration with community members, business owners and government partners through a comprehensive community oriented policing approach.
  • Reduce violent crime through the deployment of additional resources to high crime areas, increased collaboration with community partners, and the enhancement of predictive policing capabilities through the implementation of modern technology.
  • Enhance the safety of motorists and pedestrians by reducing the number of traffic fatalities and serious traffic crashes.

B. Facility Initiative (Public Safety Campus)

  • Develop specifications and a plan of action to develop a new Police Facility based on the current and future needs of the Tallahassee Police Department.
  • Ensure sustainability within the existing facility.

C. Workforce/Recruiting Initiatives

  • Recruit potential officers through educational institutions, community partnerships, military transition programs, and other engagements that promote an interest in a law enforcement career.
  • Expand workforce development and leadership training opportunities that prepare all members to assume additional responsibilities with confidence and to promote core values such as accountability, trust, equitable treatment, and reliability.
  • Develop a comprehensive Wellness Program for all members of the agency.

D. Communication Initiatives

  • Implement coordinated communication that facilitates a two-way effective information flow with the community.

2018 Police UCR Data Report document

StarMetro

Goals and Objectives:

  • Focus on enhancing StarMetro’s core functions to improve overall performance.
  • Identify service enhancements to meet the needs of the citizens.
  • Improve coordination and communication between all service providers, stakeholders, and transit users.
  • Identify capital improvements and develop a plan to utilize resources and leverage any federal/state/grant opportunities.
  • Focus on priority projects such as the South City Transfer Center and purchase of 15 electric buses and charging stations.

View FY18 Star Metro Performance Measures document

3.4 FY19 Funding for Outside Agencies

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Throughout the annual budget process, non-profit organizations are afforded the opportunity to request donation funding from the general fund by submitting written requests. The City Commission makes the final decision on the amount and appropriation of funding for each organization. Pass-through grants from other agencies are excluded from this list.

View FY19 Funding for Outside Agencies

4.0 CAPITAL BUDGET OVERVIEW

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4.1 Capital Budget Process

The capital budget and five-year capital improvement plan (CIP) support construction-related projects, infrastructure improvements, large capital equipment acquisitions, and major technology enhancements.& Funding and implementing the capital plan is critical to service delivery that is effective and efficient. As with the operating budget, the capital budget is developed within the framework provided by the city’s five-year financial plan, as well as targets and goals established by the City Commission.

Typically, departments update the five-year CIP by moving out-years forward and adding a fifth year. In some cases, projects are fast-tracked or deferred based on new priorities, logistical delays or needed coordination with other agencies such as Leon County, Florida Department of Transportation and/or Blueprint 2000. Progress and cash needs for identified projects are reviewed by the related departments to determine if changes in scheduling or funding should be made, which are then incorporated into the updated five-year plan at budget adoption. Department staff, Resource Management and the Treasurer-Clerk’s office work together on funding options for capital needs using a combination of cash and short or long-term debt as appropriate within policy and credit rating standards.

The updated five-year plan is presented to the Commission as part of the annual budget review and the process for public input and adoption of the capital budget is concurrent with timelines discussed in the Operating Budget Process section. During this process, the departments identify any future operating expenses related to each capital project. Typically, these operating expenses are reflected to begin near the project’s end date as the department identifies its future needs..Throughout the fiscal year, project managers, department staff and Resource Management monitor the capital improvement plan and provide semi-annual status reports or present amendments to the City Commission as needed.

4.2 FY19 Department Capital Projects and Descriptions

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View Full FY19 Department Capital Projects and Descriptions (PDF)

Aviation

Air Cargo Facility Expansion
This project will provide for the design, engineering, construction and construction administration required for the development of new infrastructure and improved access/egress between the cargo facility and the state highway SIS connections. This project is necessary to provide for future development and economic growth as well as provide necessary infrastructure to facilitate international cargo processing.

Future Funding

Air Carrier Apron Improvements
This project is to provide design, engineering, construction, construction administration and resident project representative services which will incorporate improvements to the air carrier apron (pavement, drainage and lighting).

Future Funding

Air Service Improvement Program
This is a project to improve airline service at Tallahassee International Airport that encompasses the market segment analysis, other studies, air service workshops, and direct contact that identifies air service opportunities that may result in formal and/or informal air service proposals and the provision of incentives for new service or needed competition to a key market as identified by the Airport Air Service Consultant that can consist of up to $300,000 of marketing/operational assistance, and/or rebate or waiver for selected airline rates and charges for up to 2 years. This is a recurring project. Annual appropriations that are not expended by the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $600,000

Air Traffic Control Tower Repairs & Maintenance
The air traffic control tower (ATCT) at Tallahassee International Airport was completed in 1996. Routine maintenance and repair work is needed to provide a suitable working environment. This is a recurring project. Annual appropriations that are not expended by the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $80,000

Aircraft Maintenance and Storage Hangar and Related Taxi Lanes
Master Plan Project - The airport needs additional storage hangars for privately owned aircraft. This project will provide for site preparation and construction of taxi lanes to support future development of hangars under a private-public partnership.

Future Funding

Airfield Maintenance Sweeper Truck
This project will provide for the purchase of an airfield maintenance sweeper truck as specified in the FAA Advisory Circular 150/5210-24 for the removal of Foreign Object Debris (FOD) on runways, taxiways and other movement areas on the airfield, and as part of the Airports FOD removal management program.

Future Funding

Airport Emergency Power Improvements
This project will provide for the design, engineering, construction and construction administration required for improvements to emergency generators and uninterruptable power supplies associated with the airfield, fuel farm, Aircraft Rescue and Fire Fighting (ARFF) Facility and Terminal Building.

Future Funding

Airfield Preservation
This project is to perform necessary rehabilitation and improvements to airport pavements (runway, taxiway, and apron), associated grounds, markings, lighting, and signage, and other work to provide for short term improvements necessary to keep the airfield in compliance with standards.

FY2019 Budget: $125,000

Airport Information Technology Analysis
This project will provide a needs assessment and report that reviews current information technology and city standards associated with airport information technology, fiber optics, cabling, data rooms, cyber security and other best practices within the airport environment necessary to meet current and future demand.

Future Funding

Airport Operations Center Renovations and Upgrades
This project provides funding required for routine tree removal and ground clearing in accordance with the FAA-Approved Wildlife Hazard Management Plan. This is a recurring project. Annual appropriations that are not expended by the end of the fiscal year will be returned to fund balance.

Future Funding

Airport Safety Project
This project will provide for the design, engineering, construction and construction administration required for improvements to the Airport Operations Center. In addition, this project will evaluate current space requirements and future needs associated with the Airport Communications Center, Airport Identification Badging Office and Training Room required to meet current and evolving FAA and TSA regulatory requirements.

FY2019 Budget: $25,000

ARFF Station Maintenance
This project will provide the design, engineering, construction, construction administration and resident project representative services to rehabilitate the existing, 20-year old, ARFF station with upgrades and improvements to the structure and interior, truck bay, and other areas to ensure it is capable of housing the latest equipment and providing for training and housing of firefighters.

FY2019 Budget: $25,000

Aviation Stormwater
This project is to address the maintenance repairs to the Airport stormwater system which will periodically become necessary. This is a recurring project. Annual appropriations that are not expended by the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $40,000

Baggage Handling System-Repairs & Maintenance
For repairs to the Baggage Handling System that will periodically become necessary due to various equipment failures that are expected to occur as a result of normal life cycle failures, severe weather, power surges etc. This is a recurring project. Annual appropriations that are not expended by the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $125,000

Bucket Truck
This project is required to replace our current bucket truck which has exceeded its surface life.

FY2019 Budget: $150,000

Business/Economic Development
This is a project is to provide for business and economic development at the Tallahassee International Airport that encompasses studies, development of marketing strategies and promotional materials including print and digital media and participating in events to advertise opportunities as the Airport. This is a recurring project. Annual appropriations that are not expended by the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $25,000

Chillers/Boilers Maintenance
For repairs to the HVAC Chillers and Boilers System that will periodically become necessary due to various equipment failures that are expected to occur as a result of normal life cycle failures, severe weather, power surges etc. This is a recurring project.

Future Funding

Computerized Maintenance Management System (CMMS)
This project will provide the required hardware, software and programming necessary to request, assign and track work orders. The system will also provide management reports necessary to demonstrate proof of compliance for both preventive and corrective maintenance items required to maintain compliance with federal, state and local regulatory requirements.

Future Funding

Contract Security
The purpose of this project is to provide funding for contract security services in support of public safety and security needs at the Tallahassee International Airport.

FY2019 Budget: $40,000

Emergency Maintenance
This project provides for the emergency repair of aging interior systems in the terminal building which must be dealt with in a time critical fashion and may include areas such as the HVAC systems, Plumbing, Electrical and Motorized Equipment. This is a recurring project.

FY2019 Budget: $50,000

Facilities Building (Maintenance Complex)
This project provides for design, engineering, construction and construction administration to provide for improvements to the Facilities Maintenance Building.

Future Funding

Floor Care
The purpose of this project is to provide funding for routine and periodic preventive maintenance and cosmetic floor care needs at the Tallahassee International Airport.

FY2019 Budget: $50,000

Hangar Development
The Airport Master Plan recommends additional hangars be constructed to meet forecast demand. The hangars, based on demand, will take the form of bulk, maintenance, corporate, T-hangars, and/or others, which will be funded by a combination of 2020 Sales Tax and Florida Department of Transportation funds.

FY2019 Budget: $1,000,000

Hangar(s) Development and Modernization
This project is to provide design, engineering, construction, construction administration and resident project representative services to provide for the development and modernization of hangar facilities and associated aircraft storage requirements. This project will include the construction of new hangars and redevelopment of existing hangars to meet future demand and economic growth opportunities, which will be funded by a combination of 2020 Sales Tax and Florida Department of Transportation funds.

FY2019 Budget: $2,000,000

International Passenger Processing Facility
This project is to provide design, engineering, permitting, construction, construction administration and resident project representative services for development of a standalone international port of entry Federal Inspection Station (FIS) and Foreign Trade Zone at Tallahassee International Airport. The facility is anticipated to facilitate economic development for the airport and for the City of Tallahassee by increasing international commerce through the airport. A Foreign Trade Zone could also result in the direct and indirect creation of jobs in the local community. Establishment of a Foreign Trade Zone requires a series of steps including development of a feasibility plan, involvement of the public and local businesses, inventory, and implementation of a marketing plan.

FY2019 Budget: $1,750,000

Jet Bridge Rehabilitation
Recurring project to provide for unanticipated repairs to Airport passenger boarding bridges. Annual appropriations not expended by the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $60,000

Landside Signage Improvements
This project is to provide design, engineering, construction and construction administration for landside signage. Traffic signage, wayfinding and entrance/exit signage associated with the Airline Terminal, Air Cargo, and FBO areas will be updated to the latest Federal, State and Local requirements.

Future Funding

Marketing and Promotional Study
To enhance offerings to customers, the Airport conducts various studies and promotions. This project will assist in attracting new and retaining current customers.

FY2019 Budget: $50,000

Miscellaneous Major/Minor Repair/Replacement/Improvements
Airport infrastructure often is in need of repair, replacement, or improvements. These types of small, immediate needs must be dealt with in a timely fashion and may include pavements, building structures, installed equipment, and/or grounds. Additionally, funding is needed for ad hoc projects that occur during the year (i.e. safety and security issues, studies, etc.). This project is a recurring project.

FY2019 Budget: $175,000

Multimodal Transportation Center
This project will provide for the design, engineering, permitting, construction, construction administration and RPR services required for the development of a multimodal transportation center at the Tallahassee International Airport. This project would provide for a local transportation network that would reduce the number of cars on the roadways and incorporate bus transportation. This project would also create a fast, safe and efficient link between the Tallahassee International Airport and the regional and national transportation network.

Future Funding

Parking Area Improvements
This project provides for the design, engineering, construction and construction administration for improvements to the parking facilities. This project includes the replacement of the revenue control system, entry and exit lane equipment, technology upgrades and other related improvements.

Future Funding

Public Address System
The purpose of this project is to provide funding for repairs, routine maintenance and software support needs of the public address system at the Tallahassee International Airport.

FY2019 Budget: $30,000

QTA Service Facility & Parking Garage
This project will provide for the design, engineering, construction, construction administration and resident project representative services required to develop a rental car quick turnaround facility and parking garage. This project will also include the associated rental car wash and fueling facilities necessary to accommodate current and future demand.

Future Funding

Rental Car Improvements
This project will provide for the maintenance, rehabilitation and repair of the rental car service area, terminal rental counters, offices and parking facilities. This is a recurring project.

FY2019 Budget: $150,000

Road Signage Improvements
This project will provide for the design, engineering, construction and construction administration necessary to improve airport signage and/or signage that requires replacement due to the airport’s name change.

FY2019 Budget: $50,000

Runway 18/36 Reconstruction
This provides for the design, engineering, permitting, construction, construction administration and resident project representative services to improve the surface of Runway 18-36. Rehabilitation of the runway surface is required to maintain a proper pavement surface for aircraft and to restore the useful life of the existing pavement.

FY2019 Budget: $4,000,000

Safety & Security System Repairs
This project will provide for upgrades to the airport’s safety management system. This system is used by airport staff, tenants and stakeholders to report unsafe conditions, practices or behavior. This system is also used to document and track outstanding work requests and provides reports that demonstrate proof of compliance to the FAA during annual airport inspections.

FY2019 Budget: $60,000

Safety Management System Improvements
This project will provide for upgrades to the airport’s safety management system. This system is used by airport staff, tenants and stakeholders to report unsafe conditions, practices or behavior. This system is also used to document and track outstanding work requests and provides reports that demonstrate proof of compliance to the FAA during annual airport inspections.

FY2019 Budget: $35,000

Security Fence and Gate Rehabilitation, Updates and Improvements
TSA Part 1542 requires the Airport Operating Area to be secure. FAA Part 139 requires the Airport to be secure from wildlife and other intrusions. To meet both of these requirements, the Airport installed over 50,000 linear feet of fencing and approximately 45 gates in 2005. This fence and gates are in need of rehabilitation and improvements to ensure its continued operation in accordance with both TSA and FAA regulations.

Future Funding

Taxiway Alpha Rehabilitation
Project includes the design, engineering, permitting, construction, construction administration and resident project representative services for the purposes of rehabilitation of pavement and lighting for Taxiway Alpha and also realigning any associated connectors that do not meet current safety standards.

Future Funding

Taxiway Rehabilitation
Project includes the design, engineering, permitting, construction, construction administration and resident project representative services for the purposes of rehabilitation of pavement and lighting for Taxiways Bravo and Charlie and also realigning any associated connectors that do not meet current safety standards.

Future Funding

Terminal Concessions Redevelop
This project provides matching funds for projects to assist the Airport’s primary concessionaire in renovation projects, including the mid-term refurbishment requirement, maintaining compatibility with the Airport’s terminal improvement projects and providing updated signage and flooring.

Future Funding

Terminal Modernization
This project is to improve and modernize the Airport Passenger Terminal to accommodate growth and provide improved amenities for passengers. This project provides for improvements to the building structure, mechanical equipment, fire safety, electrical, elevators, air handlers, furniture/seating, restrooms, doors, baggage handlers, ceiling and floor finishes.

FY2019 Budget: $80,000

Terminal PLB Acquisition and Installation
Passenger Boarding Bridges at Tallahassee International Airport are over 25 years old and are in need of replacement. This project provides for the design, engineering, construction and construction administration to replace up to all eight boarding bridges.

FY2019 Budget: $1,000,000

Vehicle Replacement Upgrade
This project provides funding for the aviation-specific equipment required to be installed on vehicles operating within the airport environment which are not covered by fleet vehicle replacement funding. This is a recurring project. Annual appropriations that are not expended by the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $30,000

Communications

Communications Equipment
This project provides funding to upgrade WCOT's broadcast system and cameras in the Commission Chambers. Niche Video Products, Inc. provided the City with an assessment and project summary for a WCOT TV Facility Upgrade to HD. This project would be phased over multiple years.

FY2019 Budget: $150,000

Community Beautification & Waste Management

Consolidation of CBWM Staff in One Building
This funding is for one year only to consolidate and house employees acquired through the reorganization of Public Works.

FY2019 Budget: $50,000

Replacement of Mowing Equipment
This project is a one-time purchase of updated mowing equipment.

FY2019 Budget: $50,000

Community Housing & Human Services

Downtown Ped & Vehicle Enhancement
Funding provides primarily for pedestrian and vehicle traffic repair and maintenance issues that pose a hazard to City residents visiting the downtown area, most often in and around Kleman Plaza.

FY2019 Budget: $25,000

Historic Property Preservation Grant and Loan Pool
This is a master project that provides funding for the City's Historic Preservation Grant and Loan (HPGL) Pool program. This program was established to provide grants and loans for the preservation and rehabilitation of designated historic properties. Grants and loans may be given for the stabilization or restoration of historic structures; structural repairs, facade restoration, or rehabilitation; compliance with code, health and safety requirements; and other construction activity that will result in a "total project" restoration. Preference for funding of projects is targeted first to residential projects; second to cultural, retail, and restaurant projects; and third to other types of projects. Eligibility criteria include listing on the National Register of Historic Places and zoning as a Historic Preservation Overlay (HPO) property. Presently, there are over 220 structures potentially eligible for program funding, including the districts of Myers Park, Calhoun Street, and Park Avenue. The HPGL Program carry forward cannot exceed $300,000 in any year.

FY2019 Budget: $200,000

Water and Sewer System Charge and Tap Fee Waivers
This project provides funding for the waiver of water and sewer system charges for all affordable housing (as defined by City Code Section 21-152) and tap fee waivers for affordable home ownership units.

FY2019 Budget: $150,000

Customer Services

Commercial Energy Conservation
This project provides low interest loans to support the city's ongoing energy efficiency/customer retention efforts in the commercial sector. The program's focus is to improve energy efficiency of commercial facilities and promote efficiency in city and other public/governmental facilities through the funding of special projects and studies. This is a recurring project. Annual appropriations that are not expended by the close of the fiscal year will be returned to the energy conservation fund.

FY2019 Budget: $625,000

Residential Energy Conservation
This project provides low interest loans and rebates to support the city's existing residential energy efficiency program. This is a recurring project formerly housed in the now-defunct energy services department. Annual appropriations that are not expended prior to the close of the fiscal year will be returned to the energy conservation fund.

FY2019 Budget: $4,200,000

Electric Utility

Camera Replacement
This project will fund replacement of the camera systems installed during and since the original TATMS project with state-of-the-art high resolution cameras that will be forward compatible with emerging digital technologies.

FY2019 Budget: $100,000

CC-Telecommunications/Fiber Op
This project will fund expansions, upgrades and general maintenance of the Electric Utility's fiber optic and other telecommunications network. This is a recurring project. Annual appropriations to the master projects that are not utilized to fund specific projects prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,005,000

EU Logistics/Meeting Space
The EU Logistics/Meeting Space project allows for the construction of a multipurpose facility that provides logistical (feeding, etc) during major storm evens and meeting space for required employee meetings during non-storm events. The facility would be sized to allow for feeding of both City electric staff and mutual aid crews during storm events. Currently these storm feeding operations must be conducted outside.

FY2019 Budget: $2,350,000

Hopkins Master-Outages & BOP W
This project will fund periodic inspections, preventative maintenance activities, major/minor repairs performed during outages, and replacements and improvements to the generating units and balance of plant structures/equipment at the Hopkins Generating Station. This is a recurring project. Annual appropriations to the master projects that are not utilized to fund specific projects prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $3,500,000

Intersection Detection System
This project will fund detection loop repair and replacement as mandated by the FDOT traffic signal maintenance agreement. It will also fund upgrades to the video detections systems.

FY2019 Budget: $125,000

Minor Intersection Safety Mods
This continuing program includes relatively minor roadway or intersection improvements to provide additional safety or reduce delay in vehicular and pedestrian movements. This work plan includes construction of additional item such as turn lanes, radius modifications, and traffic control modifications including roundabouts, installation of guard rails, and resurfacing with friction course as needed along City roadways. This program also provides for minor enhancements at intersections and mid-blocks by constructing medians, bulb-outs and raised intersections to increase safety for pedestrians. This is a recurring project; all funding not expended or encumbered at fiscal year-end will be returned to funds balance.

FY2019 Budget: $225,000

Overhead to Underground Conversions
A project will fund the conversion of overhead power lines to underground power lines within the Electric Utility's service area for the purpose of improving the reliability of uninterrupted electric service. This project also funds the City's share of expenditures for the program under which the City funding supports 25% of costs related to developers' installation of underground lines in new developments.

FY2019 Budget: $1,500,000

PE - Smart Grid-Automated Distribution
This project funds the acquisition of equipment, materials, supplies, contract labor, COT labor, and other associated costs required to extend and/or improve the Automated Distribution System and Associated Radio Communications System installed on the COT’s Electric Utility’s electric distribution system.

FY2019 Budget: $100,000

PE-Data Systems Support
This master project provides funding for recurring needs and activities of the Power Engineering Division related to the licensing, replacement, upgrade and implementation of hardware and software systems, including staff training and certification, field inventory updates, and required contractual services.

FY2019 Budget: $300,000

PE-Distribution Upgrades & Modifications
This master project will provide funding for new and existing projects and subprojects associated with construction of new and upgrade of existing distribution facilities. Utilization of this consolidated master approach to capital funding since FY 2012 has provided management greater flexibility in meeting critical system needs, reduced administrative workloads, and improved the department’s ability to affect more timely deobligations of surplus capital appropriations. This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $4,500,000

PE-New Service Installations
This master project will provide funding for new and existing specific projects and subprojects associated with installation of structures and equipment required for new residential and commercial service connections and upgrades to existing connections. Utilization of this consolidated master approach to capital funding since FY 2012 has provided management greater flexibility in meeting critical system needs, reduced administrative workloads, and improved the department’s ability to affect more timely deobligations of surplus capital appropriations.This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $3,950,000

PE-Purchase of TEC Facilities
This project provides funding for acquisitions of Talquin Electric Cooperative (TEC) facilities as prescribed by territorial agreements executed by the City and TEC.

FY2019 Budget: $600,000

PE-Recurring RR&I
This project provides funding for: 1) repairs and minor upgrades to existing distribution and transmission overhead and underground equipment/facilities; and, 2) repair, replacement and upgrade of existing area lights. This project is a recurring project. Appropriations that are not utilized to fund subprojects prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,315,000

PE-Street Lighting
This budget provides annual funding for the installation of new streetlights and the repair and upgrade of existing streetlights. This is a recurring master project. Appropriations not utilized to fund specific projects prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,145,000

PE-Substation Modifications
This master project will provide funding for new and existing projects and subprojects activities associated with construction of new and refurbishment/upgrade of existing substations facilities. Utilization of this consolidated master approach to capital funding since FY 2012 has provided management greater flexibility in meeting critical system needs, reduced administrative workloads, and improved the department’s ability to affect more timely deobligations of surplus capital appropriations.This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,300,000

PE-Transmission Upgrades & Mod
This master project will provide funding for new and existing projects and subprojects associated with construction of new and refurbishment/upgrade of existing transmission facilities. Utilization of this consolidated master approach to capital funding since FY 2012 has provided management greater flexibility in meeting critical system needs, reduced administrative workloads, and improved the department’s ability to affect more timely deobligations of surplus capital appropriations.

This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,850,000

Prod Mgmt-CHAMPS Upgrade
This project will fund the development of an interface between CHAMPS, a supply inventory management system utilized by the power plants, with Peoplesoft Financials in order to minimize the duplication of effort currently required to administer both systems.

Future Funding

Prod Mgmt-Training Solutions
This project will develop a training and certification program designed for plant operators, Electrical and Instrument (E&I) personnel and maintenance mechanics at generation facilities. The program provides a comprehensive, validated method for evaluating and training plant personnel to ensure they are competent to operate and maintain the city’s facilities in a safe, effective, reliable and efficient manner.

Future Funding

Purdom Master-Outages & BOP Work
This project will fund periodic inspections, preventative maintenance activities, major/minor repairs performed during outages, and replacements and improvements to the generating units and balance of plant structures/equipment at the Purdom Generating Station. This is a recurring project. Annual appropriations to the master projects that are not utilized to fund specific projects prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,300,000

SP - Solar Capacity Expansion
The Electric Utility is continuing to promote installation of solar thermal and photovoltaic (PV) systems to provide a limited diversity of energy supply, encourage use of clean energy sources, educate customers about the advantages of renewable resources, and provide energy and tradable renewable energy certificates (green tags) for existing and future retail green power offerings. This ongoing project will help to position the City for changes in the energy markets and assist the utility in responding to possible renewable energy portfolio standards.

FY2019 Budget: $200,000

SP-Electric System Planning Resource Studies
The scope of this project includes system planning studies/support and NERC compliance evaluation/support. In an effort to effectively manage development of the electric system relative to current and future regulatory, operational and capacity requirements, the utility must evaluate energy alternatives, facilities, infrastructure, related projects and compliance with NERC reliability standards.This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $150,000

SP-Energy Efficiency & DSM
In December 2006, the Electric Utility completed an integrated resources planning (IRP) study that identified an appropriate mix of supply and demand-side resources needed to most efficiently meet future power needs over a 20-year period. Demand-side management (DSM) and energy efficiency (EE) programs play a key role in that resource plan. This project provides funding to support the DSM/EE portfolio approved by the City Commission in December 2006. The budget schedule reflects the implementation plan proposed by Energy Services and approved by the City Commission in January 2008, consisting of a 2-year deferral of some expenditures originally planned for FY 2009, combined with additional funding in later years to achieve the required demand and energy savings.

FY2019 Budget: $2,000,000

Sub-SCADA Mods & Upgrades
The scope of this project includes: routine modifications, additions and minor upgrades to the existing System Control and Data Acquisition/Energy Management System (SCADA/EMS); annual maintenance for the current SCADA/EMS, security systems, weather systems, System Control building; procurement and implementation of remote terminal units (RTUs), test equipment, printers, interface software, RTU communications, T1 multiplexers, Ethernet communications, asynchronous transfer mode (ATM) switches, fiber optic switches, relay communications, protective relaying, patch panels and other equipment required to support the SCADA/EMS.

FY2019 Budget: $735,000

Sustainable Traffic Signal Pilot
This project will fund a pilot solar traffic signal installation once cost effective battery technologies are available.

Future Funding

T&D-Electric A/R Master
Theis recurring project funds work performed by the Electric Utility at the request of its residential, business and organizational customers. There are generally two types of requests: 1) specific work the cost of which are reimbursed by the customer (e.g., pole relocation), and 2) emergency repairs of damage to electric system property resulting from vehicle crashes and other accidents that will be reimbursed by the party responsible for the damage. Incurred costs are recovered through the city's billing and accounts receivables process.

FY2019 Budget: $2,250,000

T&D-Instrumentation/Control RR
This project provides funding for installation, maintenance and upgrade of equipment to automate the control, metering and monitoring of various distribution facilities, including necessary studies to determine and identify the proper size and location of equipment. This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $545,000

T&D-Operations Center RR&I
This project will fund needed repairs, renovations and upgrades of the utility operations center located at 2602 Jackson Bluff Road and its adjacent facilities, including the associated electric meter operations building, the 9.07 acres located between Messer Park, and the existing material storage facility. These activities will address problems associated with aging and deterioration of the facility, adding new office/storage facilities as needed, and installation and upgrade of security measures to reduce vandalism and theft. This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,150,000

T&D-Overhead Line RR&I
This project provides funding for repairs and minor upgrades to overhead transmission lines and facilities in electric system and provides for the inspection and treatment of all wood distribution and transmission poles and attachments This project also provides funding for costs associated with planting trees or plants to replace tall trees growing under overhead power lines.

FY2019 Budget: $2,305,000

T&D-Substation RR&I
This project provides funding for the inspection, maintenance and upgrade of substation facilities and equipment, including breakers, switches, relays, annunciator panel systems, multiplexors, system control and data acquisition equipment, electronic security and safety equipment, and storage facilities. This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $450,000

T&D-URD System RR&I
This project provides funding for the repair and replacement of deteriorated underground distribution (URD) facilities. This is a recurring project. Funds not expended prior to close of the fiscal year will be returned to the fund balance.

FY2019 Budget: $350,000

TATMS Enhancements
This project will fund system updates to the Tallahassee Advanced Transportation Management System (TATMS). Staff is currently developing a project to upgrade the aging and out-of-warranty traffic signal controllers at each signalized intersection with state of the art, Advanced Traffic Controller technology. System enhancements will include the addition of redundant routes for the TATMS fiber optic cables, additional remote workstations, fixed overhead sign support structures with variable message signs, and expanded traveler’s information systems.

FY2019 Budget: $325,000

Traffic A/R Master
This project funds services provided by Traffic Operations at the request of state and local agencies, the cost of which is reimbursed by the requester.

FY2019 Budget: $1,000,000

Traffic Management Systems Improvements
On-going implementation of the Tallahassee Advanced Transportation Management System (TATMS) components will provide additional safety, enhance efficient system operations, provide vital traffic flow and effectiveness measures, and provide motorists with real-time traffic information through an intelligent transportation system (ITS) network. Features include video monitoring cameras, variable message signs (VMS), and emergency vehicle preemption. These funds will be used for new mast arm signals, mast arm / span wire replacements, pedestrian signal upgrades at various locations based on safety and traffic pattern variations. These funds will also support the ITS network enhancements with uninterruptible power supply (UPS) for controllers, fiber optic cable improvements, driver feedback / speed radar signs, and pedestrian rapid flashing beacons.

FY2019 Budget: $715,000

Traffic Monitoring Travel Time
This project will fund the capital and operational cost of installing and operating a wireless travel time system on our roadways that will provide historical and real-time travel times. This system will provide before and after data of the effects on travel time as traffic signal timing changes and increased volume occur.

FY2019 Budget: $44,000

Traffic Signal Refurbishment/M
Heavy signal maintenance: remove, repaint and/or refurbish finish coating, reinstall traffic signal steel mast arm structures as needed due to paint failure or age related problems. This is a recurring project; all funding not expended or encumbered at fiscal year-end will be returned to funds balance.

FY2019 Budget: $150,000

UPS Upgrade
This project will fund the installation, upgrade and maintenance of battery back-up systems at our traffic signals and solar school zone flashers.

FY2019 Budget: $50,000

USC-Misc RR&I
This project will fund maintenance and upgrade of facilities and equipment at the Utility Supply Center.

FY2019 Budget: $500,000

Environmental Services and Facilities Management

Citywide Facilities Master
Repair and Preventative maintenance for all city owned buildings except city hall.

FY2019 Budget: $200,000

Citywide HVAC Improvements
Procurement of equipment, parts, refrigerant, etc. to support HVAC repair and preventative maintenance work.

FY2019 Budget: $150,000

City Hall HVAC Improvements
To repair, replace and optimize the heating air conditioning and ventilation (HVAC) and automation systems to improve indoor air quality and reduce energy consumption.

FY2019 Budget: $250,000

City Hall Master Project
Repair and Preventative maintenance throughout City Hall.

FY2019 Budget: $500,000

City Hall Painting
Re-painting and touching up areas throughout City Hall.

FY2019 Budget: $150,000

City Hall Paver Repairs/Replacement
Remove existing pavers around City Hall, pour recessed concrete pad, re-lay existing pavers on concrete pad set in thin set mortar. Replace broken/damaged pavers.

FY2019 Budget: $250,000

City Hall Phase Garage Waterproofing
Perform exploratory work to identify issues with water intrusion in garage of City Hall. Develop and execute remediation plan. Phase I is the work being done on the North side of the building and Phase II will include work to be performed on the East, West, and South sides of the building.

Future Funding

Kleman Plaza Water Intrusion
Repair water leaks and structural damage within Kleman Plaza.

Future Funding

Fire

Facilities Management & Maintenance Master
This project provides for repair and maintenance of the department's fifteen fire stations, which are located throughout the Tallahassee/Leon County service area. These facilities operate twenty-four hours a day to respond to emergencies in the surrounding community. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $400,000

Fire Hydrant Maintenance Master
This project supports the inspection, maintenance and painting of all city-owned fire hydrants and replacement of those determined to be beyond repair. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $847,500

New Station 17 - Lake Bradford Rd.
A new station is needed in the Bradford Road area to improve the emergency response times of TFD. This is the 2nd of 5 new stations requested over the past few years. The 1st, Station #16 was placed into service in 2015.

Future Funding

New Station 18 - Southwood
A new station is needed to replace Station #8 on Hartsfield Road. The existing Station #8 is inadequate to properly accommodate current level of staffing and equipment. This is the 3rd of 5 new stations requested over the past few years.

Future Funding

New Station 8 - Relocation of Station #8
A new station is needed in the Southwood due to the recent growth in that area of the county. This is the 4th of 5 new stations requested over the past few years.

Future Funding

Truck Bay Expansion
Modify the bay doors of the 5 county fire stations to accommodate the newer, larger fire apparatus in use by TFD today. Fire engines and trucks are larger today than when they were at the time these stations were built.

FY2019 Budget: $50,000

Truck Bay Expansion
Modify the bay doors of the 5 county fire stations to accommodate the newer, larger fire apparatus in use by TFD today. Fire engines and trucks are larger today than when they were at the time these stations were built.

FY2019 Budget: $50,000

Fleet Management

Fleet Vehicle Replacement
This is a continuing program, which supports environmental facilities activities and compliance with regulations of the Florida Department of Environmental Protection (DEP). DEP requires that sites, which have the potential for contamination, have emergency response action plans, initial remedial action plans, discharge notification plans, quality assurance project plans, contamination assessment reports, remedial action plans, and site rehabilitation. This is a recurring project. Annual appropriations that are not expended prior to the close of the fiscal year will be returned to fund balance.

FY2019 Budget: $12,689,798

Parks, Recreation & Neighborhood Affairs

Animal Service Center RR&I
This project will be used to manage and fund repairs, replacements, and improvements at the Animal Service Center. An additional $75,000 will be provided by the County to be used for RR&I projects at the facility.

FY2019 Budget: $75,000

East/Northeast Recreation Center
Construction of a new Recreation Center with a multi-use gymnasium in the East/Northeast area, preferably on the City's Welaunee property. The 20,000square foot Recreation Center and multi-purpose gymnasium would provide programs and activities for youth and adults. Currently, there are no recreation centers in this area of the community.

Future Funding

East/Northeast Senior Center
Construction of a new Senior Center in the Canopy development. The 40,000 square foot Senior Center would be designed to accommodate the growing interest in lifelong learning, art and music, cards and game activities, and wellness and fitness classes. A large, highly technical, multi-purpose room could host conferences, workshops, and concerts. An on-site café and coffee shop would allow safe and comfortable gathering spaces for seniors to meet and enjoy each other’s company. A multi-purpose gymnasium would provide space for athletic programs and activities.

FY2019 Budget: $800,000

Forestmeadows Tennis Facility
Renovate existing clay courts and add additional clay courts. Construct a new stadium court and make renovations to locker rooms.

Future Funding

Northwest Park
Development of existing Northwest Park property to include ball fields, disc golf course, playground, community center and pool. A phased development option could include ball fields, disc golf course, playground, and comfort station/field house. Currently, there are no recreation centers or City parks in this area of the community and County park facilities in this area are over capacity.

Future Funding

PRNA Community Centers
This project will be used to manage and fund repairs, replacements, and improvements at various recreation facilities. Aging infrastructure and heavy use create ongoing maintenance and repair needs, and various improvements are required from time to time to continue to meet the needs of park users.

FY2019 Budget: $500,000

PRNA Paving Projects
The Lake Leon roadway at Tom Brown Park and the Winthrop Park parking lot both have root and erosion damage, and both need to be repaved. Other roadways and parking areas throughout the park system's aging infrastructure need repairs and repaving each year.

Future Funding

PRNA RR&I Master
This project will be used to manage and fund repairs, replacements, and improvements at various recreation facilities. Aging infrastructure and heavy use create ongoing maintenance and repair needs at all parks and facilities, and various improvements are required from time to time to continue to meet the needs of park users.

FY2019 Budget: $600,000

Southeast Park
Development of Southeast Park property to include ball fields, disc golf course, playground and other amenities.

FY2019 Budget: $1,000,000

Tom Brown Pump Track
Funds are requested to renovate the BMX Track at Tom Brown Park, replacing it with a pump track. The pump track, also called a flow track, will be paved, requiring much less maintenance than the current dirt track. It will also be a multipurpose track, able to be used not only by BMX bikes, but by mountain bikes, skateboarders, in line skaters, and scooters.

FY2019 Budget: $300,000

New Bike Boxes
Objective LM4 of the Greenprint calls for the City to facilitate the use of alternative modes of transportation. Connectivity investments within the MMTD is also a Commission priority, and in 2013 the Commission adopted an official bike route system. Therefore, the Department requests $50,000 in FY17, 18, and 19 to invest in additional bike route marking and installation of additional bike boxes. Four intersections have been installed with bike boxes already, allowing cyclists to queue in front of cars at red lights, increasing their visibility and reducing the chance of impacts when cyclist and/or cars make turns. This will also make the City more competitive in future applications for Bicycle Friendly City designation.

FY2019 Budget: $50,000

New Wayfinding Signs
In October of 2014, the City Commission adopted the Wayfinding Plan, and staff has since worked with the Public Works Department to begin implementation. While funding for some of the signs was identified at time adoption, a shortfall for Downtown, Southside, and Gateway signs was noted. Completion of this program is identified as a City Commission priority.

FY2019 Budget: $50,000

Planning, Land Management, & Community Enhancement (PLACE)

New Bike Boxes
Objective LM4 of the Greenprint calls for the City to facilitate the use of alternative modes of transportation. Connectivity investments within the MMTD is also a Commission priority, and in 2013 the Commission adopted an official bike route system. Therefore, the Department requests $50,000 in FY17, 18, and 19 to invest in additional bike route marking and installation of additional bike boxes. Four intersections have been installed with bike boxes already, allowing cyclists to queue in front of cars at red lights, increasing their visibility and reducing the chance of impacts when cyclist and/or cars make turns. This will also make the City more competitive in future applications for Bicycle Friendly City designation.

FY2019 Budget: $50,000

New Wayfinding Signs
In October of 2014, the City Commission adopted the Wayfinding Plan, and staff has since worked with the Public Works Department to begin implementation. While funding for some of the signs was identified at time adoption, a shortfall for Downtown, Southside, and Gateway signs was noted. Completion of this program is identified as a City Commission priority.

FY2019 Budget: $50,000

Police

Body Worn Camera Program
TPD has applied for the Department of Justice FY2017 Body-Worn Camera Policy and Implementation Program Grant which is a competitive grant opportunity to implement body-worn camera programs. If received, the grant will provide funding of $675,000 for 24 months which is required to be matched with City funds. TPD intends to implement a system and obtain 450 camera units to outfit all sworn and select non-sworn members. The total project cost over the two-year period including the grant funding is estimated to be $1,475,000. This would provide all of the camera systems, implementation costs, storage, and personnel to implement and maintain the system, as well as respond to associated public records requests. A total of four new positions are included in this cost- two (2) Records personnel, one (1) Microcomputer Specialist, and one (1) Program Manager. In total, equipment and implementation costs are roughly $861,000. The balance of funds ($614,000) supports the anticipated cost of salary and benefits over the 2 year grant period. At the end of the grant cycle all recurring costs would need to be supported by Police and T&I operating budgets. This is estimated to be approximately $450,000 annually. Additional funds have been requested in FY22 for replacement of the server and 225 camera units. Replacement for the remaining 225 units is planned for FY23.

FY2019 Budget: $319,000

Forward Looking Infra-Red Cameras (FLIR)
The LCSO operates their aviation division for all citizens of Leon County, and works with the City to provide helicopter response for law enforcement and for aerial surveys of electric sub-stations and transmission lines for electric faults, provide right-of-way inspections and provide facility security. The LCSO intendeds to replace both FLIR cameras as the existing cameras have reached the end of their usable life. The LCSO intends to apply for grant funds to replace one of the cameras and the second camera will once again be funded through a cost sharing agreement between the LCSO and the City.

FY2019 Budget: $215,000

New Police Facility
The current Police Department is in need of significant repair due to its age and use the facility. Additional space is also necessary for evidence storage, public and employee parking, and anticipated growth. Portable buildings that have been utilized as a stop gap storage measure are beginning to fail. There is very limited parking and meeting space which hinders interaction between the department and the community. Current staffing levels occupy existing space with little opportunity for expansion. The construction of a new facility would mitigate the need for many planned maintenance and repair needs of the existing facility. In total, the department estimates that there are more than $3.4 million improvements needed in the next three years. TPD has completed an initial analysis to provide an estimate of space and property needed for a fully functioning facility. These amounts have been utilized for planning purposes. Funds were reallocated in FY17 from the Records Management Project to support a formal needs assessment and other costs associated with the planning and development of a project of this magnitude. The findings and recommendations of this assessment will be the basis for future budget requests related to design, permitting, land acquisition and construction. Funding in FY18 and FY19 supports land acquisition, design, and permitting based on initial estimates.

FY2019 Budget: $6,365,000

SRT Program Enhancement
TPD will provide specialized equipment and training to all sworn personnel for order maintenance issues. This process with take approximately three years to complete and necessitates TPD reactivating a 100 member transitional Special Response Team to assist with the implementation process. A new command structure was implemented for the SRT and training is currently occurring to ensure members are adequately prepared for order maintenance issues that may arise. This project will support the purchase of specialized equipment and munitions that are required to outfit the team. This includes helmets and riot gear, gas masks, pepperball systems and gas munitions. Funding for the first 100 personnel is currently budgeted in the Capital Improvement Plan for FY 2019 with associated recurring costs supported in future years.

FY2019 Budget: $280,000

Taser Replacement Project
The utilization of Taser devices has presented officers with another less lethal option to address combative interactions. The use of a taser reduces injuries incurred to both the officer and the subject when compared to other less lethal applications such as batons, physical control, or pepper spray. In some instances, a subject may submit simply based on the display of the taser, while in others, if it wasn’t for the use of the taser, deadly force would be the only other reasonable course of action. Beginning in FY17, TPD entered into a five-year payment arrangement with the vendor to receive 404 new units and the associated cartridges and charging devices that are needed over the five-year period. As a part of this agreement, TPD will trade in all existing units for a credit, with exception of 33 recently purchased units. This will meet the goal of providing new tasers for all sworn and reserve officers and provide a few spares to replace any units that may be damaged over the next five years. Existing operating funds budgeted for the annual cost of cartridges and charging devices ($40,560) will be utilized in addition to this project’s sources to fulfill the City’s cost obligation for this arrangement. Funding requested in FY2022 is the estimated amount needed to begin a similar arrangement once the existing agreement has ended. This amount is the net amount needed to support a second five-year arrangement (i.e. - it does not included funds provided in the operating budget).

FY2019 Budget: $130,240

TPD Mobile Data Computer Lease
This project provides the incremental funding needed to support the lease of laptop computers for all TPD sworn personnel. This will allow all sworn personnel the opportunity to complete their work assignments in the field rather than at TPD Headquarters. The 4-year agreement for 410 laptops will run through FY2020. The cost for renewal in FY2021 is increased based on one-time funding that was provided for the initial cost of new officer positions in FY16 that will not be available when the lease is renewed.

FY2019 Budget: $150,000

TPD Repair, Replace and Improve Master Facilities
This is an annual recurring project that supports the maintenance, repair and improvements to the Police Department headquarters facility. A total of $150,000 is requested annually over the 5-year period to support on-going building repairs and improvements, HVAC maintenance, and boiler replacement.

FY2019 Budget: $150,000

Technology & Innovations

800 MHz Microwave Replacement
This project will replace the current microwave system, which no longer has factory parts available for repair.

FY2019 Budget: $234,618

800 MHz Recurring Maintenance Project
This project is a recurring appropriation that funds maintenance projects related to the 800 MHz radio system.

FY2019 Budget: $40,000

Applications and Database Upgrade
The City of Tallahassee adopted various enterprise solutions in 1999 by implementing various citywide applications including Oracle as the database agent of choice and PeopleSoft for standardized financials, HR, payroll and utility billing services. Upgrades are required to stay current with applications and maintain functionality of the systems.

FY2019 Budget: $820,000

Backup and Recovery Equipment Replacement
Purchase Rubrik backup and recovery solution to replace the current outdated backup solution provided by Veritas/Symantec. This expenditure will greatly improve our ability to ensure data integrity, resiliency, and swift recovery in the event of system fault.

FY2019 Budget: $150,000

CDA Storage and Virtual Server
Necessary storage required by the Consolidated Dispatch Agency for email and file shares. This was not originally included because of not knowing what was required for the agency to be operational.

FY2019 Budget: $150,000

Circuit for DC enhancement City Hall
Add Electrical Circuits so that both server and network infrastructure are completely powered by circuits with UPS power backup, and surge protection. Also want to ensure that batteries are optimal and replaced when necessary. Current batteries were refreshed between 2014, and have a 5-7year life span.

FY2019 Budget: $50,000

City Building Computer Wiring Upgrades
This recurring project provides for upgrading wiring within city government buildings to meet requirements for high-speed data transport, video teleconferencing, and video training services to desktop computers and telephone devices. The project also provides for a migration from the present wiring infrastructure to meet requirements of city users. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $50,000

Damage Prevention CityWorks Implementation
Software and licensing to integrate location work tickets with CityWorks for the 811 service system.

FY2019 Budget: $100,000

Data Center Implementation
This project will support the Utility Technology project.

Future Funding

Database Migration (12C)
Upgrade Oracle Database Licenses and infrastructure to support increasing demand of existing and new citywide applications.

Future Funding

Enterprise Wide CityWorks Implementation
Continued incremental implementation of CityWorks to departments. Public Infrastructure, Utility Services, Sewer, Traffic, Electric, Water Production, Water Quality, T&I, Solid Waste. Consulting Services and Systems implementation costs.

FY2019 Budget: $700,000

ESRI Platform Upgrade
This project provides an ESRI platform for GIS software.

Future Funding

Mobile Data Management
Implementation and maintenance costs for Mobile Device Management (MDM) for cell phones. (MDM) is a type of security software used by to monitor, manage, and secure employees' mobile devices (laptops, smartphones, tablets, etc.) that are deployed in Public Safety. An MDM is required by FDLE on smart phones to ensure the security of these devices.

FY2019 Budget: $150,000

Network Infrastructure Replacement Project
This project provides funding for infrastructure upgrades and/or replacement of network file servers, hubs and ancillary equipment. This ongoing project provides for a five-year progression of upgrades and replacements necessary to support demands of the citywide information technology initiatives.

FY2019 Budget: $300,000

Network Infrastructure Upgrade/Replacement Project
This project provides funding for infrastructure upgrades and/or replacement of network file servers, hubs and ancillary equipment. This ongoing project provides for a five-year progression of upgrades and replacements necessary to support demands of the citywide information technology initiatives.

FY2019 Budget: $600,000

O365 Expansion
Acquire consultant services to assist the City in upgrading the SharePoint platform; deployment of OneDrive; evaluation and configuration of the Mobile Device Management features; configuration and implementation of O365 latest security features; and deployment of specific applications in the Azure portal.

FY2019 Budget: $500,000

Outage Management System
This project will assist in identifying outages.

Future Funding

Peoplesoft Upgrade (HRMS/FMS)
The upgrade of PeopleSoft Financial Management (FMS) and Human Capital Management (HCM) systems to the current releases: from 9.0 to 9.2 and from 8.9 to 9.2 respectively.

Future Funding

Public Safety Hardware and Software
Replacement of VxRail and VNX located at the PSC along with the replacement of the current P1 CAD System with a Hyper-Converged system.

FY2019 Budget: $575,000

Server Upgrade-Infrastructure Maintenance
This project funds the necessary upgrades for the servers located at City Hall. These servers provide the support mechanisms for enterprise systems such as PeopleSoft, databases, printing, domain controllers, virtual serves and desktops. It also provides the upgrades and enhancements for data storage for all servers located in the City Hall data center.

FY2019 Budget: $600,000

SQL Server Upgrade
Upgrade Sql Server Database Licenses and infrastructure to support increasing demand of existing and new citywide applications.

FY2019 Budget: $375,000

Technology Innovations
Provides for the evaluation and testing of software, hardware and associated licenses to support innovative technical approaches. This project will also be used to subsidize additional user licenses for existing dashboard, ETL and developer productivity tools.

FY2019 Budget: $400,000

TPD Records Management System (RMS)
This project will provide TPD with a new record management system to interface to the Motorola CAD System.

FY2019 Budget: $300,000

Utility Technology Project Master
This is a ten-year proj`ect proposed to replace the City's current Customer Information System with a Customer Relationship Management system and create a data warehouse and customer contact portal for Utility Services.

FY2019 Budget: $4,500,000

UU Laptop Deployment
This is a ten-year project proposed to replace the City's current Customer Information System with a Customer Relationship Management system and create a data warehouse and customer contact portal for Utility Services.

FY2019 Budget: $150,000

StarMetro

FSU Electric Buses
In 2017, FSU advertised Invitation to Negotiate (ITN) 5837-A for FSU Transit Services. After on-going negotiations, StarMetro received a Statement of Intent to award the Transit Services contract to the City of Tallahassee effective May 24, 2018. The action will make the Seminole Express the first all-electric bus fleet on any campus in the country, signaling the City and University's commitment to leadership in environmental sustainability. The contract term is anticipated to be from July 1, 2017 until June 30, 2024, with FSU reserving the right to contract for one additional three (3) year period, July 1, 2024 to June 30, 2027. The University desires to secure new buses for all campus routes within 12 to 18 months of the start of the agreement. As part of the contract, it will be the responsibility of StarMetro to procure buses for the campus fleet; therefore, StarMetro is working with Proterra to purchase an all-electric fleet for FSU. The current purchase schedule is: 15 buses (about $719,000 each including battery lease) by August 2019, 3 buses by 2025, and 4 buses by 2027. Additionally, StarMetro is purchasing 2 on route fast chargers (about $80,000) for campus and 5 slow chargers (about $120,000 each) for StarMetro’s garage to service the new electric buses.

FY2019 Budget: $10,500,000

Underground Utilities & Public Infrastructure

Automation Implementation
This project involves the development and implementation of a Geographic Information System (GIS) database mapping and facility inventory system for the department's Gas, Water & Sewer Utilities. Funding is provided for field surveys to locate existing gas valves/facilities, quality assurance/quality control gas facilities, modeling, prepare data input and editing, integration to GIS from engineering designs and documents, purchase and maintain gas applications pertaining to leak surveys and cathodic protection, purchase and maintain hardware and software pertaining to gas applications, purchase hardware and software pertaining to locating facilities, staff training, gas code compliance suite, mobile GIS, mobile GPS, work management, and field force automation.

FY2019 Budget: 210,000

Backflow Reimbursem*nt Program
Changes from the Chapter 21, Article VIII, Division 1, Sec 21-261 Cross Connection Code amendment provide better incremental enforcement options to achieve customer compliance with testing customers’ backflow prevention assemblies (BFPA’s) other than discontinuance of water service. One option for residential customers to comply with testing their BFPA’s is to participate in the “Opt-In” Testing Program. Under this program, the biennial (every two years) backflow test will be performed by an approved tester under contract with the City of Tallahassee for which a cost of $3.00 per month will be applied to the customer’s monthly utility bill. The water service customer will remain registered in the program until written cancellation is received from the customer. Customers who have failed to have their devices tested and are delinquent after two notices will automatically be enrolled in the program. Funding represents an expected 50% participation of residential customer.

FY2019 Budget: $200,000

Briarwood Subdivision Ditch St
Approximately 1,000 feet of ditch passing through the Briarwood subdivision has eroded to the point that it is impacting several adjacent properties. The ditch, which is privately owned, not only affects adjacent properties but it also impacts water quality and the Cities National Pollutant Discharge Elimination System (NPDES) permit. This ditch discharges into the Lafayette Creek drainage system. Stormwater is conveyed from the area south of Apalachee Parkway and east of Capital Circle SE through the Briarwood Subdivision and eventually to upper Lake Lafayette. The ditch is currently unimproved and the cross drain under Blue Bay Lane is rusted and deteriorating. The proposed design will include stabilization of the ditch banks and replacement of the cross drains culverts under Blue Bay Lane. In FY 2014, Public Works Drainage Operations was working to obtain drainage easem*nts through the subdivision. Project budget is based upon pre-design estimate.

Future Funding

Carbon Bed Replacement
The City has five active water treatment (water well) facilities that use granular activated carbon (GAC) filters to remove ground water contaminants. The need to change the carbon filter media is related to water demand, the amount and type of contaminants, and other factors. Exchange of the carbon filter media is expected to be an ongoing process with these units. GAC units are closely monitored for Florida Department of Environmental Protection compliance by the Water Quality Division. Chemical analyses determines the carbon replacement schedules. Carbon planned for replacement includes FY18 - Wells 6 , 7 and 13; FY19 - Wells 2 & 4; and FY20 - Well 9.

FY2019 Budget: $200,000

City 10% Sales Tax Master
This is a master project from which the City's 10% share of the 2020 Sales Tax Extension will be funded. Order of funding of projects will be as approved by the City Commission.

Future Funding

Collection System Rehabilitation/Replacement
Sewer collection infrastructure must be rehabilitated or replaced to extend the expected life and reduce stormwater infiltration and inflow. These projects are prioritized each year based on maintenance reports, with design and construction usually done in-house and coordinated, when possible, with roadway projects. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $3,000,000

Facility Building Improvements
This project involves scheduled and unscheduled improvements and maintenance for the Water Quality Facility. Among the recommendations proposed are additional building and roof repairs, parking lot improvements, mechanical system maintenance and repairs, and maintenance on the current security system. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned.

FY2019 Budget: $100,000

FAMU Way
This project involves the construction of a new 1.3 mile extension of FAMU Way from Wahnish Way to Lake Bradford Road with 2 traffic lanes, sidewalks and bike lanes, enhanced landscaping and on-street parking. and improvements to existing FAMU Way between Monroe Street and Wahnish Way to achieve the same standard. Phase I, from MLK Boulevard to Pinellas Street is complete and Phase II, from Pinellas Street to the intersection of Gamble Street and Eugenia, is now substantially complete. Phase III will extend the improvements from Gamble Street to Lake Bradford.

FY2019 Budget: $4,000,000

Gas Operations Master
The Gas Utility Division performs a variety of capital project activities designed to meet recurring operating requirements. Projects include procurement of meters for new service requests, replacement of obsolete meters, and repaving of utility cuts. This is a recurring project. Appropriations that are not utilized to fund specific projects prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $3,700,809

Inflow Monitoring and Testing
This project supports the identification of sources of infiltration or inflow into the sanitary sewer system. Identification methods include smoke testing, monitoring flows, and televising. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $300,000

Lower Central Drainage Ditch Erosion Control Project
The project objective is to address severe erosion along the Central Drainage Ditch (CDD) from Gamble Street to Springhill Road. The most severe erosion is from Kissimmee Street to Springhill Road. The majority of the CDD is under private ownership, so land acquisition will be required. It is envisioned that the solution concept will consist of armoring the bottom and sides of the ditch with Gabions with maintenance access paths and fencing along both sides of the ditch.

FY2019 Budget: $2,500,000

Maclay Commerce Dr./ Maclay Bl
This project will include improvements to Maclay Commerce Drive and Maclay Boulevard. These improvements will support additional Placemaking initiatives proposed for the Market District. Improvements may include multiple roundabouts, landscaping and enhanced pedestrian features.

Future Funding

Maintenance Sidewalks
UUPI is responsible for nearly 500 miles of sidewalks within the city limits. These sidewalks are subject to deterioration from vehicular loading, tree roots, and other age and environmental impacts. Historically, the City has not used a program approach for sidewalk maintenance. Repairs have generally made based on citizen calls or are associated with other improvements scheduled in the area. In 2017 staff implemented an asset management approach to addressing sidewalk maintenance issues. Through that process, staff has identified nearly 20,000 sidewalk maintenance issues that require attention. This funding will be allocated for addressing those issues as well as other identified maintenance issues that impact safe pedestrian connectivity throughout the City.

FY2019 Budget: $1,000,000

Master Sewer Plan Improvements
This project is to construct major sewer infrastructure, including pumping stations, force mains, and gravity sewer mains, to provide city sewer services in accordance with the 2035 Sewer Master Plan. Individual projects will be established based on the capital project phasing included in the Master Plan. This is a master recurring project. Funds that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $2,420,500

Master Water Plan Improvements
This project funds the construction of water distribution infrastructure in accordance with the 2010-2030 Water Master Plan. Improvements identified in the plan include major upgrades and replacement of distribution piping and water production/storage facilities to maintain proper water capacity and system pressure to provide adequate fire flows, maintain good water quality, and address future growth. Individual projects will be established based on the projected capital project program included in the Master Plan. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $2,548,000

McCord Pond Ditch Improvements
Ditch erosion has enlarged the ditch to a point that encroachment into the adjacent residential and commercial properties is beginning to occur. This ditch runs northeast from Betton Road, behind residential properties on Trescott Drive and commercial properties on Thomasville Road, behind the Circle K on Thomasville Road near Betton Road. The ditch is in a 48-foot wide right-of-way and is approximately 10 feet deep with nearly vertical side slopes. The ditch is 1,250 feet in length and affects 11 residential and 5 commercial properties. Access to this ditch is at the north end at Post Road. Any stabilization maintenance required (placement of sandbags, installation of rip rap, etc.) must be done by hand. Preliminary design would install a 7-foot by 15-foot box culvert. The estimated cost of construction is $1,884,000. and the estimated cost of design is $188,400. Total cost is estimated at $2,072,400. We are requesting the design and construction funding over two years as this is a relatively large project will require design and construction over two fiscal years. Funds requested for FY2017 are for the design. Construction funds will be requested for FY2018. This project's cost estimate was made according to staff's knowledge of the cost of similarly sized projects.

Future Funding

Medium Stormwater System Improvements
This project provides funding for medium sized stormwater problems to be addressed in a timely manner. Problem areas are analyzed under the Small Project Initiative Program (SPI) and at times the solution exceeds the resources allocated to the SPI Program. This project provides construction funding for these somewhat larger (medium sized) stormwater problems to be addressed in a timely manner. Projected costs are engineer’s estimates, based upon Water Resources Engineering historical project construction costs. This is a recurring project. All appropriations not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $2,000,000

Minor Stormwater Improvements
The recurring project’s scope is to resolve various minor stormwater problems that occur during the year. These are maintenance and minor improvements to the stormwater infrastructure system including, but not limited to: material acquisition, permitting, design and land acquisition. The National Pollution Discharge Elimination System (NPDES) Permit requires that 10% of the entire stormwater system be inspected annually. Also, the Northwest Water Management District (NWFWMD) testing requirements will increase as new facilities are accepted for maintenance. These increased levels of inspections will inevitably reveal additional maintenance requirements. Construction costs continue to increase due to the economic environment and cost of raw materials. Annual appropriations not expended to the end of the fiscal year will be returned to the stormwater fund.

FY2019 Budget: $460,000

Miscellaneous Stormwater Engineering
Drainage Basin: City Wide. This project provides a source of funding for various miscellaneous stormwater problems or issues, which the Stormwater Division is called on to address, and which are not funded in the capital improvement plan (CIP). Typically, this work requires some engineering, surveying or other services and this project provides the Stormwater Division with a funding source to provide those activities. This is a recurring project. Annual appropriations that are not expended prior to the close of the fiscal year will be returned to fund balance.

FY2019 Budget: $80,000

Northwest Water Quality Remediation
This project will fund the replacement and upgrade of aging water mains within the Northwest area of Tallahassee. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,200,000

NPDES Municipal Stormwater
This is an ongoing project that addresses compliance with the City's National Pollutant Discharge Elimination System permit.

Future Funding

Park Ave Ditch Stabilization
The Park Avenue Ditch Stabilization project funds improvements a system of large outfall ditches that convey storm water from within the city. It conveys storm water from the Miccosukee Roads/Lucy Street area to Weems Pond.

FY2019 Budget: $425,000

PASS Program
This project is to address City roadways meeting the criteria for inclusion in the City's Pedestrian and Street Safety (PASS) program. This program provides funding to reconstruct existing substandard City streets to current standards.

Future Funding

PI Small Projects Initiative
Added to address miscellaneous minor public infrastructure improvement projects.

FY2019 Budget: $200,000

Pump Station Renovation & Maintenance
The Distribution and Collection Division operates and maintains 107 pumping stations. Pumping stations are scheduled for periodic maintenance and upgrades based upon the age and condition of the grounds, structures, and/or equipment. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned.

FY2019 Budget: $850,000

Pumping Station Replacement Master Project
The City operates 112 pumping stations in the sewer collection system and annually prioritizes those stations due for replacement or major upgrades. This project provides for the design, purchase and installation of equipment and structures to adequately and reliably pump sewage throughout the collection system. This is a master recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $1,475,000

Railroad Avenue
This project will provide for reconstruction of 0.25 mile of Railroad Avenue as a revitalized connection between FAMU Way and Gaines Street. This project will be a component of the Gaines Street revitalization efforts. Improvements will include enhanced bike and pedestrian amenities, possible lane relocations, enhanced lighting and landscaping and the conversion of overhead utilities to underground facilities along the corridor. Discussions with FSU are also underway to discuss their need to include a major stormwater conveyance system they will need to support their Arena District Project. If approved, this conveyance will be installed as part of the Railroad Avenue project through a Joint Project Agreement and will delay commencement of construction of the project to 2020.

Future Funding

Rainfall and Stream Gauging - Stormwater Project
The program is funded through a joint agreement among the City, Leon County, and the Northwest Florida Water Management District. The project is an annual recurring project to gather rainfall and stream flow data necessary to continually update stormwater computer models and to ensure reliability of designs. This is a recurring project. Annual appropriations that are not expended prior to the close of the fiscal year will be returned to fund balance.

FY2019 Budget: $150,000

Residential Sidewalks and Bike Ped Implementation Prog
This project combines funding authorized by City Commission Policy 600CP for the Sidewalk Program and for the City Commission authorized Traffic Calming Program. Emphasis is placed on sidewalk improvements including in-fill sidewalks and missing link segments and sidewalks included in the City’s adopted prioritized sidewalks list. All sidewalks and ramps constructed must meet the Americans with Disabilities Act (ADA) criteria. This is a recurring project. Annual appropriations that are not expended at the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,239,509

Roadway - Raymond Diehl Road
The Raymond Diehl Road PASS project will improve pedestrian, bicycle and vehicular roadside safety along the Raymond Diehl Road corridor from Killearn Center Blvd. to Olson Road. Currently the roadway has deep open ditches and drop offs adjacent to the travel lanes along portions of the roadway. The project will consist of adding curb and gutter, closing the roadside ditches, installing stormwater inlets and conveyance, constructing a new sidewalk along the one side of the roadway and bicycle lanes throughout the project limits.

FY2019 Budget: $1,000,000

Roadway - Richview Road Pass
The Richview Road PASS project will improve pedestrian, bicycle and vehicular roadside safety along the Richview Road corridor from Apalachee Parkway to East Park Avenue. The project will consist of adding curb and gutter, closing the roadside ditches, installing stormwater inlets and conveyance, a new sidewalk along the one side of the roadway and bicycle lanes from Apalachee Parkway to Spring Forest Road. Additional sidewalk improvements will be constructed from Spring Forest Road to Park Avenue to comply with the Americans with Disabilities Act. This corridor is an important link for adjacent residential subdivisions to access transit on Apalachee Parkway.

Future Funding

Roundabout Intersection Kerry Forest
The roundabout at the intersection of Kerry Forest Pkwy and Shannon Lakes Dr. serves approximately on average 24,000 vehicles per day. The existing pavement within the roundabout is exhibiting several deformations including rutting, shoving and an increase in cracking. It is impractical to perform maintenance on the roundabout at this time because any maintenance would not be cost effective and would only provide a temporary and short-term fix.

We are requesting funding for the design and construction of replacing the current roundabout with concrete. The estimated costs for design and construction of this project are $580,000 ($80,000 for design in 2019. and $500,000 for construction in 2020).

FY2019 Budget: $80,000

Royal Oaks Creek Stormwater Improvements
Definition and Scope - The project objective is to alleviate structural flooding, yard flooding and erosion of several residential properties located adjacent to the Royal Oaks Creek. Additionally, this project will evaluate options that address the severe erosion of properties and stormwater outfalls abutting the watercourse; and thereby reduce the sediment transport downstream towards the Killearn Chain of Lakes. The project will also evaluate the potential to remove previously deposited sediments from ditches and ponds within the system.

FY2019 Budget: $2,500,000

Sewer Line Relocation/Adjustment for Roadways
Sewer collection infrastructure in conflict with proposed roadway and stormwater facility improvements must be relocated and adjusted. The scope and cost of these relocations/adjustments vary with each project and cannot be accurately determined until final construction plans are available. The projected five-year funding levels are based on preliminary Florida Department of Transportation, Blue Print 2000, Leon County, and City Public Works schedules and on historical cost experience. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $4,195,297

Sewer System Infrastructure Expansions
This project will fund minor sewer infrastructure expansions associated with land development activities. It involves refunds to developers for on-site and off-site activities including pipeline additions/adjustments as well as construction and/or modifications to pump station. This is a master-recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to the fund balance. Formerly Minor Sewer Infrastructure Expansions.

FY2019 Budget: $1,147,000

Sidewalk - Putnam Drive
In December 2010, the Tallahassee City Commission approved staff’s recommendation to combine all planned pedestrian and bicycle project lists into a single consolidated list entitled the Planned Multimodal Project (PMP) list. Using the prioritization criteria, with safety serving as the number one priority, and evolving Commission priorities, three major sidewalk projects will begin this fiscal year on Putnam Rd., Polk Rd., and Shamrock Rd. These projects range from one to two years of construction.

FY2019 Budget: $340,000

Small Projects Initiative
Drainage Basin: City Wide. This project provides funding for smaller stormwater problems to be addressed in a timely manner. To address this issue, a staff person has been assigned to work only on small projects. Projected costs are engineer’s estimates, based upon Water Resources Engineering historical property acquisition, engineering design, and project construction costs.

FY2019 Budget: $150,000

South City - Country Club Creek Stormwater Improvements
The project objective is to improve the stormwater infrastructure and level of service, specifically along Country Club Creek, in South City. The project will evaluate options to clean and address the severe erosion along segments of the Country Club Creek watercourse; thereby, reducing sediment transport downstream to Silver Lake and Lake Munson. The project will also evaluate, and if necessary upgrade, cross-drain culverts along the creek. The project may include the acquisition of abandoned, flood prone residential properties. A re-mapping of the FEMA Special Flood Hazard Area (SFHA) of the East Ditch and Country Club Creek will be provided if warranted by engineering analysis. Projected costs are engineer’s estimates, based upon historical property acquisition, engineering design and construction costs.

FY2019 Budget: $1,250,000

Storm Drain System Inspection/Rehabilitation/Replacement
This a master project that provides funding to inspect, and if necessary, repair or replace storm drain pipes and structures within City streets that are scheduled for resurfacing. Storm drain infrastructure has a service life which can be extended through timely inspection and rehabilitation. When rehabilitation is not feasible, replacement should be performed prior to street resurfacing. This storm drain RR&I work will also be coordinated with other City utility RR&I projects along streets that are not currently programmed in the City's resurfacing program. Additionally, the City's NPDES MS4 Permit requires annual inspection and maintenance of a minimum of 10% of the drainage infrastructure. This project will assist the City in achieving compliance with this component of the MS4 permit. Periodically, funds may be utilized to purchase, upgrade, and/or replace inspection equipment.

FY2019 Budget: $1,000,000

Stormwater Pollution Reduction
The initial assessment and planning phase has been completed. However, the SPRP has transitioned into the implementation element of the program. The Division will continue to fund prioritization, feasibility studies and BMP monitoring via this project.

Future Funding

Street Resurfacing and Sidewalk Master Project
The purpose of this program is to implement the City’s Pavement Management Program. This program establishes pavement maintenance priorities over the City’s 650+ miles of streets. Work includes a range of treatments, ranging from total pavement reconstruction to low cost pavement preservation treatments.

FY2019 Budget: $6,500,000

Think About Personal Pollution (TAPP)
The TAPP (Think About Personal Pollution) Campaign is an ongoing water quality enhancement project originally funded through a Section 319 Nonpoint Source Management grant from the US-EPA. The Campaign is a multi-media and community outreach effort, which surveys indicate has been successful in reducing stormwater pollution that reached our lakes, streams, and ponds.

FY2019 Budget: $240,000

Total Maximum Daily Load Compliance
The Federal Clean Water Act requires that states identify impaired waters and that they develop programs to reduce pollutant loads in those waters. Nationwide, the programs being developed to address these requirements are called total maximum daily load (TMDL). Florida is moving forward with its TMDL program very rapidly in response to a court ordered schedule. This program could have significant financial impacts on the city. This project provides funding for engineering and administrative activities to develop strategies to address the regulatory requirements of the TMDL program, and to ensure that city interests are protected. Primary activities under this project would include developing necessary technical data and receiving water computer models, negotiating with the Florida Department of Environmental Protection and the Environmental Protection Agency (EPA), preparing TMDL implementation plans, and developing other programmatic elements.

FY2019 Budget: $50,000

Wastewater Collection Master
Each fiscal year the distribution and collection division performs a series of capital projects that cover wastewater collection system activities listed below. This is a master recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $2,943,500

Wastewater Treatment Improvements
Each fiscal year, the Wastewater Treatment Division performs various capital projects relating to the repair, replacement, and maintenance activities at the various treatment facilities. Project activities are listed below. Annual appropriations that are not expended prior to fiscal year end will be returned to fund balance.

FY2019 Budget: $800,000

Water Distribution Master
Each fiscal year, the Distribution and Collection Division performs a series of capital projects, which cover water distribution system activities shown below. Fire hydrant maintenance is included in the Fire Department's CIP. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $4,000,000

Water Distribution System Extensions and Upgrades
In FY2016 and prior years, this project was named Water Minor Line Extensions and Upgrades. The name is being changed to more accurately reflect the purpose of this project. This project will fund water distribution system extensions as well as development related reimbursem*nts. It will also fund water main replacements and upgrades identified by maintenance and operating activities. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to the fund balance.

FY2019 Budget: $1,220,000

Water Line Reloc./Adj. for FDOT/City/Leon County P/W
This project funds the relocation and adjustment of water distribution infrastructure that conflicts with proposed roadway improvements planned by City and County Public Works Departments, Blue Print 2000 and the Florida Department of Transportation. The scope and cost of these relocations/adjustments vary with each project and cannot be accurately determined until final construction plans are available. The projected five-year funding levels are based on preliminary FDOT, Leon County, Blue Print 2000 and City Public Works schedules and on historical cost experience. An engineering firm or water utility engineering staff will design and inspect each of these projects as needed. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned to fund balance.

FY2019 Budget: $2,727,900

Water Operations Support
Underground Utilities customers have been experiencing discolored drinking water primarily in the northwest water service area. The discoloration is a result of buildup of naturally occurring iron in the distribution system, causing the pipes to require cleaning to be renewed to the customer service level expected of us. Approximately 100 miles of distribution pipe and three water supply wells serve this area which need to be routinely cleaned, rehabilitated, and/or replaced. Underground Utilities Engineering and Operations are working closely together to identify the sources/causes of the water quality problems, and to develop and implement solutions to provide customers the same high quality water as experienced throughout the City. This is a recurring project. Annual appropriations that are not expended prior to the end of the fiscal year will be returned.

FY2019 Budget: $250,000

Water Quality Division Service Request
The Water Quality Division performs laboratory analysis work for other city departments as well as implementation of the small quantity generation (SQG) inspection program. The SQG program is a contract with Leon County for countywide inspection of businesses to examine proper handling of hazardous wastes in compliance with local, state, and federal regulations. The SQG program allocation is $25,000; remaining funds support laboratory analysis, equipment, and supplies. All related expenditures will be fully reimbursed by city user departments and Leon County and will be handled through the city's billing and accounts receivable process.

FY2019 Budget: $103,100

Water Well and Elevated Tank Renovation & Replacement
This project supports improvements, upgrades, and emergency repairs at the various city water wells and elevated tanks. Currently, there are 27 water wells and 8 elevated water storage tanks in the city's water supply system. Rule 62-555.360 (operation and maintenance of public water systems) by the Florida Department of Environmental Protection requires that drinking-water storage tanks be inspected annually and cleaned at least once every five years to remove bio growths, calcium or iron/manganese deposits, and other debris from inside the tanks. The rule also requires inspection for structural and coating integrity at least once every five years by personnel under the responsible charge of a professional engineer licensed in Florida. The tanks also require annual cathodic protection inspection to help prevent corrosion.

FY2019 Budget: $795,000

Water Well Facilities Improvements
This project includes structural analysis of existing water well facilities and provides for repair and maintenance of the buildings that house chemicals, electrical motors and electrical control centers. The project also supports improvements and upgrades to the SCADA remote monitoring and control systems, Motor Control Centers (MCC), backup power generators and auxiliary engines at various city water wells. This project will also be used to fund future needs to clean and paint the systems elevated water tanks. The new control centers will allow better compatibility with today's technology to monitor additional safety and security equipment, to be compatible with newer software versions and to enhance remote monitoring and operations. Tank 1 is scheduled to be painted in FY18. Additional well/tank improvements are also anticipated.

FY2019 Budget: $500,000

Weems Road Extension
This project provides for the extension of Weems Road from Mahan Drive, northerly and westerly, to tie to a new section of Automotive Way built as part of the Mahan Villages Shopping Center.

FY2019 Budget: $1,610,000

Weems Road Pass
This project provides for the reconstruction Weems Road between Mahan Drive and Easterwood Drive as an urban street with curb and gutter, sidewalks and sharrow lanes to meet City standards for pedestrian and street safety (PASS). There will be a trail constructed along the east side of the roadway connecting the Goose pond trail to Mahan Drive. The construction of Phase 1 (Capital Circle N.E. to Railroad crossing) is complete. Construction of Phase 2 (Railroad crossing to Mahan Drive) will commence in early FY2019. The project also includes constructing a bridge at the existing Weems Pond outfall to address recurring flooding of the roadway.

FY2019 Budget: $1,100,000

WRE Document Management Upgrade
This project will reduce the amount of office space required to store paper files in the Gemini Building related to the work performed by Water Resources Engineering. Improved efficiency provided by thedocument management upgrade will simplify the search and retrieval of archived documents; thereby reducing lost opportunity costs.

FY2019 Budget: $32,500

Zillah Street PASS (Roadway)
This project will improve pedestrian, bicycle and vehicular roadside safety along the Zillah Street corridor from Tram Road to Paul Russell Road. Currently the roadway has deep open ditches immediately adjacent to the travel lanes along the southern half of the roadway and shallower swales along the northern portion of the roadway. There is a sidewalk along the west side of the roadway throughout the project limits and a multi-use trail on the west side along the north half of the roadway. The project will consist of adding curb and gutter, closing the roadside ditches, installing stormwater inlets and conveyance, constructing a sidewalk along the east side of the roadway and bicycle lanes from Tram Road to Omega Avenue. There is a multi-use trail along Zillah Street from Omega Avenue to Paul Russell Road so bicycle lanes will not be constructed along this portion of the roadway.

Future Funding

Treasurer-Clerk

OnBase
This project is scheduled to upgrade the City's current version of OnBase.

Future Funding

OnBase Upgrade
This project supports the OnBase upgrade.

Future Funding

4.3 Five Year Capital Improvement Plan Budget

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4.4 Schedule of Debt Service

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View the FY19 Debt Service

4.5 FY19 Debt Policy Analysis

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The city’s debt policy identifies debt -financing goals the city seeks to achieve and provides targets rather than requirements and applies to all debt issued by the city of Tallahassee and its Community Redevelopment Agency. The policy also addresses debt structure, debt issuance, debt refunding, debt targets, and other topics including capitalized interest, post debt issuance policies, taxable and direct subsidy bonds, conduit debt, and the Tax Equity and Fiscal Responsibility Act (TEFRA) debt.

Debt Programs:

  • General Government Bonds provide the funding for capital project of the general government. These bonds are secured by a combination of general government non-ad valorem revenues. The most commonly pledged revenues have been the half-cent sales tax, local communications tax and guaranteed entitlement revenues.
  • Energy System Bonds provide funding for capital projects of the electric and natural gas systems. The bonds are secured by a pledge of the electric fund and natural gas fund revenues, with each fund paying for the debt service that is associated with its projects.
  • Consolidated Utility System Bonds provide funds for capital projects for the water, sewer and stormwater facilities. The bonds are secured by a pledge of the funds’ revenues, with each funding paying for the debt service that is associated with its projects.
  • Airport System Bonds provide funds for capital projects for the City’s airport. The bonds are secured by a pledge of revenues from the aviation fund.

Policy Goals:

  • Maintain sufficiently high bond ratings to assure access to affordable credit and low borrowing costs.
  • Ensure intergenerational equity by amortizing debt within the expected useful life of a project or asset.
  • Coordinate the City’s capital improvement program with its debt management policy to develop a coherent, long-term financing plan for the City’s capital funding needs.
  • Maintain flexibility for the future financial needs of the City.

Debt Targets:
The City will monitor and report debt ratios annually and at the time of each debt issuance, and strive to structure debt to meet the following targets:

  1. The following targets are measures for liquidity, operating margins and debt burden.
  2. General Fund
    Liquidity: Spendable General Fund Balance of 15% of General Fund expenditures.
    Debt Service as a % of Expenditures/Coverage Ratio: Net Debt Service to be less than 10% of General Fund Expenditures
    Debt Burden: Debt as a % of Full Market Value in less than 2%

    Consolidated Utility System
    Liquidity: 150 days cash on hand
    Debt Service as a % of Expenditures/Coverage Ratio: Debt Service Coverage of 1.50x or higher
    Debt Burden: Debt as a % of Capital Assets less than 50%

    Energy System
    Liquidity: 210 days cash on hand
    Debt Service as a % of Expenditures/Coverage Ratio: Debt Service Coverage of 2.0x or higher
    Debt Burden: Debt as a % of Capital Assets less than 60%

  3. The following targets are measures for the structure of the City’s debt portfolio at the time of issuance.
  4. General Fund
    Average Life (Range): 10 - 15 years
    Viable Rate (VR): 20%*
    Rolling Medium Term Notes (RMTN): 20%*
    Combined (VR/RMTN): 30%*

    Consolidated Utility System
    Average Life (Range): 15 - 20 years
    Viable Rate (VR): 25%
    Rolling Medium Term Notes (RMTN): 30%
    Combined (VR/RMTN): 40%

    Energy System
    Average Life (Range): 15 - 20 years
    Viable Rate (VR): 25%
    Rolling Medium Term Notes (RMTN): 30%
    Combined (VR/RMTN): 40%

*The City shall not exceed the greater of these percentages or $50 million individually for Viable Rate and Rolling Medium Term notes and $90 million combined for Viable Rate and Medium Term Notes at the time of issuance.

Conclusion: The City's debt policy establishes a series of criteria with which to monitor the impact and extent of capital debt issuance and capital financing. All projects presented in planned future bond issues comply with this policy.

View the FY19 Debt Policy Analysis

4.6 Capital Funding Source Descriptions

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Bond Proceeds is funding received through bond revenue to pay for water, wastewater, electric, gas, and general government capital infrastructure projects. Bond proceeds funding sources in this year’s capital improvement plan include: Airport debt, bank loans, 2014 Bonds, 2018 Bonds, 2018 Consolidated Utility Services Bonds (CUSB) and future bonds for public infrastructure.

General Government is funding received from the general fund, sales tax, gas tax, and intergovernmental funding with Leon County. These sources fund general government capital improvements including public infrastructure, public safety, technology advancements, and traffic infrastructure. General Government funding sources used in this year’s capital improvement plan include: 2005 Sales Tax, transfers from the General Fund (GGCPA), prior year’s balances for in the Government Capital Improvement Fund and Sales Tax Construction Fund.

Special Funds include funding from various funding sources including internal service capital funds, charges for services dedicated for capital improvements, proceeds from sales, accounts receivable funds, and reserves. Special funds used in this year’s capital improvement plan include: 800 MHz Fund, Aviation facility charges and investment funds, Electric Accounts Receivable, Energy Conservation Fund, Fire Construction Fund, Fleet Reserve Fund, Water and Sewer System Charges, the Traffic Project A/R Fund and Water A/R Project Fund.

Renewal, Replacement, & Improvement (RR&I) funding is cash received from each department’s operating budget that is dedicated for capital improvements. Undesignated balances are accumulated through balances in closed projects, unprogrammed RR&I funding and interest earnings. Those RR&I funding sources used in this year’s budget include RR&I funding from originating from a variety of operating funds: Airport, Electric, Internal Service Funds, Gas, Sewer, Stormwater and Water utilities.

State Funds include grant funding from State organizations that provide additional support to community initiatives. The following funding sources are dedicated to projects in this year’s capital improvement plan: Community Development Block Grant and Florida Department of Transportation grants.

Federal Funds include grant funding from Federal organizations that provide additional support to community initiatives. Federal Aviation Administration grants are the main source of federal funding this year.

4.7 Browse FY19 Capital Projects in OpenGov

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Through OpenGov, you can see all our Capital Projects.

5.0 FINANCIAL SCHEDULES

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The City regulates the planning, management, and financing of general government and enterprise operations through established policy standards. These policies define the appropriate use of year-end surpluses, transfers to general government operations, and establish operating reserves for select funds. Additional reserves such as the deficiencies, fleet, and RR&I reserves are also governed by the City’s finance policies.

  • 5.1 FY19 Schedule of All Fund Balances
  • 5.2 FY19 Summary of Revenue and Expenditures by Fund
  • 5.3 FY19 Schedule of Fund Structure
  • 5.4 Five Year Fund Proformas

5.5 View the Entire FY19 Approved Budget in OpenGov

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6.0 APPENDIX

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The City of Tallahassee (16)

Contributing Staff

Raoul Lavin - Assistant City Manager, Administration and Professional Services
Robert Wigen - Director, Resource Management
Amy McLean - Senior Management Analyst
Matt Matherne - Senior Management Analyst
Chandra Peterson - Management Analyst
Max Stout - Management Analyst
Sarah Roberts - Management Analyst
Taiishina Olds McQueen - Management Analyst
Veronique Floyd - Administrative Specialist
Kristie Mill - Technology & Innovation Support
Landon Pokela - Intern

The City of Tallahassee was awarded the Distinguished Budget Presentation Award by the Government Finance Officers Association of the United States and Canada (GFOA) for the fiscal year 2018 budget. This is the 32nd year the City of Tallahassee has received this award. In addition, fiscal year 2017 was the first year that the City of Tallahassee has been awarded this Distinguished Budget Presentation Award using an electronic budget document. The continued recognition is due to the strong leadership of current and prior City Commissions ensuring that the City’s budget is transparent, understandable and accessible to our citizens. This recognition also validates observations from the recent peer review of our budget process and document that indicated that the City of Tallahassee is ahead of other municipalities in our transparency and communication efforts.

Fiscal Year 2018 Distinguished Budget Award

6.1 Definitions

ACCRUAL BASIS - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

AD VALOREM TAXES - Taxes levied on both real and personal property according to the property's valuation and the tax rate.

ADVERTISING - Costs for legal advertisem*nts, posters, publication of public notices, resolutions, ordinances, and bid invitations.

APPROPRIATION - A legal authorization to incur obligations and to make expenditures for specific purposes.

AVAILABLE (UNDESIGNATED) FUND BALANCE -This refers to the funds remaining from the prior year which are available for appropriation and expenditure in the current year.

BAD DEBT - The estimated amount of accounts owed to the city (receivables) that will not be collected during the year. This includes utility accounts, accident damage repair accounts, and other miscellaneous account receivables which are deemed uncollectible.

BALANCED BUDGET- The revenues must equal the expenditures. Florida Statute 166 reads, “The amount available from taxation and other sources, including balances brought forward from prior fiscal years, must equal the total appropriations for expenditures and reserves."

BOND - Evidence of the local government's obligation to repay a specified principal amount on a future maturity date, plus interest. Bonds are issued to obtain money for capital projects. Revenue bonds pledge a particular source of revenue usually generated by the new asset as the means of repayment.

BOND REFERENDUM - The process by which voters approve or disapprove a proposed general obligation bond issue.

BOND REFINANCING - The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions.

BOND RESOLUTION - The document by which the local government authorizes the sale of bonds.

BUDGET - The formal allocation of resources (dollars) to various programs with the intent of performing a service.

BUDGETARY BASIS - The basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.

BUDGET CALENDAR - The schedule of key dates that the city follows in the preparation and adoption of the budget.

CAPITAL ASSETS - Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.

CAPITAL BUDGET - The appropriation of bonds or operating revenue for improvements to facilities and other infrastructure.

CAPITAL IMPROVEMENTS (Capital Projects) - Expenditures related to the acquisition, expansion, or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure.

CAPITAL IMPROVEMENTS PLAN (CIP) - A plan forcapital outlay to be incurred each year over a fixed number of years to meet capital needs arising from the government's long-term needs.

CAPITAL OUTLAY - Fixed assets which have a value of $750 or more and have a useful economic lifetime of more than one year or assets of any value if the nature of the item is such that it must be controlled for custody purposes as a fixed asset.

CAPITALIZED OVERHEAD - Charges assessed to capital projects for administrative and labor related services.

CAPITALIZED WAGES – Direct salaries or wages of city employees which are paid from funding appropriated in the capital budget.

CASH BASIS - A basis of accounting in which transactions are recognized only when cash is increased or decreased.

CITY CONTINGENCY - Amount budgeted to meet unexpected operating expenditures that occur during the current year.

COST OF GOODS SOLD (COGS) FUEL STORES -Fuel purchased by the city garage and then resold by the city for use in the city fleet.

COST OF GOODS SOLD (COGS) MATERIALSSTORES - The cost of materials and supplies which are resold by the city. This includes articles for resale by the city garage parts division, the city warehouse, and golf courses.

COST OF GOODS SOLD (COGS) NATURAL GAS -This account represents the cost of natural gas purchased by the city electric department for use to generate electricity and natural gas sold by the gas utility department to gas customers.

COLLECTIVE BARGAINING AGREEMENT - A legalcontract between the city and representatives of a recognized bargaining unit for specific terms and conditions of employment (e.g., hours, working conditions, salary, fringe benefits, and matters affecting health and safety of employees).

CONSUMER PRICE INDEX (CPI) - A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation).

CONTRACTUAL SERVICES - Services rendered to the city by private firms, individuals, or other governmental agencies. Examples include maintenance agreements and professional consulting services.

CURRENT SERVICE LEVEL (CSL) - A level of service which is the same as the current year.

DEBT SERVICE - The amount of money needed to 1) pay interest on outstanding bonds, 2) pay the principal on maturing bonds, and 3) make contributions to a sinking fund for term bonds, debt service is calculated on a fiscal year basis.

DEDICATED TAX - A tax levied to support a specific government program or purpose.

DEFICIT - The excess of an entity's liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.

DEPARTMENT - Organizational unit of government, which is functionally unique in its delivery of services.

DEPRECIATION - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence.

EMPLOYEE BENEFITS - Costs incurred by the city for pension, health insurance, and other benefits provided to employees.

ENCUMBRANCE - The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure.ENTERPRISE FUND - A fund established for services that are predominantly self-supported by user fees and charges.

EQUIPMENT SUPPLIES - The cost of materials and supplies used in conjunction with the operation of machinery and equipment.

EXPENDITURE - The payment of cash or the transfer of property or services for the purpose of acquiring goods and/or services or settling a loss.

EXPENSE - Charges incurred (whether paid immediately or to be paid at a later date) for operations, maintenance, interest, or other charges.

FISCAL YEAR - A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The fiscal year for the City of Tallahassee is October 1 through September 30.

FULL TIME EQUIVALENT (FTE) - A method ofmeasuring the number of authorized employees based on a full-time equivalent of 2,080 hours per year.

FUND - A fiscal/accounting entity that is established to accomplish specific objectives and carry out specific activities. Examples: debt service fund, capital projects fund, and special assessment fund.

FUND BALANCE - The excess of the assets of a fund over its liabilities, reserves, and carryover.

GENERAL GOVERNMENT CAPITAL IMPROVEMENTFUND (GG/CIF) – Undesignated capital funding that serves as a contingency for all capital funding sources in the general government.

GENERAL GOVERNMENT CAPITAL PROJECTACCOUNT (GG/CPA) – Funding provided from the general fund operating budget to support general government capital projects.

GENERALLY ACCEPTED ACCOUNTINGPRINCIPLES (GAAP) - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

GENERAL FUND - The fund used to finance all non- enterprise operations of local government.

GOAL - A statement of broad direction, purpose, or intent based on the needs of the community. A goal is general and timeless.Glossary of Key Terms

GRANT - A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the intended usage of the grant proceeds.

INCREASED SERVICE LEVEL (ISL) - A change inservice delivery which exceeds the current level of service.

INDIRECT COST - A cost necessary for the functioning of the organization as a whole that cannot be directly assigned to one service.

INFRASTRUCTURE - The physical assets of a government (e.g., streets, water works, sewer lines, public buildings, and parks).

IN LIEU OF TAXES - Income received by local governments to compensate for the loss of revenue from tax-exempt property.

INSURANCE - Costs associated with workers’ compensation claims including administration and medical costs, dishonesty bonds, and property and casualty insurance premiums.

INTER-FUND TRANSFER - Legally authorized transfers from a fund receiving revenue to a fund through which resources are to be expended.

INTEREST EXPENSE - Cost of utilizing borrowed funds (long-term debt).

INTERGOVERNMENTAL REVENUE OR SHAREDREVENUE - Tax/fee money collected by one level of government and distributed to another level of government.

INTERNAL SERVICE FUNDS - Funds established to distribute costs to user departments for administrative services provided by another unit of government, such as data processing or insurance funded from a central pool.

INTRA-FUND TRANSFER - Legally authorized transfers within a fund.

LEVY - To impose taxes for the support of government activities.

LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance.

MILLAGE RATE - The rate in mills (1 mill = 1/1000 of a dollar or .001) at which property is taxed.

MISSION STATEMENT - A formal summary of the aims and values of a company or organization.

OBJECTIVE - A specific/quantifiable statement of what the city, a department, or a unit expects to accomplish in a fiscal year.

OFFICE EQUIPMENT - Furniture, fixtures and equipment with an initial cost of $750 or more.

OPERATING REVENUE - Funds received by the city as income to pay for on-going operations, including taxes, fees, interest earnings, and grant revenues.

OPERATING EXPENSES - The cost for personnel, materials, and equipment required for a department to function.

ORDINANCE - Legislation enacted by the City Commission which has the full force and effect of law within the municipal boundaries.

ORGANIZATIONAL CHART - A graphic representation of the structure of an organization, showing the relationships of the positions or jobs within it.

OTHER SALARY ADJUSTMENTS - Items of employee compensation that are not directly related to the regular or overtime hours worked.

OVERTIME - Compensation to eligible employees for hours worked beyond 40 hours within a specific workweek.

PAY-AS-YOU-GO BASIS - A term used to describe a financial policy by which capital projects (infrastructure) are financed from current revenues rather than through borrowing.

PENSION CURRENT - City contribution to employee pension plan for participating employees.

PENSION MATCHED ANNUITY PENSION PLAN(MAPP) - City contribution to employee matchedannuity pension plan for participating employees.

PER CAPITA COST - Cost per unit of population to provide a particular service in the community.

PERFORMANCE INDICATORS - Specific quantitative and qualitative measures of work planned by specific departments or programs.

PERFORMANCE MEASURE - Data collected to determine how effective or efficient a program is in achieving its objectives (performance indicators).

PRIOR-YEAR ENCUMBRANCES - Unpaid, legally binding obligations from previous fiscal years in the form of purchase orders, contracts, or salary commitments, which are chargeable to a prior appropriation and for which a part of that appropriation is reserved.

PRO-FORMA - The financial assumptions or projections for the 14 operating funds.

PROGRAM - A collection of activities directed at accomplishing similar objectives.

PROGRAM PERFORMANCE BUDGET - A method ofbudgeting whereby the services provided to the residents are broken down in identifiable service or performance units and funding is appropriated for a given level of service or units.

PROPERTY TAX - An ad valorem tax based on the fair market value of real property (land and buildings) and personal property (business equipment). Fair market or "just" value is determined by the county property appraiser as of January 1 of each year, under the guidelines of Chapter 193, Florida Statutes.

REDUCED SERVICE LEVEL (RSL) - A level ofprogram service which is less than that of the current year.

REPAIRS, REPLACEMENTS & IMPROVEMENTS(RR&I) - The portion of the cost of fixed assets (excluding land) charged as an expense during a particular period due to expiration in service life, attributable to wear and tear through use and lapse of time, obsolescence, inadequacy, or other physical or functional cause.

RESERVE - An account used either to set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose.

RESERVE TRANSFER - Those payments necessary to adequately meet the current requirements for reserve funds.

RESOLUTION - A special or temporary order of a legislative body that requires less legal formality than an ordinance or statute.

REVENUE - Money that flows into the local government. It is recurring if it is received on a consistent basis (e.g., sales taxes and property taxes) and nonrecurring if it is received irregularly (e.g., federal and state grants). The four main types of local revenue are taxes, user fees, licenses and permits, and intergovernmental revenue.ROLLED-BACK MILLAGE RATE - A tax rate, which applied to the current year’s tax base, will bring in the same amount of taxes as levied the prior year. Newly constructed property or other property added to or deleted from the prior year‘s base is excluded.

SALARIES AND WAGES - Regular weekly and monthly compensation for work performed as defined by the personnel pay scale for position classifications.

SERVICE LEVEL - Services or products which comprise actual or expected output of a given program.

SOCIAL SECURITY - City contribution to employee Social Security for participating employees.

SPECIAL ASSESSMENT - A tax on property owners who receive a benefit not received by all other taxpayers.

SPECIAL REVENUE FUND- Special revenue funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specified purposes other than debt service or capital projects.

SUPPLEMENTAL APPROPRIATION - An additionalappropriation made by the governing body after the budget year has started.

TAX BASE - The total taxable value of property within the local government's legal boundaries.

TAX ROLL - The master list of the assessed value of all taxable property within the government's jurisdiction. The list is certified to all local taxing authorities by the property appraiser by July 1 of each year.

TAXABLE VALUE - The assessed value of property less exemptions.

TAXES - Compulsory charges levied by a government for the purpose of financing services for the common benefit of the people.

TEMPORARY WAGES - Seasonal or temporary employees' compensation computed on hourly or monthly rates.

TERM BONDS - Bonds comprising a large part or all of a particular bond issue which come due in a single maturity.

TRAVEL AND TRAINING - The cost of attending meetings, conferences, short conferences, etc.

TRUST FUND - A fund established to collect and distribute monies for a specific function or operation.

UNCLASSIFIED EQUIPMENT - New equipment not otherwise classified, including air conditioners, traffic signals, field stripers, water fountains, etc. This includes all tangible personal property to be purchased which has a value of $1,000 or more. This equipment, as with all capital equipment, is subject to inventory control.

UNCLASSIFIED PROFESSIONAL FEES - The cost ofpersonnel service under expressed or implied contracts to individuals, companies, or corporations engaged as a contractor to perform a specific professional or expert service for the city.

UNCLASSIFIED SUPPLIES - Consumable materials and supplies used in conjunction with projects or operations not specifically classified.

6.2 Commonly Used Abbreviations

AHAP Affordable Housing Assistance Program
CAD Computer Aided Dispatch
CDA Consolidated Dispatch Agency
CDBG Community Development Block Grant
CHSP Community Human Service Partnership
CIP Capital Improvement Plan
CIS Customer Information System
COCA Council on Culture and Arts
COPS Community-Oriented Policing Services
GG/CPA General Government/Capital Projects Account
GIS Geographic Information Systems
HOME Home Investment Partnership Program
HUD Housing and Urban Development
IAFF International Association of Firefighters
IRP Integrated Resource Planning
ISO Insurance Service Office
ISS Information Systems Services
JARC Juvenile Assessment Receiving Center
CPI Consumer Price Index
KWH Kilowatt Hour
CRA Community Redevelopment Agency
CUSB Consolidated Utility System Bond
DEP Department of Environmental Protection
DIA Downtown Improvement Authority
DRI Development of Regional Impact
EAP Employee Assistance Program
EEO Equal Employment Opportunity
EOC Emergency Operations Center
ERU Equivalent Residential Unit
EWD Equity and Workforce Development
FAA Federal Aviation Authority
FAMU Florida Agricultural and Mechanical University
FDOT Florida Department of Transportation
FEMA Federal Emergency Management Agency
FERC Federal Energy Regulatory Commission
FDEP Florida Department of Environmental Protection
FHWA Federal Highway Administration
FSU Florida State University
FTA Federal Transportation Administration
FTE Full-time Equivalent
GASB Governmental Accounting Standards Board
GF General Fund
GG/CIF General Government/Capital Improvement Fund
LLEB Local Law Enforcement Block Grant
MAPP Matched Annuity Pension Plan
MWBE Minority and Women Business Enterprise
MGD Million Gallons Daily
MSA Metropolitan Statistical Area
MW Megawatt
NPDES National Pollution Discharge Elimination System
OEV Office of Economic Vitality
PASS Pedestrian and Street Safety
PBA Police Benevolent Association
PETS Permit Enforcement Tracking System
PLACE Planning, Land Management & Community Enhancement
PSC
Public Service Commission
PUD Planned Unit Development
RFP Request for Proposal
RR&I Repairs, Replacements, and Improvements
SCADA System Control and Data Acquisition
SHIP State Housing Initiative Plan
SPRP Stormwater Pollution Reduction Program
TCC Tallahassee Community College
TDP Transit Development Plan
TFD Tallahassee Fire Department
TMDL Total Maximum Daily Load
TPD Tallahassee Police Department
TSA Transportation Safety Administration

6.3 Resolutions

Resolution Budget
Resolution Millage

The City of Tallahassee (2024)

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