City of St. Petersburg, Florida€¦ · CITY OF ST. PETERSBURG, FLORIDA RICK KRISEMAN, ... Tampa Bay Black Business Incubator ... F-2 . JP Morgan Chase Revenue Notes

City of St. Petersburg, Florida

Adopted Operating and Capital Improvement Budget Fiscal Year 2015

October 1 , 2014 • September 30, 2015

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CrrTY OF §T. lPETERSJBURG

CITY OF ST. PETERSBURG, FLORIDA RICK KRISEMAN, Mayor

Office of the Mayor

I am pleased and proud of the Fiscal Year 2015 Budget. This budget does more than fund the Operating and Capital Improvement Budgets for our city - it reflects our common values, incorporates our strategic pathways, and puts us one step closer to attaining our shared vision.

This budget is informed by our community's values, and I am appreciative of the commitment to civic engagement that so many of our-constituents have demonstrated during its development. I believe we have been responsive to their desires and that the budget process has been inclusive.

Below are a few highlights of our funding priorities.

Neighborhood Affairs Administration - Total Budget $6.207 Million I am committed to making our neighborhoods strong and vibrant, while creating opportunity for the families who occupy them. The Fiscal Year 2015 Budget includes the reestablishment of the Neighborhood Affairs Administration which includes the following departments: Housing, Community Services, Codes Compliance, and Veteran, Social & Homeless Services. The Fiscal Year 2015 Budget includes a total investment of $6.207 million in the Neighborhoods Administration and the following new investments in these departments:

Housing Programs Investment Neighborhood Grants Codes Compliance (3 new positions) St. Vincent DePaul (homeless program) Summer Youth Employment After School Youth Employment Pinellas Safe Harbor

Total New Investments

$350,000 (in the CIP for Southside CRA) $175,000 (in the CIP) $162,000 $ 75,000 $ 25,000 (increase to $275,000 total) $ 50,000 $ 50,000 (increase to $150,000 total) $887,000

Planning and Economic Development Department - Total Budget $ 3.410 million I am committed to economic development and to attracting and retaining the high paying jobs we all want in our city. The total budget for the Planning & Economic Development Department is $3.410 million and includes continued funding of our Greenhouse partnership with the Chamber of Commerce, Main Street programs for development throughout the city as well as increased investments that will allow us to better position our city to retain and attract quality employers.

Business Recruitment Activities Small Business Retention (Greenhouse) 2020 Wrap Around Program Tampa Bay Black Business Incubator

Total New Investment

$100,000 $ 50,000 $ 30,000 $ 25.000 $ 205,000

CITY OF ST. PETERSBURG, P.O. BOX 2842, ST. PETERSBURG, FLORIDA 33731 , TELEPHONE: (727) 893-7201

Marketing & Cultural Affairs Department - Total Budget $2.801 million Telling the story of who we are in a way that reflects our city's progress, sophistication and culture reinforces St. Petersburg as a top choice for residents, employers, employees and tourists. A strong marketing program will complement our economic development efforts and boost retention of businesses and residents. Among our many cultural priorities is a strong and vibrant arts community, which serves as an integral part of our marketing and economic development efforts. During the recessionary years much of the investment in marketing of the City was reduced. To begin the important process of rebuilding our city's marketing resources I have included the following increase in the FY15 Budget:

Advertising & Marketing Cultural Affairs Early Childhood Education

Total New Investment

Salary Increase

$700,000 $100,000 (increase to $175,000) $ 50,000 $850,000

The Fiscal Year 2015 Budget invests in our most important asset, the men and women who provide outstanding service to our residents. Resources are currently in the contingency line. The final amount to be invested will be subject to negotiation with the various collective bargaining units. My commitment to providing additional salary increases in subsequent fiscal years remains strong.

Economic Stability Fund An investment of $1 million in our reserves is funded in the Fiscal Year 2015 Budget. This investment is included in the transfer to the Economic Stability Fund line item in the General Fund and will help to maintain strong reserves and our credit rating. As our economy continues to rebound we will maintain a focus on this priority, in keeping with our commitment to stewardship and fiscal responsibility.

I am proud of the Fiscal Year 2015 Budget as it reflects our values and priorities as a city. I am grateful for the spirit of cooperation established with the members of City Council during the development of the Fiscal Year 2015 Budget, who offered suggestions for investment; many of which are funded in this budget. I am also grateful to the many hours of work and dedication of the fiscal staff in each department, department directors and administrators for their collective efforts to make this budget possible.

I look forward to our shared service to the City and her residents.

Lem n, Mayor City of St. Petersburg

CITY OF ST. PETERSBURG

OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM

FISCAL YEAR 2015 OCTOBER 1, 2014 – SEPTEMBER 30, 2015

Rick Kriseman, Mayor

Bill Dudley Council Chair, District 3

Steve Kornell Council Vice-Chair, District 5

Charlie Gerdes Council Member, District 1

Jim Kennedy Council Member, District 2

Darden Rice Council Member, District 4

Karl Nurse Council Member, District 6

Wengay “Newt” Newton Council Member, District 7

Amy Foster Council Member, District 8

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Pres en ta tion

Award PRESENTED TO

City of St. Petersburg

Florida For the Fiscal Year Beginning

October 1, 2013

Executive Director

lcgoodwi

Oval

City of St. Petersburg FY15 Operating & CIP Budget

Table of Contents

A. Executive Summary Introduction – Our Vision, Our Budget .................................................................................................................. A-1 Applying the Vision to the FY15 Budget ................................................................................................................. A-1 Key Strategic Initiatives for Developing the Budget ........................................................................................... A-2 Key Long-term Strategic Initiatives ......................................................................................................................... A-3 Local Economic Drivers .............................................................................................................................................. A-4 Adoption Process ........................................................................................................................................................... A-6 Fiscal Year 2015 Adopted Budget ............................................................................................................................. A-8 General Fund Overview ............................................................................................................................................. A-10 Personnel Overview .................................................................................................................................................... A-14 Enterprise Funds Overview ...................................................................................................................................... A-17 General Fund Subsidies or Advances .................................................................................................................... A-19 CIP Funds and Overview ......................................................................................................................................... A-20 Dependent Districts ................................................................................................................................................... A-23 Fund Structure and Fund Relationship ............................................................................................................... A-23 Basis of Accounting .................................................................................................................................................... A-25 At-a-Glance – City of St. Petersburg, FL ............................................................................................................. A-27 Civic, Cultural & Recreational ............................................................................................................................... A-29

B. Fiscal Policies ...................................................................................................................................................................... B-1

C. Position Summary City Organizational Chart .......................................................................................................................................... C-1 General Operating Fund ............................................................................................................................................. C-2 Non-General Operating Funds .................................................................................................................................. C-3 City Development ......................................................................................................................................................... C-4 General Government Administration ..................................................................................................................... C-4 Leisure & Community Services Administration ................................................................................................. C-4 Neighborhood Affairs .................................................................................................................................................. C-5 Public Safety ................................................................................................................................................................... C-5 Public Works Administration .................................................................................................................................. C-5

D. Revenue Highlights Total Operating Revenues .......................................................................................................................................... D-1 Utility Taxes .................................................................................................................................................................. D-5 Franchise Taxes ............................................................................................................................................................ D-6 State Half-Cent Sales Tax ........................................................................................................................................... D-7 Communications Service Tax ................................................................................................................................... D-8 Local Option Gas Tax ................................................................................................................................................. D-9 Enterprise Funds ......................................................................................................................................................... D-10 Water Resources Fund .............................................................................................................................................. D-10 Sanitation Fund ............................................................................................................................................................. D-11 Stormwater Fund ........................................................................................................................................................ D-12

City of St. Petersburg FY15 Adopted Fiscal Plan

i

E. Fund Budget Summary FY14 Millage Calculation ............................................................................................................................................. E-1 Fund Balance Summary ............................................................................................................................................... E-2 General Fund (0001) ..................................................................................................................................................... E-3 Preservation Fund (0002) ........................................................................................................................................... E-6 Economic Stability (0008) .......................................................................................................................................... E-7 Healthcare Facilities Authority (0051) ................................................................................................................... E-8 Utility Tax Revenue (1001) ......................................................................................................................................... E-9 Excise Tax Revenue (1007) ....................................................................................................................................... E-10 Emergency Medical Services (1009)........................................................................................................................ E-11 American Recovery & Reinvestment Act (1017) ................................................................................................ E-12 Local Housing Assistance (1019) ..............................................................................................................................E-13 Parking Revenue (1021) ............................................................................................................................................. E-14 Law Enforcement Fund (1023) ................................................................................................................................ E-15 School Crossing Guard Fund (1025) ...................................................................................................................... E-16 Weeki Wachee (1041) ................................................................................................................................................. E-17 Arts & Cultural Programs (1042) ........................................................................................................................... E-18 Pro Sports Facility (1051) .......................................................................................................................................... E-19 Downtown Redevelopment District (1105) .........................................................................................................E-20 Bayboro Harbor Tax Increment District (1106) .................................................................................................. E-21 Intown West Tax Increment District (1107) ....................................................................................................... E-22 Assessment Revenue (1108) ...................................................................................................................................... E-23 Community Development Block Grant (1111) .................................................................................................... E-24 Emergency Shelter Grant Fund (1112) ................................................................................................................... E-25 Home Programs (1113) ................................................................................................................................................ E-26 Neighborhood Stabilization Program (1114) ....................................................................................................... E-27 Miscellaneous Trust Funds (1115) .......................................................................................................................... E-28 Community Housing Donation (1117) ................................................................................................................... E-29 Building Permit Special Revenue (1151) ................................................................................................................ E-30 Mahaffey Theater Operating (1201) ........................................................................................................................E-31 Pier Operating (1203) ................................................................................................................................................. E-32 Coliseum Operating (1205) ...................................................................................................................................... E-33 Sunken Gardens (1207) .............................................................................................................................................. E-34 Tropicana Field (1208) ............................................................................................................................................... E-35 Community Redevelopment District (1301) ....................................................................................................... E-36 Police Grant Fund (1702) .......................................................................................................................................... E-37 Federal Operating Grant (1720) .............................................................................................................................. E-38 Arts in Public Places (1901) ...................................................................................................................................... E-39 Water Resources (4001) ........................................................................................................................................... E-40 Water Cost Stabilization (4005) ........................................................................................................................... E-42 Stormwater Utility Operating (4011) .................................................................................................................... E-43 Sanitation Operating (4021).................................................................................................................................... E-44 Sanitation Equipment Replacement (4027) ....................................................................................................... E-45 Airport Operating (4031) ......................................................................................................................................... E-46 Marina Operating (4041) .......................................................................................................................................... E-47 Golf Course Operating (4061) ................................................................................................................................ E-48

FY15 Adopted Fiscal Plan City of St. Petersburg

ii

Jamestown Complex (4081) .................................................................................................................................... E-49 Port Operating (4091) ................................................................................................................................................ E-50 Fleet Management (5001) ......................................................................................................................................... E-51 Equipment Replacement (5002) ............................................................................................................................. E-52 Municipal Office Buildings (5005) ......................................................................................................................... E-53 Information & Communication Services (5011) ................................................................................................ E-54 Technology & Intrastructure Fund (5019) .......................................................................................................... E-55 Supply Management (5031) ...................................................................................................................................... E-56 Health Insurance (5121) ............................................................................................................................................. E-57 Life Insurance (5123) .................................................................................................................................................. E-58 General Liabilities Claim (5125) ............................................................................................................................. E-59 Commercial Insurance (5127) ..................................................................................................................................E-60 Worker’s Compensation (5129) .............................................................................................................................. E-61 Billing & Collections (5201) ..................................................................................................................................... E-62

F. Debt Service Debt Service Overview .................................................................................................................................................. F-1 Debt Service Forecast .................................................................................................................................................... F-1 Combined Total Debt Requirements by Fiscal Year ........................................................................................... F-2 JP Morgan Chase Revenue Notes (2010) ................................................................................................................ F-3 FFGFC Loan (2011) ....................................................................................................................................................... F-4 Banc of America Notes Debt Service Fund (2013) ............................................................................................... F-5 BB&T Notes (2014) ...................................................................................................................................................... F-6 Stadium Debt Service (2025) ..................................................................................................................................... F-7 Sports Facility Sales Tax Debt (2027) ..................................................................................................................... F-8 Redevelopment Debt Service (2035) ....................................................................................................................... F-9 Water Resources Debt (4002) ................................................................................................................................ F-10 Stormwater Debt Service (4012) .............................................................................................................................. F-11

G. City Development Administration City Development Administration Summary ....................................................................................................... G-1 City Development Administration Department .................................................................................................. G-4 Downtown Enterprise Facilities Department ..................................................................................................... G-6 Planning & Economic Development Department .............................................................................................G-10 Real Estate & Property Management Department ........................................................................................... G-13 Transportation & Parking Management Department ..................................................................................... G-15

H. General Government General Government Administration Summary .................................................................................................. H-1 Billing & Collections Department ........................................................................................................................... H-6 Budget & Management Department ...................................................................................................................... H-9 City Clerk ..................................................................................................................................................................... H-12 City Council ..................................................................................................................................................................H-15 Finance Department .................................................................................................................................................. H-16 Human Resources Department .............................................................................................................................. H-22


iii

Information & Communication Services Department .................................................................................... H-28 Legal Department ....................................................................................................................................................... H-35 Marketing & Communications Department ..................................................................................................... H-37 Mayor’s Office ............................................................................................................................................................. H-40 Office of the City Auditor ....................................................................................................................................... H-44

I. Leisure Services Administration Leisure Services Administration Summary .............................................................................................................. I-1 Golf Course Department .............................................................................................................................................. I-4 Leisure Services Administration Department ........................................................................................................ I-7 Library Department ....................................................................................................................................................... I-8 Parks & Recreation Department .............................................................................................................................. I-11

J. Neighborhood Affairs Administration Neighborhood Affairs Administration Summary ................................................................................................... J-1 Codes Compliance Department ................................................................................................................................. J-4 Community Services Department.............................................................................................................................. J-7 Housing Department ..................................................................................................................................................... J-9 Neighborhood Affairs Administration ................................................................................................................... J-12

K. Public Safety Public Safety Administration Summary ................................................................................................................. K-1 Fire Department ............................................................................................................................................................ K-4 Police Department .........................................................................................................................................................K-8

L. Public Works Administration Public Works Administration Summary ................................................................................................................. L-1 Engineering and Capital Improvements Department ......................................................................................... L-4 Fleet Management Department ................................................................................................................................ L-8 Procurement & Supply Management .................................................................................................................... L-10 Public Works Administration Department ......................................................................................................... L-12 Sanitation Department .............................................................................................................................................. L-14 Stormwater, Pavement & Traffic Operations Department ..............................................................................L-18 Water Resources Department ................................................................................................................................. L-22


iv

FY15 CAPITAL IMPROVEMENT PROGRAM (CIP)

M. Overview Introduction to Capital Improvement Program (CIP) ...................................................................................... M-1 CIP Project Type Descriptions .................................................................................................................................M-3

N. Summary Summary of All CIP Funds 2015-2019 ..................................................................................................................... N-1 Summary by Fund ........................................................................................................................................................ N-2 Operating Budget Impacts ......................................................................................................................................... N-6

O. Housing and General Funds Housing Capital Improvement (Fund 3000) ........................................................................................................ O-1 General Capital Improvement (3001) ..................................................................................................................... O-3

P. Penny Funds Penny for Pinellas 10-Year Planning Strategy ......................................................................................................... P-1 Public Safety Capital Improvement (Fund 3025) ................................................................................................ P-2 Neighborhood & Citywide Infrastructure Improvement (Fund 3027) ........................................................ P-4 Recreation & Culture Capital Improvement (Fund 3029) ............................................................................... P-8 City Facilities Capital Improvement (Fund 3031) .............................................................................................. P-13 Original Penny 3 Project List 2010-2020 .............................................................................................................. P-15

Q. Enterprise Funds Downtown Parking Capital Projects (Fund 3073) .............................................................................................. Q-1 Tropicana Field Capital Projects (Fund 3081) ..................................................................................................... Q-3 Water Resources Capital Projects (Fund 4003) ................................................................................................. Q-5 Stormwater Drainage Capital Projects (Fund 4013) ......................................................................................... Q-13 Airport Capital Projects (Fund 4033) ................................................................................................................... Q-15 Marina Capital Projects (Fund 4043) ................................................................................................................... Q-17 Golf Course Capital Projects (Fund 4063) .......................................................................................................... Q-19 Port Capital Projects (Fund 4093) ......................................................................................................................... Q-21

R. Other Funds Bicycle/Pedestrian Safety Grants Capital Improvement (Fund 3004) .......................................................... R-1 Weeki Wachee Capital Projects (Fund 3041) ...................................................................................................... R-3 Transportation Impact Fees Capital Projects (Fund 3071) .............................................................................. R-5

APPENDICES A. Ordinance .................................................................................................................................................................................. a 1-9

B. Penny 3 Project List 2010-2020 .......................................................................................................................................... b 1-2

C. Glossary ..................................................................................................................................................................................... c 1-4

D. Fund Descriptions ................................................................................................................................................................. d 1-5


v

A. Executive Summary

Introduction – Our Vision, Our Budget ........................................................................... A-1

Applying the Vision to the FY15 Budget .......................................................................... A-1

Key Strategic Initiatives for Developing the Budget .....................................................A-2

Key Long-term Strategic Initiatives .................................................................................. A-3

Local Economic Drivers ....................................................................................................... A-4

Adoption Process ...................................................................................................................A-6

Fiscal Year 2015 Adopted Budget ...................................................................................... A-8

General Fund Overview ..................................................................................................... A-10

Personnel Overview ............................................................................................................. A-14

Enterprise Funds Overview ............................................................................................... A-17

General Fund Subsidies or Advances ............................................................................. A-19

CIP Funds and Overview .................................................................................................. A-20

Dependent Districts ........................................................................................................... A-23

Fund Structure and Fund Relationship ........................................................................ A-23

Basis of Accounting ............................................................................................................ A-25

At-a-Glance – City of St. Petersburg, FL ...................................................................... A-27

Civic, Cultural & Recreational........................................................................................ A-29

Fiscal Year 2015 Operating and Capital Improvement Program

Executive Summary

Our Vision, Our Budget

The fiscal year 2015 budget for the city of St. Petersburg does more than fund the operating and capital improvement budgets for our city – it reflects our common values, incorporates our strategic pathways, and puts us one step closer to attaining our shared vision.

Applying the Vision to the Fiscal Year 2015 Budget

At the beginning of the fiscal year 2015 budget building process each department was asked to complete three exercises; 1) an inventory of services provided and the percentage of budget allocated to each function, 2) a review of performance measures and 3) a three to five-year forecast of their challenges and opportunities.

The fiscal year 2015 budget reflects a city-wide effort to ensure that our funding priorities are aligned with our Vision. Departments were then asked to assign a value and strategic pathway from the city’s Vision that applied to the services provided, the performance measures and the challenges or opportunities. During the month of March, each department met with the Administration and reviewed their fiscal year 2015 budget request. Departmental budgets were reviewed in the context of the above Vision, strategic pathway and values. Departments explained how the investment the city makes in each program or service advanced our collective Vision. Revisions and modifications were requested and implemented. Additionally, the FY15 budget process was transparent and inclusive reflecting input from members of City Council and the public at large. The section entitled Budget Adoption Process includes more details (see page A-6).


Fiscal Year 2015 A-1 Executive Summary

Key Strategic Initiatives for Developing the Fiscal Year 2015 Budget

Public Safety

Maintaining service levels at the Police and Fire Departments is a top priority. Within the Fiscal Year 2015 General Fund budget, Public Safety represents 56% of the total investment or $122.430 million. The Police Department budget includes investments in technology such as, updates to the communication center software, intrusion detection software and the deployment of additional cameras. The Fire Department budget includes an increase in overtime offset by the second year of a three year contract to provide fire protection services to the High Point Fire District.

Neighborhoods

The fiscal year 2015 budget includes the reestablishment of the Neighborhood Affairs Administration which includes the following departments: Housing; Community Services; Codes Compliance; and Veteran, Social & Homeless Services. The fiscal year 2015 budget includes a total investment of $6.207 million in the Neighborhood Affairs Administration. A few of the highlights of the commitment to neighborhoods can be found in the capital improvement budget. First, there is a new investment of $350,000 that can be used to address various housing issues such as the rehabilitation of vacant or boarded properties, the home buyer assistance program for teachers and police officers and owner occupied rehabilitation assistance. Secondly, the Neighborhood and Citywide Infrastructure Fund includes $175,000 in neighborhood enhancement grants to fund approved neighborhood plans. Additionally, three new codes compliance officers were added in fiscal year 2015.

Planning & Economic Development

Attracting and retaining good paying jobs to our city is an initiative for fiscal year 2015 as well as a long-term initiative. The fiscal year 2015 budget provides a total of $3.410 million for planning and economic development activities; new this year is an investment of $100,000 for business recruitment activities and $50,000 in small business retention. We continue our Greenhouse partnership with the St. Petersburg Chamber of Commerce with an investment of $92,000 and begin a new micro loan program funded at $25,000 to be administered by the Tampa Bay Black Business Incubator.

Marketing

Telling the story of who we are in a way that reflects our city’s progress, sophistication and culture reinforces St. Petersburg as a top choice for residents, employers, employees and tourists. A strong marketing program complements our economic development efforts and boosts retention of businesses and residents. Among our many cultural priorities is a strong and vibrant arts community, which serves as an integral part of our marketing and economic development efforts. During the recessionary years much of the investment in the marketing of the city was reduced. The fiscal year 2015 budget includes a total investment of $2.801 million for marketing activities.

General Wage Increase

The fiscal year 2015 budget invests in our most important asset, the men and women who provide outstanding service to our residents. Resources are currently in the contingency line. The final amount to be invested will be subject to negotiation with the various collective bargaining units, but is generally expected to be an approximate 2% increase.


Executive Summary A-2 Fiscal Year 2015

Key Long-Term Strategic Initiatives

Invest in Reserves

An investment of $1 million in our reserves is funded in the Fiscal Year 2015 Budget. This investment is included as a transfer to the Economic Stability Fund from the General Fund and will help to maintain strong reserves and our credit rating. As our economy continues to rebound we will maintain a focus on this priority, in keeping with our commitment to fiscal stewardship and responsibility.

Invest Capital Dollars in Technology & Processes that Reduce Operating Costs

During FY15, the city will continue to invest capital dollars to reduce future operating costs. Below are a few examples.

Water Resources Southwest Reclamation Facility – The infrastructure is nearly complete to begin transferring the wastewater flow from the Albert Whitted Water Reclamation Facility to the Southwest Water Reclamation Facility. As we begin that transfer and decommissioning of Albert Whitted, we will begin to realize the savings of operating three rather than four treatment facilities. We are continuing forward with the design of the bio-solids treatment facility at the city’s Southwest Water Reclamation Facility that will ultimately be the home of the city’s waste-to-energy operation. The waste–to-energy project will convert the bio-solids to compressed renewable natural gas, which will be used to produce electricity in order to fuel the city’s compressed natural gas (CNG) fleet in the Sanitation department as well as possible resale opportunities.

Water Resources Cosme Water Treatment Plant -- We are moving forward with permanent facilities to allow us to periodically bypass the plant. When the incoming water quality allows for it, the plant bypass will save operating costs with reduced electrical and chemical consumption at the plant.

Athletic Field Lighting Improvements -- $500,000 is invested in the re-lamping and upgrading of various athletic field lights to be more energy efficient.

Parks Lighting Improvements -- $125,000 is invested in the installation of enhanced security lighting including converting existing lighting to energy efficient lighting. We are also evaluating renewable electric systems where feasible as the technology advances.

Sanitation – In FY15, the Sanitation department will add six new CNG fueled trucks to its fleet of 24 (17 in operation and 7 soon to be delivered) as the city continues its efforts to convert the entire residential sanitation fleet from diesel to CNG.

Adherence to Fiscal Policies

Annually, as part of the budget adoption process, City Council reviews and reaffirms the city’s fiscal policies. The city’s fiscal policies are a comprehensive series of fiscal policies that embody recognized financial management concepts. The policies were initially adopted in 1980 and have provided guidance on many budgetary decisions since their adoption. These fiscal policies are intended to provide long-term fiscal stability for the city and outlast changes in administrations, City Council and city staff. The city’s fiscal policies are found in section B of this document.



The Local Economic Drivers

There are several characteristics of the local economy that drive the city’s fiscal year 2015 budget. This section will discuss several of them.

Ad Valorem Revenues and Property Values

For fiscal year 2015 the city will see gross taxable property value increase by 8.17% to $13.580 billion from $12.576 billion in fiscal year 2014. The increase in property values will generate an additional $6.525 million in ad valorem revenue from $81.737 million in FY14 to $88.262 million in FY15.

Fiscal year 2015 is the second year in a row gross taxable property values increased. As illustrated in the charts below, for fiscal years 2008 – 2012 the city experienced significant loss of ad valorem revenue due to the decline in property values associated with the great recession. It should be noted that the increase in ad valorem revenue in FY13 was associated with an increase in millage rate rather than an increase in underlying property values.

In FY07 the city collected $103.676 million in ad valorem revenue and in FY12 the city collected $69.616 million for a net reduction of $34.060 million from the pre-recession high to the trough of the recession. The FY15 ad valorem revenue is still $15.414 million below the pre-recession high of FY07 relative to ad valorem revenue.

The gross property value within the city continues to improve. In fact, the city of St. Petersburg’s tax base has recovered more quickly than the twenty four (24) municipal governments within Pinellas County, including the unincorporated county. Much of the recovery in property values is attributed to the diversity of our tax base. For example, $1.067 billion or 7.86% of the city’s taxable value comes from tangible personal property such as equipment owned by businesses. For comparison purposes, the city in Pinellas county with the next highest percentage from tangible personal property had 5.28% of its gross taxable value from tangible personal property. Additionally, for fiscal year 2015 the city of St Petersburg added $104.719 in new property value to the tax rolls, a value greater than the amounts added in fiscal years 2014, 2013 and 2012 respectively.

81,6

35

91,7

33

103,

676

100,

840

94,9

14

83,1

09

74,9

23

69,6

16

78,5

61

81,7

37

88,2

62

0

20,000

40,000

60,000

80,000

100,000

120,000

FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

Ad Valorem Revenue (000s Omitted)



20,163

15,627

13,007

15,894

17,376

19,463

22,607

23,754

0 5,000 10,000 15,000 20,000 25,000

2007

2008

2009

2010

2011

2012

2013

2014

Annual Permits Issued

$635,400

$219,656

$248,016

$195,328

$201,694

$310,636

$402,323

$391,166

$0 $200,000 $400,000 $600,000 $800,000

2007

2008

2009

2010

2011

2012

2013

2014 Annual Construction Value (000s Omitted)

Permitting Activity

Permitting activity is another indicator of the local economy. During the recently completed fiscal year 2014 a total of 23,754 building permits were issued with an estimated construction value of $391.166 million. The 23,754 permits issued exceed the 22,607 issued in 2013 and is the highest level of permits and construction values since 2007. The tables below illustrate the number of permits issued and the annual permitted construction value from fiscal years 2007 through 2014.

11,8

89,6

34

13,6

90,0

63

16,3

07,3

24

17,7

23,8

37

16,7

21,9

32

14,5

60,4

45

13,0

67,0

79

12,2

20,7

85

12,0

80,2

94

12,5

76,4

04

13,5

80,3

91

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15

Gross Taxable Value(000s Omitted)



Fiscal Year 2015 Budget Adoption Process

The city’s budget approval process is defined by state statute, the City Charter, and the City Code (ordinances). The process also contains additional non-mandated steps, designed to provide the City Council and the general public with opportunities for early input into budgetary decisions. Each year City Council approves both an operating budget and a capital improvement budget. The adopted capital improvement budget becomes the first year of a multi-year capital improvement program.

Adoption Process

The city’s fiscal year begins October 1 and ends September 30, as specified by state law. Florida Statutes further require that budget appropriations occur each year and that each year’s budget must be balanced. Additionally, there are very specific and detailed rules known collectively as the “Truth in Millage” or “TRIM” process as outlined in Florida Statute 200.065. These rules dictate the approval process for the budget in general and property taxes in particular. TRIM sets the timetable for the County Property Appraiser to deliver estimated and certified tax rolls to the taxing authorities, including the city. It further requires that a tentative millage rate be approved by the city by a certain date, that the appraiser mail notices of proposed taxes (TRIM notices) to all property owners by a certain date, that two public hearings be held within certain specific time periods, and that the city run newspaper advertisements which follow exact specifications for wording, size, and placement prior to the final public hearing. The hearings themselves must be conducted according to a prescribed format and sequence of Council actions. This process includes the calculation and announcement of a theoretical “rolled back” millage rate (the rate which would generate the same property tax revenue in the current year as the prior year given the updated property valuation). The percentage change in property tax from the prior year resulting from the proposed millage rate must also be announced. Finally, the city must document its compliance with the TRIM rules and submit this documentation to the State for review and approval.

The City Charter and City Code require that the Mayor submit a recommended budget to City Council by July 1, containing specific information as outlined in the code. The code also requires additional supplementary line item detail not contained in the recommended document, but provided to Council in a separate volume by July 1. Additionally, two days prior to the second public hearing, state statues require the city to post the tentative budget on-line for citizen access. Following the adoption of the budget, state statues require that the adopted budget be posted on-line within 30 days.

Other major planning processes that impact the budget include the comprehensive plan, required by state statute to define infrastructure requirements and levels of service. The comprehensive plan includes a capital improvements element, which is updated in conjunction with the capital improvement program and budget. The city is required to make an annual report on budget compliance with the capital improvement element of the comprehensive plan. Beyond the requirements of state statute and the City Charter, the city adopted a series of fiscal policies that provide guidance in developing the annual budget. A discussion of these policies, which cover such areas as revenue forecasting, fund balances, and the issuance of debt, is included in a later section of this document.

A series of workshops were held with City Council throughout the year to discuss the economic, financial, and programmatic issues pertinent to the budget development process. The mayor also held three budget summits in the community where the public was invited to give city officials input prior to the release of the Mayor’s Recommended Budget on July 1. A schedule of the budget process follows:



Fiscal Year 2015 Budget Adoption Timeline:

Feb. 7 •Operating Budget Kickoff •Budget Staff & Departments

Apr. 23

•Mayor's Budget Summit •City Council, Mayor & Budget Staff •Walter Fuller Recreation Center

May 7

•CIP Budget Workshop with Council •City Council, Mayor, Budget Staff & Administrators •City Hall

May 14

•Operating Budget Workshop with Council •City Council, Mayor, Budget Staff & Administrators •City Hall

May 14

•Mayor's Budget Summit •City Council, Mayor & Budget Staff •Wildwood Recreation Center

June 2

•Estimate due from Property Appraiser •County Property Appraiser

June 18

•Mayor's Budget Summit •City Council & Mayor •Willis S. Johns RecreationCenter

July 1 •Receive Certified Taxable Values •County Property Appraiser

July 24

•Set proposed millage rate for TRIM notice, date, time, and place of first Public Hearing, and reaffirm fiscal policies

•City Council & Mayor

Sept. 4 •Public Hearing. Adopt tentative budget and tax rate. •City Council & Mayor

Sept. 18

•Public Hearing- Adopt final budget and tax rate. Approve the capital improvement program.

•City Council & Mayor



FISCAL YEAR 2015 ADOPTED BUDGET

The operating budget for the city of St. Petersburg for fiscal year 2015 totals $483.354 million for all funds, excluding internal service funds and dependent districts. This is an increase of $9.876 million or 2.09% from the fiscal year 2014 Adopted Budget. The estimate included herein was used by City Council to set the millage rate as required by Florida Statutes. In addition, the fiscal year 2015 capital improvement program budget totals $68.364 million.

The city’s budget is comprised of a number of different funds which are set up to accomplish different functions. This allows for segregation and tracking of the full cost of different city operations and programs. The following table shows the dollar amount budgeted for each operating fund:

FY 15 Operating Budget Summary

General Fund & Reserves $216,312,156 Water Resources $114,150,009 Non-Operating/Debt $43,705,207 Sanitation $41,930,392 Other Operating Funds $55,335,364 Stormwater $11,921,351 Total $483,354,479

Operating Budget Expenditures

As indicated in the charts to follow, the General Fund, which is the fund that receives ad valorem and other tax revenues and includes traditional government services such as police, fire, and parks and recreation, makes up 45% of the total budget. The three largest enterprise funds, funded by fees paid by users of the services are: Water Resources, Stormwater Utility, and Sanitation, they make up an additional 35%. The remainder is attributable to other operating, special revenue and debt service funds.

FY15 Operating Budget

$483.354 Million

General Fund & Reserves, 45%

Non-Operating, Special Revenue &

Debt Funds, 9%

Water Resources, 24%

Stormwater, 2%

Sanitation, 9%

Other Operating Funds, 11%



Operating Budget Revenue

Revenues funding the operation of the government come from various sources, as illustrated below. The single largest source of revenue comes from user fees at 44% of the total operating budget. The majority of the city’s user fee revenue is generated by the city’s enterprise systems such as Water Resources (water, wastewater and reclaimed water services), Sanitation and Stormwater. The second largest source of revenues is taxes at 31% of the total revenue. Included in the taxes category is ad valorem (property taxes), as well as other taxes such as utility taxes and franchise taxes.

FY15 Operating Revenues Sources All Funds

$476.202 Million

Taxes, 31.06%

Users Fees, 43.93%

PILOT/G&A, 5.35%

Transfers, 8.43%

Intergovernmental, 8.41% Other, 2.82%



General Fund Revenue

General Fund Revenues: The General Fund is the operating fund for general government operations including Police, Fire, Parks and Recreation, Codes, etc. The fiscal year 2015 budget includes a total of $216.312 million in General Fund revenue which is a 1.82% increase over the fiscal year 2014 budgeted revenues of $212.443 million.

The General Fund is the only fund supported by ad valorem tax revenue. Ad valorem tax revenue of $88.512 million or 41% of the total, represents the largest single source of General Fund revenue. Other taxes, including Utility Taxes (electricity, water, sewer, etc.), Franchise Tax (electricity and gas), Communications Services Tax, and Business Tax, account for a total of $59.386 million or 27% of the total revenues. Intergovernmental revenue including federal, state and local grants, and State Shared Revenues which includes the half-cent sales tax is the third largest source at $26.079 million or 12%. General Administrative charges (G&A) and Payment in Lieu of Taxes (PILOT) represent 12% of the total General Fund revenue or $25.742 million. The G&A charges are assessed on each enterprise fund and three internal service funds and represent the pro-rata share of city-wide management and control functions such as accounting, personnel and purchasing. The PILOT payments are charges to enterprise funds which are intended to replace General Fund revenues (ad valorem tax revenue) which the city would receive if the enterprise were a private sector operation.

Overall, General Fund revenues are forecasted conservatively as required by city fiscal policy and are expected to increase 1.82 % from FY14. The increase in revenue is due to the increase in ad valorem tax revenues and is partially offset by a budgeted decrease in revenue from Communications Services Tax and franchise fees on electricity.

Ad valorem taxes have been the primary revenue driver in prior years and are based on the certified tax assessment received from the Pinellas County Property Appraiser which showed an 8.17% increase in assessed value from the FY14 final certified value. The increase is due to the firming up of the real estate market locally.

Ad Valorem Taxes, 40.92% or $88.512 M

Other Taxes, 27.45% or $59.386 M

Intergovernmental , 12.05% or $26.079 M

Charges for Services, 5.06% or $10.945 M

Fines & Forfeitures, 1.35% or $2.913M

Interest/Misc, 0.65% or $1.402 M

G&A/PILOT, 11.78% or$25.472 M

Transfers, 0.74% or $1.603 M

FY15 General Fund Revenues$216.312 Million



Over the last several years the city’s share of the Communication Services Tax has been declining. In FY15 the city budgeted $10.700 million which is a 6.96% decrease as compared to the $11.5 million in FY14.

The franchise fee on electricity is a fee of 6% levied on a business’s (Duke Energy) gross receipts for the sale of electricity within the city. This fee is to compensate the city for the use of its rights-of-way. The FY15 projected revenue is based on historical receipts and information received from Duke Energy. For FY15 the city is budgeting $18.4 million which is a 5.93% decrease as compared to the FY14 budget of $19.560 million.

In FY15, the city budgeted $22.250 million in utility tax on electricity, which is an increase of 6.64% as compared to the FY14 budget of $20.865 million. The increase can be attributed to an electric utility rate increase of 7.95% that Duke Energy applied for and that was approved by the State of Florida Public Service Commission. The new rate went into effect in January of 2014.

Projected state shared half-cent sales tax revenue is budgeted at $14.8 million, which is an increase from the $14.685 million budgeted in FY14. In 2010, the state-wide sales tax receipts were at record lows and the city’s share of those revenues was $11.225 million. Beginning in FY11, the city has seen consistent gains in the annual half-cent sales tax receipts.

Local option gas tax revenue is based on a county distribution formula. FY15 gas tax revenues are projected to come in slightly higher at $3.285 million as compared to $3.275 million in FY14.

NOTES: There is a line item on each of the administration and department pages in the Revenue Sources section that shows the amount of the fund balance added to or used for each department. This will be identified in the revenue source section by the name of the fund. For example, in the Public Safety summary for FY15 it shows an amount of $117,095,956 for the General Fund. This is the amount of the General Fund that goes to support this function. In some funds the number will be a negative, which indicates the amount that is contributed to the fund balance of the General Fund as a result of budgeted revenues exceeding budgeted expenditures.

In previous years, interest earnings included unrealized gain or loss. In order to follow correct accounting procedures, unrealized gain or loss has been removed from the revenue calculations in this book, causing some previous years actuals to differ from what has been published in the past.



General Fund Expenses by Type

Looking at the General Fund by type of expense one can see that the single largest investment is in personnel at $152.659 million or 70.57% of the total General Fund expenses. Operating expenses, which includes the General Fund cost for services and commodities, make up an additional $45.576 million or 21.07% of the total General Fund expenses.

Personnel, 70.57% or

$152.659 M

Operating Expense, 21.07%

or $45.576 M

Capital Outlay/Social

Services , 1.6% or $3.456 M

Transfers/Debt, 6.76% or

$14.621 M

General Fund Expenses by Type $216.312 Million



General Fund Expense by Administration

The General Fund is organized into six administrations. The largest investment in the General Fund is in public safety, which includes the Police and Fire Departments. The total investment in Public Safety in FY15 is $122.430 million and represents 56.6% of total General Fund budgeted expenditures. Additionally, fiscal policies state that ad valorem revenues will be dedicated to support the Police Department and in FY15 ad valorem revenues cover 97% of that appropriation of $91.237 million. The Leisure Services Administration, which includes the quality of life type services provided by the city’s Parks and Recreation Department and libraries, is the second largest investment at $38.911 million or 17.99% of the total General Fund.

Enterprise Funds

The fiscal year 2015 budget does not include an increase in rates for the Sanitation or Stormwater Departments. The fiscal year 2015 budget includes an increase of 4.75% on water, sewer and reclaimed water charges as outlined in the fiscal year 2014 rate study.

Public Safety, 56.6% or

$122.430 M

City Development,

2.89% or $6.259M

Public Works, 5.15% or

$11.145M

Leisure Services, 17.99 % or $38.911 M

Neighborhood Affairs, 2.87% or

$6.208M

General Government,

14.5% or $31.359M

FY15 General Fund Expense By Administration $216.312 Million



PERSONNEL OVERVIEW

Salaries and benefits make up 50% of the total operating budget and 71% of the General Fund budget. These costs tend to increase at a higher rate than other operating costs. The city’s goal is to manage the growth of positions to the greatest extent possible through the use of technology improvements, reorganizations and other efficiency enhancements. Although the city added seventeen full-time and twenty-seven part-time positions, supported by a recovering economy, the city’s workforce has decreased 1.2% as compared to FY11 while still meeting the demands of the city.

Salary and Benefits Costs

In FY15, health insurance costs decreased 0.6% compared to the FY14 budget. Of the $240.175 million budgeted for salaries and benefits, employee health insurance costs are $29.050 million. Pension costs are determined by an independent actuarial study. One part of the analysis provided by the actuarial study includes projection of earnings on the assets of the individual pension funds using a four-year averaging methodology. In FY15, general employee pension costs decreased by 4.37% over the FY14 adopted budget from $13.400 million to $12.814 million and public safety pension costs decreased 9.88% over the FY14 adopted budget from $19.956 million to $17.984 million; these changes were based on the actuarial study.

As shown in the chart below, salary & benefits costs are projected to decrease by $2.726 million or 1.1% since FY10.

Step increases in the contracts with public safety union employees are included in the FY15 budget. The FY15 budget also includes a modest overall 2% wage increase for all FPSU represented employees, professionals and managerial employees.

242,

901

244,

022

239,

796

238,

442

244,

931

240,

175

234,000

236,000

238,000

240,000

242,000

244,000

246,000

FY10 FY11 FY12 FY13 FY14 Est. Budget FY15

Salary and Benefits Actual Costs

(000s omitted)



Full-Time Employee History

A net increase of 17 full-time positions is included in the FY15 budget as compared to FY14 budget. Ten total positions were added in the Mayor’s Office, three positions were added in the Code Compliance Department, four positions were added in the Parks and Recreation Department, one position was added in the Marketing Department and one position was added in the Billing and Collections Department. The Golf Course eliminated two total positions resulting in the net 17 full-time position increase. More details of the personnel changes can be found on the individual department pages.

Additionally, in FY15, the mayor re-established the Neighborhood Affairs Administration subsequently reorganizing the Codes Compliance, Housing, and Community Services Departments into this Administration. Also included within this reorganization was the movement of the Neighborhood Team (N-Team) to Neighborhood Affairs. Six full-time positions were transferred into this new division in Neighborhood Affairs from the Codes Department.

2,733

2,693

2,679 2,681

2,698

2,600

2,700

2,800

FY11 FY12 FY13 FY14 FY15 Budgeted

Full-Time Employees Five Year History FY11-15 Adopted Budget



Full-Time Staffing by Administration

The table below provides a breakdown of the full-time staffing by Administration. Public Safety, made up of the Police and Fire Departments, accounts for 40% of the city’s total staffing. The Police Department has a total full-time equivalent (FTE) of 752.83 of which 73% or 550 FTE are the men and women providing police protection to our community. The Fire Department has a total FTE of 333.80 and 307 or 92% are the uniform men and women providing emergency medical services and fire protection services to the city.

FY15 Staffing Breakdown by Administration

City Development Administration

6%

General Government Administration, 10%

Leisure Services Administration

13%

Public Safety, 40%

Public Works Administration,

28%

Neighborhood Affairs

Administration, 3%



ENTERPRISE FUNDS OVERVIEW

Enterprise Operations: Enterprise operations provide services that are of benefit to specific individuals and therefore charge a fee to the individuals who receive the service. The operations below seldom receive any direct general government support and are expected to cover all costs including capital costs and any debt. The amounts shown in the chart below are for the enterprise operating funds only and do not include any associated reserve funds. In FY10, a number of operating special revenue funds were reclassified as enterprise funds due to recommendations made in GASB 54. The funds reclassified were the Parking Special Revenue Fund, Mahaffey Theater, Pier, Coliseum, Sunken Gardens, and Tropicana Field Operating Fund.

Water Resources:

• Based on a rate study completed in FY14, water, sewer and reclaimed water rates will increase by 4.75% in FY15.

• In FY15, $1.215 million will be transferred to the Water Resources Operating Fund from the Water Cost Stabilization Fund (WCS Fund) to partially offset the cost of raw water from Tampa Bay Water. The WCS Fund was initially funded by the sale of well fields to Tampa Bay Water. Investment earnings on proceeds from this sale are transferred annually to help offset the cost of water.

• The Water Resources Operating Fund will transfer $11.196 million to the General Fund for payment in lieu of taxes in FY15.

• The transfer to Water Resources CIP is $4 million in FY15

Stormwater:

• No rate increase is included in the FY15 budget.

• The transfer to the Stormwater CIP is $800,000 in FY15.

Actual Actual Actual Estimate Adopted2011 2012 2013 2014 2015

Water Resources 100,320$ 105,197$ 119,521$ 111,471$ 114,150$ Stormwater Utility 10,693$ 11,408$ 13,198$ 11,897$ 11,921$ Sanitation 40,235$ 39,637$ 42,046$ 42,681$ 41,930$ Others 29,141$ 27,469$ 29,607$ 31,690$ 28,185$

Enterprise Funds History(000s Omitted)

$- $20,000 $40,000 $60,000 $80,000

$100,000 $120,000 $140,000

Water Resources

Stormwater Utility

Sanitation Others

$ M

illio

ns

Enterprise Fund Expense History

2011 2012 2013 2014 2015



• The Stormwater Utility Operating Fund will transfer $2.087 million to the General Fund for payment in lieu of taxes in FY15.

Sanitation: • No rate increase is included in the FY15 budget.

• A transfer of $2.7 million will be made to the Sanitation Equipment Replacement Fund in FY15.

• The Sanitation Fund will transfer $380,076 for return on investment and $2.523 million for payment in lieu of taxes to the General Fund.

Airport: • In FY15, the Airport Fund will transfer $220,400 to the General Fund for repayment of its loan

outstanding in the principal amount of $1,733,273 as of the end of FY14.

Marina: • No rate increase is included in the FY15 budget.

• The transfer to the Marina Capital Projects Fund is $80,000 in FY15.

• In FY15, the Marina Fund will transfer $310,000 for return on investment and $124,320 for payment in lieu of taxes to the General Fund.

Golf Course: • No rate increase is included in the FY15 budget.

• Twin Brooks (one of two par three golf courses) will be closed while $1.464 million in renovations are completed.

• The Golf Course Fund will transfer $58,272 to the General Fund for payment in lieu of taxes in FY15.

Jamestown: • No rent increase is included in the FY15 budget. • Renovations to the rental units are underway with the expected completion during FY16.

Port:

• Since FY12, the Port does not transfer funds to the General Fund for payment in lieu of taxes because it is subsidized.

Parking:

• The Parking Fund will transfer $350,000 for return on investment and $97,836 for payment in lieu of taxes to the General Fund in FY15.



GENERAL FUND SUBSIDIES OR ADVANCES

In general, enterprise fund operations generate revenue which is expected to cover the cost of the operation plus any capital needs and debt service. However, some enterprise funds are deemed to have public benefit in addition to the specific benefits to the users and, as such, are provided a subsidy from the General Fund to cover any shortfalls between the cost of operation and the revenue generated. The chart that follows shows the historical and budgeted amounts of the subsidy for each of these operations.

Subsidy History

Notes: For the Airport, Golf Courses and Jamestown any support from the General Fund is in the form of an advance or loan and the enterprise is expected to make repayment.

Airport – In FY15, there is a budgeted repayment from the Airport to the General Fund of $220,400. No loan was needed in the recently concluded FY14. The total amount owed by the Airport to the General Fund is $1,833,273 ($823,679 operating support plus $1,009,594 debt payment). Taking into consideration the repayments made in FY11, FY12 and FY14, the outstanding balance due to the General Fund from the Airport at the end of FY14 is estimated to be $1,663,063.

Jamestown Housing Complex – This is a city owned complex that provides affordable apartment units to low and moderate income families. Jamestown has received loans or advances from the General Fund in the following amounts: $70,000 in FY10, $188,000 in FY12, $94,000 in FY13 and $123,000 in FY14. It paid back $35,000 in FY11, so the balance due at the end of FY14 is $440,000. Jamestown is undergoing renovations so the occupancy rate will be down during most of FY15 thus reducing its revenues; therefore the FY15 budget includes an additional loan or advance in the amount of $60,000. Additionally, in FY15 the requirement of Jamestown to pay PILOT and G&A was eliminated.

Golf Courses – The city owns three golf courses, one championship course (Mangrove Bay) and two par three facilities (Twin Brooks and Cypress Links). During fiscal year 2015 Twin Brooks will be off line for approximately nine months while $1.464 million in improvements are made. Steps have been taken to reduce the expense side of the Golf Course budget to account for the reduced revenues thus a loan is not budgeted in fiscal year 2015. The Golf Course did receive $27,000 in FY12, $175,000 in FY13 and $166,000 from the General Fund in FY14. This amount, totaling $368,000 is considered a loan and will be repaid from future Golf revenues.

Airport Port Mahaffey TropicanaField Pier Sunken

Gardens Coliseum Jamestown Golf

2011 0 397 1,016 1,480 1,207 211 237 0 2012 0 361 670 1,471 1,386 105 238 188 27 2013 63 278 508 1,387 1,179 184 194 175 120 2014 0 269 632 1,439 430 167 185 123 166 2015 0 226 489 1,300 380 213 268 60 0

0

200

400

600

800

1,000

1,200

1,400

1,600

Thou

sand

s



Capital Improvement Program

The fiscal year 2015 adopted capital improvement program (CIP) is $68.364 million and the five-year CIP plan covering FY15 – FY19 provides for an estimated $337.139 million in additional capital improvements. The CIP section of this book includes a complete listing of the proposed capital projects to be implemented during fiscal year 2015, including project descriptions for each project. There are fund summaries for each capital improvement fund and each summary provides a five-year look into the future.

The capital expenditures for fiscal year 2015 in the Water Resources Department are projected to be $37.144 million or 54% of the total FY15 CIP, while the Penny for Pinellas projects account for $20.314 or 30% of the total FY15 CIP.

The five year CIP totals $337.139 million. All funds are balanced in all years. Water Resources projects comprise more than 59% of the five year CIP. As indicated in the chart that follows, the FY16 CIP is significantly higher than other years as it includes the final demolition of the Albert Whitted Reclamation Facility and the construction of the waste-to-energy project at the Southwest Water Reclamation Facility.

$20,314 $17,787 $17,179 $20,911 $20,698

$37,144

$71,120

$37,708 $23,780 $28,980

$10,906

$9,447

$7,597

$7,006 $6,565

0

20000

40000

60000

80000

100000

120000

FY15 FY16 FY17 FY18 FY19

CAPITAL IMPROVEMENTS PROGRAM 5 YEAR PLAN- $337.139 M (000s omitted)

Penny Funds Water Resources Other Funds * *The Biosolids to Energy project is scheduled to begin construction in FY16 in the Water Resources Fund. Most of the project is expected to be funded with a low-interest State Revolving Fund Loan issued by the Florida Department of Environmental Protection.



The first year of the CIP is appropriated by City Council as the FY15 capital projects budget and is $68.364 million for all funds in FY15. The budget is shown by fund in the chart and table that follow. As indicated, 84% of the budget is comprised of Water Resources projects and projects funded from the “Penny for Pinellas.” The remaining portion is comprised of a number of funds as shown in the smaller circle.

Funding for enterprise fund (Water, Stormwater, Airport, Marina, Golf Courses, Port, Parking, and Tropicana Field) CIP projects comes from operating fund transfers on a pay-as-you-go basis, as well as, from debt or grant funding. Although enterprise funds are expected to fully fund all aspects of their operations, penny funds are programmed for some Stormwater projects, as well as, for grant matching funds for Airport and Port projects. Funding for other non-general government projects (Bicycle/Pedestrian, Weeki Wachee, Transportation, and Housing) comes from grants and various special revenue funds.

The majority of projects in the General CIP Fund are funded by grants, but a portion of funding is provided by transfers from other funds including the General Fund. In FY15, there is planned a transfer of $1,000,000 from the General Fund to the General CIP Fund to be used for future projects that have yet to be determined. The Housing CIP Fund will also receive a transfer from the General Fund in the amount of $350,000 which will provide resources to address the quality of housing stock city-wide with a focus on south St Petersburg.

The primary revenue source for general government projects, such as streets, roadways and parks, is the Local Option Sales Surtax, which is commonly known as the “Penny for Pinellas.”

On March 13, 2007, voters approved a ten year renewal of the “Penny for Pinellas” sales tax beginning in January 2010 when the previous penny sales tax expired. In prior years, revenue provided by the “Penny” has allowed the city to fund a majority of the general government capital improvement program, and the extension of the tax is very important to the city’s ability to continue to fund needed capital improvements going forward. Over the ten-year extension, proceeds of the tax are expected to be approximately $217.594 million. The following provides key provisions of the tax:

Public Safety 516 Stormwater 1,679Neighborhood & Citywide 12,409 Airport 2,718Recreation & Culture 6,589 Marina 500City Facilities 800 Golf 0Housing 375 Port 0General CIP 1,656 Bicycle/Pedestrian 1,353Tropicana Field 0 Weeki Wachee 0Downtown Parking 500 Transportation 2,125Water Resources 37,144 Grand Total 68,364

CIP FUNDS FY15(000s Omitted)

Penny Funds 30%

Water Resources 54%

Housing & General CIP 3%

Stormwater 3%

Airport, Marina, Golf Course, Port,

Parking & Tropicana 5%

Trans Impact Fees, Bicycle & Weeki

Wachee 5% Other

16%

Break Down of Other CIP Funds

Penny for Pinellas, Water Resources, and Other CIP Funds



• The basis for the Penny for Pinellas is rooted in state law. With voter approval, the state legislature authorized counties to levy a sales surtax for infrastructure.

• The tax has been approved by voters three times beginning in 1989.

• Although Pinellas county has chosen to implement the tax on a ten year time basis, the law allows the tax to be levied for up to 15 years.

• The tax cannot exceed one cent. In Pinellas county, the Penny for Pinellas is the seventh cent of sales tax.

• Pinellas county shares that one cent with all municipalities in the county according to an inter-local agreement that specifies distribution on a population-based formula after removal of a specified amount for county criminal justice projects. St. Petersburg’s annual share of approximately 18% of the balance has averaged approximately $22.7 million for the past 14 years.

• In FY15, penny projects total $20.314 million and for the FY15 – FY19 period total $96.889 million. These numbers do not include an assignment of $48.1 million for a new police facility/emergency operation center in the five-year CIP. The penny plan approved by the voters provides for projects in four priority areas and established funding goals for each of these areas. The following charts show the appropriations for each of the four areas (not including the assignment mentioned above) in FY15 and for the five-year CIP.

0

5,000

10,000

15,000

20,000

25,000

30,000

FY 15 FY 16 FY 17 FY 18 FY 19

FY15-FY19 CIP Penny Plan (000's omitted)

Public Safety Capital Improvement Neighborhood/Citywide Infrastructure

Recreation/Culture Capital Improvements City Facilities Capital Improvements



Dependent Districts

The city is required to budget for its dependent districts including the Downtown Redevelopment District, Bayboro Harbor Tax Increment District, Intown West Tax Increment District, and the Health Facilities Authority (HFA). The City Council serves as the board for the Downtown Redevelopment District and the other tax increment districts. The Downtown Redevelopment District receives the city and county shares of the downtown tax increment revenue as well as interest earnings which are projected to be $9,919,832 in FY15, a portion of which will pay debt service on public improvement bond issues. The Bayboro and Intown West Tax Increment Districts are projected to receive city and county contributions and interest earnings of $48,228 and $761,793 respectively. All three tax increment districts recognized an increase in the property values as compared to FY14. The revenue from these special districts is used for improvements within the tax increment district. The Health Facilities Authority issues bonds for health care facilities, and annually includes a budget of $14,000 for minor expenses.

Fund Structure

The city of St. Petersburg uses “funds” and “account groups” to manage and report revenues, expenditures, and expenses as required by the City Charter, state statutes, and generally accepted accounting principles (GAAP).

Each of the city funds is a financial/accounting entity, and in a sense, a legal entity. Each fund has its own fund balance, which is accounted for separately. The target fund balance amount for each fund is stated in the city’s fiscal policies.

The following are the various fund categories the city uses:

GOVERNMENTAL FUNDS are designed to focus on near-term liquidity. Consequently, governmental funds do not present fixed assets, long-term receivables, or long-term liabilities. Governmental Funds typically are used to account for activities supported by taxes, grants, and similar resources. There are four types of Governmental Funds: General Fund, Special Revenue Funds, Capital Improvement Funds and Debt Service Funds.

PROPRIETARY FUNDS are used to account for the delivery of services similar to those found in the private sector. The services can be provided to outside parties for a profit, or internally to other departments for payment based on cost. There are two types of Proprietary Funds: Enterprise and Internal Service Funds.

FIDUCIARY FUNDS are used to account for assets held on behalf of outside parties or other funds. There are four types of Fiduciary Funds: Pension Plans and Agency Funds, Non-Expendable Trust Funds and Expendable Donation Funds.



The city’s FY15 operating budget is $483.354 million. The chart below illustrates the fund structure of the city’s appropriated funds.



Fund Relationship

The chart that follows illustrates the interrelationship between funds. Dollars are transferred between funds for various purposes. For example, both the General Fund and the enterprise funds transfer dollars to CIP funds for “pay-as-you-go” projects (as shown by the solid line in the table). Also, certain enterprise funds transfer dollars to the General Fund in the form of payments in lieu of taxes (PILOT) and general and administrative charges. Additionally, the General Fund provides support in the form of subsidy or loans to several enterprise funds (as shown by a dotted line in the table). Finally, the General Fund, enterprise funds and special revenue funds pay internal service funds for city provided services (as shown by the dashed lines in the table). Although each fund is a distinct entity, all funds contribute to the overall operation of the city.

Basis of Accounting

Modified Accrual The modified accrual basis of accounting is used for financial reporting purposes in the governmental funds. Under this basis, revenues are recognized when they become susceptible to accrual; i.e., when they become both measurable and available. “Available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are generally recognized under the modified accrual basis of accounting in the period that the liability is incurred. The exception to this general rule is that expenditures for principal and interest on general long-term debt are recognized when due and expenditures for compensated absences are recorded when paid. Accrual The accrual basis of accounting is used for financial reporting purposes in the Proprietary and Fiduciary Funds. Under this basis, revenues are recognized in the period earned and expenses are recognized in the period that the liability is incurred. In contrast to Governmental Funds, depreciation is recorded.



Budgetary Control and Amendments The General Fund is subject to budgetary control on a combination of fund and administration levels (e.g., Leisure and Community Services Administration includes the Parks and Recreation and Library Departments within the General Fund). The mayor is authorized to transfer General Fund budgeted amounts between expenditure category within individual departments and administrations according to the original appropriation ordinance. The City Council approves supplemental appropriations and appropriation transfers between administrations by resolution during the fiscal year. These transactions are then approved at fiscal year-end by ordinance. Major capital facilities and improvements, which are accounted for by the city within the capital projects funds are subject to budgetary control on a project and fund basis. Appropriations for a specific project do not lapse until completion of the project. Encumbrances Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is employed as an extension of formal budgetary integration. Encumbrances outstanding at fiscal year-end are carried forward and re-appropriated in the following year. Budget Basis of Accounting Budgets presented for governmental funds have been prepared on the modified accrual basis of accounting, except for encumbrances and the net increase (decrease) in the fair value of investments. Encumbrances are part of the overall budgetary control process and thus are included in the actual column with the related expenditures when a comparison with budget is made. Similarly, the net increase (decrease) in the fair value of investments is excluded from related revenues when a comparison with budget is made. Depreciation is not included in budgetary statements since it is not a use of expendable resources. For management decision and control purposes, enterprise debt service, capital project funds, and some reserve accounts, are budgeted separately, whereas in the financial statements, these funds are combined with the corresponding operating fund.



At a Glance - City of St. Petersburg, Florida

The city of St. Petersburg was incorporated as a town in 1892 and later in 1903 as a city. It is located on the Pinellas peninsula, on the central west coast of Florida bordered by Tampa Bay on the east, the Gulf of Mexico on the west, and Boca Ciega Bay to the south. It has a land mass of 60.9 square miles with the highest elevation above sea level of 61 feet. It is the fifth largest city in Florida and the 78th largest city in the United States. The city had a 2013 population of 249,704. The city is governed by a strong mayor/council form of government; a system that combines the strong political leadership of a mayor with an elected City Council. The mayor is responsible for running the daily affairs of the city. The City Council has a chair and a vice chair and must approve city policies, city budget, and the mayor’s choices for city attorney, city administrator, and city clerk.

(Map Source: Economic Development Division, City of St. Petersburg Planning and Economic Development Department)



The following charts provide demographic and household data and comparisons:

1Source: Bureau of Economic and Business Research, University of Florida, 2013 Data; http://www.bebr.ufl.edu 2Source: 2012 American Community Survey, 5 – Year Estimates, US Census Bureau; http://www.census.gov/ 3Source: EQUI Database, City of St. Petersburg Economic Development Division, 2012 Data; http://www.stpeteshines.com 4Source: Bureau of Labor Statistics, August 2014, Data; http://www.bls.gov/data/#unemployment

Demographics

Population

St. Petersburg 249,7041

Pinellas County 926,6101

Tampa-St. Petersburg-Clearwater MSA 2,850,394

St. Petersburg

Median Age 41.82

Female 52.3%2

Male 47.7%2

White 69.4%2

African-American 23.9%2

Hispanic 6.7%2

Asian 3.2%2

Total Households 104,4312

Average Household Income $62,3652

Average Household Size 2.292

High School Graduate or Higher 87.8%2

Bachelor's Degree or Higher 28.1%2

Married 38.7%2 MSA STATE

Employees engaged in Manufacturing 6.22%3 5.23%3 4.29%3

Employees engaged in Health Services 21.57%3 15.67%3 14.31%3

Employees engaged in Financial Services 13.88%3 6.94%3 4.85%3

Unemployment Rate 6.4%4 6.8%4 6.7%4



http://www.bebr.ufl.edu/

http://www.census.gov/

http://www.stpeteshines.com/

http://www.bls.gov/data/%23unemployment

CIVIC, CULTURAL & RECREATIONAL

Major Annual Civic Events: Martin Luther King Jr. Celebrations (January) Festival of States (March-April) The Grand Prix of St. Petersburg (March) Green Thumb Festival (April) Mainsail Art Festival (April) St. Petersburg Pride Parade (June) Fourth of July Celebration (July) Arts Alive! Museum Day (September) Saturday Morning Market (open October – May) Orchestra in the Park (October) St. Petersburg International Folk Fair Festival (November) Ribfest (November) Snowfest/Santa Parade (December) First Night (New Year’s Eve) Blue Ocean Film Festival

Museums: St. Petersburg Museum of Fine Arts The Dali Museum St. Petersburg Museum of History Dr. Carter G. Woodson African American Museum Great Explorations Children’s Museum Florida Holocaust Museum Morean Arts Center/Chihuly Collection

Cultural Organizations and Venues: St. Petersburg Arts Alliance The Arts Association of St. Petersburg The Florida Orchestra American Stage Theater Company freeFall Theater Mahaffey Theater Palladium Theater The Coliseum Sunken Gardens St. Petersburg City Theatre St. Petersburg Opera Company Warehouse Arts District Central Arts District Creative Clay Studio @620 A Simple Theater St. Petersburg Opera

Institutions of Higher Learning: St. Petersburg College University of South Florida St. Petersburg Eckerd College Poynter Institute for Media Studies Stetson University College of Law Pinellas Technical Education Centers Pinellas County Job Corps



Recreational Facilities and Venues: Three Public Golf Courses A Municipal Marina/Port The Coliseum Clam Bayou Nature Preserve Boyd Hill Nature Preserve/Lake Maggiore Envir. Education Center Five free Public Beaches One Main Library with six Branch Libraries 137 city parks - (58 with playground equipment) 33 Soccer/Football Fields 66 Tennis Courts 42 Baseball/Softball Fields 16 Community, Adult and Neighborhood Centers Nine Municipal Pools (North Shore Pool open year-round) 21 Boat Ramps Six Dog Parks Two Skate Parks One Jai-alai Court Pinellas Trail/City Trails Network Dell Holmes Park and Splash Pad Outdoor Fitness Zones (four total with more underway)

Spectator Sports: Major League Baseball Home of the Tampa Bay Rays Home of the National Association of Professional Baseball Leagues Spring Training – 1914 to 2009 St. Petersburg International Baseball

Tennis Home of Women’s Tennis Association Hosted the World Group Finals of the Davis Cup - 1990 Hosted first round of Davis Cup - 1995 Home of the Historic St. Petersburg Tennis Center, Site of Chris Evert’s First Professional Match

Sailing St. Petersburg Yacht Club (established 1909) St. Petersburg Sailing Center Largest city Marina in Florida (648 slips) Host of Regatta Del Sol al Sol (annual St. Pete to Isla Mujeres, Mexico race)

Competitive Running St. Anthony’s Triathlon (April)

Football Bitcoin St. Petersburg Bowl Under Armour All America Game East West Shrine Game Annual Mayor’s Cup High School Football Classic

Soccer (NASL) Home of the Tampa Bay Rowdies

Racing (IndyCar) The Grand Prix of St. Petersburg (March)



........................................... /j • • ~ .11.-..... - ...., I ~ , \ r· · ·~ \

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B. Fiscal Policies

Fiscal Policies ........................................................................................................................... B-1

General Fiscal Policy ............................................................................................................. B-2

Annual Operating Revenues & Expenses/All Funds .................................................... B-3

Specific Guidelines for Individual Funds......................................................................... B-8

Investments ........................................................................................................................... B-12

Capital Expenditures & Debt Financing ........................................................................ B-13

FISCAL POLICIES

The city of St. Petersburg has adopted a comprehensive series of fiscal policies that embody recognized sound financial management concepts. These policies were originally approved by City Council in July 1980. Subsequently, the 1980 policies were updated and expanded, and codified in the city’s Administrative Policies and Procedures. The previous revision to this policy statement was approved by City Council July 19, 2002 (Resolution 2002-406); the city’s detailed Investment Policy was revised and approved April 16, 2009 (Resolution 2009-215). New changes to these policies, incorporated to keep them up to date and compliant with Governmental Accounting Standards Board Statement #54, were adopted by City Council on August 26, 2010 by Resolution 2010-442. In order to keep them up to date, these policies were updated again on August 4, 2011 by Resolution 2011-312. An amendment (Resolution 2012-276) to these policies was approved on June 14, 2012 which amended the policy to reflect that ad valorem shall be earmarked to support the Police Department. During fiscal year 2014, the policies were amended on April 17, 2014 (Resolution 2014-166) to restructure the fund balance target for the General Fund Group of Funds and the core General Fund. It is anticipated that these policies will be amended as part of the city’s annual budget process and reconfirmed each year as a part of budget development. The fiscal policies are organized under four subject headings:

I. General Fiscal Policy presents the overall guidelines for financial and accounting practices, including the basic framework for preparing the city’s operating and capital budgets, maintaining accounting records, and funding services on a non-discriminatory basis.

II. Fiscal Policy for Annual Operating Revenue and Expenses outlines the policies for

budgeting and accounting for revenue and requirements, and provides adequate fund balances in the city’s various operating funds. This section includes several references to capital project funding in relation to the amount and type of support to be provided by the operating funds.

III. Fiscal Policy on Investments provides guidelines for investing, operating and capital

balances.

IV. Fiscal Policy for Capital Expenditures and Debt Financing directly relates to the resources and requirements of the capital improvement program. Included are overall policies on issuance of debt, as well as guidelines applicable to specific fund types.

The city attempts to adhere to these fiscal policies in the conduct of its operations. However, it must be noted that these policies are guidelines and not statutory limitations. Some of the policies, particularly with regard to recommended fund balances, are designed as goals to be pursued, not necessarily achieved on an annual or ongoing basis. The city reserves the right to deviate from any or all of the fiscal policies if such action is determined by City Council to be in the best interest of St. Petersburg as a whole.


Fiscal Year 2015 B-1 Fiscal Policies

I. GENERAL FISCAL POLICY A. GENERAL GUIDELINES

1. The annual operating budget of the city of St. Petersburg, Florida shall balance the public service needs of the community with the fiscal capabilities of the city. It is intended to achieve those goals and objectives established by City Council for the next fiscal year. Service programs will represent a balance of services, but with special emphasis on the city’s public safety, environmental health, economic development, employment, physical appearance, living conditions, and affordable housing. Services shall be provided on a most cost effective basis.

2. The city recognizes that its citizens deserve a commitment from the city to fiscal responsibility, and

that a balanced operating budget is the cornerstone of fiscal responsibility. Annual operating expenditures (personal services, contracts, commodities, supplies, capital outlay, outside agency support, and transfers) will be fiscally balanced with revenues or income estimates that can reasonably and normally be projected to be received during the fiscal year. New programs, or changes in policies that would require the expenditure of additional operating funds, will either be funded through reduction in programs of lower priority or through adjustments to rates, service charges or taxes. Requests for new or modified programs or policies will be accompanied by an analysis of the short and long-term impact on the operating budget caused by such changed or new program or policy, with significant changes reported to the appropriate Council committee and/or full Council.

3. New programs, services, or facilities shall be based on general citizen demand, need or legislated

mandate. 4. The city shall prepare and implement a capital improvement program (CIP), consistent with state

requirements, which shall schedule the funding and construction of projects for a five-year period, including a one-year CIP budget. The CIP shall balance the needs for improved public facilities and infrastructure, consistent with the city’s comprehensive plan, within the fiscal capabilities and limitations of the city.

5. The city shall maintain its accounting records in accordance with Generally Accepted Accounting

Principles (GAAP), applied to governmental units as promulgated by the Governmental Accounting Standards Board (GASB) and the Financial Accounting Standards Board (FASB). In addition, federal and state grant accounting standards will be met.

6. Consistent with Council Resolution 2009-247, a financial report shall be distributed to City Council

following the close of each fiscal quarter. This report shall include the city’s investments, pension funds, debt, revenues, expenditures/expenses and fund balances, and shall be presented in a form and forum specified by Council.

7. The city shall provide funding for public services on a fair and equitable basis, and shall not

discriminate in providing such services on the basis of race, color, national origin, religion, sex, sexual preference, marital status, age or disability.


Fiscal Policies B-2 Fiscal Year 2015

8. Budgets for all city departments and all other city expenditures/expenses shall be under City Council appropriation control.

9. Transfers between funds will be permitted with City Council approval, which are consistent with city

policies, resolutions, ordinances and external restrictions. 10. Inter-fund loans must be supported by a fiscally sound source of funds available for repayment and

must comply with any applicable bond covenants. 11. Preparation of the city’s budget shall be in such format as to allow correlation with the

expenditures/expenses reported in the city’s Annual Comprehensive Financial Report, with content of said budget to include that required by Section 6.01 of the City Charter and section 13(c), Chapter 15505, Special Laws of the State of Florida, 1931, or as later revised by ordinance of the City Council and now codified in §2-126 St. Petersburg City Code. Detailed estimates per Section 13(c)(1) shall be by object code at the division or program level, and summarized by department.

12. An analysis shall be made to determine and project life cycle cost of ownership where appropriate,

when it is proposed that the city lease or rent facilities or equipment from an outside source, if such costs will commit the city to $50,000 or more in any one year.

II. FISCAL POLICY FOR ANNUAL OPERATING REVENUES AND EXPENSES A. ALL FUNDS

1. Revenue

a. Revenue projections will be based on an analysis of historical trends and reasonable assumptions of future conditions using a conservative basis to ensure that estimates are realized.

b. The operating budget will be prepared based on 96% of the certified taxable value of the property

tax roll. c. The city will not use long-term debt to finance expenditures/expenses required for operations. d. As a general rule, operating budgets will be balanced using current year revenues to finance

current year expenditures. Minimum fund balances shall not normally be budgeted as a resource to support routine annual operating expenses. However, balances exceeding the policy targets may be budgeted as a resource to support capital, debt, or extraordinary major maintenance needs on a non-recurring basis, or for specific purposes, as assigned.

2. Expenditures/Expenses

a. Normal maintenance requirements necessary to sustain the basic asset value will be included in

the budget of the proper operating fund. b. Contractual obligations required by labor agreements and compensation plans for employees will

be included in the budget or provided through supplemental appropriations, dependent upon available funds.



c. Capital funding will be provided for major improvements and automation of services based on multiple-year planning and appropriate cost benefit analysis.

d. Equipment replacement (capital outlay) not funded by a replacement fund will be included in the

operating budget of the department requesting the equipment.

3. Fund Balance

a. Maintaining an adequate fund balance is essential to the financial health of the city, to maintain high bond ratings and to ensure its ability to serve its citizens, meet emergency needs and unforeseen circumstances. Accordingly, some of the funds will have fund balance reserve targets which are not requirements but are considered to be goals of the city. The General Fund “Group of Funds” fund balance target will be considered appropriate in the amount of 20% of the current year’s operating appropriations for the General Fund “Group of Funds”. The budgetary fund balance of the General Fund, the Economic Stability Fund, Preservation Reserve, Arts and Cultural Programs, Assessment Revenue, Arts in Public Places and Technology and Infrastructure Fund are included within the General Fund “Group of Funds” fund balance for purpose of determining if the target has been achieved.

b. In compliance with governmental accounting standards the following terminology will be used in

reporting the city’s fund balances:

Nonspendable fund balance – amounts that are not in a spendable form (such as inventory and prepaids) or are required to be maintained intact (such as the corpus of an endowment fund). Restricted fund balance – amounts constrained to specific purposes by external providers (such as grantors, bondholders, and higher levels of government). Unrestricted fund balance:

Committed fund balance – amounts constrained to specific purposes by City Council resolution or ordinance. To be reported as committed, amounts cannot be used for any other purpose unless the City Council reverses or amends the applicable resolution or ordinance to remove or change the constraint.

Assigned fund balance – amounts the city intends to use for a specific purpose. Intent can be expressed by the City Council or recommended by the mayor/administration. There are two essential differences between committed fund balance and assigned fund balance. First, committed fund balance requires action by the City Council, whereas assigned fund balance allows that authority to be delegated to some other body or official. Second, formal action is necessary to impose, remove, or modify a constraint reflected in committed fund balance, whereas less formality is necessary in the case of assigned fund balance.

Unassigned fund balance – The General Fund, as the principal operating fund of the government, often will have net resources in excess of what can properly be classified in one of the four categories already described. If so, that surplus is presented as unassigned fund balance.



c. Fund Balance Reserve Targets

i. The General Fund reserve target is 20% of the current year budgeted appropriations in that fund (excluding any internal transfers to other funds within the General Fund “Group of Funds”). For purposes of determining if the target has been met, the budgetary fund balance of the General Fund “Group of Funds,” as defined in the Comprehensive Annual Financial Report, is compared with the annual appropriation. The General Fund “Group of Funds” includes; General Fund (0001), Preservation Reserve (0002), Economic Stability (0008), Arts and Cultural Programs (1042), Assessment Revenue (1108), Arts in Public Places (1901) and Technology and Infrastructure Fund (5019), as well as any additional funds that would be included in the future General Fund for financial reporting purposes per GASB Statement No. 54. There is further established a target of 5% of the current year adopted General Fund “Group of Funds” appropriations which is to remain in the core General Fund budgetary fund balance. Only amounts over the 5% budgetary fund balance may be assigned or committed.

ii. Other governmental funds of the city do not have specified fund balance targets.

Recommended levels of committed and/or assigned fund balance will be determined on a case by case basis, based on the needs of each fund and as recommended by city officials and approved by City Council

iii. Fiduciary funds do not have fund balance targets. These funds do not represent resources

available to support city activities and it would be inappropriate to establish fund balance targets.

iv. Proprietary funds, which include both enterprise funds and internal service funds, have

fund balance targets as shown in the list on the following page. Proprietary funds do not report fund balance amounts. However, for the purpose of setting targets, estimated fund balance amounts will be determined based on a budgetary fund balance calculation performed by the Finance Department and the calculated amounts will be compared with the established targets.

In most cases the specific targets for proprietary funds are a percentage of the annual, appropriated budget for that fund, excluding any transfer to related capital improvement funds. Percentage targets can also be described in terms of a number of months of operating costs. For example, a fund balance reserve target equal to 8.3% is the same as a reserve target equal to one month of operating expenditures; 16.7% equals two months expenditures and 25% equals three months. A few proprietary funds have targets that are not based on annual operating costs. In those cases there will be a notation as to what the target is based on. An example is the Equipment Replacement Fund which has a target equal to 25% of the replacement cost of the equipment in the fund. The reason for the different approach is because this fund accounts for equipment that needs to be protected from loss due to natural disaster. Additionally, the fund balance target of two insurance funds, General Liability Claims and Workers’ Compensation Funds, is set annually as the result of an actuarial study that looks at both short-term and long-term funding requirements.



Some of the enterprise funds receive an annual subsidy from the General Fund. In those cases there is no established fund balance target for the subsidized fund. If the fund becomes self-supporting, consideration will be given to establishing a fund balance target.

Unless otherwise noted, the following targets are a percentage of the annual, appropriated budget.

Enterprise Funds *Water Resources – 25% (8.3% in operating fund, 16.7% in water cost stabilization fund) *Stormwater Utility Fund – 16.7% Sanitation Operating Fund – 16.7% Sanitation Equipment Replacement Fund – 25% of equipment replacement cost Airport – no target *Marina – 8.3% *Golf Courses – 8.3% Jamestown – 8.3% Port – no target Parking Fund – no target1

Mahaffey Theater Fund – no target1

Pier Fund – no target1 Coliseum Fund – no target1

Sunken Gardens Fund – no target1

Tropicana Field Fund – no target1

1These funds were reclassified from special revenue funds to enterprise funds, effective with the fiscal year 2010 financial statements and the fiscal year 2011 budget. * Transfers to capital improvement fund excluded from target balance calculation. Internal Service Funds Fleet Management Fund – 8.3% Equipment Replacement Fund – 25% of equipment replacement cost Municipal Office Buildings Fund – 16.7% Information and Communication Services – 16.7% Materials Management Fund – 8.3% Health Insurance Fund – 50% Life Insurance Fund – 25% General Liability Claims Fund – Set annually by an actuarial study. Commercial Insurance Fund – 50%. Workers’ Compensation Fund – Set annually by an actuarial study. Billing and Collections Fund – 16.7%

d. Stabilization Funds Stabilization funds are a type of reserve fund maintained to offset economic downturns, natural

disasters, and other unforeseen events. Governmental stabilization funds will be reported in the Comprehensive Annual Financial Report (CAFR) as committed fund balances in the appropriate fund and the level of funding will be reviewed annually by City Council. Additions to or



reductions from a stabilization fund will be approved by City Council as part of the budget process or the supplemental appropriation process. Establishing the proper balances in stabilization funds will take into account risk exposure related to self-insurance and property insurance deductibles in the event of major storm damage to city assets. Transfers from stabilization funds will not be allowed if they would cause the fund to be in a deficit position. The city maintains two stabilization arrangements, the “Economic Stability Fund” and the “Water Cost Stabilization Fund”. Permitted uses of this fund have been established by City Council with Resolution 2003-480 as amended by a new resolution adopted by City Council on August 26, 2010 by Resolution 2010-442. A portion of the balance in the Water Cost Stabilization Fund is pledged to meet two months (16.7%) of the three month (25%) fund balance reserve target established for the Water Resources Operating Fund. Permitted uses of this fund have been established by Resolution 91-549 for Revenue Bond Series 1999 as amended by Resolution 2008-257.

e. Economic Stability Fund Balances in the Economic Stability Fund represent committed fund balances which are available

for expenditure only with the approval of City Council and under the following conditions:

i. The Economic Stability Fund may be used in the event of an estimated budget shortfall amounting to more than 2% of the most recent adopted budget. Only the amount of the shortage above 2% may be taken from the Economic Stability Fund, while other budget balancing measures will be employed to offset budget shortfalls up to and including 2%. If the 2% threshold has been met, the appropriate amount of resources to utilize from the Economic Stability Fund may take into account the economic climate, including the local unemployment rate, inflation rate, rate of personal income growth, assessed property values, and other factors as determined to be appropriate.

ii. The Economic Stability fund may be used in the event of damage to city property or loss of city assets due to disasters such as hurricane, tornado, flood, wind, terrorism, or other catastrophic events when such an event results in a declaration of a state of emergency. Other funds of the city, such as the Equipment Replacement Funds, the Self Insurance Fund and the Technology/Infrastructure Fund will be used first, as appropriate to the circumstances, before relying on the Economic Stability Fund.

iii. The Economic Stability Fund may be used to provide short-term (one year or less) advances, or long-term loans exceeding one-year in length, to other funds of the city for shortfalls due to economic impacts or for other purposes, as recommended by the mayor and approved by City Council. A plan for repayment of the funds will be established before any such advance or loan is made.

iv. When economic stability funds are used for any purpose, the fund will be replenished in an amount to meet the fund balance target, either from the fund for which the resources were required or from another fund of the city, within the time frame recommended by the mayor or city administrator and approved by City Council.



f. Water Cost Stabilization Fund Balances in the Water Cost Stabilization Fund represent committed fund balances which are

available for expenditure only with the approval of city council and under the conditions specified in Resolution 91-549 for Revenue Bond Series 1999 as amended by Resolution 2008-257 for the Water Cost Stabilization Fund.

i. The balances of each fund will be maintained by using a conservative approach in estimating

revenues and expenditures/expenses, based on historical and/or projected costs. ii. Funds which exceed their established fund balance target by 10% or more for two consecutive

years will be reviewed and, if appropriate and permitted by law, the amount over target will be transferred to the General Fund, or other fund of the city, with approval of City Council.

iii. Funds which fall below their established fund balance target by 10% or more for two

consecutive years will be reviewed by administration. If it is determined that the fund balance target level is still appropriate, a corrective action plan to restore the fund to the appropriate level will be submitted to City Council for their approval.

iv. All fund balance targets will be reviewed annually, as part of the budget process, to determine

if adjustments need to be made. B. SPECIFIC GUIDELINES FOR INDIVIDUAL FUNDS

1. General Fund

a. The General Fund is the principal operating fund of the city and will account for activities that are not reported in another type of fund.

b. It is the objective of the city to pay operating expenses of the General Fund from sources other

than ad valorem taxes. Only when non-ad valorem tax sources of revenue are inadequate to support services at desired levels should ad valorem taxes be considered for assessment. Ad valorem taxes shall be earmarked to support the city of St. Petersburg Police Department.

c. Service charges and fees for all General Fund services will be analyzed to ensure an appropriate

proportional recovery of direct costs and overhead. d. Available funds accruing in an Enterprise Fund which are not needed for working balance or future

planned improvements may, at City Council’s discretion, be transferred to the General Fund as an annual, budgeted return on investment or equity, except where prohibited by bond covenants or other legal requirements. This will be encouraged wherever feasible.



2. Special Revenue Funds

a. Special revenue funds will be used to account for and report the proceeds of specific sources that are restricted, committed, or assigned to expenditure for specified purposes other than debt service or capital projects.

b. The Emergency Medical Services Fund will be budgeted to be fully supported by revenue from

Pinellas County.

3. Capital Projects Funds:

a. Are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for capital outlays, including the acquisition of construction of capital facilities and other capital assets.

b. Exclude those types of capital-related outflows financed by proprietary funds or for assets that

will be held in trust for individuals, private organizations, or other governments.

4. Debt Service Funds:

a. Are used to account for and report financial resources that are restricted, committed, or assigned to expenditure for principal and interest.

b. Should be used to report resources if legally mandated. c. Are financial resources that are being accumulated for principal and interest maturing in future

years should also be reported in debt service funds.

5. Permanent Funds:

a. Are used to account for and report resources that are restricted to the extent that only earnings, not principal, may be used for purposes that support the city’s programs.

b. Do not include private purpose trust funds which are used to account for and report situations where the government is required to use the principal or earnings for the benefit of individuals, private organizations, or other governments.

6. Enterprise Funds

a. Enterprise funds will be used to account for those activities where the costs are expected to be

funded substantially by external (non-city department) user fees and charges. b. Enterprise funds will pay the General Fund their proportionate share of the cost of general

administrative departments and a payment-in-lieu-of-taxes, which will be computed in a fashion that will relate the tax to a comparable commercial use, as limited by outstanding bond resolutions. (Public Utilities bond restrictions limit payments- in-lieu-of-taxes to fifteen percent (15%) of gross revenues).



Water Resources (water, reclaimed water, and sewer), Stormwater, Sanitation, Golf Course, Airport, Marina, Port and Jamestown Housing are able to produce sufficient revenue from their service charges to fully recover all direct operating costs and overhead, plus provide for debt service and major capital outlay. Initial startup of operations or specific circumstances may require an individual enterprise to be subsidized for a limited period of time; however, it is fully expected that these operations will be totally self-supporting over time and will repay any subsidy to the General Fund, as revenues permit.

i. Service charges, rent and fee structures will be established so as to ensure recovery of all

costs. ii. The requirements of the enterprise operating funds will include all expenses of the

operations (salaries, benefits, services, commodities and capital outlay), including allocation of general and administrative costs and payment-in-lieu-of-taxes, as well as any transfers to capital project funds, debt service funds or return on investment/equity.

iii. A review of cost of service and rate structures for Water Resources (water, sewer, and

reclaimed water), Stormwater and Sanitation charges will be performed on an annual basis. The recommended budget will set forth the cost requirements to be recovered by the service charges that will be based on the cost of services provided. The impact of such cost of services on rate schedules charged for such services shall be presented to City Council in a timely manner to allow review and analysis prior to Council approval.

iv. Any return on equity for these operations shall be computed using a methodology similar to

that used by the Florida Public Service Commission. v. The Airport, Port, Golf Course, and Marina fee structures will be reviewed on an annual

basis, and will relate to competitive rates in other local private and public operations, and to the City’s operating and capital plan requirements.

vi. As provided for in section 3, it shall be the goal of the Golf Course and Marina Enterprises to

return to the General Fund an annual return on investment (ROI). This return on investment may vary in amount from year to year to assure that the necessary capital improvements are made to maintain high quality golf course and marina facilities, with needed improvements taking priority over the return on investment.

vii The Jamestown fee structure will be reviewed on an annual basis and will relate to

competitive rates in similar facilities, the anticipated level of federal assistance to tenants, and to the city’s operating and capital plan requirements.

viii. The Parking Fund shall be used to account for operating revenue and expenditures, and capital

outlay and debt service transfer requirements, associated with city parking assets. Any funds not required for these purposes may be transferred to the General Fund after meeting any tax increment debt service shortfalls.



ix. The Mahaffey Theater, Pier, Sunken Gardens, Tropicana Field, and Coliseum Funds will be used to account for operating revenues, expenditures, and capital outlay associated with operating these facilities. The income generated by these facilities may not cover their costs and the shortfalls will require transfers from the General Operating Fund.

7. Internal Service Funds

a. Internal service funds will be used to account for the cost of providing specific goods or services to

city departments where those services can reasonably be apportioned to the users on a cost-reimbursement basis.

b. Charges to departments for internal services rendered will be sufficient to cover the total cost of

performing services on an efficient basis. Rates or rate schedules for such charges shall be presented to City Council prior to planned date of implementation, and shall be accompanied by an analysis and justification.

c. Included in the cost of furnishing services will be the replacement of equipment considering

inflationary cost factors. d. Lease purchase or borrowing of funds will be considered appropriate only if it involves a major

conversion from which the cost saving benefits will accrue in future years during the useful life of assets acquired by such methods.

8. Funds which are subsidized by the General Fund may be excused from paying general and administrative charges (G&A) and/or payment in lieu of taxes (PILOT), at the discretion of management, until the time that such funds would become self supporting.



III. FISCAL POLICY ON INVESTMENTS A. GENERAL GUIDELINES The investment of all surplus city monies is controlled by the city’s investment ordinance and designed to meet the city’s investment plan resolution, with specific investment procedures outlined in the Treasury Division Procedures Manual. The city Investment Plan and Procedures are in conformance with Florida Statutes Chapters 166.261 and 218.415. Some of the cash and investment procedures are as follows: B. ALL FUNDS (except Pension Funds)

1. Daily Cash Balances

a. All daily checking account balances will earn interest at a rate negotiated with a Florida Qualified Public Depository.

2. Short-Term Cash Balances

a. Overnight and short-term liquid cash balances may be deposited in Governmental Money Market

Funds, or with the State Board of Administration’s sponsored local government pool “Florida Prime Fund”, or with short-term Florida Qualified Public Depository certificates of deposit, or short-term (less than one year from actual maturity) US treasury or agency securities.

b. Arbitrage restricted bond proceeds for construction funds may be held in a separate Governmental

Money Market Fund, or with the State Board of Administration’s sponsored local government pool “Florida Prime Fund,” and earn applicable overnight interest.

3. Mid-Term and Long Term Balances

a. All other cash balances will be reinvested in mid-term to long-term investments taking into

consideration cash flow needs, risk tolerance, portfolio diversification, and rate of return. b. Where feasible, the city shall solicit proposals from a minimum of two firms, when purchasing or

selling securities. Exceptions to the competitive bid process may be made as outlined in the Treasury Division Procedures manual. Detailed documentation shall be maintained under any selection process used.

c. All investments must be held at a money center bank or trust bank in their trust department to

include clearing activities, investment transfers and maturities, and reporting activity (exceptions include Governmental Money Market Fund balances, State Depository Certificates of Deposit, and Guaranteed Investment Contracts).



IV. FISCAL POLICY FOR CAPITAL EXPENDITURES AND DEBT FINANCING A. ALL FUNDS

1. Revenue a. Revenue projections for the one-year capital improvement program budget and five-year Capital

Improvement Program Plan shall be based on conservative assumptions of dedicated fees and taxes, future earnings and bond market conditions.

2. Requirements

a. Capital projects shall be justified in relation to the applicable elements of the city’s Comprehensive

Plan. b. Estimated requirements for capital projects shall include all costs reasonably associated with the

completion of the project. c. The impact of each project on the operating revenues and requirements of the city shall be

analyzed as required by the General Fiscal Policy stated above. d. Consistent with IRS regulations, timeframes for debt repayment will not exceed the average life of

improvements.

3. Long Term Debt: Annual debt service payments will be level over the life of a bond issue, unless fiscal or other constraints dictate an alternative approach. A policy of full disclosure will be followed in all financial reports and official statements for debt.

4. Medium Term Debt: Lease-purchase methods, bonds or other debt instruments may be used as a

medium-term (4 to 10 years) method of borrowing for the financing of vehicles, other specialized types of equipment, or other capital improvements. The equipment or improvement must have an expected life of more than four years. The city will determine and utilize the least costly financing methods available. Such debt arrangements will be repaid within the expected life of the equipment or improvement acquired.

5. Short Term Debt: Short-term borrowing may be utilized for temporary funding of anticipated tax

revenues, anticipated grant payments, anticipated bond proceeds, or other expected revenues. Anticipated funding is defined as an assured source with the anticipated amount based on conservative estimates. Such borrowing may utilize a short-term note maturing before the end of the current appropriation period. Other short-term debt, such as tax exempt commercial paper, bond anticipation notes, tax anticipation notes, or grant anticipation notes, may be used when it provides immediate financing and an interest advantage, or delays long-term debt until market conditions are more favorable. The city will determine and utilize the least costly method for short-term borrowing. Short-term debt may be refunded in accordance with applicable federal laws.



B. SPECIFIC GUIDELINES

1. General Capital Improvements: General capital improvements, or those improvements not related to municipally-owned enterprises, shall be funded from Governmental Fund revenues or fund balances, the sale of revenue bonds or general obligation bonds, and from special revenues, assessments and grants.

a. Pay-As-You-Go Capital Improvements: Pay-as-you-go capital improvements shall be funded from

Governmental Fund revenues or fund balances, state and federal grants, special assessments, or other sources of revenue which may become available to the city. In the case of special assessments, abutting property owners shall pay for local neighborhood improvements, unless exempted by City Council. Major capital projects related to the delivery of general public services shall be paid from general purpose revenues.

The one-cent infrastructure sales surtax, approved by referendum in November 1989 and approved for second and third ten-year periods in March 1997 and March 2007, shall be used on a pay-as-you-go basis. The city will strive to allocate the sales surtax funds in approximately the same proportions as presented in the 1989, 1997, and 2007 referendum materials. For the third reauthorization, the allocation of sales surtax dollars will be made in the following general proportions:

Public Safety Improvements: 15 - 21% Neighborhood/Citywide Infrastructure Improvements: 44 - 54% Recreation & Culture: 20 - 35% City Facility Improvements: 3 - 8%

It is recognized that the allocation of funds in any given year of the program may vary significantly from these parameters due to prioritization and scheduling of projects, and that significant reductions in Penny proceeds may require an amendment of these percentages.

b. Special Assessments: When special assessments are used for general capital improvements, demolitions, lot clearing, or reclaimed water system extensions, the interest rate charged will be established by City Council consistent with state law.

c. Revenue Bond Debt Limit: Sale of revenue bonds shall be limited to that amount which can be supported from non-ad valorem revenues, including covenant revenue debt. The total net annual governmental revenue bond debt service shall not exceed 25% of the total governmental purpose revenue and other funds available for such debt service, less all ad valorem tax revenues. Net annual debt service shall be gross annual debt service less estimated interest on debt service reserve accounts and funds from other governmental units designated for payment of such debt service.



d. Private Activity Revenue Bonds: Private activity revenue bonds will be limited to the issuing authority of the St. Petersburg Health Facilities Authority. The St. Petersburg Health Facilities Authority will review all bond applications and submit a recommendation to the City Council. The city and its Health Facility Authority will not be obligated either directly or indirectly for any debt service requirements.

2. Enterprise Capital Improvements:

a. Pay-as-you-go Improvements: Enterprise funds should support needed capital improvements on a pay-as-you-go basis to the greatest extent possible, except where analysis shows that it is in the city’s best interest to issue debt for such improvements. Water Resources funds pay-as-you-go projects in accordance with the minimum bond covenant requirement and current fiscal policies.

b. Revenue Bond Debt Limit: Enterprise revenue bonds shall be used to finance revenue-producing capital facilities of the enterprise fund. Bond coverage will be provided from the enterprise revenue sources, and may include General Fund revenue support.

c. State Revolving Loan Fund: The Water Resources Fund has available a state-funded, below-market interest rate loan pool. This pool may be used whenever its use is feasible and in the best interest of the city.



C. Position Summary

City Organizational Chart ................................................................................................... C-1

General Operating Fund ..................................................................................................... C-2

Non-General Operating Funds ........................................................................................... C-3

City Development ................................................................................................................. C-4

General Government Administration .............................................................................. C-4

Leisure & Community Services Administration .......................................................... C-4

Neighborhood Affairs........................................................................................................... C-5

Public Safety ........................................................................................................................... C-5

Public Works Administration ........................................................................................... C-5


Fiscal Year 2015 C-1 Position Summary

City Council Charles Gerdes, District 1 Jim Kennedy, District 2 Bill Dudley, District 3, Chair Darden Rice, District 4 Steve Kornell, District 5, Vice Chair

FY15 CITY•VVIDE ORGANIZATIONAL CHART REVISED: DECEMBER 3, 2014

Citizens IL _I.

-

Karl Nurse, District 6 ._----1 --.. Wengay "Newt" Newton, District 7 Amy Foster, District 8

Mayor Rick Kriseman JII

I ______ ...... .._ ____ .,. =

City

City Attorney John Wolfe

Billing & Collections

Budget & Management

Finance

Human Resources

Information & Communication Services

I Leisure

Development Services Interim Administrator

Administrator Sherry McBee Dave Metz

''l! ~ I

Downtown Golf Courses Enterprise Facilities Libraries

Planning & Parks & Economic Recreation

Development

Real Estate & Property

Management

Transportation & Parking

Management

I

Deputy Mayor Kanika Tomalin

City Administrator Gary Cornwell

I Public Works

Administrator Mike Connors*

I

Engineering & Capital

Improvements

Fleet Management

Procurement & Supply

Management

Sanitation

Stormwater, Pavement & Traffic

Operations

Water Resources

'

f City Auditor -.

11 1 City Clerk -.

I Cultural Affairs

'

I Neighborhood

Affairs Administrator

Mike Dove**

'"'!! I

Codes Compliance

Community Services

Housing & Community

Development

Neighborhood Team

Veteran, Social & Homeless

Services

~I

Mayor's Office

T "" --------L..------1~ Chief of Staff

Kevin King

I Action Center

Communications

Cultural Affairs

Legislative, Education & Intergovernmental Affairs

Neighborhood Affairs**

Small Business Liaison

Sustainability & Green Initiatives*

Urban Affairs

I Fire Chief

James D. Large

I Chief of Police Anthony 'Tony'

Halloway

*Dual Role**

Position Summary

FTE By Department FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2015 Adopted

FY 2015 Change

General Operating Fund

City Council 4.00 3.50 3.50 4.00 4.00 14.29% Mayor's Office 9.00 9.50 7.50 14.00 14.00 86.67% Legal Department 19.02 19.14 19.02 19.20 19.14 0.62% Public Works Administration Department 2.00 2.00 2.00 2.00 2.00 0.00% Procurement & Supply Management 11.82 11.82 11.82 11.82 11.82 0.00% Housing Department 2.62 2.83 1.62 1.79 1.61 (0.62%) Human Resources Department 24.70 24.65 24.70 23.65 23.45 (5.06%) City Development Administration Department 7.00 7.00 7.00 7.00 6.95 (0.71%) Codes Compliance Department 29.00 29.00 29.75 31.00 33.00 10.92% Engineering And Capital Improvements Dept. 64.00 63.00 64.00 64.00 64.00 0.00% Police Department 738.00 745.50 748.00 748.00 748.00 0.00% Fire Department 249.00 248.00 248.00 248.00 248.00 0.00% Parks & Recreation Department 255.81 252.81 248.81 250.81 254.81 2.41% Library Department 64.00 64.00 64.00 64.00 64.00 0.00% City Clerk 9.00 9.00 9.00 9.00 9.00 0.00% Marketing & Communications Department 16.00 18.00 17.00 17.00 18.00 5.88% Budget & Management Department 6.50 7.50 7.50 7.50 7.50 0.00% Office Of The City Auditor 5.50 5.50 5.50 5.50 5.50 0.00% Transportation & Parking Management Dept. 5.67 5.50 5.50 5.50 5.50 0.00% Downtown Enterprise Facilities Department 6.00 6.00 6.00 6.00 6.00 0.00% Finance Department 17.50 17.00 20.70 19.00 19.00 (8.21%) Real Estate & Property Management Department 5.50 5.50 5.50 6.50 6.50 18.18% Planning & Economic Development Department 29.25 26.50 26.50 27.50 27.50 3.77% Stormwater, Pavement & Traffic Ops Department 52.00 52.00 53.00 54.00 54.00 1.89% Leisure Services Administration Department 2.00 2.00 2.00 2.00 2.00 0.00% Neighborhood Affairs Department 1.00 1.00 1.00 4.00 4.00 300.00% Community Services Department 6.00 7.00 7.00 7.00 7.00 0.00%

Full-Time FTE 1,641.89 1,645.24 1,645.92 1,659.76 1,666.27 1.24%

City Council 8.00 8.00 8.00 8.00 8.00 0.00% Mayor's Office 0.80 0.00 0.00 0.00 0.00 0.00% Legal Department 1.00 0.75 0.00 0.00 0.00 0.00% Public Works Administration Department 0.50 0.50 0.40 0.50 0.40 0.00% Human Resources Department 0.50 0.50 0.50 0.50 0.50 0.00% Engineering & Capital Improvements Department 30.85 30.60 30.99 30.95 30.99 0.00% Police Department 11.70 12.20 8.32 8.50 4.83 (41.95%) Fire Department 0.50 0.50 0.50 0.50 0.80 60.00% Parks & Recreation Department 279.00 279.62 284.00 282.50 284.00 0.00% Library Department 8.50 9.00 8.00 8.00 8.00 0.00% City Clerk 1.00 1.00 1.00 1.00 1.00 0.00% Marketing & Communications Department 1.40 0.50 0.50 1.20 0.50 0.00% Transportation & Parking Management Dept. 0.00 0.00 0.00 0.50 0.00 0.00% Downtown Enterprise Facilities Department 0.80 0.50 0.80 0.50 0.80 0.00% Finance Department 0.00 1.00 0.70 2.90 2.90 314.29% Stormwater, Pavement & Traffic Ops Department 3.20 3.20 0.00 0.00 0.00 0.00%

Part-Time FTE 347.75 347.88 343.71 345.56 342.72 (0.29%) Total FTE 1,989.64 1,993.12 1,989.63 2,005.32 2,008.99 0.97%


Position Summary C-2 Fiscal Year 2015

Position Summary


FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2015 Adopted

FY 2015 Change

Non-General Operating Funds

Emergency Medical Services 85.00 85.00 85.00 85.00 85.00 0.00% Parking Revenue 24.33 25.95 25.95 25.95 26.00 0.19% Community Development Block Grant 7.28 10.99 7.49 7.81 8.85 18.16% Emergency Shelter Grant Fund 0.08 0.18 0.08 0.26 0.28 250.00% Home Program 5.02 0.00 4.81 3.14 2.26 (53.01%) Building Permit Special Revenue 35.25 39.55 39.55 38.55 38.55 (2.53%) Coliseum Operating 5.00 5.00 5.00 5.00 5.00 0.00% Sunken Gardens 4.00 4.00 4.00 4.00 4.00 0.00% Police Grant Fund 10.00 0.00 0.00 0.00 0.00 0.00% Housing Capital Improvements 0.42 0.31 0.42 0.25 0.31 (27.67%) Water Resources 323.00 322.00 321.00 320.00 320.00 (0.31%) Stormwater Utility Operating 63.00 63.21 63.21 63.21 63.21 0.00% Sanitation Operating 183.19 182.19 182.44 182.19 183.19 0.41% Airport Operating 3.00 3.00 3.00 3.00 3.00 0.00% Marina Operating 12.00 11.00 11.00 11.00 11.00 0.00% Golf Course Operating 24.19 23.19 23.19 23.00 21.19 (8.62%) Jamestown Complex 4.00 4.00 4.00 4.00 4.00 0.00% Port Operating 1.00 1.00 1.00 1.00 1.00 0.00% Fleet Management 69.00 63.00 62.00 62.00 62.00 0.00% Municipal Office Buildings 13.00 12.00 12.00 12.00 12.00 0.00% Information & Communication Services 66.00 66.00 65.00 65.00 65.00 0.00% Supply Management 6.18 6.18 6.18 6.18 6.18 0.00% Health Insurance 5.10 4.15 4.10 5.05 4.15 1.22% Life Insurance 0.50 0.50 0.50 0.60 0.50 0.00% General Liabilities Claims 4.45 4.45 4.45 4.45 4.45 0.00% Commercial Insurance 0.25 1.10 1.10 1.10 1.10 0.00% Workers' Compensation 5.65 6.80 6.80 6.80 6.80 0.00% Billing & Collections 89.00 91.00 91.00 92.00 92.00 1.10% Deferred Compensation - ICMA 0.50 0.50 0.50 0.50 0.70 40.00%

Full-Time FTE 1,049.40 1,036.26 1,034.78 1,033.05 1,031.73 (0.30%)

Parking Revenue 0.00 0.00 0.00 0.00 0.50 0.00% Building Permit Special Revenue 0.00 0.50 0.50 2.50 2.50 400.00% Coliseum Operating 0.30 0.30 0.30 0.50 0.30 0.00% Sunken Gardens 4.10 4.25 4.30 4.30 6.46 50.13% Water Resources 1.40 1.50 1.40 2.40 2.40 71.43% Sanitation Operating 4.60 4.60 4.60 4.70 4.60 0.00% Airport Operating 0.60 0.60 0.60 0.60 0.60 0.00% Marina Operating 5.60 6.60 6.60 8.40 8.40 27.27% Golf Course Operating 26.00 26.00 25.14 25.45 26.15 4.00% Port Operating 3.40 3.40 3.40 3.40 3.40 0.00% Fleet Management 0.00 0.50 0.50 0.50 0.50 0.00% Municipal Office Buildings 7.00 7.00 7.00 7.00 7.00 0.00% Information & Communication Services 3.00 3.00 1.56 1.50 1.72 10.40% Supply Management 0.50 0.50 0.50 0.50 0.50 0.00% Billing & Collections 0.50 0.50 0.50 0.00 0.00 (100.00%)

Part-Time FTE 57.00 59.25 56.91 61.75 65.03 14.27% Total FTE 1,106.40 1,095.51 1,091.69 1,094.80 1,096.76 0.46%

City Full-Time FTE 2,691.29 2,681.50 2,680.70 2,692.81 2,698.00 0.65% City Part-Time FTE 404.75 407.12 400.62 407.31 407.75 1.78%

City Total FTE 3,096.04 3,088.62 3,081.32 3,100.12 3,105.75 0.79%



Position Summary


FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2015 Adopted

FY 2015 Change


City Development Administration Department 7.00 7.00 7.00 7.00 6.95 (0.71%) Transportation & Parking Management Dept. 30.00 31.45 31.45 31.45 31.50 0.16% Downtown Enterprise Facilities Department 35.00 34.00 34.00 34.00 34.00 0.00% Real Estate & Property Management Department 11.50 11.50 11.50 12.50 12.50 8.70% Planning & Economic Development Department 64.50 66.05 66.05 66.05 66.05 0.00%

Full-Time FTE 148.00 150.00 150.00 151.00 151.00 0.67% Transportation & Parking Management Dept. 0.00 0.00 0.00 0.50 0.50 0.00% Downtown Enterprise Facilities Department 14.80 15.65 16.00 17.70 19.96 24.72% Real Estate & Property Management Department 7.00 7.00 7.00 7.00 7.00 0.00% Planning & Economic Development Department 0.00 0.50 0.50 2.50 2.50 400.00%

Part-Time FTE 21.80 23.15 23.50 27.70 29.96 27.47% Administration Total FTE 169.80 173.15 173.50 178.70 180.96 4.30%

General Government Administration

City Council 4.00 3.50 3.50 4.00 4.00 14.29% Mayor's Office 9.00 9.50 7.50 14.00 14.00 86.67% Legal Department 19.45 19.45 19.45 19.45 19.45 0.00% Human Resources Department 41.15 42.15 42.15 42.15 41.15 (2.37%) City Clerk 16.00 15.00 15.00 15.00 15.00 0.00% Marketing & Communications Department 16.00 18.00 17.00 17.00 18.00 5.88% Budget & Management Department 6.50 7.50 7.50 7.50 7.50 0.00% Office Of The City Auditor 5.50 5.50 5.50 5.50 5.50 0.00% Finance Department 17.50 17.00 20.70 19.00 19.00 (8.21%) Billing & Collections Department 89.00 91.00 91.00 92.00 92.00 1.10% Information & Communication Services Dept. 66.00 66.00 65.00 65.00 65.00 0.00%

Full-Time FTE 290.10 294.60 294.30 300.60 300.60 2.14% City Council 8.00 8.00 8.00 8.00 8.00 0.00% Mayor's Office 0.80 0.00 0.00 0.00 0.00 0.00% Legal Department 1.00 0.75 0.00 0.00 0.00 0.00% Human Resources Department 0.50 0.50 0.50 0.50 0.50 0.00% City Clerk 1.00 1.00 1.00 1.00 1.00 0.00% Marketing & Communications Department 1.40 0.50 0.50 1.20 0.50 0.00% Finance Department 0.00 1.00 0.70 2.90 2.90 314.29% Billing & Collections Department 0.50 0.50 0.50 0.00 0.00 (100.00%) Information & Communication Services Dept. 3.00 3.00 1.56 1.50 1.72 10.40%



Parks & Recreation Department 255.81 252.81 248.81 250.81 254.81 2.41% Library Department 64.00 64.00 64.00 64.00 64.00 0.00% Leisure Services Administration Department 2.00 2.00 2.00 2.00 2.00 0.00% Golf Course Department 24.19 23.19 23.19 23.00 21.19 (8.62%)

Full-Time FTE 346.00 342.00 338.00 339.81 342.00 1.18% Parks & Recreation Department 279.00 279.62 284.00 282.50 284.00 0.00% Library Department 8.50 9.00 8.00 8.00 8.00 0.00% Golf Course Department 26.00 26.00 25.14 25.45 26.15 4.00%



Position Summary C-4 Fiscal Year 2015

FTE By Department FY 2012

Actual FY 2013

Actual FY 2014 Adopted

FY 2014 Amended

FY 2015 Adopted

FY 2015 Change

Neighborhood Affairs Administration

Housing Department 15.00 14.00 14.00 13.00 13.00 (7.14%) Codes Compliance Department 40.00 40.00 41.00 42.00 39.00 (4.88%) Community Services Department 6.00 7.00 7.00 7.00 7.00 0.00% Neighborhood Affairs Department 1.00 1.00 1.00 4.00 10.00 900.00%

Full-Time FTE 62.00 62.00 63.00 66.00 69.00 9.52% Administration Total FTE 62.00 62.00 63.00 66.00 69.00 9.52%

Public Safety

Police Department 748.00 745.50 748.00 748.00 748.00 0.00% Fire Department 334.00 333.00 333.00 333.00 333.00 0.00%

Full-Time FTE 1,082.00 1,078.50 1,081.00 1,081.00 1,081.00 0.00% Police Department 11.70 12.20 8.32 8.50 4.83 (41.95%) Fire Department 0.50 0.50 0.50 0.50 0.80 60.00%

Part-Time FTE 12.20 12.70 8.82 9.00 5.63 (36.17%) Administration Total FTE 1,094.20 1,091.20 1,089.82 1,090.00 1,086.63 (0.29%)

Public Works Administration

Public Works Administration Department 2.00 2.00 2.00 2.00 2.00 0.00% Procurement & Supply Management 18.00 18.00 18.00 18.00 18.00 0.00% Engineering And Capital Improvements Dept. 64.00 63.00 64.00 64.00 64.00 0.00% Stormwater, Pavement & Traffic Ops Department 115.00 115.21 116.21 117.21 117.21 0.86% Water Resources Department 323.00 322.00 321.00 320.00 320.00 (0.31%) Sanitation Department 172.19 171.19 171.19 171.19 171.19 0.00% Fleet Management Department 69.00 63.00 62.00 62.00 62.00 0.00%

Full-Time FTE 763.19 754.40 754.40 754.40 754.40 0.00% Public Works Administration Department 0.50 0.50 0.40 0.50 0.40 0.00% Procurement & Supply Management 0.50 0.50 0.50 0.50 0.50 0.00% Engineering And Capital Improvements Dept. 30.85 30.60 30.99 30.95 30.99 0.00% Stormwater, Pavement & Traffic Ops Department 3.20 3.20 0.00 0.00 0.00 0.00% Water Resources Department 1.40 1.50 1.40 2.40 2.40 71.43% Sanitation Department 4.60 4.60 4.60 4.70 4.60 0.00% Fleet Management Department 0.00 0.50 0.50 0.50 0.50 0.00%


City Full-Time FTE 2,691.29 2,681.50 2,680.70 2,692.81 2,698.00 0.65% City Part-Time FTE 404.75 407.12 400.62 407.31 407.75 1.78%

City Total FTE 3,096.04 3,088.62 3,081.32 3,100.12 3,105.75 0.18%



D. Revenue Highlights

Total Operating Revenues ................................................................................................... D-1

Utility Taxes ........................................................................................................................... D-5

Franchise Taxes ..................................................................................................................... D-6

State Half-Cent Sales Tax .................................................................................................... D-7

Communications Service Tax ............................................................................................ D-8

Local Option Gas Tax .......................................................................................................... D-9

Enterprise Funds .................................................................................................................. D-10

Water Resources Fund ....................................................................................................... D-10

Sanitation Fund .....................................................................................................................D-11

Stormwater Fund ................................................................................................................. D-12

REVENUE HIGHLIGHTS

Total Operating Revenue The city of St. Petersburg adopted a revenue budget of $476.202 million for all operating funds in FY 2015. This figure is exclusive of the internal service funds which are supported by internal charges. As indicated in the charts below, although revenues for the General Fund and General Fund Reserves constitute the city’s largest portion of revenue at $217.630 million or 45.7%; taxes, which are devoted to the General Fund, make up only 31% of the total revenue budget. As can be seen in the chart on the right, below, the largest percentage of the city’s revenues (44%) is borne solely by the users who benefit from a service, such as water and sewer and others who choose to participate in a particular activity, such as golf. Enterprise funds such as Water Resources, Sanitation, Stormwater and others are supported primarily by user fees. The total FY15 Enterprise Fund revenue budget is $193.590 million.

Total FY 2015 Operating Revenue by Fund or Fund Type and their Sources

(000s omitted)

Fund or Fund Type Revenue Source

General Fund &

Reserves, $217,630

Water Resources, $113,679

Sanitation, $43,286

Stormwater, $12,114

Other Enterprise

Funds, $24,511

Special Revenue Funds,

$21,336

Debt/Non-Op Special Revenue Funds,

$43,646

Taxes 31%

User Fees 44%

PILOT/G&A 5%

Transfers 9%

Intergovern-mental

8%

Other 3%


Fiscal Year 2015 D-1 Revenue Highlights

General Fund Revenues The chart below shows the major revenue sources of the General Fund. These eight categories of revenue make up 83.1% of all General Fund revenue. As indicated in the chart, ad valorem tax revenues are a significant source of General Fund revenue at $88.512 million or 40.9%, followed by utility taxes, which account for 12.5% of total General Fund revenue.

Charges for Services are similar to user fees in as much as they are borne by the person using a specific service such as after school care, or someone in need of a police report. These charges for specific purposes potentially relieve tax-payers of $10.945 million in additional ad valorem tax. If the city were to provide these same services, but not charge fees, the millage rate would have to increase by almost one mil to 7.6095.

88,512

27,101

19,175

14,800

10,945

10,700

5,230

3,285

0 20,000 40,000 60,000 80,000 100,000

Property Taxes

Utility Taxes

Franchise Taxes

Half Cent Sales Tax

Charges for Services

Communcations Services Tax

State Aid to Cities

Local Option Gas Tax

Major General Fund Revenues (000s omitted)


Revenue Highlights D-2 Fiscal Year 2015

Major General Fund Revenue Sources

The next six sections provide a ten year history of actual General Fund receipts for select major revenue sources, as well as, estimates for FY 2014 and the budget for FY 2015.

Taxable Value and Ad Valorem Taxes: Ad valorem taxes result from the levy of taxes on personal tangible property and real property. The state constitution authorizes a city to levy up to 10 mills for city-wide purposes on all taxable property within the city. Residents are allowed a $50,000 exemption from the taxable value of their homesteaded property. Some property owners are authorized an additional 15% exemption when qualifying age and total household income criteria are met. Each year the Pinellas County Property Appraiser provides each jurisdiction within the county with the certified property valuation (see first chart in this section). State statutes require that local jurisdictions budget a minimum of 95% of estimated taxes based on the certified value. The city of St. Petersburg budgets 96% as per city policy. As shown in the second chart in this section, ad valorem taxes decreased each year from 2007 through 2012 to what was the lowest level since 2004. This decrease was due to property tax reforms, Amendment 1, and the effect of the recession on taxable property values. The ad valorem revenue would have declined in 2013 as property values declined slightly; however a millage rate increase of 12.25% over the rolled back rate was adopted to allow the city to continue to provide the services the public demanded. In FY14, property tax revenue increased for the first time since 2007 as a result of a property value increase of 4.21%. This slight increase allowed the city to decrease its millage rate slightly from 6.7742 to 6.7700 in 2014. In 2015 property values rose 8.17% and property tax revenue is up $6.287 million. Up until the FY 2013 budget all property tax revenue was applied toward the support of police and fire services per fiscal policy. With the decline in the tax base, that policy was amended to apply property taxes exclusively to police services. All property taxes resulting from the city’s operating millage rate will cover approximately 97% of the cost of police services in FY15 as compared to last fiscal year when ad valorem revenues covered just 91% of police services.



FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Estimate

FY 2015 Budget

10,817,000 11,899,634 13,690,063 16,307,324 17,723,837 16,721,932 14,560,445 13,067,079 12,220,785 12,080,294 12,554,657 13,580,391

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

Gross Taxable Value(000s omitted)


FY 2015 Budget

74,134 81,667 92,596 104,355 101,569 95,140 83,484 75,038 70,322 79,022 82,225 88,512

0

20,000

40,000

60,000

80,000

100,000

120,000

Property Tax Revenue(000s omitted)



Utility Taxes: In accordance with state law, a utility tax of 10% is levied by the city on the purchase of electricity, water, natural gas, fuel oil and propane. The 10% levy is the maximum allowed by law. For electricity, the base includes gross receipt taxes and municipal franchise fees, but excludes a majority of the cost of fuel. Given that a majority of the cost of fuel included in the rate base is exempt from taxation, the utility tax provides a more consistent revenue base than the franchise tax on electricity. However, the tax on electricity is very sensitive to variations in weather and is subject to rate adjustments. Estimates are based on historical trends, with the most recent years given the most weight, and are adjusted for any known base rate changes. During FY 2014 Duke Energy implemented a 7.95% rate increase as approved by the Public Service Commission increasing the city’s utility tax receipts on electricity. Transfers from the Utility Tax Special Revenue Fund for debt service were finalized in FY 2010. This allowed the city to close the Utility Tax Special Revenue Fund, transfer the remaining balance to the General Fund and direct future utility tax revenue directly into the General Fund.


FY 2015 Budget

19,778 20,455 22,103 22,199 22,447 23,353 26,452 25,399 24,385 25,755 27,309 27,101

0

5,000

10,000

15,000

20,000

25,000

30,000

Utility Tax Revenue(000s omitted)

Utility tax includes tax on Electricity, Water, Natural Gas, Propane, and Fuel Oil.



Franchise Taxes: Florida grants home-rule authority to impose a fee upon a utility for the granting of a franchise and the privilege of using the local government’s rights-of-way to conduct the utility business. A franchise fee of 6% is levied on a business’s (Duke Energy and TECO People’s Gas) gross receipts for the sale of electricity and natural gas within the city. Franchise tax revenue is somewhat volatile due to inclusion of the cost of fuel in the rate base of electricity. It is also sensitive to variations in weather and subject to rate adjustments. The FY15 estimate is based on historical receipts and information from Duke Energy.


FY 2015 Budget

14,775 16,412 19,159 19,246 18,922 21,015 22,160 20,506 19,661 18,836 20,157 19,175

0

5,000

10,000

15,000

20,000

25,000

Franchise Tax Revenue (000s omitted)

Franchise Tax includes tax on both Electricity and Gas.



State Half Cent Sales Tax:

The state of Florida levies and collects a 6.0% sales tax on qualifying retail purchases. A portion of the revenue collected is distributed to county and municipal governments. The current distribution rate to the local municipalities is 9.653% of the 6%. Current revenue projections are based on historical receipts and state provided estimates.


FY 2015 Budget

13,875 14,585 14,823 14,082 13,293 12,043 11,225 12,755 12,975 13,408 14,534 14,800

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

State Half Cent Sales Tax Revenue(000s omitted)



Communications Services Tax: The Communications Services Tax (CST) was created by the state in 2001 to restructure the rates paid throughout the state by telephone, cable and other telecommunications services providers by removing city government utility taxes and franchise fees and consolidating them into a single, state-collected tax. Cities were to be held harmless by receiving a remittance from the state similar to past collections. The communications services tax applies to telecommunications, video, direct-to-home satellite, and related services. These services include, but are not limited to, local, long distance, and toll telephone; voice over internet protocol telephone; video services; video streaming; direct-to-home satellite; mobile communications; private line services; pager and beeper; telephone charges made at a hotel or motel; facsimiles; and telex, telegram and teletype. Several changes to the state statutes governing the CST became effective on July 1, 2012. The Revenue Estimating Conference estimated that the changes to dealer liability for incorrectly assigned service addresses would have a negative fiscal impact on local governments of $4.3 million in FY13 and a recurring negative impact of $4.7 million. That projected decline and subsequent revenue reductions has held true for the city of St. Petersburg as can be seen in the following chart.


FY 2015 Budget

14,343 13,936 14,670 14,498 14,260 15,281 13,099 13,107 12,543 11,493 11,005 10,700

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

Communications Services Tax Revenue (000s omitted)



Local Option Gas Tax: The gas tax is levied on every net gallon of motor and diesel fuel sold within Pinellas County. Through FY 2007, the rate was $0.06 on motor and diesel fuel sales with 75% of the revenue going to the county and the balance going to the municipalities within Pinellas County. The city’s share of the remaining 25% was 40.28%. During FY07, the county passed an additional one cent tax, referred to as the "ninth cent," and revised the distribution formula effective September 2007. As a result, the city receives substantially more revenue as indicated in the chart below. Current revenue projections are based on historical receipts and state provided estimates.


FY 2015 Budget

2,319 2,391 2,368 2,285 3,360 3,510 3,274 3,174 3,236 3,216 3,382 3,285

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

Local Option Gas Tax Revenue(000s omitted)



Enterprise Fund Revenues

The city operates a number of enterprise operations that are funded primarily from user fees and charges. These operations are expected to recover total costs and do not receive general government support in the form of additional revenue. The revenue histories for the three largest of these funds follow.

Water Resources Fund: Water Resources revenues are derived primarily from user fees which make up $111.457 million of the $112.523 million total revenue budget in FY 2015. Each year investment earnings from the Water Cost Stabilization Fund are transferred to the operating fund to help offset the amount the city pays to Tampa Bay Water for water. In FY15 this transfer is estimated to be $1.216 million. Revenue estimates and rate proposals are based on the result of annual rate studies with subsequent approval from city council. A 4.75% rate increase is included in the FY 2015 budget. This is down from the 5.5% rate increase projected for FY15 during last year’s rate study.


FY 2015 Budget

88,032 91,481 97,154 97,446 94,984 97,122 94,388 98,286 102,740 116,087 106,604 112,523

0

20,000

40,000

60,000

80,000

100,000

120,000

Water Resources Operating Fund Revenue(000s omitted)



Sanitation Fund: Until FY 2004, the city maintained a Sanitation Rate Stabilization Fund which was used to offset operating costs for this service. Once the reserve was depleted, periodic rate increases were required. Sanitation rates will remain unchanged in FY15 for the sixth year in a row.


FY 2015 Budget

34,407 34,061 37,593 40,122 40,601 41,176 40,607 40,633 40,320 40,906 41,651 40,443

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

Sanitation Operating Fund Revenue(000s omitted)



Stormwater Fund: Stormwater revenue is derived almost exclusively from stormwater fees. City council approved a change to the ordinance in FY 2009 allowing city council to vote on the potential annual Stormwater fee increase, using the CPI as a guide, but also taking into consideration other factors such as fund balance and current operating requirements. Because of this change in the ordinance and Stormwater’s healthy fund balance, Stormwater fees will remain unchanged for the sixth year in a row.


FY 2015 Budget

8,800 11,305 10,661 11,396 11,878 12,258 12,330 12,367 12,098 11,923 11,885 12,114

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Stormwater Operating Fund Revenue(000s omitted)



E. Fund Budget Summary FY14 Millage Calculation ...................................................................................................... E-1

Fund Balance Summary ........................................................................................................ E-2

General Fund (0001) ............................................................................................................. E-3

Preservation Fund (0002) .................................................................................................... E-6

Economic Stability (0008) ................................................................................................... E-7

Healthcare Facilities Authority (0051) ............................................................................. E-8

Utility Tax Revenue (1001) .................................................................................................. E-9

Excise Tax Revenue (1007) ................................................................................................ E-10

Emergency Medical Services (1009) ................................................................................. E-11

American Recovery & Reinvestment Act (1017) ......................................................... E-12

Local Housing Assistance (1019) ...................................................................................... E-13

Parking Revenue (1021) ...................................................................................................... E-14

Law Enforcement Fund (1023) ......................................................................................... E-15

School Crossing Guard Fund (1025) ............................................................................... E-16

Weeki Wachee (1041) ......................................................................................................... E-17

Arts & Cultural Programs (1042) .................................................................................... E-18

Pro Sports Facility (1051) ................................................................................................... E-19

Downtown Redevelopment District (1105) ..................................................................E-20

Bayboro Harbor Tax Increment District (1106) ........................................................... E-21

Intown West Tax Increment District (1107) ................................................................ E-22

Assessment Revenue (1108) ............................................................................................... E-23

Community Development Block Grant (1111) .............................................................. E-24

Emergency Shelter Grant Fund (1112) ............................................................................ E-25

Home Programs (1113) ......................................................................................................... E-26

Neighborhood Stabilization Program (1114) ................................................................. E-27

Miscellaneous Trust Funds (1115) ................................................................................... E-28

Community Housing Donation (1117)............................................................................. E-29

Building Permit Special Revenue (1151) ......................................................................... E-30

Mahaffey Theater Operating (1201) ................................................................................ E-31

Pier Operating (1203) .......................................................................................................... E-32

Coliseum Operating (1205) ............................................................................................... E-33

Sunken Gardens (1207) ...................................................................................................... E-34

Tropicana Field (1208)........................................................................................................ E-35

Community Redevelopment District (1301) ................................................................ E-36

Police Grant Fund (1702) ................................................................................................... E-37

Federal Operating Grant (1720) ....................................................................................... E-38

Arts in Public Places (1901) ............................................................................................... E-39

Water Resources (4001) ................................................................................................... E-40

Water Cost Stabilization (4005) .................................................................................... E-42

Stormwater Utility Operating (4011) ............................................................................. E-43

Sanitation Operating (4021) ............................................................................................ E-44

Sanitation Equipment Replacement (4027) ................................................................ E-45

Airport Operating (4031) .................................................................................................. E-46

Marina Operating (4041) ................................................................................................... E-47

Golf Course Operating (4061) ......................................................................................... E-48

Jamestown Complex (4081) ............................................................................................. E-49

Port Operating (4091) ......................................................................................................... E-50

Fleet Management (5001) .................................................................................................. E-51

Equipment Replacement (5002) ...................................................................................... E-52

Municipal Office Buildings (5005) .................................................................................. E-53

Information & Communication Services (5011) ......................................................... E-54

Technology & Intrastructure Fund (5019) ................................................................... E-55

Supply Management (5031) .............................................................................................. E-56

Health Insurance (5121) ...................................................................................................... E-57

Life Insurance (5123) ........................................................................................................... E-58

General Liabilities Claim (5125) ...................................................................................... E-59

Commercial Insurance (5127) ...........................................................................................E-60

Worker’s Compensation (5129) ....................................................................................... E-61

Billing & Collections (5201) ............................................................................................. E-62

FISCAL YEAR 2015 BUDGET – MILLAGE CALCULATION

CURRENT YEAR GROSS TAXABLE VALUE $ 13,580,391,441

96.0% OF GROSS TAXABLE VALUE $ 13,037,175,783 YIELD FROM ONE MILL $ 13,037,175

OPERATING MILLAGE:

General Fund Requirements $ 216,312,156

Less: Sources Other Than Ad Valorem Taxes - 128,050,476

Ad Valorem Taxes Required $ 88,261,680

LEVY REQUIRED TO FUND BUDGET 6.7700


Fiscal Year 2015 E-1 Fund Budget Summary

Fund Balance Summary

Fund Beginning Balance Total Revenues

Total Appropriations

Change in Balance Ending Balance

0001 General Fund 14,652,974 216,312,156 216,312,156 0 14,652,974 0002 Preservation Reserve 935,598 13,000 0 13,000 948,598 0008 Economic Stability 22,826,692 1,290,000 0 1,290,000 24,116,692 0051 Health Facilities Authority 63,067 15,000 14,000 1,000 64,067 1009 Emergency Medical Services 3,436,918 12,649,197 13,175,795 (526,598) 2,910,320 1019 Local Housing Assistance 817,579 274,000 275,050 (1,050) 816,529 1021 Parking Revenue 3,675,086 6,075,590 5,871,687 203,903 3,878,989 1023 Law Enforcement Fund 1,189,305 20,000 92,100 (72,100) 1,117,205 1025 School Crossing Guard 234,914 301,000 300,000 1,000 235,914 1041 Weeki Wachee 14,773,091 174,000 138,000 36,000 14,809,091 1042 Arts & Cultural Programs 724 0 0 0 724 1051 Pro Sports Facility 13,884 2,000,004 2,000,004 0 13,884 1105 Downtown Redevelopment District 9,373,977 9,919,832 4,263,338 5,656,494 15,030,471 1106 Bayboro Harbor Tax Increment District 327,683 48,228 0 48,228 375,911 1107 Intown West Tax Increment District 2,259,819 761,793 0 761,793 3,021,612 1108 Assessments Revenue 243,408 62,000 41,196 20,804 264,212 1111 Community Development Block Grant 864,006 1,650,819 1,640,819 10,000 874,006 1112 Emergency Shelter Grant Fund 0 131,063 131,063 0 0 1113 Home Program 119,645 1,032,675 932,675 100,000 219,645 1114 Neighborhood Stabilization Program 46,673 303,000 303,000 0 46,673 1115 Miscellaneous Trust Funds 0 1,000,000 1,000,000 0 0 1117 Community Housing Donation 105,036 1,000 0 1,000 106,036 1151 Building Permit Special Revenue 4,457,353 4,274,000 4,219,278 54,722 4,512,075 1201 Mahaffey Theater Operating 2,054 4,649,541 4,645,971 3,570 5,624 1203 Pier Operating 43,605 380,000 422,400 (42,400) 1,205 1205 Coliseum Operating 12,745 785,300 784,922 378 13,123 1207 Sunken Gardens 1,063 1,020,871 1,019,481 1,390 2,453 1208 Tropicana Field 1,648 2,361,145 2,359,280 1,865 3,513 1702 Police Grant Fund 5,243 0 0 0 5,243 1901 Arts In Public Places 287,153 3,000 35,000 (32,000) 255,153 2010 JP Morgan Chase Revenue Notes 0 3,401,814 3,401,814 0 0 2011 FFGFC Loan 0 2,699,075 2,699,075 0 0 2013 Banc Of America Notes Debt Service Fund 0 192,134 192,134 0 0 2014 BB&T Notes 0 775,114 775,114 0 0 2025 Stadium Debt Service 17,070,829 8,177,300 8,406,550 (229,250) 16,841,579 2027 Sports Facility Sales Tax Debt 71,623 429,742 286,495 143,247 214,870 4001 Water Resources 13,300,742 112,522,750 114,150,009 (1,627,259) 11,673,483 4002 Water Resources Debt 28,565,967 24,374,145 24,374,145 0 28,565,967 4005 Water Cost Stabilization 80,387,198 1,156,000 1,215,810 (59,810) 80,327,388 4011 Stormwater Utility Operating 5,246,858 12,113,885 11,921,351 192,534 5,439,392 4012 Stormwater Debt Service 611,806 1,056,970 1,055,680 1,290 613,096 4021 Sanitation Operating 10,293,854 40,443,398 41,930,392 (1,486,994) 8,806,860 4027 Sanitation Equipment Replacement 10,565,496 2,843,000 2,717,800 125,200 10,690,696 4031 Airport Operating 18,930 1,113,800 1,087,981 25,819 44,749 4041 Marina Operating 341,700 3,574,207 3,528,724 45,483 387,183 4061 Golf Course Operating 1,855 3,618,020 3,598,531 19,489 21,344 4081 Jamestown Complex 27,540 576,557 576,587 (30) 27,510 4091 Port Operating 10,912 355,599 355,980 (381) 10,531 5001 Fleet Management 2,941,607 16,799,595 17,445,935 (646,340) 2,295,267 5002 Equipment Replacement 10,487,238 6,557,086 8,239,099 (1,682,013) 8,805,225 5005 Municipal Office Buildings 2,655,575 2,846,812 2,676,769 170,043 2,825,618 5011 Information & Communication Services 3,023,005 10,034,621 10,480,094 (445,473) 2,577,532 5019 Technology & Infrastructure Fund 6,223,993 1,118,419 3,628,044 (2,509,625) 3,714,368 5031 Supply Management 382,449 532,000 437,692 94,308 476,757 5121 Health Insurance 14,375,160 44,648,590 44,064,402 584,188 14,959,348 5123 Life Insurance 6,375 901,918 845,203 56,715 63,090 5125 General Liabilities Claims 6,167,024 2,150,744 2,077,541 73,203 6,240,227 5127 Commercial Insurance 3,821,847 4,972,924 5,040,771 (67,847) 3,754,000 5129 Workers' Compensation 17,484,466 10,172,965 10,202,097 (29,132) 17,455,334 5201 Billing & Collections 3,107,324 8,755,580 8,646,564 109,016 3,216,340


Fund Budget Summary E-2 Fiscal Year 2015

General Fund (0001) The General Operating Fund is the principal fund of the city and is used to account for the receipt and expenditure of resources traditionally associated with local government and not required to be accounted for in another fund. Resources are provided primarily through taxes and intergovernmental revenues and are expended to provide basic services such as fire and police protection, parks, libraries, and code enforcement, as well as for administrative departments which perform support functions.

Revenue Summary FY 2012

Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Tax Revenue Taxes Property Current 69,351,677 78,779,223 81,736,567 81,736,567 81,910,562 88,261,680 7.98% Taxes Property Delinquent 970,381 242,770 500,000 500,000 314,685 250,000 (50.00%) Taxes Property Penalties & Interest 387 0 0 0 0 0 0.00% Taxes Franchise 84 0 0 0 0 0 0.00% Taxes Franchise Electricity 18,940,068 18,126,537 19,560,208 19,560,208 19,422,567 18,400,000 (5.93%) Taxes Franchise Natural Gas 720,577 709,615 750,000 750,000 734,167 775,000 3.33% Taxes Utility Penalties & Interest 0 0 0 0 1 0 0.00% Taxes Utility Electricity 19,768,164 21,044,031 20,865,421 20,865,421 22,425,440 22,250,000 6.64% Taxes Utility Natural Gas 515,671 492,533 543,000 543,000 579,280 520,000 (4.24%) Taxes Utility Water 3,919,251 4,073,773 4,157,661 4,157,661 4,117,314 4,150,000 (0.18%) Taxes Utility Fuel Oil 3,144 661 3,000 3,000 753 1,000 (66.67%) Taxes Utility Propane 178,707 144,348 168,034 168,034 186,646 180,000 7.12% Taxes Utility Communications Services Tax 12,543,024 0 0 0 0 0 0.00% Taxes Utility Portable Meters 20 0 0 0 0 0 0.00% Communications Services Tax 0 11,493,182 11,500,000 11,500,000 11,005,464 10,700,000 (6.96%) Business Taxes 2,409,291 2,446,831 2,410,000 2,410,000 2,393,715 2,410,000 0.00% Total Tax Revenue 129,320,446 137,553,504 142,193,891 142,193,891 143,090,594 147,897,680 4.01% License And Permits Contractors Permits 67,132 91,567 100,000 100,000 103,857 100,000 0.00% Other License And Permits 350,665 514,376 700,000 700,000 597,679 751,000 7.29% Total License And Permits 417,797 605,943 800,000 800,000 701,536 851,000 6.38% Intergovernmental Revenue Federal Grants 3,215,710 1,524,247 550,116 1,080,865 1,312,981 178,227 (67.60%) State Grants 12,375 5,964 12,000 12,000 0 0 (100.00%) Shared State Revenue Sharing 4,912,586 5,037,162 4,969,000 4,969,000 5,489,074 5,230,000 5.25% State Shared Street Lighting 0 318,496 347,000 347,000 345,295 347,000 0.00% Shared State Mobile Home 99,904 101,006 104,000 104,000 105,779 100,000 (3.85%) Shared State Alcoholic Beverage 133,947 173,303 155,000 155,000 178,359 180,000 16.13% Shared State Sales Tax - Half 12,975,117 13,408,011 14,685,000 14,685,000 14,553,514 14,800,000 0.78% Shared State Fire Fighters' Supplemental 65,147 70,496 65,040 65,040 75,384 75,000 15.31% Shared State Fire Fighters' Supplemental Cell Phone Reimbursement 1 0 0 0 0 0 0.00% Shared State Fuel Tax Rebates 315,458 209,847 205,000 205,000 209,621 215,000 4.88% Grants From Other Local Units 1,568,511 1,559,612 1,632,807 1,797,468 1,565,072 1,668,671 2.20% Local Option Fuel 3,235,960 3,215,565 3,275,000 3,275,000 3,382,161 3,285,000 0.31% Total Intergovernmental Revenue 26,534,716 25,623,709 25,999,963 26,695,373 27,217,240 26,078,898 0.30% Charges For Services General Government 247,229 443,381 389,000 389,000 470,469 411,900 5.89% Public Safety 2,320,989 2,730,950 2,849,452 2,849,452 2,977,715 3,122,211 9.57% Physical Environment Charges (1,337) 0 0 0 0 0 0.00% Transportation Charges 140,195 139,140 139,424 139,424 151,956 139,424 0.00% Culture And Recreation Charges 6,471,564 5,987,231 6,272,706 6,274,706 5,450,796 6,178,263 (1.51%) Other Charges For Services 1,134,002 1,109,624 1,048,141 1,048,141 1,115,058 1,093,141 4.29% Total Charges For Services 10,312,642 10,410,326 10,698,723 10,700,723 10,165,994 10,944,939 2.30% Fines And Forfeitures Traffic And Parking 2,458,897 2,449,387 2,551,168 2,551,168 1,528,958 896,725 (64.85%) Library Fines 133,841 134,215 120,000 120,000 139,231 135,000 12.50% Violation Of Local Ordinances 476,740 943,337 624,500 624,500 1,337,045 1,030,000 64.93% Total Fines And Forfeitures 3,069,478 3,526,939 3,295,668 3,295,668 3,005,234 2,061,725 (37.44%) Misc Revenues Interest Earnings 214,077 231,816 292,000 292,000 383,984 282,000 (3.42%) Rents And Royalties 401,016 403,547 370,000 370,000 462,607 352,119 (4.83%)



Revenue Summary FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Special Assessment 0 0 65,000 65,000 0 65,000 0.00% Sale Of Fixed Assets 244,582 532,568 229,000 519,000 538,776 229,000 0.00% Sale Of Surplus Material 3,582 11,651 5,000 5,000 3,172 5,000 0.00% Contributions And Donations 137,699 65,100 93,000 108,000 109,222 20,900 (77.53%) Misc Revenue 394,106 3,279,265 435,000 435,000 512,968 448,400 3.08% Total Misc Revenues 1,395,062 4,523,947 1,489,000 1,794,000 2,010,729 1,402,419 (5.81%) Pilot/G&A Revenue General & Administration General Government 8,865,948 8,865,948 8,972,682 8,972,682 8,972,688 8,944,571 (0.31%) General & Administration Economic Development 295,344 295,344 295,344 295,344 295,344 295,344 0.00% General & Administration Leisure Services 144,720 144,772 144,720 144,720 144,720 144,720 0.00% Payment In Lieu Of Taxes 14,601,786 14,905,949 16,182,852 16,112,642 16,112,642 16,087,488 (0.59%) Total Pilot/G&A Revenue 23,907,798 24,212,013 25,595,598 25,525,388 25,525,394 25,472,123 (0.48%) Transfer In General Fund 0 0 300,000 300,000 0 0 (100.00%) Utility Tax Revenue 229 0 0 0 0 0 0.00% Excise Tax Revenue 1,711,894 0 0 0 0 0 0.00% Parking Revenue 427,476 372,900 372,896 372,896 372,900 372,896 0.00% School Crossing Guard 357,217 272,013 300,000 350,000 349,917 300,000 0.00% Weeki Wachee 30,603 35,394 20,000 20,000 20,000 20,000 0.00% Community Development Block Grant 498,148 391,313 403,326 403,326 403,326 0 (100.00%) Neighborhood Stabilization Program 144,000 0 0 0 0 0 0.00% JP Morgan Chase Revenue Notes 2,641 0 0 0 0 0 0.00% Housing Capital Improvements 0 64,236 68,000 68,000 68,004 0 (100.00%) General Capital Improvements 0 61,455 115,000 564,896 564,892 0 (100.00%) Sanitation Operating 455,076 455,076 455,076 455,076 455,076 380,076 (16.48%) Airport Operating 50,004 0 0 70,210 70,210 220,400 0.00% Marina Operating 309,996 310,000 310,000 310,000 309,996 310,000 0.00% Information & Communication Services 200,004 99,996 0 0 0 0 0.00% Technology & Infrastructure Fund 270,000 26,388 0 0 0 0 0.00% Total Transfer In 4,457,288 2,088,771 2,344,298 2,914,404 2,614,321 1,603,372 (31.61%) Internal Charges Department Charges 0 0 0 0 0 0 0.00% Other Charges 52,368 1,110 26,000 26,000 (567) 0 (100.00%) Total Internal Charges 52,368 1,110 26,000 26,000 (567) 0 (100.00%)

Total Revenue Summary 199,467,595 208,546,262 212,443,141 213,945,447 214,330,475 216,312,156 1.82%

Appropriations FY 2012

Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 148,497,567 149,883,722 151,124,543 152,935,430 152,123,366 152,659,549 1.02% Services And Commodities 43,759,275 44,882,679 45,063,894 48,387,673 47,715,697 45,575,649 1.14% Capital 1,117,456 676,317 683,897 791,113 1,013,808 721,928 5.56% Grants And Aid 1,654,865 1,498,310 2,376,950 3,075,315 1,815,735 2,733,950 15.02% Contingencies 0 0 2,772,170 0 0 3,392,616 22.38% Transfers Out Economic Stability 0 0 0 0 0 1,000,000 0.00% Downtown Redevelopment District 0 4,616,120 4,941,667 4,937,927 4,935,962 5,507,521 11.45% Bayboro Harbor Tax Increment District 21,004 18,055 13,471 17,211 17,209 24,730 83.58% Intown West Tax Increment District 133,363 391,455 376,613 376,613 376,217 414,213 9.98% Mahaffey Theater Operating 670,000 508,520 632,000 632,000 632,000 489,000 (22.63%) Pier Operating 1,386,000 1,179,000 0 430,000 430,000 380,000 0.00% Coliseum Operating 238,000 246,500 215,500 215,500 185,000 267,500 24.13% Sunken Gardens 105,000 184,000 218,500 218,500 167,000 213,000 (2.52%) Tropicana Field 1,471,000 1,387,000 1,139,000 1,439,000 1,439,000 1,300,000 14.14% Community Redevelopment District 3,998,197 0 0 0 0 0 0.00% Police Grant Fund 0 0 0 27,528 0 0 0.00% FFGFC Loan 2,636,662 2,624,039 2,622,436 2,622,436 1,066,863 0 (100.00%) Banc Of America Notes Debt Service Fund 195,859 0 0 0 0 0 0.00% Housing Capital Improvements 0 0 0 0 0 350,000 0.00% General Capital Improvements 71,900 0 0 270,000 270,000 1,000,000 0.00%



Appropriations FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Water Resources 35,000 0 0 0 0 0 0.00% Sanitation Operating 0 0 0 194,000 194,000 0 0.00% Airport Operating 0 63,000 0 0 0 0 0.00% Golf Course Operating 27,000 120,000 0 166,000 166,000 0 0.00% Jamestown Complex 188,000 175,000 0 123,000 123,000 60,000 0.00% Port Operating 361,000 277,500 262,500 269,170 269,170 222,500 (15.24%) Technology & Infrastructure Fund 38,400 0 0 0 0 0 0.00% Total Transfers Out 11,576,385 11,790,189 10,421,687 11,938,885 10,271,421 11,228,464 7.74%

Total Appropriations 206,605,548 208,731,217 212,443,141 217,128,416 212,940,027 216,312,156 1.82%

Increase/(Decrease) in Fund Balance (7,137,953) (184,955) 0 (3,182,969) 1,390,448 0

Beginning Balance 17,787,274 11,646,207 10,752,203 12,225,047 12,225,047 14,652,974 Adjustments 996,886 763,795 0 0 1,037,479 0

Ending Balance 11,646,207 12,225,047 10,752,203 9,042,078 14,652,974 14,652,974 Notes: Each year City Council has committed a portion of the General Operating Fund balance for specific purposes. $1.295 million was designated at the end of FY12, and $1.062 million was committed at the end of FY13. The city's fiscal policies call for a General Fund Operating Reserve target equal to 20% of the current year appropriations, with the fund balance of the Economic Stability Fund, Preservation Reserve Fund, Special Assessments Fund, Arts in Public Places Fund, and Technology & Infrastructure Fund included. At least 5% of the target is from the General Fund and the rest coming from the General Fund group. The adjustment in the FY14 estimated column is the prior year encumbrance.



Preservation Reserve (0002) The Environmental Preservation Reserve was established (Resolution 88-180) to provide a funded reserve for environmental preservation enhancement activities as specified in the agreements relating to the sale of the former Sod Farm area to Pinellas County in 1988.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Other Charges For Services 1,198 1,198 0 0 0 0 0.00% Total Charges For Services 1,198 1,198 0 0 0 0 0.00% Misc Revenues Interest Earnings 217 10,185 7,000 7,000 11,971 13,000 85.71% Misc Revenue 0 (218) 0 0 0 0 0.00% Total Misc Revenues 217 9,967 7,000 7,000 11,971 13,000 85.71%

Total Revenue Summary 1,415 11,165 7,000 7,000 11,971 13,000 85.71%

Increase/(Decrease) in Fund Balance 1,415 11,165 7,000 7,000 11,971 13,000

Beginning Balance 912,245 913,661 913,660 923,627 923,627 935,598 Adjustments 1 (1,199) 0 0 0 0

Ending Balance 913,661 923,627 920,660 930,627 935,598 948,598



Economic Stability (0008) The Economic Stability Fund was established in FY04 (Resolution 2003-480) and is to be used to offset economic impacts on the budget from significant or sustained increases in expenditures or significant decreases in revenue.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings (2,858) 225,395 251,000 251,000 287,394 290,000 15.54% Misc Revenue 0 205,394 0 0 0 0 0.00% Total Misc Revenues (2,858) 430,789 251,000 251,000 287,394 290,000 15.54% Transfer In General Fund 0 0 0 0 0 1,000,000 0.00% Total Transfer In 0 0 0 0 0 1,000,000 0.00%

Total Revenue Summary (2,858) 430,789 251,000 251,000 287,394 1,290,000 413.94%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfers Out Golf Course Capital Projects 0 260,000 0 0 0 0 0.00% Total Transfers Out 0 260,000 0 0 0 0 0.00%

Total Appropriations 0 260,000 0 0 0 0 0.00%

Increase/(Decrease) in Fund Balance (2,858) 170,789 251,000 251,000 287,394 1,290,000

Beginning Balance 22,371,367 22,368,509 22,565,680 22,539,298 22,539,298 22,826,692 Adjustments 0 0 0 0 0 0

Ending Balance 22,368,509 22,539,298 22,816,680 22,790,298 22,826,692 24,116,692 Notes: Revenues in the Economic Stability Fund were advanced in FY09 to pay off the Airport debt in accordance with policy to only use this fund for one-time, or non-recurring expenses. The Airport Operating Fund will repay the Economic Stability Fund from their future earnings. The amount owed by the Airport at the end of FY14 to the Economic Stability Fund is $1,009,643. In June 2012, $5 million of the Economic Stability Fund fund balance was committed to self insure the primary layer of insurance to fund the required participation level in the event of a loss. The advance in FY13 in the amount of $260,000 is for Golf Course capital projects. The Golf Course Operating Fund will repay the Economic Stability Fund from its future earnings.



Health Facilities Authority (0051) The Health Facilities Authority Fund accounts for revenues that are service charges to non-profit health care organizations benefiting from tax exempt debt issues. Expenditures are the administrative costs incurred by the authority.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services General Government 5,000 3,500 14,000 14,000 3,500 14,000 0.00% Total Charges For Services 5,000 3,500 14,000 14,000 3,500 14,000 0.00% Misc Revenues Interest Earnings 9 471 0 0 615 1,000 0.00% Total Misc Revenues 9 471 0 0 615 1,000 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 175 175 14,000 14,000 0 14,000 0.00% Total Appropriations 175 175 14,000 14,000 0 14,000 0.00%

Increase/(Decrease) in Fund Balance 4,834 3,796 0 0 4,115 1,000 Beginning Balance 50,322 55,156 57,589 58,952 58,952 63,067

Adjustments 0 0 0 0 0 0 Ending Balance 55,156 58,952 57,589 58,952 63,067 64,067



Utility Tax Revenue (1001) The Utility Tax Revenue Fund accounted for the revenue used to fund the debt service for outstanding Utility Tax Bonds. The remaining revenue was transferred to the General Fund. It was established in the Series 1986 Bonds and the debt was paid in FY 2010. The remaining fund balance was transferred to the General Fund at the end of FY 2012 and this fund was closed.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 0 83 0 0 0 0 0.00% Misc Revenue (114) 134 0 0 0 0 0.00% Total Misc Revenues (114) 217 0 0 0 0 0.00%

Total Revenue Summary (114) 217 0 0 0 0 0.00%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 695 0 0 0 0 0 0.00% Transfers Out General Fund 229 0 0 0 0 0 0.00% Total Transfers Out 229 0 0 0 0 0 0.00%

Total Appropriations 924 0 0 0 0 0 0.00%

Increase/(Decrease) in Fund Balance (1,038) 217 0 0 0 0 Beginning Balance 1,038 0 0 217 217 0

Adjustments 0 0 0 0 (217) 0 Ending Balance 0 217 0 217 0 0

Notes: This fund will be closed at the end of FY 2014.



Excise Tax Revenue (1007) The Excise Tax Revenue Fund accounted for revenue used to fund the debt service for outstanding Excise Tax Secured Revenue Bonds. Beginning in FY11, the Excise Tax revenues are going directly to pay the debt service, with any remaining revenues going directly to the General Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfers Out General Fund 1,711,894 0 0 0 0 0 0.00% Total Transfers Out 1,711,894 0 0 0 0 0 0.00%

Total Appropriations 1,711,894 0 0 0 0 0 0.00%

Increase/(Decrease) in Fund Balance (1,711,894) 0 0 0 0 0

Beginning Balance 1,711,894 0 0 0 0 0 Adjustments 0 0 0 0 0 0

Ending Balance 0 0 0 0 0 0 Notes: This fund was closed at the end of FY 2012 and is provided for historical purposes.



Emergency Medical Services (1009) The Emergency Medical Services Fund records pre-hospital advance life support/rescue activity and is funded by Pinellas County.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

License And Permits Contractors Permits 0 0 0 0 971 0 0.00% Total License And Permits 0 0 0 0 971 0 0.00% Intergovernmental Revenue Federal Grants 6,069 0 0 0 0 0 0.00% Shared State Fire Fighters' Supplemental 24,040 25,050 26,760 26,760 26,828 24,840 (7.17%) Total Intergovernmental Revenue 30,109 25,050 26,760 26,760 26,828 24,840 (7.17%) Charges For Services Public Safety 12,474,168 12,996,651 13,144,183 13,144,183 14,319,500 12,612,357 (4.05%) Other Charges For Services 1,553 52 53,000 53,000 40 0 (100.00%) Total Charges For Services 12,475,721 12,996,703 13,197,183 13,197,183 14,319,540 12,612,357 (4.43%) Misc Revenues Interest Earnings 0 1,588 0 0 13,520 12,000 0.00% Sale Of Fixed Assets 101,699 82,193 0 0 6,597 0 0.00% Contributions And Donations 0 0 0 0 1,964 0 0.00% Misc Revenue (12,894) 7,210 0 0 7,522 0 0.00% Total Misc Revenues 88,805 90,991 0 0 29,603 12,000 0.00%

Total Revenue Summary 12,594,635 13,112,744 13,223,943 13,223,943 14,376,942 12,649,197 (4.35%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 11,413,298 11,530,746 12,807,431 12,807,431 11,771,516 11,923,234 (6.90%) Services And Commodities 874,805 810,475 971,025 980,085 894,327 892,561 (8.08%) Capital 246,181 333,078 45,000 45,000 34,953 360,000 700.00% Transfers Out Technology & Infrastructure Fund 20,600 0 0 0 0 0 0.00% Total Transfers Out 20,600 0 0 0 0 0 0.00%

Total Appropriations 12,554,884 12,674,299 13,823,456 13,832,516 12,700,796 13,175,795 (4.69%)

Increase/(Decrease) in Fund Balance 39,751 438,445 (599,513) (608,573) 1,676,146 (526,598)

Beginning Balance 1,274,896 1,326,253 1,597,011 1,754,052 1,754,052 3,436,918 Adjustments 11,606 (10,646) 0 0 6,720 0

Ending Balance 1,326,253 1,754,052 997,498 1,145,479 3,436,918 2,910,320 Notes: In FY15, the department's Emergency Medical Services (EMS) Fund budget decreased 4.69% from the FY14 Adopted Budget. Reductions for FY15 are primarily from a decrease in fire pension ($312,181), other salary and benefit decreases received from Pinellas County ($572,016), decreases in internal services charges ($64,887), uniforms and protective clothing ($24,000), and other miscellaneous line items ($34,577). The reductions are partially offset by the purchase of two rescue vehicles that are consistent with the Pinellas County EMS vehicle purchase program ($360,000). Revenue decreases include $11,000 in training fees to reflect anticipated receipts, a reduction in Shared State Fire Fighters' Supplemental in the amount of $1,920, and reductions to EMS Charges ($561,826) to balance expenditures for FY15.



American Recovery & Reinvestment Act (1017) This fund, established in FY09, accounted for revenue received under the American Recovery and Reinvestment Act (ARRA) for HUD programs under the Homelessness Prevention and Rapid Re-Housing (HPRP) program and the Community Development Block Grant - Recovery (CDBG-R) program that assisted persons experiencing homelessness and provided funding for community infrastructure improvements. The funds under these programs were intended to provide financial assistance and services to individuals and families who were experiencing homelessness to be quickly re-housed and stabilized, and fund city infrastructure projects that provided essential services to all citizens. The HPRP funds assisted in numerous ways, including: short-term or medium-term rental assistance and housing relocation and stabilization services, including such activities as mediation, credit counseling, security or utility deposits, utility payments, moving cost assistance, and case management.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 54,359 0 0 0 0 0 0.00% Total Intergovernmental Revenue 54,359 0 0 0 0 0 0.00% Misc Revenues Interest Earnings 23 0 0 0 0 0 0.00% Total Misc Revenues 23 0 0 0 0 0 0.00%

Total Revenue Summary 54,382 0 0 0 0 0 0.00%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 19,178 0 0 0 0 0 0.00% Services And Commodities 12,540 0 0 0 0 0 0.00% Capital 22,641 0 0 0 0 0 0.00% Transfers Out Federal Operating Grant 0 0 0 0 23 0 0.00% Total Transfers Out 0 0 0 0 23 0 0.00%

Total Appropriations 54,359 0 0 0 23 0 0.00%

Increase/(Decrease) in Fund Balance 23 0 0 0 (23) 0

Beginning Balance 0 23 0 23 23 0 Adjustments 0 0 0 0 0 0

Ending Balance 23 23 0 23 0 0 Notes: This fund will be closed at the end of FY 2014. This information is provided for historical information.



Local Housing Assistance (1019) This fund accounts for revenue received under the State Housing Initiatives Partnership Program (SHIP) to produce and preserve affordable housing in St. Petersburg for low- to moderate-income earning households (Ordinance 90-G).


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Shared State Housing Initiative 0 460,752 0 1,143,819 202,633 0 0.00% Total Intergovernmental Revenue 0 460,752 0 1,143,819 202,633 0 0.00% Fines And Forfeitures Violation Of Local Ordinances (1,416) 0 0 0 0 0 0.00% Total Fines And Forfeitures (1,416) 0 0 0 0 0 0.00% Misc Revenues Interest Earnings 107,718 19,504 15,000 15,000 22,954 14,000 (6.67%) Misc Revenue 344,082 495,277 260,000 260,000 586,067 260,000 0.00% Total Misc Revenues 451,800 514,781 275,000 275,000 609,021 274,000 (0.36%)

Total Revenue Summary 450,384 975,533 275,000 1,418,819 811,654 274,000 (0.36%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 91,838 55,200 41,576 182,395 71,354 92,991 123.67% Services And Commodities 921,341 948,458 233,424 1,648,712 962,136 182,059 (22.01%)

Total Appropriations 1,013,179 1,003,658 275,000 1,831,107 1,033,490 275,050 0.02%

Increase/(Decrease) in Fund Balance (562,795) (28,125) 0 (412,288) (221,836) (1,050)

Beginning Balance 1,666,888 1,104,303 644,932 871,893 871,893 817,579 Adjustments 210 (204,285) 0 0 167,522 0

Ending Balance 1,104,303 871,893 644,932 459,605 817,579 816,529 Notes: The state grant allocation for the SHIP fund was received during FY 2014 in the amount of $1,143,819. $274,000 is budgeted for FY15 as program income received from loan re-payments and interest earnings. The adjustment in the FY14 estimated column is the prior year encumbrance.



Parking Revenue (1021) The Parking Fund accounts for the operation of city parking facilities. A portion of the fund balance ($112,691) is committed for the Committee to Advocate Persons with Impairments (CAPI).


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

License And Permits Contractors Permits 0 0 0 0 (253) 0 0.00% Other License And Permits 6,329 4,685 7,000 7,000 6,085 7,000 0.00% Total License And Permits 6,329 4,685 7,000 7,000 5,832 7,000 0.00% Charges For Services Public Safety 882 0 0 0 0 0 0.00% Transportation Charges 4,309,745 4,525,427 4,316,714 4,316,714 4,300,360 4,443,346 2.93% Other Charges For Services 3,339 39,203 30,000 30,000 49,136 30,000 0.00% Total Charges For Services 4,313,966 4,564,630 4,346,714 4,346,714 4,349,496 4,473,346 2.91% Fines And Forfeitures Traffic And Parking 1,573,755 1,678,833 1,540,000 1,540,000 1,931,292 1,695,791 10.12% Violation Of Local Ordinances 720 140 441 441 0 441 0.00% Total Fines And Forfeitures 1,574,475 1,678,973 1,540,441 1,540,441 1,931,292 1,696,232 10.11% Misc Revenues Interest Earnings 71 31,348 24,000 24,000 43,031 44,000 83.33% Rents And Royalties 141,196 215,461 120,000 120,000 159,123 155,000 29.17% Sale Of Fixed Assets 4,494 1,369 0 0 665 0 0.00% Misc Revenue (367,888) 20,825 (200,000) (200,000) (300,027) (300,000) 50.00% Total Misc Revenues (222,127) 269,003 (56,000) (56,000) (97,208) (101,000) 80.36% Internal Charges Other Charges (345) 0 12 12 (247) 12 0.00% Total Internal Charges (345) 0 12 12 (247) 12 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,509,191 1,842,060 2,334,439 2,334,439 1,668,709 2,340,824 0.27% Services And Commodities 2,863,340 2,566,211 2,571,136 2,686,992 2,924,387 2,657,967 3.38% Capital 5,830 14,920 0 0 0 0 0.00% Transfers Out General Fund 427,476 372,900 372,896 372,896 372,900 372,896 0.00% Downtown Parking Improvement 0 696,000 500,000 750,000 750,004 500,000 0.00% Total Transfers Out 427,476 1,068,900 872,896 1,122,896 1,122,904 872,896 0.00%


Increase/(Decrease) in Fund Balance 866,461 1,025,200 59,696 (306,160) 473,165 203,903


Ending Balance 2,160,367 3,086,065 2,745,617 2,779,905 3,675,086 3,878,989 Notes: The FY15 budget increased 1.61% from the adopted FY14 budget. Increases include the addition of a part-time Administrative Assistant position which will be funded from increased revenue in the Parking Fund. Revenues are anticipated to increase 4.07% due to a projected increase in the use of meters and garages.



Law Enforcement Fund (1023) The Law Enforcement Fund records revenue from the forfeiture and seizure of property. Its use is restricted by state statute. Revenues are not projected for this fund and are only budgeted subsequent to approval by the Chief of Police and receipt from available fund balance.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Fines And Forfeitures Traffic And Parking 416,846 498,221 0 0 238,931 0 0.00% Total Fines And Forfeitures 416,846 498,221 0 0 238,931 0 0.00% Misc Revenues Interest Earnings 3,815 10,441 8,000 8,000 17,480 20,000 150.00% Misc Revenue 0 0 0 0 796 0 0.00% Total Misc Revenues 3,815 10,441 8,000 8,000 18,276 20,000 150.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 502,941 336,071 189,680 484,115 243,142 92,100 (51.44%) Capital 236,646 57,991 0 88,239 0 0 0.00% Grants And Aid 41,913 36,707 0 50,731 45,966 0 0.00%

Total Appropriations 781,500 430,769 189,680 623,085 289,108 92,100 (51.44%)

Increase/(Decrease) in Fund Balance (360,839) 77,893 (181,680) (615,085) (31,901) (72,100)

Beginning Balance 1,452,377 1,092,173 817,703 1,189,981 1,189,981 1,189,305 Adjustments 635 19,915 0 0 31,225 0

Ending Balance 1,092,173 1,189,981 636,023 574,896 1,189,305 1,117,205 Notes: During FY14, supplemental appropriations were approved for Crime Prevention, Neighborhood Safety, Drug Abuse Education and Prevention Programs, School Resource Officer Programs ($50,731), outfitting an armored surveillance vehicle ($30,000), tactical hand-held metal detectors ($8,870.60), and other miscellaneous items ($2,500). There was also $341,303 in prior year grant appropriations that were rolled forward. The FY15 budget will decrease 51.44% because $103,280 in expenses was transferred to the General Fund because certain expenses will no longer be eligible to be reimbursed from the grant proceeds.



School Crossing Guard (1025) The School Crossing Guard Fund records the revenue collected from the parking ticket surcharge. It is then transferred to the General Fund to reimburse the cost of the program in accordance with F.S. 318.21(11)(b).


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Fines And Forfeitures Traffic And Parking 392,992 413,796 300,000 300,000 472,251 300,000 0.00% Total Fines And Forfeitures 392,992 413,796 300,000 300,000 472,251 300,000 0.00% Misc Revenues Interest Earnings 1 455 0 0 1,577 1,000 0.00% Misc Revenue (54,000) 0 0 0 0 0 0.00% Total Misc Revenues (53,999) 455 0 0 1,577 1,000 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 85 0 0 0 0 0 0.00% Transfers Out General Fund 357,217 272,013 300,000 350,000 349,917 300,000 0.00% Total Transfers Out 357,217 272,013 300,000 350,000 349,917 300,000 0.00%

Total Appropriations 357,302 272,013 300,000 350,000 349,917 300,000 0.00%

Increase/(Decrease) in Fund Balance (18,309) 142,238 0 (50,000) 123,911 1,000

Beginning Balance 45,174 26,865 23,973 111,003 111,003 234,914 Adjustments 0 (58,100) 0 0 0 0

Ending Balance 26,865 111,003 23,973 61,003 234,914 235,914



Weeki Wachee (1041) The Weeki Wachee Fund was established during FY01 (Ordinance 530-G). In 1940, the city of St. Petersburg acquired property in Weeki Wachee Springs, Florida, as a potential future water source. For both economic and environmental reasons, this use was impractical and ultimately unachievable. On March 23, 1999, city voters approved a referendum authorizing the sale of the property. The referendum applied to the portion of the property west of U.S. 19 and required that "any sale proceeds shall be deposited in an account from which monies can only be expended for parks, recreational, preservation and beautification purposes." By ordinance, this restriction was applied to the proceeds from the sale of the entire parcel. Revenue will be transferred to other funds for capital or operating expenses as authorized in the referendum approving the sale.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 244,647 190,747 178,000 178,000 558,538 174,000 (2.25%) Total Misc Revenues 244,647 190,747 178,000 178,000 558,538 174,000 (2.25%)

Total Revenue Summary 244,647 190,747 178,000 178,000 558,538 174,000 (2.25%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 37,310 91,298 118,000 118,000 86,662 118,000 0.00% Transfers Out General Fund 30,603 35,394 20,000 20,000 20,000 20,000 0.00% Weeki Wachee Capital Improvements 541,050 507,294 0 1,764,500 1,764,500 0 0.00% Total Transfers Out 571,653 542,688 20,000 1,784,500 1,784,500 20,000 0.00%

Total Appropriations 608,963 633,986 138,000 1,902,500 1,871,162 138,000 0.00%

Increase/(Decrease) in Fund Balance (364,316) (443,239) 40,000 (1,724,500) (1,312,624) 36,000

Beginning Balance 14,911,487 16,698,163 16,710,163 16,085,715 16,085,715 14,773,091 Adjustments 2,150,992 (169,209) 0 0 0 0

Ending Balance 16,698,163 16,085,715 16,750,163 14,361,215 14,773,091 14,809,091 Notes: Appropriations in the Weeki Wachee fund in FY15 include support for investment management services and a transfer to the General Fund to support Weeki Wachee project maintenance. A total of $1,764,500 was transferred to the Weeki Wachee Capital Project Fund (3041) in FY14. $1,464,500 was appropriated for the Twin Brooks Golf Course Renovation Project and $300,000 for the purchase of the Young Estate Cycad Collection.



Arts & Cultural Programs (1042) The Arts and Cultural Programs Fund was established in 2009 (Ordinance 865-G) and is used only to provide city matching funds for grants and donations for art and cultural programs within the city, or to support art and cultural organizations located within the city.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 22 515 1,000 1,000 0 0 (100.00%) Total Misc Revenues 22 515 1,000 1,000 0 0 (100.00%)

Total Revenue Summary 22 515 1,000 1,000 0 0 (100.00%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 49,992 50,000 0 0 0 0 0.00% Total Appropriations 49,992 50,000 0 0 0 0 0.00%

Increase/(Decrease) in Fund Balance (49,970) (49,485) 1,000 1,000 0 0 Beginning Balance 100,179 50,209 1,209 724 724 724

Adjustments 0 0 0 0 0 0 Ending Balance 50,209 724 2,209 1,724 724 724



Pro Sports Facility (1051) The Pro Sports Facility Fund accounts for revenue used to support debt service for Professional Sports Facility Sales Tax Revenue Bonds (F.S. 125.0104) with any excess going to the First Florida Government Financing Commission Notes which were issued for the stadium build out for baseball.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Shared State Sales Tax - Half 2,000,004 2,000,004 2,000,000 2,000,000 2,000,004 2,000,000 0.00% Total Intergovernmental Revenue 2,000,004 2,000,004 2,000,000 2,000,000 2,000,004 2,000,000 0.00% Misc Revenues Interest Earnings 1 8 3,972 3,972 41 4 (99.90%) Total Misc Revenues 1 8 3,972 3,972 41 4 (99.90%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfers Out FFGFC Loan 70,120 73,146 72,314 332,954 332,954 1,570,262 2071.45% Sports Facility Sales Tax Debt 1,929,884 1,926,858 1,927,690 1,667,050 1,667,050 429,742 (77.71%) Total Transfers Out 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 0.00%


Increase/(Decrease) in Fund Balance 1 8 3,968 3,968 41 0

Beginning Balance 13,834 13,835 13,039 13,843 13,843 13,884 Adjustments 0 0 0 0 0 0

Ending Balance 13,835 13,843 17,007 17,811 13,884 13,884



Downtown Redevelopment District (1105) The Community Redevelopment Agency (CRA) was established under Florida Law to act as the Redevelopment Agency for all Redevelopment Districts. The CRA was established in 1981 (the base year). The value of property in the base year was $107.877 million. Property taxes generated by any value above this base go into this fund. The St. Petersburg City Council is the governing body of the CRA and conducts business as the CRA in sessions that are separate from the regular Council meetings. State regulations require the inclusion of all dependent districts in local government budgets. The fund balance is the amount available for improvements in the Downtown District. This fund accounts for revenue used to fund the debt service for outstanding Public Improvement Revenue Bonds. It was established in the Series 1988A Bonds. The district covers the city's waterfront from 7th Avenue North to Albert Whitted Airport in the south, and west to 16th Street. In FY12, the Community Redevelopment District Fund was closed and the fund balance transferred into this fund. This fund was reclassified as a Dependent District Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue County - Tax Increment Intown 0 3,458,022 3,895,011 3,895,011 3,892,929 4,343,311 11.51% Total Intergovernmental Revenue 0 3,458,022 3,895,011 3,895,011 3,892,929 4,343,311 11.51% Misc Revenues Interest Earnings 35,044 34,590 16,000 16,000 59,105 69,000 331.25% Misc Revenue 0 20,539 0 0 0 0 0.00% Total Misc Revenues 35,044 55,129 16,000 16,000 59,105 69,000 331.25% Transfer In General Fund 0 4,616,120 4,941,768 4,938,028 4,935,962 5,507,521 11.45% Community Redevelopment District 7,317,557 0 0 0 0 0 0.00% Total Transfer In 7,317,557 4,616,120 4,941,768 4,938,028 4,935,962 5,507,521 11.45%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfers Out JP Morgan Chase Revenue Notes 254,108 934,727 3,288,224 3,288,224 3,288,068 3,288,224 0.00% Banc Of America Notes Debt Service Fund 40,921 0 0 0 0 0 0.00% BB&T Notes 40,840 769,521 774,998 774,998 774,998 775,114 0.01% Redevelopment Debt Service 6,703,500 0 0 0 0 0 0.00% General Capital Improvements 0 2,963,166 200,000 450,000 450,004 200,000 0.00% Total Transfers Out 7,039,369 4,667,414 4,263,222 4,513,222 4,513,070 4,263,338 0.00%


Increase/(Decrease) in Fund Balance 313,232 3,461,857 4,589,557 4,335,817 4,374,926 5,656,494


Ending Balance 1,537,193 4,999,051 7,342,000 9,334,868 9,373,977 15,030,471 Notes: During FY13, the transfers to the CIP were for the Pier project and Plaza Parkway. The transfers to the CIP in FY14 and FY15 are for Plaza Parkway



Bayboro Harbor Tax Increment District (1106) The Community Redevelopment Agency (CRA) was established under Florida Law to act as the Redevelopment Agency for all Redevelopment Districts. The CRA was established in 1988 (the base year). The value of property in the base year was $28.050 million. Property taxes generated by any value above this base go into this fund. The St. Petersburg City Council is the governing body of the CRA and conducts business as the CRA in sessions that are separate from the regular Council meetings. State regulations require the inclusion of all dependent districts in local government budgets. The fund balance is the amount available for improvements in the Bayboro Harbor District. This fund receives the city and county tax increment financing (TIF) payments for the Bayboro Harbor District that is an established tax management district. The boundaries run along 4th Street south from 5th Avenue South to around 18th Avenue South.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue County - Tax Increment Bayboro 17,312 13,520 10,671 10,671 13,624 19,498 82.72% Total Intergovernmental Revenue 17,312 13,520 10,671 10,671 13,624 19,498 82.72% Misc Revenues Interest Earnings 50 2,771 2,000 2,000 3,749 4,000 100.00% Total Misc Revenues 50 2,771 2,000 2,000 3,749 4,000 100.00% Transfer In General Fund 21,004 18,055 13,471 17,211 17,209 24,730 83.58% Total Transfer In 21,004 18,055 13,471 17,211 17,209 24,730 83.58%


Increase/(Decrease) in Fund Balance 38,366 34,346 26,142 29,882 34,582 48,228 Beginning Balance 220,388 258,755 291,972 293,101 293,101 327,683




Intown West Tax Increment District (1107) The Community Redevelopment Agency (CRA) was established under Florida Law to act as the Redevelopment Agency for all Redevelopment Districts. The CRA was established in 1990 (the base year). The value of property in the base year was $24.529 million. Property taxes generated by any value above this base go into this fund. The St. Petersburg City Council is the governing body of the CRA and conducts business as the CRA in sessions that are separate from the regular Council meetings. State regulations require the inclusion of all dependent districts in local government budgets. The fund balance is the amount available for improvements in the Intown West District. This fund receives the city and county tax increment financing (TIF) payments for the Intown District that is an established tax management district. The boundaries run to the north and west of the Downtown District from Dr. MLK N to 18th Street.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue County - Tax Increment Intown West 109,916 104,042 296,751 296,751 296,622 326,580 10.05% Total Intergovernmental Revenue 109,916 104,042 296,751 296,751 296,622 326,580 10.05% Misc Revenues Interest Earnings 1 10,161 3,000 3,000 22,310 21,000 600.00% Total Misc Revenues 1 10,161 3,000 3,000 22,310 21,000 600.00% Transfer In General Fund 133,363 391,455 376,613 376,613 376,217 414,213 9.98% Total Transfer In 133,363 391,455 376,613 376,613 376,217 414,213 9.98%



Beginning Balance 815,733 1,059,013 1,641,953 1,564,670 1,564,670 2,259,819 Adjustments 0 (1) 0 0 0 0

Ending Balance 1,059,013 1,564,670 2,318,317 2,241,034 2,259,819 3,021,612



Assessments Revenue (1108) The Assessments Revenue Fund accounts for revenue from collection of principal and interest on special assessments for capital improvements. Revenue is transferred to the General Capital Improvement Fund after collection expenses are paid to provide funding for capital projects.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 23,165 35,012 36,000 36,000 19,133 12,000 (66.67%) Special Assessment 66,185 85,503 100,000 100,000 57,871 50,000 (50.00%) Total Misc Revenues 89,350 120,515 136,000 136,000 77,004 62,000 (54.41%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 98,124 5,592 6,750 6,750 6,756 41,196 510.31% Total Appropriations 98,124 5,592 6,750 6,750 6,756 41,196 510.31%

Increase/(Decrease) in Fund Balance (8,774) 114,923 129,250 129,250 70,248 20,804 Beginning Balance 43,011 34,237 133,708 173,160 173,160 243,408

Adjustments 0 24,000 0 0 0 0 Ending Balance 34,237 173,160 262,958 302,410 243,408 264,212



Community Development Block Grant (1111) This fund accounts for annual entitlement grant funds from the U.S. Department of Housing and Urban Development (HUD) that provide community block grants to expand economic opportunities, and provide decent housing and a suitable living environment principally for low- and moderate-income earning persons.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 1,868,191 1,477,465 1,613,306 2,172,040 1,577,226 1,590,819 (1.39%) Total Intergovernmental Revenue 1,868,191 1,477,465 1,613,306 2,172,040 1,577,226 1,590,819 (1.39%) Fines And Forfeitures Violation Of Local Ordinances (331) 0 0 0 0 0 0.00% Total Fines And Forfeitures (331) 0 0 0 0 0 0.00% Misc Revenues Interest Earnings 3,627 6,162 3,000 3,000 11,507 13,000 333.33% Rents And Royalties 10,600 29,204 0 0 63,745 0 0.00% Misc Revenue 87,127 44,131 47,000 47,000 124,064 47,000 0.00% Total Misc Revenues 101,354 79,497 50,000 50,000 199,316 60,000 20.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 694,790 550,742 629,824 629,824 543,728 627,455 (0.38%) Services And Commodities 665,233 469,034 323,478 982,214 554,696 710,338 119.59% Transfers Out General Fund 498,148 391,313 403,326 403,326 403,326 0 (100.00%) JP Morgan Chase Revenue Notes 8,960 47,030 113,590 113,590 113,585 110,892 (2.38%) Banc Of America Notes Debt Service Fund 221,571 195,147 193,762 193,762 193,762 192,134 (0.84%) Total Transfers Out 728,679 633,490 710,678 710,678 710,673 303,026 (57.36%)


Increase/(Decrease) in Fund Balance (119,488) (96,304) (674) (100,676) (32,555) 10,000

Beginning Balance 99,663 (19,827) 117,718 796,559 796,559 864,006 Adjustments (2) 912,690 0 0 100,002 0

Ending Balance (19,827) 796,559 117,044 695,883 864,006 874,006 Notes: Funding for the Community Development Block Grant (CDBG) will be $22,487 less than what the city budgeted in FY14. Interest earnings are expected to increase $10,000 from the FY14 Adopted Budget. In CDBG, an increase of $396,273 is included for enhancements in housing projects that are offset by a reduction in the budget of $403,326. $403,326 was budgeted in FY14 as the final installment to the General Fund for reimbursement of monies provided for completion of the Jordan School project that is now completed. Additional miscellaneous line item reductions of $16,108 are also included to match expected activity in FY15. The adjustment in the FY14 estimated column is the prior year encumbrance.



Emergency Shelter Grant Fund (1112) This fund accounts for grant revenue from the U. S. Department of Housing and Urban Development to provide homeless persons with basic shelter and essential supportive services by assisting with the operational costs of the shelter facilities.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 74,319 197,960 114,190 119,562 116,234 131,063 14.78% Total Intergovernmental Revenue 74,319 197,960 114,190 119,562 116,234 131,063 14.78%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 4,851 11,612 8,564 8,564 13,889 9,830 14.78% Services And Commodities 100,948 236,118 105,626 160,768 102,345 121,233 14.78%


Increase/(Decrease) in Fund Balance (31,480) (49,770) 0 (49,770) 0 0

Beginning Balance 0 (31,480) 0 (49,770) (49,770) 0 Adjustments 0 31,480 0 0 49,770 0

Ending Balance (31,480) (49,770) 0 (99,540) 0 0 Notes: Funding for the Emergency Shelter Grant Program will increase $16,873 or 14.78% over the amount budgeted in the FY14 Adopted Budget and will be awarded to subrecipients for additional emergency shelter and homelessness services. The adjustment in the FY14 estimated column is the prior year encumbrance.



Home Program (1113) This fund accounts for grant revenue from the U.S. Department of Housing and Urban Development that provides resources to fulfill the city's Consolidated Plan initiatives that assist low- and moderate-income earning persons in meeting their affordable housing needs.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 616,502 1,770,647 668,067 2,438,056 824,734 707,675 5.93% Total Intergovernmental Revenue 616,502 1,770,647 668,067 2,438,056 824,734 707,675 5.93% Fines And Forfeitures Violation Of Local Ordinances (208) 0 0 0 0 0 0.00% Total Fines And Forfeitures (208) 0 0 0 0 0 0.00% Misc Revenues Interest Earnings 17,252 47,802 5,000 5,000 46,440 105,000 2000.00% Sale Of Fixed Assets 43,975 0 0 0 0 0 0.00% Misc Revenue 198,779 574,035 220,000 220,000 322,254 220,000 0.00% Total Misc Revenues 260,006 621,837 225,000 225,000 368,694 325,000 44.44%

Total Revenue Summary 876,300 2,392,484 893,067 2,663,056 1,193,428 1,032,675 15.63%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 149,553 99,441 104,911 104,911 107,211 106,177 1.21% Services And Commodities 983,638 2,501,639 778,751 2,960,690 968,536 816,498 4.85% Capital 58,058 10,800 0 10,800 0 0 0.00% Grants And Aid 0 0 10,000 10,000 0 10,000 0.00%


Increase/(Decrease) in Fund Balance (314,949) (219,396) (595) (423,345) 117,681 100,000

Beginning Balance (3,252) (318,201) 144,734 (425,286) (425,286) 119,645 Adjustments 0 112,311 0 0 427,250 0

Ending Balance (318,201) (425,286) 144,139 (848,631) 119,645 219,645 Notes: Funding for the HOME Program will be $39,608 or 5.93% more than what the city budgeted in FY14, $39,013 of which will be used for additional labor distribution adjustments ($1,266), other reimbursable expenses ($8,100) and rehabilitation expenses ($29,647). Interest earnings for the HOME program are expected to increase by $100,000 as compared to the FY14 Adopted Budget. The adjustment in the FY14 estimated column is the prior year encumbrance.



Neighborhood Stabilization Program (1114) This fund is used to account for funds received from the U.S. Department of Housing and Urban Development to assist local governments to address the effects of abandoned and foreclosed properties. The uses of these funds are to establish financing mechanisms, purchase and rehabilitate abandoned and foreclosed homes, establish land banks for homes that have been foreclosed, demolish blighted structures, and redevelop demolished or vacant properties.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 814,789 1,956,180 0 2,491,398 1,804,825 0 0.00% Total Intergovernmental Revenue 814,789 1,956,180 0 2,491,398 1,804,825 0 0.00% Misc Revenues Interest Earnings 33 471 1,000 1,000 0 0 (100.00%) Sale Of Fixed Assets 372,587 435,660 300,000 300,000 526,873 300,000 0.00% Misc Revenue 2,000 3,200 3,000 3,000 5,913 3,000 0.00% Total Misc Revenues 374,620 439,331 304,000 304,000 532,786 303,000 (0.33%)

Total Revenue Summary 1,189,409 2,395,511 304,000 2,795,398 2,337,611 303,000 (0.33%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 169,366 253,610 98,515 98,515 240,190 74,014 (24.87%) Services And Commodities 1,193,713 2,311,994 204,485 3,468,715 2,280,815 228,986 11.98% Capital 7,498 346,017 0 0 0 0 0.00% Transfers Out General Fund 144,000 0 0 0 0 0 0.00% Total Transfers Out 144,000 0 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance (325,168) (516,110) 1,000 (771,832) (183,394) 0

Beginning Balance 29,691 (180,554) 3,343 (512,766) (512,766) 46,673 Adjustments 114,923 183,898 0 0 742,833 0

Ending Balance (180,554) (512,766) 4,343 (1,284,598) 46,673 46,673 Notes: The $303,000 in funding for the Neighborhood Stabilization Program (NSP) is consistent with what was budgeted in FY14 and is anticipated from the sale of homes in FY15. Revenue from the sale of homes will be used to build additional homes on the NSP acquired lots. The adjustment in the FY14 estimated column is the prior year encumbrance.



Miscellaneous Trust Funds (1115) This fund is an aggregate of 62 diverse trust funds. Proceeds from each fund can only be used for the specific purpose of the trust.


FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Miscellaneous Revenue Miscellaneous Revenue 967,043 844,245 1,000,000 1,000,000 1,000,000 1,000,000 0% Total Miscellaneous Revenue 967,043 844,245 1,000,000 1,500,000 1,000,000 1,000,000 0%

Total Revenue Summary 967,043 844,245 1,000,000 1,000,000 1,000,000 1,000,000 0% Appropriations FY 2012

Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 967,043 844,245 1,000,000 1,000,000 1,000,000 1,000,000 0%

Total Appropriations 967,043 844,245 1,000,000 1,000,000 1,000,000 1,000,000 0%

Increase/(Decrease) in Fund Balance - - - - - - -

Beginning Balance - - - - - - - Adjustments - - - - - - -

Ending Balance - - - - - - -



Community Housing Donation (1117) This fund was established in FY07 (Pinellas County Ordinance 06-28) with grant funding from Pinellas County. The purpose is to fund multi-family housing for low- to moderate-income earning persons and permanent rental housing for those with special needs.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 21,172 (7,637) 1,000 1,000 825 1,000 0.00% Misc Revenue 0 61,618 0 0 46,100 0 0.00% Total Misc Revenues 21,172 53,981 1,000 1,000 46,925 1,000 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 19,990 20,310 0 0 4,640 0 0.00% Services And Commodities 165,600 258,000 0 74,313 12,000 0 0.00%

Total Appropriations 185,590 278,310 0 74,313 16,640 0 0.00%

Increase/(Decrease) in Fund Balance (164,418) (224,329) 1,000 (73,313) 30,285 1,000

Beginning Balance 338,298 179,080 61,698 74,751 74,751 105,036 Adjustments 5,200 120,000 0 0 0 0

Ending Balance 179,080 74,751 62,698 1,438 105,036 106,036 Notes: There are no grant allocations or expenses anticipated for the Community Housing Donation Fund in FY15.



Building Permit Special Revenue (1151) This fund was established in FY08 to isolate the building permit revenues and expenses in accordance with the Florida building code (F.S. 553.80).


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

License And Permits Contractors Permits 3,429,654 4,353,082 3,492,000 3,492,000 4,470,792 3,492,000 0.00% Total License And Permits 3,429,654 4,353,082 3,492,000 3,492,000 4,470,792 3,492,000 0.00% Charges For Services General Government 676,395 781,314 731,000 731,000 811,839 731,000 0.00% Total Charges For Services 676,395 781,314 731,000 731,000 811,839 731,000 0.00% Misc Revenues Interest Earnings 4,608 18,527 0 0 46,245 46,000 0.00% Sale Of Fixed Assets 9,422 0 10,000 10,000 740 10,000 0.00% Misc Revenue (1,036) 21,536 (5,000) (5,000) 30 (5,000) 0.00% Total Misc Revenues 12,994 40,063 5,000 5,000 47,015 51,000 920.00% Internal Charges Other Charges 0 0 0 0 (131) 0 0.00% Total Internal Charges 0 0 0 0 (131) 0 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 2,721,019 2,801,765 3,173,973 3,173,973 3,036,773 3,203,728 0.94% Services And Commodities 591,372 600,489 984,852 987,745 972,402 1,015,550 3.12% Capital 5,630 5,630 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance 801,022 1,766,575 69,175 66,282 1,320,340 54,722

Beginning Balance 519,182 1,320,682 2,227,195 3,134,120 3,134,120 4,457,353 Adjustments 478 46,863 0 0 2,893 0

Ending Balance 1,320,682 3,134,120 2,296,370 3,200,402 4,457,353 4,512,075 Notes: The budget for the Building Permit Special Revenue Fund increased 1.45% in FY15 over the FY14 Adopted Budget. During FY14, there was a decrease of one full-time Plans Examiner position and an increase of four part-time positions, two Plans Examiners and two Building Inspectors due to increased permitting activity ($29,387). The funding for these positions will be offset by a projected increase in revenue. The Building Permit Special Revenue fund expenses also include thirty percent of the salary for the Planning & Economic Development Director position.



Mahaffey Theater Operating (1201) This fund accounts for the operation of the Mahaffey Theater at the Duke Energy Center for the Arts and is subsidized by the General Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Transportation Charges 330,049 251,397 257,200 257,200 275,315 227,150 (11.68%) Culture And Recreation Charges 2,655,327 2,769,744 1,849,809 1,849,809 2,512,193 3,206,542 73.34% Other Charges For Services (5,395) 0 0 0 0 0 0.00% Total Charges For Services 2,979,981 3,021,141 2,107,009 2,107,009 2,787,508 3,433,692 62.97% Misc Revenues Interest Earnings 2,105 3,845 3,000 3,000 3,764 3,000 0.00% Contributions And Donations 0 32,201 825,000 825,000 0 425,000 (48.48%) Misc Revenue 418,629 318,712 291,601 291,601 265,648 298,849 2.49% Total Misc Revenues 420,734 354,758 1,119,601 1,119,601 269,412 726,849 (35.08%) Transfer In General Fund 670,000 508,520 632,000 632,000 632,000 489,000 (22.63%) Total Transfer In 670,000 508,520 632,000 632,000 632,000 489,000 (22.63%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 982,866 1,150,224 1,279,118 1,279,118 1,138,195 1,258,846 (1.58%) Services And Commodities 3,008,620 2,778,819 2,573,395 2,573,436 2,618,920 3,387,125 31.62% Capital 12,619 0 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance 66,610 (44,624) 6,097 6,056 (68,195) 3,570

Beginning Balance 122,692 140,607 140,607 70,208 70,208 2,054 Adjustments (48,695) (25,775) 0 0 41 0

Ending Balance 140,607 70,208 146,704 76,264 2,054 5,624 Notes: This fund is subsidized by the General Fund. The FY15 subsidy is projected to decrease $143,000 from the adopted FY14 budget. The FY15 budget will increase by 20.6% due to increased events and their associated costs. These additional expenses will be offset by increased revenue from these events.



Pier Operating (1203) The Pier Operating Fund accounts for the operation of the downtown waterfront retail/restaurant complex and is subsidized by the General Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 8,908 0 0 0 0 0 0.00% State Grants 1,485 0 0 0 0 0 0.00% Total Intergovernmental Revenue 10,393 0 0 0 0 0 0.00% Charges For Services Culture And Recreation Charges 249,598 64,673 0 0 0 0 0.00% Total Charges For Services 249,598 64,673 0 0 0 0 0.00% Misc Revenues Interest Earnings 0 0 0 0 24 0 0.00% Rents And Royalties 696,561 498,701 0 0 0 0 0.00% Sale Of Fixed Assets 0 14,368 0 0 0 0 0.00% Misc Revenue 60,643 101,062 0 0 1,030 0 0.00% Total Misc Revenues 757,204 614,131 0 0 1,054 0 0.00% Transfer In General Fund 1,386,000 1,179,000 0 430,000 430,000 380,000 0.00% Total Transfer In 1,386,000 1,179,000 0 430,000 430,000 380,000 0.00%

Total Revenue Summary 2,403,195 1,857,804 0 430,000 431,054 380,000 0.00%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 610,977 477,690 0 39,500 49,073 42,087 0.00% Services And Commodities 1,781,121 1,407,015 0 405,362 395,118 380,313 0.00%

Total Appropriations 2,392,098 1,884,705 0 444,862 444,191 422,400 0.00%

Increase/(Decrease) in Fund Balance 11,097 (26,901) 0 (14,862) (13,137) (42,400)

Beginning Balance 1,777 9,731 0 48,880 48,880 43,605 Adjustments (3,143) 66,050 0 0 7,862 0

Ending Balance 9,731 48,880 0 34,018 43,605 1,205 Notes: The Pier closed for business on May 31, 2013 in preparation for the construction of a new pier facility and approach. There are on-going costs for security and maintenance of the facility until construction of a new facility begins. The FY15 subsidy is anticipated to be $380,000 to cover these on-going costs.



Coliseum Operating (1205) The Coliseum Operating Fund accounts for the operation of the historic ballroom/exhibit hall and is subsidized by the General Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Culture And Recreation Charges 546,713 493,247 574,472 574,472 576,352 517,800 (9.87%) Total Charges For Services 546,713 493,247 574,472 574,472 576,352 517,800 (9.87%) Misc Revenues Interest Earnings 4 276 0 0 397 0 0.00% Misc Revenue (1,867) 476 0 0 110 0 0.00% Total Misc Revenues (1,863) 752 0 0 507 0 0.00% Transfer In General Fund 238,000 246,500 215,500 215,500 185,000 267,500 24.13% Total Transfer In 238,000 246,500 215,500 215,500 185,000 267,500 24.13% Internal Charges Other Charges 31 32 0 0 21 0 0.00% Total Internal Charges 31 32 0 0 21 0 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 486,071 466,877 490,329 490,329 459,647 497,101 1.38% Services And Commodities 295,298 281,574 298,715 304,089 305,212 287,821 (3.65%) Capital 1,424 0 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance 88 (7,920) 928 (4,446) (2,979) 378

Beginning Balance (1,864) 8,179 264 10,350 10,350 12,745 Adjustments 9,955 10,091 0 0 5,374 0

Ending Balance 8,179 10,350 1,192 5,904 12,745 13,123 Notes: The facility is subsidized by the General Fund. The subsidy is projected to increase by $52,000 from the adopted FY14 budget for a total subsidy of $267,500 due to revenue relating to food and beverage lower than prior year.



Sunken Gardens (1207) The Sunken Gardens Fund accounts for the operation of the historic botanical gardens and is subsidized by the General Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 1,098 0 0 0 0 0 0.00% State Grants 183 0 0 0 0 0 0.00% Total Intergovernmental Revenue 1,281 0 0 0 0 0 0.00% Charges For Services Transportation Charges 0 150 0 0 500 0 0.00% Culture And Recreation Charges 761,464 796,634 707,071 707,071 883,893 802,271 13.46% Total Charges For Services 761,464 796,784 707,071 707,071 884,393 802,271 13.46% Misc Revenues Interest Earnings 19 954 1,000 1,000 850 1,000 0.00% Rents And Royalties 0 13,076 0 0 9,690 0 0.00% Contributions And Donations 2,441 892 1,000 1,000 1,412 1,000 0.00% Misc Revenue 25,820 0 3,600 3,600 (203) 3,600 0.00% Total Misc Revenues 28,280 14,922 5,600 5,600 11,749 5,600 0.00% Transfer In General Fund 105,000 184,000 218,500 218,500 167,000 213,000 (2.52%) Total Transfer In 105,000 184,000 218,500 218,500 167,000 213,000 (2.52%) Internal Charges Other Charges 115 3 0 0 (17) 0 0.00% Total Internal Charges 115 3 0 0 (17) 0 0.00%

Total Revenue Summary 896,140 995,709 931,171 931,171 1,063,125 1,020,871 9.63%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Total Appropriations 895,515 1,016,626 930,181 1,050,119 1,050,115 1,019,481 9.60%

Increase/(Decrease) in Fund Balance 625 (20,917) 990 (118,948) 13,010 1,390

Beginning Balance (4,106) (21,264) 17,532 (20,685) (20,685) 1,063 Adjustments (17,783) 21,496 0 0 8,738 0

Ending Balance (21,264) (20,685) 18,522 (139,633) 1,063 2,453 Notes: The facility is subsidized by the General Fund. The subsidy is projected to decrease by $5,500 in FY15 as compared to the FY14 Adopted Budget due to an increase in scheduled events. The expense budget is 9.6% greater than the FY14 Adopted Budget to accommodate these additional events.



Tropicana Field (1208) The Tropicana Field Fund accounts for the operation of the domed baseball stadium and is subsidized by the General Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Culture And Recreation Charges 936,634 1,006,356 1,198,237 1,198,237 930,589 1,061,145 (11.44%) Total Charges For Services 936,634 1,006,356 1,198,237 1,198,237 930,589 1,061,145 (11.44%) Transfer In General Fund 1,471,000 1,387,000 1,139,000 1,439,000 1,439,000 1,300,000 14.14% Total Transfer In 1,471,000 1,387,000 1,139,000 1,439,000 1,439,000 1,300,000 14.14%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 728,265 778,671 780,400 812,400 811,098 773,600 (0.87%) Services And Commodities 1,678,647 1,650,281 1,556,760 1,556,760 1,557,025 1,585,680 1.86% Capital 17 0 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance 705 (35,596) 77 268,077 1,466 1,865

Beginning Balance 35,073 35,778 4,778 182 182 1,648 Adjustments 0 0 0 0 0 0

Ending Balance 35,778 182 4,855 268,259 1,648 3,513 Notes: The facility is subsidized by the General Fund. The subsidy is projected to increase by $161,000 from the adopted FY14 budget for a total subsidy of $1,300,000 due to a projected revenue shortfall associated with lower baseball attendance as seen in recent trends. (Cultural & Recreation Charges revenue is assessed based on actual attendance.)



Community Redevelopment District (1301) The Community Redevelopment Agency (CRA) was established under Florida Law to act as the redevelopment agency for all redevelopment districts. The St. Petersburg City Council is the governing body of the CRA and conducts business as the CRA in sessions that are separate from the regular Council meetings. State regulations require the inclusion of all dependent districts in local government budgets. This fund will be closed in FY14. The Downtown District is now accounted for in the Downtown Redevelopment District Fund. Prior to FY10, this fund received the city and county tax increment financing (TIF) payments for all redevelopment districts that are established tax management districts (Downtown, Bayboro, and Intown West). The Downtown District monies were then transferred to the Redevelopment Special Revenue Fund; where they were further transferred to the Public Improvement Debt Service Fund to pay principal and interest on TIF bond issues. Beginning in FY10, this fund only received the Downtown District monies. Separate funds were established to receive the TIF payments for the other districts.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue County - Tax Increment Intown 3,296,678 0 0 0 0 0 0.00% Total Intergovernmental Revenue 3,296,678 0 0 0 0 0 0.00% Misc Revenues Interest Earnings 1,311 1,008 0 0 0 0 0.00% Total Misc Revenues 1,311 1,008 0 0 0 0 0.00% Transfer In General Fund 3,998,197 0 0 0 0 0 0.00% Total Transfer In 3,998,197 0 0 0 0 0 0.00%

Total Revenue Summary 7,296,186 1,008 0 0 0 0 0.00%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfers Out Downtown Redevelopment District 7,317,557 0 0 0 0 0 0.00% General Capital Improvements 1,250,000 0 0 0 0 0 0.00% Total Transfers Out 8,567,557 0 0 0 0 0 0.00%

Total Appropriations 8,567,557 0 0 0 0 0 0.00%

Increase/(Decrease) in Fund Balance (1,271,371) 1,008 0 0 0 0

Beginning Balance 1,271,370 0 0 1,008 1,008 0 Adjustments 1 0 0 (1,008) (1,008) 0

Ending Balance 0 1,008 0 0 0 0 Notes: The majority of the balance in this fund was transferred in FY12. The fund balance was transferred to the Downtown Redevelopment District Fund because there were two funds for the Downtown TIF District. All funds for the Downtown District are accounted for in the Downtown Redevelopment District Fund. The transfers to the CIP in FY12 were for the Pier and Plaza Parkway projects.



Police Grant Fund (1702) This fund was established in FY10 to receive funds through the Edward Byrne Memorial Justice Assistance Grant Program (JAG). JAG funding is required to be accounted for in a separate trust fund account. JAG funds support a range of program areas including law enforcement, prosecution and court, prevention and education, corrections and community corrections, drug treatment and enforcement, planning, evaluation, technology improvement, and crime victim and witness initiatives.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 542,344 218,349 158,791 438,667 193,634 0 (100.00%) Total Intergovernmental Revenue 542,344 218,349 158,791 438,667 193,634 0 (100.00%) Misc Revenues Interest Earnings 77 0 0 0 480 0 0.00% Total Misc Revenues 77 0 0 0 480 0 0.00%

Total Revenue Summary 542,421 218,349 158,791 438,667 194,114 0 (100.00%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 512,306 113,966 74,301 243,285 816 0 (100.00%) Services And Commodities 49,268 91,432 64,490 146,920 46,695 0 (100.00%) Capital 0 0 5,000 5,000 103,883 0 (100.00%) Grants And Aid 1,982 15,426 15,000 43,903 15,810 0 (100.00%)

Total Appropriations 563,556 220,824 158,791 439,108 167,204 0 (100.00%)

Increase/(Decrease) in Fund Balance (21,135) (2,475) 0 (441) 26,910 0

Beginning Balance 842 (20,293) 154 (22,107) (22,107) 5,243 Adjustments 0 661 0 0 440 0

Ending Balance (20,293) (22,107) 154 (22,548) 5,243 5,243 Notes: Grant funding for FY15 is unknown.



Federal Operating Grant (1720) This fund was created in FY13 to account for operating grants that require the use of a separate fund for accounting purposes.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 0 0 208,212 464,212 368,941 0 (100.00%) Total Intergovernmental Revenue 0 0 208,212 464,212 368,941 0 (100.00%) Transfer In American Recovery & Reinvestment Act 0 0 0 0 23 0 0.00% Total Transfer In 0 0 0 0 23 0 0.00%

Total Revenue Summary 0 0 208,212 464,212 368,964 0 (100.00%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 0 0 208,212 208,212 0 0 (100.00%) Services And Commodities 0 0 0 0 263,412 0 0.00% Capital 0 105,552 0 105,552 0 0 0.00%

Total Appropriations 0 105,552 208,212 313,764 263,412 0 (100.00%)

Increase/(Decrease) in Fund Balance 0 (105,552) 0 150,448 105,552 0

Beginning Balance 0 0 0 (105,552) (105,552) 0 Adjustments 0 0 0 0 0 0

Ending Balance 0 (105,552) 0 44,896 0 0 Notes: During FY13, supplemental appropriations were approved for a Pedestrian Safety Grant ($33,306) and a 2012 Assistance to Firefighters Grant ($105,552). FY14 includes $208,212 in additional revenue in anticipation of the first year of a three year COPS Hiring Grant, which would have been used to partially offset the cost of increasing sworn staff by five full-time Police Officer positions. Unfortunately, after adoption of the FY14 Budget, the city received notification that it was not awarded the grant.



Arts in Public Places (1901) The Arts in Public Places Fund is used to account for transfers from capital improvement projects for public art. Certain capital improvement construction projects within the city are required by ordinance to make transfers to the Arts in Public Places Fund. Section 5-56 of the St. Petersburg City Code was amended and section 5-59 was added on November 1, 2012 with Ordinance 54-H, changing the amount to be transferred for public art. It is capped at $500,000 for any single project. For public works projects with construction costs between $100,000 and $2,500,000, two percent (2%) is set aside for the acquisition of works of art. For public works with construction costs between $2,500,001 and $10,000,000, one percent (1%) is set aside for the acquisition of works of art. For public works projects with construction costs exceeding $10,000,001, three-quarters of one percent (0.75%) is set aside for the acquisition of works of art.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 46 2,489 2,000 2,000 3,146 3,000 50.00% Total Misc Revenues 46 2,489 2,000 2,000 3,146 3,000 50.00% Transfer In Public Safety Capital Improvement 30,000 0 0 0 0 0 0.00% Recreation & Culture Capital 34,450 22,950 0 18,650 18,650 0 0.00% Weeki Wachee Capital Improvements 0 0 0 16,570 16,570 0 0.00% Total Transfer In 64,450 22,950 0 35,220 35,220 0 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Services And Commodities 8,142 24,123 35,000 35,000 9,025 35,000 0.00% Total Appropriations 8,142 24,123 35,000 35,000 9,025 35,000 0.00%

Increase/(Decrease) in Fund Balance 56,354 1,316 (33,000) 2,220 29,341 (32,000) Beginning Balance 199,907 256,261 260,901 257,812 257,812 287,153


Notes: Each year, transfers are made into this fund from arts-eligible projects as outlined above.



Water Resources (4001) The Water Resources Operating Fund, like all other Enterprise Funds, is used to account for costs that are funded substantially by external [customer] user fees and charges. The fund is required to cover all expenses of the operation (salaries, benefits, services, commodities, and capital outlay) and allocation of general and administrative costs, payment-in-lieu-of-taxes, as well as any transfers to capital project funds, debt service funds, or return on investment/equity. Its use is governed by City Code Article 1, Section 27-1 and by bond covenants.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 1,568 0 0 0 0 0 0.00% State Grants 261 0 0 0 0 0 0.00% Grants From Other Local Units 73,499 93,451 125,000 233,297 64,148 75,000 (40.00%) Total Intergovernmental Revenue 75,328 93,451 125,000 233,297 64,148 75,000 (40.00%) Charges For Services User Charges 101,712,470 101,844,712 106,150,214 106,150,214 105,165,910 111,406,762 4.95% Other Charges For Services 52,474 3,112 100,000 100,000 2,919 50,000 (50.00%) Total Charges For Services 101,764,944 101,847,824 106,250,214 106,250,214 105,168,829 111,456,762 4.90% Misc Revenues Interest Earnings (135,832) 337,135 196,536 196,536 231,185 128,178 (34.78%) Rents And Royalties 12,523 59,874 10,000 10,000 51,999 10,000 0.00% Sale Of Fixed Assets 69,099 121,799 52,000 52,000 94,798 52,000 0.00% Sale Of Surplus Material 74,049 57,839 55,000 55,000 53,011 55,000 0.00% Misc Revenue (967,845) 341,799 (470,000) (470,000) (277,335) (470,000) 0.00% Total Misc Revenues (948,006) 918,446 (156,464) (156,464) 153,658 (224,822) 43.69% Transfer In General Fund 35,000 0 0 0 0 0 0.00% Water Cost Stabilization 1,812,711 1,158,086 1,308,000 1,308,000 1,217,456 1,215,810 (7.05%) Water Resource Capital Projects 0 12,069,000 0 0 0 0 0.00% Total Transfer In 1,847,711 13,227,086 1,308,000 1,308,000 1,217,456 1,215,810 (7.05%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 22,624,543 22,584,665 23,560,593 23,560,593 23,605,925 22,783,464 (3.30%) Services And Commodities 36,369,352 36,966,404 38,472,852 40,309,590 37,288,114 39,124,893 4.93% Tampa Bay Water 25,802,904 26,357,937 25,717,000 25,717,000 25,721,970 25,966,664 0.95% Capital 278,828 225,533 217,400 358,938 298,702 186,981 (13.99%) Debt 0 0 0 0 0 0 0.00% Transfers Out Water Resources Debt 17,121,391 18,317,327 20,323,086 20,323,086 20,683,274 22,088,007 8.68% Water Resource Capital Projects 3,000,000 15,069,000 3,000,000 3,000,000 3,000,000 4,000,000 33.33% Total Transfers Out 20,121,391 33,386,327 23,323,086 23,323,086 23,683,274 26,088,007 11.85%


Increase/(Decrease) in Fund Balance (2,457,041) (3,434,059) (3,764,181) (5,634,160) (3,993,894) (1,627,259)

Beginning Balance 20,041,432 18,607,422 15,553,704 15,524,656 15,524,656 13,300,742 Adjustments 1,023,031 351,293 0 0 1,769,980 0

Ending Balance 18,607,422 15,524,656 11,789,523 9,890,496 13,300,742 11,673,483 Notes: The Water Resources Fund increased by 2.57% in FY15 as compared to the FY14 Adopted Budget, mainly due to an increase of $1,764,921 for the transfer to the Water Resources Debt Fund in anticipation of new debt, as well as, an additional $1,000,000 transfer to capital projects in response to our rating agencies.



Additional increases in the amount of $1,623,540 are included for Tampa Bay Water ($249,664), permit renewals for injection wells ($90,000), higher costs associated with chemical Polymer utilized at the water reclamation facilities ($135,402), an increased usage of chemical bleach ($158,411), road materials and supplies ($70,000), water treatment chemicals ($50,000), one-time costs for consulting services provided by Water Company of America for final audit of Billing and Collections records ($285,461), electricity for the incorporation of Lift Station #85 ($285,000), major repairs needed to the Equipment Service Center ($52,665) and internal service charges and salaries ($246,937). Additional reductions in the amount of $1,529,383 are included for the closing of the Albert Whitted Water Reclamation Facility ($859,144), decreased expenses in electricity costs ($122,000), decreased costs covered by a grant awarded for the Sensible Sprinkling Project ($100,000), reimbursed costs for the Community Service Representatives who provide services to other departments ($192,742), elimination of Atlas Sheet updates ($26,000), reduced quantities of leased equipment at the Southwest Water Reclamation Facility ($123,000) and a net decrease to other various expense line items ($106,497). A 4.75% rate increase, as recommended in the FY15 Rate Study, is included to account for increased revenues in the amount of $5,192,597. The adjustment in the FY14 estimated column is the prior year encumbrance.



Water Cost Stabilization (4005) This fund was established in FY98 from the sale of the well fields to Tampa Bay Water in order to build a fund that could be drawn against to help limit rate increases. On April 8, 1999, the City Council approved the annual transfer of interest earnings from this fund to the Water Resources Operating Fund to partially offset the cost of buying water.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 1,749,096 812,093 1,052,000 1,052,000 1,077,658 1,101,000 4.66% Misc Revenue 0 1,651,756 0 0 0 0 0.00% Total Misc Revenues 1,749,096 2,463,849 1,052,000 1,052,000 1,077,658 1,101,000 4.66% Transfer In Stadium Debt Service 63,615 106,457 150,000 140,000 139,797 55,000 (63.33%) Total Transfer In 63,615 106,457 150,000 140,000 139,797 55,000 (63.33%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfers Out Water Resources 1,812,711 1,158,086 1,308,000 1,308,000 1,217,456 1,215,810 (7.05%) Total Transfers Out 1,812,711 1,158,086 1,308,000 1,308,000 1,217,456 1,215,810 (7.05%)


Increase/(Decrease) in Fund Balance 0 1,412,220 (106,000) (116,000) (1) (59,810)


Ending Balance 78,974,979 80,387,199 79,912,947 80,271,199 80,387,198 80,327,388 Notes: The transfer to the Water Resources Operating Fund will decrease by $92,190 from the FY14 Adopted Budget. The loan of $8.996 million to the Stadium Debt Service Fund is scheduled to be re-paid in its entirety in FY 2016. No funds are expended from this reserve and the Water Cost Stabilization Fund receives earnings from this internal loan.



Stormwater Utility Operating (4011) The Stormwater Utility Operating Fund, like all other Enterprise Funds, is used to account for costs that are funded substantially by external [customer] user fees and charges. The fund is required to cover all the expenses of the operation (salaries, benefits, services, commodities, and capital outlay) and allocation of general and administrative costs, payment-in-lieu-of-taxes, as well as any transfers to capital project funds, debt service funds, or return on investment/equity.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 33 0 0 0 0 0 0.00% State Grants 444 0 0 0 0 0 0.00% Total Intergovernmental Revenue 477 0 0 0 0 0 0.00% Charges For Services User Charges 11,744,505 11,555,658 11,769,885 11,769,885 11,492,741 11,769,885 0.00% Other Charges For Services 381,029 357,115 300,000 300,000 321,521 300,000 0.00% Total Charges For Services 12,125,534 11,912,773 12,069,885 12,069,885 11,814,262 12,069,885 0.00% Misc Revenues Interest Earnings 107,788 61,388 62,000 62,000 59,885 68,000 9.68% Sale Of Fixed Assets 11,995 3,419 7,000 7,000 1,176 7,000 0.00% Sale Of Surplus Material 860 6,885 5,000 5,000 5,691 5,000 0.00% Misc Revenue (148,733) (61,907) (36,000) (36,000) 3,873 (36,000) 0.00% Total Misc Revenues (28,090) 9,785 38,000 38,000 70,625 44,000 15.79%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 4,410,701 4,208,363 4,471,294 4,471,294 4,939,518 4,299,886 (3.83%) Services And Commodities 5,136,932 5,135,395 6,131,528 6,149,138 4,878,199 5,763,715 (6.00%) Capital 2,670 0 780 780 0 780 0.00% Transfers Out Stormwater Debt Service 1,058,532 1,054,213 1,055,680 1,055,680 1,055,813 1,056,970 0.12% Stormwater Drainage Capital 800,004 2,799,996 800,000 800,000 800,004 800,000 0.00% Total Transfers Out 1,858,536 3,854,209 1,855,680 1,855,680 1,855,817 1,856,970 0.07%


Increase/(Decrease) in Fund Balance 689,082 (1,275,409) (351,397) (369,007) 211,353 192,534

Beginning Balance 5,893,731 6,293,714 5,105,740 5,017,896 5,017,896 5,246,858 Adjustments (289,099) (409) 0 0 17,609 0

Ending Balance 6,293,714 5,017,896 4,754,343 4,648,889 5,246,858 5,439,392 Notes: The Stormwater Utility Operating Fund budget decreased by 4.32% from the FY14 Adopted Budget. This includes a reduction of $410,000 for FY15 as engineering services related to the Total Maximum Daily Load Project were one-time expenses in FY14. An increase of $5,000 is included to account for new certification and training fees, as well as, an increase of $25,000 for additional expenses associated with the repair and maintenance of crosswalk flashers, school zone flashers, clock replacements and batteries. The fund also includes a decrease to various expense line items, internal service charges and salaries totaling $157,931. Revenues increased $6,000 due to projected increased investment earnings over the FY14 Adopted budget.



Sanitation Operating (4021) The Sanitation Operating Fund, like all other Enterprise Funds, is used to account for costs that are funded substantially by external [customer] user fees and charges. The fund is required to cover all the expenses of the operation (salaries, benefits, services, commodities and capital outlay) and allocation of general and administrative costs, payment-in-lieu-of-taxes, as well as any transfers to capital project funds, debt service funds, or return on investment/equity. The Sanitation Operating Fund supports both Sanitation operations and part of the Codes Compliance Department (Sanitation/Codes Compliance Demolition division) and Neighborhood Affairs Administration (Neighborhood Team).


FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 18,340 0 0 0 0 0 0.00% State Grants 3,057 0 0 0 0 0 0.00% Grants From Other Local Units 189,468 190,470 190,398 190,398 168,228 190,398 0.00% Total Intergovernmental Revenue 210,865 190,470 190,398 190,398 168,228 190,398 0.00% Charges For Services General Government 12,216 315 0 0 875 0 0.00% User Charges 39,179,456 39,669,001 39,406,000 39,406,000 39,851,267 39,406,000 0.00% Other Charges For Services 77 251 0 0 0 0 0.00% Total Charges For Services 39,191,749 39,669,567 39,406,000 39,406,000 39,852,142 39,406,000 0.00% Misc Revenues Interest Earnings 187,499 155,126 158,000 158,000 172,717 202,000 27.85% Special Assessment 478,209 540,769 350,000 350,000 851,204 350,000 0.00% Sale Of Fixed Assets 46,669 53,486 108,000 108,000 197,057 108,000 0.00% Sale Of Surplus Material 328,453 334,662 304,000 304,000 225,494 304,000 0.00% Misc Revenue (123,260) (38,371) (117,000) (117,000) (9,628) (117,000) 0.00% Total Misc Revenues 917,570 1,045,672 803,000 803,000 1,436,844 847,000 5.48% Transfer In General Fund 0 0 0 194,000 194,000 0 0.00% Total Transfer In 0 0 0 194,000 194,000 0 0.00%

Total Revenue Summary 40,320,184 40,905,709 40,399,398 40,593,398 41,651,214 40,443,398 0.11% Appropriations FY 2012

Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 13,094,154 13,063,248 13,919,724 13,919,724 13,636,541 15,070,307 8.27% Services And Commodities 24,076,112 24,027,308 23,814,976 24,316,967 24,611,513 23,780,009 (0.15%) Capital 12,081 0 0 0 14,000 0 0.00% Transfers Out General Fund 455,076 455,076 455,076 455,076 455,076 380,076 (16.48%) Sanitation Equipment Replacement 2,000,004 4,500,000 4,500,000 4,500,000 4,500,000 2,700,000 (40.00%) Total Transfers Out 2,455,080 4,955,076 4,955,076 4,955,076 4,955,076 3,080,076 (37.84%)


Increase/(Decrease) in Fund Balance 682,757 (1,139,923) (2,290,378) (2,598,369) (1,565,916) (1,486,994)

Beginning Balance 11,596,566 12,622,726 11,605,091 11,740,779 11,740,779 10,293,854 Adjustments 343,403 257,976 0 0 118,991 0

Ending Balance 12,622,726 11,740,779 9,314,713 9,142,410 10,293,854 8,806,860 Notes: In FY15, the Sanitation Operating Fund budget decreased by 1.78% as compared to the FY14 Adopted Budget. This decrease is mainly due to a reduction of $1.8 million in the transfer to the Sanitation Replacement Fund This budget includes increases to various line items totaling $356,500. Adjustments include increases in consulting ($130,000) for fees needed to address patches and fixes for SunGard software, fuel for compressed natural gas trucks ($160,000) and other miscellaneous line items ($66,500). Benefits and internal service charges increased by $764,956 from the FY14 Adopted budget. Additional reductions to other various line items total $80,840. Funding for the N-Team was partially offset by a reduction in the return on investment for FY15.



Sanitation Equipment Replacement (4027) This fund was established to provide a funded reserve for the replacement of Sanitation equipment including residential, commercial, and brush vehicles and receptacles. It also funds any capital projects related to Sanitation facilities.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue State Grants 0 0 0 0 112,294 0 0.00% Total Intergovernmental Revenue 0 0 0 0 112,294 0 0.00% Misc Revenues Interest Earnings 61,112 101,068 85,000 85,000 136,156 143,000 68.24% Total Misc Revenues 61,112 101,068 85,000 85,000 136,156 143,000 68.24% Transfer In Sanitation Operating 2,000,004 4,500,000 4,500,000 4,500,000 4,500,000 2,700,000 (40.00%) Total Transfer In 2,000,004 4,500,000 4,500,000 4,500,000 4,500,000 2,700,000 (40.00%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 0 3,740 0 0 0 0 0.00% Services And Commodities 365,478 662,218 718,100 752,012 1,009,401 824,600 14.83% Capital 614,926 3,146,750 1,873,400 5,569,731 4,707,935 1,893,200 1.06%

Total Appropriations 980,404 3,812,708 2,591,500 6,321,743 5,717,336 2,717,800 4.87%

Increase/(Decrease) in Fund Balance 1,080,712 788,360 1,993,500 (1,736,743) (968,886) 125,200

Beginning Balance 6,353,349 7,526,775 7,476,926 8,620,239 8,620,239 10,565,496 Adjustments 92,714 305,104 0 0 2,914,143 0

Ending Balance 7,526,775 8,620,239 9,470,426 6,883,496 10,565,496 10,690,696 Notes: The FY15 Sanitation Equipment Replacement Fund Budget includes the purchase of various pieces of equipment and capital totaling $2,360,800. Planned purchases include the acquisition of vehicles ($1,818,600), additional solid waste containers ($300,000), a Compressed Natural Gas (CNG) fueling station ($117,600), as well as other pieces of equipment ($124,600). When compared to the total amount of equipment and capital budgeted in FY14, the FY15 budgeted amount is $126,300 more.



Airport Operating (4031) The Airport Operating Fund, like all other Enterprise Funds, is used to account for costs that are funded substantially by external (non-city department) user fees and charges. The fund is required to cover all expenses of the operation (salaries, benefits, services, commodities, and capital outlay) and allocation of general and administrative costs, as well as any transfers to capital project funds, debt service funds, or return on investment/equity.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Transportation Charges 992,068 985,266 1,077,600 1,077,600 1,152,543 1,113,800 3.36% Other Charges For Services 0 1,641 0 0 179 0 0.00% Total Charges For Services 992,068 986,907 1,077,600 1,077,600 1,152,722 1,113,800 3.36% Misc Revenues Interest Earnings 23 419 1,000 1,000 582 0 (100.00%) Misc Revenue (2,662) (108,797) 0 0 (145) 0 0.00% Total Misc Revenues (2,639) (108,378) 1,000 1,000 437 0 (100.00%) Transfer In General Fund 0 63,000 0 0 0 0 0.00% Total Transfer In 0 63,000 0 0 0 0 0.00%

Total Revenue Summary 989,429 941,529 1,078,600 1,078,600 1,153,159 1,113,800 3.26%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 346,546 367,554 401,403 401,403 387,369 382,653 (4.67%) Services And Commodities 579,873 629,902 635,127 646,298 631,275 484,928 (23.65%) Capital 27 0 0 0 28,782 0 0.00% Transfers Out General Fund 50,004 0 0 70,210 70,210 220,400 0.00% Airport Capital Projects 0 79,996 34,000 44,000 44,000 0 (100.00%) Total Transfers Out 50,004 79,996 34,000 114,210 114,210 220,400 548.24%

Total Appropriations 976,450 1,077,452 1,070,530 1,161,911 1,161,636 1,087,981 1.63%

Increase/(Decrease) in Fund Balance 12,979 (135,923) 8,070 (83,311) (8,477) 25,819

Beginning Balance 122,040 136,843 2,844 10,026 10,026 18,930 Adjustments 1,824 9,106 0 0 17,381 0

Ending Balance 136,843 10,026 10,914 (73,285) 18,930 44,749 Notes: For FY09 and FY10, advances from the General Fund totaling $823,679 were needed to assist the Airport in funding its operations. Because the Airport is an enterprise fund, the advances from the General Fund are considered a loan and are intended to be repaid from future Airport revenues. Accordingly in FY11, the Airport began repaying the loan from the General Fund at a rate of $50,000 per year. Additionally, the remaining Airport debt, totaling $1,582,493, was paid in FY09. Part of this debt payment, $1,009,594, was provided by the Economic Stability Fund (General Fund) and will be repaid to that fund from future earnings of the Airport. In summary, the total amount owed by the Airport to the General Fund is $1,833,273 ($823,679 operating subsidy plus $1,009,594 debt payment). After payments made in FY11, FY12, and FY14, the outstanding balance due to the General Fund from the Airport is $1,663,063. In FY15, a debt repayment of $220,400 is budgeted. Revenue will increase 6.91% because of an increased number of tie downs and a 3% rent increase for the Albert Whitted waste water treatment plant. The overhead allocations from the Downtown Enterprises Facilities Administration were revised which resulted in decreased expenses for salaries and benefits. The adjustment in the FY14 estimated column is the prior year encumbrance.



Marina Operating (4041) The Marina Operating Fund, like all other Enterprise Funds, is used to account for costs that are funded substantially by external (non-city department) user fees and charges. The fund is required to cover all expenses of the operation (salaries, benefits, services, commodities, and capital outlay) and allocation of general and administrative costs and payment-in-lieu-of-taxes, as well as, any transfers to capital project funds, debt service funds, or return on investment/equity.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 11,181 0 0 0 0 0 0.00% State Grants 1,864 0 0 0 0 0 0.00% Total Intergovernmental Revenue 13,045 0 0 0 0 0 0.00% Charges For Services Culture And Recreation Charges 3,417,939 3,453,205 3,536,707 3,536,707 3,767,284 3,569,707 0.93% Other Charges For Services 0 2,069 0 0 0 0 0.00% Total Charges For Services 3,417,939 3,455,274 3,536,707 3,536,707 3,767,284 3,569,707 0.93% Fines And Forfeitures Traffic And Parking 0 100 0 0 80 0 0.00% Total Fines And Forfeitures 0 100 0 0 80 0 0.00% Misc Revenues Interest Earnings 21 2,796 2,000 2,000 4,445 3,000 50.00% Contributions And Donations 20,000 300 0 0 0 0 0.00% Misc Revenue (63,730) (21,460) 1,500 1,500 (13,079) 1,500 0.00% Total Misc Revenues (43,709) (18,364) 3,500 3,500 (8,634) 4,500 28.57% Internal Charges Other Charges 250 76 0 0 (1) 0 0.00% Total Internal Charges 250 76 0 0 (1) 0 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 960,868 965,185 1,035,395 1,035,395 979,347 1,025,982 (0.91%) Services And Commodities 1,454,633 1,448,305 1,417,287 1,473,474 1,546,815 1,438,861 1.52% Debt 671,737 674,460 674,471 674,471 671,426 673,881 (0.09%) Transfers Out General Fund 309,996 310,000 310,000 310,000 309,996 310,000 0.00% Marina Capital Improvement 75,000 0 75,000 75,000 75,000 80,000 6.67% Total Transfers Out 384,996 310,000 385,000 385,000 384,996 390,000 1.30%


Increase/(Decrease) in Fund Balance (84,709) 39,136 28,054 (28,133) 176,145 45,483

Beginning Balance 91,848 24,737 88,155 109,368 109,368 341,700 Adjustments 17,598 45,495 0 0 56,187 0

Ending Balance 24,737 109,368 116,209 81,235 341,700 387,183 Notes: The Marina has a vacancy rate of approximately 9%, so an increase for slip rentals is not budgeted in FY15. There has been no increase since FY 2009. The debt service payment associated with the construction of the fifth pier and the renovations at the Marina is $673,881 in FY15. This debt will be paid off in 2022.



Golf Course Operating (4061) The Golf Courses Operating Fund, like all other Enterprise Funds, is used to account for costs that are funded substantially by external (non-city department) user fees and charges. The fund is required to cover all expenses of the operation (salaries, benefits, services, commodities, and capital outlay), allocation of general and administrative costs, and payment-in-lieu-of-taxes, as well as any transfers to capital project funds, debt service funds, or return on investment/equity.


FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 1,307 0 0 0 0 0 0.00% State Grants 218 0 0 0 0 0 0.00% Total Intergovernmental Revenue 1,525 0 0 0 0 0 0.00% Charges For Services Culture And Recreation Charges 3,662,033 3,533,208 3,759,230 3,759,230 3,426,149 3,617,020 (3.78%) Other Charges For Services 2,823 4,345 0 0 1,915 0 0.00% Total Charges For Services 3,664,856 3,537,553 3,759,230 3,759,230 3,428,064 3,617,020 (3.78%) Misc Revenues Interest Earnings 78 2,925 2,000 2,000 697 1,000 (50.00%) Contributions And Donations 1,450 2,201 0 0 65,000 0 0.00% Misc Revenue (333) 0 0 0 0 0 0.00% Total Misc Revenues 1,195 5,126 2,000 2,000 65,697 1,000 (50.00%) Transfer In General Fund 27,000 120,000 0 166,000 166,000 0 0.00% Total Transfer In 27,000 120,000 0 166,000 166,000 0 0.00% Internal Charges Other Charges (1,366) 109 0 0 (193) 0 0.00% Total Internal Charges (1,366) 109 0 0 (193) 0 0.00%

Total Revenue Summary 3,693,210 3,662,788 3,761,230 3,927,230 3,659,568 3,618,020 (3.81%) Appropriations FY 2012

Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 2,170,582 2,109,308 2,195,456 2,195,456 2,127,016 2,072,702 (5.59%) Services And Commodities 1,528,319 1,444,081 1,534,789 1,549,193 1,552,705 1,441,329 (6.09%) Capital 81,215 64,832 0 0 65,000 35,000 0.00% Debt 49,420 49,420 49,500 49,500 49,420 49,500 0.00%


Increase/(Decrease) in Fund Balance (136,326) (4,853) (18,515) 133,081 (134,573) 19,489 Beginning Balance 134,202 5,877 20,915 131,625 131,625 1,855

Adjustments 8,001 130,601 0 0 4,803 0 Ending Balance 5,877 131,625 2,400 264,706 1,855 21,344

Notes: In FY15, the Golf Courses Department's budget decreased by 4.79% from the FY14 Adopted budget. This net decrease includes: a reduction of $142,783 due to the closure of Twin Brooks Golf Course for renovation May, 2015- September, 2015, an enhancement of $35,000 for the replacement of outdated turf equipment and fencing that has surpassed its useful life, a reduction of $40,090 for the replacement of batteries for the Mangrove Bay golf cart fleet that was a one-time expense in FY14, and a decrease of $33,341 for various expected expenses, internal service charges, salaries and benefits. During FY14, three vacant part-time positions were added back into the Golf Courses Department, a full-time Administrative Secretary was replaced with a part-time position and a full-time Golf Course Supervisor I position was eliminated. The anticipated revenue loss as a result of the Twin Brooks Golf Course renovation is $126,000 for FY15, as well as a decrease of $17,000 in revenue based on golf market trends. No rate change is being requested for FY15. From FY12 through FY14, advances from the General Fund totaling $313,000 were needed to assist the Golf Course Operating Fund in funding its operations. Because the Golf Course Operating Fund is an enterprise fund, the advances from the General Fund are considered a loan and are intended to be repaid from future Golf revenues. The adjustment in the FY14 estimated column is the prior year encumbrance.



Jamestown Complex (4081) This fund was established to provide accounting for the Jamestown Housing Complex which provides affordable apartment units to low- and moderate-income earning families.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Housing Services 434,600 481,564 587,437 587,437 506,888 515,157 (12.30%) Total Charges For Services 434,600 481,564 587,437 587,437 506,888 515,157 (12.30%) Misc Revenues Interest Earnings 18 0 0 0 0 0 0.00% Rents And Royalties 1,312 1,637 1,400 1,400 1,878 1,400 0.00% Misc Revenue (43,463) (21,740) 0 0 (22,799) 0 0.00% Total Misc Revenues (42,133) (20,103) 1,400 1,400 (20,921) 1,400 0.00% Transfer In General Fund 188,000 175,000 0 123,000 123,000 60,000 0.00% Total Transfer In 188,000 175,000 0 123,000 123,000 60,000 0.00% Internal Charges Other Charges 0 10 0 0 0 0 0.00% Total Internal Charges 0 10 0 0 0 0 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 269,978 281,246 294,165 319,165 291,312 319,135 8.49% Services And Commodities 421,363 367,345 294,411 323,849 318,124 257,452 (12.55%) Capital 0 5,724 0 0 5,476 0 0.00%


Increase/(Decrease) in Fund Balance (110,874) (17,844) 261 68,823 (5,945) (30)

Beginning Balance 111,228 20,641 315 27,647 27,647 27,540 Adjustments 20,287 24,850 0 0 5,838 0

Ending Balance 20,641 27,647 576 96,470 27,540 27,510 Notes: Jamestown received $70,000 from the General Fund in FY10, $175,000 in FY13, and an estimated $123,000 in FY14. The balance due to the General Fund at the end of FY14 is estimated to be $368,000. The FY15 budget is 2.04% lower than the FY14 Adopted Budget because the payment-in-lieu-of-taxes as well as the general and administrative costs were removed from the budget to be consistent with other subsidized funds.



Port Operating (4091) The Port Operating Fund is used to account for costs that are funded substantially by external (non-city department) user fees and charges at the port.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 1,652 0 0 0 0 0 0.00% State Grants 275 0 0 0 0 0 0.00% Total Intergovernmental Revenue 1,927 0 0 0 0 0 0.00% Charges For Services Transportation Charges 110,144 57,875 129,800 129,800 105,162 131,599 1.39% Total Charges For Services 110,144 57,875 129,800 129,800 105,162 131,599 1.39% Misc Revenues Interest Earnings 0 0 453 453 0 0 (100.00%) Misc Revenue (45,188) 0 3,273 3,273 0 1,500 (54.17%) Total Misc Revenues (45,188) 0 3,726 3,726 0 1,500 (59.74%) Transfer In General Fund 361,000 277,500 262,500 269,170 269,170 222,500 (15.24%) Total Transfer In 361,000 277,500 262,500 269,170 269,170 222,500 (15.24%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 309,142 258,585 288,872 288,872 214,109 252,744 (12.51%) Services And Commodities 116,429 81,925 108,358 94,964 153,832 103,236 (4.73%)


Increase/(Decrease) in Fund Balance 2,312 (5,135) (1,204) 18,860 6,391 (381)

Beginning Balance 5,764 7,586 9,032 4,521 4,521 10,912 Adjustments (490) 2,070 0 0 0 0

Ending Balance 7,586 4,521 7,828 23,381 10,912 10,531 Notes: This facility is subsidized by the General Fund. The subsidy in FY15 is projected to decrease $40,000 for a total subsidy of $222,500. The FY15 budget is 10.38% lower than the FY14 Adopted Budget because of reduced overhead allocations from the Downtown Enterprises Facilities Administration.



Fleet Management (5001) This fund is an Internal Service Fund that accounts for all fleet services. The primary users are the Police, Fire, Parks, Stormwater, Sanitation, and Water Resources departments.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 59,799 42,034 37,432 37,432 52,935 98,000 161.81% Sale Of Fixed Assets 0 0 12,000 12,000 0 12,000 0.00% Sale Of Surplus Material 22,027 18,805 15,000 15,000 19,870 21,500 43.33% Misc Revenue (633) 8,584 0 0 1,896 0 0.00% Total Misc Revenues 81,193 69,423 64,432 64,432 74,701 131,500 104.09% Internal Charges Department Charges 17,218,938 16,579,481 17,776,048 17,776,048 16,287,232 16,668,095 (6.23%) Total Internal Charges 17,218,938 16,579,481 17,776,048 17,776,048 16,287,232 16,668,095 (6.23%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 4,619,291 4,472,076 4,852,223 4,852,223 4,544,200 4,672,973 (3.69%) Services And Commodities 12,468,715 12,296,115 12,631,458 13,630,555 11,935,818 11,972,962 (5.21%) Capital 47,090 0 0 0 0 0 0.00% Transfers Out General Capital Improvements 0 0 0 0 0 800,000 0.00% Total Transfers Out 0 0 0 0 0 800,000 0.00%


Increase/(Decrease) in Fund Balance 165,035 (119,287) 356,799 (642,298) (118,085) (646,340)


Ending Balance 2,508,380 2,060,595 2,503,803 1,418,297 2,941,607 2,295,267 Notes: In FY15, the Fleet Management Fund budget decreased by 0.22% as compared to the FY14 Adopted Budget. The majority of this decrease is attributable to a reduction in fuel ($610,000) and other miscellaneous line items ($252,746) for a total of $862,746. This budget includes increases totaling $825,000. This includes a transfer out to the General Capital Improvements Fund ($800,000) for upgrades to the fuel system and wash rack, as well as, an increase in the contract services line item which corresponds to anticipated actual expense ($25,000) in FY15. Revenue was reduced $749,818 due to an anticipated reduction in fuel prices. In addition, a reduction is included in the department's repair and maintenance charge to departments ($172,134) for a total revenue reduction of $921,952. The adjustment in the FY14 estimated column is the prior year encumbrance.



Equipment Replacement (5002) The Equipment Replacement Fund is an Internal Service Fund that accounts for the normal replacement of city vehicles and related equipment that is used by city departments. The primary users are the Police, Fire, Parks, Stormwater, Sanitation, and Water Resources departments.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 190,342 153,212 165,000 165,000 217,764 243,000 47.27% Sale Of Fixed Assets 369,656 1,377,090 0 0 763,222 0 0.00% Sale Of Surplus Material 0 91 0 0 0 0 0.00% Misc Revenue 22,605 215,193 0 0 0 0 0.00% Total Misc Revenues 582,603 1,745,586 165,000 165,000 980,986 243,000 47.27% Transfer In General Capital Improvements 0 240,898 0 0 0 0 0.00% Total Transfer In 0 240,898 0 0 0 0 0.00% Internal Charges Department Charges 3,200,735 4,529,608 5,250,794 5,250,794 4,717,231 6,314,086 20.25% Total Internal Charges 3,200,735 4,529,608 5,250,794 5,250,794 4,717,231 6,314,086 20.25%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 13,692 169,296 169,700 169,700 169,704 169,700 0.00% Services And Commodities 158,108 32,840 2,858 2,858 38,098 36,399 1173.58% Capital 10,673,938 9,027,537 8,063,500 13,729,373 12,345,000 8,033,000 (0.38%) Transfers Out Technology & Infrastructure Fund 49,800 0 0 0 0 0 0.00% Total Transfers Out 49,800 0 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance (7,112,200) (2,713,581) (2,820,264) (8,486,137) (6,854,585) (1,682,013)

Beginning Balance 17,845,218 14,332,099 10,928,379 12,230,950 12,230,950 10,487,238 Adjustments 3,599,081 612,432 0 0 5,110,873 0

Ending Balance 14,332,099 12,230,950 8,108,115 3,744,813 10,487,238 8,805,225 Notes: The Equipment Replacement Fund reflects city-wide vehicle and equipment replacement requirements in FY15 ($8,239,099) which is an increase of $3,041 from the FY14 Adopted Budget. There is a revenue increase in charges to departments ($1,082,930) as compared to the FY14 Adopted Budget which reflects the first of a five year effort to restore the Equipment Replacement fund balance. The adjustment in the FY14 estimated column is the prior year encumbrance.



Municipal Office Buildings (5005) This is an Internal Service Fund used to account for rents charged to city departments in City Hall, the City Annex, and the Municipal Services Center (MSC) to cover the cost of maintenance, repairs, and security for these facilities. The primary users include General Government, Community Development and Neighborhood Affairs agencies.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Public Safety 50 0 0 0 0 0 0.00% Total Charges For Services 50 0 0 0 0 0 0.00% Misc Revenues Interest Earnings 22,833 26,732 28,000 28,000 39,736 40,000 42.86% Rents And Royalties 2,684,652 2,685,768 2,685,756 2,685,756 2,685,768 2,806,812 4.51% Misc Revenue (2,490) 24,889 0 0 60 0 0.00% Total Misc Revenues 2,704,995 2,737,389 2,713,756 2,713,756 2,725,564 2,846,812 4.90% Transfer In General Capital Improvements 0 0 0 100,000 0 0 0.00% Total Transfer In 0 0 0 100,000 0 0 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,024,396 1,009,353 1,025,558 1,025,558 1,014,308 945,628 (7.79%) Services And Commodities 1,321,254 1,196,183 1,320,446 1,372,042 1,249,310 1,331,141 0.81% Transfers Out General Capital Improvements 0 0 0 300,000 300,000 400,000 0.00% Total Transfers Out 0 0 0 300,000 300,000 400,000 0.00%




Ending Balance 1,971,305 2,462,033 2,758,244 2,578,189 2,655,575 2,825,618 Notes: In FY15, a rent increase of 5% is proposed. This is the first rent increase since 2007 and is needed to address critical facility maintenance issues.



Information & Communication Services (5011) The Information & Communication Services (ICS) Fund is an Internal Service Fund that accounts for the technical infrastructure and an employee base which assists city departments in determining and implementing their information/communication requirements. All city agencies are users of ICS' services and equipment.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Transportation Charges 0 0 0 0 0 0 0.00% Other Charges For Services 653 688 0 0 404 0 0.00% Total Charges For Services 653 688 0 0 404 0 0.00% Misc Revenues Interest Earnings 1,023 23,529 17,896 17,896 37,947 45,016 151.54% Misc Revenue 23,144 25 0 0 7 0 0.00% Total Misc Revenues 24,167 23,554 17,896 17,896 37,954 45,016 151.54% Internal Charges Department Charges 9,952,737 10,488,153 10,059,740 10,059,740 10,273,247 9,989,605 (0.70%) Total Internal Charges 9,952,737 10,488,153 10,059,740 10,059,740 10,273,247 9,989,605 (0.70%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 5,675,902 5,848,967 6,188,426 6,188,426 6,084,516 6,264,884 1.24% Services And Commodities 4,330,403 3,643,299 3,882,449 4,297,035 4,016,636 4,030,310 3.81% Capital 99,410 101,184 190,000 220,000 118,662 184,900 (2.68%) Transfers Out General Fund 200,004 99,996 0 0 0 0 0.00% Total Transfers Out 200,004 99,996 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance (328,162) 818,949 (183,239) (627,825) 91,791 (445,473)


Ending Balance 1,699,161 2,772,393 1,892,922 2,144,568 3,023,005 2,577,532 Notes: In FY15, the ICS Department's budget increased from the FY14 Adopted Budget by 2.14% due to maintenance for computer systems ($32,584), external maintenance ($14,940) and licenses for Polaris reports ($25,101), software migration from Autodesk to ESRI ($10,000) and miscellaneous line items ($62,480). This budget also includes $184,900 in operating capital requests for equipment like ESX Server Farm Ram Upgrades, software, the US Computing routing solution used for Sanitation and field services truck routing. Reductions totaling $22,348 include decreases in Verizon Wireless and T-Mobile accounts ($7,700), maintenance on Webrand and month-by-month payments on Munsys ($9,801). Other miscellaneous line items were also reduced in FY15 and total $4,847. Salary and benefits and internal service charges decreased $88,438 from the FY14 Adopted budget.



Technology & Infrastructure Fund (5019) The Technology and Infrastructure Fund is an Internal Service Fund that was established in FY 2010 to centrally locate all technology/infrastructure resources. The fund balances of the former PC and Radio Replacement Funds, and the amount above the target fund balance of the ICS Fund were transferred here. In addition, reserves for television equipment contributed by the Marketing and Communications Department were transferred to this fund from the Equipment Replacement Fund.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 115,954 90,976 85,000 85,000 96,289 104,000 22.35% Misc Revenue 490,323 0 0 0 0 0 0.00% Total Misc Revenues 606,277 90,976 85,000 85,000 96,289 104,000 22.35% Transfer In General Fund 38,400 0 0 0 0 0 0.00% Emergency Medical Services 20,600 0 0 0 0 0 0.00% Equipment Replacement 49,800 0 0 0 0 0 0.00% Total Transfer In 108,800 0 0 0 0 0 0.00% Internal Charges Department Charges 777,796 978,072 1,039,061 1,039,061 1,033,164 1,014,419 (2.37%) Total Internal Charges 777,796 978,072 1,039,061 1,039,061 1,033,164 1,014,419 (2.37%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 14,004 14,004 14,000 14,000 14,004 14,000 0.00% Services And Commodities 410,483 481,875 0 2,247,768 1,637,161 107,860 0.00% Capital 1,153,957 478,755 1,021,300 1,327,039 412,777 3,506,184 243.31% Transfers Out General Fund 270,000 26,388 0 0 0 0 0.00% General Capital Improvements 0 1,020,000 0 0 0 0 0.00% Total Transfers Out 270,000 1,046,388 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance (355,571) (951,974) 88,761 (2,464,746) (934,489) (2,509,625)


Ending Balance 7,979,265 7,137,753 5,304,026 4,673,007 6,223,993 3,714,368 Notes: The Technology & Infrastructure Fund budget includes increases totaling $2,592,744. Increases include equipment such as thin clients, edge-switch refresh and servers, and television equipment ($2,096,222), radios ($77,000) and software ($419,522). Equipment budgeted in FY15 increased $367,662 while the software budget decreased $55,000 resulting in a net increase of $312,662 from the FY14 Adopted Budget. The revenue change is due to reductions in charges to departments of $24,642, which is partially offset by an increase in projected interest earnings of $19,000. The city has initiated a Virtual Desktop PC program that requires each virtual machine to have its own XP Professional license loaded. These VECD (virtual enterprise centralized desktop) licenses are $100 per year, per machine and are a recurring costs. By virtualizing desktop PCs, the city benefits by reducing the number of PC replacements for each year the equipment is in use.



Supply Management (5031) The Materials Management Fund is an Internal Service Fund that accounts for the storage and handling of identified materials for distribution to user agencies. The primary users of the Consolidated Warehouse are Parks, Water Resources, and Stormwater, Pavement & Traffic Operations.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Culture And Recreation Charges 0 308 0 0 473 0 0.00% Total Charges For Services 0 308 0 0 473 0 0.00% Fines And Forfeitures Violation Of Local Ordinances 0 0 0 0 (130) 0 0.00% Total Fines And Forfeitures 0 0 0 0 (130) 0 0.00% Misc Revenues Interest Earnings 132 5,287 5,000 5,000 7,078 7,000 40.00% Sale Of Fixed Assets (48,703) 18,362 15,000 15,000 28,029 15,000 0.00% Sale Of Surplus Material 266 1,045 0 0 0 0 0.00% Misc Revenue 0 38 0 0 0 0 0.00% Total Misc Revenues (48,305) 24,732 20,000 20,000 35,107 22,000 10.00% Internal Charges Department Charges 539,803 559,112 510,000 510,000 588,414 510,000 0.00% Total Internal Charges 539,803 559,112 510,000 510,000 588,414 510,000 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 390,784 371,751 421,200 421,200 337,084 351,766 (16.48%) Services And Commodities 105,466 91,272 96,428 98,283 102,351 85,926 (10.89%) Capital 0 0 0 0 10,300 0 0.00%


Increase/(Decrease) in Fund Balance (4,752) 121,129 12,372 10,517 174,129 94,308

Beginning Balance 40,969 126,401 169,433 206,465 206,465 382,449 Adjustments 90,184 (41,065) 0 0 1,855 0

Ending Balance 126,401 206,465 181,805 216,982 382,449 476,757 Notes: The overhead rate charged to user departments for supplies is reduced from 15% in FY14 to 14% in FY15.



Health Insurance (5121) This fund is an Internal Service Fund that accounts for health and dental insurance costs for current and retired city employees.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 258,527 193,318 201,000 201,000 240,803 246,000 22.39% Insurance Premiums 32,831,802 36,713,974 42,338,856 42,338,856 38,859,901 42,118,945 (0.52%) Misc Revenue 862,867 334,312 225,000 225,000 308,359 2,283,645 914.95% Total Misc Revenues 33,953,196 37,241,604 42,764,856 42,764,856 39,409,063 44,648,590 4.40%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 308,209 325,696 333,867 333,867 386,678 369,628 10.71% Services And Commodities 35,880,524 36,704,186 42,385,357 42,410,278 41,152,917 43,694,774 3.09%


Increase/(Decrease) in Fund Balance (2,235,537) 211,722 45,632 20,711 (2,130,532) 584,188

Beginning Balance 18,503,632 16,269,050 17,761,103 16,480,771 16,480,771 14,375,160 Adjustments 955 (1) 0 0 24,921 0

Ending Balance 16,269,050 16,480,771 17,806,735 16,501,482 14,375,160 14,959,348 Notes: FY15 changes are based on the anticipated number of employees and retirees enrolling in the medical plans offered and to account for the increase in total health plan costs as estimated by the plan actuary. Total FY15 budgeted expenses increased by 3.15% as compared to the FY14 Adopted Budget.



Life Insurance (5123) This is an Internal Service Fund that accounts for life and disability insurance costs for current and retired city employees.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 31 618 1,000 1,000 72 0 (100.00%) Insurance Premiums 730,696 726,100 790,485 790,485 796,147 901,918 14.10% Misc Revenue 0 0 25,000 25,000 0 0 (100.00%) Total Misc Revenues 730,727 726,718 816,485 816,485 796,219 901,918 10.46%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change



Increase/(Decrease) in Fund Balance (61,270) (63,854) 4,769 2,919 (16,543) 56,715

Beginning Balance 148,042 86,772 76,666 22,918 22,918 6,375 Adjustments 0 0 0 0 0 0

Ending Balance 86,772 22,918 81,435 25,837 6,375 63,090 Notes: FY15 changes are based on changes in overall enrollment and levels of coverage which increased by $33,487 over the FY14 Adopted Budget. FY15 budgeted expenses increased by 4.13% over the FY14 Adopted Budget.



General Liabilities Claims (5125) The General Liabilities Claims Fund is an Internal Service Fund that accounts for the cost of self-insuring and self-administrating city claims.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services General Government 8,950 6,553 0 0 19,291 5,500 0.00% Total Charges For Services 8,950 6,553 0 0 19,291 5,500 0.00% Misc Revenues Interest Earnings 176,766 28,622 63,996 63,996 88,120 85,000 32.82% Sale Of Fixed Assets 0 50 0 0 0 0 0.00% Insurance Premiums 1,796,940 2,015,988 2,009,004 2,009,004 2,009,004 2,060,244 2.55% Misc Revenue (64,526) 262,311 0 0 1,644 0 0.00% Total Misc Revenues 1,909,180 2,306,971 2,073,000 2,073,000 2,098,768 2,145,244 3.48%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 444,411 355,275 350,517 350,517 380,747 372,771 6.35% Services And Commodities 1,209,214 530,063 1,721,840 1,721,840 754,526 1,704,770 (0.99%)

Total Appropriations 1,653,625 885,338 2,072,357 2,072,357 1,135,273 2,077,541 0.25%

Increase/(Decrease) in Fund Balance 264,505 1,428,186 643 643 982,786 73,203

Beginning Balance 3,343,113 3,992,052 4,827,125 5,184,238 5,184,238 6,167,024 Adjustments 384,434 (236,000) 0 0 0 0

Ending Balance 3,992,052 5,184,238 4,827,768 5,184,881 6,167,024 6,240,227 Notes: In FY15, an expense increase is included to account for changes in Liability Claims costs in the amount of $5,184 or 0.25% over the FY14 Adopted Budget. Adjustments to revenues also increased 3.75% in response to increased interest earnings, as well as, insurance premiums anticipated in the fund over the FY14 Adopted Budget.



Commercial Insurance (5127) This is an Internal Service Fund that accounts for the cost of commercial insurance for the city.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 16,365 28,113 41,000 41,000 35,625 37,000 (9.76%) Insurance Premiums 4,836,456 4,852,290 4,909,752 4,909,752 4,913,105 4,935,924 0.53% Misc Revenue 10,292 41,088 0 0 10,157 0 0.00% Total Misc Revenues 4,863,113 4,921,491 4,950,752 4,950,752 4,958,887 4,972,924 0.45%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change



Increase/(Decrease) in Fund Balance 392,825 289,681 107,172 107,172 170,037 (67,847)

Beginning Balance 3,288,978 3,540,906 3,629,715 3,651,810 3,651,810 3,821,847 Adjustments (140,897) (178,777) 0 0 0 0

Ending Balance 3,540,906 3,651,810 3,736,887 3,758,982 3,821,847 3,754,000 Notes: The Commercial Insurance Fund includes an expense increase in the amount of $197,191 in response to the changes in property valuations; adjustments to revenue is in response to the changes in decreased interest earnings, as well as, increased insurance premiums anticipated in the fund. The total FY15 budget increased 4.07% over the FY14 Adopted Budget.



Workers' Compensation (5129) The Workers' Compensation Fund is an Internal Service Fund that accounts for the cost of self-insuring the city for the cost of work-related injuries.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services Other Charges For Services 64,407 125,288 0 0 67,787 10,000 0.00% Total Charges For Services 64,407 125,288 0 0 67,787 10,000 0.00% Misc Revenues Interest Earnings 306,529 262,254 261,000 261,000 301,833 332,568 27.42% Insurance Premiums 7,077,384 7,020,276 6,735,514 6,735,514 6,730,164 9,824,397 45.86% Misc Revenue 45,401 268,098 6,000 6,000 111,772 6,000 0.00% Total Misc Revenues 7,429,314 7,550,628 7,002,514 7,002,514 7,143,769 10,162,965 45.13%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change



Increase/(Decrease) in Fund Balance 901,064 (95,017) 2,612 (1,004,388) (795,017) (29,132)

Beginning Balance 15,537,915 18,075,499 18,876,070 18,279,483 18,279,483 17,484,466 Adjustments 1,636,520 299,001 0 0 0 0

Ending Balance 18,075,499 18,279,483 18,878,682 17,275,095 17,484,466 17,455,334 Notes: An increase over the FY14 Adopted Budget in the amount of $3,202,195 is included to account for the anticipated changes in the projected Workers' Compensation claims in FY15. FY15 budgeted expenses increased by 45.75% as compared to the FY14 Adopted Budget.



Billing & Collections (5201) The Billing & Collections Fund is an Internal Service Fund that accounts for the cost of providing billing and customer services to the city enterprise operations which provide water, wastewater, reclaimed water, stormwater management, refuse collection, and disposal services. It also accounts for the collection of all revenue for the city, including utility charges, special assessments, business taxes, property taxes, past due accounts, and other revenue due to the city.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Charges For Services General Government 179,055 379,353 405,000 404,900 454,425 380,000 (6.17%) Other Charges For Services 0 392,447 0 0 455,376 325,000 0.00% Total Charges For Services 179,055 771,800 405,000 404,900 909,801 705,000 74.07% Fines And Forfeitures Violation Of Local Ordinances 1,126,196 1,164,853 1,470,000 1,470,000 1,160,735 1,145,000 (22.11%) Total Fines And Forfeitures 1,126,196 1,164,853 1,470,000 1,470,000 1,160,735 1,145,000 (22.11%) Misc Revenues Interest Earnings 104,945 129,900 138,000 138,000 188,747 197,000 42.75% Contributions And Donations 0 0 0 20,000 20,000 0 0.00% Misc Revenue (80,379) 25,576 (119,000) (119,000) (54,233) (129,000) 8.40% Total Misc Revenues 24,566 155,476 19,000 39,000 154,514 68,000 257.89% Internal Charges Other Charges 7,075,457 6,931,281 6,605,742 6,605,742 6,882,682 6,837,580 3.51% Total Internal Charges 7,075,457 6,931,281 6,605,742 6,605,742 6,882,682 6,837,580 3.51%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 5,246,365 5,320,231 5,677,844 5,678,240 5,535,048 5,674,366 (0.06%) Services And Commodities 2,869,830 2,801,494 3,078,144 3,073,951 2,919,153 2,972,198 (3.44%) Capital 2,298 0 0 0 2,695 0 0.00% Grants And Aid 0 0 0 20,000 3,643 0 0.00%


Increase/(Decrease) in Fund Balance 286,781 901,685 (256,246) (252,549) 647,193 109,016

Beginning Balance 1,363,070 1,535,973 2,582,806 2,460,131 2,460,131 3,107,324 Adjustments (113,878) 22,473 0 0 0 0

Ending Balance 1,535,973 2,460,131 2,326,560 2,207,582 3,107,324 3,216,340 Notes: - In FY15, the Billing and Collections Department's budget decreased 1.25% due to reductions in several line items including Credit Card Settlement ($75,000), Penalty and Interest ($80,000) and other miscellaneous line items ($9,220). - Increases are included in the Other Compensation line item in anticipation of several retirements ($24,750), as well as in postage/special delivery due to the U.S. Postal rate increase ($30,000). - During the year one full-time Accountant I position was added and one part-time Office Systems Assistant position was deleted.



F. Debt Service Debt Service Overview .......................................................................................................... F-1

Debt Service Forecast............................................................................................................. F-1

Combined Total Debt Requirements by Fiscal Year .................................................... F-2

JP Morgan Chase Revenue Notes (2010) ......................................................................... F-3

FFGFC Loan (2011) ............................................................................................................... F-4

Banc of America Notes Debt Service Fund (2013) ......................................................... F-5

BB&T Notes (2014) ............................................................................................................... F-6

Stadium Debt Service (2025) .............................................................................................. F-7

Sports Facility Sales Tax Debt (2027) .............................................................................. F-8

Redevelopment Debt Service (2035) ................................................................................ F-9

Water Resources Debt (4002) ......................................................................................... F-10

Stormwater Debt Service (4012) ....................................................................................... F-11

Debt Service Overview

The debt service funds of the city account for principal and interest payments on debt issues undertaken to finance various capital activities of the city including water & sewer infrastructure improvements, Tropicana Field improvements, Albert Whitted Field Airport improvements, and other major capital projects. The following schedules detail the budgeted activity for each of the debt service funds as well as a summary, by fiscal year, comparing Governmental Debt with Enterprise Fund Debt. Debt issuance is not used to fund all capital projects of the city. The majority of general capital improvement projects, such as roadway improvements are funded with the “Penny for Pinellas” local option sales surtax one cent sales tax. On March 13, 2007 the voters approved the third round of this 10-year program. The fiscal policies of the city detail a number of requirements with regard to capital expenditures and debt financing. They state that total net General Revenue Debt Service shall not exceed 25% of net revenue available for this purpose. The calculations from FY08 through FY10 were re-stated so that they are consistent with the anti-dilution calculation that is required for the city’s debt covenants and for the rating agencies.

Debt Service Forecast


Fiscal Year 2015 F-1 Debt Service Overview

COMBINED TOTAL DEBT REQUIREMENTS (PRINCIPAL AND INTEREST) - BY FISCAL YEAR

ESTIMATED AS OF SEPTEMBER 30, 2015

GOVERNMENTAL

DEBT ENTERPRISE

DEBT

Year Revenue Bonds Notes

Notes and Revenue bonds

Capitalized Lease

Total by Fiscal Year

2014-15 8,637,494.67 6,976,311.67 19,385,468.22 20,591.55 38,000,398.82 2015-16 8,358,117.00 6,904,995.05 19,357,691.61 37,597,961.36 2016-17 1,905,082.75 3,596,253.81 19,348,897.54 27,828,454.33 2017-18 1,900,304.00 3,498,530.42 19,342,547.54 27,718,602.20 2018-19 1,904,473.25 3,326,853.44 19,342,892.67 27,554,639.56 2019-20 1,902,524.75 3,166,791.01 19,838,068.55 27,885,004.49 2020-21 1,899,524.25 426,067.05 19,832,415.55 24,209,559.65 2021-22 1,905,340.25 0.00 19,824,673.80 23,781,198.09 2022-23 1,899,972.75 0.00 19,796,561.42 22,958,075.08 2023-24 1,898,487.50 0.00 19,797,244.04 22,259,963.49 2024-25 1,900,753.00 0.00 19,778,380.54 22,093,824.12 2025-26 1,408,278.50 0.00 19,778,633.41 21,601,602.49 2026-27 0.00 0.00 19,774,596.78 20,189,287.36 2027-28 0.00 0.00 19,761,384.28 20,176,074.86 2028-29 0.00 0.00 19,751,727.40 20,166,417.98 2029-30 0.00 0.00 19,755,273.64 20,169,964.22 2030-31 0.00 0.00 19,736,096.14 20,150,786.72 2031-32 0.00 0.00 19,748,366.14 20,163,056.72

2032-33 0.00 0.00 19,737,767.70 19,945,112.96

2033-34 0.00 0.00 19,724,991.76 19,724,991.76

2034-35 0.00 0.00 19,733,618.94 19,733,618.94

2035-36 0.00 0.00 19,705,201.75 19,705,201.75

2036-37 0.00 0.00 19,711,258.00 19,711,258.00

2037-38 0.00 0.00 19,683,592.00 19,683,592.00

2038-39 0.00 0.00 19,838,450.25 19,838,450.25

2039-40 0.00 0.00 19,827,051.00 19,827,051.00

2040-41 0.00 0.00 19,898,991.25 19,898,991.25

2041-42 0.00 0.00 9,401,990.00 9,401,990.00

2042-43 0.00 0.00 9,413,000.00 9,413,000.00

2043-44 0.00 0.00 5,115,000.00 5,115,000.00 Total $ 35,520,352.67 27,895,802.45 555,741,831.92 20,591.55 646,503,129.45


Debt Service Overview F-2 Fiscal Year 2015

JP Morgan Chase Revenue Notes (2010) The JP Morgan Chase Revenue Notes Fund was established in December 2011 in resolution 2011-496 and is used to record debt service to refund the city's outstanding non-ad valorem revenue note, series 2008A which was for the Florida International Museum and the Mahaffey Theater. Debt service payments extend to February 2020.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfer In Downtown Redevelopment District 254,108 934,727 3,288,224 3,288,224 3,288,068 3,288,224 0.00% Community Development Block Grant 8,960 47,030 113,590 113,590 113,585 113,590 0.00% Banc Of America Notes Debt Service Fund 428,566 0 0 0 0 0 0.00% Total Transfer In 691,634 981,757 3,401,814 3,401,814 3,401,653 3,401,814 0.00% Debt & Loan Proceeds Debt Proceeds 21,522,000 0 0 0 0 0 0.00% Total Debt & Loan Proceeds 21,522,000 0 0 0 0 0 0.00%

Total Revenue Summary 22,213,634 981,757 3,401,814 3,401,814 3,401,653 3,401,814 0.00%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Debt 495,865 1,228,753 3,401,814 3,401,814 3,401,653 3,401,814 0.00% Transfers Out General Fund 2,641 0 0 0 0 0 0.00% Banc Of America Notes Debt Service Fund 21,468,131 0 0 0 0 0 0.00% Total Transfers Out 21,470,772 0 0 0 0 0 0.00%


Increase/(Decrease) in Fund Balance 246,997 (246,996) 0 0 0 0

Beginning Balance 0 246,997 6 0 0 0 Adjustments 0 (1) 0 0 0 0

Ending Balance 246,997 0 6 0 0 0



FFGFC Loan (2011) The FFGFC Loan Fund was established in Series 1987A, B and C Bonds. Bond debt in this fund has supported improvements for General Government, the Bayfront Center, Pier, and Tropicana Field. In FY96, additional funding was added to pay $26.350 million in notes issued (along with Pro Sports Sales Tax Bonds) which were used to make Tropicana Field baseball ready. In FY97, $6.350 million was added to replace the air-conditioning system at Tropicana Field. In FY98, $2.815 million was added for a city-wide telephone switch, $1.770 million for a new parking meter system, and $8 million of previous FFGFC notes were refinanced. In FY01, the callable portions of the 1996 and 1997 bonds were refinanced using $17.840 million in commission notes, significantly lowering the debt requirements. In April 2007, $7.43 million in notes were issued for the Marina, repaying the $3.775 million balance of a 2006 SSGFC Marina Improvement Loan and adding $3.5 million for the construction of a new marina pier. These notes and the associated debt service are reflected and budgeted in the Marina Operating Fund. In FY 2009, the final payment was made on the original unrefunded portion of the 1996 FFGFC Note. Beginning in FY10, debt service payments are for the 2001 Refunding Notes.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Shared State Revenue Sharing 0 0 0 0 1,292,143 1,128,813 0.00% Total Intergovernmental Revenue 0 0 0 0 1,292,143 1,128,813 0.00% Misc Revenues Interest Earnings 9 9 0 0 9 0 0.00% Total Misc Revenues 9 9 0 0 9 0 0.00% Transfer In General Fund 2,636,662 2,624,039 2,622,436 2,622,436 1,066,863 0 (100.00%) Pro Sports Facility 70,120 73,146 72,314 72,314 332,954 1,570,262 2071.45% Total Transfer In 2,706,782 2,697,185 2,694,750 2,694,750 1,399,817 1,570,262 (41.73%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Debt 2,706,791 2,697,194 2,694,750 2,694,750 2,691,969 2,699,075 0.16% Total Appropriations 2,706,791 2,697,194 2,694,750 2,694,750 2,691,969 2,699,075 0.16%

Increase/(Decrease) in Fund Balance 0 0 0 0 0 0 Beginning Balance 0 0 20 0 0 0

Adjustments 0 0 0 0 0 0 Ending Balance 0 0 20 0 0 0



Banc of America Notes Debt Service Fund (2013) The Banc of America Notes Debt Fund, created in Resolution 2008-100, to refinance the Sunshine State Governmental Financing Commission Notes, was used to record debt service payments for the Florida International Museum and the Mahaffey Theater through FY12. Currently, the fund records debt services payments for the repayment of Section 108 debt requirements.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 79 0 0 0 0 0 0.00% Total Misc Revenues 79 0 0 0 0 0 0.00% Transfer In General Fund 195,859 0 0 0 0 0 0.00% Downtown Redevelopment District 40,921 0 0 0 0 0 0.00% Community Development Block Grant 221,571 195,147 193,762 193,762 193,762 192,134 (0.84%) JP Morgan Chase Revenue Notes 21,468,131 0 0 0 0 0 0.00% Total Transfer In 21,926,482 195,147 193,762 193,762 193,762 192,134 (0.84%)

Total Revenue Summary 21,926,561 195,147 193,762 193,762 193,762 192,134 (0.84%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Debt 21,967,820 195,147 193,762 193,762 193,762 192,134 (0.84%) Transfers Out JP Morgan Chase Revenue Notes 428,566 0 0 0 0 0 0.00% Total Transfers Out 428,566 0 0 0 0 0 0.00%

Total Appropriations 22,396,386 195,147 193,762 193,762 193,762 192,134 (0.84%)

Increase/(Decrease) in Fund Balance (469,825) 0 0 0 0 0

Beginning Balance 469,824 (1) 0 0 0 0 Adjustments 0 1 0 0 0 0

Ending Balance (1) 0 0 0 0 0 Notes: The Florida International Museum and Mahaffey Theater debt secured by these notes was paid in FY12. The FY 2014 transfer from the CDBG fund, and the debt payment, is for the repayment of Section 108 debt requirements. This remaining debt will be paid off in 2021. The outstanding principal at the end of FY15 will be $1,024,000.



BB&T Notes (2014) The BB&T Notes Fund was created in December 2010 and is used to record debt service payments for on-going projects at the Duke Energy Center for the Arts, the Pier, and the Salvador Dali Museum. It is scheduled to be paid in 2020.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfer In Downtown Redevelopment District 40,840 769,521 774,998 774,998 774,998 775,114 0.01% Total Transfer In 40,840 769,521 774,998 774,998 774,998 775,114 0.01%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Debt 642,396 769,521 774,998 774,998 774,998 775,114 0.01% Total Appropriations 642,396 769,521 774,998 774,998 774,998 775,114 0.01%

Increase/(Decrease) in Fund Balance (601,556) 0 0 0 0 0 Beginning Balance 601,556 0 0 0 0 0




Stadium Debt Service (2025) The Stadium Debt Service Fund was established in the Series 1984 Bonds. Excise Tax Secured Revenue Bonds ($85 million) were issued in 1987 to construct a multi-purpose domed stadium (Tropicana Field) in St. Petersburg. $114 million of refunding excise tax bonds were issued in October 1993 to refund the remaining outstanding 1984 Excise Tax Secured Revenue Bonds and the 1989B Public Improvement Revenue Bond issue. The 1993 refunding Excise Tax Bonds are secured by a pledge of the city's guaranteed entitlement of Municipal Revenue Sharing, the city's Half-Cent Sales Tax, and Pinellas County Tourist Development Taxes. This debt was restructured in 2003 to yield a net savings to the city of $3.544 million in FY04. Debt Service requirements run through FY16.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Shared State Revenue Sharing 2,609,011 2,824,198 2,721,000 2,721,000 1,428,857 1,777,300 (34.68%) Tourist Development 5,864,763 5,932,587 5,800,000 5,800,000 6,853,977 6,300,000 8.62% Total Intergovernmental Revenue 8,473,774 8,756,785 8,521,000 8,521,000 8,282,834 8,077,300 (5.21%) Misc Revenues Interest Earnings 82,645 132,489 162,000 162,000 139,797 100,000 (38.27%) Total Misc Revenues 82,645 132,489 162,000 162,000 139,797 100,000 (38.27%)



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Debt 8,375,569 8,367,408 8,356,092 8,356,092 8,356,143 8,351,550 (0.05%) Transfers Out Water Cost Stabilization 63,615 106,457 55,000 140,000 139,797 55,000 0.00% Total Transfers Out 63,615 106,457 55,000 140,000 139,797 55,000 0.00%


Increase/(Decrease) in Fund Balance 117,235 415,409 271,908 186,908 (73,309) (229,250)


Ending Balance 16,728,729 17,144,138 17,179,779 17,331,046 17,070,829 16,841,579 Notes: In FY08, $8.996 million was transferred into this fund from the Water Cost Stabilization Fund as a reserve for the Excise Tax Debt. This transfer was necessary after the downgrade of the surety bond. The interest on these funds is transferred back into the Water Cost Stabilization Fund for eventual transfer to the Water Resources operations.



Sports Facility Sales Tax Debt (2027) The Sports Facility Sales Tax Debt Fund was established in 1995 with the Series 1995 Bonds to record principal and interest payments on the $28.730 million Professional Sports Facility Sales Tax Revenue Bonds used for modifications to Tropicana Field. It is supported by State Sales Tax revenues earmarked for sports facilities under Florida Statutes Chapter 166, Section 212.20(6)(g) 5.A and Section 228.1162. In 2003, the 1995 bond issue was refinanced using the $27.185 million Professional Sports Facility Sales Tax refinancing revenue bonds. In 2014, the debt was refunded. Debt service requirements extend to October 2025.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 181 232 0 0 138 0 0.00% Total Misc Revenues 181 232 0 0 138 0 0.00% Transfer In Pro Sports Facility 1,929,884 1,926,858 1,927,690 1,927,690 1,667,050 429,742 (77.71%) Total Transfer In 1,929,884 1,926,858 1,927,690 1,927,690 1,667,050 429,742 (77.71%) Debt & Loan Proceeds Debt Proceeds 0 0 0 17,562,450 16,340,000 0 0.00% Total Debt & Loan Proceeds 0 0 0 17,562,450 16,340,000 0 0.00%

Total Revenue Summary 1,930,065 1,927,090 1,927,690 19,490,140 18,007,188 429,742 (77.71%)


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Debt 1,912,128 1,911,078 1,907,490 19,469,940 19,458,840 286,495 (84.98%) Total Appropriations 1,912,128 1,911,078 1,907,490 19,469,940 19,458,840 286,495 (84.98%)

Increase/(Decrease) in Fund Balance 17,937 16,012 20,200 20,200 (1,451,652) 143,247 Beginning Balance 1,489,325 1,507,262 1,523,043 1,523,275 1,523,275 71,623

Adjustments 0 1 0 0 0 0 Ending Balance 1,507,262 1,523,275 1,543,243 1,543,475 71,623 214,870



Redevelopment Debt Service (2035) These bonds were issued in 1985 as part of a multi-year program to provide infrastructure improvements, including parking facilities, in the Downtown Redevelopment Area in accordance with interlocal agreements between the city, the Community Redevelopment Agency (CRA), and Pinellas County. The 1984 and 1985 issues were refinanced during FY88; a new $9.8 million issue (1989A) was made in March 1989, and a new $22.5 million issue (1989B) occurred in August 1989 for improvements to Tropicana Field. All outstanding issues except Series 1989B were refinanced in 1992. The 1989B issue was refunded with issue proceeds from the 1993 Excise Tax Refunding Bond issue dated October 1993. Debt service for the new issue (Series 1992) ran through FY12.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transfer In Downtown Redevelopment District 6,703,500 0 0 0 0 0 0.00% Total Transfer In 6,703,500 0 0 0 0 0 0.00%

Total Revenue Summary 6,703,500 0 0 0 0 0 0.00%


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Debt 6,703,500 0 0 0 0 0 0.00% Total Appropriations 6,703,500 0 0 0 0 0 0.00%

Increase/(Decrease) in Fund Balance 0 0 0 0 0 0 Beginning Balance 0 0 0 0 0 0


Notes: This debt was paid off in 2012. The fund summary is presented for historical purposes.



Water Resources Debt (4002) The Water Resources Debt Fund was created by Resolution 91-549 to record principal and interest payments on various series of Water Resources Bonds. Outstanding Water Resources debt is in Series 2005 ($825,000), Series 2006 ($50.32 million), 2009A ($50.275 million) and 2009B (11.565 million), 2010A ($28.55 million) and 2010B ($19.695 million), 2013A ($41.365 million), 2013B ($43.095 million), 2013C (24.995 million). Two new debt issues were done in 2014, 2014A ($34.245 million) and 2014B ($43.23 million). Each debt issue has a different maturity date. The series 2005 debt will be paid in FY2015. All other debt requirements are scheduled to be paid between 2018 and 2044.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Intergovernmental Revenue Federal Grants 1,188,752 1,135,183 1,186,809 1,186,809 1,098,891 1,186,809 0.00% Total Intergovernmental Revenue 1,188,752 1,135,183 1,186,809 1,186,809 1,098,891 1,186,809 0.00% Misc Revenues Interest Earnings 148,592 172,209 195,000 195,000 132,429 104,000 (46.67%) Total Misc Revenues 148,592 172,209 195,000 195,000 132,429 104,000 (46.67%) Transfer In Water Resources 17,121,391 18,317,327 20,323,086 20,323,086 20,683,274 23,083,336 13.58% Total Transfer In 17,121,391 18,317,327 20,323,086 20,323,086 20,683,274 23,083,336 13.58% Debt & Loan Proceeds Debt Proceeds 0 46,720,457 0 0 2,067,977 0 0.00% Total Debt & Loan Proceeds 0 46,720,457 0 0 2,067,977 0 0.00%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Increase/(Decrease) in Fund Balance 411,888 4,038,538 1,011,957 1,011,957 3,464,293 0 Beginning Balance 20,651,248 21,063,136 23,666,439 25,101,674 25,101,674 28,565,967

Adjustments 0 0 0 0 0 0 Ending Balance 21,063,136 25,101,674 24,678,396 26,113,631 28,565,967 28,565,967



Stormwater Debt Service (4012) The Stormwater Debt Service Fund was created to record principal and interest payments for bonds issued in May 1999 (Resolution 99-287). The series 1999 bonds allowed for the acceleration of approximately 20 stormwater projects.


Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenues Interest Earnings 0 0 332 332 0 0 (100.00%) Total Misc Revenues 0 0 332 332 0 0 (100.00%) Transfer In Stormwater Utility Operating 1,058,532 1,054,213 1,054,080 1,054,080 1,055,813 1,056,970 0.27% Total Transfer In 1,058,532 1,054,213 1,054,080 1,054,080 1,055,813 1,056,970 0.27%



Actual FY 2013


FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Increase/(Decrease) in Fund Balance 4,999 (1,160) (960) (960) 4,800 1,290 Beginning Balance 603,167 608,166 607,074 607,006 607,006 611,806




G. City Development Administration

City Development Administration Summary ............................................. G-1

City Development Administration Department ........................................ G-4

Downtown Enterprise Facilities Department ............................................. G-6

Planning & Economic Development Department .................................... G-10

Real Estate & Property Management Department .................................. G-13

Transportation & Parking Management Department ............................ G-15



Total Full Time Equivalents (FTE) = 180.96

City Development Administration Department


Downtown Enterprise Facilities Department Total Full Time Equivalents (FTE) = 53.96

Planning & Economic Development Department


Real Estate & Property Management Department Total Full Time Equivalents (FTE) = 19.50

Transportation & Parking Management Department



Fiscal Year 2015 G-1 City Development


Budgetary Cost Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 14,514,863 14,734,274 15,497,606 15,674,106 14,359,596 15,559,608 0.40% Services And Commodities 15,971,544 14,768,751 13,500,845 15,593,927 16,996,528 14,525,248 7.59% Capital 29,586 26,274 0 0 41,300 0 0.00% Debt 671,737 674,460 674,471 674,471 671,426 673,881 (0.09%) Grants And Aid 258,771 335,213 561,950 1,203,950 361,000 745,950 32.74% Transfers Out 435,000 389,996 419,000 499,210 499,206 1,860,400 344.01%

Total Budget 31,881,501 30,928,968 30,653,872 33,645,664 32,929,056 33,365,087 8.84%

Appropriations By Fund/Department

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


City Development Administration Department 837,735 821,074 924,241 926,040 959,176 896,858 (2.96%) Downtown Enterprise Facilities Department 783,779 669,950 603,829 607,048 620,139 538,429 (10.83%) Planning & Economic Development Department 3,146,339 2,957,760 3,338,661 5,292,633 5,436,824 3,410,272 2.14% Real Estate & Property Management Department 643,504 647,051 697,303 777,621 685,331 770,807 10.54% Transportation & Parking Management Department 739,875 669,120 636,993 637,538 585,149 642,466 0.86%

Total General Operating Fund 6,151,231 5,764,955 6,201,027 8,240,880 8,286,619 6,258,832 0.93%

Non-General Funds Airport Operating 970,997 1,077,451 1,070,530 1,161,911 1,161,636 1,087,981 1.63% Billing & Collections 315 45 0 0 64 0 0.00% Building Permit Special Revenue 3,318,021 3,407,884 4,158,825 4,161,718 4,009,175 4,219,278 1.45% Coliseum Operating 782,794 748,451 789,044 794,418 764,859 784,922 (0.52%) Jamestown Complex 691,341 654,315 588,576 643,014 614,912 576,587 (2.04%) Mahaffey Theater Operating 4,004,105 3,929,042 3,852,513 3,852,554 3,757,115 4,645,971 20.60% Marina Operating 3,472,233 3,397,950 3,512,153 3,568,340 3,582,584 3,528,724 0.47% Municipal Office Buildings 1,987,261 1,855,787 1,996,108 2,047,704 1,944,480 2,341,910 17.32% Neighborhood Stabilization Program 22,090 16,564 0 0 0 0 0.00% Parking Revenue 4,363,626 4,409,211 4,820,525 4,927,147 4,576,231 5,763,741 19.57% Pier Operating 2,392,099 1,884,704 0 444,862 444,191 422,400 0.00% Port Operating 425,571 340,510 397,230 383,836 367,941 355,980 (10.38%) School Crossing Guard 85 0 0 0 0 0 0.00% Stormwater Utility Operating 0 900 0 0 1,011 0 0.00% Sunken Gardens 895,515 1,016,625 930,181 1,050,119 1,050,115 1,019,481 9.60% Tropicana Field 2,404,218 2,424,573 2,337,160 2,369,160 2,368,123 2,359,280 0.95%

Total Non-General Funds 25,730,271 25,164,013 24,452,845 25,404,784 24,642,437 27,106,255 10.85%

Total Budget 31,881,501 30,928,968 30,653,872 33,645,664 32,929,056 33,365,087 8.84%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Contractors Permits 3,450,929 4,405,452 3,552,000 3,552,000 4,527,274 3,552,000 0.00% Other License And Permits 24,223 28,315 48,000 48,000 33,095 48,000 0.00% Federal Grants 22,839 0 0 0 49,451 0 0.00% State Grants 11,727 0 12,000 12,000 0 0 (100.00%)


City Development G-2 Fiscal Year 2015

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Government 763,373 959,895 902,500 902,500 1,018,453 902,500 0.00% Public Safety 50 0 0 0 0 0 0.00% Transportation Charges 5,745,699 5,822,918 5,784,314 5,784,314 5,841,314 5,918,895 2.33% Housing Services 434,600 481,564 587,437 587,437 506,888 515,157 (12.30%) Culture And Recreation Charges 8,626,297 8,593,870 7,977,346 7,977,346 8,693,944 9,264,215 16.13% Other Charges For Services 4,416 62,327 35,000 35,000 70,196 35,000 0.00% Traffic And Parking 1,966,837 2,092,729 1,840,000 1,840,000 2,403,623 1,995,791 8.47% Violation Of Local Ordinances 720 140 441 441 0 441 0.00% Interest Earnings 90,745 92,906 92,764 92,764 84,382 91,000 (1.90%) Rents And Royalties 3,793,220 3,688,215 3,153,156 3,153,156 3,185,552 3,291,331 4.38% Sale Of Fixed Assets 13,917 296,288 15,000 305,000 377,405 15,000 0.00% Contributions And Donations 31,355 48,393 836,000 836,000 1,412 428,000 (48.80%) Misc Revenue (34,301) 370,569 95,974 95,974 (69,475) 1,449 (98.49%) General & Administration Economic Development 295,344 295,344 295,344 295,344 295,344 295,344 0.00% Other Charges 41 153 12 12 (375) 12 0.00% Transfer From General Fund 4,213,000 3,771,520 2,467,500 3,327,170 3,245,170 2,932,000 18.82% Sunken Gardens (607) 21,870 (990) 118,948 (12,160) (1,390) 40.40% Parking Revenue (1,309,143) (2,077,593) (1,017,642) (911,020) (1,569,903) (311,849) (69.36%) Building Permit Special Revenue (796,415) (1,727,508) (69,175) (66,282) (1,274,095) (8,722) (87.39%) General Fund 5,328,817 4,507,809 5,106,822 6,856,675 6,887,432 5,240,119 2.61% Airport Operating (18,431) 135,921 (8,070) 83,311 8,477 (25,819) 219.94% Mahaffey Theater Operating (66,610) 44,623 (6,097) (6,056) 68,195 (3,570) (41.45%) Port Operating (2,313) 75,135 1,204 (18,860) (6,391) 381 (68.36%) Pier Operating 6,904 26,900 0 14,862 13,137 42,400 0.00% Marina Operating 84,708 (39,136) (28,054) 28,133 (176,145) (45,483) 62.13% Municipal Office Buildings (713,233) (889,383) (717,648) (666,052) (809,426) (504,902) (29.64%) Sanitation Operating (12,076) 0 0 0 0 0 0.00% Jamestown Complex 298,872 17,844 (261) (68,823) 5,945 30 (111.49%) Coliseum Operating (83) 35,919 (928) 4,446 2,979 (378) (59.27%) Billing & Collections 315 55 0 0 64 0 0.00% Tropicana Field (3,416) 182,217 (77) (268,077) (1,466) (1,865) 2322.08% Stormwater Utility Operating 0 900 0 0 1,011 0 0.00% School Crossing Guard (392,908) (413,796) (300,000) (300,000) (472,251) (300,000) 0.00% General Liabilities Claims 0 29 0 0 0 0 0.00% Neighborhood Stabilization Program 22,090 16,564 0 0 0 0 0.00%

Total Revenue 31,881,501 30,928,968 30,653,872 33,645,664 32,929,056 33,365,087 8.84%

Position Summary By Department

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

City Development Administration Department 7.00 7.00 7.00 6.95 (0.71%) Downtown Enterprise Facilities Department 35.00 34.00 34.00 34.00 0.00% Planning & Economic Development Department 64.50 66.05 66.05 66.05 0.00% Real Estate & Property Management Department 11.50 11.50 11.50 12.50 8.70% Transportation & Parking Management Department 30.00 31.45 31.45 31.50 0.16%

Total Full-Time FTE 148.00 150.00 150.00 151.00 0.67% Downtown Enterprise Facilities Department 14.80 15.65 16.00 19.96 24.72% Planning & Economic Development Department 0.00 0.50 0.50 2.50 400.00% Real Estate & Property Management Department 7.00 7.00 7.00 7.00 0.00% Transportation & Parking Management Department 0.00 0.00 0.00 0.50 0.00%

Total Part-Time FTE 21.80 23.15 23.50 29.96 27.47%

Total FTE 169.80 173.15 173.50 180.96 4.30%




City Development Administration Department

Department Mission Statement

The mission of the City Development Administration Department (CDA) is to provide team leadership and management guidance to all departments and activities within the City Development Administration.

Services Provided

City Development Administration (CDA) provides management and administrative services to all CDA departments: Planning & Economic Development, Real Estate & Property Management, Transportation & Parking Management, and Downtown Enterprise Facilities (Airport, Port, Marina, Jamestown, Dwight Jones Center, Mahaffey Theater, Pier, Coliseum, Sunken Gardens, and Tropicana Field). This department also plays a lead role in major downtown events (e.g. Firestone Grand Prix of St. Petersburg), sports franchise negotiations and coordination, convention business recruitment, development projects, and other special programs.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 746,073 755,574 789,923 789,923 802,209 747,468 (5.37%) Services And Commodities 91,662 65,500 134,318 136,117 156,967 149,390 11.22%

Total Budget 837,735 821,074 924,241 926,040 959,176 896,858 (2.96%)

Appropriations By Fund/Program

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund City Development Administration Program 655,676 637,398 725,122 726,921 542,598 715,484 (1.33%) Event Recruitment & Management Program 177,313 183,677 199,119 199,119 416,578 181,374 (8.91%) Television Program 4,745 0 0 0 0 0 0.00%

Totals for General Operating Fund 837,735 821,074 924,241 926,040 959,176 896,858 (2.96%)

Total Budget 837,735 821,074 924,241 926,040 959,176 896,858 (2.96%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

State Grants 7,920 0 12,000 12,000 0 0 (100.00%) Other Charges For Services 0 46 0 0 0 0 0.00% Contributions And Donations 7,000 15,000 8,000 8,000 0 0 (100.00%) Misc Revenue (3,292) 16,782 0 0 0 0 0.00% General & Administration Economic Development 295,344 295,344 295,344 295,344 295,344 295,344 0.00% General Fund 530,763 493,902 608,897 610,696 663,832 601,514 (1.21%)

Total Revenue 837,735 821,074 924,241 926,040 959,176 896,858 (2.96%)



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

City Development Administration Program 5.00 5.00 5.00 4.95 (1.00%) Event Recruitment & Management Program 2.00 2.00 2.00 2.00 0.00% Total Full-Time FTE 7.00 7.00 7.00 6.95 (0.71%)

Total FTE 7.00 7.00 7.00 6.95 (0.71%)

Notes

- In FY15, the department's budget will decrease by 2.96%. Changes in this department include a reorganization that transferred two positions, an Event Recruitment & Management Coordinator and an Event Recruitment & Management Manager, from the Marketing department into this department. - Revenue for FY15 was decreased $20,000 with the removal of grant and contribution revenue budgeted in FY14 but not anticipated to be received in FY15. - Included in FY15 is an increase in the cost of department personnel allocated to the Parking Fund ($7,392) which reduces this department's expenses. - Other reductions in this department are primarily a result of 5% of the director's salary being transferred to the Parking Fund for administrative oversight ($11,198). This is a new transfer in FY15.



Downtown Enterprise Facilities Department


The mission of the Downtown Enterprise Facilities Department is to oversee the management and operation of its assigned facilities, ensuring safe and enjoyable access to residents and visitors, while taking measures to operate those facilities efficiently and economically, and stabilizing and reducing subsidies where possible.

Services Provided

The Downtown Enterprise Facilities Department provides the following service: • Oversight of the management, operation, and/or contract management for the following city facilities and their related business: the Port, the Marina, Albert Whitted Airport, Jamestown, Dwight Jones Center, Sunken Gardens, the Coliseum, Mahaffey Theater at the Duke Energy Center, Tropicana Field, and Duke Energy Park.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 5,277,673 5,337,994 5,164,925 5,261,425 4,962,317 5,235,368 1.36% Services And Commodities 10,245,603 9,586,931 7,484,820 8,102,157 8,526,408 8,452,106 12.92% Capital 23,956 5,724 0 0 34,258 0 0.00% Debt 671,737 674,460 674,471 674,471 671,426 673,881 (0.09%) Grants And Aid 168,768 148,467 338,000 338,000 38,000 348,000 2.96% Transfers Out 435,000 389,996 419,000 499,210 499,206 610,400 45.68%

Total Budget 16,822,737 16,143,572 14,081,216 14,875,263 14,731,615 15,319,755 8.80%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Downtown Enterprise Facilities Program 302,036 195,549 529,151 529,710 551,374 447,455 (15.44%) Dwight Jones Center Program 60,529 74,685 74,678 76,526 68,765 90,974 21.82% Non-Departmental/Arts/Social Services 421,214 399,716 0 812 0 0 0.00%

Totals for General Operating Fund 783,779 669,950 603,829 607,048 620,139 538,429 (10.83%)

School Crossing Guard Law Enforcement Fund Program 85 0 0 0 0 0 0.00% Mahaffey Theater Operating Mahaffey Theater Program 4,004,105 3,929,042 3,852,513 3,852,554 3,757,115 4,645,971 20.60% Pier Operating Pier Program 2,392,099 1,884,704 0 444,862 444,191 422,400 0.00% Coliseum Operating Coliseum Program 782,794 748,451 789,044 794,418 765,020 784,922 (0.52%) Non-Department Program 0 0 0 0 (161) 0 0.00% Totals for Coliseum Operating 782,794 748,451 789,044 794,418 764,859 784,922 (0.52%) Sunken Gardens Coliseum Program 829 0 0 0 0 0 0.00% Sunken Gardens Program 894,686 1,016,625 930,181 1,050,119 1,050,115 1,019,481 9.60%

Totals for Sunken Gardens 895,515 1,016,625 930,181 1,050,119 1,050,115 1,019,481 9.60% Tropicana Field Tropicana Field Program 2,404,218 2,424,573 2,337,160 2,369,160 2,368,123 2,359,280 0.95% Airport Operating Airport Program 970,997 1,077,451 1,070,530 1,161,911 1,161,636 1,087,981 1.63% Marina Operating Marina Program 3,472,233 3,397,950 3,512,153 3,568,340 3,582,584 3,528,724 0.47% Jamestown Complex Jamestown Complex Program 691,341 654,315 588,576 643,014 614,912 576,587 (2.04%) Port Operating Port Program 425,571 340,510 397,230 383,836 367,941 355,980 (10.38%)

Total Budget 16,822,737 16,143,572 14,081,216 14,875,263 14,731,615 15,319,755 8.80%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 22,839 0 0 0 0 0 0.00% State Grants 3,807 0 0 0 0 0 0.00% Transportation Charges 1,437,103 1,297,492 1,464,600 1,464,600 1,533,754 1,472,549 0.54% Housing Services 434,600 481,564 587,437 587,437 506,888 515,157 (12.30%) Culture And Recreation Charges 8,626,297 8,593,870 7,977,346 7,977,346 8,693,944 9,264,215 16.13% Other Charges For Services (5,395) 9,634 0 0 179 0 0.00% Traffic And Parking 0 100 0 0 80 0 0.00% Interest Earnings 2,168 7,336 7,453 7,453 9,212 7,000 (6.08%) Rents And Royalties 699,290 516,551 1,400 1,400 14,185 3,400 142.86% Sale Of Fixed Assets 0 14,368 0 0 0 0 0.00% Contributions And Donations 22,441 33,393 826,000 826,000 1,412 426,000 (48.43%) Misc Revenue 346,550 269,861 299,974 299,974 230,462 305,449 1.83% Other Charges 386 153 0 0 3 0 0.00% Transfer From General Fund 4,213,000 3,771,520 2,467,500 3,327,170 3,245,170 2,932,000 18.82% Sunken Gardens (607) 21,870 (990) 118,948 (12,160) (1,390) 40.40% Pier Operating 6,904 26,900 0 14,862 13,137 42,400 0.00% Airport Operating (18,431) 135,921 (8,070) 83,311 8,477 (25,819) 219.94% General Fund 720,542 646,437 492,779 495,998 593,755 429,679 (12.80%) Port Operating (2,313) 75,135 1,204 (18,860) (6,391) 381 (68.36%) Marina Operating 84,708 (39,136) (28,054) 28,133 (176,145) (45,483) 62.13% Mahaffey Theater Operating (66,610) 44,623 (6,097) (6,056) 68,195 (3,570) (41.45%) Jamestown Complex 298,872 17,844 (261) (68,823) 5,945 30 (111.49%) Coliseum Operating (83) 35,919 (928) 4,446 2,979 (378) (59.27%) Tropicana Field (3,416) 182,217 (77) (268,077) (1,466) (1,865) 2322.08% School Crossing Guard 85 0 0 0 0 0 0.00%

Total Revenue 16,822,737 16,143,572 14,081,216 14,875,263 14,731,615 15,319,755 8.80%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Airport Program 3.00 3.00 3.00 3.00 0.00% Coliseum Program 5.00 5.00 5.00 5.00 0.00% Downtown Enterprise Facilities Program 6.00 6.00 6.00 6.00 0.00% Jamestown Complex Program 4.00 4.00 4.00 4.00 0.00% Marina Program 12.00 11.00 11.00 11.00 0.00% Port Program 1.00 1.00 1.00 1.00 0.00% Sunken Gardens Program 4.00 4.00 4.00 4.00 0.00% Total Full-Time FTE 35.00 34.00 34.00 34.00 0.00% Airport Program 0.60 0.60 0.60 0.60 0.00% Coliseum Program 0.30 0.30 0.30 0.30 0.00% Dwight Jones Center Program 0.80 0.50 0.80 0.80 0.00% Marina Program 5.60 6.60 6.60 8.40 27.27% Port Program 3.40 3.40 3.40 3.40 0.00% Sunken Gardens Program 4.10 4.25 4.30 6.46 50.13% Total Part-Time FTE 14.80 15.65 16.00 19.96 24.72%

Total FTE 49.80 49.65 50.00 53.96 7.91% Notes

- All costs required for the administration of this department (DEF), except for Dwight Jones, the Duke Energy Park charges and insurance charges are allocated to the facilities managed by DEF according to the estimated amount of time spent directing and assisting each operation. - The six full-time positions in the Downtown Enterprise Facilities Program are currently staffed at different locations but provide administrative and accounting services through the Downtown Enterprise Facilities Department, with salaries and benefit costs allocated to each facility. - The department's General Fund budget will decrease by 10.83% in FY15 from the FY14 Adopted Budget primarily because of a reduction in insurance charges and claims ($89,256).



- There are various changes at each of the facilities to reflect anticipated events, attendance and revenue. During FY14, the Marina eliminated one full-time Marina Assistant, added one full-time Maintenance Worker I and added one part-time Marina Assistant, two part-time Cashier Clerks, and one part-time Cashier. A part-time Maintenance Mechanic I was deleted. At Sunken Gardens, part-time hours were adjusted to ensure proper customer service which resulted in an increase in part-time positions. - The FY15 budget includes $348,000 for non-departmental costs, which include $38,000 for the Florida Orchestra, and $310,000 for the maintenance and sports activities at Duke Energy Park.

Objective and Performance Measure Unit Of Measure

FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Airport - Aircraft Operations, Based Aircraft & Lease Value The objective of the Airport, as a city enterprise, is to maintain the Airport as a functional and safe, public use general aviation airport within the FAA's National Plan of Integrated Airport Systems. This objective fulfills the city values of Accountable Servant Leadership, Responsiveness, Empowerment, and Transparent Access to information.

Airport - Airport Operations # 87,535 92,710 84,700 97,600 97,600 Airport - Based Aircraft # 185 185 185 185 185 Airport - Total Lease Value $ 989,400 878,530 1,017,600 1,146,949 1,115,600

Coliseum The objective of the Coliseum is to help reduce reliance on General Fund subsidy by maintaining/increasing operating revenues through public utilization of the building, which is partially measured by the number of events held and attendance. This objective fulfills the city values of Accountable Servant Leadership, Diversity, Empowerment, and Responsiveness.

Coliseum Performances # 154 142 145 152 152 Coliseum Total Attendance # 81,926 77,816 80,000 80,000 80,000 Subsidy for the Coliseum $ 238,000 218,500 215,000 185,000 267,500

Jamestown The objective of the Jamestown apartments is to provide residents with affordable rental housing. This objective fulfills the city values of Accountable Servant Leadership and Diversity.

Jamestown Occupancy % 66 74 79 79 80 Mahaffey Performances & Attendance The objective of the Mahaffey Theater is to help reduce reliance on General Fund subsidy by maintaining/increasing operating revenues through public utilization of the building, which is partially measured by the number of events held and attendance. This objective fulfills the city values of Responsiveness, Diversity, and Empowerment.

Mahaffey Performances # 268 393 275 251 265 Mahaffey Total Attendance # 167,000 249,000 190,000 190,000 207,248 Subsidy for Mahaffey Theater $ 670,000 508,520 632,000 632,000 489,000

Marina Objectives Occupancy Rate and Transient Docks The objectives of the Municipal Marina are to achieve a 95% occupancy rate in filling all slips and achieve 470 visits to the Transient Dock. This objective fulfills the city values of Responsiveness and Accountable Servant Leadership.

Marina Transient Boats Docked # 441 465 470 465 470 Marina Occupancy Rate % 94 93 94 93 95




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Pier The Pier closed on May 31, 2013.

Pier Visitors (Estimated) # 682,000 600,000 0 0 0 Pier Special Events # 150 100 0 0 0 Subsidy for the Pier (continued beyond closure for ongoing security & maintenance costs)

$ 1,368,000 1,179,000 420,000 430,000 380,000

Port Objectives - Leases, Ship Days, and Visiting Ships The objective of the Port is to maintain or increase the number of leases, ship days, and visiting vessels per year. This objective fulfills the city values of Responsiveness, Accountable Servant Leadership, Diversity, and Inclusive Practices.

Port Leases # 1 1 1 2 2 Port Ship Days Per Year # 408 142 680 400 400 Port Visiting Ships # 60 32 35 35 35 Subsidy for the Port $ 361,000 207,500 262,500 269,170 222,500

Sunken Gardens The objective of Sunken Gardens is to help reduce reliance on General Fund subsidy by maintaining/increasing operating revenues through public utilization of the building, which can be measured by total revenue and attendance. This objective fulfills the city values of Responsiveness and Accountable Servant Leadership.

Subsidy for Sunken Gardens $ 105,000 184,000 218,500 167,000 213,000 Sunken Gardens Total Attendance # 70,888 83,298 75,000 84,000 85,000



Planning & Economic Development Department


The mission of the Planning and Economic Development Department is to promote and facilitate the physical and economic growth and development of the city in partnership with community businesses and neighborhoods, developers, builders and private investors. The department will deliver services to its customers with efficiency, respect and appreciation. The growth of the city and development will be guided by progressive plans and implementation tools that ensure a sustainable, seamless, safe and enduring place that welcomes investment, innovation and opportunity while respecting its heritage.

Services Provided

Planning and Construction Services and Permitting provides the following services: Development Review Services • Plan Reviews and Application Processing. • Land Development Regulation Maintenance. • Land Development Regulations General Inquiries and Public Records Requests (Zoning Counter). • Site Plan Development Inspection Services and inspect completed projects to ensure consistency with approved plans. • Urban Planning and Historic Preservation. • Comprehensive Plan Administration. • Planning Projects and Studies. • Floodplain Management and Disaster Operations Planning Assistance. • Pinellas Planning Council (PPC) and Tampa Bay Regional Planning Council (TBRPC) Engagement. • Historic Resource Protection and Development Economic Development. • Business Retention. • Business Recruitment and Attraction. • Target Area Programs. • Small Business Enterprise Program (SBE). • Entrepreneurship and Economic Gardening (St. Petersburg Greenhouse). Construction Services and Permitting • Permitting Building Construction. • Flood Plain Management. • Inspection Services. • Public Records Management. • Required Reporting.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 5,226,756 5,106,767 5,509,797 5,509,797 5,191,893 5,562,108 0.95% Services And Commodities 1,161,970 1,086,502 1,783,739 3,098,604 3,944,289 1,689,492 (5.28%) Capital 5,630 5,630 0 0 7,042 0 0.00% Grants And Aid 70,003 166,746 203,950 845,950 303,000 377,950 85.32%

Total Budget 6,464,360 6,365,644 7,497,486 9,454,351 9,446,224 7,629,550 1.76%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Business Assistance Program 777,450 621,511 0 1,062 4,223 0 0.00% Community Enrichment Admin Program 97 0 0 0 0 0 0.00% Construction Services & Permitting Program 921,735 798,981 1,142,331 1,185,999 865,443 855,478 (25.11%) Development Review Services Program 697,306 703,766 733,707 733,707 670,987 690,172 (5.93%) Non-Departmental/Arts/Social Services 75,003 52,126 0 0 0 0 0.00% Planning and Economic Development Program 674,748 781,376 1,462,623 3,371,864 3,896,171 1,864,622 27.48%

Totals for General Operating Fund 3,146,339 2,957,760 3,338,661 5,292,633 5,436,824 3,410,272 2.14%




FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Building Permit Special Revenue Construction Services & Permitting Program 3,318,021 3,407,884 4,158,825 4,161,718 4,009,175 4,219,278 1.45% Municipal Office Buildings Non-Department Program 0 0 0 0 225 0 0.00%

Total Budget 6,464,360 6,365,644 7,497,486 9,454,351 9,446,224 7,629,550 1.76%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Contractors Permits 3,450,929 4,405,452 3,552,000 3,552,000 4,527,527 3,552,000 0.00% Other License And Permits 17,894 23,630 41,000 41,000 27,010 41,000 0.00% Federal Grants 0 0 0 0 49,451 0 0.00% General Government 763,373 959,028 902,500 902,500 1,018,453 902,500 0.00% Other Charges For Services 0 9,108 0 0 14,062 0 0.00% Sale Of Fixed Assets 9,422 0 10,000 10,000 740 10,000 0.00% Contributions And Donations 1,914 0 2,000 2,000 0 2,000 0.00% Misc Revenue (184) 1,020 (4,000) (4,000) 30 (4,000) 0.00% Other Charges 0 0 0 0 (131) 0 0.00% General Fund 3,029,503 2,694,915 3,063,161 5,017,133 5,082,952 3,134,772 2.34% Building Permit Special Revenue (796,415) (1,727,508) (69,175) (66,282) (1,274,095) (8,722) (87.39%) Sanitation Operating (12,076) 0 0 0 0 0 0.00% Municipal Office Buildings 0 0 0 0 225 0 0.00%

Total Revenue 6,464,360 6,365,644 7,497,486 9,454,351 9,446,224 7,629,550 1.76%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Business Assistance Program 7.00 5.00 0.00 0.00 0.00% Construction Services & Permitting Program 44.50 48.05 48.05 47.05 (2.08%) Development Review Services Program 8.00 8.00 8.00 8.00 0.00% Planning and Economic Development Program 5.00 5.00 10.00 11.00 10.00% Total Full-Time FTE 64.50 66.05 66.05 66.05 0.00% Construction Services & Permitting Program 0.00 0.50 0.50 2.50 400.00% Total Part-Time FTE 0.00 0.50 0.50 2.50 400.00%

Total FTE 64.50 66.55 66.55 68.55 3.01% Notes

- The department's General Fund budget increased 2.14% in FY15 over the FY14 Adopted Budget. There is a reduction of $300,000 in FY15 because of one-time expenses that were budgeted in FY14 for the Waterfront Master Plan. - There are increased city investments totaling $175,000 in the Business Assistance and Economic Outreach programs, the 2020 Wrap Around Service ($30,000), and the Urban Design Research Fellow Program ($12,000). - A Small Business Liaison Manager position will be transferred into this department from the Mayor's Office ($80,785). - Employee benefits and internal service charges increased $69,215 from the FY14 Adopted Budget. - The budget for the Building Permit Special Revenue Fund increased 1.45% in FY15 over the FY14 Adopted Budget. During FY14, there was a decrease of one full-time Plans Examiner position and an increase of two part-time positions, a Plans Examiner and a Building Inspector due to increased permitting activity ($29,387). The funding for these positions will be offset by increased revenue.




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Construction Services and Permitting The objective of the Construction Services and Permitting division is to protect the public safety through implementation of the Florida Building Code, improve responsiveness of plan review and construction inspection functions, improve community resiliency to flood events, maintain and improve the city's rating for the National Flood Insurance Program and improve access to public records. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access to Information, Diversity, Inclusive Practices, and Responsive Processes.

Number of customer survey reports # 161 173 200 207 200 Maintain CRS rating # 6 6 6 6 6 Inspections per month # 3,130 3,696 4,000 4,023 4,000 Number of records types available on-line # 8 8 11 11 12 Number of data reporting requirements that are fully automated

# 12 14 15 15 16

Development Review Services The objective of the Development Review Services division is to administer the Land Development Regulations in a manner that implements the long term development and urban design objectives of the community. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access to Information, Diversity, Inclusive Practices, and Responsive Processes.

Number of zoning plan reviews and zoning applications processed

# 690 1,783 1,683 1,574 1,700 Number of applications processed # 169 1,242 1,092 944 1,150 Number of inspections passed # 147 165 205 246 300 Number of inspections failed # 20 32 38 44 50

Economic Development The objective of the Economic Development division is to expand economic activity through business retention and recruitment activities, implementation of projects and programs that are intended to improve business conditions and attract private investment, increase SBE business certifications, and increase activities and programs at the Greenhouse to improve the community's entrepreneurial skills sets. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access to Information, Diversity, Inclusive Practices, and Responsive Processes.

Number of small business assistance and counseling sessions # 2,300 2,206 2,000 2,000 2,270 Number of leads processed with results # 8 4 5 5 6 Number of plans and programs for target areas # 1 0 2 2 1 SBE Certifications # 538 503 550 530 560 Value of SBE contract awards $ 8,939,269 11,776,000 8,000,000 8,500,000 8,000,000 Number of programs at the Greenhouse # 170 171 230 230 242 Number of small business visits and problems addressed # 47 58 75 75 79

Urban Planning and Historic Preservation The objective of the Urban Planning and Historic Preservation division is to implement the community's vision for growth, development, urban design, and preservation of historic resources through the administration and updating of the Comprehensive Plan and Land Development Regulations. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access to Information, Diversity, Inclusive Practices, and Responsive Processes.

Rezoning and Future Land Use Map Amendments # 4 3 5 10 5 LDR text amendments # 4 4 4 8 4 Special projects # 1 2 2 2 2 Historic designations # 6 6 5 5 5 Certificates of appropriateness # 41 47 45 45 50 Other historic resource applications # 5 117 112 112 109



Real Estate & Property Management Department


The mission of the Real Estate & Property Management Department is to broaden the economic base of the city and encourage business expansion and homeownership in St. Petersburg by providing technical and professional expertise in the negotiation of acquisitions for the city of St Petersburg and the capital and neighborhood improvement projects, the development of disposition and development agreements for city controlled real estate, and the leasing of various city owned properties while managing each in a manner to maximize contributions to the economic and revenue base for the city, in addition to overseeing renovation, capital improvements and maintenance of the city's municipal office buildings (City Hall, City Hall Annex, Municipal Services Center (MSC), and MSC Garage).

Services Provided

The Real Estate & Property Management Department provides the following real estate services: • Prepare and negotiate real estate contracts for Legal Department review, monitor and direct the appraisal, acquisition, disposition, and closing of real estate transactions for various city departments including dispositions of city owned real estate interests under Florida Statute 163. Draft council material, resolutions and ordinances related to acquisitions, dispositions, leasing, or licensing of use of city real estate interests for presentation to City Council. • Prepare leases, monitor and manage commercial and non-profit leases for city owned properties including, but not limited to, tenant contact, rent collection, monitoring of deliverables, lease enforcement, and coordination and support to city departments related to leased city real property interests. • Record and maintain the real estate records of the city and documentation. Provide real estate research, document review, support and information services for all city departments including, but not limited to, valuation information, property maps, ownership information, and official records, including appraisals, deeds, mortgages, title and environmental reports, and survey and legal descriptions. • Provide documentation and title work for grants on city-owned real property. Review of plats and vacations of rights-of-way for accuracy of legal descriptions; preparation and processing of easements required for city use. • Provide real estate support and information services related to city-owned real estate interests and city charter restrictions to citizens, brokers, developers, attorneys, and governmental authorities, over the telephone and in person. Coordinate information with Pinellas County Property Appraisers Office on city leases and taxes on city real estate property interests.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,248,140 1,225,994 1,242,692 1,322,692 1,269,530 1,255,493 1.03% Services And Commodities 1,404,714 1,294,308 1,450,719 1,502,633 1,361,067 1,457,224 0.45% Transfers Out 0 0 0 0 0 400,000 0.00%

Total Budget 2,652,854 2,520,302 2,693,411 2,825,325 2,630,597 3,112,717 15.57%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Real Estate & Property Mgmt Admin Program 643,504 647,051 697,303 777,621 685,331 770,807 10.54% Neighborhood Stabilization Program Housing Trust Funds Program 22,090 16,564 0 0 0 0 0.00% Stormwater Utility Operating Non-Department Program 0 900 0 0 1,011 0 0.00% Municipal Office Buildings Municipal Office Buildings Program 1,987,261 1,855,787 1,996,108 2,047,704 1,943,998 2,341,910 17.32% Real Estate & Property Mgmt Admin Program 0 0 0 0 257 0 0.00%

Totals for Municipal Office Buildings 1,987,261 1,855,787 1,996,108 2,047,704 1,944,255 2,341,910 17.32%

Total Budget 2,652,854 2,520,302 2,693,411 2,825,325 2,630,597 3,112,717 15.57%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Public Safety 50 0 0 0 0 0 0.00% Other Charges For Services 0 0 0 0 1,478 0 0.00% Interest Earnings 88,576 85,570 61,311 61,311 75,170 40,000 (34.76%) Rents And Royalties 2,952,734 2,956,202 3,031,756 3,031,756 3,012,244 3,132,931 3.34% Sale Of Fixed Assets 0 277,876 0 290,000 376,000 0 0.00% Misc Revenue 2,571 4,998 0 0 60 0 0.00% Municipal Office Buildings (713,233) (889,383) (717,648) (666,052) (809,651) (504,902) (29.64%) General Fund 300,066 67,574 317,992 108,310 (25,715) 444,688 39.84% Neighborhood Stabilization Program 22,090 16,564 0 0 0 0 0.00% Stormwater Utility Operating 0 900 0 0 1,011 0 0.00%

Total Revenue 2,652,854 2,520,302 2,693,411 2,825,325 2,630,597 3,112,717 15.57%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Municipal Office Buildings Program 6.00 6.00 6.00 6.00 0.00% Real Estate & Property Mgmt Admin Program 5.50 5.50 5.50 6.50 18.18% Total Full-Time FTE 11.50 11.50 11.50 12.50 8.70% Municipal Office Buildings Program 7.00 7.00 7.00 7.00 0.00% Total Part-Time FTE 7.00 7.00 7.00 7.00 0.00%

Total FTE 18.50 18.50 18.50 19.50 5.41%

Notes

- In FY15, the department's General Fund budget increased by 10.54% over the FY14 Adopted Budget. There is an increase of $15,000 in salaries because the Neighborhood Stabilization Plan III is winding down and costs that were once eligible expenses cannot be transferred to the project. - During FY14, a full-time Real Estate Coordinator position was added ($58,504). - The Municipal Office Buildings budget increased 17.32% in FY15 over the FY14 Adopted Budget primarily due to a transfer of $400,000 to the General Capital Improvement Fund for building repair and improvements at all municipal office buildings.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Property Management The objective of the Real Estate & Property Management Department is to manage city-owned property so that the value to the city is maximized. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent access to information, Diversity, Inclusive practices, and Responsive processes.

Leases Monitored # 138 150 156 160 156 Properties Acquired or Disposed # 22 25 20 23 20 Properties Inventoried # 1,201 1,205 1,210 1,192 1,210



Transportation & Parking Management Department


The mission of the Transportation & Parking Management Department is to provide superior transportation services to the citizens of St. Petersburg that maintain consistency with the city's Comprehensive Plan and support neighborhood cohesiveness, enhanced public safety, economic development, and improved quality of life as outlined in the city's Vision 20/20 Program.

Services Provided

The Transportation & Parking Management Department provides the following services: • Transportation Administration - Local Transportation Planning, Regional Transportation Planning, Bicycle Pedestrian Coordination, and Parking Management. • Local Transportation Planning - Neighborhood Traffic Management Program, Traffic Studies, Traffic Counting Program, Street Signage Program, Truck Route System, Community Transportation Safety Team (CTST) Coordination, Traffic Safety Program, Pedestrian Safety Program, FDOT Project Coordination, Pinellas County Coordination Program, Pedestrian Crossing Safety Program, Stop on Red Program Management. • Regional Transportation Planning - Site Plan Reviews, Transportation Impact Fee Application, Concurrency Management Program, Metropolitan Planning Organization (MPO) Coordination, Technical Coordinating Committee (TCC) Participation, FDOT/County/City Project Prioritization/Transportation Improvement Program (TIP), Transit Planning, Intermodal Center Project, FDOT Study Coordination, MPO Special Study Coordination PSTA Coordination, Special Research Projects, Bus Rapid Transit (BRT) Project Support, Tampa Bay Area Transit Authority (TBARTA) Support. • Bicycle Pedestrian Coordinator - Bike/Ped Master Plan Maintenance, Mayors Advisory Committee, FDOT Grant Manager, CIP Bike Project Review, Bike Rodeos, MPO Bike Advisory Committee, City Trails Education Program, City Trials Enforcement Program, Blueways Planning and Management, Bike/Ped Design Review, Project Public Information. • Parking Management - On-Street Parking Management, Garage/Lot Management, Residential Parking Permits (RPP), Central Business District Parking Permits (CBD), Parking Studies, Commercial Parking Permits, Special Events, Wayfinding Signage, baseball Liaison, St. Pete Trolley Coordination, Downtown Business Liaison, Employee Parking Program, Valet Licenses, Parking Enforcement, Booting Program, Parking Ticket Amnesty Program, Meter Collections.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 2,016,220 2,307,945 2,790,269 2,790,269 2,133,647 2,759,171 (1.11%) Services And Commodities 3,067,596 2,735,511 2,647,249 2,754,416 3,007,797 2,777,036 4.90% Capital 0 14,920 0 0 0 0 0.00% Grants And Aid 20,000 20,000 20,000 20,000 20,000 20,000 0.00% Transfers Out 0 0 0 0 850,000 0.00%

Total Budget 5,103,816 5,078,376 5,457,518 5,564,685 5,161,444 6,406,207 17.38%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Transportation Planning Administration Program 22,683 11,141 0 0 7,083 5,364 0.00% Transportation Program 717,192 657,979 636,993 637,538 578,066 637,102 0.02%

Totals for General Operating Fund 739,875 669,120 636,993 637,538 585,149 642,466 0.86%

Parking Revenue Engineering Parking Program 42 (40) 0 0 0 0 0.00% Parking Enforcement Program 1,100,687 1,184,633 1,288,073 1,289,683 1,316,713 1,369,995 6.36% Parking Revenue Program 3,262,897 3,224,618 3,532,452 3,637,464 3,259,518 4,393,746 24.38%

Totals for Parking Revenue 4,363,626 4,409,211 4,820,525 4,927,147 4,576,231 5,763,741 19.57%

Billing & Collections Billing Program 315 45 0 0 64 0 0.00%

Total Budget 5,103,816 5,078,376 5,457,518 5,564,685 5,161,444 6,406,207 17.38%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Contractors Permits 0 0 0 0 (253) 0 0.00% Other License And Permits 6,329 4,685 7,000 7,000 6,085 7,000 0.00% General Government 0 867 0 0 0 0 0.00% Transportation Charges 4,308,595 4,525,427 4,319,714 4,319,714 4,307,560 4,446,346 2.93% Other Charges For Services 9,811 43,539 35,000 35,000 54,477 35,000 0.00% Traffic And Parking 1,966,837 2,092,629 1,840,000 1,840,000 2,403,543 1,995,791 8.47% Violation Of Local Ordinances 720 140 441 441 0 441 0.00% Interest Earnings 0 0 24,000 24,000 0 44,000 83.33% Rents And Royalties 141,196 215,461 120,000 120,000 159,123 155,000 29.17% Sale Of Fixed Assets 4,494 4,044 5,000 5,000 665 5,000 0.00% Misc Revenue (379,946) 77,909 (200,000) (200,000) (300,027) (300,000) 50.00% Other Charges (345) 0 12 12 (247) 12 0.00% Parking Revenue (1,309,143) (2,077,593) (1,017,642) (911,020) (1,569,903) (311,849) (69.36%) General Fund 747,944 604,980 623,993 624,538 572,608 629,466 0.88% Billing & Collections 315 55 0 0 64 0 0.00% School Crossing Guard (392,992) (413,796) (300,000) (300,000) (472,251) (300,000) 0.00% General Liabilities Claims 0 29 0 0 0 0 0.00%

Total Revenue 5,103,816 5,078,376 5,457,518 5,564,685 5,161,444 6,406,207 17.38%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Parking Enforcement Program 16.00 18.00 18.00 18.00 0.00% Parking Revenue Program 8.33 7.95 7.95 8.00 0.63% Transportation Program 5.67 5.50 5.50 5.50 0.00% Total Full-Time FTE 30.00 31.45 31.45 31.50 0.16% Parking Revenue Program 0.00 0.00 0.00 0.50 0.00% Transportation Program 0.00 0.00 0.00 0.00 0.00% Total Part-Time FTE 0.00 0.00 0.00 0.50 0.00%

Total FTE 30.00 31.45 31.45 32.00 1.75%

Notes

- In FY15, the department's General Fund budget increased 0.86% over the FY14 Adopted Budget due to changes in employee benefits and internal charges. - In FY15, the department's Parking Revenue Fund budget increased 19.57% over the FY14 Adopted Budget. This is due to the addition of a part-time Administration Assistant position. The increase in expenses will be offset by an anticipated increase in revenues.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

South Core Parking Garage An objective of the Transportation & Parking Management Department is to provide superior parking to the city of St. Petersburg residents, workers, daily commuters, and visitors, as well as during special events. This objective fulfills the city values of Accountable Servant Leadership and Empowerment.

South Core Parking Garage Expenses $ 517,000 476,000 617,000 617,000 617,000 South Core Parking Garage Revenue $ 728,000 680,000 728,000 680,000 728,000 South Core Parking Garage Number of Users # 212,000 156,000 212,000 156,000 212,000



SunDial Parking Garage An objective of the Transportation & Parking Management Department is to provide convenient, cost-effective parking to the public and visitors and to operate a fiscally healthy facility and parking revenue fund. This objective fulfills the city values of Accountable Servant Leadership and Empowerment.

SunDial Parking Garage Expenses $ 1,013,000 1,015,000 1,063,500 1,015,000 1,063,500 SunDial Parking Garage Revenues $ 828,000 1,000,000 907,000 907,000 907,000 SunDial Parking Garage Number of Users # 268,000 317,000 250,000 250,000 250,000



H. General Government General Government Administration Summary ............................................................ H-1

Billing & Collections Department .................................................................................... H-6

Budget & Management Department ............................................................................... H-9

City Clerk .............................................................................................................................. H-12

City Council ......................................................................................................................... H-15

Finance Department ........................................................................................................... H-16

Human Resources Department ....................................................................................... H-22

Information & Communication Services Department .............................................. H-28

Legal Department ................................................................................................................ H-35

Marketing & Communications Department ............................................................... H-37

Mayor’s Office ..................................................................................................................... H-40

Office of the City Auditor ................................................................................................ H-44




Billing & Collections Department


Budget & Management Department Total Full Time Equivalents (FTE) = 7.50

City Clerk


City Council Total Full Time Equivalents (FTE) = 12.00

Finance Department


Human Resources Department Total Full Time Equivalents (FTE) = 41.65

Information & Communication Services Department


Legal Department Total Full Time Equivalents (FTE) = 19.45

Marketing & Communications Department


Mayor's Office Total Full Time Equivalents (FTE) = 14.00

Office of the City Auditor



Fiscal Year 2015 H-1 General Government



FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 22,802,759 22,802,294 24,350,727 24,412,062 24,460,097 24,898,458 2.25% Services And Commodities 61,327,602 61,540,105 67,517,629 70,917,948 67,862,029 73,601,551 9.01% Capital 549,462 582,867 1,215,300 1,551,039 577,614 3,730,084 206.93% Debt 61,904,447 78,531,111 39,077,216 56,639,666 56,446,656 41,136,007 5.27% Grants And Aid 556,261 346,014 554,000 475,626 282,506 487,000 (12.09%) Transfers Out 56,631,520 35,338,267 19,240,809 23,457,507 21,713,576 18,755,512 (2.52%) Contingencies 0 0 2,772,170 0 0 3,392,616 22.38%

Total Budget 203,772,051 199,140,658 154,727,851 177,453,848 171,342,478 166,001,228 7.29%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Budget & Management Department 4,891,009 4,686,264 6,096,453 4,350,579 4,261,464 8,260,821 35.50% City Clerk 1,125,703 1,215,558 1,211,377 1,232,772 1,241,509 1,211,837 0.04% City Council 911,854 860,354 1,115,561 886,042 926,729 990,577 (11.20%) Finance Department 9,775,746 10,690,837 11,008,496 11,505,483 9,762,273 10,156,401 (7.74%) Human Resources Department 3,081,468 2,497,048 2,973,158 2,980,429 2,703,078 2,853,393 (4.03%) Information & Communication Services Department 204,138 345 0 0 390 0 0.00% Legal Department 3,463,016 3,198,238 2,631,020 2,634,874 2,537,220 2,652,002 0.80% Marketing & Communications Department 2,058,347 1,859,824 2,023,374 2,064,063 1,977,399 2,851,034 40.90% Mayor's Office 1,164,396 1,160,195 1,036,595 1,172,282 1,840,034 1,733,931 67.27% Office Of The City Auditor 845,938 610,601 625,354 626,193 639,302 649,342 3.84%


Non-General Funds American Recovery & Reinvest. Act 0 0 0 0 23 0 0.00% Arts & Cultural Programs 49,992 50,000 0 0 0 0 0.00% Assessments Revenue 98,124 5,592 6,750 6,750 6,756 41,196 510.31% Banc of America Notes Debt Serv Fund 22,396,386 195,147 193,762 193,762 193,762 192,134 (0.84%) BB&T Notes 642,396 769,520 774,998 774,998 774,998 775,114 0.01% Billing & Collections 8,118,179 8,121,679 8,755,988 8,772,191 8,460,475 8,646,564 (1.25%) Commercial Insurance 4,470,288 4,631,809 4,843,580 4,843,580 4,788,850 5,040,771 4.07% Community Redevelopment District 8,567,557 0 0 0 0 0 0.00% Deferred Compensation - ICMA 90,041 98,546 37,487 32,904 108,028 51,014 36.08% Downtown Redevelopment District 7,039,368 4,667,414 4,263,222 4,513,222 4,513,070 4,263,338 0.00% Economic Stability 0 260,000 0 0 0 0 0.00% Emergency Medical Services 20,600 80 0 0 0 0 0.00% Equipment Replacement 49,800 0 0 0 0 0 0.00% Excise Tax Revenue 1,711,894 0 0 0 0 0 0.00% FFGFC Loan 2,706,791 2,697,194 2,694,750 2,694,750 2,691,969 2,699,075 0.16% Fleet Management 671 0 0 0 0 0 0.00% G Kopsick Palm Restricted 50 0 0 0 0 0 0.00% General Liabilities Claims 1,653,625 885,337 2,072,357 2,072,357 1,135,273 2,077,541 0.25% Health Facilities Authority 175 175 14,000 14,000 0 14,000 0.00% Health Insurance 36,188,733 37,029,882 42,719,224 42,744,145 41,539,595 44,064,402 3.15% Information & Communication Services 10,308,737 9,693,670 10,260,875 10,705,461 10,219,814 10,480,094 2.14% JP Morgan Chase Revenue Notes 21,966,638 1,228,753 3,401,814 3,401,814 3,401,653 3,401,814 0.00% Life Insurance 791,998 790,571 811,716 813,566 812,762 845,203 4.13% Local Housing Assistance 0 0 0 0 55 0 0.00% Municipal Office Buildings 358,388 349,750 349,896 649,896 619,138 334,859 (4.30%) Neighborhood Stabilization Program 72,000 0 0 0 0 0 0.00% Parking Revenue 442,070 1,082,880 957,946 1,217,180 1,139,769 107,946 (88.73%) Pension - ERS 0 0 0 0 91 0 0.00% Pension - Fire 0 0 0 0 17 0 0.00% Pension - Police 0 (59,835) 0 0 2,343 0 0.00% Police Grant Fund 0 0 0 0 2,015 0 0.00% Pro Sports Facility 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 0.00%


General Government H-2 Fiscal Year 2015


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Redevelopment Debt Service 6,703,500 0 0 0 0 0 0.00% School Crossing Guard 357,217 272,013 300,000 350,000 349,917 300,000 0.00% Sports Facility Sales Tax Debt 1,912,128 1,911,078 1,907,490 19,469,940 19,458,840 286,495 (84.98%) Stadium Debt Service 8,439,183 8,473,865 8,411,092 8,496,092 8,495,940 8,406,550 (0.05%) Stormwater Debt Service 1,053,532 1,055,372 1,055,372 1,055,372 1,051,013 1,055,680 0.03% Stormwater Utility Operating 528 2,662 0 0 1,712 0 0.00% Supply Management 1,395 (2,250) 0 0 (6,560) 0 0.00% Technology & Infrastructure Fund 985,904 1,894,509 1,035,300 3,268,807 2,063,942 3,628,044 250.43% Utility Tax Revenue 229 0 0 0 0 0 0.00% Water Cost Stabilization 1,812,711 1,158,086 1,308,000 1,308,000 1,217,456 1,215,810 (7.05%) Water Resources (8,859) 12,386,330 0 0 14,347 0 0.00% Water Resources Debt 18,046,847 62,306,638 20,692,938 20,692,938 20,518,278 24,374,145 17.79% Weeki Wachee 608,963 633,987 138,000 1,902,500 1,871,162 138,000 0.00% Workers' Compensation 6,592,657 7,770,932 6,999,902 8,006,902 8,006,573 10,202,097 45.75%


Total Budget 203,772,051 199,140,658 154,727,851 177,453,848 171,342,478 166,001,228 7.29%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Taxes Property Delinquent 970,381 242,770 500,000 500,000 314,685 250,000 (50.00%) Taxes Property Current 69,351,677 78,779,223 81,736,567 81,736,567 81,910,562 88,261,680 7.98% Taxes Property Penalties & Interest 387 0 0 0 0 0 0.00% Taxes Franchise Natural Gas 720,577 709,615 750,000 750,000 734,167 775,000 3.33% Taxes Franchise Electricity 18,940,068 18,126,537 19,560,208 19,560,208 19,422,567 18,400,000 (5.93%) Taxes Utility Fuel Oil 3,144 661 3,000 3,000 753 1,000 (66.67%) Taxes Utility Natural Gas 515,671 492,533 543,000 543,000 579,280 520,000 (4.24%) Taxes Utility Electricity 19,768,164 21,044,031 20,865,421 20,865,421 22,425,440 22,250,000 6.64% Taxes Utility Communications Services Tax 12,543,024 0 0 0 0 0 0.00% Taxes Utility Portable Meters 20 0 0 0 0 0 0.00% Taxes Utility Propane 178,707 144,348 168,034 168,034 186,646 180,000 7.12% Taxes Utility Water 3,919,251 4,073,773 4,157,661 4,157,661 4,117,314 4,150,000 (0.18%) Taxes Utility Penalties & Interest 0 0 0 0 1 0 0.00% Communications Services Tax 0 11,493,182 11,500,000 11,500,000 11,005,464 10,700,000 (6.96%) Business Taxes 2,409,291 2,446,831 2,410,000 2,410,000 2,393,715 2,410,000 0.00% Contractors Permits 4,110 3,560 0 0 3,810 0 0.00% Other License And Permits 0 0 293,640 293,640 0 293,640 0.00% Federal Grants 2,460,099 1,132,116 1,186,809 1,186,809 1,098,891 1,186,809 0.00% State Grants 4,455 (0) 0 0 0 0 0.00% Shared State Revenue Sharing 7,521,597 7,861,359 7,690,000 7,690,000 8,210,074 8,136,113 5.80% Shared State Mobile Home 99,904 101,006 104,000 104,000 105,779 100,000 (3.85%) Shared State Alcoholic Beverage 133,947 173,303 155,000 155,000 178,359 180,000 16.13% Shared State Sales Tax - Half 14,975,121 15,408,015 16,685,000 16,685,000 16,553,518 16,800,000 0.69% County - Tax Increment Intown West 109,916 104,042 296,751 296,751 296,622 326,580 10.05% County - Tax Increment Bayboro 17,312 13,520 10,671 10,671 13,624 19,498 82.72% Local Option Fuel 3,235,960 3,215,565 3,275,000 3,275,000 3,382,161 3,285,000 0.31% Tourist Development 5,864,763 5,932,587 5,800,000 5,800,000 6,853,977 6,300,000 8.62% County - Tax Increment Intown 3,296,678 3,458,022 3,895,011 3,895,011 3,892,929 4,343,311 11.51% General Government 215,170 422,460 444,800 444,700 498,876 425,300 (4.38%) Physical Environment Charges 26 0 0 0 0 0 0.00% Transportation Charges 0 (0) 0 0 (64) 0 0.00% Other Charges For Services 166,430 591,468 145,600 145,600 626,543 480,600 230.08% Traffic And Parking 0 0 45,668 45,668 0 0 (100.00%) Violation Of Local Ordinances 1,127,244 1,165,053 1,470,000 1,470,000 1,161,235 1,145,000 (22.11%) Interest Earnings 3,368,404 2,598,024 2,974,885 2,974,885 3,841,814 3,324,588 11.76% Rents And Royalties 131,518 129,975 24,000 24,000 133,514 24,000 0.00% Special Assessment 66,185 85,503 100,000 100,000 57,871 50,000 (50.00%) Sale Of Fixed Assets 0 50 10,000 10,000 7 10,000 0.00% Contributions And Donations 2,695 (12) 8,000 8,000 38,920 8,000 0.00% Insurance Premiums 47,273,278 51,328,628 56,783,611 56,783,611 53,308,321 59,841,428 5.39% Misc Revenue 1,958,289 6,975,712 441,578 441,578 1,064,036 2,465,223 458.28% General & Admin. General Government 8,209,020 8,209,020 8,315,754 8,315,754 8,315,760 8,287,643 (0.34%) Payment In Lieu Of Taxes 14,601,786 14,905,949 16,182,852 16,112,642 16,112,642 16,087,488 (0.59%) Debt Proceeds 21,522,000 46,720,457 0 17,562,450 18,407,977 0 0.00% Department Charges 11,270,335 12,025,337 11,608,801 11,608,801 11,894,825 11,514,024 (0.82%)



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Other Charges 7,075,459 6,931,255 6,605,742 6,605,742 6,882,679 6,837,580 3.51% Transfer From General Fund 7,291,486 7,898,668 8,254,288 8,254,288 6,396,251 6,946,464 (15.84%) Transfer From Utility Tax Revenue 229 0 0 0 0 0 0.00% Transfer From Excise Tax Revenue 1,711,894 0 0 0 0 0 0.00% Transfer From Emergency Medical Services 20,600 0 0 0 0 0 0.00% Transfer From American Recovery & Reinvestment Act 0 0 0 0 46 0 0.00% Transfer From Parking Revenue 427,476 372,900 372,896 372,896 372,900 372,896 0.00% Transfer From School Crossing Guard 357,217 272,013 300,000 350,000 349,917 300,000 0.00% Transfer From Weeki Wachee 20,000 20,000 20,000 20,000 20,000 20,000 0.00% Transfer From Pro Sports Facility 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 0.00% Transfer From Downtown Redev. District 7,039,368 1,704,248 4,063,222 4,063,222 4,063,066 4,063,338 0.00% Transfer From Comm. Dev. Block Grant 728,679 633,490 710,678 710,678 710,673 305,724 (56.98%) Transfer From Neighborhood Stabilization Program 144,000 0 0 0 0 0 0.00% Transfer From Community Redev. District 7,317,557 0 0 0 0 0 0.00% Transfer From JP Morgan Chase Rev. Notes 21,470,772 0 0 0 0 0 0.00% Transfer From Banc Of America Notes Debt Service Fund 428,566 0 0 0 0 0 0.00% Transfer From Stadium Debt Service 63,615 106,457 150,000 140,000 139,797 55,000 (63.33%) Transfer From General Capital Improvements 0 240,898 115,000 664,896 564,892 0 (100.00%) Transfer From Water Resources 17,121,391 18,317,327 20,323,086 20,323,086 20,683,274 23,083,336 13.58% Transfer From Water Cost Stabilization 1,812,711 1,158,086 0 0 1,217,456 0 0.00% Transfer From Stormwater Utility Operating 1,058,532 1,054,212 1,054,080 1,054,080 1,055,813 1,056,970 0.27% Transfer From Sanitation Operating 455,076 455,076 455,076 455,076 455,076 380,076 (16.48%) Transfer From Airport Operating 50,004 0 0 70,210 70,210 220,400 0.00% Transfer From Marina Operating 309,996 310,000 310,000 310,000 309,996 310,000 0.00% Transfer From Equipment Replacement 49,800 0 0 0 0 0 0.00% Transfer From Information & Comm.Services 200,004 99,996 0 0 0 0 0.00% Transfer From Water Res. Capital Projects 0 12,069,000 0 0 0 0 0.00% General Fund (152,199,201) (161,194,745) (164,351,382) (166,119,949) (168,799,486) (167,005,463) 1.61% Utility Tax Revenue 328 (83) 0 0 0 0 0.00% Water Resources (1,744,975) (1,324,846) 0 0 (1,434,294) 0 0.00% Preservation Reserve (217) (10,185) (7,000) (7,000) (11,971) (13,000) 85.71% Billing & Collections (287,171) (901,791) 256,246 272,549 (647,257) (109,016) (142.54%) Information & Communication Services 331,180 (818,725) 183,239 627,825 (91,791) 445,473 143.11% Parking Revenue 442,070 1,082,897 957,946 1,217,180 1,139,769 107,946 (88.73%) Federal Operating Grant 0 0 0 0 (46) 0 0.00% Excise Tax Revenue 1,711,894 0 0 0 0 0 0.00% Stadium Debt Service (117,236) (415,409) (271,908) (186,908) 73,309 229,250 (184.31%) Pro Sports Facility (1) (8) (3,968) (3,968) (41) 0 (100.00%) Community Development Block Grant (2,438) (5,193) 0 0 (10,517) 0 0.00% Bayboro Harbor Tax Increment District (38,367) (34,346) (26,142) (29,882) (34,582) (48,228) 84.48% Community Redevelopment District 1,271,370 (1,008) 0 0 0 0 0.00% Intown West Tax Increment District (243,280) (505,658) (676,364) (676,364) (695,149) (761,793) 12.63% Downtown Redevelopment District (285,326) (3,424,288) (4,589,557) (4,335,817) (4,315,821) (5,587,494) 21.74% General Liabilities Claims (274,894) (1,430,777) (643) (643) (982,786) (73,203) 11284.60% Health Facilities Authority (4,834) (3,796) 0 0 (4,115) (1,000) 0.00% Weeki Wachee 364,315 443,239 (40,000) 1,724,500 1,312,624 (36,000) (10.00%) Workers' Compensation (901,064) 95,016 (2,612) 1,004,388 795,017 29,132 (1215.31%) Stormwater Utility Operating (106,955) (57,338) 0 0 (56,720) (68,000) 0.00% Local Housing Assistance (4,466) (150,864) 0 0 (148,724) 0 0.00% Community Housing Donation (21,161) (55,105) 0 0 (1,419) 0 0.00% Pension - Police 0 (59,835) 0 0 (11,374) 0 0.00% Municipal Office Buildings 353,837 357,530 349,896 549,896 647,480 334,859 (4.30%) Assessments Revenue 8,774 (114,923) (129,250) (129,250) (70,248) (20,804) (83.90%) School Crossing Guard 357,216 271,559 300,000 350,000 348,340 299,000 (0.33%) Economic Stability 2,858 (170,789) (251,000) (251,000) (287,394) (1,290,000) 413.94% Life Insurance 61,270 63,854 (4,769) (2,919) 16,543 (56,715) 1089.24% Deferred Compensation - ICMA (197,854) (202,566) (162,513) (167,096) (140,526) (148,986) (8.32%) Building Permit Special Revenue (4,608) (39,066) 0 0 (46,245) (46,000) 0.00% Equipment Replacement 163,967 (262,518) 0 0 157,895 0 0.00% Commercial Insurance (392,825) (289,681) (107,172) (107,172) (170,037) 67,847 (163.31%) Arts & Cultural Programs 49,970 49,485 (1,000) (1,000) 0 0 (100.00%) Water Resources Debt (411,888) (4,038,537) (1,011,957) (1,011,957) (3,464,293) 0 (100.00%) Sunken Gardens (19) (954) 0 0 (850) 0 0.00% Technology & Infrastructure Fund (506,969) 825,461 (88,761) 2,144,746 934,489 2,509,625 (2927.40%) Water Cost Stabilization 0 (1,412,220) 106,000 116,000 1 59,810 (43.58%) Police Grant Fund (77) 0 0 0 1,535 0 0.00% Pier Operating (18,000) 0 0 0 0 0 0.00% Fleet Management (59,128) (42,034) 0 0 (52,935) (58,000) 0.00% G Kopsick Palm Restricted 50 (4,379) 0 0 (4,210) (3,000) 0.00% Health Insurance 2,235,603 (211,721) (45,632) (20,711) 2,130,532 (584,188) 1180.22% Sanitation Operating (11,371) (44,711) 0 0 0 0 0.00%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Jamestown Complex (188,000) 0 0 0 0 0 0.00% Coliseum Operating (4) (28,000) 0 0 0 0 0.00% Stormwater Debt Service (5,000) 1,160 960 960 (4,800) (1,290) (234.38%) Neighborhood Stabilization Program 72,000 0 0 0 0 0 0.00% Emergency Medical Services 20,600 80 0 0 0 0 0.00% BB&T Notes 601,556 0 0 0 0 0 0.00% Golf Course Operating (27,000) 0 0 0 0 0 0.00% Banc Of America Notes Debt Service Fund 469,824 0 0 0 0 0 0.00% Tropicana Field 0 (151,000) 0 0 0 0 0.00% Sports Facility Sales Tax Debt (17,938) (16,013) (20,200) (20,200) 1,451,652 (143,247) 609.14% Pension - ERS 0 0 0 0 (18,808) 0 0.00% Supply Management (538,408) (561,362) (510,000) (510,000) (594,974) (510,000) 0.00% Port Operating 0 (70,000) 0 0 0 0 0.00% American Recovery & Reinvestment Act 0 0 0 0 23 0 0.00% JP Morgan Chase Revenue Notes (246,996) 246,996 0 0 0 0 0.00% Pension - Fire 0 0 0 0 17 0 0.00%

Total Revenue 203,772,051 199,140,658 154,727,851 177,453,848 171,342,478 166,001,228 7.29%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Billing & Collections Department 89.00 91.00 91.00 92.00 1.10% Budget & Management Department 6.50 7.50 7.50 7.50 0.00% City Clerk 16.00 15.00 15.00 15.00 0.00% City Council 4.00 3.50 3.50 4.00 14.29% Finance Department 17.50 17.00 20.70 19.00 (8.21%) Human Resources Department 41.15 42.15 42.15 41.15 (2.37%) Information & Communication Services Department 66.00 66.00 65.00 65.00 0.00% Legal Department 19.45 19.45 19.45 19.45 0.00% Marketing & Communications Department 16.00 18.00 17.00 18.00 5.88% Mayor's Office 9.00 9.50 7.50 14.00 86.67% Office of the City Auditor 5.50 5.50 5.50 5.50 0.00%

Total Full-Time FTE 290.10 294.60 294.30 300.60 2.14% Billing & Collections Department 0.50 0.50 0.50 0.00 (100.00%) City Clerk 1.00 1.00 1.00 1.00 0.00% City Council 8.00 8.00 8.00 8.00 0.00% Finance Department 0.00 1.00 0.70 2.90 314.29% Human Resources Department 0.50 0.50 0.50 0.50 0.00% Information & Communication Services Department 3.00 3.00 1.56 1.72 10.40% Legal Department 1.00 0.75 0.00 0.00 0.00% Marketing & Communications Department 1.40 0.50 0.50 0.50 0.00% Mayor's Office 0.80 0.00 0.00 0.00 0.00%


Total FTE 306.30 309.85 307.06 315.22 2.66%




Billing & Collections Department


The mission of the Billing & Collections Department is to accurately bill for the city's utility and other services, to maximize the city revenue collections, to use technology to collect and track revenues efficiently and provide every customer with an accurate, consistent response to every request in a prompt and timely manner, at all times serving with courtesy, honesty, and fairness.

Services Provided

The Billing & Collections Department provides the following services: Utility Accounts (UA) Division: Utility Accounts Administration, Meter Reading, Customer Contact, Customer Service, Adjustments, Utility Cashiers, Field Operations • Bills and collects $156 million annually to support the city's utilities (Water/Wastewater, Sanitation & Stormwater). • Reads 95,000+ meters; bills 90,000+ accounts; receives 37,000+ calls; processes 87,000 payments, issues 22,500 late notices; locks off 1,500 non-payment accounts; and provides 2,000 payment plans monthly. City Collections (CD) Division: Collections Administration, Special Assessments, Central Cashiers • Collects $10 million annually in accounts receivables for services provided to the public on a city-wide basis. • Bills and collects $500,000 annually for lien search requests. • Bills and collects $1 million annually for special assessment and utility liens. • Provides for cash collection and/or reconciliation of all point of sale systems city-wide. Business Tax & False Alarms • Bills and collects $2.75 million annually for business tax receipts. • Bills and collects $165,000 annually for public vehicle registrations. • Bills and collects $115,000 for false alarms fines and $300,000 for alarm registrations annually. General Note: • In 2012 the parking enforcement and collections function was moved to Transportation and Parking.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 5,246,365 5,320,230 5,677,844 5,678,240 5,535,048 5,674,366 (0.06%) Services And Commodities 2,870,262 2,801,449 3,078,144 3,073,951 2,919,089 2,972,198 (3.44%) Capital 2,298 0 0 0 2,695 0 0.00% Grants And Aid 0 0 0 20,000 3,643 0 0.00%

Total Budget 8,118,925 8,121,679 8,755,988 8,772,191 8,460,475 8,646,564 (1.25%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Parking Revenue Parking Revenue Program 746 0 0 0 0 0 0.00% Billing & Collections Billing Program 2,093,491 2,060,023 2,312,518 2,307,075 2,106,688 2,160,847 (6.56%) Business Tax & False Alarm Program 629,909 624,298 655,674 655,674 635,272 613,175 (6.48%) City Invoices Special Assessments Program 2,037,423 1,982,152 2,041,890 2,041,890 2,008,570 2,191,253 7.31% Customer Service Program 1,893,147 2,003,167 2,115,864 2,137,114 2,046,945 2,077,414 (1.82%) Metering Reading/Field Operations Program 1,464,209 1,452,039 1,630,042 1,630,438 1,663,000 1,603,875 (1.61%)

Totals for Billing & Collections 8,118,179 8,121,679 8,755,988 8,772,191 8,460,475 8,646,564 (1.25%)

Total Budget 8,118,925 8,121,679 8,755,988 8,772,191 8,460,475 8,646,564 (1.25%)



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Government 179,055 379,353 405,000 404,900 454,425 380,000 (6.17%) Other Charges For Services 0 392,447 0 0 455,376 325,000 0.00% Violation Of Local Ordinances 1,126,196 1,164,853 1,470,000 1,470,000 1,160,735 1,145,000 (22.11%) Interest Earnings 82,614 144,793 138,000 138,000 188,747 197,000 42.75% Contributions And Donations 0 0 0 0 20,000 0 0.00% Misc Revenue (80,127) 57,112 (119,000) (119,000) 110,299 (129,000) 8.40% Other Charges 7,075,457 6,933,451 6,605,742 6,605,742 6,882,682 6,837,580 3.51% Billing & Collections (265,017) (817,513) 256,246 272,549 (663,010) (109,016) (142.54%) Parking Revenue 746 16 0 0 0 0 0.00% General Fund 0 471 0 0 0 0 0.00% Local Housing Assistance 0 (133,303) 0 0 (148,779) 0 0.00%

Total Revenue 8,118,925 8,121,679 8,755,988 8,772,191 8,460,475 8,646,564 (1.25%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Billing Program 25.00 26.00 27.00 27.00 0.00% Business Tax & False Alarm Program 9.00 9.00 7.00 8.00 14.29% City Invoices Special Assessments Program 12.00 12.00 12.00 13.00 8.33% Customer Service Program 21.00 22.00 23.00 22.00 (4.35%) Metering Reading/Field Operations Program 22.00 22.00 22.00 22.00 0.00% Total Full-Time FTE 89.00 91.00 91.00 92.00 1.10% Billing Program 0.50 0.50 0.50 0.00 (100.00%) Total Part-Time FTE 0.50 0.50 0.50 0.00 (100.00%)

Total FTE 89.50 91.50 91.50 92.00 0.55%

Notes

- In FY15, the Billing and Collections Department's budget decreased 1.25% as compared to the FY14 Adopted Budget due to reductions in several line items including Credit Card Settlement ($75,000), Penalty and Interest ($80,000) and other miscellaneous line items ($9,220). - Increases are included in the Other Compensation line item in anticipation of several retirements ($24,750), as well as in postage/special delivery due to the U.S. Postal rate increase ($30,000). - During the year one full-time Accountant I position was added and one part-time Office Systems Assistant position was deleted.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Improving City Operations An objective of the Billing and Collections Department is to minimize customer wait time and uncollectable write off. This objective fulfills the city value of Accountable Servant Leadership.

Call Center Answer Speed - The time a customer waits before their call is answered by a customer service representative

Seconds 105.2 89.6 90 120 120 Number Of Utility Customer Calls # 448,558 444,727 450,000 433,000 450,000 Number of Abandoned Calls - The percentage of customers hanging up prior to their call being answered by a customer service representative

% 3.42 2.94 10 3.7 10

Uncollectable Write off Percentage for Utilities % 0.36 0.36 0.5 0.33 0.5




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Promoting Economic Opportunity An objective of the Billing and Collections Department is to coordinate and collect all revenue for the city. This objective fulfills the city value of Accountable Servant Leadership.

Number of Special Assessment & Utility Liens Recorded # 4,434 2,804 2,800 2,827 2,800 Number of Special Assessment & Utility Liens Released # 2,658 2,793 2,700 2,714 2,700 Number of Utility Payments Collected by Utility Cashiers # 132,691 144,068 130,000 138,945 130,000 Total Utility Payments Collected # 1,036,795 1,042,726 1,030,000 1,040,000 1,030,000 Number of Business Tax Notices Written # 1,285 1,330 1,300 1,481 1,300 Number of Business Tax Certificates Issued # 15,923 15,520 15,000 15,550 15,000 Number of Public Vehicle Certificates Issues # 696 476 500 561 500 Number of Non-Utility Payments Collected by Central Cashiers

# 140,184 161,976 155,000 153,499 155,000



Budget & Management Department


The mission of the Budget and Management Department is to facilitate the responsible planning and use of city resources which support community services and to provide on-going management and oversight of the use of city resources.

Services Provided

The Budget and Management Department provides the following services: • City-wide operating budget preparation. • City-wide Capital Improvement Program (CIP) budget preparation. • Budget monitoring. • Departmental budget support. • Position control. • Budget analysis and planning. • Grant Administration.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 532,634 589,644 712,901 712,901 714,944 734,388 3.01% Services And Commodities 159,379 156,036 157,882 158,508 149,354 215,817 36.70% Grants And Aid 0 63,069 0 0 0 0 0.00% Transfers Out 4,213,000 3,891,520 2,467,500 3,493,170 3,411,170 3,932,000 59.35% Contingencies 0 0 2,772,170 0 0 3,392,616 22.38%

Total Budget 4,905,013 4,700,268 6,110,453 4,364,579 4,275,468 8,274,821 35.42%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Budget & Management Support Program 442,936 408,323 457,804 457,804 481,215 484,386 5.81% Budget Administration Program 235,072 323,352 398,979 399,605 369,079 451,819 13.24% Subsidies & Contingency Program 4,213,000 3,954,589 5,239,670 3,493,170 3,411,170 7,324,616 39.79%


Technology & Infrastructure Fund Budget & Management Support Program 14,004 14,004 14,000 14,000 14,004 14,000 0.00%

Total Budget 4,905,013 4,700,268 6,110,453 4,364,579 4,275,468 8,274,821 35.42%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Interest Earnings 0 2,371 0 0 2,588 0 0.00% General & Administration General Government 447,492 447,492 447,492 447,492 447,492 430,709 (3.75%) Transfer From American Recovery & Reinvestment Act 0 0 0 0 23 0 0.00% General Fund 4,443,517 4,238,772 5,648,961 3,903,087 3,813,972 7,830,112 38.61% Federal Operating Grant 0 0 0 0 (23) 0 0.00% Technology & Infrastructure Fund 14,004 11,633 14,000 14,000 11,416 14,000 0.00%

Total Revenue 4,905,013 4,700,268 6,110,453 4,364,579 4,275,468 8,274,821 35.42%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Budget & Management Support Program 4.00 5.00 5.00 5.00 0.00% Budget Administration Program 2.50 2.50 2.50 2.50 0.00% Total Full-Time FTE 6.50 7.50 7.50 7.50 0.00%

Total FTE 6.50 7.50 7.50 7.50 0.00%

Notes

- The Budget & Management Department's budget increased by 35.5% in FY15 over the FY14 Adopted Budget due to increases including a $1,000,000 transfer to the Economic Stability Fund to increase the fund balance, $380,000 transfer to the Pier to continue operations of the Pier, an increased subsidy of $60,000 to Jamestown due to lower revenues, $50,000 to engage a series of subject matter experts as grant writing consultants, and a set-aside for FY15 salary increases of $2,272,358. - Employee salary and benefits and internal service charges increased $13,922 from the FY14 Adopted budget.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Budget Effectiveness The objective of Budget & Management Department is to develop a balanced annual budget and have established processes in place to effectively monitor and control the budget so that both revenues and expenditures are within +/- 2% at fiscal year end. This objective fulfills the city value of Accountable Service Leadership.

Actual vs. Adopted Routine General Fund Expenditures % 0.03 -1 +/-2 -2 +/-2 Actual vs. Adopted Routine General Fund Revenues % 0.01 -0.01 +/-2 0.02 +/-2

Capital Improvement Expenditures The objective of the Budget & Management department is to ensure that the annual Capital Improvement Budget is allocated to maximize the investments in the city's infrastructure, and comply with internal policies and targets set for Penny Round 3 investment. The expenditures for expenses in each of the Penny funds have to be within specified ranges. This objective fulfills the city values of Accountable Servant Leadership and Empowerment.

Percent of Penny Expenditures Meet the Targeted Ranges for each category

% Range % Range % Range % Range % Range % Range Public Safety 15.6-20.44% 20.18 25.02 27.67 27.67 25.66 Neighborhood Citywide Infrastructure 44.96-53.3% 49.59 45.99 45.51 45.51 46.06 Recreation & Cultural 20-34.66% 26.71 26.12 24.31 24.31 25.90 City Facilities 3.00-8.00% 3.52 2.87 2.30 2.30 2.38

Capital Improvement Projects The objective of the Budget & Management Department is to work with departments to close capital improvement projects. This objective fulfills the city values of Responsiveness, and Accountable Servant Leadership.

Number of Projects Completed/Closed # 138 137 163 200 150




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Grant Opportunities The objective of the Budget & Management Department is to evaluate grant opportunities and disseminate to subject matter experts in department and external organizations to respond to grant opportunities. Develop external organizations and partnerships to seek grant opportunities. Build our internal resource for grant searching, grant writing, grant management and capacity building. This objective fulfills the city values of Accountable Servant Leadership, and Empowerment.

Amount From Grants Secured $ 18,417,000 11,954,000 14,772,000 14,722,000 15,500,000 Number of Grants Applied For (new measure during FY14, no historical data available)

# 0 0 40 40 40 Number of Grants Secured # 45 41 33 33 33

Internal & External Capacity Building The objective of the Budget & Management Department is to conduct internal and external capacity building. This objective fulfills the city values of Empowerment, Transparent Access, and Inclusiveness. • New Measure during FY14, no historical data available at this time.

Amount from secured grants $ 0 0 3,000,000 4,870,000 3,000,000 Number of external partnership grant applications # 0 0 10 9 10 Number of grants secured # 0 0 3 1 3

Transparency The objective of the Budget & Management Department is to ensure transparent and diverse public input during the budget process. This objective fulfills the city values of Empowerment, Transparent Access, Diversity, and Inclusiveness. New measure for FY15, no data for FY12 through FY14.

Number of Participants at Budget Summit Summit #1 0 0 0 0 75 Number of Participants at Budget Summit Summit #2 0 0 0 0 80 Number of Participants at Budget Summit Summit #3 0 0 0 0 85



City Clerk


The mission of the City Clerk's Office is to preserve the city's history through maintenance of its legal documents and proceedings of City Council, conduct city elections, and safeguard city staff, officials, residents, and property in the downtown city office facilities.

Services Provided

The City Clerk's Office provides the following services: • Recording/transcribing of Council, committee and workshop minutes; coordinating and responding to public records requests, supporting the Local Hearing Officer, conducting research for officials, administration and the public and processing City Code Supplements as needed, etc. • Preparing candidate packets, contracting with the Supervisor of Elections regarding: polling locations, training of poll workers, rental of voting equipment and transporting same to polling locations, printing/mailing ballots, etc., placing required notices per state law and City Charter, assisting candidates with information requests and campaign reports, responding to queries from the public, uploading campaign reports to the website, scheduling Candidate and Newly Elected Officials Orientation, etc. • Administering with assistance of departmental records coordinators, a records management program for the maintenance, retention, preservation and disposition of records per the Florida Department of State Division of Library & Archives of Florida, provides timely archival retrieval of records, etc. • Providing for the efficient and timely sorting, delivery and pickup of mail for city facilities.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 985,710 980,660 1,045,270 1,045,270 1,067,360 1,000,645 (4.27%) Services And Commodities 498,381 584,648 516,003 537,398 493,287 521,051 0.98% Capital 0 0 0 0 0 25,000 0.00%

Total Budget 1,484,092 1,565,308 1,561,273 1,582,668 1,560,647 1,546,696 (0.93%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Building Security Program 2,156 0 0 0 0 0 0.00% City Clerk Administration Program 528,338 620,774 536,776 557,276 510,767 533,000 (0.70%) City Clerk Program 225,290 221,667 237,806 238,268 300,192 242,231 1.86% Local Administrative Hearing Program 0 6,061 45,668 45,668 52,558 25,756 (43.60%) Mail Room Program 110,074 110,453 122,687 122,687 107,905 126,856 3.40% Records Retention Program 259,846 256,603 268,440 268,873 270,087 283,994 5.79%


Municipal Office Buildings Building Security Program 358,388 349,750 349,896 349,896 319,138 334,859 (4.30%)

Total Budget 1,484,092 1,565,308 1,561,273 1,582,668 1,560,647 1,546,696 (0.93%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Government 3,877 14,939 5,800 5,800 4,171 5,800 0.00% Other Charges For Services 2,162 (7,335) 0 0 1,482 0 0.00% Traffic And Parking 0 0 45,668 45,668 0 0 (100.00%) Violation Of Local Ordinances 1,048 200 0 0 500 0 0.00% Misc Revenue 4,978 3,885 0 0 628 0 0.00% General & Administration General Government 459,468 459,468 459,468 459,468 459,468 459,468 0.00% Other Charges 2 4 0 0 (3) 0 0.00% General Fund 654,168 744,397 700,441 721,836 775,263 746,569 6.59% Municipal Office Buildings 358,388 349,750 349,896 349,896 319,138 334,859 (4.30%)

Total Revenue 1,484,092 1,565,308 1,561,273 1,582,668 1,560,647 1,546,696 (0.93%)



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Building Security Program 7.00 6.00 6.00 6.00 0.00% City Clerk Administration Program 2.00 2.00 2.00 2.00 0.00% City Clerk Program 2.00 2.00 2.00 2.00 0.00% Mail Room Program 2.00 2.00 2.00 2.00 0.00% Records Retention Program 3.00 3.00 3.00 3.00 0.00% Total Full-Time FTE 16.00 15.00 15.00 15.00 0.00% City Clerk Administration Program 0.50 0.50 0.50 0.50 0.00% Records Retention Program 0.50 0.50 0.50 0.50 0.00% Total Part-Time FTE 1.00 1.00 1.00 1.00 0.00%

Total FTE 17.00 16.00 16.00 16.00 0.00%

Notes

- In FY15, the General Fund portion of the City Clerk's budget increased 0.04% from the FY14 Adopted Budget due to increases in furniture ($25,000), Training and Conference ($1,200), Photography Supplies ($2,295) and other miscellaneous line items ($1,565). - Reductions include reducing half the salary for the two temporary part-time Deputy City Clerk positions ($25,095) which were previously funded from red light camera appeal revenue. Temporary positions are not reflected in the authorized personnel count. Due to the primary election not being held city-wide, the Other Specialized Services - External line item was reduced ($12,000) in addition to other miscellaneous line items ($7,429). - Internal service charges and salaries increased $14,924 from the FY14 Adopted Budget. - The budgeted revenue for the red light camera appeals process was eliminated in FY15 ($45,668). - The Municipal Office Buildings Fund covers the security portion of the City Clerk Department's budget which decreased 4.30% from the FY14 Adopted Budget due to a decrease in cost of employee benefits.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

City Council Support The objective is to support City Council by recording meetings and transcribing minutes. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, and Inclusiveness. New measure for FY15, data for FY12 actual not available.

# of Sets of Minutes # 0 215 210 210 210 Filming The objective is to film standard sized documents, timely issue of archival records and disposition of obsolete records by State law. This objective fulfills the city values of Transparent Access and Accountable Servant Leadership.

Disposition of obsolete records by state law Cubic Ft. 1200 1437 1200 1200 1500 Film standard sized documents Pages 594,407 800,000 600,000 600,000 600,000 Timely issue of archival records Days 5 5 5 5 5




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Placing Required Notices The objective is to place required notices. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, Inclusiveness, and Responsiveness. New measure for FY15, data for FY12 actual not available.

Timely Notice # 0 65 50 50 65 Public Records Request The objective is to coordinate and respond to public records requests. This objective fulfills the city values of Transparent Access, Inclusiveness, and Accountable Servant Leadership. New measure for FY15, data for FY12 actual not available.

# of Requests # 0 1,442 1,450 1,450 1,450 Upload Campaign Reports to City Website The objective is to upload campaign reports to the city's website. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, Diversity, Inclusiveness, and Responsiveness. • Based on election years

Within 48 Working Hours Hours 0 48* 0 0 48*



City Council


The mission of the City Council is to govern the city of St. Petersburg by performing legislative functions in the interest of its citizens.

Services Provided

The City Council Office provides the following service: • Serves as the governing body of the city with all legislative powers of the city vested therein.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 744,738 721,194 747,074 747,074 783,600 758,270 1.50% Services And Commodities 167,115 139,160 188,487 138,968 143,129 232,307 23.25% Grants And Aid 0 0 180,000 0 0 0 (100.00%)

Total Budget 911,854 860,354 1,115,561 886,042 926,729 990,577 (11.20%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund City Council Program 911,854 860,354 1,115,561 886,042 926,729 990,577 (11.20%)

Total Budget 911,854 860,354 1,115,561 886,042 926,729 990,577 (11.20%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenue 0 0 0 0 20 0 0.00% General & Administration General Government 393,648 393,648 393,648 393,648 393,648 393,648 0.00% General Fund 518,206 466,706 721,913 492,394 533,061 596,929 (17.31%)

Total Revenue 911,854 860,354 1,115,561 886,042 926,729 990,577 (11.20%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

City Council Program 4.00 3.50 3.50 4.00 14.29% Total Full-Time FTE 4.00 3.50 3.50 4.00 14.29% City Council Program 8.00 8.00 8.00 8.00 0.00% Total Part-Time FTE 8.00 8.00 8.00 8.00 0.00%

Total FTE 12.00 11.50 11.50 12.00 4.35% Notes

- In FY15, City Council's budget decreased by 11.20% over the FY14 Adopted Budget. This decrease is mainly due to the removal of a line item for projects to be determined by City Council ($180,000), that was included in the FY14 budget. - Internal service charges and salaries increased $55,016 from the FY14 Adopted Budget. - Beginning in FY15, City Council will no longer share a position with the Mayor's Action Center.



Finance Department


The mission of the Finance Department is to maintain, at the highest level possible, the credibility of the financial information flowing from the Finance Department; to ensure that city employees, customers, vendors, contractors, and other firms follow the policies set forth by City Council and established procedures are all treated on an equal basis regarding the opportunities to provide services in the financial area and disbursements of funds; and to consistently review the methods used so as to have the most cost-effective means of accomplishing the mission of the Finance Department with a high level of performance by departmental staff.

Services Provided

The Finance Department provides the following services: • City and pension payroll preparation and reporting. • Centralized city-wide accounts payable processing and payment and financial systems coordination. • Financial reporting and external audit. • Grants compliance and reporting. • Debt management, administration, reporting, disclosures and bond rating. • Investment of city-wide funds. General Note: • Annual amounts for the Finance Department fluctuate due to debt service payments and transfers of bond proceeds.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,244,161 1,275,599 1,633,812 1,633,812 1,514,412 1,583,462 (3.08%) Services And Commodities 1,297,301 1,670,983 1,559,247 1,560,123 1,548,616 1,799,671 15.42% Capital 12,535 0 0 0 0 0 0.00% Debt 61,904,447 78,531,111 39,077,216 56,639,666 56,446,656 41,136,007 5.27% Transfers Out 52,195,620 31,297,467 16,750,413 19,941,441 18,279,510 14,800,616 (11.64%)

Total Budget 116,654,064 112,775,160 59,020,688 79,775,042 77,789,194 59,319,756 0.51%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Debt, Reserves & CIP Transfers 7,363,386 7,898,679 7,954,187 8,445,715 6,896,151 6,946,464 (12.67%) Disbursements, Cash & Debt Management Program 2,020,754 2,084,252 2,366,441 2,371,900 2,161,481 2,423,615 2.42% General Accounting & Reporting Program 391,605 707,906 687,868 687,868 704,641 786,322 14.31%

Totals for General Operating Fund 9,775,746 10,690,837 11,008,496 11,505,483 9,762,273 10,156,401 (7.74%)

Economic Stability Debt, Reserves & CIP Transfers 0 260,000 0 0 0 0 0.00% Health Facilities Authority Debt, Reserves & CIP Transfers 175 175 14,000 14,000 0 14,000 0.00% Utility Tax Revenue Debt, Reserves & CIP Transfers 229 0 0 0 0 0 0.00% Excise Tax Revenue Debt, Reserves & CIP Transfers 1,711,894 0 0 0 0 0 0.00% Emergency Medical Services Subsidies & Contingency Program 20,600 0 0 0 0 0 0.00% American Recovery & Reinvestment Act Non-Department Program 0 0 0 0 23 0 0.00% Parking Revenue Parking Revenue Program 404,580 1,046,004 850,000 1,100,000 1,100,008 0 (100.00%) School Crossing Guard School Crossing Guards Program 357,217 272,013 300,000 350,000 349,917 300,000 0.00% Weeki Wachee Weeki Wachee Program 608,963 633,987 138,000 1,902,500 1,871,162 138,000 0.00%




FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Pro Sports Facility Debt, Reserves & CIP Transfers 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 0.00% Downtown Redevelopment District Debt, Reserves & CIP Transfers 7,039,368 4,667,414 4,263,222 4,513,222 4,513,070 4,263,338 0.00% Assessments Revenue Debt, Reserves & CIP Transfers 98,124 5,592 6,750 6,750 6,756 41,196 510.31% Neighborhood Stabilization Program Subsidies & Contingency Program 72,000 0 0 0 0 0 0.00% Community Redevelopment District Debt, Reserves & CIP Transfers 8,567,557 0 0 0 0 0 0.00% JP Morgan Chase Revenue Notes Debt, Reserves & CIP Transfers 21,966,638 1,228,753 3,401,814 3,401,814 3,401,653 3,401,814 0.00% FFGFC Loan Debt, Reserves & CIP Transfers 2,706,791 2,697,194 2,694,750 2,694,750 2,691,969 2,699,075 0.16% Banc Of America Notes Debt Service Fund Debt, Reserves & CIP Transfers 22,396,386 195,147 193,762 193,762 193,762 192,134 (0.84%) BB&T Notes Subsidies & Contingency Program 642,396 769,520 774,998 774,998 774,998 775,114 0.01% Stadium Debt Service Debt, Reserves & CIP Transfers 8,439,183 8,473,865 8,411,092 8,496,092 8,495,940 8,406,550 (0.05%) Sports Facility Sales Tax Debt Debt, Reserves & CIP Transfers 1,912,128 1,911,078 1,907,490 19,469,940 19,458,840 286,495 (84.98%) Redevelopment Debt Service Debt, Reserves & CIP Transfers 6,703,500 0 0 0 0 0 0.00% Water Resources Administrative Support Services (8,859) 12,386,330 0 0 14,347 0 0.00% Water Resources Debt Debt, Reserves & CIP Transfers 18,046,847 62,306,638 20,692,938 20,692,938 20,518,278 24,374,145 17.79% Water Cost Stabilization Water Cost Stabilization Program 1,812,711 1,158,086 1,308,000 1,308,000 1,217,456 1,215,810 (7.05%) Stormwater Utility Operating Stormwater Utility Collection & Marine Infrastr Program 528 132 0 0 137 0 0.00% Stormwater Debt Service Debt, Reserves & CIP Transfers 1,053,532 1,055,372 1,055,372 1,055,372 1,051,013 1,055,680 0.03% Equipment Replacement Subsidies & Contingency Program 49,800 0 0 0 0 0 0.00% Municipal Office Buildings Subsidies & Contingency Program 0 0 0 300,000 300,000 0 0.00% Technology & Infrastructure Fund Subsidies & Contingency Program 270,000 1,020,000 0 0 0 0 0.00% Supply Management Supply Management Program 1,395 (2,250) 0 0 (6,560) 0 0.00% G Kopsick Palm Restricted Non-Department Program 50 0 0 0 0 0 0.00% Pension - ERS Non-Department Program 0 0 0 0 91 0 0.00% Pension - Police Non-Department Program 0 (59,835) 0 0 2,343 0 0.00% Pension - Fire Non-Department Program 0 0 0 0 17 0 0.00% Deferred Compensation - ICMA Pension Support Program 4,583 59,102 0 (4,583) 71,697 0 0.00%

Total Budget 116,654,064 112,775,160 59,020,688 79,775,042 77,789,194 59,319,756 0.51%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Taxes Property Penalties & Interest 387 0 0 0 0 0 0.00% Taxes Property Delinquent 970,381 242,770 500,000 500,000 314,685 250,000 (50.00%) Taxes Property Current 69,351,677 78,779,223 81,736,567 81,736,567 81,910,562 88,261,680 7.98% Taxes Franchise Electricity 18,940,068 18,126,537 19,560,208 19,560,208 19,422,567 18,400,000 (5.93%) Taxes Franchise Natural Gas 720,577 709,615 750,000 750,000 734,167 775,000 3.33% Taxes Utility Water 3,919,251 4,073,773 4,157,661 4,157,661 4,117,314 4,150,000 (0.18%) Taxes Utility Comm. Services Tax 12,543,024 0 0 0 0 0 0.00% Taxes Utility Electricity 19,768,164 21,044,031 20,865,421 20,865,421 22,425,440 22,250,000 6.64% Taxes Utility Penalties & Interest 0 0 0 0 1 0 0.00% Taxes Utility Portable Meters 20 0 0 0 0 0 0.00% Taxes Utility Fuel Oil 3,144 661 3,000 3,000 753 1,000 (66.67%) Taxes Utility Propane 178,707 144,348 168,034 168,034 186,646 180,000 7.12% Taxes Utility Natural Gas 515,671 492,533 543,000 543,000 579,280 520,000 (4.24%) Communications Services Tax 0 11,493,182 11,500,000 11,500,000 11,005,464 10,700,000 (6.96%) Business Taxes 2,409,291 2,446,831 2,410,000 2,410,000 2,393,715 2,410,000 0.00% Contractors Permits 4,110 3,560 0 0 3,810 0 0.00% Other License And Permits 0 0 293,640 293,640 0 293,640 0.00% Shared State Revenue Sharing 7,521,597 7,861,359 7,690,000 7,690,000 8,210,074 8,136,113 5.80% Shared State Mobile Home 99,904 101,006 104,000 104,000 105,779 100,000 (3.85%) Shared State Alcoholic Beverage 133,947 173,303 155,000 155,000 178,359 180,000 16.13% Shared State Sales Tax - Half 14,975,121 15,408,015 16,685,000 16,685,000 16,553,518 16,800,000 0.69% Tourist Development 5,864,763 5,932,587 5,800,000 5,800,000 6,853,977 6,300,000 8.62% County - Tax Increment Intown West 109,916 104,042 296,751 296,751 296,622 326,580 10.05% County - Tax Increment Intown 3,296,678 3,458,022 3,895,011 3,895,011 3,892,929 4,343,311 11.51% Local Option Fuel 3,235,960 3,215,565 3,275,000 3,275,000 3,382,161 3,285,000 0.31% County - Tax Increment Bayboro 17,312 13,520 10,671 10,671 13,624 19,498 82.72% General Government 22,799 21,247 34,000 34,000 20,145 34,000 0.00% Physical Environment Charges 26 0 0 0 0 0 0.00% Other Charges For Services 0 0 48,600 48,600 0 48,600 0.00% Interest Earnings 2,499,886 1,766,296 2,165,993 2,165,993 2,852,378 2,278,004 5.17% Rents And Royalties 131,518 129,975 23,000 23,000 133,514 23,000 0.00% Special Assessment 66,185 85,503 100,000 100,000 57,871 50,000 (50.00%) Sale Of Fixed Assets 0 0 10,000 10,000 7 10,000 0.00% Contributions And Donations 0 (12) 0 0 18,899 0 0.00% Misc Revenue 848,205 6,109,317 102,478 102,478 271,466 102,478 0.00% General & Admin. General Government 1,461,792 1,461,792 1,497,370 1,497,370 1,497,372 1,486,042 (0.76%) Payment In Lieu Of Taxes 14,601,786 14,905,949 16,182,852 16,112,642 16,112,642 16,087,488 (0.59%) Debt Proceeds 21,522,000 46,720,457 0 17,562,450 18,407,977 0 0.00% Federal Grants 1,188,752 1,135,183 1,186,809 1,186,809 1,098,891 1,186,809 0.00% Department Charges 552,860 566,179 510,000 510,000 588,414 510,000 0.00% Other Charges 0 (2,200) 0 0 0 0 0.00% Transfer From General Fund 7,291,486 7,898,668 8,254,288 8,254,288 6,396,251 6,946,464 (15.84%) Transfer From Utility Tax Revenue 229 0 0 0 0 0 0.00% Transfer From Excise Tax Revenue 1,711,894 0 0 0 0 0 0.00% Transfer From Emergency Medical Svs 20,600 0 0 0 0 0 0.00% Transfer From American Recovery & Reinvestment Act 0 0 0 0 23 0 0.00% Transfer From Parking Revenue 404,580 350,004 350,000 350,000 350,004 350,000 0.00% Transfer From School Crossing Guard 357,217 272,013 300,000 350,000 349,917 300,000 0.00% Transfer From Weeki Wachee 20,000 20,000 20,000 20,000 20,000 20,000 0.00% Transfer From Pro Sports Facility 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 2,000,004 0.00% Transfer From Downtown Red. District 7,039,368 1,704,248 4,063,222 4,063,222 4,063,066 4,063,338 0.00% Transfer From Comm. Dev. Block Grant 728,679 633,490 710,678 710,678 710,673 305,724 (56.98%) Transfer From Neighborhood Stabilization Program 144,000 0 0 0 0 0 0.00% Transfer From Community Red. District 7,317,557 0 0 0 0 0 0.00% Transfer From JP Morgan Chase Rev.Notes 21,470,772 0 0 0 0 0 0.00% Transfer From Banc Of America Notes Debt Service Fund 428,566 0 0 0 0 0 0.00% Transfer From Stadium Debt Service 63,615 106,457 150,000 140,000 139,797 55,000 (63.33%) Transfer From General Capital Imp. 0 240,898 115,000 664,896 564,892 0 (100.00%) Transfer From Water Resources 17,121,391 18,317,327 20,323,086 20,323,086 20,683,274 23,083,336 13.58% Transfer From Water Cost Stabilization 1,812,711 1,158,086 0 0 1,217,456 0 0.00% Transfer From Stormwater Utility Oper. 1,058,532 1,054,212 1,054,080 1,054,080 1,055,813 1,056,970 0.27% Transfer From Sanitation Operating 455,076 455,076 455,076 455,076 455,076 380,076 (16.48%) Transfer From Airport Operating 50,004 0 0 70,210 70,210 220,400 0.00% Transfer From Marina Operating 309,996 310,000 310,000 310,000 309,996 310,000 0.00% Transfer From Equipment Replacement 49,800 0 0 0 0 0 0.00% Transfer From Information & Comm. Svs 200,004 99,996 0 0 0 0 0.00% Transfer From Water Resource Capital Proj 0 12,069,000 0 0 0 0 0.00% General Fund (161,774,938) (170,420,501) (175,063,426) (175,066,335) (177,974,575) (181,270,003) 3.55% Utility Tax Revenue 328 (83) 0 0 0 0 0.00% Water Resources (1,744,975) (1,324,846) 0 0 (1,434,294) 0 0.00% Preservation Reserve (217) (10,185) (7,000) (7,000) (11,971) (13,000) 85.71%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Excise Tax Revenue 1,711,894 0 0 0 0 0 0.00% Stadium Debt Service (117,236) (415,409) (271,908) (186,908) 73,309 229,250 (184.31%) Billing & Collections (22,154) (84,278) 0 0 15,753 0 0.00% Pro Sports Facility (1) (8) (3,968) (3,968) (41) 0 (100.00%) Bayboro Harbor Tax Increment District (38,367) (34,346) (26,142) (29,882) (34,582) (48,228) 84.48% Downtown Redevelopment District (285,326) (3,424,288) (4,589,557) (4,335,817) (4,315,821) (5,587,494) 21.74% Community Redevelopment District 1,271,370 (1,008) 0 0 0 0 0.00% Intown West Tax Increment District (243,280) (505,658) (676,364) (676,364) (695,149) (761,793) 12.63% Health Facilities Authority (4,834) (3,796) 0 0 (4,115) (1,000) 0.00% Weeki Wachee 364,315 443,239 (40,000) 1,724,500 1,312,624 (36,000) (10.00%) Commercial Insurance (6,597) (25,939) 0 0 0 0 0.00% G Kopsick Palm Restricted 50 (4,379) 0 0 (4,210) (3,000) 0.00% General Liabilities Claims (55,805) (219,414) 0 0 (529) 0 0.00% Assessments Revenue 8,774 (114,923) (129,250) (129,250) (70,248) (20,804) (83.90%) Fleet Management (59,799) (42,034) 0 0 (52,935) (58,000) 0.00% Sanitation Operating (11,371) (44,711) 0 0 0 0 0.00% Building Permit Special Revenue (4,608) (39,066) 0 0 (46,245) (46,000) 0.00% Workers' Compensation (13,399) (52,682) 0 0 0 0 0.00% Equipment Replacement 163,967 (262,518) 0 0 157,895 0 0.00% Stormwater Utility Operating (106,955) (59,867) 0 0 (58,295) (68,000) 0.00% Community Housing Donation (21,161) (55,105) 0 0 (1,419) 0 0.00% Economic Stability 2,858 (170,789) (251,000) (251,000) (287,394) (1,290,000) 413.94% Information & Communication Services (13,057) (7,067) 0 0 0 0 0.00% Water Resources Debt (411,888) (4,038,537) (1,011,957) (1,011,957) (3,464,293) 0 (100.00%) Health Insurance (13,399) (52,682) 0 0 0 0 0.00% Parking Revenue 404,580 1,046,004 850,000 1,100,000 1,100,008 0 (100.00%) Police Grant Fund (77) 0 0 0 (480) 0 0.00% Sunken Gardens (19) (954) 0 0 (850) 0 0.00% Pier Operating (18,000) 0 0 0 0 0 0.00% School Crossing Guard 357,216 271,559 300,000 350,000 348,340 299,000 (0.33%) Local Housing Assistance (4,466) (17,561) 0 0 0 0 0.00% Deferred Compensation - ICMA 4,583 61,546 0 (4,583) 71,697 0 0.00% Water Cost Stabilization 0 (1,412,220) 106,000 116,000 1 59,810 (43.58%) Technology & Infrastructure Fund (329,123) 1,020,000 0 0 0 0 0.00% Municipal Office Buildings (4,552) 7,780 0 200,000 328,342 0 0.00% Community Development Block Grant (2,438) (5,193) 0 0 (10,517) 0 0.00% Arts & Cultural Programs (22) (515) (1,000) (1,000) 0 0 (100.00%) Pension - Police 0 (59,835) 0 0 (11,374) 0 0.00% Coliseum Operating (4) (28,000) 0 0 0 0 0.00% Banc Of America Notes Debt Service Fund 469,824 0 0 0 0 0 0.00% Tropicana Field 0 (151,000) 0 0 0 0 0.00% Sports Facility Sales Tax Debt (17,938) (16,013) (20,200) (20,200) 1,451,652 (143,247) 609.14% BB&T Notes 601,556 0 0 0 0 0 0.00% Jamestown Complex (188,000) 0 0 0 0 0 0.00% Neighborhood Stabilization Program 72,000 0 0 0 0 0 0.00% Emergency Medical Services 20,600 0 0 0 0 0 0.00% Golf Course Operating (27,000) 0 0 0 0 0 0.00% Stormwater Debt Service (5,000) 1,160 960 960 (4,800) (1,290) (234.38%) Pension - ERS 0 0 0 0 (18,808) 0 0.00% Supply Management (538,408) (561,362) (510,000) (510,000) (594,974) (510,000) 0.00% Port Operating 0 (70,000) 0 0 0 0 0.00% Federal Operating Grant 0 0 0 0 (23) 0 0.00% JP Morgan Chase Revenue Notes (246,996) 246,996 0 0 0 0 0.00% Pension - Fire 0 0 0 0 17 0 0.00% American Recovery & Reinvestment Act 0 0 0 0 23 0 0.00%

Total Revenue 116,654,064 112,775,160 59,020,688 79,775,042 77,789,194 59,319,756 0.51%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Disbursements, Cash & Debt Management Program 12.50 12.00 15.70 13.00 (17.20%) General Accounting & Reporting Program 5.00 5.00 5.00 6.00 20.00% Total Full-Time FTE 17.50 17.00 20.70 19.00 (8.21%) Disbursements, Cash & Debt Management Program 0.00 1.00 0.70 1.90 171.43% General Accounting & Reporting Program 0.00 0.00 0.00 1.00 0.00% Total Part-Time FTE 0.00 1.00 0.70 2.90 314.29%

Total FTE 17.50 18.00 21.40 21.90 2.34%



Notes

- In FY15, the Finance Department's General Fund budget decreased by 7.74% from the FY14 Adopted Budget. Changes in the Finance department include a reduction in payments for the FFGFC debt of $2.629 million as a result of a debt refunding that took place in FY 2014, a transfer to the capital improvement fund ($1,000,000), and internal service charges and other transfers increasing $495,984 from the FY14 Adopted Budget. - There was an increase in property value within the city's Intown Tax Increment Districts. The increased value of the property in the districts resulted in an increased payment of $605,033 to the tax increment districts. - The revenue projection increased in property taxes ($6,525,113) due to an increase of 8.1% in taxable value and changes in payments from the Airport in the amount of $50,000. - As a result of the new budget system implemented in FY12, many funds that are not associated with a single department now appear in the Finance Department's Budget.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Accounts Payable Invoice Processing - Error Free Processing The objective is to provide error free accounts payable invoice processing. The objective fulfills the city values of Accountable Servant Leadership and Transparent Access.

Percentage of Error Free Processing % .92 .93 1.34 1.0 1.0 Citywide GO Bond Rating from Moody's and Fitch The objective is to maintain the citywide general obligation bond rating from Moody's and Fitch. This objective fulfills the city values of Accountable Servant Leadership and Transparent Access.

Bond Rating Received From Rating Agencies Rating AA2 AA2 AA2 AA2 AA2 Citywide Investment Rate Of Return Compared To Benchmarks The objective is to monitor citywide investment rate of return compared to benchmarks. This objective fulfills the city values of Accountable Servant Leadership and Transparent Access.

Rate of Return On The city Managed Portfolio % 1.11 1.25 1.17 1.25 1.35 External Audit - Auditor Adjustments, Findings, Recommendations The objective is to monitor audit adjustments, findings and recommendations. This objective fulfills the city values of Accountable Servant Leadership and Transparent Access.

Audit Adjustments, Findings and Recommendations # 0 0 0 0 0 Payrolls - Efficient Processing The objective is to provide efficient payroll processing. This objective fulfills the city values of Accountable Servant Leadership and Transparent Access.

Percentage of Employees Paid Electronically % 87 88 90 90 90




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Publication of Comprehensive Annual Financial Report The objective is to publish the Comprehensive Annual Financial Report (CAFR). This objective fulfills the city values Accountable Servant Leadership and Transparent Access.

GFOA Certificate of Achievement for Excellence in Financial Reporting

# 1 1 1 1 1



Human Resources Department


The mission of the Human Resources Department is to serve as a positive resource to both employees and departments, whereby the needs of both are satisfied to the fullest extent possible given the city financial and legal constraints. We must be accessible, responsive, and committed to presenting the city organization as a business-like, caring employer to the community.

Services Provided

• Provides administration and support services for all aspects of human resources and risk management to all of the programs of the city. • Recruits a qualified and diverse workforce and provides internal skills and leadership training. • Maintains personnel rules and pay plans and negotiates union agreements. • Coordinates all employee benefits to include maintaining the city 401(a) Retirement and 457 Deferred Compensation Programs. • Provides staff support to all Pension Boards and supports the City Civilian Police Review Committee (CPRC), the Committee to Advocate for Persons with Impairments (CAPI), and the Civil Service Board. • Manages the city Health Insurance, Property Insurance, Self-Insurance, Liability, and Workers Compensation programs.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 3,473,763 3,266,027 3,599,524 3,599,524 3,416,355 3,529,298 (1.95%) Services And Commodities 49,113,739 50,387,789 56,942,950 57,993,227 55,622,972 61,690,173 8.34% Capital 5,830 0 0 0 0 0 0.00% Grants And Aid 284,741 5,189 0 0 0 0 0.00% Transfers Out 22,896 22,896 22,896 22,896 22,896 22,896 0.00%

Total Budget 52,900,969 53,681,901 60,565,370 61,615,646 59,062,223 65,242,367 7.72%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Civilian Police Review Committee Program 76,570 79,646 85,212 85,212 86,129 85,054 (0.19%) Community Advocacy Program 910 0 0 0 0 0 0.00% Community Affairs Administration Program 509,078 127,499 92,910 92,910 88,796 92,618 (0.31%) Employee Development Program 157,151 184,914 210,358 210,358 186,876 233,101 10.81% Employment Program 904,828 900,530 983,716 987,820 911,807 959,604 (2.45%) Group Benefits Program 50,931 50,559 38,167 38,700 88,331 30,487 (20.12%) Human Resources Program 516,084 422,826 543,378 544,758 453,731 468,522 (13.78%) Labor Relations Program 313,900 296,542 355,473 355,473 245,568 322,167 (9.37%) Pension Support Program 552,016 434,533 663,944 665,199 641,840 661,840 (0.32%)


Parking Revenue CAPI Program 32,869 36,701 107,946 117,180 39,761 107,946 0.00% Community Affairs Administration Program 3,875 175 0 0 0 0 0.00%

Totals for Parking Revenue 36,744 36,876 107,946 117,180 39,761 107,946 0.00%

Health Insurance Health Insurance Program 36,188,733 37,029,882 42,719,224 42,744,145 41,539,569 44,064,402 3.15% Non-Department Program 0 0 0 0 26 0 0.00%

Totals for Health Insurance 36,188,733 37,029,882 42,719,224 42,744,145 41,539,595 44,064,402 3.15%

Life Insurance Life Insurance Program 791,998 790,571 811,716 813,566 812,762 845,203 4.13% General Liabilities Claims Health Insurance Program 0 11,143 0 0 322 0 0.00% Self Insurance Program 1,653,625 874,195 2,072,357 2,072,357 1,134,951 2,077,541 0.25%




FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Totals for General Liabilities Claims 1,653,625 885,337 2,072,357 2,072,357 1,135,273 2,077,541 0.25% Commercial Insurance Commercial Insurance Program 4,470,288 4,631,809 4,843,580 4,843,580 4,788,850 5,040,771 4.07% Workers' Compensation Workers' Compensation Program 6,592,657 7,770,932 6,999,902 8,006,902 8,006,573 10,202,097 45.75% Deferred Compensation - ICMA Pension Support Program 85,457 39,443 37,487 37,487 36,331 51,014 36.08%

Total Budget 52,900,969 53,681,901 60,565,370 61,615,646 59,062,223 65,242,367 7.72%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Government 9,439 6,921 0 0 20,135 5,500 0.00% Other Charges For Services 76,888 125,288 0 0 67,787 10,000 0.00% Interest Earnings 668,928 572,429 567,996 567,996 666,453 700,568 23.34% Sale Of Fixed Assets 0 50 0 0 0 0 0.00% Insurance Premiums 47,273,278 51,328,628 56,783,611 56,783,611 53,308,321 59,841,428 5.39% Misc Revenue 1,153,176 801,644 457,000 457,000 680,682 2,490,645 445.00% General & Administration General Government 1,923,156 1,923,156 1,958,734 1,958,734 1,958,736 1,958,734 0.00% General Fund 1,144,508 573,611 1,013,424 1,020,695 742,773 893,659 (11.82%) Parking Revenue 36,744 36,876 107,946 117,180 39,761 107,946 0.00% General Liabilities Claims (219,089) (1,211,362) (643) (643) (982,257) (73,203) 11284.60% Workers' Compensation (887,665) 147,699 (2,612) 1,004,388 795,017 29,132 (1215.31%) Commercial Insurance (386,228) (263,742) (107,172) (107,172) (170,037) 67,847 (163.31%) Life Insurance 61,270 63,854 (4,769) (2,919) 16,543 (56,715) 1089.24% Health Insurance 2,249,002 (159,038) (45,632) (20,711) 2,130,532 (584,188) 1180.22% Deferred Compensation - ICMA (202,437) (264,112) (162,513) (162,513) (212,223) (148,986) (8.32%)

Total Revenue 52,900,969 53,681,901 60,565,370 61,615,646 59,062,223 65,242,367 7.72%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Civilian Police Review Committee Program 1.00 1.00 1.00 1.00 0.00% Commercial Insurance Program 0.25 1.10 1.10 1.10 0.00% Community Affairs Administration Program 1.00 1.00 1.00 1.00 0.00% Employee Development Program 2.00 2.00 2.00 2.00 0.00% Employment Program 10.00 10.00 10.00 10.00 0.00% Group Benefits Program 0.00 2.00 0.00 0.00 0.00% Health Insurance Program 5.10 4.15 4.10 4.15 1.22% Human Resources Program 1.70 1.65 1.70 1.65 (2.94%) Labor Relations Program 3.00 3.00 3.00 3.00 0.00% Life Insurance Program 0.50 0.50 0.50 0.50 0.00% Pension Support Program 6.50 4.50 6.50 5.50 (15.38%) Self Insurance Program 4.45 4.45 4.45 4.45 0.00% Workers' Compensation Program 5.65 6.80 6.80 6.80 0.00% Total Full-Time FTE 41.15 42.15 42.15 41.15 (2.37%) Employment Program 0.50 0.50 0.50 0.50 0.00% Total Part-Time FTE 0.50 0.50 0.50 0.50 0.00%

Total FTE 41.65 42.65 42.65 41.65 (2.34%)



Notes

- In FY15, the Human Resources General Fund budget decreased by 4.03% as compared to the FY14 Adopted Budget. Reductions totaling $151,350 are included to account for lower than expected Unemployment Compensation, as well as, for the holding of a Labor Relations Specialist position vacant. A reduction in the amount of $25,200 for anticipated expenses, as well as, an increase of $77,000 for the additional cost of police pensions and new hire police physicals are also included. Also, there is an increase of $20,000 for a new part-time tuition reimbursement program. In the Insurance Funds: - Health Insurance- FY15 changes are based on the anticipated number of employees and retirees enrolling in the medical plans offered and to account for the increase in total health plan costs as estimated by the plan actuary. FY15 budgeted expenses increased by 3.15% as compared to the FY14 Adopted Budget. - Life Insurance- FY15 changes are based on changes in overall enrollment and levels of coverage. FY15 budgeted expenses increased by 4.13%. - Self Insurance- An increase is included to account for the changes in liability claims costs in the amount of $5,184. FY15 budgeted expenses increased by 0.25%. - Commercial Insurance- An enhancement in the amount of $197,191 is in response to the changes in property valuations in the fund; the adjustment to the revenue is in response to the changes in interest earnings anticipated in the fund. FY15 budget increased by 4.07%. - Workers' Compensation- An increase in the amount of $3,202,195 is included to account for the anticipated changes in the projected Workers' Compensation claims in FY15. FY15 budgeted expenses increased by 45.75%.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Advocate for Program Access for Persons with Disabilities An objective of the Human Resources Department is to distribute an accessibility checklist and application to each co-sponsored event planner, and to ensure that the applications are returned and approved prior to the event. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

Cosponsored Events Accessibility Checklist & App. % 78 79 85 85 85 Control of Insurance Costs An objective of the Human Resources Department is to utilize loss control, risk retention, risk transfer, and loss prevention methods to minimize costs. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, and Responsiveness.

Property Insurance Costs per Insured Value $ 511 525 550 486 488 Control of Workers' Compensation Claims An objective of the Human Resources Department is to reduce the frequency of Workers' Compensation claims and claim costs through loss control, safety, loss prevention, light duty programs, and the Drug Free Workplace program. This objective fulfills the city value of Accountable Servant Leadership.

Workers' Compensation Claims per 100 FTE # 14 14 16 15 16




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Employee Benefits - Health Insurance An objective of the Human Resources Department is to provide a cost-effective funding mechanism for the health care, dental care, and vision coverage provided to city employees and retirees. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, Inclusiveness and Responsiveness.

Dental Insurance Coverage / Active Employees # 1,909 1,941 1,950 1,821 1,850 Dental Insurance Coverage / Retirees # 338 363 340 263 280 Flexible Spending Accounts / Active Employees # 413 413 460 528 530 Health Care Coverage / Active employee # 2,326 2,315 2,377 2,254 2,260 Health Care Coverage / Retirees # 1,192 1,204 1,175 1,214 1,220 Routine Vision Coverage / Active Employees # 1,656 1,701 1,699 1,729 1,730 Routine Vision Coverage / Retirees # 278 306 278 333 340

Employee Benefits - Life Insurance An objective of the Human Resources Department is to provide a cost-effective funding mechanism for life insurance coverage, AD&D, PAI and Long Term Disability benefits to city employees and/or retirees. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, Inclusiveness and Responsiveness.

Life Insurance - Active Employees Dependents # 213 295 288 305 310 Life Insurance - Active Employees' Spouses # 346 355 351 358 360 Life Insurance Coverage - Active Employees # 4,683 4,698 4,733 4,762 4,770 Life Insurance Coverage - Retirees # 1,143 1,122 1,121 1,113 1,120 Long Term Disability Coverage - Active Employees # 155 177 177 181 185

Employee Development - Training Courses An objective of the Human Resources Department is to provide employees with needed training courses to help them and their departments be more effective and productive. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

Training Courses Offered # 80 62 65 87 84 Employment Division Candidate Processing An objective of the Human Resources Department is to provide a high quality pool of candidates made up of qualified, skilled and motivated individuals for consideration by hiring departments, and to facilitate the quick and efficient filling of vacancies. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

Full Time Employees # 2,642 2,610 2,640 2,640 2,640 Employment Division New Hire Processing An objective of the Human Resources Department is to conduct the necessary pre-employment and new hire processes quickly and efficiently while complying with all applicable regulations, statutes, laws and rules. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Number of New Hires # 463 476 450 530 450




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Labor Relations An objective of the Human Resources Department is to provide a structured process for interacting with certified employee groups and resolving employee grievances. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, Inclusiveness and Responsiveness.

Contracts/Agreements Negotiated # 8 9 16 17 16 Hearings/Consultations Conducted & Facilitated # 47 45 45 25 30

Monitor Diversity of City Employees An objective of the Human Resources Department is to prepare reports on ethnic and gender makeup of employees. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Prepare Reports on ethnic and gender makeup of employees # 4 4 4 4 4 Public Safety Recruitment Applications Logged and Managed An objective of the Human Resources Department is to process an adequate number of public safety candidates through the intricate pre-employment screening standards in order to provide a high quality candidate pool for consideration by the Fire and Police Department hiring managers. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

Number of Public Safety Applications Processed # 418 479 350 450 350 Responsiveness to Disability Service Inquires & Complaints An objective of the Human Resources Department is to provide prompt and effective responses to the concerns of persons with disabilities who live, work and visit the City of St. Petersburg, including city employees. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Timely Response to Disability Inquiries # 43 41 50 50 50 Review of Internal Affairs Investigations - Informal (Bureau of Investigations) An objective of the Human Resources Department is to process the review of complaints against police officers in a timely fashion. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Civilian Police Review Internal Affairs Cases Reviewed # 21 21 28 21 21 Review of Internal Affairs Investigations -Formal (Internal Affairs Investigations) An objective of the Human Resources Department is to process the review of complaints against police officers in a timely fashion. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Civilian Police Review Internal Affairs Cases Reviewed # 19 19 28 13 13




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Risk Management An objective of the Human Resources Department is to control claims frequency and severity by loss control, safety and loss prevention and minimize the number of claims filed. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Claims Filed - General/Automotive Liability # 1,540 1,300 1,500 1,227 488 General/Auto Liability Costs Percentage % 0.40 0.18 0.25 0.27 0.38

Training The Committee to Advocate for Persons with Impairments will strive to provide training and educational opportunities to city employees and/or persons who provide services in the community. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

CAPI-Training and Education Seminars # 3 1 1 3 3



Information & Communication Services Department


The mission of the Information & Communication Services (ICS) Department is to pursue, implement and operate information systems and technologies that most effectively and efficiently support the city departments in accomplishing the goals and objectives of the city. All ICS employees will provide exceptional customer service to both internal customers and the public. ICS management values ICS team members as it’s most important asset and will ensure good working conditions, fair compensation, the opportunity for growth, and employment security to create a working environment that fosters innovative solutions and cooperative problem-solving.

Services Provided

The following services are provided by the (ICS) Department: • City-wide Oracle E-Business Suite and Work Order Management (WAM) support. • City-wide Telephone System support. • City-wide Desktop Computer Support. • City-wide Windows based Server System Support. • City-wide Unix Server System, Oracle & SQL Support. • City-wide Network Connectivity Support. • City-wide Commercial and In-house Developed Systems Support. • City-wide Geographic Information Systems (GIS) Support. • City-wide e-Government & Enterprise Resource Planning (ERP) Support. • City-wide Radio System Support. • City-wide Printing Services. • City-wide E-mail Server System Support. • City-wide Intranet & Internet Support. • City-wide Document Management Support. • City-wide iSeries Server System Support. • City-wide Storage Server System support. • Computer Security Services. • Computer Operations Services. • City-wide Electronic Infrastructure Support. • Help Desk Services. • Emergency Management Support and Development. • Technology Internship Program.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 5,701,226 5,848,967 6,188,426 6,188,426 6,084,516 6,264,884 1.24% Services And Commodities 4,802,360 4,001,614 3,882,449 6,224,803 5,657,832 4,138,170 6.59% Capital 475,026 579,939 1,162,700 1,429,039 531,439 3,491,084 200.26% Transfers Out 200,004 126,384 0 0 0 0 0.00%

Total Budget 11,178,616 10,556,905 11,233,575 13,842,268 12,273,787 13,894,138 23.68%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Finance Administration Program 232 197 0 0 0 0 0.00% Information & Communication Services Program 203,906 145 0 0 390 0 0.00% Non-Department Program 0 3 0 0 0 0 0.00%

Totals for General Operating Fund 204,138 345 0 0 390 0 0.00%

Local Housing Assistance Non-Department Program 0 0 0 0 55 0 0.00% Police Grant Fund Non-Department Program 0 0 0 0 2,015 0 0.00% Stormwater Utility Operating Stormwater Utility Collection & Marine Infrastr Program 0 2,385 0 0 1,575 0 0.00%




FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Fleet Management Fleet Program 671 0 0 0 0 0 0.00% Information & Communication Services Information & Communication Services Program 9,955,027 9,345,038 9,860,926 10,306,450 9,819,973 10,056,391 1.98% Print Shop Program 353,710 348,632 399,949 399,011 399,841 423,703 5.94%

Totals for Information & Communication Services 10,308,737 9,693,670 10,260,875 10,705,461 10,219,814 10,480,094 2.14%

Technology & Infrastructure Fund Information & Communication Service Program 186,960 119,162 515,000 515,000 348,000 30,860 (94.01%) Information & Communication Services Program 52,961 399,429 0 773,923 0 298,000 0.00% PC Replacement Program 411,061 269,075 318,500 899,845 821,510 3,008,184 844.48% Radio Replacement Program 14,088 72,838 139,200 948,039 880,428 77,000 (44.68%)

Totals for Technology & Infrastructure

Fund 665,070 860,505 972,700 3,136,807 2,049,938 3,414,044 250.99%

Total Budget 11,178,616 10,556,905 11,233,575 13,842,268 12,273,787 13,894,138 23.68%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Other Charges For Services 653 688 0 0 404 0 0.00% Interest Earnings 116,977 112,134 102,896 102,896 131,648 149,016 44.82% Misc Revenue 23,144 25 0 0 7 0 0.00% Department Charges 10,717,475 11,459,158 11,098,801 11,098,801 11,306,411 11,004,024 (0.85%) Information & Communication Services 344,238 (811,658) 183,239 627,825 (91,791) 445,473 143.11% Technology & Infrastructure Fund (228,680) (206,172) (151,361) 2,012,746 923,073 2,295,625 (1616.66%) Fleet Management 671 0 0 0 0 0 0.00% General Fund 204,138 345 0 0 390 0 0.00% Stormwater Utility Operating 0 2,385 0 0 1,575 0 0.00% Police Grant Fund 0 0 0 0 2,015 0 0.00% Local Housing Assistance 0 0 0 0 55 0 0.00%

Total Revenue 11,178,616 10,556,905 11,233,575 13,842,268 12,273,787 13,894,138 23.68%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Information & Communication Services Program 63.00 63.00 62.00 62.00 0.00% Print Shop Program 3.00 3.00 3.00 3.00 0.00% Total Full-Time FTE 66.00 66.00 65.00 65.00 0.00% Information & Communication Services Program 3.00 3.00 1.56 1.72 10.40% Total Part-Time FTE 3.00 3.00 1.56 1.72 10.40%

Total FTE 69.00 69.00 66.56 66.72 0.24% Notes

- In FY15, the ICS Department's budget increased from the FY14 Adopted Budget by 2.14% due to maintenance for computer systems ($32,584), external maintenance ($14,940) and licenses for Polaris reports ($25,101), software migration from Autodesk to ESRI ($10,000) and miscellaneous line items ($62,480). This budget also includes $184,900 in operating capital requests for equipment like ESX Server Farm Ram Upgrades, software, the US Computing routing solution used for Sanitation and field services truck routing.



- Reductions totaling $22,348 include decreases in Verizon Wireless and T-Mobile accounts ($7,700), maintenance on Webrand and month-by-month payments on Munsys ($9,801). Other miscellaneous line items reduced in FY15 total $4,847. Salary and benefits and internal service charges decreased $88,438 from the FY14 Adopted budget. - The revenue decrease is due to decreased charges to departments for data processing ($70,712). - The Technology & Infrastructure Fund budget includes increases totaling $2,246,382. Increases include equipment such as thin clients, edge-switch refresh and servers ($1,749,860), radios ($77,000) and software ($419,522). - Equipment budgeted for in FY15 increased $367,662 while the software budget decreased $55,000 resulting in a net increase of $312,662 from the FY14 Adopted budget. The revenue change is due to reductions in charges to departments ($32,011). - The city has initiated a Virtual Desktop PC program that requires each virtual machine to have its own XP Professional license loaded. These VECD (virtual enterprise centralized desktop) licenses are $100 per year, per machine and are a recurring costs. By virtualizing desktop PCs, the city benefits by reducing the number of PC replacements for each year the equipment is in use.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Citywide Commercial and In-house Developed Systems Support The objective is to provide citywide commercial and in-house developed systems support. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness. New measure for FY15; data for prior years not available.

Tickets closed within 3 working days % 0 0 0 0 90 Tickets responded to within 4 business hours % 0 0 0 0 90

Citywide Desktop Computer Support This objective is to provide citywide desktop computer support. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, and Responsiveness. New measure for FY15; data for prior years not available.


Citywide Document Management Support The objective is to provide citywide document management support. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness, and Responsiveness. New measure for FY15; data for prior years not available.


Citywide E-mail Server System Support The objective is to provide citywide e-mail server system support. The objective fulfills the city values of Transparent Access and Inclusiveness.

Less than 1% unscheduled downtime of the core % <1% <1% <1% <1% <1%




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Citywide Electronic Infrastructure Support The objective is to provide for electronic equipment such as sewer truck video, cameras, and audio visual equipment at recreation centers and parks. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, and Responsiveness. New measure for FY15; no data for prior years.


Citywide Intranet & Internet Support The objective is to provide citywide intranet & internet support. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness, and Responsiveness. New measure for FY15; no data for prior years.


Citywide Network Connectivity Support The objective is to monitor and support citywide network connectivity. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, and Responsiveness.

Less than 1% downtime on the city core network % <1% <1% <1% <1% <1% Citywide Oracle E-Business Suite and Work Order Management (WAM) Support This objective is to provide citywide oracle E-Business suite and work order management (WAM) support. This objective fulfills the city values of Empowerment, Transparent Access, and Responsiveness. New measure for FY15; no data for prior years.


Citywide Printing Services The objective is to provide citywide printing services. This objective fulfills the city values of Accountable Servant Leadership and Responsiveness.

Number of B&W impressions printed # 2,251,431 1,881,765 2,200,000 1,879,643 1,989,643 Number of Color impressions printed # 2,913,481 2,687,432 1,800,000 2,890,000 3,250,000 Number of inserts # 2,910,000 2,355,610 3,100,000 3,050,000 3,100,000 Number of work orders completed # 764 749 815 855 875




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Citywide Radio System Support The objective is to provide citywide radio system support. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, and Responsiveness. New measure for FY15; no data for prior years.

Less than <0.1% unscheduled downtime of the core Motorola 800 MHz trunking radio system backbone uptime permitting public safety and non-public safety radio communications service

% 0 0 0 0 <0.1

Citywide Storage Server System Support The objective is to provide citywide storage server system support. The objective fulfills the city values of Accountable Servant Leadership, Responsiveness, and Inclusiveness. New measure for FY15; no data for prior years.


Citywide Telephone System Support This objective is to monitor & provide citywide telephone system support. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, and Responsiveness. New measure for FY15; no data for prior years.

Less than <0.1% unscheduled downtime based upon the core Avaya Communications Manager PBX switches.

% 0 0 0 0 <0.1

Citywide Unix Server System, Oracle & SQL Support The objective is to monitor & support the citywide Unix Server System. This objective fulfills the city values of Empowerment, Transparent Access, and Responsiveness. New measure for FY15; no data for prior years.

Less than <0.1% unscheduled downtime of the city Unix, Oracle and SQL environment

% 0 0 0 0 <0.1

Citywide Windows based Server System Support The objective is to monitor & support citywide windows based server system support. This objective fulfills the city values of Transparent Access, Empowerment, and Responsiveness. New measure for FY15; no data for prior years.





FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Citywide e-Government & Enterprise Resource Planning (ERP) Support The objective is to provide citywide e-government & enterprise resource planning (ERP) support. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness, and Responsiveness. New measure for FY15; no data for prior years.


Citywide iSeries Server System Support The objective is to provide citywide iSeries server system support. This objective fulfills the city values of Transparent Access and Responsiveness. New measure for FY15; no data for prior years.

Less than 0.1% unscheduled downtime of the city's iServer environment

% 0 0 0 0 <0.1

Geographic Information Systems (GIS) Support The objective is to provide geographic information systems (GIS) support. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness, and Responsiveness. New measure for FY15; no data for prior years.


Help Desk Services The objective is to provide help desk services: The objective fulfills the city values of Transparent Access, Inclusiveness, and Responsiveness. New measure for FY15; no data for prior years.

Less than 1% of phone calls dropped % 0 0 0 0 <1 Number of phone calls answered # 0 0 0 0 22,000

Security Services The objective is to track the number of unscheduled security incident response team meetings. This objective fulfills the city values of Accountable Servant Leadership and Transparent Access.

Number of unscheduled Security Incident Response Team meetings

# 0 1 0 0 0




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Technology Internship Program The objective is to track number of interns in the program. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness. New measure for FY15; no data for prior years available.

Number of interns in the program # 0 0 0 0 10



Legal Department


The Legal Department is committed to providing quality legal services in an efficient manner to City Council, the Mayor, all city departments, boards and commissions. These services ensure the legality of legislation, contracts, and programs, as well as the ethical and competent representation of legal actions filed for and against the city, its employees, and appointed and elected officials.

Services Provided

The Legal Department provides the following services: • Plan, organize, direct and review the operations and activities of the city's Legal Department. Prepare departmental budget; enforce departmental policies and procedures; and maintain the department's law library, records and reference facilities. • Prepare and review all ordinances, resolutions, contracts, deeds, leases and other legal documents as required by Charter or as requested by City Council, the Mayor or the management staff. Provide legal guidance in establishing administrative policy and making top-level management decisions. • Investigate complaints by or against the city; prepare cases for trial; try cases before county, state and federal courts. • Research and prepare legal opinions upon request for elected city officials, administrative staff, employees and advisory boards. • Attend all City Council meetings, workshops, committee meetings and upon request, administrative staff and advisory board meetings, to render advice on legal issues and questions of law. • Prepare proposed bills and amendments for enactment by the State or U.S. Congress regarding matters of interest to the city. Upon request, attend legislative sessions to represent and promote the interests of the city before State or Federal committees and elected representatives.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 2,176,732 2,097,905 2,139,032 2,139,032 2,110,244 2,159,110 0.94% Services And Commodities 1,282,174 1,097,486 487,988 491,842 424,479 488,892 0.19% Capital 4,110 2,928 4,000 4,000 2,497 4,000 0.00%

Total Budget 3,463,016 3,198,318 2,631,020 2,634,874 2,537,220 2,652,002 0.80%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund General Counsel Program 2,246,138 3,193,238 2,631,020 2,634,874 2,527,220 2,652,002 0.80% Tort Litigation Program 1,216,878 5,000 0 0 10,000 0 0.00%


Emergency Medical Services Non-Department Program 0 80 0 0 0 0 0.00%

Total Budget 3,463,016 3,198,318 2,631,020 2,634,874 2,537,220 2,652,002 0.80%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Other Charges For Services 500 0 2,000 2,000 0 2,000 0.00% Misc Revenue 5,009 1,877 0 0 0 0 0.00% General & Administration General Government 1,348,464 1,348,464 1,384,042 1,384,042 1,384,044 1,384,042 0.00% General Fund 2,109,043 1,847,897 1,244,978 1,248,832 1,153,176 1,265,960 1.69% Emergency Medical Services 0 80 0 0 0 0 0.00%

Total Revenue 3,463,016 3,198,318 2,631,020 2,634,874 2,537,220 2,652,002 0.80%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

General Counsel Program 19.45 19.45 19.45 19.45 0.00% Total Full-Time FTE 19.45 19.45 19.45 19.45 0.00% General Counsel Program 1.00 0.75 0.00 0.00 0.00% Total Part-Time FTE 1.00 0.75 0.00 0.00 0.00%

Total FTE 20.45 20.20 19.45 19.45 0.00%

Notes

- In FY15, the Legal Department budget increased by 0.8% primarily due to internal service charges, salary and benefits increasing $38,009 from the FY14 Adopted Budget. - Reductions made in the Legal department budget totaled $19,027. These line item reductions include: Other Compensation ($8,457), Mileage Reimbursement ($4,700), Training Fees ($1,200) and other miscellaneous line items ($4,670). - An increase totaling $2,000 was made in Travel - City Business to better reflect anticipated travel requirements.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Number of Assignment/non-Litigation files opened The objective is to monitor the number of assignment/non-litigation files opened since August 2013 as compared with the previous one-year period. This objective fulfills the city values of Responsiveness.

Number of Assignment/Non-Litigation files opened since August of 2013 as compared with the previous one-year period

# 902 939 967 967 1000

Number of Litigation/lawsuit files opened The objective is to monitor the number of litigation/lawsuit files opened as of August 2014 compared with the number of open cases one year ago. This objective fulfills the city values of Responsiveness.

Number of litigation/lawsuit files opened as of August 2014 compared with the number of open cases one year ago

# 141 153 172 172 172

Total expenditures for inside/outside legal fees and costs The objective is to identify the amount of total expenditures for inside/outside legal fees and cost as of August 2014 compared with the number for previous years. This objective fulfills the city values of Responsiveness. FY14 Target amount is not a complete year of expenditures.

Total Expenditures for inside/outside legal fees and costs $ 938,410 759,690 63,377 134,272 134,272



Marketing & Communications Department


The mission of the Marketing & Communications Department is to provide citizens, businesses, and visitors of the city information to enhance their lives, opportunities, and experiences through the promotion of the city's services, programs, diverse communities, and cultural events and organizations.

Services Provided

The Marketing & Communications Department provides the following services: • Editorial and Promotion • TV • Administration • Website • Graphic Support and Departmental Communications • Marketing Outreach


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,250,909 1,251,514 1,351,185 1,351,185 1,191,969 1,330,965 (1.50%) Services And Commodities 576,694 380,699 373,189 406,251 465,584 1,098,069 194.24% Capital 49,663 0 48,600 118,000 40,983 210,000 332.10% Grants And Aid 267,902 277,757 299,000 306,626 278,863 412,000 37.79%

Total Budget 2,145,169 1,909,969 2,071,974 2,182,063 1,977,399 3,051,034 47.25%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Arts & International Relations Program 133,878 104,186 122,608 147,608 156,372 209,562 70.92% Marketing & Communications Program 1,163,255 1,083,742 1,437,399 1,442,125 1,367,057 2,153,535 49.82% Non-Departmental/Arts/Social Services 268,581 277,757 0 3,813 0 0 0.00% Television Program 492,633 394,139 463,367 470,516 453,970 487,937 5.30%

Totals for General Operating Fund 2,058,347 1,859,824 2,023,374 2,064,063 1,977,399 2,851,034 40.90% Arts & Cultural Programs Arts & International Relations Program 49,992 50,000 0 0 0 0 0.00% Stormwater Utility Operating Non-Department Program 0 145 0 0 0 0 0.00% Technology & Infrastructure Fund Television Program 36,830 0 48,600 118,000 0 200,000 311.52%

Total Budget 2,145,169 1,909,969 2,071,974 2,182,063 1,977,399 3,051,034 47.25%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Other Charges For Services 32,035 22,023 20,000 20,000 26,494 20,000 0.00% Contributions And Donations 195 0 5,000 5,000 0 5,000 0.00% Misc Revenue 3,063 895 450 450 180 450 0.00% General & Administration General Gov. 946,368 946,368 946,368 946,368 946,368 946,368 0.00% Transfer From Parking Revenue 22,896 22,896 22,896 22,896 22,896 22,896 0.00% General Fund 1,053,790 867,642 1,028,660 1,069,349 981,461 1,856,320 80.46% Technology & Infrastructure Fund 36,830 0 48,600 118,000 0 200,000 311.52% Arts & Cultural Programs 49,992 50,000 0 0 0 0 0.00% Stormwater Utility Operating 0 145 0 0 0 0 0.00%

Total Revenue 2,145,169 1,909,969 2,071,974 2,182,063 1,977,399 3,051,034 47.25%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Arts & International Relations Program 1.00 1.00 1.00 2.00 100.00% Marketing & Communications Program 11.00 11.00 11.00 11.00 0.00% Television Program 4.00 6.00 5.00 5.00 0.00% Total Full-Time FTE 16.00 18.00 17.00 18.00 5.88% Marketing & Communications Program 0.00 0.50 0.00 0.50 0.00% Television Program 1.40 0.00 0.50 0.00 (100.00%) Total Part-Time FTE 1.40 0.50 0.50 0.50 0.00%

Total FTE 17.40 18.50 17.50 18.50 5.71% Notes

- In FY15, the department's General Fund budget increased 40.90% over the FY14 Adopted Budget due to increased marketing of the city both locally and nationally ($471,000); adding a Cultural Affairs Coordinator ($58,654); city summit, grand prix support, Vocus (public relations data base) mind mixer, city-wide music license, TV station engineering ($69,024); general city banners, Rays banners and post cards ($35,000); equipment to promote the city, graphic support, updating equipment and software to industry standards; pop-up studio backdrops ($30,300); public art maintenance & repair and insurance policy ($33,000); photography & supplies ($41,000); Blue Ocean Film Festival ($25,000); increased funding for the Arts ($38,000); funding for an early childhood development program ($50,000); overtime ($12,100); and other miscellaneous line items ($33,090). - Employee salaries and internal service charges decreased by $68,508 from the FY14 Adopted budget. - For FY15, in addition to the Blue Ocean Film Festival ($25,000), transfers include the Arts ($213,000), Festival of States ($35,000), an early childhood development program ($50,000), 1st Night ($25,000), Battle of The Bands ($35,000), Museum of History ($12,000) and Martin Luther King Free Speech event ($17,000). - Due to a reorganization in FY14, two positions (Event Recruitment & Management Coordinator and Event Recruitment & Management Manager) were moved with the Event Recruitment & Management division to the City Development Administration. - $200,000 is included in the FY15 Technology and Infrastructure Fund budget for St. Pete TV's conversion to High Definition.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Number of Creative Services Projects Generated The objective is to track the number of creative services projects generated. This objective fulfills the city values of Transparent Access and Accountable Servant Leadership. New measure for FY15; no data available for prior years.

Number of Creative Services Projects Generated # 0 0 0 0 400 Number of Events and Activities Serviced by Marketing Outreach The objective is to monitor the number of events and activities serviced by marketing outreach. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness. New measure for FY15; no data available for prior years.

Number of Events and Activities Serviced by Marketing Outreach

# 0 0 0 0 562




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Number of Hours of New Programming The objective is to monitor the number of hours of new programming. This objective fulfills the city values of Empowerment, Transparent Access, Diversity, and Responsiveness.

Number of Hours of New Programming # 521.5 464.4 450 450 460 Total Media Contacts The objective is to track total media contacts. This objective fulfills the city values of Accountable Servant Leadership, and Transparent Access. New measure for FY15; no data available for prior years.

Total number of Media Contacts # 0 0 0 0 445 Traffic Generated by City's Web Site, Mobile Site(s) and Apps The objective is to monitor traffic generated by the city's web site, mobile site(s) and applications. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Number of Page Views # 5,392,560 5,863,088 5,400,000 5,400,000 5,420,000 Number of Unique Visitors # 1,203,379 1,264,845 1,200,000 1,200,000 1,210,000



Mayor's Office


The mission of the Office of the Mayor is to provide executive leadership and direction and to administer all city business in the interest of its citizens and the corporate entity as a whole.

Services Provided

The Mayor's Office provides the following services: • Provides executive leadership, implementation, and oversight in delivering city services. • Defines city initiatives and sets implementation priorities. • Establishes organizational structure and staffing. • Works with City Council, businesses, and residents to ensure the safety, health, and prosperity of the city. • Responds to and tracks citizen and Council complaints and concerns through the Mayor's Action Center. • Submits the annual mayor's budget recommendation to City Council and reports on the finances of the city. • Confers with the school board, county, state, and local educational agencies to coordinate and enhance services within the city of St. Petersburg. • Solicits private funding for college scholarships for economically disadvantaged youth. • Lobbies for legislation & funding which meets the needs of the city and its citizens.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 927,126 940,808 716,264 777,202 1,483,112 1,306,849 82.45% Services And Commodities 233,653 219,387 245,331 246,080 356,922 352,082 43.51% Grants And Aid 3,618 0 75,000 149,000 0 75,000 0.00%

Total Budget 1,164,396 1,160,195 1,036,595 1,172,282 1,840,034 1,733,931 67.27%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Action Center Program 90,624 128,725 131,971 131,971 108,048 180,351 36.66% Education & Government Services 388,382 393,800 276,958 338,096 736,309 335,700 21.21% Government Services Admin. Program 4,527 0 0 0 0 0 0.00% Government Services Program 50 0 0 0 0 0 0.00% Mayor's Office Program 680,812 637,670 627,666 702,215 995,677 1,217,880 94.03%


Total Budget 1,164,396 1,160,195 1,036,595 1,172,282 1,840,034 1,733,931 67.27%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Transportation Charges 0 0 0 0 (64) 0 0.00% Other Charges For Services 54,192 58,359 75,000 75,000 75,000 75,000 0.00% Rents And Royalties 0 0 1,000 1,000 0 1,000 0.00% Contributions And Donations 2,500 0 3,000 3,000 21 3,000 0.00% Misc Revenue 840 958 650 650 754 650 0.00% General & Administration General Gov. 769,584 769,584 769,584 769,584 769,584 769,584 0.00% General Fund 337,280 331,295 187,361 323,048 994,739 884,697 372.19%

Total Revenue 1,164,396 1,160,195 1,036,595 1,172,282 1,840,034 1,733,931 67.27%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Action Center Program 1.00 2.50 2.50 3.00 20.00% Education & Government Services 3.00 3.00 1.00 2.00 100.00% Mayor's Office Program 5.00 4.00 4.00 9.00 125.00% Total Full-Time FTE 9.00 9.50 7.50 14.00 86.67% Action Center Program 0.80 0.00 0.00 0.00 0.00% Total Part-Time FTE 0.80 0.00 0.00 0.00 0.00%

Total FTE 9.80 9.50 7.50 14.00 86.67%

Notes

- In FY15 the Mayor's budget increased by 67.27% as compared to the FY14 Adopted Budget, this is due mainly to the addition and reorganization of personnel. The total impact of these changes is an increase of $590,810. • The following positions were added to the Mayor's office: Deputy Mayor Chief of Staff Director of Urban Affairs Communications Director Legislative, Education & Intergovernmental Affairs Director Action Center Director Executive Assistant to the Mayor Executive Assistant to the Deputy Mayor Administrative Secretary • The following positions were eliminated from the Mayor's Office: Administrative Support Manager Mayor Aide Administrative Secretary position shared with City Council - Internal service charges increased $16,551. Additional increases totaling $93,750 were made in services and commodities including Travel ($30,000), Advertising ($25,000), Training and Conference ($20,000), Memberships ($15,750) and other miscellaneous line items ($3,000). - Reductions made in the Mayor's Office budget totaled ($3,775). These line item reductions include: Photographic ($500), Printing ($1,275) and Tuition Reimbursement ($2,000).


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Citizen inquiries - Action Center The objective is to monitor citizen inquires through the Action Center. This objective fulfills the city values of Accountable Servant Leadership, Transparent Access, and Responsiveness.

Number calls received # 0 111,182 114,000 113,000 114,500 Corporate partners with city public schools The objective is to monitor corporate partners with city public schools. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Inclusiveness, and Responsiveness. • Reflects partnerships verified with schools in September, 2013

Number of Partners # 0 39* 45 55 60




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Funds raised for St. Petersburg schools The objective is to track the amount of funds raised for St. Petersburg schools. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, and Responsiveness. • Reflects value of Take Stock in Children Scholarships, Classroom Grants & traditional Scholarships awarded by the Pinellas Education Foundation.

Funds raised for St. Petersburg schools $ 777,000 800,000 700,000 1,510,569* 1,655,000* Initiatives Completed on Each Strategic Pathway The objective is to track initiatives completed on each strategic pathway. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness. New measure for FY15; no data available at this time.

Increase in strategic measures # 0 0 0 0 0 Number of TSiC Scholarships Awarded The objective is to track the number of Take Stock in Children (TSiC) scholarships awarded. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Number of TSIC scholarships # 100 100 50 100 110 Number of Teachers Awarded Classroom Grants The objective is to track the number of teachers awarded classroom grants. This objective fulfills the city values of Accountable Servant Leadership, and Empowerment. • New measure; not previously measured by St. Pete's Promise. Reflects grants awarded by the Pinellas Education Foundation.

Number of Teachers Awarded Classroom Grants # 0 0 0 62* 65 Number of Traditional Senior Scholarships Awarded The objective is to track the number of traditional senior scholarships awarded and value of traditional senior scholarships awarded. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, and Responsiveness. • New measure for FY15. Not previously measured by St. Pete's Promise. Reflects scholarships awarded by the Pinellas Education Foundation.

Number of scholarships # 0 0 0 43* 50 Number of mentors trained The objective is to identify the number of mentors trained. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Number trained # 0 94 100 100 100




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

StPeteStats (To be developed and refined) The objective will be developed during FY15. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness. New measure for FY15; no data available for prior years.

StPeteStats (To be developed and refined) Department Generated

0 0 0 0 0

Value of Classroom Grants Awarded The objective is to monitor the value of classroom grants awarded. This objective fulfills the city values of Accountable Servant Leadership and Empowerment. • New measure for FY15. Not previously measured by St. Pete's Promise. Reflects the value of grants awarded by the Pinellas Education Foundation.

Value of Classroom Grants Awarded $ 0 0 0 63,069* 65,000 Value of TSIC Scholarships Awarded The objective is to monitor the value of Take Stock in Children (TSIC) scholarships. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness. • New measure for FY15. Not previously measured by St. Pete's promise. Reflects the value of Take Stock in Children scholarships awarded by the Pinellas Education Foundation.

Value of TSiC Scholarships Awarded $ 0 0 0 1,400,000* 1,540,000 Value of Traditional Senior Scholarships Awarded The objective is to monitor the value of traditional senior scholarship awarded. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, and Responsiveness. • New measure for FY15. Not previously measured by St. Pete's promise. Reflects the value of Take Stock in Children scholarships awarded by the Pinellas Education Foundation.

Value of Traditional Scholarship $ 0 0 0 47,500* 50,000 Work orders generated The objective is to monitor work orders generated by the Mayor's Action Center. This objective fulfills the city value of Accountable Servant Leadership, and Responsiveness.

Action Center Work Orders Generated # 0 18,729 20,000 19,700 20,300



Office of the City Auditor


The mission of the Office of the City Auditor Department is to provide an independent, objective assurance and consulting services function within the city, designed to add value and improve the organization's operations. The department's primary objective is to assist management in the effective discharge of duties. To this end, the Office of the City Auditor provides analysis, appraisals, recommendations, counsel and information concerning the activities and programs reviewed. The underlying basis for the department's objectives is to promote effective control at a reasonable cost.

Services Provided

The Office of the City Auditor Department provides the following services: • Audits Audits are typically scheduled and assigned according to our risk based annual audit plan; however, some are at the request of management or are required on an annual basis. The annual audit plan is based on a citywide risk analysis and is updated on an on-going basis (at least once each year) as priorities and risks change throughout the city operations. The scope of each audit assignment may vary depending on the entity or process audited and the primary focus of the audit. Audits can include performance (operational) audits, revenue audits, compliance audits, contract audits or any combination of these. • External Audit Assistance Projects may be assigned by the city’s external audit firm to assist them with their annual audit of the city’s books and records. The city’s agreement with the external auditors requires the city to provide a maximum of 300 man hours in assistance annually. • Investigations Assignments are performed on an as needed basis and may include criminal investigations as well as violations of city policy or procedures. These assignments are typically at the request of management or through the city’s fraud hotline (EthicsPoint, Inc.). All cases reported through the city fraud and abuse hotline are investigated. • Follow-Up Reviews Reviews are conducted to verify whether audit issues (findings) identified during the audit have been adequately addressed and recommendations implemented. These reviews are performed typically six to twelve months after the original audit is issued. • Special Projects Projects executed by staff which do not follow the established audit process and are typically requested by management are considered special projects. Special Projects also include internal departmental projects designed for greater efficiencies within the department. These projects are considered non-audit services projects. • Consulting Projects The Office of the City Auditor’s professional advice and/or assistance is requested periodically by management. These projects typically include assistance in reviewing proposals from vendors for disaster cost recovery and researching sales tax and IRS issues for departments. Consulting projects are considered non-audit services projects.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Total Budget 845,938 610,601 625,354 626,193 639,302 649,342 3.84%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Audit Services Program 845,938 610,601 625,354 626,193 639,302 649,342 3.84%

Total Budget 845,938 610,601 625,354 626,193 639,302 649,342 3.84%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 1,271,347 (3,067) 0 0 0 0 0.00% State Grants 4,455 (0) 0 0 0 0 0.00% General & Administration General Gov. 459,048 459,048 459,048 459,048 459,048 459,048 0.00% General Fund (888,912) 154,620 166,306 167,145 180,254 190,294 14.42%

Total Revenue 845,938 610,601 625,354 626,193 639,302 649,342 3.84%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Audit Services Program 5.50 5.50 5.50 5.50 0.00% Total Full-Time FTE 5.50 5.50 5.50 5.50 0.00%

Total FTE 5.50 5.50 5.50 5.50 0.00%

Notes

- The Audit Services budget increased by 3.84% in FY15 from the FY14 Adopted Budget due to internal service charges, salary and benefits increases of $12,238. - The Audit Services department budget includes other increases of $2,500. Increases include other compensation ($900), Other Specialized Services ($1,100) and other miscellaneous line items ($500). - Mileage reimbursement was reduced ($750) in FY15.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Audit Recommendations Accepted by Management The objective of the Audit Services Department is audit recommendations accepted by management (Annually). This objective fulfills the city's value of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness, and Responsiveness.

Audit Recommendations Accepted by Management % 99 97 98 98 98 Major Audits & Investigations - Financial Impact The objective of the Audit Services department is to conduct major audits and investigations. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness, and Responsiveness. • Audit Services does not know what to expect during audits resulting in amounts for FY2014 and FY2015 not yet determined.

Major Audits & Investigations - Financial Impact $ 499,751 46,641 0 0 0



I. Leisure Services Administration Leisure Services Administration Summary ....................................................................... I-1

Golf Course Department ....................................................................................................... I-4

Leisure Services Administration Department ................................................................. I-7

Library Department ................................................................................................................ I-8

Parks & Recreation Department ....................................................................................... I-11




Golf Course Department


Leisure Services Administration Department Total Full Time Equivalents (FTE) = 2.00

Library Department


Parks & Recreation Department Total Full Time Equivalents (FTE) = 538.81


Fiscal Year 2015 I-1 Leisure Services



FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 27,274,959 26,846,211 27,847,221 27,957,364 27,563,387 28,116,058 0.97% Services And Commodities 13,871,712 13,989,842 13,969,764 14,991,742 14,619,284 13,744,050 (1.62%) Capital 966,781 671,089 504,153 479,429 584,712 599,753 18.96% Debt 49,420 49,420 49,500 49,500 49,420 49,500 0.00%

Total Budget 42,162,872 41,556,562 42,370,638 43,478,035 42,816,803 42,509,361 0.33%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Golf Course Department 231 28 0 0 267 0 0.00% Leisure Services Administration Dept. 274,273 295,312 311,860 312,260 383,059 305,112 (2.16%) Library Department 5,726,719 5,701,812 6,003,247 6,037,277 5,971,142 6,141,559 2.30% Parks & Recreation Department 32,327,873 31,891,754 32,275,786 33,334,350 32,667,730 32,464,159 0.58%

Total General Operating Fund 38,329,096 37,888,907 38,590,893 39,683,887 39,022,198 38,910,830 0.83% Non-General Funds

Golf Course Operating 3,829,536 3,667,641 3,779,745 3,794,149 3,794,141 3,598,531 (4.79%) Sanitation Operating 4,240 14 0 0 464 0 0.00%

Total Non-General Funds 3,833,776 3,667,655 3,779,745 3,794,149 3,794,605 3,598,531 (4.79%)

Total Budget 42,162,872 41,556,562 42,370,638 43,478,035 42,816,803 42,509,361 0.33%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 735,465 694,339 175,890 673,333 681,328 178,227 1.33% State Grants 218 5,964 0 0 0 0 0.00% Grants From Other Local Units 1,568,511 1,559,612 1,632,807 1,797,468 1,565,072 1,668,671 2.20% General Government 0 55,987 56,600 56,600 57,341 56,600 0.00% Public Safety 0 285 0 0 0 0 0.00% Transportation Charges 135,354 136,336 136,424 136,424 144,586 136,424 0.00% Culture And Recreation Charges 10,074,975 9,510,430 9,920,886 9,922,886 8,853,312 9,688,533 (2.34%) Other Charges For Services 433,147 323,210 274,541 274,541 314,235 319,541 16.39% Library Fines 133,841 134,215 120,000 120,000 139,231 135,000 12.50% Violation Of Local Ordinances 0 (130) 0 0 0 0 0.00% Interest Earnings 78 2,925 2,000 2,000 697 1,000 (50.00%) Sale Of Fixed Assets 649 2,411 0 0 (24) 0 0.00% Contributions And Donations 98,795 49,302 75,000 75,000 152,979 10,900 (85.47%) Misc Revenue (205,705) (51,077) 0 0 (29,137) 0 0.00% General & Administration Leisure Services 144,720 144,772 144,720 144,720 144,720 144,720 0.00% Other Charges 51,008 2,504 26,000 26,000 (768) 0 (100.00%) Transfer From General Fund 0 120,000 0 166,000 166,000 0 0.00% Transfer From Weeki Wachee 10,603 15,394 0 0 0 0 0.00% General Fund 28,813,626 28,843,828 29,787,255 30,216,145 30,492,194 30,189,234 1.35% Golf Course Operating 163,325 3,807 18,515 (133,081) 134,573 (19,489) (205.26%) Parking Revenue 0 163 0 0 0 0 0.00% Sanitation Operating 4,240 461 0 0 464 0 0.00% Billing & Collections 25 0 0 0 0 0 0.00% General Liabilities Claims 0 1,635 0 0 0 0 0.00% Preservation Reserve 0 188 0 0 0 0 0.00%

Total Revenue 42,162,872 41,556,562 42,370,638 43,478,035 42,816,803 42,509,361 0.33%


Leisure Services I-2 Fiscal Year 2015


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Golf Course Department 24.19 23.19 23.19 21.19 (8.62%) Leisure Services Administration Department 2.00 2.00 2.00 2.00 0.00% Library Department 64.00 64.00 64.00 64.00 0.00% Parks & Recreation Department 255.81 252.81 248.81 254.81 2.41%

Total Full-Time FTE 346.00 342.00 338.00 342.00 1.18% Golf Course Department 26.00 26.00 25.14 26.15 4.00% Library Department 8.50 9.00 8.00 8.00 0.00% Parks & Recreation Department 279.00 279.62 284.00 284.00 0.00%


Total FTE 659.50 656.62 655.14 660.15 0.76%




Golf Course Department


The mission of the city of St. Petersburg's Golf Courses Department is to provide outstanding golf courses, programs, and practice facilities to the residents and visitors of St. Petersburg. Our excellent golf courses, programs, and practice facilities are provided by a courteous and professional staff at a tremendous value that covers 100% of all operational and capital expenditures.

Services Provided

• Golf Course Administration: Provides direction and leadership for the sound fiscal management and operation of three municipal golf course facilities including business operations, turf and facility maintenance; business operations to include pro shop retail sales and concessions; player development, marketing, First Tee youth programs support, and customer service to residents and visitors. • Mangrove Bay Business: Sells greens fees, merchandise, books reservations for more than 70,000 residents and visitors annually, sells range balls to more than 40,000 golfing customers, and collects more than $2,500,000 annually, while providing excellent customer services; offers pro shop merchandise for resale and administers events, tournaments, leagues and outings, while providing exceptional customer service. Maintains fleet of 82 operationally safe golf carts for rental. Provides support of First Tee programs. • Mangrove Bay Concessions: Provides food and beverages for resale and customer service through the clubhouse, the starters' building and the on-course beverage cart service. • Cypress Links Business: Sells greens fees, merchandise, books reservations and provides starting and course ranging services for more than 35,000 residents and visitors annually; collects more than $400,000 annually; administers tournaments, leagues and outings, manages a fleet of 12 golf carts; provides excellent customer service. Provides support of First Tee programs. • Twin Brooks Business: Sells greens fees, merchandise, books reservations for more than 20,000 residents and visitors annually, and collects more than $450,000 annually; sells driving range balls to more than 24,000 customers annually; administers events, tournaments, leagues and outings; provides outstanding customer services. Provides support of First Tee programs. • Golf Courses Maintenance: Promotes, manicures and maintains healthy turf grass on 180 acre, 18 hole championship Mangrove Bay Golf Course and driving range; 17 acre, 9 hole Cypress Links Golf Course; and 29 acre, 18 hole, par three Twin Brooks Golf Course and driving range by utilizing best management and cultural practices. Putting surfaces are mowed every day and the golf course is set-up for play every day but Christmas. Mowing of all turf areas on a daily basis, bunker maintenance, chemical and fertilizer management, water management, irrigation maintenance of more than 1,000 irrigation heads and one pump station at Mangrove Bay and Cypress Links, and 300 irrigation heads, one pump station at Twin Brooks, repairs and maintenance to bridges and course shelters/restrooms, general maintenance of all outside areas on the property, and tree and plant maintenance and management. Provides preventative, routine maintenance and repair of turf equipment utilized for three golf courses.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 2,173,286 2,109,308 2,195,456 2,195,456 2,127,016 2,072,702 (5.59%) Services And Commodities 1,530,086 1,444,123 1,534,789 1,549,193 1,553,436 1,441,329 (6.09%) Capital 81,215 64,832 0 0 65,000 35,000 0.00% Debt 49,420 49,420 49,500 49,500 49,420 49,500 0.00%

Total Budget 3,834,007 3,667,683 3,779,745 3,794,149 3,794,872 3,598,531 (4.79%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Golf Courses Operations Program 101 28 0 0 267 0 0.00% Leisure & Community Services Administration Program 130 0 0 0 0 0 0.00%

Totals for General Operating Fund 231 28 0 0 267 0 0.00%

Sanitation Operating Non-Department Program 0 14 0 0 452 0 0.00% Sanitation Administration Program 4,240 0 0 0 12 0 0.00%

Totals for Sanitation Operating 4,240 14 0 0 464 0 0.00%




FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Golf Course Operating Golf Courses Maintenance Program 1,349,318 1,312,454 1,314,375 1,317,560 1,294,015 1,333,918 1.49% Golf Courses Operations Program 1,815,494 1,696,453 1,792,326 1,803,524 1,854,942 1,641,167 (8.43%) Golf Courses Program 664,724 658,734 673,044 673,064 645,184 623,446 (7.37%)

Totals for Golf Course Operating 3,829,536 3,667,641 3,779,745 3,794,149 3,794,141 3,598,531 (4.79%)

Total Budget 3,834,007 3,667,683 3,779,745 3,794,149 3,794,872 3,598,531 (4.79%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 1,307 0 0 0 0 0 0.00% State Grants 218 0 0 0 0 0 0.00% Culture And Recreation Charges 3,662,033 3,533,208 3,759,230 3,759,230 3,426,149 3,617,020 (3.78%) Other Charges For Services 2,823 4,345 0 0 1,915 0 0.00% Interest Earnings 78 2,925 2,000 2,000 697 1,000 (50.00%) Contributions And Donations 1,450 2,201 0 0 65,000 0 0.00% Misc Revenue (333) 0 0 0 0 0 0.00% Other Charges (1,366) 1,155 0 0 (193) 0 0.00% Transfer From General Fund 0 120,000 0 166,000 166,000 0 0.00% Golf Course Operating 163,325 3,807 18,515 (133,081) 134,573 (19,489) (205.26%) General Fund 231 28 0 0 267 0 0.00% Sanitation Operating 4,240 14 0 0 464 0 0.00%

Total Revenue 3,834,007 3,667,683 3,779,745 3,794,149 3,794,872 3,598,531 (4.79%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Golf Courses Maintenance Program 12.00 12.00 12.00 12.00 0.00% Golf Courses Operations Program 10.00 9.00 9.00 8.00 (11.11%) Golf Courses Program 2.19 2.19 2.19 1.19 (45.66%) Total Full-Time FTE 24.19 23.19 23.19 21.19 (8.62%) Golf Courses Maintenance Program 6.00 6.00 5.80 6.00 3.45% Golf Courses Operations Program 20.00 20.00 19.34 19.45 0.54% Golf Courses Program 0.00 0.00 0.00 0.70 0.00% Total Part-Time FTE 26.00 26.00 25.14 26.15 4.00%

Total FTE 50.19 49.19 48.34 47.34 (2.06%) Notes

- In FY15, the Golf Courses Department budget decreased by 4.79% from the FY14 Adopted budget. This net decrease includes: a reduction of $142,783 due to the closure of Twin Brooks Golf Course for renovation May, 2015 - September, 2015, an enhancement of $35,000 for the replacement of outdated turf equipment and fencing that has surpassed its useful life, a reduction of $40,090 for the replacement of batteries for the Mangrove Bay golf cart fleet that was a one-time expense in FY14, and a decrease of $33,341 for various expected expenses, internal service charges, salaries and benefits. - The anticipated revenue loss in FY15 as a result of the closure of Twin Brooks Golf Course for renovation is $126,000, in addition to a decrease of $17,000 in revenue based on golf market trends. No rate change is being requested. - During FY14, three vacant part-time positions were added back into the Golf Courses Department, a full-time Administrative Secretary was replaced with a part-time position and a full-time Golf Course Supervisor I position was eliminated.




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Buckets of Range Balls Sold One objective of the Golf Courses Department is to maximize availability of range balls for sale to customers. This objective fulfills the city values of Accountable Servant Leadership, Diversity and Responsiveness.

Mangrove Bay Buckets of Balls Sold # 41,724 39,746 43,820 38,179 42,564 Twin Brooks Buckets of Balls Sold # 26,238 25,929 26,377 24,253 26,570

Golf Course Maintenance One objective of the Golf Courses Department is to maximize best management and cultural practices to maintain healthy turf conditions, irrigation heads and pump stations for all facilities at optimal levels. This objective fulfills the city values of Empowerment and Responsiveness.

Golf Courses Acres Maintained - Cypress Links # 17 17 17 17 17 Irrigation heads # 1,300 1,300 1,300 1,300 1,300 Pump Stations # 2 2 2 2 2 Golf Courses Acres Maintained - Mangrove Bay # 180 180 180 180 180 Golf Courses Acres Maintained - Twin Brooks # 29 29 29 29 29

Point of Sale for Venues One objective of the Golf Courses Department is to provide food and beverages for resale through three point of sale venues at Mangrove Bay Golf Course. This objective fulfills the city values of Accountable Servant Leadership, Diversity and Responsiveness.

Point of Sale Venues $ 0 268,393 261,660 268,012 267,950 Rounds of Golf Played One objective of the Golf Courses Department is to provide all golfers with a quality golf experience. This objective fulfills the city values of Accountable Servant Leadership, Diversity and Responsiveness.

Cypress Links Rounds of Golf Played # 32,349 32,291 36,192 31,962 34,589 Mangrove Bay Rounds of Golf Played # 69,581 67,416 71,213 67,581 70,674 Twin Brooks Rounds of Golf Played # 19,640 18,020 21,310 17,215 19,678

The First Tee Youth Program One objective of the Golf Courses Department is to provide for player development and support for The First Tee Youth Program. This objective fulfills the city values of Accountable Servant Leadership, Diversity, Inclusiveness, and Responsiveness.

The First Tee Youth Program # 561 574 600 578 600



Leisure Services Administration Department


The mission of the Leisure Services Administration Department is to provide administrative, financial, and technical leadership to the Parks & Recreation, Golf Courses and Libraries Departments resulting in the effective delivery of high quality, innovative, inclusive, and responsive public service that provides a positive impact on the quality of life in our community.

Services Provided

The Leisure Services Administration Department provides the following services: • Serve as the Leisure Services liaison to citizens, professional organizations and non-profits, neighborhood associations, elected officials and other governmental organizations. • Provide administrative oversight of the Parks & Recreation Department resulting in the effective delivery of high quality, innovative, inclusive, and responsive public service that provides a positive impact on quality of life in our community. • Provide administrative oversight of the Golf Courses Department resulting in the effective delivery of high quality, innovative, inclusive, and responsive public service that provides a positive impact on quality of life in our community. • Provide administrative oversight of the Libraries Department resulting in the effective delivery of high quality, innovative, inclusive, and responsive public service that provides a positive impact on quality of life in our community.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 236,392 259,842 262,964 262,964 345,972 264,520 0.59% Services And Commodities 37,881 35,470 48,896 49,296 37,087 40,592 (16.98%)

Total Budget 274,273 295,312 311,860 312,260 383,059 305,112 (2.16%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Leisure & Community Services Administration Program 274,273 295,312 311,860 312,260 383,059 305,112 (2.16%)

Total Budget 274,273 295,312 311,860 312,260 383,059 305,112 (2.16%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Other Charges For Services 1,226 (1,025) 0 0 0 0 0.00% General & Administration Leisure Services 144,720 144,772 144,720 144,720 144,720 144,720 0.00% General Fund 128,327 151,565 167,140 167,540 238,339 160,392 (4.04%)

Total Revenue 274,273 295,312 311,860 312,260 383,059 305,112 (2.16%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Leisure & Community Services Administration Program 2.00 2.00 2.00 2.00 0.00% Total Full-Time FTE 2.00 2.00 2.00 2.00 0.00%

Total FTE 2.00 2.00 2.00 2.00 0.00% Notes

- The department's budget decreased by 2.16% from the FY14 Adopted Budget. This decrease is due to internal service charges and various expected expenses decreasing by $6,748 from the FY14 Adopted Budget.



Library Department


The mission of the St. Petersburg Public Library System is to provide library resources to meet the educational, recreational, cultural, intellectual, and social needs of our diverse community.

Services Provided

The St. Petersburg Public Library System, consisting of a Main Library and six branches, provides the following services: • Lending of Materials. • Providing information on request. • Public programs. • Public space. • Public access to the Internet and personal computing applications. • Servant leadership and support for system-wide community-centered library services and programs.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 3,934,202 3,928,421 4,201,227 4,201,227 4,106,840 4,268,216 1.59% Services And Commodities 1,299,620 1,289,741 1,297,867 1,356,621 1,419,685 1,308,590 0.83% Capital 492,897 483,651 504,153 479,429 444,617 564,753 12.02%

Total Budget 5,726,719 5,701,812 6,003,247 6,037,277 5,971,142 6,141,559 2.30%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Libraries Administration Program 1,904,298 1,844,658 1,887,514 1,918,840 2,022,043 2,104,090 11.47% Library Branches Program 3,822,421 3,856,901 4,115,733 4,118,437 3,949,099 4,037,469 (1.90%) Non-Department Program 0 254 0 0 0 0 0.00%


Total Budget 5,726,719 5,701,812 6,003,247 6,037,277 5,971,142 6,141,559 2.30%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Government 0 55,987 56,000 56,000 57,341 56,000 0.00% Culture And Recreation Charges 755,324 776,589 668,476 668,476 706,044 664,551 (0.59%) Other Charges For Services 0 254 0 0 0 0 0.00% Library Fines 133,841 134,215 120,000 120,000 139,231 135,000 12.50% Contributions And Donations 5,404 2,581 3,500 3,500 5,473 900 (74.29%) Misc Revenue (8,093) (14) 0 0 223 0 0.00% Other Charges 79 (25) 0 0 (106) 0 0.00% General Fund 4,840,163 4,732,225 5,155,271 5,189,301 5,062,936 5,285,108 2.52%

Total Revenue 5,726,719 5,701,812 6,003,247 6,037,277 5,971,142 6,141,559 2.30%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Libraries Administration Program 13.00 14.00 13.00 15.00 15.38% Library Branches Program 51.00 50.00 51.00 49.00 (3.92%) Total Full-Time FTE 64.00 64.00 64.00 64.00 0.00% Libraries Administration Program 1.50 1.00 0.00 0.00 0.00%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Library Branches Program 7.00 8.00 8.00 8.00 0.00% Total Part-Time FTE 8.50 9.00 8.00 8.00 0.00%

Total FTE 72.50 73.00 72.00 72.00 0.00%

Notes

- The Library Department's budget increased by 2.30% from the FY14 Adopted Budget. - An enhancement of $42,999 is included for the replacement and addition of security servers, software, cameras and equipment for enhanced safety and security of citizens at library facilities. - Also included, an increase of $28,525 to cover the additional cost of college employees covering core services at the West St. Petersburg Community Library per the city's agreement with St. Petersburg College. - An additional enhancement of $50,000 is included for a Library Radio Frequency Identification (RFID) Technology system at the Main and other St. Petersburg community libraries. The RFID system allows for seamless and more efficient self check-out services, as well as the sorting of materials for delivery to and from other libraries within the St. Petersburg library system and the other Pinellas Public Cooperative member libraries. Implementation of RFID technology will not only enhance customer service, but will result in personnel being available to perform other high-priority duties and responsibilities through the library system. - Internal service charges and salaries increased by $16,788 from the FY14 Adopted Budget.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Circulation An objective of the Library Department is to provide patrons with a relevant and up-to-date library collection. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Library System Circulation # 1,620,866 1,589,862 1,595,000 1,484,811 1,555,000 Facility Use An objective of the Library Department is to increase the number of people using the St. Petersburg Public Library System. Increased facility use will increase circulation (amount of materials checked out) and internet/computer uses. This objective fulfills the city values of Empowerment, Transparent Access, Inclusiveness, and Responsiveness.

Library System Facility Use # 1,372,408 1,319,022 1,315,000 1,279,704 1,315,000 Internet/Computer Use An objective of the Library Department is to provide patrons with the means to access and use up-to-date technology. This objective fulfills the city values of Accountable Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Library System Internet/Computer Uses # 407,939 362,963 365,000 341,685 361,000




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Library Survey An objective of the Library Department is to provide customer satisfaction with system-wide services. This performance measure indicates percentage of overall customer satisfaction with system-wide services. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness. This is a new measure for FY15; No data available for prior years.

Library Survey % 0 0 0 0 97 Program Attendance An objective of the Library Department is to serve patrons through library programs, both in-house and via outreach services. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, and Inclusiveness.

Program Attendance # 49,678 47,406 0 48,344 46,000 Reference Transactions and Readers' Advisory An objective of the Library Department is to provide patrons with interaction, both in person and via phone, whereby library staff has provided information. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, and Inclusiveness.

Reference Transactions and Readers' Advisory # 383,755 414,770 0 418,775 440,000



Parks & Recreation Department


The mission of the Parks and Recreation Department is to preserve, protect, maintain and enhance the city parklands and recreational facilities and engage people in leisure activities that contribute to their quality of life.

Services Provided

The Parks & Recreation Department provides the following services: • Parkland Maintenance - Maintenance of all parks for public use to include mowing, edging, trash removal, etc. • Recreation Programs - Provision of a variety of recreation programs and activities for all ages and abilities through fee classes, playcamps, special events, sports leagues, etc. • Aquatic Programs - Provision of aquatic programs for all ages and abilities to include swim lessons, competitive swim teams, fitness programs and recreational swim opportunities. • Athletic Fields - Provision and coordination of a variety of athletic fields for use by youth and adult programs. • Nature Preserves and Environmental Education - Provision of environmental education programs, promotion of conservation of natural resources, and the preservation and maintenance of designated natural preserve and historically significant park areas. • Co-Sponsored Events - Coordination of all city services for city-wide co-sponsored special events. • Facility Maintenance - Provide for the repair and maintenance of all recreation facilities and park amenities including playgrounds, tennis courts, basketball courts, skate parks, etc. to maintain in a safe and attractive condition for public use. • Forestry - City-wide forestry services to include trimming, pruning, and removing of hazardous trees city-wide. • Emergency Operations - Primary responsibility for debris clearance, employee family shelter and employee child care; staff support for search & rescue and evacuation, points of distribution (PODS) and sandbag operations for the city in the event of a hurricane or other disaster. • Construction - Construction crews assist with park maintenance and capital improvement projects. • Treasure Island Beach - Operation of St. Petersburg Municipal Beach at Treasure Island & Concessions. • FDOT Maintenance - Maintenance of FDOT primary roads. • Interstate Landscaping - Maintenance of interstate landscaping. • Medians, Rights of Way and Circles - Maintenance of traffic calming medians, rights of way and circles.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 20,931,079 20,548,641 21,187,574 21,297,717 20,983,559 21,510,620 1.52% Services And Commodities 11,004,125 11,220,507 11,088,212 12,036,633 11,609,076 10,953,539 (1.21%) Capital 392,669 122,606 0 0 75,095 0 0.00%

Total Budget 32,327,873 31,891,754 32,275,786 33,334,350 32,667,730 32,464,159 0.58%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Aquatics & Pools Program 2,694,003 2,581,140 2,633,101 2,686,362 2,724,151 2,570,567 (2.37%) Athletics Operations 4,390,369 4,192,679 3,924,733 3,960,334 4,069,359 4,244,120 8.14% Boyd Hill/Clam Bayou Nature Preserve Program 1,063,129 1,141,854 1,096,216 1,166,878 1,073,822 1,081,220 (1.37%) Engineering Capital Improvements Program 10,715 2,733 0 0 0 0 0.00% Facilities Maintenance 580,070 676,377 842,764 842,764 737,284 800,981 (4.96%) Office on Aging Program 1,301,682 1,218,314 1,250,126 1,291,279 1,263,930 1,098,421 (12.14%) Park Maint & Equipment Coordination Program 4,745,415 4,724,219 4,932,360 5,000,818 4,982,350 4,846,558 (1.74%) Parks Administration/Support Program 18,526 6,052 1,150 1,150 779 0 (100.00%) Parks Maintenance & Horticulture Program 3,154,740 2,988,773 2,932,048 2,975,865 3,018,687 2,909,845 (0.76%) Recreation Administration Program 5,016,269 4,595,650 5,050,077 5,743,035 4,853,249 5,373,954 6.41% Recreation Centers Program 7,402,216 7,793,034 7,815,401 7,763,074 8,002,757 7,800,426 (0.19%) Special Programs & Therapeutic Rec Program 1,950,739 1,970,930 1,797,810 1,902,793 1,941,362 1,738,067 (3.32%)


Total Budget 32,327,873 31,891,754 32,275,786 33,334,350 32,667,730 32,464,159 0.58%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 734,158 694,339 175,890 673,333 681,328 178,227 1.33% State Grants 0 5,964 0 0 0 0 0.00% Grants From Other Local Units 1,568,511 1,559,612 1,632,807 1,797,468 1,565,072 1,668,671 2.20% General Government 0 0 600 600 0 600 0.00% Public Safety 0 285 0 0 0 0 0.00% Transportation Charges 135,354 136,336 136,424 136,424 144,586 136,424 0.00% Culture And Recreation Charges 5,657,618 5,200,633 5,493,180 5,495,180 4,721,119 5,406,962 (1.57%) Other Charges For Services 429,098 319,636 274,541 274,541 312,320 319,541 16.39% Violation Of Local Ordinances 0 (130) 0 0 0 0 0.00% Sale Of Fixed Assets 649 2,411 0 0 (24) 0 0.00% Contributions And Donations 91,940 44,519 71,500 71,500 82,506 10,000 (86.01%) Misc Revenue (197,279) (51,063) 0 0 (29,360) 0 0.00% Other Charges 52,294 1,375 26,000 26,000 (469) 0 (100.00%) Transfer From Weeki Wachee 10,603 15,394 0 0 0 0 0.00% General Fund 23,844,903 23,960,010 24,464,844 24,859,304 25,190,652 24,743,734 1.14% Parking Revenue 0 163 0 0 0 0 0.00% Sanitation Operating 0 447 0 0 0 0 0.00% Billing & Collections 25 0 0 0 0 0 0.00% Preservation Reserve 0 188 0 0 0 0 0.00% General Liabilities Claims 0 1,635 0 0 0 0 0.00%

Total Revenue 32,327,873 31,891,754 32,275,786 33,334,350 32,667,730 32,464,159 0.58%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Aquatics & Pools Program 8.00 8.00 8.00 8.00 0.00% Athletics Operations 46.00 43.00 37.00 43.00 16.22% Boyd Hill/Clam Bayou Nature Preserve Program 9.00 10.00 11.00 10.00 (9.09%) Facilities Maintenance 9.00 9.00 9.00 9.00 0.00% Office on Aging Program 10.00 10.00 11.00 10.00 (9.09%) Park Maint & Equipment Coordination Program 54.00 52.00 54.00 52.00 (3.70%) Parks Maintenance & Horticulture Program 34.00 34.00 34.00 35.00 2.94% Recreation Administration Program 28.81 29.81 27.81 29.81 7.19% Recreation Centers Program 48.00 48.00 48.00 49.00 2.08% Special Programs & Therapeutic Rec Program 9.00 9.00 9.00 9.00 0.00% Total Full-Time FTE 255.81 252.81 248.81 254.81 2.41% Aquatics & Pools Program 53.50 82.62 66.00 82.00 24.24% Athletics Operations 5.50 8.50 6.50 7.50 15.38% Boyd Hill/Clam Bayou Nature Preserve Program 3.50 3.50 3.50 3.50 0.00% Office on Aging Program 4.50 5.00 5.00 4.00 (20.00%) Park Maint & Equipment Coordination Program 1.00 2.00 2.00 2.00 0.00% Parks Maintenance & Horticulture Program 2.00 3.50 3.50 3.50 0.00% Recreation Administration Program 10.00 9.00 12.50 11.00 (12.00%) Recreation Centers Program 168.50 136.50 151.50 141.00 (6.93%) Special Programs & Therapeutic Rec Program 30.50 29.00 33.50 29.50 (11.94%) Total Part-Time FTE 279.00 279.62 284.00 284.00 0.00%

Total FTE 534.81 532.44 532.81 538.81 1.13% Notes

- In FY15, the Parks and Recreation Department budget increased by 0.58% as compared to the FY14 Adopted Budget. - A Maintenance Lead Worker, two full-time Laborer positions and two part-time Laborer positions were added in the FY15 budget for the FDOT Landscape Maintenance reorganization. Also, a Maintenance Worker I position was added in the FY15 budget, and a Maintenance Worker II position was added in FY14. - Salaries, benefits and internal service charges increased $380,567 from the FY14 Adopted Budget. - In FY15, a number of expense line items have been adjusted based on trends for a net a decrease of ($192,194). This includes other special services and utilities.




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Before and After Schools Playcamp Patron Satisfaction Survey The objective of the Before and After Schools Playcamp Program is to achieve at least an 85% average combined score of 'Good' (4) and 'Excellent' (5) ratings. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Before and After Schools Playcamp Patron Satisfaction Survey

% 96.55 94.97 85 95.59 90

Boyd Hill Nature Preserve The objective of the Boyd Hill Nature Preserve measures are to quantify the attendance of patrons, as well as, the associated expenditures and revenues associated with utilizing the Boyd Hill Nature Preserve on an annual basis. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Boyd Hill Nature Preserve - Attendance # 51,793 55,326 50,000 55,000 55,000 Boyd Hill Nature Preserve - Expenditure $ 1,060,729 1,140,437 995,000 1,100,000 1,100,000 Boyd Hill Nature Preserve - Revenue $ 265,418 302,030 220,000 250,000 250,00

Fee Class Programs Patron Satisfaction Survey The objective of the Fee Class Program is to achieve at least an 85% average combined score of 'Good' (4) and 'Excellent' (5) ratings. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Fee Class Programs Patron Satisfaction Survey % 95.49 94.71 85 96.25 90 Forestry Operations Requests The objective of the Requests for Emergency Services measures are to quantify the number of emergency and non-emergency service requests received by Forestry Operations. This objective fulfills the city values of Accountable Servant Leadership and Responsiveness.

Tree Removal/Trimming - Request for Service/Emergency # 114 174 150 367 325 Tree Removal/Trimming - Non-Emergency # 3,666 2,941 3,600 2,714 2,750

Gift Tree Program - Contributions The objective of the Gift Tree Program - Contributions measure is to quantify the contributions received for the Gift Tree Program. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Gift Tree Program Contributions $ 3,000 2,777 1,500 5,715 3,000 Gift Tree Program - Trees The objective of the Gift Tree Program - Trees measure is to quantify the number of trees purchased through the Gift Tree Program. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Gift Tree Program # 11 9 5 20 11




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Man Hours Assigned To Work Orders Completed The objective of the Man Hours Assigned To Work Orders measure is to quantify the man hours utilized for the services performed by the Facility Systems Division and the Construction Division. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Facility Systems Total Work Order Staff Hours # 19,757 18,013 19,500 18,982 19,500 Construction Division Total Work Order Staff Hours # 5,999 6,904 5,750 6,337 6,100

Nature Preserves and Wilderness Area Maintenance Cost Per Acres The objective of the Nature Preserves and Wilderness Areas Maintenance Cost Per Acre measure is to quantify yearly cost per acre for maintenance operations in nature preserves and wilderness areas. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Cost per Acre for Nature Preserves and Wilderness Areas $ 365 334 400 385 400 Parkland Maintenance Cost Per Acre The objective of the Parkland Maintenance Cost Per Acre measure is to quantify yearly cost per acre of all parks maintenance districts and other parkland. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Cost per Acre for Parkland $ 4,809 4,844 5,500 4,769 4,882 Parkland Mowing Man Hours The objective of the Parkland Mowing Man Hours measure is to quantify the man hours utilized for large mowing operations. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Parkland Mowing Man Hours # 3,517 3,760 3,200 3,954 3,800 Paving The Future Brick Program The objective of the Paving The Future Brick Program measure is to quantify the number of bricks purchased through the Paving The Future Brick Program. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Paving the Future Brick Program # 26 28 20 37 30 Summer Playcamp Patron Satisfaction Survey Results The objective of the Summer Playcamp Program is to achieve at least an 85% average combined score of 'Good' (4) and 'Excellent' (5) ratings. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Summer Playcamp Patron Satisfaction Survey % 95.13 97.32 85 90 90




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Swim Lesson Patron Satisfaction Survey Results The objective of the Swim Lesson Program is to achieve at least an 85% average combined score of 'Good' (4) and 'Excellent' (5) ratings. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Swim Lesson Patron Satisfaction Survey % 96.27 94.00 85 90 90 Teen Programs Patron Satisfaction Survey Results The objective of Teen Programs is to achieve at least an 85% average combined score of 'Good' (4) and 'Excellent' (5) ratings. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Teen Programs Patron Satisfaction Survey % 84.01 84.88 85 88.34 85 Therapeutic Recreation Patron Satisfaction Survey Results The objective of the Therapeutic Recreation Program is to achieve at least an 85% average combined score of 'Good' (4) and 'Excellent' (5) ratings. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Therapeutic Recreation Patron Satisfaction Survey % 88.06 96.46 85 97.02 90 Work Order Completed The objective of the Work Orders Completed measure is to quantify services provided by the Construction Division and the Facility Systems Division. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness, and Responsiveness.

Construction Division Total Work Orders # 278 243 250 276 260 Facility Systems Total Work Orders # 1,968 2,003 1,920 2,016 2,010



J. Neighborhood Affairs Administration Neighborhood Affairs Administration Summary ............................................................ J-1

Codes Compliance Department .......................................................................................... J-4

Community Services Department....................................................................................... J-7

Housing Department .............................................................................................................. J-9

Neighborhood Affairs Administration ............................................................................. J-12


Neighborhood Affairs Administration Total Full Time Equivalents (FTE) = 69.00

Codes Compliance Department


Community Services Department Total Full Time Equivalents (FTE) = 7.00

Housing Department


Neighborhood Affairs Department Total Full Time Equivalents (FTE) = 10.00


Fiscal Year 2015 J-1 Neighborhood Affairs



FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 4,245,284 4,278,246 4,535,104 4,791,923 4,308,519 5,100,162 12.46% Services And Commodities 5,375,057 8,083,919 2,957,179 11,230,268 6,719,099 3,797,080 28.40% Capital 7,498 345,862 0 0 627 0 0.00% Grants And Aid 671,647 669,263 1,146,000 1,300,738 1,039,812 1,386,000 20.94% Transfers Out 800,679 633,490 710,678 710,678 710,673 653,026 (8.11%)

Total Budget 11,100,165 14,010,780 9,348,961 18,033,608 12,778,730 10,936,268 16.98%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Codes Compliance Department 2,449,961 2,689,211 2,638,172 2,832,172 3,055,086 3,177,242 20.43% Community Services Department 296,798 749,971 892,691 1,059,603 889,914 971,273 8.80% Housing Department 355,659 391,880 437,028 437,628 312,569 755,852 72.95% Neighborhood Affairs Department 791,579 741,654 808,386 943,165 918,017 1,303,187 61.21%


Non-General Funds American Recovery & Reinvestment Act 20,288 0 0 0 0 0 0.00% Community Development Block Grant 2,088,703 1,653,266 1,663,980 2,322,716 1,809,097 1,640,819 (1.39%) Community Housing Donation 185,589 278,311 0 74,313 16,640 0 0.00% Emergency Shelter Grant Fund 105,799 247,730 114,190 169,332 116,234 131,063 14.78% Home Program 1,129,446 1,996,824 893,662 3,075,601 1,075,747 932,675 4.37% Local Housing Assistance 1,013,179 1,003,658 275,000 1,831,106 1,033,435 275,050 0.02% Neighborhood Stabilization Program 1,416,341 2,893,205 303,000 3,567,231 2,520,915 303,000 0.00% Parking Revenue 109 0 0 0 0 0 0.00% Sanitation Operating 1,246,714 1,364,881 1,322,852 1,720,741 1,031,076 1,446,107 9.32% Water Resources 0 189 0 0 0 0 0.00%


Total Budget 11,100,165 14,010,780 9,348,961 18,033,608 12,778,730 10,936,268 16.98%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 3,428,160 5,402,252 2,395,563 7,221,056 4,323,019 2,429,557 1.42% Shared State Housing Initiative 0 460,752 0 1,143,819 202,633 0 0.00% General Government 458 678 3,000 3,000 1,148 3,000 0.00% Physical Environment Charges 0 146,781 0 0 258,059 0 0.00% Other Charges For Services 0 1,024 0 0 0 0 0.00% Violation Of Local Ordinances 472,566 935,467 623,000 623,000 1,329,492 1,023,000 64.21% Interest Earnings 149,741 174,582 25,000 25,000 232,701 202,000 708.00% Rents And Royalties 10,600 29,204 0 0 63,745 0 0.00% Special Assessment 0 209,645 65,000 65,000 (258,059) 65,000 0.00% Sale Of Fixed Assets 419,387 436,521 303,000 303,000 529,621 303,000 0.00% Contributions And Donations 0 3,000 0 15,000 17,022 0 0.00% Misc Revenue 614,449 962,799 530,000 530,000 939,018 550,000 3.77% Transfer From Housing Capital Impr. 0 64,236 68,000 68,000 68,004 0 (100.00%) Transfer From General Capital Improvements 0 61,455 0 0 0 0 0.00% General Fund 3,434,003 3,506,310 4,014,277 4,495,568 3,754,648 5,093,554 26.89% Neighborhood Stabilization Program 226,932 497,693 (1,000) 771,833 183,304 0 (100.00%) Emergency Shelter Grant Fund 31,480 49,770 0 49,770 0 0 0.00% Home Program 253,145 (395,659) 595 412,545 (117,681) (100,000) (16906.72%)


Neighborhood Affairs J-2 Fiscal Year 2015

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Community Development Block Grant 121,927 101,496 674 100,676 43,072 (10,000) (1583.68%) American Recovery & Reinvestment Act (34,094) (0) 0 0 0 0 0.00% Local Housing Assistance 567,261 178,989 0 412,287 370,560 1,050 0.00% Community Housing Donation 185,579 279,434 (1,000) 73,313 (28,866) (1,000) 0.00% Sanitation Operating 1,246,438 973,076 1,322,852 1,720,741 969,426 1,446,107 9.32% Downtown Redevelopment District (27,907) (37,568) 0 0 (59,105) (69,000) 0.00% Parking Revenue 38 (31,348) 0 0 (43,031) 0 0.00% Water Resources 0 189 0 0 0 0 0.00%

Total Revenue 11,100,165 14,010,780 9,348,961 18,033,608 12,778,730 10,936,268 16.98%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Codes Compliance Department 40.00 40.00 41.00 39.00 (4.88%) Community Services Department 6.00 7.00 7.00 7.00 0.00% Housing Department 15.00 14.00 14.00 13.00 (7.14%) Neighborhood Affairs Department 1.00 1.00 1.00 10.00 900.00%

Total Full-Time FTE 62.00 62.00 63.00 69.00 9.52%

Total FTE 62.00 62.00 63.00 69.00 9.52%




Codes Compliance Department


The mission of the Codes Compliance Department is to educate property owners and enforce the municipal codes, including zoning issues and housing/vegetation maintenance standards, in order to maintain the quality and extend the life of the existing housing stock, to stabilize neighborhoods, and to protect the public.

Services Provided

Support neighborhoods, city teams and city initiatives that improve the quality of life in St. Petersburg by: • Encouraging voluntary compliance with the municipal codes through education and notification. • Referring citizens in need of volunteer help, loan programs and other city services provided by Police, Fire, Planning & Economic Development and Sanitation. • Supporting City Council to craft and administer ordinances which address community concerns. • Providing administrative and clerical services, including a citizen telephone call center, in support of various education and enforcement programs. • Encouraging code compliance through administration of legal processes such as the Code Enforcement Board, Special Magistrate, and municipal ordinance violation prosecution in county court. • Addressing a variety of municipal code issues involving zoning and redevelopment regulations, vegetation maintenance, rental housing inspection, securing structures, inoperative motor vehicles, junk and rubbish, structure disrepair, and unsafe structures. • Addressing blighting issues which include overgrown vegetation, junk and rubbish, inoperative motor vehicles and illegal parking on private property. • Addressing unfit and unsafe structures through condemnation resulting in rehabilitation or demolition.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 2,662,068 2,724,937 2,958,611 2,958,611 2,578,882 2,828,351 (4.40%) Services And Commodities 1,034,715 1,338,191 1,002,413 1,594,302 1,952,402 1,361,894 35.86%

Total Budget 3,696,783 4,063,128 3,961,024 4,552,913 4,531,284 4,190,245 5.79%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Codes Compliance Assistance Program 2,449,579 2,689,211 2,638,172 2,832,172 3,055,086 3,177,242 20.43% Sanitation & Codes Compliance Program 382 0 0 0 0 0 0.00%


Parking Revenue Parking Revenue Program 109 0 0 0 0 0 0.00% Neighborhood Stabilization Program Housing Trust Funds Program 0 8,847 0 0 0 0 0.00% Water Resources Non-Department Program 0 189 0 0 0 0 0.00% Sanitation Operating Sanitation & Codes Compliance Program 1,246,714 1,364,881 1,322,852 1,720,741 1,476,198 1,013,003 (23.42%)

Total Budget 3,696,783 4,063,128 3,961,024 4,552,913 4,531,284 4,190,245 5.79%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Government 458 678 3,000 3,000 1,148 3,000 0.00% Physical Environment Charges 0 146,781 0 0 258,059 0 0.00% Violation Of Local Ordinances 474,522 935,467 623,000 623,000 1,329,492 1,023,000 64.21% Interest Earnings 0 35,064 0 0 60,775 0 0.00% Special Assessment 0 209,645 65,000 65,000 (258,059) 65,000 0.00%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Sale Of Fixed Assets 2,825 860 3,000 3,000 2,748 3,000 0.00% Misc Revenue (5,624) 0 0 0 0 0 0.00% General Fund 1,978,055 1,752,520 1,944,172 2,138,172 1,722,573 2,083,242 7.15% Sanitation Operating 1,246,438 973,076 1,322,852 1,720,741 1,414,548 1,013,003 (23.42%) Water Resources 0 189 0 0 0 0 0.00% Neighborhood Stabilization Program 0 8,847 0 0 0 0 0.00% Parking Revenue 109 0 0 0 0 0 0.00%

Total Revenue 3,696,783 4,063,128 3,961,024 4,552,913 4,531,284 4,190,245 5.79%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Codes Compliance Assistance Program 29.00 29.00 29.75 33.00 10.92% Sanitation & Codes Compliance Program 11.00 11.00 11.25 6.00 (46.67%) Total Full-Time FTE 40.00 40.00 41.00 39.00 (4.88%)

Total FTE 40.00 40.00 41.00 39.00 (4.88%)

Notes

- In FY15, the Codes Compliance Department's General Fund budget increased by 20.43% as compared to the FY14 Adopted Budget. - Salaries and Benefits increased $146,582 from the FY14 Adopted Budget. In FY15, three additional Code Investigator positions are included in order to provide enforcement necessary to address key areas of concern in the community and maintain an effective Foreclosure Registry Program. Also, a Codes position previously funded by the Billing & Collections Department is funded in the Codes Department in FY15. - As part of a reorganization six full-time positions administering and supervising the Neighborhood Team, commonly called the N-Team, will report to the Neighborhood Affairs Department. - Foreclosure Registry Program services increased by $400,000. The expense is offset by Foreclosure Registry fees. - Internal service charges decreased $7,512 from the FY14 Adopted Budget.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Codes Compliance Program Objective The department objective is to respond to every request to investigate reported violations; to competently communicate program requirements to all affected citizens; to provide consistent due process before assessing penalty fines and liens; to protect the public from nuisance property conditions such as unfit and unsafe structures, overgrowth, vacant and open structures, and other public health and safety nuisance conditions; to provide incentives to correct code violations; to provide deterrents to incipient code violations; and to responsibly administer all processes at the lowest possible cost with the highest possible output. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

Number of Code Enforcement Board Cases # 1,537 1,537 1,600 1,600 1,600 Number of Code Enforcement Liens # 1,239 1,239 1,400 1,400 1,400 Number of Codes Compliance Cases Opened # 23,817 23,817 25,000 25,000 25,000 Number of Codes Compliance Inspections # 86,989 86,989 85,000 85,000 85,000 Number of Codes Compliance Notices and Letters # 41,194 41,194 33,000 33,000 33,000 Number of County Court Cases # 680 680 800 800 800 Number of Overgrowth Cases Opened # 6,159 6,159 6,000 6,000 6,000 Number of Securing Cases Opened # 1,151 1,151 1,300 1,300 1,300 Number of Special Magistrate Cases # 2,232 2,232 2,000 2,000 2,000 Value of Code Enforcement Liens Certified $ 3,560,000 3,560,000 3,100,000 3,100,000 3,100,000 Value of Code Enforcement Liens Collected $ 461,864 461,864 300,000 300,000 300,000




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Condemnation Program Objective The city's Condemnation Program objective is to address unfit and unsafe structures through condemnation that results in rehabilitation or demolition; to coordinate demolition of city-acquired structures in support of city development projects; to provide assistance to codes investigators to order securing of vacant and open structures under compels conditions; and to assist the city's Legal Department to abate public nuisance property conditions and coordinate any abatements authorized by court order. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

Number of Condemnation Appeals Received # 8 8 10 5 10 Number of Condemned Structures Demolished by Private Owners

# 16 16 15 15 15 Number of Condemned Structures Repaired by Private Owners

# 15 15 15 15 15 Number of Structures Demolished by City Program # 64 64 75 75 75



Community Services Department


The mission of the Community Services Department is to be proactive and responsive to resident, business and neighborhood issues by coordinating city services and resources to ensure quality customer service, promote volunteerism, and encourage civic engagement and participation to enhance and sustain neighborhood and business corridor character.

Services Provided

The Community Services Department provides the following services: • Neighborhood Partnership Grants (non-capital projects and mini community building). • Association Meeting Doorhangers (includes listing of meetings and major events for year). • Mayor's Breakfast with the Neighborhoods. • Annual Neighborhood Summit. • Neighborhood Planning. • Neighborhood Organization/Reorganization Support. • Volunteer Coordination (I CAN Program, Carefest). • Community Outreach Events (Black History Month, Family Fun Day, Back to School, African American Health Forum, Edwards Gala). • Coordination of Neighborhood Cleanups. • St. Petersburg Together Channel 35 Television Show. • Mayor's Action Line Follow-up Evaluations/Work Order Generation and Proactive Surveys of Rights of Way. • Youth Employment and Skills Training Programs. • Coordination of Points of Distribution (Mass Care); Disaster Preparedness.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 216,367 338,403 367,931 367,931 373,059 381,180 3.60% Services And Commodities 80,431 411,568 109,760 140,664 191,031 100,093 (8.81%) Grants And Aid 0 0 415,000 551,008 325,824 490,000 18.07%

Total Budget 296,798 749,971 892,691 1,059,603 889,914 971,273 8.80%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Comm. Service Representative Program 4,396 65,020 70,325 70,325 84,706 46,822 (33.42%) Community Services Admin. Program 11,309 434,289 822,366 968,229 805,158 924,451 12.41% Neighborhood Partnership Program 281,093 662 0 49 50 0 0.00% Non-Departmental/Arts/Social Services 0 250,000 0 21,000 0 0 0.00%

Totals for General Operating Fund 296,798 749,971 892,691 1,059,603 889,914 971,273 8.80%

Total Budget 296,798 749,971 892,691 1,059,603 889,914 971,273 8.80%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Other Charges For Services 0 1,024 0 0 0 0 0.00% Contributions And Donations 0 3,000 0 15,000 17,022 0 0.00% Transfer From General Capital Impr. 0 61,455 0 0 0 0 0.00% General Fund 296,798 684,492 892,691 1,044,603 872,892 971,273 8.80%

Total Revenue 296,798 749,971 892,691 1,059,603 889,914 971,273 8.80%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Community Service Representative Program 3.00 3.00 3.00 3.00 0.00% Community Services Administration Program 3.00 4.00 4.00 4.00 0.00%


Total FTE 6.00 7.00 7.00 7.00 0.00% Notes

- In FY15, the Community Services Department's budget increased 8.80% from the FY14 Adopted Budget. This includes an additional $1,000 for food and beverage expense for the neighborhood breakfast with the Mayor. - Internal service charges, salaries and benefits increased $2,582 from the FY14 Adopted Budget. - Included in this budget is $275,000 for the Boley Center Summer Youth Intern Program, $150,000 for the After School Workforce Program and $35,000 for the Workforce Readiness Program totaling $460,000. $30,000 is also included for the Neighborhood Partnership Grants Program.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

I CAN (Involved Citizens Active in Neighborhoods) An objective of the Community Services Department is to market and encourage citizen volunteer efforts through city collaborative partnerships with neighborhoods, non-profits, and public and private sector entities. This objective fulfills the city values of Empowerment, Inclusiveness, and Responsiveness.

# of Volunteer Hours Hours 95,000 113,972 100,000 114,000 115,000 # of Volunteers in City sponsored events/activities # 5,000 5,206 6,000 7,300 7,500 Volunteer Service Value $ 2,000,000 2,523,335 2,200,000 2,559,191 2,600,000

Infrastructure - Citizen Reports & Staff Inspections An objective of the Customer Services Division is to help maintain the city's infrastructure through the development of work orders based on receipt of citizen reports and staff inspections. This objective fulfills the city values of Accountable Servant Leadership, Inclusiveness, and Responsiveness.

Inspections & Citizen Reports # 15,740 9,842 15,000 13,000 14,000 Neighborhood Cleanups An objective of the Community Services Department is to encourage and increase the level of citizen involvement in the neighborhoods by partnering with neighborhood associations to plan and schedule an annual neighborhood cleanup. This objective fulfills the city values of Accountable Servant Leadership, Empowerment and Responsiveness.

# of Neighborhoods Participating # 16 14 25 20 25 Tons of Debris Collected By Neighborhoods # 48 46 55 65 90

Neighborhood Partnership Grants An objective of the Community Services Department is to administer and implement annual Neighborhood Partnership Matching Grants Program to provide residents an opportunity to enhance the public rights-of-ways in their neighborhoods. This objective fulfills the city values of Empowerment, Diversity, Inclusiveness, and Responsiveness.

# of Grants Awarded through Neighborhood Partnership Program

# 4 0 12 10 40



Housing Department


The mission of the Housing and Community Development Department is to utilize federal, state, and local funding to provide decent affordable housing, a suitable living environment, and to expand economic opportunities principally for persons with low and moderate incomes.

Services Provided

• Implement the Consolidated Plan Programs.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,267,395 1,148,823 1,129,392 1,270,211 1,105,603 1,128,199 (0.11%) Services And Commodities 4,239,431 6,327,852 1,836,790 9,487,038 5,068,361 2,247,234 22.35% Capital 7,498 345,862 0 0 0 0 0.00% Grants And Aid 0 0 10,000 10,000 0 10,000 0.00% Transfers Out 800,679 633,490 710,678 710,678 710,673 653,026 (8.11%)

Total Budget 6,315,004 8,456,026 3,686,860 11,477,927 6,884,637 4,038,459 9.54%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Housing Administration Program 198,821 182,683 234,299 234,899 162,446 573,962 144.97% Housing Finance & Rehabilitation Program 104,791 118,885 138,049 138,049 129,928 129,804 (5.97%) Housing Program 52,046 90,312 64,680 64,680 20,195 52,086 (19.47%)

Totals for General Operating Fund 355,659 391,880 437,028 437,628 312,569 755,852 72.95%

American Recovery & Reinvestment Act Housing Trust Funds Program 20,288 0 0 0 0 0 0.00% Local Housing Assistance Local Housing Assistance (SHIP) Program 1,013,179 1,003,658 275,000 1,831,106 1,033,435 275,050 0.02% Community Development Block Grant Housing Trust Funds Program 2,088,703 1,653,266 1,663,980 2,322,716 1,809,097 1,640,819 (1.39%) Emergency Shelter Grant Fund Housing Finance & Rehabilitation Program 0 885 0 0 0 0 0.00% Housing Trust Funds Program 105,799 246,845 114,190 169,332 116,234 131,063 14.78%

Totals for Emergency Shelter Grant

Fund 105,799 247,730 114,190 169,332 116,234 131,063 14.78% Home Program Housing Trust Funds Program 1,129,446 1,996,824 893,662 3,075,601 1,075,747 932,675 4.37% Neighborhood Stabilization Program Housing Trust Funds Program 1,416,341 2,884,357 303,000 3,567,231 2,520,915 303,000 0.00% Community Housing Donation Housing Trust Funds Program 185,589 278,311 0 74,313 16,640 0 0.00%

Total Budget 6,315,004 8,456,026 3,686,860 11,477,927 6,884,637 4,038,459 9.54%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 3,428,160 5,402,252 2,395,563 7,221,056 4,323,019 2,429,557 1.42% Shared State Housing Initiative 0 460,752 0 1,143,819 202,633 0 0.00% Violation Of Local Ordinances (1,956) 0 0 0 0 0 0.00% Interest Earnings 149,741 139,518 25,000 25,000 171,926 202,000 708.00% Rents And Royalties 10,600 29,204 0 0 63,745 0 0.00% Sale Of Fixed Assets 416,562 435,660 300,000 300,000 526,873 300,000 0.00% Misc Revenue 620,073 962,799 530,000 530,000 939,018 530,000 0.00% Transfer From Housing Capital Impr. 0 64,236 68,000 68,000 68,004 0 (100.00%) Neighborhood Stabilization Program 226,932 488,846 (1,000) 771,833 183,304 0 (100.00%) American Recovery & Reinvestment Act (34,094) (0) 0 0 0 0 0.00% Community Development Block Grant 121,927 101,496 674 100,676 43,072 (10,000) (1583.68%) Home Program 253,145 (395,659) 595 412,545 (117,681) (100,000) (16906.72%) Emergency Shelter Grant Fund 31,480 49,770 0 49,770 0 0 0.00% Local Housing Assistance 567,261 178,989 0 412,287 370,560 1,050 0.00% Community Housing Donation 185,579 279,434 (1,000) 73,313 (28,866) (1,000) 0.00% General Fund 367,571 327,644 369,028 369,628 241,166 755,852 104.82% Downtown Redevelopment District (27,907) (37,568) 0 0 (59,105) (69,000) 0.00% Parking Revenue (71) (31,348) 0 0 (43,031) 0 0.00%

Total Revenue 6,315,004 8,456,026 3,686,860 11,477,927 6,884,637 4,038,459 9.54%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Housing Administration Program 0.39 0.27 0.39 0.21 (46.15%) Housing Finance & Rehabilitation Program 1.17 2.07 1.17 1.38 17.95% Housing Program 1.06 0.49 0.06 0.02 (66.67%) Housing Trust Funds Program 12.38 11.17 12.38 11.39 (8.00%) Total Full-Time FTE 15.00 14.00 14.00 13.00 (7.14%)

Total FTE 15.00 14.00 14.00 13.00 (7.14%)

Notes

- The Housing & Community Development (HCD) Department charges about 20% of its operating budget to the General Fund, with the remaining 80% coming from the departments grant resources. - In FY15, the total General Fund budget is 72.95% more than the FY14 Adopted Budget. A transfer in the amount of $350,000 from the General Fund to the Housing Capital Improvement Fund is included to address the need for rental rehabilitation; expedite the process of accepting property and clearing property titles offered by banks, nonprofits and individuals; owner occupied rehabilitation assistance; rehabilitation of vacant and boarded property offered by the city; and homebuyer assistance for police officers and teachers. - In the FY15 Housing General Fund budget, changes were made to various expected expenses for a net decrease of $2,700. Internal service charges, wages and benefits decreased $28,476 from the FY14 Adopted Budget.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Community Development Block Grant The objective of the Community Development Block Grant program is to provide assistance of up to $20,000 per unit of multi-family rental (minimum three units per development) with the rehabilitation of the property. When completed a minimum of 51% of the units must be rented to households at or below 80% of area median income. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness and Responsiveness. New measure for FY15; no data available for prior years.

# of households rehabilitated # 0 0 0 0 15




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Emergency Shelter Grant The objective of the Emergency Shelter Grant program is to provide rental assistance of up to three (3) months to households who are at or below 30% of area median income. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness and Responsiveness.

# of households # 0 66 23 23 14 HOME Program The objective of the HOME Program is to provide Housing Rehabilitation, Purchase Assistance, and Multi-family Development for persons who need affordable housing. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

# of Households - Housing Rehabilitation # 0 7 7 7 10 # of Households - Purchase Assistance # 0 6 8 8 7 # of Units - MulTax Increment Family # 0 0 16 16 8

Local Housing Assistance Program The objective of the Local Housing Assistance Program is to provide housing assistance to eligible low and moderate income households whose homes are in need of repairs. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Diversity, Inclusiveness and Responsiveness.

# of Households - Barrier Free # 0 8 10 6 4 # of Households - Emergency Repair # 0 22 20 30 24 # of Households - Purchase Assistance # 0 22 17 15 33 # of Households - Housing Rehabilitation # 0 3 3 4 4

Neighborhood Stabilization Program The objective of the Neighborhood Stabilization Program is to determine the number of homes acquired, constructed and/or rehabilitated, and subsequently sold. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

NSP Units Sold # 0 0 11 4 11 NSP-1 Housing Production by Amount # 1,136,963 900,000 0 0 0 NSP-3 Housing Production by Amount # 10,000 1,820,000 1,170,000 1,170,000 1,170,000 NSP-3 Housing Production by Unit # 0 0 9 14 9



Neighborhood Affairs Department


The mission of the Neighborhood Affairs Department is to provide administrative, policy, financial and technical leadership for the departments of Code Compliance; Housing; Community Services; and Homeless, Veterans, and Social Services to provide services that maintain and improve the physical conditions, leadership and participation of all neighborhoods throughout the city.

Services Provided

• Serve as the city liaison to citizens, neighborhoods, organizations, non-profits, housing providers, elected officials, partner organizations, and others. • Provide administrative oversight and leadership of housing services to provide cost effective and efficient affordable housing programs to create new housing, rehabilitation of existing housing, and removal of blighting influences. • Provide administrative oversight and leadership of Codes Compliance and the N-Team to provide cost effective and efficient enforcement of municipal ordinances that prevent deteriorating property conditions and enhances the appearance, safety, and quality of life throughout the city. • Provide administrative oversight and leadership for the provision of services to homeless, veterans, and citizens in need of social services.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 99,453 66,083 79,170 195,170 250,975 762,432 863.03% Services And Commodities 20,479 6,308 8,216 8,265 (492,695) 87,859 969.36% Capital 0 0 0 627 0 0.00% Grants And Aid 671,647 669,263 721,000 739,730 713,988 886,000 22.88%

Total Budget 791,579 741,654 808,386 943,165 472,895 1,736,291 114.78%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Neighborhood Services Administration Program (260) 0 0 116,000 115,254 282,261 0.00% Veterans, Homeless, & Social Services Program 791,839 741,654 808,386 827,165 802,763 1,020,926 26.29%

Totals for General Operating Fund 791,579 741,654 808,386 943,165 918,017 1,303,187 61.21% Sanitation Operating Neighborhood Affairs N-Team Program 0 0 0 0 (445,122) 433,104 0.00%

Total Budget 791,579 741,654 808,386 943,165 472,895 1,736,291 114.78%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Misc Revenue 0 0 0 0 0 20,000 0.00% General Fund 791,579 741,654 808,386 943,165 918,017 1,283,187 58.73% Sanitation Operating 0 0 0 0 (445,122) 433,104 0.00%

Total Revenue 791,579 741,654 808,386 943,165 472,895 1,736,291 114.78%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Neighborhood Affairs N-Team Program 0.00 0.00 0.00 6.00 0.00% Neighborhood Services Administration Program 0.00 0.00 0.00 2.00 0.00% Veterans, Homeless, & Social Services Program 1.00 1.00 1.00 2.00 100.00%


Total FTE 1.00 1.00 1.00 10.00 900.00%



Notes

- This new administration was reinstituted in FY14 and provides administrative, policy, financial and technical leadership for services that maintain and improve the physical conditions, leadership and participation of all neighborhoods throughout the city. - Two positions were added from the Mayor's Office during FY14 and include a Neighborhood Affairs Administrator and an Administrative Support Manager. Two additional positions were also transferred from the Mayor's Office within the Veteran, Social & Homeless Services Division that included a Social Services Planning Manager and a Social Services Specialist. - As part of a reorganization six full-time positions administering and supervising the Neighborhood Team, commonly called the N-Team, have been transferred from the Codes Compliance Department into the Neighborhood Affairs Department. - $20,000 in additional revenue will offset expenses for homeless families and emergencies.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Provide Assistance to Residents to Correct Violations Community Assistance provides assistance to homeowners physically or financially unable to correct minor code violations. The program fulfills four issues: increasing volunteers from the community, training inmates and reducing recidivism, dealing with an aging housing stock; and helping low income and elderly homeowners bring their properties up to minimum code. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness and Responsiveness.

Community Assistance Projects # 200 200 200 200 200 Homes Completed # 216 216 200 200 200 Volunteers # 1,200 1,200 1,200 1,200 1,200

Social Services The objective of the Veterans, Homeless, & Social Services program is to identify and prioritize human service needs, advocate for addressing these needs, and assist in strengthening communication with and involvement from local non-profit and faith based organizations. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Meet with social service agencies # 42 42 35 42 35 Represent the city at policy, committee, and board meetings # 20 20 22 45 32 Work with churches and other faith-based organizations # 33 33 30 40 35 Work with other funding entities # 24 24 24 24 24



K. Public Safety Public Safety Administration Summary ........................................................................... K-1

Fire Department .................................................................................................................... K-4

Police Department ................................................................................................................. K-8

Public Safety

Public Safety

Total Full Time Equivalents (FTE) = 1,086.63

Fire Department


Police Department Total Full Time Equivalents (FTE) = 752.83


Fiscal Year 2015 K-1 Public Safety

Public Safety


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 113,904,268 115,569,264 116,490,907 118,103,697 116,512,164 115,668,827 (0.71%) Services And Commodities 19,099,544 19,864,691 20,421,196 21,800,461 19,855,215 19,425,967 (4.87%) Capital 1,434,068 544,263 225,744 521,476 584,778 478,175 111.82% Grants And Aid 212,082 199,953 140,000 219,634 197,836 125,000 (10.71%)

Total Budget 134,649,961 136,178,171 137,277,847 140,645,268 137,149,993 135,697,969 (1.15%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Fire Department 31,919,333 31,923,915 32,148,376 32,843,867 32,484,312 31,193,199 (2.97%) Police Department 87,988,053 90,715,851 90,749,332 92,305,428 91,247,176 91,236,875 0.54%

Total General Operating Fund 119,907,386 122,639,766 122,897,708 125,149,295 123,731,488 122,430,074 (0.38%)

Non-General Funds Emergency Medical Services 12,534,284 12,674,219 13,823,456 13,832,516 12,700,796 13,175,795 (4.69%) Federal Operating Grant 0 105,552 208,212 313,764 263,412 0 (100.00%) Law Enforcement Fund 781,500 411,279 189,680 590,586 289,108 92,100 (51.44%) Police Grant Fund 563,556 220,824 158,791 439,107 165,189 0 (100.00%) Stormwater Utility Operating 0 17 0 0 0 0 0.00% Technology & Infrastructure Fund 862,540 126,514 0 320,000 0 0 0.00% Utility Tax Revenue 695 0 0 0 0 0 0.00%

Total Non-General Funds 14,742,575 13,538,405 14,380,139 15,495,973 13,418,505 13,267,895 (7.73%)

Total Budget 134,649,961 136,178,171 137,277,847 140,645,268 137,149,993 135,697,969 (1.15%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Contractors Permits 0 0 0 0 971 0 0.00% Other License And Permits 310,236 465,201 339,360 339,360 544,279 390,360 15.03% Federal Grants 1,758,619 1,051,323 741,229 1,310,411 1,144,777 0 (100.00%) Shared State Fire Fighters' Supplemental 89,187 95,546 91,800 91,800 102,212 99,840 8.76% Shared State Fire Fighters' Supplemental Cell Phone Reimbursement 1 0 0 0 0 0 0.00% General Government 141,395 174,574 127,100 127,100 183,964 150,000 18.02% Public Safety 14,796,039 15,727,316 15,993,635 15,993,635 17,297,215 15,734,568 (1.62%) Other Charges For Services 409,634 493,903 478,000 478,000 459,239 425,000 (11.09%) Traffic And Parking 2,875,753 2,932,767 2,505,500 2,505,500 1,767,897 896,725 (64.21%) Violation Of Local Ordinances 1,170 7,800 1,500 1,500 7,053 7,000 366.67% Interest Earnings 3,815 12,029 8,000 8,000 31,000 32,000 300.00% Sale Of Fixed Assets 289,150 286,409 161,000 161,000 104,378 161,000 0.00% Sale Of Surplus Material 0 10,489 0 0 0 0 0.00% Contributions And Donations 28,746 0 0 0 6,164 0 0.00% Misc Revenue 192,220 (69,548) 113,422 113,422 60,141 106,822 (5.82%) Other Charges (29) (245) 0 0 11 0 0.00% Transfer From General Fund 0 0 0 27,528 0 0 0.00% Transfer From Tech. & Infrastructure Fund 270,000 26,388 0 0 0 0 0.00% General Fund 112,301,121 115,249,908 115,936,108 118,154,389 117,218,911 117,095,956 1.00% Emergency Medical Services (60,349) (438,526) 599,513 608,573 (1,676,146) 526,598 (12.16%) Utility Tax Revenue 695 (134) 0 0 0 0 0.00% Federal Operating Grant 0 105,552 0 (150,448) (105,529) 0 0.00% Law Enforcement Fund 360,839 (82,541) 181,680 582,586 31,901 72,100 (60.31%)


Public Safety K-2 Fiscal Year 2015

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Police Grant Fund 21,211 2,475 0 (27,088) (28,445) 0 0.00% Parking Revenue (882) 541 0 0 0 0 0.00% Sanitation Operating 0 1,451 0 0 0 0 0.00% Preservation Reserve (1,198) (1,198) 0 0 0 0 0.00% Billing & Collections 50 50 0 0 0 0 0.00% Technology & Infrastructure Fund 862,540 126,514 0 320,000 0 0 0.00% General Liabilities Claims 0 111 0 0 0 0 0.00% Stormwater Utility Operating 0 17 0 0 0 0 0.00%

Total Revenue 134,649,961 136,178,171 137,277,847 140,645,268 137,149,993 135,697,969 (1.15%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Fire Department 334.00 333.00 333.00 333.00 0.00% Police Department 748.00 745.50 748.00 748.00 0.00%

Total Full-Time FTE 1,082.00 1,078.50 1,081.00 1,081.00 0.00% Fire Department 0.50 0.50 0.50 0.80 60.00% Police Department 11.70 12.20 8.32 4.83 (41.95%)

Total Part-Time FTE 12.20 12.70 8.82 5.63 (36.17%)

Total FTE 1,094.20 1,091.20 1,089.82 1,086.63 (0.29%)



Public Safety

Fire Department


St. Petersburg Fire and Rescue is committed to serving the community and each other by protecting and improving health, safety, and quality of life through exceptional emergency service and education. Services Provided

St. Petersburg Fire & Rescue provides the following services: • The Administration Division is responsible for the administration and coordination of departmental activities through the supervision of officers and review of their activities. Responsibilities include the establishment of department policies, procedures and regulations, personnel management, and fiscal operations. • The Emergency Management Office develops, plans, and implements a comprehensive emergency management program that seeks to save lives, mitigate human suffering, protect property, and facilitate the recovery of St. Petersburg from natural and man-made disasters. • The Computer Services Division provides administration and computer/communications support services for all divisions of the department. • The Fire Prevention Division supports education, economic development, public safety, and neighborhoods through public education, arson investigation, cyclic inspection, and construction plans review. • The Operations Division facilitates the administration and coordination of Emergency Response and Readiness within the city of St. Petersburg. Services provided include the planning, organizing, and directing of all fire operations including, but not limited to, fire suppression, Basic Life Support (BLS) emergency medical care, vehicle extrication and hazard mitigation, technical rescue, marine rescue, hazardous material mitigation, disaster response, civil unrest, and terrorism. • The Safety & Training Division is responsible for planning, developing, organizing, supervising, and directing an employee training and development program for the department. Other services provided by this division include recruitment and hiring. • The Rescue Division facilitates the administration and coordination of Emergency Medical Services (EMS) and Advanced Life Support (ALS) services within the city of St. Petersburg. Services provided include emergency medical care, rescue, first aid, infectious control, cardiopulmonary resuscitation and prompt paramedical attention for diagnosing, managing, and stabilizing the critically ill and injured.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 39,408,399 39,209,540 40,430,669 40,957,169 39,871,510 38,832,852 (3.95%) Services And Commodities 4,781,589 5,122,155 5,381,264 5,427,374 5,081,067 5,176,142 (3.81%) Capital 264,324 497,262 159,899 397,392 221,471 360,000 125.14% Grants And Aid 0 0 0 0 11,060 0 0.00%

Total Budget 44,454,312 44,828,958 45,971,832 46,781,935 45,185,108 44,368,994 (3.49%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Emergency Medical Services Program 0 0 0 0 206 0 0.00% Fire Admin, Fiscal & Emer. Mgt Program 1,199,968 1,113,620 1,063,001 1,064,882 999,752 1,039,442 (2.22%) Fire Computer Services Program 339,420 359,551 396,699 419,100 372,465 405,696 2.27% Fire Operations Program 27,914,710 28,115,764 28,180,400 28,850,621 28,755,909 27,412,307 (2.73%) Fire Prevention Program 1,738,395 1,682,503 1,753,937 1,754,781 1,706,673 1,725,583 (1.62%) Fire Training Program 726,841 652,477 754,339 754,483 649,307 610,171 (19.11%)

Totals for General Operating Fund 31,919,333 31,923,915 32,148,376 32,843,867 32,484,312 31,193,199 (2.97%) Utility Tax Revenue Debt, Reserves & CIP Transfers 695 0 0 0 0 0 0.00% Emergency Medical Services Emergency Medical Services Program 12,534,050 12,674,024 13,823,456 13,832,516 12,700,796 13,175,795 (4.69%) Fire Operations Program 235 194 0 0 0 0 0.00%

Totals for Emergency Medical Services 12,534,284 12,674,219 13,823,456 13,832,516 12,700,796 13,175,795 (4.69%) Federal Operating Grant Fire Operations Program 0 105,552 0 105,552 0 0 0.00% Stormwater Utility Operating Non-Department Program 0 17 0 0 0 0 0.00% Technology & Infrastructure Fund Fire Computer Service Program 0 125,254 0 0 0 0 0.00%

Total Budget 44,454,312 44,828,958 45,971,832 46,781,935 45,185,108 44,368,994 (3.49%)



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Contractors Permits 0 0 0 0 971 0 0.00% Other License And Permits 11,465 11,500 10,290 10,290 11,300 10,290 0.00% Federal Grants 510,718 719,611 374,226 374,226 551,759 0 (100.00%) Shared State Fire Fighters' Supplemental Cell Phone Reimbursement 1 0 0 0 0 0 0.00% Shared State Fire Fighters' Supplemental 89,187 95,546 91,800 91,800 102,212 99,840 8.76% General Government 141,395 174,476 127,100 127,100 182,265 150,000 18.02% Public Safety 12,967,386 13,614,688 13,924,135 13,924,135 15,238,312 13,512,309 (2.96%) Other Charges For Services 1,578 163 53,000 53,000 192 0 (100.00%) Violation Of Local Ordinances 1,170 7,800 1,500 1,500 7,053 7,000 366.67% Interest Earnings 0 1,588 0 0 13,520 12,000 0.00% Sale Of Fixed Assets 102,578 143,549 0 0 15,584 0 0.00% Sale Of Surplus Material 0 10,489 0 0 0 0 0.00% Contributions And Donations 0 0 0 0 1,964 0 0.00% Misc Revenue (65,030) (23,244) 7,600 7,600 (19,890) 1,000 (86.84%) Other Charges 0 0 0 0 (10) 0 0.00% Transfer From Tech. & Infrastructure Fund 0 26,388 0 0 0 0 0.00% General Fund 30,754,352 30,246,857 30,782,668 31,478,159 30,748,517 30,049,957 (2.38%) Emergency Medical Services (60,349) (431,193) 599,513 608,573 (1,668,641) 526,598 (12.16%) Utility Tax Revenue 695 (134) 0 0 0 0 0.00% Federal Operating Grant 0 105,552 0 105,552 0 0 0.00% Parking Revenue (882) 0 0 0 0 0 0.00% Technology & Infrastructure Fund 0 125,254 0 0 0 0 0.00% Billing & Collections 50 50 0 0 0 0 0.00% Stormwater Utility Operating 0 17 0 0 0 0 0.00%

Total Revenue 44,454,312 44,828,958 45,971,832 46,781,935 45,185,108 44,368,994 (3.49%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Emergency Medical Services Program 85.00 85.00 85.00 85.00 0.00% Fire Admin, Fiscal & Emergency Mgt Program 6.00 6.00 6.00 6.00 0.00% Fire Computer Services Program 2.00 2.00 2.00 2.00 0.00% Fire Operations Program 223.00 222.00 222.00 222.00 0.00% Fire Prevention Program 14.00 14.00 14.00 14.00 0.00% Fire Training Program 4.00 4.00 4.00 4.00 0.00%

Total Full-Time FTE 334.00 333.00 333.00 333.00 0.00% Fire Admin, Fiscal & Emergency Mgt Program 0.50 0.50 0.50 0.80 60.00%


Total FTE 334.50 333.50 333.50 333.80 0.09% Notes

- In FY15, the Fire Department's General Fund budget decreased 2.97% from the FY14 Adopted Budget. The decrease is due primarily to a reduction in pension plan contribution requirements, internal service charges, salaries and benefits in the amount of $1,045,202. - This budget contains reductions totaling $216,868 including reductions in training fees ($44,000) and other miscellaneous line items ($172,868). - Increases totaling $306,893 include increases in overtime ($134,490) for the Highpoint contract, expenses related to the MMRS contract ($130,911), increase in a part-time position of 12 hours ($15,517) and other miscellaneous line items (25,975). - Revenue decreases total $220,846 to better reflect anticipated receipts. - In FY15, the department's Emergency Medical Services (EMS) Fund budget decreased 4.69% from the FY14 Adopted Budget. Reductions for FY15 are primarily from a decrease in fire pension ($312,181), other salary and benefit decreases received from Pinellas County ($572,016), decreases in internal services charges ($64,887), uniforms & protective clothing ($24,000), and other miscellaneous line items ($34,577). - The reductions are partially offset by the purchase of two rescue vehicles that are consistent with the Pinellas County EMS vehicle purchase program ($360,000). - EMS revenue decreases include $11,000 in training fees to reflect anticipated receipts, a reduction in Shared State Fire Fighters' Supplemental in the amount of $1,920 and reductions to EMS Charges ($561,826) to balance expenditures for FY15.




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Arson Cases Closed An objective of Fire Prevention is to provide quality and timely fire investigation services and strive for and improve the arson closure rate. This objective fulfills the city values of Accountable Servant Leadership.

Arson Cases Closed # 35 23 30 30 30 Commercial Life Safety Inspection An objective of Fire Prevention is to provide a quality, courteous, and timely life safety inspection of all businesses in the city once every two years. This objective fulfills the city values of Accountable Servant Leadership.

Commercial Life Safety Inspections # 4,776 6,134 6,000 6,000 6,000 Emergency Management Public Education An objective of Emergency Management is to conduct monthly education programs to small businesses; conduct neighborhood and business-sponsored education whenever possible, and specifically, immediately preceding the start of hurricane season. This objective fulfills the city values of Accountable Servant Leadership.

Hurricane Awareness Public Education Seminars Conducted # 35 36 35 35 40 Emergency Medical Services - Care and Education An objective of Emergency Medical Services is to provide the highest quality comprehensive pre-hospital advanced life support and rescue service to all persons in our community; and to provide health, safety, and wellness education to the public. This objective fulfills the city values of Accountable Servant Leadership.

Average Response Time # 5.15 4.49 4.43 4.43 4.45 CPR and First Aid Class Participants # 3,000 1,468 2,300 2,300 2,640 CPR and First Aid Classes Delivered # 260 160 216 216 220 Medical Emergency Calls # 40,000 42,917 43,548 43,548 44,201 Patients Treated # 32,500 34,728 36,744 36,744 38,581 Advanced Life Support Patients # 13,500 13,891 14,697 14,697 15,431

Fire Operations - Emergency Response The objective of Fire Operations is to provide an efficient, effective, and timely response to requests for emergency services. This objective fulfills the city values of Accountable Servant Leadership.

Average Response Time # 4.8 4.32 4.30 4.30 4.33 Emergency Response Instances # 47,000 49,262 49,803 49,803 50,350 Fire Loss - Dollar Value $ 6,000,000 2,956,522 4,000,000 4,000,000 4,000,000 Post - Investigation Cause Indeterminate # 130 101 100 100 90

Injury Decrease An objective of the Safety and Training Division is to measure and identify numbers and types of injuries to assist in the department's health and safety program. The Safety and Training Division seeks to decrease injuries by ten percent per year. This objective fulfills the city value of Accountable Servant Leadership.

Decreases in Injuries (Incidents) # 30 43 30 30 30




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Life Safety Education Programs Delivered An objective of Fire Prevention is to provide quality, courteous, informative, and educational public education programs to all age groups and to targeted groups, i.e. children and seniors. This objective fulfills the city values of Accountable Servant Leadership.

Fire/Life Safety Public Education Programs Presented # 320 276 325 325 330 Life Safety Educational Contacts Provide quality, courteous, informative, and educational public education programs to all age groups and to targeted groups (children, elderly, etc.). This objective fulfills the city values of Accountable Servant Leadership.

Life Safety Education Participants # 67,000 81,000 80,000 80,000 80,000 Plans Review An objective of Fire Prevention is to provide timely plans review services to stay apace of the demands of local developers and contractors. This objective fulfills the city values of Accountable Servant Leadership.

Building Plans Reviewed for Code Compliance # 2,541 3,510 3,500 3,500 3,500 Training Hours An objective of the Safety and Training Division is to provide 192 hours of fire and emergency medical services training per employee per year, or 59,328 hours in total per year. Company officers and apparatus driver/operators will receive an additional 12 hours annually for a total of 204 hours for these personnel. This objective fulfills the city values of Accountable Servant Leadership.

Training Hours # 74,000 74,400 59,328 59,328 59,328



Police Department


The mission of the St. Petersburg Police Department is to deliver professional police services, to protect and ensure the safety of the community, to enforce laws and preserve the peace, and to protect the rights of all citizens by policing with the tenets of respect, accountability, and integrity.

Services Provided

The Police Department provides the following services: Uniformed Patrol Services • Provide a physical presence to maintain a sense of safety and stability throughout the community. • Response to citizen requests for police services, assistance and/or intervention. • Conduct preliminary investigations at crime scenes and traffic crashes. Enforce Laws • Make physical arrests when appropriate through the establishment of probable cause, investigative outcomes or executing a warrant, and when an infraction does not require a physical arrest, issue Notices to Appear in Court. • Monitor vehicle, bicycle and pedestrian traffic, and issue warnings or citations as appropriate to ensure compliance and public safety. • Conduct geographic or problem specific patrols to address crime patterns. Ensure a livable community • Manage security, crowds and traffic for Rays major league baseball games, the Firestone Grand Prix, holiday parades and multiple city-sponsored and privately sponsored events and festivals. • Employ proactive approaches to policing to include self-directed patrols, use of analytic tools to detect and deter emerging crime patterns, and work collaboratively with other city departments and county agencies to address social challenges. • Engage in crime prevention strategies: dedicated Crime Prevention Officers who conduct free Crime Prevention Through Environmental Design (CPTED) evaluations for businesses and residential areas; educational work by School Resource Officers; intervention actions conducted by the Deterrence Response, Outreach & Prevention (DROP) Unit; community youth initiatives and programs offered through the Police Athletic League (PAL) and the Police Explorer Post. Investigations • Utilizing undercover officers, conducting surveillance, search warrants and technology to monitor criminal activity. • Conduct advanced, comprehensive investigations at crime scenes. • Using the latest forensic and latent fingerprint assessment technology to identify and gather evidence to assist in solving criminal investigations. • Applying best practices of investigative techniques and case management to solve crimes, and provide the State Attorney’s Office with sufficient evidence and material support to successfully prosecute cases. Community/Service Support • Staffing the Emergency Communications Center 24/7 with state certified professionals to answer and process calls for police services, dispatch officers and monitor their status, and facilitating inter-and intra-department communication. • Carefully maintain and manage police records for law enforcement use and criminal prosecution, and ensure compliance with state record laws for the proper dissemination of public information, while complying with redaction requirements, as may be appropriate. • Providing fingerprinting services, conducting background checks and supporting regulatory requirements and fee collection for entities or individuals requiring city licenses. • Follow best practices in securing and managing chain of custody and the investigative/prosecutorial integrity for physical, criminal evidence as well as found or seized property.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 74,495,868 76,359,724 76,060,238 77,146,528 76,640,654 76,835,975 1.02% Services And Commodities 14,317,955 14,742,536 15,039,932 16,373,087 14,774,148 14,249,825 (5.25%) Capital 1,169,744 47,001 65,845 124,084 363,307 118,175 79.47% Grants And Aid 212,082 199,953 140,000 219,634 186,776 125,000 (10.71%)

Total Budget 90,195,649 91,349,214 91,306,015 93,863,333 91,964,885 91,328,975 0.03%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Communications, Records & Info Program 10,373,725 10,506,716 11,342,377 11,701,580 11,157,433 11,595,951 2.24% Community & Youth Resources Program 5,107,037 4,428,531 5,061,115 5,145,844 4,031,830 3,951,127 (21.93%) Fire Operations Program (93) 0 0 0 0 0 0.00% Investigative Services Program 17,140,811 18,737,098 16,937,730 16,967,093 19,233,139 18,916,282 11.68% Non-Departmental/Arts/Social Services 29,788 142,872 0 0 0 0 0.00% Police Administration Program 8,125,182 6,540,266 6,295,581 6,381,294 6,328,978 6,637,933 5.44% Uniform Services Program 47,211,602 50,360,369 51,112,529 52,109,617 50,495,796 50,135,582 (1.91%)





FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Law Enforcement Fund Law Enforcement Fund Program 781,500 411,279 189,680 590,586 289,108 92,100 (51.44%) Police Grant Fund Communications, Records & Info Program 163,181 (4,189) 0 0 (5,664) 0 0.00% Investigative Services Program 117,615 12,602 0 0 (4,783) 0 0.00% Non-Department Program 0 1,573 0 0 (883) 0 0.00% Police Administration Program 38,231 60,469 158,791 439,107 164,964 0 (100.00%) Uniform Services Program 244,529 150,370 0 0 11,555 0 0.00%

Totals for Police Grant Fund 563,556 220,824 158,791 439,107 165,189 0 (100.00%)

Federal Operating Grant Non-Department Program 0 0 0 0 263,412 0 0.00% Uniform Services Program 0 0 208,212 208,212 0 0 (100.00%)

Totals for Federal Operating Grant 0 0 208,212 208,212 263,412 0 (100.00%)

Technology & Infrastructure Fund Communications, Records & Info Program 862,540 1,260 0 320,000 0 0 0.00%

Total Budget 90,195,649 91,349,214 91,306,015 93,863,333 91,964,885 91,328,975 0.03%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Other License And Permits 298,771 453,701 329,070 329,070 532,979 380,070 15.50% Federal Grants 1,247,901 331,712 367,003 936,185 593,018 0 (100.00%) General Government 0 98 0 0 1,699 0 0.00% Public Safety 1,828,653 2,112,628 2,069,500 2,069,500 2,058,903 2,222,259 7.38% Other Charges For Services 408,056 493,740 425,000 425,000 459,047 425,000 0.00% Traffic And Parking 2,875,753 2,932,767 2,505,500 2,505,500 1,767,897 896,725 (64.21%) Interest Earnings 3,815 10,441 8,000 8,000 17,480 20,000 150.00% Sale Of Fixed Assets 186,572 142,859 161,000 161,000 88,794 161,000 0.00% Contributions And Donations 28,746 0 0 0 4,200 0 0.00% Misc Revenue 257,250 (46,303) 105,822 105,822 80,031 105,822 0.00% Other Charges (29) (245) 0 0 21 0 0.00% Transfer From General Fund 0 0 0 27,528 0 0 0.00% Transfer From Technology & Infrastructure Fund 270,000 0 0 0 0 0 0.00% General Fund 81,546,769 85,003,051 85,153,440 86,676,230 86,470,394 87,045,999 2.22% Law Enforcement Fund 360,839 (82,541) 181,680 582,586 31,901 72,100 (60.31%) Federal Operating Grant 0 0 0 (256,000) (105,529) 0 0.00% Police Grant Fund 21,211 2,475 0 (27,088) (28,445) 0 0.00% Parking Revenue 0 541 0 0 0 0 0.00% Emergency Medical Services 0 (7,333) 0 0 (7,505) 0 0.00% Sanitation Operating 0 1,451 0 0 0 0 0.00% Preservation Reserve (1,198) (1,198) 0 0 0 0 0.00% Technology & Infrastructure Fund 862,540 1,260 0 320,000 0 0 0.00% General Liabilities Claims 0 111 0 0 0 0 0.00%

Total Revenue 90,195,649 91,349,214 91,306,015 93,863,333 91,964,885 91,328,975 0.03%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Communications, Records & Info Program 121.00 120.00 122.00 121.00 (0.82%) Community & Youth Resources Program 43.00 32.00 43.00 32.00 (25.58%) Investigative Services Program 138.00 160.00 137.00 157.00 14.60% Police Administration Program 45.00 43.50 43.00 44.00 2.33% Uniform Services Program 401.00 390.00 403.00 394.00 (2.23%) Total Full-Time FTE 748.00 745.50 748.00 748.00 0.00%



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Communications, Records & Info Program 3.00 3.00 1.00 1.00 0.00% Community & Youth Resources Program 0.50 0.50 0.00 0.00 0.00% Investigative Services Program 0.00 0.50 0.00 0.00 0.00% Police Administration Program 1.30 1.30 1.52 1.53 0.66% Uniform Services Program 6.90 6.90 5.80 2.30 (60.34%) Total Part-Time FTE 11.70 12.20 8.32 4.83 (41.95%)

Total FTE 759.70 757.70 756.32 752.83 (0.46%) Notes

- The department's General Fund budget increased by 0.54% in FY15 over the FY14 Adopted Budget. - Revenue of $1,400,000 was removed in the FY15 budget as the Red Light Camera Program was dismantled at the end of FY14. This is offset by a reduction ($1,376,038) in red light camera expenses. Seven part-time Police Investigative Assistant positions are included in this reduction. - This budget contains increases to various revenue line items totaling $203,759 to bring budget amounts in line with the expected amount in 2015. - Reductions totaling $390,287 were made to various line items to include the following: Overtime ($242,999), Other Compensation ($23,091), Telephones ($42,748), Equipment Usage ($50,000), and other miscellaneous line items ($31,449). - Increases totaling $407,166 were made to services and commodities. Of this total, $103,280 is a result of moving expenses from the Law Enforcement Fund to the General Fund for grant expenses that will no longer be reimbursed. Included in this increase is $160,000 in increased uniform costs for the phased re-branding of the department. - This budget also includes $118,175 in capital requests for the replacement of one K-9, upgrade of the license plate readers, upgrades to the Communications Center software, a microfiche printer, deployment of additional cameras, a commercial freezer, and intrusion detection software which is required by the FBI. This is an increase in capital of $52,330 from the FY14 Adopted Budget. - Internal service charges increased $418,334 from the FY14 Adopted Budget.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Calls for Service The objective is to answer all inbound calls for police service in a timely manner; use technology to process low priority calls; provide prompt responses, (thereby maintaining physical officer availability to respond to higher priority calls); and ensure staffing levels are properly balanced to ensure calls are received and processed in a timely manner while limiting operational expenses/costs. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Inclusiveness, and Responsiveness.

Avg. answer time for 911 calls; 100% of calls answered <10 seconds

Seconds 3 3 3 3 3 Avg. answer time for non-emergency calls; 90% of calls answered within 30 seconds

Seconds 6 6 6 6 6 Calls for service processed by TRU at a minimum of 10.5% # 10,262 10,446 10,446 10,446 10,446 Citizen-initiated online reports target =2.25% % 2.05 2.09 2.09 2.09 2.09 Emergency Calls # 76,923 74,568 74,568 74,568 74,568 Total Calls for Service # 167,875 167,448 167,448 167,448 167,448




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Citizen Responses The objective is to identify the queue times for calls for services; travel times for calls for service; total response times for calls for service; closed citizen initiated Bureau Investigations; closed Internal Affairs Investigations; crime prevention activities; 100% Community Service Officer (CS) calls returned within 24 hours; and the number of CSO community meetings attended. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Inclusiveness, and Responsiveness.

CSO Calls # 2,852 2,901 2,901 2,901 2,901 CSO community meetings attended # 418 595 595 595 595 Closed citizen initiated Bureau Investigations # 38 29 29 29 29 Closed Internal Affairs Investigations # 26 29 29 29 29 Crime Prevention Activities # 612 627 627 627 627 Officer travel times for P1 calls <5 minutes Minutes 4.7 4.9 4.9 4.9 4.9 Officer travel times for P2 calls <7 minutes Minutes 5.7 5.7 5.7 5.7 5.7 Officer travel times for P3 calls <9 minutes Minutes 7.0 6.8 6.8 6.8 6.8 Queue times for dispatching P1 calls <1.5 minutes Minutes 1.3 1.2 1.2 1.2 1.2 Queue times for dispatching P2 calls <3.0 minutes Minutes 1.5 1.5 1.5 1.5 1.5 Queue times for dispatching P3 calls <10.0 minutes Minutes 8.3 9.3 9.3 9.3 9.3 Total response times for P1 calls <7 minutes Minutes 6.0 6.1 6.1 6.1 6.1 Total response times for P2 calls <12 minutes Minutes 7.2 7.2 7.2 7.2 7.2 Total response times for P3 calls <20 minutes Minutes 15.3 16.1 16.1 16.1 16.1

Crimes The objective is to identify the number of UCR Part 1 crimes; directed patrols; drugs seized (Crack-Cocaine, Marijuana, Prescriptions Narcotics); latent print hits (number of latent comparisons, number of identifications made, and number of prosecutable cases; and forensic dispatches. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Inclusiveness, and Responsiveness.

Directed Patrols >6,000 annually # 7,038 6,534 6,534 6,534 6,534 Forensic dispatched # 6,259 7,038 7,038 7,038 7,038 Latent print comparisons # 73,366 69,054 69,054 69,054 69,054 Latent print identifications made # 2,100 2,301 2,301 2,301 2,301 Ounces Crack/Cocaine seized # 266.5 174.6 174.6 174.6 174.6 Pounds of Marijuana seized # 416.5 444.9 444.9 444.9 444.9 Prescription Narcotics seized/recovered # 4,511 3,769 3,769 3,769 3,769 Prosecutable cases # 764 836 836 836 836 UCR Part 1 Crimes # 17,519 18,395 18,395 18,395 18,395

Patrol/Investigation/Arrests The objective is to quantify the total number of calls for services and officer response, cases assigned for investigative follow up (maintain # of cases closed), Part 1 crime arrests, Part 2 crime arrests, drug arrests, prostitution arrests, and citations issued (traffic crash and traffic). This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Inclusiveness, and Responsiveness.

Calls for services responded to by officers # 122,748 125,315 125,315 125,315 125,315 Cases assigned for investigative follow up # 7,484 7,510 7,510 7,510 7,510 Citations issued traffic # 30,055 34,428 30,428 30,428 30,428 Citations issued traffic crash # 6,137 6,214 6,214 6,214 6,214 Drug Arrests # 2,465 2,455 2,455 2,455 2,455 P1 Crime Arrests # 2,964 3,120 3,120 3,120 3,120 P2 Crime Arrests # 10,976 10,868 10,868 10,868 10,868 Prostitution Arrests # 173 166 166 166 166



L. Public Works Administration Public Works Administration Summary .......................................................................... L-1

Engineering and Capital Improvements Department .................................................. L-4

Fleet Management Department ......................................................................................... L-8

Procurement & Supply Management ............................................................................. L-10

Public Works Administration Department .................................................................. L-12

Sanitation Department ....................................................................................................... L-14

Stormwater, Pavement & Traffic Operations Department ....................................... L-18

Water Resources Department .......................................................................................... L-22




Engineering and Capital Improvements Department


Fleet Management Department Total Full Time Equivalents (FTE) = 62.50

Procurement & Supply Management


Public Works Administration Department Total Full Time Equivalents (FTE) = 2.40

Sanitation Department


Stormwater, Pavement & Traffic Operations Department Total Full Time Equivalents (FTE) = 117.21

Water Resources Department



Fiscal Year 2015 L-1 Public Works



FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 48,578,498 48,816,078 50,974,718 50,974,718 50,878,573 50,806,445 (0.33%) Services And Commodities 110,318,542 111,954,123 113,938,212 117,004,748 111,750,120 113,796,240 (0.12%) Capital 11,693,044 12,410,774 10,155,080 19,669,621 17,372,942 10,113,961 (0.40%) Transfers Out 24,443,338 29,809,149 30,133,842 30,133,842 30,479,683 31,825,053 5.61%

Total Budget 195,033,421 202,990,124 205,201,852 217,782,929 210,481,318 206,541,699 0.65%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change


Engineering And Capital Impr. Dept. 802,448 1,154,330 1,044,683 1,051,142 1,019,921 1,062,906 1.74% Fleet Management Department 651 660 0 0 0 0 0.00% Procurement & Supply Management 1,140,874 1,173,408 1,227,506 1,228,590 1,189,592 1,200,892 (2.17%) Public Works Administration Department 5,165,610 5,229,895 5,438,931 5,438,961 5,232,025 5,379,061 (1.10%) Sanitation Department 56,447 41,533 0 0 0 0 0.00% Stormwater,Pavement & Traffic Ops Department 3,623,516 3,485,623 3,544,728 3,610,377 3,393,200 3,502,669 (1.19%) Water Resources Department 12,677 156 0 0 0 0 0.00%

Total General Operating Fund 10,802,224 11,085,605 11,255,848 11,329,070 10,834,738 11,145,528 (0.98%)

Non-General Funds Airport Operating 5,452 0 0 0 0 0 0.00% American Recovery & Reinvestment Act 34,071 0 0 0 0 0 0.00% Equipment Replacement 10,845,737 9,229,672 8,236,058 13,901,931 12,552,802 8,239,099 0.04% Fleet Management 16,801,462 16,768,190 17,483,681 18,482,778 16,480,018 17,445,935 (0.22%) Home Program 61,804 615,055 0 10,800 0 0 0.00% Information & Communication Services (6) 0 0 0 0 0 0.00% Neighborhood Stabilization Program 4,147 1,851 0 0 90 0 0.00% Sanitation Equipment Replacement 980,403 3,812,707 2,591,500 6,321,743 5,717,336 2,717,800 4.87% Sanitation Operating 38,386,474 40,680,737 41,366,924 41,471,026 42,185,590 40,484,285 (2.13%) Stormwater Utility Operating 11,408,312 13,194,387 12,459,282 12,476,891 11,670,811 11,921,351 (4.32%) Supply Management 494,855 465,273 517,628 519,483 456,295 437,692 (15.44%) Tropicana Field 2,711 4,379 0 0 0 0 0.00% Water Resources 105,205,775 107,132,267 111,290,931 113,269,208 110,583,638 114,150,009 2.57%


Total Budget 195,033,421 202,990,124 205,201,852 217,782,929 210,481,318 206,541,699 0.65%

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Taxes Franchise 84 0 0 0 0 0 0.00% Contractors Permits 41,747 35,637 40,000 40,000 43,312 40,000 0.00% Other License And Permits 22,535 25,545 26,000 26,000 26,390 26,000 0.00% Federal Grants 19,940 0 0 0 0 0 0.00% State Grants 3,762 0 0 0 112,294 0 0.00% State Shared Street Lighting 0 318,496 347,000 347,000 345,295 347,000 0.00% Shared State Fuel Tax Rebates 315,458 209,847 205,000 205,000 209,621 215,000 4.88% Grants From Other Local Units 262,967 283,921 315,398 423,695 232,376 265,398 (15.85%) General Government 8,424 821 5,000 5,000 617 5,000 0.00% Physical Environment Charges 152,635,067 152,922,590 157,326,099 157,326,099 156,251,859 162,582,647 3.34% Culture And Recreation Charges 0 308 0 0 473 0 0.00% Other Charges For Services 622,534 565,100 598,000 598,000 544,122 548,000 (8.36%)


Public Works L-2 Fiscal Year 2015

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Traffic And Parking (10) 0 0 0 (8) 0 0.00% Violation Of Local Ordinances 0 0 0 0 (130) 0 0.00% Interest Earnings 517,986 762,896 708,968 708,968 632,288 763,178 7.65% Rents And Royalties 12,523 59,874 10,000 10,000 51,999 10,000 0.00% Special Assessment 478,209 331,124 350,000 350,000 1,109,263 350,000 0.00% Sale Of Fixed Assets 502,370 1,618,685 244,000 244,000 1,146,546 244,000 0.00% Sale Of Surplus Material 429,237 420,489 384,000 384,000 307,238 390,500 1.69% Misc Revenue (1,219,381) 187,256 (407,000) (407,000) (69,582) (407,000) 0.00% General & Admin. General Government 656,928 656,928 656,928 656,928 656,928 656,928 0.00% Department Charges 20,419,673 21,109,089 23,026,842 23,026,842 21,004,463 22,982,181 (0.19%) Other Charges 32 0 0 0 0 0 0.00% Transfer From General Fund 0 0 0 194,000 194,000 0 0.00% Transfer From Water Cost Stabilization 0 0 1,308,000 1,308,000 0 1,215,810 (7.05%) Transfer From Sanitation Operating 2,000,004 4,500,000 4,500,000 4,500,000 4,500,000 2,700,000 (40.00%) General Fund 9,459,592 9,271,841 9,506,920 9,580,142 9,055,853 9,386,600 (1.27%) Utility Tax Revenue 14 0 0 0 0 0 0.00% Supply Management 543,160 440,233 497,628 499,483 420,845 415,692 (16.47%) Fleet Management (438,869) 161,320 (356,799) 642,298 171,020 704,340 (297.41%) Sanitation Operating (1,909,985) 209,645 967,526 877,628 596,026 40,887 (95.77%) Water Resources 4,201,914 4,756,636 3,764,181 5,634,161 5,428,188 1,627,259 (56.77%) Stormwater Utility Operating (582,126) 1,331,829 351,397 369,006 (155,644) (124,534) (135.44%) Sanitation Equipment Replacement (1,080,712) (788,360) (1,993,500) 1,736,743 968,886 (125,200) (93.72%) Equipment Replacement 6,948,232 2,976,098 2,820,264 8,486,137 6,696,690 1,682,013 (40.36%) Information & Communication Services (6) 0 0 0 0 0 0.00% Parking Revenue 0 142 0 0 0 0 0.00% Preservation Reserve 0 31 0 0 0 0 0.00% Airport Operating 5,452 0 0 0 0 0 0.00% Health Insurance (66) 0 0 0 0 0 0.00% Neighborhood Stabilization Program 4,147 1,851 0 0 90 0 0.00% School Crossing Guard 54,000 0 0 0 0 0 0.00% General Liabilities Claims 0 815 0 0 0 0 0.00% American Recovery & Reinvestment Act 34,071 0 0 0 0 0 0.00% Tropicana Field 2,711 4,379 0 0 0 0 0.00% Home Program 61,804 615,055 0 10,800 0 0 0.00%

Total Revenue 195,033,421 202,990,124 205,201,852 217,782,929 210,481,318 206,541,699 0.65%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Engineering and Capital Improvements Department 64.00 63.00 64.00 64.00 0.00% Fleet Management Department 69.00 63.00 62.00 62.00 0.00% Procurement & Supply Management 18.00 18.00 18.00 18.00 0.00% Public Works Administration Department 2.00 2.00 2.00 2.00 0.00% Sanitation Department 172.19 171.19 171.19 171.19 0.00% Stormwater, Pavement & Traffic Operations Department 115.00 115.21 116.21 117.21 0.86% Water Resources Department 323.00 322.00 321.00 320.00 (0.31%)

Total Full-Time FTE 763.19 754.40 754.40 754.40 0.00% Engineering and Capital Improvements Department 30.85 30.60 30.99 30.99 0.00% Fleet Management Department 0.00 0.50 0.50 0.50 0.00% Procurement & Supply Management 0.50 0.50 0.50 0.50 0.00% Public Works Administration Department 0.50 0.50 0.40 0.40 0.00% Sanitation Department 4.60 4.60 4.60 4.60 0.00% Stormwater, Pavement & Traffic Operations Department 3.20 3.20 0.00 0.00 0.00% Water Resources Department 1.40 1.50 1.40 2.40 71.43%


Total FTE 804.24 795.80 792.79 793.79 0.13%




Engineering and Capital Improvements Department


The mission of the Engineering and Capital Improvements Department is to provide proficient survey, mapping, engineering and architectural design, and construction inspection services for capital improvement and major maintenance projects; plan, design, and construct facilities and improvements of the highest quality in the most cost effective manner for the residents and visitors of St. Petersburg; and provide courteous and timely processing of permit applications.

Services Provided

The Engineering and Capital Improvements Department provides the following services: • Plans, designs, and manages construction projects for city roads, infrastructure, and facilities. • Administers major maintenance programs for roadways, bridges, and sidewalks. • Maintains and improves the transportation system for the safe and efficient movement of people, goods, and services. • Issues permits for work within city rights-of-way. • Regulates developments for stormwater runoff; administers the Stormwater Utility and city's National Pollutant Discharge Elimination System permits. • Compiles and updates city infrastructure records using GIS computer systems. • Administers the school crossing guard program. • Develops and administers a comprehensive capital improvement program for selected city facilities.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,394,446 1,632,096 1,091,134 1,091,134 1,437,147 1,135,775 4.09% Services And Commodities 486,936 964,667 582,769 610,883 215,769 146,351 (74.89%) Capital 64,567 10,955 780 11,580 (2,995) 780 0.00%

Total Budget 1,945,949 2,607,719 1,674,683 1,713,597 1,649,921 1,282,906 (23.39%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Engineering Capital Impr. Program (84,590) (106,597) 0 80 (190,132) 0 0.00% Engineering Support Program 153,852 535,751 339,000 344,868 458,475 341,100 0.62% School Crossing Guards Program 733,186 725,176 705,683 706,194 751,578 721,806 2.28%

Totals for General Operating Fund 802,448 1,154,330 1,044,683 1,051,142 1,019,921 1,062,906 1.74%

American Recovery & Reinvestment Act Engineering Support Program 22,635 0 0 0 0 0 0.00% Housing Trust Funds Program 5,363 0 0 0 0 0 0.00%

Totals for American Recovery &

Reinvestment Act 27,998 0 0 0 0 0 0.00% Home Program Engineering Capital Impr. Program 61,685 615,055 0 10,800 0 0 0.00% Housing Trust Funds Program 1 0 0 0 0 0 0.00%

Totals for Home Program 61,686 615,055 0 10,800 0 0 0.00%

Tropicana Field Tropicana Field Program 2,711 4,379 0 0 0 0 0.00% Water Resources Administrative Support Services 515,131 232,792 0 19,377 0 0 0.00% Engineering Support Program 229,272 227,680 0 0 0 0 0.00%

Totals for Water Resources 744,402 460,472 0 19,377 0 0 0.00%




FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Stormwater Utility Operating Stormwater Utility Collection & Marine Infrastr Program 247,205 295,281 630,000 630,000 630,000 220,000 (65.08%) Sanitation Equipment Replacement Sanitation Equipment Repl. Program 54,440 78,202 0 2,277 0 0 0.00% Airport Operating Airport Program 5,059 0 0 0 0 0 0.00%

Total Budget 1,945,949 2,607,719 1,674,683 1,713,597 1,649,921 1,282,906 (23.39%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Taxes Franchise 84 0 0 0 0 0 0.00% Contractors Permits 41,747 35,637 40,000 40,000 43,312 40,000 0.00% Other License And Permits 22,535 25,545 26,000 26,000 26,390 26,000 0.00% General Government 8,404 821 5,000 5,000 617 5,000 0.00% Other Charges For Services 9,304 7,323 20,000 20,000 15,657 20,000 0.00% Traffic And Parking (10) 0 0 0 (8) 0 0.00% Sale Of Fixed Assets 0 2,521 0 0 1,318 0 0.00% Misc Revenue (58,958) (90) 0 0 0 0 0.00% General Fund 725,341 1,082,488 953,683 960,142 932,635 971,906 1.91% Water Resources 744,402 460,472 0 19,377 0 0 0.00% Parking Revenue 0 80 0 0 0 0 0.00% Stormwater Utility Operating 247,205 295,281 630,000 630,000 630,000 220,000 (65.08%) Airport Operating 5,059 0 0 0 0 0 0.00% School Crossing Guard 54,000 0 0 0 0 0 0.00% Sanitation Operating 0 6 0 0 0 0 0.00% Sanitation Equipment Replacement 54,440 78,202 0 2,277 0 0 0.00% Home Program 61,686 615,055 0 10,800 0 0 0.00% Tropicana Field 2,711 4,379 0 0 0 0 0.00% American Recovery & Reinvestment Act 27,998 0 0 0 0 0 0.00%

Total Revenue 1,945,949 2,607,719 1,674,683 1,713,597 1,649,921 1,282,906 (23.39%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Engineering Capital Improvements Program 4.00 4.00 4.00 4.00 0.00% Engineering Support Program 59.00 58.00 59.00 59.00 0.00% School Crossing Guards Program 1.00 1.00 1.00 1.00 0.00% Total Full-Time FTE 64.00 63.00 64.00 64.00 0.00% School Crossing Guards Program 30.85 30.60 30.99 30.99 0.00% Total Part-Time FTE 30.85 30.60 30.99 30.99 0.00%

Total FTE 94.85 93.60 94.99 94.99 0.00% Notes

- In FY15, the department's General Fund budget increased by 1.74% as compared to the FY14 Adopted Budget. - An enhancement of $33,360 is included for employee retirement payout, as well as, for increases in cell phone stipends and adjustments to costs for service awards. - Decreases to various expense line items totaling $35,021 are also included to bring budget amounts in line with the expected expense in FY15. - An increase of $13,863 is included for an electronic oven replacement, as well as, for increased cost for Public Engineering Licenses. - Internal service charges and salaries increased $6,021 from the FY14 Adopted Budget.




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

CID Active Projects vs. Closed Projects per Fiscal Year The objective of the Capital Improvements Division (CID) is to plan, design, and construct facilities and other improvements included in the multi-year Capital Improvement Program. (Note: The numbers for "CID Number of Projects Completed" and "CID Total Dollar Value of Completed Projects" is reported on completed and closed projects.) This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

CID Number of Active CIP Projects # 65 99 120 96 144 CID Number of Projects Completed # 24 20 49 24 77 CID Total Dollar Value of Active CIP Projects $ 43,394,288 54,738,117 54,938,210 45,643,677 59,438,210 CID Total Dollar Value of Completed Projects $ 5,754,000 7,725,440 18,679,530 16,486,532 37,386,041

Complete Permit Reviews The objective of the Stormwater & Permits Division is to assist other departments and the general public in reviewing and issuing various types of permits. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Various Permit Reviews # 1,266 1,299 1,245 1,300 1,200 Creation of New Work Orders/Projects The objective of the Administration Division is to plan and direct project implementation through the creation of new Engineering work orders. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Engineering Work Orders Initiated # 153 141 140 140 140 Quality Construction Inspection Services The objective of the Construction Administration Division is to provide quality construction inspection services for major capital improvement projects. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Engineering Inspection Services # 28 35 35 35 35 Quality Testing Services The objective of the Testing Division is to provide proficient and timely testing of soils, asphalt, and concrete to ensure the quality of city infrastructure. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Construction Material Testing Services # 42 43 40 40 40 Safe School Crossing Zones The objective of the School Guards Division is to assist students safely across the streets. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

School Crossing Zones # 57 58 59 59 59




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Safe Vehicular & Pedestrian Traffic Control The objective of the Parking Revenue Meter & Lot Maintenance Division is to provide safe vehicular and pedestrian traffic control at construction sites and special events. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Traffic Control at Construction Sites # 107 108 110 110 110 Traffic Control for Special Events # 88 89 90 90 90

Survey Services The objective of the Survey Division is to support the Design Division by providing survey services for active engineering projects. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Engineering Survey Services # 85 69 90 70 90 Update City Utility Maps The objective of the Design Division is to update city utility maps by utilizing current and enhanced software on the city's Geographic Information System. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Utility Atlas Updating-number published # 25 28 30 30 30



Fleet Management Department


The mission of the Fleet Management Department is to provide timely and cost effective services to all user departments to maximize availability, serviceability, safety, and appearance of all the city's vehicles and equipment.

Services Provided

Fleet Management provides the following services: • Performs scheduled maintenance and repairs, and provides replacement parts as needed to maintain city equipment. • Provides fuel and emergency road service on a 24 hour a day basis as needed. • Procures parts, fuels, and lubricants to maintain city equipment. • Monitors costs of fuel, parts, and labor and establishes internal service fund charges to other city agencies. • Provides tracking and analysis of all fleet equipment to determine most economically useful life. • Schedules and conducts "retirement" inspections, which support replacing equipment or extending its life. • Prepares specifications for equipment and participates in the procurement process.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 4,350,358 4,641,372 5,021,923 5,021,923 4,713,904 4,842,673 (3.57%) Services And Commodities 12,576,458 12,329,614 12,634,316 13,633,413 11,973,916 12,009,361 (4.95%) Capital 10,721,028 9,027,537 8,063,500 13,729,373 12,345,000 8,033,000 (0.38%) Transfers Out 0 0 0 0 0 800,000 0.00%

Total Budget 27,647,844 25,998,522 25,719,739 32,384,708 29,032,820 25,685,034 (0.13%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Finance Administration Program (4,532) 660 0 0 0 0 0.00% Fleet Program 5,183 0 0 0 0 0 0.00%

Totals for General Operating Fund 651 660 0 0 0 0 0.00%

Fleet Management Fleet Program 16,801,462 16,768,190 17,483,681 18,482,778 16,480,018 17,445,935 (0.22%) Equipment Replacement Equipment Replacement Program 10,845,737 9,229,672 8,236,058 13,901,931 12,552,802 8,239,099 0.04% Information & Communication Services Fleet Program (6) 0 0 0 0 0 0.00%

Total Budget 27,647,844 25,998,522 25,719,739 32,384,708 29,032,820 25,685,034 (0.13%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Interest Earnings 304,576 346,786 202,432 202,432 375,659 283,000 39.80% Sale Of Fixed Assets 369,656 1,377,090 12,000 12,000 763,222 12,000 0.00% Sale Of Surplus Material 22,027 18,896 15,000 15,000 19,870 21,500 43.33% Misc Revenue 21,972 8,584 0 0 1,896 0 0.00% Department Charges 20,419,673 21,109,089 23,026,842 23,026,842 21,004,463 22,982,181 (0.19%) Fleet Management (438,869) 161,320 (356,799) 642,298 171,020 704,340 (297.41%) Equipment Replacement 6,948,232 2,976,098 2,820,264 8,486,137 6,696,690 1,682,013 (40.36%) Health Insurance (66) 0 0 0 0 0 0.00% General Fund 651 660 0 0 0 0 0.00% Information & Communication Services (6) 0 0 0 0 0 0.00%

Total Revenue 27,647,844 25,998,522 25,719,739 32,384,708 29,032,820 25,685,034 (0.13%)



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Fleet Program 69.00 63.00 62.00 62.00 0.00% Total Full-Time FTE 69.00 63.00 62.00 62.00 0.00% Fleet Program 0.00 0.50 0.50 0.50 0.00% Total Part-Time FTE 0.00 0.50 0.50 0.50 0.00%

Total FTE 69.00 63.50 62.50 62.50 0.00% Notes

- In FY15, the Fleet Management Fund budget decreased by 0.22% from the FY14 Adopted Budget. The majority of this decrease is attributable to a reduction in fuel ($610,000) and other miscellaneous line items ($17,618) for a total of $627,618. - Employee salaries and benefits and internal services charges decreased $235,128 from the FY14 Adopted Budget. - This budget includes increases totaling $825,000. This includes a transfer out to the General Capital Improvements Fund ($800,000) for upgrades to the fuel system and wash rack, as well as, an increase in the contract services line item which corresponds to anticipated actual expense ($25,000) in FY15. - Revenue was reduced $749,818 due to an anticipated reduction in fuel prices. In addition, a reduction is included in the department's repair and maintenance charge to departments ($172,134) for a total revenue reduction of $921,952. - The Fleet Management Equipment Replacement Fund reflects city-wide vehicle and equipment replacement requirements in FY15 ($8,239,099) which is an increase of $3,041 from the FY14 Adopted Budget. - There is a revenue increase in charges to departments ($1,082,930) as compared to the FY14 Adopted Budget which reflects the first of a five year effort to restore the Equipment Replacement fund balance.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Labor Rate Comparison An objective of Fleet Management is to maintain a competitive labor rate. This objective fulfills the city value of Accountable Servant Leadership.

Internal vs. External Labor Rate % 10 10 10 10 10 Repeat Repair Percentage An objective of Fleet Management is to minimize repeat repairs. This objective fulfills the city value of Accountable Servant Leadership.

Repeat Repair Percentage % 0.02 0.02 0.02 0.02 0.02 Turn Around Time An objective of Fleet Management is to turn around repairs in a timely manner - within 48 hours. This objective fulfills the city value of Accountable Servant Leadership.

Turn Around Time % 80 85 85 85 85



Procurement & Supply Management


The mission of the Procurement & Supply Management Department is to procure supplies, services and construction services for its customers at the best value through supplier collaboration, innovative supply chain practices and technology.

Services Provided

The Procurement & Supply Management Department provides the following services: • Plans, directs, and supervises the procurement of supplies and services. • Controls warehouse and inventory of supplies for internal distribution to requesting departments. • Disposes of surplus property. • Maintains procedures for the inspection of supplies and services and maintains the procurement and inventory applications in the Oracle E-Business Suite. • Disposes of surplus property.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 1,289,875 1,261,821 1,357,209 1,357,209 1,239,608 1,250,767 (7.84%) Services And Commodities 345,943 378,353 387,925 390,864 395,979 387,817 (0.03%) Capital 1,499 0 0 0 10,300 0 0.00%

Total Budget 1,637,316 1,640,174 1,745,134 1,748,072 1,645,887 1,638,584 (6.11%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Procurement Program 1,140,760 1,173,408 1,227,506 1,228,590 1,189,592 1,200,892 (2.17%) Supply Management Program 114 0 0 0 0 0 0.00%

Totals for General Operating Fund 1,140,874 1,173,408 1,227,506 1,228,590 1,189,592 1,200,892 (2.17%) Home Program Housing Trust Funds Program 118 0 0 0 0 0 0.00% Neighborhood Stabilization Program Procurement Program 1,470 1,493 0 0 0 0 0.00% Supply Management Supply Management Program 494,855 465,273 517,628 519,483 456,295 437,692 (15.44%)

Total Budget 1,637,316 1,640,174 1,745,134 1,748,072 1,645,887 1,638,584 (6.11%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Government 20 0 0 0 0 0 0.00% Culture And Recreation Charges 0 308 0 0 473 0 0.00% Violation Of Local Ordinances 0 0 0 0 (130) 0 0.00% Interest Earnings 132 5,287 5,000 5,000 7,078 7,000 40.00% Sale Of Fixed Assets (48,703) 18,362 15,000 15,000 28,029 15,000 0.00% Sale Of Surplus Material 266 1,045 2,000 2,000 0 2,000 0.00% Misc Revenue 143,632 326,499 211,000 211,000 198,144 211,000 0.00% General & Admin. General Government 529,512 529,512 529,512 529,512 529,512 529,512 0.00% Other Charges 32 0 0 0 0 0 0.00% General Fund 467,678 317,435 484,994 486,078 461,936 458,380 (5.49%) Supply Management 543,160 440,233 497,628 499,483 420,845 415,692 (16.47%) Home Program 118 0 0 0 0 0 0.00% Neighborhood Stabilization Program 1,470 1,493 0 0 0 0 0.00%

Total Revenue 1,637,316 1,640,174 1,745,134 1,748,072 1,645,887 1,638,584 (6.11%)



Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Procurement Program 11.82 11.82 11.82 11.82 0.00% Supply Management Program 6.18 6.18 6.18 6.18 0.00%

Total Full-Time FTE 18.00 18.00 18.00 18.00 0.00% Supply Management Program 0.50 0.50 0.50 0.50 0.00%


Total FTE 18.50 18.50 18.50 18.50 0.00% Notes

- In FY15, the department's General Fund budget decreased by 2.17% as employee salaries and benefits decreased $26,014 from the FY14 Adopted budget due mostly to a decrease in the department's medical insurance costs. - Reductions also include printing & binding ($100) and mileage reimbursement ($500). - Also in FY15, the Supply Management Fund budget decreased by 15.44% due to employee salaries and benefits and internal service charges decreasing by $76,053 from the FY14 Adopted budget. - Increases include uniforms and protective clothing ($800) and other miscellaneous line items totaling ($2,205), while reductions total $6,088 which includes a reduction in Electric of $5,000. - The overhead rate charged to user departments of the city's warehouse is reduced from 15% in FY14 to 14% in FY15.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Procurement The objective of Procurement is to procure supplies, services and construction services for our customers at the best value through supplier collaboration, innovative supply-chain practices and technology. This objective fulfills the city values of Responsiveness and Empowerment.

Amount of Procurement Card Transactions $ 5,069,793 7,022,816 5,200,000 6,002,272 6,062,294 Bid Solicitations # 138 173 150 200 200 Number of Procurement Card Transactions # 26,227 32,570 28,000 39,228 39,620 Orders Issued # 29,457 17,449 21,930 13,050 13,180 Procurement Administrative Lead Time (PALT) # 3.37 4.65 2.00 3.00 3.00 Requisitions Received # 33,085 24,205 27,386 19,950 20,150

Supply Management The objective of Procurement is to procure supplies, services and construction services for our customers at the best value through supplier collaboration, innovative supply-chain practices and technology. This objective fulfills the city values of Accountable Service Leadership and Responsiveness. Data collection for Fill Rate began in FY13.

Fill Rate % 0 94.31 95.00 93.31 95.00 Inventory $ Value $ 1,469,912 1,522,110 1,400,000 1,400,000 1,400,000 Inventory Accuracy % 99 99 98 98 98 Inventory Line Items Issued # 33,681 32,179 35,190 31,056 31,677 Inventory Line Items Received # 4,578 4,388 4,669 4,104 4,186 Inventory Turnover (x:1) Ratio 2.4 2.2 4.0 2.0 2.0 Number of Line Items # 3,240 3,240 3,200 3,150 3,200 Variance (+/-$500) Book Value to Inventory Counts $ 2,916 2,916 500 500 500



Public Works Administration Department


The mission of the Public Works Administration Department is to administer the responsible use of city resources, implement the Capital Improvement Program and maintain the city infrastructure.

Services Provided

• Provides administrative and support services for all the departments in this administration. • Presides over policy decisions affecting operations within this administration. • Administers the city street lighting and energy usage systems. • Functions as the city sustainability department in identifying and implementing innovative initiatives to better the environment, economy and society.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 364,240 278,132 280,356 280,356 283,025 271,252 (3.25%) Services And Commodities 4,801,370 4,951,763 5,158,575 5,158,605 4,949,000 5,107,809 (0.98%)

Total Budget 5,165,610 5,229,895 5,438,931 5,438,961 5,232,025 5,379,061 (1.10%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Public Service Representative Program 181,418 618 612 612 53,500 0 (100.00%) Public Works Program 268,299 303,780 309,289 309,289 259,249 306,061 (1.04%) Street Lighting & Lighting Maintenance Program 4,715,893 4,925,497 5,129,030 5,129,060 4,919,276 5,073,000 (1.09%)


Total Budget 5,165,610 5,229,895 5,438,931 5,438,961 5,232,025 5,379,061 (1.10%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

State Shared Street Lighting 0 318,496 347,000 347,000 345,295 347,000 0.00% Sale Of Fixed Assets 1,092 0 0 0 0 0 0.00% Misc Revenue (9,821) 0 5,000 5,000 0 5,000 0.00% General & Admin. General Government 127,416 127,416 127,416 127,416 127,416 127,416 0.00% General Fund 5,046,924 4,783,982 4,959,515 4,959,545 4,759,314 4,899,645 (1.21%)

Total Revenue 5,165,610 5,229,895 5,438,931 5,438,961 5,232,025 5,379,061 (1.10%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Public Works Program 2.00 2.00 2.00 2.00 0.00% Total Full-Time FTE 2.00 2.00 2.00 2.00 0.00% Public Works Program 0.50 0.50 0.40 0.40 0.00% Total Part-Time FTE 0.50 0.50 0.40 0.40 0.00%

Total FTE 2.50 2.50 2.40 2.40 0.00%



Notes

- In FY15, the Public Works Administration Department's budget decreased by 1.10% as compared to the FY14 Adopted Budget. - A reduction in expenses for electricity in the amount of $100,000 for the Duke Energy lights as compared to FY14 is included. - Additional adjustments in the amount of $44,000 are included as increased expense for the Street Lighting and Light Maintenance programs. - Internal service charges and salaries decreased $3,870 from the FY14 Adopted Budget.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Street Lighting & Support The objective of the Street Lighting & Support Division is to provide street lighting to the citizens of St. Petersburg to ensure safety and security and to continue to work with Duke Energy to retrofit their leased lights to LED. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Number of Leased Street Lights Requested # 66 52 52 70 60 Number of Street Lights Purchased # 28 37 37 0 20 Street Light Expenses $ 4,705,530 5,373,138 5,373,138 4,917,133 5,433,597



Sanitation Department


The mission of the Sanitation Department is to provide the most innovative, cost effective sanitation services to our community while operating at a level of excellence that surpasses the private industry. The department is committed to keeping the city clean so that it is a better place to live and visit. Working with the community, this department protects and enhances the quality of life in St. Petersburg.

Services Provided

The Sanitation Department provides the following services: • Collection of solid waste from residences and commercial establishments and taking it to the Pinellas County Resource Recovery Plant, a recycler or processing it into mulch. • GraffiTax Increment eradication, snipe sign removal and clearing of overgrown lots. • Community service administration and support of city homeless initiatives.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 12,411,663 12,353,928 13,163,751 13,163,751 13,170,539 14,204,572 7.91% Services And Commodities 23,875,858 24,001,021 23,966,197 24,101,934 25,055,376 24,024,237 0.24% Capital 627,006 3,146,750 1,873,400 5,569,730 4,721,935 1,893,200 1.06% Transfers Out 2,455,080 4,955,076 4,955,076 4,955,076 4,955,076 3,080,076 (37.84%)

Total Budget 39,369,607 44,456,775 43,958,424 47,790,492 47,902,926 43,202,085 (1.72%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Finance Administration Program 966 533 0 0 0 0 0.00% Public Works Program 1,687 406 0 0 0 0 0.00% Recreation Administration Program 27,031 19,507 0 0 0 0 0.00% Sanitation Administration Program 25,817 20,560 0 0 0 0 0.00% Stormwater, Pavement & Traffic Ops Admin Program 0 56 0 0 0 0 0.00% Wastewater Treatment & Reclamation 946 471 0 0 0 0 0.00%

Totals for General Operating Fund 56,447 41,533 0 0 0 0 0.00%

Water Resources Sanitation Administration Program 329 0 0 0 0 0 0.00% Sanitation Operating Community Appearance Program 579,476 539,753 595,055 594,452 599,198 546,978 (8.08%) Sanitation Administration Program 37,806,734 40,140,864 40,771,869 40,876,574 41,586,392 39,937,307 (2.05%) Sanitation Maintenance Shop Program 264 120 0 0 0 0 0.00%

Totals for Sanitation Operating 38,386,474 40,680,737 41,366,924 41,471,026 42,185,590 40,484,285 (2.13%)

Sanitation Equipment Replacement Sanitation Administration Program 6,583 0 64,000 64,000 64,000 66,000 3.12% Sanitation Equip. Replacement Program 919,380 3,734,505 2,527,500 6,255,466 5,653,336 2,651,800 4.92%

Totals for Sanitation Equipment

Replacement 925,963 3,734,505 2,591,500 6,319,466 5,717,336 2,717,800 4.87% Airport Operating Airport Program 393 0 0 0 0 0 0.00%

Total Budget 39,369,607 44,456,775 43,958,424 47,790,492 47,902,926 43,202,085 (1.72%)



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 18,340 0 0 0 0 0 0.00% State Grants 3,057 0 0 0 112,294 0 0.00% Grants From Other Local Units 189,468 190,470 190,398 190,398 168,228 190,398 0.00% User Charges 39,178,093 39,522,220 39,406,000 39,406,000 39,593,208 39,406,000 0.00% Other Charges For Services 6 251 0 0 0 0 0.00% Interest Earnings 237,239 228,713 243,000 243,000 248,098 345,000 41.98% Special Assessment 478,209 331,124 350,000 350,000 1,109,263 350,000 0.00% Sale Of Fixed Assets 46,533 53,486 108,000 108,000 197,057 108,000 0.00% Sale Of Surplus Material 328,453 334,662 304,000 304,000 225,494 304,000 0.00% Misc Revenue (125,707) (92,254) (117,000) (117,000) (9,444) (117,000) 0.00% Transfer From General Fund 0 0 0 194,000 194,000 0 0.00% Transfer From Sanitation Operating 2,000,004 4,500,000 4,500,000 4,500,000 4,500,000 2,700,000 (40.00%) Sanitation Operating (1,909,985) 209,617 967,526 877,628 596,026 40,887 (95.77%) Sanitation Equipment Replacement (1,135,152) (866,562) (1,993,500) 1,734,466 968,886 (125,200) (93.72%) General Fund 60,329 44,962 0 0 (184) 0 0.00% Water Resources 329 0 0 0 0 0 0.00% Airport Operating 393 0 0 0 0 0 0.00% Parking Revenue 0 54 0 0 0 0 0.00% Preservation Reserve 0 31 0 0 0 0 0.00%

Total Revenue 39,369,607 44,456,775 43,958,424 47,790,492 47,902,926 43,202,085 (1.72%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Community Appearance Program 4.00 4.00 4.00 4.00 0.00% Sanitation Administration Program 168.19 167.19 167.19 167.19 0.00% Total Full-Time FTE 172.19 171.19 171.19 171.19 0.00% Sanitation Administration Program 4.60 4.60 4.60 4.60 0.00% Total Part-Time FTE 4.60 4.60 4.60 4.60 0.00%

Total FTE 176.79 175.79 175.79 175.79 0.00% Notes

- In FY15, the Sanitation Operating Fund budget decreased by 2.13% as compared to the FY14 Adopted Budget. This decrease is mainly due to a reduction of $1.8 million in the transfer to the Sanitation Replacement Fund. - This budget includes increases to various line items totaling $356,500. Adjustments include increases in consulting ($130,000) for fees needed to address patches and fixes for SunGard software, fuel for compressed natural gas trucks ($160,000) and other miscellaneous line items ($66,500). - Benefits and internal service charges increased by $641,701 while additional reductions to other various line items totaled $80,840 from the FY14 Adopted budget. - The Sanitation Department will continue to fund the N-Team program ($433,104), administered by the Neighborhood Affairs Department, which provides assistance to residents to correct code compliance violations. In FY15, funding for the N-Team was partially offset by a reduction in the return on investment from $455,076 to $380,076. - In FY15, the Sanitation Department will also continue to fund various items including $200,000 for alley trimming, $50,000 for the rental of land for two brush sites, $501,366 for trash collection in parks and public areas, $50,000 for container service in public park areas and clean up costs for special events, as well as many other additional expense saving processes. - The FY15 Sanitation Equipment Replacement Fund Budget includes the purchase of various pieces of equipment and capital totaling $2,360,800. Planned purchases include the acquisition of vehicles ($1,818,600), additional solid waste containers ($300,000), a Compressed Natural Gas (CNG) fueling station ($117,600), as well as other pieces of equipment ($124,600). - When compared to the total amount of equipment and capital budgeted in FY14, the FY15 budgeted amount is $126,300 more.



Objective and Performance Measure Unit Of

Measure FY 2012

Actual FY 2013

Actual FY 2014

Target FY2014

Estimate FY 2015 Adopted

Accidents per 100,000 Miles An objective of Sanitation is to minimize the number of vehicular accidents. This objective fulfills the city values of Inclusiveness and Responsiveness.

Vehicular accidents per 100,000 miles # 3 2 3 3 2 Clean excrement from downtown sidewalks, building entrances and alleys and provide storage containers for personal belongings.

The objective is to clean excrement from downtown sidewalks, building entrances and alleys and provide storage containers for personal belongings. The objective fulfills the city values of Inclusiveness and Responsiveness.

Instances Per Week # 4 3 3 3 3 Storage Containers # 3 3 3 3 3

Efficiency with which lots are cleared, snipe signs are collected & graffiTax Increment is eradicated.

The objective is to monitor the efficiency with which lots are cleared, snipe signs are collected & graffiTax Increment is eradicated. This objective fulfills the city values of Inclusiveness and Responsiveness.

GraffiTax Increment Eradicated # 786 508 500 500 500 Lots Cleared # 3,837 4,563 5,000 5,615 5,000 Snipe Signs Collected # 8,225 4,769 3,200 4,000 4,000

Illegal Dumping The objective is to identify & stop illegal dumping. This objective fulfills the city values of Inclusiveness and Responsiveness.

Illegal Dumping Instances # 24 30 16 16 16 Neighborhood cleanups The objective is to encourage and participate in neighborhood cleanups. This objective fulfills the city values of Inclusiveness and Responsiveness.

Cleanups # 16 15 15 20 20 Number of hours worked by those sentenced to serve Community Service

The objective is to track the number of hours worked by those sentenced to serve community service. This objective fulfills the city values of Inclusiveness and Responsiveness.

# of Hours Worked Hours 1,252 2,517 2,300 2,300 2,300




FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Tons collected per man day An objective of Sanitation is to optimize the number of tons of residential solid waste collected per man day. This objective fulfills the city values of Inclusiveness and Responsiveness.

Residential productivity - tons collected/man day # of tons 17.2 17.3 17 17.6 17



Stormwater, Pavement & Traffic Operations Department


The mission of the Stormwater, Pavement and Traffic Operations Department is to deliver cost effective services to the community and to enhance the environment through innovative discipline and customer stewardship, moving forward in operating and maintaining the city stormwater, pedestrian and roadway systems.

Services Provided

The Stormwater, Pavement and Traffic Operations Department provides the following services: • Stormwater Administration- This division provides administrative and support services to internal and external agencies. The support services division leads a team of field staff with office/personnel support, purchasing/financial/ material management guidance, approved safety and work training and staff development programs. This division works as an in-house support team helping employees with a wide range of issues in the work environment, which ensures that customers and external agencies are served efficiently and correctly to function as seamlessly as possible. • Roadway Sweeping and FDOT- The primary purpose of the sweep division is to reduce the amount of contaminates that enter the stormwater removal system and to maintain the aesthetics of the streets. This division is viewed as the first line of defense against common and harmful surface water pollutants. Sweeping of paved roads and storage areas with a vacuum sweeper or other high efficiency method of filtration reduces discharges. • Line Clearing- The primary purpose of the line clearing division is to clean and maintain the stormwater infrastructure against obstructions and invasive contaminants in order to minimize the pollutant load entering surface water and to maintain and treat nuisance vegetation that can proliferate in city controlled lakes and ponds. • Deep and Shallow Construction division- The primary function of this division is to replace and repair the stormwater infrastructure failures and infrastructure that has reached its maximum life expectancy. • Mowing and Hand Ditch Cleaning- This division manually and mechanically maintains stormwater ditches and canals in order to reduce erosion. It also maintains ditch banks, lake perimeters and slopes to improve hydraulic performance and minimize potential health hazards. • Equipment Service Center- The primary purpose of the service center is to mechanically remove excessive growth, debris, sediment and trash in open channel drainage systems. The service center's in-house staff maintains equipment to ensure proper function and avoid mechanical failures. • Seawall and Bridge Repair division- The function of the division is to repair city bridges, culverts, and seawalls to maintain structural integrity for the safety of residents and the structural life expectancy. • Pavement Maintenance- Maintains the cities paved and unpaved streets and alleys in a condition conducive to safe drivability and proper drainage flow. Actively and proactively provides public safety through maintenance. • Traffic Signals- Promotes public safety through the installation and maintenance of a traffic signal system. • Sign Fabrication, Sign Installation and Pavement Markings- Informs motorists and pedestrians of traffic regulations or information. • Special Events- Provides the Maintenance of Traffic personnel and equipment for various city wide special events.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 6,508,150 6,400,613 6,499,752 6,499,752 6,428,335 6,317,942 (2.80%) Services And Commodities 6,424,786 6,117,683 7,018,578 7,102,890 6,149,996 7,029,108 0.15% Capital 1,862 0 0 0 0 0 0.00% Transfers Out 1,858,008 3,854,076 1,855,680 1,855,680 1,855,680 1,856,970 0.07%

Total Budget 14,792,806 16,372,372 15,374,010 15,458,322 14,434,011 15,204,020 (1.11%)


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Administrative Support Services 0 230 0 0 0 0 0.00% Pavement Maintenance Program 1,208,967 1,095,217 1,109,884 1,160,487 1,153,350 1,171,037 5.51% Pavement Marking Program 351,971 373,651 340,929 342,463 339,628 360,537 5.75% Sign Installation & Maintenance Program 315,398 282,464 376,696 379,043 297,276 367,643 (2.40%) Stormwater Utility Collection & Marine Infrastr Program 0 25 0 0 (7,275) 0 0.00% Stormwater, Pavement & Traffic Ops Admin Program 213,247 196,123 159,068 164,324 140,091 144,543 (9.13%) Traffic Signals Program 1,533,933 1,537,913 1,558,151 1,564,060 1,470,130 1,458,909 (6.37%)


American Recovery & Reinvestment Act Housing Trust Funds Program 1,340 0 0 0 0 0 0.00% Pavement Maintenance Program 4,734 0 0 0 0 0 0.00%

Totals for American Recovery &

Reinvestment Act 6,073 0 0 0 0 0 0.00%




FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Neighborhood Stabilization Program Housing Trust Funds Program 2,677 220 0 0 0 0 0.00% Non-Department Program 0 138 0 0 0 0 0.00%

Totals for Neighborhood Stabilization Program 2,677 358 0 0 0 0 0.00%

Water Resources Administrative Support Services 270 (887) 0 1,054 0 0 0.00% Non-Department Program 0 7 0 0 0 0 0.00% Sign Installation & Maintenance Program (77) 32 0 0 0 0 0.00% Stormwater, Pavement & Traffic Ops Admin Program (302) 0 0 0 0 0 0.00%

Totals for Water Resources (109) (848) 0 1,054 0 0 0.00% Stormwater Utility Operating Stormwater Utility Collection & Marine Infrastr Program 8,548,874 10,493,537 9,018,269 9,034,767 8,629,011 9,102,426 0.93% Stormwater, Pavement & Traffic Ops Admin Program 0 291 0 0 27 0 0.00% Streets Sweeping & Slope Mowing Program 2,611,775 2,393,411 2,811,013 2,812,124 2,411,773 2,598,925 (7.54%)

Totals for Stormwater Utility Operating 11,160,649 12,887,239 11,829,282 11,846,891 11,040,811 11,701,351 (1.08%)

Total Budget 14,792,806 16,372,372 15,374,010 15,458,322 14,434,011 15,204,020 (1.11%)

Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 33 0 0 0 0 0 0.00% State Grants 444 0 0 0 0 0 0.00% Shared State Fuel Tax Rebates 315,458 209,847 205,000 205,000 209,621 215,000 4.88% User Charges 11,744,505 11,555,658 11,769,885 11,769,885 11,492,741 11,769,885 0.00% Other Charges For Services 560,569 554,415 478,000 478,000 525,546 478,000 0.00% Interest Earnings 304 1,389 62,000 62,000 1,453 0 (100.00%) Sale Of Fixed Assets 64,694 45,428 57,000 57,000 62,122 57,000 0.00% Sale Of Surplus Material 4,442 8,047 8,000 8,000 8,863 8,000 0.00% Misc Revenue (237,651) (69,490) (36,000) (36,000) 17,157 (36,000) 0.00% General Fund 3,146,141 3,042,087 3,108,728 3,174,377 2,902,152 3,056,669 (1.67%) Stormwater Utility Operating (829,791) 1,024,680 (278,603) (260,994) (785,644) (344,534) 23.66% Water Resources 14,908 (848) 0 1,054 0 0 0.00% Parking Revenue 0 8 0 0 0 0 0.00% Sanitation Operating 0 22 0 0 0 0 0.00% General Liabilities Claims 0 771 0 0 0 0 0.00% American Recovery & Reinvestment Act 6,073 0 0 0 0 0 0.00% Neighborhood Stabilization Program 2,677 358 0 0 0 0 0.00%

Total Revenue 14,792,806 16,372,372 15,374,010 15,458,322 14,434,011 15,204,020 (1.11%)

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Pavement Maintenance Program 31.00 31.00 33.00 34.00 3.03% Pavement Marking Program 4.00 4.00 4.00 4.00 0.00% Sign Installation & Maintenance Program 4.00 4.00 4.00 4.00 0.00% Stormwater Utility Collection & Marine Infrastr Program 42.00 42.21 42.21 42.21 0.00% Stormwater, Pavement & Traffic Ops Admin Program 2.00 2.00 1.00 1.00 0.00% Streets Sweeping & Slope Mowing Program 21.00 21.00 21.00 21.00 0.00% Traffic Signals Program 11.00 11.00 11.00 11.00 0.00%

Total Full-Time FTE 115.00 115.21 116.21 117.21 0.86% Pavement Maintenance Program 3.20 3.20 0.00 0.00 0.00%


Total FTE 118.20 118.41 116.21 117.21 0.86%



Notes

- In FY15, the Stormwater, Pavement & Traffic Operation Department's (SPTO) budget decreased by 1.19% in the General Fund and 1.08% in the Stormwater Utility Operating Fund as compared to the FY14 Adopted Budget. - The department's General Fund budget decrease is mainly due to the conversion of a hard line traffic control system to a wireless traffic control system which allows for lowered monthly expenses, totaling $70,000 in annual savings. - In addition, an increase of $25,000 is included for expenses associated with the repair and maintenance of crosswalk flashers, school zone flashers, clock replacements and batteries. - A net increase is also included for changes in internal service charges, salaries and other various line item expenses in the amount of $2,941. - In the Stormwater Utility Operating Fund a reduction of $112,896 is included for FY15 as the department anticipates a higher amount of project charges transferred to other departments for services rendered. - The fund also contains a decrease to various expense line items, internal service charges and salaries totaling $15,035. - Revenues increased $169,990 in various line items. - In FY14, one Full-Time Laborer position was added due to a miscalculation found during the FY14 reconciliation process.


FY 2012 Actual

FY 2013 Actual

FY 2014 Target

FY2014 Estimate

FY 2015 Adopted

Compliance with NPDES Permit An objective of the Stormwater, Pavement & Traffic Operations Department is to comply with our National Pollutant Discharge Elimination System (NPDES) permit. This objective fulfills the city values of Accountable Servant Leadership, and Responsiveness.

Control Aquatic Weed Growth Acres 1,050 1,050 1,050 1,050 1,050 Growth, Debris & Sediment Control Miles 125 125 125 125 125 Line Cleaning - Stormwater Infrastructure Miles 142 142 142 142 142 Roadway Miles Swept - Stormwater Miles 37,380 37,380 37,380 37,380 37,380 Seawalls & Culverts Maintenance Miles 197 197 197 197 197 Shallow Infrastructure Failures-Stormwater Feet 1,535 1,535 1,535 1,535 1,535 Stormwater Infrastructure Replaced Feet 1,535 1,535 1,535 1,535 1,535

FDOT Roadway Sweeping The objective of the FDOT Sweeping Division is to reduce the amount of contaminates that enter the Stormwater removal system and to maintain the aesthetics of the roadways. This objective fulfills the city values of Accountable Servant Leadership and Responsiveness.

Roadway Miles Swept - Stormwater Miles 14,952 14,952 14,952 14,952 14,952 Mowing Maintenance The objective of the Mowing Operations Division is to maintain ditch banks, lake perimeters, and slopes to improve hydraulic performance, as well as, reduce erosion and potential health hazards in order to comply with our NPDES permit. This objective fulfills the city values of Accountable Servant Leadership, and Responsiveness.

Erosion Control of Lakes & Slopes Miles 1,136 1,136 1,136 1,136 1,136




Measure FY 2012

Actual FY 2013

Actual FY 2014

Target FY2014


Pavement Maintenance The objective of the Traffic Support Division is to maintain the city's paved and unpaved streets and alleys in a condition conducive to safe drivability and proper drainage flow. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Pavement Repair Backlog Locations 41 41 40 40 40 Pavement Repair Response Time Days 25 25 25 25 25 Sidewalk Repair Backlog Miles 0.25 0.25 0.25 0.25 0.25 Sidewalk Repair Response Time Month 1 1 1 1 1

Pavement Marking The objective of the Traffic Marking Division is to provide a properly marked pavement system for the safe and efficient flow of traffic. This objective fulfills the Mayor's goal of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity Inclusiveness and Responsiveness.

Lines In Thermoplastic Feet 140,000 140,000 140,000 140,000 140,000 Lines Painted Feet 140,000 140,000 140,000 140,000 140,000 Number of Symbols # 3,500 3,500 3,500 3,500 3,500

Sign Fabrication, Installation, and Maintenance The objective of the Traffic Sign Fabrication and Traffic Sign Installation Divisions is to inform motorists and pedestrians of traffic regulations or information by sign installation and maintenance. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Damaged Signs Replaced # 900 900 900 900 900 Signs Fabricated # 8,405 8,450 8,450 8,450 8,450 Signs Installed/Replaced # 8,450 8,450 8,450 8,450 9,350

Traffic Signals The objective of the Traffic Signals Division is to promote public safety through the installation and maintenance of a traffic signal system. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Diversity, Inclusiveness, and Responsiveness.

Number of Calls for Service # 1,100 1007 1,100 1,100 1,100 Number of Signals Maintained # 304 306 306 306 306 Traffic Signal Calls Responded to in 30 Minutes # 1,000 863 1,000 900 900 Work Order, En-Route & Trouble Calls # 3,901 4,000 4,000 4,000 4,000



Water Resources Department


The Water Resources Department is committed to providing outstanding public service through the delivery of quality drinking water, compliant treatment of wastewater, and efficient distribution of reclaimed water to the customers and rate payers of the department.

Services Provided

The Water Resources Department provides the following services: • Potable Water: Purchase, treatment, transmission and distribution of potable water to the residents and businesses of St. Petersburg, South Pasadena, Gulfport and unincorporated areas of Pinellas County. • Wastewater: Collection, transmission, treatment and effluent disposal of wastewater for the residents and businesses of St. Petersburg, St. Pete Beach, Treasure Island, Gulfport, South Pasadena, Tierra Verde, and Pinellas County Bear Creek and Ft. Desoto. • Reclaimed Water: Storage, pumping, transmission and distribution of reclaimed water.


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Wages And Benefits 22,259,766 22,248,115 23,560,593 23,560,593 23,606,015 22,783,464 (3.30%) Services And Commodities 36,004,286 36,853,084 38,472,852 40,289,159 37,288,114 39,124,893 1.69% Tampa Bay Water 25,802,904 26,357,937 25,717,000 25,717,000 25,721,970 25,966,664 0.97% Capital 277,082 225,533 217,400 358,938 298,702 186,981 (13.99%) Transfers Out 20,130,250 20,999,997 23,323,086 23,323,086 23,668,927 26,088,007 11.85%

Total Budget 104,474,288 106,684,667 111,290,931 113,248,776 110,583,728 114,150,009 2.57%


FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

General Operating Fund Finance Administration Program 1,652 156 0 0 0 0 0.00% Stormwater, Pavement & Traffic Ops Admin Program 5,155 0 0 0 0 0 0.00% Wastewater Collection System 5,327 0 0 0 0 0 0.00% Wastewater Treatment & Reclamation 543 0 0 0 0 0 0.00%

Totals for General Operating Fund 12,677 156 0 0 0 0 0.00%

Neighborhood Stabilization Program Non-Department Program 0 0 0 0 90 0 0.00% Water Resources Administrative Support Services 43,653,729 44,892,624 48,984,474 49,327,053 48,415,503 51,904,863 5.96% Potable & Reclaimed Water Dist. Systems 5,053,894 5,292,531 5,637,113 5,643,565 6,102,801 5,414,345 (3.95%) Wastewater Collection System 6,428,718 6,482,697 6,702,445 6,712,157 6,360,902 6,863,976 2.41% Wastewater Treatment & Reclamation 17,792,905 17,264,318 18,692,081 19,090,156 18,245,141 18,645,461 (0.25%) Water Treatment & Distribution 31,531,908 32,740,473 31,274,818 32,475,846 31,459,291 31,321,364 0.15%

Totals for Water Resources 104,461,153 106,672,643 111,290,931 113,248,776 110,583,638 114,150,009 2.57%

Stormwater Utility Operating Finance Administration Program 0 2,247 0 0 0 0 0.00% Non-Department Program 0 4,927 0 0 0 0 0.00% Stormwater Utility Collection & Marine Infrastr Program 458 4,693 0 0 0 0 0.00%

Totals for Stormwater Utility

Operating 458 11,867 0 0 0 0 0.00%

Total Budget 104,474,288 106,684,667 111,290,931 113,248,776 110,583,728 114,150,009 2.57%



Revenue Sources

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2014 Amended

FY 2014 Estimated

FY 2015 Adopted

FY 2015 Change

Federal Grants 1,568 0 0 0 0 0 0.00% State Grants 261 0 0 0 0 0 0.00% Grants From Other Local Units 73,499 93,451 125,000 233,297 64,148 75,000 (40.00%) User Charges 101,712,470 101,844,712 106,150,214 106,150,214 105,165,910 111,406,762 4.95% Other Charges For Services 52,656 3,112 100,000 100,000 2,919 50,000 (50.00%) Interest Earnings (24,266) 180,722 196,536 196,536 0 128,178 (34.78%) Rents And Royalties 12,523 59,874 10,000 10,000 51,999 10,000 0.00% Sale Of Fixed Assets 69,099 121,799 52,000 52,000 94,798 52,000 0.00% Sale Of Surplus Material 74,049 57,839 55,000 55,000 53,011 55,000 0.00% Misc Revenue (952,849) 14,006 (470,000) (470,000) (277,335) (470,000) 0.00% Transfer From Water Cost Stabilization 0 0 1,308,000 1,308,000 0 1,215,810 (7.05%) Water Resources 3,442,274 4,297,012 3,764,181 5,613,730 5,428,188 1,627,259 (56.77%) Utility Tax Revenue 14 0 0 0 0 0 0.00% General Fund 12,529 228 0 0 0 0 0.00% Stormwater Utility Operating 461 11,867 0 0 0 0 0.00% General Liabilities Claims 0 44 0 0 0 0 0.00% Neighborhood Stabilization Program 0 0 0 0 90 0 0.00%

Total Revenue 104,474,288 106,684,667 111,290,931 113,248,776 110,583,728 114,150,009 2.57%

Position Summary

FY 2012 Actual

FY 2013 Actual

FY 2014 Adopted

FY 2015 Adopted

FY 2015 Change

Administrative Support Services 66.00 67.00 66.00 67.00 1.52% Potable & Reclaimed Water Distribution Systems 86.00 85.00 85.00 84.00 (1.18%) Wastewater Collection System 50.00 51.00 51.00 51.00 0.00% Wastewater Treatment & Reclamation 86.00 84.00 84.00 83.00 (1.19%) Water Treatment & Distribution 35.00 35.00 35.00 35.00 0.00% Total Full-Time FTE 323.00 322.00 321.00 320.00 (0.31%) Administrative Support Services 1.40 1.50 1.40 2.40 71.43% Total Part-Time FTE 1.40 1.50 1.40 2.40 71.43%

Total FTE 324.40 323.50 322.40 322.40 0.00% Notes

- The Water Resources Department's budget increased by 2.57% in FY15 as compared to the FY14 Adopted Budget, mainly due to an increase in the amount of $1,764,921 for the transfer to the Water Resources Debt Fund, as well as, an additional $1,000,000 transfer to capital projects in response to our rating agencies. - Additional increases in the amount of $1,623,540 are included for Tampa Bay Water ($249,664), permit renewals for injection wells ($90,000), higher costs associated with chemical Polymer utilized at the water reclamation facilities ($135,402), an increased usage of chemical bleach ($158,411), road materials and supplies ($70,000), water treatment chemicals ($50,000), one-time costs for consulting services provided by Water Company of America for final audit of Billing and Collections records ($285,461), electricity for the incorporation of Lift Station #85 ($285,000), major repairs needed to the Equipment Service Center ($52,665) and internal service charges and salaries ($246,937). - Additional reductions in the amount of $1,529,383 are included for the closing of the Albert Whitted Water Reclamation Facility ($859,144), decreased expenses in electricity costs ($122,000), decreased costs covered by a grant awarded for the Sensible Sprinkling Project ($100,000), reimbursed costs for the Community Service Representatives who provide services to other departments ($192,742), elimination of Atlas Sheet updates ($26,000), reduced quantities of leased equipment at the Southwest Water Reclamation Facility ($123,000) and a net decrease to other various expense line items ($106,497). - A 4.75% rate increase, as recommended in the FY15 Rate Study, is included to account for increased revenues in the amount of $5,192,597. - In FY14, one Full-Time Data Entry Operator II was eliminated and replaced by one Part-Time Data Entry Operator II and one Part-Time Student Intern.




Measure FY 2012

Actual FY 2013

Actual FY 2014

Target FY2014


Customer Feedback Aging infrastructure can cause water quality issues with odor, color, and taste. This measure reports complaints from customers related to the quality of Potable Water as a result of an issue with the city service. This measure also reports the complaints of low pressure in the Reclaimed Water system due to a city-related cause or extreme dry weather. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access and Responsiveness.

Water Quality Feedback % of Customers

.05% .06% .05% .05% .05% Reclaimed Water Pressure Feedback % of

Customers .16% .21% .10% .12% .10%

Sanitary Sewer Overflows This measure reports the number of Sanitary Sewer Overflows (SSOs) per year. Excessive water entering the wastewater collection system during heavy rainfall (inflow) can cause a pipeline's capacity to be exceeded, resulting in overflow. Debris accumulation in the system or pipe failures can also cause wastewater to back up and overflow. A low number of SSOs is an indicator of a successful preventive maintenance program and avoids contamination of surface waters and other areas within the city. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, and Responsiveness.

Sanitary Sewer Overflows Number 7 6 0 6 0 Water Usage Water consumption has been on the decline for a number of years. Water conservation efforts have been instrumental in reducing the need to use potable water for irrigation purposes. Reclaimed water not only serves as a disposal method of treated wastewater, but it also reduces the need for expensive potable water for irrigation. A large majority of our single family residential (SFR) customers use potable water for domestic use. Measuring the percent of SFR customers in the lowest tier speaks to the affordability of our rate structure for a majority of customers who use alternative resources (reclaimed water, low flow toilets, drought tolerant landscape) to conserve water and keep their utility bill low. This objective fulfills the city values of Accountable Servant Leadership, Empowerment, Transparent Access, Inclusiveness, and Responsiveness.

Potable Water Consumption Gallons/Capita/Day

82 80 82 82 82 Reclaimed Water Usage Million

Gallons/Day 17.51 17.34 17.01 17.01 17.5

Residential Customer in Lowest Tier Percent 79.3% 82.0% 80.2% 80.0% 80.0%



M. CIP Overview Introduction to Capital Improvement Program (CIP) ................................................ M-1

CIP Project Type Descriptions ..........................................................................................M-3

FY15 CAPITAL IMPROVEMENT PROGRAM (CIP) This section of the budget document serves as a basis for a five-year plan through which future capital funding and construction programs are developed. The projects included in the FY15 CIP Budget are those which have been identified as having the highest priority through the Comprehensive Planning process, previous CIP Plans, City Council action, and/or staff analysis. The FY15 CIP project appropriations were approved along with operating fund appropriations on September 18, 2014. The total FY15 CIP Budget for all funds is $68.364 million, with the five year CIP totaling $337.139 million. The FY15 Penny projects are planned at $20.314 million. Water Resources and Penny Funds comprise 84% of the FY15 funding. CIP REVENUE SOURCES There are two main types of revenues available for funding capital projects: dedicated revenues and discretionary revenues. Another significant ongoing CIP revenue source is interest earnings on CIP fund balances, which may be dedicated or discretionary, depending on the type of fund and original revenue source. The city also transfers resources from the General Operating Fund, Special Revenue Funds, and Enterprise Funds to support specific projects. Dedicated CIP Revenues Some revenues have legal restrictions that require their use only for capital projects. These revenues include the Local Option Sales Surtax (“Penny for Pinellas”), Transportation Impact Fees, proceeds from bond issues, and state and federal grants that are approved for specific projects. Discretionary CIP Revenues In accordance with established fiscal policies, the city’s enterprise operations may transfer funds on an annual basis to their CIP accounts to support renovations and other improvements to their respective facilities. The level of transfers varies and is dependent on the financial performance and needs of the specific enterprise. LOCAL OPTION SALES SURTAX The Local Option Sales Surtax, commonly known as the “Penny for Pinellas,” is the primary general purpose revenue source for city CIP projects. In November 1989, the voters of Pinellas County approved by referendum a one-cent sales surtax to be used for the improvement of infrastructure. St. Petersburg’s share of each year’s collection was based upon a distribution formula contained in an interlocal agreement with the county. In December 1989, City Council approved an overall concept of priorities and implementation goals for the ten-year program. The three goals were: 1) to strive to allocate the funds over the life of the program in approximately the same proportions as presented in the referendum materials distributed to the general public; 2) to establish and maintain an accounting structure to adequately monitor the use of the funds; and 3) to keep the public adequately informed about the progress of the program. On March 25, 1997, Pinellas County voters, by a two to one margin, authorized the extension of the tax for a second ten-year period, from February 1, 2000 to January 31, 2010. On July 10, 1997, City Council adopted fiscal policy changes incorporating percentage ranges for measuring performance of the remaining thirteen years of the Penny for Pinellas. In addition, the three goals outlined in 1989 are still considered. The third extension of the penny was passed by the voters on March 13, 2007. This extension is for another ten-year period, from February 1, 2010 to January 31, 2020. ADJUSTMENTS TO THE FY15 CIP Adjustments to the approved FY15 CIP can be made with Council approved amendments to the budget.


Fiscal Year 2015 M-1 CIP Overview

Public Safety 516 Stormwater 1,679Neighborhood & Citywide 12,409 Airport 2,718Recreation & Culture 6,589 Marina 500City Facilities 800 Golf 0Housing 375 Port 0General CIP 1,656 Bicycle/Pedestrian 1,353Tropicana Field 0 Weeki Wachee 0Downtown Parking 500 Transportation 2,125Water Resources 37,144 Grand Total 68,364

The total FY15 budget for all funds is $68.364 million.The five year CIP totals $337.139 million.Water Resources and Penny Funds comprise 84% of FY15 funding.

FY15 Penny funded projects are planned at $20.314 million

FY15 CAPITAL IMPROVEMENT PROGRAM (CIP)$68.364 Million

CIP FUNDS FY15(000s Omitted)

Penny Funds 30%

Water Resources 54%

Housing & General CIP 3% Stormwater

3%

Airport, Marina, Golf Course, Port, Parking & Tropicana

5%

Trans Impact Fees, Bicycle & Weeki Wachee

5% Other 16%

Break Down of Other CIP

Penny for Pinellas, Water Resources,

$20,314 $17,787 $17,179 $20,911 $20,698

$37,144

$71,120

$37,708 $23,780 $28,980

$10,906

$9,447

$7,597

$7,006 $6,565

0

20000

40000

60000

80000

100000

120000

FY15 FY16 FY17 FY18 FY19

CAPITAL IMPROVEMENTS PROGRAM 5 YEAR PLAN- $337.139 M (000s omitted)

Penny Funds Water Resources Other Funds *

*The Biosolids to Energy project is scheduled to begin construction in FY16 in the Water Resources Fund. Most of the project is expected to be funded with a low-interest State Revolving Fund Loan issued by the Florida Department of Environmental Protection.


CIP Overview M-2 Fiscal Year 2015

CIP PROJECT TYPE DESCRIPTIONS Recurring Projects: These projects are budgeted on an annual basis for activities that are required on a continuing basis. While the amount may vary, there is new funding appropriated for this type project on a year-to-year basis. Examples:

Sidewalk Reconstruction, Swimming Pool Improvements, Potable Water Backflow Prevention, and Bridge Recon/Load Test.

In instances where these appropriations are neither spent nor encumbered by the end of the fiscal year, the project is closed and any remaining funds returned to the fund balance. However, if there is a contract, contract pending, or encumbered funds in the first year, the project will be left open and every effort will be made to close it by the end of the second year. One-Time Projects: These are specific projects that have a designated start and end date. Projects include but are not limited to any project in excess of $500,000 for new facilities, purchase of capital equipment such as a fire apparatus, or a specific major improvement or repair to a facility, and for grant funded projects. This project type is also used for any project with an expected life of more than one year. Projects of this nature will be independent projects in the CIP plan. Appropriations will be made for the specified project and at its conclusion all remaining funds will go to the fund balance. Requests for appropriations should be in phases, (i.e., planning, design, land acquisition, and construction) with required funding appropriated in the actual year the specific phase is scheduled to begin. Funding may be shifted if the project is not on schedule.

Major Projects (Parent/Child): (ongoing projects) A major project is used to fund related minor projects within any given fiscal year. These broad category parent projects relate to a specific function with funds transferred to child projects as identified by the requesting department throughout the year. Examples:

1. Cosme Water Plant Improvements (Parent) / Raw water bypass valve op, Cosme Lime Feed System (Child)

2. Master Storm Drainage Improvements (Parent) / Shore Acres Phase II, Ponce De Leon Neighborhood (Child)

Major projects are used when specific projects and a dollar amount cannot be accurately projected or planned. During the year of appropriation, funding may be transferred to new projects of a related nature. Funding may be used to increase a prior year project within the same parent. At the end of the fiscal year any funds remaining in the parent project will be moved to the fund balance. A child project funded during the year with an appropriation in excess of $500,000 will be treated as though it were a one-time project (see above). Child projects funded during the year with current expenses or encumbrances will be left open until their conclusion at which time remaining funds from those projects will return to the fund balance. At the end of the fiscal year any child project without expenses or encumbrances will be closed and the remaining appropriation moved to the fund balance.


Fiscal Year 2015 M-3 CIP Overview

N. CIP Summary Summary of All CIP Funds 2015-2019 .............................................................................. N-1

Summary by Fund ................................................................................................................. N-2

Operating Budget Impacts .................................................................................................. N-6

Prior YearCarryforward Budget Change BUDGET Total

Actual 14 14 15 16 17 18 19 13-19

RESOURCES

HOUSING AND GENERAL CIPHousing Capital Projects (3000) 793 8 34 350 0 0 0 0 1,185 General Capital Improvement (3001) 10,176 226 52,603 2,435 1,055 635 596 335 68,061 Subtotal Housing and General CIP Resources 10,969 234 52,637 2,785 1,055 635 596 335 69,246

PENNY CAPITAL IMPROVEMENT Public Safety Capital Improvement (3025) 13,459 5,937 3,337 5,695 6,159 6,065 5,597 5,542 51,791 Neighborhood/Citywide Infrastruct. (3027) 34,704 9,804 0 10,268 10,417 10,962 11,474 12,043 99,672 Recreation/Culture Capital Imps. (3029) 15,682 5,195 0 5,727 5,588 5,760 6,639 6,850 51,441 City Facilities Capital Improvements (3031) 3,021 507 0 544 714 881 775 889 7,331 Subtotal Penny Resources 66,867 21,443 3,337 22,234 22,878 23,668 24,485 25,324 210,236

ENTERPRISESDowntown Parking Capital Projects (3073) 761 500 250 500 50 200 50 200 2,511 Tropicana Field Capital Fund (3081) 3,401 500 2 504 504 504 504 504 6,423 Water Resources Capital Projects (4003) 96,393 24,326 4,811 34,333 71,120 37,707 23,780 28,980 321,450 Stormwater Drainage Capital Projects (4013) 10,116 2,522 3,972 1,599 1,920 2,880 2,620 2,420 28,049 Airport Capital Projects (4033) 1,033 2,900 1,010 2,695 1,618 784 2,156 1,650 13,846 Marina Capital Projects (4043) 2,550 103 0 113 208 208 258 258 3,698 Golf Course Capital Projects (4063) 272 0 0 0 0 0 0 0 272 Port Capital Projects (4093) 333 58 2,009 9 59 59 59 9 2,595 Subtotal Enterprise Resources 114,859 30,909 12,054 39,753 75,479 42,342 29,427 34,021 378,844

OTHER CAPITAL IMPROVEMENTSBicycle/Pedestrian Safety Grants CIP (3004) 1,095 828 3,815 1,353 2,411 0 0 0 9,502 Weeki Wachee Capital Improvements (3041) 2,603 2 1,765 0 0 0 0 0 4,370 Transportation Impact Fees (3071) 19,099 1,295 (229) 1,201 1,688 1,052 973 973 26,052 Subtotal Other Capital Resources 22,797 2,125 5,351 2,554 4,099 1,052 973 973 39,924

TOTAL RESOURCES 215,492 54,711 73,379 67,326 103,511 67,697 55,481 60,653 698,250

REQUIREMENTS Appropriationas of 9/30/13

HOUSING AND GENERAL CIPHousing Capital Projects (3000) 551 93 (2) 375 0 0 0 0 1,017General Capital Improvement (3001) 13,624 585 48,559 1,656 1,020 600 561 300 66,904Subtotal Housing and General CIP Requirements 14,174 678 48,557 2,031 1,020 600 561 300 67,921

PENNY CAPITAL IMPROVEMENT Public Safety Capital Improvement (3025) 6,491 849 (162) 516 969 605 277 397 9,942 Neighborhood/Citywide Infrastruct. (3027) 29,087 9,950 886 12,409 10,353 10,117 13,653 11,990 98,444 Recreation/Culture Capital Imps. (3029) 14,111 5,705 65 6,589 5,754 5,722 6,229 7,266 51,441 City Facilities Capital Improvements (3031) 2,340 650 257 800 712 735 753 1,045 7,291 Subtotal Penny Requirements 52,029 17,154 1,046 20,314 17,787 17,179 20,911 20,698 167,117

ENTERPRISESDowntown Parking Capital Projects (3073) 760 500 250 500 50 200 50 200 2,510 Tropicana Field Capital Fund (3081) 1,718 0 1,406 0 0 0 0 0 3,124 Water Resources Capital Projects (4003) 94,786 27,126 (481) 37,144 71,120 37,708 23,780 28,980 320,162 Stormwater Drainage Capital Projects (4013) 10,888 2,325 1,031 1,679 2,050 4,032 2,903 3,122 28,030 Airport Capital Projects (4033) 1,616 2,900 350 2,718 1,621 800 2,166 1,650 13,821 Marina Capital Projects (4043) 1,350 400 (311) 500 169 525 177 550 3,361 Golf Course Capital Projects (4063) 260 0 0 0 0 0 0 0 260 Port Capital Projects (4093) 2,071 101 100 0 101 101 101 0 2,575 Subtotal Enterprise Requirements 113,449 33,352 2,345 42,541 75,111 43,366 29,177 34,502 373,842

OTHER CAPITAL IMPROVEMENTSBicycle/Pedestrian Safety Grants CIP (3004) 1,816 828 2,784 1,353 2,411 0 0 0 9,192 Weeki Wachee Capital Improvements (3041) 2,090 0 1,765 0 0 0 0 0 3,855 Transportation Impact Fees (3071) 11,296 3,055 (2,106) 2,125 2,024 1,339 1,048 743 19,523 Subtotal Other Capital Requirements 15,202 3,883 2,443 3,478 4,435 1,339 1,048 743 32,571

TOTAL REQUIREMENTS 194,854 55,067 54,391 68,364 98,353 62,483 51,697 56,242 641,451

Unappropriated Balance 9/30 20,638 (356) 18,988 (1,038) 5,158 5,214 3,784 4,411 56,799

2) In total, all funds are balanced for the five year CIP period. 3) The Penny Public Safety Capital Improvement Fund requirements do not include funds assigned each year for future contributions to the Police Headquarters project.

Estimate

(000s omitted)

2015-2019 CAPITAL IMPROVEMENT PROGRAM PLANSUMMARY OF ALL CAPITAL IMPROVEMENT PROGRAM FUNDS

NOTE: 1) Negative balances in Prior Year and FY14 columns reflect timing of resources. For example, revenue for grant funded projects is budgeted in the year that the project is planned. Actual receipt of the revenue may occur in a subsequent year which results in a downward adjustment in the budget year and an increase in the year of receipt.


Fiscal Year 2015 N-1 CIP Summary


Actual 14 14 15 16 17 18 19 13-19(000s omitted)

HOUSING & GENERAL CAPITAL IMPROVEMENTHousing Capital Improvement Fund (3000)

Resources 793 8 34 350 0 0 0 0 1,185 Requirements 551 93 (2) 375 0 0 0 0 1,017Annual Balance 243 (85) 36 (25) 0 0 0 0 169Cumulative Fund Balance 243 158 194 169 169 169 169 169

General Capital Improvement Fund (3001)Resources 10,176 226 52,603 2,435 1,055 635 596 335 68,061Requirements 13,624 585 48,559 1,656 1,020 600 561 300 66,904Annual Balance (3,447) (359) 4,044 779 35 35 35 35 1,157Cumulative Fund Balance (3,447) (3,806) 238 1,017 1,052 1,087 1,122 1,157

SUMMARY OF HOUSING & GENERAL CAPITAL IMPROVEMENT FUNDSResources 10,969 234 52,637 2,785 1,055 635 596 335 69,246Requirements 14,174 678 48,557 2,031 1,020 600 561 300 67,921Annual Balance (3,205) (444) 4,080 754 35 35 35 35 1,325Cumulative Fund Balance (3,205) (3,649) 431 1,185 1,220 1,255 1,290 1,325

Estimate

2015-2019 CAPITAL IMPROVEMENT PROGRAM PLANSUMMARY BY FUND


CIP Summary N-2 Fiscal Year 2015


Actual 14 14 15 16 17 18 19 13-19(000s omitted)

Estimate


PENNY CAPITAL IMPROVEMENT Public Safety Capital Improvement Fund (3025)

Resources 13,459 5,937 3,337 5,695 6,159 6,065 5,597 5,542 51,791Requirements 6,491 849 (162) 516 969 605 277 397 9,942Annual Balance 6,968 5,088 3,499 5,179 5,190 5,460 5,320 5,145 41,849Cumulative Fund Balance 6,968 12,056 15,555 20,734 25,925 31,385 36,705 41,849

Neighborhood & Citywide Infrastructure CIP Fund (3027)Resources 34,704 9,804 0 10,268 10,417 10,962 11,474 12,043 99,672Requirements 29,087 9,950 886 12,409 10,353 10,117 13,653 11,990 98,444Annual Balance 5,617 (146) (886) (2,141) 65 845 (2,179) 53 1,228Cumulative Fund Balance 5,617 5,471 4,585 2,444 2,508 3,353 1,175 1,228

Recreation and Culture Capital Improvement Fund (3029)Resources 15,682 5,195 0 5,727 5,588 5,760 6,639 6,850 51,441Requirements 14,111 5,705 65 6,589 5,754 5,722 6,229 7,266 51,441Annual Balance 1,572 (510) (65) (862) (166) 38 410 (416) 1Cumulative Fund Balance 1,572 1,062 997 135 (32) 6 416 1

City Facilities Capital Improvement Fund (3031)Resources 3,021 507 0 544 714 881 775 889 7,331Requirements 2,340 650 257 800 712 735 753 1,045 7,291Annual Balance 682 (143) (257) (256) 3 146 23 (156) 41Cumulative Fund Balance 682 539 282 26 28 174 197 41

SUMMARY OF PENNY CAPITAL IMPROVEMENT FUNDSResources 66,867 21,443 3,337 22,234 22,878 23,668 24,485 25,324 210,236Requirements 52,029 17,154 1,046 20,314 17,787 17,179 20,911 20,698 167,117Annual Balance 14,838 4,289 2,291 1,920 5,091 6,489 3,574 4,626 43,118Cumulative Fund Balance 14,838 19,127 21,418 23,338 28,429 34,918 38,492 43,118




Actual 14 14 15 16 17 18 19 13-19(000s omitted)

Estimate


ENTERPRISE CAPITAL IMPROVEMENT

Downtown Parking Capital Projects Fund (3073)Resources 761 500 250 500 50 200 50 200 2,511Requirements 760 500 250 500 50 200 50 200 2,510Annual Balance 1 0 0 0 0 0 0 0 1Cumulative Fund Balance 1 1 1 1 1 1 1 1

Tropicana Field Capital Projects Fund (3081)Resources 3,401 500 2 504 504 504 504 504 6,423Requirements 1,718 0 1,406 0 0 0 0 0 3,124Annual Balance 1,683 500 (1,404) 504 504 504 504 504 3,299Cumulative Fund Balance 1,683 2,183 779 1,284 1,788 2,292 2,796 3,300

Water Resources Capital Projects Fund (4003)Resources 96,393 24,326 4,811 34,333 71,120 37,707 23,780 28,980 321,450Requirements 94,786 27,126 (481) 37,144 71,120 37,708 23,780 28,980 320,162Annual Balance 1,607 (2,800) 5,292 (2,811) 1 (0) (0) 0 1,288 Cumulative Fund Balance 1,607 (1,193) 4,099 1,288 1,289 1,288 1,288 1,288

Stormwater Drainage Capital Projects Fund (4013)Resources 10,116 2,522 3,972 1,599 1,920 2,880 2,620 2,420 28,049Requirements 10,888 2,325 1,031 1,679 2,050 4,032 2,903 3,122 28,030Annual Balance (772) 197 2,941 (80) (130) (1,152) (283) (702) 20Cumulative Fund Balance (772) (575) 2,366 2,286 2,156 1,004 722 20

Airport Capital Projects Fund (4033)Resources 1,033 2,900 1,010 2,695 1,618 784 2,156 1,650 13,846Requirements 1,616 2,900 350 2,718 1,621 800 2,166 1,650 13,821Annual Balance (583) 0 660 (23) (3) (16) (10) 0 25Cumulative Fund Balance (583) (583) 77 54 51 35 25 25

Marina Capital Projects Fund (4043)Resources 2,550 103 0 113 208 208 258 258 3,698Requirements 1,350 400 (311) 500 169 525 177 550 3,361Annual Balance 1,200 (297) 311 (387) 39 (317) 81 (292) 337Cumulative Fund Balance 1,200 903 1,214 827 866 549 629 337

Golf Course Capital Projects Fund (4063)Resources 272 0 0 0 0 0 0 0 272Requirements 260 0 0 0 0 0 0 0 260Annual Balance 12 0 0 0 0 0 0 0 12Cumulative Fund Balance 12 12 12 12 12 12 12 12

Port Capital Projects Fund (4093)Resources 333 58 2,009 9 59 59 59 9 2,595Requirements 2,071 101 100 0 101 101 101 0 2,575Annual Balance (1,738) (43) 1,909 9 (42) (42) (42) 9 20Cumulative Fund Balance (1,738) (1,781) 128 137 95 53 11 20

SUMMARY OF ENTERPRISE CAPITAL IMPROVEMENT FUNDSResources 114,859 30,909 12,054 39,753 75,479 42,342 29,427 34,021 378,844Requirements 113,449 33,352 2,345 42,541 75,111 43,366 29,177 34,502 373,842Annual Balance 1,410 (2,443) 9,709 (2,788) 368 (1,023) 250 (481) 5,002Cumulative Fund Balance 1,410 (1,033) 8,676 5,888 6,257 5,234 5,484 5,003




Actual 14 14 15 16 17 18 19 13-19(000s omitted)

Estimate


OTHER CAPITAL IMPROVEMENTSBicycle/Pedestrian Safety Grants CIP Fund (3004)

Resources 1,095 828 3,815 1,353 2,411 0 0 0 9,502Requirements 1,816 828 2,784 1,353 2,411 0 0 0 9,192Annual Balance (721) 0 1,031 0 0 0 0 0 310Cumulative Fund Balance (721) (721) 310 310 310 310 310 310

Weeki Wachee Capital Projects Fund (3041)Resources 2,603 2 1,765 0 0 0 0 0 4,370Requirements 2,090 0 1,765 0 0 0 0 0 3,855Annual Balance 513 2 0 0 0 0 0 0 515Cumulative Fund Balance 513 515 515 515 515 515 515 515

Transportation Impact Fees CIP Fund (3073)Resources 19,099 1,295 (229) 1,201 1,688 1,052 973 973 26,052Requirements 11,296 3,055 (2,106) 2,125 2,024 1,339 1,048 743 19,523Annual Balance 7,803 (1,760) 1,877 (924) (336) (287) (75) 231 6,529Cumulative Fund Balance 7,803 6,043 7,920 6,996 6,660 6,373 6,298 6,529

SUMMARY OF OTHER CAPITAL IMPROVEMENT FUNDSResources 22,797 2,125 5,351 2,554 4,099 1,052 973 973 39,924Requirements 15,202 3,883 2,443 3,478 4,435 1,339 1,048 743 32,571Annual Balance 7,595 (1,758) 2,908 (924) (336) (287) (75) 231 7,353Cumulative Fund Balance 7,595 5,838 8,746 7,822 7,485 7,198 7,123 7,354


Actual 14 14 15 16 17 18 19 13-19(000s omitted)

TOTAL RESOURCES 215,492 54,711 73,379 67,326 103,511 67,697 55,481 60,653 698,250TOTAL REQUIREMENTS 194,854 55,067 54,391 68,364 98,353 62,483 51,697 56,242 641,451

Annual Balance 20,638 (356) 18,988 (1,038) 5,158 5,214 3,784 4,411 56,799Cumulative Fund Balance 20,638 20,282 39,270 38,232 43,390 48,604 52,388 56,799

Estimate

SUMMARY OF ALL CAPITAL IMPROVEMENT FUNDS



Additional FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 2015-2019CIP Fund / Project FTE Adopted Estimate Estimate Estimate Estimate Impact Total

Housing Capital Improvement Fund (3000)Legal Expense

Revenue - - - - - - -Expenses - (25,000) - - - - (25,000)Net - (25,000) - - - - (25,000)

3000 Total - (25,000) - - - - (25,000)

Public Safety Capital Improvement Fund (3025)

Revenue - - - - - - -Expenses - - 627,000 80,000 80,000 80,000 867,000Net - - 627,000 80,000 80,000 80,000 867,000

Revenue - - - - - - -Expenses - - - 325,000 59,000 59,000 443,000Net - - - 325,000 59,000 59,000 443,000


Revenue - - - - - - -Expenses - - - 333,000 59,000 59,000 451,000Net - - - 333,000 59,000 59,000 451,000

Revenue - - - - - - -Expenses - - - - 401,000 63,000 464,000Net - - - - 401,000 63,000 464,000

Revenue - - - - - - -Expenses - - - - 13,000 25,000 38,000Net - - - - 13,000 25,000 38,000

Revenue - - - - - - -Expenses - 316,000 78,000 78,000 78,000 78,000 628,000Net - 316,000 78,000 78,000 78,000 78,000 628,000

Revenue - - - - - - -Expenses - - - - - 55,000 55,000Net - - - - - 55,000 55,000

3025 Total - 316,000 1,180,000 899,000 773,000 502,000 3,670,000

Recreation & Culture Capital Improvement Fund (3029)

Revenue - - - - - - -Expenses - - (1,508) (1,538) (1,569) (1,600) (6,215)Net - - (1,508) (1,538) (1,569) (1,600) (6,215)

Parks Lighting ImprovementsRevenue - - - - - - -Expenses - (1,301) (1,327) (1,354) (1,381) (1,408) (6,771)Net - (1,301) (1,327) (1,354) (1,381) (1,408) (6,771)

Lake Maggiore/Boyd HillRevenue - - - 1,750 4,000 5,000 10,750Expenses - - - 16,800 15,076 15,358 47,234Net - - - 15,050 11,076 10,358 36,484

Willis Johns Center Renovations/ImprovementsRevenue - - - - - - -Expenses - - - - - 3,586 3,586Net - - - - - 3,586 3,586

Campbell Park Center ImprovementsRevenue - - - - - - -Expenses - - 3,380 3,448 3,517 3,587 13,932Net - - 3,380 3,448 3,517 3,587 13,932


Engine 5/F445 Replacement

Fire Engine 11 Replacement (F431)

General Operating Fund (0001)

Athletic Field Lighting Improvements


2015 thru 2019 Capital Improvement PlanOperating Budget Impacts by Fund

Aerial Truck 11/F441 Replacement



Fire Boat 11 and Trailer/F808 and F809 Replacement

HazMat 5 (Tractor)




North Shore Aquatic Complex Restroom RenovationRevenue - - - - - - -Expenses - - 7,300 7,446 7,595 7,747 30,088Net - - 7,300 7,446 7,595 7,747 30,088

3029 Total - (1,301) 7,845 23,052 19,238 22,270 71,104

General Operating Fund Impacts - 289,699 1,187,845 922,052 792,238 524,270 3,716,104

Downtown Parking Capital Projects Fund (3073)South Core Garage Revenue Equipment Upgrade

Revenue - - - - - - -Expenses - (20,000) (20,400) (20,808) (21,224) (21,649) (104,081)Net - (20,000) (20,400) (20,808) (21,224) (21,649) (104,081)

New Meter TechnologyRevenue - - - - - - -Expenses - 5,000 5,100 5,202 5,306 5,412 26,020Net - 5,000 5,100 5,202 5,306 5,412 26,020

Parking Fund Impacts - (15,000) (15,300) (15,606) (15,918) (16,237) (78,061)

Recreation & Culture Capital Improvement Fund (3029)Mahaffey Theater Improvements


Mahaffey Theater Fund Impacts - (5,000) (5,100) (5,202) (5,306) (5,412) (26,020)

Recreation & Culture Capital Improvement Fund (3029)


Sunken Gardens Operating Fund Impacts - - 1,000 1,020 1,040 1,061 4,121

Water Resources Capital Project Fund (4003)

Revenue - - - - - - -Expenses - - (1,600,000) (1,632,000) (1,664,640) (1,697,933) (6,594,573)Net - - (1,600,000) (1,632,000) (1,664,640) (1,697,933) (6,594,573)

Revenue - - - - - - -Expenses - - - 200,000 204,000 404,000Net - - - - 200,000 204,000 404,000


Mahaffey Theater Fund (1201)

Sunken Garden Operating Fund (1207)

Sunken Gardens Park Improvements

City of St. Petersburg, Florida2014 thru 2018 Capital Improvement Plan

Parking Fund (1021)

Water Resources Operating Fund (4001)

Albert Whitted Demo

Lift Station #62 Bartlett Park Master Demolition

COS Water Treatment Plan Optimization

Operating Budget Impacts by Fund




Revenue - - - - - - -Expenses - (4,000) (4,080) (4,162) (4,245) (16,487)Net - - (4,000) (4,080) (4,162) (4,245) (16,487)

Revenue - - - - - - -Expenses - - - - - 3,326,522 3,326,522Net - - - - - 3,326,522 3,326,522

Revenue - - - - - - -Expenses - - 1,000 1,020 1,040 3,060Net - - - 1,000 1,020 1,040 3,060

Water Resources Operating Fund Impacts - (24,100) (1,631,120) (1,662,742) (1,495,998) 1,800,604 (3,013,356)

Airport Capital Projects Fund (4033)Airport Hangar #2 Project

Revenue - (31,500) 47,900 48,900 49,900 50,898 166,098Expenses - - - - - - -Net - 31,500 (47,900) (48,900) (49,900) (50,898) (166,098)

Airport Hangar #3 ProjectRevenue - - (900) 80,680 82,260 83,905 245,945Expenses - - - - - - -Net - - 900 (80,680) (82,260) (83,905) (245,945)

Airport Operating Fund Impacts - 31,500 (47,000) (129,580) (132,160) (134,803) (412,043)

CIP Funds without Operating ImpactGeneral Capital Improvement Fund (3001)Bicycle/Pedestrian Safety Grants CIP Fund (3004)Neighborhood & Citywide Infrastructure CIP Fund (3027)City Facilities Capital Improvement Fund (3031)Weeki Wachee Capital Projects Fund (3041)Transportation Impact Fees CIP Fund (3071)Tropicana Field Capital Projects Fund (3081)Stormwater Drainage Capital Projects Fund (4013)Golf Courses Capital Projects Fund (4063)Port Capital Projects Fund (4093)Marina Operating Fund (4043)

Operating budget impacts include additional or reduced personnel, utilities, repair and maintenance costs, contractual services and commodities, and minor capital equipment.Impacts do not include future capital projects to expand or reconstruct facilities, or debt service on bonds issued to pay for project construction. The operating impacts are budgetedin the affected department's operating budget.

Airport Operating Fund (4031)

SW Biosolids Dewatering


SW Biosolids to Energy (various projects)

SW GBT Rehabiliation

Operating Budget Impacts by Fund2014 thru 2018 Capital Improvement Plan



O. CIP Housing and General Funds Housing Capital Improvement (Fund 3000) .................................................................. O-1

General Capital Improvement (3001) .............................................................................. O-3

City of St. Petersburg, FL2015 thru 2019 Capital Improvement Plan - Project Descriptions by Fund

FY 2015FY15 Summary Recommended

Projected Resources 350,000 Projected Requirements 375,000 Projected Resources less Projected Requirements (25,000)

Beginning Fund Balance 194,000 Projected Fund Balance at Year End 169,000

FY 2015Project Descriptions Recommended

Legal Collection Expense 25,000

Investment in the Improvement of Housing in the Southside CRA District 350,000

Housing Capital Improvement Fund (3000)This fund was established in FY91 to account for housing program capital projects funded from general revenue sources.The initial resources allocated to this fund were made available from the General Operating Fund balance.

Housing Capital Improvement Program (HCIP) funds, totaling $25,000, will be used to pay a City Legal Department staff's salary to work on Housing and Community Development loans that require legal action to secure the city's interest in the property. Other legal costs, as required to maintain the Department's loan portfolio, will be paid for by funds previously appropriated In this project.

Funding for this program will address the need for Rental Rehabilitation; expediting the process of accepting property and clearing property titles offered by banks, nonprofits, and individuals; Owner Occupied Rehabilitation Assistance, rehabilitation of vacant and boarded properties offered to the City, and Homebuyer Assistance for Police and Teachers.


Fiscal Year 2015 O-1 CIP Housing & General Fund

Budget Change BUDGET Total14 14 15 16 17 18 19 13-19

RESOURCES

Beginning Balance 663 663 Earnings on Investments 8 8 (2) 0 0 0 0 0 14Sale of Assets 53 0 0 0 0 0 0 0 53Misc/Other 70 0 36 0 0 0 0 0 106Transfer from General Fund 0 0 0 350 0 0 0 0 350

TOTAL RESOURCES 793 8 34 350 0 0 0 0 1,185

REQUIREMENTS

Construction Warranty 25 0 0 0 0 0 0 0 25 Developer/Revolving Loans 212 0 0 0 0 0 0 0 212

Jamestown Rehabilitation 239 0 (2) 0 0 0 0 0 237Lead Base Paint Testing/Abatement 131 0 0 0 0 0 0 0 131Legal Collection Expense 246 25 0 25 0 0 0 0 296Neighborhood Blight Elim/Housing Strategy 98 0 0 350 0 0 0 0 448

Transfer to General Fund 64 68 0 0 0 0 0 0 132

Projects Closed in FY13 451 451Prior Expended Requirements (909) (909)Cancelled Appropriations (7) (7)

TOTAL REQUIREMENTS 551 93 (2) 375 0 0 0 0 1,017

Increase/(Decrease) in Fund Balance (85) 36 (25) 0 0 0 0Beginning Balance 243 158 194 169 169 169 169

UNAPPROPRIATED BALANCE 9/30 243 158 194 169 169 169 169 169

(000s omitted)

Estimate

HOUSING CAPITAL IMPROVEMENT FUND (FUND 3000)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

Prior Year Carryforward

Actual

Appropriation as of 9/30/13


CIP Housing & General Fund O-2 Fiscal Year 2015



Projected Resources 2,435,000 Projected Requirements 1,656,000 Projected Resources less Projected Requirements 779,000

Beginning Fund Balance 237,743 Projected Fund Balance at Year End 1,016,743


Intown Streetscape Improvements FY15 200,000

Traffic Safety Plan- Tree Program 40,000

Fleet Rapac Network International (RNI) Fuel System Upgrade 150,000

Fleet Wash Rack Upgrade 300,000

Fleet In-Ground Lift Replacement 300,000

Fleet Alignment Rack Upgrade 50,000

Municipal Office Building Repairs and Improvements 400,000

Skyway Marina District Restaurant Incentive 50,000

Southside St. Pete Redevelopment (also in 3027) 166,000

General Capital Improvement Fund (3001)This fund is used to account for general purpose projects funded by transfers from the General Operating Fund, Enterpriseand Integral Service Operating Funds, grants, land sales, or other miscellaneous revenues.

Plaza Parkway is a Streetscape Improvement Program designed to enhance the corridors connecting the city's downtown facilities and retail core.

Upgrade of existing automated fuel management system including; replacement of fuel keys, key readers and all related hardware and software. Current system will no longer be supported by the vendor.

Upgrade existing wash rack to meet DEP water recycling requirements. Upgrade includes installation of a roof to cover entire area to prevent rain water from entering the drain system.

A Neighborhood Traffic Safety Plan has been identified as necessary to help address speeding on 118th Avenue west of Dr. Martin Luther King Jr. Street. Funding will pay for trees to be planted along the south side of 118th, which will provide a narrowing effect that slows traffic and will also assist in deterring illegal parking along the right-of-way.

Replacing four in-ground vehicle lifts. Current lifts are 40+ years old and not equipped with safety locks which are required by current safety standards.

Replacement of existing alignment system as the current system is not compatible with late model vehicles. Upgrade will allow for the four-wheel alignment of late model cars and light trucks.

Replacement of HVAC Control Systems (all buildings) and chilled water air handler units. (MSC - 1st Floor)

An incentive for public improvements will be available for the first qualifying restaurant to locate within the Skyway Marina District.

Funding will be for economic development projects to implement the Southside St. Petersburg Community Redevelopment Plan, which is expected to be adopted by City Council in FY15. Projects are expected to include site acquisition and preparation, constructing infrastructure and streetscaping, survey and planning studies and other priorities identified in the adopted redevelopment plan.




RESOURCES

Beginning Balance 4,876 4,876 Earnings on Investments 27 26 0 35 35 35 35 35 228Transfers From:

General Fund 0 0 270 1,000 0 0 0 0 1,270Downtown Redevelopment District Fund 2,963 0 200 200 200 200 200 200 4,163Fleet Operating Fund 0 0 0 800 0 0 0 0 800Municipal Office Buildings Fund 0 0 300 400 820 400 361 100 2,381Technology and Infrastructure Fund 1,020 0 0 0 0 0 0 0 1,020

Grants/External Funding: Central Ave Bus Rapid Transit (BRT) Corridor 42 0 933 0 0 0 0 0 975City Trails Bicycle Trails 11 USF St Pete 0 0 336 0 0 0 0 0 336City of Gulfport Contribution to 49th St Imp 0 0 263 0 0 0 0 0 263FBIP - Coffee Pot Park Boat Ramp 1 0 11 0 0 0 0 0 12FBIP - Demens Landing Park Boat Ramp (6) 0 9 0 0 0 0 0 3FBIP - Crisp Park Boat Ramp 3 0 3 0 0 0 0 0 6FBIP - Bay Vista Boat Ramp 0 0 140 0 0 0 0 0 140FDEP/LWCF - Grandview Park 28 0 122 0 0 0 0 0 150FDOS- Indian Mounds Master Plan 0 0 50 0 0 0 0 0 50FDOT - Intermodal Facility Study 20 0 207 0 0 0 0 0 227FDOT - District 7 ROW Landscape Improvements 704 0 2,537 0 0 0 0 0 3,241FDOT LAP 54th Ave S/31st Street 0 0 270 0 0 0 0 0 270USDOT - 38th Ave/40th Ave N Medians 0 0 620 0 0 0 0 0 620USDOI - Crisp Park Boat Ramp Improvements 0 0 55 0 0 0 0 0 55USDOI - Coffee Pot Park Boat Ramp Improvements 0 0 39 0 0 0 0 0 39USDOI - Grandview Park Boat Ramp Construction 93 0 157 0 0 0 0 0 250HUD/EDI Grant(2) - TACRA 1 0 25 0 0 0 0 0 26HUD/EDI Grants(1) - Jordan School 3 0 156 0 0 0 0 0 159LWCF Lake Maggiore Park Improvements 10 0 183 0 0 0 0 0 193LWCF Maximo Park Boat Ramp Improvements 198 0 0 0 0 0 0 0 198USDOE Solar Parks Pilot Grant 167 0 195 0 0 0 0 0 362US Dept of the Interior (Sunken Gardens Master Plan) 6 0 0 0 0 0 0 0 6

Bond Proceeds/TIF 0 200 45,522 0 0 0 0 0 45,722Other 20 0 0 0 0 0 0 0 20

TOTAL RESOURCES 10,176 226 52,603 2,435 1,055 635 596 335 68,061

REQUIREMENTS

Parks/Open Space:Athletic Complex Rr/Concession FY12 (also in 3029) 100 0 0 0 0 0 0 0 100Boat Ramp Facility Improvements 336 0 234 0 0 0 0 0 570Booker Creek Park 136 0 0 0 0 0 0 0 136Grandview Park Improvements (also in 3029) 150 0 0 0 0 0 0 0 150FDOS- Indian Mounds Master Plan 0 0 50 0 0 0 0 0 50Lake Maggiore/Boyd Hill 272 0 0 0 0 0 0 0 272Maximo Park Boat Ramp Improvements 200 0 (2) 0 0 0 0 0 198Play Equipment Replacement (also in 3027/3029) 20 0 0 0 0 0 0 0 20Solar Parks Pilot Project 2,427 0 (19) 0 0 0 0 0 2,408Al Lang Turf 0 0 250 0 0 0 0 0 250

Transportation System Management:FDOT - Right of Way Landscape Improvements 3,545 0 1,000 0 0 0 0 0 4,545FDOT LAP 54th Ave S/31st Street 0 0 270 0 0 0 0 0 270USDOT - 38th Ave/40th Ave N Medians 0 0 620 0 0 0 0 0 620Bayboro Harbor Streetscape 780 0 0 0 0 0 0 0 780Central Ave Bus Rapid Transit (BRT) Corridor 975 0 0 0 0 0 0 0 975I-175 On Ramp/4th S. Two-Way (also in 3027 and 3071) 0 95 0 0 0 0 0 0 95Intermodal Facilities Plan (also in 3027) 506 0 0 0 0 0 0 0 506Intown West Streetscape 1,700 0 0 0 0 0 0 0 1,700Intown Streetscape Imps FY15 200 200 0 200 200 200 200 200 1,400City Trails Bicycle Trails 11 USF St Pete (also in 3071) 0 0 336 0 0 0 0 0 336Traffic Safety Plan- Tree Program (also in 3071) 0 0 0 40 0 0 0 0 40City of Gulfport- 49th St Imp 0 0 263 0 0 0 0 0 263

Public Buildings and Grounds:Airport Apron Construction (also in 4033) 42 0 0 0 0 0 0 0 42Airport Terminal Hanger (also in 4033) 123 0 0 0 0 0 0 0 123City Hall Repairs and Upgrades 100 0 (100) 0 0 0 0 0 0Fleet - RNI Fuel System Upgrade 0 0 0 150 0 0 0 0 150Fleet - Wash Rack Upgrade 0 0 0 300 0 0 0 0 300Fleet - In-ground Lift Replacement 0 0 0 300 0 0 0 0 300

(000s omitted)

GENERAL CAPITAL IMPROVEMENT FUND (FUND 3001)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN


Actual


Estimate


CIP Housing & General Fund O-4 Fiscal Year 2015


(000s omitted)

GENERAL CAPITAL IMPROVEMENT FUND (FUND 3001)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN


ActualEstimate

Fleet - Alignment Rack Upgrade 0 0 0 50 0 0 0 0 50Jamestown 90 0 0 0 0 0 0 0 90Mahaffey Theater Mechanical Plant (also in 3029) 1,100 0 0 0 0 0 0 0 1,100MSC Repairs/Upgrades 975 0 400 0 0 0 0 0 1,375MOB Repairs and Improvements 0 0 0 400 820 400 361 100 2,081Albert Whitted Park/Civic Plaza 6,367 0 0 0 0 0 0 0 6,367Pier Visioning 4,527 0 45,473 0 0 0 0 0 50,000Port Wharf Renovations (also in 3027/4093) 11 0 0 0 0 0 0 0 11

Industrial Park Redevelopment:Dome Industrial Park Redev - Phase II 3,062 0 (36) 0 0 0 0 0 3,026Dome Industrial Park - Economic Dev Initiative 1,578 0 0 0 0 0 0 0 1,578Dome Industrial Park Property Purchases 408 0 (21) 0 0 0 0 0 387Dome Industrial Park Land Acquisition 0 175 57 0 0 0 0 0 232

Jordan School 4,743 0 (199) 0 0 0 0 0 4,544Midtown Retail Project/TACRA 2,047 0 (92) 0 0 0 0 0 1,955Skyway Marina District Restaurant Incentive 0 0 0 50 0 0 0 0 50Southside St. Pete Redevelopment (also in 3027) 0 0 0 166 0 0 0 0 166

Impact Fees:Future Annexation Fees 595 0 (374) 0 0 0 0 0 221

Other Projects:4th Street Business Dist. (also in 3027) 260 0 0 0 0 0 0 0 260Citywide Energy Enhancements FY11 362 0 0 0 0 0 0 0 362Police CAD Mobile Upgrade 1,427 0 0 0 0 0 0 0 1,427

Transfer to the General Fund 61 115 449 0 0 0 0 0 625Transfer to the Equipment Replacement Fund 241 0 0 0 0 0 0 0 241

Projects Closed in FY13 10,799 10,799Prior Year Expended Requirements (36,472) (36,472)Cancelled Appropriations (275) (275)Adjustments 107 107

TOTAL REQUIREMENTS 13,624 585 48,559 1,656 1,020 600 561 300 66,904

Increase/(Decrease) in Fund Balance (359) 4,044 779 35 35 35 35Beginning Balance (3,447) (3,806) 238 1,017 1,052 1,087 1,122

UNAPPROPRIATED BALANCE 9/30 (3,447) (3,806) 238 1,017 1,052 1,087 1,122 1,157



P. CIP Penny Funds Penny for Pinellas 10-Year Planning Strategy .................................................................. P-1

Public Safety Capital Improvement (Fund 3025) .......................................................... P-2

Neighborhood & Citywide Infrastructure Improvement (Fund 3027) ................... P-4

Recreation & Culture Capital Improvement (Fund 3029) ......................................... P-8

City Facilities Capital Improvement (Fund 3031) ....................................................... P-13

Original Penny 3 Project List 2010-2020 ........................................................................ P-15

ESTIMATE BUDGETAmount Percent 2010 2011 2012 2013 2014 2015

LOCAL OPTION REVENUE

Public Safety Improvements 67,392 18.98% 2,715 3,247 3,675 4,013 5,851 5,547Neighborhood/Ctywide Infrastructure 171,500 48.31% 7,245 8,869 9,146 10,062 9,554 9,958Recreation and Culture 105,308 29.67% 4,113 5,003 5,506 5,853 5,103 5,599City Facility Improvements 10,800 3.04% 853 1,067 698 499 483 515

TOTAL 355,000 100.00% 14,926 18,186 19,025 20,428 20,991 21,619

2016 2017 2018 2019 2020 10-20 TOTAL % Policy MeasureLOCAL OPTION REVENUE

Public Safety Improvements 6,011 5,917 5,449 5,394 1,852 49,671 22.83% 15.63% - 20.44%Neighborhood/Ctywide Infrastructure 10,107 10,652 11,164 11,733 4,010 102,500 47.11% 44.96% - 53.31%Recreation and Culture 5,460 5,632 6,511 6,722 2,328 57,830 26.58% 20.00% - 34.66%City Facility Improvements 685 852 746 860 334 7,593 3.49% 3.00% - 8.00%

TOTAL 22,263 23,053 23,870 24,709 8,524 217,594 100.00%

Notes:

Penny Rounds 3 ends January 31, 2020. Funding level in 2020 reflect projected collections from October 1, 2019 to January 31, 2020.

PENNY FOR PINELLAS 10-YEAR PLANNING STRATEGY

The Penny for Pinellas tax is a one percent sales tax surcharge on taxable commodities sold in Pinellas County. Thestrategy for use of the city of St. Petersburg’s portion of the funds is presented below. This strategy is not meant to be arigid schedule, but rather a guide to help balance allocations to all of the categories throughout the ten years and toensure the expected final split of funds among the categories at the end of the program. Single-year allocations maysignificantly differ from this plan; however, the city’s five to six year capital planning approach should ensure that on amulti-year basis city officials and citizens can compare multi-year plans for consistency with the ten-year strategy. Athird extension of the Penny for Pinellas tax was passed by the voters on March 13, 2007. This extension is the thirdextension and covers the ten-year period, from February 1, 2010 to January 31, 2020. Since the Penny Round 3 projectlist was approved by City Council, sales revenues have declined dramatically statewide and the city expects to receive asignificantly smaller amount of revenue for the third extension than the original estimate of $355 million.

Fund balance from prior year penny revenues were used in FY10 ($3.542M) and these amounts are included in the above chart.

Since the Penny 3 Extension runs from February 1, 2010 to January 31, 2020, the 2010 and 2020 columns hold partial year data.

Combined Plan

ESTIMATE

ACTUAL

ESTIMATE


Fiscal Year 2015 P-1 CIP Penny Funds



Projected Resources 5,695,000 Projected Requirements 516,000 Projected Resources less Projected Requirements 5,179,000

Projected Resources less Projected Requirements 5,179,000 Beginning Fund Balance 405,320 Unassigned 5,584,320

Unassigned 5,584,320 Assigned 5,150,000 Projected Fund Balance at Year End 434,320


Fire Engine 11 Replacement (F431) 276,000

Fossil Park Fire Station 7 Renovation 240,000

Public Safety Capital Improvement Fund (3025)

This fund was established in FY98 to account for public safety improvements funded from the Local Option Sales Surtax.

This funding is to replace Engine 11 with a quint, which is a fire engine with a 55' to 75' aerial device as might be found on an aerial ladder truck. The aerial device, which has no bucket or platform, provides an elevated water stream and elevated victim rescue. While Engine 11 most often serves as an engine, the aerial capabilities are necessary in the southern area of the city.

This appropriation is for the design for the replacement of the existing Fossil Park Fire Station 7 with an 8,500 square foot fire station and two apparatus bays. New construction is planned to include individual gender segregated sleeping rooms, restroom/shower facilities, an ADA accessible restroom and a diesel exhaust system. The station includes an office, a kitchen with a commercially-rated hood system, a dayroom/dining area, an exercise room, a laundry/storage area, areas for bunker gear, disinfection, generator, and EMS supplies are adjacent to the apparatus bays. Construction costs are not currently funded.


CIP Penny Funds P-2 Fiscal Year 2015


RESOURCES

Beginning Balance 9,290 9,290 Local Option Sales Surtax 4,013 5,851 230 5,547 6,011 5,917 5,449 5,394 38,412Transfer from Neighborhood/Citywide Infr Fund (3027) 0 0 2,790 0 0 0 0 0 2,790Transfer from Recreation and Culture Cap.Fund (3029) 0 0 28 0 0 0 0 0 28Transfer from City Facilities Capital Imp. Fund (3031) 0 0 289 0 0 0 0 0 289Earnings on Investments 94 86 0 148 148 148 148 148 920Settlement 62 0 0 0 0 0 0 0 62

TOTAL RESOURCES 13,459 5,937 3,337 5,695 6,159 6,065 5,597 5,542 51,791

REQUIREMENTS

Replace Major Fire Apparatus:Fire Engine 5 Replacement (F445) 0 0 0 0 0 292 0 0 292Fire Engine 6 Replacement (F446) 0 0 0 0 0 284 0 0 284Fire Engine 8 Replacement (F498) 0 479 0 0 0 0 0 0 479Fire Engine 11 Replacement (F431) 0 0 0 276 0 0 0 0 276Fire Engine 12 Replacement (F412) 242 0 0 0 0 0 0 0 242Fire Engine 13 Replacement (F497) 0 0 0 0 372 0 0 0 372Fire Engine 14 Replacement (F413) 0 0 0 0 0 0 258 0 258Fire Boat 11 with Trailer Replacement (F808/F809) 0 0 0 0 0 0 0 250 250Fire HazMat Tractor Replacement (F509) 0 0 0 0 0 0 0 111 111Fire Squad Support Vehicle Replacement (F408) 108 0 0 0 0 0 0 0 108Aerial Truck 1 Replacement (F401) 0 370 0 0 0 0 0 0 370Aerial Truck 11 Replacement (F441) 0 0 0 0 573 0 0 0 573

Fire Station Improvements:Renovate Station #11 - Lakewood 1,638 0 (13) 0 0 0 0 0 1,625Fossil Park Fire Station 7 Renovation 150 0 (28) 240 0 0 0 0 362Fire Station 7 0 0 28 0 0 0 0 0 28Replace Station #8 - Lake Maggoire 2,219 0 (149) 0 0 0 0 0 2,070Renovate Station #9 - Pasadena 1,332 0 (9) 0 0 0 0 0 1,323

Police Facility Improvements:Police Facility/EOC 5,330 0 9 0 0 0 0 0 5,339Replace Take Home Cruisers 1,800 0 0 0 0 0 0 0 1,800

Projects closed in FY13 720 720Prior Year Expended Requirements (6,933) (6,933)Cancelled Appropriations (115) (115)

Inflation Contingency 0 0 0 0 24 29 19 36 108

TOTAL REQUIREMENTS 6,491 849 (162) 516 969 605 277 397 9,942

Assigned for Police Facility/EOC 6,950 5,100 3,100 5,150 5,140 5,225 5,205 5,225 41,095

Increase/(Decrease) in Fund Balance (12) 399 29 50 235 115 (80)Beginning Balance 18 6 405 434 485 720 835


Assignments for the Police Facility/EOC include: $2.7 million in FY12, $4.25 million in FY13 and in the FY14 budget, 5.1 million. Prior to FY12, a total of $5.58 million wasappropriated for this project. During FY14, $3.1 million from project close outs and other Penny funds were transferred and assigned to the Police Facility Project. This transfer isreflected in the FY14 change column above. For years 2015-2019, a total of $25.945 million will be assigned bringing the total for all years through 2019 to $41.095 million.Additionally, in FY20, a total of $1.425 million will be assigned to this project for a total of $48.1 million.

Projects shown in the plan for years 2015-2019 may be moved on a year-to-year basis to balance this fund. Decisions to move projects will be based on the status of previouslyscheduled projects and project priorities.

Notes:


PUBLIC SAFETY CAPITAL IMPROVEMENT FUND (FUND 3025)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

(000s omitted)


ActualEstimate





Projected Resources 10,268,000 Projected Requirements 12,409,000 Projected Resources less Projected Requirements (2,141,000)

Beginning Fund Balance 4,584,566 Projected Fund Balance at Year End 2,443,566


Special Assessments Administration 150,000

Neighborhood Partner Grants (also in General Fund) 175,000

Neighborhood Enhancements 175,000

Street & Road Improvements 4,500,000

Curb Replacement/Ramps 500,000

Sidewalk Reconstruction/Expansion 600,000

Roser Park Street Improvements 500,000

Alley Reconstruction - Unpaved 300,000

Alley Reconstruction - Brick 200,000

Bicycle Pedestrian Facilities 50,000

Skyway Marina District Streetscaping/Greenscaping 500,000

Neighborhood & Citywide Infrastructure CIP Fund (3027)

This fund was established in FY98 to account for infrastructure improvements funded from the Local Option Sales Surtax.

This project provides for the administration of the Special Assessment Program pertaining to the paving of streets, alleys, and small boat channel dredging when petitioned by benefiting property owners.

This project provides for sealing, resurfacing and restoration of paved streets, curbs, and alleys. The goal for this program is a 15-year improvement cycle (110 lane miles per year).

This project involves replacing existing curbing that is deteriorated and constructing handicap ramps in conjunction with street and road improvements.

This funding is to be provided on an annual basis to grant recipients for physical neighborhood improvement projects.

This funding provides for neighborhood projects identified as needs within neighborhood plans, new or newly reorganized neighborhood association area or other priority neighborhoods. In addition, projects may be developed based on infrastructure needs from citizen complaints logged through the Action Center system or proactive surveys.

This project provides for the reconstruction and improvement of sidewalks.

This project provides for the development of safe interconnected city-wide bicycle and pedestrian facilities, as prescribed in the Bicycle Pedestrian Master Plan, approved by City Council in 2003.

This project reconstructs selected brick alleys with eight inches of recycled asphalt base and recycled brick.

This project reconstructs alley base structure with eight inches of recycled asphalt base and paved approach aprons.

This project reconstructs existing brick surface roadway, including roadway pavement, granite curb, concrete sidewalk; restores driveways; upgrades drainage system, grading, sodding, signing, and pavement marking.

This project will identify several public improvements for the district and incentives to spur development activity including, but not limited to: primary and secondary gateway enhancements that include monument signage, landscaping, lighting, irrigation, hardscape improvements and other priorities identified in the Skyway Marina District Plan.




Neighborhood & Citywide Infrastructure CIP Fund (3027)FY 2015

Project Descriptions Recommended

Intersection Modification 50,000

Neighborhood Transportation Management Program 50,000

Wayfaring Signage and Sign Replacement 400,000

Bridge Reconstruction/Load Testing 250,000

157117 MLK South over Booker Creek Bridge Replacement 1,450,000

Dredging Channel G, H, L, I, J, M, N & K 400,000

4th St & 14th A/N to Crescent Lake SDI (also in 4013) 400,000

Southside St. Pete Redevelopment 959,000

Airport Hangar #2 (also in 4033) 400,000

Seawall Renovation & Replacement 400,000

The operational effectiveness of various intersections is evaluated using prescribed traffic engineering studies and capacity simulation models. The intersection(s) determined to provide the best cost/benefit is selected for implementation of the required modifications.

This is a multi-year project that covers the renovation and replacement of seawalls city-wide.

These funds provide for the installation of appropriate traffic control features throughout the city's neighborhoods, where identified safety concerns have been verified. Locations are determined through the development of Neighborhood Traffic Plans and Neighborhood Traffic Circulation Plans, which are developed and approved by residents with the guidance of Transportation Department staff and prioritized through a cost/benefit ratio.

Funding is for economic development projects to implement the Southside St. Petersburg Community Redevelopment Plan, which is expected to be adopted by City Council in FY15. Projects are expected to include site acquisition and preparation, constructing infrastructure and streetscaping, survey and planning studies and other priorities identified in the adopted redevelopment plan.

This project provides for conducting inspection, evaluation, analysis and reports for city bridges, as well as minor safety repairs and upgrades, concrete deck, beams, caps and pilings, railings, and other routine maintenance.

This project is the continuation of the wayfaring signage program initiated in FY 03/04 with the goal of maintaining the city's destination and directory signage citywide.

This project provides for design and construction of the replacement of the existing 175 feet long by 55 feet wide concrete bridge.

This project provides dredging of deposited materials in arterial channels G, H, L, I, J, M, N and K.

This project provides for the design and construction of a relief drain to connect the 4th Street drainage system to Crescent Lake along 14th Avenue North with a larger or supplemental drainage conduit.

This project includes construction of a new 12,000 maintenance hangar to replace existing Hangar #2. Project will include the demo and removal of the existing facilities.




RESOURCESBeginning Balance 24,007 24,007 Local Option Sales Surtax 10,062 9,554 0 9,958 10,107 10,652 11,164 11,733 73,230Earnings on Investments 186 250 0 310 310 310 310 310 1,986Settlement 449 0 0 0 0 0 0 0 449

TOTAL RESOURCES 34,704 9,804 0 10,268 10,417 10,962 11,474 12,043 99,672

REQUIREMENTS

Special Assessments:Special Assessments Administration 350 150 (199) 150 150 150 150 150 1,051

Neighborhood Infrastructure:22nd Street South Revitalization 1,152 0 (912) 0 0 0 0 0 240Neighborhood Partner Grants 59 0 0 175 175 175 175 175 934Neighborhood Enhancements 510 0 0 175 175 175 175 175 1,385Play Equipment Replacement (also in 3001/3029) 38 0 0 0 0 0 0 0 38

Street & Road Improvements:Street and Road Improvements 16,136 4,000 (2) 4,500 4,500 4,500 4,500 4,500 42,634Curb Replacement/Ramps 500 500 0 500 500 500 500 500 3,500Sidewalk Reconstruction 1,200 600 (13) 600 600 600 600 600 4,78712A/N (Crescent Lake Dr to 8 S/N) 400 0 0 0 0 0 0 0 400Roser Park Street Improvements 5,450 0 0 500 450 0 0 0 6,400Alley Reconstruction - Unpaved 300 300 0 300 300 300 300 300 2,100Alley Reconstruction - Brick 0 200 0 200 0 0 0 0 400

Railway Crossing Improvements:9A/N at 19th Street 0 0 0 0 50 255 0 0 305Reconstruction at Abandoned RR Crossings 316 0 (71) 0 0 0 0 0 245

Transportation & Parking Management:4th St Business Dist. (also in 3001) 630 0 (61) 0 0 0 0 0 569Bicycle Pedestrian Facilities 1,050 100 0 50 100 50 100 100 1,550Blueway Trails 225 0 0 0 0 0 0 0 225Comp Streetscaping/Greenscaping 1,000 0 0 0 0 500 0 500 2,000Skyway Marina District Streetscaping/Greenscaping 0 0 0 500 0 0 0 0 500I-175 On Ramp/4th S. Two-Way (also in 3001/3071) 0 175 0 0 0 0 0 0 175Intermodal Facilities Plan (also in 3001) 50 0 0 0 0 0 0 0 50Intersection Modification 948 50 0 50 50 50 50 50 1,248Intown Mast Arm 430 0 0 0 0 0 0 0 430Monument Structural Rehab/Imp 75 0 0 0 0 0 0 0 75Neighborhood Traffic Calming 500 0 (179) 0 0 0 0 0 321Neighborhood Traffic Circulation Plans Pilot 100 0 (22) 0 0 0 0 0 78Neighborhood Trans Mgmt Program 300 75 201 50 50 50 50 50 826One-way to Two-way Conversions 200 0 0 0 0 0 0 0 200Wayfaring Signage and Sign Replacement 25 0 0 400 150 150 150 150 1,025

Bridge Reconstruction/Replacement:Bridge Reconstruction/Load Testing 500 250 0 250 250 250 250 250 2,000Central Ave Bridge Across Booker Creek 410 2,000 (2,052) 0 0 0 0 0 358Municipal Pier Emergency Repair 250 0 0 0 0 0 0 0 250Overlook Dr. Bridge & Kentucky 2,415 0 652 0 0 0 0 0 3,067150022 4TH St. So. Over Salt Creek 2,300 0 (224) 0 0 0 0 0 2,07611th A/S over Booker Creek 0 0 100 0 0 300 2,650 0 3,050157117 MLK South over Booker Creek 0 0 1,300 1,450 0 0 0 0 2,750157179 2nd S/N over Tinney Creek 0 0 0 0 0 0 0 1,100 1,100

Channel Dredging:Emergency Dredging Small Boat Channels 250 50 (150) 0 50 50 50 50 350Dredging Channel B, D & O 550 0 0 0 0 0 0 0 550Dredging Channel E 374 0 (62) 0 0 0 0 0 312Dredging Channel G, H, L, I, J, M, N & K 0 0 0 400 400 0 0 0 800

Stormwater Management Projects:4th St & 14th A/N to Crescent Lake SDI (also in 4013) 0 0 0 400 700 0 0 0 1,1008th A/S at 44th S/S (also in 4013) 0 0 0 0 750 1,180 0 0 1,930Golf Creek Culvert (G-5-3) (also in 4013) 700 0 (7) 0 0 0 0 0 693Jungle Lake North Basin (also in 4013) 0 0 0 0 0 0 2,300 0 2,300Jungle Lake South Basin, Part I (also in 4013) 0 0 0 0 0 0 0 1,850 1,850MLK & Gateway Mall (also in 4013) 650 0 0 0 0 0 0 0 650Northeast Basin Jungle Lake (R-1-1) (also in 4013) 1,410 0 (159) 0 0 0 0 0 1,251Snell Isle Blvd and Rafael (also in 4013) 650 800 0 0 0 0 0 0 1,450Stormwater Vaults (also in 4013) 0 0 0 0 300 0 300 0 600


NEIGHBORHOOD AND CITYWIDE INFRASTRUCTURE CAPITAL IMPROVEMENT FUND (FUND 3027)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

Estimate

(000s omitted)


Actual




NEIGHBORHOOD AND CITYWIDE INFRASTRUCTURE CAPITAL IMPROVEMENT FUND (FUND 3027)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

Estimate

(000s omitted)


Actual

Downtown/Intown Prkg/Streetscape:4th St Streetscape 270 0 0 0 0 0 0 0 270Central Avenue Improvements 1,115 0 0 0 0 0 0 0 1,115Grand Central 1,200 0 0 0 0 0 0 0 1,200

Economic Development Infrastructure:Dome Industrial Park Pilot 445 0 (7) 0 0 0 0 0 438Dome Industrial Park Phase II - Site Preparation 500 0 0 0 0 0 0 0 500Dome Industrial Park Land Acquisition (also in 3001) 0 0 7 0 0 0 0 0 7Manhattan Improvements 300 0 0 0 0 0 0 0 300Midtown/TACRA 2,101 0 0 0 0 0 0 0 2,101Southside St. Pete Redevelopment 0 0 0 959 0 0 0 0 959

Annexations:Bullard Annexation 425 0 0 0 0 0 0 0 425Future Annexations 76 0 (44) 0 0 0 0 0 32

Airport Hanger #1 FY14 (also in 4033) 0 300 0 0 0 0 0 0 300Airport Hangar #2 (also in 4033) 0 0 0 400 0 0 0 0 400Energy Conservation Measure - Lighting Retrofits 300 0 0 0 0 0 0 0 300Port Wharf Renovations (also in 4093) 1,245 0 0 0 0 0 0 0 1,245Seawall Renovation & Replacement 800 400 0 400 400 400 400 400 3,200

Transfer to Public Safety Capital Imp. Fund (3025) 0 0 2,790 0 0 0 0 0 2,790

Projects Closed in FY13 18,489 18,489Prior Year Expended Requirements (37,589) (37,589)Cancelled Appropriations (2,991) (2,991)

Inflation Contingency 0 0 0 0 253 482 953 1,090 2,777

TOTAL REQUIREMENTS 29,087 9,950 886 12,409 10,353 10,117 13,653 11,990 98,444

Increase/(Decrease) in Fund Balance (146) (886) (2,141) 65 845 (2,179) 53Beginning Balance 5,617 5,471 4,585 2,444 2,508 3,353 1,175

UNAPPROPRIATED BALANCE 9/30 5,617 5,471 4,585 2,444 2,508 3,353 1,175 1,228

Pinellas Trail Extension $5.5 millionGeneral & School Sidewalk Program $1.6 millionIntersection Capacity Program $2.0 millionCountywide Road Improvement Programs $5.0 millionStormwater Conveyance System Imprv Program $19.4 millionRoadway Beautification Program $2.0 millionTotal $35.5 million

2) According to the Penny 3 Interlocal Agreement with the County, there are County funds available for projects within the city in the amount of $44.5 million. In addition to the citypenny funds, the county is obligated to fund from their portion of the Penny for Pinellas the following projects which would normally be accounted for in this fund:

1) Projects shown in the plan for years 2015-2019 may be moved on a year-to-year basis to balance this fund. Decisions to move projects will be based on the status of previouslyscheduled projects and project priorities.

Notes:





Projected Resources 5,727,000 Projected Requirements 6,589,000 Projected Resources less Projected Requirements (862,000)



Campbell Park Center Additions/Improvements 1,050,000

Recreation Center Improvements 175,000

Willis Johns Center Addition-Improvements 50,000

Swimming Pool Improvements 244,000

Northshore Aquatics Complex Restroom Renovations 1,150,000

Athletic Field Lighting Improvements 500,000

Athletic Facilities Improvements 160,000

Dugout Replacements 60,000

The project will include the design of a 4,000-square foot addition including program space, storage, expanded kitchen area, and renovations to the existing center.

This is the construction phase of the project to add square footage to the center for program space, storage and teen room; replacement of existing floor and ceiling tiles which have aged and served their useful life expectancy; plus additional renovations as needed.

Recreation & Culture Capital Improvement Fund (3029)This fund was established in FY98 to account for recreation and culture improvements funded from the Local Option Sales Surtax.

This project will replace dugouts that are in need of replacement. The project may include roof repair/replacement, fencing, post, and bench replacement. Locations are to be determined based on operational needs.

This annual allocation will provide for necessary improvements to the city’s recreation and community centers. Annual improvement priorities will be decided on an as needed basis to maintain safety and satisfy regulatory agency requirements.

The annual allocation will provide repair and maintenance of the city's aquatic facilities. Improvement priorities will be decided on an as-needed basis to maintain safety and satisfy regulatory agency requirements.

This project consists of the design and renovation of the men’s and women’s restrooms/locker rooms at the North Shore Aquatic Complex and includes ADA improvements, replacement of outdated shower design stalls with individual changing and shower stalls, family restrooms, locker rooms, an increased number of toilets and improved plumbing, electrical and mechanical systems.

This project will include annual improvements to existing athletic facilities including outfield fencing and backstop replacement for baseball/softball/T-ball fields; sidelines, field fencing and goal posts for soccer/football fields; irrigation system improvements, electrical upgrades and lighting improvements, and other athletic facility needs.

This project includes re-lamping and upgrading various athletic field lighting systems throughout the city for safety and energy efficiency. The lighting systems will be upgraded to new energy efficient sports lighting systems.




Recreation & Culture Capital Improvement Fund (3029)FY 2015


Outdoor Court Facility Improvements 285,000

Demens Landing Improvements 200,000

Lake Maggiore/Boyd Hill Park 500,000

Park Restroom Renovation/Improvements 210,000

Park Facilities Improvements 250,000

Parking Lot Improvements 125,000

Parks Lighting Improvements 125,000

Play Equipment Replacement (also in 3001/3027) 250,000

Restoration to Parks Fountains/Statutes 100,000

This project includes overlook improvements, irrigation improvements, electrical upgrades, drainage improvements, replacing picnic shelters, and extending the City Trail through the park. Components not completed in FY15 will be completed in FY18.

This four-year project includes design and construction for improvements to the Pinellas Pioneer Settlement (PPS) according to the adopted master plan and the adjoining Environmental Studies Area (ESA). The improvements to the PPS include a new entrance and parking facilities, a railroad depot, a church/one room schoolhouse, lighting and a defined street. The improvements to the ESA include new restrooms and cabins, an improved entryway, and electrical upgrades.

This project is to construct or renovate restroom facilities in parks. Sites will be determined based on priority need.

This project is an annual appropriation for park improvements including maintenance/storage buildings, picnic shelters, irrigation system improvements, fencing, park signage, and other park facility needs. Improvements include replacing shelters, replacing/improving fencing, replacing park signage, improving irrigation systems, repaving roadways, and/or any higher priority or emergency project that may arise.

This project will provide for the refurbishment of selected parking lots at the city’s recreational and park facilities on an annual basis. Needs are prioritized each year on a "highest needs" basis.

This project consists of installing enhanced security lighting including converting existing lighting to energy conservative/renewable electric systems where feasible as technology progresses. The sites chosen for improvements will be prioritized on a “highest needs” basis each year.

This project is to purchase new playground equipment and install it at specific recreation center/park sites on an annual basis according to an established schedule for replacing old and worn out equipment. New safety surfacing will be installed beneath the new play units, which will also increase accessibility. Safety surfacing for all current sand and ground-up rubber sites will be replaced.

This project will cover the restoration of various park fountains and statues along the waterfront and throughout the city. This includes, but is not limited to, repairing cracks, replacing missing pieces, cleaning, painting and updating electrical to be more energy efficient.

This project provides for the replacement of existing tennis court light fixtures, deteriorated metal light poles, fence fabric, gates and posts city-wide; and the replacement of existing basketball court light fixtures and deteriorated metal poles city-wide. The lighting will be converted to energy conservative/renewable light systems.




Recreation & Culture Capital Improvement Fund (3029)FY 2015


Sunken Gardens Park Improvements 160,000

Sunken Gardens Pond Reconstruction 150,000

Mahaffey Theater Improvements 525,000

Mahaffey Theater Banquet Facility Improvements 120,000

Mahaffey Theater Orchestra Shell Study 30,000

Coliseum Improvements 100,000

Coliseum Floor Replacement 70,000

This project will provide the funding to engage an acoustician cost consultant to review and recommend options for replacing the Orchestra Shell at the Mahaffey Theater. The five year plan includes $800,000 in FY17 for construction. Performing the study of options in FY15 will identify the best solution to meet the acoustical and performance needs of the Florida Orchestra and allow sufficient time to embark upon a capital campaign to supplement funding for the Orchestra Shell replacement in FY17, if needed.

This project replaces the aging floor in the Coliseum and the structural supports underneath.

This project will rehabilitate the wedding lawn pond, lily pond and the attached stream bed to a 4' depth. The project will also provide mechanical, biological and UV light filtration.

Phase one of this project will be to evaluate the second floor ballroom facilities to determine what enhancements could be made to improve and expand in-house food and beverage service capabilities, including the feasibility of adding a full kitchen and the additional building space to accommodate the addition. This phase will also include the design of these improvements if the kitchen expansion is determined to be feasible. Phase two is the construction phase of this project, implementing these improvements including the purchase of additional equipment.

This project addresses annual priorities for improvements and repairs to be established by facility management and city staff based on the Coliseum’s needs, which is anticipated to include stage area refurbishment for FY15.

This project addresses annual priorities for improvements and repairs to be established by facility management and city staff based on Sunken Garden’s needs, which are anticipated to include the following: FY15 - purchase new security cameras and an outdoor PA system; Garden Room refurbishment to include new carpet; restroom upgrades to include automatic faucets and air hand dryers; Turner House general repairs including window replacement; creation of a covered area for heater storage; forced air heating units; FY16 - construction of tropical house at the amphitheater area; FY17 - HVAC ugrades, master plan implementation to include reconfiguring the main building to include lobby improvements, a garden history area, a cafe, reading room, and gift shop; FY18- master plan implementation to include animal enclosures and animal support areas, re-purpose 1940 entrance building, and renovate the outside garden restrooms; FY 19 - exterior painting and waterproofing of the main building and any higher priority or emergency projects that may arise.

Annual priorities for improvements and repairs to be established by the theater management company and city staff based on the theater and/or Duke Energy Center for the Arts (DECA) plaza's needs which are anticipated to include the following priorities; installation of a new marquee, resurfacing of stage floor, production offices renovation, facility/production equipment upgrades (staging equipment; genie lift) and fountain repair.




RESOURCES

Beginning Balance 9,606 9,606 Local Option Sales Surtax 5,853 5,103 0 5,599 5,460 5,632 6,511 6,722 40,880 Earnings on Investments 79 92 0 128 128 128 128 128 811 Settlement 144 0 0 0 0 0 0 0 144

TOTAL RESOURCES 15,682 5,195 0 5,727 5,588 5,760 6,639 6,850 51,441

REQUIREMENTS

Recreation/Community Centers:Campbell Park Center Additions/Improvements 0 200 0 1,050 0 0 0 0 1,250Frank Pierce Center Renovations/Improvements 0 0 0 0 500 0 0 0 500Gladden Park Center Renovations/Improvements 600 0 0 0 0 0 0 0 600Lake Vista Center Renovations/Improvements 200 1,500 0 0 0 0 0 0 1,700Mirror Lake Complex Upgrades 615 0 0 0 150 600 0 200 1,565Recreation Center Improvements 525 175 0 175 175 175 200 200 1,625Refinish Gym Floors 105 123 (2) 0 0 125 0 0 351Sunshine Center Improvements 0 0 0 0 0 100 100 0 200Willis Johns Center Addition-Improvements 0 0 0 50 0 0 200 1,100 1,350Woodlawn Rec Fire Protection Upgrade (also in 3031) 0 175 0 0 0 0 0 0 175Dwight Jones Neighborhood Center Improvements 50 0 0 0 0 0 0 0 50

Pool Improvements:Swimming Pool Improvements 291 244 0 244 244 350 350 350 2,073Pool Bathhouse and Entryway (Northwest) 1,039 0 0 0 0 0 0 0 1,039Northshore Aquatic Geothermal Heating 0 250 0 0 0 0 0 0 250Northshore Aquatics Complex Restroom Renovations 0 225 0 1,150 0 0 0 0 1,375Northwest Aquatics Complex Phase II 0 0 0 0 0 0 200 1,600 1,800

Pier Improvements:Pier Facility Improvements 175 0 0 0 0 0 0 0 175Pier HVAC & Plumbing 140 0 0 0 0 0 0 0 140

Athletic Facilities:Athletic Complex Restrooms/Concession 415 415 0 0 415 0 415 0 1,660Athletic Field Lighting Improvements 700 0 0 500 0 0 0 250 1,450Athletic Facilities Improvements 320 160 0 160 200 200 200 200 1,440Dugout Replacements 120 60 0 60 60 0 60 60 420Outdoor Court Facility Improvements 570 0 0 285 0 185 100 285 1,425Resurface Basketball Courts 75 75 0 0 0 75 0 0 225Resurface Tennis and Shuffleboard Courts 200 0 (12) 0 0 200 0 0 388

Parks & Open Space:Bay Beach Improvements 176 0 (29) 0 0 0 0 0 147Boat Ramp Facility Improvements 750 0 0 0 0 0 0 0 750Booker Creek Park Improvements 290 0 (8) 0 0 0 0 0 282Childs Park Linear Park 409 (2) 0 0 0 0 0 0 407Clam Bayou Preserve Improvements 1,294 0 0 0 0 0 0 0 1,294Coquina Key Park Improvements 277 0 (50) 0 0 0 0 0 227Dell Holmes Splash Pad Renovation 0 0 0 0 0 0 100 0 100Demens Landing Improvements 100 0 0 200 0 0 100 0 400Grandview Park Improvements 495 0 0 0 0 0 0 0 495Indian Mounds Restoration/Improvements 0 0 0 0 750 0 0 0 750Lake Maggiore/Boyd Hill Park 1,778 0 0 500 500 500 1,000 0 4,278Lake Vista Park Improvements 693 0 0 0 0 0 0 0 693Maximo Park Improvements (also in 3001) 983 40 (48) 0 0 0 0 0 975Mirror Lake Park Improvements (also in 3031) 695 0 0 0 0 0 0 0 695Park Restroom Renovation/Improvements 210 0 0 210 0 210 0 210 840Park Facilities Improvements 500 250 0 250 250 250 250 250 2,000Parking Lot Improvements 375 125 (2) 125 125 125 125 125 1,123Parks Lighting Improvements 125 125 0 125 125 125 125 125 875Play Equipment Replacement (also in 3001/3027) 796 250 0 250 250 400 450 500 2,896Playlot Improvements 130 130 0 0 130 0 130 0 520Restoration to Park Fountains/Statutes 100 100 0 100 100 100 100 100 700Spa Beach Improvements 125 0 0 0 0 175 0 0 300Sunset Park Improvements 0 100 0 0 0 0 0 0 100


RECREATION AND CULTURE CAPITAL IMPROVEMENT FUND (FUND 3029)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

(000s omitted)


ActualEstimate




RECREATION AND CULTURE CAPITAL IMPROVEMENT FUND (FUND 3029)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

(000s omitted)


ActualEstimate

Sunken Gardens:Sunken Gardens Park Improvements 495 160 0 160 160 160 200 200 1,535Sunken Gardens Perimeter Wall Repair/Replacement 0 0 0 0 0 0 250 0 250Sunken Gardens Pond Reconstruction 0 0 0 150 0 0 0 0 150Sunken Gardens Service Elevator 0 0 0 0 0 0 250 0 250

Libraries:Branch Library Improvements 400 200 0 0 200 0 200 0 1,000Main Library Parking Improvements and Expansion 250 0 0 0 0 0 0 0 250Mirror Lake Library Entry Step Replacement 0 0 0 0 0 0 0 150 150

Cultural Facilities Improvements:Mahaffey Theater Improvements 750 525 50 525 400 500 600 600 3,950Mahaffey Theater Catering 100 0 (57) 0 0 0 0 0 43Mahaffey Theater Mechanical Plant (also in 3001) 500 0 0 0 0 0 0 0 500Mahaffey Theater Banquet Facility Improvements 0 0 0 120 350 0 0 0 470Mahaffey Theater Orchestra Shell Replacement 0 0 0 30 0 800 0 0 830Manhattan Casino Improvements 50 0 (5) 0 0 0 0 0 45Coliseum - Improvements 350 100 0 100 100 100 100 100 950Coliseum - Floor Replacement 0 0 0 70 430 0 0 0 500Coliseum - Parking Lot Improvements 120 0 0 0 0 0 0 0 120

Transfer to Arts in Public Places 23 0 0 0 0 0 0 0 23Transfer to Public Safety Capital Imp. Fund (3025) 0 0 28 0 0 0 0 0 28

Projects Closed in FY13 4,469 4,469Prior Expended Requirements (9,514) (9,514)Cancelled Appropriations (321) (321)

Inflation Contingency 0 0 0 0 140 267 424 661 1,492

TOTAL REQUIREMENTS 14,111 5,705 (135) 6,589 5,754 5,722 6,229 7,266 51,241

Increase/(Decrease) in Fund Balance (510) 135 (862) (166) 38 410 (416)Beginning Balance 1,572 1,062 1,997 335 168 206 616

UNAPPROPRIATED BALANCE 9/30 1,572 1,062 1,197 335 168 206 616 201

Community Parks Acquisition and Development $4.0 millionEnvironmentally Sensitive Lands Acquisition $3.0 millionAffordable Housing Land Assembly Fund $2.0 millionTotal $9.0 million

2) According to the Penny 3 Interlocal Agreement with the county, there are county funds available for projects within the city in the amount of $44.5 million. In addition to thecity penny funds, the county is obligated to fund from their portion of the Penny for Pinellas the following projects which would normally be accounted for in this fund:

Notes: 1) Projects shown in the plan for years 2015-2019 may be moved on a year-to-year basis to balance this fund. Decisions to move projects will be based on the status ofpreviously scheduled projects and project priorities.








Dwight Jones Neighborhood Center Improvements 115,000

Fire Station Major Improvements 100,000

City Facility Roof Waterproofing 200,000

City Facility HVAC Replace/Upgrade 150,000

Infrastructure to be Determined 185,000

Environmental Cleanup Projects 50,000

This funding provides for unforeseen city facility capital improvement infrastructure projects.

This project provides funds for yet to be determined environmental cleanup projects.

City Facilities Capital Improvement Fund (3031)This fund was established in FY98 to account for city facility improvements funded from the Local Option Sales Surtax or Penny for Pinellas.

The fire station major improvement program provides for the continuous upkeep of fire stations prolonging their useful lives and providing livable facilities for the city's firefighters and paramedics. Work to be performed includes painting, major roofing repairs, parking lots, plumbing, electrical, HVAC; living area and engine bay flooring.

This appropriation provides funds to replace roofs on city buildings.

This appropriation provides for the replacement or upgrade of city HVAC systems.

This project will replace existing fixed plexiglass windows with new energy glazing windows.




RESOURCES

Beginning Balance 2,498 2,498 Local Option Sales Surtax 499 483 0 515 685 852 746 860 4,640 Earnings on Investments 24 24 0 29 29 29 29 29 193

TOTAL RESOURCES 3,021 507 0 544 714 881 775 889 7,331

REQUIREMENTS

City Facilities Dwight Jones Neighborhood Center Improvements 345 0 (4) 115 0 0 0 0 456

Fire Station Major Improvements 270 100 0 100 100 100 100 100 870Fire Station 9 Improvements 30 0 (9) 0 0 0 0 0 21Mirror Lake Park Improvements (also in 3029) 65 0 0 0 0 0 0 0 65MSC Repairs and Upgrades 500 0 0 0 0 0 0 0 500Park Facilities Improvements FY12 (also in 3029) 40 0 0 0 0 0 0 0 40

Police K9 Compound 150 0 (13) 0 0 0 0 0 137 Woodlawn Rec Fire Protection Upgrade (also in 3029) 40 0 0 0 0 0 0 0 40

City Facility Roof Replacements:City Facility Roof Waterproofing 750 150 0 200 200 200 200 200 1,900North Branch Library Roof Replacement 0 0 0 0 0 0 0 250 250

City Facility HVAC Replace/Upgrade:City Facility HVAC Replace/Upgrade 300 100 0 150 150 150 150 150 1,150Police HVAC 850 0 (531) 0 0 0 0 0 319

Infrastructure to be Determined 0 200 (50) 185 200 200 200 200 1,135MSC Parking Garage Improvements 100 0 0 0 0 0 0 0 100Parking Meter Expansion (also in 3073) 210 0 0 0 0 0 0 0 210Airport Hangar #1 FY14 (also in 4033) 0 0 50 0 0 0 0 0 50

Mandated Improvements:Environmental Cleanup Projects 150 50 0 50 50 50 50 50 450Atherton Site Environmental Cleanup 100 50 0 0 0 0 0 0 150Stadium Environmental Cleanup 200 0 (6) 0 0 0 0 0 194

Transfer to Public Safety Capital Fund (3025) 0 0 820 0 0 0 0 0 820

Projects Closed in FY13 1595 1,595Prior Year Expended Requirements (3057) (3,057)Cancelled Appropriations (298) (298)


TOTAL REQUIREMENTS 2,340 650 257 800 712 735 753 1,045 7,291

Increase/(Decrease) in Fund Balance (143) (257) (256) 3 146 23 (156)Beginning Balance 682 539 282 26 28 174 197


Note: Projects shown in the plan for years 2015-2019 may be moved on a year-to-year basis to balance this fund. Decisions to move projects will be based on the statusof previously scheduled projects and project priorities.

CITY FACILITIES CAPITAL IMPROVEMENT FUND (FUND 3031)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

Estimate



Actual (000s omitted)



ORIGINAL PENNY 3 PROJECT LIST 2010 - 2020 Public Safety Improvements $ 67,392,000 18.98% Range: 15.63% -20.44% Proposed Project Name Proposed Budget Round 3 Replace Major Fire Apparatus $ 4,092,000 Fire Station Improvements: $ 7,300,000 Replace Fire Stations $ 6,300,000 Major Maintenance - All Fire Stations $ 1,000,000 Police: $ 56,000,000 Police Take Home Cruisers $ 6,000,000 Public Safety Complex $ 50,000,000 Neighborhood & Citywide Infrastructure Improvements $ 171,500,000 48.31% Range: 44.96% - 53.31% Proposed Project Name Proposed Budget Round 3 Neighborhood Partnership $ 6,000,000 Engineering: $ 132,000,000 Streets and Roads $ 55,000,000 Bridge Reconstruction/Replacement $ 14,000,000 Sidewalk Reconstruction/Expansion $ 7,000,000 Stormwater $ 21,000,000 Curbs and Ramps $ 5,000,000 Road Reconstruction/Replacement $ 5,000,000 Seawall Repair/Replacements (Waterfront Parks, Marina and Airport)

$ 20,000,000

Arterial Dredging $ 5,000,000 Downtown Enterprise Facilities $ 9,000,000 Transportation and Parking: $ 24,500,000 Roadway Improvements $ 5,000,000 Neighborhood Support $ 7,500,000 Streetscaping/Landscaping/Greenscaping $ 6,000,000 Pedestrian, Bikelane, and Blueway Improvements $ 6,000,000 Recreation and Culture $ 105,308,000 29.66% Range: 20.0% - 34.66% Proposed Project Name Proposed Budget Round 3 Pool Improvements $ 6,045,000 Recreation/Community Center Improvements: $ 23,912,800 Recreation Centers Addition/Improvements $ 13,655,000 New Recreation Centers $ 10,257,800



Athletic Facilities: $ 16,650,000 Athletic Facilities Additions/Improvements $ 11,150,000 New Athletic Facilities $ 5,500,000 Childs Park: $ 1,000,000 Childs Park Corridor $ 1,000,000 Parks and Open Space: $ 28,190,000 Park Facilities Improvements $ 2,500,000 Replacement of Playground Equipment $ 1,750,000 New Restrooms in Parks $ 6,300,000 Park Improvements $ 13,640,000 Parkland Acquisition and Development $ 4,000,000 Libraries: $ 15,360,200 Main Library $ 10,500,000 Northeast Library Addition/Replacement $ 2,000,000 Branch Library Improvements $ 2,000,000 Dwight Jones Recreation Center/Jamestown $ 860,200 Cultural Facilities: $ 13,150,000 Pier Facility Improvements $ 2,120,000 Mahaffey Theater Improvements $ 4,564,000 Coliseum Facility Improvements $ 2,620,000 Sunken Gardens Park Improvements/Parking Structure $ 3,596,000 Arts Maintenance Program $ 250,000 Real Estate & Property Management: $ 1,000,000 Property for New Affordable Housing $ 1,000,000 City Facility Improvements $ 10,800,000 3.05% Range: 3.0% - 8.0% Proposed Project Name Proposed Budget Round 3 City Facility Improvements: $ 10,800,000 City Facility Roof/Waterproofing Improvements $ 4,200,000 City Facility HVAC Replacements/Upgrades $ 1,500,000 Infrastructure TBD $ 5,000,000 City Facility Historic Renovations $ 100,000 TOTAL $ 355,000,000 100.00%



Q. CIP Enterprise Funds Downtown Parking Capital Projects (Fund 3073) ....................................................... Q-1

Tropicana Field Capital Projects (Fund 3081) .............................................................. Q-3

Water Resources Capital Projects (Fund 4003) .......................................................... Q-5

Stormwater Drainage Capital Projects (Fund 4013) .................................................. Q-13

Airport Capital Projects (Fund 4033) ............................................................................ Q-15

Marina Capital Projects (Fund 4043) ............................................................................ Q-17

Golf Course Capital Projects (Fund 4063).................................................................... Q-19

Port Capital Projects (Fund 4093) .................................................................................. Q-21



Projected Resources 500,000 Projected Requirements 500,000 Projected Resources less Projected Requirements 0

Beginning Fund Balance 782 Projected Fund Balance at Year End 782


Sun Dial Garage Waterproofing 200,000

Mid Core Garage Improvements 100,000

New Meter Technology 200,000These funds will be used for meter technology enhancements such as city implementation of credit card technology for meters in high-use areas.

Downtown Parking Capital Projects Fund (3073)This is a pay-as-you-go enterprise supported capital fund dedicated to improvements to downtown parking facilities. This fund was re-established in FY06 with project funding coming from the Parking Fund.

This project includes the repainting of all interior surfaces already painted such as stairwells and elevator lobbies, provides funding to install additional lights in darker areas of the garage, installing mirrors and other safety features to continue making the garage more inviting and providing a sense of security to garage customers.

This project involves repairing concrete spalling and cracking, joint/caulk replacement and waterproof topping.


Fiscal Year 2015 Q-1 CIP Enterprise Funds


RESOURCES

Beginning Balance 64 64 Transfer from Parking Fund 696 500 250 500 50 200 50 200 2,446Earnings on Investments 1 0 0 0 0 0 0 0 1

TOTAL RESOURCES 761 500 250 500 50 200 50 200 2,511

REQUIREMENTS

Sun Dial Garage Exterior Painting and Caulking 130 0 0 0 0 0 0 0 130Sun Dial Garage Waterproofing 330 0 10 200 0 150 0 150 840License Plate Recognition 85 0 0 0 0 0 0 0 85Mid Core Garage Improvements 0 100 250 100 50 50 50 50 650Mid Core Garage - Revenue Control 0 200 0 0 0 0 0 0 200Mid Core Waterproofing Topping 401 0 (10) 0 0 0 0 0 391New Meter Technology 585 200 0 200 0 0 0 0 985SouthCore Garage Revenue Equipment Upgrade 40 0 0 0 0 0 0 0 40

Prior Expended Requirements (811) (811)

TOTAL REQUIREMENTS 760 500 250 500 50 200 50 200 2,510

Increase/(Decrease) in Fund Balance 0 0 0 0 0 0 0Beginning Balance 1 1 1 1 1 1 1


DOWNTOWN PARKING CAPITAL PROJECTS FUND (FUND 3073)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

Estimate



Actual(000s omitted)


CIP Enterprise Funds Q-2 Fiscal Year 2015



Projected Resources 504,000 Projected Requirements 0 Projected Resources less Projected Requirements 504,000

Beginning Fund Balance 779,167 Projected Fund Balance at Year End 1,283,167

Tropicana Field Capital Projects Fund (3081)This fund was established in FY08 with project funding coming from the Tropicana Field Operating Fund as provided by the Tropicana Field Use Agreement with the Tampa Bay Rays. Projects will be brought to Council for an appropriation as needed.




RESOURCES

Beginning Balance 2,899 2,899Earnings from Investments 2 0 2 4 4 4 4 4 24TBR Naming Rights 250 250 0 250 250 250 250 250 1,750TBR Ticket Surcharge 250 250 0 250 250 250 250 250 1,750

TOTAL RESOURCES 3,401 500 2 504 504 504 504 504 6,423

REQUIREMENTS

Tropicana Field Improvements FY10 300 0 (13) 0 0 0 0 0 287Tropicana Field Improvements FY11 665 0 (200) 0 0 0 0 0 465Tropicana Field Improvements FY12 225 0 (184) 0 0 0 0 0 41Tropicana Field Improvements FY13 1,276 0 0 0 0 0 0 0 1,276Tropicana Field Improvements FY14 0 0 1,803 0 0 0 0 0 1,803

Prior Expended Requirements (748) 0 0 0 0 0 0 0 (748)

TOTAL REQUIREMENTS 1,718 0 1,406 0 0 0 0 0 3,124

Increase/(Decrease) in Fund Balance 500 (1,404) 504 504 504 504 504Beginning Balance 1,683 2,183 779 1,283 1,787 2,291 2,795

UNAPPROPRIATED BALANCE 9/30 1,683 2,183 779 1,283 1,787 2,291 2,795 3,299

(000s omitted)


Note: Projects will be brought to Council for an appropriation as needed.

TROPICANA FIELD CAPITAL FUND (3081)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN


ActualEstimate




Water Resources Capital Improvement Fund (4003)


Projected Resources 34,333,000 Projected Requirements 37,144,000 Projected Resources less Projected Requirements (2,811,000)



Water Treatment/Supply - Cosme Optimization Project 700,000

Water Treatment/Supply - Oberly OBE/WAS Storage Tank Evaluation 400,000

Florida Department of Transportation (FDOT) Gandy Blvd Overpass 16th St to 4th St 337,000

FDOT Pasadena Ave. Mast Arm Conflicts (Water Distribution System Improvements) 25,000

FDOT SR 60 Drainage Improvement (Water Distribution System Improvements) 125,000

Pinellas County (PC) 38th A/N, 49th and 34th St. Improvements (Water Distribution System Improvements) 55,000

PC 62nd A/N, 28th & 25th St. Improvements (Water Distribution System Improvements) 60,000

PC Belcher Road (38th St. to 54th St.) (Water Distribution System Improvements) 700,000

PC FDOT Valve Cover Adjustment (Water Distribution System Improvements) 50,000

This project will relocate water mains and appurtenances in conflict with Pinellas County road improvements.

This project will furnish and/or install valves and valve covers for city owned water mains located within limits of Pinellas County and the Florida Department of Transportaion road improvement projects.

This project will relocate water and reclaimed mains and appurtenances in conflict with the Florida Department of Transportation FDOT road overpass project.

This project will relocate existing water transmission main or appurtenance located within Florida Department of Transportation road right-of-way, which will be in conflict with scheduled drainage project.

This project will relocate water and reclaimed mains and appurtenances in conflict with the Florida Department of Transportation traffic signal project.

This fund was established to support water, wastewater, and reclaimed system projects. The main sources of revenue for thisfund are Public Utility Revenue Bonds, which are issued periodically and annual transfers from the Water ResourcesOperating Fund. This five-year plan includes bond issues to respond to the recommendations identified in the Water,Wastewater, and Reclaimed Water Rate Study conducted in 2014.

This project includes design and construction of blending water treatment facilities (permanent sodium hydroxide storage/feed equipment), chemical application points, piping configurations for operational flexibility in blending sources of various pressures for optimal mixing, instrumentation, venturi meters/control valves for optimizing flows and facility hardening as needed, along with associated improvements.

This project will include a storage tank evaluation study/report of all dome roof tanks at the Oberly Pumping Station and at the Washington Terrace Pumping Station with a plan for project maintenance into the future.








PC Haines Road 54th Ave. to 28th St. (Water Distribution System Improvements) 350,000

PC Park/Starkey Road (Water Distribution System Improvements) 20,000

Potable New Water Main Extensions (Water Distribution System Improvements) 50,000

Potable Water Main Relocation (Water Distribution System Improvements) 150,000

Potable Main/Valve Replacement/Aqueous Crossings (Water Distribution System Improvements) 3,050,000

Potable Water Serv. Taps, Meters & Backflows (Water Distribution System Improvements) 625,000

Potable Water Backflow Prevention/Meter Replacement (Water Distribution System Improvements) 1,190,000

Annual Manhole Rehabilitation Contract (Sanitary Sewer Waste Water Collection) 500,000

Annual Pipe Repair Lining Contract (Sanitary Sewer Waste Water Collection) 2,000,000

Annual Pipe Rehab & Replacement Contract (Sanitary Sewer Waste Water Collection) 2,900,000

Gulfport 16" Transfer Force Main (Sanitary Sewer Waste Water Collection) 300,000

Inflow and Infiltration Removal (Sanitary Sewer Waste Water Collection) 50,000

PC Belcher Road (38th St to 54th St) (Sanitary Sewer Waste Water Collection) 45,000

Roser Park Drive Sewer Rehab (Sanitary Sewer Waste Water Collection) 1,200,000



This is a continuing program to provide water main extensions to new water customers.

This project provides funds for Cured In Place Pipe (CIPP) lining of existing sanitary sewer gravity pipes. This method of pipe renewal is extremely cost effective and extends the useful life of the pipe and minimizes impacts to the streets and neighborhoods by eliminating the need to excavate and replace the line.

This project includes repair and replacement of sanitary sewer pipes and manholes. This is to include priority basin work, replacement to aqueous crossing pipes, force mains, and work in other areas as required by the Wastewater Collection Division. Sanitary sewer pipe replacements, spot repairs and manhole work are included in this project.

This is a continuing program to install backflow prevention to new and/or existing water services within the city's service area as well as replacement of potable water meters that have exceeded their useful life or are in poor operating condition.

This program provides for the relocation of potable water distribution mains and appurtenances to facilitate the needs of new stormwater construction and utility enhancements or other utility conflicts.

This project provides for the rehabilitation of a portion of the city's 23,000 sanitary sewer manholes, many of which are at or approaching their useful life.

This project includes activities that will eliminate sources of inflow and infiltration (I & I) of rain water and ground water into the city's sanitary sewer system. Elimination of excessive incoming water reduces the quantity of water flowing into the city's Water Reclamation Facilities (WRF's).

This project includes relocation of sewer mains and appurtenances in conflict with Pinellas County road improvements project.

This project includes rehabilitation of sections of 36" gravity trunk sewers and installation of manholes.

This project includes construction of wastewater forcemain to convey wastewater flows which normally go to the Southwest Water Reclamation Facility to the Northwest Water Reclamation Facility during high flow wet weather periods.

This is a continuing program to provide for the replacement and/or upgrade of water distribution lines 2" and larger within the city's service area, provide for the replacement and/or upgrade of water main valves within the city's service area, and provide replacement and repair of the sub-aqueous pipes and bridge crossings.

This is a continuing program to provide water service taps and meters to new/existing customers.






Lift Station # 11 Snell Isle Rehab 800,000

Lift Station # 62 Bartlett Park Master Demolition 100,000

Lift Station # 87 New Gulfport Flow Diversion 350,000

Northeast WRF - Improvements/Influent Pump Replacement 200,000

Northeast WRF - Improvements/Master Plan 300,000

Northeast & Northwest Sludge Transfer Pump Stations FY13 760,000

Northeast & Northwest Sludge Transfer Force Mains FY13 4,580,000

Northeast WRF -Improvements/Plant Improvements 150,000

Northeast WRF -Improvements/Security Improvements 400,000

Northwest WRF Master Plan 300,000

Northwest WRF Facility Improvements 150,000

Southwest WRF/Backwash Filter Pump 150,000

Southwest WRF/Clarifier Rehab 500,000

Southwest WRF/CNG Generator Evaluation 5,400,000

Southwest WRF/Fine and Course Barscreen Rehabs 200,000

This is an existing project that includes design of equipment and infrastructure to transfer sludge from NE WRF and NW WRF to SW WRF. Sludge (biosolids) facilities will be consolidated at SW to increase biogas production for energy use and improve efficiency.

This project provides additional construction funding to an existing project. It consists of installing a compressed natural gas (CNG) driven generator.

This project includes the repair and renewal plan for barscreen rehabilitation.

This project includes part of a repair and renewal plan for equipment rehab for secondary clarifiers based on expected useful life.

This project includes the repair and renewal plan for equipment rehab for backwash pumps based on expected useful life and program continuation.

This project provides for the repair, replacement or rehabilitation of equipment to keep the biosolids treatment process of the facility in operation. Upon transition to a centralized biosolid treatment and disposal, the existing equipment and material must be kept in good working condition until the biosolid effort is implemented.

This master plan will help determine a ten to twenty year plan for the replacement of existing plant equipment and infrastructure.

This project includes replacing perimeter fencing and adding security enhancements to the plant perimeter.

This project includes demolition of Lift Station #62.

This project includes design and construction of a new lift station to divert wastewater flow from the city of Gulfport to the Northwest Water Reclamation Facility instead of the Southwest Water Reclamation Facility.

This project is based on the rehabilitation design completed in FY14 of Lift Station #11. This includes replacing all ancillary equipment and improvements to the site.

This is a existing project that includes design of equipment and infrastructure to transfer sludge from NE WRF and NW WRF to SW WRF. Sludge (biosolids) facilities will be consolidated at SW to increase biogas production for energy use and improve efficiency.



This project includes replacement of an influent pump that has reached expected useful life.






Southwest WRF/Injection Well Acidization 550,000

Southwest Water Reclamation Facility (WRF)/Master Plan 300,000

Southwest WRF/Plant Reclaimed Water Storage 4,000,000

Southwest WRF/Plant Improvements 150,000

Southwest WRF/RW Pump Station Evaluation/Modifications 1,562,000

Southwest WRF/Replace/Rehab Influent Pump 200,000

Southwest WRF/SCADA Upgrades 500,000

Southwest WRF/Security Wall/Fence 200,000

New Reclaimed Service Taps & Backflows 75,000 This is a continuing program to provide reclaimed water service taps and backflow devices to new and/or existing utility customers.

Main Valve Replacement/Flushing Appurtances 50,000

Laboratory Improvements (Environmental Compliance) 110,000

Computer Hardware/Software Replacement (Computerized Systems) 125,000

SCADA Conversion (Computerized Systems) 100,000

This program provides for the replacement and/or upgrade of reclaimed water distribution lines 2" and larger within the city's service area, provide for the replacement and/or upgrade of reclaimed water main valves within the city's service area, and continuing program to replace blow off and air released on the reclaimed water system.

This project provides for software and hardware replacement and enhancements to Water Resources Department Work and Asset Management (WAM). Laboratory Information Management System (LIMS) and Supervisory Control and Data Acquisition (SCADA) systems that ensure regulatory compliance and increase the effectiveness of operations.

This project provides funds to make necessary improvements to the building that houses the city's environmental laboratory. It also provides funding for laboratory equipment as needed.

This project will convert the current Supervisory Control and Data Acquisition system to object based architecture.



This project prepares for an increased permitted flow rate from the Albert Whitted transfer. Over time, the limestone pores close down, reducing well capacity. Acidization opens the pores to return the well to original capacity.

This project includes design and construction of an additional reclaimed water storage tank to be designated reject water storage.

This project includes upgrades to the Supervisory Control and Data Acquisition System (SCADA).

This project includes security fencing and a sound wall.

This project will refurbish and install two 450 hp vertical turbine reclaimed water pumps from the AWWRF, including new variable speed drives and associated piping. New suction and discharge piping will connect pumps to wetwell and distribution/injection well piping.

This project includes replacement of an influent pump that has reached expected useful life.




RESOURCES

Beginning Balance 39,445 39,445 Bond Proceeds 38,704 0 23,425 0 0 0 0 0 62,129Future Borrowings 0 20,601 (20,601) 29,128 64,545 30,447 15,490 19,659 159,269Earnings on Investments 181 50 150 210 210 210 210 210 1,431 Transfers From:

Water Resources Operating Fund 15,069 3,000 0 4,000 5,000 6,000 7,000 8,000 48,069 Connection Fees/Meter Sales:

Water 788 410 0 680 707 735 765 796 4,881 Sewer 509 230 0 250 250 250 250 250 1,989 Reclaimed Water 56 20 0 50 50 50 50 50 326

Reclaimed Water Assessments 15 15 0 15 15 15 15 15 105 SRF Funding 1,516 0 (24) 0 0 0 0 0 1,492 DOE - Biosolids and Yard Waste Grant 31 0 1,861 0 342 0 0 0 2,234 Settlement 80 0 0 0 0 0 0 0 80Other (1) 0 0 0 0 0 0 0 (1)TOTAL RESOURCES 96,393 24,326 4,811 34,333 71,120 37,707 23,780 28,980 321,449

REQUIREMENTS

WATER TREATMENT/SUPPLYCosme WTP Improvements

Aeration Basins Coating 0 0 0 0 0 54 0 0 54Enhanced Water Treatment - Phase 2 269 0 (114) 0 0 0 0 0 155Filter Media Evaluation 0 0 0 0 0 0 21 525 546Optimization Project (Bypass) 0 100 0 700 0 8,000 0 0 8,800Gulf-to-Bay PS Electrical MCC/Switchgear Rehab 0 0 0 0 63 389 0 0 452Pump Building Roof Repair 0 0 133 0 0 0 0 0 133Roof Evaluation/Rehab 0 0 0 0 0 53 840 0 893Vulnerability Assessments: Basin Security Covers 0 0 0 0 0 300 770 0 1,070COS Tank Painting & Repair FY14 0 0 425 0 0 0 0 0 425

Washington Terrace PSMain Building - Structural Upgrades 305 0 (38) 0 0 0 0 0 267Storage Tank Valves Replacement 0 0 0 0 0 40 140 0 180Valve Replacement 0 0 0 0 250 0 0 0 250

Oberly PS ImprovementsMain Building Structure Rehab 415 0 0 0 0 0 0 0 415OBE/WAS Storage Tanks Evaluation 0 88 0 400 0 0 0 0 488Storage Tanks Valves Replacement 0 0 0 0 53 156 0 0 209Valve Replacement 0 224 0 0 0 0 0 0 224

WATER DISTRIBUTION SYSTEM IMP.Aqueous Bridge Crossing 400 0 0 0 0 0 0 0 400Bridges Utility Improvements 50 0 0 0 0 0 0 0 50Central Ave Bridge 0 0 20 0 0 0 0 0 20US19/Whtny/SR60Ph2 N FY 07 324 0 0 0 0 0 0 0 324US19Whtny/SR60 S FY 2007 415 0 0 0 0 0 0 0 415FDOT 4th Street Milling & Resurfacing 5th A/N 437 0 (222) 0 0 0 0 0 215FDOT Gandy Blvd Overpass 16th St to 4th St 1,013 0 365 337 0 0 0 0 1,715FDOT Pasadena Ave. Mast Arm Conflicts 0 0 0 25 0 0 0 0 25FDOT SR 60 Drainage Improvement 0 0 25 125 0 0 0 0 150P.C. 38th A/N, 49th & 34th St. Improvements 0 0 0 55 55 0 0 0 110P.C. 62nd A/N, 28th & 25th St. Improvements 0 0 0 60 0 0 0 0 60P.C. Belcher Road (38th St. to 54th St.) 0 0 0 700 0 0 0 0 700P.C. FDOT Valve Cover Adjustment 50 0 (50) 50 0 50 0 50 150

P.C. Forest Lakes Blvd Pavement Rehab 200 0 (200) 0 0 0 0 0 0P.C. Haines Road 54th Ave. to 28th St. 0 0 0 350 0 0 0 0 350P.C. Park St Bridge (5th and 9th A/N) 75 0 0 0 0 0 0 0 75P.C. Park/Starkey Road 0 0 0 20 1,400 0 0 0 1,420P.C. San Martin Blvd. Bridge Rep. 0 0 0 0 0 25 100 0 125P.C. Valve & MH Replacement 25 0 (25) 0 0 0 0 0 0Potable New Water Main Extensions 20 50 69 50 50 50 50 50 389Potable Water Main Relocation 150 150 (144) 150 150 150 150 150 906Potable Main/Valve Replacement/Aqueous Crossings 2,250 3,050 (439) 3,050 3,300 3,300 3,450 3,450 21,411Potable Water Serv. Taps, Meters & Backflows 355 400 321 625 625 650 650 700 4,326Potable Water Backflow Prevention/Meter Replacement 1,100 1,145 0 1,190 1,235 1,280 1,325 1,370 8,645Relocations due to FDOT, PC and Bridge Projects 0 188 (188) 0 0 0 0 0 016" Water Main Replacement MLK Jr St 1,043 0 0 0 0 0 0 0 1,04348" WTM at Lake Tarpon Outfall Canal 0 0 0 0 0 0 100 1,000 1,100


WATER RESOURCES CAPITAL PROJECTS FUND (FUND 4003)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

(000s omitted)

EstimatePrior Year

Carryforward Actual





(000s omitted)

EstimatePrior Year

Carryforward Actual

WASTEWATER COLLECTIONSanitary Sewer Collection Sys. 0 0 0 0 0 0 0 0 0

34th S/S & Roser Park Pipe Lining 100 1,950 0 0 0 0 0 0 2,050Aqueous Crossings Repair & Replacement 400 200 (308) 0 0 0 0 0 292Annual Manhole Rehabilitation Contract 500 500 (23) 500 500 500 500 500 3,477Annual Pipe Repair Lining Contract 2,000 2,000 (1,055) 2,000 2,000 2,000 2,000 2,000 12,945Annual Pipe Rehab & Replacement Contract 4,550 2,750 (1,001) 2,900 2,450 2,450 2,450 2,450 18,999Campbell Park Line Replacement 799 0 (49) 0 0 0 0 0 750FDOT Gandy Blvd Overpass (16th to 4th St) 800 0 185 0 0 0 0 0 985FDOT 4th St Resurfacing (5th Ave to Koger) 213 0 (145) 0 0 0 0 0 68Force Main, Cleanout and Lateral Replacements 602 0 (129) 0 0 0 0 0 473Force Main Design (AW Transfer) 2,924 0 0 0 0 0 0 0 2,924LS #85 FM Part A 6,307 0 0 0 0 0 0 0 6,307LS #85 FM Part B 5,262 0 0 0 0 0 0 0 5,262LS #85 FM Part C 7,031 0 0 0 0 0 0 0 7,031LS #85 FM Part D 7,957 0 0 0 0 0 0 0 7,957LS #85 FM Part E 1,890 0 0 0 0 0 0 0 1,890Gulfport 16" Transfer Force Main 0 0 0 300 3,000 0 0 0 3,300Inflow and Infiltration Removal 0 0 0 50 500 500 500 500 2,050Manhole Rim & Cover Replacement 0 0 50 0 50 0 50 0 150Pasadena Forcemain Phase II 2,000 0 0 0 0 0 100 5,200 7,300P.C. Belcher Road (38th St to 54th St) 0 0 0 45 0 0 0 0 45P.C. San Martin Blvd Bridge Replacement 0 0 0 0 0 25 200 0 225Relocations due to FDOT, PC and Bridge Projects 0 150 (150) 0 0 0 0 0 0Roser Park Drive Sewer Rehab 0 0 0 1,200 0 0 0 0 1,200SAN Gandy Emergency Rep 0 0 643 0 0 0 0 0 643Tierra Verde FM Replacement 0 1,230 0 0 0 0 0 0 1,230

Lift Station ImprovementsGenerator/Transfer Switches 100 0 (64) 0 0 0 0 0 36Lift St. Improvements 0 1,110 (1,110) 0 0 0 0 0 0Lift St. By-pass Pump 0 0 80 0 0 0 0 0 80Lift St. # 1 Sunrise Drive Rehab. 700 0 0 0 0 0 0 0 700Lift St. # 2, 12, 29, 55 Rehabilitation Plan 0 0 0 0 0 0 225 1,500 1,725Lift St. # 3, 9, 57, 60 Rehabilitation Plan 0 0 0 0 0 100 1,200 0 1,300Lift St. # 11 Snell Isle Rehab 0 0 80 800 0 0 0 0 880Lift St. # 17, 92 Ave N, FRC 4-6 225 0 340 0 0 0 0 0 565Lift St. # 21, 34, 40, 41 Rehabilitation Plan 0 0 0 0 0 0 0 300 300Lift St. # 28 Wet Scrubber 0 0 100 0 0 0 0 0 100Lift St. # 30 Rehab Pinellas Point 40 0 400 0 0 0 0 0 440Lift St. # 42 Jim Walter Rehab 0 0 0 0 100 1,000 0 0 1,100Lift St. # 62 Bartlett Park Master Demo 0 0 0 100 0 0 0 0 100Lift St. # 63 NE Master Improvements 150 0 10 0 0 150 1,500 0 1,810Lift St. # 87 New Gulfport Flow Diversion 0 0 0 350 3,500 0 0 0 3,850Lift St. Electric Svc & TS 0 0 200 0 0 0 0 0 200Lift St. Landscape and Fence FY14 0 0 250 0 0 0 0 0 250Lift St. SCADA System Replacement 0 0 0 0 150 1,200 0 0 1,350

WASTEWATER TREATMENT 166 0 (388) 0 0 0 0 0 (223)Biosolid Waster Energy FY10 528 0 0 0 0 0 0 0 528

Albert Whitted WRF-Improvements 0Flow Transfer Design 500 0 (53) 0 0 0 0 0 447Process Equipment Replacement 310 0 0 0 0 0 0 0 310Pump Station Final Design 1,045 0 0 0 0 0 0 0 1,045Pump Station Construction 10,058 0 (1,573) 0 0 0 0 0 8,485Demo Design 240 0 0 0 3,304 0 0 0 3,544

Northeast WRF-ImprovementsActuator and Valve Replacement 0 0 0 0 200 200 200 200 800Aeration Basin Diffused Air Rehab 0 0 0 0 0 0 150 500 650Aerator Equipment Replacement 0 0 200 0 0 0 0 0 200Backwash Upgrade 0 0 0 0 0 500 0 0 500Clarifier 3 Rehab 0 0 400 0 0 0 0 0 400Clarifier 3, 4, 5 Weir 0 0 75 0 0 0 0 0 75Dewatering 1,243 0 0 0 0 0 0 0 1,243Digester #3 Lid Removal 0 0 0 0 0 100 0 0 100Disinfection Improvements 500 26 1,079 0 0 0 0 0 1,605Electrical Distribution Improvements 0 0 0 0 0 0 500 4,000 4,500Headworks Rehab 150 0 1,450 0 0 850 0 0 2,450Influent Pump Replacement 0 0 200 200 0 0 0 0 400Lab & Equip Replacement 0 0 75 0 0 0 0 0 75Master Plan 0 0 0 300 0 0 0 0 300





(000s omitted)

EstimatePrior Year

Carryforward Actual

NE & NW Sludge X Pump Stations FY13 126 0 550 760 0 0 0 0 1,436NE & NW Sludge X Force Mains FY13 108 0 400 4,580 0 0 0 0 5,088Plant Improvements 200 2,700 (2,700) 150 0 0 0 0 350Reject Water Disposal FY10 859 0 0 0 0 0 0 0 859Roof Replacements 121 0 (19) 0 0 0 0 0 102SCADA Phase II 0 0 0 0 500 0 0 0 500Security Improvements 0 0 0 400 0 0 0 0 400Sludge Transfer to SWWRF 0 400 (400) 0 0 0 0 0 0

Northwest WRF-ImprovementsBlower VFD Install Construction 0 0 0 0 0 0 150 0 150Clarifier #2 Rehab 0 0 0 0 250 2,500 0 0 2,750Disinfect Dosing 1,342 0 62 0 0 0 0 0 1,404Distribution Pumps 0 0 0 0 0 400 400 200 1,000Electrical Rehabilitation 5,831 0 0 0 0 0 0 0 5,831Floating Aerators 0 0 149 0 0 0 0 0 149Influent Course Screen/Odor Control 0 0 0 0 0 6,820 0 0 6,820Intermediate Motors/Pumps 0 0 280 0 0 400 400 200 1,280Master Plan 0 0 0 300 0 0 0 0 300New Headworks Screening/Odor Control 100 500 0 0 0 0 0 250 850Plant Improvements 0 280 (280) 150 0 0 0 0 150Return Sludge Pump Replacements 757 0 (41) 0 0 0 0 0 716SCADA Phase 2 500 0 (500) 0 0 0 0 0 0Security Fence 0 0 0 0 0 0 200 0 200Sludge Transfer to SWWRF 0 550 (550) 0 0 0 0 0 0

Southwest WRF-ImprovementsAdmin Building Rehab 0 0 50 0 0 0 0 0 50Backwash Filter Pump 0 0 140 150 150 0 0 0 440Basin Flow Meter 0 0 110 0 0 0 0 0 110Biosolids Dewatering 151 420 0 0 6,400 0 0 0 6,971Cap & Liq Stm Treatment 0 0 120 0 0 0 0 0 120Clarifier Rehab 0 0 0 500 0 0 0 500 1,000CNG Compressor Booster 0 0 0 0 500 0 0 0 500CNG Generator Evaluation 99 4,800 0 5,400 0 0 0 0 10,299Diffused Aeration Phase I 5,055 0 (24) 0 0 0 0 0 5,031Digesters Construction (DOE Partially) 3,638 0 0 0 25,500 0 0 0 29,138Effluent Filter Addition 0 0 0 0 0 300 3,000 0 3,300Fine and Course Barscreen Rehabs 0 0 190 200 200 0 0 0 590Flow Diversion 0 0 59 0 0 0 0 0 59FOG and Gas Eval 93 0 0 0 0 0 0 0 93GBT/Sludge Tank & Electrical Imp 1,600 0 0 0 0 0 0 0 1,600GBT Rehabilitation 0 300 (300) 0 1,950 0 0 0 1,950Generator 3 Replacement 406 0 2,276 0 0 0 0 0 2,682Generator G2 FY10 650 0 0 0 0 0 0 0 650Headworks Recoating 0 0 140 0 0 0 0 0 140Headworks & Screen Modifications 818 0 (59) 0 0 0 0 0 759Improvements 479 0 0 0 0 0 0 0 479Injection Well Acidization 0 0 0 550 0 0 0 0 550Master Plan 0 0 0 300 0 0 0 0 300Odor Scubber 100 0 0 0 0 0 0 0 100Paving and Curb Replacments 0 0 0 0 0 200 200 0 400Plant Reclaimed Water Storage 0 500 0 4,000 0 0 0 0 4,500Plant Improvements 0 520 (520) 150 0 0 0 0 150Primary Clarifier 0 0 0 0 10,700 0 0 0 10,700RW Pump Station Evaluation/Modifications 0 0 231 1,562 0 0 0 0 1,793Reject Water Piping and Pumping 1,042 0 (248) 0 0 0 0 0 794Replace Aeration Blowers 0 0 0 0 0 0 150 150 300Replace/Rehab Influent Pump 0 0 0 200 0 0 0 0 200Replace Return Pumps and Equipment 0 0 0 0 0 150 150 150 450SCADA Upgrades 0 0 0 500 0 0 0 0 500Security Wall/Fence 0 0 0 200 0 0 0 200 400Solids Thickening Improvements 94 0 300 0 0 0 0 0 394Switchboard SB-1 165 0 (20) 0 0 0 0 0 145Tube Trailer 0 0 0 0 0 750 0 0 750

RECLAIMED SYS. IMPROVEMENTSNew Reclaimed Serv. Taps & Backflows 75 75 (22) 75 75 75 75 75 503PCCP Replacement Phase II 1,000 0 0 0 0 0 0 0 1,000Reclaim Extensions 100 150 (100) 0 0 0 0 0 150Main Valve Replacement/Flushing Appurtances 100 100 (76) 50 50 50 50 50 374

WATER RESOURCES BUILDING IMP.Water Res- New Admin Building 2,475 0 0 0 0 0 0 0 2,475





(000s omitted)

EstimatePrior Year

Carryforward Actual

ENVIRONMENTAL COMPLIANCELaboratory Improvements 385 170 0 110 50 0 50 0 765

COMPUTERIZED SYSTEMSComputerized Enhancements 325 0 (52) 0 0 0 0 0 273Computer Hardware/Software Replacement 125 125 (125) 125 125 125 125 125 750Asset Condition Assessment Phase II 200 0 (148) 0 0 0 0 0 52Comp HW/SW Repl 0 0 125 0 0 0 0 0 125Data Centralization 150 50 0 0 0 0 0 0 200LS Communication Study 0 75 0 0 0 0 0 0 75SCADA Conversion 0 100 0 100 0 0 0 0 200SCADA Server Replacement 0 0 0 0 0 70 0 0 70

ANNEXATIONFuture Annexation Water, Sewer & Reclaimed 200 0 0 0 0 0 0 0 200

BABs Projects TBD 362 0 227 0 0 0 0 0 589Super BABs Projects TBD 437 0 267 0 0 0 0 0 704FY13 WR Bond TBD 0 0 (12) 0 0 0 0 0 (12)FY14 WR Bond TBD 0 0 8 0 0 0 0 0 8PAYG TBD 0 0 324 0 0 0 0 0 324

Projects Closed in FY13 39,448 39,448Prior Expended Requirements (49,731) (49,731)Cancelled Appropriations (5,845) (5,845)Other Adjustments 12,459 12,459

Inflation Contingency 0 0 0 0 1,735 1,796 1,659 2,635 7,824

TOTAL REQUIREMENTS 94,786 27,126 (481) 37,144 71,120 37,708 23,780 28,980 320,162

Increase/(Decrease) in Fund Balance (2,800) 5,292 (2,811) 1 (0) (0) 0Beginning Balance 1,607 (1,193) 4,099 1,288 1,289 1,288 1,288

UNAPPROPRIATED BALANCE 1,607 (1,193) 4,099 1,288 1,289 1,288 1,288 1,288

Notes:1) This five-year plan includes approximately $159M in future borrowings necessary to fund the CIP program.

2) Florida Department of Transportation (FDOT) projects shown are based on the FDOT project plan. However, FDOT projects schedules are very uncertain. FDOT projects havehistorically impacted the water transmission mains.








94th A/N at Tinney Creek (also in 3027) 1,179,000

Minor Storm Drainage 250,000

Drainage Line Rehab 250,000

Stormwater Drainage Capital Projects Fund (4013)

This fund was established in 1990 as part of the implementation of the stormwater utility management fee. The primarysources of revenue for this fund are a portion of the city's annual stormwater utility fees and grants from the SouthwestFlorida Water Management District. Additional funding for stormwater projects is provided from other grants and from theLocal Option Sales Surtax "Penny for Pinellas" in the Neighborhood and Citywide Infrastructure Improvement Fund.

This project provides for drainage culvert/pipe rehabilitation, replacement, relining, or repair to correct leaking joints or failing culvert/pipe walls at various locations where required.

This project repairs or replaces minor storm drainage facilities not identified in other projects to correct localized flooding conditions.

This project provides for the design and construction of a portion of Stormwater Management Master Plan Project P-3-4. The project will address existing flooding problems within the Barclay Estates Neighborhood due to the restriction in flow that occurs when Tinney Creek passes under 94th Avenue North. The proposed conveyance system improvements consist of the installation of a 12-foot by 5-foot box culvert underneath 94th Avenue North.




Beginning Balance 6,425 6,425 Earnings on Investments 52 62 0 110 110 110 110 110 664Transfer from Stormwater Operating Budget 2,800 800 0 800 800 800 800 800 7,600Grants/External Funding: SWFWMD/Northeast Basin Jungle Lake (R-1-1) 472 0 0 0 0 0 0 0 472

SWFWMD/Golf Creek 218 0 0 0 0 0 0 0 218SWFWMD/Jungle Lake North Basin 0 0 0 0 0 0 1,500 0 1,500SWFWMD/Jungle Lake South Basin Part I 0 0 0 0 0 0 0 1,500 1,500SWFWMD/MLK & Gateway Mall 0 0 3,417 0 0 0 0 0 3,417SWFWMD/4th St & 14th A/N to Crescent Lake 0 0 0 0 800 0 0 0 800SWFWMD/8th A/S at 44th S/S 0 0 0 0 0 1,960 0 0 1,960SWFWMD/94th A/N at Tinney Creek 0 0 0 679 0 0 0 0 679SWFWMD/Riviera and Snell Isle Vaults 0 0 500 0 0 0 0 0 500SWFWMD/Snell Isle Blvd and Rafael 0 1,650 55 0 0 0 0 0 1,705SWFWMD/Stormwater Vaults 0 0 0 0 200 0 200 0 400

Settlement 142 0 0 0 0 0 0 0 142Contributions from Developers 7 10 0 10 10 10 10 10 67

TOTAL RESOURCES 10,116 2,522 3,972 1,599 1,920 2,880 2,620 2,420 28,049

REQUIREMENTS

Master Plan Storm Drainage ImprovementsStormwater Master Plan Update 100 0 0 0 0 0 0 0 1002nd Ave N, 18th St to Booker Creek 0 0 0 0 0 0 0 500 5004th St & 14th A/N to Crescent Lake SDI (also in 3027) 0 0 0 0 800 0 0 0 8008th A/S at 44th S/S (also in 3027) 0 0 0 0 500 2,840 0 0 3,34094th A/N at Tinney Creek (also in 3027) 0 0 0 1,179 0 0 0 0 1,179Booker Lake Storm Drainage 175 0 0 0 0 0 0 0 175Clam Bayou SW Inf Improvements 234 0 0 0 0 0 0 0 234Golf Creek Culvert (G-5-3) (also in 3027) 1,909 0 (435) 0 0 0 0 0 1,474Jungle Lake North Basin (also in 3027) 0 0 0 0 0 500 1,500 0 2,000Jungle Lake South Basin Part I (also in 3027) 0 0 0 0 0 0 500 1,850 2,350MLK & Gateway Mall SDI (also in 3027) 3,930 0 3,350 0 0 0 0 0 7,280Northeast Basin Jungle Lake (R-1-1) (also in 3027) 3,520 0 (1,677) 0 0 0 0 0 1,843Riviera and Snell Isle Vaults 1,300 0 0 0 0 0 0 0 1,300Snell Isle Blvd and Rafael (also in 3027) 650 1,950 55 0 0 0 0 0 2,655Stormwater Vaults (also in 3027) 0 0 0 0 200 0 200 0 4008th Ave SE Storm Drain Improvement 391 0 0 0 0 0 0 0 391

Storm DrainageMinor Storm Drainage 125 125 0 250 250 250 250 250 1,500Drainage Line Rehab 500 250 (19) 250 250 250 250 250 1,981

Annexation DrainageFuture Annexation Storm Water 305 0 0 0 0 0 0 0 305

Lake Maggiore Alum Upgrade 500 0 0 0 0 0 0 0 500Booker Lake Reg. Alum Treatment Facility 1,264 0 (243) 0 0 0 0 0 1,021

Projects Closed in FY13 9,070 9,070Prior Expended Requirements (9,856) (9,856)Cancelled Appropriations (3,229) (3,229)


TOTAL REQUIREMENTS 10,888 2,325 1,031 1,679 2,050 4,032 2,903 3,122 28,030

Increase/(Decrease) in Fund Balance 197 2,941 (80) (130) (1,152) (283) (702)Beginning Balance (772) (575) 2,366 2,286 2,156 1,004 722

UNAPPROPRIATED BALANCE (772) (575) 2,366 2,286 2,156 1,004 722 20



Actual(000s omitted)

STORMWATER DRAINAGE CAPITAL PROJECTS FUND (FUND 4013)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

Estimate

RESOURCES








Airport Hanger #2 (Also in 3027) 1,600,000

Airport Runway 7/25 & TW 1 Stub Connectors 1,118,000

Airport Capital Projects Fund (4033)This fund supports capital improvements at Albert Whitted Municipal Airport. Federal and State grants are a major resourcefor projects in this fund. In late FY97, funds were borrowed to initiate major airport improvements in FY98. The repayment ofthe borrowed funds was completed in FY09.

This project includes the rehabilitation of the Runway 7/25 surface pavement and markings, and replacement of the runway lighting system including edge lighting and threshold lighting; rehabilitation of all the taxiway stub connectors located on the south side of Runway 7/25 to include rehabilitation of pavement and markings, taxiway edge lighting replacement and any reconstruction necessary to accommodate needed geometry upgrades.

This project will construct a new ±12,000 maintenance hangar to replace existing Hangar #2. The project will include the demo and removal of the existing facilities.

In FY05, $110,000 was included in the Neighborhood and Citywide Infrastructure CIP Fund (3027) as a loan for the Airport Intermodal General Aviation Center FY05 (10550) Project. This project is now closed and no longer shows on the fund summaries, but repayment of the loan has not yet begun.




RESOURCES

Beginning Balance 22 22 Transfer from Airport Operating Fund 80 34 10 0 300 0 406 303 1,133Grants:Federal (FAA) Entitlement Funds 0 0 0 0 0 0 150 0 150Federal (FAA) Discretionary Funds

FAA/Apron, REILs, Taxiway D, Remark Runway 28 0 0 0 0 0 0 0 28FAA/Construct Apron 799 0 69 0 0 0 0 0 868FAA/Master Plan Update 0 0 0 0 0 0 0 135 135FAA/Runway 7/25 & TW 1 Stub Connectors 0 1,530 0 1,006 0 0 0 0 2,536FAA/Taxiway C Rehab 0 0 0 0 108 720 0 0 828FAA/Wildlife Assessment/Mgmt Plan 0 0 108 0 0 0 0 0 108

FDOT/State Funds Construct Parallel Taxiway D 1 0 0 0 0 0 0 0 1

Apron Construction 78 0 (41) 0 0 0 0 0 37Airport Hangar #1 Rehab 1 0 399 0 0 0 0 0 400Airport Hanger #1 FY14 0 1,200 0 0 0 0 0 0 1,200Airport Hanger #2 FY15 0 0 0 1,600 0 0 0 0 1,600Airport Hanger #3 FY16 0 0 0 0 1,200 0 0 0 1,200Airport Hangar Development 0 0 0 0 0 0 0 1,200 1,200Airport Runway 7/25 & TW 1 Stub Connectors 0 136 0 89 0 0 0 0 225Airport Terminal Hanger 24 0 465 0 0 0 0 0 489Master Plan Update 0 0 0 0 0 0 0 12 12Replacement of T-hangars 5-8 0 0 0 0 0 0 1,600 0 1,600Taxiway C Rehab 0 0 0 0 10 64 0 0 74

TOTAL RESOURCES 1,033 2,900 1,010 2,695 1,618 784 2,156 1,650 13,846

REQUIREMENTS

Apron Construction (also in 3001) 1,075 0 (69) 0 0 0 0 0 1,006Airport Airfield Improvements 0 0 0 0 0 0 166 0 166Airport Terminal Hanger (also in 3001) 527 0 1 0 0 0 0 0 528Airport Hangar #1 Rehabilitation 125 0 310 0 0 0 0 0 435Airport Hanger #1 FY14 (also in 3027) 0 1,200 0 0 0 0 0 1,200Airport Hanger #2 FY15 (also in 3027) 0 0 0 1,600 0 0 0 0 1,600Airport Hanger #3 FY16 0 0 0 0 1,500 0 0 0 1,500Airport Hangar Development 0 0 0 0 0 0 0 1,500 1,500Airport Wildlife Assessment/Mgmt Plan 14 0 108 0 0 0 0 0 122Airport Runway 7/25 & TW 1 Stub Connectors 0 1,700 0 1,118 0 0 0 0 2,818Master Plan Update 0 0 0 0 0 0 0 150 150Replacement of T-Hangars 5-8 0 0 0 0 0 0 2,000 0 2,000Taxiway C Rehab 0 0 0 0 121 800 0 0 921


TOTAL REQUIREMENTS 1,616 2,900 350 2,718 1,621 800 2,166 1,650 13,821

Increase/(Decrease) in Fund Balance 0 660 (23) (3) (16) (10) 0Beginning Balance (583) (583) 77 54 51 35 25

UNAPPROPRIATED BALANCE (583) (583) 77 54 51 35 25 25

Note: $110,000 was included in the Neighborhood and Citywide Infrastructure CIP Fund (3027) as a loan for the Airport Intermodal General Aviation CenterFY05 (10550) Project. This project is now closed and no longer shows on the fund summaries, but repayment of the loan has not yet begun.

AIRPORT CAPITAL PROJECTS FUND (FUND 4033)

(000s omitted)

2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

EstimatePrior Year

Carryforward Actual







Beginning Fund Balance 1,213,989 Projected Fund Balance at Year End 826,989


Marina Facility Improvements 500,000

Marina Capital Projects Fund (4043)This is a pay-as-you-go enterprise supported capital fund dedicated to major projects at the city's marina.

This project involves the repair, replacement, upgrade, and/or improvement of marina structures including buildings and docks in the Marina (including the Commercial Slip Area (including permanent sign bases) and Sailing Center (i.e., including but not limited to dock fendering and mooring systems); verticals and rub rails; windows; cement sidewalks/slabs; parking lots including appurtenances (i.e., car stops); fencing; tenant services (decking to accommodate picnic tables, washers, and dryers); mobility (bike storage) enhancements; on-dock storage (dock boxes); restroom renovations and window and door repairs/replacements and utilities (power, electric, power centers, potable water, fire protection systems, computer cable, security, cable TV, telephone system), security system repairs/upgrades (including but not limited to Marina-wide lock/key replacements), painting projects and environmental permitting. Focus is on building repairs, upgrades, improvements, structural dock repairs, the widening/lengthening of some slips, and utility systems improvements. Additionally, funding may be used for a mooring field, dinghy dock, restroom upgrades in the North Yacht Basin (Vinoy Basin), and upgrades to sewage handling/disposal equipment/facilities.




RESOURCES

Beginning Balance 2,523 2,523Earnings on Investments 27 28 0 33 33 33 33 33 220Marina Operating Fund Transfer 0 75 0 80 175 175 225 225 955TOTAL RESOURCES 2,550 103 0 113 208 208 258 258 3,698

REQUIREMENTS

Marina Piling Replacements 165 165 0 0 165 0 165 0 660Marina Facility Improvements 2,055 235 (311) 500 0 500 0 500 3,479Marina Master Plan 100 0 0 0 0 0 0 0 100

Projects Closed in FY13 420 0 0 0 0 0 0 0 420Prior Expended Requirements (1,264) 0 0 0 0 0 0 0 (1,264)Cancelled Appropriations (125) 0 0 0 0 0 0 0 (125)


TOTAL REQUIREMENTS 1,350 400 (311) 500 169 525 177 550 3,361

Increase/(Decrease) in Fund Balance (297) 311 (387) 39 (317) 81 (292)Beginning Balance 1,200 903 1,214 827 866 549 629

UNAPPROPRIATED BALANCE 1,200 903 1,214 827 866 549 629 337


(000s omitted)

MARINA CAPITAL PROJECTS FUND (FUND 4043)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

EstimatePrior Year

Carryforward Actual





Projected Resources 0 Projected Requirements 0 Projected Resources less Projected Requirements 0


Golf Courses Capital Projects Fund (4063)This is a pay-as-you-go enterprise supported capital fund dedicated to support major projects at the city's golf courses.




RESOURCES

Beginning Balance 12 12 Transfers From:

* General Fund 260 0 0 0 0 0 0 0 260Golf Course Operating Fund 0 0 0 0 0 0 0 0 0

TOTAL RESOURCES 272 0 0 0 0 0 0 0 272

REQUIREMENTS

Mangrove Bay: Golf Course Facilities Improvements 260 0 0 0 0 0 0 0 260


TOTAL REQUIREMENTS 260 0 0 0 0 0 0 0 260


UNAPPROPRIATED BALANCE 12 12 12 12 12 12 12 12

*

GOLF COURSES CAPITAL PROJECTS FUND (FUND 4063)

(000s omitted)

The $260,000 in the FY13 budget is a loan from the General Fund (0001) for various capital improvements, which will be repaid by the Golf Courses at a later date.

EstimatePrior Year

Carryforward Actual


2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN





Projected Resources 9,000 Projected Requirements 0 Projected Resources less Projected Requirements 9,000


Port Capital Projects Fund (4093)This fund was established in FY91 to account for improvements to facilities at the Port of St. Petersburg. This fund isintended to be supported on a pay-as-you-go basis from enterprise activity revenues and grants. However, Port revenueshave been insufficient to cover all capital costs so funding is also included in the General Capital Improvement Fund, theNeighborhood and Citywide Infrastructure Capital Improvement Fund, and the City Facilities Capital Improvement Fund.




RESOURCES

Beginning Balance 221 221 Earnings on Investments 8 8 0 9 9 9 9 9 61FSTED Grants: Port Wharf Renovations 67 50 2,009 0 50 50 50 0 2,276 Port Camera Security Grant 37 0 0 0 0 0 0 0 37

TOTAL RESOURCES 333 58 2,009 9 59 59 59 9 2,595

REQUIREMENTS

Port Wharf Renovations (also in 3027/3001) 2,290 101 100 0 101 101 101 0 2,794


TOTAL REQUIREMENTS 2,071 101 100 0 101 101 101 0 2,575

Increase/(Decrease) in Fund Balance (43) 1,909 9 (42) (42) (42) 9Beginning Balance (1,738) (1,781) 128 137 95 53 11

UNAPPROPRIATED BALANCE (1,738) (1,781) 128 137 95 53 11 20



Actual

PORT CAPITAL PROJECTS FUND (FUND 4093)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

(000s Omitted)

Estimate



R. CIP Other Funds Bicycle/Pedestrian Safety Grants Capital Improvement (Fund 3004) .................... R-1

Weeki Wachee Capital Projects (Fund 3041) ................................................................ R-3

Transportation Impact Fees Capital Projects (Fund 3071) ........................................ R-5



Projected Resources 1,353,000 Projected Requirements 1,353,000 Projected Resources less Projected Requirements 0



Bicycle Facilities-Priority Projects Phase II 674,000

Pedestrian Crosswalk Enhancements 36,000

Treasure Island Trail 643,000

Bicycle/Pedestrian Safety Grants CIP Fund (3004)This fund was established in FY06 to account for grant appropriations funded specifically for bicycle and pedestrian safety projects.

This project provides for the administration, design, construction, and construction inspection of up to 45 Rectangular RapidFlashing Beacon (RRFB)/Enhancer crosswalks at existing prioritized mid-block pedestrian crosswalks throughout the city.This will compliment the existing 38 locations where RRFB's are installed to date.

This project includes funding for the administration, design, construction and construction inspection of 4.59 miles of on-street bicycle lanes along six separate arterial roadways.

This project includes funding for the administration, design, construction and construction inspection of a shared use path along the south side of the right-of-way.


Fiscal Year 2015 R-1 CIP Other Funds


RESOURCES

Beginning Balance 287 287 Earnings on Investments 1 0 0 0 0 0 0 0 1Grants:

Bayway Trail North - Phase II 188 0 1,225 0 0 0 0 0 1,413Bicycle Facility - 30th Ave N: 34th to 58th St 123 0 167 0 2,411 0 0 0 2,701Bicycle Lanes - Priority Projects Phase II 4 0 36 674 0 0 0 0 714Clam Bayou Phase II 34 0 0 0 0 0 0 0 34CMAQ-Bike Ped/Path 416 0 1 0 0 0 0 0 417FDOT LAP - Pedestrian Crosswalk Enhancements 14 828 1,033 36 0 0 0 0 1,911FDOT LAP - Walter Fuller Park Trail 25 0 829 0 0 0 0 0 854FDOT LAP - Treasure Island Trail 0 0 153 643 0 0 0 0 796Pinellas Trail Extension Landscaping 3 0 371 0 0 0 0 0 374

TOTAL RESOURCES 1,095 828 3,815 1,353 2,411 0 0 0 9,502

REQUIREMENTS

Bicycle/Pedestrian Improvements:290 0 1,137 0 0 0 0 0 1,427290 0 0 0 2,411 0 0 0 2,701

40 0 0 674 0 0 0 0 714200 0 0 0 0 0 0 0 200

2,851 0 0 0 0 0 0 0 2,851788 0 (3) 0 0 0 0 0 785

1,294 0 0 0 0 0 0 0 1,294566 0 (137) 0 0 0 0 0 429

BICYCLE/PEDESTRIAN SAFETY GRANTS CAPITAL PROJECTS FUND (Fund 3004)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

(000s omitted)

EstimatePrior Year

Carryforward Actual


( )1,297 0 (14) 0 0 0 0 0 1,283

32 828 1,021 36 0 0 0 0 1,917374 0 0 0 0 0 0 0 374120 0 480 0 0 0 0 0 600153 0 0 643 0 0 0 0 796

Bayway Trail North - Phase IIBicycle Facility - 30th Ave N: MLK to 58th St Bicycle Facilities - Priority Projects Phase II Bicycle Ped Facilities FY07Clam Bayou Phase IICMAQ 37th St. Side PathFDOT LAP - 54th Avenue South Side Path FDOT LAP - Booker Creek Bicyycle/Ped Trail FDOT LAP - North Bay Trail (1st St Bike Trail) FDOT LAP Pedestrian Crosswalk Enhancements Pinellas Trail Extension LandscapingWalter Fuller Park TrailTreasure Island Trail

Projects Closed in FY13 8,387 8,387Prior Expended Requirements (13,356) (13,356)Cancelled Appropriations (1,511) (1,511)

TOTAL REQUIREMENTS 1,816 828 2,484 1,353 2,411 0 0 0 8,892

Increase/(Decrease) in Fund Balance 0 1,331 0 0 0 0 0Beginning Balance (721) (721) 610 610 610 610 610

UNAPPROPRIATED BALANCE 9/30 (721) (721) 610 610 610 610 610 610


CIP Other Funds R-2 Fiscal Year 2015



Projected Resources 0 Projected Requirements 0 Projected Resources less Projected Requirements 0

Beginning Fund Balance 515 Projected Fund Balance at Year End 515

Weeki Wachee Capital Projects Fund (3041)This capital project fund was established in FY06. Prior to that, all projects and transfers from the Weeki Wachee OperatingFund for capital improvement projects were in the General Capital Improvement Fund. All investment earnings in the WeekiWachee Operating Fund are available to be transferred to capital improvement projects as approved by the Mayor and CityCouncil.




RESOURCES

Beginning Balance 2,094 2,094Transfer from Operating 507 0 1,765 0 0 0 0 0 2,272Earnings on Investments 2 2 0 0 0 0 0 0 4

TOTAL RESOURCES 2,603 2 1,765 0 0 0 0 0 4,370

REQUIREMENTS

City-wide Athletic Field Shade Structure 495 0 0 0 0 0 0 0 495Gizella Kosick Palm Arboretum Collection 0 0 300 0 0 0 0 0 300Rahall Property Purchase 12 0 0 0 0 0 0 0 12Rio Vista Park Improvements 1,682 0 0 0 0 0 0 0 1,682Twin Brooks Gofl Course Renovation 0 0 1,465 0 0 0 0 0 1,465

Prior Expended Requirements (99) (99)

TOTAL REQUIREMENTS 2,090 0 1,765 0 0 0 0 0 3,855



Notes:

(000s omitted)

WEEKI WACHEE CAPITAL PROJECTS FUND (3041)2015-2019 CAPITAL IMPROVEMENT PROGRAM PLAN

Estimate

1) On June 21, 2001, City Council authorized the sale of the Weeki Wachee property to the Southwest Florida Water Management District. The saleproceeds were deposited in the Weeki Wachee Operating Fund to allow tracking in accordance with the purposes stated in the referendum.



Actual

proceeds were deposited in the Weeki Wachee Operating Fund to allow tracking in accordance with the purposes stated in the referendum.

2) This capital project fund was established in FY06. Prior to that, all projects and transfers from the Weeki Wachee Operating Fund for capitalimprovement projects were in the General Capital Improvement Fund. Future specific uses of the proceeds, and any accumulated interest earnings, willbe determined by the Mayor and City Council.








GATISAF Projects - Gateway Area wide DRI Mitigation Program 100,000

I-175 On Ramp/4th S. Two-Way (also in 3001) 500,000

City Trails - Bicycle Trails 950,000

Downtown Intersection & Pedestrian Facilities 125,000

Sidewalks 200,000

Traffic Safety Program 250,000

This project is the continuation of an ongoing program to address pedestrian safety in the downtown area. Included in the program are features such as countdown pedestrian signals, enhanced crosswalk signs and markings, and intersection narrowings.

This project will fund the administration, design, inspection, and construction of new sidewalks on city collector and arterial roadways, as designated by the city's Comprehensive Plan, and prioritized by the Bicycle Pedestrian Master Plan, as approved by City Council in 2003.

Based on city-wide review and analysis, various counter measures are identified to address severe traffic safety concerns at locations that have been identified within neighborhood traffic planning, bicycle and pedestrian planning, and safety planning activities of the city.

Transportation Impact Fees CIP Fund (3071)This fund was established in 1988 to account for transportation projects funded from impact fees approved by the PinellasCounty Commission and implemented in July 1986. Projects in this fund must meet criteria related to location and growthmanagement issues included in the enabling legislation.

Also, in 1990, City Council adopted by ordinance (2012-F) the collection of a Gateway Area Transportation ImprovementsSpecial Assessment Fee (GATISAF). This fee replaces transportation impact fees in the Gateway Area with revenuesgenerated from the fee to be used for the design and construction of roadway projects in the area.

This project funds future road projects required to mitigate impacts of the Gateway Area wide Development of Regional Impact (DRI) as required by the Development Order, Ordinance 1172-F. These may include intersection modifications and link projects.

This project will provide for bicycle lanes, shared use paths and trails that will complete major and minor connections from existing routes into neighborhoods. It will also allow for the completion of major bicycle routes by completing connections currently not covered under existing funding sources. Project scope includes planning, design, engineering, inspection, and construction. Facilities are a part of the Bicycle Pedestrian Master Plan routes, as approved by City Council in 2003.

This project is funded to improve access and egress from the developing University, Marina, and Hospital districts by providing a northbound to westbound connection from 4th Street South to I-175. This project is an important element of the overall improvement of traffic circulation in the area and will provide traffic capacity for expected expansion in these districts.




RESOURCES

Beginning Balance 17,943 17,943 Earnings on Investments 153 172 0 223 223 223 223 223 1,440Transportation Impact Fee: GATISAF 277 277 (177) 100 100 100 100 100 877 Transfer: District 8 (Not within Subdistrict) 0 77 0 0 0 0 0 0 77 District 10 (Not within Subdistrict) 0 0 0 0 0 0 0 0 0 District 11 (Not within Subdistrict) 423 715 (52) 532 350 350 350 350 3,018 Intown (District 11) 86 54 0 346 421 379 300 300 1,886 Carillon (District 8) 0 0 0 0 594 0 0 0 594Settlement 192 0 0 0 0 0 0 0 192Uncollectible Charges 25 0 0 0 0 0 0 0 25

TOTAL RESOURCES 19,099 1,295 (229) 1,201 1,688 1,052 973 973 26,052

REQUIREMENTS

GATISAF Projects:Gandy Blvd Widen/16th St Realignment 8,336 0 (2,101) 0 0 0 0 0 6,235Gateway Areawide DRI Mitigation Pro. 386 100 0 100 100 100 100 100 986

I-175 On Ramp/4th S. Two-Way (also in 3001) 0 230 0 500 800 600 300 0 2,430Bicycle & Pedestrian Plan/Facilities 346 0 (3) 0 0 0 0 0 343Bus Rapid Transit Downtown 500 0 0 0 0 0 0 0 500City Trails - Bicycle Trails 3,520 950 0 950 500 0 0 0 5,920Dwtwn Inter. & Pedestrian Facilities 391 125 0 125 125 125 125 125 1,141

Intersection Improvements 250 0 (3) 0 0 0 0 0 247Intersection Modification 0 0 3 0 0 0 0 0 3Intown ADRI Capacity Increase 300 0 (300) 0 0 0 0 0 0Traffic Signal Mast Arm Program 3,600 1,200 0 0 0 0 0 0 4,800Sidewalks 800 200 (2) 200 200 200 200 200 1,998Traffic Safety Program 1,665 250 0 250 250 250 250 250 3,165Traffic Signal Control Software 380 0 0 0 0 0 0 0 380Ulmerton Egret Carillon Project 0 0 300 0 0 0 0 0 300



TOTAL REQUIREMENTS 11,296 3,055 (2,106) 2,125 2,024 1,339 1,048 743 19,523

Increase/(Decrease) in Fund Balance (1,760) 1,877 (924) (336) (287) (75) 231Beginning Balance 7,803 6,043 7,920 6,996 6,660 6,373 6,298

UNAPPROPRIATED BALANCE 9/30 7,803 6,043 7,920 6,996 6,660 6,373 6,298 6,529

TRANSPORTATION IMPACT FEES CAPITAL PROJECTS FUND (FUND 3071)2014-2018 CAPITAL IMPROVEMENT PROGRAM PLAN

(000s omitted)



ActualEstimate




Appendix a-1

ORDINANCE NO. 133-H

AN ORDINANCE MAKING APPROPRIATIONS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2015; MAKING APPROPRIATIONS FOR THE PAYMENT OF THE OPERATING EXPENSES OF THE CITY OF ST. PETERSBURG, FLORIDA, INCLUDING ITS UTILITIES, AND FOR THE PAYMENT OF PRINCIPAL AND INTEREST OF REVENUE BONDS, AND OTHER OBLIGATIONS OF THE CITY OF ST. PETERSBURG, FLORIDA; MAKING APPROPRIATIONS FOR THE CAPITAL IMPROVEMENT PROGRAM OF THE CITY OF ST. PETERSBURG, FLORIDA; ADOPTING THIS APPROPRIATION ORDINANCE AS THE BUDGET FOR THE CITY FOR FISCAL YEAR ENDING SEPTEMBER 30, 2015; PROVIDING FOR RELATED MATTERS; AND PROVIDING AN EFFECTIVE DATE.

THE CITY OF ST. PETERSBURG DOES ORDAIN:

SECTION 1. For payment of operating expenses and obligations of the City of St. Petersburg, Florida, for the fiscal year ending September 30, 2015, that there is hereby appropriated out of any money in the Treasury of the City and any accruing revenues of the City available for said purposes to the Funds and for the purposes hereinafter set forth, the sum of monies shown in the following schedules:

OPERATING FUNDS GENERAL FUND Police Fire Leisure Services Administration Neighborhood Affairs Administration General Government Administration Public Works Administration City Development Administration Total - General Fund

ENTERPRISE FUNDS Water Resources Water Cost Stabilization Storm water Sanitation Sanitation Equipment Parking Mahaffey Theater Pier Coliseum Sunken Gardens

91,236,875 31,193,199 38,910,830

6,207,554 31,359,338 11,145,528 6,258,832

$216,312,156

114, 150,009 1,215,810

11,921,351 41,930,392

2,717,800 5,871,687 4,645,971

422,400 784,922

1,019,481

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Appendix a-2

133-1-1 Page 2

Tropicana Field Airport Marina Go If Courses Jamestown Port Total - Enterprise Funds

SPECIAL REVENUE FUNDS\OPERA TING Emergency Medical Services Local Assistance Housing (SHIP) Law Enforcement Fund Grant Funds (CDBG, HOME, ESG, NSP) Miscellaneous Trust Funds Building Permit Special Revenue Fund Total Special Revenue Funds\Operating

INTERNAL SERVICE FUND RESERVES Fleet Management Equipment Replacement Information & Communication Services Technology & Infrastructure Commercial Insurance Workers Compensation Total-Internal Service Fund Reserves

TOTAL -ALL OPERATING FUNDS

SPECIAL REVENUE FUNDS\NON OPERATING Assessments Revenue School Crossing Guard Trust Weeki Wachee Arts in Public Places Professional Sports Facility Sales Tax Total - Special Revenue Funds\Non-Operating

DEBT SERVICE FUNDS JP Morgan Chase First Florida Government Financing Commission Notes Bank of America Notes BB&T Notes Stadium (Excise Tax) Debt Service

2,359,280 1,087,981 3,528,724 3,598,531

576,587 355,980

$196,186,906

13,175,795 275,050

92,100 3,007,557 l,000,000 4,219,278

$21,769,780

646,340 1,682,013

445,473 2,509,625

67,847 29,132

$5,380,430

$439,649,272

41, 196 300,000 138,000 35,000

2,000,004 $2,514,200

3,401,814 2,699,075

192, 134 775,114

8,406,550

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Appendix a-3

133-1-1 Page 3

Pro Sport Facility Sales Tax Debt Water Resources Debt Stormwater Debt Total - Debt Service Funds

TOTAL-OPERATING BUDGET APPROPRIATIONS

286,495 24,374,145

1,055,680 $41,191,007

$483,354,479

SECTION 2. For the payment of capital improvements as set forth in the Capital Improvement Program, there is hereby appropriated from the monies in the Treasury of the City and any accruing revenues of the City available for said purposes to the funds and for the purposes heretofore set forth, the sum of monies as shown in the following schedules:

CAPITAL IMPROVEMENT FUNDS GENERAL CAPITAL IMPROVEMENT FUND Intown Streetscape Improvements RNI Fuel System Upgrade Fleet Wash Rack Upgrade Fleet In-Ground Lift Replacement Fleet Alignment Rack Upgrade Municipal Office Building Repairs & Improvements Skyway Marina District Restaurant Incentive South St. Pete Redevelopment Traffic Safety Plan - 118 A venue North Trees General Capital Total

HOUSING CAPITAL IMPROVEMENT FUND Legal Collection Neighborhood Blight Elimination/Housing Strategy Housing Total

PUBLIC SAFETY CAPITAL IMPROVEMENT FUND Fire Engine 11 Replacement Fossil Park Fire Station 7 Renovation Public Safety Total

NEIGHBORHOOD & CITYWIDE INFRASTRUCTURE IMPROVEMENT Special Assessments Administration Neighborhood Partnership Grants Neighborhood Enhancements Street & Road Improvements Curb Replacement/Ramps Sidewalk Reconstruction/Expansion Roser Park Street Improvements

200,000 150,000 300,000 300,000

50,000 400,000

50,000 166,000 40,000

$1,656,000

25,000 350,000

$375,000

276,000 240,000

$516,000

150,000 175,000 175,000

4,500,000 500,000 600,000 500,000

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Appendix a-4

133-H Page4

Alley Reconstruction - Unpaved Alley Reconstruction - Brick Bicycle Pedestrian Facilities Skyway Marina District Streetscaping Intersection Modification Neighborhood Transportation Management Wayfaring Signage Bridge Reconstruction MLK S. over Booker Creek Bridge Replacement Dredging Channels G,H,L,I,J,M,N,&K 4th St & 14 A/N to Crescent Lake SDI South St. Pete Redevelopment Airport Hangar #2 Seawall Renovation & Replacement Neighborhood & Citywide Total

RECREATION & CULTURE CAPITAL IMPROVEMENT Campbell Park Center Additions/Improvements Recreation Center Improvements Willis Johns Center Improvements Swimming Pool Improvements North Shore Aquatics Complex Restroom Athletic Field Lighting Improvements Athletic Facilities Improvements Dugout Replacements Outdoor Court Facility Improvements Demens Landing Improvements Lake Maggiore/Boyd Hill Park Park Restroom Renovations Park Facilities Improvements Parking Lot Improvements Parks Lighting Improvements Play Equipment Replacement Restoration to Parks Fountains/Statues Sunken Gardens Park Improvements Sunken Gardens Pond Restoration Mahaffey Theater Improvements Mahaffey Theater Banquet Facility Mahaffey Theater Orchestra Shell Study Coliseum Improvements Coliseum Floor Replacement Recreation and Culture Total

300,000 200,000

50,000 500,000

50,000 50,000

400,000 250,000

1,450,000 400,000 400,000 959,000 400,000 400.000

$12,409,000

1,050,000 175,000 50,000

244,000 1 ,150,000

500,000 160,000 60,000

285,000 200,000 500,000 210,000 250,000 125,000 125,000 250,000 100,000 160,000 150,000 525,000 120,000 30,000

100,000 70.000

$6,589,000

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Appendix a-5

133-1-1 Page 5

CITY FACILITIES CAPITAL IMPROVEMENT FUND Dwight Jones Neighborhood Center Improvements Fire Station Major Improvements City Facilities Roof Waterproofing City Facility I-IV AC Replace/Upgrade Infrastructure to be Determined Environmental Cleanup Projects City Facilities Total

DOWNTOWN PARKING CAPITAL PROJECTS Baywalk Garage Waterproofing Midcore Garage Improvements New Meter Technology Downtown Parking Total

WATER RESOURCES CAPITAL PROJECTS FUND Water Treatment/Supply Water Distribution System Improvements Sanitary Sewer Collection System Lift Station Improvements Water Reclamation Facilities Improvements Reclaimed Water System Improvements Environmental Compliance Computerized System Improvements Water Resources Total

STORMWATER DRAINAGE CAPITAL PROJECTS 94th A/N at Tinney Creek Minor Storm Drainage Drainage Line Rehab Storm Drainage Total

AIRPORT CAPITAL PROJECTS FUND Airport Hangar #2 Airport Runway 7 /25 & TWl Stub Connectors Airport Total

MARINA CAPITAL PROJECTS FUND Marina Facility Improvements Marina Total

BICYCLE/PEDESTRIAN SAFETY GRANTS Bicycle Facility Phase II

115,000 100,000 200,000 150,000 185,000 50,000

$800,000

200,000 100,000 200,000

$500,000

1,100,000 6,787,000 6,995,000 1,250,000

20,552,000 125,000 110,000 225,000

$37,144,000

1,179,000 250,000 250,000

$1,679,000

1,600,000 I, 118,000

$2,718,000

500,000 $500,000

674,000

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Appendix a-6

133-H Page 6

Pedestrian Crosswalk Enhancements Treasure Island Trail Bicycle/Pedestrian Grants Total

TRANSPORTATION IMPACT FEES CAPITAL PROJECTS Gateway Areawide ORI Mitigation Program 1-175 On Ramp/4th St S 2-Way City Trails - Bicycle Trails Downtown Intersections & Pedestrian Facilities Sidewalks Traffic Safety Program Transportation Total

TOTAL CIP FUNDS

36,000 643,000

$1,353,000

100,000 500,000 950,000 125,000 200,000 250,000

$2,125,000

$68,364,000

SECTION 3. For dependent districts of the City, for the fiscal year ending September 30, 2015, there are hereby appropriated from the monies and revenues of said districts the sum of monies shown on the following schedule:

DEPENDENT DISTRICTS Health Facilities Authority Downtown Redevelopment District Total - Dependent Districts

SECTION 4. Within the appropriations in Section 1, the following : authorized:

INTERNAL SERVICE ALLOCATIONS Fleet Management Equipment Replacement Municipal Office Buildings Information & Communication Services Technology and Infrastructure Supply Management Health Insurance Life Insurance Self Insurance Commercial Insurance Workers Compensation Billing & Collections Total - Internal Services

14,000 4,263,338

$4,277,338

16,799,595 6,557,086 2,676,769

10,034,621 1,118,419

437,692 44,064,402

845,203 2,077,541 4,972,924

10,172,965 8,646.564

$108,403,781

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Appendix a-7

133-H Page 7

COMMUNITY SUPPORT ALLOCATIONS Social Services Pinellas Hope/Emergency Beds Homeless Services St. Vincent DePaul Pinellas Education Foundation Turning Point Arts Festival of States First Night MLK Festival of Bands Museum of History MLK Parade Free Speech Event Blue Ocean Film Festival Early Childhood Development Program Florida Orchestra Economic Development Main Streets Workforce Readiness Neighborhood Grants After School Work Program Summer Youth Intern Total-Community Support

Subsidies: Mahaffey Theater Pier Coliseum Sunken Gardens Tropicana Field Jamestown Port Total-Subsidies

Transfers: Economic Stability Housing CIP General CIP Downtown TIF Bayboro TIF Intown West TIF Total-Transfers

486,000 145,000 180,000 75,000 75,000

125,000 213,000

35,000 25,000 35,000 12,000 17,000 25,000 50,000 38,000

201,950 176,000 35,000 30,000

150,000 275,000

$2,403,950

489,000 380,000 267,500 213,000

1,300,000 60,000

222.500 $2,932,000

1,000,000 350,000

1,000,000 5,507,521

24,730 414.213

$8,296,464

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Appendix a-8

133-H Page 8

Contingency

Total - Non-Departmental

3,392,616

$17,025,030

SECTION 5. The following categories are established as committed fund balances for future appropriation in the General Fund. The final amount will be determined subsequent to year-end when the actual results and ending balances for all funds has been determined. Commitments can be changed by a resolution of City Council:

Operating Re-appropriations-Funds that are rolled over for purchases that could not be made in the previous year due to timing or other issues.

Land Sale Proceeds-This category was created to provide a funding source for acquiring property. Proceeds from the sale of city properties valued at less than $20,000 are deposited in the General Operating Fund and are to be used for acquiring property according to Resolution 2002-126 adopted by the City Council on February 21, 2002.

Qualified Target Industry (QT!) Tax Refund Program-This category was established to provide the city's share of payments over the next five years for the QTI program, which provides funds to local businesses for the purpose of stimulating economic growth and employment.

Local Agency Program (LAP)-This category is established to provide the city's share of commitments for maintenance of city roads and trails as a result of grant agreements with the Florida Department of Transportation (FDOT).

These commitment categories are effective as of the date of this ordinance which is prior to the end of the Fiscal Year 2014.

SECTION 6. After passage of this ordinance, changes to the amounts listed in Sections 3 and 4 may be accomplished in the same manner as changes to appropriations within or between the sub-funds within what are considered the City's two funds delineated in Sections 1 and 2 of this ordinance (i.e., operating funds and capital improvement funds). Changes to appropriations within or between said sub-funds shall be accomplished pursuant to City Charter Section 3.14.

SECTION 7. This appropriation ordinance is hereby adopted as the budget for the City of St. Petersburg for the fiscal year ending September 3 0, 2015.

SECTION 8. In the event this Ordinance, or any line item, is not vetoed by the Mayor in accordance with the City Charter, it shall become effective upon the expiration of the fifth business day after adoption unless the Mayor notifies the City Council through written notice filed with the City Clerk that the Mayor will not veto this Ordinance, in which case this Ordinance shall become effective immediately upon filing such written notice with the City Clerk. In the event this Ordinance, or any line item, is vetoed by the Mayor in accordance

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Appendix a-9

133-H Page 9

with the City Charter, it shall not become effective unless and until the City Council overrides the veto in accordance with the City Charter, in which case it shall become effective immediately upon a successful vote to override the veto.

First reading held on the 4th day of September, 2014.

Adopted by St. Petersburg City Council on second an day of September, 2014.

William H. Dudley, Chair-Cou ilmember Presiding Officer of the Cit ouncil

Chan Srinivasa, City Clerk

Title Published: Times 1-t 9/5/14

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ORIGINAL PENNY 3 PROJECT LIST 2010 - 2020 Public Safety Improvements $ 67,392,000 18.98% Range: 15.63% -20.44% Proposed Project Name Proposed Budget Round 3 Replace Major Fire Apparatus $ 4,092,000 Fire Station Improvements: $ 7,300,000 Replace Fire Stations $ 6,300,000 Major Maintenance - All Fire Stations $ 1,000,000 Police: $ 56,000,000 Police Take Home Cruisers $ 6,000,000 Public Safety Complex $ 50,000,000 Neighborhood & Citywide Infrastructure Improvements $ 171,500,000 48.31% Range: 44.96% - 53.31% Proposed Project Name Proposed Budget Round 3 Neighborhood Partnership $ 6,000,000 Engineering: $ 132,000,000 Streets and Roads $ 55,000,000 Bridge Reconstruction/Replacement $ 14,000,000 Sidewalk Reconstruction/Expansion $ 7,000,000 Stormwater $ 21,000,000 Curbs and Ramps $ 5,000,000 Road Reconstruction/Replacement $ 5,000,000 Seawall Repair/Replacements (Waterfront Parks, Marina and Airport)

$ 20,000,000

Arterial Dredging $ 5,000,000 Downtown Enterprise Facilities $ 9,000,000 Transportation and Parking: $ 24,500,000 Roadway Improvements $ 5,000,000 Neighborhood Support $ 7,500,000 Streetscaping/Landscaping/Greenscaping $ 6,000,000 Pedestrian, Bikelane, and Blueway Improvements $ 6,000,000 Recreation and Culture $ 105,308,000 29.66% Range: 20.0% - 34.66% Proposed Project Name Proposed Budget Round 3 Pool Improvements $ 6,045,000 Recreation/Community Center Improvements: $ 23,912,800 Recreation Centers Addition/Improvements $ 13,655,000 New Recreation Centers $ 10,257,800


Appendix b-1

Athletic Facilities: $ 16,650,000 Athletic Facilities Additions/Improvements $ 11,150,000 New Athletic Facilities $ 5,500,000 Childs Park: $ 1,000,000 Childs Park Corridor $ 1,000,000 Parks and Open Space: $ 28,190,000 Park Facilities Improvements $ 2,500,000 Replacement of Playground Equipment $ 1,750,000 New Restrooms in Parks $ 6,300,000 Park Improvements $ 13,640,000 Parkland Acquisition and Development $ 4,000,000 Libraries: $ 15,360,200 Main Library $ 10,500,000 Northeast Library Addition/Replacement $ 2,000,000 Branch Library Improvements $ 2,000,000 Dwight Jones Recreation Center/Jamestown $ 860,200 Cultural Facilities: $ 13,150,000 Pier Facility Improvements $ 2,120,000 Mahaffey Theater Improvements $ 4,564,000 Coliseum Facility Improvements $ 2,620,000 Sunken Gardens Park Improvements/Parking Structure $ 3,596,000 Arts Maintenance Program $ 250,000 Real Estate & Property Management: $ 1,000,000 Property for New Affordable Housing $ 1,000,000 City Facility Improvements $ 10,800,000 3.05% Range: 3.0% - 8.0% Proposed Project Name Proposed Budget Round 3 City Facility Improvements: $ 10,800,000 City Facility Roof/Waterproofing Improvements $ 4,200,000 City Facility HVAC Replacements/Upgrades $ 1,500,000 Infrastructure TBD $ 5,000,000 City Facility Historic Renovations $ 100,000 TOTAL $ 355,000,000 100.00%


Appendix b-2

GLOSSARY

Accrual Accounting: Wherein revenue and expenses are recorded in the period in which they are earned or incurred regardless of whether cash is received or disbursed in that period. This is the accounting basis that generally is required to be used in order to conform to generally accepted accounting principles (GAAP) in preparing financial statements for external users. Administration: A group of departments based on organization structure. It is the organizational accounting unit for which the City Council authorizes (appropriates) operating funds. Ad Valorem Tax (property tax): A tax levied primarily on real property. The amount of tax is determined by multiplying the taxable assessed value of the property by the millage rate. St. Petersburg property owners may pay ad valorem taxes to the city, Pinellas county, the Pinellas school district, and a number of independent taxing authorities. Appropriation: An authorization made by the City Council which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one year period in operating funds. Appropriation Ordinance: The official enactment by City Council establishing the legal authority for city officials to obligate and expend resources. Assessed Valuation: The estimated value placed upon real and personal property by the county property Appraiser as the basis for levying ad valorem (property taxes). Bond (Debt Instrument): A written promise to pay (debt) a specified sum of money (principal or face value) at a specified future date (the maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt to pay for specific capital expenditures. Brownfield: The U.S. Environmental Protection Agency (EPA) defines brownfields as “real property, the expansion, redevelopment, or reuse of which may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant.” Common examples are abandoned gas stations and dry cleaners, railroad properties, factories, and closed military bases. Budget (Operating): A plan of financial operation embodying an estimate of expenditures for a given period (typically a fiscal year) and the means of financing them (revenue estimates). The term is also sometimes used to denote the officially approved expenditure ceilings under which the city and its administrations operate. Capital Outlay: The purchase, acquisition, or construction of any item having a unit cost of $5,000 or more, or a useful life of one or more years. Typical capital outlay items include vehicles, construction equipment, computers, and office furniture. Capital Project (Capital Improvement): Major construction, acquisition, or renovation activities which add value to the city’s physical assets or significantly increase their useful life. Projects normally have a cost in excess of $50,000 and a useful life of at least ten years; this definition is subject to certain exceptions, as in the scheduled routine replacement of sanitation and golf courses equipment. Commodities (as an object of expenditure): Expendable materials and supplies necessary to carry out a department’s work program for the fiscal year. Such items as repair and maintenance materials, chemicals, agricultural products, office supplies, small tools, and merchandise for resale are included.


Appendix C-1

Debt Service: Payment of interest and repayment of principal to holders of the city’s debt instruments. Deficit: The excess of an entity’s liabilities over its assets or the excess of expenses over revenues during a single accounting period. Employee Benefits: Contributions made by the city to designated funds to meet commitments or obligations for employee fringe benefits. Included are the city’s share of costs for Social Security and the various pension, medical, and life insurance plans. Encumbrances: Obligations in the form of purchase orders, contracts, or other commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is set up. Enhancement: An improvement in existing services, or an entirely new service, proposed for inclusion in the program budget. Enterprise Fund: Separate financial accounting entity used for government operations that are financed and operated in a manner similar to business enterprises, and for which preparation of an income statement is desirable. ERS: Employee Retirement System. Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes have been made. Fiscal Year: In the State of Florida, a fiscal year is the twelve month period beginning October 1st and ending the following September 30th. Commonly referred to by the calendar year in which it ends, e.g., the fiscal year ending September 30, 2015 is Fiscal Year 2015 (a.k.a. FY15). Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance: The excess of a fund’s assets over its liabilities. A negative fund balance is sometimes called a deficit. General Administrative Charges (G&A): Each enterprise fund is assessed a pro-rated share of the cost of city-wide management and control functions such as accounting, personnel, and purchasing, which are budgeted in the General Fund. The enterprise funds are also assessed a pro-rated share of the costs for their specific department (e.g., Water Resources). These two components are combined in the General and Administrative charges, which appear as expenditures in the enterprise fund and as revenue in the General Fund. General Fund: The fund supported by taxes, fees, and other revenue that may be used for any lawful purpose. General Obligation Bonds: When the city pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. In Florida, G.O. bonds must be authorized by public referenda.


Appendix C-2

Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made between local governments or to local governments from the state and federal governments. Grants are usually made for specified purposes. Internal Service Fund: Funds used to account for the financing of goods or services provided by one department to other departments of the city, on a cost reimbursement basis. Mill: One thousandth of a dollar (one-tenth of a cent). The ad valorem (property tax rate) is normally stated in mills. For example, a ten mill levy would be a tax of ten dollars for every thousand dollars of taxable assessed property value. Millage Rate: The ad valorem (property) tax rate. See “Mill”. Modified Accrual Accounting: To be recognized as a revenue or expenditure, the actual receipt or disbursal of cash must occur soon enough after a transaction or event has occurred to have an impact on current spendable resources. In other words, revenues must be both measurable and available to pay for the current period's liabilities. Revenues are considered available when collectible either during the current period or after the end of the current period but in time to pay year-end liabilities. Expenditures are recognized when a transaction or event is expected to draw upon current spendable resources rather than future resources. Municipal Services Taxing Unit (MSTU) - A special district authorized by the Florida State Constitution Article VII and Florida Statutes 125.01. The MSTU is the legal and financial mechanism for providing specific services and/or improvements to a defined geographical area. An MSTU may levy ad valorem taxes without a referendum. An MSTU may also use assessments, service charges, or other revenue to provide its sources of income. In Pinellas county, the MSTU is all the unincorporated areas of the county. Objects of Expenditure: Expenditure classifications based upon the types or categories of goods and services purchased. Typical objects of expenditure include personal services, employee benefits, contractual services, commodities, and capital outlay. Operating Changes: Reorganizations, major commodity cost increases, or other factors which cause differences in resources between two fiscal years’ budgets for a program, but do not materially affect the level of service provided by the program. Payment in Lieu of Taxes (PILOT): Charges to an enterprise fund which are intended to replace General Fund revenues which the city would receive if the enterprise were a private sector operation. All enterprise funds are assessed a payment in lieu of property tax based on the value of the real property assets of the fund when the fund balance supports such a payment. In addition, enterprises with significant use of city rights-of-way (Water Resources and Sanitation) are assessed a payment in lieu of franchise fee based on the operating revenue of the fund. These two components are combined in the payments in lieu of taxes, which appear as expenditures in the enterprise funds and as revenue in the General Fund. Performance Measures: Specific quantitative measures of work performed within an activity or program (e.g., total miles of streets cleaned). Also, a specific quantitative measure of results obtained through a program or activity (e.g., reduced incidence of vandalism due to a new street lighting program). Personal Services: Services rendered by full-time and part-time employees to support the functions of city departments. Costs include salaries, overtime, shift differentials, and other direct payments to employees. Program: A distinct function of city government provided to the public or a function providing support to the direct services of other city departments.


Appendix C-3

Qualified Target Industry Tax Refund Program (QTI): Incentive program administered through the state of Florida that allows Florida communities to encourage quality job growth in targeted high value-added businesses. The program provides tax refunds per new job created as follows: $3,000 per new job created, $1,000 per new job above 150% average wage, $2,000 per new job above 200% average wage, $6,000 per new job in an enterprise zone and a bonus of $2,500 per job if located in a state designated Brownfield. Revenue Bonds: When a government issues bonds which do not pledge the full faith and credit of the jurisdiction, it issues limited liability revenue bonds. Typically, pledges are made to dedicate one specific revenue source to repay these bonds. In Florida, revenue bonds do not require voter approval. Services: The requirements for a department’s work program which are provided by other entities - either outside contractors and vendors or any other city departments. Examples are the costs of repair and maintenance services (exclusive of materials), utilities, rentals, training and travel, legal and fiscal services, and charges from city internal service funds. In the enterprise funds, this object category also includes payments in lieu of taxes and general administrative charges from the General Fund. Special Assessment: A charge imposed for a specific purpose. Truth in Millage (TRIM) Act: The “Truth in Millage” Act, incorporated in Florida Statutes 200.065, requires that property owners be notified by mail of the proposed property taxes for the next fiscal year based on “tentative” budgets approved by the city, county, school board, and other taxing districts. In addition to other requirements the TRIM act also includes specific requirements for newspaper advertisements of budget public hearings, and the content and order of business of the hearings. User Fees (also known as Charges for Service): The payment of a fee for a direct receipt of a public service by the party benefiting from the service. Work Years: The amount of personnel resources required for a program expressed in terms of the “full-time equivalent” number of employees. One “work year” is equal to one full-time, year-round employee. For most categories, this equals 2,080 hours per year (40 hours per week times 52 weeks). The number of hours a part-time employee is budgeted to work during the year is divided by 2,080 to arrive at the equivalent number of “work years” for the position.


Appendix C-4

FUND DESCRIPTIONS

The city of St. Petersburg uses funds and account groups to account for its resources as required by the charter, state statutes, and the accounting profession. Each of the city funds is a fiscal entity, an accounting entity, and in a sense, a legal entity. Each fund has its own balance which is accounted for separately. The target balance amount for each fund is stated in Council’s fiscal policy. Transfers between funds can be made as long as they are within the purpose of the fund. An example would be a payment to Fleet Management for cost incurred on behalf of Parks and Recreation. The account groups provide accountability and control of the city’s general fixed assets and general long-term debt. The fixed assets and long-term debt associated with proprietary funds are accounted for in those funds. The charter and state statutes require an annual audit of the books and records, including the significant accounting policies of the city and compliance with laws and regulations. The external auditor concurs with the accounting policies used by the city and their opinion is included in the annual financial report. There are three fund groups: Governmental Funds, Proprietary Funds, and Fiduciary Funds; and two account groups: General Fixed Asset Account Group and General Long-Term Debt Account Group.

GOVERNMENTAL FUNDS The Governmental Funds are used to account for the acquisition and use of expendable resources. These funds reflect balances and measure financial position rather than net income. They also measure the change in financial position from the prior year. The city has four types of Governmental Funds: GENERAL FUND – This fund is used to account for all financial resources except those required to be accounted for in another fund. SPECIAL REVENUE FUNDS – These funds account for the proceeds of specific revenue sources or finance specified activities as required by law or administrative regulation. The following comprise the city’s special revenue funds:

American Recovery & Reinvestment Act – Grant revenue received under the American Recovery and Reinvestment Act (ARRA) for Housing and Urban Development (HUD) programs under the Homelessness Prevention and Rapid Re-Housing (HPRP) program and the Community Development Block Grant - Recovery (CDBG-R) program that assist persons experiencing homelessness and to provide funding for community infrastructure improvements. Arts and Cultural Programs – Fund is used to provide city matching funds for grants and donations for art and cultural programs within the city, or to support art and cultural organizations located within the city. Arts in Public Places – Fund used to account for transfers from capital improvement projects for public art. Assessments Revenue – Revenue from collection of principal and interest on special assessments for capital improvements under its redevelopment plan. Bayboro Harbor Tax Increment District – Payments from the city and county tax increment financing (TIF) for the Bayboro Harbor District. Building Permit Special Revenue – Revenues received from permitting necessary for the Florida building code. Community Development Block Grant (CDBG) – Revenue received for community block grants for opportunities to expand economic opportunities, and provide decent housing and a suitable living environment for low- and moderate-income persons.


Appendix d-1

Community Housing Donation – Revenue received from Pinellas county to fund multi-family housing for low- to moderate-income people and permanent rental housing for those with special needs. Downtown Redevelopment District – Revenue used to fund the debt service for outstanding Public Improvement Revenue Bonds and pay as you go projects consistent with the intown redevelopment plan. Emergency Medical Services (EMS) – Contract revenue received from Pinellas county to provide EMS services. Emergency Shelter Grant – Grant revenue received to provide homeless persons with basic shelter and essential supportive services by assisting with operational costs of shelter facilities. HOME Program – Grant revenue received that provides resources to fulfill the city’s Consolidated Plan initiatives that assist low- and moderate-income persons in meeting their affordable housing needs. Intown West Tax Increment District – Payments from the city and county tax increment financing (TIF) for the Intown District under its redevelopment plan. Law Enforcement – Revenue received under the Florida contraband forfeiture statute. Local Housing Assistance – Revenue received under the State Housing Initiatives Partnership Program (SHIP) to produce and preserve affordable housing in St. Petersburg. Neighborhood Stabilization Program – Grant revenue received from the U.S. Department of Housing and Urban Development to assist local governments to address the effects of abandoned and foreclosed properties. Operating Grant – Fund used to account for operating grants that require the use of a separate fund for accounting purposes. Police Grant – Grant revenue received through the Edward Byrne Memorial Justice Assistance Grant Program (JAG). Professional Sports Facility – Revenue used to support debt service for Professional Sports Facility Sales Tax Revenue Bonds. School Crossing Guard Donation – Revenues collected from the parking ticket surcharge enabled under Florida statutes. Weeki Wachee – Revenues received from the sale of city property in Weeki Wachee Springs, Florida. By referendum, the proceeds can only be spent for parks, recreational, preservation, and beautification purposes.

DEBT SERVICE FUNDS – These funds account for the accumulation of resources and the payment of the principal, interest, and related costs of the city’s general long-term debt. The following comprise the city’s Debt Service Funds:

Banc of America Notes – Proceeds are used to record debt service payments for the Florida International Museum. BB&T Notes – Proceeds are used for on-going projects at the Duke Energy Center for the Arts, the Pier, and the Salvador Dali Museum. First Florida Governmental Financing Commission (FFGFC) Loan – Proceeds are used to fund improvements at multiple locations. Some of the facilities to benefit from this source were the Bayfront Center, Pier, and Tropicana Field. JP Morgan Chase Revenue Notes – The Banc of America Notes Debt Fund, created in Resolution 2008-100, to refinance the Sunshine State Governmental Financing Commission Notes, is used to record debt service payments for the Florida International Museum, the Mahaffey Theater, and the repayment of Section 108 debt requirements.


Appendix d-2

Sports Facility Sales – Proceeds are used for modifications to the stadium at Tropicana Field. Stadium Debt – Excise Tax Secured Revenue Bonds ($85 million) were issued in 1987 to construct a multi-purpose domed stadium (Tropicana Field) in St. Petersburg. $114 million of refunding excise tax bonds were issued in October 1993 to refund the remaining outstanding 1984 Excise Tax Secured Revenue Bonds and the 1989B Public Improvement Revenue Bond issue. The 1993 refunding Excise Tax Bonds are secured by a pledge of the city's guaranteed entitlement of Municipal Revenue Sharing, a portion the city's Half-Cent Sales Tax, and Pinellas county Tourist Development Taxes. Stormwater Debt Service – Proceeds are used for city stormwater projects. Water Resources Debt – Proceeds are used for major improvements of the city-owned and operated water/sewer system.

CAPITAL PROJECTS FUNDS – These funds account for all resources used for the acquisition and/or construction of major capital facilities other than those financed by enterprise funds. Each of the enterprise funds, except Jamestown and Sanitation, has its own Capital Projects Fund. The following comprise some of the city’s Capital Project Funds.

Bicycle/Pedestrian Safety Grants – Accounts for grant appropriations specific to bicycle and pedestrian safety capital projects. City Facilities Capital Improvement – City facility improvements funded by the Local Option Sales Surtax. Downtown Parking – Construction of the Mid-Core Parking Garage, funded through bonds and other sources. General Capital Improvement – Construction projects funded by general revenues. Housing Capital Improvement – Housing-related projects and support services. Neighborhood and Citywide Infrastructure Capital Improvement – Infrastructure improvements funded by the Local Option Sales Surtax. Public Safety Capital Improvement – Public safety improvements funded by the Local Option Sales Surtax. Recreation and Culture Capital Improvement – Recreation and culture improvements funded by the Local Option Sales Surtax. Transportation Impact Fee Improvement – Construction projects funded by transportation impact fees. Tropicana Field – Construction projects funded by transfers from the Tropicana Field Operating Fund as provided by the Tropicana Field Use Agreement with the Tampa Bay Rays. Weeki Wachee – Construction projects funded by interest earnings from the Weeki Wachee Operating Fund.


Appendix d-3

PROPRIETARY FUNDS These funds are used to account for activities operated in a manner similar to those found in the private sector. The goods and services from these activities can be provided to outside parties for a retrofit in the case of enterprise funds, or to other departments on a cost-reimbursement basis as in the internal service funds. ENTERPRISE FUNDS – The following comprise the city’s enterprise funds: Water Resources, Sanitation, Stormwater Utility, Airport, Port, Jamestown Complex, Golf Courses, Marina, Coliseum, Mahaffey Theater, Parking Revenue, Pier, Sunken Garden and Tropicana Field. Note that from an accounting perspective, the enterprise capital project funds are included with their respective operating funds for financial reporting. For example, the Water Resources summary in the Comprehensive Annual Financial Report includes both the operating fund and the capital project fund. This presentation differs from that of the budgetary perspective, where the capital project funds (appropriated on a multi-year basis) are included in the Capital Improvement Program (CIP) and the operating funds (appropriated annually) are included in the operating budget. INTERNAL SERVICE FUNDS – The following comprise the city’s internal service funds: Fleet Management, Equipment Replacement, Municipal Office Buildings, Information & Communication Services, Technology & Infrastructure, Billing & Collections, Supply Management, and insurance (Health, Life, General Liabilities, Workers’ Compensation and Commercial).

FIDUCIARY FUNDS The fiduciary funds are used to account for assets held on behalf of outside parties or other funds. The city has four types of Fiduciary Funds: PENSION TRUST FUNDS – These funds account for the financial operations and conditions of the city’s three pension plans. The following comprise the city’s pension trust funds:

Employee Retirement – Prior and supplemental plans covering general employees. Fire Pension – Prior and supplemental plans covering firefighters. Police Pension – Prior and supplemental plans covering police officers.

NON-EXPENDABLE TRUST FUNDS – These funds account for assets held by the city in the capacity of a trustee where only the income generated may be expended for purposes expressed in the trust agreement. The following comprise the city’s non-expendable trust funds:

Kopsick Palm Arboretum Donations – This gift was given to set up a trust whereby income generated is to be used for maintaining a Palm Arboretum.

EXPENDABLE DONATIONS FUNDS – These funds account for assets held by the city in the capacity of a trustee where both the assets and the income generated may be expended for purposes expressed in the trust agreement. The following comprise the city’s expendable donations funds:

Grants – Federal and state grants not accounted for in another fund type. Library Donations – Gifts to the library for which income generated can be used for specified purposes. Miscellaneous Trust – All expendable trusts held for the benefit of the city except grants and Library.


Appendix d-4

AGENCY FUNDS – These funds serve primarily as clearing mechanisms for cash resources which are collected by the city, held for a brief period, and then distributed to authorized recipients. The following comprise the city’s agency funds:

Deferred Compensation Plans – To account for assets held on behalf of the employees participating in the IRS Code 457 plans. Health Facilities Authority – This fund accounts for revenues that are service charges to non-profit health care organizations benefiting from tax exempt debt issues. Expenditures are the administrative costs incurred by the authority. Treasurer’s Account – Clearing payroll deductions, pension contributions, and other miscellaneous items. Other Accounts – Cash resources collected for youth, civic, community organizations, and other governments distributed to/for them.

LOANS & ADVANCES Interfund loans or advances are acceptable and sometimes used by the city. Contributions from the General Fund to proprietary funds and fiduciary funds are acceptable and frequently used. However, equity transfers from an enterprise fund to another fund must be done on a reasonable, rational, and consistent basis.


Appendix d-5

Documents

City of St. Petersburg, Florida€¦ · CITY OF ST. PETERSBURG, FLORIDA RICK KRISEMAN, ... Tampa Bay Black Business Incubator ... F-2 . JP Morgan Chase Revenue Notes