01.09.2015 Views

City of Haines City Florida

FY-2016-BUDGET-Printed-to-pdf

FY-2016-BUDGET-Printed-to-pdf

SHOW MORE
SHOW LESS
  • No tags were found...

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Proposed Annual Budget<br />

Fiscal Year 2016<br />

<strong>City</strong> Commission<br />

Kenneth Kipp, Mayor/Commissioner<br />

Horace West, Vice Mayor/Commissioner<br />

Ronnie Cotton, Commissioner<br />

Don Mason, Commissioner<br />

H. L. “Roy” Tyler, Commissioner<br />

<strong>City</strong> Manager<br />

Jonathan E. Evans<br />

<strong>City</strong> Clerk<br />

Linda Bourgeois<br />

Finance Director/Treasurer<br />

Donald Carter<br />

Department Directors<br />

Richard Greenwood, Community Development Director<br />

Kandace Tappen, Human Resources Director<br />

Auburn Taylor, Leisure Services Director<br />

Richard Sloan, Public Safety Director<br />

Addie Javed, Public Works Director<br />

Mike Stripling, Utilities Director


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”


Left to right: Vice-Mayor Horace West, Commissioner Ronnie Cotton,<br />

Mayor Kenneth Kipp, Commissioner Don Mason, and Commissioner H.L. Roy Tyler<br />

CITY OF HAINES CITY<br />

MAYOR AND CITY COMMISSION<br />

Kenneth Kipp, Mayor<br />

Horace West, Vice-Mayor<br />

Ronnie Cotton, Commissioner<br />

Don Mason, Commissioner<br />

H.L. “Roy” Tyler, Commissioner


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

PROPOSED ANNUAL BUDGET<br />

OCTOBER 1, 2015 – SEPTEMBER 30, 2016<br />

TABLE OF CONTENTS<br />

PAGE NUMBER<br />

CITY MANAGER’S BUDGET MESSAGE 12<br />

FINANCE ADVISORY BOARD REPORT 26<br />

COMMUNITY PROFILE 28<br />

REVENUE AND EXPENDITURE/EXPENSE SUMMARIES<br />

Comparative Years Summaries 38<br />

Revenues by Type 45<br />

Expenditures by Object Category – By Fund 57<br />

<strong>City</strong> Organization Chart 71<br />

All Departments Personnel 72<br />

EXPENDITURES/EXPENSES (Departmental Details)<br />

<strong>City</strong> Commission (General Fund) 76<br />

<strong>City</strong> Administration 80<br />

<strong>City</strong> Manager (General Fund)<br />

Information Technology (I.T.) (General Fund)<br />

<strong>City</strong> Attorney (General Fund) 90<br />

<strong>City</strong> Clerk (General Fund) 96<br />

Development Services Department 102<br />

Planning (General Fund)<br />

Building & Inspections (General Fund)<br />

Other Economic Development (CRA Fund)


Finance Department 112<br />

Finance (General Fund)<br />

Utility Billing (Water and Sewer Fund)<br />

Fire Department 120<br />

Fire (General Fund)<br />

Fire Impact Fees Fund<br />

Capital Projects Fund<br />

Human Resources Department (General Fund) 128<br />

Non-Departmental 134<br />

General Fund<br />

Community Redevelopment Agency (CRA) Fund<br />

Capital Projects Fund<br />

Water and Sewer Fund<br />

Water Impact Fees Fund<br />

Sewer Impact Fees Fund<br />

Parks & Recreation Department 142<br />

Library (General Fund)<br />

Library Impact Fees Fund<br />

Capital Projects Fund<br />

Parks (General Fund)<br />

Parks & Streetscape Maintenance (CRA Fund)<br />

Aquatics (General Fund)<br />

Aquatics (CRA Fund)<br />

Special Events (General Fund)<br />

Recreation (General Fund)<br />

Banquet Hall (CRA Fund)<br />

Recreation Impact Fees Fund<br />

Summer Recreation (General Fund)<br />

Police Department 170<br />

Police (General Fund)<br />

Community Policing (CRA Fund)<br />

Law Enforcement Education and Training Fund<br />

Confiscated Property Fund<br />

Police Impact Fees Fund


Public Works Department 180<br />

Facilities Maintenance (General Fund)<br />

Sanitation (General Fund)<br />

Transportation (General Fund)<br />

Transportation Impact Fees Fund<br />

Fleet Maintenance (General Fund)<br />

Stormwater Utility Fund<br />

Utilities Department 198<br />

Water Utility (Water and Sewer Fund)<br />

Water Impact Fees Fund<br />

Sewer Utility (Water and Sewer Fund)<br />

Sewer Impact Fees Fund<br />

Water Dist. and Wastewater Coll. (Water and Sewer Fund)<br />

APPENDIX A<br />

Pay Plans 214<br />

Executive<br />

Exempt<br />

Fire<br />

Non-Exempt<br />

Police<br />

APPENDIX B<br />

Debt Service 222<br />

Debt Service Table<br />

Water and Sewer Fund Debt Service Coverage


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

CITY MANAGER’S<br />

BUDGET MESSAGE


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”


September 3, 2015<br />

Mayor Kenneth Kipp<br />

Vice Mayor Horace West<br />

Commissioner H.L Roy Tyler<br />

Commissioner Don Mason<br />

Commissioner Ronnie Cotton<br />

RE: Proposed Fiscal Year 2016 Budget<br />

Honorable Mayor and <strong>City</strong> Commissioners:<br />

The intent <strong>of</strong> this memorandum is to serve as the <strong>of</strong>ficial transmittal memo for the Fiscal Year 2016 Annual<br />

Budget for the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>. As an organization, we appreciate and commend the leadership that<br />

you, the elected <strong>of</strong>ficials, have displayed during this challenging Fiscal Year 2016 budget process. As many<br />

<strong>of</strong> you are aware, this organization has embarked on addressing some <strong>of</strong> the most challenging initiatives to<br />

date: from pension reform to the <strong>City</strong>’s most robust compensation initiative in decades. These obstacles do<br />

not come without challenges and opportunities. The leadership displayed from the <strong>City</strong>’s Executive<br />

Management Team, as well as the support Staff, has been remarkable. Understanding the systemic issues<br />

“we” in municipal government face, this organization has endured and will continue to be responsive to the<br />

needs <strong>of</strong> the community, and do it in the most judicious manner. Fiscal stewardship has been a stakeholder<br />

<strong>of</strong> this organization, and we have embraced transparency from the perspective that we believe in fiscal<br />

stewardship and that our taxpayers can rest assured that we look at every conceivable way to utilize our<br />

fiscal resources in the most responsible manner. This organization continues to morph into a local<br />

government entity that is responsive and reflective <strong>of</strong> our community; it was deemed appropriate to<br />

incorporate three new organizational goals. These goals emphasize the organization’s continuous growth<br />

to create a better “<strong>Haines</strong> <strong>City</strong>.” These goals are as follows:<br />

Personnel Goal: Cultivate an environment that will attract, retain and recognize city employees<br />

as the organization’s most valuable resource.<br />

This goal is intended to support our organization’s most valuable resource in that without our employees<br />

the ability for this <strong>City</strong> to function will be virtually impossible.<br />

Environmental Goal: Protect our natural amenities by encouraging proactive environmental<br />

initiatives intended to safeguard our natural resources.<br />

As good stewards we must not look only at the financial aspects associated with our business, but also our<br />

natural resources and how we invest much needed capital to ensure that our natural amenities are preserved<br />

12


for future generations. This initiative confirms the elected <strong>of</strong>ficials’ desires to protect and preserve the<br />

natural amenities that are uniformly enjoyed by our community.<br />

Communications Goal: Enhance and promote communications and engagement opportunities<br />

that inform, build trust, incentivize growth and generate community pride.<br />

Communicating with the public in an effective manner is critically important as it relates to the business <strong>of</strong><br />

municipal government. As a transparent organization, we pride ourselves in providing superior<br />

communication without being guided or told. Transparency is the cornerstone <strong>of</strong> every high functioning<br />

organization, and we in <strong>Haines</strong> <strong>City</strong> embrace that fundamental principle.<br />

Our value system in our community is ever evolving and adapting to the changes we face as an organization,<br />

and this year will be a monumental year for <strong>Haines</strong> <strong>City</strong>. We will begin the process <strong>of</strong> crafting a strategic<br />

plan for both our downtown and our agency. I was once told that planning without implementation is<br />

hallucination. We cannot find ourselves in the position <strong>of</strong> not planning, and preparing for the future.<br />

Addressing some <strong>of</strong> the challenges that we have in the organization will require the elected <strong>of</strong>ficials, the<br />

community, and business leaders to assist this agency in formulating what <strong>Haines</strong> <strong>City</strong> will look like in the<br />

next 3 to 10 years.<br />

Growth and Development<br />

Over the past couple <strong>of</strong> years, residential construction, as well as commercial investment, has increased<br />

taxable value in <strong>Haines</strong> <strong>City</strong> by approximately 15%. The growth has been extremely beneficial in<br />

addressing some <strong>of</strong> the fiscal challenges we face as an organization. Major developments are starting to<br />

occur. Balmoral Estates is approximately a $200 million project that will add much needed executive<br />

housing. The amenities in this community will be world class. <strong>Haines</strong> <strong>City</strong> is beginning to see exponential<br />

growth in multi-family housing. With the market demands changing, developers and investors have seen<br />

our location as an ideal place to construct modern and state-<strong>of</strong>-the-art apartment complexes. Two projects<br />

that are currently in the early stages <strong>of</strong> a plan review, and we hope to begin the permitting process within<br />

the next two quarters <strong>of</strong> Fiscal Year 2016.<br />

The <strong>City</strong> continues its commitment to pursue economic development; the only way to address the problem<br />

as opposed to treating the symptoms our community faces is economic development. Working in<br />

collaboration with the <strong>Haines</strong> <strong>City</strong> Economic Development Council, <strong>City</strong> Staff will be working feverishly<br />

to attract, retain and encourage new business growth and development within our municipal boundaries.<br />

Some <strong>of</strong> the steps that the organization is embarking upon in order to help economic growth is a revision<br />

<strong>of</strong> the <strong>City</strong>’s Land Development Regulations (LDRs). These are the guidelines whereby businesses are<br />

governed by as it relates to site and land development and other operational activities within <strong>Haines</strong> <strong>City</strong>.<br />

It is our goal as an organization to eliminate any policies that are obtrusive, arbitrary or capricious in nature<br />

and instead support policies that encourage business development and growth. This “Pro Growth”<br />

philosophy will assist the <strong>City</strong> in being more aggressive and attractive to private sector development. There<br />

continues to be additional growth along the HWY 27 corridor, which will provide ancillary services and<br />

benefits to the Heart <strong>of</strong> <strong>Florida</strong> Medical Complex, as well as our community. These medical facilities and<br />

businesses growing along HWY 27 will serve as a major catalyst for commerce in future years. With the<br />

challenges facing the citrus industry, it is anticipated that future properties along HWY 27 will develop into<br />

shops, restaurants, and other ancillary services the community desperately needs.<br />

For three consecutive years, the <strong>City</strong> has conducted a community value survey; this survey is intended to<br />

be a tool to gauge the community’s perspective on <strong>City</strong> services, but more importantly, what the <strong>City</strong> values.<br />

Overwhelmingly, three major initiatives that were mentioned by our residents were job creation, economic<br />

13


development, and the importance <strong>of</strong> pursuing higher educational institutions within our community. Those<br />

three objectives were overwhelmingly supported by our residents, and it will require strategic partnerships<br />

with academic institutions and the private sector to see those items come to fruition. Economic development<br />

is something that must be viewed on a global spectrum. The world is inherently different, and our presence<br />

via our website and in social media is pr<strong>of</strong>oundly important. The <strong>City</strong> is in the process <strong>of</strong> working on a<br />

marketing campaign that will not only address the immediate needs <strong>of</strong> the organization but increase <strong>Haines</strong><br />

<strong>City</strong>’s global footprint so that investors from all over the world can see the potential our community<br />

possesses.<br />

Growth and development cannot be sustained or even discussed if the appropriate infrastructure is not in<br />

place to accommodate the needs <strong>of</strong> the private sector. The <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> is embarking upon one <strong>of</strong><br />

the largest and robust water initiatives in the region. The Central <strong>Florida</strong> Water Initiative (CFWI) is intended<br />

to look at alternative water sources to be able to sustain growth and prosperity in the region. With water<br />

being the most important commodity, and 90% <strong>of</strong> our water being drawn from the <strong>Florida</strong> aquifer, it is<br />

incumbent upon government entities to think differently and on a regional level. This initiative has<br />

unanimous support from every municipality in Polk County, and in the next couple <strong>of</strong> years, will be an<br />

entity that will assist local agencies in addressing water needs. With the changes to cities’ consumptive use<br />

permits, alternative water supplies and capacities will have to be discussed and reviewed by state agencies.<br />

<strong>Haines</strong> <strong>City</strong> and other organizations are looking at ways to be the leading agencies in this discussion. The<br />

<strong>City</strong> will also be reviewing the stormwater assessment to determine its structure, as well as the opportunity<br />

to revamp the existing utility to ensure a fair and equitable way to provide stormwater treatment facilities<br />

that will address the stormwater run<strong>of</strong>f and flooding issues we experience in our community. The <strong>City</strong>’s<br />

Lake Eva project is ongoing and will begin with the first quarter <strong>of</strong> the Fiscal Year 2016 budget. This<br />

initiative will assist in addressing water quality issues, as well as some <strong>of</strong> the invasive aquatic vegetation<br />

that is impacting the lake. A lakes management plan is in the process <strong>of</strong> being developed and will be a<br />

strategic component <strong>of</strong> the <strong>City</strong>’s stormwater initiative.<br />

The <strong>City</strong> will continue to invest in roadway projects by completing the Johnson Avenue construction<br />

project, as well as revamping the <strong>City</strong>’s existing roadway resurfacing projects. Annually, the <strong>City</strong> has<br />

appropriated approximately $400,000 for the purpose <strong>of</strong> addressing roadways within the community. This<br />

approach will continue until all roadways within the <strong>City</strong>’s municipal boundaries meet the standards<br />

established by the <strong>City</strong>. In order to sustain economic growth, the <strong>City</strong> must invest in critical infrastructure<br />

so that the development community can flourish. As the <strong>City</strong> embarks on some major initiatives to spur<br />

growth and development, appropriate infrastructure will serve as a catalyst to attract private sector<br />

investment. The <strong>City</strong> is looking to construct a 20 inch water line that will assist in alleviating some <strong>of</strong> the<br />

low-pressure issues the <strong>City</strong> has been experiencing along the Highway 27 corridor. This project is at the<br />

beginning <strong>of</strong> the design phase and is slated to be constructed in FY 2016; capital investment will provide<br />

for additional capacity and flow for businesses and residents along Highway 27.<br />

The <strong>City</strong> has also partnered with BCR Environmental and their sister company NuTerra to construct a<br />

composting facility that incorporates BCR’s accelerated composting technology. This facility will address<br />

long-term solutions facing biosolids management. It will reduce operating expenditures for the <strong>City</strong>, as well<br />

as provide for on-site composting that will in fact reduce the trucking and land application <strong>of</strong> biosolids at<br />

landfills. This facility will be state-<strong>of</strong>-the-art and blend yard waste with biosolids and create a Class A<br />

fertilizer that will be marketable to many entities. The capital investment <strong>of</strong> $5 million will allow for a<br />

facility that will reduce operational cost for other municipalities in the region, and allow <strong>Haines</strong> <strong>City</strong> to<br />

benefit from a contract that incorporates a concept to allow for revenue-sharing. One <strong>of</strong> the most notable<br />

projects during this Fiscal Year will be a project to address some major water quality issues in our<br />

community. The <strong>City</strong> Commission has approved this $5.7 million project, and construction is anticipated<br />

14


to commence at the beginning <strong>of</strong> Fiscal Year 2016. Once this project is completed and fully operational, it<br />

will provide an additional 477,000 gallons per day and alleviate the <strong>City</strong>’s need for 53 flush boxes, as well<br />

as preserve 174,105,000 gallons probable per annum <strong>of</strong> the state’s most viable resource. Staff is confident<br />

that this project will make the water pressure issues a moot point, but it will take a concerted effort from all<br />

parties to ensure compliance <strong>of</strong> the existing water restrictions and conservation <strong>of</strong> our most valuable<br />

resource.<br />

Budget Conditions<br />

This budget is balanced and possesses a millage rate <strong>of</strong> 7.7900 Mills; this is the third year consecutively<br />

that the <strong>City</strong> Commission has levied the effective tax rate <strong>of</strong> 7.7900 Mills, the calculated rollback rate that<br />

would generate the same revenue the <strong>City</strong> collected this year would have been 7.4432 Mills. The difference<br />

between this and the millage rate that was adopted by the <strong>City</strong> Commission was approximately $293,725;<br />

however, the <strong>City</strong> did see a growth in taxable value to approximately $880 million. This growth resulted in<br />

a 9% increase from previous years. Over the last two years, the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> collectively has seen<br />

an approximate 15% increase in the taxable value within <strong>Haines</strong> <strong>City</strong>. Even though the organization has<br />

experienced a 15% increase over two years it pales in comparison to its taxable value prior to the Great<br />

Recession <strong>of</strong> 2007, at which time the <strong>City</strong>’s taxable value was approximately $1.2 billion. The FY 2016<br />

budget is $48,026,605; the general fund budget that accounts for the ad valorem taxes is $22,754,055. The<br />

ad valorem revenue (Property Taxes) that the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> is anticipated to collect is approximately<br />

$6,598,100, which is up from $6,067,110 in FY 2015, and is a modest increase from FY 2014 ad valorem<br />

revenue <strong>of</strong> approximately $5.8 million.<br />

In the weeks following passage <strong>of</strong> the budget document, we will be creating a “Budget-in-Brief” document,<br />

which is intended to provide residents, business owners and visitors with a snapshot <strong>of</strong> the current state <strong>of</strong><br />

the <strong>City</strong>’s finances. This document will be written utilizing common terminology so that it will be easily<br />

understood by anyone reading it for the first time. This document (FY 2016 Adopted Budget) along with<br />

the Budget-in-Brief will be available on the <strong>City</strong>’s website, major <strong>City</strong> facilities, and will be available for<br />

review at the <strong>City</strong>’s public library. Due to the decline in the economy and the burst <strong>of</strong> the housing market,<br />

the <strong>City</strong> lost 40% <strong>of</strong> its ad valorem revenue that was once collected. As the <strong>City</strong> continues to look for<br />

operational efficiencies, we will continue to look for savings and reductions in cost where applicable. As<br />

part <strong>of</strong> the budget process for the third year consecutively, the <strong>City</strong> conducted a community value survey<br />

in order to garner public input about services that are enjoyed throughout the community. One <strong>of</strong> the topics<br />

<strong>of</strong> discussion was the Fire Service Assessment, which was levied to fund the provisions <strong>of</strong> providing fire<br />

services and fire services alone.<br />

As part <strong>of</strong> this budget, the <strong>City</strong> Commission adopted the Fire Service Assessment on July 16, 2015. Multiple<br />

public hearings were conducted to allow residents, business owners, and other interested parties the<br />

opportunity to <strong>of</strong>fer their perspectives concerning the fee that was being proposed. The cost to property<br />

owners is estimated to be $144.93 per parcel plus $.85 per $1,000 in relative improvement values. The Fire<br />

Service Assessment is a tax equity tool structured so that every resident within the <strong>City</strong> is providing funding<br />

to pay for the provisions <strong>of</strong> fire suppression services. The <strong>Haines</strong> <strong>City</strong> Fire Rescue Department’s budget is<br />

approximately $2.9 million. It is anticipated that this assessment will generate approximately $1.8 million<br />

in revenue for the purposes <strong>of</strong> sustaining fire services within <strong>Haines</strong> <strong>City</strong>. It is important to note that this<br />

revenue can only be utilized to sustain fire suppression services, an analysis is conducted by an economist<br />

to ensure that the Emergency Medical Services (EMS) portion <strong>of</strong> the budget is extracted and only the cost<br />

attributable to fire services is assessed. Based on the two largest funding mechanisms for the <strong>City</strong>, the Fire<br />

Service Assessment and the ad valorem revenue only generate approximately $8,398,100; to fund just<br />

police and fire services it costs approximately $9,285,160, resulting in a deficit <strong>of</strong> $887,060.<br />

15


The <strong>City</strong> has experienced substantial growth within the Community Redevelopment Agency (CRA); based<br />

on the growth attributable to the CRA it is no longer necessary for the general fund to subsidize the CRA.<br />

Based on budget discussions with the elected <strong>of</strong>ficials it was deemed to be fiscally prudent to charge some<br />

operational expenses and personnel costs to the CRA to account for services being provided within the<br />

CRA. It is important to note that if market conditions change the revenue in the CRA, reduced personnel<br />

services may result. Currently, approximately $250,000 is slated to be utilized for the purposes <strong>of</strong> funding<br />

personnel and operating CRA facilities. There is also approximately $300,000 that will remain unassigned<br />

within the CRA budget for the purpose <strong>of</strong> other ancillary projects or initiatives. Second, the <strong>City</strong><br />

Commission will increase the water and wastewater rates by 1.54% determined by the <strong>Florida</strong> Public<br />

Service Commission “price increase index” for major categories <strong>of</strong> utility operating costs consistent with<br />

the average rate over the past three years. Prior to this proposed increase no increases have occurred since<br />

Fiscal Year 2012.<br />

Debt<br />

As an organization, we have approximately $69,038,983 in existing debt obligations, with an annual debt<br />

service payment <strong>of</strong> approximately $5.3 million. This long-term debt significantly impacts the organization’s<br />

ability to address some <strong>of</strong> the short-term and long-term challenges we face as a <strong>City</strong>. It is anticipated that<br />

the <strong>City</strong>’s final debt payment should reach full maturity in Fiscal Year 2036. It is our goal to take a practical<br />

and aggressive look at ways to reduce the <strong>City</strong>’s long-term debt obligations, and/or move into more stable<br />

and less volatile funding mechanisms. The <strong>City</strong> currently has $19,894,047 <strong>of</strong> debt issued in the General<br />

Fund. Even though the debt has provided for an immense number <strong>of</strong> quality <strong>City</strong> facilities and projects, it<br />

has impacted our ability to compensate our employees in a fair and equitable manner. It is incumbent upon<br />

us as elected and appointed <strong>of</strong>ficials to continue to look at our debt strategy and take the necessary steps to<br />

reduce the financial burden on future generations.<br />

Compensation Plan (Phase II)<br />

This phase will be in effect on October 1, 2015, (approximately three (3) months after Phase I). This<br />

component <strong>of</strong> the plan has two major components: (a) addresses the 50% <strong>of</strong> the employee workforce that<br />

is below market and readjusts their effective rate <strong>of</strong> pay to the new minimum, and (b) gives <strong>City</strong> employees<br />

a tiered pay raise from 4% - 0.5% depending on Years-<strong>of</strong>-Service (YOS). Those employees who were<br />

identified in the analysis as being under market will receive a tiered pay raise on top <strong>of</strong> their new minimum.<br />

Those individuals who are currently within the appropriate pay ranges will only receive the tiered pay raise<br />

structure based on YOS.<br />

Here I will illustrate an example <strong>of</strong> what the new effective rate <strong>of</strong> pay will be for an individual that is below<br />

market and has over (5) YOS: Example: Current Salary $35,945.44; New Minimum $38,599.00 + 4% =<br />

$40,142.96, which equates to approximately an 11.5% pay increase effective October 1, 2015. As you can<br />

see, there are individuals who are grossly under market, and our plan is to address those issues, as well as<br />

compensate our employees who are within their respective ranges. This particular component <strong>of</strong> the<br />

proposal will cost the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> approximately $680,000 as part <strong>of</strong> reoccurring payroll<br />

expenditures. This particular plan only addresses two years, and as an organization we have to find recurring<br />

revenue to sustain any additional future increases. With economic development picking up, and the taxable<br />

value in <strong>Haines</strong> <strong>City</strong> increasing by 9.0%, growth will be the only way to sustain future increases. The chart<br />

below depicts the percentage increase that you can anticipate receiving in the event the <strong>City</strong> Commission<br />

approves the proposal as recommended by Staff.<br />

16


FY 2016 (Oct 1. Increase) (%) Date <strong>of</strong> Hire Range<br />

4% Before 9/30/11<br />

3% 10/1/11 – 9/30/12<br />

2% 10/1/12 – 9/30/13<br />

1% 10/1/13 – 9/30/14<br />

0.5% 10/1/14 – 9/30/15<br />

Also, as a philosophical and organizational change, this budget takes a strong policy stance as it relates to<br />

organizational compensation. As an employer, we as an organization have decided to establish that no fulltime<br />

regular employee shall make below $10 per hour, this pertains to only full-time employees that are<br />

benefits eligible. This philosophical change allows for us to be more competitive in the market, but also<br />

realize that our employees who deal with our young people in various parks and recreation capacities should<br />

not be making less than their private-sector counterparts that work at fast food chains and other restaurants.<br />

It is also our obligation as a humane employer to ensure that our employees receive a livable wage,<br />

especially for those working over 35+ hours per week. This change will have a pr<strong>of</strong>ound impact<br />

organization-wide and will actually allow for us to be more attractive to prospective employees.<br />

Furthermore, in order to fund the <strong>City</strong>’s compensation plan, the <strong>City</strong> must withdraw from the <strong>City</strong>’s<br />

Undesignated Unassigned Fund Balance approximately $344,500. To balance the Fiscal Year 2016 Budget<br />

will require the <strong>City</strong> to utilize reserves for the purpose <strong>of</strong> funding this organization’s largest compensation<br />

initiative. Over the last two (2) years, <strong>Haines</strong> <strong>City</strong> has not utilized any General Fund Reserves to balance<br />

the budget (Fiscal Years 2014 and 2015). We have provided you with quarterly financial updates for the<br />

purpose <strong>of</strong> keeping the <strong>City</strong> Commission abreast <strong>of</strong> all the changes in the market. We also created a Budgetin-Brief<br />

document that is intended to provide the utmost transparency relating to the budgeting process.<br />

Additionally, Staff has presented quarterly <strong>City</strong>wide priority updates for the purpose <strong>of</strong> informing you, the<br />

elected <strong>of</strong>ficials, <strong>of</strong> <strong>City</strong> operations. Staff has worked with an independent third-party group <strong>of</strong> residents<br />

and prominent business leaders to review our budgetary processes. The Finance Advisory Board (FAB) has<br />

worked diligently to review the organization’s fiscal practices to ensure they are consistent with the<br />

ideologies <strong>of</strong> the community, as well as <strong>of</strong> the <strong>City</strong> Commission.<br />

Many conversations have been had relating to the <strong>City</strong>’s Fund Balance Policies. This is a policy you, as the<br />

elected <strong>of</strong>ficials, have complete control over. Many organizations have various policies that vary in scope.<br />

It is my opinion that this step is absolutely necessary in the best interest <strong>of</strong> our organization. Services cannot<br />

be provided without the men and women that provide those services. We have surveyed multiple cities and<br />

looked at their fund balance policies. Currently, we carry an undesignated General Fund Balance <strong>of</strong> 23%<br />

($5.5 million). As part <strong>of</strong> this budget I have recommended that the <strong>City</strong> Commission support the Staff’s<br />

recommendation to withdraw the necessary funds ($344,500) to balance the Fiscal Year 2016 Budget and<br />

consider future measures to continuously <strong>of</strong>fer compensation initiatives in subsequent budget cycles. Please<br />

note that from Fiscal Year 2010 through 2013, $3.5 million was utilized for the purposes <strong>of</strong> balancing the<br />

annual budget in <strong>Haines</strong> <strong>City</strong>. In Fiscal Year 2013, $400,000 <strong>of</strong> the $502,700 was attributable to the<br />

Roadway Resurfacing Projects that were completed in Fiscal Year 2015; the other $102,770 was for other<br />

projects that were re-budgeted. Below you will see a list <strong>of</strong> organizations and their Fund Balance Policies:<br />

17


<strong>City</strong> Official Policy? Overall Fund Balance Policy<br />

<strong>City</strong> <strong>of</strong> Lakeland No 7.5% <strong>of</strong> expenditures<br />

Boca Raton Yes 10% <strong>of</strong> expenditures<br />

Daytona Beach Yes 10% <strong>of</strong> expenditures<br />

Palm Coast Yes 10% - 20% <strong>of</strong> expenditures<br />

St. Cloud Yes 12.5% <strong>of</strong> expenditures<br />

<strong>City</strong> <strong>of</strong> Frostpro<strong>of</strong> No 13% <strong>of</strong> expenditures<br />

<strong>City</strong> <strong>of</strong> Lake Wales Yes 15% lower limit and 20% upper limit<br />

Ormond Beach Yes 15% <strong>of</strong> expenditures<br />

Port Orange Yes 15% <strong>of</strong> expenditures<br />

Deland Yes 17% <strong>of</strong> expenditures<br />

Deltona Yes 17% <strong>of</strong> expenditures<br />

<strong>Haines</strong> <strong>City</strong> Yes 17% <strong>of</strong> expenditures<br />

<strong>City</strong> <strong>of</strong> Kissimmee Yes 20% <strong>of</strong> expenditures<br />

Davenport No 25% <strong>of</strong> expenditures<br />

<strong>City</strong> <strong>of</strong> Mulberry No 25% <strong>of</strong> expenditures<br />

Melbourne Yes 25% <strong>of</strong> expenditures<br />

New Smyrna Beach Yes 25% <strong>of</strong> expenditures<br />

Sanford Yes 25% <strong>of</strong> expenditures<br />

As elected <strong>of</strong>ficials, there should be some trepidation when it comes to withdrawing funds from our<br />

reserves. However, I am confident in our ability as a team to make the necessary changes to be able to<br />

sustain this compensation initiative in perpetuity. Over the next couple <strong>of</strong> months, the Finance Director, the<br />

Assistant Finance Director, and the entire Executive Management Team will begin formulating a plan that<br />

will address the long-term fiscal sustainability as an organization. This plan will be the guiding principles<br />

as adopted by the <strong>City</strong> Commission for the purpose <strong>of</strong> addressing the fiscal challenges that lie ahead. The<br />

<strong>City</strong> has recently embarked in completely reforming the antiquated and unsustainable pension plan that had<br />

the potential to cost the organization millions <strong>of</strong> dollars in future benefits. The change to a 401(A), a close<br />

relative <strong>of</strong> the traditional 401(K) plan you find in the private sector, allows the organization to budget for<br />

future benefits in a more linear approach than in previous years. The long-term investment strategies are<br />

managed by the plan participant in consultation with a certified financial expert. This change in organization<br />

philosophy will render positive results for the organization, and it is anticipated that in approximately 7 to<br />

10 years more than $1 million will be saved by making this major plan modification. As we looked at all<br />

<strong>of</strong> our benefits throughout the organization, nothing was more important than focusing on our<br />

organization’s most precious and valuable asset: our employees.<br />

The Fiscal Year 2016 budget accounts for two major initiatives in compensation and economic<br />

development. These two factors have a large impact on this organization’s prosperity. It is pertinent for us<br />

to address compensation issues immediately; not doing so places us behind the proverbial eight ball and at<br />

a great competitive disadvantage to attract, retain and reward our employees. Future compensation<br />

initiatives will need to occur in order to remain competitive in the market. The <strong>City</strong> has recommitted itself<br />

to partnering with other local government entities for the opportunity <strong>of</strong> being the sole service provider <strong>of</strong><br />

water, wastewater and other areas <strong>of</strong> service. In order to be proactive in addressing the challenges we face<br />

as an organization we composed an outline <strong>of</strong> a Fiscal Year 2016-2017 Budget Sustainability Plan. This<br />

18


plan is intended to review and audit all operations within the <strong>City</strong>. Some <strong>of</strong> the major components <strong>of</strong> the<br />

plan and its explanations are as follows:<br />

Budget Sustainability Plan FY 2016-2017<br />

Operational – Each department will be tasked with reviewing levels <strong>of</strong> service, as well as the cost<br />

attributable to providing those services and determining their long-term sustainability and viability<br />

in a changing economy.<br />

Personnel – The <strong>City</strong> Manager will review all vacancies to determine the service level impact and<br />

whether the position is deemed mission-critical or can be slated for elimination as part <strong>of</strong> the Fiscal<br />

Year 2016. Reductions in force will be considered as attrition occurs in the next Fiscal Year.<br />

Benefits – Staff will look to modify and adjust major cost centers like the <strong>City</strong>’s employee health<br />

plan for the purpose <strong>of</strong> providing alternative options that are not cost prohibitive and provide for a<br />

reasonable benefit package with less market volatility.<br />

Compensation – Staff will be developing a merit-based “Pay for Performance Model” that will<br />

reward those who exceed expectations, as well as address those who do not obtain satisfactory<br />

evaluations.<br />

Reserves – <strong>City</strong> Staff will review expenditures for the purpose <strong>of</strong> replenishing the <strong>City</strong>’s reserves<br />

on an ongoing basis. <strong>City</strong> Staff will work diligently to reduce recurring expenditures by 1 to 2%<br />

annually for the purpose <strong>of</strong> sustaining recurring compensation initiatives, as well as building a<br />

healthy reserve for the future.<br />

Debt – <strong>City</strong> Staff will consistently look at long-term stable interest rates for the purpose <strong>of</strong><br />

mitigating any potential market volatility relating to our long-term financial instruments. When<br />

refinancing is available, Staff will look to reduce recurring expenditures for the purpose <strong>of</strong><br />

providing financial liquidity as part <strong>of</strong> the Fiscal Year 2016-2017 Budget Stabilization Plan.<br />

Revenues – The <strong>City</strong> will explore other revenues for the purpose <strong>of</strong> sustaining its existing<br />

operations as a guiding principle. Both the Consumer Price Index (CPI) and the Municipal Price<br />

Index (MPI) will be used to ensure that the organization is consistent with the inflation rate over<br />

the next two (2) years. Pass-throughs that have been traditionally absorbed by the organization will<br />

be reviewed for the purpose <strong>of</strong> deciphering the best way to fund additional increases by vendors or<br />

other municipal agencies. Traditionally, this organization has absorbed the cost <strong>of</strong> doing business,<br />

and it is now appropriate for us to look at recouping revenue in the most fiscally responsible<br />

manner.<br />

Expenditures – Staff will review all expenditures and purchasing practices to ensure that the best<br />

value is acquired when utilizing the <strong>City</strong>’s financial resources. The centralization <strong>of</strong> purchasing<br />

will occur over the next two (2) years in order to experience efficiencies in the purchasing section.<br />

Contracts for services will be reviewed and scrutinized in order to determine the most costeffective,<br />

fiscally prudent way to manage the relationship between the contractor, i.e. ‘the <strong>City</strong>’<br />

and the vendor. Every <strong>City</strong> expenditure will be consistent with the organization’s goals and<br />

initiatives. Justification for any unbudgeted expenditures will be highly scrutinized and will require<br />

copious amounts <strong>of</strong> information prior to its consideration.<br />

Transparency – The <strong>City</strong> will continue to review its financial conditions in the most open and<br />

transparent way possible to ensure that the elected <strong>of</strong>ficials, as well as the public, are informed <strong>of</strong><br />

financial decisions that impact the <strong>City</strong>’s budget.<br />

Economic Development – The <strong>City</strong> will be a catalyst for economic viability and sustainability,<br />

and we will continue to aggressively approach industries for the purpose <strong>of</strong> encouraging growth<br />

and development over the next two (2) years. In collaboration with the Economic Development<br />

Council, <strong>City</strong> Staff will begin a marketing and branding initiative intended to spur the growth<br />

necessary to cure the issues ‘we’ are experiencing.<br />

19


Real Estate Development – The <strong>City</strong> will look to market all nonessential parcels within the <strong>City</strong>’s<br />

municipal boundaries for the purpose <strong>of</strong> replenishing the <strong>City</strong>’s reserves.<br />

Staff will proceed as recommended and create a robust, all-encompassing Fiscal Year 2016-2017 Budget<br />

Sustainability Plan. This plan will be an internal audit <strong>of</strong> all <strong>City</strong> functions and operations, intended to look<br />

for efficiencies and opportunities to reduce government spending while maintaining the existing level <strong>of</strong><br />

services. This will be coupled with a strategic planning retreat, whereby the <strong>City</strong> Commission will outline<br />

its desires as to how and what they envision this organization to be now, three (3) years from now, and five<br />

(5) years from now. Understanding that tough decisions lie ahead, I have full faith and confidence in the<br />

mental aptitude and ability <strong>of</strong> the Executive Management Team, personnel and Staff to be able to meet<br />

these challenges in an ever-changing economy. We will be aggressively looking at efficient ways to do<br />

things uniquely differently. In closing, I know this is a difficult decision for all those involved, and your<br />

support and continued trust in the Staff will allow us to overcome these obstacles and be much appreciated.<br />

Finance Advisory Board<br />

Staff has worked tirelessly with our Finance Advisory Board (FAB) to review the budget document that is<br />

before you in order to ensure transparency and fiscally responsible financial practices. The board has<br />

reviewed every aspect <strong>of</strong> this document and has provided significant insight with respect to what the<br />

residents and business community desire from <strong>City</strong> Services. The purpose behind the creation <strong>of</strong> the FAB<br />

was not only to allow for a third-party independent group <strong>of</strong> residents and business owners to review the<br />

<strong>City</strong>'s budgetary process in order to ensure that the document truly reflects the desires <strong>of</strong> the community,<br />

but also to allow for a greater degree <strong>of</strong> transparency in fiscal stewardship between all parties involved: the<br />

elected leadership, <strong>City</strong> Staff and the FAB. A report by the Chairman Jim Fitch is attached for the public's<br />

edification with respect to the findings <strong>of</strong> the FAB.<br />

Certainly, we understand that long-term debt obligations significantly impact our ability to have the<br />

financial liquidity we would hope for; however, the capital investments that have occurred have allowed<br />

for <strong>Haines</strong> <strong>City</strong> to elevate its image and presence throughout Polk County and the State <strong>of</strong> <strong>Florida</strong>. Staff<br />

will constantly work with the FAB to review all fiscal matters that are anticipated to have any financial<br />

impact or implications for the residents or business community <strong>of</strong> <strong>Haines</strong> <strong>City</strong>. When appropriate and<br />

applicable, the Finance Director and I will look at all available resources with regards to identifying and<br />

mapping out a plan to address the <strong>City</strong>'s existing debt obligations. As an organization, we understand that<br />

having strong financial policies will allow for us to manage the instability in the market and be able to react<br />

to the demands and needs <strong>of</strong> our employees, as well as the residents. We are well aware <strong>of</strong> the debt<br />

obligations the organization possesses, but those strategic investments have assisted in putting <strong>Haines</strong> <strong>City</strong><br />

on the proverbial map. Staff will continue to look at future investment strategies concerning the borrowing<br />

<strong>of</strong> capital; it is my recommendation that we approach each opportunity with a pragmatic and precise<br />

approach in order to ensure that our investments are well thought-out and calculated so that we can continue<br />

to be exceptional stewards <strong>of</strong> the public's funds.<br />

Personnel Additions in FY 2016<br />

Payroll Specialist – Finance Department<br />

Purchasing Specialist – Finance Department<br />

Part-Time Secretary – Fire Department<br />

Grounds Maintenance Worker-Cemetery – Parks & Recreation Department<br />

Building Maintenance Worker (2) – Public Works<br />

Transportation Maintenance Worker (2) – Public Works<br />

Waster Operator C (3) – Utilities Department<br />

20


Plant Maintenance Worker – Utilities Department<br />

Personnel Deletions in FY 2016<br />

Management Fellow – <strong>City</strong> Administration<br />

Senior Budget & Financial Analyst – Finance Department<br />

Part-Time Janitor (2) – Public Works<br />

The total fiscal impact is approximately $250,000, <strong>of</strong> which approximately $165,000 is paid for by the<br />

Utility Fund. These positions are essential to being able to adapt to the changing demands <strong>of</strong> the<br />

organization; these positions are only being asked because they are critically important and mission-critical<br />

for this organization.<br />

Two notable changes that were incorporated in the Fiscal Year 2016 Budget are as follows: The Leisure<br />

Services Department is changing its name back to the Parks and Recreation Department. This change will<br />

realistically reflect the department’s main objectives, not to mention the previous name was not consistent<br />

with industry standards, as well as inconsistent with other nationally accredited agencies. The Parks and<br />

Recreation Department is in the process <strong>of</strong> beginning creating Standard Operational Procedures (SOP) for<br />

the purposes <strong>of</strong> beginning the national accreditation process. This process will be a three-year undertaking;<br />

however, once completed it will allow our Parks and Recreation function to be compared to other entities<br />

that have obtained this certification. The goal <strong>of</strong> this accreditation will affirm our position that our parks<br />

and recreational services are among some <strong>of</strong> the best in the country.<br />

The Future<br />

The future for <strong>Haines</strong> <strong>City</strong> is a bright one. With economic development beginning to occur at a rapid rate,<br />

the <strong>City</strong> is starting to see substantial growth. Of course with growth comes greater demands on <strong>City</strong><br />

infrastructure, whereby we are one <strong>of</strong> the only communities in the State that is ready to handle the additional<br />

capacity. Currently, Staff is entertaining some major projects that will change the landscape <strong>of</strong> <strong>Haines</strong> <strong>City</strong>,<br />

in the residential, commercial, and industrial markets. Job creation is something that we would definitely<br />

like to see in our community. That is why we are looking at policies and procedures that assist in creating<br />

an environment conducive to job growth, job creation and capital investments.<br />

Our pro-business mentality is not just a common mantra, but the way we do business. Our Staff is committed<br />

to facilitating any and all prospects that may be interested in doing business within the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>.<br />

The work <strong>of</strong> our strategic partner agencies, the Chamber <strong>of</strong> Commerce and the Economic Development<br />

Council allows the <strong>City</strong> to increase its presence throughout the County and the State. Economic growth is<br />

a way to address some <strong>of</strong> the challenges we persevere through, but investments in our personnel will<br />

certainly render the largest and most impactful results that one could ever imagine.<br />

The teams <strong>of</strong> pr<strong>of</strong>essionals that are within this organization are exceptional, and I have full faith in the<br />

leadership team and the direction that has been established by the <strong>City</strong> Commission. We are bound for<br />

greatness, and no obstacle or challenge will ever stop us from persevering. As the dynamics <strong>of</strong> this<br />

community change, and our industries look to morph and adapt, we as a municipal government have the<br />

same challenges internally, but it is not the challenge that define us, it is how we handle the challenge<br />

moving forward. Certainly, everything happens day by day, but we must plan and project what <strong>Haines</strong> <strong>City</strong><br />

will look like, both now and in the future. We must live in the present but prepare for the future. “The best<br />

thing about the future is that it comes one day at a time.” – President Abraham Lincoln<br />

21


Acknowledgements<br />

In closing, I hope this budget message provides you all with some insight in regards to the challenges and<br />

opportunities that lie ahead for <strong>Haines</strong> <strong>City</strong>, yet affirms that we stand ready and willing to accept, execute<br />

and exceed the direction <strong>of</strong> the <strong>City</strong> Commission. We will remain fiscally disciplined to spend our funds<br />

where it is deemed responsible for the public. The FY 2016 budget promises to be one that has goals and<br />

objectives set forth by departments and adopted by the elected <strong>of</strong>ficials so that we have quantifiable<br />

measurements that we can report back on a quarterly basis. This adaptation to our budget will assist us in<br />

attempting to receive the distinguished budgeting award that has never been obtained by this organization.<br />

By implementing these performance measures, it is certain that the <strong>City</strong> Commission will see and be<br />

informed on the status <strong>of</strong> every goal and objective as defined in this document.<br />

I would like to express my gratitude and appreciation to you for allowing me to serve as your <strong>City</strong> Manager<br />

for another year. Mayor and <strong>City</strong> Commissioners, you have been extremely supportive and have provided<br />

much insight and guidance with respect to the direction in which you wanted <strong>Haines</strong> <strong>City</strong> to go. Your<br />

commitment to this community has allowed us all to strive for the very best, and every day that each and<br />

every one <strong>of</strong> us come to work, we try to make you and the residents proud to call <strong>Haines</strong> <strong>City</strong> home. I am<br />

extremely humbled by the opportunity you have bestowed upon me, and rest assured I will never take the<br />

duties and responsibilities <strong>of</strong> being <strong>City</strong> Manager for granted.<br />

I would be remiss if I did not recognize all the individuals that were instrumental with regards to the<br />

completion and the coordination <strong>of</strong> this year's budget document. Special thanks to Finance Director Donald<br />

Carter, and Assistant Finance Director Kari Giddens who was phenomenal in putting this document<br />

together, and <strong>of</strong> course, my Senior Executive Assistant Ms. Rosie Hernandez who has been an intricate part<br />

<strong>of</strong> this process. Lastly, the members <strong>of</strong> the best executive management team in Polk County, Public Safety<br />

Director Richard “Harold” Sloan, Parks and Recreation Director Auburn Taylor, Development Services<br />

Director Richard Greenwood, Human Resources Director Kandace Tappen, Utilities Director Michael<br />

Stripling, Public Works Director Addie Javed, IT Manager Brian Ross, <strong>City</strong> Clerk Linda Bourgeois,<br />

Assistant to the <strong>City</strong> Manager David Johnson and Management Intern Brandon Washington. Most<br />

importantly, I have to give credit to the exceptional work that the Finance Advisory Board did with respect<br />

to reviewing the budget document in its entirety. The members <strong>of</strong> this board are by far some <strong>of</strong> the best and<br />

brightest minds we could have assembled. The members <strong>of</strong> the board include the following; Chairman Jim<br />

Fitch, Chris Long, David Carter P.E., Tim James, DBA, Ph.D, U.S. Navy (Ret), and Robert Dodd. All the<br />

members <strong>of</strong> the board, and those involved in the process certainly did yeoman's work and have provided so<br />

much insight and perspective that we are truly proud <strong>of</strong> this document as a true reflection <strong>of</strong> budget<br />

transparency and teamwork.<br />

Respectfully submitted,<br />

Jonathan E. Evans, MPA, MBA, ICMA-CM<br />

<strong>City</strong> Manager<br />

22


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

23


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

FINANCE ADVISORY BOARD<br />

REPORT<br />

24


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

25


September 3, 2015<br />

<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> Commission<br />

620 E. Main Street<br />

<strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong> 33844<br />

Regarding:<br />

Fiscal Year 2015/2016 Budget Recommendations<br />

Mayor Kipp, Vice Mayor West and Commissioners Cotton, Mason and Tyler:<br />

The Finance Advisory Board (FAB) <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> has met seven (7) separate times beginning<br />

on January 27, 2015, volunteering countless hours to review and discuss the Fiscal Year 2015/2016<br />

proposed Annual Budget that was presented by Staff. The process began by <strong>City</strong> Staff providing a universal<br />

view <strong>of</strong> the process and the required timeline that is required to be followed. A budget schedule and the<br />

TRIM process was presented to assist the FAB gain an understanding <strong>of</strong> what challenges lay ahead. The<br />

FAB has reviewed the proposed revenue projections as forecasted by Staff and the certified tax values as<br />

presented by the Polk County Property<br />

Appraiser’s Office which are used to calculate the annual Ad Valorem tax revenues <strong>of</strong> the <strong>City</strong>.<br />

<strong>City</strong> Staff provided the FAB with the Fire Service Assessment analysis for FY 2015/2016 as prepared by<br />

GAI Consultants, Inc. for our review and discussion. This subject was discussed in great detail with the<br />

exempting <strong>of</strong> agricultural parcels a main focal point. Each department and division presented their<br />

respective operating budgets to the Board. The Five Year Capital Improvements Plan (CIP) and the FY<br />

2015/2016 CIP listing was presented to the FAB by <strong>City</strong> Staff.<br />

Upon the conclusion <strong>of</strong> this process and the review and discussion that has occurred, the following are the<br />

Finance Advisory Board’s adopted recommendations for the FY 2015/2016 proposed Annual Budget:<br />

1. Board recommends setting the property tax millage rate at the proposed 7.7900 mills.<br />

2. Board recommends setting the Fire Service Assessment to stay at current year rates – Option 1<br />

(Baseline) rate schedule for FY 15/16. The rates are broken into two tiers. Tier One (1) is based on<br />

$ .85 per every $1,000 <strong>of</strong> value <strong>of</strong> Relative Improvement Value. Tier Two (2) is a flat readiness to<br />

serve fee <strong>of</strong> $144.93.<br />

3. Board recommends to eliminate Tier One (1) ($ .85 per $1,000 <strong>of</strong> value <strong>of</strong> Relative Improvement<br />

Value) portion <strong>of</strong> the Fire Service Assessment for agricultural properties. The Board went on to<br />

recommend formulating a plan to decrease the Fire Service Assessment <strong>City</strong>wide over the next five<br />

(5) years. The FAB requested Staff to begin the forecasting period to be incorporated into the annual<br />

executive summary for the subsequent budgets.<br />

26


4. Board recommends including the resulting salary and compensation and classification study be<br />

incorporated into the FY 2016 changes as presented by Staff.<br />

5. Board recommends utilizing the balance from the reserves over the 17% policy as adopted by<br />

Resolution to provide the necessary funding for the <strong>City</strong> to proceed with the compensation plan, as<br />

proposed by Staff.<br />

6. Board endorsed all the departmental budgets as presented.<br />

7. Board recommends approval <strong>of</strong> Staff’s recommendation for the reorganization <strong>of</strong> the Utility,<br />

Department, Public Works, and Parks and Recreation Departments.<br />

8. Board recommends accepting the FY 14/15 Capital Outlay listing as presented by Staff and<br />

recommends financing public safety vehicles and other equipment as identified by <strong>City</strong> Staff.<br />

9. Utilization <strong>of</strong> excess CRA funds (the <strong>City</strong>’s portion) to <strong>of</strong>fset current maintenance cost for CRA<br />

projects.<br />

10. Board recommends increasing Water and Wastewater rates by 1.54%, an average <strong>of</strong> the Consumer<br />

Price Index (CPI) for the previous three years, effective October 1, 2015.<br />

11. Board recommends funding the <strong>Haines</strong> <strong>City</strong> Business Incentive grant between the <strong>City</strong> and Murphy<br />

Auto Group. The agreement requires the <strong>City</strong> to remit to Murphy Auto Group $35,000 annually<br />

over the next five fiscal years ($177,000).<br />

12. Board recommends suspending the business incentive program until it is revised and brought before<br />

this Finance Advisory Board for further discussion.<br />

13. Board recommends and encourages the Economic Development Council to work in collaboration<br />

with <strong>City</strong> Staff and focus on all business sectors to provide, quantifiable measures <strong>of</strong> specific<br />

economic development.<br />

The FAB wants to thank all the <strong>City</strong> Staff that participated in this process and provided the in-depth<br />

information to assist us in this matter. We would like to also thank the <strong>City</strong> Commission for the opportunity<br />

to serve our community on such a distinguished board and it is our hope that this endeavor has been fruitful<br />

as we move forward into the <strong>City</strong>’s great future.<br />

Sincerely,<br />

<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> Finance Advisory Board<br />

Jim Fitch, Board Chairman<br />

27


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

29


<strong>Haines</strong> <strong>City</strong> History<br />

<strong>Haines</strong> <strong>City</strong> was originally the village <strong>of</strong> Clay Cut, so named because the train tracks were built so deep<br />

into the clay (near 1 st Street and Hinson Avenue) that trains were lost from sight as they passed through the<br />

village. The clay mounds were later used to make the first improved roads in the city. The train tracks<br />

through the original village <strong>of</strong> Clay Cut were completed in 1884. In exchange for adding a train stop, the<br />

village <strong>of</strong>fered to rename itself after Colonel Henry <strong>Haines</strong>, who was the engineer who built the tracks.<br />

Clay Cut was renamed <strong>Haines</strong> <strong>City</strong> in 1888. The city did not incorporate until 1914. Without the train stop,<br />

<strong>Haines</strong> <strong>City</strong> would never have been anything more than a small village.<br />

The 1900 census listed 73 adults and 2 children living in <strong>Haines</strong> <strong>City</strong>. The 1910 census listed the population<br />

<strong>of</strong> <strong>Haines</strong> <strong>City</strong> as 377. The 2010 census showed a population <strong>of</strong> 20,535. <strong>Haines</strong> <strong>City</strong> is the third most<br />

populous city in Polk County, behind Lakeland and Winter Haven. <strong>Haines</strong> <strong>City</strong> is all about the “Henrys”—<br />

first Henry Flagler brought the trains down the east coast <strong>of</strong> <strong>Florida</strong>, then Henry Plant brought the trains<br />

from Orlando to Tampa (and through <strong>Haines</strong> <strong>City</strong>), and finally Henry <strong>Haines</strong>, who worked for Henry Plant.<br />

The Oakland neighborhood took its name from oak trees that once grew in the area. Over the years, trees<br />

were cut for housing and to sell for lumber. The Oakland neighborhood consists <strong>of</strong> two named<br />

neighborhoods—The Hill and Oakland.<br />

The old Polk Fertilizer Company, which closed in February 2003, on the south end <strong>of</strong> MLK Way used to<br />

be an ice house for trains in the 1930s, before refrigerated rail cars. The old Armory Annex building is still<br />

in use in <strong>Haines</strong> <strong>City</strong>. It is the red brick building in the middle <strong>of</strong> Lake Eva Park. Upstairs are the Leisure<br />

Services <strong>of</strong>fices and downstairs is picnic space.<br />

“Monkey Corner” is where US 17/92 branches <strong>of</strong>f from Hinson Avenue and heads north toward Davenport.<br />

The owner <strong>of</strong> the corner lot kept a monkey in a cage. The Landmark Baptist College currently owns the old<br />

Palm Crest Hotel on Hinson Avenue (the tallest building in <strong>Haines</strong> <strong>City</strong>). It was built in 1925–1926 by<br />

Ralph Polk as the Polk Hotel and closed in 1930 due to economic conditions. Ralph Polk devised a method<br />

<strong>of</strong> sectioning citrus and canning it in glass jars. Sectioning was a major industry in <strong>Haines</strong> <strong>City</strong> for many<br />

years.<br />

30


Early industries in <strong>Haines</strong> <strong>City</strong> were citrus, turpentine (from pine sap), palm fronds (dried and dyed, then<br />

shipped north for use in store displays), clay, and car assembly.<br />

At one time, BC Cook and Sons Enterprises was the largest fruit dealer in the world. They were located on<br />

North 12 th Street.<br />

Research and development <strong>of</strong> frozen orange juice concentrate started in <strong>Haines</strong> <strong>City</strong>.<br />

The oldest building in <strong>Haines</strong> <strong>City</strong> (the only one built before 1900) is St Mark’s Episcopal Church on North<br />

9 th Street and Main Street. It was built in 1892.<br />

Before US 17/92 and US 27, the main road into and out <strong>of</strong> town was the Old Dixie Highway. The road was<br />

built between 1915 and 1927 to connect the American Midwest to the South. It passed through <strong>Haines</strong> <strong>City</strong><br />

on Ingraham Avenue past the train depot.<br />

Hinson Avenue (US 17/92) is named after F. J. Hinson, who planned the city’s streets and donated the land<br />

for the first railroad station.<br />

<strong>Haines</strong> <strong>City</strong> didn’t always have a Main Street. Downtown Main Street was Jones Avenue until 2009. The<br />

first school in <strong>Haines</strong> <strong>City</strong> was built on land donated by Harrison Jones.<br />

Passenger service at the <strong>Haines</strong> <strong>City</strong> railroad station ended in the late 1960s with the conception <strong>of</strong> Amtrak<br />

by the federal government. Freight service continued into 1977.<br />

The Barnum and Bailey Circus train passes through <strong>Haines</strong> <strong>City</strong> each year when the circus leaves Tampa<br />

in January and heads to Orlando.<br />

Before St Ann Catholic Church was built, Catholic Masses used to be held on the ground floor <strong>of</strong> the Palm<br />

Crest Hotel. The first hospital in <strong>Haines</strong> <strong>City</strong> was located in the current Masonic Lodge on North 6 th Street.<br />

The Heart <strong>of</strong> <strong>Florida</strong> Hospital was located at 301 South 10 th Street from 1966 until they moved into their<br />

new building on US 27 in June 1997.<br />

<strong>Haines</strong> <strong>City</strong> High School, as a separate building, has been in three different locations: the Clay Cut Center<br />

on Ledwith Avenue (built in 1925–1926 as Central Elementary School), Daniel Jenkins Academy on<br />

31


Ledwith Avenue (built as the high school in 1949), and its current location on Grace Avenue since 1976.<br />

Prior to these locations, high school classes were held in other schools in the city. The first school in <strong>Haines</strong><br />

<strong>City</strong> was built in 1885 on Hinson Avenue where the old city hall is located (502 East Hinson Avenue).<br />

Remnants <strong>of</strong> the Lake <strong>Haines</strong> Drive-In Theater are still visible from the Old Dixie Highway (runs parallel<br />

and just north <strong>of</strong> US 17/82 west <strong>of</strong> US 27). The address is 4898 US Hwy 17/92, <strong>Haines</strong> <strong>City</strong>, FL. It closed<br />

in 1986.<br />

In 1925, Victor Wray’s Pharmacy was on the corner <strong>of</strong> North 6 th Street and Main Street (Jones Avenue at<br />

the time). Next to that on North 6 th Street (between Wray’s Pharmacy and the current location <strong>of</strong> the<br />

Masonic Lodge) was a small theater named Mar-Lea Theater. In 1925, the much larger <strong>Florida</strong> Theater was<br />

built on the corner <strong>of</strong> South 8 th Street and Hinson Avenue. The <strong>Florida</strong> Theater was later renamed Floyd’s<br />

Theater when Carl Floyd purchased it in 1940.<br />

The Hornet’s Nest was the soda-shop teen hangout. It was located on Hinson Avenue across the street from<br />

Floyd’s Theater.<br />

The former Grower’s Commercial Bank is the building that faces Main Street between North 5 th and North<br />

6 th Streets across from the Military Court <strong>of</strong> Honor in Railroad Park. You can still read the name on the<br />

façade even though the letters have been removed.<br />

<strong>Haines</strong> <strong>City</strong> had an airstrip for private planes where the Central Park development is on Commerce Avenue.<br />

In recent years <strong>Haines</strong> <strong>City</strong> has seen explosive growth, largely because <strong>of</strong> its easy access to Orlando and<br />

Walt Disney World Resort. New residential areas have been developed on the edges <strong>of</strong> the city. On high<br />

ground in the north part <strong>of</strong> the city, Southern Dunes, a golf and country club with both vacation and yearround<br />

homes, was developed between 1995 and 2005.<br />

History has been good to our region; tomorrow holds promise that our abundance will continue.<br />

32


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

33


HISTORY, GOVERNMENT AND SIZE<br />

Date <strong>of</strong> Incorporation February 23, 1914<br />

Form <strong>of</strong> Government<br />

Commissioner/<strong>City</strong> Manager<br />

Total Area<br />

18.6 square miles<br />

POPULATION DEMOGRAPHICS<br />

Total Population 21,956<br />

Population Density (Pop. Per Sq. Mile) 1,180<br />

Median Age 38.5<br />

Average Household Size 2.61<br />

Median Household Income $33,785<br />

Per Capita Income $14,943<br />

Unemployment Rate 6.4%<br />

White (Non-Hispanic) 6,982<br />

African American 6,038<br />

Hispanic 8,541<br />

Other Races 395<br />

PUBLIC SAFETY<br />

Number <strong>of</strong> Police Stations 1<br />

Number <strong>of</strong> Sworn Police Officers 53<br />

Number <strong>of</strong> Fire Stations 1<br />

Number <strong>of</strong> Firefighters 29<br />

PARKS AND RECREATION<br />

Park Acreage 39<br />

Number <strong>of</strong> Neighborhood Parks 4<br />

UTILITIES (Water/Wastewater)<br />

Miles <strong>of</strong> Water Mains 150<br />

Number <strong>of</strong> Fire Hydrants 700<br />

Miles <strong>of</strong> Sanitary Sewer 204<br />

ECONOMICS<br />

CURRENT MAJOR EMPLOYERS<br />

CURRENT MAJOR TAXPAYERS<br />

1. Polk County School Board 1. Health Management Association<br />

2. HFRMC 2. Duke Energy<br />

3. Wal-Mart 3. S<strong>of</strong>idel America Corp<br />

4. Aldi (<strong>Florida</strong>) LLC 4. Aldi (<strong>Florida</strong>) LLC<br />

5. S<strong>of</strong>idel America Corp 5. Verizon<br />

34


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

35


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

REVENUE AND EXPENDITURE/EXPENSE<br />

SUMMARIES<br />

36


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

37


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

COMPARATIVE YEARS SUMMARY<br />

ALL APPROPRIATED FUNDS<br />

ADOPTED ADOPTED ADOPTED ADOPTED<br />

BUDGET BUDGET BUDGET BUDGET<br />

REVENUES FY 2013 FY 2014 FY 2015 FY 2016<br />

Ad Valorem Taxes 5,669,070 5,819,050 6,067,110 6,598,100<br />

Other Taxes 3,154,200 2,907,000 2,915,300 3,060,500<br />

Permits, Fees and Special Assessments 3,006,000 4,915,800 6,069,500 5,801,000<br />

Intergovernmental Revenue 1,907,285 1,942,785 2,103,500 2,256,880<br />

Charges for Services 12,293,050 12,422,410 11,793,590 11,812,900<br />

Judgments, Fines and Forfeits 2,258,050 1,654,700 1,336,700 856,700<br />

Miscellaneous Revenues 1,396,390 1,233,100 1,359,000 1,623,810<br />

Other Sources 13,380,135 9,191,650 9,145,745 16,016,715<br />

TOTAL REVENUES 43,064,180 40,086,495 40,790,445 48,026,605<br />

EXPENDITURES/EXPENSES<br />

General Government 6,497,420 5,231,990 5,934,950 5,945,330<br />

Public Safety 11,633,960 10,960,645 11,703,295 10,168,540<br />

Physical Environment 2,249,105 2,115,600 2,091,480 1,877,375<br />

Public Utility 10,546,125 11,458,925 11,708,010 20,481,000<br />

Transportation 3,701,550 3,655,135 2,599,025 2,573,850<br />

Economic Environment 2,829,130 2,781,190 2,577,455 2,560,915<br />

Culture/Recreation 5,606,890 3,883,010 4,176,230 4,419,595<br />

TOTAL EXPENDITURES/EXPENSES 43,064,180 40,086,495 40,790,445 48,026,605<br />

38


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

COMPARATIVE YEARS SUMMARY<br />

GENERAL FUND<br />

ADOPTED ADOPTED ADOPTED PROPOSED<br />

BUDGET BUDGET BUDGET BUDGET<br />

REVENUES FY 2013 FY 2014 FY 2015 FY 2016<br />

Ad Valorem Taxes 5,669,070 5,819,050 6,067,110 6,598,100<br />

Other Taxes 3,154,200 2,907,000 2,915,300 3,060,500<br />

Permits, Fees and Special Assessments 2,561,000 4,187,700 4,810,000 4,466,500<br />

Intergovernmental Revenue 1,907,285 1,942,785 2,103,500 2,256,880<br />

Charges for Services 3,344,670 3,377,910 3,232,590 3,222,400<br />

Judgments, Fines and Forfeits 2,229,550 1,624,200 1,308,700 824,450<br />

Miscellaneous Revenues 463,600 328,400 279,900 239,900<br />

Other Sources 2,100,545 1,967,540 2,833,320 2,085,325<br />

TOTAL REVENUES 21,429,920 22,154,585 23,550,420 22,754,055<br />

EXPENDITURES/EXPENSES<br />

General Government 4,636,420 5,231,990 5,934,950 5,945,330<br />

Public Safety 9,152,625 9,040,395 10,078,915 9,729,540<br />

Physical Environment 2,249,105 2,115,600 2,091,480 1,877,375<br />

Transportation 1,329,550 1,572,635 1,225,025 1,173,850<br />

Economic Environment 512,920 466,955 264,820 238,640<br />

Culture/Recreation 3,549,300 3,727,010 3,955,230 3,789,320<br />

TOTAL EXPENDITURES/EXPENSES 21,429,920 22,154,585 23,550,420 22,754,055<br />

39


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

COMPARATIVE YEARS SUMMARY<br />

CRA FUND<br />

ADOPTED ADOPTED ADOPTED PROPOSED<br />

BUDGET BUDGET BUDGET BUDGET<br />

REVENUES FY 2013 FY 2014 FY 2015 FY 2016<br />

Intergovernmental Revenue 0 0 0 0<br />

Miscellaneous Revenues 839,190 855,000 1,031,250 1,208,960<br />

Other Sources 1,483,020 1,459,235 1,281,385 1,370,990<br />

TOTAL REVENUES 2,322,210 2,314,235 2,312,635 2,579,950<br />

EXPENDITURES/EXPENSES<br />

General Government 6,000 0 0 0<br />

Public Safety 0 0 0 0<br />

Economic Environment 2,316,210 2,314,235 2,312,635 2,322,275<br />

Culture/Recreation 0 0 0 257,675<br />

TOTAL EXPENDITURES/EXPENSES 2,322,210 2,314,235 2,312,635 2,579,950<br />

40


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

COMPARATIVE YEARS SUMMARY<br />

WATER AND SEWER ENTERPRISE FUND<br />

ADOPTED ADOPTED ADOPTED PROPOSED<br />

BUDGET BUDGET BUDGET BUDGET<br />

REVENUES FY 2013 FY 2014 FY 2015 FY 2016<br />

Intergovernmental Revenue 0 0 0 0<br />

Charges for Services 8,451,500 8,569,500 8,561,000 8,590,500<br />

Judgments, Fines and Forfeits 500 500 500 250<br />

Miscellaneous Revenues 45,000 24,500 32,500 163,100<br />

Other Sources 784,245 1,446,370 1,868,345 9,432,475<br />

TOTAL REVENUES 9,281,245 10,040,870 10,462,345 18,186,325<br />

EXPENDITURES/EXPENSES<br />

Public Utility 9,281,245 10,040,870 10,462,345 18,186,325<br />

TOTAL EXPENDITURES/EXPENSES 9,281,245 10,040,870 10,462,345 18,186,325<br />

41


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

COMPARATIVE YEARS SUMMARY<br />

ALL OTHER APPROPRIATED GOVERNMENTAL FUNDS<br />

ADOPTED ADOPTED ADOPTED PROPOSED<br />

BUDGET BUDGET BUDGET BUDGET<br />

REVENUES FY 2013 FY 2014 FY 2015 FY 2016<br />

Permits, Fees and Special Assessments 170,000 288,100 297,000 329,000<br />

Intergovernmental Revenue 0 0 0 0<br />

Judgments, Fines and Forfeits 28,000 30,000 27,500 32,000<br />

Miscellaneous Revenues 35,100 16,200 7,600 5,600<br />

Other Sources 8,532,825 3,824,450 2,887,280 1,845,000<br />

TOTAL REVENUES 8,765,925 4,158,750 3,219,380 2,211,600<br />

EXPENDITURES/EXPENSES<br />

Other General Government 1,855,000 0 0 0<br />

Public Safety 2,481,335 1,920,250 1,624,380 439,000<br />

Transportation 2,372,000 2,082,500 1,374,000 1,400,000<br />

Economic Environment 0 0 0 0<br />

Culture/Recreation 2,057,590 156,000 221,000 372,600<br />

TOTAL EXPENDITURES/EXPENSES 8,765,925 4,158,750 3,219,380 2,211,600<br />

42


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

COMPARATIVE YEARS SUMMARY<br />

ALL OTHER APPROPRIATED ENTERPRISE FUNDS<br />

ADOPTED ADOPTED ADOPTED PROPOSED<br />

BUDGET BUDGET BUDGET BUDGET<br />

REVENUES FY 2013 FY 2014 FY 2015 FY 2016<br />

Permits, Fees and Special Assessments 275,000 440,000 962,500 1,005,500<br />

Intergovernmental Revenue 0 0 0 0<br />

Charges for Services 496,880 475,000 0 0<br />

Miscellaneous Revenues 13,500 9,000 7,750 6,250<br />

Other Sources 479,500 494,055 275,415 1,282,925<br />

TOTAL REVENUES 1,264,880 1,418,055 1,245,665 2,294,675<br />

EXPENDITURES/EXPENSES<br />

Public Utility 1,264,880 1,418,055 1,245,665 2,294,675<br />

TOTAL EXPENDITURES/EXPENSES 1,264,880 1,418,055 1,245,665 2,294,675<br />

43


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

44


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

GENERAL FUND<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Taxes<br />

311.100 Ad Valorem Taxes (7.7900 mills) 5,633,091 5,755,488 6,067,110 6,598,100<br />

312.300 County 1 Cent Voted Gas Tax, 9th Cent 77,713 81,199 81,300 85,000<br />

312.400 Local Option Gas Tax 701,146 742,931 730,000 775,000<br />

314.100 Utility Tax - Electric 1,165,788 1,242,415 1,160,000 1,275,000<br />

314.300 Utility Tax - Water 273,833 273,186 285,000 285,000<br />

314.400 Utility Tax - Gas 105 (77) 4,000 500<br />

314.800 Utility Tax - Propane 32,636 42,268 40,000 40,000<br />

315.100 Communications Services Tax 543,154 533,364 545,000 530,000<br />

316.100 Local Business Tax 62,151 60,568 60,000 60,000<br />

316.200 Local Business Tax - County Collected 10,352 11,380 10,000 10,000<br />

Total 8,499,970 8,742,721 8,982,410 9,658,600<br />

Permits, Fees and Special Assessments<br />

322.100 Building Permits 668,249 630,573 565,000 565,000<br />

323.100 Franchise - Electric 1,595,278 1,675,552 1,625,000 1,625,000<br />

323.400 Franchise - Gas 71,518 74,107 65,000 65,000<br />

323.700 Franchise - Solid Waste 223,599 229,920 200,000 200,000<br />

325.200 Special Assessments - Service Charges 0 1,375,927 2,170,500 1,800,000<br />

329.100 Other Lic/Fee/Permits 182,056 178,423 155,000 180,000<br />

329.150 Right-<strong>of</strong>-Way Utilization 0 200 0 0<br />

329.200 Administrative Fee 23,265 24,042 25,000 25,000<br />

329.210 Admin Costs - Lot Clean Up 5,621 6,080 4,500 5,500<br />

329.220 Admin Fee - Code Compliance 0 269 0 1,000<br />

Total 2,769,586 4,195,093 4,810,000 4,466,500<br />

Intergovernmental Revenue<br />

331.210 Public Safety 52,049 15,986 18,500 16,380<br />

335.120 State Revenue Sharing 606,197 659,290 675,000 715,000<br />

335.140 Mobile Home Licenses 54,644 56,340 55,000 55,000<br />

335.150 Alcoholic Beverage Licenses 9,770 10,270 11,000 11,000<br />

335.180 1/2 Sales Tax 1,079,941 1,146,744 1,190,000 1,260,000<br />

335.230 Firefighter Supplement 6,532 5,476 6,500 6,000<br />

335.490 Gas Tax Rebate - Municipal Veh. 14,906 15,072 15,000 15,000<br />

337.200 Contributions Polk County - Public Safety 8,568 3,210 7,500 3,500<br />

338.110 Polk County Library Coop. 131,753 188,203 125,000 175,000<br />

Total 1,964,360 2,100,590 2,103,500 2,256,880<br />

Charges for Services<br />

342.100 SRO Supplement (Police Officers) 148,924 152,924 162,190 175,000<br />

342.150 Lake Hamilton Dispatch Services 25,978 0 0 0<br />

342.500 Protective Inspection Fees 43,213 58,085 36,000 0<br />

342.900 Public Safety - D.O.T. R/W 23,947 5,084 23,900 23,900<br />

342.910 Red Light Camera Program 250 3,850 0 0<br />

343.410 Garbage/Solid Waste 2,512,576 2,433,380 2,400,000 2,400,000<br />

343.420 Garbage/Special Pick-up 477 372 1,000 1,000<br />

343.810 Cemetery Fees 45,019 59,196 40,000 40,000<br />

344.910 Other Transportation Revenue 85,507 24,740 80,000 80,000<br />

45


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

GENERAL FUND<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

347.100 Library Programs 30 528 1,000 1,000<br />

347.210 Program Activity Fees 242,801 223,753 258,000 250,000<br />

347.230 Swimming Pools 202,301 196,455 200,000 200,000<br />

347.250 Tennis Lessons 22,304 24,480 20,000 20,000<br />

349.000 Other Charges for Services 21,029 19,906 10,000 15,000<br />

349.001 Other Charges for Services-Permit Surcharge 2,094 1,868 500 1,500<br />

349.100 Other Charges for Services-Lien Search 0 15,101 0 15,000<br />

Total 3,376,450 3,219,724 3,232,590 3,222,400<br />

Judgments, Fines and Forfeits<br />

351.100 Court Fines 91,329 70,764 100,000 75,000<br />

351.220 Judgments and Fines - Circuit 106 70 0 0<br />

351.600 Judgments and Fines - Juvenile 100 150 0 0<br />

352.100 Library Fees 13,685 14,912 11,500 13,500<br />

354.100 Parking Violations 25 0 200 200<br />

354.110 Solid Waste Ord Violation 24,150 7,875 15,000 10,000<br />

354.130 Violation Red Light Camera Ordinance 1,354,530 830,761 1,075,000 615,000<br />

359.100 Code Enforcement Fines/Liens 144,495 133,937 107,000 110,000<br />

359.200 Other Fines 702 1,000 0 750<br />

Total 1,629,123 1,059,469 1,308,700 824,450<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 20,899 14,836 30,000 15,000<br />

362.100 Rents 73,322 62,962 70,000 70,000<br />

364.100 Disposition Fixed Assets 0 596,665 0 0<br />

365.100 Sale Surplus Material/Scrap 1,832 1,638 2,500 2,500<br />

366.100 Christmas Parade/Donations 3,131 4,624 3,000 3,000<br />

366.170 Glitter, Glisten & Snow 3,073 6,945 3,500 3,500<br />

366.190 Share X-Mas With You 8,101 7,496 7,500 7,500<br />

366.200 Ridge League 3,420 9,540 2,000 2,000<br />

366.400 Gifts/Donations - Miscellaneous 14,272 2,874 2,000 2,000<br />

366.650 Fall Fest 533 1,017 1,000 1,000<br />

366.900 Donations/Fire Dept. 1,050 0 1,200 1,200<br />

366.910 Shop With a Cop or Firefighter 0 1,303 1,500 1,500<br />

366.960 Easter Egg/Donations 464 425 500 500<br />

366.970 Employee Christmas Party 2,480 2,671 2,500 2,500<br />

366.980 Library Gifts Donations 13,307 637 2,500 2,500<br />

366.990 4th <strong>of</strong> July 139,041 150,762 100,000 100,000<br />

369.100 Insurance Proceeds 52,860 7,224 0 0<br />

369.400 Other Misc. Revenue 53,259 26,186 50,000 25,000<br />

369.500 Sale <strong>of</strong> Zoning Maps 0 0 200 200<br />

Total 391,045 897,805 279,900 239,900<br />

Other Sources<br />

381.000 Transfer - Other 0 0 0 0<br />

382.100 Transfer - Enterprise Fund 1,385,835 1,385,835 1,600,000 1,600,000<br />

383.100 Proceeds From Installment Loans 0 477,996 1,230,870 140,825<br />

388.100 Sale <strong>of</strong> General Capital 0 0 0 0<br />

46


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

GENERAL FUND<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

389.100 Transfer From Fund Balance 0 0 0 344,500<br />

389.110 Transfer From Designated Fund Balance 0 0 2,450 0<br />

Total 1,385,835 1,863,831 2,833,320 2,085,325<br />

Total General Fund Revenues 20,016,369 22,079,233 23,550,420 22,754,055<br />

47


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

ALL OTHER APPROPRIATED GOVERNMENTAL FUNDS<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Judgments, Fines and Forfeits<br />

351.300 Police Education 16,582 11,146 12,500 10,000<br />

Total 16,582 11,146 12,500 10,000<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 67 48 100 50<br />

Total 67 48 100 50<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 12,500 4,000<br />

Total 0 0 12,500 4,000<br />

Subtotal LEET 16,649 11,194 25,100 14,050<br />

Judgments, Fines and Forfeits<br />

351.200 Confiscated Property 22,436 19,299 15,000 22,000<br />

Total 22,436 19,299 15,000 22,000<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 205 151 100 100<br />

369.900 Miscellaneous Revenue 0 0 0 0<br />

Total 205 151 100 100<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 20,000 40,000<br />

Total 0 0 20,000 40,000<br />

Subtotal Confiscated Property 22,641 19,450 35,100 62,100<br />

Permits, Fees and Special Assessments<br />

324.110 Police Impact Fees (Residential) 45,204 34,020 32,000 32,000<br />

324.120 Police Impact Fees (Commercial) 3,203 1,048 0 2,500<br />

Total 48,406 35,068 32,000 34,500<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 293 25 100 100<br />

Total 293 25 100 100<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 0 0<br />

Total 0 0 0 0<br />

Subtotal Police Impact Fees 48,699 35,093 32,100 34,600<br />

48


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

ALL OTHER APPROPRIATED GOVERNMENTAL FUNDS<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Permits, Fees and Special Assessments<br />

324.110 Fire Impact Fees (Residential) 39,358 25,272 25,000 25,000<br />

324.120 Fire Impact Fees (Commercial) 4,680 1,532 0 2,500<br />

Total 44,038 26,804 25,000 27,500<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 1,050 623 800 750<br />

Total 1,050 623 800 750<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 204,780 300,000<br />

Total 0 0 204,780 300,000<br />

Subtotal Fire Impact Fees 45,088 27,427 230,580 328,250<br />

Permits, Fees and Special Assessments<br />

324.310 Transportation Impact Fees (Residential) 136,047 128,358 120,000 120,000<br />

324.320 Transportation Impact Fees (Commercial) 256,063 72,622 50,000 75,000<br />

Total 392,110 200,980 170,000 195,000<br />

Intergovernmental Revenue<br />

334.490 Other Transportation 134,796 0 0 0<br />

Total 134,796 0 0 0<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 7,243 4,834 4,000 4,000<br />

Total 7,243 4,834 4,000 4,000<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 1,200,000 1,201,000<br />

Total 0 0 1,200,000 1,201,000<br />

Subtotal Transportation Impact Fees 534,149 205,814 1,374,000 1,400,000<br />

Permits, Fees and Special Assessments<br />

324.610 Recreation Impact Fees (Residential) 71,600 64,800 50,000 50,000<br />

Total 71,600 64,800 50,000 50,000<br />

Intergovernmental Revenue<br />

337.700 Local Government Unit Grant-Culture/Recreation 0 0 0 0<br />

Total 0 0 0 0<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 482 464 500 500<br />

Total 482 464 500 500<br />

49


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

ALL OTHER APPROPRIATED GOVERNMENTAL FUNDS<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 150,000 300,000<br />

Total 0 0 150,000 300,000<br />

Subtotal Recreation Impact Fees 72,082 65,264 200,500 350,500<br />

Permits, Fees and Special Assessments<br />

324.610 Library Impact Fees (Residential) 32,936 29,808 20,000 22,000<br />

Total 32,936 29,808 20,000 22,000<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 237 71 500 100<br />

Total 237 71 500 100<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 0 0<br />

Total 0 0 0 0<br />

Subtotal Library Impact Fees 33,173 29,879 20,500 22,100<br />

Total General Fund Impact Fees and Miscellaneous 772,481 394,121 1,917,880 2,211,600<br />

50


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

COMMUNITY REDEVELOPMENT AGENCY (CRA) FUND<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Intergovernmental Revenue<br />

331.520 Economic Environment - C.D.B.G. 284,610 0 0 0<br />

337.700 Local Govt Unit Grant - Culture/Rec 0 0 0 0<br />

Total 284,610 0 0 0<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 2,713 1,604 750 500<br />

Total 2,713 1,604 750 500<br />

Other Sources<br />

389.100 Contributions - <strong>City</strong> (Trans. from G/F) 1,007,755 1,040,620 1,198,705 1,370,990<br />

389.110 Contributions - <strong>City</strong> (CRA-Debt Service) 0 391,861 82,680 0<br />

389.900 Prior Years Revenue 0 0 0 0<br />

Total 1,007,755 1,432,481 1,281,385 1,370,990<br />

Subtotal CRA Fund (<strong>City</strong>) 1,295,078 1,434,085 1,282,135 1,371,490<br />

Taxes<br />

311.100 Contributions - Polk County 824,588 903,408 1,030,500 1,208,460<br />

Total 824,588 903,408 1,030,500 1,208,460<br />

Intergovernmental Revenue<br />

331.520 Economic Environment - C.D.B.G. 0 0 0 0<br />

334.700 State Grant - Culture/Recreation 0 0 0 0<br />

337.700 Local Govt Unit Grant - Culture/Rec 0 0 0 0<br />

Total 0 0 0 0<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 0 0 0 0<br />

Total 0 0 0 0<br />

Subtotal CRA Fund (County) 824,588 903,408 1,030,500 1,208,460<br />

Total CRA Fund Revenues 2,119,666 2,337,493 2,312,635 2,579,950<br />

51


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

CAPITAL PROJECTS<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Miscellaneous Revenues<br />

361.100 Interest on Investements 5,897 2,887 1,500 0<br />

369.900 Other Misc. Revenue 0 0 0 0<br />

Total 5,897 2,887 1,500 0<br />

Other Sources<br />

384.000 Debt Proceeds 0 0 0 0<br />

389.900 Transfer From Fund Balance 0 0 1,300,000 0<br />

Total 0 0 1,300,000 0<br />

Total Capital Projects 5,897 2,887 1,301,500 0<br />

52


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

WATER AND SEWER FUND<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Water Utility Revenue<br />

343.310 Water Utility Revenue 3,037,913 3,067,458 3,100,000 3,107,000<br />

343.311 Accrued Guaranteed Rev Fees - WTR 33,348 27,841 27,500 27,500<br />

343.320 Other Water Charges/Fees 117,276 136,582 127,500 120,000<br />

343.330 Other Income (Water Taps) 68,520 58,020 55,000 55,000<br />

343.340 Fire Hydrants & Taps 0 0 0 0<br />

343.350 Reclaimed Water 2,000 2,000 2,000 2,000<br />

Total 3,259,057 3,291,902 3,312,000 3,311,500<br />

Wastewater Utility Revenue<br />

343.510 Sewer Utility 5,097,035 5,215,681 5,075,000 5,120,000<br />

343.511 Accrued Guaranteed Rev Fees - WWTR 168,395 144,263 120,000 135,000<br />

343.530 Industrial Waste Permit & Insp. Fee 26,623 0 50,000 20,000<br />

343.550 Other Income (Sewer Taps) 4,650 6,145 4,000 4,000<br />

Total 5,296,703 5,366,089 5,249,000 5,279,000<br />

Judgments, Fines and Forfeits<br />

354.100 Violations <strong>of</strong> Local Ordinances 125 75 500 250<br />

Total 125 75 500 250<br />

Miscellaneous Revenues<br />

343.900 Other Physical Environment Revenue 11,718 14,417 8,000 10,000<br />

361.100 Interest Income 21,538 16,893 18,000 15,000<br />

364.100 Disposition Fixed Assets 0 (43,889) 0 0<br />

365.100 Sales <strong>of</strong> Surplus Materials & Scrap 1,406 0 1,500 1,000<br />

369.100 Insurance Proceeds 48,837 0 0 0<br />

369.200 Other Misc. Revenue 7,496 7,573 5,000 137,100<br />

Total 90,995 -5,005 32,500 163,100<br />

Other Sources<br />

381.100 Transfers 498,332 663,334 0 0<br />

389.400 Grants & Donations - Other Sources 0 0 0 0<br />

Total 498,332 663,334 0 0<br />

Subtotal Water and Sewer Fund Operating Revenues 9,145,212 9,316,395 8,594,000 8,753,850<br />

Intergovernmental Revenue<br />

331.310 Federal Grant - Water Supply System 0 0 0 0<br />

334.350 State Grant - Sewer/Wastewater 0 0 0 0<br />

337.300 Locat Gov't Unit Grant - SWFWMD 0 0 0 0<br />

Total 0 0 0 0<br />

Other Sources<br />

383.100 Installment Purchases and Capital Lease Proceeds 0 0 0 8,101,890<br />

389.800 Capital Cont From Private Source 335,604 0 0 0<br />

389.900 Other Non-Operating Sources (Retained Earnings) 0 0 1,868,345 1,330,585<br />

Total 335,604 0 1,868,345 9,432,475<br />

Total Water and Sewer Fund Revenues 9,480,816 9,316,395 10,462,345 18,186,325<br />

53


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

ALL OTHER APPROPRIATED ENTERPRISE FUNDS<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Permits, Fees and Special Assessments<br />

324.210 Water Impact Fees (Residential) 102,362 97,770 75,000 82,500<br />

324.220 Water Impact Fees (Commercial) 20,690 6,577 7,500 10,000<br />

Total 123,052 104,347 82,500 92,500<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 1,243 1,061 1,250 1,000<br />

Total 1,243 1,061 1,250 1,000<br />

Other Sources<br />

389.900 Transfer From Fund Balance 0 0 0 425,000<br />

Total 0 0 0 425,000<br />

Subtotal Water Impact Fees 124,295 105,408 83,750 518,500<br />

Permits, Fees and Special Assessments<br />

324.210 Sewer Impact Fees (Residential) 502,227 469,920 350,000 350,000<br />

324.220 Sewer Impact Fees (Commercial) 93,602 35,097 40,000 55,000<br />

Total 595,829 505,017 390,000 405,000<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 5,585 3,966 5,000 3,750<br />

Total 5,585 3,966 5,000 3,750<br />

Other Sources<br />

384.000 Debt Proceeds 0 0 0 0<br />

389.900 Transfer From Fund Balance 0 0 165,000 457,925<br />

Total 0 0 165,000 457,925<br />

Subtotal Sewer Impact Fees 601,414 508,983 560,000 866,675<br />

Total Water and Sewer Impact Fees 725,709 614,391 643,750 1,385,175<br />

54


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

STORMWATER UTILITY FUND<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Permits, Fees and Special Assessments<br />

325.200 Special Assessments - Service Charges 498,434 498,291 490,000 508,000<br />

Total 498,434 498,291 490,000 508,000<br />

Intergovernmental Revenue<br />

334.360 State Grant - Stormwater 4,987 0 0 0<br />

Total 4,987 0 0 0<br />

Charges for Services<br />

343.910 Stormwater Fees 862 (34) 0 0<br />

Total 862 (34) 0 0<br />

Miscellaneous Revenues<br />

361.100 Interest Earnings 722 858 1,000 1,000<br />

369.900 Miscellaneous Revenue 453 12 500 500<br />

Total 1,175 870 1,500 1,500<br />

Other Sources<br />

389.900 Prior Years Retained Earnings 0 0 110,415 400,000<br />

Total 0 0 110,415 400,000<br />

Total Stormwater Utility Revenues 505,458 499,127 601,915 909,500<br />

55


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

REVENUES - BY TYPE<br />

ALL APPROPRIATED FUNDS<br />

FUND<br />

TAXES<br />

PERMITS, FEES<br />

AND SPECIAL<br />

ASSESSMENTS<br />

INTER-<br />

GOVERNMENTAL<br />

REVENUE<br />

CHARGES FOR<br />

SERVICES<br />

JUDGMENTS,<br />

FINES AND<br />

FORFEITS<br />

MISCELLANEOUS<br />

REVENUES<br />

OTHER<br />

SOURCES<br />

TOTAL<br />

GENERAL FUND: 9,658,600 4,466,500 2,256,880 3,222,400 824,450 239,900 2,085,325 22,754,055<br />

LEET FUND: 0 0 0 0 10,000 50 4,000 14,050<br />

CONFISCATED PROPERTY<br />

FUND: 0 0 0 0 22,000 100 40,000 62,100<br />

POLICE IMPACT FEE FUND: 0 34,500 0 0 0 100 0 34,600<br />

FIRE IMPACT FEE FUND: 0 27,500 0 0 0 750 300,000 328,250<br />

TRANSPORTATION IMPACT<br />

FEE FUND: 0 195,000 0 0 0 4,000 1,201,000 1,400,000<br />

RECREATION IMPACT FEE<br />

FUND: 0 50,000 0 0 0 500 300,000 350,500<br />

LIBRARY IMPACT FEE<br />

FUND: 0 22,000 0 0 0 100 0 22,100<br />

COMMUNITY<br />

REDEVELOPMENT AGENCY<br />

FUND (CRA): 0 0 0 0 0 1,208,960 1,370,990 2,579,950<br />

CAPITAL PROJECTS FUND: 0 0 0 0 0 0 0 0<br />

WATER AND SEWER FUND: 0 0 0 8,590,500 250 163,100 9,432,475 18,186,325<br />

WATER IMPACT FEE FUND: 0 92,500 0 0 0 1,000 425,000 518,500<br />

SEWER IMPACT FEE FUND: 0 405,000 0 0 0 3,750 457,925 866,675<br />

STORMWATER UTILITY<br />

FUND: 0 508,000 0 0 0 1,500 400,000 909,500<br />

TOTAL ALL FUNDS 9,658,600 5,801,000 2,256,880 11,812,900 856,700 1,623,810 16,016,715 48,026,605<br />

56


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

EXPENDITURES BY OBJECT CATEGORY SUMMARY - BY FUND<br />

ALL APPROPRIATED FUNDS<br />

OPERATING<br />

EXPENSES/ CAPITAL DEBT GRANTS & OTHER TOTAL<br />

FUND/DIVISION PERSONNEL EXPENDITURES OUTLAY SERVICE AIDS USES FUNDS<br />

GENERAL FUND:<br />

<strong>City</strong> Commission 33,635 26,450 0 0 0 0 60,085<br />

<strong>City</strong> Manager 304,710 40,000 0 0 0 0 344,710<br />

<strong>City</strong> Clerk 115,450 69,330 0 0 0 0 184,780<br />

Finance 342,340 89,250 0 0 0 0 431,590<br />

Human Resources 266,290 72,305 0 0 0 0 338,595<br />

I.T. 255,230 104,000 133,740 0 0 195,210 688,180<br />

<strong>City</strong> Attorney 0 150,000 0 0 0 0 150,000<br />

Planning 184,765 53,875 0 0 0 0 238,640<br />

Other General Government 60,000 944,300 0 0 25,335 1,897,595 2,927,230<br />

Facilities Maintenance 441,285 114,990 0 0 0 3,930 560,205<br />

Police 4,190,135 1,679,420 149,735 0 0 389,070 6,408,360<br />

Fire 2,299,070 393,340 23,670 0 0 160,720 2,876,800<br />

Building Inspection 384,770 59,610 0 0 0 0 444,380<br />

Garbage/Solid Waste 43,700 1,833,675 0 0 0 0 1,877,375<br />

Transportation 240,050 933,800 0 0 0 0 1,173,850<br />

Fleet Maintenance 238,655 21,300 0 0 0 0 259,955<br />

Library 519,760 97,700 50,000 0 0 212,945 880,405<br />

Parks 862,150 434,440 40,000 0 0 37,810 1,374,400<br />

Pools 185,990 72,600 0 0 0 0 258,590<br />

Special Events 0 136,800 0 0 0 0 136,800<br />

Recreation 703,370 360,875 0 0 0 0 1,064,245<br />

Summer Recreation 50,370 24,510 0 0 0 0 74,880<br />

GENERAL FUND TOTAL 11,721,725 7,712,570 397,145 0 25,335 2,897,280 22,754,055<br />

LEET FUND: 0 14,050 0 0 0 0 14,050<br />

CONFISCATED PROPERTY FUND: 0 62,100 0 0 0 0 62,100<br />

POLICE IMPACT FEE FUND: 0 34,600 0 0 0 0 34,600<br />

FIRE IMPACT FEE FUND: 0 318,230 0 0 0 10,020 328,250<br />

TRANSPORTATION IMPACT<br />

FEE FUND: 0 700,000 700,000 0 0 0 1,400,000<br />

RECREATION IMPACT FEE FUND: 0 350,500 0 0 0 0 350,500<br />

LIBRARY IMPACT FEE FUND: 0 22,100 0 0 0 0 22,100<br />

COMMUNITY REDEVELOPMENT<br />

AGENCY FUND (CRA):<br />

Other General Government (<strong>City</strong>) 0 0 0 0 0 0 0<br />

Other General Government (County) 0 0 0 0 0 0 0<br />

Community Policing (<strong>City</strong>) 0 0 0 0 0 0 0<br />

Streetscape Maintenance (<strong>City</strong>) 71,785 1,000 28,000 0 0 0 100,785<br />

Aquatics (<strong>City</strong>) 20,800 4,100 0 0 0 0 24,900<br />

Banquet Hall (<strong>City</strong>) 118,430 13,560 0 0 0 0 131,990<br />

Other Economic Development (<strong>City</strong>) 0 339,030 0 0 0 774,785 1,113,815<br />

Other Economic Development (County) 0 0 0 0 0 1,208,460 1,208,460<br />

CRA TOTAL 211,015 357,690 28,000 0 0 1,983,245 2,579,950<br />

CAPITAL PROJECTS FUND:<br />

Other General Government 0 0 0 0 0 0 0<br />

Fire 0 0 0 0 0 0 0<br />

Library 0 0 0 0 0 0 0<br />

0 0 0 0 0 0 0<br />

57


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

EXPENDITURES BY OBJECT CATEGORY SUMMARY - BY FUND<br />

ALL APPROPRIATED FUNDS<br />

OPERATING<br />

EXPENSES/ CAPITAL DEBT GRANTS & OTHER TOTAL<br />

FUND/DIVISION PERSONNEL EXPENDITURES OUTLAY SERVICE AIDS USES FUNDS<br />

WATER AND SEWER FUND:<br />

Utility Billing 214,550 91,100 0 0 0 0 305,650<br />

General Services 0 1,017,555 0 1,832,590 0 1,600,000 4,450,145<br />

Water Utility 335,350 817,195 4,525,000 0 0 0 5,677,545<br />

Sewer Utility 730,375 1,149,700 4,368,565 0 0 0 6,248,640<br />

Utility Maintenance 981,045 314,300 209,000 0 0 0 1,504,345<br />

WATER AND SEWER FUND TOTAL 2,261,320 3,389,850 9,102,565 1,832,590 0 1,600,000 18,186,325<br />

WATER IMPACT FEE FUND: 0 0 518,500 0 0 0 518,500<br />

SEWER IMPACT FEE FUND: 0 0 866,675 0 0 0 866,675<br />

STORMWATER UTILITY FUND: 233,645 615,855 60,000 0 0 0 909,500<br />

TOTAL ALL FUNDS 14,419,360 13,585,890 11,672,885 1,832,590 25,335 6,490,545 48,026,605<br />

58


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

11.XX Executive Salaries 26,700 31,200 31,200 31,200<br />

12.XX Regular Salaries and Wages 8,920,043 8,132,558 9,116,680 9,790,840<br />

14.XX Overtime 295,478 359,728 316,155 331,015<br />

15.XX Special Pay 44,317 46,117 42,045 65,540<br />

21.XX FICA Taxes 694,232 644,882 718,555 781,750<br />

22.XX Retirement Contributions 1,646,790 1,712,299 1,755,645 1,562,590<br />

23.XX Life and Health Insurance 1,477,290 1,287,534 1,379,580 1,622,815<br />

24.XX Workers' Compensation 206,166 171,308 208,230 206,955<br />

25.XX Unemployment Compensation 36,522 21,677 45,000 35,000<br />

Total Personnel Services 13,347,537 12,407,302 13,613,090 14,427,705<br />

OPERATING EXPENSES<br />

31.XX Pr<strong>of</strong>essional Services 1,289,039 693,750 820,260 807,155<br />

32.XX Accounting and Auditing 61,871 60,400 63,000 69,000<br />

34.XX Other Services 3,740,195 3,659,321 3,976,540 3,615,370<br />

35.XX Investigations 3,644 4,304 4,000 6,000<br />

40.XX Travel and Per Diem 43,003 54,103 72,370 78,185<br />

41.XX Communications Services 146,060 150,512 192,530 193,865<br />

42.XX Freight and Postage Services 82,795 95,126 106,810 85,315<br />

43.XX Utility Services 1,348,048 1,351,806 1,398,580 1,415,000<br />

44.XX Rentals and Leases 81,626 69,441 78,575 121,800<br />

45.XX Insurance 515,488 586,369 586,235 620,000<br />

46.XX Repair and Maintenance Services 892,457 824,485 974,455 1,077,375<br />

47.XX Printing and Binding 52,200 39,035 62,950 68,050<br />

48.XX Promotional Activities 11,142 36,535 31,600 43,600<br />

49.XX Other Current Charges and Obligations 331,822 349,291 2,624,765 3,439,570<br />

51.XX Office Supplies 28,744 33,353 38,125 49,000<br />

52.XX Operating Supplies 1,488,152 1,568,724 1,506,400 1,529,925<br />

53.XX Road Materials and Supplies 17,339 14,610 14,400 14,550<br />

54.XX Books, Publications, Subscriptions and Memberships 29,289 30,510 205,865 218,195<br />

55.XX Training 67,720 54,031 107,885 125,590<br />

59.XX Depreciation 1,600,010 1,731,647 0 0<br />

Total Operating Expenses 11,830,644 11,407,351 12,865,345 13,577,545<br />

CAPITAL OUTLAY<br />

61.XX Land 0 0 0 275,000<br />

62.XX Buildings 2,394,396 105,408 1,421,500 4,101,890<br />

63.XX Infrastructure 448,724 686,904 1,086,850 6,321,500<br />

64.XX Machinery and Equipment 416,494 406,883 3,467,995 924,495<br />

66.XX Library Materials 54,698 83,327 50,000 50,000<br />

Total Capital Outlay 3,314,312 1,282,522 6,026,345 11,672,885<br />

59


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

DEBT SERVICE<br />

71.XX Principal 0 0 1,420,095 1,575,720<br />

72.XX Interest 318,662 294,107 281,195 256,870<br />

73.XX Other Debt Service Costs 0 0 0 0<br />

Total Debt Service 318,662 294,107 1,701,290 1,832,590<br />

GRANTS AND AIDS<br />

81.XX Aids to Government Agencies 11,446 12,335 12,335 12,335<br />

82.XX Aids to Private Organizations 197,260 180,000 13,000 13,000<br />

Total Grants and Aids 208,706 192,335 25,335 25,335<br />

OTHER USES<br />

91.XX Inter-Fund Group Transfers 6,275,509 6,989,945 6,559,040 6,490,545<br />

99.XX Other Uses 145,500 0 0 0<br />

Total Other Uses 6,421,009 6,989,945 6,559,040 6,490,545<br />

TOTAL 35,440,870 32,573,562 40,790,445 48,026,605<br />

60


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

GENERAL FUND<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

11.10 Executive Salaries 26,700 31,200 31,200 31,200<br />

12.10 Regular Salaries and Wages 7,422,653 6,650,023 7,526,175 7,944,070<br />

14.10 Overtime 229,996 287,302 252,855 258,215<br />

15.10 Special Pay 44,317 46,117 42,045 65,540<br />

21.10 FICA Taxes 576,426 527,404 593,765 634,890<br />

22.10 Retirement Contributions 1,382,392 1,416,879 1,472,410 1,326,515<br />

23.10 Life and Health Insurance 1,187,116 1,022,310 1,104,475 1,255,920<br />

24.10 Workers' Compensation 166,735 138,013 174,440 170,375<br />

25.10 Unemployment Compensation 36,522 21,677 45,000 35,000<br />

Total Personnel Services 11,072,858 10,140,926 11,242,365 11,721,725<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 506,837 446,692 498,310 462,785<br />

32.10 Accounting and Auditing 41,400 29,000 31,500 32,000<br />

34.10 Other Services 3,365,068 3,303,220 3,713,790 3,355,620<br />

35.10 Investigations 3,644 4,304 4,000 6,000<br />

40.10 Travel and Per Diem 35,352 40,058 58,000 66,060<br />

41.10 Communications Services 127,719 132,485 172,005 167,070<br />

42.10 Freight and Postage Services 35,869 50,529 50,410 25,915<br />

43.10 Utility Services 748,117 742,662 768,580 804,200<br />

44.10 Rentals and Leases 62,422 58,708 63,275 104,200<br />

45.10 Insurance 515,387 420,610 418,385 430,000<br />

46.10 Repair and Maintenance Services 404,848 419,655 481,955 478,515<br />

47.10 Printing and Binding 31,333 21,712 41,200 45,800<br />

48.10 Promotional Activities 11,005 36,535 27,600 35,100<br />

49.10 Other Current Charges and Obligations 248,029 259,063 563,085 405,200<br />

51.10 Office Supplies 23,965 27,062 31,500 41,200<br />

52.10 Operating Supplies 858,650 956,000 896,000 934,525<br />

53.10 Road Materials and Supplies 11,747 7,828 8,550 8,550<br />

54.10 Books, Publications, Subscriptions and Memberships 25,817 29,057 200,235 208,090<br />

55.10 Training 50,906 40,595 79,685 101,740<br />

Total Operating Expenses 7,108,116 7,025,777 8,108,065 7,712,570<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 0<br />

62.10 Buildings 42,739 29,387 40,000 0<br />

63.10 Infrastructure 69,124 0 0 0<br />

64.10 Machinery and Equipment 404,434 406,883 1,426,995 347,145<br />

66.10 Library Materials 54,698 83,327 50,000 50,000<br />

Total Capital Outlay 570,994 519,597 1,516,995 397,145<br />

GRANTS AND AIDS<br />

81.10 Aids to Government Agencies 11,446 12,335 12,335 12,335<br />

82.10 Aids to Private Organizations 197,260 180,000 13,000 13,000<br />

Total Grants and Aids 208,706 192,335 25,335 25,335<br />

61


OTHER USES<br />

91.10 Inter-Fund Group Transfers 1,647,757 2,491,300 2,657,660 2,897,280<br />

99.10 Other Uses 145,500 0 0 0<br />

Total Other Uses 1,793,257 2,491,300 2,657,660 2,897,280<br />

FUND TOTAL 20,753,931 20,369,935 23,550,420 22,754,055<br />

62


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

OTHER APPROPRIATED GOVERNMENTAL FUNDS<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 298,836 7,853 0 0<br />

40.10 Travel and Per Diem 3,193 12,165 8,000 3,500<br />

49.10 Other Current Charges and Obligations 0 2,613 1,302,625 1,425,430<br />

52.10 Operating Supplies 7,621 18,480 35,100 62,100<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 0 0<br />

55.10 Training 10,284 10,938 17,100 10,550<br />

Total Operating Expenses 319,933 52,049 1,362,825 1,501,580<br />

CAPITAL OUTLAY<br />

62.10 Buildings 0 0 0 0<br />

63.10 Infrastructure 248,370 686,904 500,000 700,000<br />

64.10 Machinery and Equipment 12,060 0 45,000 0<br />

Total Capital Outlay 260,430 686,904 545,000 700,000<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers 435,240 135,145 10,055 10,020<br />

Total Other Uses 435,240 135,145 10,055 10,020<br />

FUND TOTAL 1,015,603 874,098 1,917,880 2,211,600<br />

63


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

COMMUNITY REDEVELOPMENT AGENCY (CRA)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 2,625 0 0 148,035<br />

14.10 Overtime (100) 0 0 0<br />

15.10 Special Pay 0 0 0 0<br />

21.10 FICA Taxes 145 0 0 11,330<br />

22.10 Retirement Contributions 353 0 0 14,155<br />

23.10 Life and Health Insurance 4,099 0 0 34,325<br />

24.10 Workers' Compensation 0 0 0 3,170<br />

Total Personnel Services 7,121 0 0 211,015<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 3,845 22,762 21,310 18,000<br />

32.10 Accounting and Auditing 0 400 0 0<br />

34.10 Other Services 0 0 0 0<br />

41.10 Communications Services 0 0 0 0<br />

45.10 Insurance 0 0 0 0<br />

46.10 Repair and Maintenance Services 0 0 0 14,660<br />

49.10 Other Current Charges and Obligations 1,140 0 0 324,530<br />

52.10 Operating Supplies 0 0 0 500<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 0 0<br />

Total Operating Expenses 4,985 23,162 21,310 357,690<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 0<br />

62.10 Buildings 0 0 0 0<br />

63.10 Infrastructure 109,034 0 0 28,000<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 109,034 0 0 28,000<br />

GRANTS AND AIDS<br />

82.10 Aids to Private Organizations 0 0 0 0<br />

Total Grants and Aids 0 0 0 0<br />

OTHER USES<br />

91.1X Inter-Fund Group Transfers 2,308,346 2,314,331 2,291,325 1,983,245<br />

Total Other Uses 2,308,346 2,314,331 2,291,325 1,983,245<br />

FUND TOTAL 2,429,486 2,337,493 2,312,635 2,579,950<br />

64


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

65


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

CAPITAL PROJECTS FUND<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 58,547 0 0 0<br />

49.10 Other Current Charges and Obligations 0 1,661 0 0<br />

52.10 Operating Supplies 387,650 0 0 0<br />

Total Operating Expenses 446,197 1,661 0 0<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 0<br />

62.10 Buildings 2,351,658 76,022 1,301,500 0<br />

63.10 Infrastructure 104,982 (0) 0 0<br />

66.10 Library Materials 22,197 0 0 0<br />

Total Capital Outlay 2,478,836 76,022 1,301,500 0<br />

DEBT SERVICE<br />

73.10 Other Debt Service Costs 0 0 0 0<br />

Total Debt Service 0 0 0 0<br />

FUND TOTAL 2,925,033 77,683 1,301,500 0<br />

66


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

WATER AND SEWER FUND<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 1,335,078 1,371,061 1,424,120 1,540,615<br />

14.10 Overtime 63,690 70,273 60,300 69,800<br />

21.10 FICA Taxes 105,432 108,946 111,830 123,200<br />

22.10 Retirement Contributions 236,186 273,550 253,590 203,685<br />

23.10 Life and Health Insurance 257,698 236,863 243,585 297,220<br />

24.10 Workers' Compensation 29,544 26,728 26,180 26,800<br />

Total Personnel Services 2,027,628 2,087,421 2,119,605 2,261,320<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 460,119 194,549 280,640 306,370<br />

32.10 Accounting and Auditing 20,471 31,000 31,500 37,000<br />

34.10 Other Services 375,128 356,100 259,250 256,250<br />

40.10 Travel and Per Diem 4,181 1,678 5,925 8,125<br />

41.10 Communications Services 18,040 17,842 18,525 24,795<br />

42.10 Freight and Postage Services 46,808 44,487 55,800 58,800<br />

43.10 Utility Services 599,931 609,144 625,000 605,800<br />

44.10 Rentals and Leases 19,204 8,484 13,300 15,600<br />

45.10 Insurance 101 165,760 167,850 190,000<br />

46.10 Repair and Maintenance Services 468,499 397,073 470,500 562,200<br />

47.10 Printing and Binding 20,801 17,323 21,500 22,000<br />

48.10 Promotional Activities 138 0 2,500 3,500<br />

49.10 Other Current Charges and Obligations 71,088 73,129 749,055 748,055<br />

51.10 Office Supplies 4,732 6,291 6,475 7,650<br />

52.10 Operating Supplies 606,765 578,454 563,300 520,800<br />

53.10 Road Materials and Supplies 4,097 6,301 3,500 3,500<br />

54.10 Books, Publications, Subscriptions and Memberships 2,916 1,453 5,330 8,105<br />

55.10 Training 6,106 1,939 10,500 11,300<br />

59.10 Depreciation 1,585,297 1,718,931 0 0<br />

Total Operating Expenses 4,314,420 4,229,938 3,290,450 3,389,850<br />

CAPITAL OUTLAY<br />

62.10 Buildings 0 0 80,000 4,101,890<br />

63.10 Infrastructure 0 0 140,000 4,595,000<br />

64.10 Machinery and Equipment 0 0 1,531,000 405,675<br />

Total Capital Outlay 0 0 1,751,000 9,102,565<br />

DEBT SERVICE<br />

71.10 Principal 0 0 1,420,095 1,575,720<br />

72.10 Interest 318,662 294,107 281,195 256,870<br />

Total Debt Service 318,662 294,107 1,701,290 1,832,590<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers 1,385,835 1,385,835 1,600,000 1,600,000<br />

Total Other Uses 1,385,835 1,385,835 1,600,000 1,600,000<br />

67


FUND TOTAL 8,046,545 7,997,301 10,462,345 18,186,325<br />

68


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

OTHER APPROPRIATED ENTERPRISE FUNDS<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 275,000<br />

63.10 Infrastructure 0 0 178,750 938,500<br />

64.10 Machinery and Equipment 0 0 465,000 171,675<br />

Total Capital Outlay 0 0 643,750 1,385,175<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers 498,332 663,334 0 0<br />

Total Other Uses 498,332 663,334 0 0<br />

FUND TOTAL 498,332 663,334 643,750 1,385,175<br />

69


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

STORMWATER FUND<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 159,687 111,474 166,385 158,120<br />

14.10 Overtime 1,892 2,153 3,000 3,000<br />

21.10 FICA Taxes 12,229 8,532 12,960 12,330<br />

22.10 Retirement Contributions 27,858 21,869 29,645 18,235<br />

23.10 Life and Health Insurance 28,377 28,361 31,520 35,350<br />

24.10 Workers' Compensation 9,886 6,567 7,610 6,610<br />

Total Personnel Services 239,930 178,956 251,120 233,645<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 19,401 21,894 20,000 20,000<br />

34.10 Other Services 0 0 3,500 3,500<br />

40.10 Travel and Per Diem 278 201 445 500<br />

41.10 Communications Services 301 185 2,000 2,000<br />

42.10 Freight and Postage Services 118 110 600 600<br />

43.10 Utility Services 0 0 5,000 5,000<br />

44.10 Rentals and Leases 0 2,249 2,000 2,000<br />

46.10 Repair and Maintenance Services 19,110 7,756 22,000 22,000<br />

47.10 Printing and Binding 65 0 250 250<br />

48.10 Promotional Activities 0 0 1,500 5,000<br />

49.10 Other Current Charges and Obligations 11,565 14,485 10,000 536,355<br />

51.10 Office Supplies 47 0 150 150<br />

52.10 Operating Supplies 15,116 15,790 12,000 12,000<br />

53.10 Road Materials and Supplies 1,495 480 2,350 2,500<br />

54.10 Books, Publications, Subscriptions and Memberships 557 0 300 2,000<br />

55.10 Training 424 558 600 2,000<br />

59.10 Depreciation 14,713 12,716 0 0<br />

Total Operating Expenses 83,189 76,425 82,695 615,855<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 0 0 268,100 60,000<br />

Total Operating Expenses 0 0 268,100 60,000<br />

FUND TOTAL 323,119 255,381 601,915 909,500<br />

70


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Organizational Chart<br />

CITIZENS<br />

OF<br />

HAINES CITY<br />

CITY<br />

COMMISSION<br />

CITY<br />

ATTORNEY<br />

CITY<br />

MANAGER<br />

CITY<br />

CLERK<br />

DEVELOPMENT<br />

SERVICES<br />

FINANCE<br />

FIRE<br />

HUMAN<br />

RESOURCES<br />

PARKS &<br />

RECREATION<br />

POLICE<br />

PUBLIC WORKS<br />

UTILITIES<br />

71


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

BUDGETED PERSONNEL SUMMARY - BY FUND<br />

2014<br />

2015<br />

2016<br />

DIVISION<br />

Budget<br />

Budget<br />

Budget<br />

Full Part Full Part Full Part<br />

Time Time Time Time Time Time<br />

CITY COMMISSION 0.00 5.00 0.00 5.00 0.00 5.00<br />

CITY MANAGER 3.00 0.00 3.00 0.00 3.00 0.00<br />

CITY CLERK 2.00 0.00 2.00 0.00 2.00 0.00<br />

FINANCE 2.80 0.00 3.80 0.00 4.80 0.00<br />

HUMAN RESOURCES 2.00 1.00 3.00 2.00 3.00 2.00<br />

I.T. 2.50 0.00 4.00 0.00 4.00 0.00<br />

ADMINISTRATION AND PLANNING 6.20 0.00 2.50 0.00 2.50 0.00<br />

BUILDING MAINTENANCE 5.00 4.00 6.00 3.00 9.40 1.00<br />

POLICE 64.00 2.00 63.60 0.00 63.20 0.00<br />

FIRE 32.00 0.00 31.40 0.00 30.80 1.00<br />

BUILDING AND INSPECTIONS 5.80 0.00 5.50 0.00 5.50 0.00<br />

GARBAGE/SOLID WASTE 0.70 0.00 0.80 0.00 0.85 0.00<br />

TRANSPORTATION 4.95 0.00 5.15 0.00 5.15 0.00<br />

FLEET MAINTENANCE 3.15 0.00 3.30 0.00 4.35 0.00<br />

LIBRARY 8.00 4.00 8.00 5.00 8.00 5.00<br />

PARKS 18.50 0.00 18.50 2.00 18.50 2.00<br />

AQUATICS 1.00 16.00 0.00 17.00 0.00 16.00<br />

RECREATION 13.50 4.00 13.50 6.00 11.50 6.00<br />

SUMMER RECREATION 0.00 10.00 0.00 10.00 0.00 10.00<br />

SUB-TOTAL GOVERNMENTAL FUNDS 175.10 46.00 174.05 50.00 176.55 48.00<br />

UTILITY BILLING 5.20 0.00 4.70 0.00 4.20 0.00<br />

WATER UTILITY 17.20 1.00 16.80 0.00 5.55 0.00<br />

WASTEWATER UTILITY 18.70 1.00 18.30 1.00 14.05 0.00<br />

UTILITY MAINTENANCE 0.00 0.00 0.00 0.00 19.50 1.00<br />

STORMWATER 4.80 0.00 5.15 0.00 5.15 0.00<br />

SUB-TOTAL ENTERPRISE FUNDS 45.90 2.00 44.95 1.00 48.45 1.00<br />

PARKS MAINTENANCE 0.00 0.00 0.00 0.00 2.00 0.00<br />

AQUATICS 0.00 0.00 0.00 0.00 0.00 1.00<br />

BANQUET HALL 0.00 0.00 0.00 0.00 3.00 0.00<br />

SUB-TOTAL SPECIAL REVENUE FUNDS 0.00 0.00 0.00 0.00 5.00 1.00<br />

TOTAL CITY PERSONNEL 221.00 48.00 219.00 51.00 230.00 50.00<br />

72


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

73


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

EXPENDITURES/EXPENSES<br />

(Departmental Details)<br />

74


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

75


<strong>City</strong> Commission<br />

The <strong>City</strong> Charter, adopted in 1914, established a council-manager form <strong>of</strong> government, whereas the<br />

powers <strong>of</strong> the <strong>City</strong> were vested in the elected body. The <strong>City</strong> Commission, comprised <strong>of</strong> the Mayor who<br />

serves as chair along with four other <strong>City</strong> Commission members, enacts local legislation, adopts the<br />

municipal budget, determines policies, and appoints advisory volunteers and key staff members.<br />

Commission appointed positions in <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> are the <strong>City</strong> Attorney, <strong>City</strong> Clerk, and <strong>City</strong><br />

Manager.<br />

The <strong>City</strong> Commission members serve four (4)-year terms and are elected by the constituents they serve.<br />

Elections are on a rotational basis every year, and candidates campaign for specific seat numbers. All<br />

candidates for the <strong>City</strong> Commission must reside within the municipal boundaries for not less than one (1)<br />

year prior to the April election.<br />

Meetings are scheduled to be held on the first and third Thursday <strong>of</strong> each month in the <strong>City</strong> Commission<br />

Chambers at <strong>City</strong> Hall. These meetings are scheduled to begin at 7:00 p.m. and can be heard live by the<br />

community through our website. Viewing the <strong>City</strong> Commission meeting agendas, minutes, and listening<br />

to the audio recordings are easy and can be found on our website.<br />

<strong>City</strong> Commission members analyze, deliberate, discuss and act on various issues presented to them by<br />

their citizenry, staff, or other regional <strong>of</strong>ficials. Additional responsibilities <strong>of</strong> the <strong>City</strong> Commission<br />

include:<br />

<br />

<br />

<br />

<br />

<br />

Fiscal stewardship <strong>of</strong> taxpayer dollars<br />

Enact local legislation<br />

Appointment <strong>of</strong> the <strong>City</strong> Manager, <strong>City</strong> Attorney, and <strong>City</strong> Clerk<br />

Establish policies, utility rates, assessments, and other fees<br />

Growth management<br />

Departmental Initiatives for FY 2016 Budget Year:<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

Encourage public and private partnerships.<br />

Maintain, protect and design infrastructure that ensures a desired level <strong>of</strong> service and provides for<br />

future needs.<br />

Develop and maintain fiscal policies based on program and performance measures while<br />

engaging community involvement.<br />

Utilize technology to enhance public services.<br />

Create an environment that enhances the quality <strong>of</strong> life and benefits the community culturally,<br />

recreationally and economically.<br />

Foster an environment that attracts economic opportunity and sustains economic viability.<br />

Provide responsive public services that protect the health, welfare and safety <strong>of</strong> the community.<br />

Cultivate an environment that will attract, retain and recognize city employees as the<br />

organization’s most valuable resource.<br />

Protect our natural amenities by encouraging proactive environmental initiatives intended to<br />

safeguard our natural resources.<br />

Enhance and promote communications and engagement opportunities that inform, build trust,<br />

incentivize growth and generate community pride.<br />

76


POSITION SCHEDULE<br />

Division: CITY COMMISSION<br />

Pay 2014 2015 2016<br />

Grade Position Budget Budget Budget<br />

N/A Mayor - Commissioner 1.00 1.00 1.00<br />

N/A Vice Mayor - Commissioner 1.00 1.00 1.00<br />

N/A Commissioner 3.00 3.00 3.00<br />

Total 5.00 5.00 5.00<br />

Full-Time 0.00 0.00 0.00<br />

Part-Time 5.00 5.00 5.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

77


Department/Division: <strong>City</strong> Commission (511)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

11.10 Executive Salaries 26,700 31,200 31,200 31,200<br />

21.10 FICA Taxes 2,042 2,386 2,390 2,390<br />

23.10 Life and Health Insurance 5 5 0 0<br />

24.10 Workers' Compensation 57 51 50 45<br />

Total Personnel Services 28,804 33,643 33,640 33,635<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 0 0 0 0<br />

40.10 Travel and Per Diem 399 647 950 950<br />

41.10 Communications Services 3,419 2,761 6,500 2,500<br />

42.10 Freight and Postage Services 8 3,354 500 250<br />

46.10 Repair and Maintenance Services 0 0 0 0<br />

47.10 Printing and Binding 2,364 1,373 2,000 2,000<br />

48.10 Promotional Activities 314 967 1,000 1,500<br />

49.10 Other Current Charges and Obligations 3,771 2,946 3,000 3,000<br />

51.10 Office Supplies 226 134 150 150<br />

52.10 Operating Supplies 2,869 5,661 5,000 10,000<br />

54.10 Books, Publications, Subscriptions and Memberships 3,003 3,058 3,000 3,100<br />

55.10 Training 1,500 0 1,500 3,000<br />

Total Operating Expenses 17,873 20,902 23,600 26,450<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

DIVISION TOTAL 46,677 54,545 57,240 60,085<br />

78


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

79


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

CITY ADMINISTRATION<br />

ORGANIZATIONAL CHART<br />

CITY COMMISSION<br />

CITY MANAGER<br />

ASSISTANT TO<br />

THE CITY<br />

MANAGER<br />

SENIOR<br />

EXECUTIVE<br />

ASSISTANT<br />

INFORMATION<br />

TECHNOLOGY<br />

MANAGER<br />

SYSTEM &<br />

NETWORK<br />

ADMINISTRATOR<br />

III<br />

SYSTEM &<br />

NETWORK<br />

ADMINISTRATOR I<br />

80


<strong>City</strong> Administration<br />

<strong>City</strong> Administration is responsible for the day-to-day operations and management <strong>of</strong> the <strong>City</strong><br />

Government. Within the <strong>City</strong> Administration Department is the <strong>City</strong> Manager. The <strong>City</strong> Manager serves<br />

at the pleasure <strong>of</strong> the <strong>City</strong> Commission and is responsible for all the administrative duties and<br />

responsibilities as outlined in the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> Charter (Local Law). <strong>City</strong> Manager functions as the<br />

Chief Administrative Officer (“CAO”) for the <strong>City</strong> and is appointed by a majority vote <strong>of</strong> the <strong>City</strong><br />

Commission. The <strong>City</strong> Manager is responsible for appointing and supervising the Assistant to the <strong>City</strong><br />

Manager, the Senior Executive Assistant, Management Fellow (unfunded) and all Department Directors.<br />

Contained within this department is the Information Technology Division; this division is responsible for<br />

the preservation, implementation and coordination <strong>of</strong> all the <strong>City</strong>’s technology infrastructure, and any<br />

projects relating to technology. The personnel required to support this division are one (1) Information<br />

Technology Manager, one (1) Systems and Network Administrator III, and two (2) Systems and Network<br />

Administrator I positions.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Encourage Public and Private Partnership.<br />

<br />

<br />

<br />

Objective 1: Promote/seek-out the opportunity to engage the community at civic and community<br />

social settings.<br />

Objective 2: Continue to be an active participatory speaker on all topics concerning the <strong>City</strong> <strong>of</strong><br />

<strong>Haines</strong> <strong>City</strong>.<br />

Objective 3: Development <strong>of</strong> a robust and all-encompassing communications plan intended to<br />

inform residents on the inner workings <strong>of</strong> municipal government, as well as the creation <strong>of</strong> a<br />

citywide styles and branding concept (this objective will be a collaborative effort with the Parks<br />

and Recreation Department.)<br />

Organizational Goal: Foster an environment that attracts economic opportunity and sustains economic<br />

viability.<br />

<br />

<br />

Objective 1: Focus on improving communication and marketing for the downtown corridor<br />

intended to boost commerce and exposure for local area businesses.<br />

Objective 2: The <strong>City</strong> Manager’s Office will implement Phase Two (2) <strong>of</strong> the “Take It to the<br />

Streets” initiative whereby the business community will be the primary focus <strong>of</strong> our canvassing<br />

efforts.<br />

Organizational Goal: Maintain infrastructure improvements in response to growth.<br />

<br />

Objective 1: Work in collaboration with the Development Services Department and the Public<br />

Works Department in order to ensure that infrastructure investments are made in the most<br />

appropriate fashion and are done to address the growth that is occurring in <strong>Haines</strong> <strong>City</strong>.<br />

Organizational Goal: Develop and maintain fiscal policies based on program and performance measures<br />

while engaging community involvement.<br />

<br />

Objective 1: The <strong>City</strong> Manager’s Office will continue to administer and manage the<br />

Community Value Survey on an annual basis which is intended to provide the residents, visitors<br />

and community stakeholders an opportunity to share their values with Staff and the <strong>City</strong><br />

Commission.<br />

81


Objective 2: Staff will continue to provide quarterly financial updates with regards to the<br />

financial state <strong>of</strong> the organization in Regular <strong>City</strong> Commission Meetings for the edification <strong>of</strong><br />

the public, as well as the Elected Officials.<br />

Objective 3: <strong>City</strong> Administration will continue to provide the “State <strong>of</strong> the <strong>City</strong> Address” at an<br />

annual meeting facilitated by the Chamber <strong>of</strong> Commerce and/or any other organization<br />

interested in <strong>City</strong> operations and its finances.<br />

Objective 4: Explore contracting out opportunities that will provide a better level <strong>of</strong> service, at a<br />

lesser cost, when it is deemed reasonable and economically feasible in nature.<br />

Objective 6: Manage the <strong>City</strong>’s Capital Improvement Plan (“CIP”) to ensure that deadlines are<br />

met and projects come in under budget and on time.<br />

Organizational Goal: Create an environment that enhances the quality <strong>of</strong> life and benefits the<br />

community culturally, recreationally and economically.<br />

<br />

<br />

<br />

<br />

Objective 1: Work with the Parks and Recreation Department to promote, market and entice<br />

visitors to patronize our facilities, thus increasing revenue.<br />

Objective 2: Continue to work aggressively with the Economic Development Council and the<br />

Chamber <strong>of</strong> Commerce to promote <strong>Haines</strong> <strong>City</strong> as a destination, but more importantly, to attract,<br />

retain and seek out new business development opportunities.<br />

Objective 3: Work closely with our philanthropic partners in order to create and assist in the<br />

promotion <strong>of</strong> events and services that are intended to benefit the greater <strong>Haines</strong> <strong>City</strong> public.<br />

Objective 4: Reorganizing <strong>of</strong> Parks and Recreation and Public Works maintenance<br />

responsibilities.<br />

Organizational Goal: Cultivate an environment that will attract, retain and recognize <strong>City</strong> employees as<br />

the organization’s most valuable resource.<br />

<br />

<br />

<br />

Objective 1: The <strong>City</strong> Manager, working in collaboration with the Finance Department and the<br />

Human Resources Department, will devise a strategy intended to sustain future compensation<br />

initiatives and maintain a competitive compensation strategy compensatory to other cities <strong>of</strong><br />

similar size.<br />

Objective 2: The <strong>City</strong> Manager’s Office will work diligently with the Human Resources<br />

Department to create literature intended to provide supervisors with the appropriate training in<br />

order to assist management in supervising a diverse workforce.<br />

Objective 3: The <strong>City</strong> Manager’s Office will explore innovative and creative ways to attract,<br />

retain and reward employees for exceeding expectations, while maintaining fair and equitable<br />

treatment across the board.<br />

Organizational Goal: Protect our natural amenities by encouraging proactive environmental initiatives<br />

intended to safeguard our natural resources.<br />

<br />

<br />

Objective 1: Assist in providing guidance and direction concerning the preservation and<br />

education <strong>of</strong> <strong>Haines</strong> <strong>City</strong>’s natural resources, and working with state and federal agencies to<br />

ensure the quality natural resources that are currently available in the community remain for<br />

current and future generations.<br />

Objective 2: Ensure that environmental policies and impacts are considered as part <strong>of</strong> the <strong>City</strong>’s<br />

Capital Improvement Plan.<br />

Organizational Goal: Enhance and promote communications and engagement opportunities that inform,<br />

build trust, incentivize growth and generate community pride.<br />

82


Objective 1: Establish consistent and identifiable branding.<br />

Objective 2: Ensure consistent messaging through a centralized management <strong>of</strong> communications<br />

and marketing efforts, materials and approval processes.<br />

Objective 3: Maximize awareness <strong>of</strong> <strong>Haines</strong> <strong>City</strong> services through regular and consistent<br />

communication and engagement opportunities with staff, businesses and the community.<br />

<strong>City</strong> Administration: Information Technology<br />

The Information Technology (IT) Division provides technology support and consulting for all<br />

departments within the <strong>City</strong>. The IT Division is responsible for the project management, planning,<br />

maintenance, administration, and security <strong>of</strong> the <strong>City</strong>’s information and technology assets. Additionally,<br />

the IT Division delivers the vision, leadership, and skills enabling <strong>Haines</strong> <strong>City</strong> to benefit from<br />

technological innovation to improve service to the community and increase efficiencies. The personnel<br />

required to support this division, are an Information Technology Manager, Systems and Network<br />

Administrator III, and two (2) Systems and Network Administrator I positions.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Utilize technology to enhance public services<br />

<br />

<br />

<br />

<br />

<br />

<br />

Objective 1: Minimize Technology Costs: The introduction <strong>of</strong> technology is an expensive<br />

endeavor. Therefore, it is imperative to minimize this cost by leveraging existing assets and<br />

resources whenever possible. Implementing technology because it is new does not by itself<br />

justify the additional expense. Instead, the technology should bring value to the organization.<br />

Objective 2: Research and Deploy New Technology: Technology that brings value to the<br />

organization.<br />

Objective 3: Minimize Operational Downtime: As the <strong>City</strong> increases its reliance on technology,<br />

it becomes <strong>of</strong> greater importance to ensure the integrity <strong>of</strong> the technology systems and have a<br />

plan for recovering from failures. Planning such recoveries includes having an up to date disaster<br />

recovery plan (DRP), contingency plan, and a continuity <strong>of</strong> operations plan (COOP). Each plan<br />

should include a timeframe for periodic testing, thereby helping foster confidence in the<br />

reliability <strong>of</strong> the <strong>City</strong>’s technology solutions. Additionally, security mechanisms should be built<br />

into the system to minimize accidental or intentional disruption <strong>of</strong> services.<br />

Objective 4: Maximize Security <strong>of</strong> IT Resources: Whether it is to comply with laws such as<br />

HIPAA, meet requirements such as FDLE, or protect the <strong>City</strong>’s water supply; restricting access to<br />

information to only those who need it has become a key component <strong>of</strong> IT operations. IT must<br />

continuously work to balance the various requirements for security and still provide a useable<br />

system for employees and the public.<br />

Objective 5: Maximize Manageability <strong>of</strong> IT Resources: One <strong>of</strong> the limitations <strong>of</strong> technology is<br />

its relatively short lifespan compared to other capital expenditures. The average technological<br />

solution has a five year lifespan before needing replacement. Depending on the solution, the<br />

purchase <strong>of</strong> maintenance contracts can minimize the cost <strong>of</strong> replacement or at a minimum, spread<br />

the cost over a predictable timeframe. The Information Technology Division should continue to<br />

cover all mission critical technology, such as the phone system, under a maintenance contract to<br />

ensure access to the latest s<strong>of</strong>tware, hardware, and support.<br />

Objective 6: Maximize Staff Productivity and Efficiency: Using the latest technology provides<br />

the <strong>City</strong> with the opportunity to increase staff productivity and efficiency. Modern mobile<br />

devices and cloud based applications allow staff to access information in real time no matter<br />

where they are located. The latest s<strong>of</strong>tware versions increase collaboration, helping ensure<br />

everyone is communicating and working from the same page.<br />

83


Objective 7: Maximize Data Management and Analytics: The <strong>City</strong> collects a large quantity <strong>of</strong><br />

data in its daily operations. This data is typically stored in various applications and files<br />

throughout the <strong>City</strong>’s servers. Such a distribution makes sharing and analyzing the data more<br />

difficult. Ideally, the departments should store all their collected data in centralized repositories<br />

such as SQL databases. This will allow the <strong>City</strong> to capitalize on the collection <strong>of</strong> land based data<br />

for new applications such as GIS, project management, billing, and maintenance programs. It<br />

also permits the possibility <strong>of</strong> data redundancy for reduced downtime from system failures.<br />

Objective 8: Maximize Sharing <strong>of</strong> Information: As the public becomes comfortable with the<br />

Internet, they are using it to access their accounts and request government services. The <strong>City</strong><br />

should take advantage <strong>of</strong> these opportunities to provide superior customer service and increased<br />

transparency to the public and within the organization. Additionally, the <strong>City</strong> may <strong>of</strong>fer more<br />

self-service options thus freeing staff time processing requests for information.<br />

84


POSITION SCHEDULE<br />

Division: CITY MANAGER<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E18 <strong>City</strong> Manager 1.00 1.00 Executive 5 <strong>City</strong> Manager 1.00<br />

E11 Assistant <strong>City</strong> Manager 1.00 0.00 Exempt 8 Assistant to the <strong>City</strong> Manager 1.00<br />

E6 Assistant to the <strong>City</strong> Manager 0.00 1.00 Exempt 4 Senior Executive Assistant 1.00<br />

18 Executive Secretary 1.00 0.00<br />

18 Senior Executive Assistant 0.00 1.00<br />

Total 3.00 3.00 3.00<br />

Full-Time 3.00 3.00 3.00<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

85


Department/Division: <strong>City</strong> Administration/<strong>City</strong> Manager (10-512)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 307,937 171,284 245,620 236,500<br />

21.10 FICA Taxes 21,326 15,231 18,790 18,095<br />

22.10 Retirement Contributions 47,819 42,448 38,790 29,185<br />

23.10 Life and Health Insurance 27,980 13,139 18,360 20,595<br />

24.10 Workers' Compensation 448 376 370 335<br />

Total Personnel Services 405,510 242,477 321,930 304,710<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 3,130 1,061 1,000 1,000<br />

34.10 Other Services 0 0 0 3,300<br />

40.10 Travel and Per Diem 1,456 1,333 3,000 6,500<br />

41.10 Communications Services 3,573 3,467 3,500 3,500<br />

42.10 Freight and Postage Services 76 108 200 200<br />

44.10 Rentals and Leases 0 0 0 4,500<br />

46.10 Repair and Maintenance Services 163 80 0 0<br />

47.10 Printing and Binding 1,270 981 1,600 4,000<br />

48.10 Promotional Activities 89 560 500 2,500<br />

49.10 Other Current Charges and Obligations 364 1,363 500 0<br />

51.10 Office Supplies 1,682 1,216 2,000 2,000<br />

52.10 Operating Supplies 4,137 3,088 2,000 5,000<br />

54.10 Books, Publications, Subscriptions and Memberships 2,162 2,085 3,700 4,000<br />

55.10 Training 2,211 2,015 1,800 3,500<br />

Total Operating Expenses 20,312 17,356 19,800 40,000<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 1,332 (1,104) 0 0<br />

Total Capital Outlay 1,332 (1,104) 0 0<br />

DIVISION TOTAL 427,154 258,729 341,730 344,710<br />

86


POSITION SCHEDULE<br />

Division: INFORMATION TECHNOLOGY<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

24 Information Technology Manager 0.00 1.00 Exempt 8 Information Technology Manager 1.00<br />

20 I.T. Supervisor 1.00 0.00 Non-Exempt 9 System & Network Administrator III 1.00<br />

19 Computer Network Technician 0.50 1.00 Non-Exempt 8 System & Network Administrator I 2.00<br />

15 PC Technician 1.00 2.00<br />

Total 2.50 4.00 4.00<br />

Full-Time 2.50 4.00 4.00<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

64.10 Laserfiche Upgrade (Phase 1) 56,000<br />

64.10 Micros<strong>of</strong>t EA 55,740<br />

64.10 Server Replacement 17,000<br />

64.10 Backup System S<strong>of</strong>tware 5,000<br />

Total 133,740<br />

87


Department/Division: <strong>City</strong> Administration/Information Technology (30-513)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 87,058 72,532 158,225 188,370<br />

14.10 Overtime 1,846 1,167 5,000 5,000<br />

21.10 FICA Taxes 6,778 5,621 12,490 14,795<br />

22.10 Retirement Contributions 15,543 13,680 28,565 19,340<br />

23.10 Life and Health Insurance 14,019 12,592 24,480 27,460<br />

24.10 Workers' Compensation 187 149 240 265<br />

Total Personnel Services 125,431 105,741 229,000 255,230<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 550 27,611 15,000 8,000<br />

34.10 Other Services 0 0 0 0<br />

40.10 Travel and Per Diem 707 40 3,000 2,000<br />

41.10 Communications Services 4,201 2,752 9,900 4,600<br />

42.10 Freight and Postage Services 22 75 500 500<br />

44.10 Rentals and Leases 0 0 0 400<br />

46.10 Repair and Maintenance Services 9,130 60,191 48,580 52,000<br />

47.10 Printing and Binding 91 0 150 200<br />

49.10 Other Current Charges and Obligations 0 0 0 0<br />

51.10 Office Supplies 472 268 750 500<br />

52.10 Operating Supplies 23,371 95,931 25,000 20,000<br />

54.10 Books, Publications, Subscriptions and Memberships 0 175 775 800<br />

55.10 Training 155 995 6,700 15,000<br />

Total Operating Expenses 38,698 188,038 110,355 104,000<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 37,846 198,044 250,000 133,740<br />

Total Capital Outlay 37,846 198,044 250,000 133,740<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 113,002 155,840 195,210<br />

Total Other Uses 0 113,002 155,840 195,210<br />

DIVISION TOTAL 201,975 604,825 745,195 688,180<br />

88


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

89


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

CITY ATTORNEY<br />

ORGANIZATIONAL CHART<br />

CITY<br />

COMMISSION<br />

CITY<br />

ATTORNEY<br />

(CONTRACTED)<br />

90


<strong>City</strong> Attorney<br />

The <strong>City</strong> Attorney is the Chief Legal Officer for the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, as established by the <strong>City</strong> Charter,<br />

which is the local law that governs and outlines the power and authority <strong>of</strong> the <strong>of</strong>fice <strong>of</strong> the <strong>City</strong> Attorney.<br />

The <strong>City</strong> Attorney represents the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> in all legal proceedings. The <strong>City</strong> Attorney is a<br />

valuable member <strong>of</strong> the <strong>City</strong>’s management team and provides legal guidance and direction to the <strong>City</strong><br />

Commission, the <strong>City</strong> Manager and <strong>City</strong> staff on a frequent basis. This position is appointed by the <strong>City</strong><br />

Commission and serves at the pleasure <strong>of</strong> the <strong>City</strong> Commission. The principal function <strong>of</strong> this position is<br />

to provide guidance and support concerning all legal matters that may arise during any given situation. The<br />

<strong>City</strong> Attorney obtains and manages specialized legal counsel in the event that the <strong>City</strong> needs additional<br />

legal support. The <strong>City</strong> Attorney drafts and reviews all contractual agreements prior to execution by the<br />

<strong>City</strong> to ensure that the documents are in compliance and protect the interests <strong>of</strong> the <strong>City</strong> at all times. This<br />

position serves multiple functions involving the advocacy <strong>of</strong> legal issues on a state and federal level that<br />

may have a local impact. The <strong>City</strong> Attorney’s <strong>of</strong>fice also informs the <strong>City</strong> Commission and <strong>City</strong> staff <strong>of</strong><br />

legal implications on any matter that may arise from actions taken by the <strong>City</strong> Commission. The <strong>City</strong><br />

Attorney also serves as a closing agent during the acquisition and disposition <strong>of</strong> real property that the <strong>City</strong><br />

may be interested in or deem as surplus. The <strong>City</strong> Attorney works with staff to ensure compliance with all<br />

local, state, and federal laws.<br />

Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Encourage public and private partnership.<br />

<br />

<br />

<br />

<br />

Objective 1: Continue to maintain a good working relationship with partner organizations within<br />

the community such as the Chamber <strong>of</strong> Commerce, the Economic Development Council, other<br />

local municipalities, and Polk County and other state agencies.<br />

Objective 2: Draft/review the <strong>City</strong>’s contracts concerning economic development to ensure<br />

compliance and create a “pro-business” environment to spur economic growth in concert with<br />

existing local and state programs.<br />

Objective 3: Work with the <strong>City</strong> Manager and <strong>City</strong> staff to establish productive working<br />

relationships with the elected leadership on the local, state and national levels.<br />

Objective 4: Draft/review all interlocal agreements with neighboring jurisdictions to protect the<br />

<strong>City</strong>’s interests while providing contracts that are beneficial to all agencies.<br />

Organizational Goal: Foster an environment that attracts economic opportunity and sustains economic<br />

viability.<br />

<br />

<br />

<br />

<br />

Objective 1: Provide legal guidance regarding the <strong>City</strong>’s existing business incentive program to<br />

ensure contiguity and consistency with other municipalities and state agencies.<br />

Objective 2: Research and review economic development agreements to provide sound public<br />

policy that provides responsive growth to assist the <strong>City</strong> in creating jobs and increasing its ad<br />

valorem tax base.<br />

Objective 3: Inform the <strong>City</strong> Commission and <strong>City</strong> staff <strong>of</strong> any grant opportunities that may be<br />

applicable to the <strong>City</strong> operations or assist in the creation <strong>of</strong> jobs and economic investment within<br />

the municipal boundaries <strong>of</strong> <strong>Haines</strong> <strong>City</strong>.<br />

Objective 4: Serve as spokesperson concerning economic development matters when other parties<br />

have their attorneys involved in the development process.<br />

91


Organizational Goal: Provide responsive public services that protect the health, welfare, and safety <strong>of</strong> the<br />

community.<br />

<br />

<br />

<br />

Objective 1: Draft/review any interlocal agreements with public safety agencies to ensure the<br />

community’s interest and well-being are always protected.<br />

Objective 2: Assist in providing legal guidance concerning large-scale cooperatives between other<br />

local jurisdictions and the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong> concerning service provisions.<br />

Objective 3: Assist in the public policy facilitation concerning the establishment <strong>of</strong> ordinances to<br />

protect the safety and well-being <strong>of</strong> the residents <strong>of</strong> <strong>Haines</strong> <strong>City</strong>.<br />

92


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

93


Department/Division: <strong>City</strong> Attorney (514)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 146,284 127,113 150,000 150,000<br />

40.10 Travel and Per Diem 7 0 0 0<br />

42.10 Freight and Postage Services 2 0 0 0<br />

47.10 Printing and Binding 0 0 0 0<br />

49.10 Other Current Charges and Obligations 265 0 0 0<br />

54.10 Books, Publications, Subscriptions and Memberships 18 0 0 0<br />

Total Operating Expenses 146,576 127,113 150,000 150,000<br />

DIVISION TOTAL 146,576 127,113 150,000 150,000<br />

94


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

95


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

CITY CLERK<br />

ORGANIZATIONAL CHART<br />

CITY<br />

COMMISSION<br />

CITY CLERK<br />

SECRETARY<br />

96


<strong>City</strong> Clerk’s Office<br />

The <strong>City</strong> Clerk’s Office provides a wide range <strong>of</strong> pr<strong>of</strong>essional services to support the <strong>City</strong> Commission,<br />

<strong>City</strong> Administration, <strong>City</strong> Departments, and the public. The <strong>City</strong> Clerk is responsible for many<br />

administrative duties. One <strong>of</strong> the most important statutory duties <strong>of</strong> the <strong>City</strong> Clerk is to prepare the<br />

minutes <strong>of</strong> the <strong>City</strong> Commission’s workshops, regular meetings, and special meetings. Minutes are<br />

considered the road maps to the past, must be accurate, and kept on file in perpetuity.<br />

The <strong>City</strong> Clerk’s <strong>of</strong>fice also conducts the municipal election. As the “Chief Election Officer”, the <strong>City</strong><br />

Clerk is responsible for all ministerial duties including qualification and certification <strong>of</strong> the candidates,<br />

hiring poll workers, and serving on the Canvassing Board. Each election brings new challenges and<br />

opportunities to the <strong>City</strong> Clerk.<br />

In addition, the <strong>City</strong> Clerk has other responsibilities prescribed by law such as providing proper<br />

advertising notices for meetings, public hearings, bid solicitations, tax deeds, and other legal matters.<br />

Furthermore, Government in the Sunshine requires governmental transparency, and the associated public<br />

records requests are coordinated through the <strong>City</strong> Clerk’s <strong>of</strong>fice. As the information hub <strong>of</strong> the <strong>City</strong>, the<br />

<strong>City</strong> Clerk’s Office is here to serve the public in the utmost pr<strong>of</strong>essional manner.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Cultivate an environment that will attract, retain and recognize city employees as<br />

the organization’s most valuable resource.<br />

<br />

<br />

Objective 1: Absorb responsibilities to centralize and manage all <strong>City</strong> Advisory Boards.<br />

Objective 2: Provide teammates opportunities for pr<strong>of</strong>essional career development.<br />

Organizational Goal: Utilize technology to enhance public services.<br />

<br />

<br />

<br />

Objective 1: Continue to research and compile information for the digitization <strong>of</strong> the cemetery<br />

records.<br />

Objective 2: Organize and rename the digital records within the online public access portal for<br />

the enhancement <strong>of</strong> user efficiency.<br />

Objective 3: Scan all permanent records into Laserfiche.<br />

Organizational Goal: Encourage public and private partnerships.<br />

<br />

<br />

<br />

Objective 1: Research options for potential maintenance and security <strong>of</strong> the south parcel <strong>of</strong><br />

Oakland Cemetery and 5 th Street Cemetery.<br />

Objective 2: Reconstruct burial records <strong>of</strong> both cemeteries.<br />

Objective 3: Digitize cemetery records for preservation and public access.<br />

Organizational Goal: Protect our natural amenities by encouraging proactive environmental initiatives<br />

intended to safeguard our natural resources.<br />

<br />

Objective 1: Maintain recycling program for all <strong>City</strong> records eligible for disposition.<br />

Organizational Goal: Create an environment which enhances the quality <strong>of</strong> life and benefits the<br />

community culturally, recreationally, and economically.<br />

97


Objective 1: Volunteer campaign to fill all vacant advisory board positions.<br />

Objective 2: Prepare for and administer the 2016 Elections.<br />

Objective 3: Review and update the Cemetery code.<br />

Organizational Goal: Enhance and promote communications and engagement opportunities that inform,<br />

build trust, incentivize growth and generate community pride.<br />

<br />

Objective 1: Be fully operational with the Cemetery Information Management S<strong>of</strong>tware system<br />

within three (3) to five (5) years to enhance staff ability, assist the public with the most accurate<br />

cemetery information, and provide expedient and pr<strong>of</strong>essional community service.<br />

98


POSITION SCHEDULE<br />

Division: CITY CLERK<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E6 <strong>City</strong> Clerk 0.00 1.00 Exempt 8 <strong>City</strong> Clerk 1.00<br />

E5 <strong>City</strong> Clerk 1.00 0.00 Non-Exempt 4 Secretary 1.00<br />

12 Secretary II 1.00 1.00<br />

Total 2.00 2.00 2.00<br />

Full-Time 2.00 2.00 2.00<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

99


Department/Division: <strong>City</strong> Clerk (20-512)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 76,651 79,865 84,590 85,930<br />

14.10 Overtime 2 123 100 500<br />

21.10 FICA Taxes 5,839 6,072 6,470 6,575<br />

22.10 Retirement Contributions 10,710 14,807 14,805 8,595<br />

23.10 Life and Health Insurance 5,970 11,497 12,240 13,730<br />

24.10 Workers' Compensation 118 135 130 120<br />

Total Personnel Services 99,290 112,498 118,335 115,450<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 5,567 1,485 6,500 3,000<br />

34.10 Other Services 1,800 9,700 2,500 2,500<br />

40.10 Travel and Per Diem 1,276 1,632 2,750 2,500<br />

41.10 Communications Services 1,079 893 1,700 1,200<br />

42.10 Freight and Postage Services 115 3,359 4,000 4,000<br />

44.10 Rentals and Leases 0 0 0 5,000<br />

46.10 Repair and Maintenance Services 11,107 19,251 22,800 20,200<br />

47.10 Printing and Binding 12,799 7,880 18,500 15,500<br />

49.10 Other Current Charges and Obligations 5,326 8,487 8,500 8,000<br />

51.10 Office Supplies 856 721 800 1,000<br />

52.10 Operating Supplies 3,596 1,203 1,250 3,000<br />

54.10 Books, Publications, Subscriptions and Memberships 703 5,678 1,120 1,000<br />

55.10 Training 575 2,810 1,940 2,430<br />

Total Operating Expenses 44,799 63,100 72,360 69,330<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 1,332 0 0 0<br />

Total Capital Outlay 1,332 0 0 0<br />

DIVISION TOTAL 145,421 175,598 190,695 184,780<br />

100


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

101


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

DEVELOPMENT SERVICES<br />

DEPARTMENT<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

DEVELOPMENT<br />

SERVICES<br />

DIRECTOR<br />

BUILDING<br />

OFFICIAL<br />

SENIOR<br />

PLANNER<br />

BUILDING<br />

INSPECTOR III<br />

PLANNER<br />

BUILDING<br />

INSPECTOR I<br />

PERMIT CLERK<br />

102


Development Services Department<br />

The Development Services Department is responsible for providing assistance and direction to the<br />

development community and citizens with the permitting and development processes. The Development<br />

Services Department strives to ensure that projects are planned and built in the most efficient manner<br />

while maintaining high quality design standards that support the <strong>Haines</strong> <strong>City</strong> Comprehensive Plan, Land<br />

Development Regulations and the <strong>Florida</strong> Building Code with a focus on customer-centric service. These<br />

projects may range from building a new neighborhood, establishing a new manufacturing operation, or<br />

opening a new clinic, to building a new home or backyard fence. The Development Services Director<br />

reports directly to the <strong>City</strong> manager. The primary Development Services responsibilities include:<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

Provide Staff support to customers and the Technical Review Board, (TRB), which is an<br />

administrative review board for development plans.<br />

Support four (4) standing boards and hearings that affect the development processes: Planning<br />

Commission, Board <strong>of</strong> Adjustment, Code Enforcement Magistrate hearings and Community<br />

Redevelopment Agency.<br />

Coordinate activities with other agencies such as <strong>Florida</strong> Department <strong>of</strong> Economic Opportunity<br />

(DEO), <strong>Florida</strong> Department <strong>of</strong> Environmental Protection (DEP), <strong>Florida</strong> Department <strong>of</strong><br />

Transportation (FDOT), Central <strong>Florida</strong> Regional Planning council, Polk County TPO, School<br />

Board <strong>of</strong> Polk County, Polk County Board <strong>of</strong> County Commissioners and Planning Commission,<br />

and <strong>Haines</strong> <strong>City</strong> Economic Development Council.<br />

Develop and administer growth management tools, including the Land Development Regulations,<br />

Selected Area Plans, Interlocal Agreements, Joint Planning Agreements, and the Comprehensive<br />

Plan.<br />

Develop special studies to address Land Development Regulation revisions, Comprehensive Plan<br />

amendments, and specific needs <strong>of</strong> the <strong>City</strong> and community.<br />

Pursue and administer grants, such as Community Development Block Grants, Multi-Use Trail<br />

grants, and other grants, as applicable.<br />

Administer the <strong>City</strong>’s Community Redevelopment and Economic Development Programs.<br />

Administer the Business Tax License program, which includes inspections and license renewal.<br />

Facilitate the <strong>City</strong>’s annexation program and processes.<br />

Maintain and provide demographic and economic information for the <strong>City</strong> in order to support<br />

business relocations within the <strong>City</strong>. Work with developers in assisting with the development<br />

approval process.<br />

Promote economic development initiatives and redevelopment opportunities which are directed to<br />

enhance the vitalization <strong>of</strong> the community through the creation and posting <strong>of</strong> maps, coordination<br />

with the <strong>Haines</strong> <strong>City</strong> Economic Development Council and providing <strong>of</strong> vital economic<br />

development information through Staff.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Encourage public and private partnership.<br />

<br />

<br />

Objective 1: Continue to coordinate with the <strong>Haines</strong> <strong>City</strong> and Northeast Polk County Chambers<br />

<strong>of</strong> Commerce and the <strong>Haines</strong> <strong>City</strong> Economic Development Council to promote the growth <strong>of</strong> the<br />

<strong>City</strong>.<br />

Objective 2: Continue to work with the Chamber <strong>of</strong> Commerce and the <strong>Haines</strong> <strong>City</strong> Economic<br />

Development Council by reporting new Business Tax Receipts (BTR) and any customer service<br />

needs.<br />

103


Organizational Goal: Foster an environment that attracts economic opportunity and sustains economic<br />

viability.<br />

<br />

<br />

Objective 1: Continue to work with the <strong>Haines</strong> <strong>City</strong> Economic Development Council to<br />

implement a proactive and fiscally responsible Business Incentive Program.<br />

Objective 2: Continue to provide development opportunities that create quality jobs in the<br />

industrial, commercial, and medical sectors.<br />

Organizational Goal: Maintain infrastructure improvements in response to growth.<br />

<br />

<br />

<br />

Objective 1: Use the Comprehensive Plan Capital Improvement Element and Capital<br />

Improvements Plan to prioritize infrastructure improvements.<br />

Objective 2: Assist in the implementation the <strong>City</strong>’s Way Finding Plan.<br />

Objective 3: Continue to maintain the inventory <strong>of</strong> <strong>City</strong>-owned properties with an emphasis on<br />

returning un-needed properties to the private sector for development.<br />

Organizational Goal: Develop and maintain fiscal policies based on program and performance measures<br />

while engaging community involvement.<br />

<br />

<br />

Objective 1: Continue to serve as lead staff for the required annual update <strong>of</strong> the <strong>City</strong>’s<br />

Comprehensive Plan Capital Improvement Element and Capital Improvements Plan.<br />

Objective 2: Improve efficiency by revising the development project filing system to facilitate<br />

information transfer to citizens and developers.<br />

Organizational goal: Create an environment that enhances the quality <strong>of</strong> life and benefits the community<br />

culturally, recreationally, and economically.<br />

Objective 1: Review the North Ridge Select Area Plan to develop new land use policies that<br />

enhance development opportunities along U.S. Highway 27.<br />

Objective 2: Continue to work with the developers to provide high quality residential<br />

neighborhoods with “complete streets”, neighborhood parks with a focus on customer service.<br />

104


POSITION SCHEDULE<br />

Division:<br />

PLANNING<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Community Development Director 0.50 0.00 Executive 2 Development Services Director 0.50<br />

E9 Development Services Director 0.00 0.50 Exempt 8 Senior Planner 1.00<br />

26 Planning Manager 1.00 1.00 Exempt 6 Planner 1.00<br />

21 Planner II 1.00 1.00<br />

18 Code Enforcement Supervisor 1.00 0.00<br />

16 Code Enforcement Officer 1.70 0.00<br />

12 Code Enforcement Clerk 1.00 0.00<br />

TOTAL 6.20 2.50 2.50<br />

Full-Time 6.20 2.50 2.50<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

105


Department/Division: Development Services/Planning (515)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 270,526 272,801 161,140 139,790<br />

14.10 Overtime 63 0 0 0<br />

21.10 FICA Taxes 20,392 20,620 12,330 10,695<br />

22.10 Retirement Contributions 46,250 52,766 28,200 16,230<br />

23.10 Life and Health Insurance 27,157 30,399 15,300 17,160<br />

24.10 Workers' Compensation 3,454 3,004 1,355 890<br />

Total Personnel Services 367,842 379,590 218,325 184,765<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 17,255 6,145 4,000 15,000<br />

40.10 Travel and Per Diem 1,235 1,026 3,200 2,500<br />

41.10 Communications Services 4,385 6,587 6,075 6,075<br />

42.10 Freight and Postage Services 5,618 7,975 1,000 1,000<br />

44.10 Rentals and Leases 0 0 0 400<br />

46.10 Repair and Maintenance Services 1,569 3,355 1,100 2,000<br />

47.10 Printing and Binding 960 702 1,100 1,100<br />

49.10 Other Current Charges and Obligations 8,526 9,991 6,500 9,000<br />

51.10 Office Supplies 1,154 1,566 1,300 1,300<br />

52.10 Operating Supplies 10,446 14,430 8,000 9,000<br />

54.10 Books, Publications, Subscriptions and Memberships 2,101 3,231 2,400 3,500<br />

55.10 Training 1,810 1,860 3,820 3,000<br />

Total Operating Expenses 55,059 56,869 38,495 53,875<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 1,079 4,307 8,000 0<br />

Total Capital Outlay 1,079 4,307 8,000 0<br />

DIVISION TOTAL 423,980 440,766 264,820 238,640<br />

106


POSITION SCHEDULE<br />

Division:<br />

BUILDING & INSPECTIONS<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Community Development Director 0.50 0.00 Executive 2 Development Services Director 0.50<br />

E9 Development Services Director 0.00 0.50 Exempt 8 Building Official 1.00<br />

29 Building Official 1.00 1.00 Non-Exempt 10 Building Inspector III 1.00<br />

20 Building Inspector (Multi-Certified) 1.00 1.00 Non-Exempt 8 Building Inspector I 1.00<br />

19 Building Inspector (1 & 2 Family) 1.30 1.00 Non-Exempt 3 Permit Clerk 2.00<br />

13 Permit Clerk 2.00 2.00<br />

Total 5.80 5.50 5.50<br />

Full-Time 5.80 5.50 5.50<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

107


Department/Division: Development Services/Building & Inspections (524)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 314,184 253,975 261,265 283,665<br />

14.10 Overtime 217 0 0 0<br />

21.10 FICA Taxes 22,874 18,566 19,990 21,705<br />

22.10 Retirement Contributions 56,155 50,140 45,720 38,975<br />

23.10 Life and Health Insurance 43,211 34,759 33,660 37,755<br />

24.10 Workers' Compensation 3,882 2,832 2,620 2,670<br />

Total Personnel Services 440,523 360,272 363,255 384,770<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 60 155 15,000 20,000<br />

34.10 Other Services 0 0 0 1,000<br />

40.10 Travel and Per Diem 654 1,215 1,000 1,650<br />

41.10 Communications Services 2,392 2,462 2,500 3,500<br />

42.10 Freight and Postage Services 761 661 1,100 1,100<br />

44.10 Rentals and Leases 10,265 9,351 11,000 11,000<br />

46.10 Repair and Maintenance Services 1,599 6,934 2,000 5,000<br />

47.10 Printing and Binding 672 329 500 650<br />

48.10 Promotional Activities 0 0 100 100<br />

49.10 Other Current Charges and Obligations 0 0 0 0<br />

51.10 Office Supplies 359 762 1,500 1,950<br />

52.10 Operating Supplies 9,510 6,677 8,000 8,000<br />

54.10 Books, Publications, Subscriptions and Memberships 1,026 485 3,000 3,000<br />

55.10 Training 641 594 2,045 2,660<br />

Total Operating Expenses 27,939 29,625 47,745 59,610<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 0 0 0<br />

Total Other Uses 0 0 0 0<br />

DIVISION TOTAL 468,462 389,897 411,000 444,380<br />

108


Department/Division: Other Economic Development (559)<br />

Fund: Community Redevelopment Agency - <strong>City</strong> (102)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 38 0 0 0<br />

14.10 Overtime 0 0 0 0<br />

21.10 FICA Taxes (6) 0 0 0<br />

22.10 Retirement Contributions (0) 0 0 0<br />

23.10 Life and Health Insurance 417 0 0 0<br />

24.10 Workers' Compensation 0 0 0 0<br />

Total Personnel Services 449 0 0 0<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 628 19,469 21,310 18,000<br />

49.10 Other Current Charges and Obligations 0 0 0 0<br />

49.20 Other Current Charges and Obligations - Contingency 0 0 0 321,030<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 0 0<br />

Total Operating Expenses 628 19,469 21,310 339,030<br />

CAPITAL OUTLAY TOTAL<br />

61.10 Land 0 0 0 0<br />

63.11 Infrastructure (MLK Streetscape) 109,034 0 0 0<br />

Total Operating Expenses 109,034 0 0 0<br />

GRANTS AND AIDS<br />

82.10 Aids to Private Organizations 0 0 0 0<br />

Total Grants and Aids 0 0 0 0<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 1,563,006 1,855,675 1,260,825 774,785<br />

Total Other Uses 1,563,006 1,855,675 1,260,825 774,785<br />

DIVISION TOTAL 1,673,117 1,875,144 1,282,135 1,113,815<br />

109


Department/Division: Other Economic Development (559)<br />

Fund: Community Redevelopment Agency - County (103)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 3,217 3,293 0 0<br />

41.10 Communications Services 0 0 0 0<br />

49.10 Other Current Charges and Obligations 1,140 0 0 0<br />

49.20 Other Current Charges and Obligations - Contingency 0 0 0 0<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 4,357 3,293 0 0<br />

CAPITAL OUTLAY<br />

62.30 Buildings (Bethune Assembly Building) 0 0 0 0<br />

63.11 Infrastructure (Lake Eva Park) 0 0 0 0<br />

63.12 Infrastructure (6th St Streetscape) 0 0 0 0<br />

63.20 Infrastructure (8-Acre Park) 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

OTHER USES<br />

91.11 Inter-Fund Group Transfers (Debt Service) 745,340 458,656 1,030,500 1,208,460<br />

Total Other Uses 745,340 458,656 1,030,500 1,208,460<br />

DIVISION TOTAL 749,697 461,949 1,030,500 1,208,460<br />

110


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

111


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

FINANCE DEPARTMENT<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

FINANCE<br />

DIRECTOR/<br />

CITY TREASURER<br />

ASSISTANT<br />

FINANCE<br />

DIRECTOR<br />

UTILITY BILLING<br />

SUPERVISOR<br />

ACCOUNTING<br />

SPECIALIST<br />

PAYROLL<br />

SPECIALIST<br />

PURCHASING<br />

SPECIALIST<br />

UTILITY BILLING<br />

CLERK II<br />

UTILITY BILLING<br />

CLERK I<br />

112


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

113


Finance Department<br />

The Finance Department is responsible for the oversight <strong>of</strong> all <strong>City</strong> financial matters. Within the Finance<br />

Department are the Finance Director, Assistant Finance Director, Account Specialist, Payroll Specialist,<br />

Purchasing Specialist, Utility Billing Supervisor, Utility Billing Clerk II and two (2) Utility Billing Clerk<br />

I positions. The primary activities <strong>of</strong> the Finance Department include:<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

Monitor <strong>City</strong> revenues and expenses, analyze <strong>City</strong> debt, investments, and employee group health<br />

insurance options with respect to the fiscal impact on the <strong>City</strong>.<br />

Process the <strong>City</strong>’s payroll and related reporting, administer accounts payable, record cash receipts<br />

and prepare deposits, and generate and maintain fixed asset records.<br />

Monitor expenditures throughout the year to ensure compliance with the <strong>City</strong> Commission<br />

adopted budget.<br />

Provide exceptional customer service for the customers <strong>of</strong> the <strong>City</strong>’s utility system, which<br />

includes processing utility bills, personal services to customers, collecting payments, billing<br />

adjustments, coordinating utility hookups for new customers, assistance with any other account<br />

issues, and maintaining the utility billing system.<br />

Process and maintain all citywide financial data per Governmental Accounting Standards Board<br />

(GASB) principles and State <strong>of</strong> <strong>Florida</strong> guidelines.<br />

Produce the <strong>City</strong>’s Comprehensive Annual Financial Report (CAFR) and coordinate the annual<br />

financial audits <strong>of</strong> the <strong>City</strong> and Community Redevelopment Agency (CRA).<br />

Prepare the <strong>City</strong>’s annual budget with input from each department, under the direction <strong>of</strong> the <strong>City</strong><br />

Manager.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Maintain, protect and design infrastructure that ensures a desired level <strong>of</strong> service<br />

and provides for future needs.<br />

<br />

Objective 1: Work with all <strong>City</strong> departments in preparation <strong>of</strong> the <strong>City</strong>’s Five (5) Year Capital<br />

Improvement Plan (CIP).<br />

Organizational Goal: Develop and maintain fiscal policies based on program and performance measures<br />

while engaging community involvement.<br />

<br />

<br />

<br />

<br />

Objective 1: Staff will continue to provide quarterly financial updates at regular <strong>City</strong><br />

Commission meetings for the edification <strong>of</strong> the general public and elected <strong>of</strong>ficials.<br />

Objective 2: Attain the Certificate <strong>of</strong> Excellence Award in Budgeting from the Governmental<br />

Finance Officers Association.<br />

Objective 3: Explore opportunities to contract out services that will provide better value at<br />

lower cost, when it is deemed reasonable and economically feasible.<br />

Objective 4: Now that new purchasing policies have been adopted by the <strong>City</strong>, the Finance<br />

Department will develop new internal purchasing procedures to enhance the procurement<br />

process making it more efficient and effective.<br />

Organizational Goal: Utilize technology to enhance public services.<br />

<br />

Objective 1: Seek new and improved methods <strong>of</strong> communicating the <strong>City</strong>’s financial<br />

information to the citizens, Commissioners and all other potential users.<br />

114


POSITION SCHEDULE<br />

Division: FINANCE<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E10 Finance Director/Treasurer 0.90 0.90 Executive 2 Finance Director 0.90<br />

26 Assistant Finance Director 0.90 0.90 Exempt 10 Assistant Finance Director 0.90<br />

22 Senior Budget Analyst 0.00 1.00 Non-Exempt 6 Accounting Specialist 1.00<br />

16 Account Specialist II 1.00 1.00 Non-Exempt 6 Payroll Specialist 1.00<br />

Non-Exempt 6 Purchasing Specialist 1.00<br />

Total 2.80 3.80 4.80<br />

Full-Time 2.80 3.80 4.80<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

115


Department/Division: Finance (10-513)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 203,058 183,314 227,640 253,950<br />

14.10 Overtime 107 0 0 500<br />

21.10 FICA Taxes 14,895 13,360 17,415 19,470<br />

22.10 Retirement Contributions 36,257 36,327 39,840 35,110<br />

23.10 Life and Health Insurance 23,150 18,669 23,260 32,950<br />

24.10 Workers' Compensation 338 288 345 360<br />

Total Personnel Services 277,805 251,959 308,500 342,340<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 145 4,400 500 6,000<br />

32.10 Accounting and Auditing 41,400 29,000 31,500 32,000<br />

34.10 Other Services 0 0 0 0<br />

40.10 Travel and Per Diem 1,084 174 1,500 1,500<br />

41.10 Communications Services 5,010 5,822 6,500 6,500<br />

42.10 Freight and Postage Services 3,387 6,523 4,800 4,800<br />

44.10 Rentals and Leases 7,308 6,037 5,940 5,500<br />

46.10 Repair and Maintenance Services 7,225 7,340 8,000 8,000<br />

47.10 Printing and Binding 2,186 604 1,900 1,500<br />

49.10 Other Current Charges and Obligations 14,862 14,595 14,500 14,500<br />

51.10 Office Supplies 1,463 2,018 1,700 1,700<br />

52.10 Operating Supplies 7,762 3,319 7,000 6,000<br />

54.10 Books, Publications, Subscriptions and Memberships 196 141 250 250<br />

55.10 Training 420 9 1,000 1,000<br />

Total Operating Expenses 92,447 79,983 85,090 89,250<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 2,673 0 0 0<br />

Total Capital Outlay 2,673 0 0 0<br />

DIVISION TOTAL 372,925 331,942 393,590 431,590<br />

116


POSITION SCHEDULE<br />

Division: UTILITY BILLING<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E10 Finance Director/Treasurer 0.10 0.10 Executive 2 Finance Director 0.10<br />

26 Assistant Finance Director 0.10 0.10 Exempt 10 Assistant Finance Director 0.10<br />

20 Utility Analyst 0.50 0.50 Exempt 6 Utility Billing Supervisor 1.00<br />

19 Customer Service Supervisor 1.00 1.00 Non-Exempt 6 Utility Billing Clerk II 1.00<br />

19 Computer Network Technician 0.50 0.00 Non-Exempt 3 Utility Billing Clerk I 2.00<br />

13 Customer Service Representative II 1.00 1.00<br />

11 Customer Service Representative I 2.00 2.00<br />

TOTAL 5.20 4.70 4.20<br />

Full-Time 5.20 4.70 4.20<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

117


Department/Division: Finance/Utility Billing (513)<br />

Fund: Water and Sewer (401)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 196,374 197,015 175,455 152,110<br />

14.10 Overtime 1,247 80 300 300<br />

21.10 FICA Taxes 14,745 14,787 13,445 11,660<br />

22.10 Retirement Contributions 33,208 38,244 30,760 21,435<br />

23.10 Life and Health Insurance 31,251 33,888 28,765 28,830<br />

24.10 Workers' Compensation 318 723 265 215<br />

Total Personnel Services 277,143 284,737 248,990 214,550<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 0 0 500 500<br />

40.10 Travel and Per Diem 0 91 500 500<br />

41.10 Communications Services 918 998 1,120 1,200<br />

42.10 Freight and Postage Services 45,978 44,050 55,000 56,000<br />

44.10 Rentals and Leases 0 1,279 2,600 3,900<br />

46.10 Repair and Maintenance Services 2,390 2,394 3,500 3,500<br />

47.10 Printing and Binding 18,675 16,743 19,000 19,250<br />

49.10 Other Current Charges and Obligations 74 356 500 500<br />

51.10 Office Supplies 661 1,192 1,500 1,500<br />

52.10 Operating Supplies 6,215 3,548 2,500 2,500<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 250 250<br />

55.10 Training 0 0 1,000 1,500<br />

Total Operating Expenses 74,912 70,652 87,970 91,100<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

DIVISION TOTAL 352,055 355,389 336,960 305,650<br />

118


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

119


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

FIRE DEPARTMENT<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

PUBLIC SAFETY<br />

DIRECTOR<br />

EXECUTIVE<br />

ASSISTANT<br />

ASSISTANT FIRE<br />

CHIEF<br />

SECRETARY<br />

SHIFT A<br />

FIRE CAPTAIN<br />

SHIFT B<br />

FIRE CAPTAIN<br />

SHIFT C<br />

FIRE CAPTAIN<br />

FIRE MARSHAL<br />

FIRE LIEUTENANT<br />

FIRE LIEUTENANT<br />

FIRE LIEUTENANT<br />

FIRE INSPECTOR<br />

DRIVER/ENGINEER<br />

DRIVER/ENGINEER<br />

DRIVER/ENGINEER<br />

FIREFIGHTER<br />

FIREFIGHTER<br />

FIREFIGHTER<br />

120


<strong>Haines</strong> <strong>City</strong> Fire Department (HCFD)<br />

The <strong>Haines</strong> <strong>City</strong> Fire Department provides fire suppression, emergency medical services, fire prevention,<br />

disaster preparedness planning and response, and public fire/EMS safety education to <strong>Haines</strong> <strong>City</strong><br />

residents, business owners, and visitors. Fire personnel are consistently working to achieve and maintain<br />

the highest level <strong>of</strong> pr<strong>of</strong>essionalism and efficiency in their service to the community. Beyond providing<br />

emergency services, the <strong>Haines</strong> <strong>City</strong> Fire Department works to prevent fires and accidents by proactive<br />

community education. The department’s responsibilities range from fire code enforcement and fire<br />

prevention activities to fire and life safety education for children, families, and senior citizens.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Encourage public and private partnerships.<br />

<br />

<br />

<br />

Objective 1: Collaborate with PCFR to identify opportunities for mutual improvements to<br />

service.<br />

Objective 2: Collaborate with <strong>City</strong> staff to identify opportunities to improve information<br />

collection, sharing, and analysis.<br />

Objective 3: Engage community groups to increase the department’s exposure to the community.<br />

Organizational Goal: Maintain, protect and design infrastructure that ensures a desired level <strong>of</strong> service<br />

and provides for future needs.<br />

<br />

<br />

<br />

<br />

Objective 1: Initiate planning to identify and address underserved areas <strong>of</strong> the community.<br />

Objective 2: Develop a strategic replacement plan for apparatus and equipment.<br />

Objective 3: Develop and complete a self-assessment, strategic plan, risk assessment areas, and<br />

standards <strong>of</strong> cover.<br />

Objective 4: Initiate the CPSE accreditation process.<br />

Organizational Goal: Develop and maintain fiscal policies based on program and performance measures<br />

while engaging community involvement.<br />

<br />

<br />

Objective 1: Develop tracking programs to collect data for fiscal analysis.<br />

Objective 2: Incorporate best financial practice policies in collaboration with the <strong>City</strong>’s Finance<br />

Dept.<br />

Organizational Goal: Utilize technology to enhance public services.<br />

<br />

<br />

Objective 1: Identify, obtain, and implement a centralized database for information collection,<br />

analysis, and planning.<br />

Objective 2: Foster internal and external partnerships to promote efficient use <strong>of</strong> available<br />

technology.<br />

Organizational Goal: Create an environment that enhances the quality <strong>of</strong> life and benefits the<br />

community culturally, recreationally and economically.<br />

<br />

Objective 1: Develop and implement programs to increase the quality <strong>of</strong> life <strong>of</strong> our citizens while<br />

improving department effectiveness.<br />

121


Organizational Goal: Foster an environment that attracts economic opportunity and sustains economic<br />

viability.<br />

<br />

Objective 1: Collaborate with Development Services to provide prompt and responsive services<br />

to the business community.<br />

Organizational Goal: Provide responsive public services that protect the health, welfare and safety <strong>of</strong> the<br />

community.<br />

<br />

<br />

Objective 1: Foster a culture <strong>of</strong> safety.<br />

Objective 2: Identify, prioritize, and mitigate target risks to the <strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>.<br />

Organizational Goal: Cultivate an environment that will attract, retain and recognize city employees as<br />

the organization’s most valuable resource.<br />

<br />

<br />

<br />

Objective 1: Develop a new hire orientation program.<br />

Objective 2: Exceed industry standards for the quality and quantity <strong>of</strong> training received.<br />

Objective 3: Develop recruiting plan for attracting future employees.<br />

122


POSITION SCHEDULE<br />

Division:<br />

FIRE<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E13 Public Safety Director 0.00 0.50 Executive 3 Public Safety Director 0.50<br />

E10 Fire Chief 1.00 0.00 Exempt 11 Assistant Fire Chief 1.00<br />

31 Assistant Fire Chief 0.00 1.00 Exempt 8 Fire Marshal 1.00<br />

26 Fire Marshal 1.00 1.00 Exempt 5 Fire Inspector 1.00<br />

25 Fire Captain 3.00 3.00 Fire 7 Fire Captain 3.00<br />

25 Fire Training Officer 1.00 0.00 Fire 6 Fire Lieutenant 3.00<br />

23 Police Sergeant 0.00 0.30 Fire 4 Firefighter - Driver/Engineer 6.00<br />

22 Fire Lieutenant 3.00 3.00 Fire 3 Firefighter 15.00<br />

19 Fire Driver/Engineer 6.00 6.00 Police 6 Police Sergeant 0.30<br />

19 Fire Inspector (Sworn or Civilian) 1.00 0.60 Fire 1 Secretary 1.00<br />

17 Firefighter 15.00 15.00<br />

12 Secretary II (Fire) 1.00 1.00<br />

Total 32.00 31.40 31.80<br />

Full-Time 32.00 31.40 30.80<br />

Part-Time 0.00 0.00 1.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

64.10 Fire Marshal Vehicle 23,670<br />

Total 23,670<br />

123


Department/Division: Fire (522)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 1,211,021 1,113,321 1,314,715 1,419,910<br />

14.10 Overtime 100,510 174,552 94,840 97,520<br />

15.10 Special Pay 6,550 5,500 5,160 5,880<br />

21.10 FICA Taxes 99,670 97,870 108,225 116,535<br />

22.10 Retirement Contributions 351,218 366,969 399,835 409,590<br />

23.10 Life and Health Insurance 194,081 181,200 192,170 211,415<br />

24.10 Workers' Compensation 29,878 27,970 38,465 38,220<br />

Total Personnel Services 1,992,930 1,967,382 2,153,410 2,299,070<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 147,934 110,043 111,325 13,500<br />

31.11 Pr<strong>of</strong>essional Services - Firehouse Dog 0 210 250 300<br />

31.20 Pr<strong>of</strong>essional Services - Fire Service Assessment 0 0 0 30,000<br />

34.10 Other Services 1,253 0 44,455 46,000<br />

40.10 Travel and Per Diem 621 354 10,000 12,560<br />

41.10 Communications Services 14,539 14,326 22,560 22,560<br />

42.10 Freight and Postage Services 67 10,449 300 800<br />

43.10 Utility Services 14,896 19,388 16,080 25,200<br />

44.10 Rentals and Leases 2,150 2,153 2,100 3,500<br />

46.10 Repair and Maintenance Services 62,967 53,405 57,075 57,975<br />

47.10 Printing and Binding 455 4,197 600 300<br />

49.10 Other Current Charges and Obligations 50 24,043 64,395 1,000<br />

49.20 Fire Service Assessment Statutory Charges 0 0 0 69,000<br />

51.10 Office Supplies 1,413 1,184 2,500 2,500<br />

52.10 Operating Supplies 115,659 84,589 110,000 87,655<br />

52.11 Operating Supplies - Firehouse Dog 0 176 750 750<br />

54.10 Books, Publications, Subscriptions and Memberships 5,837 6,048 7,750 6,090<br />

55.10 Training 7,264 9,305 10,000 13,650<br />

Total Operating Expenses 375,104 339,870 460,140 393,340<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 0<br />

64.10 Machinery and Equipment 41,480 7,265 575,940 23,670<br />

Total Capital Outlay 41,480 7,265 575,940 23,670<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 121,791 156,460 192,350<br />

91.11 Inter-Fund Group Transfers (RZEDB Interest Rebate) 0 (33,425) (32,385) (31,630)<br />

Total Other Uses 0 88,366 124,075 160,720<br />

DIVISION TOTAL 2,409,514 2,402,883 3,313,565 2,876,800<br />

124


Department/Division: Fire Impact Fees (522)<br />

Fund: Fire Impact Fees (121)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

49.10 Other Current Charges and Obligations 0 0 175,525 318,230<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 0 0 175,525 318,230<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 0 0 45,000 0<br />

Total Capital Outlay 0 0 45,000 0<br />

OTHER USES<br />

91.11 Inter-Fund Group Transfers (Debt Service) 135,353 13,532 13,655 13,535<br />

91.12 Inter-Fund Group Transfers (RZEDB Interest Rebate) (37,559) (3,714) (3,600) (3,515)<br />

Total Other Uses 97,793 9,818 10,055 10,020<br />

DIVISION TOTAL 97,793 9,818 230,580 328,250<br />

125


Department/Division: Fire (522)<br />

Fund: Capital Projects (301)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 58,547 0 0 0<br />

Total Operating Expenses 58,547 0 0 0<br />

CAPITAL OUTLAY<br />

62.10 Buildings 3,720 86,049 1,301,500 0<br />

Total Capital Outlay 3,720 86,049 1,301,500 0<br />

DIVISION TOTAL 62,267 86,049 1,301,500 0<br />

126


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

127


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

HUMAN RESOURCES<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

HUMAN RESOURCES<br />

DIRECTOR<br />

ASSISTANT HUMAN<br />

RESOURCES DIRECTOR<br />

HUMAN RESOURCES<br />

GENERALIST<br />

RECEPTIONIST/CLERICAL<br />

ASSISTANT<br />

128


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

129


Human Resources Department<br />

The Human Resources Department is responsible for maintaining the integrity <strong>of</strong> the workforce and risk<br />

management related activities <strong>of</strong> the <strong>City</strong>. It is designed to balance the concerns and operational activities<br />

<strong>of</strong> both the <strong>City</strong>, as the Employer, and the employees. As an internal business partner, the Department<br />

engages in good stewardship through contractual and fiscal responsibilities, and provides direction<br />

regarding employment practices. The Human Resources Department oversees the development,<br />

implementation and oversight <strong>of</strong> organizational benefits, workforce development, policies, wage, risk<br />

management, compliance strategies, and Department budgetary preparation <strong>of</strong> related costs.<br />

The Human Resource Department administers the <strong>City</strong>’s compensation and classification, to include but<br />

are not limited to, benefits, incentives, and wellness initiatives; legislative compliance; and market<br />

strategies.<br />

The Human Resource Department is focused on a variety <strong>of</strong> processes regarding attracting and retaining a<br />

qualified workforce. Efforts in this area <strong>of</strong> responsibility are achieved via compensation marketability,<br />

sound classification strategies, succession and career-path planning, and encouragement <strong>of</strong> personal and<br />

pr<strong>of</strong>essional advancement. Periodic market analysis is conducted to ensure the integrity <strong>of</strong> the<br />

organization’s pay structure through market evaluation.<br />

The Human Resources Department oversees risk administration for the <strong>City</strong>. Risk abatement and<br />

mitigation initiatives are accomplished through the development and application <strong>of</strong> appropriate<br />

administrative methods related to Workers’ Compensation, and Property and Liability. Both Workers’<br />

Compensation and Property and Liability have related legislation and contract guidelines, and are<br />

administered through either being self-insured or fully insured by an external providers (e.g. insurance<br />

companies, risk pools, third party administrators, etc.).<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Cultivate an environment that will attract, retain and recognize city employees as<br />

the organization’s most valuable resource.<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

Objective 1: Develop standardized methods for recruitment.<br />

Objective 2: Develop methods <strong>of</strong> addressing employee performance.<br />

Objective 3: Achieve a more transparent and pr<strong>of</strong>essional way to disseminate information to the<br />

employees and the general public.<br />

Objective 4: Redesign and implement employee benefits information sharing.<br />

Objective 5: Develop standard methods <strong>of</strong> procedures for addressing certain leave<br />

administration.<br />

Objective 6: Begin audit processes for policies and procedures.<br />

Objective 7: Develop events that aid employees in achieving healthier lifestyles.<br />

Objective 8: Audit vendor contracts for best value while expanding services <strong>of</strong>fered.<br />

Objective 9: Maintain pay-for-performance methods, streamlining department efficiencies, and<br />

position classifications are also conducted to further ensure integrity, allow for marketability, and<br />

addresses legislative compliance.<br />

Objective 10: Administered employment practices in an efficient and effective manner through<br />

consistent, sound practices and methods in achieving parity and compliance under the guidance<br />

and direction <strong>of</strong> the <strong>City</strong> Manager and in accordance with the <strong>City</strong>’s Personnel Rules and<br />

Regulations manual.<br />

Objective 11: Encourage personal and pr<strong>of</strong>essional development to create a positive effect on<br />

employees’ personal confidence and pr<strong>of</strong>essional growth.<br />

130


POSITION SCHEDULE<br />

Division: HUMAN RESOURCES<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Human Resources Director 1.00 1.00 Executive 2 Human Resources Director 1.00<br />

16 Human Resources Generalist 1.00 2.00 Exempt 10 Assistant Human Resources Director 1.00<br />

4 Receptionist/Clerical Assistant (P/T) 1.00 2.00 Exempt 5 Human Resources Generalist 1.00<br />

Non-Exempt 1 Receptionist/Clerical Assistant 2.00<br />

Total 3.00 5.00 5.00<br />

Full-Time 2.00 3.00 3.00<br />

Part-Time 1.00 2.00 2.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

131


Department/Division: Human Resources (20-513)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 75,319 104,982 190,560 210,375<br />

14.10 Overtime 68 0 0 0<br />

21.10 FICA Taxes 5,554 7,914 14,580 16,095<br />

22.10 Retirement Contributions 12,895 18,839 29,930 18,925<br />

23.10 Life and Health Insurance 8,943 9,857 18,360 20,595<br />

24.10 Workers' Compensation 126 167 290 300<br />

Total Personnel Services 102,904 141,760 253,720 266,290<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 12,358 71,731 57,000 40,200<br />

40.10 Travel and Per Diem 733 2,334 800 800<br />

41.10 Communications Services 1,275 1,596 2,355 3,785<br />

42.10 Freight and Postage Services 851 825 1,000 1,000<br />

44.10 Rentals and Leases 0 0 0 10,000<br />

46.10 Repair and Maintenance Services 238 90 250 250<br />

47.10 Printing and Binding 346 25 3,000 3,000<br />

49.10 Other Current Charges and Obligations 56 354 500 800<br />

51.10 Office Supplies 485 951 1,000 2,500<br />

52.10 Operating Supplies 1,533 5,933 1,000 2,420<br />

54.10 Books, Publications, Subscriptions and Memberships 405 897 2,230 3,550<br />

55.10 Training 1,437 475 4,000 4,000<br />

Total Operating Expenses 19,717 85,212 73,135 72,305<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 3,236 0 0 0<br />

Total Capital Outlay 3,236 0 0 0<br />

DIVISION TOTAL 125,857 226,972 326,855 338,595<br />

132


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

133


Department/Division: Other General Government (519)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages (Classification/Compensation) 0 0 91,060 0<br />

24.10 Workers' Compensation 21,172 10,951 25,000 25,000<br />

25.10 Unemployment Compensation 36,522 21,677 45,000 35,000<br />

Total Personnel Services 57,694 32,627 161,060 60,000<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 101,017 46,930 79,000 100,000<br />

34.10 Other Services 16,423 19,973 21,865 0<br />

41.10 Communications Services 3,117 2,250 2,400 2,500<br />

42.10 Freight and Postage Services 1,288 1,236 1,400 1,400<br />

43.10 Utility Services 51,614 50,440 53,500 53,500<br />

44.10 Rentals and Leases 0 0 0 0<br />

45.10 Insurance 515,387 420,610 418,385 430,000<br />

46.10 Repair and Maintenance Services 33,295 11,168 25,000 25,000<br />

47.10 Printing and Binding 416 280 500 1,000<br />

48.10 Promotional Activities 531 0 500 500<br />

49.10 Other Current Charges and Obligations 3,558 3,765 3,000 38,400<br />

49.20 Other Current Charges and Obligations (Contingency) 0 6,000 279,240 100,000<br />

52.10 Operating Supplies 12,632 4,491 10,000 10,000<br />

54.10 Books, Publications, Subscriptions and Memberships 2,500 0 167,000 167,000<br />

54.20 Education Reimbursement 329 0 0 0<br />

55.10 Training 0 4,500 0 0<br />

55.20 Education Reimbursement 11,088 4,250 15,000 15,000<br />

Total Operating Expenses 753,195 575,895 1,076,790 944,300<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 0<br />

64.10 Machinery and Equipment 6,347 0 0 0<br />

Total Capital Outlay 6,347 0 0 0<br />

GRANTS AND AIDS<br />

81.10 Aids to Government Agencies 11,446 12,335 12,335 12,335<br />

82.10 Aids to Private Organizations 197,260 180,000 13,000 13,000<br />

Total Grants and Aids 208,706 192,335 25,335 25,335<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (CRA) 1,007,755 1,040,620 1,198,705 1,370,990<br />

91.11 Inter-Fund Group Transfers (Debt Service) 627,127 628,698 634,285 636,420<br />

91.13 Inter-Fund Group Transfers (Section 8 Housing) 0 0 0 0<br />

91.14 Inter-Fund Group Transfers (RZEDB Interest Rebate) (117,372) (116,059) (112,440) (109,815)<br />

91.16 Inter-Fund Group Transfers (CRA-Debt Service) 0 391,861 82,680 0<br />

99.10 Other Uses 145,500 0 0 0<br />

Total Other Uses 1,663,009 1,945,121 1,803,230 1,897,595<br />

DIVISION TOTAL 2,688,951 2,745,978 3,066,415 2,927,230<br />

134


Department/Division: Other General Government (519)<br />

Fund: Community Redevelopment Agency - <strong>City</strong> (102)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 0 0 0 0<br />

32.10 Accounting and Auditing 0 400 0 0<br />

34.10 Other Services 0 0 0 0<br />

45.10 Insurance 0 0 0 0<br />

49.10 Other Current Charges and Obligations 0 0 0 0<br />

Total Operating Expenses 0 400 0 0<br />

DIVISION TOTAL 0 400 0 0<br />

135


Department/Division: Other General Government (519)<br />

Fund: Community Redevelopment Agency - County (103)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 0 0 0 0<br />

Total Operating Expenses 0 0 0 0<br />

DIVISION TOTAL 0 0 0 0<br />

136


Department/Division: Other General Government (519)<br />

Fund: Capital Projects (301)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

49.10 Other Current Charges and Obligations 0 1,661 0 0<br />

52.10 Operating Supplies 80,666 0 0 0<br />

Total Operating Expenses 80,666 1,661 0 0<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 0<br />

62.10 Buildings 1,195,535 (10,027) 0 0<br />

63.10 Infrastructure 104,982 (0) 0 0<br />

Total Capital Outlay 1,300,517 (10,027) 0 0<br />

DEBT SERVICE<br />

73.10 Other Debt Service Costs 0 0 0 0<br />

Total Debt Service 0 0 0 0<br />

DIVISION TOTAL 1,381,183 (8,366) 0 0<br />

137


Department/Division: General Services (539)<br />

Fund: Water and Sewer (401)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages (Classification/Compensation) 0 0 22,705 0<br />

Total Personnel Services 0 0 22,705 0<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 241,981 16,675 40,000 40,000<br />

32.10 Accounting and Auditing 20,471 31,000 31,500 37,000<br />

41.10 Communications Services 0 0 0 0<br />

43.10 Utility Services 0 0 0 0<br />

45.10 Insurance 101 165,760 167,850 190,000<br />

46.10 Repair and Maintenance Services 1,668 0 5,000 5,000<br />

49.10 Other Current Charges and Obligations 66,134 72,143 77,000 75,000<br />

49.20 Other Current Charges and Obligations (Contingency) 0 0 230,555 230,555<br />

49.30 Other Current Charges and Obligations (R & R) 0 0 440,000 440,000<br />

51.10 Office Supplies 0 0 0 0<br />

52.10 Operating Supplies 0 0 0 0<br />

59.10 Depreciation 1,585,297 1,718,931 0 0<br />

Total Operating Expenses 1,915,653 2,004,509 991,905 1,017,555<br />

DEBT SERVICE<br />

71.10 Principal 0 0 1,420,095 1,575,720<br />

72.10 Interest 318,662 294,107 281,195 256,870<br />

Total Debt Service 318,662 294,107 1,701,290 1,832,590<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (General Fund) 1,385,835 1,385,835 1,600,000 1,600,000<br />

Total Other Uses 1,385,835 1,385,835 1,600,000 1,600,000<br />

DIVISION TOTAL 3,620,150 3,684,451 4,315,900 4,450,145<br />

138


Department/Division: General Services (539)<br />

Fund: Water Impact Fees (402)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Water and Sewer) 0 27,929 0 0<br />

Total Other Uses 0 27,929 0 0<br />

DIVISION TOTAL 0 27,929 0 0<br />

139


Department/Division: General Services (539)<br />

Fund: Wastewater Impact Fees (403)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Water and Sewer) 498,332 635,405 0 0<br />

Total Other Uses 498,332 635,405 0 0<br />

DIVISION TOTAL 498,332 635,405 0 0<br />

140


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

141


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

PARKS & RECREATION DEPARTMENT<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

PARKS &<br />

RECREATION<br />

DIRECTOR<br />

EXECUTIVE<br />

ASSISTANT<br />

SECRETARY<br />

ASSISTANT PARKS &<br />

RECREATION<br />

DIRECTOR<br />

LIBRARIAN<br />

PARKS SUPERVISOR<br />

RECREATION<br />

SUPERVISOR<br />

MARKETING &<br />

EVENT SPECIALIST<br />

CHILDREN’S<br />

LIBRARIAN<br />

CIRCULATION<br />

SUPERVISOR<br />

GROUNDS<br />

MAINTENANCE<br />

APPLICATOR<br />

GROUNDS<br />

MAINTENANCE –<br />

CEMETERY LEAD<br />

TENNIS PRO<br />

ATHLETICS<br />

COORDINATOR<br />

EVENTS<br />

COORDINATOR<br />

LIBRARY ASSISTANT<br />

GROUNDS<br />

MAINTENANCE<br />

WORKER -<br />

CEMETERY<br />

COMMUNITY<br />

OUTREACH<br />

COORDINATOR<br />

CULTURAL ARTS<br />

COORDINATOR<br />

BANQUET HALL<br />

ATTENDANT<br />

ONLINE SERVICES<br />

SPECIALIST<br />

CATALOGING<br />

SPECIALIST<br />

IRRIGATION LEAD<br />

GROUNDS<br />

MAINTENANCE<br />

TECHNICIAN<br />

RECREATION<br />

ATTENDANT<br />

HEAD CAMP<br />

COUNSELOR<br />

IRRIGATION<br />

TECHNICIAN<br />

CAMP COUNSELOR<br />

GROUNDS<br />

MAINTENANCE<br />

WORKER<br />

CAMP<br />

COUNSELOR/BUS<br />

DRIVER<br />

HEAD LIFEGUARD<br />

POOL TECHNICIAN<br />

LIFEGUARD<br />

142


Parks and Recreation Department<br />

Parks, Recreation, Libraries, and open spaces provide a number <strong>of</strong> benefits to both the community and the<br />

environment. The <strong>City</strong> has state-<strong>of</strong>-the-art amenities and programs that provide an identity for citizens<br />

and are a major factor in the perception <strong>of</strong> quality <strong>of</strong> life in our community. The <strong>City</strong> provides places for<br />

health and well-being that are accessible by persons <strong>of</strong> all ages and abilities. Our parks provide gathering<br />

places for families and groups, as well as for individuals <strong>of</strong> all ages and economic status. The Parks and<br />

Recreation Department are comprised <strong>of</strong> six divisions – Parks, Recreation, Summer Recreation, Library,<br />

Aquatics, and Special Events.<br />

Divisions<br />

Parks<br />

The Parks Division performs landscape management and overall park maintenance services for <strong>City</strong>’s<br />

open space, community and neighborhood parks, sports complexes, cemeteries, and public buildings.<br />

Recreation<br />

The Recreation Division is committed to providing residents with a variety <strong>of</strong> life-enriching programs.<br />

The Recreation Division <strong>of</strong>fers a range <strong>of</strong> programs and events for people <strong>of</strong> all ages. They work with<br />

multiple outside contracted agencies to provide additional programming services to the community. The<br />

Recreation Division is also responsible for facilities reservations.<br />

Summer Recreation<br />

The Summer Recreation Division administer summer camp programs for children who have graduated<br />

kindergarten through the sixth grade. This is an eight week program that is one <strong>of</strong> the top programs in the<br />

county.<br />

Library<br />

The <strong>Haines</strong> <strong>City</strong> Public Library provides comprehensive and effective library services to meet the<br />

informational, educational, and recreational needs <strong>of</strong> our diverse community. The library gives primary<br />

emphasis to technology access and current popular materials, in a variety <strong>of</strong> formats, for library users <strong>of</strong><br />

all ages.<br />

Aquatics<br />

The Aquatic Center includes a 25-meter competition pool, children's activity pool, splash pad area with<br />

water toys, a 20-foot water slide, pavilion and concession area. The <strong>City</strong> <strong>of</strong>fers a variety <strong>of</strong> swim lessons<br />

and reservation opportunities throughout the year. We are also the home site for both <strong>of</strong> our local high<br />

school swim teams.<br />

Special Events<br />

Special events help to build a sense <strong>of</strong> community pride throughout the <strong>City</strong>. Our dedicated teams hosts a<br />

multitude <strong>of</strong> special events throughout the year. The <strong>City</strong> strives to provide diverse family oriented<br />

events in a clean and safe environment. Our events range in audience size from 2,000 people to 30,000.<br />

We are continuing to work with other entities and organizations to <strong>of</strong>fer a wide variety <strong>of</strong> events to the<br />

community.<br />

143


Departmental Initiatives for FY 2016 Budget Year:<br />

Organizational Goal: Encourage public and private partnership.<br />

Objective 1: Establish and develop relationships with pr<strong>of</strong>essional associations to gain<br />

knowledge and information within the Parks and Recreation field.<br />

Objective 2: Seek opportunity to partner with individuals for new program instruction.<br />

Objective 3: Maintain and develop collaborative partnerships that ensure high quality <strong>of</strong><br />

programs and events being <strong>of</strong>fered to the citizens <strong>of</strong> the community.<br />

Objective: 4: Partner and <strong>of</strong>fer outreach programs and information seminars to educate citizens<br />

and the community.<br />

Objective 5: Seek out opportunity to partner with local municipalities to <strong>of</strong>fer additional<br />

programs and services for the betterment <strong>of</strong> the community.<br />

Objective 6: Seek opportunity to partner with outside organizations to <strong>of</strong>fer special events.<br />

Organizational Goal: Foster an environment that attracts economic opportunity and sustains economic<br />

viability.<br />

<br />

<br />

<br />

<br />

Objective 1: Focus on improving aesthetics in the downtown corridor intended to boost<br />

commerce and exposure for local area businesses.<br />

Objective 2: Continue to foster and grow our branding initiative to attract people to the<br />

community.<br />

Objective: Create initiatives through social media that focuses on promoting the <strong>City</strong> and its<br />

brand.<br />

Objective: Create Parks and Recreation Information Guide that mirrors the <strong>City</strong>’s new style<br />

guide.<br />

Organizational Goal: Develop and maintain fiscal policies based on program and performance measures<br />

while engaging community involvement.<br />

<br />

<br />

<br />

<br />

Objective 2: Create a quarterly document to provide information on program and performance<br />

measures.<br />

Objective 3: Explore contracting out opportunities that will provide a better level <strong>of</strong> service, at a<br />

lesser cost, when it is deemed reasonable and economically feasible in nature. (i.e., summer<br />

recreation; leagues, special events).<br />

Objective 4: Create log to control assets, inventory, surplus and property insurance.<br />

Objective: Seek grant opportunities that supports the Parks and Recreation goals and objectives.<br />

Organizational Goal: Create an environment that enhances the quality <strong>of</strong> life and benefits the<br />

community culturally, recreationally and economically.<br />

<br />

<br />

<br />

<br />

Objective 1: Continue our branding efforts to promote, market and entice visitors to patronize<br />

our facilities, thus increasing revenue.<br />

Objective 2: Research and develop a youth program to encourage healthy lifestyle and activities.<br />

Objective 3: Create new and continue to work with partners in order to promote and market our<br />

services that are intended to benefit <strong>Haines</strong> <strong>City</strong> and its residents.<br />

Objective 4: Create/Offer arts based programming (i.e., theater, photography, design)<br />

144


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

145


Organizational Goal: Utilize technology to enhance public services.<br />

Objective 1: Create children’s programs at the Library that utilize technology. (i.e., Smartboard,<br />

i-Pads, computers, etc.)<br />

Objective 2: Utilize social media to promote and market programs and events.<br />

Objective 3: Develop an aggressive annual social media campaign.<br />

Objective 4: Work with Departments to create a marketing video that promotes and attracts<br />

people to the community.<br />

Organizational Goal: Cultivate an environment that will attract, retain and recognize city employees as<br />

the organization’s most valuable resource.<br />

<br />

Objective 1: Beginning phases <strong>of</strong> creation <strong>of</strong> Department Standard Operating Procedures for the<br />

purposes <strong>of</strong> seeking National Accreditation.<br />

Organizational Goal: Protect our natural amenities by encouraging proactive environmental initiatives<br />

intended to safeguard our natural resources.<br />

<br />

<br />

<br />

Objective 1: Create recycle program at Parks and Recreation Facilities<br />

Objective 2: Host seminars to educate the community about the environment and how to protect<br />

our natural resources.<br />

Objectives 3: Create a plan that fosters <strong>Florida</strong> friendly landscape material while focusing on<br />

water conservation.<br />

Organizational Goal: Maintain, protect and design infrastructure that ensures a desired level <strong>of</strong> service<br />

and provides for future needs.<br />

<br />

Objective 1: Master plan two or more Parks and Recreation sites to plan for immediate needs and<br />

future growth to address the deficiencies as identified in our Parks and Recreation Master Plan.<br />

146


POSITION SCHEDULE<br />

Division: LIBRARY<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Leisure Services Director 0.50 0.50 Executive 2 Parks & Recreation Director 0.50<br />

25 Assistant Leisure Services Director 0.50 0.50 Exempt 10 Assistant Parks & Recreation Director 0.50<br />

20 Librarian 0.00 1.00 Exempt 8 Librarian 1.00<br />

20 Library Supervisor 1.00 0.00 Exempt 4 Children's Librarian 1.00<br />

18 Children's Librarian 0.00 1.00 Non-Exempt 8 Circulation Supervisor 2.00<br />

18 Librarian II 1.00 0.00 Non-Exempt 8 Online Services Specialist 1.00<br />

16 Circulation Services Librarian 1.00 0.00 Non-Exempt 6 Cataloging Specialist 1.00<br />

16 Online Services Librarian 1.00 0.00 Non-Exempt 2 Library Assistant 1.00<br />

16 Online Services Specialist 0.00 1.00 Non-Exempt 1 Library Assistant 5.00<br />

15 Librarian I 2.00 0.00<br />

15 Library Specialist 0.00 2.00<br />

10 Cataloging Specialist 0.00 1.00<br />

3 Library Aide 1.00 0.00<br />

3 Library Assistant 0.00 1.00<br />

3 Library Aide (P/T) 4.00 0.00<br />

3 Library Assistant (P/T) 0.00 5.00<br />

Total 12.00 13.00 13.00<br />

Full-Time 8.00 8.00 8.00<br />

Part-Time 4.00 5.00 5.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

66.10 Library Materials 50,000<br />

Total 50,000<br />

147


Department/Division: Parks & Recreation/Library (571)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 337,439 310,112 328,025 388,875<br />

14.10 Overtime 336 0 750 750<br />

21.10 FICA Taxes 25,497 23,577 25,150 29,805<br />

22.10 Retirement Contributions 51,732 52,957 48,500 43,430<br />

23.10 Life and Health Insurance 60,884 44,484 48,960 54,915<br />

24.10 Workers' Compensation 2,521 1,650 1,805 1,985<br />

Total Personnel Services 478,410 432,780 453,190 519,760<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 169 1,961 500 1,000<br />

34.10 Other Services 16,600 20,005 22,170 500<br />

40.10 Travel and Per Diem 31 20 200 400<br />

41.10 Communications Services 3,261 4,439 4,800 5,200<br />

42.10 Freight and Postage Services 29 19 75 200<br />

43.10 Utility Services 63,332 46,135 59,000 51,000<br />

44.10 Rentals and Leases 1,771 1,948 6,000 5,000<br />

46.10 Repair and Maintenance Services 748 5,932 6,000 6,000<br />

47.10 Printing and Binding 307 100 200 200<br />

48.10 Promotional Activities 39 616 500 500<br />

49.10 Other Current Charges and Obligations 0 3,238 200 200<br />

51.10 Office Supplies 2,099 1,506 2,500 2,500<br />

52.10 Operating Supplies 11,230 42,369 22,500 22,500<br />

54.10 Books, Publications, Subscriptions and Memberships 158 472 1,000 1,000<br />

55.10 Training 200 0 500 1,500<br />

Total Operating Expenses 99,972 128,760 126,145 97,700<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 2,250 6,459 0 0<br />

66.10 Library Materials 54,698 83,327 50,000 50,000<br />

Total Capital Outlay 56,948 89,786 50,000 50,000<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 287,562 290,115 287,620<br />

91.11 Inter-Fund Group Transfers (RZEDB Interest Rebate) 0 (78,920) (76,460) (74,675)<br />

Total Other Uses 0 208,642 213,655 212,945<br />

DIVISION TOTAL 635,330 859,968 842,990 880,405<br />

148


Department/Division: Library Impact Fees (571)<br />

Fund: Library Impact Fees (124)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

49.10 Other Current Charges and Obligations 0 0 20,500 22,100<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 0 0 20,500 22,100<br />

OTHER USES<br />

91.11 Inter-Fund Group Transfers (Debt Service) 287,022 0 0 0<br />

91.12 Inter-Fund Group Transfers (RZEDB Interest Rebate) (79,813) 0 0 0<br />

Total Other Uses 207,209 0 0 0<br />

DIVISION TOTAL 207,209 0 20,500 22,100<br />

149


Department/Division: Library (571)<br />

Fund: Capital Projects (301)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

52.10 Operating Supplies 306,985 0 0 0<br />

Total Operating Expenses 306,985 0 0 0<br />

CAPITAL OUTLAY<br />

62.10 Buildings 1,152,403 (0) 0 0<br />

66.10 Library Materials 22,197 0 0 0<br />

Total Capital Outlay 1,174,600 0 0 0<br />

DIVISION TOTAL 1,481,585 0 0 0<br />

150


POSITION SCHEDULE<br />

Division: PARKS<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Leisure Services Director 0.25 0.25 Executive 2 Parks & Recreation Director 0.25<br />

25 Assistant Leisure Services Director 0.25 0.25 Exempt 10 Assistant Parks & Recreation Director 0.25<br />

19 Parks Supervisor 1.00 1.00 Exempt 5 Parks Supervisor 1.00<br />

14 Service Worker IV 5.00 5.00 Non-Exempt 6 Grounds Maintenance Applicator 4.00<br />

12 Service Worker III 4.00 4.00 Non-Exempt 6 Grounds Maintenance - Cemetery Lead 1.00<br />

10 Service Worker II 4.00 4.00 Non-Exempt 6 Irrigation Lead 1.00<br />

10 Service Worker II (Cemetery) 1.00 1.00 Non-Exempt 5 Grounds Maintenance Technician 2.00<br />

8 Service Worker I 3.00 3.00 Non-Exempt 5 Irrigation Technician 1.00<br />

8 Service Worker I (P/T) 0.00 2.00 Non-Exempt 3 Grounds Maintenance Worker 7.00<br />

Non-Exempt 3 Grounds Maintenance Worker - Cemetery 1.00<br />

Non-Exempt 1 Grounds Maintenance Worker 2.00<br />

Total 18.50 20.50 20.50<br />

Full-Time 18.50 18.50 18.50<br />

Part-Time 0.00 2.00 2.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

64.10 Playground Flooring - 8 Acre Park (Replacement) 40,000<br />

Total 40,000<br />

151


Department/Division: Parks & Recreation/Parks (572)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 517,872 488,899 548,390 583,640<br />

14.10 Overtime 9,331 10,497 21,000 21,000<br />

21.10 FICA Taxes 39,742 37,073 43,555 46,260<br />

22.10 Retirement Contributions 93,966 97,446 95,030 71,770<br />

23.10 Life and Health Insurance 122,620 113,008 113,220 126,985<br />

24.10 Workers' Compensation 12,359 10,809 12,835 12,495<br />

Total Personnel Services 795,889 757,732 834,030 862,150<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 912 730 1,000 1,300<br />

34.10 Other Services 43,503 0 0 57,500<br />

40.10 Travel and Per Diem 0 40 1,000 1,000<br />

41.10 Communications Services 5,120 4,808 5,500 5,000<br />

42.10 Freight and Postage Services 25 0 40 40<br />

43.10 Utility Services 89,741 91,531 115,000 109,000<br />

44.10 Rentals and Leases 0 1,350 400 1,500<br />

46.10 Repair and Maintenance Services 28,586 40,929 46,000 46,000<br />

47.10 Printing and Binding 961 0 50 100<br />

49.10 Other Current Charges and Obligations 0 0 500 500<br />

49.20 Other Current Charges and Obligations - Mausoleum 0 0 0 0<br />

51.10 Office Supplies 208 319 500 500<br />

52.10 Operating Supplies 117,858 131,152 150,400 209,500<br />

54.10 Books, Publications, Subscriptions and Memberships 15 140 150 500<br />

55.10 Training 60 175 2,000 2,000<br />

Total Operating Expenses 286,990 271,174 322,540 434,440<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 0 0 0 0<br />

64.10 Machinery and Equipment 1,400 6,358 309,000 40,000<br />

Total Capital Outlay 1,400 6,358 309,000 40,000<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 0 17,860 37,810<br />

Total Other Uses 0 0 17,860 37,810<br />

DIVISION TOTAL 1,084,279 1,035,264 1,483,430 1,374,400<br />

152


POSITION SCHEDULE<br />

Division: PARKS & STREETSCAPE MAINTENANCE<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

No Positions Authorized Non-Exempt 3 Grounds Maintenance Worker 2.00<br />

TOTAL 0.00 0.00 2.00<br />

Full-Time 0.00 0.00 2.00<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

Resurfacing Ball Courts (Basketball & Tennis) 28,000<br />

Total 28,000<br />

153


Department/Division: Parks and Recreation/Parks & Streetscape Maintenance (572)<br />

Fund: Community Redevelopment Agency - <strong>City</strong> (102)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 970 0 0 47,425<br />

14.10 Overtime (105) 0 0 0<br />

21.10 FICA Taxes 31 0 0 3,630<br />

22.10 Retirement Contributions 137 0 0 5,985<br />

23.10 Life and Health Insurance 2,845 0 0 13,730<br />

24.10 Workers' Compensation 0 0 0 1,015<br />

Total Personnel Services 3,878 0 0 71,785<br />

OPERATING EXPENSES<br />

46.10 Repair and Maintenance Services 0 0 0 0<br />

49.10 Other Current Charges and Obligations 0 0 0 500<br />

52.10 Operating Supplies 0 0 0 500<br />

Total Operating Expenses 0 0 0 1,000<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 0 0 0 28,000<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 0 0 0 28,000<br />

DIVISION TOTAL 3,878 0 0 100,785<br />

154


POSITION SCHEDULE<br />

Division: AQUATICS<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

16 Recreation Leader III (P/T) 2.00 2.00 Non-Exempt 1 Head Lifeguard 2.00<br />

13 Pool Technician 1.00 0.00 Non-Exempt 1 Lifeguard 14.00<br />

13 Pool Technician (P/T) 0.00 1.00<br />

4 Lifeguard (P/T) 14.00 14.00<br />

Total 17.00 17.00 16.00<br />

Full-Time 1.00 0.00 0.00<br />

Part-Time 16.00 17.00 16.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

155


Department/Division: Parks & Recreation/Aquatics (573)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 132,167 120,093 161,005 142,300<br />

14.10 Overtime 1,049 301 0 0<br />

21.10 FICA Taxes 10,146 9,166 12,330 10,895<br />

22.10 Retirement Contributions 8,807 6,263 0 0<br />

23.10 Life and Health Insurance 11,659 7,665 26,520 29,745<br />

24.10 Workers' Compensation 4,265 3,525 3,770 3,050<br />

Total Personnel Services 168,093 147,012 203,625 185,990<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 2,047 2,338 4,000 4,000<br />

40.10 Travel and Per Diem 116 141 200 200<br />

41.10 Communications Services 229 240 265 300<br />

42.10 Freight and Postage Services 0 0 0 500<br />

43.10 Utility Services 20,798 20,348 25,000 25,000<br />

44.10 Rentals and Leases 862 1,133 1,435 2,400<br />

46.10 Repair and Maintenance Services 7,937 8,579 10,000 9,900<br />

47.10 Printing and Binding 0 0 0 0<br />

48.10 Promotional Activities 0 0 0 3,500<br />

51.10 Office Supplies 0 0 0 0<br />

52.10 Operating Supplies 17,701 17,354 20,000 25,000<br />

54.10 Books, Publications, Subscriptions and Memberships 993 0 800 800<br />

55.10 Training 650 0 650 1,000<br />

Total Operating Expenses 51,333 50,133 62,350 72,600<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 1,400 0 25,000 0<br />

Total Capital Outlay 1,400 0 25,000 0<br />

DIVISION TOTAL 220,826 197,145 290,975 258,590<br />

156


POSITION SCHEDULE<br />

Division: AQUATICS<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

No Positions Authorized Non-Exempt 1 Pool Technician 1.00<br />

TOTAL 0.00 0.00 1.00<br />

Full-Time 0.00 0.00 0.00<br />

Part-Time 0.00 0.00 1.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

157


Department/Division: Parks and Recreation/Aquatics (573)<br />

Fund: Community Redevelopment Agency - <strong>City</strong> (102)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 0 0 0 18,945<br />

14.10 Overtime 0 0 0 0<br />

21.10 FICA Taxes 0 0 0 1,450<br />

22.10 Retirement Contributions 0 0 0 0<br />

23.10 Life and Health Insurance 0 0 0 0<br />

24.10 Workers' Compensation 0 0 0 405<br />

Total Personnel Services 0 0 0 20,800<br />

OPERATING EXPENSES<br />

46.10 Repair and Maintenance Services 0 0 0 2,600<br />

49.10 Other Current Charges and Obligations 0 0 0 1,500<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 0 0 0 4,100<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 0 0 0 0<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

DIVISION TOTAL 0 0 0 24,900<br />

158


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

159


Department/Division: Parks & Recreation/Special Events (574)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 0 0 0 0<br />

14.10 Overtime 0 0 0 0<br />

21.10 FICA Taxes 0 0 0 0<br />

22.10 Retirement Contributions 0 0 0 0<br />

23.10 Life and Health Insurance 0 0 0 0<br />

24.10 Workers' Compensation 0 0 0 0<br />

Total Personnel Services 0 0 0 0<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 0 0 300 300<br />

49.00 Special Events 0 146,491 0 136,500<br />

49.10 Christmas Parade 6,908 1,897 3,000 0<br />

49.11 Glitter, Glisten & Snow 5,767 1,793 4,500 0<br />

49.13 Sharing Christmas with You 9,613 6,400 7,500 0<br />

49.15 Miscellaneous Events 0 0 0 0<br />

49.20 4th <strong>of</strong> July 148,919 491 130,000 0<br />

49.30 <strong>City</strong> Lights 2,146 0 0 0<br />

49.40 Employee Christmas Party 6,469 0 0 0<br />

49.50 Ridge League 8,201 3,893 2,000 0<br />

49.60 Easter Egg Hunt 558 0 700 0<br />

49.70 Fall Fest 839 631 2,250 0<br />

Total Operating Expenses 189,419 161,595 150,250 136,800<br />

DIVISION TOTAL 189,419 161,595 150,250 136,800<br />

160


POSITION SCHEDULE<br />

Division: RECREATION<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Leisure Services Director 0.25 0.25 Executive 2 Parks & Recreation Director 0.25<br />

25 Assistant Leisure Services Director 0.25 0.25 Exempt 10 Assistant Parks & Recreation Director 0.25<br />

20 Marketing & Event Specialist 0.00 1.00 Exempt 5 Marketing & Events Specialist 1.00<br />

19 Recreation Supervisor 2.00 2.00 Exempt 5 Recreation Supervisor 2.00<br />

19 Recreation Supervisor (P/T) 1.00 0.00 Exempt 2 Tennis Pro 1.00<br />

17 Event Coordinator 1.00 1.00 Non-Exempt 7 Executive Assistant 1.00<br />

16 Recreation Leader III 1.00 0.00 Non-Exempt 6 Athletics Coordinator 1.00<br />

14 Service Worker IV 1.00 1.00 Non-Exempt 6 Community Outreach Coordinator 1.00<br />

13 Recreation Program Instructor 1.00 1.00 Non-Exempt 6 Cultural Arts Coordinator 1.00<br />

13 Recreation Leader II 2.00 2.00 Non-Exempt 6 Events Coordinator 1.00<br />

12 Secretary II (Recreation) 1.00 1.00 Non-Exempt 4 Secretary 1.00<br />

12 Service Worker III 1.00 1.00 Non-Exempt 3 Recreation Attendant 1.00<br />

10 Recreation Leader I 2.00 2.00 Non-Exempt 1 Recreation Attendant 3.00<br />

10 Recreation Leader I (P/T - Summer) 2.00 3.00 Non-Exempt 1 Recreation Attendant (Seasonal) 3.00<br />

8 Service Worker I 1.00 1.00<br />

5 Recreation Aide (P/T) 1.00 3.00<br />

Total 17.50 19.50 17.50<br />

Full-Time 13.50 13.50 11.50<br />

Part-Time 4.00 6.00 6.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

161


Department/Division: Parks & Recreation/Recreation (575)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 443,490 459,043 487,150 495,570<br />

14.10 Overtime 13,033 11,539 20,000 20,000<br />

21.10 FICA Taxes 33,745 34,495 38,800 39,440<br />

22.10 Retirement Contributions 77,262 86,766 79,720 58,690<br />

23.10 Life and Health Insurance 78,769 84,801 84,150 80,655<br />

24.10 Workers' Compensation 9,951 8,902 10,570 9,015<br />

Total Personnel Services 656,250 685,545 720,390 703,370<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 19,715 9,665 13,275 14,275<br />

34.10 Other Services 0 0 0 0<br />

40.10 Travel and Per Diem 3,337 2,268 3,900 6,000<br />

41.10 Communications Services 13,806 14,427 14,500 16,300<br />

42.10 Freight and Postage Services 902 950 1,200 1,200<br />

43.10 Utility Services 151,029 153,610 155,000 160,500<br />

44.10 Rentals and Leases 22,652 22,133 20,000 21,000<br />

46.10 Repair and Maintenance Services 46,663 56,599 47,000 40,400<br />

47.10 Printing and Binding 3,685 1,445 7,000 7,000<br />

48.10 Promotional Activities 10,031 34,392 25,000 25,000<br />

49.10 Other Current Charges and Obligations 1,405 1,690 1,200 1,200<br />

51.10 Office Supplies 5,895 6,336 5,000 5,000<br />

52.10 Operating Supplies 29,848 47,944 52,000 54,000<br />

54.10 Books, Publications, Subscriptions and Memberships 1,159 1,324 2,000 3,000<br />

55.10 Training 900 1,093 6,000 6,000<br />

Total Operating Expenses 311,027 353,876 353,075 360,875<br />

CAPITAL OUTLAY<br />

62.10 Buildings 4,995 17,150 40,000 0<br />

64.10 Machinery and Equipment 9,758 23,859 0 0<br />

Total Capital Outlay 14,753 41,009 40,000 0<br />

DIVISION TOTAL 982,030 1,080,430 1,113,465 1,064,245<br />

162


POSITION SCHEDULE<br />

Division: BANQUET HALL<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

No Positions Authorized Non-Exempt 6 Events Coordinator 1.00<br />

Non-Exempt 3 Banquet Hall Attendant 2.00<br />

TOTAL 0.00 0.00 3.00<br />

Full-Time 0.00 0.00 3.00<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

163


Department/Division: Parks and Recreation/Banquet Hall (575)<br />

Fund: Community Redevelopment Agency - <strong>City</strong> (102)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 0 0 0 81,665<br />

14.10 Overtime 0 0 0 0<br />

21.10 FICA Taxes 0 0 0 6,250<br />

22.10 Retirement Contributions 0 0 0 8,170<br />

23.10 Life and Health Insurance 0 0 0 20,595<br />

24.10 Workers' Compensation 0 0 0 1,750<br />

Total Personnel Services 0 0 0 118,430<br />

OPERATING EXPENSES<br />

46.10 Repair and Maintenance Services 0 0 0 12,060<br />

49.10 Other Current Charges and Obligations 0 0 0 1,500<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 0 0 0 13,560<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 0 0 0 0<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

DIVISION TOTAL 0 0 0 131,990<br />

164


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

165


Department/Division: Recreation Impact Fees (575)<br />

Fund: Recreation Impact Fees (123)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

49.10 Other Current Charges and Obligations 0 0 200,500 350,500<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 0 0 200,500 350,500<br />

CAPITAL OUTLAY<br />

62.10 Buildings 0 0 0 0<br />

63.10 Infrastructure 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

DIVISION TOTAL 0 0 200,500 350,500<br />

166


POSITION SCHEDULE<br />

Division: SUMMER RECREATION<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

16 Recreation Leader III (P/T - Summer) 2.00 2.00 Non-Exempt 1 Camp Counselor 6.00<br />

10 Recreation Leader I (P/T - Summer) 8.00 8.00 Non-Exempt 1 Camp Counselor/Bus Driver 2.00<br />

Non-Exempt 1 Head Camp Counselor 2.00<br />

Total 10.00 10.00 10.00<br />

Full-Time 0.00 0.00 0.00<br />

Part-Time 10.00 10.00 10.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

167


Department/Division: Parks & Recreation/Summer Recreation (579)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 37,199 15,283 40,465 40,665<br />

14.10 Overtime 0 0 0 0<br />

21.10 FICA Taxes 2,846 1,169 3,100 3,110<br />

23.10 Life and Health Insurance 0 0 5,100 5,720<br />

24.10 Workers' Compensation 925 845 945 875<br />

Total Personnel Services 40,970 17,297 49,610 50,370<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 1,081 2,056 2,660 2,660<br />

44.10 Rentals and Leases 0 0 0 0<br />

46.10 Repair and Maintenance Services 2,019 (846) 350 350<br />

47.10 Printing and Binding 0 0 0 0<br />

52.10 Operating Supplies 19,487 7,170 21,500 21,500<br />

Total Operating Expenses 22,588 8,381 24,510 24,510<br />

DIVISION TOTAL 63,558 25,678 74,120 74,880<br />

168


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

169


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

POLICE DEPARTMENT<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

PUBLIC SAFETY<br />

DIRECTOR<br />

EXECUTIVE<br />

ASSISTANT<br />

ASSISTANT<br />

POLICE CHIEF<br />

SECRETARY<br />

LIEUTENANT<br />

CRIMINAL<br />

INVESTIGATIONS<br />

LIEUTENANT<br />

COMMUNITY<br />

SERVICES<br />

LIEUTENANT<br />

PATROL<br />

POLICE<br />

EVIDENCE<br />

TECHNICIAN<br />

SERGEANT<br />

CRIMINAL<br />

INVESTIGATIONS<br />

CIVILIAN CRIME<br />

SCENE ANALYST<br />

SERGEANT<br />

COMMUNITY<br />

SERVICES<br />

RECORDS<br />

SUPERVISOR<br />

SERGEANT<br />

PATROL<br />

POLICE<br />

DETECTIVE<br />

POLICE OFFICER<br />

SRO<br />

POLICE OFFICER<br />

COPS<br />

RECORDS CLERK<br />

CORPORAL<br />

PATROL<br />

CODE<br />

COMPLIANCE<br />

SUPERVISOR<br />

COMMUNITY<br />

SERVICE<br />

OFFICER<br />

POLICE OFFICER<br />

PATROL<br />

CODE<br />

COMPLIANCE<br />

OFFICER<br />

POLICE OFFICER<br />

K-9<br />

CODE<br />

COMPLIANCE<br />

CLERK<br />

170


<strong>Haines</strong> <strong>City</strong> Police Department (HCPD)<br />

The <strong>Haines</strong> <strong>City</strong> Police Department is a full-service law enforcement agency serving the third-largest<br />

municipality in Polk County (20 square miles and an estimated population <strong>of</strong> 21,956). The department<br />

has been allocated 63 employees categorized as 51 sworn police <strong>of</strong>ficers, and 12 full-time civilian support<br />

members. Members <strong>of</strong> the Police Department work closely with the <strong>City</strong>’s leadership team and its<br />

community leaders while receiving tremendous support from the <strong>City</strong> Administration. With the rapidly<br />

changing landscape <strong>of</strong> the community, it is imperative that the <strong>Haines</strong> <strong>City</strong> Police Department continue to<br />

develop partnerships, build trust, and instill confidence in its ability to provide a high level <strong>of</strong> law<br />

enforcement services while enhancing the quality <strong>of</strong> life for the citizens. The <strong>Haines</strong> <strong>City</strong> Police<br />

Department is devoted to safeguarding the lives and property <strong>of</strong> the people <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, reducing the<br />

incidence and fear <strong>of</strong> crime, and enhancing public safety while working with our diverse communities to<br />

improve their quality <strong>of</strong> life.<br />

Department Initiatives for FY 2016 Budget<br />

Organizational Goal: Maintain, protect and design infrastructure that ensures a desired level <strong>of</strong> service<br />

and provides for future needs.<br />

<br />

Objective 1: Achieve reaccreditation with the Commission on Accreditation for Law<br />

Enforcement Agency’s (CALEA) during the year 2016.<br />

Organizational Goal: Utilize technology to enhance public services.<br />

<br />

<br />

Objective 1: Improve training capabilities and purchase equipment to update technology with the<br />

purpose to assist in the deployment <strong>of</strong> resources and maintain a proactive approach to crime<br />

fighting.<br />

Objective 2: The department will seek to improve its on-site advanced training, to be hosted here<br />

at our facility, thus mitigating any additional travel and training costs.<br />

Organizational Goal: Create an environment that enhances the quality <strong>of</strong> life and benefits the<br />

community culturally, recreationally and economically.<br />

<br />

<br />

<br />

<br />

Objective 1: Develop programs and neighborhood watches to actively involve the populace in<br />

reporting crimes and suspicious activities.<br />

Objective 2: Partner with the Polk County Sheriff’s Office (PCSO) and maintain a Citizen<br />

Assisted Patrol (CAP) program in mobile home parks.<br />

Objective 3: Increase the number <strong>of</strong> meetings, community projects, volunteer programs, and <strong>City</strong><br />

projects the Community Oriented Policing (COP) Unit is involved in.<br />

Objective 4: Continue with a proactive approach to predicting crime trends. Continue to practice<br />

positive customer service tactics and initiatives.<br />

Organizational Goal: Encourage public and private partnerships.<br />

<br />

Objective 1: Continue to be an active participatory speaker on topics regarding the <strong>Haines</strong> <strong>City</strong><br />

Police Department. This objective will be accomplished by active speaking engagements in<br />

schools, homeowner associations, civic groups and churches.<br />

Organizational Goal: Develop and maintain fiscal policies based on program and performance measures<br />

while engaging community involvement.<br />

171


Objective 1: Continue to seek grants for public safety initiatives to provide more responsive and<br />

proactive police services.<br />

Objective 2: Maintain the department’s Capital Improvement Plan (CIP) and its Multi-Year Plan<br />

to ensure that that projects come in on time and within budget.<br />

Organizational Goal: Cultivate an environment that will attract, retain and recognize <strong>City</strong> employees as<br />

the organization’s most valuable resource.<br />

<br />

<br />

Objective 1: Use online educational programs to enhance the individual talents <strong>of</strong> each<br />

employee.<br />

Objective 2: Implement employee achievement program which will recognize the<br />

accomplishments made by individuals during the course <strong>of</strong> the year.<br />

Organizational Goal: Enhance and promote communications and engagement opportunities that inform,<br />

build trust, incentivize growth and generate community pride.<br />

<br />

Objective 1: Leverage modern technology in a manner to keep an open line <strong>of</strong> communication<br />

and provide information to the public (i.e. Facebook, Twitter, Snapchat, Instagram, etc.).<br />

172


POSITION SCHEDULE<br />

Division: POLICE<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E13 Public Safety Director 0.00 0.50 Executive 3 Public Safety Director 0.50<br />

E10 Police Chief 1.00 0.00 Exempt 11 Assistant Police Chief 1.00<br />

31 Assistant Police Chief 0.00 1.00 Exempt 5 Code Compliance Supervisor 1.00<br />

28 Police Captain 1.00 0.00 Exempt 4 Records Supervisor 1.00<br />

26 Police Lieutenant 3.00 3.00 Police 7 Police Lieutenant 3.00<br />

23 Police Sergent 6.00 6.70 Police 6 Police Sergeant 6.70<br />

21 Police Corporal 4.00 4.00 Police 4 Police Corporal 4.00<br />

20 Police Detective 7.00 7.00 Police 3 Police Detective 7.00<br />

19 Fire Inspector 0.00 0.40 Police 3 Police Officer 28.00<br />

19 Police Officer 31.00 28.00 Non-Exempt 7 Code Compliance Officer 2.00<br />

19 Police Officer (P/T) 2.00 0.00 Non-Exempt 7 Crime Scene Analyst 2.00<br />

18 Code Compliance Supervisor 0.00 1.00 Non-Exempt 7 Executive Assistant 1.00<br />

17 Police Communications Supervisor 1.00 0.00 Non-Exempt 6 Police Evidence Technician 1.00<br />

17 Police Records Supervisor 0.00 1.00 Non-Exempt 5 Community Service Officer 1.00<br />

16 Code Compliance Officer 0.00 2.00 Non-Exempt 4 Secretary 1.00<br />

15 Executive Assistant 0.00 1.00 Non-Exempt 3 Code Compliance Clerk 1.00<br />

15 Police Civilian Crime Scene Analyst 2.00 2.00 Non-Exempt 3 Records Clerk 2.00<br />

15 Seceretary III (Police) 1.00 0.00<br />

14 Police Evidence Technician 1.00 1.00<br />

13 Community Service Officer 0.00 1.00<br />

13 Public Safety Aide 2.00 0.00<br />

12 Code Compliance Clerk 0.00 1.00<br />

12 Seceretary II (Police) 1.00 1.00<br />

10 Police Records Clerk 3.00 2.00<br />

Total 66.00 63.60 63.20<br />

Full-Time 64.00 63.60 63.20<br />

Part-Time 2.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

64.10 Digital Persona 10,000<br />

64.10 Dodge Charger - Police Pursuit 27,045<br />

64.10 Dodge Charger - Administration Pursuit 23,670<br />

64.10 Dodge Durango - Canine (2) 66,440<br />

64.10 Taser (5) (Replacement) 6,200<br />

64.10 Grant Funded - TBD 16,380<br />

Total 149,735<br />

173


Department/Division: Police (521)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 2,884,189 2,554,942 2,699,965 2,814,225<br />

14.10 Overtime 98,912 84,635 100,165 100,445<br />

15.10 Special Pay 37,767 40,617 36,885 59,660<br />

21.10 FICA Taxes 226,645 201,533 217,035 227,540<br />

22.10 Retirement Contributions 480,817 494,353 534,790 489,695<br />

23.10 Life and Health Insurance 453,213 375,495 395,355 440,670<br />

24.10 Workers' Compensation 59,887 52,578 59,925 57,900<br />

Total Personnel Services 4,241,430 3,804,152 4,044,120 4,190,135<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 33,553 22,178 35,000 41,000<br />

34.10 Other Services 851,410 1,046,709 1,067,800 947,320<br />

35.10 Investigations 3,644 4,304 4,000 6,000<br />

40.10 Travel and Per Diem 23,332 28,708 26,000 27,000<br />

41.10 Communications Services 45,521 57,207 70,000 70,000<br />

41.20 Communications Services - Grant 8,400 0 0 0<br />

42.10 Freight and Postage Services 22,693 14,967 34,000 8,600<br />

43.10 Utility Services 60,762 58,149 60,000 60,000<br />

44.10 Rentals and Leases 13,626 13,308 14,300 31,900<br />

46.10 Repair and Maintenance Services 123,811 104,292 110,900 110,900<br />

47.10 Printing and Binding 4,149 3,370 3,400 8,500<br />

48.10 Promotional Activities 0 0 0 1,500<br />

49.10 Other Current Charges and Obligations 321 883 10,000 2,000<br />

51.10 Office Supplies 6,953 9,404 10,700 18,200<br />

52.10 Operating Supplies 361,010 376,708 330,700 320,000<br />

54.10 Books, Publications, Subscriptions and Memberships 4,824 5,066 4,800 4,500<br />

55.10 Training 21,394 12,027 21,680 22,000<br />

Total Operating Expenses 1,585,401 1,757,280 1,803,280 1,679,420<br />

CAPITAL OUTLAY<br />

62.10 Buildings 35,930 0 0 0<br />

63.10 Infrastructure 6,874 0 0 0<br />

64.10 Machinery and Equipment 231,969 157,844 169,055 149,735<br />

Total Capital Outlay 274,773 157,844 169,055 149,735<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 130,248 136,170 337,895 389,070<br />

Total Other Uses 130,248 136,170 337,895 389,070<br />

DIVISION TOTAL 6,231,852 5,855,446 6,354,350 6,408,360<br />

174


Department/Division: Community Policing (521)<br />

Fund: Community Development Agency - <strong>City</strong> (102)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 1,618 0 0 0<br />

14.10 Overtime 4 0 0 0<br />

15.10 Special Pay 0 0 0 0<br />

21.10 FICA Taxes 119 0 0 0<br />

22.10 Retirement Contributions 216 0 0 0<br />

23.10 Life and Health Insurance 837 0 0 0<br />

24.10 Workers' Compensation 0 0 0 0<br />

Total Personnel Services 2,794 0 0 0<br />

DIVISION TOTAL 2,794 0 0 0<br />

175


Department/Division: Law Enforcement Education and Training (521)<br />

Fund: LEET (110)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

40.10 Travel and Per Diem 3,193 12,165 8,000 3,500<br />

49.10 Other Current Charges and Obligations 0 0 0 0<br />

52.10 Operating Supplies 0 179 0 0<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 0 0<br />

55.10 Training 10,284 10,938 17,100 10,550<br />

Total Operating Expenses 13,477 23,283 25,100 14,050<br />

DIVISION TOTAL 13,477 23,283 25,100 14,050<br />

176


Department/Division: Confiscated Property (521)<br />

Fund: Confiscated Property (111)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 0 0 0 0<br />

49.10 Other Current Charges and Obligations 0 2,500 0 0<br />

52.10 Operating Supplies 7,621 18,301 35,100 62,100<br />

Total Operating Expenses 7,621 20,801 35,100 62,100<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 12,060 0 0 0<br />

Total Capital Outlay 12,060 0 0 0<br />

DIVISION TOTAL 19,681 20,801 35,100 62,100<br />

177


Department/Division: Police Impact Fees (521)<br />

Fund: Police Impact Fees (120)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

49.10 Other Current Charges and Obligations 0 0 32,100 34,600<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 0 0 32,100 34,600<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 0 0 0 0<br />

Total Capital Outlay 0 0 0 0<br />

OTHER USES<br />

91.11 Inter-Fund Group Transfers (Debt Service) 130,238 125,327 0 0<br />

Total Other Uses 130,238 125,327 0 0<br />

DIVISION TOTAL 130,238 125,327 32,100 34,600<br />

178


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

179


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

PUBLIC WORKS DEPARTMENT<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

PUBLIC WORKS<br />

DIRECTOR<br />

SECRETARY<br />

BUILDING<br />

MAINTENANCE<br />

SUPERVISOR<br />

SOLID WASTE<br />

MONITOR<br />

CAD/GIS<br />

TECHNICIAN<br />

TRANSPORTATION<br />

SUPERINTENDENT<br />

FLEET<br />

MAINTENANCE<br />

SUPERVISOR<br />

BUILDING<br />

MAINTENANCE<br />

LEAD<br />

TRAFFIC<br />

MAINTENANCE<br />

COORDINATOR<br />

LEAD MECHANIC<br />

BUILDING<br />

MAINTENANCE<br />

TECHNICIAN<br />

TRANSPORTATION<br />

MAINTENANCE<br />

WORKER<br />

MECHANIC<br />

BUILDING<br />

MAINTENANCE<br />

WORKER<br />

STORMWATER<br />

MAINTENANCE<br />

WORKER<br />

SHOP MECHANIC<br />

JANITOR<br />

180


Public Works Department<br />

The Public Works Department is responsible for protecting and safeguarding the public’s health, welfare<br />

and safety by properly operating and maintaining the <strong>City</strong>’s infrastructure efficiently while protecting our<br />

natural environment. This department includes the Transportation, Sanitation, Stormwater, Fleet<br />

Maintenance, Building Maintenance and Engineering Divisions. The principal focus <strong>of</strong> the department is<br />

to provide construction management, engineering services, and other applicable internal services needed<br />

to preserve and protect the <strong>City</strong>’s critical infrastructure, while being responsive to the growth that is<br />

anticipated to impact <strong>Haines</strong> <strong>City</strong>.<br />

The services provided by the Public Works Department are as follows:<br />

<br />

<br />

<br />

<br />

<br />

<br />

The Streets Division provides well-maintained streets and right-<strong>of</strong>-ways and ensures safe and<br />

efficient traffic movements with a focus on safety, efficiency, and level <strong>of</strong> service.<br />

The Sanitation Division provides a safe and efficient method <strong>of</strong> collecting and disposing <strong>of</strong><br />

residential and commercial waste, while attempting to reduce the amount <strong>of</strong> waste generated by<br />

increasing the volume <strong>of</strong> recyclable materials used.<br />

The Stormwater Division develops and maintains a comprehensive watershed and stormwater<br />

infrastructure system that enhances water quality, protects property, and preserves the<br />

environment for the health and well-being <strong>of</strong> the general public.<br />

The Fleet Maintenance Division ensures reliable, high-quality, cost-effective maintenance<br />

services for the <strong>City</strong>’s fleet <strong>of</strong> vehicles.<br />

The Building Maintenance Division is responsible for building management system, equipment<br />

maintenance, facilities protection and security, and environmental compliance.<br />

The newly created Engineering Division provides engineering, construction management, and<br />

geographic information system (GIS) services.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Encourage public and private partnerships.<br />

<br />

<br />

<br />

Objective 1: Maintain current collaborative partnership that ensures a high quality <strong>of</strong> refuse<br />

disposal for residents.<br />

Objective 2: Collaborate with and support other <strong>City</strong> Departments.<br />

Objective 3: Build collaborative partnerships with other public agencies.<br />

Organizational Goal: Develop and maintain fiscal policies based on program and performance measures<br />

while engaging community involvement.<br />

<br />

<br />

<br />

Objective 1: Ensure that the <strong>City</strong> is receiving the highest level <strong>of</strong> service from contract providers<br />

to maintain the utmost consistency in design and construction on all infrastructure projects.<br />

Objective 2: Continue to effectively manage fleet maintenance and fuel management operations.<br />

Objective 3: Maintain logs to control assets, inventory, surplus and property insurance.<br />

Organizational Goal: Foster an environment that attracts economic opportunity and sustains economic<br />

viability.<br />

<br />

<br />

Objective 1: Continue to manage projects that attract residents and businesses to the <strong>City</strong>.<br />

Objective 2: Assist in the procurement, design, and construction <strong>of</strong> the appropriate infrastructure<br />

in response to growth, both in the residential housing market and the <strong>City</strong>’s commercial corridors.<br />

181


Organizational Goal: Maintain, protect and design infrastructure that ensures a desired level <strong>of</strong> service<br />

and provides for future needs.<br />

<br />

<br />

<br />

Objective 1: Maintain high-quality accessways and intermodal transportation systems for<br />

motorists, pedestrians, and bicyclists.<br />

Objective 2: Preserve the <strong>City</strong>’s infrastructure by proactively inspecting and reviewing existing<br />

maintenance protocols to ensure that the <strong>City</strong>’s assets remain in pristine condition.<br />

Objective 3: Continue to manage the Lake Eva cleanup in coordination with the consultant <strong>of</strong><br />

record and the Lakes Advisory Board.<br />

Organizational Goal: Utilize technology to enhance public services.<br />

<br />

<br />

Objective 1: Continue to monitor and evaluate operational management systems to better<br />

manage the <strong>City</strong>’s capital assets and public works infrastructure.<br />

Objective 2: Use technology to make more informed decisions and assist Staff in becoming as<br />

efficient as possible.<br />

Organizational Goal: Provide responsive public services that protect the health, welfare and safety <strong>of</strong> the<br />

community.<br />

<br />

<br />

Objective 1: Assist <strong>City</strong> residents and address public concerns.<br />

Objective 2: Use methods to make local assets and infrastructure more resilient and sustainable.<br />

Organizational Goal: Create an environment that enhances the quality <strong>of</strong> life and benefits the<br />

community culturally, recreationally and economically.<br />

<br />

<br />

<br />

Objective 1: Preserve and protect the <strong>City</strong>’s lakes and other natural resources.<br />

Objective 2: Create a repair and maintenance program to proactively preserve the <strong>City</strong>’s critical<br />

infrastructure.<br />

Objective 3: Continue to work with developers to provide high quality residential neighborhoods<br />

with “complete streets,” neighborhood parks, with a focus on customer service.<br />

Organizational Goal: Cultivate an environment that will attract, retain and recognize <strong>City</strong> employees as<br />

the organization’s most valuable resource.<br />

<br />

<br />

<br />

Objective 1: Encourage pr<strong>of</strong>essional growth and training.<br />

Objective 2: Support performance-based incentive programs.<br />

Objective 3: Inspire and empower team members to deliver quality public service.<br />

Organizational Goal: Protect our natural amenities by encouraging proactive environmental initiatives<br />

intended to safeguard our natural resources.<br />

<br />

<br />

<br />

Objective 1: Seek out opportunities to partner with local municipalities and <strong>of</strong>fer programs and<br />

services for the betterment <strong>of</strong> the community.<br />

Objective 2: Seek grant opportunities that support the Environmental goals and objectives.<br />

Objective 3: Host seminars to educate the community about the environment and how to protect<br />

our natural resources.<br />

182


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

183


Organizational Goal: Enhance and promote communications and engagement opportunities that inform,<br />

build trust, incentivize growth and generate community pride.<br />

<br />

<br />

<br />

Objective 1: Build trust and support <strong>of</strong> residents, Staff and the business community through<br />

clear, focused, centralized and proactive communications.<br />

Objective 2: Host public workshops and collaborate with stakeholders to ensure high quality<br />

programs and services being <strong>of</strong>fered to the citizens <strong>of</strong> the community.<br />

Objective 3: Provide quarterly updates to provide information on program and performance<br />

measures.<br />

184


POSITION SCHEDULE<br />

Division: BUILDING MAINTENANCE<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

19 Maintenance Supervisor 1.00 1.00 Executive 2 Public Works Director 0.20<br />

14 Service Worker IV 2.00 3.00 Exempt 6 Building Maintenance Supervisor 1.00<br />

12 Service Worker III 1.00 1.00 Non-Exempt 7 Building Maintenance Lead 1.00<br />

7 Custodian/Maintenance 1.00 1.00 Non-Exempt 5 Building Maintenance Technician 4.00<br />

7 Custodian/Maintenance - PT 4.00 3.00 Non-Exempt 4 Secretary 0.20<br />

Non-Exempt 2 Building Maintenance Worker 3.00<br />

Non-Exempt 1 Janitor 1.00<br />

TOTAL 9.00 9.00 10.40<br />

Full-Time 5.00 6.00 9.40<br />

Part-Time 4.00 3.00 1.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

185


Department/Division: Public Works/Building Maintenance (20-519)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 183,232 169,768 206,050 302,150<br />

14.10 Overtime 964 1,291 3,500 5,000<br />

21.10 FICA Taxes 12,859 11,900 16,035 23,500<br />

22.10 Retirement Contributions 33,056 28,854 31,315 39,240<br />

23.10 Life and Health Insurance 48,420 34,108 36,720 64,525<br />

24.10 Workers' Compensation 4,815 4,354 5,320 6,870<br />

Total Personnel Services 283,346 250,275 298,940 441,285<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 265 651 0 750<br />

41.10 Communications Services 1,686 1,923 2,600 3,200<br />

46.10 Repair and Maintenance Services 692 961 50,000 47,540<br />

47.10 Printing and Binding 0 0 50 100<br />

51.10 Office Supplies 0 13 300 400<br />

52.10 Operating Supplies 36,845 46,636 63,000 63,000<br />

55.10 Training 0 0 0 0<br />

Total Operating Expenses 39,488 50,184 115,950 114,990<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 0 3,850 23,000 0<br />

Total Capital Outlay 0 3,850 23,000 0<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 0 2,445 3,930<br />

Total Other Uses 0 0 2,445 3,930<br />

DIVISION TOTAL 322,834 304,309 440,335 560,205<br />

186


POSITION SCHEDULE<br />

Division: SANITATION<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Public Works Director 0.00 0.05 Executive 2 Public Works Director 0.15<br />

E9 Public Works/Utilities Director 0.05 0.00 Non-Exempt 4 Secretary 0.20<br />

25 Assistant Public Works/Utilities Director 0.05 0.00 Non-Exempt 3 Solid Waste Monitor 0.50<br />

12 Secretary II 0.00 0.25<br />

9 Secretary I 0.10 0.00<br />

9 Solid Waste Monitor 0.50 0.50<br />

Total 0.70 0.80 0.85<br />

Full-Time 0.70 0.80 0.85<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

187


Department/Division: Public Works/Sanitation (534)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 20,092 19,463 23,240 30,735<br />

14.10 Overtime 3 6 0 0<br />

21.10 FICA Taxes 1,526 1,479 1,780 2,355<br />

22.10 Retirement Contributions 3,588 3,775 4,070 4,385<br />

23.10 Life and Health Insurance 4,841 3,942 4,900 5,835<br />

24.10 Workers' Compensation 358 324 280 390<br />

Total Personnel Services 30,408 28,989 34,270 43,700<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 990 1,395 500 1,500<br />

34.10 Other Services 2,284,508 2,019,973 2,000,000 1,800,000<br />

41.10 Communications Services 0 23 50 50<br />

42.10 Freight and Postage Services 1 1 0 25<br />

46.10 Repair and Maintenance Services 7,004 1,942 1,900 2,000<br />

47.10 Printing and Binding 605 425 500 500<br />

49.10 Other Current Charges and Obligations 19,671 20,114 20,500 20,500<br />

51.10 Office Supplies 25 0 0 100<br />

52.10 Operating Supplies 5,976 6,740 6,100 5,000<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 0 2,000<br />

55.10 Training 0 0 0 2,000<br />

Total Operating Expenses 2,318,780 2,050,613 2,029,550 1,833,675<br />

CAPITAL OUTLAY<br />

64.10 Machinery and Equipment 0 0 25,000 0<br />

Total Capital Outlay 0 0 25,000 0<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 0 2,660 0<br />

Total Other Uses 0 0 2,660 0<br />

DIVISION TOTAL 2,349,188 2,079,602 2,091,480 1,877,375<br />

188


POSITION SCHEDULE<br />

Division: TRANSPORTATION<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Public Works Director 0.00 0.40 Executive 2 Public Works Director 0.20<br />

E9 Public Works/Utilities Director 0.10 0.00 Exempt 6 Transportation Superintendent 0.50<br />

25 Assistant Public Works/Utilities Director 0.10 0.00 Non-Exempt 8 CAD/GIS Technician 0.25<br />

19 Streets Superintendent 0.50 0.50 Non-Exempt 7 Traffic Maintenance Coordinator 1.00<br />

14 Service Worker IV 1.00 1.00 Non-Exempt 4 Secretary 0.20<br />

13 Traffic Maintenance Coordinator 1.00 1.00 Non-Exempt 3 Transportation Maintenance Worker 3.00<br />

12 Secretary II 0.00 0.25<br />

12 Service Worker III 1.00 1.00<br />

10 Service Worker II 1.00 1.00<br />

9 Secretary I 0.25 0.00<br />

Total 4.95 5.15 5.15<br />

Full-Time 4.95 5.15 5.15<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

189


Department/Division: Public Works/Transportation (541)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 191,947 142,542 174,115 161,475<br />

14.10 Overtime 3,127 2,756 4,000 4,000<br />

21.10 FICA Taxes 14,155 10,358 13,625 12,665<br />

22.10 Retirement Contributions 34,492 28,134 31,170 19,780<br />

23.10 Life and Health Insurance 41,106 28,512 31,520 35,350<br />

24.10 Workers' Compensation 9,638 6,939 7,985 6,780<br />

Total Personnel Services 294,463 219,240 262,415 240,050<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 13,258 7,975 1,500 9,000<br />

34.10 Other Services 149,571 186,859 555,000 497,500<br />

40.10 Travel and Per Diem 364 126 500 500<br />

41.10 Communications Services 6,359 6,150 9,600 9,600<br />

42.10 Freight and Postage Services 24 25 250 250<br />

43.10 Utility Services 290,643 298,140 280,000 315,000<br />

44.10 Rentals and Leases 3,789 1,295 2,000 2,000<br />

46.10 Repair and Maintenance Services 58,901 38,164 43,000 43,000<br />

47.10 Printing and Binding 65 0 100 100<br />

49.10 Other Current Charges and Obligations 434 0 500 500<br />

51.10 Office Supplies 484 664 800 800<br />

52.10 Operating Supplies 60,710 46,474 43,000 43,000<br />

53.10 Road Materials and Supplies 11,747 7,828 8,550 8,550<br />

54.10 Books, Publications, Subscriptions and Memberships 388 256 210 2,000<br />

55.10 Training 603 487 600 2,000<br />

Total Operating Expenses 597,341 594,444 945,610 933,800<br />

CAPITAL OUTLAY<br />

62.10 Buildings 0 0 0 0<br />

63.10 Infrastructure 62,250 0 0 0<br />

64.10 Machinery and Equipment 50,947 0 17,000 0<br />

Total Capital Outlay 113,197 0 17,000 0<br />

OTHER USES<br />

91.10 Inter-Fund Group Transfers (Debt Service) 0 0 0 0<br />

Total Other Uses 0 0 0 0<br />

DIVISION TOTAL 1,005,001 813,684 1,225,025 1,173,850<br />

190


Division: TRANSPORTATION IMPACT FEES<br />

POSITION SCHEDULE<br />

Pay<br />

Grade<br />

Position<br />

No Positions Authorized<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

63.10 Johnson Ave - Construction Completion 500,000<br />

63.10 Lighting - <strong>Haines</strong> <strong>City</strong> Trail 200,000<br />

Total 700,000<br />

191


Department/Division: Transportation Impact Fees (541)<br />

Fund: Transportation Impact Fees (122)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 298,836 7,853 0 0<br />

49.10 Other Current Charges and Obligations 0 113 874,000 700,000<br />

52.10 Operating Supplies 0 0 0 0<br />

Total Operating Expenses 298,836 7,966 874,000 700,000<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 248,370 686,904 500,000 700,000<br />

Total Capital Outlay 248,370 686,904 500,000 700,000<br />

DIVISION TOTAL 547,206 694,870 1,374,000 1,400,000<br />

192


POSITION SCHEDULE<br />

Division: FLEET MAINTENANCE<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Public Works Director 0.00 0.05 Executive 2 Public Works Director 0.15<br />

E9 Public Works/Utilities Director 0.05 0.00 Exempt 6 Fleet Maintenance Supervisor 1.00<br />

25 Assistant Public Works/Utilities Director 0.05 0.00 Non-Exempt 7 Lead Mechanic 1.00<br />

19 Fleet Maintenance Supervisor 1.00 1.00 Non-Exempt 6 Mechanic 1.00<br />

16 Mechanic II 1.00 1.00 Non-Exempt 5 Shop Mechanic 1.00<br />

13 Mechanic I 1.00 1.00 Non-Exempt 4 Secretary 0.20<br />

12 Secretary II 0.00 0.25<br />

9 Secretary I 0.05 0.00<br />

Total 3.15 3.30 4.35<br />

Full-Time 3.15 3.30 4.35<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

No Capital Outlay planned. 0<br />

Total 0<br />

193


Department/Division: Public Works/Fleet Maintenance (549)<br />

Fund: General (001)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 129,271 117,807 122,955 165,945<br />

14.10 Overtime 430 436 3,500 3,500<br />

21.10 FICA Taxes 9,896 9,014 9,675 12,965<br />

22.10 Retirement Contributions 21,825 22,354 22,130 23,575<br />

23.10 Life and Health Insurance 21,086 18,179 20,200 29,860<br />

24.10 Workers' Compensation 2,354 2,165 2,140 2,810<br />

Total Personnel Services 184,863 169,955 180,600 238,655<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 549 859 0 0<br />

40.10 Travel and Per Diem 0 0 0 0<br />

41.10 Communications Services 346 352 700 700<br />

42.10 Freight and Postage Services 0 0 45 50<br />

43.10 Utility Services 5,303 4,920 5,000 5,000<br />

44.10 Rentals and Leases 0 0 100 100<br />

46.10 Repair and Maintenance Services 1,194 1,290 2,000 2,000<br />

47.10 Printing and Binding 0 0 50 50<br />

49.10 Other Current Charges and Obligations 0 0 100 100<br />

51.10 Office Supplies 191 0 0 100<br />

52.10 Operating Supplies 6,473 7,953 8,800 9,200<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 50 2,000<br />

55.10 Training 0 0 450 2,000<br />

Total Operating Expenses 14,057 15,375 17,295 21,300<br />

CAPITAL OUTLAY<br />

62.10 Buildings 1,814 12,237 0 0<br />

64.10 Machinery and Equipment 11,386 0 25,000 0<br />

Total Capital Outlay 13,200 12,237 25,000 0<br />

DIVISION TOTAL 212,120 197,567 222,895 259,955<br />

194


POSITION SCHEDULE<br />

Division: STORMWATER<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Public Works Director 0.00 0.20 Executive 2 Public Works Director 0.20<br />

E9 Public Works/Utilities Director 0.10 0.00 Exempt 6 Transportation Superintendent 0.50<br />

E9 Utilities Director 0.00 0.20 Non-Exempt 8 CAD/GIS Technician 0.25<br />

25 Assistant Public Works/Utilities Director 0.10 0.00 Non-Exempt 4 Secretary 0.20<br />

21 Stormwater Foreman 0.00 0.00 Non-Exempt 3 Stormwater Maintenance Worker 4.00<br />

19 Streets Superintendent 0.50 0.50<br />

14 Service Worker IV 1.00 1.00<br />

12 Secretary II 0.00 0.25<br />

12 Service Worker III 2.00 2.00<br />

10 Service Worker II 1.00 1.00<br />

9 Secretary I 0.10 0.00<br />

TOTAL 4.80 5.15 5.15<br />

Full-Time 4.80 5.15 5.15<br />

Part-Time 0.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

63.10 Retention Pond 60,000<br />

Total 60,000<br />

195


Department/Division: Public Works/Stormwater (538)<br />

Fund: Stormwater (404)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 159,687 111,474 166,385 158,120<br />

14.10 Overtime 1,892 2,153 3,000 3,000<br />

21.10 FICA Taxes 12,229 8,532 12,960 12,330<br />

22.10 Retirement Contributions 27,858 21,869 29,645 18,235<br />

23.10 Life and Health Insurance 28,377 28,361 31,520 35,350<br />

24.10 Workers' Compensation 9,886 6,567 7,610 6,610<br />

Total Personnel Services 239,930 178,956 251,120 233,645<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 19,401 21,894 20,000 20,000<br />

34.10 Other Services 0 0 3,500 3,500<br />

40.10 Travel and Per Diem 278 201 445 500<br />

41.10 Communications Services 301 185 2,000 2,000<br />

42.10 Freight and Postage Services 118 110 600 600<br />

43.10 Utility Services 0 0 5,000 5,000<br />

44.10 Rentals and Leases 0 2,249 2,000 2,000<br />

46.10 Repair and Maintenance Services 19,110 7,756 22,000 22,000<br />

47.10 Printing and Binding 65 0 250 250<br />

48.10 Promotional Activities 0 0 1,500 5,000<br />

49.10 Other Current Charges and Obligations 11,565 14,485 10,000 536,355<br />

51.10 Office Supplies 47 0 150 150<br />

52.10 Operating Supplies 15,116 15,790 12,000 12,000<br />

53.10 Road Materials and Supplies 1,495 480 2,350 2,500<br />

54.10 Books, Publications, Subscriptions and Memberships 557 0 300 2,000<br />

55.10 Training 424 558 600 2,000<br />

59.10 Depreciation 14,713 12,716 0 0<br />

Total Operating Expenses 83,189 76,425 82,695 615,855<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 0 0 268,100 60,000<br />

Total Operating Expenses 0 0 268,100 60,000<br />

DIVISION TOTAL 323,119 255,381 601,915 909,500<br />

196


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

197


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

UTILITIES DEPARTMENT<br />

ORGANIZATIONAL CHART<br />

CITY MANAGER<br />

UTILITIES<br />

DIRECTOR<br />

EXECUTIVE<br />

ASSISTANT<br />

UTILITY ANALYST<br />

WATER<br />

SUPERINTENDENT<br />

WASTEWATER<br />

SUPERINTENDENT<br />

UTILITY<br />

MAINTENANCE<br />

SUPERINTENDENT<br />

LEAD WATER<br />

OPERATOR B<br />

LEAD<br />

WASTEWATER<br />

OPERATOR B<br />

PUMP & MOTOR<br />

LEAD<br />

PIPELINE REPAIR<br />

LEAD<br />

WATER<br />

OPERATOR C<br />

WASTEWATER<br />

OPERATOR B<br />

PUMP & MOTOR<br />

TECHNICIAN<br />

PROGRAM<br />

TECHNICIAN<br />

INDUSTRIAL<br />

COMPLIANCE<br />

OFFICER<br />

PLANT<br />

MAINTENANCE<br />

WORKER<br />

METER<br />

TECHNICIAN<br />

WASTEWATER<br />

OPERATOR C<br />

PIPELINE REPAIR<br />

TECHNICIAN<br />

METER READER<br />

PLANT<br />

MAINTENANCE<br />

WORKER<br />

LABORER<br />

198


Utilities Department<br />

The Utilities Department is responsible for protecting and safeguarding the public’s health, welfare and<br />

safety by properly operating and maintaining the <strong>City</strong>’s water and wastewater infrastructure in an efficient<br />

manner while protecting the <strong>City</strong>'s natural resources. This department functions as a business enterprise in<br />

which revenues are used to cover the costs associated with operating this particular department. The<br />

principal focus <strong>of</strong> this department is to ensure a safe and adequate water supply, while ensuring the<br />

responsible disposal <strong>of</strong> wastewater within the <strong>City</strong>'s municipal boundaries and service area.<br />

The divisions included in the Utilities Department are the Water Utilities and Wastewater Utilities<br />

Divisions. The Water Utilities Division is solely responsible for providing potable water efficiently and in<br />

compliance with regulatory mandates. The Wastewater Utilities Division provides high-quality<br />

wastewater treatment utilizing the latest and most efficient treatment process possible and provides reuse<br />

water (reclaimed water) from the plant effluent as a commodity to reduce future potable water usage.<br />

Departmental Initiatives for FY 2016 Budget Year<br />

Organizational Goal: Encourage public and private partnerships.<br />

<br />

<br />

Objective 1: Work with Nuterra Management to create a compost that is environmentally safe and<br />

create a product that is beneficial to consumers.<br />

Objective 2: Enter into a joint project with the local high schools to operate a nursery and garden<br />

at the Wastewater Treatment Plant to supplement the needs <strong>of</strong> the Parks & Recreation Department<br />

and showcase the by-products <strong>of</strong> the wastewater treatment process (fertilizer and reuse water).<br />

Organizational Goal: Maintain, protect and design infrastructure that ensures a desired level <strong>of</strong> service<br />

and provides for future needs.<br />

Objective 1: Maintain compliance with the Safe Drinking Water Act by completing the Ion<br />

Exchange process at Water Plant No. 1 to meet the standards set by the <strong>City</strong> Commission<br />

concerning disinfection <strong>of</strong> by-products.<br />

Objective 2: Maintain adequate capacity <strong>of</strong> water treatment facilities, wastewater treatment<br />

facilities, and collection systems through sustainable and operationally sound processes by<br />

constructing the 20” water main from Water Plant No. 1 to U.S. Hwy 27 on Main Street to<br />

address water pressure capacity issues in Southern Dunes.<br />

Objective 3: Design new infrastructure to provide for future needs by designing a rapid<br />

infiltration basin located at Southern Dunes to add capacity to the reuse system. Design and seek<br />

grant funding for a 3.0 million gallon storage tank for the reuse system in order to supply a better<br />

quality reuse water to <strong>City</strong> customers. Purchase property for wet weather effluent disposal to<br />

create capacity for the reuse system.<br />

Objective 4: In order to maintain the level <strong>of</strong> service in response to water, wastewater and reuse,<br />

line repairs for the following equipment is being purchased: one (1) skid steer with tracks, one (1)<br />

one ton service truck with a crane replacing the existing plant maintenance truck, one (1) three<br />

quarter ton service truck for meter technician, one (1) three quarter ton truck for plant<br />

maintenance, purchase one (1) new tractor with attachments for agricultural projects at the<br />

Wastewater Plant.<br />

199


Organizational Goal: Utilize Technology to enhance public services.<br />

<br />

<br />

Objective 1: Transfer the radio function <strong>of</strong> the telemetry system to the fiber network owned by<br />

the <strong>City</strong> to reduce cost and make the system more reliable and cost effective.<br />

Objective 2: Install telemetry systems on all lift stations that currently do not have<br />

instrumentation that will alert personnel to problems and enable remote operations where<br />

possible.<br />

200


POSITION SCHEDULE<br />

Division: WATER<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Public Works Director 0.00 0.15 Executive 2 Public Works Director 0.05<br />

E9 Public Works/Utilities Director 0.35 0.00 Executive 2 Utilities Director 0.25<br />

E9 Utilities Director 0.00 0.40 Exempt 6 Water Superintendent 1.00<br />

25 Assistant Public Works/Utilities Director 0.35 0.00 Exempt 5 Utility Analyst 0.25<br />

24 Superintendent Water Utility 0.75 0.75 Non-Exempt 9 Lead Water Operator B 1.00<br />

21 Water Utility Foreman 1.00 1.00 Non-Exempt 8 CAD/GIS Technician 0.25<br />

20 Utility Analyst 0.25 0.25 Non-Exempt 7 Executive Assistant 0.25<br />

19 Plant Operator Lead 1.00 1.00 Non-Exempt 6 Water Operator C 2.00<br />

16 Plant Maintenance 1.00 1.00 Non-Exempt 3 Solid Waste Monitor 0.50<br />

15 Plant Operator C 2.00 2.00<br />

15 CAD Technician 0.50 0.50<br />

15 Program Technician 1.00 1.00<br />

14 Utility Service Worker IV 2.25 2.25<br />

12 Secretary II 0.50 0.00<br />

12 Secretary II (P/T) 1.00 0.00<br />

12 Meter Technician 2.00 2.00<br />

10 Meter Reader 1.00 1.00<br />

10 Utility Service Worker II 1.75 1.75<br />

9 Solid Waste Monitor 0.50 0.50<br />

9 Secretary I 0.25 0.50<br />

8 Utility Service Worker I 0.75 0.75<br />

TOTAL 18.20 16.80 5.55<br />

Full-Time 17.20 16.80 5.55<br />

Part-Time 1.00 0.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

63.10<br />

Polk <strong>City</strong> Road 20" Water Distribution Line -<br />

Construction 500,000<br />

63.10<br />

Anionic Ion Exchange for TTHM & Haleoacetic<br />

Acid - Construction 4,000,000<br />

64.10 F150 4 Wheel Drive Extended Cab 25,000<br />

Total 4,525,000<br />

201


Department/Division: Utilities/Water (533)<br />

Fund: Water and Sewer (401)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 555,850 550,316 567,940 232,175<br />

14.10 Overtime 36,624 38,868 30,000 9,500<br />

21.10 FICA Taxes 44,588 44,359 45,745 18,490<br />

22.10 Retirement Contributions 98,252 109,779 104,640 32,350<br />

23.10 Life and Health Insurance 103,611 98,261 102,820 38,100<br />

24.10 Workers' Compensation 16,094 13,294 13,855 4,735<br />

Total Personnel Services 855,020 854,877 865,000 335,350<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 129,736 73,138 131,190 151,920<br />

34.10 Other Services 26,542 11,015 9,250 1,250<br />

40.10 Travel and Per Diem 2,115 1,151 2,500 1,200<br />

41.10 Communications Services 9,272 9,890 10,810 5,000<br />

42.10 Freight and Postage Services 274 229 500 500<br />

43.10 Utility Services 256,714 291,823 280,000 297,000<br />

44.10 Rentals and Leases 5,825 3,922 5,000 2,500<br />

46.10 Repair and Maintenance Services 277,950 227,301 300,000 171,700<br />

47.10 Printing and Binding 2,091 515 2,000 1,750<br />

48.10 Promotional Activities 12 0 500 500<br />

49.10 Other Current Charges and Obligations 4,879 517 1,000 1,000<br />

51.10 Office Supplies 2,542 4,432 3,175 2,350<br />

52.10 Operating Supplies 400,656 362,891 350,000 177,500<br />

53.10 Road Materials and Supplies 4,097 6,301 3,500 0<br />

54.10 Books, Publications, Subscriptions and Memberships 1,891 1,188 2,950 1,725<br />

55.10 Training 3,135 1,034 3,500 1,300<br />

Total Operating Expenses 1,127,730 995,346 1,105,875 817,195<br />

CAPITAL OUTLAY<br />

62.10 Buildings 0 0 80,000 0<br />

63.10 Infrastructure 0 0 20,000 4,500,000<br />

64.10 Machinery and Equipment 0 0 1,026,000 25,000<br />

Total Capital Outlay 0 0 1,126,000 4,525,000<br />

DIVISION TOTAL 1,982,750 1,850,223 3,096,875 5,677,545<br />

202


POSITION SCHEDULE<br />

Division:<br />

WATER IMPACT FEES<br />

Pay<br />

Grade<br />

Position<br />

No Positions Authorized<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

63.10<br />

Polk <strong>City</strong> Road 20" Water Distribution Line -<br />

Construction 500,000<br />

63.10 Miscellaneous 18,500<br />

Total 518,500<br />

203


Department/Division: Utilities/Water (533)<br />

Fund: Water Impact Fees (402)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

CAPITAL OUTLAY<br />

63.00 Infrastructure 0 0 83,750 518,500<br />

Total Capital Outlay 0 0 83,750 518,500<br />

DIVISION TOTAL 0 0 83,750 518,500<br />

204


POSITION SCHEDULE<br />

Division: WASTEWATER<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

E9 Public Works Director 0.00 0.15 Executive 2 Public Works Director 0.05<br />

E9 Public Works/Utilities Director 0.35 0.00 Executive 2 Utilities Director 0.25<br />

E9 Utilities Director 0.00 0.40 Exempt 6 Wastewater Superintendent 1.00<br />

25 Assistant Public Works/Utilities Director 0.35 0.00 Exempt 5 Utility Analyst 0.25<br />

24 Superintendent Water Utility 0.25 0.25 Non-Exempt 9 Lead Wastewater Operator B 1.00<br />

24 Superintendent Wastewater Utility 1.00 1.00 Non-Exempt 8 CAD/GIS Technician 0.25<br />

20 Utility Analyst 0.25 0.25 Non-Exempt 7 Executive Assistant 0.25<br />

19 Plant Operator Lead 1.00 1.00 Non-Exempt 7 Wastewater Operator B 2.00<br />

17 Lead Shift Operator 2.00 2.00 Non-Exempt 6 Industrial Compliance Officer 1.00<br />

17 Industrial Pre-Treatment Coordinator 1.00 1.00 Non-Exempt 6 Wastewater Operator C 8.00<br />

16 Plant Maintenance 2.00 2.00<br />

15 Plant Operator C 5.00 5.00<br />

15 Wastewater Pump Station Technician 1.00 1.00<br />

15 CAD Technician 0.50 0.50<br />

14 Utility Service Worker IV 0.75 0.75<br />

12 Secretary II 0.50 0.00<br />

10 Utility Service Worker II 0.25 0.25<br />

9 Secretary I 0.25 0.50<br />

8 Utility Service Worker I 2.25 2.25<br />

8 Serive Worker I (P/T) 1.00 1.00<br />

TOTAL 19.70 19.30 14.05<br />

Full-Time 18.70 18.30 14.05<br />

Part-Time 1.00 1.00 0.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

62.10 Compost Facility 4,101,890<br />

63.10 Force Main from Robinson to 20th St - Design 95,000<br />

64.10 Microscreens 171,675<br />

Total 4,368,565<br />

205


Department/Division: Utilities/Wastewater (535)<br />

Fund: Water and Sewer (401)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 582,854 623,730 658,020 493,490<br />

14.10 Overtime 25,819 31,325 30,000 30,000<br />

21.10 FICA Taxes 46,098 49,800 52,640 40,045<br />

22.10 Retirement Contributions 104,726 125,527 118,190 62,390<br />

23.10 Life and Health Insurance 122,836 104,713 112,000 96,440<br />

24.10 Workers' Compensation 13,133 12,712 12,060 8,010<br />

Total Personnel Services 895,466 947,807 982,910 730,375<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 87,393 104,736 100,000 100,000<br />

31.20 Pr<strong>of</strong>essional Services - Pretreatment 1,008 0 8,950 8,950<br />

34.10 Other Services 348,586 345,085 250,000 250,000<br />

34.20 Other Services - Pretreatment 0 0 0 0<br />

40.10 Travel and Per Diem 2,066 437 2,925 2,925<br />

41.10 Communications Services 7,849 6,954 6,595 6,595<br />

42.10 Freight and Postage Services 556 208 300 300<br />

43.10 Utility Services 343,216 317,321 345,000 300,000<br />

44.10 Rentals and Leases 13,379 3,282 5,700 5,700<br />

46.10 Repair and Maintenance Services 185,990 167,378 160,000 200,000<br />

46.20 Repair and Maintenance Services - Pretreatment 501 0 2,000 2,000<br />

47.10 Printing and Binding 35 65 500 500<br />

48.10 Promotional Activities 126 0 2,000 2,000<br />

49.10 Other Current Charges and Obligations 0 113 0 0<br />

51.10 Office Supplies 1,529 667 1,800 1,800<br />

52.10 Operating Supplies 189,358 211,013 200,000 250,000<br />

52.20 Operating Supplies - Pretreatment 10,536 1,002 10,800 10,800<br />

54.10 Books, Publications, Subscriptions and Memberships 1,025 265 2,130 2,130<br />

55.10 Training 2,971 905 6,000 6,000<br />

Total Operating Expenses 1,196,125 1,159,431 1,104,700 1,149,700<br />

CAPITAL OUTLAY<br />

62.10 Buildings 0 0 0 4,101,890<br />

63.10 Infrastructure 0 0 120,000 95,000<br />

64.10 Machinery and Equipment 0 0 505,000 171,675<br />

Total Capital Outlay 0 0 625,000 4,368,565<br />

DIVISION TOTAL 2,091,591 2,107,238 2,712,610 6,248,640<br />

206


Division: WASTEWATER IMPACT FEES<br />

POSITION SCHEDULE<br />

Pay<br />

Grade<br />

Position<br />

No Positions Authorized<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

61.10 Land - Wet Weather Effluent Disposal 275,000<br />

63.10 Force Main from Robinson to 20th St - Design 95,000<br />

63.10 Reuse Storage Tank - Design 150,000<br />

63.10 Rapid Infiltration Basin - Design 125,000<br />

63.10 Miscellaneous 50,000<br />

64.10 Microscreens 171,675<br />

Total 866,675<br />

207


Department/Division: Wastewater Impact Fees (535)<br />

Fund: Wastewater Impact Fees (403)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

CAPITAL OUTLAY<br />

61.10 Land 0 0 0 275,000<br />

63.00 Infrastructure 0 0 95,000 420,000<br />

64.10 Machinery and Equipment 0 0 465,000 171,675<br />

Total Capital Outlay 0 0 560,000 866,675<br />

DIVISION TOTAL 0 0 560,000 866,675<br />

208


POSITION SCHEDULE<br />

Division: UTILITY MAINTENANCE<br />

OLD PAY PLAN<br />

NEW PAY PLAN<br />

Pay 2014 2015 Pay Pay 2016<br />

Grade Position Budget Budget Plan Grade Position Budget<br />

No Positions Authorized Executive 2 Utilities Director 0.50<br />

Exempt 6 Utility Maintenance Superintendent 1.00<br />

Exempt 5 Utility Analyst 0.50<br />

Non-Exempt 7 Executive Assistant 0.50<br />

Non-Exempt 7 Pump & Motor Lead 1.00<br />

Non-Exempt 6 Pipeline Repair Lead 1.00<br />

Non-Exempt 6 Program Technician 1.00<br />

Non-Exempt 6 Pump & Motor Technician 3.00<br />

Non-Exempt 5 Meter Technician 2.00<br />

Non-Exempt 5 Pipeline Repair Technician 3.00<br />

Non-Exempt 3 Meter Reader 1.00<br />

Non-Exempt 3 Plant Maintenance Worker 5.00<br />

Non-Exempt 1 Laborer 1.00<br />

TOTAL 0.00 0.00 20.50<br />

Full-Time 0.00 0.00 19.50<br />

Part-Time 0.00 0.00 1.00<br />

CAPITAL OUTLAY SCHEDULE<br />

Account<br />

Number Item Amount<br />

64.10 Dodge Ram 2500 37,000<br />

64.10 Tractor w/ Attachments 40,000<br />

64.10 Dodge Ram 3500 w/ Crane 53,000<br />

64.10 Caterpillar 279 Tractor 79,000<br />

Total 209,000<br />

209


Department/Division: Utilities/Utility Maintenance (536)<br />

Fund: Water and Sewer (401)<br />

DIVISION EXPENDITURE DETAIL<br />

(All Object Codes)<br />

2012-13 2013-14 2014-15 2015-16<br />

Department/Division Detail Actual Actual Budget Budget<br />

PERSONNEL SERVICES<br />

12.10 Regular Salaries and Wages 0 0 0 662,840<br />

14.10 Overtime 0 0 0 30,000<br />

21.10 FICA Taxes 0 0 0 53,005<br />

22.10 Retirement Contributions 0 0 0 87,510<br />

23.10 Life and Health Insurance 0 0 0 133,850<br />

24.10 Workers' Compensation 0 0 0 13,840<br />

Total Personnel Services 0 0 0 981,045<br />

OPERATING EXPENSES<br />

31.10 Pr<strong>of</strong>essional Services 0 0 0 5,000<br />

34.10 Other Services 0 0 0 5,000<br />

40.10 Travel and Per Diem 0 0 0 3,500<br />

41.10 Communications Services 0 0 0 12,000<br />

42.10 Freight and Postage Services 0 0 0 2,000<br />

43.10 Utility Services 0 0 0 8,800<br />

44.10 Rentals and Leases 0 0 0 3,500<br />

46.10 Repair and Maintenance Services 0 0 0 180,000<br />

47.10 Printing and Binding 0 0 0 500<br />

48.10 Promotional Activities 0 0 0 1,000<br />

49.10 Other Current Charges and Obligations 0 0 0 1,000<br />

51.10 Office Supplies 0 0 0 2,000<br />

52.10 Operating Supplies 0 0 0 80,000<br />

53.10 Road Materials and Supplies 0 0 0 3,500<br />

54.10 Books, Publications, Subscriptions and Memberships 0 0 0 4,000<br />

55.10 Training 0 0 0 2,500<br />

Total Operating Expenses 0 0 0 314,300<br />

CAPITAL OUTLAY<br />

63.10 Infrastructure 0 0 0 0<br />

64.10 Machinery and Equipment 0 0 0 209,000<br />

Total Capital Outlay 0 0 0 209,000<br />

DIVISION TOTAL 0 0 0 1,504,345<br />

210


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

211


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

APPENDIX A<br />

212


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

213


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Executive Pay Plan<br />

2015 - 2016<br />

Grade<br />

Position Title<br />

ANNUAL<br />

HOURLY EQUIVALENT<br />

Minimum Mid-Point Maximum Minimum Mid-Point Maximum<br />

Exec 1 Reserved $ 69,000.00 $ 86,250.00 $ 103,500.00 $ 33.1731 $ 41.4663 $ 49.7596<br />

Exec 2 Development Services Director $ 75,900.00 $ 94,875.00 $ 113,850.00 $ 36.4904 $ 45.6130 $ 54.7356<br />

Finance Director<br />

Fire Chief<br />

Human Resources Director<br />

Parks & Recreation Director<br />

Police Chief<br />

Public Works Director<br />

Utilities Director<br />

Exec 3 Assistant <strong>City</strong> Manager $ 83,490.00 $ 104,362.50 $ 125,235.00 $ 40.1394 $ 50.1743 $ 60.2091<br />

Public Safety Director<br />

Exec 4 Reserved $ 91,839.00 $ 114,798.75 $ 137,758.50 $ 44.1534 $ 55.1917 $ 66.2300<br />

Exec 5 <strong>City</strong> Manager $ 101,022.90 $ 126,278.63 $ 151,534.35 $ 48.5687 $ 60.7109 $ 72.8531<br />

214


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Exempt Pay Plan<br />

2015 - 2016<br />

Grade<br />

Position Title<br />

ANNUAL<br />

HOURLY EQUIVALENT<br />

Minimum Mid-Point Maximum Minimum Mid-Point Maximum<br />

E 1 Reserved $ 26,000.00 $ 32,500.00 $ 39,000.00 $ 12.5000 $ 15.6250 $ 18.7500<br />

E 2 Tennis Pro $ 28,600.00 $ 35,750.00 $ 42,900.00 $ 13.7500 $ 17.1875 $ 20.6250<br />

E 3 Reserved $ 31,460.00 $ 39,325.00 $ 47,190.00 $ 15.1250 $ 18.9063 $ 22.6875<br />

E 4 Children's Librarian $ 34,606.00 $ 43,257.50 $ 51,909.00 $ 16.6375 $ 20.7969 $ 24.9563<br />

Records Supervisor<br />

Senior Executive Assistant<br />

E 5 Code Compliance Supervisor $ 38,066.60 $ 47,583.25 $ 57,099.90 $ 18.3013 $ 22.8766 $ 27.4519<br />

Deputy <strong>City</strong> Clerk<br />

Fire Inspector<br />

Human Resources Generalist<br />

Marketing & Events Specialist<br />

Parks Supervisor<br />

Recreation Supervisor<br />

Utility Analyst<br />

Utility Maintenance Supervisor<br />

E 6 Building Maintenance Supervisor $ 41,873.26 $ 52,341.58 $ 62,809.89 $ 20.1314 $ 25.1642 $ 30.1971<br />

Fleet Maintenance Supervisor<br />

Planner<br />

Recreation Superintendent<br />

Senior Budget & Financial Analyst<br />

Transportation Superintendent<br />

Utility Billing Supervisor<br />

Utility Maintenance Superintendent<br />

Wastewater Superintendent<br />

Water Superintendent<br />

E 7 Reserved $ 46,060.59 $ 57,575.73 $ 69,090.88 $ 22.1445 $ 27.6806 $ 33.2168<br />

E 8 Assistant to the <strong>City</strong> Manager $ 50,666.64 $ 63,333.31 $ 75,999.97 $ 24.3590 $ 30.4487 $ 36.5384<br />

Building Official<br />

<strong>City</strong> Clerk<br />

Fire Marshal<br />

Information Technology Manager<br />

Librarian<br />

Senior Planner<br />

E 9 Reserved $ 55,733.31 $ 69,666.64 $ 83,599.96 $ 26.7949 $ 33.4936 $ 40.1923<br />

E 10 Assistant Finance Director $ 61,306.64 $ 76,633.30 $ 91,959.96 $ 29.4743 $ 36.8429 $ 44.2115<br />

Assistant Human Resources Director<br />

Assistant Parks & Recreation Director<br />

E 11 Assistant Fire Chief $ 67,437.30 $ 84,296.63 $ 101,155.96 $ 32.4218 $ 40.5272 $ 48.6327<br />

Assistant Police Chief<br />

215


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fire Pay Plan (2912)<br />

2015 - 2016<br />

Grade<br />

Position Title<br />

ANNUAL<br />

HOURLY EQUIVALENT<br />

Minimum Mid-Point Maximum Minimum Mid-Point Maximum<br />

FD 1 Firefighter - Trainee $ 29,000.00 $ 36,250.00 $ 43,500.00 $ 9.9588 $ 12.4485 $ 14.9382<br />

FD 2 Reserved $ 31,900.00 $ 39,875.00 $ 47,850.00 $ 10.9547 $ 13.6933 $ 16.4320<br />

FD 3 Firefighter $ 35,090.00 $ 43,862.50 $ 52,635.00 $ 12.0501 $ 15.0627 $ 18.0752<br />

FD 4 Firefighter - Driver/Engineer $ 38,599.00 $ 48,248.75 $ 57,898.50 $ 13.2552 $ 16.5689 $ 19.8827<br />

FD 5 Reserved $ 42,458.90 $ 53,073.63 $ 63,688.35 $ 14.5807 $ 18.2258 $ 21.8710<br />

FD 6 Fire Lieutenant $ 46,704.79 $ 58,380.99 $ 70,057.19 $ 16.0387 $ 20.0484 $ 24.0581<br />

FD 7 Fire Captain $ 51,375.27 $ 64,219.09 $ 77,062.90 $ 17.6426 $ 22.0533 $ 26.4639<br />

216


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Non-Exempt Pay Plan<br />

2015 -2016<br />

Grade<br />

Position Title<br />

ANNUAL<br />

HOURLY EQUIVALENT<br />

Minimum Mid-Point Maximum Minimum Mid-Point Maximum<br />

NE 1 Camp Counselor (p/t) $ 18,418.40 $ 23,023.00 $ 27,627.60 $ 8.8550 $ 11.0688 $ 13.2825<br />

Camp Counselor/Bus Driver (p/t)<br />

Grounds Maintenance Worker (p/t)<br />

Head Camp Counselor (p/t)<br />

Head Lifeguard (p/t)<br />

Janitor (p/t)<br />

Laborer (W or WW - under Utility Maintenance) (p/t)<br />

Library Assistant (p/t)<br />

Lifeguard (p/t)<br />

Pool Technician (p/t)<br />

Receptionist/Clerical Assistant (p/t)<br />

Recreation Attendant (p/t)<br />

Secretary (p/t)<br />

NE 2 Building Maintenance Worker $ 20,800.00 $ 26,000.00 $ 31,200.00 $ 10.0000 $ 12.5000 $ 15.0000<br />

Library Assistant<br />

NE 3 Banquet Hall Attendant $ 22,880.00 $ 28,600.00 $ 34,320.00 $ 11.0000 $ 13.7500 $ 16.5000<br />

Clerk (general)<br />

Code Compliance Clerk<br />

Grounds Maintenance Worker<br />

Grounds Maintenance Worker - Cemetery<br />

Meter Reader<br />

Permit Clerk<br />

Plant Maintenance Worker<br />

Records Clerk<br />

Recreation Attendant<br />

Solid Waste Monitor<br />

Stormwater Maintenance Worker<br />

Transportation Maintenance Worker<br />

Utility Billing Clerk I<br />

Wastewater Operator Trainee<br />

Water Operator Trainee<br />

NE 4 Secretary $ 25,168.00 $ 31,460.00 $ 37,752.00 $ 12.1000 $ 15.1250 $ 18.1500<br />

NE 5 Building Maintenance Technician $ 27,684.80 $ 34,606.00 $ 41,527.20 $ 13.3100 $ 16.6375 $ 19.9650<br />

Community Service Officer<br />

Grounds Maintenance Technician<br />

Irrigation Technician<br />

Meter Technician<br />

Pipeline Repair Technician<br />

Shop Mechanic<br />

NE 6 Accounting Specialist $ 30,453.28 $ 38,066.60 $ 45,679.92 $ 14.6410 $ 18.3013 $ 21.9615<br />

Athletics Coordinator<br />

Cataloging Specialist<br />

Community Outreach Coordinator<br />

Cultural Arts Coordinator<br />

Events Coordinator<br />

Grounds Maintenance Applicator<br />

Grounds Maintenance - Cemetery Lead<br />

Industrial Compliance Officer<br />

Irrigation Lead<br />

Management Fellow<br />

Mechanic<br />

Payroll Specialist<br />

Pipeline Repair Lead<br />

Police Evidence Technician<br />

Program Technician<br />

Purchasing Specialist<br />

Pump & Motor Technician<br />

Utility Billing Clerk II<br />

Wastewater Operator C<br />

Water Operator C<br />

217


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Non-Exempt Pay Plan<br />

2015 -2016<br />

Grade<br />

Position Title<br />

ANNUAL<br />

HOURLY EQUIVALENT<br />

Minimum Mid-Point Maximum Minimum Mid-Point Maximum<br />

NE 7 Building Maintenance Lead $ 33,498.61 $ 41,873.26 $ 50,247.91 $ 16.1051 $ 20.1314 $ 24.1577<br />

Code Compliance Officer<br />

Crime Scene Analyst<br />

Electronics/SCADA Technician<br />

Executive Assistant<br />

Lead Mechanic<br />

Pump & Motor Lead<br />

Traffic Maintenance Coordinator<br />

Wastewater Operator B<br />

Water Operator B<br />

NE 8 CAD/GIS Technician $ 36,848.47 $ 46,060.59 $ 55,272.70 $ 17.7156 $ 22.1445 $ 26.5734<br />

Building Inspector I<br />

Circulation Supervisor<br />

Online Services Specialist<br />

System & Network Administrator I<br />

NE 9 Building Inspector II $ 40,533.32 $ 50,666.64 $ 60,799.97 $ 19.4872 $ 24.3590 $ 29.2308<br />

Lead Wastewater Operator B<br />

Lead Water Operator B<br />

System & Network Administrator II<br />

NE 10 Building Inspector III $ 44,586.65 $ 55,733.31 $ 66,879.97 $ 21.4359 $ 26.7949 $ 32.1538<br />

System & Network Administrator III<br />

NE 11 Reserved $ 49,045.31 $ 61,306.64 $ 73,567.97 $ 23.5795 $ 29.4743 $ 35.3692<br />

NE 12 Reserved $ 53,949.84 $ 67,437.30 $ 80,924.76 $ 25.9374 $ 32.4218 $ 38.9061<br />

218


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Police Pay Plan (sworn)<br />

2015 -2016<br />

Grade<br />

Position Title<br />

ANNUAL<br />

HOURLY EQUIVALENT<br />

Minimum Mid-Point Maximum Minimum Mid-Point Maximum<br />

PD 1 Police Officer - Trainee $ 32,000.00 $ 40,000.00 $ 48,000.00 $ 15.3846 $ 19.2308 $ 23.0769<br />

PD 2 Reserved $ 35,200.00 $ 44,000.00 $ 52,800.00 $ 16.9231 $ 21.1538 $ 25.3846<br />

PD 3 Police Detective $ 38,720.00 $ 48,400.00 $ 58,080.00 $ 18.6154 $ 23.2692 $ 27.9231<br />

Police Officer<br />

PD 4 Police Corporal $ 39,629.92 $ 49,537.14 $ 59,444.35 $ 19.0528 $ 23.8159 $ 28.5790<br />

PD 5 Reserved $ 43,592.91 $ 54,491.14 $ 65,389.37 $ 20.9581 $ 26.1977 $ 31.4372<br />

PD 6 Police Sergeant $ 47,952.20 $ 59,940.25 $ 71,928.30 $ 23.0539 $ 28.8174 $ 34.5809<br />

PD 7 Police Lieutenant $ 52,747.42 $ 65,934.28 $ 79,121.14 $ 25.3593 $ 31.6992 $ 38.0390<br />

PD 8 Reserved $ 58,022.17 $ 72,527.71 $ 87,033.25 $ 27.8953 $ 34.8691 $ 41.8429<br />

219


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

APPENDIX B<br />

220


Pride · Responsiveness · Integrity · Diversity · Ethics<br />

Our Mission<br />

“Our team <strong>of</strong> pr<strong>of</strong>essionals will provide our residents and business community with the highest quality<br />

services in a fiscally responsible manner through cooperation, strong ethical leadership with a lifelong<br />

commitment to enriching lives.”<br />

Our Vision<br />

“We are a community that celebrates our heritage and diversity while cultivating civic P.R.I.D.E.; we<br />

found our heartbeat in the ‘Heart <strong>of</strong> <strong>Florida</strong>’ … come find yours.”<br />

221


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Debt Service Table<br />

Amount FY Date <strong>of</strong> FY <strong>of</strong> Interest Balance<br />

Debt Service for FY 2016<br />

Issued Issued Maturity Maturity Rate at 10/01/15 Principal Interest Total<br />

General Fund<br />

Bank Notes<br />

Non-Ad Valorem Refunding<br />

Revenue Note, Series 2014 2,602,650 2014 07/01/30 2030 2.700% 2,482,541 136,420 67,028 203,448<br />

FMLC Series 2005B 3,850,000 2005 11/01/29 2030 3.25-5% 2,725,000 115,000 147,891 262,891<br />

Recovery Zone Economic<br />

Development Bond, Series 2010 11,748,000 2011 09/30/36 2036 4.920% 10,809,000 320,000 525,936 845,936<br />

Interest Rebate (219,631) (219,631)<br />

Net Recovery Zone Economic<br />

Development Bond, Series 2010 11,748,000 10,809,000 320,000 306,305 626,305<br />

Equipment Financing 1,693,397 Various<br />

1,336,614 374,176 35,232 409,408<br />

Total General Fund 19,894,047 17,353,155 945,596 556,456 1,502,052<br />

CRA<br />

Bank Notes<br />

Non-Ad Valorem Refunding<br />

Revenue Note, Series 2014 2,033,350 2014 07/01/30 2030 2.700% 1,939,489 106,580 52,366 158,946<br />

FMLC Series 2007A 26,200,000 2008 10/01/32 2032 4.25-5% 21,780,000 775,000 1,059,300 1,834,300<br />

Total CRA 28,233,350 23,719,489 881,580 1,111,666 1,993,246<br />

Water & Sewer Utility Fund<br />

State Revolving Loans<br />

Utility System Revenue Note,<br />

Series 2013A & 2013B 5,960,000 2013 10/01/23 2023 Variable 4,349,000 1,020,000 68,689 1,088,689<br />

<strong>Florida</strong> Dept. <strong>of</strong> Environ. Protection<br />

Loan No. DW765080 4,031,127 2011 10/15/32 2033 2.310% 3,476,027 175,252 79,335 254,587<br />

<strong>Florida</strong> Dept. <strong>of</strong> Environ. Protection<br />

Loan No.WW530410 372,910 2010 12/15/31 2032 2.710% 304,807 16,062 8,152 24,214<br />

<strong>Florida</strong> Dept. <strong>of</strong> Environ. Protection<br />

Loan No. DW530411 319,529 2010 12/15/31 2032 2.610% 264,596 14,060 6,792 20,852<br />

<strong>Florida</strong> Dept. <strong>of</strong> Environ. Protection<br />

Loan No. WW530400 5,024,091 2011 11/15/32 2033 2.180% 4,327,988 220,245 93,901 314,146<br />

<strong>Florida</strong> Dept. <strong>of</strong> Environ. Protection<br />

Loan No. WW530440 5,203,929 2015 07/01/35 2035 0.000% 0 130,100 0 130,100<br />

Total Water & Sewer Utility Fund 20,911,586 12,722,418 1,575,719 256,869 1,832,588<br />

Total All Funds 69,038,983 53,795,062 3,402,895 1,924,991 5,327,886<br />

Note: This table reflects existing debt issues going into FY 2016.<br />

222


<strong>City</strong> <strong>of</strong> <strong>Haines</strong> <strong>City</strong>, <strong>Florida</strong><br />

Fiscal Year 2016<br />

WATER AND SEWER FUND<br />

DEBT SERVICE COVERAGE<br />

2012-13 2013-14 2014-15 2015-16<br />

Actual Actual Budget Budget<br />

Total Water and Sewer Fund Operating Revenues 8,646,880 8,653,060 8,594,000 8,753,850<br />

Total Water and Sewer Fund Operating Expenses 4,756,752 4,598,428 4,739,500 4,980,615<br />

Net Operating Revenues Available for Debt Service 3,890,128 4,054,632 3,854,500 3,773,235<br />

SENIOR LIEN DEBT SERVICE (UT SYSTEM REV NOTE, 2013A & 2013B)<br />

Principal 288,000 607,000 1,004,000 1,020,000<br />

Interest 29,733 87,197 83,486 68,689<br />

TOTAL SENIOR DEBT SERVICE 317,733 694,197 1,087,486 1,088,689<br />

SENIOR LIEN DEBT SERVICE COVERAGE 12.24 5.84 3.54 3.47<br />

REQUIRED COVERAGE 1.20 1.20 1.20 1.20<br />

AVAILABLE NET REVENUE AFTER SENIOR DS 3,572,395 3,360,435 2,767,014 2,684,546<br />

JUNIOR LIEN DEBT SERVICE (SRL STP)<br />

Principal 307,011 0 0 0<br />

Interest 90,820 0 0 0<br />

JUNIOR LIEN DEBT SERVICE (SRL #WW765080)<br />

Principal 100,504 167,380 171,271 175,252<br />

Interest 74,536 87,207 83,316 79,335<br />

JUNIOR LIEN DEBT SERVICE (SRL #WW530400)<br />

Principal 126,724 210,826 215,484 220,245<br />

Interest 95,028 103,320 98,662 93,901<br />

JUNIOR LIEN DEBT SERVICE (SRL #DW530410)<br />

Principal 14,887 15,220 15,636 16,062<br />

Interest 9,399 8,994 8,579 8,152<br />

JUNIOR LIEN DEBT SERVICE (SRL #DW530411)<br />

Principal 13,087 13,352 13,701 14,060<br />

Interest 7,842 7,500 7,151 6,792<br />

JUNIOR LIEN DEBT SERVICE (SRL #WW530440)<br />

Principal 0 0 0 130,100<br />

Interest 0 0 0 0<br />

TOTAL JUNIOR DEBT SERVICE 839,838 613,799 613,799 743,899<br />

SENIOR & JUNIOR LIEN DEBT SERVICE COVERAGE 3.36 3.10 2.27 2.06<br />

REQUIRED COVERAGE 1.15 1.15 1.15 1.15<br />

AVAILABLE NET REVENUE 2,732,557 2,746,636 2,153,215 1,940,647<br />

LESS: Nonoperating Transfer to General Fund 1,385,835 1,385,835 1,600,000 1,600,000<br />

Contingency - Reserve 225,000 230,555 230,555 230,555<br />

R & R 440,000 440,000 440,000 440,000<br />

COVERAGE 681,722 690,246 (117,340) (329,908)<br />

223

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!